Académique Documents
Professionnel Documents
Culture Documents
ANNA UNIVERSITY
In partial fulfillment of the requirements
For the award of the degree
of
DECLARATION
ii
DECLARATION
Place: Chennai
Date:
(N.NAGARAJU)
iii
CERTIFICATES
iv
CERTIFICATES
This is to certify that the project report entitled A STUDY ON EMPLOYEE
ABSENTEEISM IN KONGARAR COTTON AND SYNTHETICS LTD is a
bonafide record of the work done by Mr.N.NAGARAJU, Reg No:20206631033
submitted in partial fulfillment of the requirement of the award of the degree of
MASTER OF BUSINESS ADMINISTRATION of Anna university.
DIRECTOR
FACULTY GUIDE
INTRNAL EXAMINER
EXTERNAL EXAMINER
ACKNOWLEDGEMENT
vi
ACKNOWLEDGEMENT
vii
CONTENTS
viii
CONTENTS
CHAPTER
NO
II
III
IV
V
VI
VII
TITLE
Declaration
Certificate
Acknowledgement
List of tables
List of charts
Abstract
Introduction
1.1 Introduction to the company
1.2 Introduction to the study
1.3 Profile of the company
Project design
2.1 Research methodology
2.2 Objectives of the Study
2.3 Limitations of the study
Analysis and interpretation
Findings
Suggestions
Conclusion
Bibliography
Annexure
ix
PAGE NO
iii
v
vii
ix
xiii
xv
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3
6
17
25
27
32
35
37
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64
66
68
69
CONTETS OF TABLES
LIST OF TABLES
S.NO
1
2
3
4
TITLES
Table showing the response on paid holidays
Table showing the response on salary
Table showing the response on leave(EL, CL)
Table showing the response on training and development
PAGE NO
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38
39
40
5
6
7
8
9
10
11
12
13
14
15
16
17
18
41
42
43
44
45
46
47
48
49
54
xi
50
51
52
53
CONTETS OF CHARTS
LIST OF CHARTS
S.NO
1
2
3
TITLES
Chart showing the response on paid holidays
Chart showing the response on salary
Chart showing the response on leave(EL, CL)
4
5
6
7
8
9
10
PAGE NO
37
38
39
40
41
42
43
44
45
46
11
12
13
14
15
16
17
18
47
48
49
54
xiii
50
51
52
53
ABSTRACT
ABSTRACT
xiv
The data has been analyzed using tools like simple percentage and based on the
factors which were found out during the course of the study, for maintaining the
absenteeism of employees
PROJECT TITLE
A STUDY ON EMPLOYEE ABSENTEEISM IN KONGARAR COTTON AND
SYNTHETICS LTD
RESEARCH METHODOLOGY
Research design
: Descriptive study
Research technique
: Questionnaire
Total population
: 200
Sample size
: 70
Statistical tools
DATA SOURCES
Primary data
: Questionnaire
Secondary data
xv
OBJECTIVES
PRIMARY OBJECTIVE:
To find the factors which causes the employee absenteeism in KONGARAR
COTTON AND SYNTHETIC LTD
SECONDARY OBJECTIVES:
To find the negative factors which motivate the employee absenteeism
To find the job satisfaction level of the employees
To increase the level of employee satisfaction
To find the inconvenience faced by the employees in the organization
To find the factor which make the employee to continue in the organization
MAJOR FINDINGS
1) Many of the employees are taking leave because of their illness.
2) Most of the employees taking leave for their personal works.
3) From the study, low salary is one of the reason for employees absenteeism
4) Job dissatisfaction is one of the factors affecting employees absenteeism.
5) Poor supervision is causing employee absenteeism.
6) Less paid holidays also causing employee absenteeism..
MAJOR SUGGESTIONS
From the study most of the employees taking leave because of their illness. So
management should improve medical treatment for their employees.
Management should improve supervision.
xvi
xvii
CHAPTRE-1
INTRODUCTION
BRIEF HISTORY
Kongarar cotton and synthetics ltd is deemed limited company engaged in cotton
spinning, was incorporated in the year 1983.The factory is located in S.F.No:37/3A,
Bogigounden Dasarpatti village, Palla palayam post , Udumaipet taluk.
The company was originally started with a capacity of 2200spindles in the year of
1985. By implementing various modernization, balancing and expansion schemes with
the financial assistance of ICICI, SIPCOT, the company is able to achieve the present
capacity of 12,960 spindles and one open end machine with a capacity of 168 rotors.
The company is engaged in the manufacture of cotton yarn and their blends of
various combed counts ranging from 90s to 100s.
Its vast potential for creation of employment opportunities in the agricultural, industrial,
organised and decentralised sectors & rural and urban areas, particularly for women and
the disadvantaged is noteworthy.
Although the development of textile sector was earlier taking place in terms of general
policies, in recognition of the importance of this sector, for the first time a separate Policy
Statement was made in 1985 in regard to development of textile sector. The textile policy
of 2000 aims at achieving the target of textile and apparel exports of US $ 50 billion by
2010 of which the share of garments will be US $ 25 billion. The main markets for Indian
textiles and apparels are USA, UAE, UK, Germany, France, Italy, Russia, Canada,
Bangladesh and Japan.
The main objective of the textile policy 2000 is to provide cloth of acceptable quality at
reasonable prices for the vast majority of the population of the country, to increasingly
contribute to the provision of sustainable employment and the economic growth of the
nation; and to compete with confidence for an increasing share of the global market.
As a result, the As a result, the textile industry in developed countries will face intensified
competition in both their export and domestic markets. However, the migration of textile
capacity will be influenced by objective competitive factors and will be hampered by the
presence of distorting domestic measures and weak domestic infrastructure in several
developing and least developed countries.
The elimination of quota restriction will open the way for the most competitive
developing countries to develop stronger clusters of textile expertise, enabling them to
handle all stages of the production chain from growing natural fibers to producing
finished clothing, The OECD paper says that while low wages can still give developing
countries a competitive edge in world markets, time factors now play a far more crucial
role in determining international competitiveness. Countries that aspire to maintain an
export-led strategy in textiles and clothing need to complement their cluster of expertise
in manufacturing by developing their expertise in the higher value-added service
segments of the supply chain such as design, sourcing or retail distribution. To pursue
these avenues, national suppliers need to place greater emphasis on education and
training of services-related skills and to encourage the establishment of joint structures
where domestic suppliers can share market knowledge and offer more integrated
solutions to prospective buyers.
research
and
development
in
this
sector.
The mood in the Indian textile industry given the phase-out of the quota regime of the
multi-fibre arrangement (MFA) is upbeat with new investment flowing in and increased
orders for the industry as a result of which capacities are fully booked up to April 2005.
As a result of various initiatives taken by the government, there has been new investment
of Rs.50,000 crore in the textile industry in the last five years. Nine textile majors
invested Rs.2,600 crore and plan to invest another Rs.6,400 crore. Further, India's cotton
production increased by 57% over the last five years; and 3 million additional spindles
and 30,000 shuttle-less looms were installed
..
The industry expects investment of Rs.1,40,000 crore in this sector in the post-MFA
phase. A Vision 2010 for textiles formulated by the government after intensive interaction
with the industry and Export Promotion Councils to capitalise on the upbeat mood aims
to increase India's share in world's textile trade from the current 4% to 8% by 2010 and to
achieve export value of US $ 50 billion by 2010 Vision 2010 for textiles envisages
growth in Indian textile economy from the current US $ 37 billion to $ 85 billion by
2010; creation of 12 million new jobs in the textile sector; and modernisation and
consolidation
for
creating
globally
competitive
textile
industry.
There will be opportunities as well as challenges for the Indian textile industry in the
post-MFA era. But India has natural advantages which can be capitalised on strong raw
material base - cotton, man-made fibres, jute, silk; large production capacity (spinning 21% of world capacity and weaving - 33% of world capacity but of low technology);
industry in developed countries will face intensified competition in both their export and
domestic markets. However, the migration of textile capacity will be influenced by
objective competitive factors and will be hampered by the presence of distorting domestic
measures and weak domestic infrastructure in several developing and least developed
countries.
The elimination of quota restriction will open the way for the most competitive
developing countries to develop stronger clusters of textile expertise, enabling them to
handle all stages of the production chain from growing natural fibres to producing
finished clothing, The OECD paper says that while low wages can still give developing
countries a competitive edge in world markets, time factors now play a far more crucial
role in determining international competitiveness. Countries that aspire to maintain an
export-led strategy in textiles and clothing need to complement their cluster of expertise
in manufacturing by developing their expertise in the higher value-added service
segments of the supply chain such as design, sourcing or retail distribution. To pursue
these avenues, national suppliers need to place greater emphasis on education and
training of services-related skills and to encourage the establishment of joint structures
where domestic suppliers can share market knowledge and offer more integrated
solutions to prospective buyers.
The mood in the Indian textile industry given the phase-out of the quota regime of the
multi-fibre arrangement (MFA) is upbeat with new investment flowing in and increased
orders for the industry as a result of which capacities are fully booked up to April 2005.
As a result of various initiatives taken by the government, there has been new investment
of Rs.50,000 crore in the textile industry in the last five years. Nine textile majors
invested Rs.2,600 crore and plan to invest another Rs.6,400 crore. Further, India's cotton
production increased by 57% over the last five years; and 3 million additional spindles
and 30,000 shuttle-less looms were installed.
The industry expects investment of Rs.1,40,000 crore in this sector in the post-MFA
phase. A Vision 2010 for textiles formulated by the government after intensive interaction
with the industry and Export Promotion Councils to capitalise on the upbeat mood aims
to increase India's share in world's textile trade from the current 4% to 8% by 2010 and to
achieve export value of US $ 50 billion by 2010 Vision 2010 for textiles envisages
growth in Indian textile economy from the current US $ 37 billion to $ 85 billion by
2010; creation of 12 million new jobs in the textile sector; and modernisation and
consolidation
for
creating
globally
competitive
textile
industry.
There will be opportunities as well as challenges for the Indian textile industry in the
post-MFA era. But India has natural advantages which can be capitalised on strong raw
material base - cotton, man-made fibres, jute, silk; large production capacity (spinning 21% of world capacity and weaving - 33% of world capacity but of low technology);
10
11
ABSENTEEISM
The state of chronic absence from work. Absenteeism is usually addressed
through progressively stricter disciplinary measures that can result in the termination of
the individual's employment.
ABSENTEEISM IN INDIA
The rate of absenteeism in Census Sector at all India level decreased to 9.88 percent
during as 2002, as compared to 9.95 percent during 2001. Out of 31 States/Union
Territories, the rate of absenteeism was higher in 8 States than the absenteeism rate at
national level. The highest absenteeism rate of 13.54 percent was reported in Himachal
Pradesh followed by Goa (13.12 percent), whereas the lowest absenteeism rate was
recorded at Information regarding absenteeism amongst workers in an industry or an
industrial establishment on account of reasons other than strikes, lockouts, lay-off,
weekly rest or suspension, provide a sound database for gauging the employees morale,
commitment and level of job satisfaction, which have a direct bearing on productivity.
The effects of high levels of absenteeism are wide ranging and affect everyone in
the organisation. It cannot be regarded purely as a management problem. Employers,
workers and their representatives have an interest in ensuring that a few absent workers
do not jeopardise their prosperity or job satisfaction.
Absenteeism is one of the indicators to monitor and evaluate various employees'
welfare programmes and labour policies. With this aim in view, statistics on absenteeism
amongst the directly employed regular workers are collected as a part of the Annual
Survey of Industries. Absenteeism rate amongst these workers in an industry or a state are
worked out as percentages of mandays lost on account of absence to the mandays
scheduled to work in the respective industry or state.
12
ABSENTEEISM IN STATES
State-wise absenteeism rate amongst the directly employed regular workers during
the year 2002 is presented. It is observed2.34 percent in Manipur followed by Nagaland
(2.81 percent). However, it is observed that as Andaman & Nicobar Islands, Nagaland
and Manipur constitute even less than one percent of the total mandays scheduled to work
in the country, high or low absenteeism rate in these States may not be of much
relevance. The highest absenteeism rate amongst the States/Union Territories in which
the mandays scheduled to work were reported to be more than 5 percent was reported in
Maharashtra (13.07 percent). An increase in absenteeism rate as compared to that in
2001 was recorded only in 13 States/Union Territories. In Tripura and Andaman &
Nicobar Islands, there is a sharp decrease in the absenteeism rate, whereas, in Dadar &
Nagar Havali, there is a sharp increase in the absenteeism rate.
ABSENTEEISM IN INDUSTRIES
Industry-wise absenteeism rate amongst the directly employed regular workers during
2002 is presented. It reveals that during 2002, the highest rate of absenteeism was
reported at 16.18 percent in the industry group 371-Recycling of metal waste and scrap',
whereas the lowest rate at 5.92 percent was reported in industry group '014-Agricultural
and animal husbandry service activities, except veterinary activities. Out of a total of 62
industry groups, the absenteeism rate in 26 industry groups was recorded more than 10
percent. This implies that absenteeism is more or less a region related problem, because
industry-wise rate of absenteeism is more evenly spread over a large number of industry
groups, as compared to its state-wise spread where the state to state variation is
comparatively quite steep. Out of 62 industry groups, absenteeism rate was higher than
absenteeism rate at the national level in at least in 26 industry groups. Like wise, out of
62 industry groups, an increase in the rate of absenteeism during 2002, was witnessed in
29 industry groups over absenteeism rate of 2001.
13
14
Illness
Personal work
Poor supervision
Salary
Job dissatisfaction
15
16
BRIEF HISTORY
Kongarar cotton and synthetics ltd is deemed limited company engaged in cotton
spinning, was incorporated in the year 1983.The factory is located in S.F.No:37/3A,
Bogigounden Dasarpatti village, Palla palayam post , Udumaipet taluk.
The company was originally started with a capacity of 2200spindles in the year of
1985. By implementing various modernization, balancing and expansion schemes with
the financial assistance of ICICI, SIPCOT, the company is able to achieve the present
capacity of 12,960 spindles and one open end machine with a capacity of 168 rotors.
The company is engaged in the manufacture of cotton yarn and their blends of
various combed counts ranging from 90s to 100s.
17
KEY FACTORS
RAW MARERIALS
The basic raw material required is cotton fiber. Cotton is a natural fiber which can
be processed to produce a wide variety of end products. The staple length, fineness,
cleanliness and strength determine method of processing of cotton fiber for various end
products. The staple length, fineness, and strength drive the yarn count for which a
particular variety of cotton is appropriate. The cleanliness of cotton is another parameter
that affects the quality of the product and has an impact on the process irrespective of the
count of yarn for which the fiber may be appropriate.
Estimating the cotton crop, fluctuations in its price and the final ability to stock
cotton are key factors in the success of textile companies in India. Thus manufacturer
have to physically buy and store cotton for future requirements with no hedge against
price fluctuations. This is especially true of the yarn sector where the cost of cotton in
the final yarn price is 55-60%. The yarn industry operates at a profit before tax level of
about 9% while cotton prices fluctuate by 30% to 50% in a year. Thus the entire profit
can be wiped out by wrong judgments related to cotton purchase. Seasons like 1993-94
when cotton prices doubled with in a period of 4-5 months spells high risk for spinners
and can result in disastrous consequences for the entire yarn industry.
It is pertinent to mention that once the company drives the strength of purchasing
raw materials on cash payments at discount, the benefit accruing on account of such
purchases would add up to the efficiencies.
18
The actual
consumption of power is based on the capacity utilized and the product mix, which is
dependent upon the marked requirement.
DIRECT LABOR
The availability of skilled/semi-skilled/unskilled labor is abundant. The
company had already 200 permanent employees on roll.
FINISHED GOODS
Cotton yarn is classified on the basis of counts. Typically the higher count is of
superior quality. Coarse yarn (less that 17s) is used for low cost fabric, industrial
garments etc. Medium quality yarn (20-40s) is used for shirting, knitting and other
textiles. Super fine yarn (above 40s) is used for premium shirting and other sophisticated
fabrics.
19
CRITICAL FACTORS
Mainly four factors appear to have contributed to the success in this industry,
which have helped the Company to survive despite the recession in the industry.
Location: The right location for well-developed infrastructure especially power, and
access to raw material and labor.
handicapped in this regard with the legacy of an obstructive industrial relations climate.
20
Commercial skill: Given the high content of raw material (which is agro-based) in
the overall product cost, the commercial judgment in timing and selection of raw
materials is crucial. In fact, this factor very often constitutes the essential difference in
end year performance between mills.
Cotton prices fluctuate in commodity pattern depending on local crop, global
prices (which in turn depend on crop in major growing countries), government policy,
carry over stocks, speculative pressures etc. Raw material (cotton) accounts for 60-70%
of total cost of production of yarn.
The Company has all the above factors in its favor and would need, need based
Working Capital facilities to achieve greater operating efficiencies.
21
SPINNING
BLOW ROOM
Cotton bales are opened and fed into it. It opens lumps of cotton, removes dirt
and foreign matter.
Rolls cotton fiber mass into sheets for feeding into cards (In
advanced machines such fibers are fed into cards directly through chutes).
CARDS
Further opens fiber lumps, removes dirt and very short fibers, separates fibers and
orients them in a vertical direction. Fibers are then converted into a silver to be fed into
draw frame.
DRAW FRAME
Several carded slivers are combined and drawn to produce another sliver. It
achieves parallelization, orientation and uniformity in the sliver.
COMBING
This process is optionally used. It is used in case of superior yarns, which require
high degree of uniformity and orientation. It separates each fiber, removes short fibers
and again orients all fibers in the vertical direction.
22
SPEED FRAME
Carded or combed sliver of fiber is drawn and twisted into roving. Roving has
less mass per length compared to sliver. It has just enough twist to hold the fiber together
and is very weak.
RING FRAME
Roving is fed, desisted, drawn and twisted again to form yarn. Twist inserted
through a revolving spindle around a ring into a strand of fiber delivered from a pair of
rollers. Twist inserted much higher than at the roving stage and it imparts strength to the
resultant yarn. Lower or higher twist reduces the strength. Lower twist makes the yarn
soft, higher twist makes it more lively, crisp and curly. Optimum twist also depends on
the cotton used. For the same count of yarn, if superior longer staple cotton is used
desirable yarn strength is achieved with less twist. Also for certain uses like hosiery and
knit goods as the process does not put too much tension on yarn like weaving, weaker
yarns are acceptable. As a result, hosiery or knitted yarns are produced with lower twists
than weaving yarns.
WINDING
Essentially this converts the package of the yarn. In ring spinning yarn is wound
on the bobbin. A bobbin normally holds about 1,000 to 3,000 m of yarn weighing about
60 to 80g. This is too small to handle. Besides ring yarn would have some faults which
can either create problems in weaving or in the appearance of the fabric. A winding
machine unwinds the yarn from bobbins and winds them on a much bigger package
called cones. A cone normally contains about 1 to 1.25kg of yarn, in other words, about
15 to 20 bobbins are converted into one cone. It also clears the yarn to remove faults.
23
Modem automatic machines clear the yarn electronically to remove faults such as thin
and thick places and neps (small lumps or fibers). It also delivers the yarn in exact
metered length. At breaks it produces a knot free yarn by splicing the broken ends
together. The nature of this package also, makes it transportable over long distances.
Thus spinning mills end product is in this package and this becomes the terminal
manufacturing process. Yarn is sold hicone forms and to ensure good weaving it is
specified as Ante coned, electronically cleared and spliced.
(Note: In case of dyed yarns for pattern weaving cones are dyed before the next process
of warping).
WARPING
Cones of yarn are creeled on to a machine and winding about 500 to 700 threads
together produces a sheet of yarn on beam. Its length is precise and preset to avoid
wastage at subsequent stage.
24
CHAPTRE-2
RESEARCH DESIGN
25
26
RESEARCH METHODOLOGY
INTRODUCTION
Research can be defined as a scientific
RESEARCH DESIGN
A research design is the arrangement of
conditions for
collection
and
analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure. In this study descriptive type of research design has been used.
DATA COLLECTION
The purpose of the investigation has been clearly defined the problem of
collecting the data arises.
There are two types of data, there are
a) Primary Data
b) Secondary Data
PRIMARY DATA
The data has been collected from the employees through questionnaire and
interview method.
27
SECONDARY DATA
The secondary data are those which have been collected by some one else and
which have already been passed through the statistical analysis.
Example: Records, Magazines, Internet etc,
SAMPLE SIZE
The size of the sample taken from the study was 70 respondents out of 200
Employees.
SAMPLING TECHNIQUE
In this study convenience sampling technique has been used. The sample was
selected based on the convenience of both the researcher and the respondent.
TOOLS ANALYSIS
SIMPLE PERCENTAGE METHOD
This method is used to simplify the members through the use of percentage. The
data are reduced in a standard from which base equal to 100 which facilities relative
comparison.
28
PIE DIAGRAM
A pie diagram is pictorial representation of a statistical data with several subdivisions in a circular form.
There must be two observed data sets of data or one observed set of data
and our expected set of data. Typically their data sets are in form (R rows
and C column) or in frequency distribution from (one row and C columns
or R rows and one column).
29
2.
The two sets of data must be based on the same sample size.
3.
4.
Degree of Freedom:
(Number of Rows 1) (Number of Columns 1)
(Oi Ei)2
________
Ei
Oi
Observed Value
Ei
Expected Value
Ei
RT CT
N
RT
CT
ANALYSIS
In this project Tables, Charts, Statistical tools, Chi-Square was used.
INTERPRETATION
After a very brief description of the back ground of company in which the
research was carried out and the sample was analyzed and discussed how the results were
interpreted in this project.
30
31
SECONDARY OBJECTIVE:
To find the negative factors which motivate the employee absenteeism
To find the job satisfaction level of the employees
To increase the level of employee satisfaction
To find the inconvenience faced by the employees in the organization
To find the factor which make the employee to continue in the organization
32
33
34
Due to personal inconvenience the researcher could not meet the employees who
had night shift.
Lack of time is the major limitations.
It is only based on the Kongarar cotton and synthetics ltd employees only.
35
CHAPTRE-3
NUMBER
RESPONSE
07
12
17
26
08
70
OF PERCENTAGE %
CHART-1
Inference:
17% of the sample responded
38% of the sample responded
24% of the sample responded
11% of the sample responded
10% of the sample responded
37
10
17
24
38
11
100
NUMBER
RESPONSE
6
08
29
21
06
70
CHART-2
Inference:
9% of the sample responded salary is excellent.
11% of the sample responded salary is good.
41% of the sample responded salary is neutral.
30% of the sample responded salary is bad.
9% of the sample responded salary is very bad.
38
OF PERCENTAGE %
09
11
41
30
09
100
NUMBER
RESPONSE
16
23
18
07
06
70
OF PERCENTAGE %
CHART-3
Inference:
23% of the sample responded leave(EL,CL) is excellent.
33% of the sample responded leave(EL,CL) is good.
26% of the sample responded leave(EL,CL) is neutral.
10% of the sample responded leave(EL,CL) is bad.
08% of the sample responded leave(EL,CL) is very bad.
39
23
33
26
10
08
100
NUMBER
RESPONSE
19
27
19
04
01
70
OF PERCENTAGE %
27
39
27
06
01
100
CHART-4
Inference:
27% of the sample responded Training and Development is excellent.
39% of the sample responded Training and Development is good.
27% of the sample responded Training and Development is neutral.
06% of the sample responded Training and Development is bad.
01% of the sample responded Training and Development is very bad.
RESPONSE
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
NUMBER
RESPONSE
12
9
18
25
06
70
OF PERCENTAGE %
17
13
26
36
08
100
CHART-5
Inference:
17% of the sample responded welfare facilities is excellent.
13% of the sample responded welfare facilities is good.
26% of the sample responded welfare facilities is neutral.
36% of the sample responded welfare facilities is bad.
08% of the sample responded welfare facilities is very bad.
TABLE 6 :SHOWING
TREATMENT
THE
RESPONSE
41
ON
MEDICAL
RESPONSE
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
NUMBER
RESPONSE
7
19
13
21
10
70
OF PERCENTAGE %
10
27
19
30
14
100
CHART-6
Inference:
10% of the sample responded Medical treatment
27% of the sample responded Medical treatment
19% of the sample responded Medical treatment
30% of the sample responded Medical treatment
14% of the sample responded Medical treatment
TABLE 7 :SHOWING
ENVIRONMENT
THE
42
is excellent.
is good.
is neutral.
is bad.
is very bad.
RESPONSE
ON
WORK
RESPONSE
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
NUMBER
RESPONSE
19
24
15
08
04
70
OF PERCENTAGE %
27
34
21
12
06
100
CHART-7
6%
12%
27%
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
21%
34%
Inference:
27% of the sample responded Work environment
34% of the sample responded Work environment
21% of the sample responded Work environment
12% of the sample responded Work environment
06% of the sample responded Work environment
is excellent.
is good.
is neutral.
is bad.
is very bad.
NUMBER
OF PERCENTAGE %
43
RESPONSE
14
27
14
08
07
70
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
20
38
20
12
10
100
CHART-8
10%
20%
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
Slice 6
12%
20%
38%
Inference:
21% of the sample responded Job security
34% of the sample responded Job security
27% of the sample responded Job security
12% of the sample responded Job security
06% of the sample responded Job security
is excellent.
is good.
is neutral.
is bad.
is very bad.
NUMBER
OF PERCENTAGE %
44
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
RESPONSE
12
26
17
08
07
70
17
38
24
11
10
100
CHART-9
Inference:
17% of the sample responded Provident fund is excellent.
38% of the sample responded Provident fund is good.
24% of the sample responded Provident fund is neutral.
11% of the sample responded Provident fund is bad.
10% of the sample responded Provident fund is very bad.
NUMBER
OF PERCENTAGE %
45
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
RESPONSE
13
29
14
08
06
70
19
41
20
11
09
100
CHART-10
Inference:
17% of the sample responded Group Insurance is excellent.
38% of the sample responded Group Insurance is good.
24% of the sample responded Group Insurance is neutral.
11% of the sample responded Group Insurance is bad.
10% of the sample responded Group Insurance is very bad.
NUMBER
OF PERCENTAGE %
46
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
RESPONSE
12
25
18
09
06
70
17
36
26
13
08
100
CHART-11
Inference:
17% of the sample responded Pension is excellent.
36% of the sample responded Pension is good.
26% of the sample responded Pension is neutral.
13% of the sample responded Pension is bad.
08% of the sample responded Pension is very bad.
NUMBER
OF PERCENTAGE %
47
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
RESPONSE
19
27
19
04
01
70
27
39
27
06
01
100
CHART-12
Inference:
27% of the sample responded Labor Union is excellent.
39% of the sample responded Labor Union is good.
27% of the sample responded Labor Union is neutral.
06% of the sample responded Labor Union is bad.
01% of the sample responded Labor Union is very bad.
YES
NO
TOTAL
54
16
70
77
23
100
CHART-13
90%
80%
70%
60%
50%
40%
30%
NO
YES
77%
20%
23%
10%
0%
YES
NO
Inference:
77% of the sample responded good relationship with management is yes.
23% of the sample responded good relationship with management is no.
NUMBER
RESPONSE
49
OF PERCENTAGE %
FREQUENTLY
WEEKLY
MONTHLY
HALF YEARLY
YEARLY
NEVER
TOTAL
0
7
25
21
15
2
0
10
35
30
22
3
70
100
CHART-14
0.4
0.35
0.3
0.25
0.2
0.15
0.1
0.05
0
30%
10%
3%
ev
er
N
hl
y
on
t
M
ye
ar
ly
al
f
on
t
hl
y
y
W
ee
kl
ly
en
t
Fr
eq
u
22%
35%
Inference:
Nobody taking leave frequently.
10% of respondents are taking leave weekly.
35% of respondents are taking leave monthly.
30% of respondents are taking leave half yearly.
22% of respondents are taking leave yearly.
3% of respondents are taking leave never.
NUMBER
RESPONSE
50
OF PERCENTAGE %
YES
NO
TOTAL
17
53
70
24
76
100
CHART-15
80%
70%
60%
50%
40%
76%
30%
20%
10%
24%
0%
YES
NO
Inference:
24% of the sample responded they had met accident .
76% of the sample responded they hadnt met accident
51
YES
NO
TOTAL
13
57
70
19
81
100
CHART-16
90%
80%
70%
60%
50%
81%
40%
30%
20%
10%
19%
0%
YES
NO
Inference:
19% of the employees having other source of income.
81% of the employees having no other source of income.
NUMBER
RESPONSE
52
OF PERCENTAGE %
EXCELLENT
GOOD
NEUTRAL
BAD
VERY BAD
TOTAL
19
36
8
04
05
70
26
51
11
5
7
100
CHART-17
60%
50%
40%
30%
51%
20%
26%
d
ba
ut
ra
l
5%
G
oo
d
Ex
ce
lle
nt
0%
7%
er
y
11%
Ba
d
10%
Inference:
26% of the sample responded job satisfaction is excellent.
51% of the sample responded job satisfaction is good.
11% of the sample responded job satisfaction is neutral.
05% of the sample responded job satisfaction is bad.
07% of the sample responded job satisfaction is very bad.
NUMBER
OF PERCENTAGE %
53
RESPONSE
18
35
05
07
05
70
FREQUENTLY
WEEKLY
MONTHLY
HALF YEARLY
YEARLY
TOTAL
26
50
07
10
07
100
CHART-18
60%
50%
40%
30%
50%
26%
ye
ar
ly
on
t
hl
y
y
W
ee
kl
en
t
ly
0%
Fr
eq
u
10%
7%
7%
H
al
f
10%
ye
ar
ly
20%
Inference:
26% of the employees taking leave frequently because of their personal work.
50% of the employees taking leave weekly because of their personal work.
7% of the employees taking leave monthly because of their personal work.
10% of the employees taking leave half yearly because of their personal work.
07% of the employees taking leave yearly because of their personal work.
54
RANK
FACTOR
Disease / poor health
Personal reasons
Tiredness
Family problem
Problem with superiors
Dissatisfaction over work
Poor treatment
Fear of accident
Work stress
Financial problems
Poor quality of work life
Alcoholism
Union problem
shift
10
11
12
24
20
18
21
7
4
2
1
3
20
22
15
18
9
6
3
2
2
3
19
17
21
14
5
7
2
3
6
4
2
16
10
19
16
8
10
8
4
7
6
2
8
12
7
6
4
11
8
6
10
13
6
7
5
6
4
6
7
8
4
12
13
17
4
6
4
3
4
2
5
11
13
9
10
8
13
9
3
6
7
6
3
1
2
10
7
21
13
9
8
3
5
4
6
3
4
2
1
8
11
18
8
14
7
8
4
11
8
2
5
1
3
5
14
12
9
13
6
9
7
4
3
1
5
2
12
7
4
12
8
6
11
14
9
9
5
7
3
6
7
3
8
14
19
20
8
13
5
4
7
2
5
22
18
17
30
CHI-SQUARE TEST
Welfare facilities Vs. Opinion about the job satisfaction
Welfare Facilities
Job Satisfaction
Excellent
Good
1
1
0
1
1
6
55
6
10
4
7
12
25
14
4
6
7
15
22
16
30
Neutral
Bad
Very Bad
Total
1
1
1
5
6
3
2
18
4
2
1
23
6
3
2
22
1
0
0
2
18
9
6
70
Observed
Frequency
(O)
Expected
Frequency
(E)
(O-E)
(O-E)2
(O-E)2/E
1
1
1
1
1
1
6
6
3
2
6
0.857
1.786
1.286
0.643
0.429
3.086
6.429
4.629
2.314
1.543
3.943
0.143
-0.786
-0.286
0.357
0.571
-2.086
-0.429
1.371
0.686
0.457
2.057
0.020
0.617
0.082
0.128
0.327
4.350
0.184
1.881
0.470
0.209
4.232
0.024
0.346
0.063
0.198
0.762
1.410
0.029
0.406
0.203
0.135
1.073
56
10
4
2
1
4
7
6
3
2
0
1
1
0
0
8.214
5.914
2.957
1.971
3.771
7.857
5.657
2.829
1.886
0.343
0.714
0.514
0.257
0.171
1.786
-1.914
-0.957
-0.971
0.229
-0.857
0.343
0.171
0.114
-0.343
0.286
0.486
-0.257
-0.171
3.189
3.664
0.916
0.944
0.052
0.735
0.118
0.029
0.013
0.118
0.082
0.236
0.066
0.029
0.388
0.620
0.310
0.479
0.014
0.094
0.021
0.010
0.007
0.343
0.114
0.459
0.257
0.171
7.936
Degree of Freedom = (r 1) (c 1)
= (5 1 ) (5 1)
= 16
= (O-E)2/E
= 7.936
57
CHAPTRE-4
58
FINDINGS
FINDINGS
excellent, 17% of them told good, 24% of them told neither good are bad 38% of
them told bad and 11% of them told very bad.
2) 54% percentage of the employees taking leave because of their illness.
59
3) 9% of the employees responded salary is excellent, 11% of them told good, 41%
of them told neither good are bad 30% of them told bad and 9% of them told very
bad.
4) 26% of the employees taking leave frequently because of their personal work.
50% of the employees taking leave weekly because of their personal work. 7% of
the employees taking leave monthly because of their personal work. 10% of the
employees taking leave half yearly because of their personal work. 07% of the
employees taking leave yearly because of their personal work.
5) 23% of the employees responded leave facility (EL,CL) is excellent, 33% of them
told good, 26% of them told neither good are bad 10% of them told bad and 8%
of them told very bad.
60
11) 17% of the employees responded provident fund is excellent, 38% of them told
good, 24% of them told neither good are bad 11% of them told bad and 10% of
them told very bad.
12) 19% of the employees responded group insurance is excellent, 41% of them told
good, 20% of them told neither good are bad 11% of them told bad and 9% of
them told very bad.
13) From the study 17% of the employees responded pension is excellent, 36% of
them told good, 26% of them told neither good are bad 13% of them told bad and
8% of them told very bad.
14) 27% of the employees responded labor union is working excellent, 39% of them
told good, 27% of them told neither good are bad 06% of them told bad and 1%
of them told very bad
15) From the study none of them taking leave frequently, 10% of them taking leave
weekly, 35% of them taking leave monthly, 30% of them taking leave half yearly,
6% of them taking leave yearly, and 1% of them taking leave rarely.
16) 24% of the employees had met accidents, 76% of them had not met any accidents.
17) 19% of the employees having some source of income other than salary, 81% of
them havent any source of income other than salary.
18) From the study 26% employees job satisfaction level is excellent, 51%good, 11%
neither good or bad 5%bad and 7% very bad.
61
CHAPTRE-5
62
SUGGESTIONS
SUGGESTIONS
From the study most of the employees taking leave because of their illness. So
management should improve medical treatment for their employees.
So many employees taking leave for their personal work. So management should
improve supervision.
63
their welfare
facilities.
Management should increase salary based by service and performance.
They should increase paid holidays per month.
CHAPTRE-6
64
CONCLUSION
CONCLUSION
65
This study may use as a secondary data for the future study.
CHAPTRE-7
66
BIBLIOGRAPHY
BIBILIOGRAPHY
Human resource management
- V.S.P.Rao
- Uma Sekaran
67
Statistical Method
- Shanthi Sofia
Business Statistics
- S.T. Gupta
WEBSITES
www.shrm.org
www.schrma.org
www.economywatch.com
Name
Age
Sex:
Total Experience
Experience in this company
Designation
Salary
:
:
:
:
:
:
Section B: General:
1. How do you feel about the following constitutions?
S.N CONSTITUENTS
o
1
2
3
4
5
6
7
8
9
10
11
12
Excellent
Good Neutral
Bad Very
Bad
Paid holidays
Good Salary
Leave(EL,CL)
Training and development
Welfare
Facilities
(Canteen, Transportation,
First Aid)
Medical Treatment
Good Work environment
Job Security
Provident Fund
Group insurance
Pension
Labor union
[ ] No
[ ] weekly
69
[ ] Monthly
Not
Available
[ ] Half yearly
[ ] Yearly
[ ] Never
RANK
[ ] No
[ ] No
8. How do you feel about your future scope with this company?
..
..
71