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BY DAYALAN P. REG.NO. 35080125 A PROJECT REPORT SUBMITTED TO THE SRM SCHOOL OF MANAGEMENT
IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION UNDER THE GUIDANCE OF Dr. V. BALASUBRAMANIAN. PROFESSOR SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY KATTANKULATHUR 603203 MAY - 2010
BONAFIDE CERTIFICATE
supervision. Certified further that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
_____________________________
DECLARATION
submitted at SRM School of Management studies is partial fulfillment of the requirement for the degree of Master of Business Administration is a record of original work done by use for Department Business Administration, SRM School of Management Studies. It has not been submitted to the award of any Degree/ Diploma / Associate ship/ Fellowship.
ACKNOWLEDGEMENT
Im great pleasure to the almighty, for the blessing that he showed on me to complete this project work.
I express my sincere thanks to Mrs.JAYSHREE SURESH, SRM School of Management, for having provided the opportunity and facilities for undertaking the present project work. It is with deep sense of great attitude that I wish to express my heartfelt thanks to my guide DR.V.BALASUBRAMANIAN, professor , SRM for completing this project.
I owe a deep sense of gratitude to MR. K.NANDHAKUMAR, GM-HR & IR, who encouraged me in my work and spend his valuable time with me. I also would like to thanks to all the staffs of that company.
I would also like to express my thanks to my family and friends for their encourage and Unbounded moral support to complete this project
DAYALAN.P
CONTENTS
S.NO PARTICULARS CHAPTER-I
1.1 1.2 1.3 Introduction Objective of the study Scope
1 4 6
PAGE NO
CHAPTER-II
2.1 2.2 Literature review Company profile
8 18
CHAPTER-III
3.1 3.2 Research methodology Limitation of the study
28 31
CHAPTER-IV
4.1 Data analysis and interpretation
33
CHAPTER-V
5.1 5.2 Findings Suggestions
49 50
CHAPTER-VI
6.1 6.2 6.3 Conclusion Bibliography Annexure
52 54 55
CHAPTER - I
CHAPTER - II
CHAPTER - III
CHAPTER - IV
CHAPTER - V
CHAPTER - VI
INTRODUCTION
1.1 INTRODUCTION
The management of workplace attendance is an important aspect of supervision in the workplace. The cost of absenteeism is greater than the direct payment of wages and benefits paid durance the absence. Organizations must also consider the indirect costs of staffing, scheduling, re-training, lost productivity, diminished moral, turnover, and opportunity cost. The indirect costs often exceed the direct cost of absenteeism. Each occurrence of absence costs the employer an average of $2,500 in both direct and indirect costs (based on 9 days absent out of 250 working days and an average payroll of $35,000). Effective supervisory efforts to manage attendance will affect a relatively small percentage of employees, but will result in substantial savings, increased productivity and morale.
DEFINITION OF ABSENTEEISM
Absenteeism is the failure of employees to report for work when they are scheduled to work. Employees who are away from work on recognized holidays, vacations, approved leaves of absence, or approved leaves of absence would not be included.
To study about the preference of employee in taking leave rather than going late. Secondary objectives:
To study whether the employee have benefited in respect to leave facility and leave encashment facility. To study about the reasons for Absenteeism. To know about the awareness among the employee regarding the consequences of Absenteeism. To study about the satisfaction level of employee regarding the welfare facilities provided by the company. To suggest suitable measures to reduce Absenteeism.
1.3 SCOPE:
The study enables the organization to reduce the employee turnover. The study attempts to identify the frequency of leave taken by employee. This study would help the management to formulate polices by which absenteeism could be reduced by which production could be increased.
LITERATURE REVIEW
FEATURES:
Its features include: Organizational management Personnel administration Manpower management Industrial management
Human resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner.
KEY FUNCTIONS:
1. Human resource management serves these key functions: 2. Recruitment & Selection 3. Training and Development (People or Organization)
4. Performance Evaluation and Management 5. Promotions/Transfer 6. Redundancy 7. Industrial and Employee Relations 8. Record keeping of all personal data. 9. Compensation, pensions, bonuses etc in liaison with Payroll 10. Confidential advice to internal 'customers' in relation to problems at work 11. Career development 12. Competency Mapping 13. Time motion study is related to HR Function 14. Performance Appraisal
ABSENTEEISM
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to work. The according to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. According to Labour Bureau of Shimla:- Absenteeism is the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work. In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken
leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorised or unauthorised, wilful or caused by circumstances beyond ones control. Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact.Such team members need individual attention from frontline supervisors and management. Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place. For any business owner or manager, to cure excessive absenteeism, it is essential to find and then eliminate the causes of discontent among team members. If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches. Any effective absentee control program has to locate the causes of discontent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away. Any investigation into absenteeism needs to look at the real reasons for it. Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, Im not coming in today because my supervisor abuses me. Or, Im not coming in today because my chair is uncomfortable. Or, Im not coming in today because the bathrooms are so filthy, it makes me sick to walk into them. There are a few essential questions to consider at the outset if you want to make a measurable improvement to your absenteeism figures.
Why is your present absenteeism policy ineffective? Where and when is excessive absenteeism occurring? In many cases, under- trained supervisors could be a contributing factor. What are the real causes for absences? It is commonly expected that low pay, poor benefits and high workloads will be the major causes. However, in numerous employee surveys absenteeism generally has been identified as a symptom of low job satisfaction, sub-standard working conditions and consistent negative and unfair treatment received by first-line supervisors. How much formal training have your supervisors received on absenteeism containment and reduction? If your answer is none or very little, maybe you have found the solution. As with every other element within your organization, you cannot ask a person to do a job he or she has never been trained to do. Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work. If your team members perceive that your company is indifferent to their needs, they are less likely to be motivated, or even to clock on at all. One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons. However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important.
Once a manager finds the real reasons for absenteeism there is another important step. Through open communication, you need to change the team members way of reacting and responding to discontent. Other problems will no doubt arise in the future. If the way of responding has not been reviewed, then the same cycle is likely to start all over again. So often absenteeism problems can be sheeted back to the supervisor level and to unsatisfactory working conditions. Without improvement in these areas, you can expect your high rate of absenteeism to continue.
MEASUREMENT OF ABSENTEEISM
For calculating the rate of absenteeism we require the number of people scheduled to work and number of people actually present. Absenteeism can be find out of absence rate method.
For Example:
a) b) c) d) e) Average number of employees in work force : 100 Number of available workdays during period : 20 Total number of available workdays (a x b) : 2,000
Total number of lost days due to absences during the period : 93 Absenteeism percent (d [divided by] c) x 100 : 4.65%
Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent has to be considered as very serious (across most industries 3 percent is considered standard).
CAUSES OF ABSENTEEISM
The Royal Commission Labour observed that high absenteeism among Indian labour is due to rural orientation and their frequent urge for rural exodus. According to Acharaya In modern industrial establishment the incidence of industrial fatigue, mal nutrition and bad working conditions aggravate that feeling for change among industrial worker and some time impel them to visit their village home frequently for rest and relaxation.
1)
In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by strangers speaking different and subjected to strict discipline and is ordered by complete strangers to do things which he cannot understand. As a result he is under constant strain, which cause him serious distress and impairs his efficiency. All these factors tend to persuade him to maintain his contacts with village.
2)
Social and religious ceremonies divert workers from workers to social activities. In large number of cases incidence of absenteeism due to religious ceremonies is more than due to any other reason.
3)
HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by industrial workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in work.
4)
INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income. This often result inconstant fatigue, which compels to remain absent for next day.
5)
Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration, bad lighting, dust fumes and overcrowding all these affect the workers health causing him to remain absent from work a long time.
6)
High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid appliances etc.
7)
ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their work.
8)
INDEBTNESS
All those workers who undergo financial hardships usually borrow money lenders at interest rate which are very high, which often cumulates to more than 11 12 times their actual salaries. To avoid the moneylenders they usually absent themselves from work because they are unable to return the money in stipulated time.
9)
Due to favouritism and nepotism which are in the industry the workers generally become frustrated. This also results in low efficiency, low productivity,
unfavourable relationship between employee and supervisor, which in turn leads to long period of absenteeism.
1) LOSS TO WORKER
Firstly due to the habit of being absenting frequently workers income is reduced to a large extent. It is because there is a general principle of no work no pay. Thus the time lost in terms of absenteeism is a loss of income to workers
2) LOSS TO EMPLOYERS
On other hand, the employer has to suffer a greater loss due to absentees. It disturbs the efficiency and discipline of industries consequently, industrial production is reduced. In order to meet the emergency and strikes, an additional labour force is also maintain by the industries. On certain occasions, those workers are employed who present themselves at factory gates. During strikes they are adjusted in place of absent workers. Their adjustment brings serious complications because such workers do not generally prove themselves up to work. Higher absenteeism is an evil both for workers and the employers and ultimately it adversely affects the production of industries.
COMPANY PROFILE
CORPORATE
Forward group a vertically integrated group of companies comprising of Tanneries, Shoe upper and Shoe manufacturing plants and a Sole manufacturing unit, is a professionally managed group with inherent modernity, technological excellence and sound ethics. From modest beginnings as a EI tannery, decades of hard work has expanded its operations to master the art of tanning, designing and shoe making in pace with evolving trends and the group is registering an impressive growth year after year.
Elegant range of cow and goat leathers, shoes of impeccable quality and finesse and soles of international quality, have led the company win several awards and merits, while the company constantly endeavors to exceed the customers expectations.
All the tanneries are eco friendly and certified by LWG Environment Audit, UK.
Predominantly a mens shoe manufacturer, the product range comprises of Men's Formal, Classic, Moccasins, Brogues and has an extended range of Casual shoes, and Semi Formal shoes in flat lasted and Strobel construction.
A joint venture between Forward Group and Malaspina spa Italy is to manufacture soles in India, with a state-of-the art plant
The company cares for the welfare of its employees and has various schemes in place for its 3500 employees and is also into a lot of community endeavors.
For a company that has crossed many milestones - the Forward Group is ever motivated to provide quality products and solutions every time to its discerning customers.
QUALITY MANAGEMENT
Commitment to quality is the core philosophy of Forward
Sound quality assurance practices on the lines of ISO 9001 have enhanced the quality of the products to customers delight. Forward is an accredited member of SATRA, UK and all its testing equipments are calibrated to SATRAs standards The company has a full fledged Testing and Research Laboratory where all leathers, shoe materials, shoes and soles are tested for quality parameters.
DESIGN CELL
Forward Centralized state-of-the-art Design Centre incorporates the best designers in the industry, who participate in International fairs, keeping up with constantly changing fashions trends and maintaining control over collaborative product development with designers of major brands. The studio has well equipped CAD CAM facilities which use 2D and 3D Shoe master CAD software for concept viewing and prototyping. The studio has a highly professional system for sample development and an experienced team to implement it. CAD CAM engineering ensures accurate transfer of styles from drawing board to finished product, where customers can come in with concepts and take out finished product line. The engineering division delivers detailed tech package inputs to all factories and acts as bridge between factories and end customers, providing. Seasonal Calendar Management Concept management Product Data Management BOM and Color Management and
Material Management
TANNERY
From a modest EI skins tannery decades ago, Forward Group today is one of the largest leather manufacturers in South India - in a rare display of combining the art and science of leather making.
The group has two tanneries specializing in Kid leathers, with a combined capacity of 10 million square feet of leathers per year.
These tanneries produce a vast range of Kid leathers Glazed, Milled, Nappa, Polish, Burnish, Brush- off, Pattent, metallic, Suede, Nappalans and a lot more in a wide spectrum of textures and finishes.
As second step in value addition, the group started making complete shoes since 1994 and its capacity today is over 1.5 million pairs of shoes per year. The plants were commissioned with machinery and technical expertise from the UK. Predominantly a mens shoe manufacturer, the product range comprises of Mens Formal, Classic, Moccasins, Brogues and has an extended range of Casual shoes, and Semi Formal shoes in flat lasted and Strobel construction. Ladies and childrens shoes are also being produced in these factories The company prides itself in its own designing of shoes, engineering them for perfect fit, choosing the right materials leathers, linings and soles of superior quality for its shoes. The uppers pass through an organized flow of skilled hands and modern machines as they take shape into a pair of shoes shoes that speak of comfort, finesse and durability To ensure quality of the finished shoe, rigorous in process control systems are in place, ably supported by testing facilities. The New Shoe Factory with the capacity of 10,000pairs a day with modern and sophisticated equipment is another Jewel in Forwards crown. The layouts were designed by a German specialist consulting firm with the aim of reaching the best-of-European productivity levels. Forwards new shoe factory is on the outskirts of Chennai, close to the International airport. The site covers 40,000 sq.mts with a covered area approaching 25,000 sq.mts.
The factory layouts were designed by a German specialist consulting firm with the aim of reaching the best-of-European productivity levels. First production started at the beginning of February 2008, and over the following 2 years the factory will build up to a capacity of 10,000 pairs a day. The factory is made up of 5 halls and a Customer Centre. Hall 1 will be for upper production and will house 5 cut / stitch lines producing 1,500 pairs of upper per day and with a facility for 300 pairs of samples per day. Hall 2 will be a central material store for the Forward Shoe Division. Halls 3 and 4 will house 10 state-of-the-art marking lines producing 10,000 pairs of shoes per day. Hall 5 will be a finished goods store.
Conceria Virginia Chennai Conceria Virginia Chennai Pvt. Ltd, the joint venture between the Chennai-based Forward Group and the Italian Conceria Virginia for tanning bovine leather. CVC started processing leather from January 2005. CVC factory with 54000 sqft area has a capacity to produce about 6 million Sq ft of Cow and Buff leather. CVC has modern and highly sophisticated imported leather machineries for producing high quality leathers. Also the best technical know-how and highly skilled work force add strength to CVC for its high quality performance. CVC is using imported bovine raw material to produce superior quality leather that leading European brands prefer. Many Cow and Buff articles in various sizes and substances are produced to cater to the needs of renowned international brands. The leather is being sold locally to exporters and also exported to the U.S.A., U.K., China, Australia, and many European countries directly. This tannery will use imported cow leather in raw material form wetblue to produce leather for shoes and leather goods
SUOLIFICIO CHENNAI
A joint venture between Forward Group and Malaspina spa Italy is to manufacture soles in India, with a state-of-the art plant.
Computer aided designing of soles designs which spark the imagination of shoe designers across the globe and create fashion and set trends and the range is more up-to date and creative.
Moulds are designed, engineered and made to precision in Italy and production of soles is done in India on superior Injection Moulding machines.
Product range includes PVC soles, TR soles, Leather Encapsulated PVC soles, Bi-Colour soles, Tri colour soles, Dual Density soles Soles that are light, comfortable and durable for men, ladies and children shoes.
Suolificio Chennai also produces specialty soles with antistatic, oil / gas / chemical resistant properties and antistatic characteristics.
It is the constant endeavors of Suolificio Chennai to be a reference point for defining and resolving together with the customer, any requests in the area of soles.
INTERNATIONAL BRAND
For Forward, the jewel in its crown was the launch of its own signature style the international brand INDIS a brand influenced by fashion and also passion Leading designers of Spain and Italy create the styles new leathers are developed and new soles are designed for every season INDIS is made available through a distribution network in Europe The range includes INDIS HERITAGE (Formals), INDIS NIRVANA (Comforts Shoes), INDIS PANDORA (Smart formals and Casuals
FORWARD GROUP Forward Leather Company (Tannery) Forward Leather Company (Upper Division) Forward Shoes (I) Pvt. Ltd (Full Shoe Division) Suolificio Chennai (Sole Division) Head Office: 37, Raja Muthaiah Road, Periamet, Chennai - 600 003, Tamil Nadu, INDIA
Phone : +91 44 2561 5658, 2561 5034, 2561 5906. Fax : +91 44 2561 5187.
Email : forwardho@hoforwardgroup.in Factory: 7, M.G.R. Nedunchalai, Nagalkeni, Chromepet, Chennai - 600 044, Tamil Nadu, INDIA
Phone : +91 44 2251 0530 - 37. Fax : +91 44 2238 8988. Email : forward@forwardgroup.in
RESEARCH METHODOLOGY
SAMPLE SIZE: The sample size taken into consideration is 75 CONSTRUCTION OF TOOLS:
The tool used for collecting data is questionnaire. A questionnaire is a simply formalized schedule to obtain and specified and relevant information, with tolerable accuracy and completeness. In other words, it directs the questioning process and promotes the clear and proper recording. The data are collected trough a specially designed questionnaire for the present study the four point Likert scaling is used in order to elicit frank opinion of the respondents with regard to work value in FSIPL. For his purposed the researchers interviewed the workers of different levels and in various departments. They are selected at stratified random sampling.
PILOT STUDY:
A pilot study was conducted on a sample size of 10, right at the beginning of the survey. At the pilot study the researcher made a number of changes in the questionnaire, which was seen as necessary. The changes were amended at this point to aid proper survey.
SOURCES OF DATA:
Both the primary data and the secondary data are taken into account for the purpose of the study.
Primary data:
The instrument used to collect primary data is a well-designed questionnaire. The questionnaire consisted only the Likert scalded responses. The questionnaire is carefully constructed and properly setup.
Secondary data:
Secondary data are extracted from the files, resisters, records obtained from personnel department.
FRAMEWORK OF ANALYSIS:
For analysis the workers opinion towards the TQM movement in FSIPL, the data collected through primary source are subjected to statistical techniques namely percentage analysis, Kruskal Wallis and correlation to arrive at a valid and reliable conclusion.
a) Percentage analysis:
Percentage analysis is used to find the percentage values for all the different questions used in making comparison between 2 or more series of data. Percentage (%) = Number of respondents/ total number of respondents)*100
a) As it was not possible to visit each department in detail the true picture of
working condition could not be judged.
b) The workers were busy with their work therefore they could not give enough
time for the interview.
c) Though every care was taken to avoid bias, the personal biases of the
respondents might have entered into their responses .
20 23 26
Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent has to be considered as very serious
CHART - 1
ABSENTEEISMRATE
7
DESCREPTION
STRONGLY AGREE AGREE PARTIALLY AGREE DISAGREEE TOTAL
RESPONDENTS PERCENTAGE
5 44 23 3 75 6.6 58.6 29.4 5.4 100
INTERPRETATION:
In this study it was found that 65.4% of the respondents agree that management provides a conducive working environment, 29.4% of the respondents partially agree and 5.4% disagree with the statement. So FSHIL has to look into this and revive it.
CHART-2
CONDUCIVEWORKINGENVIRONMENT PROVIDESBYMANAGEMENT
70
60
50
40
30
20
10
0 SA A PA DA
RESPONDENTS PERCENTAGE
58 9 5 3 75 77.4 12 6.6 4 100
CHART-3 3
60 50 40 30 20 10 0 SA A PA DA
DESCREPTION
STRONGLY AGREE AGREE PARTIALLY AGREE DISAGREEE TOTAL
RESPONDENTS PERCENTAGE
04 28 36 7 75 5.3 37.3 48 9.4 100
INTERPRETATION:
In this study it was found that 42.6% of the respondents agree that sufficient lunch and break times are provided in FSIPL, 48% of the respondents partially agree and 9.4% disagree with the statement. It would be great helpful if organization visualize the issue seriously.
CHART-4
EM MPLOYE EES ARE E SATIS SFIED WITH W A AVAILAB BILITY Y OF DRINK KING WATER W
TABLE-5 5
D DESCREPT TION
ST TRONGLY AGREE A AGREE E PA ARTIALLY AGREE A DISAGRE EEE
TOTAL L
75
10 00
CHART-5 5
oyeesaresatisfiedwithava ailibilityofdr rinkingwater Emplo
80 70 60 50 40 30 20 10 0 SA A PA D DA
DESCREPTION
STRONGLY AGREE AGREE PARTIALLY AGREE DISAGREEE TOTAL
RESPONDENTS PERCENTAGE
49 18 6 2 75 65.3 24 8 2.7 100
INTERPRETATION:
In this study it was found that 89.3% of the respondents agree that management takes care of the welfare of the employees family, 8% of the respondents partially agree and 2.7% disagree with the statement.
CHART-6
SAFETYPROVISIONSARESTRICTLYFOLLOWEDINFSIPL
SA A PA DA
CORRELATION ANALYSIS:
EMPLOYEES GETTING PRIOR PERMISSION FOR TAKING LEAVE TABLE-7 AGE 18-22 23-27 28-32 ABOVE 32 SA 9 7 2 A 26 3 1 2 PA 10 2 2 DA 5 3 2 1
After calculation, the value of r is -0.072. Its clear that correlation between age and employees getting prior permission for taking leave is negative.
CHI-SQUARE TEST:
SUPERVISOR HELPS EMPLOYEES, WHEN THEY FEEL DIFFICULT IN THEIR JOB TABLE-8
DESCREPTION
STRONGLY AGREE AGREE PARTIALLY AGREE DISAGREEE TOTAL
RESPONDENTS PERCENTAGE
20 39 11 5 75 26.7 52 14.6 6.7 100
O 11 19 7 2 9 20 4 3
(O-E)^2/E 0.035 0.081 0.287 0.138 0.037 0.087 0.311 0.150 1.126
Expected value (E) = (total row*total column)/grand total Significant level at 5% Degree of freedom (df) = (r-1) (c-1) = (2-1) (4-1) =3 df = 3 at 5% = 7.81 Hence the calculated value is less than the tabulated value. Ho is accepted.
4) Return to Work Interview - When an employee returns to work then ensure that they have a return to work interview.
5) Provide
cool
drinking
water
and
conducive
working
CONCLUSION
6.1 CONCLUSION:
In the end to conclude this report I would like to specify that the project allotted to me on ABSENTEEISM was of immense help to me in understanding the working environment of an organization, thereby providing a firsthand practical experience.
In this project while identifying the reasons of absenteeism of the workers of Forward Shoes India Pvt. Ltd. , chrompet I got an opportunity to interact with workers to observe their behavior and attitude. In the end I would once again like to thank the people of Forward Shoes India Pvt. Ltd. who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts.
BIBILOGRAPHY
ANNEXURE
________________________
PART B The following are some of the questions related to our project, we request you to answer it.
01. Is company provide transport facility at free of cost in FSIPL? Yes No 02. Married status Single Married 03. Is rest room available for employees? Yes No 04. Is any of your family members chronically ill? Yes No 05. Do you have any other source of income? Yes No 06. Did you absent (or) do you absent for work due to problem of transport? Yes No
A-Agree DA-Disagree
SA A PA DA
Interpersonal relationship among the employees is good Relationship among you and your supervisor is good Pay given by management is sufficient Management provides a conducive working environment Every month management gives salary on date Your salary sufficient for your family expenses
14 15 16 17 18 19 20 21
Your supervisor encourages you in your job Your supervisor helps you, when you feel difficult in your job You ask prior permission for taking leave Sufficient lunch and break times are provided in FSIPL Management gives holidays as per government holidays Counselling given by management for regular absentees Drinking water facility is available at the reach of the employees Safety provisions are strictly followed in FSIPL
22. What are your common reasons for your absenteeism? Due to sickness Family problem Unsatisfied wages Work stress 23. How does the supervisor behave with you? Very kind Kind No kind Not at all 24. In your opinion what are the major reason for employees absenteeism? ________________________ ________________________ ________________________ ________________________ 25. Recommendation to reduce absenteeism? ________________________ ________________________ ________________________ ________________________