ACKNOWLEDGEMENT

It gives me a great pleasure to have an opportunity here to acknowledge and to express my humble gratitude to those who helped me. Although it is impossible to give individual thanks to all, yet I remember all those who helped me in work and in making this project report. First of all, I would like to express my profound indebtedness and deep sense of gratitude to Mr. .!alyan !umar "#$ Manager% who provide me with this valuable opportunity to undergo summer training in I&' (&), *aharanpur. Further I am highly thankful to Mr. +ikhil ,ucchar who is the project in charge and provided his precious time in spite of his busy schedule. I would also thanks to Miss *akshita ,anga comprehensive one. I would also like to thanks to my institute who provided me this opportunity. In the end I must not forget to express my thanks to my mother, father and brother who stood by me during the completion of the summer training. for giving their valuable time,

supervision and inspiration. &heir expert guidance made my study an extensive and

Shiv Singh

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PREFACE

.ractical work experience is the integral part of individual learning. An individual who is learning management concept has to undergo this practical experience to be a future executive. Master of ,usiness Administration "M,A% is two year program which inserts management knowledge in an individual and to make individual completely practical, so practical experience is must. I&' (&). offered me a project on /0FF0'&I 0 '1MM2+I'A&I1+ AM1+3 0M.(1400* &1 $0)2'0 A,*0+&00I*M5 to understand current position of the organi6ation.

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TABLE OF CONTENTS
0xecutive *ummary Introduction Awards I&' .roducts #istory of I&' (td. *aharanpur #$ Activities 1bjectives $esearch Methodology (imitations Absenteeism <An Introduction Findings 'ommunications 3raphical Analysis &heoretical Analysis *uggestions 'onclusion Annexure ,ibliography 8 9 : -7 -: 79 7: ;7 ;9 ;= >; >= 98 ?8 ?= =; => =:

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EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY
Industries are afflicted by various chronic problems like alcoholism, money lending, gambling, stealing @ absenteeism among which absenteeism ranks significantly high, with the opening of economy @ liberali6ation in the major areas of industrial development. 1ur industries will have to accelerate productivity to survive in the market today. In some industries, a high level of absentees among employees is endangering companyAs profitability, while in others they put the survival of the enterprise at risk. &he causes of absenteeism among employees are many and varied there is no single explanation for absence. &he cause may be single @ simple or multiple, complex and interrelated. +ot only causes do differ between different groups of employees in the same company but they also differ for the same employees from time to time. It is in the context that an attempt is made to codify for guidance sake the analysis of absenteeism in the secondary department of I&' (IMI&0), *aharanpur.

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INTRODUCTION

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INTRODUCTION
ITC: Organi a!i"na# Pr"$i#%
I&' (imited is one of IndiaBs foremost private sector companies with a market capitali6ation in excess of 2* C -9 billion and a turnover of more than 2* C ;.> billion. I&' ranks third in preDtax profits among IndiaBs private sector corporations. I&' is ranked among the EorldBs ,est ,ig 'ompanies and AsiaBs BFabulous >FB by Forbes maga6ine, among IndiaBs Most $espected 'ompanies by ,usiness Eorld maga6ine and among IndiaBs Most aluable 'ompanies by ,usiness &oday maga6ine I&' has a diversified presence in 'igarettes, #otels, .aperboards @ *pecialty .apers, .ackaging, Agri ,usiness, .ackaged Foods @ 'onfectionery, ,randed Apparel, 3reeting 'ards, *afety Matches and other FM'3 products. Ehile I&' is an outstanding market leader in its traditional businesses of 'igarettes, #otels, .aperboards, .ackaging and AgriD0xports, it is rapidly gaining market share even in its nascent businesses of .ackaged Foods @ 'onfectionery, ,randed Apparel and 3reeting 'ards @ *tationery. &he 'ompanyBs successful strategy of creating multiple drivers of growth leveraging the diverse competencies residing in its portfolio of businesses is evident in its impressive track record of growth in the last decade and its strong debtDfree balance sheet.

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ITC CIGARETTE
I&' is the market leader in cigarettes in India. Eith its wide range of invaluable brands, it has a leadership position in every segment of the market. ItBs highly popular portfolio of brands includes Insignia, India !ings, 'lassic, 3old Flake, *ilk 'ut, +avy 'ut, *cissors, 'apstan, ,erkeley, ,ristol and Flake. &he 'ompany has been able to build on its leadership position because of its single minded focus on value creation for the consumer through significant investments in product design, innovation, manufacturing technology, Guality, marketing and distribution. All initiatives are therefore worked upon with the intent to fortify market standing in the long term. &his in turns aids in designing products which are contemporary and relevant to the changing attitudes and evolving socio economic profile of the country. &his strategic focus on the consumer has paid I&' handsome dividends. I&'Bs pursuit of international competitiveness is reflected in its initiatives in the overseas markets. In the extremely competitive 2* market, I&' offers highDGuality, valueDpriced cigarettes and $ollD yourDown solutions. In Eest Asia, I&' has become a key player in the 3'' markets through growing volumes of its brands. I&'Bs cigarettes are produced in its stateDofDtheDart factories at ,engaluru, Munger, *aharanpur and !olkata. &hese factories are known for their high levels of Guality, contemporary technology and work environment.

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AWARDS

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AWARDS
I&'Bs 'igarettes business has been winning numerous awards for its Guality, environmental management systems and product excellenceH Achieved > star #ealth and *afety $ating from the ,ritish *afety 'ouncil for its cigarette factories at ,engaluru, Munger, !olkata and *aharanpur and the I*word of #onorI for ,engaluru @ *haranpur for 7FF9DF?. ,engaluru, !olkata and *aharanpur cigarette factories won the prestigious 3reentech *afety 3old Award for the year 7FF? in the manufacturing sector. &hese awards are in recognition of the high level of performance that the units have achieved in 0nvironment #ealth and *afety "0#*%. *aharanpur along with !olkata and Munger factories were honored with the same award in 7FF9.,engaluru Factory has also received the .latinum Award for outstanding achievement in safety management in 7FF9. ,engaluru Factory has won the I*afety Innovation Award 7FF9I for Innovative *afety Management *ystem from the *afety @ Juality Forum "Institution of 0ngineers% and also 2nnatha *uraksha .uraskara Award from +*' !arnataka 'hapter. &he cigarette factory at !olkata was awarded the I-st +ational *ecurity &oday Award 7FF>I in the category of ,est Maintained Fire *afety *ystem. ,engaluru, Munger @ !olkata have won the prestigious 3reentech 0nvironment 0xcellence 3old Award for the year 7FF9. Munger factory won the 0xcellence in Eater Management Award from 'IID3,' for 7FF9. UPES Dehradun Page -F

All its factories are certified by )et +orske

eritas ")+ % for I*1 -8FF-, for their

0nvironment Management *ystems, 1#*A* -=FF- for their 1ccupational #ealth and *afety Management *ystems "1#*M*% and the I*1 :FFFD7FFF for Juality Management *ystems. &he !olkata factory is the first cigarette factory in India to be awarded the *A =FFF 'ertificate for *ocial Accountability by )iet +orske eritas ")+ % in Kune 7FF8. I&'Bs $@) 'entre at .eenya, ,engaluru has the distinction of being the first independent $@) centre in India to get I*1 :FF- accreditation and certified with I*1 -8FF- for 0nvironment Management *ystems by )+ . &he $@) 'entre is also certified for the standard I*1LI0'-?F7>H7FF>, by +ational Accreditation ,oard for &esting and 'alibration (aboratories "+A,(%. &his certification is awarded for I3eneral reGuirement for the competence of &esting @ 'alibration (aboratoriesI

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ITC PRODUCTS
FMCG
It is a measure of the continued trust reposed in the 'ompany by its consumers that the top two FM'3 brands in the country today belong to I&'. &he 'ompanyBs FM'3 businesses leverage one of the largest retail networks in the country, consisting of about 7 million directly serviced dealers. Its reach covers a wide range of the retail spectrum, from premium outlets in the metros to small shops in the interiors of rural India. &he 'igarette business continues to occupy its position of leadership on the strength of continued value addition. &he 'ompany rapidly scaled up the ,randed .ackaged Foods business during the year in the four current categories D *nack Foods, *taples, 'onfectionery and $eadyDtoD0at D now offering over -FF distinctive products. In the *taples category, BAashirvaad AttaB further consolidated its position as the clear leader amongst national branded players with market share touching 8>M. &he year marked the expansion of the B*unfeastB range of biscuits with the launch of 'ookies "B*unfeast 3olden ,akesB% in ; variants and *weet @ *alt 'rackers "B*unfeast *nackyB% in 7 variants. )uring the year, outsourced and distributed manufacturing capacities were geared up to support the increase in scale of operations. &he business is in the process of establishing its own production facilities across the country with a view to servicing proximal markets in an efficient and costDeffective manner. &he year also saw the roll out to target markets of B*unfeast .asta &reatB, a wholeDwheat based nonDfried product. .roduct range in the B'onfectioneryB segment was expanded with the launch of BmintDo masti blueB in a new pack design and B'ofitinoB in the hitherto unrepresented &offees segment. &he $eadyDtoD 0at product portfolio was augmented with the introduction of Instant Mixes in the BpopularB range under the BAashirvaad $eadyMealsB banner, launch of new variants

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of cooking pastes under the BAashirvaadB umbrella brand and a range of packaged desserts, conserves and chutneys under the flagship brand B!itchens of IndiaB.

&he BEills (ifestyleB range was further augmented during the year with the extension of B0ssen6a )i EillsB, an exclusive line of prestige fragrance products, to select BEills (ifestyleB stores. &he products have met with encouraging response from discerning consumers. &he year also marked the launch of the BEills (ifestyle India Fashion EeekB "EIFE%, billed as the countryBs premier fashion event. In the popular segment, the BKohn .layersB brand delivered a strong performance during the year and created a bu66 among its youthful target audience. &he year witnessed the rapid scaleDup of the stationery business with volumes of B'lassmateB notebooks trebling over last year D making B'lassmateB the most widely distributed notebook brand across the country. &he B0xpressionsB brand of greeting cards sustained its leadership status in multiDbrand outlets across the country. In the *afety Matches business, the 'ompanyBs brands, including BAimB which is the largest selling brand of matches in the country, continued to enjoy strong consumer preference, resulting in enhanced market standing. &he year also witnessed the successful acGuisition of Eimco by a wholly owned subsidiary of the 'ompany. &he 'ompanyBs incense sticks "Agarbatti% business made rapid gains during the year with the BMangaldeepB brand emerging as the only national brand in its first full year of operations

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.&"!%# )uring 7FF>DF9, the #otels business posted a strong financial performance with *egment $evenues growing by ;>.?M. I&' 3rand 'entral, the 'ompanyBs second property in Mumbai, which was commissioned in Kanuary 7FF>, posted an impressive performance to record a positive bottom line in its first full year of operations. &he business also progressed a product upgradation programme during the year with a view to maintaining the contemporariness of the 'ompanyBs properties.

Pa'%r("ar) an) Pa*+aging

&he .aperboards, *pecialty .aper and .ackaging segment recorded strong growth during the year both in terms of sales and operating profits. &he year marked significant growth in the .aperboards segment on the back of enhanced capacity utili6ation at the !ovai unit and the addition of .aper Machine "capacity ?>,FFF &.A% at the ,hadrachalam mill. In fulfillment of its commitment to a cleaner environment, the 'ompanyBs 0lemental 'hlorine Free "0'F% pulp mill, the only one of its kind in the country, continues to meet worldDclass environmental standards. &he superior Guality of the 0'F pulp has enabled expansion of the market for valueD added paperboards. &he .ackaging and .rinting business leveraged its recent investments in technology up gradation to expand its range of offerings to include a wider variety of contemporary packaging formats. )uring the year, the business entered the high growth flexible packaging business with the induction of worldDclass eGuipment.

Agri B, in%
In the Agri ,usiness segment, I&' is engaged in innovatively leveraging digital technology to transform the rural sector, and strengthening its position in domestic and global markets as a leading supplier of high Guality, identityDpreserved agri commodities. &his digital infrastructure,

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known as eD'houpal, constitutes the basis for the 'ompanyBs deeper engagement with the rural economy through the progressive development of low cost, broadband fulfillment capability for twoDway flow of goods and services. &his pioneering initiative comprising nearly 9,FFF choupals, currently reaches out to over ;.> million farmers in the *tates of Madhya .radesh, #aryana, 2ttaranchal, 2ttar .radesh, $ajasthan, !arnataka, Maharashtra, Andhra .radesh and !erala. &he 'ompanyBs investments in creating rural infrastructure to support this twoDway flow of goods and services is being strengthened through the creation of rural hubs, christened B'houpal *aagarB. -F 'houpal *aagars are operational in the ; states of Madhya .radesh, Maharashtra and 2ttar .radesh while : more are in an advanced stage of construction. &hese 'houpal *aagars, in synergistic combination with the eD'houpal network, would serve as the core infrastructure to support I&'Bs rural distribution strategy.

In$"r-a!i"n T%*hn"#"g.
I&'Bs wholly owned information technology subsidiary, I&' Info&ech, is one of IndiaBs fastest growing I& and I&Denabled outsourced solutions providers. &he 'ompany leverages domain knowledge from its parentBs marketDleading position in Manufacturing, '.3 @ $etail and &ravel @ #ospitality, as well as in other domains like ,anking, Financial *ervices @ Insurance, to devise business solutions for global customers. I&' Info&ech is a 2* C 98 million company with over -,?FF employees. In addition to I& *olutions, *ervices and 'oDsourcing, the 'ompany has a joint venture with 'lient (ogic in the ,.1 space that offers a technical helpdesk with over 7,>FF employees. I&' Info&ech has offices in the 2nited *tates, 0urope and the Asia .acific, serving FortuneDlisted customers across 87 countries.

Ov%r %a S,( i)iar.

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*unray +epal .rivate (imited "*+.(% is an IndoD+epalD2! joint venture, which started operations in +epal in -:=9. *+.( is the largest private sector enterprise in +epal and a subsidiary of I&' (imited. Its businesses include manufacture and marketing of cigarettes and readymade garments, as well as export of readymade garments with a total turnover of 2* C 9F million and a preDtax profit of 2* C = million.

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Board of

Directors

Chairman

Non-Executive Directors

Executive Directors

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T&E ITC LEADERS&IP

Flowing from the concept and principles of 'orporate 3overnance adopted by the 'ompany, leadership within I&' is exercised at three levels. &he ,oard of )irectors at the apex, as trustee of shareholders, carries the responsibility for strategic supervision of the 'ompany. &he strategic management of the 'ompany rests with the 'orporate Management 'ommittee comprising the whole time )irectors and members drawn from senior management. &he executive management of each business division is vested with the )ivisional Management 'ommittee ")M'%, headed by the 'hief 0xecutive. 0ach )M' is responsible for and totally focused on the management of its assigned business. &his threeDtiered interlinked leadership process creates a wholesome balance between the need for focus and executive freedom, and the need for supervision and control.

ORGANISATIONAL STRUCTURE OF ITC

I&' is a well diversified company with the interest in various businesses. &o facilitate efficient running of the business, the company has split up into several division which enjoys great deal of functional autonomy. /)ivisional ,oard5 or /)ivisional 0xecutive 'ommittee5 depending upon its si6e heads each division. Although management is vested in the ,oard of )irectors consisting of the both 0xecutives and nonD0xecutive )irectors, most of the authorities and responsibilities have been delegated to committee of directors which comprises of 0xecutive )irectors only. All of the divisional boards and divisional executive committeeAs report to committee of directors.

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Th% vari", )ivi i"n /i!h !h%ir h%a)0,ar!%r ar% a $"##"/ :

NAME -. 'orporation #eadGuarters"'#J% 7. Indian (eaf &obacco )evelopment )ivision "I(&)% ;. Indian &obacco )ivision "I&)% 8. .ackaging and .rinting )ivision "..)% >. I&' ,hadrachalam .aper board (td. 9. &rebeni &issue )ivision ?. #otels )ivision "#)% =. 0xport )ivision "0)% :. AgriD,usiness )ivision "A,)% -F. International ,usiness )ivision "I,)% --. Information Function *ystem "IF*% -7. Integrated $esearch 'entre "I$'% -;. International &ravel #ouse "I&#% PLACE !olkata 3unter !olkata &iruvottiyur *ecundrabad !olkata +ew )elhi +ew )elhi #yderabad Mumbai !olkata ,angalore !olkata

)ivisions are further broken up into components and branches such as hotel division holds around marketing branches, cigarette factories and hotel properties "-? hotels under the name of Eelcome group.

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&ISTORY OF ITC LTD1 SA&ARANPUR

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ITC 2SA&ARANPUR :T&E STORY OF AN INSTITUTION

I&' *aharanpur was born out of a planned in road and a fortuitous meeting , which was to unleash the beginning of the dream by -:78 the peninsular tobacco company had manufacturing unit at Munger and ,angalore and was now combing the +orthern region to locate its third one. *aharanpur seemed the ideal choice due its location advantage being on the main railway lines connecting !olkata as well as Mumbai with Eest .unjab right up to .eshawar. As the story goes $.3 ,aker of the stalwarts of the company, visited *aharanpur in search of suitable land to locate the factory. &he visit had almost proved to be an exercise in futility and Mr. ,aker was standing at the railway station ready to leave. Kust then ,A,2 *#I )A4A( *#A$MA walked up to him with an invitation to inspect the land bounded on the west by the canal and to the north by *ardar .atel Marg. &he site as approved @ the initial lease were signed on the ?th Kuly -:7>. &hus began era of challenge @ transition. K...#I(( became the first factory manager and initiated operation with a labour force of 79 men "at = annals a day% a technology of fine rose watering can for conditioning, 7 lacs cutting machine .- dryer, - cooler,; standard making machines "making >FF cigarettes a minute%,; rose cracknel packing machines @ with an engineering department out in the open under mango tress opposite the site of the school . .roduction in the first month was >.: million @ touched 7; million by the end of the year.

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&he decade of the thirties witnessed the series of unprecedented events. &hese ranged from a ; yr closure in -:;8 owing to depressed trading condition and the *EA)0*#I A+) ,14'1&& M1 0M0+& to a devastating earthGuake in the same year. &he factory of Munger was severally hit. *o opening of the *aharanpur unit compensated the loss of production. In -:;7, the first mol in M7 packer arrived. Another landmark event in the annals of time was the foundation of the cigarette workerBs union in -:;= with the help of K.,.MI((0$@.A+)I& !AMA(+A4# .&he registration of the union took place in March -:;:. ;Fth dec.-:>; was an important milestone in securing sound working relation between workers @ management. &his day marked the singing of the first long term agreement .&he post war year heralded an era of moderni6ation @experimentation for I&' *aharanpur .&he new (au #off steam rolling machines, 7 M$&. machines @ first format of threshing and classifying plant made their entry. -:>8 signified the arrival of the Forklift, which revolutioni6ed the method of work in the godowns. ,y the end of sixties, wooden cases had gradually given way to 'F'As "corrugated fiber containers%. in -:9=, M!= makers arrived along with .A?$1 Filter Attachment. &he factory was running in three smooth shift and production had soared up to :78 million. It was at this juncture that &ed $amble retired after the longest single tenure as branch manager. In -:?F, the imperial &obacco 'ompany changed its name to India &obacco 'ompany (imited. Eorkers welfare activities saw acceleration with the launch of workers welfare scheme. Also a greater emphasis was now been laid on the creation of a culture of continuous learning.

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In -:=;, computer center was set up in the unit by which time the payroll, Financial Accounting @ Inventory *ystem had been computeri6ed.

In -:=8, Integrated Factory Information *ystem was developed in ,angalore and passed on other units. &he technical training center was established in -:=9 to provide technical training @ know how to worker @ managers alike. In -:==, (&A was the landmark events. It made provision for the computeri6ation of work processes for clericals in the factory and also for secondari6ation .which involved the physical merger of the packaging @ making departments, which till now has been in relative isolation of each other. Anticipating substantial growth in the market share a massive moderni6ation and up gradation project was launched in *aharanpur involving an overhauling of infrastructure and service to cater to a truly world class factory. In Kune -::8, the political fortunes in state of 2... turned and a high luxury tax was imposed on all brands of cigarettes costing $s.> or more per packet. &his hampered operations in the factory and the manufacture of cigarette "except for exports% was stalled. In -::>, I&'D*aharanpur had the rate distinction of winning the ,ritish safety councilBs national award for the third year in succession for a low accident rate. Fortunately the luxury tax too was lifted in 1ctober -::> through an ordinance of 3overnor @ normal production was resumed. It had been a long struggle with the

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entire unit displaying remarkable fortitude. )espite all limitation even during this crisis *aharanpur was the largest manufacturer of the ,ingo 'igarettes like scissors std, 'apstan std, ,arkeley std, ,ristol @ hero and the exports like #uston @ Midland "to 2*A% @ 'lassic "to $ussia%. In -::9, a longDterm agreement between the management @ the union is another instance of continuous process in the history of I&', *aharanpur. &he agreement provides the flexibility in work norms, practices @ manning ensuring world class level of performance ? productivity.

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ITC SA&ARANPUR2AN INTRODUCTION

Founded in -:-F as a cigarette manufacturing @ marketing organi6ation. I&' group today has evolved into a multi technology @ multi product group. An associate of ,A& industries paces with a gross income around $s.=F9:.;? crore in the financial year ended March ;-, 7FFF. &he I&' group has expanded its leading position in key markets likeH &obacco @ 'igarettes *eeds Financial services .aper .aperboard .acking @ .rinting #otels @ &ourism I& International trading .erhaps no other company in India has a distribution network as extensive as I&'. A network that consists of over 7>FF people coordinate supplies from a do6en manufacturing location to over a million retail outlets spread across ;?FF towns daily. About -.7 M of IndiaAs population has some kind of link with I&'As business. I&' possessed an extensive manufacturing infrastructure for each of its business. An emphasis on vertical integration ensures total Guality control. A uniGue synergy of well defined system @ structure, large investment in manpower development @

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training, wealth of managerial talent @ technical experts has helped I&' to carve out a niche for itself in domestic and international in the trust sense of the world.

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ORGANI3ATIONAL STRUCTURE IN ITC SA&ARANPUR

*chemes for safety @ *ecurity of the work. I&'Bs "*aharanpur ,ranch% organi6ational structure comprises of a ,ranch Manager "0ngineering%, Manager "#uman $esource%, Manager "'ommerce, 'omputer 'enter manager "MI*%. &he Manager ".roduction% is further assisted by *ecurity Manager, inDcharge of *M), inDcharge of .M), inDcharge of J2I*, @ (ogistics Manager. &hey are further assisted by inDcharge of slide making, inDcharge of Maintenance Making, inDcharge of (eaf 3odown, inDcharge of .rogramming *hipping. 1n the other hand, the ,ranch Manager is assisted by inDcharge of Maintenance of .M), inDcharge of engineering store project, inDcharge of .acking @ Marketing and inDcharge of Maintenance 0lectricity, #.$. @ Eelfare 1fficer assist 'ommercial Manager. ,ooks of account and assistant commercial manager "indirect tax system controller% and software engineer assist 'omputer 'enter Manager. For safety @ security measures by ,ranch Manager is further assisted by *afety Manager, *afety 'ommittee. &he department applies various

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&R ACTIVITIES

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&R ACTIVITIES
&UMAN RESOURCE DEVELOPMENTH 'ompany lays great emphasis on developed of #uman $esources. #$) aim will be to tap vitality and talent of employees at all levels, )evelop their potential, .romote participative culture Increase work motivation, continuously improve Guality of product and work life, )ischarge social responsibilities and enforce discipline to meet organi6ational needs. &o develop /will to do,5 to improve people through training and counseling, to project companyAs image. &R ACTIVITIES: MANPOWER PLANNING: .lanning to have $ight +umber, $ight !ind of people at right place and at $ight time. $ecruitment, *election, .lacement and .erformance Appraisal of personnel vi6. &rainees, supervisor officers and above. TRAINING: 'onducting training, program forDjob 0ffectiveness, &o improve behavioral and Managerial skills, &eam ,uilding, &raining needs identification, Kob rotation, Internet and 0xternal training courses CAREER PLANNING: For 3rowth, to meet organi6ational needs, $ight people in leadership position, Eorkmen training through Eorker 0ducation center, *kill )evelopment courses, (iteracy classes. UPES Dehradun Page 7:

4UALITY CIRCLE: Juality circles are being formed in different departments to solve work related problems at shop floor and to evolve participate culture, in Guality circle. SUGGESTION SC&EME: *uggestion scheme have been introduced to tap creative and innovative talents of the employees.

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OB5ECTIVES

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OB5ECTIVES
&o do a detailed study of problem of absenteeism in the organi6ation &o present recommendation for controlling the high absenteeism rate in the organi6ation. &o do a detailed analysis for finding out the factors responsible for the high rate of absenteeism. &o find out ways for the optimal utili6ation of #$ in the organi6ation. &o prove that effective communication is a costDeffective program that can be introduced into the strategy of the organi6ation. 0ffective communication will motivate employees.

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SCOPE

&o cover the employee of I&' *aharanpur. &o cover the employee of year 7FF?DF=.

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RESEARC& MET&ODOLOGY

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RESEARC& MET&ODOLOGY
A 1RESEARC& DESIGN INTRODUCTION TO PROBLEM6 SCOPE OF STUDY Absenteeism is one of the major problems for any organi6ation. &hus it is also problem in I&'. It affects any organi6ation in no of ways. For example, the productivity level decreased. #ence research was made in I&' to know its effects on the organi6ation and measures were suggested to remove absenteeism. OB5ECTIVE OF T&E STUDY &he main objective of the study is to identify the problem of absenteeism in I&' , *aharanpur and knowing the trends of absenteeism and analy6e to make all the system more effective and smooth . *o that it may be easy to find out the corrective measures and giving some suggestions in this regard that would make this organi6ation more profitable. &o carry out this study sample survey method has been employed. &his method is given primary significance in modern research because of its extensive use to study the relationship of different factors, attitudes and practices of society and to explore the problems that can not be treated by experimental method.

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AREA OF STUDY *ample can ideally be selected as percentage of total population of respondent to increase the accuracy and reliability of the sample. #ence a sample si6e of -FF respondents was considered appropriate to keep the sample accurate as well as manageable. B1SAMPLE DESIGN &he following factors have to be decided with in the scope of sampling plan. SAMPLING UNIT &he unit refers to the particular person who is to be surveyed. In this study, the unit is male employees working in I&'. SAMPLE SI3E &his refers to the no of people to be surveyed. Although large samples are more reliable and accurate , but due to limitations of time as already mentioned a small representative sample of -FF people was chosen SAMPLING TEC&NI4UES &his refers to the procedure by which the respondents should be chosen. In order to obtain a representative sample, a probability sample of the population was drawn. .robability sampling can be of two typesHD

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*imple random sample *tratified random sample 'luster "area% sample

In this case, random sampling was done and since the respondents were classified into well defined classes or strata that were distinct from each other, the sampling is stratified random sampling. C1DATA COLLECTION DATA COLLECTION MET&ODS After the research problem has been defined and the research design has been chalked out, the task of data collection begins .)ata can be collected from either primary or secondary source. In this study, mainly data was collected through primary source as well as secondary source. DATA COLLECTION TEC&NI4UES

For collection of data, the respondents were contacted personally and the tools for gathering the data were Guestionnaire and unstructured interview. !eeping in mind the fact that the respondents who were educated , urban people Guestionnaire was found to be the most suitable form of data collection and the respondents who were uneducated , rural people unstructured interview was conducted. &o supplement the primary data and to facilitate the process of drawing inferences , secondary data was collected from published sources like maga6ines, journals, Annual report of I&' @ the files maintained by #$ )eptt.

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LIMITATIONS

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LIMITATIONS
&ime factor.

1rthodox +ature of employees.

Ee were not able to communicate with employee when they were in the organi6ation

0ven after probing the personnel biasness may have come to research

&he retailers thought that we were the representatives of the company. #ence instead of answering our Gueries, they put up their own problems @ expected as to answer and remove their problem Guickly.

*ome respondents were suspicious @ were reluctant..

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ABSENTEEISM: AN INTRODUCTION

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ABSENTEEISM: AN INTRODUCTION
According to 3riffin et al "-::=%, absenteeism is any failure to report for, or remain at, Eork as scheduled, regardless of the reason. Involuntary absence is caused by Factors beyond the control of the employee. oluntary absence is the employeeAs )eliberate choice which can be measured by the freGuency index < the number of absences in a specified period ".orteous, -::?%. &hus one must differentiate between the two types of absence, i.e. involuntary and voluntary absence.

D%$ini!i"n
A( %n!%%i - is a habitual pattern of absence from a duty or obligation. It may be defined intoH

o Absence without leave o Absence due to sickness o Absence due to injury o Absence due to annual leave and public holidays and statutory holidays o Absence due to social reasons "funerals,illness of family members%

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o Absence due to union action Absenteeism is the term generally used to refer unscheduled 0mployee absences from the work place. Absenteeism is the failure to report for scheduled work "*chappi, -:==%. According to *ikorki "7FF-%, absenteeism is defined as not being present or attending, missing, existing, lacking, inattentive, andLor being preoccupied. Absenteeism does not include annual leave, maternity leave, and authori6ed absences such as public duty, compassionate leave, and in some cases longDterm illness. It also refers to un certified sick leave as well as any other unauthori6ed period of absences. .resenters is the new productivity stopper. &he person is at work but is not productive at all. &he cost of absenteeism to the business is well known, but now research carried out by Institute for #ealth and .roductivity *tudies at 'ornel 2niversity "2*A% has discovered that employees who turn up for work when sick have reduced productivity levels "*oftwork 0r6ine Archives, 7FF8%. According to Kohns "-::8% an absence refers to the time an employee is not on the job during scheduled working hours, or is granted a leave of absence, or holiday or vacation time. &he aggregated impact of absenteeism on the +orth America economy alone is at least C8F billion. Furthermore, there is reason to believe that absenteeism is becoming even more of a concern to organi6ations. &his is because global competitiveness and the pace of environmental change have put an increased premium on speed, Guality, service, and teamwork factors that are especially vulnerable to the lack of coDordination prompted by elevated absenteeism. #owever, $esearch also shows that absenteeism is associated with, or predictive of, other counterDproductive behaviors, including lateness, reduced personal productivity and turnover.

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TYPES OF ABSENTEEISM:

&here are two types of absenteeism, each of which reGuires a different type of approach.

71 Inn"*%n! A( %n!%%i Innocent absenteeism refers to employees who are absent for reasons beyond their controlN like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labour relations context this means that it cannot be remedied or treated by disciplinary measures.

81 C,#'a(#% A( %n!%%i 'ulpable absenteeism refers to employees who are absent without authori6ation for reasons which are within their control. For instance, an employee who is on sick leave even though heLshe is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism. &o be culpable is to be blameworthy. In a labour relations context this means that progressive discipline can be applied. For the large majority of employees, absenteeism is legitimate, innocent absenteeism which occurs infreGuently. .rocedures for disciplinary action apply only to culpable absenteeism. Many organi6ations take the view that through the process of individual absentee counselling and treatment, the majority of employees will overcome their problems and return to an acceptable level of regular attendance.

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ABSENTEEISM POLICY OF T&E ORGANISATION:

&he 1rgani6ationAs policy which addresses chronic absence from work. Absenteeism policies usually contain guidelines for topics such as following Allowable absences .ayment for work including payment for days missed before and after a holiday. &ypes of excused @ unexcused absences. )aysLhours worked on a normal work schedule before payment of overtime hours occurs within a pay period. .olicy about calling in absences *upervisor management of absenteeism via paying attention to selected patterns of absence @ tardies.

T&E PROBLEM OF ABSENTEEISM

Absenteeism is a synonym of industrial unrest. 2nlike other industrial strikes, gheraos @lockouts. Absenteeism is non spectacular as a symptom of industrial unrest even though the total time lost through employee absences could be as high as that lost through employee absences could be as high as that lost through other forms of industrial problems. Absenteeism, according to many researchers, /is clearly related to employee morale @ often constitutes an unspoken @usually unconsciousDprotest

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against conditions of work life in general. Absence of any firm can be considered as a form can be considered as a form of withdrawal from work &he problem of absenteeism in India is widespread to many organi6ations, this problem is thought of as an unavoidable evil to live with and thus, to be ignored. *ome company management stand to considered absenteeism in their organi6ation as not so high even though a closer look may reveal the contrary. In general absenteeism as an industrial problem has received only a very little careful investigation and handling.

UNDERSTANDING ABSENTEEISM
&here is a full agreement among industrial sociologists on the point that absenteeism is the result of a number of causes. &here are certain conditions, which conceivably make defined C"n!ri(,!i"n !" !h% a( %n! ra!%. Absenteeism an industrial set up has been found to be associated with factors that are personal, social, environmental and psychological. A survey of the available literature based on research findings pertinent to this shows that the incidence of absenteeism among industrial employees is significantly associated with in factual factors such as working conditions, wage level, skill, education, home situation, physical fitness, age, sex, si6e of the organi6ation, ethnicity, rural Lurban background and so on. In addition, various attitudinal factors like satisfaction with the job, interpersonal relationships, opinion about the management and its attitude, scope for development, motivation to work morale and discipline are found to have influence on absenteeism.

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T&E NEED FOR RESEARC&

&he problem of absenteeism is so complex that it is really difficult to isolate the factors associated with it sufficiently for it to brought under control. 0ven though absence from work cant be eliminated entirely , and timely action by the management can entirely reduce ,considerably the high absence rates . the rate of absenteeism is defined as the M of man days lost due to absence to the total no of man days scheduled in a given time period. 1ne of the handicaps experienced by people dealing with the problem of absenteeism is the inadeGuacy of factory records on subjects .+ot only that in most companies there is no research done on the relationships between various attitudinal factors and absenteeism and therefore no records on this available , but even the available record on factual factors are so maintained that they are not amenable to the closer study of the incident of absence among different groups of employees according to such factual factors as age , sex , length of service or occupation . Absenteeism is necessarily a managerial problem . Its solution like the solutions of any other managerial problem valid information decides the necessary skill to use it . *uch information for managerial use can only be obtained from a well kept and updated record systems maintained by the organi6ation and through extensive research carried out on casual variables. ,y finding out contributing factors , it would be possible to exercise control over them and thus minimi6e the incidence of absenteeism. Absenteeism is a behavioral phenomenon. (ike in all other behavioral phenomenon ,the contributing factors are dynamic and are variable , updating of information and record should therefore be the continuous process. *tudies,

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particularly on managerial styles and attitude , general environmental causes that affect attitudinal factors should be carried out on a continuing basis , records kept on the findings and continually updated.

CAUSES OF ABSENTEEISM IN T&E ORGANISATION

)uring this project study, many workers @shift managers, supervisors @timekeepers were interviewed directly. According to the interviews of the workers @ discussions with shift managers, the causes of absenteeism can be divided into two partsH G%n%ra# *a, % "$ a( %n!%%i -: Family problems *elf *ickness *ickness of family members Festivals 1utside occupations Indebtness Industrial fatigue Alcoholism

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Agricultural activities

Fa-i#. 'r"(#%Among -FF respondents, only -7 workers agreed that they have some family problems which arises out of daily routine. &hey said they have some family problems which arise out of daily routine. &hey said that they are the only male members in their family. *o they remain absent from the factory to minimi6e the pressure @ spend their time with social group. S%#$ Si*+n% : It also causes absenteeism occasionally. *ickness can be of two kinds. )uring my interviews two types of sick workers were foundHD "A% *ick due to some chronic disease likeHD &.,, cancer, heart patients @ diabetic patients. &hese patients are very few in numbers i.e. 7M approx. but they taken from al, cl or remains AE1( or AE1(.. ",% 'asual sickness or sick for 7 or ; days. Si*+n% "$ $a-i#. -%-(%r :

Among -FF respondents, almost all of them agreed that they take leave due to sickness of their family members. ,e it their father, mother, wife or children. F% !iva# :

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&his is also an important factor, which affects rate of absenteeism in the factory. Eorkers remain absent for - or 7 days before or after the festivals even if the factory if reopened after the festivals.

O,! i)% "**,'a!i"n :

)uring the discussions with shift managers and supervisors, it was found that some workers have side business apart from the factory like some workers have daily needs stores, some workers are doing trading of consumer items and a group of workers is involved in the business of woodcarving. From these businesses, they earn more than what they get in factory. In)%(!%)n% :

Among -FF workers, ;F of them had taken loan from moneylenders or from their colleagues. 1n payday, the moneylender tries to take money from the worker, so the worker remains absent on this and 7 or ; days after the payday. It also increases absenteeism. In), !ria# $a!ig,%: It was found that a worker has to stand on machines regularly for = hours and he has to work by bending forward. &hese results in backache, then the worker takes leave to get rid of this pain. (eave applications also confirm this by having difficulty to work in the night shift, workers take leave at least once in a week. A#*"h"#i -: UPES Dehradun Page 8:

1ut of -FF workers, which were interviewed, -9 of them accepted that they drink @ because of the hangover they failed to come to work. > of them were found regular drinkers resulting in high absenteeism.

Agri*,#!,r% a*!ivi!i% : In I&' *aharanpur, a large number of workers come from village and they occupy some agriculture land. )uring the harvesting period they have to work in fields that is why they remains absent from factory work.

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OT&ER FACTORS OF ABSENTEEISM :2

72 SOCIO2ECONOMIC FACTORS1 82 IN PLANT FACTORS1 92OT&ER UNAVOIDABLE FACTORS.

SOCIO-ECONOMIC FACTORS
Living *"n)i!i"n "$ /"r+%r : It is noticed that except for the few families who are either living in company Guarters or their own I.uccaI houses with certain amenities where living conditions are good, the workers live in by and large in sanitary and inhuman condition. &his affects the health and the morale of the worker, with abstention as one of the conseGuences of the economic situation. &%a#!h "$ /"r+%r: It was found that most of the workers suffered from low vitality. &his is because their take home pay is very small and their families are large. Most workers have families of ? to = members and they have to spend a lot on social occasions etc. &he result is that they just canBt afford nourishing food .(ack of nutrition and in sanitary living condition are the causes of a low state of health among industrial workers. &his is one of the major causes of absenteeism. UPES Dehradun Page >-

Drin+ing ha(i! "$ /"r+%r : Eorker are many times found addicted to drinking country liGuor which entails heavy burden on their small resources , besides an adverse effect on their health . &his is also cause of absenteeism. E),*a!i"n: Eorkers are usually educated to a very low standard which makes their thinking very nerrowN conseGuently they can not manage to come out of their old beliefs and practices as for example spending excessively on marriage L death L feasts. 2nplanned family life, aimless living etc. As a result we get an attitude of mind off which absenteeism from work is one of the results. S"*ia# n"r- : va#,% : Most of the industrial workers come from a rural back groundN they have a freGuent argue to go to their native place for various reasons. they still continue to have faith in their own long established norms and values , for example, arranging a big feast on occasion of marriage , death etc. Si)% in*"-%: there are now increasing opportunities of earning addition income through BBsideI activities, particularly in big cities, this also , many times result in absenteeism.

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IN PLANT FACTORS A!!i!,)% an) 'ra*!i*% "$ -anag%-%n!: In plant factors play a major role in workers life. An enlightened management has a humanistic attitude towards workers @ follows policies which in the long run are beneficial to them, where as traditional management treats them hirelings. &his makes all the difference in the attitudes of workers. Eorkers having a sense of belonging bears fruit in the shape of higher productivity and lower absenteeism. get a contrary attitude resulting in higher absenteeism. W"r+ing *"n)i!i"n : &he working condition with in many plant are not conducive to the welfare and efficiency of workers. ,ad working conditions reflact on their health @ conseGuently causes absenteeism. W%#$ar% a-%ni!i% : (ack of welfare amenities in respect of housing, transport, education and recreation facilities, getDtogether, etc. also result in creation of an atmosphere, not conductive to motivating workers to come regularly for work. W"r+ing "$ !ra)% ,ni"n : Most industrial concerns suffer from the evils of unions. $esponsible trade unions alone can help management in creating a healthy climate, very essential to the smooth working of an organi6ation. It can help in curbing absenteeism. iceDversa we

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OT&ER UNAVOIDABLE FACTORS: O**,rr%n*% "$ a**i)%n! : In spite of the best efforts put in by management for proper training and safety precautions, there are still good chances of accidents to occur, several studies have been made of the occurrence of accidents in Indian industries and it has been established that the worried state of the workers is among the major cause of the accidents, of course it does not need any proof that the incidence would be a causal factor in the incidence of absenteeism. P%r "nn%# -a!!%r : many a time a man has to abstain himself from work on account of personnel affairs ,as for example ,arranging or attending marriages of his near ones, attending funerals of his near ones family sickness, attending court etc. this has to be taken in to account in the analysis of absenteeism.

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FINDINGS

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FINDINGS
OAAbsenteeism is a serious problem for a management because it involves heavy additional expenses, various cause which have contributed to high percentage of absenteeism are like that on behalf of interviewAA. -D*ickness 7D#ome connection ;DFamily problem 8D*ocial customs >DInterference of relativesLfriends 9DAge factor 7-Side business 8-Illiteracy and lack of knowledge 9-Monotonous job

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72

SICKNESS:

&he most prominent cause of absenteeism found in our study is the sickness of worker as I.&.' is a ha6ardous industry. #ere a lot of causing sickness such as dust, humidity, temperature, vibration of machines etc. .rolonged exposure of workers to these conditions causes sickness it may also arise due to such other factors such unhygienic living conditions, lack of nutritious food etc. 81 &OME CONNECTION: Most of the employees are from far away places like various districts of ,ihar and eastern 2.. workers go to their native places once or twice in a year and as the places far and long journey and costly, they preferred to stay at their home for longer period then their leaves and these causes absenteeism. 91 FAMILY PROBLEMS: Most of the employees have large families and have ties to a no. of peopled even the distant family members. *ome of the other members of a workers family are often sick or otherwise. &he worker feels it his responsibilities to take care of him by being absent in addition to these, there are also a lot of other problems in family which force him to remains absent.

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;1 SOCIAL CUSTOMS: Eorkers actively participate in various social customs such as marriages funerals, festivals etc and prefer to remain absent on their occasions. &hey think it as their duty to be present in all such occasions. <1 INTERFERENCE OF RELATIVES6FRIENDS: 1ften the workers are visited by a lot no. of relatives and friends who compel them to remain absent and accompany them. &hese people often stay longer and there is addition to financially burdening the workers. &hey also force him to skip from his work. =1 AGE FACTOR: Most of the employees of the company are Guite aged this age group taken most of the leave. &hey commented that there is a problem towards life like retirement fear, children problem, future planning etc. >2 SIDE BUSINESS: In this factory I noticed that a good no. of worker have some side business like shop etc. which are mostly run by some other family members but the workers help their family in those business and it also cause a good amount of absenteeism. ?2 ILLITRACY : LACK OF TEC&NICAL KNOWLEDGE: &he workers are not even metric and they do not have technical expertise to handle the new machines which are implemented in the factory as a result they do not find

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themselves efficient to handle those machines effectively and thus lose interest and remain absent.

@2 MONOTONOUS 5OB: In this unit large no. of worker is coming under the age of ;FD>F years @ they work since ->D7> years. &he same kind of job no change in machine or job so the getting bore @ monotonous work.

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COMMUNICATION

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C"--,ni*a!i"n
IAny act by which one person gives to or receives from another person information about that personBs needs, desires, perceptions, knowledge, or affective states. 'ommunication may be intentional or unintentional, may involve conventional or unconventional signals, may take linguistic or nonlinguistic forms, and may occur through spoken or other modes.I In simple terms, communication can be defined as actions whereby BactorsB impart information to one another. 'ommunication does not have to involve language and does not have to be vocali6ed. )eaf people often communicate through gestures. ,abyBs communicate basic wants through crying. . Information 'ommunication *ystems EFFECTIVE COMMUNICATION A)a'!iv% Inn"va!i"n D ,uilding or improving products, services, and processes while working with a customer versus building products or services outside a customer engagement. $elates to service companies working with large enterprises. En!r%'r%n,%,ria# Manag%-%n! D )escribes a business where the employees are expected to work and relate to each other as self driven business partners versus expecting to be mentored by a command and control management structure. &his assumes the phrase, Ibe the leader you seek.I On% V"i*% DA skill used to manage customer team meetings where one person is designated the leader and other team members direct all their comments and Guestions through the designated 1ne oice speaker rather than to the customer"s%. Sh"/Ti-% D A term related to business people being Ion stageI at all times during a meeting or customer visit. UPES Dehradun Page 9-

S!ra!%gi* '%%) D A term related to working fast and smart, constantly looking for opportunities to improve and innovate. Di *i'#in% "$ Dia#"g,% D A term related to controlling your words and conversations during a business meeting or presentation . C"--,ni*a!i"n is a process that allows people to exchange information by one of several methods. &here are auditory means, such as speaking or singing, and nonverbal, physical means, such as body language, sign language, paralanguage, touch or eye contact.

COMMUNICATION AN EFFECTIVE TOOL An 0A. may be used as a strategic tool, which is an essential business driver, and may be used in the development and retention of staff, thus reducing absenteeism in the workplace " olpe, 7FF7%. In addition, the 0A. is recognised as a valuable asset to business and industry in reducing absenteeism, workplace accidents, alcohol and

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substance abuse and lost productivity. An 0A. is a costDeffective way to promote productivity, increase morale, decrease medical expenses, and most of all, to promote employee health and wellDbeing.

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MEASURES TO REDUCE ABSENTEEISM T&ROUG& EFFECTIVE COMMUNICATION

&he first step of an effective attendance management program is to identify specific are as which are affecting attendance. *ome general causes of absenteeism are listed at the beginning of this paper. &he best way to find which specific areas are affecting absenteeism in a specific work environment is to develop open communication between managers, supervisors and employees. &he reason for this is that it is not really the physical realities of the work place that influence employees willingness to work but rather their perceptions of these realities. For example, workload is only a problem if it is thought to be one. It is important that employees are encouraged to voice their concerns so their perceptions of the work place are clear and can be dealt with. &his type of communication is especially important in unioni6ed environments as employees often tend to communicate only with their union representatives. &he result is that vital feed back necessary for effective management is lost. 'ooperation with union representatives can be very helpful in attendance management and should be encouraged if possible. Formal communications networks such as regularly scheduled department meetings are an excellent way not only to hear employee perceptions and concerns but also to communicate organi6ational goals. Ehen employees are encouraged to make a difference they are less likely to withdraw their participation through absenteeism. 0mployees must not only be heard, they must be answered in such ways as to assure them their input is worthwhile. *taff development meetings are important in moulding company ideals with employee needs. &hey are also important in

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developing a sense of team spirit among coworkers. Full participation in such meetings is to be encouraged if they are to be effective. Informal communications are also very effective in identifying and dealing with employee needs and perceptions. Informal communication involves all levels of managers and supervisors. *upervisors are especially important because of their handsDon approach and contact with employees. An employeeBs relationship with their supervisor can greatly influence their feelings about their work, their coworkers and thus their attendance at work. Insight, intuition, creative thinking and listening are all powerful ways of finding areas which affect attendance. Ideas and information should be encouraged from all sources. &he establishment of varied communication channels is useful in gathering information and to an extent, in confirming it. 0ffective communication in itself can effectively reduce absenteeism.

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GRAP&ICAL ANALYSIS

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GRAP&ICAL ANALYSIS
Q-2 AG ! in yrs" below 2% between 2%-(% abo)e (% #abour !in $" &' '' *%

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Q-*

+arital status +arried un+arried

labour! in $" 7% *%

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Q-*

,-. #-/G A0 1-2 .-03I/G 4-0 5, 6-M7A/18 age!in yrs9" below ' between'-&' abo)e&'

labour!in $" 2% *% '%

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Q-:!i"

A0 1-2 A#-/

A0/I/G 7 0S-/ I/ 1-20 4AMI#1

no of labour 1 S /7' 2'

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Q-:!ii"

I4 /- 5,A/ ,-. MA/18

A/18

arning ;erson/o of labour 2 +ore t<an 2 98 2

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Q-7!ii" ,-. MA/1 # A= S >- 1-2 /?-1 @ SI> S 6-M7A/1AS ,-#I>A1S no of lea)es ( +ore t<an ( no of labour 7% *%

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Q-8 .,A5 >- 1-2 5,I/3 .,- S244 0 M-S5 .I5, 1-20 # A= S8 /o of labour only you only org bot< 8 &2 8%

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Q-9 >- 1-2 ,A= 6-M7# 5 3/-.# >G -4 1-20 .-038 /o of labour 7erfectly 7artially I+;erfectly 7% 28 2

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Q-&%9 A0 1-2 SA5IS41 .I5, 1-20 .AG S /o of labour :8 *2

yes no

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T&EORITICAL ANALYSISH

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T&EORITICAL ANALYSISH
According to age factor "out of -FF labour %, the percentage of absentees is ;FM. From which 7?M is between 7FD8F yrs. @ ;Mis below 7F yrs. According to marital status "out of -FF labour%, ?F are married@;F are unmarried in which the percentage of absenteeism is ;FM where 7FM is married employees and -FMis unmarried According to our survey, ?FM labour are regular @;FM are not regular so the M of absentees is ;FM Ehen we asked the respondents about their AE1(, then H >FMsays family problem 7>M says health problem -FM says environment of the organi6ation -;M says excess work load 7M canAt say any reason. Ehen we ask who suffer most then =M labour blame theirselves, -7M blame the organi6ation and the rest felt that both are responsible for the losses. Ehen we asked if they have complete knowledge of their work then ?FM says that they are perfect at their work and 7= are partially skilled and rest are unskilled. Ehen we asked are you satisfied with your wages then 9=M replied positively but the rest are not satisfied.

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COMPARATIVE STUDY:
AIf we study absenteeism in the organi6ation then we find that ?FM of the sample are married and ;FMare unmarried. #ere we found that the problem of absenteeism arises due to married labour in comparison to unmarried labour because out of ;FM of absenteeism =FM is taken by married labour. R%a "n: Family problem AIf we study absenteeism in the organi6ation then we find that the labour whose age is between 7F yrs to 8F yrs took more leave without permission. R%a "n: Family problem , *ide occupation

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ABSENTEEISM IN T&E ORGANISATION IN T&E YEAR 8BB=2B>

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SUGGESTIONS

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SUGGESTIONS
An "verall approach is essential particularly where general absence levels are high, in which case organi6ation may find that significant organi6ational or procedural changes are called for. Although some absence is outside managementAs control levels of absence can be reduced when positive policies are introduced to improve working condition with worker @ increase workerAs motivation to attend work. Managers, in consultation with worker @ their representative, should seek to ensure thatN -D3ood physical working condition are provided 7D0rgonomics "efficient @ comfortable% factors are taken into account while designing workplace ;D#ealth@ safety standards are rigorously maintained 8D+ew starterAs standards young people are given sufficient training @ receive particularly attention during the initial period of their work. >Djobs are designed so that they give motivation @ provide job satisfaction. &hey should provide variety, discretion@ responsibility, contact with other people, feedback, some challenges @ have clear goals. 9D &raining, career development @ promotion policies, communication procedures @ welfare provisions are examined to see if they can be improved. ?D Attendance award scheme.

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=D Improvement of union :D .roper motivation by manager @ union.

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IMPACT OF ABSENTEEISM2 ORGANI3ATIONCS POINT OF VIEW ABSENTEEISM

PRODUCTION

SALES

PROFIT

AIM AND OB5ECTIVE

GOODWILL

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IMPACT OF ABSENTEEISM2 LABOURCS LIFE ABSENTEEISM

WORKING CAPACITY

PRODUCTION

WORK LOAD LESS WORKING STRENGT&

WAGES :INCENTIVES GET EFFECTED

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CONCLUSION

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CONCLUSION
As the project /$0)2'0 A,*0+&00* &#$123# 0FF0'&I 0 '1MM2+I'A&I1+5 at I&'D*A#A$A+.2$ is concerned, my &raining was full of knowledge, experience and practical. &ackling the problem of absenteeism in a regular .lanned manner in addition to its motivating 0ffect is a significant step for rationali6ing employee costs. A good management with a prospective for #$) will initiate measures, which will tone up the Guality of industrial life and assists its employees in reducing stress and alienation of high speed moderni6ed industrial life. Absenteeism is a problem of great concern and a well thought program should be designed to tackle this problem. (ine manager under the pressure of meeting the production target may conveniently think that this is a problem of personnel department whereas the personnel department alone may not be able to implement the program considering the strength of the organi6ation. &herefore, an effective communication and concrete policy to curb the absenteeism in an organi6ation should prevail. Absenteeism creeps like a cancer and management owes a responsibility to go the root of it and find a best possible way to eradicate it. &his project will be useful to the management to look into the problem. &he measures described in this report are designed to reduce absence. &hey should also help organi6ations to improve their efficiency @ their worker reali6e that they have an important contribution. At last, I would like to say that my visit is completely successful as the point of knowledge. I have got largest knowledge about I&'D*A#A$A+.2$ UPES Dehradun Page =9

ANNEXURE

UPES Dehradun

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FORMATION OF 4UESTIONAIRE
Juite often the Guestionnaire is considered as the heart of survey opinion, hence it should be carefully constructed . In the words of 311)0 and #A&&, In general, the word Guestionnaire refers to a device for securing answers to Guestions by using a form which the respondents fills in himself. All the Guestions in a Guestionnaire are framed specifically, it means a specific objective in mind @ are placed in a logical , seGuential order .

&he Guestionnaire framed for the purpose of the study consists of limited no of Guestions placed in a logical order . &he Guestions were framed keeping in mind the educational and social backgrounds of the respondents. &he Guestions were both open and closed ended as well as multiple choice. $ating scales were framed and administered to get clear and accurate results.

UPES Dehradun

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4UESTIONNAIRE
-. 4our +ame

PPPPPPPPPPPPPPPPPPPPPPPPPPPPPP 7. 4our age H ,elow 7F yrs. ;. 8. Marital *tatus H ,etween 7F to 8F yrs Married Above 8F yrs. 2nmarried

#ow long are you working for the company H ,elow > yrs. ,etween > to -> yrs. Above -> yrs.

>.

#ow many members do you have in your family H F%-a#% +o of Members Age Jualification Ma#% Chi#)r%n

9"i%

Are you alone earning person in your family 4es +o 7 More than 7

9"ii% ?"i% ?"ii%

If no than how many

#ow many leaves do you get from the organi6ation in a monthQ #ow many leaves do you enjoy besides companyAs holidaysQ

?"iii%

Ehat are the reasons Q Page =:

UPES Dehradun

Family problem 0xcess Eork load =.

#ealth problem Any other

0nvironment of the organi6ation

Ehat do you think who suffer most with your leaves Q 1nly you 1nly organi6ation ,oth

:.

)o you have complete knowledge of your work .erfectly .artially Imperfectly

-F.

Are you satisfy with your wagesQ 4es +o.

UPES Dehradun

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BIBLIOGRAP&Y

UPES Dehradun

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BIBLIOGRAP&Y

BOOKS : MAG3INE
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WEBSITES
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UPES Dehradun

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