CHAPTER

- 111

REVIEW OF LITERATURE
Absenteeism employee has

is
t o to

symptom remain say

of

rather for one of

complex or other

disease. reason. avoidable "strikes not. One be

An

absent

It

is

difficult

what

percentage has rightly

it

is
that

or and

preventable. lockouts like for

One o b s e r v e r the

said

steal

limelight, other

absenteeism a cancer.

does

is

heart

atack,

the

like

Both c a n checked

fatal much

industry

and, t h e r e f o r e , they should be

before

damage is c a u s e d t o t h e i n d u s t r y , w o r k e r s and t h e e m p l o y e r s " .

Various

views

have

been

expressed

to

explain

the

phenomenon

of absenteeism.

Many

observers or

have they

written have of

about seen

their the Bell

own

experiences of

as

managers managers. Barnard, feeling,

what

about

behaviour Telephone,

other

President

New

Jersey

Chester

saw management a s a n a r t r a t h e r t h a n a s c i e n c e , i n v o l v i n g proportion, decisions of balance, appropriateness of and risk and the
is

ability known

to

make

under

conditions

(risk

the

probability

success

or

failure)

uncertainty For

(uncertainty managers

is t h e l a c k of knowledge a b o u t o n e ' s r i s k ) .
w e r e c o n c e r n e d w i t h t h r e e areas

him,

1.
2.

f o r m u l a t i n g p u r p o s e s and o b j e c t i v e s m a i n t a i n i n g o r g a n i z a t i o n a l communication and s e c u r i n g n e c e s s a r y s e r v i c e s from o t h e r s

3.

1.

Barnard, C.I.,

The

Functions

of

the

Executive,

C a m b r i d ~ e : llarvard

University Press, 1950

For a manager who fails to handle the problems like absenteeism,

any

of

these

three

areas,

unproductivity,

dissatisfaction,

start.

Mr.

editorial 1 Absenteeism" mentions the following: Absenteeism The problem is of

R.

Krishna

Murthy,

in

his

articlc

"Controlling

problem

that gets

afflicts aggravated many

industry during

uniformly. the harvest

absenteeism the

season, go back

durinq to the

monsoon,

when

working in industrles and the marriage In many

village$. Festival to the

seasons

seasons also

contribute

absenteeism

problem.

cases, absenteeism can g o even above 40% of the total workforce and poses serious problems for an organisation. industrles, for to overtime continue the is problem required of to absenteeism be their paid to has In the process become serious, who turn have up

employees don't

working

because

relievers

and those working two shifts are not just a few in number.

The roots of the problem of absenteeism lie in the non-industrial agrarian the work enormous working. revenue way of life. Working in industry with its r i g o u r s ,

being

required to be performed in a time-span,created on individuals not accustomed to group

pressures

Further, the rewards of working in industry generated that of and brought these high of the about a transformation in the financial provided with

economics a the steady

individuals. monthly monsoon

Industrial vocations whereas

income and

agriculture

vagaries

other

uncertainties

provided

a return only after harvesting was d o ~ c .

1.

KRISIINA

HURTHY,R.. ARBITER, Journal of the Industrial Relations Institute of India, Vo1.8, No.1, August, 1990

The

sudden

transformation in of industry work meant

of

economic what

fortunes

because

of

employment long many The hours

that

one had to earn after

in the field over months, could be earned

times over within a few months of employment in industry. excess cash that reached the hands of the individuals

did not necessarily

go to improve the life styles and standard

of living of the individual and his family.

The what

increases was

were

abandoned. and where

Thus

an

employee

only

earned

required

the

life styles were spartan and and he the employee only worked satisfy

frugal, liesure was for that many number his material wants. havoc to with the

more

valued

of days

that

perceived would

In other cases. the increased money played life styles by making him addicted and other

sedentary such as

many

vices life at

alcoholism, While the

drugs, gambling spending habits

immoral they

styles.

increased,

were

the cost of attendance and the addiction to the It also led to manipulated absence making up in the swings what one

vices led to indebtedness. and overtime as a way of

lost in the roundabouts.

For

the

industry,

the

cost

of

absenteeism

is

reflected

by

the delays in completion of tasks, increased cost of operations, rescheduling related carried work, cost such nature of as of rework, rejections etc. the cost of supplementary manning, or The other

problems in the

manpower

additional

recruitment

of temporary, casual or contract labour is directly attributable to the problems of absenteeism.

One

of

the ways to check absenteeism is to make the employee the value of a job. ' This is taken for granted. The

realise

managements h a v e a l s o t o s h a r e i n t h e blame f o r v e r y few o r g a n i s a tions have taken consistent and effective works with steps about to control the

absenteeism. chronlc

While

counselling

10% of

absentees,

more r i g i d a c t l o n i n t h e f o r m o f

termination senses. in the

from s e r v i c e a l o n e c a n b r i n g c h r o n i c a b s e n t e e s t o t h e i r
A

few

organisations
of

have

also

associated

the the

union

process decldes of the

controlling
terminate

absenteeism. employee where, an

Before

organisation involvement not improve,

to

an

inspite

of

union,

the

attendance of

employee

docs

t h e o r g a n i s a t i o n t e r m i n a t e s t h e employee.

The management of understand and to the

an organisation o f t e n f a i l s t o m a k e individuals economic of its of

do

consequences employees. the

of

unstructured an
it

absence
is

absenteeism make people action, in just both

Where and the

attempt is of

made with

aware many the

prpblem
As

coupled the

serious are not

change.

roots

problem

i n d i v i d u a l but t h e s o c i o l o g i c a l and c u l t u r a l management jointly. and the union

are

conditioning, t o work for

the

required secure

on t h e problem by way o f

Whatever

benefits lead

unions to

employees

g o o d wage

hikes only

increased

l e v e l s of absenteeism.

ro

encourage lying pay

the in the

saving wait at

habit the

and factory

also

to

beat on pay
'V

the

money

lenders companies of an

gates the

d a y , many accounts This

salary

directly

into

saylng

employee. an

The f a m i l y i s a l s o i n f o r m e d o f d e t a i l s .

represents due To to the

i n n o v a t i v e way t o e n s u r e t h a t i n c r e a s e d p r o s p e r i t y in the
in

vocation

industry industry work

filters both the

into

the

family. and

control can

absenteeism collaborate

managements this

unions

and

t-ogether

on

problem.

I t can only b e n e f i t both.

According

to one on

line of the

thought, of

absenteeism is due to lack workforce'. Kera Clark

of and

'commitment his

part

the

associates are of

the opinion that

"since the degree

of commitment varies with the degree of a country's industrial growth or maturity, absenteeism The is
inversely

related of

to

the

industrial

development.

worker is

in

process prone to

the

early

stages

of

industrialisation

more

absenteelsm,

prolonged stoppages, property"!

and sporadic withdrawal from industrial work, wildcat naked violence, and destruction emphasise of machines absenteeism and is

They,

therefore,

that

due to the factors that influence workers' commitment.

But this hypothesis is not favoured by others. have revealed backqround largely ties as a has is on their

Recent studies immediate

that this is not true as the workers' generally urban urban. The new with generation a

of workers

backqround

only regard is

few sentimental their urban jobs

with

illa age.^
one. The attitude

Workers Indian

permanent that his

worker his

committed job is a

in

the

sense

towards

urban

positive

one and he does not think of it as a mere stop gap. 3

Hone that

also

refutes

the is

idea related

of to

lack new

of

commitment and

and

feels which

"absenteeism

values

norms

are developing among the work force as o result of technological developments. and gets
1.

Work and leisure are now cherished by the worker, wants to enjoy along with monetary benefits he

these for

he his

services.

Econoinic

consideration,

therefore, problem

Kerr C1ark.I.T.

and Others, Industrialism and industrial man , The

of labour and management in economic growth, 1 9 6 0 , Pages 1 7 3 - 1 7 7 2 . nonappa, Arun and Hirza,S. Saiyadain, Personnel Management, 1 9 7 9 , Page 3 9 3. Ibid

60
.I , d e c i d e s w h e t h e r o n e would l i k e t o be a b s e n t from work.

The

Royal

Commission labour The to

attributed their rural stated heart

the

high

absenteeism and

among

industrial character. of most and when they those

orientation "that villagers: they the have the

village-based majority had in

commission are

great have

employed a

at

they

cases
they

village some

upbringing, contact with

village

traditions a result, centres strange which

retain

villages." 2 to

As

rural

workers from

migrated home
( I

from v i l l a g e s due

industrial new and

suffered

sickness
'

to

their

environment led to their

and

were

susceptible
to

to

sickness villages. and

and

disease

return to high

their

native

This

consequently "The

contributed incidence of

labour

turnover

absenteeism. climate,

industrial and for the a them

fatigu,e, bad

tiring

universal aggravate and

malnutrition the feeling

appalingly change
to

working c o n d i t i o n s the industrial villages

among

workers

sanetimes

compel

visit

their

homes

frequently

f o r rest and r e l a x a t i o n .

,, 3

Bhatt their

has

found t h a t workers are pushed from r u r a l because of lack to adverse of the job

areas against as famine,

volition

circumstances such opportunities$ routine and

floods, bankruptcy and are not able

The w o r k e r s overcrowded one they

to
The in

adjust work the in

factory

urban are

life. used to

pattern

is

different also are

from

the

village. the

Myres that

observed disliked

that

it

is

living 1.
2.

conditions
- -

city

more

than

Hone Angus High absenteeism and high commitment Weekly, Vol. I11 No.21, 1968, P P . M31-M32 Report of the Royal Commission on Labour, Page 19

Economic and P o l i t i c a l

Report of the Royal Commission on Labour i n I n d i a , 1931, Page 1 2 Bhatt B.J., Changing C h a r a c t e r i s t i c s of the Indian i n d u s t r i a l workforce Indian J o u r n a l of I n d u s t r i a l R e l a t i o n s , Vol.11, No.2, 1975, Pagrs143-160.

3.
4.

61
the factory 1 job. Poor living conditions, family and social

obligations and having to help the family at the time of sowing and harvest often drive them back to the villages.

Blumer has argued, "the problem of absenteeism is not the direct outcome number of of industrialisation, variables of the the like the but it is a product and of large

social, their

economic

cultural ideas and and the

background attitudes, type of

2

work

force,

preconceived of the

legislative policy

structure pursued

country

management

in a particular

industrial

set up".

Therefore, according to him, the problem of absenteeism traced to one or said more of these the factors. for It has, absenteeism

should be

therefore, b e e n

rightly

that

cure

lies "not so much conditions but

in a readjustment of the man in a readjustment

to the social of the social

principally

conditions to the needs of man."

In 'Studies

in

Absenteeism',

the

author, Bhutani, but many

feels

that

absenteeism is not a single problem

problems

in one.

It is a symptom of a rather complex disease, caused by shocking housing real and and intolerable medical working conditions, absence of any

adequate

facilities,

back-breaking acute

transport

conditions, prevalent labour added

reckless

alcoholism, Usually out of

gambling,

indebtedness,

among pull

labour. itself and

there are no means by which

.
,

can the

the morass. attitude

To these may of

be

hostile

unsympathetic

supervisors, and unhealthy

unnco-operative attitude of workgroup, insanitary 1.

2.

nyres,C.A., Labour problems in industrialisation of India, 1958 Blumer,H., Early industrialisation and labour class. Quarterly Vol. I, No.1, Jan.1964, Page 5-14.
Thc

Sociological

62

living of

conditions, and

l o w v i t a l i t y a s a consequence of
poverty, sickness, accident
1

low s t a n d a r d or frequent

life

chronic

child-hearing,

s o c i a l and r e l i g i o u s reasons.

According are: i. ii.

iii.

to

his

findings,

the

rate

and

causes

of

absenteeism

5 t o 7% on a c c o u n t o f g e n u i n e p e r s o n a l s i c k n e s s ; 5 t o 7 % on account of genuine f a m i l y s i c k n e s s ;

1 t o 2 % on a c c o u n t o f b o n a f i d e r e l a x a t i o n n e e d e d d u e t o working overtime;
5% due t o bonafide emergencies; 5 % d u e t o social e x i g e n c i e s ; 1 5 t o 20% on a c c o u n t of l o n g t e r m h o l i d a y s ; 5% on a c c o u n t o f d i s t a n c e from f a c t o r i e s ;
5 t o 1 0 % o n a c c o u n t o f e a r n i n g h i g h e r w a g e s o n s i d e jobs:

iv. v. vi

vii. viii. ix.

X.

1 5 t o 20% on a c c o u n t o f d r u n k e n e s s
5 t o 10% on account of manoeuvring f o r overtime; and 5 t o 7 % o n a c c o u n t o f p e r s o n a l d i s h a r m o n y w i t h f o r e m a n etc sickness

xi.

Vaid b e l i e v e s t h a t a b s e n t e e i s m i s n o t t h e r e s u l t o n l y of and and the

a

low

standard living years.

of

living,

f o r i n s p i t e of ahsenteeism results of of

higher production increased

mass

better
last 20

conditions, "Pull The of

has in

over

land"

absenteeism workers to

during also Vaid,

May-June. does

behaviour

chronic

absentee

influence

the

rate

absenteeism.

According

such chronic absentees f a l l i n t o f i v e c a t e g o r i e s :

c.

a. Entrepreneurs;
b. Status seekers;

Epicurians; Family o r i e n t e d ; and S i c k and Old 2

d.
e.

1.
2.

Bhutani,D.H.,

S t u d i e s i n a b s e n t e e i s m , P r o d u c t i v i t y , Vol.11, N o . 1 & 2,1970

Page 168-177

Vald,K.N.,

P a p e r s on a b s e n t e e i s m , 1967, Pagc 54-67

63
The for in entrepreneur-type their several total absentees find the
mill-job

too

small
engaged force

interest. and

They

are

simultaneously The

economic

social

activities.

motive

behind power, and and

a 1 1 s u c h a c t i v i t i e s i s t h e d e s i r e f o r more m o n e y , and the satisfaction arising out of their the

status,

achievement status they quo, are

social gifted

recognition. with energy

Dissatisfied and originality

with of

thought,

ready t o take r i s k s and co-ordinate for the improvement of the

p r o c e s s e s t h a t are n e c e s s a r y conditions. And this

existing

a c c o u n t s for t h e i r undue a b s e n c e s .

The

status
He

seeker
is

enjoys
to

or

perceives

higher The

ascribed floor

social

status. achieved The

keen is

maintain lower the

it.
than

shop

status

by

him

much

the and

onc the

enjoyed

outside. status

discrepancy

between

ascribed

achieved

i s t h e p r i m a r y c a u s e f o r t h e d e v i a n t work b e h a v i o u r .
he draws satisfaction from his identification
is

Attitudinally, the need-

with
or

oriented and

social
as
a

groups. man of

The

goal

to

remain of

t o become
due

appear

standing.

The

loss

status

to

w o r k i n g i n t h e m i l l i s compensated f o r by i n t e n s i f y i n g a c t i v i t i e s t h a t help regain it. but they Work, j o b s a n d money a r e n o d o u b t i m p o r t a n t , only

to

are

significant

the

extent

that

they

help

i n goal achievement.

The call

Epicurians
for

are

disinclined

to

undertake

activities and

that

initiative, desire their and the

responsibility, status
,,\,

discipline power, but

physical

effort.

They for

money,
,

and The

are unwiLling

'

to

work

attainment. concomltant

discrepancy

between t h e results intrinsic

aspirations in

abilities make-believe.

invariably Their

bellyaches,

withdrawals,

or

64

dislike

for

work

combined makes strive for

with an

the

pressure

of

meeting

their

pccuniary thcir social job.

needs They

ambivalent

attitude

towards and with

to in

organise a manner

economic that

activities them

role

performance

provides

only unavoidable trouble.

The due of

worker to his

who

is

family-oriented with

becomes

chronic

absentee The lack

over-identification between family

family affairs. and job

balance

involvement

responsibility

i s the principal cause of his deviant work behaviour.

The

workers who are

sick

and

old

remain

absent

from work due

t o the obvious reasons o f ill health, weak constitution, chronic disease, o r old age.

Within deeper For to

this

broad

classification, for
a

there high be

could rate

still of

be

some

causes

responsible

absenteeism.

example, a high escape from

sickness and

rate may

a reason for wanting conditions which may

hard

uncongenical

not posslbly be easily avoided.

Some

people

studied of

attitudes

and

perceptions Covner

of

workers with noted that

varying

levels

absenteeism.

(1950 l 1

the most important reason o f absenteeism was t h e workers'unfavourable atttitude that of towards an the management. factor Bogaert in and Dass (197512 was and the the

reported perception effort

1.

important workers

absenteeism conditions Vaid

about

dorking

of

t h e management

to improve them.

( 1 9 6 7 ) ~ also

2.
3.

Covner,B.J., Management factors affecting absenteeism , Harvnrd Business Review, 19 to 20, 1950, Page 42 - 48 Bogart,tf.V. d Dass ND. .. Absenteeism in plrblic secLor industry - a case study of Rourkcla Steel Plant, Social Action,1975 Vaid,K.N.,

Papers on absenteeism

proved
do

that

chronic on

absentees matters

and

extrcmcly

regular and

workers control

not

differ

relatlng to But they

regulation differ in

by the

statute job,

or

contract. of

commitment with

to

perception

supervisors,

integration

their

work g r o u p s , of and joint

i n t e r e s t i n r e c e i v i n g company i n f o r m a t i o n , p r o p r i e t y and suggestion schemes. by Grievance the beliefs handling

committees

suggestion

schemes

were

considered workers held

a b s e n t e e s as that were

formalities

only.

Regular

contrary t o those of absentees.

study such

made

by

Sinha as

revealed neurosis,

that age,

"absenteeism tenure, pay

is
and

related place

to

variables

o f r e s i d e n c e . ,, 1

Absenteeism C.Vcil
L

is

more

than

behaviour

pattern,

writes

Doctor

a n d i s r e g a r d e d d i f f e r e n t l y by t h e c m p l o y e r a n d b y t h e wage The employer regards

earner. of of he work

i t a s a more o r l e s s f r a n k b r e a c h

contract.

The worker

sees t h i s c o n d u c t a s t h e e x e r c i s e

a r i g h t a n d a s a m e a n s o f d e f e n c e a g a i n s t the d i s s a t i s f a c t i o n
feels

with

his

work. before escape,

Like

fatigue,

it

acts

as

break
It

which takes

intervenes the form of

maladjustment but

and a

exhaustion. positive

it

comprises

aspcct

of d e f e n c e a g a i n s t p o s s i b l e p a t h o l o g i c a l c o m p l i c a t i o n s .

Many

experts

unanimously management

agree

that an6

absenteeism of

is

directly and

related

to

polices

behaviour

managers

supervisors. 1. Quoted by Vijcndra Babu Khamesara, Absenteeism i n i n d u s t r y worker, Gandhi J n y n n t i number, October 6 , 1980.

, The Indian

2.

Vail,Claude, tfygine mentale , No.1, 1961, P a r i s , 7 t h r e p o r t " I n d u s t r i a l Mental Health Group" and "Contours Medical" No.18, 5 t h May, 1962 c o l . 2855-2864(225)

Froidevaux

(197311

observed

that

absenteeism

1s

not

just

the

r e s u l t o f e m p l o y e e s i c k n e s s o r f a t i g u e b u t a s i g n o f b a d management 2 o r bad p e r s o n n e l policies. Enid Perlin (1977) observed that high rate of absenteeism

was

noticeable

on

night

shifts

and

i n d e p a r t m e n t s w h e r e c o n d i t i o n s w e r e most u n p l e a s a n t .

There Some you

are
of work

a
the

variety

of

things

that

lead

to the

high

satisfaction. with whom the the

variables

are

related

to
some

people

(supervisor, (challenge,

co-workers), clarity), and

are

related related

to
to

job

itself

some

are

p a y o f f s t h a t o c c u r ( p a y , p r o m o t i o n s ) . An i n c r e a s e i n can have positive Better and benefits physical turnovcr may f o r a for both the

satisfaction and the

individual health as

organization.

and

mental to
be

well

as

lower

absenteeism

seem

the

result. these

While other which

indi"idua1 factors

productivity important

not

be

increased,

are

smooth-running

organization

is also a p l e a s a n t p l a c e t o work.

Terence

R.

Mitchell

differentiates on the

between of

the the

satisfied following

and four

dissatisfied factors

employees

basis

Turnover, Absenses,

Health and Productivity. 3

TURNOVER
One and the would expect the be relationship The between greater the job the satisfaction satisfaction, support this

turnover

to

negative. In

lower

the

turnover.

genersl,

results

I.
2.

F r o i d e v a u x , P., Berliet comes B u s i n e s s , 1 9 7 3 ( 3 7 ) , Page 27-34.

to

grip

with

absenteeism.

European

E n i d , P e r l i n , Eyes w i t h o u t s i g h t : Education and m i l l workrrs i n South I n d i a 1939-76 , The I n d i a n Econo~nic & S o c i a l H i s t o r y Review, VoL.XVII1, No.3 & 4 , 1977, Page 263-286. H i t c h e l 1 , T e r e n c e R., 1978, Page 142-143. People i n O r g a n i z a t i o n s ; understanding t h e i r behaviour

3.

67

hypothesis.

It

appears,

however,

that

the

strength

of

this

r e l a t i o n s h i p i s p a r t l y d e p e n d e n t on t h e d e g r e e o f f u l l employment that leave they on). are leave

times

exists. because have

There of (the

are

always

going and a

to
some

be

some

people

who

dissatisfaction individual

who

leave
crisis,

because and

to

moves,

family

so

I n times o f available, because are hard.

f u l l e m p l o y m e n t when n u m e r o u s j o b o p p o r t u n i t i e s would expect the percentage of those than who when

we
of

low

satisfaction the

to

be

greater

Accordingly, should
be

relationship during

between full

turnover

and

satisfaction

stronger

employment,

and indeed t h i s i s what i s r e p o r t e d i n t h e l i t e r a t u r e .

ABSENCES

The

relationship to be

between negative.

absenteeism The

and

satisfaction the

is

also the

predicted
fewer
the
far

higher

satisfaction, the

absences. from

~ l t h o u ~gh n e r a l l y e (correlations if

supportive, from -0.14

results -0.38).

are

conclusive
is

to

Again,

the

issue

clearer

one considers a

third

variable.

Many l o n g - t e r m members not of

p e r i o d s o f a b s e n c e a r e e x p e r i e n c e d by o l d f a i t h f u l organization, One study and in Job in a these people are probably factory

the

dissatisfied. out this total

metal-fabrication satisfaction twenty-nine departments absences was -0.44: was

pointed 0.51 This

problem. absenteeism that when

correlated

with figure

departments. had greater

suggests However,

satisfied unexcused

absenteeism. with

were
that

correlated

satisfaction,

the

coefficient

is,

high

s a t i s f a c t i o n was people who

related

t o low a b s e n t e e i s m .

A s w e would

expect, are less recent provided

choose then

to

stay who

at

home a n d good last

lose their attendance. 20 years

pay

satisfied reviews

those

have in the

Also,
have

of

the

research

substantial

support

for

the

r e l a t i o n s h i p betwecn

dissatisfaction

and t u r n o v e r and absenteeism.

HEALTH
While the studies in this area are fewer in number and poorer

i n methodological cant. health of of In

is

rigor,

t h e f i n d i n g s a r e c o n s i s t e n t and s i g n i f i suggest t h a t working on a both physical and m e n t a l Reports

They

overwhelmingly increased headaches, and by

is

satisfying

job.

fatigue,

and ill h e a l t h a r e lower, a s a r e lncldence heart disease for satisfied that life true employees. expectancy for studies

cholesterol fact, higher a for

number

of

studies workers.

suggest The same

satisfied

is

of

mental h e a l t h : The

less a n x i e t y and t e n s i o n a r e found i n s a t i s f i e d

data clearly and suggest other a causal relationship and physical

employees. between job

satisfaction

psychological

factors related t o one's health.

PRODUCTIVITY
F o r many y e a r s

i t was a s s u m e d t h a t a h a p p y s h i p was a p r o d u c t i v e
to obtain of higher levsls and of e f f i c i e n c y was through devastating The reviews average
is

ship.

T h e way
A

morale.

number

thorough for

rather

have

shown

little
between

support job and

this

hypothesis. and are

correlation 0.15. another that

satisfaction productivity manner.

productivity not related

about one

Satisfaction in any

to

consistent

Some a u t h o r s exist

have even argued bc attributed

what

little

relationship

does

could

t o t h e rcverse relationship: produccivity causes satisfaction.

When which so

one have

considers been If

the

models this or tied

of

motivation relationship are

and
is

attitudes no longer to the

discussed, attitudes they

puzzling.
to

behaviour
to

related or

degree related the job

which

are

favourable

unfavourable

objects,

then there one for the things

to

is no r e a s o n t o b e l i e v e t h a t l i k i n g
high levels reasons and of effort. work People are

will
to

prompt jobs

attracted the that and

various

(the so

conditions, may find

friendships,
all

supervision, can the be case

on).

They extra

these

obtained in many

without

effort, It

indeed,

this

is

organizations.

is

t r u e t h a t some r e w a r d s may be l o s t , s u c h a s a b o n u s or a p r o m o t i o n but i n many cases t h e s e i n c e n t i v e s a r e n o t o f incentives (e.g., salaries, days utmost importance. are typically

Other

off)

n o t r e l a t e d t o e f f o r t , a n d it s h o u l d n o t b e s u r p r i s i n g , t h e r e f o r e ,
that

overall

job

satisfaction

is

only

slightly

related

to

output. Council 1 factors housing education there

The

studies
a

undertaken strong
at

by

the

National between

Productivity the following pay,

indicate and and and a and

relationship the unit mode the

absenteeism nearness
to

level of

take-home

factory, Further, between with

transport,

l e v e l of that

accidents. relationship practices

studies

indicate and

is

absenteeism to work and

managerial

polices and The

regard

organisstion welfare

(systems measures.

procedures), present

working

conditions

s t u d y and

i n particular the discussions with the various supervisors, t r a d e union personnel, role of union by leadership the within

g r o u p s of p e r s o n n e l , managers, indicate an that

the

scope

and

organisation

has

never

been

exploited

management.

1. Absenteeism i n Indian i n d u s t r y

National P r o d u c t i v i t y Council, 1973 Pg.35

Changes go t o

in long

the way

present in

laws

pertaining

to

the

ESI

would

also

reducing scope

absenteeism. for reducing

This

area

appears offers

provide

tremendous

absenteeism and

a f r u i t f u l area f o r l a b o u r management c o o p e r a t i o n .

W.C.

Scatter

quoted: found the in

"The the

key

to

good

attendance takes

record

is

most

often and

attitude steps he

the

foreman

towards

absence

positlve

takes

towards

maintaining the supervisor in in

r e g u l a r a t t e n d a n c e . "l a n d D.Casey:" ought

all

.. .
a

t h e place of rightful he

not

to

be

overlooked.

He

has

place
is

almost
direct

employee-relations

procedures

because

c o n t a c t w i t h w o r k e r s a n d s h o u l d know i n d i v i d u a l s w e l l " . 2

The

supervisor his

is

nearest of

to

the

source

of

the

problem he is

and best of

through able

knowledge the

individual of

personalities for

to

assess

validity

explanations

periods

non-attendance.

T h i s is c o n s i s t e n t w i t h what Base and v a l e n z i 3 Shapira confirmed, "Where

propounded have

and power

supervisors

more

and information t h a n t h e i r s u b o r d i n a t e s , t h e y can be d i r e c t i v e M . I f t h e y h a v e morc p o w c r b u t t h e i r s u b o r d i n a t e s they can and more should be have t h e information, subordinates know what
are

more
but

helpful.

Where

relatively

powerful can

where

supervisors the

needs

to

be

done,

thcy

ncgotiatc

with

subordinates.

Finally,

I1

if

subordinates

are

both, more

powerful

and

better

informed

than supervisors, supervisors might as well delegate the decisions to subordinates.

Bhatia

(1979)

emphasises the need

for quantitative analysis

and systematic understanding of the problem.

Desai

(1974)' and

gives an analysis of attendance records, sample case studies of chronic absentees as methods of

surveys

organising a research study on absenteeism.

An on

experts' meeting was held "Absenteeism and presented with a a Staff report cross
4

under

Labour Management Paris, Oct. a

Programme 1973. The

Turnover" in in which

experts

there was about

substantial
'

bibliography the following

sectior! of This

50 authors3

with

variables.

shows a remarkable coincidence

with their estimates:

FACTORS WHICH DO NOT DEPEND ON F I R M S

Sex

(12), age
(5),

(7), family status well-being

(51, number (l),

of children price level

(51, (11,

housing

(l), poverty

health (10). leisure (11, migration (5).

1.
2. 3.

Bhatia,S.K., How t o t a c k l e a b s e n t e e i s m ( m e t h o d o l o g y f o r s y s t e m a t i c a n a l y s i s ) , N a t i o n a l L a b o u r I n s t i t u t e B u l l e t i n , Vo1.5, 7-8, J u l y - A u g . , 1 9 7 9 . Desai.K.G., Absenteeism - a problem s o l v i n g a p p r o a c h o f I n d u s t r i a l R e l a t i o n s , ( 3 ) , J a n . 1 9 7 0 , P a g e 268-289

The I n d i a n J o u r n a l

N a t i o n a l i t y of t h e a u t h o r s q u o t e d . Tho f i q u r e between b r a c k e t s r e p r e s e n t s t h e number o f s t u d i e s c a r r i e d o u t : A f r i c a ( 2 ) , Germany ( 2 ) , U n i t e d Kingdom ( 1 3 ) , A u s t r a l i a ( 1 ) , B e l g i u m ( 1 ) , C o l u m b i a ( 1 ) , F r a n c e ( 2 ) , I n d i a ( 9 ) , I t a l y ( 6 ) , Mexico ( 2 ) , Norway ( l ) , P o l a n d ( 2 ) , P o r t u g a l ( 2 ) , S u d a n ( l ) , Sweden ( l ) , S w i t z e r l a n d ( 2 ) , U n i t e d S t a t e s ( 1 3 ) , U.S.S.R. ( 1 ) . T h e f i g u r e b e t w e e n b r a c k e t s i s t h e number o f a u t h o r s who c o m p a r e t h e f a c t o r mentioned w i t h absenteeism.

4.

72

INTERNAL FACTORS OR FACTORS WHICH DEPEND ON T H E FIRM

trade

Worker's

(l), industry

concerned

(I),

recruitment

(I),

occupational diseases (9), (3), physical (14), capacity job

occupational accidents (51, adaptation (2), psychological (21), and sociological

aspects personnel

satisfaction and

motivation human

t o work
relations wages

(13), (4), (121,

attitudes (3),

behaviour of

(22),

communications working hours ment (4),

quality

management

(20),

(E),

overtime

( 2 ) , working conditions ( 7 ) , environright

to

(61,
social

productivity security

(E),

work of

and

legislation (3), trade

(lo),

complaisance

doctors

union influence

( 5 ) , unemployment ( 2 ) .

CONCLUSIONS DERIVED FROM DIFFERENT MICRO STUDIES

On of the the basis country of by

micro

studies

undcrtakcn and

in

different the

parts

different

agencies

authors,

following

p e c u l i a r f e a t u r e s may b e n o t e d a b o u t a b s c n t c e i s m :

i.

"The l e v e l o f after the pay

absenteeism is comparatively high immediately day when workcrs either feel like having

a good t i m e ,
for the

o r i n some o t h e r c a s e s r e t u r n t o m a k e p u r c h a s e s and

family both

to

meet
and

them." after a

The

incidence has

of

absenteeism

before

holiday

also

been found to be h i g h e r t h a n t h a t on normal days.

ii.

Absenteeism

i n

India

is

scas7nal when

in

character.

It

is

h i g h e s t d u r i n g March-April-May for
(

land has t o be prepared the goes harvest season as

the

monsoon

sowing,

and the

also
rate

September-October)

when

as

high

1.

Report o f t h e L a b o u r I n v e s t i g a t i o n C o m m i t t e e , l Y 4 6 , P a g c 101

73
40 percent. It is of generally educational found that "Pull for of the

land",

closure

institutions harvest

summer result

vacations, marriage in mass absenteeism. 1 iii. Employees for a with

ceremonies and

season

longer duration

service

seem

to

absent

themselves

longer

(absence with

permission) whereas

those with shorter service absent themselves more frequently (absent without permission). iv.
2

"Absenteeism differs from department to department within a unit. For example, in Mixing and Blow Room and Bundling and Baling, where only a few workers are employed and

the physical conditions are better than in other departments the rate of absenteeism is comparatively less. As the

size of group increases rate of absenteeism also increases. 3

This

difference

in

rate of

absenteeism

has been alleged

to be due to the peculiar style and practices of managements, the composition of the labour force and the culture

of the organisation.

v.

Chronic absentees are greater in number and

in the unskilled

semi-skilled work-forces when compared to the average

4

group.
1.

Bhatia,S.K., Management of Absenteeism, 1 9 8 1 , Page 27-28 Chakrapani,T.K., A Study of the factors influencing the incidencr of absenteeism in a Textile Mill - A preliminary Report", Journal of Indian Academy of Applied Psychology Vol. 9 , No.3, 1 9 6 4

2.

3. Rudraswami,V.A., Study of absenteeism in textile mills,SITKA, Madras 4. Bhatia,S.K. and Valechn,G,K., An Empirical study of factors

74
Chakrapani employees also found that both u n s k i l l e d and semi-skilled from 1 work for
a

absented

themselves

longer

p e r i o d t h a n t h e s k i l l e d employees.

vi.

Frequency of rather than

a b s e n c e is a s s o c i a t e d w i t h 'job satisfaction'.

'Status perception' been found that

It

has

with increasing status,

t h e absence frequency rate d e c r e a s e s

It is f o r t h i s r e a s o n t h a t s u p e r v i s o r s and s k i l l e d p e r s o n n e l have been found to have

lower

absence

rate

as

compared

to t h e u n s k i l l e d employees. 2

In

29
Jones

investigations, found that

~icholson,

Brown

and

Chadwick with

"dissatisfaction

correlated

frequency of

a b s e n c e i n 18 o f

t h e s t u d i e s b u t was u n r e l a t e d

i n 11 o f t h e s t u d i e s " 3

.
group increases
so

vii.

As

the

size

of This

work

does the

employee fact that

absenteeism.

peculiarity

is

due

to

" i n c r e a s e s i n s i z e c o u l d r e s u l t i n lower g r o u p c o h e s i v e n e s s , higher That task specialisation, absenteeism and poor

4 communication".

is

why g r e a t e r

is a s s o c i a t e d w i t h l a r g e r

w o r k g r o u p s among i n d u s t r i a l w o r k e r s .

viii.

Absenteeism years of

is

generally those

high 40

among years.

workers Younger

below

25

age and

beyond

employees

are n o t r e g u l a r and p u n c t u a l presumably duc to t h e anpl~yment

1. 2.
3.

Chakrapani, I b i d Uann and Hoffman Quoted by B h a t i a , S.K.Managemcnt of Absenteeism, P a g e 96

Nicholsoa,N.. C.A.Brown and J . K . Chaokfck-Jones. Absence f r m work and J o u r n a l of Applied Psychology, 61(1976): Page 728-737 job s a t i s f a c t i o n

4.

Porter,L.V. and Sters,R.U., O r g a n i s a t i o n work and p e r s o n a l f a c t o r s i n employee t u r n o v e r and a b s e n t c e i s ~ n P s y c h o l o g i c o l B u l l e t i n No.80, 1973 Page 153-176.

75

of

large The to

number older

of

newcomers absent the

among

the

younger they

age

group. unable Mr. tend

people

themselves for nature elderly

long

withstand also

strenuous that

are 1 of work. workers of

Richard to take

Jones a

found

greater

amount of

,leave consisting
2

a few spells of absence of long duration.

ix.

The percentage the night

of

absenteeism than in

is generally day

higher The

during workers

shifts

the

shifts.

in the night experience greater discomfort and uneasiness in work than during the day time. 3

X.

The

percentage mica

of

absenteeism industries percentage labour

is

much

higher

in

the

coal and

mining high of

than of

in other organised absenteeism rural areas. is due

industries. to the

This

employment

from

About

75 percent of absenteeism is dce to marriages and festivals

drunkenness or sickness. 4

xi.

Labour

forces with

large proportion

of female workers

generally have poorer attendance records. 5

xii.

Marital with

status rate with

and of

family

responsibility

are

correlated and those shown

the

absenteei~m. Single workers responsibilities

6

workers

fewer

havc

been

to have more absences.

1.

Dr. Hamoria, Industrial Labour, Social Security and Industrial Peace in India, 1 9 8 4 , Page 7 1 Jones,Richard, Manpower Papers No.4 'Absenteeism',1 9 7 1 , Page 1 Dr. Marnoria - Ibid

2.
3.
4.

Dr. Hamoria, Industrial Labour, Social security and industrial peace in India, 1 9 8 4 , Page 7 1 5&6.Jones,Richard, Manpower Papers No.4, "Absenteeism", 1 9 7 1 , Pagc 1

76

xiii. The have

level been

of

unemployment by a

and

the amount

of absenteeism to bear an

of studies, 1 inverse relationship to one another.

shown,

number

On

the

basis

of

the

research

studies

in

India,

Bhatia

has with

enumerated

some

typical

factors

generally

associated

absenteeism: 2

1.

The

absence

rate

increases

with

age,

but

the

frequency

rate declines. 2. Absence increases sibilities. with marital status and family respon-

3.

Absenteeism increases when workcrs have a relatively poor relationship with their immediate supervisors.

4.

Unhealthy

and

poor

working

conditions

and

continuous

work

lead to more absenteeism.

5.

Employees

with

large

portiGn

of

female

employees

have

lower attendance records.

6.

Small

firms

have

lower

absence

rate

and

large

Eirms

have

higher.

7.

Labour leave

forces have

which

have

schemes providing higher absence

for

paid than

sick those

considerably

rate

which d o not have such schemes.

8.

Low

level

of

education low

and

unskilled

nature

of

jobs

are

associated

with

job satisfaction, low Interest towards

dnd attachment to jobs and thus more absencc rate.

9.

Absenteeism

is

as

much

characteristic

of

group

of

employees as an individual employee's attitude.

I.
2.

Jones,Richard, Manpower Papers No.4, "Absenteeism", 1971, Page 1 Bhatia,S.K.,

Management of absenteeism, 1981, Page 85-87.

10. Employees

leaving

the

organisatlon

take

more

leave

than

those who stay in the organisatlon.

Dr. Sharma in his article on 'Absenteeism - A Search for Correlates has given the following causative factors for absenteeism. those

He classifies

causative factors

into two categories viz.

which are endogenous to the plant and industry, such as technological environment and managerial style, and those which are

exogenous to work situation such as personal and external factors. These factors are summarised below: CAUSATIVE FACTORS OF ABSENTEEISM 1. Technological Environment i. ii. iii.
IV.

Conditions of work and hours of work

Accidents Occupational diseases and medlcal care Recreational facilities Work group

v.

2.

Managerial style

i.
ii. iii.

Quality and style of supervision Selection, induction and placement Recognition, communication and morale Job satisfaction and challenges Wages and incentives Overtime Leave rules and procedures

iv. v. vi. vii.

v i i i . Role of unions
3.
Personal Factors i. ii. iii. Marital harmony Family size and responsibility Work orientation, leisure

iv. v. vi. vii. ix. x.

Bad habits Emotional health Community obligations Transport Standard of living Indebtedness

viii. Housing

4.

External Factors i. ii. iii. iv. v. vi. vii. Level of unemployment Social, religious and cultural aspects Time of the year and day of the work. Climate and related conditions Recreational facilities (local) Transport facilities (local) 1 Housing (local) is of of the an opinion that excessive absenteeism is

Dr. often

Sharma a

symptom

employee's

indifferent

attitude towards

his technological environment : i. ii. Fatigue, occupational diseases and industrial accidents; bnple~~sant conditions of work such as a hard floor where continuous_standing is required; and iii. Disagreeable of team work tests and and excessive in monotony, group work lack are

co-operation

the major causes of absenteeism. Regarding managerial style, he observes "Internal administration of an organisation is life very is spent is responsible since a The for long absenteeism. portion of a The in work the milieu daily important worker's

there.

atmosphere

obtaining

plant affects his attitude towards his work, and either persuades him to attend regularly or keeps him away."

I.

Absenteeism - A Search for Correlates; Indian Journal of Industrial Relations, 1970

Sharma,B.R.,

79

To

the

extent

that

the

plant

administration

contributes

to

any of these negative factors, it can be regarded as responsible for absenteeism. A worker may be influenced by a lenient policy which freely grants leave and condones or regularises unauthorised leave. in As Myres puts it, Indian industries "The are
hlrii: zi

tes of absenteeism found of the accommodation of Indian work to

many

a made

measure to of

which workers visit

Indian for

employers considerable home

have

the time of

demands off from

periods for a

their

village

variety

reasons

including

genuine or feigned illness. ,, 1

Overtime not of

may

also the

make

worker

feel There as to

so may

tired be a

that

he

does

attend foreman

regular is of such him.

shift. a terror

"wild" type due to

who

cause

absence be the

sheer given

fright by the

Although for an

illness may improper

reason or

employee

absence,

placement

dissatisfaction with the supervisor may well be the real cause, even though the employee himself ma\ (lot realise it. portion of illness is psychosomatic in origin, i.e.
A

large due to

an adverse emotional state of mind towards the job and surrounding factors

which

may

first

lead

to

boredom,

then

to

fatigue

and then to physical illness.

About personal factors, Dr. Sharma's observations are: "Absenteeism born out of is really a complex socio-economic phenomenon, A man his or

attitudes, not only are

circumstanc~s, and because he is sick

compulsion. but

may bc absent wlfe and

sick, or

because mother

children

constantly

his

cld

1.

Myres,Charles A., Labour Problems in i i ~ " c s f . : g a t i o n of India, 1958

sister

is

sick a t or

t h e v i l l a g e home in his along

or there

has may

been also a t

a be a

quarrel absent higher leave

for

water

latrine one

locality. and offers In

He

because rate

some his

comes

him

work

near

p l a c e of

residence.

that

c a s e he

takes

and d o e s t h e p i e c e work a n d a l s o s a v e s h i m s e l f of travelling due to several miles to out the of factory. de.?pair

t h e a c u t e discomfor Absence or habit, may when also his

occur

drunkenness a t even the

absence or he

o r presence

f a c t o r y makes present'. consumption

very

little difference
laziness, liquors

i$ ' a b s e n t
and

when

Indifference, of alcoholic

discontent

excessive

due t o i n d i v i d u a l maladjustment a l s o g i v e rise t o absenteeism.

Personal as does

difficulties excessive and poor

account for bad

for

portion and

of

absenteeism Bad

desire health, The

pleasure habits in

recreation. and

nutrition may cause

eating

sleeping of

absenteeism. affects of the be his

employee's to a

customary his job. If

standard his
to

living

also

faithfulness of

income which occathe due

is
he

in
is

excess

requirements inclined

standard

life

used,

h e may

t o prefer

t h e l e i s u r e of

sional money t o

u n s c h e d u l e d h o l i d a y s t o t h e s a t i s f a c t i o n of e a r n i n g fulfil material wants.

H e

may

absent

himself

t o f a m i l y a n d community o b l i g a t i o n s births, law c o u r t a p p e a r a n c e s " .

such a s weddings, f u n e r a l s ,

Dr.

Sharma factors

further outside

observes, the plant,

"many such

causes

of

absenteeism or

are

the

as

congested

otherwise

inadequate overcrowded of healthy

housing buses

facilities; and

insufficient transport and irregular

facilities; lack

uncertain

schedules;

recreational

facilities;

adverse climatic conditions; t h e week".

and t h e t i m e of t h e y e a r and day of

81

On

the

basis

of

his in

study, work

certain attendance

conclusions

can be drawn; influenced

i.

Regularity

is

strongly

by a n y o f t h e p e r s o n a l a t t r i b u t e s of t h e w o r k e r .

ii.

C a s t e or r e l i g i o n i s n o t r e l a t e d t o a t t e n d a n c e b e h a v i o u r , nor

is

the

fact

that

labourers

are t i e d t o t h e v i l l a g e

nexus.

iii.

Attendance whether have are low old they

behaviour work in rare

of high

workers
or

remains prestige with plant;

unaffected departments; workers; high or high

low

frequent

or

interaction at the

fcllow draw and

or

new
are

employees skilled

wages;

or

unskilled;

hold

o r low s t a t u s p o s i t i o n . iv. The workers do not stay away from work because they

a r e unhappy a b o u t t h e i r j o b . v. Regular in workers and have a more relatively active in higher union ,interest activities

unions

are

t h a n t h e less r e g u l a r w o r k e r s . vi. None of the social factors are associated with work

attendance.
Dr.

Sharma's

analysis and union

points

out

that
most

except of the

for

rural-urban fail

background
to

involvement, association of

variables
He

show the the

significant

with

absenteeism.

emphasises

that by

real
work

cause force

absenteeism

is

the by

b e h a v i o u r manifested the thoughts and

which from a

is

influenced of

feelings originating and religious

r u r a l way contribute

life.

Social festivals Family workers pattern

ceremonies

to

absenteeism. of
the

practices, add
to

relationships

and

valuc to

systems him the

absenteeism.

According

behaviour

of w o r k e r s i s t h e r o o t c a u s e o f a b s e n t e e i s m .

Prem

Chand

and

Ramprakash

have given

four

factors

which

are

responsible t o r a b s e n t e e i s m :

a.

Socio-economic
i.

factors,

comprising :

L i v i n g c o n d i t i o n s of w o r k e r s ; Health of workers; Drinking h a b i t s of workers; Indebtedness of workers; Education S o c i a l norms a n d v a l u e s ; and S i d e income
:

ii.

iii.
iv. v. vi. vii. b.

I n p l a n t f a c t o r s , c o n s i s t i n g of

i.

A t t i t u d e and p r a c t i c e s of management; Working c o n d i t i o n s ; Personal policies; Welfare amenities; Leave f a c i l i t i e s ; D i f f e r e n t i a l wages and bonus payments; W o r k i n g of t r a d e unions and

ii.
iii. iv. v. vi. vii.
c.

T h e ESI Scheme; a n d Other and the unavoidable

(ii) personal

d.

factors

like

( i ) occurence

of or

accidents; arranging khathas

matters

like

attending

marriages

of

near

ones;

attending funerals,

f a m i l y sickness,

law c o u r t s o r

r e l i g i o u s ceremonies

( l i k e mundon,

or s h r a d h s ) .
These from authors the have concluded of that "absentee forces. behaviour
It

springs fact a

interaction of

multiple of

is

in

by-product factors housing, the

. -

consequence personnel

socio-economic welfare policy, and

conditions, social

inplant

like

and

environmcnt, However, in

transport, which

indebtedness would be

alcoholism. for

factors

responsible

absenteeism

I.

Premchand S Ramprakash - Absenteeism i n Indian Induscry Vol. I1 N0.182, 1970, Page 178-186

Productivity

one p l a n t d i f f e r from t h o s e i n a n o t h e r p l a n t . measures cannot be tailor-made."

Hence, t h e r e m e d i a l

Bhatia

conducted

survey

of

8000

employees Nadu.

in

large

power-

equipment manufacturing

plant

i n Tamil

In all,

16 f a c t o r s and

were

found

to

be

related

to

organisational

factors

25

to p e r s o n a l factors. H e d i v i d e d t h e f a c t o r s i n t o t h r e e c a t e g o r i e s ;
Organisational o f work; and work 'group;

factors

e.y.

degree

of

strain;

heaviness

l e a v e r u l e s a n d p r o c e d u r e ; unhelpful/non-co-operative q u a l i t y and s t y l e of supervision: recruitment policy; induction

job s a t i s f a c t i o n

challenges;

and placement;

housing; t r a n s p o r t etc. Personal length size of factors, e.g. average length status; marital
of

journey harmony;

t o work;
and influence

of

service;

marital

responsibility

family;

personal

habits;

of s e c o n d w a g e e a r n e r ( s p o u s e ) e t c .

External

unemployment; i n r e l i g i o u s ceremonies and f e s t i l r a l s etc. 1

factors

e.g.

level

of

participation

HIS CONCLUSIONS WERE :

i. The personal factors

are

more

important

than

organisa-

tional

(inplant)

factors

in

influencing

absenteeism

o f t h e workers.
ii.

There groups

appear

to

be

striking

differences

in

both

( r e g u l a r and high a b s e n t e e i s m ) .

iii.

The h a b i t of absenteeism is independent of :

a.

O r g a n i s a t i o n a l f a c t o r s ( s u c h as working conditions; department of posting; non-provision job knowledge of supervisor; and o f q u a r t e r s by t h e company; r e l a t i o n s h i p

with s u p e r v i s o r s and r e l a t i o n s h i p w i t h co-workers;

1.

Bhatia,S.K.,

Management o f Absenteeism 1981, Faze 65-651

b.

personal

factors

(number

of

dependents;

distance

from native place; happiness; good habits; utilisation of leisure hours and living in own house.) iv. A person attempting to reduce absenteeism must seek

t o understand and utilise the socio-cultural forces of the external environment, which powerfully influence the inplant behaviour of the workers.

v. There
for

are

certain individual

factors and

which

causc

absenteeism could take

which

the

management

action to reduce absenteeism; a. lack of awareness among the employees having excess leave ; b. mode of conveyance used by the employees to reach

the workplace; c. d. e. need for changes in placement of employees; frequent visits to home town; and ill health.

IN

SURVEY

REPORT

CALLED

'ABSENTEEISM

IN

INDIAN

INDUSTRY

PUBLISHED BY NATIONAL PRODUCTIVITY COUNCIL, THE RESEARCH SECTION DOES THE FOLLOWING SUMMING UP :1

Absenteeism research and of

has

been The

the

subject

of

study from

by

several

workers.

studies to the

range

definitional

measurement causal

aspects of

possible In

interpretation spite of these

factors

absenteeism.

studies, there appear to be ways and means to understand the nature of absenteeism, its measurement and possible
1.
Absenteeism in Indian Industry, National Productivity Council, 1973 P a g e 31-36

85 interpretations, of initiating This particularlyfrom by the point of of view

action

t h e managements important

individual effort

units.

leads

to the

q u e s t i o n of

t o b e p u t i n t o t h e s t u d y o f a b s e n t e e i s m by t h e i n d i v i d u a l
units, in relation stu'dies

to
in

the this

results report

achievable. indicate

The that heavy

its

individual with

increasing

industrialisation, and a division permanent of

leading labour

to
with

capital own an in

investment

specialisation,

worker

has

become losses lead

asset terms

and h i s of

absence can cause quantity existing given

substantial

quality,

and

cost

and

to
The by

reduced problem

earnings has to

under be

market

conditions.

serious

consideration in the capital indicate

individual

managements,

particularly present can

intensive that the

industries.

The

studies

individual absenteeism reduce

managements pattern and

fruitfully

investigate which

introduce the

measures and

would

the

impact

of

same

improve

b o t h t h e l a b o u r and c a p i t a l p r o d u c t i v i t y of u n i t .

Before factors the be

discussing affecting

the

specific

and
a

related

causal of

absenteeism, of the of nature

brief the

review

understanding in order. labour One

of

problem

would the

the

hypothesis and

was

that

Indian to This

was

rural-oriented at
to

would

return

rural

surroundings appears over be

the be past

earliest fading
25

opportunity. away. the With Indian

hypothesis

industrialisation worker may now

the

ycars, be

considered

to

committed

to

86

the

industrial with

set-up. full

He

looks

upon as

his the

job

as

permanent,

involvement,

present

series of s t u d i e s i n d i c a t e .

2.1

Another of in high The leave he

hypothesis

relates in

to

the units

'living has

habits' that

workers. spite of

Experience hlgher

some

shown

productivity has the

and also

consequently been to high. take until He

earnings, higher and

absenteeism

earnings indulge all work his only in

encourage a money, when

worker existence

lethargic causing he has

spends to

absenteeism. spent on while the

returns

money. (or

It

is

well
payment

known day

that

attendance is good

pay

day

bonus

etc.)

absenteeism

i n c r e a s e s on t h e f o l l o w i n g d a y .

2.2

Absenteeism socivlogical by various

has

also

been of

interpreted great and

as

deep caused

problem

complexity personal

s o c i o -economic low from wages, family These

factors.

~lliteracy, living been a day and away

indebtedness, and similar i n d ~ c ei n live on

drunkenness, factors the have

identified. of

:%cturs

workers day to

sense

recklessness. This

They related

basis.

is

also

to

living

habits

lethargic existence

mentioned e a r l i e r .

2.3

Another
is

line due

of to

thought inplant

suggests factors,

that style

absenteeism and practice

caused

o f management,

housing conditions,

transport facilities,

87

welfare studies not for for

facilities, seem be to

and

similar
to

factors. this

Thc

present. It

lend

support that implies

view.

is

to

interpreted
It

thesc that

are t h e o n l y c a u s e s

absenteeism. improvement the unit the

some
t o
to

scope tackle

exists these

and

it

is

worthwhile attempt
is

at

level;
basic

the

distinguish factors in the

betwecn

sociological

and

cconomic

as

opposed of

to

managerial upon present

factors, short-term

particularly action by

terms

deciding The

managements.

series

of

studies and

were

aimed

at

understanding

this

nature

indicating

plausible h y p o t h e s e s f o r f u r t h e r d e t a i l e d i n v e s t i g a t i o n s

by i n d i v i d u a l m a n a g e m e n t s t h e m s e l v e s .

Some b r o a d l e s s o n s o f t h e p r e s e n t s e r i e s o f i n v e s t i g a t i o n s may that now no

be

given.

It

has

been

mentioned examined,

earlier
but
a

specific

hypothesis by

was

detailed

s t u d y was u n d e r t a k e n

gathering absenteeism

d a t a and i n t e r v i e w i n g c h r o n i c a b s e n t e e s and s u p c r v i s o r s . This has revealed useful irformation.

3.1

First, aspects

it of

would

be

useful
It

to

discuss

definitional realised that

absenteeism.

is

to

be

a l l u n i t s w i l l h a v e some a b s e n t e e i s m d u e t o u n a v o i d a b l e reasons. Even the healthiest and

most

willing

worker

may h a v e t o be a w a y f r o m w o r k p l a c e o n s e v e r a l o c c a s i o n s . This leads

to t h e important
We

question. What

constitutes avoidable

absenteeism?

can

distinguish

between

a n d u n a v o i d a b l e c a u s e s , a n d t h e n m e a s u r e t h e same.

3.2

The
to

official which

definition report

of

absenteeism

according absenteeism

managements

statistics of

under t h e F a c t o r i e s A c t is as under:

1.

"Absence for
is

is be

the he has

failure is

of

worker
to

to
A

report worker when and

be

work to

when

scheduled

work.
to

considered

as
of he prior

scheduled available

work him is

the the

employer worker

work

for

is
even

aware when

it.
does

worker not turn

to

t r e a t e d as a b s e n t f o r purposes of

these absenteeism up of for the Any worker

statistics
work who after reports

obtaining for

permission. for

duty

even

part

d a y o r s h i f t s h o u l d n o t be c o u n t e d a m o n g a b s e n t e e s . The s t a t i s t i c s relate t o o n l y v o l u n t a r y a b s e n t e e i s m defined personal absence lock-out

as
to of or

absence the

due on that
as

to

reasons concerned. of for

which
As

are
such,

individuals

worker

account

strike purpose

or
of

lay-off,

is,

involuntary

absence

is

not

considered

absence

t h e s e absenteeism s t a t i s t i c s . 2. Absence part part with with the in pay

will
of

also

include

absence with full

with

pay. pay, pay

For

recording number each shift

absence on each

or
date

w o r k e r s who were o n working

leave

o f t h e m o n t h s h o u l d be a d d e d u p .
3.

Absence who even for of do if

without not get they

pay

includes for

absence

of of the

workers absence benefits period

are

any pay receive

the perlod securlty for

etc.,

social

sickness, absence.

maternity, Weekly

n o t t o be i n c l u d e d .

and

scheduled

holidays

I n d i a n Labour Journal, J u l y , 1 9 6 9 , P a g e 958

89 3.2.1 The on above the is the of official which are definition of absenteeism compiled in and this as when

basis

statistics some is to

are

reported. definition. the he

There

contradictions generally report he is and of for on

Absenteeism of a
to

defined duty

failure is

worker work.

scheduled he is of

When

authorised

leave, is

not scheduled to work it does and the inclusion

the employer cause in it

aware

this

absenteeism has It been appears cases

not

seem under to a

justifiable the official as

though

included reasonable in

definition. only

treat

absenteeism employee All other

those himself cannot ever, may be

which prior

regular

absents forms How which leave leave the of

without be there treat pay,

permission. as

strictly could be

considered other

absenteeism. of absences
:

forms

as absenteeism, as for example with or without permission these

without

and

after taking E S I certificate. schedule of work. Thus has in been

All the

disrupt series

present

studies, absenteeism

distinguished

as Total

or True; Total absenteeism includes all forms absences, excluding off days and declared holidays. Truc absenteeism, on the other hand, which is considered as critical category includes leave without pay whether authorised or unauthorised; The as includes basis or of also the is sick leave on
ESI

certificate. absenteeism on the

for True

categorization essentially caused to

of

Total

based the

considerations knowledge

disruption

work,

prior

about the absence, and whether

90

payment not. a to as and this and is

is

involved it earned
'

on the

part o f the employer that whatever is

Or

Further, has with

recognises to his and

leave

worker use

credit, he cannot may be

entitled

permission a

categorized casual leave

absent. may

Though absent is the

worker

take prior Total

himself taken True

without the

intimation, absenteeism this leave of

leave not of in short

under

absenteeism, and limited

since to
a

duration

number

days per year for special contingencies.

3.2.2

aefore

proceeding

further

it

may

be

mentioned

that

the definition of absenteeism could further be extended to include those cases where to even if a person may is fall

present, Ear short

his of

contribution the

production In terms of

expected.

expected

output, this while present

is equivalcnt at the sitc.

to a

person being absent

This aspect has not been

examined in this report.

3.2.3

From the point of view oi understanding and controlling absenteeism, kceping a reccrd of absenteeism according to
A

declared

causes

only

would

not

be

sufficient.

comprehensive analysis can follow only when adequate accurate record in data of are compiled as per is an design.
A

and

proper

i n d i v i d ~ a l absence plan with for

essential

requirement The problem

any

control of absenteeism. the accuracy of

arises

~ e g a r d to

data. It requires a nagging and persistent effort Over a

period

of

time

to

get

at

the is be

reasonable generally categorized uncertified considered a

causes. major either absences absences

For example, cause as due of

sickness,

which must

absenteeism, or not are

certified to

certified; generally

sickness

without reason. Even certified absences due to sickness are sometimes doubtful but nothing can be done under the normal circumstances. with up intent Only of a watchful personnel

department can the in build

controlling Secondly,

absenteeism apart as from

meaningful frequency and the f

data.

causes, the

absenteeism length of

defined are

report

absenteeism

important aspects which require investigation. Thirdly, department-wise analysis may corelate the relationship

of absenteeism to nature of work and working conditions. Finally, to mode many of detailed of the analysis factors could like relate age, to absenteeism literacy, take-home

sex,

transport,

distance

travel,

pay etc.

The investigations reveal that it would to the build lines up absenteeism by data and

be worthwhile information This on will

indicated

individual for

units.

provide which

adequate would

information

managerial In all the to

action units build

reduce was

absenteeism. no serious the point

A

studied,

there data

attempt of view

absenteeism cause-effect

from

affecting approach

relationships.

positive

to the situation may emerge

if absenteeism is looked

upon

as

symptom

of

a this

disease point

rather of

than

as

disease up if data of of

itself.
data and

From

view

building

carrying lead

out to

special meaningful a better

investigations, and accurate

required, which the

would would

provide

understanding considers for

causes. turnover

Good and

personnel absenteeism but

management as fcw

labour

barometers firms

satisfactory

human

relations

maintain

s a t i s f a c t o r y r e c o r d s of t h e same.

3.4

The

present

studies

reveal

that

small

percentage

o f w o r k e r s a r e responsible f c r h i g h r a t e o f a b s e n t e e i s m and an analysis of these cases

w i l l

generally

yield

f r u i t f u l r e s u l t s f o r c o n t r o l l i n g absenteeism.

3.5

The

studies

indicate

strong

relationship a t the unit to

of

the

following take-home mode o f and

factors pay,

to

absenteeism

level:

housing

and

nearness

factory,

transport,

l e v e l of

education, studles

labour turnover indlcate that

accidents.

Further,

the

t h e r e i s a r e l a t i o n s h i p b e t w e n a b s e n t c c i s m a n d managerial p o l i c i e s a n d p r a c t i c e s w i t h r e g a r d t o work o r g a n i s a t i o n ( s y s t e m s and p r o c e d u r e ) working measures.

conditions a n d w e l f a r e

3.6

The with

present the

study,

particularly groups of

the

discussions managers,

various

personnel,

93

area appears to provide tremendous scope for reducing absenteeism, particularly due to
ESI,

and

offers

a fruitful area for labour-management cooperation.

3.7

The

interviews tend to

with

chronic

absentees

and

other

workers

give the impression that supervisors

are generally work-oriented. It is, therefore, necessary that managements should expose the supervisors
to

the full implication of the job in the modern sense-knowledge of the job, managing the job, and managing people. that Evidence in these studies includes been have all less indicated three to

whenever

supervision has

these

elements, other

absentecism

compared not

departments where

supervision does

include

these three factors.

3.8

It

has

been

observed is due on to

that

about

50%

of

the and

total casual

absenteeism leave, could which be

privilege
A

leave

are

credit. into

great days

part by

of

this

converted plans and

working

suitable as

incentive many 50

leave- encashing have done. the For major

facilities the

organisations percent of the

remaining appears

leave,

cause

to be leave on ESI certificates. It is also generally known that all the leave taken on the basis of thcse certificates is not genuine. It is the general impression among workers is of paid good by and and the managements
ESI

that to

less the

attention provision than to

authorities aid ahd

effective

medicines

the provision of medical certificates for obtaining leave.

Discussions Scheme

with

the

medical

officers in of

of

the

ESI

indicate

various

difficulties ailments

diagnozing t h e workers.

immediately and

correctly the

T h i s b r i n g s t o t h e f o r e t h e need f o r examining p r o v i s i o n of on good leave genuine rules by the company Companies so that authorities should the based

requirements. practices

encourage may

supervisory

workers

themsclves a b s t a i n from a s k i n g f o r l e a v e f o r unnecessary reasons. union Further, coopcration various other factors, particularly lead to

discussed

above

could

s o l u t i o n s f o r s u b s t a n t i a l reduction of absenteeism.

In

conclusion,

the

following

lines

of

action

seem

t o e m e r g e f r o m t h e f o u r s t u d i e s :-

a_.

The

incidence

of

absenteeism

is

on

the

increase

and w i t h t h e r i s e i n t h e tempo of i n d u s t r i a l i s a t i o n ,

i t w i l l s h o o t u p f u r t h e r i n t h c y e a r s t o come.
b. Two and when Labour of
his

decades socialism

of

industrialisation have worker to by his thc report: taken strong now in a

and roots

democracy in This the mood

country.

The

is

changed Commission not a known

cumpared

predecessors. National "The

is
on to

well-summarised

in

their has

industrial now

worker

today

acquircd

dignity has

predecessors.

He

personality

o f h i s own".

c. -

The with on

cost
the

aspects, part of

the of

political the show

maturity the way

together in which

awareness

economic

emancipation

workers

the This in of

problem
is

01
start

absenteeism thinking the gap in gradually

has and

to

be a

viewed. period

to so

terms o f
the

'Investment expectations

Human
time

Resources' that

over

between

and f e a r s of workers i s shortened.

d_.

In

this

process and

of

reducing

the

gap,

there of

are

long-range

short-range

programmes

actions

t o b e i m p l e m e n t e d by c o n c e r n e d g r o u p s , p a r t i c u l a r l y from i n d u s t r y and government: i. The and are long-range government in the programmes, play of an areas in which industry
role

important education,

housing

and t r a n s p o r t a t i o n f o r workers;
ii.

The in

short-range

programmes

relate and

to i n p l a n t
procedures counselling involvement

factors

particularly

policies of

p r o d u c t i o n and p e r s o n n e l a r e a s ; improvement supervisory practices;

procedures; better

working c o n d i t i o n s ;

of t h e u n i o n a t t h e u n i t l e v e l . According study in to a report Bombay''

on

"Absenteeism published by

An

Inter-industry Institute of

Greater

Ambekar

Labour S t u d i e s , t h e f o l l o w i n g measures of d e a l i n g w i t h a b s e n t e e i s m can be applied. 1

1.

I n view was to

of

the

objective the causes

oE

the

present absenteeism

study, and

which suggest

examine

behind

p o s s i b l e r e m e d i a l m e a s u r e s , t h e d a t a c o l l e c t i o n was c o n d u c t e d i n t w o phases: a. c o l l e c t i o n o f s e c o n d a r y d a t a i n t h e f o r m of i.
- - -

d a i l y a b s e n t e e i s m r a t e f o r p a s t . o n c y e a r and

1.

"Absenteeism - A I n t e r Industry Study i n Greater Bombay, Ambekar I n s t i t u t e n of Labour Studies, 1 9 8 5 , Page 1 2 7 - 1 3 4 .

ii.

average monthly absenteeism rate for past five years;

b.

collection of primary aaca through interviews with 195 chronic or habitual abssntees, against 195 regular workers. The data was collected from four industrial units in Greater Bombay, each unit representing an industry, namely, textiles, engineering, pharmaceuticals and consumer industries. The findings of the investigations are summarised below:

7 -.

SECONDARY DATA The main problem in collectins data from secondary sources is its availability. Fortunately, the past five years were units, was and but the daily in available attendanct. ready The the for absenteeism all for four past rates for industrial one year

rate

not

available

form data,

from a on

pharmaceutical revealed

engineering

unit.

analysis,

certain inter-industry differznces mainly variations, i.e. absenteeism rate was

that of seasonal uniformly high

during vacation months. It was also found that in pharmaceutical and consumers industry units, absenteeism rates uniform the

were not very deviant, and followed a moderate and pattern, trends some while were in textile 2nd and engineering erratic, management

concerns

fluctuating

pointing

towards

relationship

between

styles/attitudes

and absenteeism.

3.

FINDINGS FROM INTERVIEWS The findings from interviewing sampled workers can be

discussed under tne following ;leads:

97

a.

gemoqraphic C h a r a c t e r i s t i c s :
It

is

significant sex

that

factors do

such not

as

age,

marital
affect for

status, a

or

education
to

noticeably present that

worker's

tendency the a

absent

or

himself the

work.

Though had

data higher
to
a

revealed

habitual

absentees

educational the

background, finding, unit as

it
an

is

not

possible study of

generalise textile had a

earlier

industry lower the

indicated status finding wherc,

that than was on

habitual regular seen

absentees workers; in the

educational present industry

besides,

mainly

pharmaceutical

t h e whole,

t h e workers

+ere s e e n t o b e m o r e e d u c a t e d

than t h e i r counterparts i n other industries.

b.

The

idea

of

absenteeism

as

result

of

the be of

rural fast to-day The

background of t h e i n d u s t r i a l worker a p p e a r s t o disappearing. appears earlier are to have The emerging urban work roots

- force
than

more
with

rural.

findings the

refercncc stage a

t o t h e t e x t i l e workers
mass cxodus to their This to

that

workers sowing

villages holds a

during

and h a r v e s t i n g industry, of t.he and

seasons. that too,

good

only f o r degree.

that Most

minor

workers

have

their

f a r n i l l e s w i t h them, b u t t h e r e a r e i n d i c a t i o n s , o b v i o u s l y , that those who have their dependents native at place there. native more This in place often, again in also

a r e more p r o n e and
is

to visit
regular in the

their

also seen

send only

remittances textile

industry; the

fact

the

pharmaceutical

units,

where

workers

98

have

fatter in

pay-packets, which

most

workers that

have

purchased family

houses at

Bombay, place factors

indicated decision and the

having after just of

native

is

taken not 'pull

weighing through the land' from

economic thc and

involved, theory above of

sentimental so on. The

finding

is

significant

t h e p o i n t of view of r e o r i e n t i n g t h e general impressions regarding studies the have Indian come out of work-force. with the for look the fact

More
that

and the era

more
new has

industrial 'arrived'

worker

post-independence problems for than of the

Therefore, one has

present in
to

work-force, urban milieu

to

indicators hark back

the his

itself

rather

rural roots.

c.

The I n c o m e - e x p e n d i t u r e for inter-industry Habitual

pattern,

w h i c h was

a l s o analysed

differences, Absentees

simultaneously, while with Regular Workers,

comparing

shows two d i s t i n c t t r e n d s :

i. t h e

pharmaceutical above the

industry other

stands

head as

and

shoulders income;

industries

regards

ii. c o n s e q u e n t l y ,

the this

expenditure industry also

pattern follow a

of

the

workers

in

higher

s c a l e t h a n t h e o t h e r i n d u s t r i a l workers. d. The for expenditure absenteeism and the pattern does establish

two

causes wasteful

i.e.

over-spending
It

on

items,

indebtedness. Habitual

was

clearly spcnt

seen

that on

it

was

Absentees

who

more

99

drinking, means of

smoking

and

eating and

in

hotels, was the

and

other

self-indulgence,

it

Habitual

A b s e n t e e s who t o o k more l o a n s t o m e e t v a r i o u s e x p e n s e s , and on the whole, had an expend~ture that was

more

t h a n t h e i r income. However, in the on the aspect industry of the loans

it

was

seen

that, took

while loans

textile to

Habitual

Absentees

mainly their

meet t h e m o n t h l y e x p e n d i t u r e a n d f o r c u l t i v a t i n g
other industries such a

land, i n and

as

pharmaceutical, number

consumer

engineering,

therc was

significant

o f w o r k e r s who t o o k a d v a n t a g e o f t h e company c r e d i t f a c i l i t i e s for purchasing of a house of their own in in the

tit-y.

Larger

percentage

HAS,

particu1;lrly

the

pharmaceutical

i n d u s t r y , a d m i t t e d t o h a v i n g f l a t s o f t h e i r own.

This

could

also of the

be new them

an

indication force in

of

the

middle-class life-style, paving

aspirations which often

work into

terms o f

lands

troublesome

situations

t h e way f o r a b s e n t e e i s m , a s a symptom o f

maladjustment.

e.

The n a t u r e o f w o r k i n q c o n d i t i o n s a l s o p r o v i d e s i n t e r e s t ing The a no i n s i g h ts nature period longer of of into changing

to

attitudes working that

of

workers. over are are work

responses

conditions the workers and

time

indicate on

passive

work-related they expect

issues, from

alert

regarding

what

their

environment. Thus, i r r e s p e c t i v e of

t h e g e n e r a l c o n s e n s u s among kind of industry the they

workers worked

the

i n w a s t h a t among w o r k i n g

conditions,

conditions

of left and The

lighting, much to

ventilation, be desired, did not

noise,

heat

and

humidity

while arrangement of machines give

sanitation

rise
was

to

much by

complaint. Habitual

dissatisfaction

expressed

more

A b s e n t e e s r a t h e r t h a n R e g u l a r Workers.
f.

supervisor-employee picture. workers the The by data

relations clearly did

showed

an that

interesting while the

revealed not have

and

large of the

doubts on work

regarding related

competence

supervisors

issues, concern

they d i d have r e s e r v a t i o n s regarding for them

supervisors' stressed Regular that

as

individuals. rather

This than

was by

more

by

Habitual For

Absentees the

Workers.

instance,

responses

indicated

t h e workers f e l t t h a t t h e s u p e r v i s o r s w e r e not interested in their personal advancement, from .workers, This part apart of were not prone

to

accept in

suggestions dealings. on the

o r were not impartial an instinctive regarding

their

indicates the

shrewdness management

worker

attitudes

from a

d e s i r e f o r belonging

o r i d e n t i f y i n g w i t h h i s p l a c e of work which i s r e f l e c t e d i n t r a d e union l o y a l t i e s .

g.

On

examining

factors

related

to

job

satisfaction especially and the

i t bas

found t h a t i r r i t a n t s f o r t h e workers, were the aspects This of of again worker that housing, points as he an has

the

HAS,

welfare towards

working growing in his

conditions. recognition own r i g h t , in society

the

individual a certain the

and

the fact he

status

which

can

claim

through

management.
, '

Obviously seen among of

the

increasing in

expression the

of
is

militancy more chancje trade

workers this

all
and of

sectors
for

statement in the

feeling attitudes than

a

desirc

complacent rather

managements desirc

and

unionists,

conscious

f o r violence.

REMEDIES
Elimination curbed of absenteeism through

is

difficult and

but

it

can

be

suitably

positive

preventive

measures.

S t u d i e s show t h a t v a r i o u s and evcn carried out

i n d u s t r i e s have o f t e n contemplated measures which can be in order

reformatory

tcrmed

'punishment' casc of

Coal

by

introducing Ltd.,
to

wage-cuts-as quote "in

thc
to

rccent, dissuade

India

workers have

from
tried in these

striking the the

work

frequently". technique, an by

Other

industries an

'reward'
form

providing

incentive, both
:IC

of have

attendance merits absence

bonus. and
rates

Howcvcr,

methods option,

their the

demerits.
do

E,y

first
the second

although trade

come

down, the

workers method,

and

unions rates do

rise
not

up

in

arms.

By

absence

s h o w a n y s u b s t a ~ l t i a ic h a n g e .

One of

t h e more e f f c c t i v e measures o f d e a l i n g w i t h absenteeism

would b e :

1.

C r e a t i n g l o b s so t h a t t h e r e i s a m i n i m u m
to t h e workers.

of

uprooting

T h i s f a c t muld b e k e p t i n m i n d s p e c i a l l y

when s e t t i n g u p new i n d u s t r i e s .
2.

I n t h e i n d u s t r i e s a s e n s e o f b e l o n g i n g or i d e n t i f i c a t i o n

with by by

their the other

place

of

work Th;s his

should helps

be
to

actively bind he
is

fostered worker willing

management.

the

ties

to

work,

so

that

t o a n d r e a l l y w a n t s t o coru! t o w o r k .
3.

C r e a t i n g good working c o n d i t i o n s also h e l p s i n r e d u c i n g t h e reluctance of tion, good t h e worker and

to attend.

Proper ventilaspace encourage

lighting

sufficient

and g e n e r a t e a healthy atmosphere.

4.

Orientation for new insecurity

programmes help that surrounds

for

the

workers, the

specially sense of

employees,

in

removing

t h e worker

who i s u n f a m i l i a r

w i t h t h e new p l a c e o f w o r k a n d t h e j o b .
5.

Employee-supervisor could feeling be of improved, trust

relations
so

and the in

co-worker worker
It

relations develops
a

that hand

and

friendship. this

is

for

the that

management

to

take

and

ensure

a c o r d i a l a n d g e n i a l atmo:.::I:tre
6.
Providing schools, training facilities for the such as could

prevails.
housing, medical reduce care, the

recreational wives For absence. the

facilities example,

and

vocational medical Moreover, workers' does could not

decisively sickness. near that his

rate
having place waste them.

of

adequate the he

care would r e d u c e t h e i n c i d e n c e of
dispensary./t.ospital would and ensure that commuting Similarly, that would many of residence

time

family

see

t h e d o c t o r o n t h e i r own w i t h o u t h i s h a v i n g t o a c c o m p a n y recreational normally facilities Cement The would the India h e l p t h e worker r e l a x after work, frustrations Ltd. has adopted thereby reducing ensue. measures.

of

these

workers

t h e r e are h a p p i e r and p r o d u c t i o n was h i g h l y s a t i s f a c t o r y d u r i n g 1982-83.

7.

Counselling proved in segment Bhopal. of

in

the in

case a

of

habitual employing

absentees 19,000

has small

successful the can

unit

workers

Habitual bring

absentees down and

cdnstitute

work-force; level

never-the-less, their thereby

effective of absence about

a

counselling

rate

to

reasonable

bring

c o n s i d e r a b l e r e d u c t i o n i n ~ v u r a l la b s e n t e e i s m .

8.

The

management reduce with by Such and

can, the the

by

working of

together the

with

the and their the

workers,

rates o f
a more t.he

a b s e n t e e i s m by c o n c e r n i n g workers in encourage with active interest

themselves generally, welfare. workers

grievances relationship

taking

would

also

provide

management

feedback

as t o t h e c o n d i t i o n s p r e v a i l i n g i n t h e i n d u s t r y .
Another of preventive the regular, by measure worker. one can the could a t be enforced one 'choose' attendance. under a t
a

the

time

employing worker

Although

cannot In

'make' regular such

a a

least

employee

predicting factors

expected

case,
the

t h e background of four

t h e employee is s t u d i e d c a r e f u l l y

and

mentioned

earlier

'causes'

are e v a l u a t e d t o p r e d i c t h i s e.<,>ected a t t e n d a n c e .
The above mentioned report gives recommendations

to control

a b s e n t e e i s m as f o l l o w s : Thus, the findings of of the Each of of

It

the for dealin.:

study dealing

indicate calling with

the for have the the the

changing

characteristics individualised of up the absenteeism.

work-force, industrial

a to

more
draw on that These rise

strategy

phenomenon based study

unit

would and from

its

own by

method
it.

\ ~ i t hthe

problem

characteristics specific number may

its

work-force;

attitudes

expressed

is

also

clear

of need

chronic special

absentees attention

are

responsible dealing

f o r pushing up t h e absenteeism rate, t o a l a r g e e x t e n t . individuals with while and problems that

create

dissatisfaction lor-k.

give

to a negative a t t i t u d e towards

104
A

general line of action would tnerefore include: Keeping adequate and individual; record!

on

attendance,

both

general

Analysing and updating the records from time to time; Fitting men t o jobs, i.e. recruiting the right individual for j o b s , s o a s to maximise job satisfaction: Providing adequate training Delegating responsibility; Tightening the procedure for the grant of sick leave under the Emplopyees State Insurance Scheme; Full attendance incentives; Fine fail. Apart from the above general steps to
bc

for

negative

sanctions

if

all

these

remedies

taken

more

individualised line of approach in the case of chronic absentees would be a systematic counselling programme. This has shown encouraging results in units where it has been tried out. Those absentees who do not benefit from such programmes would be finally termed as delinquent employees and transferred to jobs which s o far a s the overall perfcrmance of is concerned. Thus, though the problem of absenteeism cannot be eradicatsd entirely, management can minimise it to a great extent through a specific plan. Con-erted effsrts at all levels cf management can be taken s o that absenteeism ceases to be an irritant in the way of maintaining organisational climate. an efficient are less crucial the organisation

CONCLUSIONS AND

SUGGESTIONS DERIVED ON THE BASIC QF STATISTICAL T. SUBBI REDDY AND P.B. APPA RAO IN THEIR

ANALYSIS DONE BY MR.

BOOK CALLED 'ABSENTEEISM IN INDUSTRY, PROBLEM ANC PANAGEMENTI!

Absenteeism does not seem to have been influenced by agricultural operations. depending incidence Agricultural the first operations onset is not of begin in June rains. or But July the than

upon of

the monsoon

absenteeism

higher

in June and July

in other months.

Absenteeism, i s

high

in

April

and

May.

This

is probably due during

to the visits of summer. to the some month

the non-locals

to their native places hqL summer may at

The marriage-season and extent. and Absenteeism is

also contribute beginning of

higher

the

on the first and

last days of

the week.

It is

lower at the end of the month and in the middlc cf the week.

Data

confirms

an

inverse

relationship

between

absenteeism

and production. its effect but not

"Good attendance bonus scheme" showed immediately lost its lasting the is influence for gradually. loss This

scheme does by them

compensate There the

workers every

the and the

suffered for

completely.

scope of

evidence bonus

employees

circumventing

provisions

scheme

t o their advantage.

Employees absent in than

with

Masters from quality and

degree work

and

technical

qualifications is more

themselves

frequently. and

Absenteeism

maintenance, in Accounts

control

production department.

departments This may te

Administration

. 1. Reddy, T Subbi Rao, P.B. Appa, management , 1989, Page 95-102.

Absenteeism in industry, P r o b l e m and

due

to

conditions

of

excess

heat

and

the

strenui.us

nature

of work.

Locals a b s e n t than the

t h e m s e l v e s more f r e q u e n t l y On the whole,

for shorter durations

non-locals.

absenteeism

is

more

among n o n - l o c a l s of

t h a n t h e l o c a l s . Dj.f f e r e n c e i n t h e u t i l i s a t i o n

l e a v e by l o c a l s a n d n o n - l o c a l s

is decreasing.

Frequency rates abstain than

A

of

absence with

is g r e a t e r
increase

in in

25-30 age. and

age group. Blue-collar for longer collar employee

Severity workcrs durations

decrease from

work

more

frequently
staff
brd

the

supervisory number of

white on the

emplcyees.

larger

dependents

seems

to

h a v e a d e f i n i t e a d v e r s e e f f e c t on a b s e n t e e i s m .

Absenteeism castes and may and

is

more

among

Hindu than

backward the

classes, s c h e d u l e d
higher

scheduled

tribes

Hindu in

castes
live ar.ong

Muslims. be

Socic-economic for

environment

which

they

responsible

this.

A.b:,enteeism

is

higher

employees with

w i t h i n t h e pay r a n g e of Rs.500-600 in Fay. The workers' but for

a n d it d e c r e a s e s

increase

tendency longer

is

to

absent tcwards

themselves

less

frequently

durations

t h e end of t h e year.

The of

high

absentee

group

consists those do pay not

of who own

relatively have come

more from

number other

blue- collar and low,

workers, who

districts income number

those

house.

heir

monthly larger to

is
of

take-home and

is also

low.

They h a v e a They

dependents

high

indebtedness.

have

travel work

for Flaces

relatively which The of

longer that

distances they

to

reach more is them

their

means popular

spend

tir,e in bicycle. is also

commuting. Average

m o ~ c of

transport by

number

promoticns

received

on the low side. employees carry supervisors, Almost secured all a

A relatively higher number of high-absentee negative opinions about their work groups, and intentions convinced tiring, of the company. they have

management the job

employees which is

are less

that very

interesting

and well-approved of by their friends and relatives. However, a few workers think belonging that they to the high absentee group what of

employees

are

paid

less than

they

deserve and that they are not promoted according to their ability. a similar is Many of these advise workers th2ir in leave the company the for same. those

job and thus are a

friends to do attitude

There workers

difference with

between

who and

satisfied

their

jobs and

those who poles the

are not apart on

this difference behaviour

pushes scales. perscnnel

the two The is

groups

absence and

attitude also a

of

supervisory If they of

managerial bias or

important. worker or

exhibit

prejudice there

towards be

group

workers,

then

will

dissatisfaction

in the work-place.

careful

scrutiny

of

the cases given

in

the

survey

results

in the following conclusions about causes of absenteeism: a. b. c. Laxity on the part of the company at the time of recruitment. lenient attitude of the management unfriendly attitude of the supervisors

ioa inherent quarrelling nature of the workers interest in some other avocation and place ill health of the children employed spouse and unwarranted habits like drinking per the standing orders of the company, an employee need

not submit a medical certificate if he applies for sick leave for two days or less. This increases the number of spells

in which the employee exhausts his sick leave.

SUGGESTIONS

perusal

of

the

records, analysis of

the data

and

scrutiny

of the cases give birth to the following suggestions to control and contain absenteeism: 1. Availability of absenteeism data is a pre-requisite for

effective control. Before attempting to collect statisticai detail of absenteeism one should ensure that -

the term absenteeism is properly defined and understood. proper training is given to the personnel in the collection and maintenance of absenteeism data.

distinction is shown between authorised and unauthorised absence. absenteeism is identified with different causes, a standard form is used to collect and preserve the data the data are collected only with regard to regular or permanent employees.
E

The

following

form

may

be

used

to

collect

absenteeism data:

ABSENCE ANALYSIS SHEET

oay
Particulars

Date Production

Shift Department Service I Quality Control Accounts & Admn.

a. b. c. d. e. f.

on casual leave on sick leave on earned leave absent without permission on lay off actually present Total

I proce'ss of of control the of absenteeism Absenteeism day-wise, etc., in and the is data the so data. analysed shift-wise, week-wise, presented Personnel department-wise to be

Next

step

in

the

analysis collected

and may

presentation be

month-wise, in simple

cause-wise, pictorial

forms

displayed

Department and studied continuously.

2.

At the

the

time

of

recruitment

the

management

should

study

worker's

habits,

behaviour,

temperament,

aptitude

and family and social obligations.

3.

The company should explore the possibilities of maintaining a list of badli workers to form a reserve of manpower. From among the badli list, willing workers who have come to the rescue been of the company in times of need and whose satisfactory should be given preference work has

for regular employment.

4.

Attendance record of the candidates given or SSLC registers or certificates should checked at the time of selection.

in their SSC be carefully

5.

Even though absenteeism does not seem to have been influenced by agricultural operations, care should be taken by the management at the time of recruitment not to employ persons with greater agricultural interests.

6.

Absenteeism should also be studied individual-wise. Employees may may be be divided taken into up and 'low absentee' and 'high absentee' workers. At a time a small group of 'high.absentee' employees reformative measures administered. The process should be repeated until absenteeism is brought down to harmless limits.

7.

Adverse explained either

effects to the by the It

of

absenteeism in or by

should the by

periodically

be

employees also be

simple

vernacular workers'

language education

management can

department. of in Commerce the

done

the Trade Unions and and Social Work to

Labour Department. Management can also request the Department and Management, Sociology and nearby colleges, institutes universities

do this job on their behalf.

8.

Unplanned So may pegs It job be in

leave on

is

also

attributed may

to

monotony tried. work It

in work. Emphasis square groups. reduces

enrichment/job laid proper holes. need round

rotation Encourage for

be avoid

placen~ent to

putting

autonomous

fulfills

the

group-belonging.

conflict situations.

9.

Absenteeism

shold

be

reflected

in

the

annual

appraisal

reports and linked with promotion. At the time of interview for promotion, employees may be asked about thelr regularity in attendance at work. Thi,; itself will have a salutory effect.

10.

Job satisfaction and placement of chronic absentees may be carefully studied and care should be taken to utilise their talents and capacities suitably. Supervisory training programmes should include the subject of absenteeism - steps to control absenteeism and the art of counselling. Myers is of the view that absenteeism is encouraged by the lenient policies of the management. In several cases lenient attitude of the management while dealing with chronic absentees can be seen.

11.

12.

13.

The company can think of offerinq Family Planning incentives to their employees as a measure to curtail absenteeism due to family problems.

14.

Provision for housing, transport and recreation facilities may be given adequate thought. This may help in improving the attendance. The company must take nece.:;ssry steps to improve the

15.

skill of an employee. 16.

25% of the employees with a low rate of absenteeism who

are supposed to be sincere are of the opinion that machines are neither kept in good condition nor repaired immediately after breakdown. So, the management should take necessary steps to keep the machines ir good condition and to repair them as and when necessary.

17.

At

the

time

of

sanctioning

leave

the

management and

should educate

enquire into the reason for taking leave workers of the bad effects of absenteeism.
1.
Y

Hyers,S.C., in Monappa and Mirza McGraw Hill, New Delhi,1979, Page 34.

Saiyadin Personnel Management, Tata

18.

Ability should be recognised and adequately remunerated, grievances of the employees should be heard properly. Management should try to wipe off misconceptions, if any, from the minds of the employees.

19.

An employee-suggestion-scheme may be introduced and prizes/ awards/letters of appreciation may be instituted for good and useful suggestions received. Supervisors must treat the workers well. They must not sit in an ivory tower. They .olst create the feeling in the minds of the workers that a supervisor is a friend but not a foe. They should conduct formal and informal discussions with the workers over matters relating to production and should act as a useful bridge between the worKers and the management. They should set an example in work-related and personal life. They must prove that they are friend, guide and well-wisher of the workers. Due importance may be given to a worker's wishes while

20.

21.

transferring him to another.

22.

from one department to another. He should

be convinced of the need for transfer from one department

Para

9.1

of

the

leave

rules

of

the

company

says

that

'leave must be applied for and sanctioned before it is availed of. However, in the case of an emergency, if prior sanction cannot be obtained, intimation in writing must be sent to the sanctioning authority immediately, and sanction must be obtained on resuming duty'. But workers contend that they cannot apply for casual leave and sick leave within 2 4 hours and 4 8 hours respectively after availing themselves of such leave as per rules of the company. for casual hours Workers furt.ber allege that if they apply and sick leave within availing
24

leave

hours

and

48

respectively

after

themselves

of

such

leave their absence is treated as leave without pay.

Whenever without

the prior

management permission

finds owing

that to

the some

workers

are

absent reasons

unavoidable

it wouold be better on the part of the management to regularize the such absence absence by way of of sanctioning treating leave it as for leave the period of

instead

without

pay. would in

If the management does not choose to do so, the workers be utilizing to the the that entire days of leave leave they of have absence of days to their

credit

addition the

without of

pay, with would

result

the- total

number

absence

be increased. What is worse, the workers tend to be discontented as they think that they are being unnecessarily penalized.

From this it is clear that there is a communication gap between the to management leave of and the workers as far as the rules relating would

absence

are

concei~~ed.So

the

management

do well to make the rules more specific and unambiguous.

paper

written

by

Mr.

Sudarshan

Padam

called

"Absenteeism:

Strategies has for

for Effective control"' been vexed with

indicates that the industry Thc paper attempts

long

absenteeism.

to define absenteeism and assesses its cost to industry. While it touches upon the likely causes it focuses more on an attempt to identity habitual absentees, 2nd action. suggests The paper that counselling for the

should

precede

disciplinary

pleads

replacement of adhoc measures with positive strategy for effective control.

He

also to

concludes be sought

that in

the

deeper

causes of and

absenteeism

may

have
1.

the

very

social

economic

fabric of Padam,

"Absenteeism: Strategies for effective control", Sudarshan ASCI Journal of Management, Vo1.19, No.1 (September, 1989).

114 t h e community. in
a
It

is

nevertheless Ad-hoc, study advice

important

to

find

solutions should be'

given by

context. systematic in which The

emotional and and well

responses thought out

replaced strategies

long-term precede new

counselling suggested

should are

disciplinary action. nor original. and But

approaches

neither

it

is s a d t o n o t e t h a t a b s e n t e e i s m i s t r e a t e d
l e v e l s o f management like tuberculosis.

casually wlth The

,
. % . .

its handling is l e f t to junior

or

little

no

authority. present in

Absenteeism hum?! body

is
but

bacteria
I!

arc

t h e danger

is only

.,,

L h c y r.xcced

a certain l i m i t .

Though n o t c o m p l e t e l y unavoiuable

it should

b e k e p t a t a l e v e l w h e r e it d o e s n o t become m a l i g n a n t . d i a l o g u e with t h e worker w i l l n e l p reduce cummication the worker realize the harm chronic absenteeism

An o n - g o i n g gaps and

make

does t o himself

and t o t h e organisation.

There several

are

some

studies, of work

mostly

American, as with the more

is

which job

focus

upon

aspects

satisfaction s u c h
satisfaction perception onc of or
It

satisfaction, management promotion variables given

work-group and

cohesiveness, workers' and

the

supervisors, pay,

company's of these

policy, to an

etc.

relate

workers' increase

attendance in any

behaviour. of :ob

suggested

that,
thc

aspect

satisfaction,

workers'

propensity t o r e g u l a r i t y i n attendaq-e

improves accordingly. I

In

study

of

absenteeism

by

Richard been

Jones, found

the to

following have been

labour-force

characteristics
2

have

associated with absenteeism: 1.

Age

structure
to have

labour total

farce

which of

is

growing

older

tends

greater

amount
,.-,I:

absence,

consisting

of fewer s p e l l s of absence of
1.

average duration.

2.

Quoted by Shama,B.R., "Absenteeism: A search f o r Correlates", Indian I n s t i t u t e of Management, 1970, Page 7 . Jones,Richard, Itan power, P a p e r N o . 4 , 'Absenteeism', 1 9 7 9 , Page 1

2.

Sex S t r u c t u r e :

labour

force

with

large

proportion

of female workers g e n e r a l l y has poor attendance records.

3.

Lcngth of with a the

of

journey to level work

is,

to of

work has
the

An been

increase
A

in

tile
in

length which long

journey high to
(It

work of

consistently labour have to

associated
travel

absenteeism. probably the

force

large

proportion

workers

dlstance records. produces involved

will

have of

'poor' per

attendance

ofcourse, nct but the

distance amount most

se w h l c h
and effort the

this in

result, making

time

jou~rey. In

cases,

two

f a c t o r s are d i r e c t l y r e l a t e d . )
4.

Length o f s e r v i c e : There

is

little

evidancc

to

indicate

a n y s t a b l e r e l a t i o n s h i p between t h i s v a r i a b l e and a b s e n c e . 5.
Marital

status with more

and

family

responsibility
absence

: Single

workers shown ~ f t e r

and to

those have

fewer

responsibilities (But

have

bucn

absences.

also

increases

a f a m i l y g r o w s to . i n c l u d e more t h a n t h r e e c t i i l d r e n . )
6.

Income

levels

The

evidence

suggests

that

the

level

o f a b s e n t e e i s m r i s e s as income l e v e l s r i s e . 7. S h i f t w o r k i n g : S h i f t work h a s n o t b e e n shown t o b e a s s o c i a t e d w i t h higher l e v e l s of absenteeism.

6.

D e g r e e of h e a v i n e s s of w o r k : T h e

v a r i o u s d i m e n s i o n s of v a r i work (e.g., exposure

ability
t o heat,

in

the

physical

c o n d i t i o n s of

h e a v i n e s s e t c . ) have n o t been found t o be p r o d u c t i v e

of poor absence records.

Y.

Over in

time
the

: Thcre

i s some e v ! d ? n c e
overtime figures.

t o suggest

that increase s,zcornpanied

amount

of

?vaiLable has ,been

by a r i s e i n n o n - a t t e n d a n c e 10. Size flrms, of firm

or

plant

and

si7c

of

work

group

: Smaller

p l a n t s or work g r o u p s hdr.: l o w c r o b s c n c c r a t u s .

11.

Quality been

of

supervision as

l'rlis of

is

one

factor

which

has in

isolated

being

considerable

impc)rtance

d e t e r m i n i n g t h e amount o f a b s e n t e e i s m .

12.

The have

level been

of

unemployment by a number

and of

the

amount

of bear

absenteeism an inverse

shown

studies

to

relationship to one another. 13.

A l l

the

available available

studies

indicate

that

labour

forces for ratcs

which paid than of

have

to

sick
paid

leave
sick

have do not

th:n schemes providing considerably higher absence

havc. s u c h s c h e m e s .

t h o s e which

The i n t r o d u c t i o n be followed

leave

will

almost

certainly

t y a dramatic rise i n absences.

The c o n c l u s i o n s conducted by

reached

by

expert:

riceting

at

Paris

in

1973-74

Labour

Management 1

P r ~ t > g r a n : m e o n ' ~ b s e n t e e i s n la s t a f f

t u r n o v e r " arc g i v e n below:

The

discussions

during

the

meeting

showed

that

the

balance

was b o t h n e g a t i v e a n d p c s i t i v e .

Speaking soon

of

absenteeism that there

and was

staff

turnover, a

the

experts

very nor that

realised

neither One

common

definition this of was

common in

measurement to speak

criteria.

consequence

of

order

precisely

and

constructively

policies

in this field, methodological

t h e f i r s t conclusion must be t o produce a conccrtcd definition

as

quickly
i i ~ t

as

possible.

The

General

R a p p o r t e u r ' s own p r o p o s a l i s g i v e n

h e anncxure.

The the

positive experts

side who,

of

the will

balance
be

was

the

ground spoke on

covered behalf

by of

it

rerncmbcrcd,

1.

L a b o u r Management Programme, " A b s e n t e e i s m a n d S t a f f T u r n o v e r " , E x p e r t s ' M e e t i n g i n P a r i s , 1973-74, P a g e 25-28.

t h o u s a n d s o f e m p l o y e r s a l l o v e r t h e world.

The

analysis had

progressed provided

according to a pattern
L

f o r which Georgcs

Gurwitch

t h e model.

a e g i n n i n g w i t h t h e phenomenon

(absenteeism and s t a f f turnover), t h e route taken was a s follows:

The

organised

structure:

firms,

crnployers' city,

associations,

trade unions,

social insurance, e.g. the

s e r v i c e s , ctc. which the expresses short-term

C o l l e c t i v e behaviour: the relationship

behaviour and

between

abscnteeisrn

e c o n o m i c s i t u a t i o n or unernp oyrncnt b e n e f i t s .

Collective attitudes:

s u c h as c c r t a i n forms o f (lbscnteelsrn

by w o r k e r s r e c e n t l y p u t on a m o n t h l y payment f o o t l n g .

A g i t a t i n g of experiments

innovative c o l l e c t i v e conduct: c.g. and "job enrichment"

research, working

or

"flexible

hours" ventures.
-

A l l

of

this

entailing and

changcs new

in ideas

roles
and

and values

social bascd

s t a t u s ; of semi-skilled staff,

weikers,

s u p e r v i s o r y a n d rnanagcrial

etc.,

expressing

on changes

i n outlook. t h e e x p e r t s found t l m d v e s very the few people had

as

Once a r r i v e d a t t h i s d e p t h o f a n a l y s i s , confronted yet and and become by

radical of.

change

which

aware

The

demands

of

active

population,

especially

young

people, up

are,

to begin with,
threshold

socio-cultural for the

are

only

"material"

to

the

required well

satisfaction This change

of e l e m e n t a r y n e e d s .
gives the active

E - ~ they go

beyond

that.
it

population

profile

which

dld not have before.

1.
Gurvitch, Georgcs - " T r a i t e d e S o c i o l o g l e " , Volume I " S o c i o l o g i e profondeur" ( S o c i o l o g y i n d e p t h ) , P a c e s 157-171, Paris, P . U . F . , 1958.
en

lla Whether evident in to life the outside experts work or within the and firm, it staff was

that absenteeism

turnover

must now be regarded as "social indicatorsH,i.e. as instruments which is diagnose every to industrial the situation. to This diagnosis to and the also

indispensable

employer, to the

management, unions,

employers'

associations

and

trade

to the city authorities, in order to help them define their policies.

In

industry,

this

evolution Institutes have Close

's already of Labour been

under

way

in

many been will

countries set up

where and

Science

have or

studies launched.
bc

recently

launched

shortly and

be

collaboration between in

University

indusLry will

established

this connection. Hence-

forth, in addition

to the technical sciences and economics, to the life of enterprises: the

third

line

is

essential

sociology of labour.

We

should

not

like on

to

let

it

be thought that the experts While we heard such remarks mc", the thc

were as we

unanimous "my

all Mr.

points.

colleague,

X,

has

completely

convinced

also heard

such statemcnts as of

" I d o not agree with be to statcd that

representative experts

......".
that to it study

It

should easier

observed necessity concerted the

was

obtain o and staff

consensus turnover factors

on

the

ahsentceism on the

using or

methods latter

than two

underlying the

policies;

headings

bcinq

exFressi.on socio-

of what must be called the different socio-cultural, economic and socio-political heritsgc of each nation.

119 Here or there, the traditional conccpts of "duty", "job conscientiousness" and fidelity to contractual comrritments were apparently not a shaken: or but less elsewhere, profound Here, and in very different made situations, the was

more

protest it was

had the

been

t o which which

experts

referred.

three-day

week

demanded; there it was the riotion of the obligation of constant attendance at work which was challenged, etc.

The

experts

present

at

the

meeting

felt

that

these

attitudes

were no

less than the expression of a "challenge" to a society

which did not give the active population what it wanted.

I should like t o refer here to the remarks made to the experts

by a representative of the Industrial Relations Division Secretariat concerning a look at two points: "The O.E.C.D. has asked you to take

absenteeism

and

staff turnover because

its vocation

is to promote: a. b. Now, economic growth improvement in the quality of life. affects both but of these targets. The present

absenteeism

seminar is all very well, to to go put to work with the

it is not enough. We shall have Relations (as far report Working as we Party

Industrial statistics plac:c,

more

order In

into the

the

the budget are going

will

permit).

second

the

to publish will have to support your action among managements. Lastly, we regard of life job at absenteeism and staff workers' already turnover as 'social and the in

indicators' quality of

satisfaction, work. We

attitudes begun

have

research

this direction and w e shall continue".

1:I 0
aut
I

think

the

experts

also

became

convinced

that

society

is Eaced w i t h a n imminent change.

What w i l l t h e r e s p o n s e o f

i n d u s t r i a l s o c i e t y be?

In

view

of

the experts' and because

i n f l u e n t i a l ~ o s i t i o ni n of their many exchanges

their of

respectivi? durlng

countries

views

thcse three days, substantially to and use

t h e y were i n a v e r y g o o d p o s i t i o n t o c o n t r i b u t a this response. They

towards

were

now

determined

a s y s t e m a t i c and of man

s c i e n t i f i c method

i n which much

t h e behaviour efficiently

attitudes

at

work

would

be

more

a n a l y s e d a n d p o l i c i e s c o u l d meet f u n d a r a e n t a l n c t u l s m o r e effectively.

d u t now w e h a v e b e e n o v e r t a k e n b y the " e v e n t " l t s c l f

and l n d u s t r ~ a l

s o c l c t y w l l l n o d o u b t b e s u b j e c t e d t o 1 . h ~c h a n g e w e h a d f o r e s e e n .

"A

great

crisis
of

waits
a

at

the

gates "which

of

the

West".

1t

is

on our

the

threshold

shortage

seemed To the

u:~thinkable in

industri.ally this

affluent

societies". not even drive a

Mr. D u v e r g e r ' s
to

eyes,

"revolution"

w i l l

Westerners fall of in

dramatic could firms,

restrictions. be responsible

However, for the

sliqht down

producticn number of

closing

a g r e a r number o f d i s m i s s a l s a n d i n c r e a s e d unemployment.

T t

is

tempting
I

to

adopt

an

assessment The slowing

similar

to

that

made

Mr.
of

Mansholt. which

dowr the

cr

even

complete foundations

stoppaqe

growth,

could

shdke

very

o f West e r n s o c i e t i e s , may o n t h e o t h e r h a n d p r o 1 l d e a n o p p o r t u n i t y
1.

Dwergcr, Hauricc: " L c Nonde", 9 t h a n d l o t h I)ecrrnbrr, 1973

121 for the the one

latter to

change been This not in

over

to
of

other for

criteria
nearly
to
bc

and

to

adopt the and an

we
of

have life.

speohing quality that

ten

years:

quality defined.

remains man's

discovered
lies

W e

do

think his

well-being "We in

in

indefinite begun
to

increase believe

material
up

goods.

had the

finally economic

it,

wrapped

as

w e

were

assumption t h a t e n t e r p r i s e s can only s u r v i v e through growth.

It

i s e x c e p t i o n a l l y l u c k y t h a t a t t h e c r u c i a l moment t h e e x p e r t s
the
O.E.C.U.

and

are

a t

c e n t ~ n l point

where

consultation

c a n h a v e a d e c i s i v e i n f l u e n c e o v e r t h c f u t u r e o f men.

Let of the the a t what us

us our

take

up

Mr.

Duverger's Several new it

question:

then

what is t h e f u t u r e

societies? that

Member of

countries values Utopian

let

us

see

during

meeting old what it reason ones.

is

scales

had to very our

already aim, for

replaced example, name for

Is

therefore

called

"job

enrichment" after while

all

(a
all,

modest

represents)?

For, that
-

experience
is

gives

to
in

believe quality

the the

product

enriched

especially a t new his and this

above man

man i s e n r i c h e d . finds through

Even this of

elementary of

level,

gradually free

method own

organisation human his

the

exercise

and

balance

essential of

faculties: work

inventiveness, all,

organisatjon essential

management

a n ~ l , above

that

c o l l a b o r a t i o n i n w o r k i n g w i t h t h e members o f h i s L e a m .

W e

are

convinced

that

it

is

necessary pay off".

to go still
"Continuing for

f u r t h e r and training" work. we In think

that far

new from

experiments running with dry

"will

will

promote labour

enthusiasm

agrccment

some

eminent

psychologists,

122 that any

adult
of

training a

is

only

siqnlficant

and

valid chanye

in

the

perspective

structural

and

qualitative

wlthin

t h e enterprise.

The

Director

of

Industrial

Rel~tions in that, place from in the

distant universal

country change

invited

employers

to
has

realise been

i n s o c i e t y which
the the up
latter

taking

o v e r t h e l a s t few y e a r s , the
businessmen.
And

expects has

sonethinq indeed been to

new

reaction

excellent:

businessmen

have to

set
the

Research

Committee

prepare

industry

to

adapt

n e e d s o f t h e new s o c i e t y .

Shall be

we

be

able
by his

to

make

the

firm

place

where

man

w i l l

enrichcd

job

- a school and a c u l t u r a l c e n t r e where

be the

work with needs

will
what but

no
is

longer

only for

means

of

providing their

populations elenentary

necessary a

s a t i s f a c t i o n of

also
and

means

of

developin5

practical

intelligence,

creativcncss Unless

all

t h e human of the

F a c u l t i e s ? Would industrj.al

t h i s be U t o p i a n ?

achievement

new

society

is

perhaps

t h e o n l y outcome?

Whatever a be
w i l l

this

Future The What in

may

be,

the

change

in

v ~ l u c sis may no

already longer changes society.

point so

gained. tomorrow.

surest

values

yesterday that and

is

certain

is

substantial of

take order
to

place
to
makc

the and

organisation also use foresee of

structure

In have

follow

these

chanqes,

we

shall

systematic

the

diagnostic

instruments

i n o u r possession and i n t e r n a t i o n a l s o l i d a r i t y w i l l b e increasingly necessary world in order

to

preserve

squilibr-ium

and

peace

in

the

The

author's

previous

study

on

'Absenteeism derivcd

amol-19 male the

and

remale

workers'

in

Greater

Bombay,

following

1.

Sex Structure In is a way

Absenteeism female workers But take more leave

it is true that and for males an

than male workers i.e. 15.59% maternity leave and of leave female is

the rate of absenteeism for females 13.47%. if we consider that unavoidable part essential and

of a female worker's life and if we do not consider maternity workers, the rate of becomes 13.47% absenteeism oi male respectively, female workers and 13.51%

which is about the same.

2.

Age Structure and Absenteeism The highest rate of absenteeism for b o t h m a l e and female

workers is in the age group of 31 to 40 years.

3.

Education and Absenteeism In male workers, of the leave is a the higher the the education, in the female the less the the the

amount higher unless

taken very

whereas higher high

workers,

education,

rate of absenteeism education 1.e.

there

level of

female worker is a post-graduate or a Ph.D. 4. Native Place and Absenteeism Hale who workers have some whose work native to be place done in is in Maharashtra native place and like

the

farming, improvement of land or property, take more leave. In female workers, there is no correlation between place
&

native

absenteeism.

1.

Mrs. Gandhi,Krishna H . , - A comparative s t u d y , p?.\

\'I

I
1

124

Marital Status and Absenteeism

Absenteeism
increases

in

female

workers

whcn

thcy

arc

marrled whereas ln male workers the opposlte is true. No-of Children When
8

Age of the Last Child both male

&

Absenteeism children and

the workers,

female, have and

when the children are small, both

the male

female workers

take more leave. But if female workers do not have children then their rate of absenteeism is remarkably low. Responsibility of household work and Absenteeism When work the workers are respon,;ihlt? for doing their household they take for the the maximum amount work of leave. And it is are from this survey that 78% of female workers only

obvious workcrc

responsible

household

whereas

8% male

are responsible for the household work.

Type of Work and Absenteeism When and other the workers mechanical hand, (both make work, they dnd tdke female) arc dolnq morc leave. On routlnt other

those who are on

administrative

side and have

more responsibitles take less leave. Length of Service and Absenteeism As of the number of years both in service
&

increase, female

the

rate goes

absenteeism

(for

make

workers)

higher. 10. Salary Upto rises

8

Absenteeism levels of income, rise. the rate after of a absenteeism certain level

certain as

income

levels

But

of Salary is reached (i.e. more than Rs.5,000) it decreases.

11.

Reasons for Taking Leave For most of the female workers the main reasons for taking leave work, are family responsibilities, domestic to
&

household place,

work, attendirij to children etc. In male workers, personal family responsibilities, visit native entertainment etc. are the reasons for takii~g leave.