A Project Report

ON
Study Of Employees Absenteeism in Fenner INDIA Limited submitted in partial
fulfilment of therequirement for the degree of
M.B.A III Sem.
In
Human Resources.

Under the Supervision of

Submitted By

Ms. Ankita Sharma

Miss. Akshara Pandey

To

Department of Management Studies

Swami Vivekanand University, Sagar (M.P.)
December 2014

CONTENTS
S.No.

Topic or Chapter

PREFACE

ACKNOWLEDGEMENT

CERTIFICATE

DECLARATION

Page No.

3
4
5
6

3
.
4.
Chapter -1
5.

1. Introduction of Fenner India Limited

Chapter -2

6.

1. Company Profile

2. Background of Fenner India Limited

10

3. Scopes of Study

15

Chapter -3
7.

1. Objectives of Fenner India Limited

16

Chapter- 4
8.

1. Research and Methodology

17

Chapter -6
9.

a. Data Analysis and Interpretation

10.

27

1. Findings

37

2. Limitations

38

Suggestions

39

Conclusion

40

Bibliography

41

Questionnaire

42

11.

12.
13.
1
4.

PREFACE
In this project report every possible effort has been made to highlight the major aspects related
the topic A Study On Employees Absenteeism in FEENER INDIA LIMITED.
The deals with the introductory part related to the company.
The based on the research carried out for the project. This tells the details of data, how is it
collected, what are the methods have been used over here, and finally also tell the limitations of
the company that were found during the research work besides the limitation found in
undertaking the survey.
The analysis and interpretation of all the data which has presented first two chapters. This is the
most important part of the project as it involves the actual working and findings of the project.

Declaration
This is to certify that thesis/Report entitled A Study On Employees Absenteeism in
FEENER INDIA LIMITED which is submitted by me in partial fulfillment of the required
for the award of degree M.B.A. in H.R. from S.V.N. University, comprises only my original
work and due acknowledgment has been made in the text to all other material used.

Date:

Akshara Pandey

APPROVED BY

H.O.D. & Dean

Swami Vivekanand University, Sagar

ACKNOWLEDGEMENT
It is a great pleasure and moment or immense satisfaction for us to express our sense of
profound gratitude indebtedness toward all those who directly or indirectly involved themselves
in the development of this project.
I am great full to honorable Head Of The Department Mr. Pramesh Goutam and project guide
Ms. Ankita Sharma, Swami Vivekanand University; Sagar (M.P.) for their diligent attention
towards this project through put its all stage of development. His comment and criticism have
been of great consequence.
We thank fully acknowledge the cooperation extended towards me by the staff of department of
Master of Business Administration, Swami Vivekanand University, Sagar and library staff for
providing facility for the work and study material needed.
Last but not the least I hearty thank full to all friends who have directly or indirectly help us in
the project.

CERTIFICATE
This is to certify that thesis/Report entitled A Study On Employees Absenteeism in
FEENER INDIA LIMITED which is submitted by AKSHARA PANDEY in partial
fulfillment of the required for the award of degree M.B.A. in H.R. from S.V.N. University,
Sagar is record of the candidate own work carried out by him under our Supervision. The matter
embodied in this thesis is original and has not been submitted for the award of any other degree.

Date:

Ms. Ankita Sharma

INTRODUCTION
OVERVIEW
This project work has been conducted in FENNER (INDIA) LIMITED. It is the one of
the largest manufacturer of Industrial and Automotive V-Belts, Oilseals and Power Transmission
Accessories in India
A STUDY ON ABSENTEEISM OF EMPLOYEES is the study conducted at
FENNER (INDIA) LIMITED . The main objective of the study is to find the level of
absenteeism among the employees. The secondary objectives of this study are to know the
causes for the absenteeism.
This study has been compiled with the help of primary data and secondary data. Primary data
were collected from 20 respondents with the help of structured Questionnaire method. Since the
study was the absenteeism of employees , the data were collected from all the employees in the
organization. The Secondary sources of data were collected through company profile,
organization Website, internet and other related books.
The type of research design used is descriptive in nature and the required data has been
generated using a research instrument called the questionnaire. The research design used in this
project is descriptive research and sampling design used is convenience sampling.
The collected data has been analyzed using various statistical tools like graphs, pie chart, etc.
After analyzing the data general specific findings are sought out through interpretation.
Suggestions and recommendations are formulated from the summary of findings.

COMPANY PROFILE

Fenner (India) Limited is the largest manufacturer of Industrial and Automotive

V-Belts, Oilseals and Power Transmission Accessories in India. With a large Sales and
Distribution network across the country and a strong brand image, Fenner is undoubtedly the
market
Leader in India.
Fenner India's emphasis on quality and customer satisfaction has earned respect and
endorsement from major OEMs. The company is a pioneer and has been a market leader both in
terms of new product development and market reach. Fenner India has regularly introduced
state-of-the-art latest products both for domestic and international markets. Today eight out of
ten automobiles in India have at least one Fenner Belt or Oil Seal in it.
Apart from being the domestic market leader, Fenner India is also one of the big exporters of VBelts and Auto Belts in the country with products being exported to over 40 countries, including
North and South America, Europe, Australia and South Africa.

BACKGROUND OF FENNER (INDIA) LIMITED

Dr. R .P. Jinghania is the chairman of this company and he was felicitated with CEU with HR
orientation award at Asian pacific HR congress held in Mumbai. In 1929, JH fenner & co
(India) ltd was established in kolkatta to supply industry with products imported from fenner
head quarters in UK later in 1955, the company started functioning under the name fenner
cockily limited and a factory was established at Madurai in 1956 to manufacture over belling,
spindle taps and industrial v-belts.
The company gradually started expanding project range by manufacturing fan belt with
cable cord construction. Press belts, oil seals, o-rings, molded rubber products and fenaplast
conveyor belting.
In 1975, the company name was changed to fenner (India) Limited. A new plant was
established in Hyderabad in the year 1978. In 1987, JK groups acquires majority stake in fenner
the only company in india and among five in the globe to have coveted API (American
petroleum institute) accreditation for v-belts. First belt manufacturing company in india to be
certified by international organization for standardization (ISO-9002) In the year 1992.
Fenner has acquired an international organization for standardization technique
specification 16949(ISOTS/16949) in the year 2003. International organization for
standardization environment standards (ISO14001) in the year 2004 and occupational health
safety and system (OHSAS 18001) in the year 2006.

Fenner India has 3 state-of-art manufacturing facilities at Madurai, Chennai and Hyderabad.
The first manufacturing facility was established in 1955 in the 'Temple City' Madurai, southern
India, which is the largest facility today.
In-process Quality control, careful choice of raw materials, technological up gradation has
ensured complete product reliability and high levels of customer satisfaction.
Best Manufacturing Practices followed by Fenner India:
Lean Manufacturing
TQM
Poka Yoke (Error Proof)
5S

10

Technology
Our Technology Center employs state-of-the-art techniques, starting from simulation studies
using Finite Element Analysis, all the way to validation through rigorous indoor testing. The
Center has the best in class testing facilities for Raw Materials, In-Process components and
Finished Products like Industrial and Automotive Wrapped Belts, Raw Edge Cogged Belts,
Poly-V belts, Timing Belts and various types of Oil Seals.
Apart from product development, our experts also work closely with OEMs for Continuous
Upgradation of belt drive system and provide sealing solutions.
Our technological efforts have made it possible for us to remain fully competitive in the global
market by continuous development of a large range of new products such as Poly F Plus belts,
Heavy Duty belts, Kevlar Cord belts, EPDM belts and many others.
Products
For the Indian market

Industrial Power Transmission Products

Belts
Power Transmission Accessories

belts

V-Belt drive for dual motor drive Textile ring frame

Wedge Belt Drive (30 SPC Belts) for Rolling Mill Application

Poly-V drive with 21-PM-8410

Belt for Slurry pump Application in Steel Plant

Poly-V Belt and V-Belt Drive in a Wire Drawing Machine

Banded Belt drive for Gas Compressor Application

V-Belt Drive for Dual Motor drive Textile Ring Frame

Raw Edge Cogged Belt Fenner Textile Application

Multi-Pull Poly V-Belts

Multi-Pull Ribbed belts offer high power capacity in a single flexible low stretch belt. The
continuous high tensile synthetic cord makes maximum utilization of the face width and ensures
11

a uniform tension through the belt.

Automotive Products
OEM
Replacement Market
Automotive Belts
Oilseals

Automobile Belts and Oil Seals form an important part in almost all vehicle segments. Belts are
used in a variety of application in power transmission for alternator, Air conditioning, power
steering applications. Oil Seals are used as a sealing medium for oil used in various automobile
applications such as engine, transmission, wheel, front fork, valve stem etc.
Fenner is the market leader in the Automobile segment both in belts and oil seals. Our presence
in the Automobile trade is in both the segments of OE and also the Replacement market trade.
In OE trade we offer our products to prominent OE customers who have very high quality
standards to be complied with. Our Auto belts and Oil Seals are a part of major OE customers in
all major vehicle segments. We also offer products for OE spares trade. Our state-of-the-art
R&D facilities, personnel and quality certifications ensure that the best products are developed
based on the OE customers' requirements.
In Replacement Market we cater to markets, both urban and rural all over India through over
400 distributors who in turn offer products to over 20000 retailers dealing in Automobile belts
and oil seals. The market is driven by specifiers or mechanics who use Automobile Belts and
Oil Seals for servicing vehicles. These specifiers are the ultimate users of the products and are
driven to use a product based on its quality. Majority of the specifiers insist on Fenner Belts and
Pioneer Oil Seals as we offer the best quality. Fenner and Pioneer Brand names have become
synonymous with Belts and Oil Seals over the past 50 years.

12

FOR CUSTOMERS OUTSIDE INDIA

Industrial Power Transmission Products
Belts
Power Transmission Accessories

Agricultural Products
Belts
Automotive Products
Belts ,oil seals.

ABSENTEEISM THE PROBLEMS OF INDIAN INDUSTRY

It hardly needs mention that one of the major problems before the Indian industry is
absenteeism among the workmen. This means that at the beginning of the shift, the managers
are suddenly faced with the problem of finding extra people to make up the production crew;
either they have to carry large numbers as absentee reserve or will have to shut down machines,
for want of crew. This naturally upset the production schedules.

LET US LOOK AT THIS PROBLEM MORE CLOSELY:

A worker, who absents himself when he is expected to be on duty without previous
information to the management, is said to be absent. The problem of absenteeism arises when
large numbers of workers absent themselves from duty. Many studies have been undertaken to
find out the causes for absenteeism. It must however, be borne in mind that all factors crisescross in this field, and hence it is not possible categorically to generalize the problem in such a
vast country as India.

However, the main causative factors are follows. Generally, workers in India, though
working in urban centers, have retained their strong links with village life, through a small piece
of land and social contacts, e.g., marriage, deaths, litigation, etc., which they continue to
maintain with village life. Hence, as and when their presence is required in the village, which is
frequent, they absent themselves from work and just go home.The lopsided social spending that
they indulge in lands them in heavy debts and then it is a game of hide and seek with the money
lender which adds to the high incidence of absenteeism.

13

STATEMENT OF PROBLEM
Study of Absenteeism among Industrial Worker is very important in terms of both the
industries and the employees. While an employee is been absent from work the output from the
employee towards the production is lost. Further the efficiency and discipline of the company
suffers a great loss.
As No work No pay is usually the general rule, the loss to workers absenteeism is quite
obvious when the workers fail to attend to the regular work, there income is reduced and the
workers become still poorer. Hence, Health and efficiency of the worker is affected by the
irregularity of the workers attendance.
Finally there may be various reasons for any employee being absent from work like
health issues, work related issues.

14

SCOPE OF THE STUDY

The study attempts to analyze the effectiveness and employees individual
opinion about reason for the absenteeism.
The study emphasizes to reveal the reasons behind the absenteeism in fenner (India) ltd.

15

OBJECTIVES OF THE STUDY

Primary objective:
The Study aims at assessing the level absenteeism among workers.
Secondary objective:
To conduct a detailed study on Absenteeism of Fenner India ltd.
To find out the rate of Absenteeism in Fenner India ltd
To identify the various factors that lead to Absenteeism.
To identify the variables that reduces the rate of Absenteeism
To find out causes of Absenteeism & suggest remedies to reduce it.

16

RESEARCH METHODOLOGY
According to a famous Hudson maxim, All progress is born of inquiry. Doubt is often
better than overconfidence, for it leads to inquiry & inquiry leads to invention
Research objective:

To study the reasons for absenteeism in fenner (India) ltd.

To study the working conditions prevailing in the organization

RESEARCH DESIGN:
It 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 and diagnostic research design has
been adopted to determine with specific predictions to with the narration of facts and
characteristics relating to an individual group or situation.

NATURE OF RESEARCH:
Descriptive Approach: is a fact finding investigation with adequate interpretation. It seeks to
describe a field or a problem by using questionnaires. This approach was used in the research.
SAMPLING DESIGN:
Sampling technique was adopted for the study as there were various constraints regarding
time and resources. The sample size considered was of 20 respondents. The sample considered
was from various departments and categories of workmen in the factory. The sample type was
individual and the questionnaire was filled by the workers of their own and some with the help
of their supervisors.
Sample Size: 20 respondents of workers from various departments and categories.
Sampling Procedure:
The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.

17

Methods of Data Collection:

The datas were collected through Primary and secondary sources.

Primary Sources:
Primary data are in the form of raw material to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, datas collected through questionnaire.

Secondary Sources:
Secondary datas are in the form of finished products as they have already been treated
statistically in some form or other.
The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data were
also collected from journals, magazines and books.

Collections of Questionnaires and Schedules:

A questionnaire comprising of 20 questions were framed covering various aspects of the
employees work.

ANALYSIS
The collected data were analyzed and findings were made.
For the purpose of analysis certain statistical tools like percentage analysis and chi-square
method are used. Graphs are used to represent the data for the better and accurate interpretation
of the data.

18

REVIEW OF LITERATURE
Some Definitions of Absenteeism:
-

Absenteeism is a practice or a habit of being an absence and an

absentee is one who habitually stays away.
- WEBSTERS DICTIONARY
- Absenteeism is the failure of a worker to report for work when he is
work.

scheduled to

- LABOUR BUREAU SIMLA

Meaning:
Employees presence at the work place during the schedule time is highly essential for
the smooth running of the production process in particular and the organization in general.
Despite the significance of presence, employees sometime fail to report to the work place
during the scheduled time, which is known as Absenteeism.
According to PICOARS AND MAYERS: Unexpected absence disturbs the efficiency of
the group as the jobs are inter connected, if one single man remains absent without prior notice
the whole operation process is distributed. This Absenteeism results in production losses
because, due to Absenteeism, workers cost increases and thus efficiency of operations is
affected.
Features of Absenteeism:
Research Studies undertaken by different authors reveal the following features of
Absenteeism
i.

The rate of Absenteeism is the lowest on pay day; it increases considerably on the days
following the payment of wages and bonus.

ii.

Absenteeism is generally high among the workers below 25 years of age and those
above 40 years of age.

iii.

The rate of Absenteeism varies from department to department within an organization.

iv.

Absenteeism in traditional industries is seasonal in character.

19

Types of Absenteeism
Absenteeism is of four types viz.
1. Authorized Absenteeism.
2. Unauthorized Absenteeism.
3. Willful Absenteeism.
4. Absenteeism caused by circumstances beyond ones control.
Calculations of Absenteeism rate:
Absenteeism can be calculated with the help of the following formula.

Absenteeism rate =

No of days lost

x 100

No of days scheduled to work

Causes of Absenteeism
The following are the general causes of the Absenteeism
1. Maladjustment with the working conditions:
If the working conditions of the company are poor, the workers cannot adjust
themselves with the companys working conditions. Then they prefer to stay away from
the company.
2. Social and religious ceremonies:
Social & religious functions divert the workers attention from the work.
3. Unsatisfactory housing
Conditions at the working place.
4. Industrial housing
The industrial fugue compels workers to remain outside the work place.
5. Unhealthy working conditions
The poor and intolerable working conditions in the factories irritate the working
excess heat, noise, either too much or too low lighting, poor ventilation, dust, smoke
cause poor health of the workers. This factory causes the workers to be absent.

20

6. Poor welfare facilities

Though a no of legislation concerning welfare facilities are enacted, many organizations
fail to provide welfare facilities. This is either due to the poor financial position of the
companies (or) due to the exploitative attitude of the employs. The welfare facilities
includes poor sanitation, washing, bathing first aid appliances, ambulance, restrooms
drinking water, canteen, shelter, crches etc.. The dissatisfied worker with these facilities
prefers to be away from the workplace.
7.

Alcoholism
Workers mostly prefer to spend money on the consumption of liquor and
enjoyment
after getting the wages. Therefore, the rate of absenteeism is more during the first week
every month

8.

Indebtness
The low level wages and unplanned expenditure of the workers force then to borrow
heavily. The research studies indicate that workers borrow more than 10 times of their
net pay. Consequently workers fail to repay the money. Then they try to escape the
place in order to avoid the money lenders. This leads to absenteeism.

9.

Maladjustment with job demands

The fast enhancing technology demand higher level skills from the workers fail to meet
these demands due to their lower level education and/or absenteeism of training.

10.

Unsound personnel policies

The improper and unrealistic personnel policies result in employee dissatisfaction. The
dissatisfied employee in tune prefers to be away from the work.

11. Inadequate leave facilities

The inadequate leave facilities provided by the employer forces him to depend on ESI
leave which allows the workers to be away from the work for 56 days in a year on half
pay.
12. Low level of wages
Wages in some organizations are very poor and they are quite inadequate to meet the
basic needs of the employees. Therefore, employers go for other employment during
their busy seasons and earn more money. Further, some employees take up part time
jobs. Thus the employees resort to moonlighting and absent themselves from the work.
Absenteeism has been variously defined by the Authorities from time to time. Thus the
term Absenteeism refers to the workers absence from his regular task, when he is scheduled to
21

work. Any employees stay away from work if he has taken leave to which he is entitled or on
the grounds of sickness or some accident without any previous sanction of leave.
Nevertheless usually, involuntary lay off, lack of work, authorized leave or vacation
period of work stoppage are not counted as absence. Strikes, lock outs and late attendance are
treated as absence.
Absenteeism occurs when an employee of a company does not come to work due to scheduled
time off, illness, injury, or any other reason. The cost of absenteeism to business, usually
expressed in terms of lost productivity, is difficult to determine. Studies from government
sources such as the U.S. Bureau of the Census and U.S. Bureau of Labor Statistics put the direct
losses at more than $40 billion a year; the Social Security Administration determined that, in
one year, workers missed more than half a billion days. Various private studies and polls
studying particular elements of absenteeism sometimes put the figure much higher. One recent
Gallup poll did not put a price tag on the sniffles and swollen eyes, but claimed that more than 3
million workdays per year are lost when working people stay home because their allergies are
acting up. The Massachusetts Institute of Technology released a study in 1994 claiming that
clinical depression alone resulted in more than 213 million lost workdays, costing $24 billion.
There is little written history of absenteeism in business literature, probably because until the
20th century businesses had a simple rule, "No work: no pay." The practice of offering paid
"sick days" did not become widespread until labor unions forced companies into contracts
allowing employees to take time off for illness or vacation. While practices vary among
companies and union contracts, an average of four to ten sick days per year is standard.
Although companies were originally unwilling to offer paid leave to workers, they have come to
realize that humane absence-management policies are cost-effective. In fact, it is estimated that
companies with effective employee absence strategies reduce their overall payroll costs by 10
percent. Furthermore, a 1995 study discovered a correlation between absenteeism and employee
turnover. Companies with high rates of absenteeism were found to be more likely to have their
employees leave for jobs with other firms. In light of such findings, employers have recognized
that a generous absence policy can be profitable and contribute to employee satisfaction and
stability.

Guidelines for Absenteeism Control:

There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a labour relations context this means that it cannot be remedied or treated by
disciplinary measures.
22

2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance, an employee who is on sick leave even
though he is not sick, and it can be proven that employee was not sick, is guilty of culpable
absenteeism. To be culpable is to be blameworthy. In a labour relations context this means that
progressive discipline can be applied.

Identifying Excessive Absenteeism

Attendance records should be reviewed regularly to be sure that an employees sickleave days are excessive compared to other employees. If a supervisor suspects that an
employee is excessively absent, this can be confirmed through reviewing the attendance records
if all indications show that an employee is excessively absent, the next step is to gather as much
information as possible in order to get a clearer picture of the situation. The employees files
should be reviewed and the employees immediate supervisor should document all available
information on the particular employees history.
Individual Communication
After all available information has been gathered, the administrator or supervisor should
individually meet with each employee whom has been identified as having higher than average
or questionable absences. This first meeting should be used to bring concerns regarding
attendance to the employees attention. It is also an opportunity to discuss with the employee, in
some depth, the causes of his attendance problem and possible steps he can take to remedy or
control the absences. Often, after the initial meeting employees reduce their absenteeism. The
meeting shows that you are concerned and that absenteeism is taken seriously.
After the Initial Interview
If after the initial interview, enough time and counseling efforts, as appropriate, have
passed and the employees absenteeism has not improved, it may be necessary to take further
action. Further action must be handled with extreme caution- a mistake in approach, timing, or
severity can be crippling from both an administration and labour relations point of view.
Determining whether counseling or disciplinary action is appropriate,
depends on whether the employees absences are innocent or culpable. If the employees
absenteeism is made up of both innocent and culpable absences, then each type must be dealt
with as a separate issue. In a labour relations context innocent absenteeism and culpable
absenteeism are mutually exclusive. One in no way affects the other.

23

Counseling Innocent Absenteeism

Innocent absenteeism is not blameworthy and therefore disciplinary action is
not justified. It is obviously unfair to punish someone for conduct which is beyond his control.
Absenteeism no matter what the cause imposes losses on the employer who is also not at fault.
The damage suffered by the employer must be weighed against the employees right to be sick.
There is a point at which the employers right to expect the employee to attend regularly and
fulfill the employment contract will outweigh the employees right to be sick. At such a point
the termination of the employee may be justified, as will be discussed.

The procedure an employer may take for innocent absenteeism is as follows:

Initial counseling

Written counseling

Reductions of hours and job reclassification

Discharge

Initial Counseling
If the absences are intermittent, meet with the employee each time he returns to work. If
absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his condition.

Written Counseling
If the absences persist, you should meet with the employee formally and provide him
with a letter of concern. If the absenteeism still continues to persist then the employee should be
given a second letter of concern during another formal meeting. This letter would be stronger
worded in that it would warn the employee that unless attendance improves, termination may be
necessary.
Reduction of Hours and job reclassification
In between the first and second letters the employee may be given that option to reduce
his hours to better fit his personal circumstances. This option must be voluntarily accepted by
the employee and cannot be offeredas an ultimatum, as a reduction in hours is a reduction in pay
and therefore can be looked upon as discipline.
24

Discharge
Only when all the previously noted needs and conditions have been met and
everything has been done to accommodate the employee can termination be considered. An
Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case.

Establishing a System for Tracking Absences

Absenteeism policies are useless if the business does not also implement and
maintain an effective system for tracking employee attendance. Some companies are able to
track absenteeism through existing payroll systems, but for those who do not have this option,
they need to make certain that they put together a system that can:

keep an accurate count of individual employee absences

tabulate companywide absenteeism totals

calculate the financial impact that these absences have on the

business

detect periods when absences are particularly high and

differentiate between various types of absences.

25

26

Data analysis and interpretation

Q.1 Nature of the work

Response
Hard
Moderate
Easy
Total

No of respondents
20
20
10
50

27

Percentage
40%
40%
20%
100%

Interpretation:

40% of the employees find their nature of work at moderate condition.

40% of the employees find their nature of work is harder.

20% of the employees find their nature of work as easy.

Q.2 Do you find your job interesting ?

response
Yes
No
Total

No of respondents
38
12
50

28

percentage
76%
24%
100%

Interpretation:

76% of them find their job interesting,

While 24% of them dont feel so

Q.3 Which shift do you find more convenient to work ?

response
8-4
4-12
12-8
Total

No of respondents
13
33
4
50

29

percentage
26%
66%
8%
100%

Interpretation:

66% of the employees are convenient with 4-12 shift,

26% of them with 8-4 shift.

8% of them with 12-8 shift.

Q.4 Do you find stress full when given over time ?

Response
Always
Sometimes
Never
Total

No of respondents
31
16
3
50

30

Percentage
62%
32%
6%
100%

Interpretation:
When given overtime,

32% of the employees find its always stress full

62% of the employees sometimes feel stress full.

6% never find it stress full.

Q.5 Is it possible for you to get leave whenever you require ?

Response
Always

No of respondents
10
31

Percentage
20%

Sometimes
Never
Total

36
4
50

72%
8%
100%

Interpretation:

32% of the employees find its always find possible to take leave when required.

72% of the employee sometimes find possible to take leave when required.

8% of them never find possible to take leave when required.

Q.6 How often do you take leave in a month?

32

response
0-1day
1-2days
>2days
total

No of respondents
19
27
4
50

Interpretation:
In a month,

38% of the employees take 0-1 day leave

54% of them takes 1-2 days leave,

8% of them take more than 2 days leave.

33

Percentage
38%
54%
8%
100%

Q.7 Are you being recognized for excelling in your job?

Response
Always
Sometimes
Never
total

No of respondents
33
17
0
50

Percentage
66%
34%
0%
100%

Interpretation:

66% of the employees find that they are always recognized for excelling in their jobs

34% of the employees find that they are sometimes recognized for excelling in
their jobs.

34

Q.8 What is your opinion about your wages related to your work ?

response
Satisfied
Moderate
Not satisfied
Total

No of respondents
18
30
2
50

Interpretation:

36% of the employees are satisfied with the wages,

60% feels its moderate.

4% are not satisfied with the wages.

35

Percentage
36%
60%
4%
100%

Q.9 Whether you are coming for work regularly?

response
Yes
No
total

No of respondents
33
17
50

Percentage
66%
34%
100%

Interpretation:

66% of the employee said they come to work regularly.

34% of the employee said they do not come to work regularly.

36

Q.10 Does your job have more work pressure?

Response
Yes
No
Total

No of respondents
20
30
50

Percentage
40%
60%
100%

Interpretation:

40% of the employees feel that their job require pressure.

60% of the employees feel that their job does not require pressure.

37

FINDINGS

40% of the employees find their nature of work at moderate condition.

38% of the employees take 0-1 day leave

54% of them takes 1-2 days leave,

8% of them take more than 2 days leave.

42% of the employees take leave due to health problem.

36% of the employees take leave for personal reasons.

12% of the employees are been absent for work stress.

10% of them take leave for no reasons.

62% of the employees feel satisfied with their supervisors relation with them.

38% of the employees feel moderate with their supervisors relation with them.

None of the employees are not satisfied with their supervisors relation with them.

50% of the employees are satisfied with their co workers relationship with them.

46% of the employees are moderately satisfied with their co workers relationship with
them.

4% of the employees are not satisfied with their co workers relationship with them.

32% of the employees are satisfied with current absenteeism policy.

64% of the employees are moderately satisfied with current absenteeism policy.

4% of the employees are not satisfied with current absenteeism policy.

32% of the employees find its always stress full

62% of the employees sometimes feel stress full.

6% never find it stress full.

36% of the employees are satisfied with the wages,

38

LIMITATIONS OF THE STUDY

The study was limited only to fenner (India) ltd only.

As sampling is taken as an element of the study there might always be sampling errors.
The sample under consideration may not reflect the whole population.
Survey and study has been carried out in a span of only 1 month due to time constraint.
Since absenteeism is a vast topic to be discussed, the study may not reflect each and every
aspect.

39

SUGGESTIONS

From the findings its found that more number of employees is absent due to health
problems, so the company may concentrate on welfare programs for employees, like
conducting medical check ups regularly and may have campaign related to health and
safety measures while working.

Training in technical aspect of work like workshops and lecture from experts may be
conducted regularly for less experienced persons.

Allocation of overtime may be reduced. As most of the employees feel it stress full.

Only 36% of the employees are satisfied with their wages. For this the company may
provide incentives to the employees.

The supervisors may build a better relationship with the employees as only 50% of the
employees find satisfied with their supervisors relation with them.

40

CONCLUSION

Employees regular presence is a must to every company as work progress can take place
effectively only if the employees are working without any break. Same wise an employee can
excel in his job and can know his level of expertise in his job only he goes to work regularly.
Studying the absenteeism helps to find out the reason for major absenteeism and eliminate
them.
There by the absenteeism rate is very low. And this benefits both the organization and
the employee.

41

BIBLIOGRAPHY

Books:
1. Absenteeism In Industry: Problem And Management, P B Appa Rao
2. Social Psychology of Absenteeism, Colin Brown, J K Chadwich Jones, J K Chadwick
Jones
3. The Missing Workforce: Managing Absenteeism, Andrew Sargent
4. Human Resource Management, C.B.Gupta
5. Human Resource Management. L.M.Prasad.

Websites
6. www.google.com - dictionary.bnet.com, ir.dut.ac.za:8080/xmlui/handle
7. www.employerssurveys.com
8. www.humancapital.com
9. www.citehr.com
42

10. www.scribed.com

B0034OJE6U

QUESTIONNAIRE
Name

Age

Sex..

Marital Status

Department

experience.

1.

Nature of the work

a) Hard

b) Moderate

c) Better

2. Do you find your job interesting?

a) Yes

b) No

3. Which shift do you find more convenient to work?

a) 8 - 4

b) 4 - 12

c) 12 - 8

4. Do you find stress full when given overtime?

43

a) Always

b) sometimes

c) Never

5. Is it possible for you to get leave whenever you require?

a) Always

b) Sometimes

c) Never

6. How often do you take leave in a month?

a) 0-1

b) 1-2

c) more than 2

7. Are you being recognized for excelling in your job?

a) Always

b) Sometimes

c) Never

8. What is your opinion about your wages related to your work?

a) Satisfied

b) moderate

c) Not satisfied

9. Whether you are coming for work regularly?

a) Yes

b) No

10. Does your job have more work pressure?

a) High

b) Medium

c) Low

44