A RESEARCH REPORT

On

Effect
of
ABSENTEEISM
AT:
AEGISBPO SERVICES LIMITED,

NOIDA(U.P).

SUBMITTED TO:
DRONACHARYA INSTITUTE OF MGMT &
TECHNOLOGY , KURUKSHETRA
In the partial fulfillment of the requirement for the degree
of MBA
Submitted to: Submitted By:

Ms. Shilpa Arora Bhanu priya

MBA Lecturer MBA 4th Sem

 ACKNOWLEDGEMENT

Concentration, dedication, hard-work & application are essential but

not only the factors to achieve the desired goal. All these are
supplemented by guidance, assistance & co-operation of people to
make it success. Every complete successful assignment is the result
of many hands joins together.

It is a matter of pride and privilege for me to adequately express my

deep indebtedness, thanks and guidance to my project guide Ms.
Shilpa Arora for her valuable guidance, co-operation and constant
inspiration.

I gratefully acknowledge the overwhelming support of Mrs. Pooja

Singh efforts, professional experience proved bliss for me during
this work I also acknowledge my thanks to all the other staff
members who directly or indirectly helped me in completing this
project

Lastly, how can I forget to owe my indebtedness to my parents who

provided moral support as well as adequate finances during the
course of my studies.

BHANU PRIYA
 DECLARATION

I, BHANU PRIYA hereby declare that the project entitled EFFECT

OF ABSENTEEISM , assigned to me in AEGIS BPO
SERVICES LTD during my survey report for the partial
fulfillment of M.B.A, Degree from DRONACHARYA
INSTITUTE OF MGMT & TECHNOLOGY ,
KURUKSHETRA is the Original work done by me and the
information provided in the study is authentic to the best of
my knowledge.

This study has not been submitted to any other institution or

university for the award of any other degree.

Bhanu Priya
CONTENTS
_________________________________________________________________

1: AN INTRODUCTION

• COMPANY PROFILE
• ABSENTEEISM & ITS EFFECT

2: RESEARCH METHODOLOGY

• RESEARCH
• OBJECTIVE OF THE STUDY
• RESERCH DESIGN
• DATA COLLECTION
• LIMITATIONS OF THE STUDY

3: ANALYSIS & INTERPRETATION

4: FINDINGS AND SUGGESTIONS

5: CONCLUSION

6: LIMITATIONS

ANNEXURE

• BIBLIOGRAPHY
• QUESTIONAIRE
INTRODUCTION
To
The Company
 AEGIS BPO SERVICES LTD

Aegis Ltd is an ESSAR enterprises establish in 2003. Essar deals in

Telecom bpo, shipping, power, oil, steel & construction.

Aegis is from telecom bpo sector.

Meaning Of Aegis:
Aegis in dictionary term means a protection or shield
protection.

Aegis believe in three things

 Happy Employees
 Happy Customer
 Happy Shareholder

Aegis has 30000+employees all over India and in Noida branch it

has 3500 employee .There are centres in India like Noida, Gurgaon ,
Pune, Hyderabad, Kolkata, Hozia, Lucknow etc.

Also aegis has its centre globally like in U.S.A, New York ,Joplin,
Singapore & Recently Going to Open in Australia.

When the Company started in 2003 there in rating By Nasscon in

2006-07 at that 2ND Ranked at the Position of 12in Domestic Call
centre But in 2008 June it was on the position of the 11th in
international call centers. Now in 2009 aegis ranked 6th in all over
India.
CLIENTS
Aegis clients are divided in two pats:
Domestic & International

In Domestic client in telecom:

• Vodafone
• Tata (TTSL)
• Idea
• Airtel

In Insurance:
• Max New York
• Tata AZG
• HDFC
• ICICI
• Bharati Axa

In FMCG:
• Britania

In International:
• Virgin
• Dish
• HP
MANAGEMENT
EMPLOYEE DESIGATION

Aparup Sengupta MD

Sudhir Aggrwal Chief Operating

Rajesh Maliya Head

Faisal Durrani Vice President

Ajay Verma Vice President

Jaspreet Aora AVP Operation

Abhisar Bhthla Sr. Manager

Vinod Verma Associate Vice president HR

Kumar Suraj Sr. Manager HR

Pooja Singh Manager HR

 TIMINGS

The working timings for agents runs round the clock in three shifts,
namely- Morning, Afternoon and Night.

TIMINGS SHIFTS

6.00 a.m. to 2.00 p.m. Morning Shift

2.00 p.m. to 10.00 p.m. Afternoon Shift

10.00 p.m. to 6.00 a.m. Night Shift

However the HR department works in a General Shift.

VARIOUS ACTIVITES IN
ORGANSIATION

o Family Day
o RNR
o Samvaad
o Yoga session
o Health checkup
o Blood Donation
o Painting
o Aegis Idol
o Fashion Show
o Diwali Celebration
o Navratra Celebration
o Visit to Senior Citizen Home
 ORGANISATION
OF
AEGIS LIMITED,NOIDA(U.P).
 ORGANISATION SET UP

The organizational set up of the following departments is

studied in detail:

1. HR Department
2. Payroll Department
3. Recruitment &Training Department
4. Employee relation Department
5. Operation Department
 HUMAN RESOURCE

WHAT IS H.R:

Human Resources means manav sansadhan or man of power in

Organization all kinds of resources like, machine ,tools, furniture,
computer , Projector etc are present but there is no human resources
then who can use all there resources. So, only H.R can use all
resources in effective &efficient manner.

WHY H.R DEPARTMENT:

HR has to coordinate all activities is an organization. This

department has multiple functions like – Recruitment, Payroll,
Wages & Salary administration, Compliance, Stationary, Bonus,
Legal, Trade union etc. This department gives sense to all other
department of the organization. Normally we can say the H.R is the
Backbone of the company who give sense &coordinate the activities
of different departments
HIGHLIGHTS:

 Today aegis is one of the fastest growing services

company

 Aegis services same of the world’s largest corporation

and a host of other blue chip companies through its 21
delivery facilities in the US &India

 With track records of over 20 years in service

excellence .aegis leverages the global delivery model to
acquire & services blue chip clients across the world.
INTRODUCTION
TO
ABSENTEEISM

ABSETEEISM
An absence from the workplace refers to time a team member
is not on the job during scheduled working hours, except for a
granted leave of absence or holiday time. Left unchecked,
high absenteeism can rapidly develop into serious business
problems including morale issues and high turnover.

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, “I’m
not coming in today because my supervisor abuses me.”

Or, “I’m not coming in today because my chair is

uncomfortable.” Or, “I’m 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 member’s 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.
 Causes of Absenteeism

The causes of absenteeism may include:

• serious accidents and illness

• low morale
• poor working conditions
• boredom on the job
• lack of job satisfaction
• inadequate leadership and poor supervision
• personal problems (financial, marital, substance abuse,
child care etc.)
• poor physical fitness
• transportation problems
• the existence of income protection plans (collective
agreement )
• benefits which continue income during periods of illness
or accident.)
• stress
• workload
• employee discontent with the work environment

Most if not all of these causes can be prevented by taking a positive

approach to things. By showing the employees that you care, you
can help lower absenteeism in the work place.
 Absenteeism- Types & 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.

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/she is
not sick, and it can be proven that the employee was not sick, is
guilty of culpable absenteeism. To be culpable is to be blameworthy.
In a employee relations context this means that progressive
discipline can be applied.

For the large majority of employees, absenteeism is legitimate,

innocent absenteeism which occurs infrequently. Procedures for
disciplinary action apply only to culpable absenteeism. Many
organizations take the view that through the process of individual
absentee counseling and treatment, the majority of employees will
overcome their problems and return to an acceptable level of regular
attendance.

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/her 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 employee's right to be sick. There is a point at which the
employer's right to expect the employee to attend regularly and
fulfill the employment contract will outweigh the employee's 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:

1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge

Initial Counseling

Presuming you have communicated attendance expectations

generally and have already identified an employee as a problem, you
will have met with him or her as part of your attendance program
and you should now continue to monitor the effect of these efforts
on his or her attendance.

If the absences are intermittent, meet with the employee each time
he/she returns to work. If absence is prolonged, keep in touch with
the employee regularly and stay updated on the status of his/her
condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical
assessments. This will enable you to judge whether or not there is
any likelihood of the employee providing regular attendance in
future. Regular medical assessments will also give you an idea of
what steps the employee is taking to seek medical or other
assistance. Formal meetings in which verbal warnings are given
should be given as appropriate and documented. If no improvement
occurs written warning may be necessary.

Written Counseling

If the absences persist, you should meet with the employee formally
and provide him/her 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(s) of hours and or job reclassification

In between the first and second letters the employee may be given
the option to reduce his/her hours to better fit his/her personal
circumstances. This option must be voluntarily accepted by the
employee and cannot be offered as an ultimatum, as a reduction in
hours is a reduction in pay and therefore can be looked upon as
discipline.

If the nature of the illness or injury is such that the employee is

unable to fulfill the requirements of his/her job, but could for
example benefit from modified work, counsel the employee to bid
on jobs of such type if they become available. (N.B. It is inadvisable
to "build" a job around an employee's incapacitates particularly in a
unionized environment. The onus should be on the employee to
apply for an existing position within his/her capabilities.)

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.

1. Has the employee done everything possible to regain their

health and return to work?
2. Has the employer provided every assistance possible? (i.e.
counseling, support, time off.)
3. Has the employer informed the employee of the unworkable
situation resulting from their sickness?
4. Has the employer attempted to accommodate the employee by
offering a more suitable position (if available) or a reduction
of hours?
5. Has enough time elapsed to allow for every possible chance of
recovery?
6. Has the employer treated the employee prejudicially in any
way?

As is evident, a great deal of time and effort must elapse before

dismissal can take place.

These points would be used to substantiate or disprove the following

two fold test.

1. The absences must be shown to be clearly excessive.

2. It must be proven that the employee will be unable to attend
work on a regular basis in the future.
Corrective Action for Culpable Absenteeism

As already indicated, culpable absenteeism consists of absences

where it can be demonstrated that the employee is not actually ill
and is able to improve his/her attendance.

Presuming you have communicated attendance expectations

generally, have identified the employee as a problem, have met with
him/her as part of your attendance program, made your concerns on
his specific absenteeism known and have offered counseling as
appropriate, with no improvement despite your positive efforts,
disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable

absenteeism are generally the same as for other progressive
discipline problems. The discipline should not be prejudicial in any
way. The general procedure is as follows: [Utilizing counseling
memorandum]

1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Discharge

Verbal Warning

Formally meet with the employee and explain that income

protection is to be used only when an employee is legitimately ill.
Advice the employee that his/her attendance record must improve
and be maintained at an improved level or further disciplinary action
will result. Offer any counseling or guidance as is appropriate. Give
further verbal warnings as required. Review the employee's income
protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there
is no improvement a written warning should be issued.

Written Warning

Interview the employee again. Show him/her the statistics and point
out that there has been no noticeable (or sufficient) improvement.
Listen to the employee to see if there is a valid reason and offer any
assistance you can. If no satisfactory explanation is given, advise the
employee that he/she will be given a written warning. Be specific in
your discussion with him/her and in the counseling memorandum as
to the type of action to be taken and when it will be taken if the
record does not improve. As soon as possible after this meeting
provide the employee personally with the written warning and place
a copy of his/her file. The written warning should identify any
noticeable pattern

If the amount and/or pattern continue, the next step in progressive

discipline may be a second, stronger written warning. Your decision
to provide a second written warning as an alternative to proceeding
to a higher level of discipline (i.e. suspension) will depend on a
number of factors. Such factors are, the severity of the problem, the
credibility of the employee's explanations, the employee's general
work performance and length of service.

Suspension (only after consultation with the appropriate superiors)

If the problem of culpable absenteeism persists, following the next
interview period and immediately following an absence, the
employee should be interviewed and advised that he/she is to be
suspended. The length of the suspension will depend again on the
severity of the problem, the credibility of the employee's
explanation, the employee's general work performance and length of
service. Subsequent suspensions are optional depending on the
above condition.
Dismissal (only after consultation with the appropriate superiors)
Dismissals should only be considered when all of the above
conditions and procedures have been met. The employee, upon
displaying no satisfactory improvement, would be dismissed on the
grounds of his/her unwillingness to correct his/her absence record.
 Guidelines For Absenteeism Control

A absenteeism is a disease that appears whenever a company fails to

inoculate itself through the use of sound management practices. To
cure excessive absenteeism, one has to know the exact causes and
then examine the available, workable and proven solutions to apply
against those causes.

To embark upon a successful absenteeism reduction program, you

need to make sure you have some basic information and facts about
absenteeism in your company. Consider the following four
questions, which should help you further focus your ideas and put a
plan into action.

1 Why is your present absenteeism policy ineffective?

Absenteeism policies vary in effectiveness. Most ineffective policies

I have reviewed have a common denominator: They allow
"excused" absences, whereas those that do work are "no fault"
policies.

2 Where and when is excessive absenteeism occurring?

Numerous studies have concluded that under trained supervisors is

one of the main causes of absenteeism. Therefore, any company
experiencing absenteeism of greater than 3 percent should consider
supervisors as a potential contributor to the problem.

Given that this may be the case, you first should check the
percentage of employee absenteeism by supervisor to see if it is
concentrated around one or two supervisors. If it is, you've begun to
uncover the obvious--under trained supervisors. If, however, your
research reveals that the rate of absenteeism is almost equally
distributed throughout your factory, you will need to investigate
other possible causes.

3 A what are the real causes for absences?

People-oriented companies are very sensitive to employee opinions.

They often engage in formal mini-studies to solicit anonymous
employee opinions on topics of mutual interest, these confidential
worker surveys commonly ask for employee opinion regarding
higher-than-normal absenteeism.

In other words, employees revealed that repetitive, boring jobs

coupled with uncaring supervisors and/or physically unpleasant
workplaces led them to make up excuses for not coming to work,
such as claiming to be sick.

One way to determine the causes of absenteeism is to question your

supervisors about their employees' excessive absenteeism, including
what causes it and how to reduce it.

4 How much formal training have your supervisors received on

absenteeism containment and reduction?

If you find that your supervisors hesitate to provide meaningful

answers to your questions, then you're on the right track toward a
solution. Ask yourself, "How much formal training have I given my
supervisors in the areas of absenteeism reduction and human
resources skills?" If your answer is none or very little, your solution
can't be far behind. The fact of the matter is, you cannot ask a person
to do a job he or she has never been trained to do.
 ANALYSIS
&
INTERPRETATION

Q:1 How do you feel about the company?

No. of Excellent Very Good Average Below

respondent good
50 10 20 10 4 6
 20

15

10
No. of employee
5

0
Excellent V.good Good Avg. Below
20% 40% 20% 8% Avg. 12%

Interpretation:
40% employees feel V.good about company, 20 % employees feel
good,20% employees feel Excellent
and 12% employee feel below average.

Q:2 Do you know your human resource department?

No of Yes No
respondent
50 38 12
 40
35
30
25
20
15 No.of employee
10
5
0
Yes No
76% 24%

Interpretation:
76% employees are aware about human resource department & 34%
employees are not aware.

Q:3 Are you familiar with company absenteeism

policy?

No of Yes No
respondent
 50 23 27

30

25

20

15
No.of
10 employee

0
Yes No
46% 54%

Interpretation:
46% employees are aware that their absenteeism policy is
maintained & 54% employees are not aware.
Q:4 Do you know about company attendance
Policy?

No of Yes No
respondent
 50 20 30

30

25

20

15
No. of employee
10

0
Yes No
40% 60%

Interpretation:
Only 40% employees are aware regarding attendance policy & 60%
employees are not aware.
Q:5 Do you know your attendance record is
maintained?

No of Yes No
respondent
 50 33 17

35
30
25
20
15
No.of employee
10
5
0
Yes No
66% 34%

Interpretation:
66% employees are aware that their attendance record is maintained
& 34% employees are not aware.
Q:6 Are you paid enough for the work?

No of Yes No
respondent
 50 18 32

35

30

25

20

15 No. of
employee
10

0
Yes No
36% 64%

Interpretation:
According to data 64% employees are feel company is not paying
enough for the work.
Q:7 Do you feel overworked?

No of Yes No
respondent
 50 16 34

35
30
25
20
15 No.of employee
10
5
0
Yes No
32% 68%

Interpretation:
In company most of the employees do not feel overworked & only
few employees feel overworked.

Q:8 Are you satisfied with your boss behavior?

No of Yes No
respondent
 50 32 18

35
30
25
20
15 No. of employee
10
5
0
Yes No
64% 36%

Interpretation:
According to data64% employees are satisfied with behavior of their
boss.
Q:9 What type of relationship do you have with your
Colleagues ?

No. of Excellent Very Good Average Below

respondent Good
50 3 27 17 7 2
 30

25

20

15
No. of employee
10

0
Excellent V.good Good Avg. Below
6% 54% 34% 14% Avg.4%

Interpretation:
54%employees are having Very good relation,34% employees
having good relation,14% employees having average relation with
their colleagues.
Q:10 How do you feel about working condition of the
Company ?

No. of Excellent Very Good Average Below

respondent Good
50 1 15 23 7 4
 25

20

15

10 No. of employee

0
Excellent V.good30% Good 46% Avg. 14% Below
2% Avg.8%

Interpretation:
46% employees feel working conditions are good & 30% employees
feel very good.

Q:11 In which shift you, would prefer to work?

No. of Morning Noon Afternoon Night Flexible

respondent
50 3 14 35 2 6
 35
30
25
20
15 No. of employee
10
5
0
Morning6% Noon 28% Afternoon70% Night 4% Flexible12%

Interpretation:
6% employees prefer morning shift,28% noon,70% afternoon, 4%
night,12% flexible.

Q:12 Is the stress is cause of absenteeism?

No of Yes No
respondent
50 17 33
 35
30
25
20
15 No. of employee
10
5
0
Yes No
34% 66%

Interpretation:
66%employees are agree that stress is not a real cause of
absenteeism.

Q:13 Which one is the real cause of absenteeism?

No.of Compensation Sick Working Leave Any

respondent Condition Planning other

50 2 33 7 0 8
 35
30
25
20
15 No. of employee

10
5
0
compn4% sick 66% W.con 14% Leave 0% Any 16%

Interpretation:
According to respondents the real cause of absenteeism is sickness.

Q:14 Do you feel your job is monotonous in nature?

No of Yes No
respondent
50 26 24
 26
25.5
25
24.5
24 No. of employee

23.5
23
Yes No
52% 48%

Interpretation:
52% employees feel that their job is monotonous in nature.

Q:15 Do you work overtime?

No of Yes No
respondent
50 19 31
 35

30

25

20

15 No. of
employee
10

0
Yes No
38% 62%

Interpretation:
62% employees do not do overtime only 38% do over work.
Q:16 Do you think overtime is the solution of
absenteeism?.

No of Yes No
respondent
50 20 30
 30

25

20

15
No. of employee
10

0
Yes No
40% 60%

Interpretation:
60% employees think that overtime is not a solution to reduce the
absenteeism. Where 40% employees think overtime is the solution
of absenteeism.
Q:17 What is the overtime payment mechanism in the
Company ?

No. of
respondent Avg. Double None
50 7 38 5
 40
35
30
25
20
15 No. of employee
10
5
0
Avg. Double None
14% 76% 10%

Interpretation:
Most of the employees says that company pay Double for overtime.

Q:18 Do you know the company gives any incentive

to reduce the absenteeism?

No of Yes No
respondent
50 20 30
 35
30
25
20
15 No. of employee
10
5
0
Yes No
40% 60%

Interpretation:
40% employees response that Company pay incentive to reduce
absenteeism & 60% are regrets with this point.
Q:19 Is there any disciplinary action against
absentee?

No of Yes No
respondent
50 24 26
 26

25.5

25

24.5
No. of
24 employee

23.5

23
Yes No
48% 52%

Interpretation:
In response to 48% employees are agreed that disciplinary action are
taken by company.

Q:20 Are recreational activities helpful to overcome

the absenteeism in the company?

No of Yes No
respondent
50 34 16
 35
30
25
20
15
No. of employee
10
5
0
Yes No
68% 32%

Interpretation:
Employees agreed that recreational activities are helpful to reduce
absenteeism only 32%employees are not satisfied with this.

Q:21 Are your problem addressed by superior/ HR

department?

No of Yes No
respondent
50 23 27
 27

26

25

24
No. of employee
23

22

21
Yes No
46% 54%

Interpretation:
According to the data 54% employees are agreed that the problems are
not address to HR department.

Findings

Based on the research conducted regarding employee

absenteeism these following point were founded.

 The employees are well aware about their attendance policy

and how their attendance is recorded.

 The employees are not satisfied with the salary in accordance

with the work done.
  Employee are provided with attendance awards but may be
reduced.

 Majority of employees are having good relation with their

superior.

 Most of the employees are doing overtime but still there are
employees who do not consider overtime as a solution of
absenteeism.

 Recreational activities are helpful for the organization to

reduce absenteeism.

 Employee gets double rate for the overworked.

Suggestions and Recomendations

Following points can be suggested for the chronicle absentees -

Provide Incentives- An incentive provides an employee with a

boost to their motivation and avoid unnecessary absenteeism.
Incentives like two hours of bonus pay for every month of perfect
attendance can improve a lot.
Employee Assistance Program- if you confront an employee about
his or her frequent absenteeism and you find out that it is due to
personal problems refer them to EAP.

Sickness Reporting – tell employees that they must phone in as

early as possible to advise why they are unable to make it to work
and when they expect to return.

Bradford factor -It can also be used to identify and cure excessive
absenteeism.

BIBLIOGRAPHY

Books :
Gupta C.B, Human Resource Management

Rao V.S.P, Human Resource Management

Websites :

www.google.com

www.employee absenteeism.com

www.aegis.com

www.aegisbpo.com

THE COST OF ABSENTEEISM

Cost of absenteeism

Productivity  Administrative  Finance

DECREASE IN PRODUCTVITY:
 o Employee may be carrying an extra workload or supporting
new or replacement staff.
o Employee may be required to train & orientate new or
replacement workers.
o Staff morale & employee service may suffer.

FINANCIAL COST:

o Payment of overtime may result.

o Cost of self insured income protection plan must be borne
plus the wage cost of replacement employee.
o Premium cost may rise for insured plan.

ADMINISTRIVE COST:

o Staff time required to secure replacement employee or to re-

assign the remaining employee.
o Staff line is required to maintain & control absenteeism.

TRENDS IN ABSENTEEISM:

o The higher the rate of rate of pay & greater the length of
service of the employee, the fewer the absenteeism.
o As an organization grows, there is tendency towards
higher rate of absenteeism.
o Single employees are absent more frequently than
maintained employees.
 o Unionized organization have higher absenteeism rate
than non unionized.

CONCLUSION
In the context of Aegis the analysis of my study show that company
is not dealing with absenteeism problem. Employees are satisfied
with their company management. Absenteeism problem can take
place in large type and small type of organizations .All kind of firm
takes this problem very seriously because without manpower
nothing will happen .To carry out the production work manpower is
very important. The problem affects all the function of organization.
A Company is known by the employees and their attitude.
Manpower is the backbone of the organization .The management of
organization should be active regarding their employee’s
absenteeism problem.

In the present time, their will be number company, which is

running without this problem. Less & high rate absenteeism rate
exist all type of organization. The rate of employee absenteeism
depends on the company top management how it takes this problem.
The HR dept cannot only perform activities to ensure health
attendance at work. All the manager, staff & member of the
company should contribute.

LIMITATION OF STUDY

 The personal biases of the respondents might have entered in

to their response.
 Time allotted for the survey was very less.
 Some of the respondent gives no answer to the question which
may affect the analysis.
 Generally the respondents were busy in their work and were
not interested in responding rightly.
 Respondents were reluctant to disclose complete and correct
information.
 QUESTIONAIRE

Name _______________ Designation _______________________

Department ___________ Process _______________________

Q1. How do you feel about the company?

Excellent Very Good Good Average Below Average

Q2. Do you know about your human resource department?

Yes No

Q3. Are you familiar with company absenteeism policy?

Yes No

Q4. Do you know about company attendance policy?

Yes No

Q5. Do you know your attendance record is maintained?

Yes No

Q6. Are you paid enough for the work?

Yes No

Q7. Do you feel overworked?

Yes No

Q8. Are you satisfied with your boss behavior?

Yes No

Q9. What type of relationship do you have with your colleagues?

Excellent Very Good Good Average Below Average

Q10
. How do you feel about working condition of the company?

Excellent Very Good Good Average Below Average

Q11
. In which shift you, would prefer to work?

Morning Noon Afternoon Night Flexible

Q12 Is the stress is cause of

. absenteeism ?

Yes No
Research
Research means search for knowledge. In fact research is an art of
scientific investigation to resolve any problem. It is also called
systemized effort to gain new knowledge. Some people may
consider research as a movement from the known to the unknown
and the various methods which the researcher employs for obtaining
the knowledge of whatever the unknown can be termed as research
method or research methodology.

Objectives of the Study

• To know how employees in aegis manage their personal
life and professional life.
• To know the reasons behind the absenteeism and their
effects.
• Suggest ways for better work environment.
• To know that employees are aware about their
absenteeism policy.
• To know the real cause of absenteeism.

• Is recreational activities are helpful to reduce

absenteeism

Research design of the study

The study is largely analytical and descriptive in nature and focuses
on the ABSENTEEISM of employee in AEGIS. In order to meet the
objectives, the response is of structured questionnaires. The
questionnaire were designed specifically and filled up by the
sampled workers and managers.

Data Collection:
Data was collected from:
1. Primary sources

2. Secondary sources.

Primary Sources: - Primary data was collected from the

employees of HR department of AEGIS.

Questionnaires were distributed to all the employees of HR

department excluding manager and with the help of questionnaire
primary data was collected to fulfill the objective of study. They
were assured that the information provided by them would be kept
confidential.

Secondary Sources: - Introduction regarding the topic of the

project was taken from the course books.

Sampling Design:
Sample Size:
The questionnaire was distributed to 50 employees. The sample for
this study was composed of 50 employees of the company. It
comprises 50 agents. The sample was drawn by using non-
probability method i.e. judgment sampling method has been used.

Tools of Research
To achieve the objective of the study, questionnaire was designed to
collect the information from the employees of AEGIS.

Analysis of Data
The data collected was systematically analyzed after careful
compilation, tabulation and was analyzed as per specific objectives
of study.

The percentages for response were calculated from the total number
of respondents. Then the column charts representing the information
were made.

RESERCH
METHODLOGY