CERTIFICATE

This is to certify that Bhajan Partap Singh has done the Major Research Project entitled Working of Bharti Axa, Patiala Branch under my supervision for the fulfillment of degree of Bachelor of Business Administration. The work done by her is a sole effort submitted as or its part of any other degree. has not been

!r" #eeraj $o%al !.".#. Multani Mal Modi $ollege% Patiala%

C&#TE#TS
'" *" Ackno(ledge)ent Introd+ction to Bharti A,A $orporate Profile &ife 'nsurance Plan Board of #irectors $learing Basics /" Acti0itie1 of Bharti A,A in P+nja2 Activities in Punjab $hallenges facing by the Bharti A(a &ife 'nsurance% Patiala ." Project 5e1cription , Working of Bharti A,A 6ife In1+rance, Patiala Branch )taff #escription "perations 'ndividual Plans *roup Plans &imitations '7-33 '3-'4 '- '.

 )uggestions

3" The Re1earch !ethodolog% Research )ample #ata $ollections 8" 5ata Anal%1i1 9 Interpretation - Annex+re +uestionnaire #ata $ollection Tools :" Interpretation 2% diagra)1 4" Concl+1ion 7" Bi2liograph%

38-34

37-8.

83-4* 4* 4/

AC;#&W6E5$E!E#TS

't is proud of my privilege

pleasure to e(press my deep sense of gratitude to

my project guide !r" #eeraj $o%al member of !.".#. Multani Mal Modi $ollege% Patiala for his help% valueable guidance constant encouragement. ' am thankful to assistance

all teaching staff of institute who have rendered their valuable guidance time to time. ' also want to thank all the staff the help

employees of organi,ation because without

support of them% ' can-t be complete my project.

Thanks

Bhajan Partap Singh Roll .o. /012

I#TR&5<CTI&# T& ABSE#TEEIS!

I#TR&5<CTI&# C&#CEPT &F ABSE#TEEIS!=-

3mployee-s Presence at work place during the schedule time is highly essential for the smooth running of the production process in particular and the "rganisation in general. #espite the significance of their presence% employees sometime fail to report at the work place during the schedule time% which is known as 4absenteeism-.

&abour Bureau% )imla% define the term 4absenteeism- as 5the failure of a worker to report for work when he scheduled to work.6 &abour Bureau also state that 5absenteeism is the total man7shifts lost because of absence as a percentage of the total number of man7shifts scheduled to work6 According to 8ebster-s #ictionary%6Absenteeism is the practice or habit of being an 4absence- and an absentee is one who habitually stay away6.

't signifies unscheduled absents of an employee from work which is unauthori,ed7une(plained% avoidable of absenteeism can be willful absence from work the rate when number of

calculated

person schedules to work

number actually present are calculated.

Absence may be caused by uncontrollable circumstance like sickness and accident etc. it may be willful% unauthori,ed or

authori,ed. The absence may be authori,ed or unauthori,ed willful or caused by circumstances beyond are-s control. 't has been observed that the phenomenon of absenteeism does not e(ist only

in 'ndian industry9 it is a universal fact. The difference is only in terms of magnitude. The rate of

absenteeism varies from :;to nearly /<;. 'n same occupations% it has risen to the abnormal level

of =<; in same region9 the e(tent of absenteeism may differ from industry% place to place and occupation to occupation% it may also differ according to the make up of the workforce. Absenteeism may be e(tensive in a particular department of an industry or a concern.

CA<SES &F ABSE#TEEIS!

Aside from genuine illness% the main causes of absenteeism are failures of the firm-s human relations systems >part of !RM?. "ften these can be linked to !er,berg-s hygiene factors% such as@

A Poor working conditions% making workers uncomfortable or even causing injury. A A failure to respect individuals and to be concerned with their needs. A A failure to respect individuals and be concerned with their needs. A A failure of teamwork% leading to feelings of alienation or even bullying. A "ver supervision% leading to stress or the feeling of not being trusted. A 'nappropriate tasks% leading to stress as workers are unable to complete their tasks satisfactorily.

A Pay rates that the employees feel are too low for their skills.

T>E C&STS &F ABSE#TEEIS!

For a fir) the co1t1 of a21enteei1) can 2e 0er% high=A &ost production as the worker is unable to catch up with the work that was7missed. A 't maybe necessary to offer e(tra overtime in order to complete an order on time. This will increase the costs of the firm and lower their overall profits unless they can raise the price to compensate.

A 'f workers sense that there is a trend of absenteeism% they will tend to take more days off themselves% this will lead to the problem snowballing

CA6C<6ATI&#

&F

ABSE#TEEIS!

RATE=-

The most common measures of absence is the lost time rate. This shows the percentage of the total time

available which has been lost because of absence from all causes in a

given7period.

Total B Possible

absence C<< total

>hours D >hours or

or

days? &ost

in time in

the

period rate

days?

Available

the

period

Eor e(ample@7 'f the total absence in the period is C1= hours% and the possible total is C%22< hours% the lost time rate is @

C1=

C<<

D C%22<

F;

The lost time rate can be regarded as an overall measure of the severity of the problem. 'f calculated separately by department or group of workers% it can show up particular problem areas.

Total time lost% however% may consist of a small number of people who are absent for long periods% or large number absent for short spells. A

measure of 4freGuency- is needed to show how widespread the problem is% so that companies can formulate appropriate plans to reduce it. The freGuency rate shows the average number of absence per worker>e(pressed of the as length percentage? of each irrespective spell.

.o

of

spells

of B in

absence C<< D the

in EreGuency period

period rate

77777777777777777777777777777777777777777777 .o of workers

'f the organi,ation wishes to monitor the number of workers absent at all during freGuency the rate period can the be individual used@

.o

of

workers

having

one

or

absence

77777777777777777777777777777777777777777777777 B C<< D 'ndividual EreGuency rate .o of workers

Eor e(ample% in one month an organi,ation employed on average% F< workers. #uring this time C1 workers

had periods of absence@ one was away three times% two were away twice

and

nine

were

away

once%

total

number of CH spells of absence. The freGuency rate was therefore@

CH 7777777777777777BC<<D1<; F<

The

individual

freGuency

rate

was

C1 7777777(C<<DC2; F<

Another individual inde( of absence% developed by Bradford Iniversity% highlights repeated short term

absence by giving e(tra weight to the number of absence. 't is given by the7formula@ 'nde( )D !D the total >'? D number hours absent of in )J)J!% absences9 any given where and period

Eor7e(ample@ 8orker with two periods of absence totaling C< days >F< hours?@ 'D1J1JF<D/1< Absentee with si( periods of absence totaling C< days >F< hours?@ 'DHJHJF<D1FF< "rgani,ations can use the indicator to provide a trigger point for action. 't is important% however% to

e(amine the particular circumstances leading to a high score before action.

!EAS<RES

T&

RE5<CE

ABSE#TEEIS!

=-

8hen a firm is faced with high levels of absenteeism it will look to the !RM department for remedies% such as@

A Ele(time K allows workers some degree of control over the hours they are at work. 't can help to relieve pressures caused by such things as child care and transport problems% which would otherwise lead to workers taking time off as though they were sick.

A Lob enrichment K a satisfying% challenging job will ensure that workers will want to go to work.

A 'mproved !RM K making workers feel more valued will allow people to feel more committed to the workforce. 3mployees who feel part of a team will not want to let others down.

A Attendance bonuses K these are paid to workers who attend regularly. This is a controversial idea% recent studies have shown that they may not actually increase attendance.

C&#CEPT &F 6AB&<R T<R#&?ER

C&#CEPT

&F 6AB&<R T<R#&?ER=-

3mployees who are not satisfied with their career in the present organisation may seek suitable employment

in other organisation . )imilarly% organisation may also prefer candidates from e(ternal sources % if the internal

candidates are not found suitable . This situation in career development of both the individuals and the

organisations result in e(ternal mobility or employee turnover. 3(ternal mobility career-. &abour turnover has been defined as 5the rate of change in the working staff period6. 't is resentment of employees which is shown by Guitting off job. 't is the measurement employees leave can be of the e(tent to which of a common doing a definite is also known as 4e(ternal

new employees enter into service in a given period. 't e(pressed by different

formula

which

involve

such

from

as

@7

'"

Acce11ion

@i"e"

additional

to

pa%

rateA"

Accession Aug.

rate

D work

.umber

of

Accession forceM

C<< month

*"Separation )eparation rate D .umber of separator ( C<<

Aug.workforceMmonth

/"Replace)ent

Replacement Aug.

rate

.umber workforceM

of

Accession

C<< month

.ote@7

for

all

the

formula

Average work force D .umber of people at the begging of the month N .umber of people at the and of the month.

!EAS<RE!E#T

&F

6AB&<R

T<R#&?ER=-

This is a measure of the rate of change of a firm-s workforce% it is measured &abour Average turnover using D no. .o. the of staff of following leaving per staff formula@7 year

)o a firm which has 1< people leave out a total staff of F< has a labour turnover or 12; >F<O1<?. 't is important

to look at how these figures have changed over a number of years rather than look at them in isolation.

T>E

C&ST

&F

6AB&<R

T<R#&?ER=-

!igh labour turnover can be e(pensive% although the actual casts are difficult to estimate. To get some

indication% organi,ation can start by adding up the most obvious e(penses7 those of advertising% recruitment

and training% together with the cost of associated management and supervisory time. The annual total could

well convince the organi,ation that time and effort spent reducing labour turnover is cost7effective. 'ncreased

e(penditure or recruitment and training represents only a small proportion of Much the total cost cost may of be labour turnover. through@

greater

incurred

C? 1? /?

Innecessarily &ost

high or

staffing

levels delayed the

an

overtime

payments

production flow of work

'nterruptions

to

=? 'ncreased production casts% scrap levels and risk of accidents to ine(perienced7workers 2? H? :? &ong7term &ow #amage workers morale to becoming and the unsettled and low local leaving productivity reputation.

resulting organi,ation-s

'ncrea1ing la2o+r t+rno0er often 2eco)e1 a 0icio+1 circle = low morale causes more workers to leave%

increasing the dissatisfaction of those who remain% and so on. Managers sometimes aggravate the situation

by an inappropriate response to worsening conditions. Eor e(ample% as

available

trained

labour

diminishes

disciplinary measures against unauthori,ed absences tends to be rela(ed% and pressure to recruits results in

replacement who not match organi,ational. ReGuirements. These new recruits are more likely to leave%

especially as supervisors and trainers have less time to give them adeGuate induction and training.

't is not surprising% then% the there is a tendency for good situations to improve% and for bed situations to worsen.

This may affect not only morale but also pay if bonus schemes are in operation and targets are not met. 8orkers

and their representatives will understandably feel resentment unless they can taken. see that remedial action is being

CALCULATION OF TURNOVER

Step '" Calc+late the a0erage n+)2er of e)plo%ee1 The number of employees is calculated by adding the number at the start of the period% to the number at the end of the period. Then dividing by 1 to arrive at the average number of employees. Eor e(ample@ At the start of the year the firm employed C<<< people. At the end of the year the firm employed C1<<. To arrive at the average we add together C<<< N C1<< D 11<<. Then divide by 1 to get our answer 11<<M1 D CC<< This figure is the average number of people employed during the period. Step *" Calc+late the n+)2er of depart+re1 d+ring the period The key here is to make sure that we only include those departures that are actually relevant. That means those that come within the definition we are using. )o for the definitions we are using in this e(ample the relevant figures are@ Total number of e(its D 11< Poluntary D CC< 3arly D 22 Step /" 5i0ide depart+re1 2% n+)2er of e)plo%ee1 To arrive at our final figures% we divide the number of relevant departures by the average number of employees. Then multiply by C<< to get the percentage rate. Eor total turnover we have@ 11< M CC<< >( C<<? D 1<; Eor voluntary

turnover we have@ CC<MCC<< >(C<<? D C<; Eor early turnover we have@ 22MCC<< >(C<<? D 2; $alculating 3mployee Turnover

!owever% there are a number of complications@ &etQs say there were C<< employees at the beginning of the year% and C<< employees at the end of the year% and at the end of the year% F= of those employees were the same ones as were there the previous year. Rou might say that the turnover rate was CH;. But suppose one of those CH who left was actually replaced three times. The employee Guit in Lanuary% the replacement Guit in April% and another person was hired who lasted only until .ovember. Then you might want to count every time an employee left the company and another one was hired 7 in this case youQd get CF;. Another complication@ suppose the work force is C<< at the beginning and 0< at the end of the year. Perhaps CH people have left% but only H have been hired during the year% while 1 more were hired and retired within the same year. Rou might define turnover as CFMC<< or as CFM0<% or as CFM02% since 02 is the average of 0< and C<<. 'nstead of 02% you might want to

do a fancier average% where you actually add up the number of employees on each day of the year% and divide the total by /H2. "ne more complication@ who decided it was a calendar year that we should use for sampling the turnover rateS Perhaps there was no turnover at all for / years prior% and then a shift in management caused a lot of people to leave this year. Then a more representative measure would average over 1 or / or = years. Maybe youQd want to average the turnover in each month of the last =F% but weight recent months more heavily than earlier months.

CA<SES

&F

6AB&<R

T<R#&?ER=-

'f the labour turnover rate is increasing% it may be a sign of increasing dissatisfaction within the workforce.

These causes may be either internal or e(ternal. 'nternal reasons could be@ a? A poor recruitment and selection process that leads to a person being placed within a job that they are not suited to. 3ventually that person will leave to find a job more suited to them.

b? 'neffective leadership or motivation will leave employees with a lack of commitment to the firm.

c? They will feel no sense of loyalty to the business% and they will tend to look elsewhere for promotions or new opportunities. They will not be interested in looking for new ways in which they could contribute to the firm. d? 8ages that are lower than those being earned by similar workers in local7firms.

External

ca+1e1

co+ld

2e

a1

follo(1=

a? More local vacancies arising% perhaps due to the setting up or e(pansion of other firms in the area.

b? Better transport links making a wider geographical area available to workers.

$onseGuences

of

high

labour

turnover

a? There can be both negative and positive effects. The negative aspects could b? c? The The cost cost of of be@ recruitment retraining of of replacements replacements

d? The time taken for new recruits to settle into the business and adopt the firm-s culture.

e? The loss of productivity while the new workers settle in.

&abour

turnover

can

however

have

some

positive

aspects@

.ew

workers

can

bring

in

new

ideas

and

enthusiasm

A 8orkers with specific skills can be employed rather than having to train e(isting7employees.

A .ew ways of solving problems can be seen by new workers who can offer a different perspective.

"n balance there is a need for firms to achieve the right level of labour turnover rather than the lowest.

!EAS<RES

T&

RE5<CE

6AB&<R

T<R#&?ER=-

C. 'mprovement in the method of recruitment so that right person is appointed to the right job. 1. Beside a scientific system of recruitment% selection and placement the provision of vocational guidance facilities% enlighten led supervisor the

development of a two way communication system between the management turnover. the employees will help to reduce the rate of labour

BS#6 A# I#TR&5<CTI&#

BS#6 A# I#TR&5<CTI&#
Bharat )anchar .igam &td. formed in "ctober% 1<<<% is 8orldQs :th largest Telecommunications $ompany providing comprehensive range of telecom services in 'ndia@ 8ireline% $#MA mobile% *)M Mobile% 'nternet% Broadband% $arrier service% MP&)7PP..

8ith a corporate philosophy that considers >+)an Re1o+rce as the most pri,ed assets of the organi,ation% itQs natural for B).& to

continually hone employee skills% enhance their knowledge and their e(pertise and their aspirations to fruition. 3ven as B).& goes about conducting its business activities% it lays emphasis on constant enhancement programmes. B).& has installed +uality Telecom .etwork in the country and now focusing on improving it% e(panding the network% introducing new telecom services with '$T applications in villages and wining customerQs confidence. Today% it has about =H million line basic telephone capacity% F million 8&& capacity% 21 Million *)M $apacity% more than /F/<1 fi(ed e(changes% =H2H2 BT)% /F02 .ode B > /* BT)?% 1F: )atellite )tations% HC=:22 Rkm of "E$ $able% 2<=/< Rkm of Microwave .etwork connecting H<1 #istricts% ://< citiesMtowns and 2.H &akhs villages. B).& is the only service provider% making focused efforts and planned initiatives to bridge the Rural7Irban #igital #ivide '$T sector. 'n fact there is no telecom operator in the country to beat its reach with its wide network giving services in every nook across 'ndia e(cept #elhi corner of country and operates of knowledge and skills through regular training

Mumbai. 8hether it is inaccessible areas of

)iachen glacier and .orth7eastern region of the country. B).& serves its customers with its wide bouGuet of telecom services.

B).& is numero uno operator of 'ndia in all services in its license area. The company offers vide ranging designed to suite most transparent tariff schemes every customer.

B).& cellular service% $ell"ne% has 33,'.B,*4* *$ cellular customers and 44,.7/ /$ customers as on /<.CC.1<<0. 'n basic services% B).& is miles ahead of its rivals% with /3"' )illion Ba1ic Phone 1+21cri2er1 i.e. F2 per cent share of the subscriber base and 01 percent share in revenue7terms. B).& has more than 1.2 million 8&& subscribers and 1.2 million 'nternet $ustomers who access 'nternet through various modes vi,. #ial7up% &eased &ine% #'A)% Account &ess 'nternet>$&'?. B).& has been adjudged as the .IMB3R ".3 ')P in the country.

BS#6 ha1 1et +p a (orld cla11 )+lti-giga2it, )+lti-protocol con0ergent IP infra1tr+ct+re that pro0ide1 con0ergent 1er0ice1 like 0oice, data and 0ideo thro+gh the 1a)e Back2one and Broad2and Acce11 #et(ork" At pre1ent there are <.H million #ata"ne broadband customers.

The co)pan% ha1 0a1t experience in Planning, In1tallation, net(ork integration and !aintenance of S(itching 9

Tran1)i11ion #et(ork1 and al1o ha1 a (orld cla11 IS& 7BBB certified Teleco) Training In1tit+te"

Scaling ne( height1 of 1+cce11, the present turnover of B).& is more than Rs./2C%F1< million >I) T F billion? with net profit to the tune of Rs.00%/0< million >I) T 1.1H billion? for last financial year. The infra1tr+ct+re a11et on telephone alone i1 (orth a2o+t R1"8/B,BBB )illion @<S C '."/: 2illionA"

The t+rno0er, nation(ide co0erage, reach, co)prehen1i0e range of teleco) 1er0ice1 and the de1ire to excel ha1 )ade BS#6 the #o" ' Teleco) Co)pan% of India"

Pre1ent and f+t+re

B).& >then known as #epartment of Telecom? had been a near monopoly during the socialist period of the 'ndian economy. #uring this period% B).& was the only telecom service provider in the country >MT.& was present only in Mumbai and .ew #elhi?. #uring this period B).& operated as a typical state7run organi,ation% inefficient% slow%

bureaucratic% and heavily uinionised. As a result subscribers had to wait for as long as five years to get a telephone connection.The corporation tasted competition for the first time after the liberalisation of 'ndian economy in C00C. Eaced with stiff competition from the private telecom service providers% B).& has subseGuently tried to increase efficiencies itself. #oT veterans% however% put the onus for the sorry state of affairs on the *overnment policies% where in all state7owned service providers were reGuired to function as mediums for achieving egalitarian growth across all segments of the society. The corporation >then #oT?% however% failed miserably to achieve this and 'ndia languished among the most poorly connected countries in the world. B).& was born in 1<<< after the corporatisation of #oT. The efficiency of the company has since improved. !owever% the performance level is nowhere near the private players. The corporation remains heavily unionised and is comparatively slow in decision making and implementation. Though it offers services at

lowest tariffs% the private players continue to notch up better numbers in all areas% years after year. B).& has been providing connections in both urban and rural areas. Pre7activated Mobile connections are available at many places across 'ndia. B).& has also unveiled cost7effective broadband internet access plans >#ata"ne? targeted at homes and small businesses. At present B).& enjoyQs around H<; of market share of ')P services. 1<<: has been declared as URear of BroadbandU in 'ndia and B).& is in the process of providing 2 million Broadband connectivity by the end of 1<<:. B).& has upgraded e(isting #ataone >Broadband? connections for a speed of up to 1 MbitMs without any e(tra cost. This 1 MbitMs broadband service is being provided by B).& at a cost of just I)T CC.: per month >as of 1CM<:M1<<F and at a limit of 1.2*B monthly limit with <1<<7<F<< hrs as no charge period?. Eurther% B).& is rolling out new broadband services such as triple play.

B).& is planning to increase its customer base to C<F million customers by 1<C<. 8ith the frantic activity in the communication sector in 'ndia% the target appears achievable.

B).& is a pioneer of rural telephony in 'ndia. B).& has recently bagged

F<; of I)T 2F< m >'.R 1%2<< crores? Rural Telephony project of *overnment of 'ndia. "n the 1<th of March% 1<<0% B).& advertised the launch of BlackBerry services across its Telecom circles in 'ndia. The corporation has also launched /* services in select cities across the country. Presently% B).& and MT.& are the only players to provide /* services% as the *overnment is still in the process of auctioning the /* spectrum to private players. B).& has also launched a 3ntertainment Portal called B).& !ungama Portal from where subscribers could download contents like music% music videos for free and also download or play various games online. "nly Tamil%Vannada%Telugu !indi are provided at present. !opes are there

that the database could be e(panded. B).& charges a fi(ed monthly subscription fee for this function.

Challenge1 #uring the financial year 1<<H71<<: >from April C% 1<<H to March /C% 1<<:? B).& has added 0.H million new customers in various telephone services taking its customer base to H=.F million. B).&Qs nearest competitor Bharti Airtel is standing at a customer base of /0 million. !owever% despite impressive growth shown by B).& in recent times% the Ei(ed line customer base of B).& is declining. 'n order to woo back its fi(ed7line customers B).& has brought down long distance calling rate under "ne'ndia plan% however% the success of the scheme is not known. !owever% B).& faces bleak fiscal 1<<H71<<: as users flee% which has been acB).&. Presently there is an intense competition in 'ndian Telecom sector and various Telcos are rolling out attractive schemes and are providing good customer services. Access #eficit $harges >A#$% a levy being paid by the private operators to B).& for provide service in non7lucrative areas especially rural areas?

has been slashed by /:; by TRA'% w.e.f. April C% 1<<:. W0X The reduction in A#$ may hit the bottomlines of B).&. B).& launched /* services in CC cities of country in 1nd march 1<<0.MT.& which operates in Mumbai and #elhi first launched /* services in these cities. Bsnl is also giving rural broadband service to villages like low populated village like melakadambur

6ITERAT<RE RE?IEW A#5 C&#CEPT F&R!<6ATI&#

6ITERAT<RE RE?IEW A#5 C&#CEPT F&R!<6ATI&#

!uman Resource >or personnel? management% in the sense of getting things done through people% is an essential part of every manager-s responsibility% but many organi,ations find it advantageous to establish a specialist division to provide an e(pert service dedicated to ensuring that the human resource function is performed efficiently. 5People are our most valuable asset6 is a clichY% which no member of any senior management team would disagree with. Ret% the reality for many organi,ations are that their people remain under valued% under trained and under utili,ed. Eollowing are the various functions of !uman Resource Management that are essential for the effective functioning of the organi,ation@ C. 1. /. =. 2. Recruitment )election 'nduction Performance Appraisal Training #evelopment

H. $ontrol on Absenteeism and &abour Turnover

3mployees are important in any running of a business9 without them the business would be unsuccessful. !owever% more and more employers today are finding that employees remain for appro(imately 1/ to 1= months. The 3mployment Policy Eoundation states it costs a company an average of paperwork% Rs. /%<<.<<< unemployment9 per employee% including separation costs% vacancy costs% including overtime or

temporary employees and replacement costs including advertisement% interview time% relocation% training and decreased productivity when colleagues depart. Providing a stimulating workplace environment in which fosters happy% motivated and empowered individuals% which lowers employee turnover and absentee rates. Promoting a work environment that fosters personal and professional growth promotes harmony and encouragement on all levels% so the effects are felt company wide. !uman resource issues have come to be seen as central to every policy initiative in education around the world. 8hile the 5hot6 issues in education invariably focus on student achievement% funding for education% and issues of access and Guality% the factors which concern the recruitment% preparation% hiring% assessment and professional

development of the workforce are key to understanding the issues themselves.

Ret it is only in the last decade that education systems have been considering the totality of the issues. Eor some time% there has been research and discussion about individual components Z such as professional development Z but it is during the C00<s that research and policy analysts have been e(amining how the components fit together@ e(amining% in fact% a 4human resource strategy- for the teaching profession. "ur review of the recent literature has been undertaken in that conte(t. 8hile we e(amine the various component parts of a human resource strategy% it is the approach to the whole system that provides the richest research% and leads to the most effective practice. 'n this introduction% we describe our framework% our methodology% and provide a general commentary on the direction of the findings in this review. The remaining sections of this report provide details on the literature we have reviewed under the headings of the various component parts. The purpose of this paper is to review the literature on employee absenteeism as a form of withdrawal behavior apart from turnover. )tudies e(amining the psychometric properties of absence measures are

reviewed% along with the relationship between absenteeism and personal% attitudinal% and organi,ational variables. 'n this paper ' present an overview of the literature on Absenteeism labour turnover. ' begin by outlining the justification for continuing research into turnover% and discuss the key themes of meaning% measurement and prediction% relating these to the organi,ational goal of effective management of turnover. 8e argue that despite conte(tual% relational and epistemological comple(ities surrounding the phenomenon% the economic and psychological dimensions to turnover% as well as its organi,ational significance% justify the use of models in turnover research. A dichotomy is introduced between two traditions of turnover research@ the labour market school% and the psychological school. A critiGue of the labour market account of turnover is offered% and then four key models from within the psychological school are presented and critiGued. ' conclude that the inability of both schools of turnover research to e(plain and predict turnover adeGuately restricts the scope for organi,ations to manage turnover effectively% and that there is a need for new theory.

OBJECTIVES OF THE STUDY

To carry out the study of B).&% we framed the following objectives C. 'dentification of the techniGue of $alculation of Rate of Absenteeism in B).&. 1. 3mployee attitude towards the present !.R. system. /. Review of the current !.R. system in order to find out C. $auses of Absenteeism in B).& 1. $auses of &abour Turnover in B).& /. 'nternal in B).&. =. To provide suggestions conducted recommendations from the study 3(ternal factors effecting &abour Turnover Absenteesim

T>E RESEARC> !ET>&5&6&$D

T>E RESEARC> !ET>&5&6&$D

RESEARCH DESIGN: Research #esign refers to Uframework or plan for a study that guides the collection and analysis of dataU. A typical research design of a company basically tries to resolve the following issues@

a? #etermining #ata $ollection #esign

b? #etermining #ata Methods c? #etermining #ata )ources d? #etermining Primary #ata $ollection Methods e? #eveloping +uestionnaires f? #etermining )ampling Plan

@'A Explorati0e Re1earch 5e1ign= 3(plorative studies are undertaken with a view to know more about the problem. These studies help in a proper definition of the problem% and development of specific hypothesis is to be tested later by more conclusive research designs. 'ts basic purpose is to identify factors underlying a problem and to determine which one of them need to be further researched by using rigorous conclusive research designs. @*A Concl+1i0e Re1earch 5e1ign=

$onclusive Research )tudies are more formal in nature and are conducted with a view to eliciting more precise information for purpose of making marketing decisions. The1e 1t+die1 can 2e either@ a? #escriptive or b? 3(perimental Thus% it was mi( of both the tools of Research #esign that is% 3(plorative as well as $onclusive.

SA!P6I#$ P6A#=

Sa)ple SiEe D 12 3mployees Sa)ple Area D B).& #3PARTM3.T% The Mall% Patiala. 5+ration D Two >1? Months.

5ATA C&66ECTI&#=

'"Pri)ar%-dataFG+e1tionnaire *"Secondar% data-- " #ata 'ncludes Maga,ines% Books% 8eekly7Monthly Publication of these $ompanies 8eb )ites.

/A Infor)ation fro) Internet . A Contact !ethod

ABSE#TEEIS! A#5 6AB&<R T<R#&?ER AT BS#6

@>R RE6ATE5A 5ATA A#A6DSIS 9 I#TERPRETATI&#

ABSE#TEEIS! A#5 6AB&<R T<R#&?ER AT BS#6 @>R RE6ATE5A
@5ATA A#A6DSIS 9 I#TERPRETATI&# A 8ith a corporate philosophy that considers !uman Resource as the most pri,ed assets of the organi,ation% itQs natural for B).& to continually hone employee skills% enhance their knowledge and their e(pertise and their aspirations to fruition. 3ven as B).& goes about conducting its

business activities% it lays emphasis on constant enhancement of knowledge and skills through regular training programmes.

FACTS &F BS#6

@Regarding their !anpo(erA

[ Bharat )anchar .igam &imited has a vast reservoir of highly skilled and e(perienced work force of about /%2:%<<< personnel.

[ 8e believe that our staff% which is one of the best trained manpower in the telecom sector% is our biggest asset. [ #ifferent curriculum run in these centers to impart technology based training% training for Attitudinal change% basic educational and skill development program etc.

[ 8e believe that our future depends on our staff who provide services to our valued customers and stay in touch with them.

To meet the technological challenges% employees are trained for

technology up7gradation% moderni,ation% computeri,ation etc in B).&Qs

training $enters spread across $ountry. These centers are properly eGuipped with the reGuisite infrastructure facilities such as &ecture rooms% modern audio7visual aids% libraries% hostels etc.

[ To ape( training centers of B).& i.e. Advance level Telecom Training $enter >A&TT$? at *ha,iabad and Bharat Ratna Bhimrao Telecom Training $enter at Labalpur are comparable to any world class Telecom Training $enter. Moreover% =/ ,onal training centers and a .ational Academy of Telecom Einance and Management have been running for several years now.

B).& was the only company in 'ndia which had vastly e(perienced !uman Resource right from the day one. As on date B).& is having around /%1<%<<< employees out of that H<%<<<N 3(ecutives and 1%H<%<<<N non73(ecutives. 3ven though B).& has a tag of $P)I% but it never tried to come out of the shadow of Telephone #epartment. 't is evident from the !R Policies it adopted after its formation. Eor e(ample have a look at a few e(amples@

A Promotion Policy of #"T and Promotion Policy of B).& almost same >only difference introduction of )cale Ip gradation?% non7 attractive% disappointing for young brigade who wanted to rise on their performance A "n the formula of A#3T Recruitment B).& Management is still trying to recruit fresh *raduate at #3 M #*M level >a non7e(istent phenomena for $P)I?

A Absence of 3C to 30 $P)I $adre !ierarchy

A $ategori,ation of 3mployees in *roup A% B% $ #epartment

# like *overnment

A "ther than IP)$ "fficers no respect for any other 3mployee-s +ualification A 3mployee without an 3ngineeringMTechnical #egree is becoming #ivisional 3ngineer% no provision of +ualification bar for promotion% &ength of service is the only criteria >Inlike the $orporate 8orld? A .o e(istence of a Pyramidical !R !ierarchy A &ike Telephone #epartment &imited #epartmental $ompetitive 3(amination >written? is held for promotion from entry 3(ecutive

&evel >LT"? to ne(t higher level >)#3?% performance has no role to play in promotion A The management is advocating &#$3 as the only option for young brigade for promotion. More than surprising% it is dreadful.

'n B).& there is around H<%<<< 3(ecutives. 1H%<<<N are working at entry level >LT"?% 12%<<<N at ne(t higher level >)#3? and above )#3 mere 0<<< strength e(ists. 't is Guite evident that the day a young technocrat enters LT" &evel irrespective of his efficiency and performance it has been made sure by the system that he will not get promotion. And the Management is in no mood to come out of this thoroughly faulty and useless system. 8ho will save B).&SSS And how will B).& be savedSSS The Management is controlled by the 'T) "fficers who are on deemed deputation since last nine years >constitution has provision for five year deemed deputation?. These officers who makes the policies and who are also the main e(ecuters% do not have faith in B).& which is evident from the fact that they by one means or other continuing in B).& on deputation and are in no mood to get absorbed in B).&. The situation is that B).& is like an airplane whose Pilot >'T) "fficer? is not sure whether

the plane they are flying will take them to a safe place. The pilot is prepared for two situations >C? if Plane crashes during the flight% they are ready with Parachutes >Back to #"T?% >1? they will continue in the flight on pilot seat and if they get any indication that the flight may crash% they will land to the nearest safe location for themselves% leaving the passengers at the mercy of *od as the passengers >B).& 3mployees? in this plane will have no choice% they will either die or reach the destination with this plane only. 's B).& safe in the hand of such managersSS 8hat stops B).& to make a change in the $ockpitSS 8hy are we playing with the health of B).& as well as the bread butter of around /%C0%<<<

3mployeesS These employees have no second home. #o they not deserve a better pilot in the cockpitSS The Management is controlled by the 'T) "fficers who are on deemed deputation since last nine years >constitution has provision for five year deemed deputation?. These officers who makes the policies and who are also the main e(ecuters% do not have faith in B).& which is evident from the fact that they by one means or other continuing in B).& on deputation and are in no mood to get absorbed in B).&. The situation is that B).& is like an airplane whose Pilot >'T) "fficer? is not sure whether the plane they are flying will take them to a safe place. The pilot is

prepared for two situations >C? if Plane crashes during the flight% they are ready with Parachutes >Back to #"T?% >1? they will continue in the flight on pilot seat and if they get any indication that the flight may crash% they will land to the nearest safe location for themselves% leaving the passengers at the mercy of *od as the passengers >B).& 3mployees? in this plane will have no choice% they will either die or reach the destination with this plane only. 's B).& safe in the hand of such managersSS 8hat stops B).& to make a change in the $ockpitSS 8hy are we playing with the health of B).& as well as the bread butter of around /%C0%<<<

3mployeesS These employees have no second home. #o they not deserve a better pilot in the cockpitSS 'f you see the promotional avenues in B).&% you will find that there is almost no avenue for non 'T) 3(ecutives. "nly 'T) "fficers >who are not the employee of B).&? gets functional promotion without any filter and without any hitch. 8orst is the case of B).& Recruited 3(ecutives >*3LT"s?% who have been recruited in an average lot of /<<< during the year 1<<C% 1<<1% 1<<2 1<<:. Recruitment of /<<< 3(ecutives at entry

level at one time is a matter which should have been given a serious thought% but recruitment were made just to fill the vacancies without a proper man power plan. .ow it is really difficult to create promotional

avenues for all such e(ecutives at a time% but it has to be done. 8ithout promotion the young brigade will get demorali,ed% frustrated and annoyed which will have a huge negative impact on B).& as this young brigade only can drive B).& to its goal and keep it ahead in competition. )o a special policy in B).& is reGuired to cater its reGuirement. Remember 5A secure satisfied youth of a company ensures its bright future6.

A good chunk of employees found themselves out of race and have no willingness to rise to the new challenges and willing for an honorable e(it vide PR). But B).& Management is not showing the courage to come up with an attractive PR) Package. The introduction of PR) will work as a tonic for both B).& its 3mployees. The Associations Inions will

always try to road block such moves% because whosoever leaves will be their members and they don-t want to loose members. But at the cost of their membership the well beings of B).& and its employees cannot be kept in abeyance. A bold decision is the need of the hour. Based on our e(perience% discussions and study we believe that the following steps should be taken in B).& on urgent basis to set the things right@

FI#5I#$ 9 S<$$ESTI&#S

FI#5I#$-9-S<$$ESTI&#S

Rationali,ation of H<%<<< 3(ecutive Posts@ To form a !R Pyramid% the e(isting 3(ecutive posts should be rationali,ed in such a way that it is ensured that all the 3(ecutives at entry level will rise at least four levels in the span of C27CH years. 'f needed the e(isting nomenclature of the e(ecutives may also be demolished. The value of 3ducational +ualifications to be !onored@ 't is a proven fact that the educational Gualification has a huge impact on one-s performance and efficiency and even on the atmosphere of the company. The value of technical and professional Gualifications should be honored. 't should be made sure that an employee without technical or professional education mere on the basis of service length should not surpass the employees with

technicalMprofessional educational Gualification. Provision should also be made that employee with higher relevant educational

Gualification should get additional increments in comparison to the employee with less Gualification. This is the way Guality of human resource could be maintained. )eparate Promotional channel for #irect Recruited 3(ecutives@ The promotional channel of #R 3(ecutives should not be mi(ed with promotees. A separate promotional channel should be made for #R 3(ecutives. There should be no place for &#$3@ 'n a $P)I there is no place for &imited #epartmental $ompetitive 3(amination as it betrays the foundation of a $P)I >i.e9 performance?. Promotion should be based on performance evaluation only. $ost $utting Austerity Measures@ The financial health of B).& is

known to whole world. "ur profit has taken a huge dip during last F years% if the trend continues we may be listed as one among the loss making $P)I. To avoid such a blot% we should immediate cut down the e(penses. The stay in EiveMEourMThree )tar !otels%

Lourney by Elights% Meetings in !otels% etc should be minimi,ed. Pideo $onferencing should be used for meeting. The "ffice car should be made limited for head of the circles or for the essential services only. 'mmediate ban should be implemented on the use of

office cars by other e(ecutives. $ar M Motor $ycle allowance should be given in place. Paperless 8ork@ B).& is a telecom giant% but it-s offices and premises are still far away from computeri,ation. )till paper files and note sheets are the only source for communications.

$omputeri,ation of "ffices and premises should be done on top priority. Paperless environment will reduce the decision making time% improve the transparency and performance and most importantly will reduce the cost considerably. $omputer Proficiency should be made Mandatory@ 'n the present era an employee without computer proficiency is like a car without fuel. All such employees who cannot upgrade themselves and become computer proficient should be offered PR). 't is the matter of utmost urgency and no compromise should be made. MMs B$* has a proven track record of e(cellence and we have the enormous faith in it. 8e are very much hopeful that it will revamp B).&. 8e have a lot of e(pectations from B$*% a few of them are narrated below@

'.

't will recommend to bulldo,e the e(isting !R Policies of B).&

''.

Recommendation for a Pyramidiacal !R )tructure will be made in clear terms

'''.

Promotional Avenues for young brigade should be made available adeGuately

'P.

Mainly three factors K Performance% 3ducational +ualification and 3(perience should be made the defining blocks for the promotions. The value of 3ducational Gualifications shall be honored.

P. P'. P''. P'''.

Recommendation for an attractive PR) )cheme Recommendation for listing of B).& on stock 3(changes Recommendation for $ost $utting austerity measures

Most importantly it should recommend for a Management from the permanent employees of B).& only.

8e hope MMs B$* will come up with recommendations which will be even better than our e(pectations and imaginations and their recommendations shall be mile stone in the history of B).&. Thrust on Marketing% $ustomer $are% .ew Product &aunch% etc will not yield favorable result until unless !R )tructure in B).& is

revolutioni,ed. MMs B$* should first focus on !R Restructuring in B).&.

RES<6T A#5 C&#C6<SI&#S

RES<6T

A#5 C&#C6<SI&#S

Absenteeism is related to new values among the work force as

norms which are developing a result of

technological development work worker thus he

leisure are now cherished by the wants to enjoy

along with the monetary benefits he gets for his monetary benefits he gets for his services. The economic consideration therefore decides whether one would like to be absent from the work. high absenteeism among labour is due to is rural orientation e(odus. its freGuent urge for rural

Absenteeism is high in industries due to the fact that the labour wants some rest from daily routine of work. the incidence of industries fatigue% trying climate% universal malnutrition and the appallingly bad working condition aggravate the feeling for change among industrial workers sometimes impel them to visit their village labour freGuently for rest rela(ation.

The absenteeism is also due to the internal administration of on

organi,ation the work milieu is very important since a large part of the workers daily life is spent there the atmosphere obtaining in a plant% therefore% affect his attitude to his work %and either persuades him to attend regularly or keeps him away. 'rritating uncertainty% irregularity and confusion in the factory are likely to be important cause of absenteeism. the attitude absenteeism. practice of the management also contribute to the

A traditional management treats workers as hireling while an enlightened management treats them as human being. This difference in behavior leads% in the former situation% to light absenteeism and in the situation to a close affinity with the organi,ation% the result being lower absenteeism in my survey ' find that the major cause of absenteeism in reliance infocomm is festival carnal =<; in my survey come to a major conclusion that in festivals seasons employees taken more leaves another major cause of absenteeism is family reasons the worker may take leave due to some familyM personal reasons this may include of illness of wifeM childrenM and their family member.

a. $onstruction of building etc

b. *uests c. Parents meeting or call of father in children school d. Marriage% #eath of family members

)ince any one of this may come in an individual life at any time the employees takes leaves to help their family member during illness% death% marriage etc the employees also takes leaves at their children school. The problem of absenteeism is more when the employees have big family since they have to take care of a large sector of member% they take leave for arrangement for purchasing of goods

The other major important reason for absenteeism is illness.the employees may fall ill due to various reason accordingly tooks leave to

take some rest. But in my opinion ' come to conclude that even though the workers are medically fit they take e(tra leave to take some rest from routine job by showing that they are ill particular day the worker may are unable to work on that fall ill due to.

a. $hange of seasons b. Bad working condition c. .o balance diet d. Eood poising e. 8ine% alcohol f. *enetic% inheridittery dieses

'n the survey we also found that the ne(t major reason for absenteeism in private undertaking inboard from routine and repetitive nature of job. The employee may feel bore of their routine job takes leave for the

freshness of their mind the employees some time want some new job to do when they can not get it for a fairly long period of time they take

leave for enjoyment for e.g. in B).& 8e noticed that many employees feel bored of their job because they have been doing the some job for a long period time. the other important reason for absenteeism is reprimands from boss.

8e also found that the organi,ation have already improved the working condition for it employee for e.g. the B).& give various types of facility to its employee such as @ light facility% photo state machine %air conditioners phone. But even though the bad working condition >which might include

non7conducive climate for work? is yet another factor of7absenteeism.

.on7availability of transport and other reasons are also responsible for high rate of absenteeism in modern day enterprise the management of both the organi,ation has taken step to solve reduce the rate of labour

turnover and absenteeism. The management of both the private and government sector companies has provided a lot of facility to its workers. 'n reliance the management of the companies has adopted new managerial techniGue to make and healthy relationship between management and workers.

)ome

important

features

of

absenteeism

are

as

follows@

a. The rate of absenteeism is the lowest on pay day9 it increase considerable on the days following the payment of wages b. The younger employees are not regular most7irregular. bonus.

punctual or old employee are

c. The rate of absenteeism is varies from department to department in reliance% the distribution of reliance mobile bills takes more leave then officials pins etc.

d. The percentage of absenteeism is high in during festival seasons during the seasons of roping.

The

Topic

Inderstudy

was

Absenteeism

&abour

turnover.

The

sample

si,e

was

1<

G<ESTI&##AIRE

+ues77C@7 !ow many official leaves are allotted for the employees in the "rganisationS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+ues771@7 . #o the employee take e(tra leaves in addition to the leaves givenMpermitted by the "rganisation S \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+ues77/@7 Are you satisfied with the )alary and 8age Administration of your7"rganisationS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+ues77=@7 #o the employees come to the office on a regular basisS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ +ues772@7 's the working environment satisfactory for the employeesS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+H. Are you satisfied with the various benefits provided by your organisationS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+:. Are you satisfied with the )afety and !ealth measures provided by your7"rganisationS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+F. Are you satisfied with the working pattern of your "rganisationS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+0. Are you satisfied with the leaves alloted and Einancial Assistance provided in the case of )ickness of employees and their family membersS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

+C<. #o you want to leave the companyS 'f yesM.o% then whyS \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

REC&!!E#5ATI&#S

REC&!!E#5ATI&#S

Absenteeism is a serious problem for a management because it involves heavy additional e(press resaves understudies are kept in readiness to

take the place of absenteeism% fairly which the overlade cost of idle eGuipment les to be faced. 'ndustrial employees do not usually also for absence in advance or even give notice during their absence as to low long they would be away the management is generally incretion about the probable duration of on employees absence cannot take appropriate measure to feel. 't should be noted no single measure can be effective in controlling absenteeism9 but a skilfull combination of various measures would definitely lead to the desired result there resources are as follows

C. Proper working condition in the factory% so that worker can devote their full effort energy for achieving the production gasket assigned to them

by the management

1. AdeGuate wage as that worker may be satisfied their daily needs they

will be able to full fill will not

go to search for another wags of earning money this will help him to concentrate more more on a particular efficiently.

thus they will be able to do the job more effectively

/. Protection from accident season from this

sickness. This enable the workers to feel factor they can

utili,e their fall energy for the well being of the organi,ation . =. Eacilities for obtaining leave for rest by this the management will be able to known in advance low

many workers would take leave on a particular day or date this enable the management to engage e(tra

manpower force on that particular date so that the production to get for

that

day

many

be

achieved.

2. The personal management should encourage notification% especially in cases duration of of sickness absences is when likely to the be long.

H. 'n case of personal woman absences

family e.g. illness of children in case of married which leave should be make granted liberally.

employees unavoidable%

:. To reduce unavoidable absence due to side ness program safety of industrial should be

industrial accident% hygiene strengthened.

F. Regularity in attendance can be encouraged to some e(tent by the offer of a bonus other pecuniary

inducement

0.

Adaptation

of

well

defined

recruitment

procedures

C<. The selectmen of employees on the basis of communal linguistic family consideration should be ability

discouraged or avoided the management should look for aptitude in the prospective employees

and should not easily yield to pressure on personal likes

dislikes.

CC.

Lob

security

for

workers.

C1. Motivation of worker9 workforce should recogni,ed

social measures. The management the needs of

the workers and offer them adeGuate subsidi,ed food% free

cheap lousing facility% or aid and

medical

transportation facilities to to monetary their

from their residence% free educational facility children-s non7 monetary other benefits.

C/. Their genuine difficulties like their need of money at the time of the marriage% death family illness

should be recogni,es by the management and it should try to help them in this regard. As for social

security measure such as the provisions of provident find% e.s.i facilities gratuity passion% all this

needs to be improved% so that workers may have a same of belonging. C=. C2. 'mproved &iberal common grants prompt or redressed of leave. consciences. junior% bMw the ness.

CH. $ordial management

health relationship between the senior the work

BIB6I&$RAP>D

&fficial 1o+rce1=C. $ompany reports. 1. "fficial records. /. Annual reports of the company. =. Maga,ines of the company

Book1=-

C. Principles of Management &.M.Prasad 1. !uman Resource #evelopment P.)ubba Rao

/. Personnel Management $.B.Memoria

Interpretation (ith Chart1 9 5iagra)1

Interpretation (ith Chart1 9 5iagra)1

C<RRE#T RATE &F SA6ARD SATISFACTI&# &F BS#6 E!P6&DEES

!ighly )atisfied )atisfied )alary /1; HF;

#issatisfied !ighly #issatisfied <; <;

<;

!ighly )atisfied

/1;)atisfied
#issatisfied !ighly #issatisfied

HF;

Interpretation = /1; workers are highly satisfied with their e(iting salary% and HF; workers are jus satisfied with their e(isting salary but there is not any worker which is dissatisfied with there salary. That is why there is some e(tent of absenteeism but almost .il &abour Turnover.

C<RRE#T RATE &F W&R;I#$ >&<R SATISFACTI&# &F BS#6 E!P6&DEES

SATISFIE5 'BBH

<#SATISFIE5 *H

SATISFACTI&# WIT> W&R;I#$ >&<R C1<; C<<; F<; H<; =<; 1<; <; 0F;

)eriesC

1; )AT')E'3# I.)AT')E'3#

Interpretation = 't is clear from the above diagram that almost every worker is satisfied with their working hours.

C+rrent Rate of A21enteei1) in BS#6

3(ecutives /; .on 3(ecutives /.2;

RATE ABSE#TEESI! I# BS#6 =; /; /; /; /; /; 3B3$IT'P3

Interpretation = 't is clear from the above discussion that there is almost same rate of Absenteeism between e(ecutive and non e(ecutive staff.

/.2;
)eriesC

/;

.".73B3$IT'P3

C+rrent Rate of T+rno0er in BS#6

Exec+ti0e1 /; #on Exec+ti0e1 1;

RATE T<R#&?ER I# BS#6 =; /; /; 1; 1; C; C; <; /; 1.<;

)eriesC

3B3$IT'P3

.".73B3$IT'P3

Interpretation = There is C; difference in the rate of labour turnover between e(ecutive .on 3(ecutive staff which indicate that rate of labour turnover is higher in higher class of workers.