Swati Project (1)

A COMPREHENSIVE STUDY ON WORKER’S ABSENTEEISMVARDHMAN YARN & THREAD LTD. BADDI DR IT. INSTITUTE OF MANAGEMENT AND TECNOLOGY (IMT) In partial fulfillment of requirement of degree of ( BACHELOR OF BUSINESS ADMINSTRATION) Submitted To: Mr.Gagan Gulati Submitted By: Swati Rai Roll No 80907322029 BBA 6th sem ACKNOWLEDGEMENT Talent & capabilities are of course necessary but opportunities and good guidance are two very important things without which no persons can climb those infant ladders towards progress. First of all I am very much indebted and thankful to my parents and God for giving me strength for completion of my Internship. . I express my sincere thanks to my project guide Mr. Gagan Gulati for providing me her valuable time and fruitful guidance. Lastly but not least , I thank my friends , relatives and near and dear ones for their wholehearted support in this efforts of mine. SWATI RAI PREFACE There is a famous saying “The theory without practical is lame and practical without theory is blind.” Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. Human resource is an important part of any business and managing them is an important task. Summer training is an integral part of the student of Management have to undergo training session in a business organization for 6 weeks to gain some practical knowledge in their specialization and to gain some working experience. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of Academy of Management Studies, baddi has with a modern system of practical training of repute and following management technique to the student as integral part of MBA. In accordance with the above obligation under going project in “vardhman yarns&thread Pvt. Ltd., baddi. The title of my project is “Absenteeism of Employee” Certainly this analysis explores my abilities and strength to its fullest extent for the achievement of organization as well as my personal goal. CONTENTS 1 Profile of Vardhman Yarns and Threads Ltd., Baddi 1.1 Mission & Vision 1.2 History 1.3 Philosophy 1.4 Portfolio 1.5 Holdings 1.6 Market 1.7 Achievements 01-01 02-02 03-03 04-05 06-07 08-08 09-10 2 Absenteeism : An Introduction 2.1 Concept of Absenteeism. 2.2 Types of Absenteeism 2.3 Calculation of absenteeism 2.4 Causes of absenteeism 2.5 Categories of absenteeism 2.6 Measure to minimize absenteeism 3 Review of literature 4 Research Methodology 4.1 Statement of problem 4.2 Objective of the study 4.3 Scope of study 4.4 Methodology Used: Questionnaire 4.5 Sampling unit and sampling size 3.6 Method of Data Collection 20-20 20-20 20-20 21-22 21-22 21-22 12-12 13-13 14-15 14-15 16-16 17-17 18-19 5 Data Analysis: Inference Findings and Suggestions Limitation of study Conclusion 23-46 47-51 51-51 52-52 Bibliography Annexure PART-I Company Profile ABOUT THE COMPANY Vardhman is a major integrated textile producer in India. The Group was setup in 1965 at Ludhiana, Northern India. Since then, the Group has expanded manifold and is today, perhaps, the largest textile conglomerate in India. The Group recorded a turnover of Rs.3860 crores in FY 2008-09. The Group portfolio includes manufacturing and marketing of Yarns, Fabrics, Sewing Threads, Fibre and Alloy Steel. 1.1 Mission Vardhman aims to be world class textile organization producing diverse range of products for the global textile market.Vardhman seeks to achieve customer delight through excellence in manufacturing and customer service based on creative combination of stateof-the-art technology and human resources. Yardman is committed to be responsible corporate citizen. Vision Vardhman- rooted in values ,creating word class textile. 1 1.2 HISTORY The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is otherwise known as the "Manchester of India". Within the precincts of this city is located the Corporate headquarters of the Vardhman Group, a household name in Northern India. The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan Chand Oswal has today blossomed into one of the largest Textile Business houses in India. At its inception, Vardhman had an installed capacity of 14,000 spindles, today; its capacity has increased multifold to over 8.0 lacs spindles. In 1982 the Group entered the sewing thread market in the country which was a forward integration of the business. Today Vardhman Threads is the second largest producer of sewing thread in India. In 1990, it undertook yet another diversification - this time into the weaving business. The grey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000 meters per day, has already made its mark as a quality producer of Grey poplin, sheeting, and shirting in the domestic as well as foreign market. This was followed by entry into fabric processing by setting up Auro Textiles at Baddi, which currently has a processing capacity of 1 lacs meters/day. In the year 1999 the Group has added yet another feather to its cap with the setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre production undertaken with Marubeni and Exlan of Japan. The company also has a strong presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the domestic market. Adherence to systems and a true dedication to quality has resulted in obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textile industry in India and yet another laurel to its credit. 2 1.3 PHILOSOPHY • • • • • • • • • • • Total customer focus in all operational areas Products to be of best available quality for premium market segments through TQM and zero defect implementation. All functional areas. Global orientation targeting - at least 20% production for exports. Integrated diversification/product range expansion World class manufacturing facilities with most modern R&D and process technology. Faith in individual potential and respect for human values. Encouraging innovation for constant improvements to achieve excellence in all functional areas. Accepting change as a way of life Appreciating our role as a responsible corporate citizen. 3 1.4 PORTFOLIO The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel Yarns Yarn Manufacturing is the major activity of the group accounting for 65 percent of the group turnover. Vardhman is virtually a supermarket of yarns, producing the widest range of cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Vardhman is the market leader in India. The group has nine production plants with a total capacity of over 5.5 lacs spindles, spread all over the country. In many of the yarn market segments, Vardhman holds the largest market share. Vardhman is also the largest exporters of yarn from India, exporting yarns worth more than USD 90 million. Sewing Thread Vardhman is the second largest producer of sewing thread in the country. The sewing thread manufacturing capacity is being expanded from present 17 tons per day to 22 tons per day in its sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewing threads contributes 12 percent of the group turnover. 4 Fabrics The group has created state-of-the-art fabric weaving and processing facilities in its plant at Baddi, Northern India. The group has installed 208 shuttles less looms and a fabric processing capacity of 30 million meters per annum in collaboration of Tokai Senko of Japan. Fabrics business contributes 8 percent to the group turnover. Fibre The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in collaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of 18000 tons per annum. Fibre contributes 8 percent to the total turnover of the group. Steel The Group is also present in upper-end of the steel industry. The group has manufacturing capacity of 100000 tons of special and alloy steel. The group supplies its steel products to some of the most stringent quality steel buyers like Maruti and Telco. It contributes 6 percent to the total turnover of the group 5 1.5 HOLDINGS Spinning Business Domestic Trade Area Units Vardhman Spinning & General Mills Auro Spinning Arihant Spinning Arisht Spinning Gas Mercerised Yarn Business Auro Dyeing Export Oriented Units Anant Spinning Vardhman Spinning & General Mills Export Oriented Units VMT Ludhiana, Punjab Baddi, HP Malerkotla, Punjab Baddi, HP Hoshiarpur, Punjab Baddi, HP Mandideep, MP Baddi, HP Baddi, HP Fabric Business Auro Weaving MSML Textiles Division Auro Textiles Sewing Thread Business ST-I ST-II ST-III ST-IV Baddi, HP Baddi, HP Baddi, HP Hoshiarpur, Punjab Ludhiana, Punjab Perundurai, TN Baddi, HP Vardhman Special Steels Ludhiana, Punjab Bharuch, Gujarat Vardhman Acrylics Limited 6 VARDHMAN GROUP 7 1.6MARKET • • • • • • • • Largest Spinning capacity in India - over half a million spindles. Largest producer of Cotton, Synthetics and Blended yarns in the country Largest Dyeing Capacity of Fibre and Yarn Largest Exporter of Cotton Yarn Market Leader in Hand Knitting Yarns in India Largest range of Textile products Second largest producer of Sewing Thread in the country Collaborations with specialist worldwide 8 1.7ACHIEVEMENTS It’s an overwhelming feeling when the efforts and hard work put in are recognized and felicitated. A feeling that galvanizes the Group into believing in more, in itself and reaffirming its commitment to offer products that invoke trust and reliability Back home, the Vardhman Group became India's first textile company to be awarded ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns and Grey woven fabrics from India. Vardhman is also the largest producer of tyercord yarns and the second largest producer of sewing threads in India. The Vardhman Group vision of excellence is matched by a dedication and sincerity to be the best and excel in every industry it has a presence. Chairman, Mr. S.P. Oswal got Shri Padam Bhushan award in January 2010 Textile Export Promotion Council 2007-08 Special achievement award in yarn category Textile Export Promotion Council 2007-08 Silver top exporter award in yarn category Textile Export Promotion Council 2007-08 Bronze trophy in processed yarn category Textile Export Promotion Council 2005-06 Bronze trophy for highest global export category overall World trophy in highest export in yarn category. Textile Export Promotion Gold trophy in EOU/EPZ for export of cotton yarn Textile Export Promotion Bronze trophy in mill fabric exporter category Textile Export Promotion Gold Trophy in EOU/EPZ for export of cotton yarn Textile Silver Trophy Textile Bronze Trophy Export Promotion Council 2003-04 Council 2003-04 Council 2002-03 Council 1998-99 Export Promotion Council 1997-98 10 Vardhman Yarns and Threads Limited, UNIT-IV,BADDI Vardhman Textiles Limited (VTXL) transferred its threads business on a slump sale basis to one of its subsidiary companies, Vardhman Yarns and Threads Limited (VYTL), through a Scheme of Arrangement, Re-organization and Demerger as sanctioned by the Hon’ble Punjab and Haryana High Court, with effect from 1st April, 2008. The holding of VTXL in VYTL as on the said date was more than 98 percent. The threads business of the subsidiary company, viz. VYTL, comprises of four manufacturing units located at Hoshiarpur and Ludhiana (Punjab), Perundurai (Tamil Nadu) and Baddi (HimachalPradesh). The Company entered into a joint venture in VYTL with M/s. American & Efird, Inc. (A&E), one of the world’s largest global manufacturers and distributors of industrial sewing threads, embroidery threads and technical textiles, with A&E’s initial holding of 35 percent. Recently, A&E has acquired the additional 14 percent equity shares of the joint venture company, VYTL, from Vardhman Textiles Limited and thus holds 49 percent equity shares. The joint venture Company, however, continues to be a subsidiary of Vardhman Textiles Limited, whose shareholding is now 51 percent 11 Absenteeism An Introduction 2.1 INTRODUCTION Some Definitions of Absenteeism: “Absenteeism” is a practice or a habit of being an “absence” and an “absentee” is one who habitually stays away - WEBSTER’S DICTIONARY - ‘Absenteeism’ is the failure of a worker to report for work when he is scheduled to work. - LABOUR BUREAU SIMLA Meaning: Employees’ presence at the work place during the schedule time is highly essential for the smooth running of the production process in particular and the organization in general. Despite the significance of presence, employees sometime fail to report to the work place during the scheduled time, which is known as “Absenteeism”. According to PICOARS AND MAYERS: Unexpected absence disturbs the efficiency of the group as the jobs are inter connected, if one single man remains absent without prior notice the whole operation process is distributed. This Absenteeism results in production losses because, due to Absenteeism, workers cost increases and thus efficiency of operations is affected. 2.2 Features of Absenteeism: Research Studies undertaken by different authors reveal the following features of Absenteeism  The rate of Absenteeism is the lowest on pay day; it increases considerably on the days following the payment of wages and bonus  Absenteeism is generally high among the workers below 25 years of age and those above 40 years of age.  The rate of Absenteeism varies from department to department within an organization.  Absenteeism in traditional industries is seasonal in character 12 2.3 Types of Absenteeism Absenteeism is of four types viz…. 1. 2. 3. 4. Authorized Absenteeism. Unauthorized Absenteeism. Willful Absenteeism. Absenteeism caused by circumstances beyond one’s control. 1) Authorized Absenteeism If an employee absents himself from work by taking permission from superior and applying for leave, such Absenteeism is called authorized Absenteeism. 2) Unauthorized Absenteeism If any employee absents himself from work without informing or taking permission and without applying for leave, such absenteeism is called Unauthorized Absenteeism. 3) Willful Absenteeism If any employee absents himself from duty willfully, such Absenteeism is called Willful Absenteeism 4) Absenteeism caused by circumstances beyond one’s control If any employee absent himself from duty owing to the circumstances beyond his control like involvement in accidents (or) sudden sickness, such absenteeism is called Absenteeism caused by circumstances beyond one’s control. 2.5 Calculations of Absenteeism rate: Absenteeism can be calculated with the help of the following formula. Absenteeism rate = ( No of Mondays lost / No of Mondays scheduled to work)*100 Absenteeism rate can be calculated for different employees and for different time periods like month & year. 13 Frequency rate The frequency rate reflects the incidence of absence and is usually expressed as the no of separate absence in a given period, irrespective of absence. The frequency rate represents the average no of absence per worker in a given period. Frequency rate = (The no of times in which the leave was availed/ Total no of Monday’s schedules to work)*100 Severity rate: Severity rate is the average length of time lost per absence and is calculated by using the following. Severity rate = (Total no of days absent during a period/ Total no of times absent during that period)*100 A high severity rate indicates that the employee is absent for longer duration each time. High frequency and severity rates indicates that the employee is absent more frequently and for longer duration’s each time resulting in high Absenteeism even in absolute terms. 2.6 Causes of Absenteeism The following are the general causes of the Absenteeism 1. Maladjustment with the working conditions: If the working conditions of the company are poor, the workers cannot adjust themselves with the company’s working conditions. Then they prefer to stay away from the company. 2. Social and religious ceremonies: Social & religious functions divert the workers attention from the work. 3. Unsatisfactory housing Conditions at the working place 4. Industrial housing The industrial fugue compels workers to remain outside the work place. 5. Unhealthy working conditions The poor and intolerable working conditions in the factories irritate the working excess heat, noise, either too much or too low lighting, poor ventilation, dust, smoke cause poor health of the workers. This factory causes the workers to be absent. 6. Poor welfare facilities Though a no of legislation concerning welfare facilities are enacted, many organizations fail to provide welfare facilities. This is either due to the poor financial position of the companies (or) due to the exploitative attitude of the employs. The welfare facilities includes poor sanitation, washing, bathing first aid appliances, ambulance, restrooms drinking water, canteen, shelter, crèches etc.. The dissatisfied worker with these facilities prefers to be away from the workplace. 7. Alcoholism Workers mostly prefer to spend money on the consumption of liquor and enjoyment after getting the wages. Therefore, the rate of absenteeism is more during the first week every month 8. Indebtness The low level wages and unplanned expenditure of the workers force then to borrow heavily. The research studies indicate that workers borrow more than 10 times of their net pay. Consequently workers fail to repay the money. Then they try to escape the place in order to avoid the money lenders. This leads to absenteeism. 9. Maladjustment with job demands The fast enhancing technology demand higher level skills from the workers fail to meet these demands due to their lower level education and/or absenteeism of training. 10. Unsound personnel policies The improper and unrealistic personnel policies result in employee dissatisfaction. The dissatisfied employee in tune prefers to be away from the work 11. Inadequate leave facilities The inadequate leave facilities provided by the employer forces him to depend on ESI leave which allows the workers to be away from the work for 56 days in a year on half pay. 12. Low level of wages Wages in some organizations are very poor and they are quite inadequate to meet the basic needs of the employees. Therefore, employers go for other employment during their busy seasons and earn more money. Further, some employees take up part time jobs. Thus the employees resort to moonlighting and absent themselves from the work. 15 Categories of Absenteeism K.N.VAID classified chronic absenteeism to fine categories viz…. 1) Entrepreneurs 2) Status seekers 3) Epicureans 4) Family-oriented and 5) The sick and the old. 1) Entrepreneurs These classes of absenteeism consider that their jobs are very small for their total interest and personal goals. They engage themselves in other social and economic activities to fulfill their goals. 2) The status seekers This type pf Absentees enjoy or perceive a higher ascribed social status and are keen on maintaining it. 3) The epicureans The classes of absentees do not like to take up the jobs which demand initiative responsibilities, discipline and discomfort they wish to have money, power, and status but are unwilling to work for their achievement. 4) Family-oriented These types of absentees are often identified with the family activities. 5) The sick and old These categories of absentees are mostly unhealthy, with a weak constitution or old people. 16 Measures to minimize Absenteeism Absenteeism affects the organization from multiple angles. It severely affects the production process and the business process. The effect of unauthorized absenteeism is more compared other types of absenteeism. However, it would be difficult to completely avoid absenteeism. The management can minimize absenteeism. The following measures are useful in controlling or minimizing absenteeism. 1) Selecting the employees by testing them thoroughly regarding their aspirations value systems, responsibility and sensitiveness. 2) Adopting a humanistic approach in dealing with the personal problems of employees. 3) Following or proactive approach in identifying and redressing employee grievances. 4) Providing hygienic working conditions. 5) Providing welfare measures and fringe benefits, balancing the need for the employee and the ability of the organization. 6) Providing high wages and allowances based on the organizational financial positions. 7) Impressing the communication network particularly the upward communication. 8) Providing leave facility based on the needs of the employees and organizational requirement. 9) Providing safety & health measures. 10) Providing cordial human relations & Industrial relations. 11) Educating the workers. 12) Counseling the workers about their carrier, income & expenditure habits & culture. 13) Free flow of information, exchanging of ideas problems etc between subordinate & superior. 14) Granting leave and financial assistance liberally in case of sickness of employee & his family members. 15) Offering attendance bonus & inducements. 16) Providing extensive training, encouragement, special allowance in cash for technological advancements. 17 PART- III REVIEWOF LITERATURE Brian S. Klaas/26 September 2002/http://www.science direct.com This study examined the merits of one perspective on the relationship between absenteeism and grievance activity by studying whether that relationship varied across six types of grievance activity. The transfer function between each type of grievance activity and absenteeism was estimated with time series techniques. Data were collected on the monthly level of absenteeism and grievance activity over an 8-year period from a unionized organization. The results suggest that the direction of the relationship varies substantially in association with the nature of the grievance. Although statistically significant increases in absenteeism occurred in association with policy grievances, statistically significant decreases in absenteeism occurred in the month following disciplinary grievances and negative outcomes from disciplinary grievances Craig A. Olson/1999-02-01/ http://www.ingentaconnect.com The aim of this paper is to bring the temporal nature of absence decisions into the forefront of the analysis of employee absenteeism. The theoretical contribution of the paper draws on the conventional labor supply model of absence behavior and extends the analysis in order to place absenteeism in the context of multi period analysis. In addition, the implications of a specific absence penalty system are analyzed which essentially makes the availability of overtime working conditional on an employee's absence history. The empirical analysis explores a daily panel of absence histories gathered by the firm which operates this particular penalty system. The analysis of such panel data, therefore, incorporates the temporal aspect to the absence decision-making process. The findings suggest that the absence penalty system is effective and, furthermore, the results indicate ways in which the effectiveness of the system could be enhanced. In general, the results confirm the findings of other researchers, which suggest that characteristics of the employment contract such as wages are important determinants of observed absence behavior Tove H. Hammera/ October 1981/ http://www.science direct.com Used R. M. Steers and S. R. Rhodes's model as a framework for examining patterns of absenteeism and their predictors among 112 workers (mean age 44 yrs) in an employeeowned organization. The focus of the study was the effect of job satisfaction on voluntary absenteeism, which is traditionally thought to be either negative or canceled out by pressures to attend work. An alternative hypothesis is offered by A. O. Hirschman's (1970) exit, voice, and loyalty (EVL) model, which suggests that workers who are loyal to their employer and believe that they can improve undesirable conditions will come to work when they are dissatisfied because they can voice their complaints instead of withdrawing silently. Results show that absenteeism was affected primarily by organizational and financial commitment but that job satisfaction was not a predictor. Voluntary absenteeism declined after transfer to employee ownership but was offset by an increase in involuntary withdrawal as employees began publicly to legitimize their 18 absenteeism. Results suggest that a better understanding of the psychological processes leading to temporary withdrawal could come from an examination of the costs to the worker of being present, in addition to the traditional focus on the rewards of working. Joseph J. Martocchio/3 October 2002/ http://www.science direct.com Meta-analyses were performed on 34 samples that included correlations of the age and employee absenteeism relationship. Samples were categorized into 2 groups for voluntary absenteeism and involuntary absenteeism based on the frequency index and the time-lost index, respectively. Results indicated that both voluntary and involuntary absence are inversely related to age. Unexplained variance remained for each of the absence measures after variance due to sampling error and measurement unreliability was statistically estimated. Work demand was negatively associated with age, but not in the expected direction. Work demand did not moderate the age-absence relationship for either voluntary or involuntary absence. Sex moderated the relationship between age and voluntary absenteeism only. For men, the relationships were negative; for women, they did not differ significantly from 0. Implications for research and human resource management practices regarding aging and absenteeism are discussed. James A. Breaugh/9 May 2007/ http://www.ingentaconnect.com Recent reviews of the absenteeism literature indicate that absenteeism as a phenomenon is still neither well understood nor accurately predicted. The present study incorporated many of the suggestions for improving absenteeism research that were made in the reviews. More specifically, a longitudinal design was used to assess the accuracy with which the 1977 absenteeism (i.e., total days absent, absence frequency, and supervisory absenteeism rating) of 112 research scientists could be predicted from their previous absenteeism (1974-1976). In addition, the relationships between 1977 absenteeism and 3 work attitudes (job satisfaction, job involvement, and supervisory satisfaction) were assessed. Findings show that past absenteeism was a better predictor of 1977 absenteeism than were the 3 work attitudes. Data relevant to the psychometric equivalence and stability of the absenteeism measures are also reported 19 PART- IV RESEARCH METHODOLOGY RESEARCH METHODOLOGY: Theoretical background of the Topic: Absenteeism has been variously defined by the Authorities from time to time. Thus the term Absenteeism refers to the workers absence from his regular task, when he is scheduled to work. Any employees stay away from work if he has taken leave to which he is entitled or on the grounds of sickness or some accident without any previous sanction of leave. Nevertheless usually, involuntary lay off, lack of work, authorized leave or vacation period of work stoppage are not counted as absence. Strikes, lock outs and late attendance are treated as absence. STATEMENT OF PROBLEM Study of Absenteeism among Industrial Worker is not only from view point of but it is important from the view point of moral of employees. Even though the effect of the good morale of employees, may not be calculated in terms of costs, but it should be said that, it is important than cost.There is a clear relationship between high absenteeism and employees moral, because it can easily traced that these department having high rate of absenteeism have low moral. There is a clear relationship between employee’s attitude & absenteeism. They are related to each other. So employee’s attitude & morale are the important factors. Labors is Human Factor, therefore consideration shall also be taken into account in the discussion of problem connected in the absenteeism has been continuous to be one of the major labors problem in Indian Industries. As “No work No pay” is usually the general rule, the loss to workers absenteeism is quite obvious when the workers fail to attend to the regular work, there income is reduced and the workers become still poorer. Hence, Health and efficiency of the worker is affected by the irregularity of the workers attendance. The loss of employees and industry is due to absenteeism is still greater and both efficiency and discipline suffer the maintenance of additional workers leads to serious implications. Thus the above discussions show how the problem of absenteeism is very important to the organization. So, I have selected this problem of study. 20 OBJECTIVES OF THE STUDY The Study aims at assessing the absenteeism in workers.  To find out causes of Absenteeism & suggest remedies to reduce it.   To find out the rate of Absenteeism in vardhman yarns thread To know the corrective measures taken by the co. to reduces the rate of Absenteeism SCOPE OF THE STUDY The present study “ Workers Absenteeism” Covered only at vardhman yarn and thread unit, could be of great use for the organization concerned in the following area:  . The study attempts to analyze the effectiveness and employee’s individual opinion about reason for the absenteeism.  . The study emphasizes to reveal the reasons behind the absenteeism in vardhman unit.  . The study aims to work on the feedback given by the employees and come up with valuable suggestions for the improvement of the Absenteeism. This is the technique followed in social research on any subject. The research has selected the subject: “A Study of Absenteeism of workers in vardhman yarns and threads ltd Baddi unit” RESEARCH DESIGN: The process starts after selection of the topic Research Design denotes the planning of the research study by which the researcher followed the below mentioned methods and techniques DATA COLLECTION: Data Collected from primary and secondary data/sources. Primary Data: Asking questions with employees and workers personally. Secondary Data: Collecting the data from reference books and past records. 21 SAMPLING METHODS: Convenience Sampling. Sampling Units: 40 Methods of Data Collection: Primary Data: Interview Method Questionnaire Secondary Data: Company Records Processing And Analysis Of Data. After the data have been collected it has be analyzed. The data obtained from the questionnaire is arranged in a serial order their master copy with tabulation method is being prepared. Tabulation is part of the technical procedure where in the essential data is put in the form table. 22 3.1 DATA ANALYSIS AND INTERPRETATION Table 1 Age of the Respondents Employee age in years Below 20 20-25 25-35 Above 35 Total Respondents 10 10 10 10 40 Percentage 25 25 25 25 100 Inference: The above table explains that from the total respondents 25% of respondents are below age groups of 20 years. 25% of respondents are of groups of 20- 25 years, 25-35 years age of groups is 25% and above 35 years are 25% of respondents. None of the respondents are below further it clears that majority of total respondents are from all age of groups. 23 Table -2 Table showing in which department the respondents’ works. Department Make-up Finishing Dyeing Twisting total Respondents 16 8 8 8 40 Percentage 40 20 20 20 100 Inference: From the above table it indicates that of the total respondents, 40% of respondents are working in make-up department. In finishig 20% of respondents, 20% of respondents are working in dyeing ,and the rest 20% of respondents in twisting Further it clears that no of respondents are working in make- up department 24 Table-3 Marital status of respondents Marital status respondents Percentage married unmarried Total 25 15 40 62.50 37.50 100 Inference: According to the survey conducted 62.50% of respondents are got married and rest of respondents is got married and rests of respondents i.e. 37.50 %of respondents are unmarried. From the above table it is clear that the majority of respondents i.e. 62.50% of respondents are married. 25 Table -4 The educational qualification of Respondents Qualification 5th 8th 10th 12th Total Respondents 0 12 18 10 40 Percentage 0 30 45 25 100 Inference: As shown in the table most of the respondents i.e.30 % of respondents are 8 passede, 45% of respondents are 10th & 25% of respondents and 5th passed are 0%. th 26 Table-5 Years of experience of the respondent’s years of s.no experience <1 1 2 1 to2 Response 8 8 2 to5 3 5to10 4 >10 5 total 8 8 8 40 Inference : From the above table that is indicates that of the total respondents, 20% of respondents are below 1 years of experience 20% of respondents are2 to 5 years of experience, 20% of respondents and having5 to 10 years of experience & rest of respondents i.e. 20% of respondents & having 10 and more years experience. 27 Table-6 How often worker remain absent in a month Opinion Nil Once Twice >two Total Respondents 12 9 13 6 40 Inference: As shown in above table out of 40 respondent 30% does not remain absent in a month, 22% remain absent once in a month,33% absent for two days in a month and remain 15% absent more than two days 28 Table-7 Responsibility of intimation to supervisor S.No. Option Often Responses 16 8 10 6 40 1 Sometimes 2 Rarely 3 Never 4 Total Inference: As per the table 17%of respondents feeling this responsibility rarely 14% feel it sometimes where as 27% feel it as must and the other i.e. 42% feel it never. 29 Table-8 What is the main reason of employee absenteeism? Sr.No. Option Health Problem Responses 25 11 2 2 40 1 Stress 2 Work Dissatisfaction 3 Work Environment 4 Total Inference: Out of total 40 respondents, 62% of respondents are absent because of health problem, and 28% of respondents absents because of stress ,5% of respondents will absent because of work dissatisfaction ,and remain 5% because of work environment From the above table it is clearly observed that the workers will absent to duty i.e. 62% are absent for health reason only 30 Table-9 Are you aware of your job responsibilities? S.No. Option Well Clear 1 Clear 2 Fairly Clear 3 Don't Know 4 40 Total 5 5 8 Responses 22 Inference : Out of 40 respondent 55% respondent are well clear about their job responsibilities ,20%say clear ,12%say they are fairly clear and restof13%dont know about their responsibilities 31 Table -10 Workers satisfaction regarding their job S.No. Option Well Satisfied 1 Satisfied 2 Fair 3 Not Satisfied 4 40 Total 2 8 13 Responses 17 Inference: According to the survey conducted 36.19% of respondents are well satisfied with their job,33% respondents are satisfied with their job ,20%says it is fair, and the rest of respondents i.e. 5% are not satisfied with their job From the above table it clears that the majority of respondents are satisfied with their job. 32 Table-11 Workers view regarding absent due to the working environment S.No. Option strongly agree Responses 3 6 10 21 40 1 Agree 2 Disagree 3 strongly disagree 4 Total Inference: According to the survey conducted out of total 40 respondents 7% of respondents are strongly agree and 15% of respondents are agree, 25% of respondents and disagree and rest i.e. 53% of respondents are strongly disagree for it. Further it clears that majority of total respondents i.e 40, 53% of respondents do not agree for the given statement. 33 Table -12 Relation with superior and coworker S.No. Option Very Good 1 Good 2 Fair 3 Poor 4 40 Total 5 4 6 Responses 25 Inference: As per the table 62% of respondents have very good relationship with higher authorities and coworker 15% have good relationship, 10% have fair and13%have not any good relations 34 Table-13 Superior behavior towards worker problem S.No. Option Very Good 1 Good 2 Fair 3 Poor 4 40 Total 3 10 6 Responses 21 Inference: Out of 40 respondent 52%says superior behavior is very good,15%say good , 25%it is fair and remain8% poor behavior of superior 35 Table-14 Worker having received any appreciation at their workplace S.No. Option Often 1 Sometimes 2 Rarely 3 Never 4 40 Total 17 6 8 Responses 9 Inference: According to survey conducted 22% of respondent are having creditors often,20% respondent having sometime,15% having rarely and the rest of respondents i.e. 43% of respondents are not having any creditors. Further it is clear that majority of total respondents i.e. 43% of respondents are not having creditors at their workplace. 36 Table-15 Feeling boredom with assigning duty S.No. Option Often Responses 6 5 4 25 1 Sometimes 2 Rarely 3 4 Never 40 Total Inference: The table shows that 10% of the respondents felt boredom at work rarely, 12% felt sometimes, 15% felt always and 63% felt never, it seems that the majority employees are interested in the work. 37 Table-16 Worker satisfaction regarding their wages S.No. Option Well Satisfied 1 2 Satisfied Responses 6 5 Fair 3 Not Satisfied 4 10 19 40 Total Inference : Out of 40 respondent 15% of respondent well satisfied with their wages,12%of respondent are satisfied,25% say it is fair ,and48% of respondent are not satisfied with their wagesin the company 39 Table-17 Welfare facilities in the company S.No. Option Well Satisfied Responses 22 8 9 1 40 1 Satisfied 2 Fair 3 Not Satisfied 4 Total Inference: The table shows that nearly 55% are well satisfied about welfare measures in the factory 20% feel, they are satisfied,22%feel they are fare and 3%feel they are not adequate 40 Table-18 Safety measure against accident in the company S.No. Option Excellent 1 Good 2 Fair 3 Poor 4 40 Total 4 9 7 Responses 20 Inference: The table shows that nearly 50% say excellent about safety measures in the factory only 17% feel good,23% say that its fair, 10% say they are not adequate. 41 Table-19 Strict action against absenteeism S.No. Option Often 1 Sometimes 2 Rarely 3 Never 4 40 17 8 6 Responses 9 Total Inference : From above table it seems that 22%worker says that there is always strict against absenteeism.15%says sometime,20%says rarely and remain43%no action against absenteeism 42 Table-20 Which shift worker find more difficult? S.No. Option Morning 1 Evening 2 Night 3 None 4 40 Total 16 10 0 Responses 14 Inference: As it can be clearly seen from the above table that from the total respondents i.e. 40, 35% of respondents are facing problems in morning shift 25% in night shif,0%in evening shift and move and rest of respondents 40% are not facing problems in any shift. Further it clears that majority of total respondents i.e. 40% are not facing problems in any shifts. 43 Table-21 Absent due to reaching factory late S.No. Option Rarely 1 Sometimes 2 Always 3 Never 4 40 Total 22 1 7 Responses 10 Inference: As per the table due to reaching factory late 25% of respondents are rarely. 17% are sometimes absent 3% are always absent and 55% are never absent only due to this reason. 44 Table-22 In which season worker are more absent S.No. Option Diwali 1 Holi 2 Chhath pooja 3 other reason 4 40 Total 12 4 8 Responses 16 Inference : From above table it seems that 40%worker remain more absent in the time of diwali ,20% are more absent on the time of holi ,10%on chhath pooja and remain 30%foe other reason (marriage ,etc) 45 Table-23 Worker suggestion to minimize absenteeism in company S.No. Option More Salary 1 More Leaves 2 Discipline 3 Work Cond. 4 40 Total 6 12 12 Responses 10 Inference : Out of 40 respondent 25%respondent suggest more salary to minimize absenteeism ,30% suggest more leave 30% suggest conduct discipline in the company ,15% of respondent suggest to improve working condition in the company 46 The rate of Absenteeism of the present year.2011 Jan Feb 4.45% 3.40% 2.23% 2.59% 4.33% March April May %age of absenteeism-2011 5 4 3 2 1 0 Jan Feb Mar Apr May 4.45 3.4 2.23 2.59 4.3 %age 47 Summary of Findings From the study it has found that there are many factors influencing the workers absenteeism, some of them are as follows. 1. Absenteeism in shifts is mainly in morning shift i.e. (8:45 am to5:45 pm) that mean it is high in morning. This is because workers in the morning shift experience greater discomfort during their course of work than they do during daytime. .. 2. Some of the workers absent because of ill health, family member’s health and unexpected work etc. 3. Some of the workers strongly agree that they have cordial relationship with the higher authorities. And they are very much satisfied with the safety measures undertaken by the company. 4. 5. Some of them absent because of Boredom in doing assigned job. . The rate of absenteeism is nearly 5% in Vardhman yarns and thread ltd. The normal rate in Indian Industry varies from 7% to 30%. The abnormal level is 40% in other reason. 6. The rate of absenteeism is high in the age group below 25years worker 48 Some of the training programs are being conducted by the mgt of VYTL regularly in order to improve the individuality of the workers and to bring up good result in production. And to prevent absenteeism, such as; “PROGRAME ON HYGHENE FACTORS”. “SAFETY AND SAFCTY MEASURES”. “POSITIVE WORK PRODUCTIVITY”. CULTURE AND“IMPROVEMENT OF “QUALITY OF LIFE-QUALITY OF WORK TIME MANAGEMENT”. Through these training programmes many worker have changed their life style and improved their attendance. According to the sample selected these are the findings 1. 20% of the respondents are under 20years and 20% are from 20 to 25 years and 20% are between 25 to 35 years and 20% are above 35years. 40% of the respondents belongs to makeup department, 20% of the respondents belonged to dying department, 20% of them to twisting department, and 20% to finishing department 62% of the respondents are married and 38% are unmarried. 2. 3. 4. 30% of the respondents are 8th passed, 45% are 10th standard and 25% are 12th slandered 12% of respondents are below 1 years of experience, 20% are b/w 1to 2 years 20% are b/w 2 - 5 years and 20% are b/w 5-10 years,and28%are more than 10 15%respondent are absent more than two days in a month,22%once in a month 33%once in a month and 30%never remain absent in a month 17% of the respondents are rarely feel responsible, 14% feel some times responsible27% are always feel responsible and 42% are never feel responsible. 62% of the respondents are absent because of the health problem 28% are because of stress and5% are because of work dissatisfactionand5%due to work environment 55% of the respondents said that they are well clear about their job responsibilities20%are clear ,12%are fairly clear and 13% say that tey are not clear about their job Acc to52%majority of respondent the working environment in the company is excellent,15%say it is good,25%say fair 8%working environment is poor 49 5. 6. 7. 8. 9. 10. 11. 62%responded. says that their relation with superior and coworker is very good15%good ,10%fair and13%poor 42% of respondents said that they well satisfied with their work ,33% of the respondents said that they are satisfied,25% said that it is fair 5% said they are not satisfied 52% of respondent said that superior behavior towards their problem is very good ,15%their behavior is good,25%said it is fair,8%recomend poor behavior 22%respondent said that they received appreciation always ,20% sometime,15%rarelyand 42% never received appreciation 15%of respondent always feel boredom in their routine work,20%feel sometime,10% feel rarely,63% never feel boredom in their routine work 12. 13. 14. 15. 16. 55%of respondent are well satisfied with well satisfied ,2o% of worker are satisfied,22%aresaid to fair welfare facilities and 3% of respondent are not satisfied According to 50% of respondent safety measure against accident is excellent,17%respondent say it is good,23%said fair and 10%respond poor 22%of respondent said that there is always strict action against absenteeism,15%says it is sometime,20%said it is rarely happen ,43%of respondent said there is no strict action against absenteeism 35% of respondent find their job difficult in morning shift,25% find difficult night shift,40%said they find no one shift difficult in their job 3%respondent agree that they are always absent because reaching factory late,25% said rarely absent due to this,15%they absent sometime due to this and 55%said they are never absent due to reaching late 30% of respondent suggest more leave to minimize absenteeism,30%suggest conduct discipline ,25% suggest more salary to minimize the absenteeism in the company 40% of respondent are absent during diwali,20% of respondent are absent in the time of holi,10%during chhath pooja ,30% absent due to other reason (e.g marriage etc) .15% of respondent are well satisfied with their wages ,12%of respondent are satisfied,25% of said it is fair, and remain 48% respondent are not satisfied with their wages 17. 18. 19. 20. 21. 22. 23. 50 SUGGESTIONS/RECOMMENDATIONS/CONCLUSIONS SUGGESTIONS The following are some to the suggestions in order to minimize absenteeism in the company. 1. Many of the workers agree that they have good relationship with higher authorities. Some may fear to talk with them, improving the communication network, particularly the upward communication. 2. Since the literacy rate very lower only few members are the 12th and, maximum of them are less literates, so that by counseling the workers about their career, income & expenditure, habit and culture. The company so what can reduce the absenteeism rate. 3. By providing high wages and allowance based on organizational financial positions. 4. Selecting the workers by testing them thoroughly regarding their aspirations, value system, and sense of responsibility. 5. The management should conduct regular seminars, group’s discussions, social gathering orientations programmers’ on the problems of absenteeism. 6. The personnel department (HRD) of the factory must conduct the interviews of the absenteeism cases and give proper counseling to the workers. 7. The employees who are attending to 3rd shifts have to be provided more benefits than the workers. In order to make them enthusiastic to attend the workers. Limitation of the study  The study was limited only to vardhman yarn and thread unit only.  As sampling is taken as an element of the study there might always be sampling errors.  The sample under consideration may not reflect the whole population.  Survey and study has been carried out in a span of only 6 weeks due to time constraint.  Since absenteeism is a vast topic to be discussed, the study may not reflect each and every aspect. 51 CONCLUSION 1. Majority of the employees are absenting due to ailment and health problems. 2. Majority of the employees has said they are paid worth of their work. 3. 4. Majority of the employees has said that there is no strict action against absenteeism. Most of the workers does not intimate their senior regarding their leaves. 5. Though there are limitations the personal department is taking special care to frame certain policies and procedures that would reduce absenteeism and increase the labor turn over. 6. Majority of workers is facing problems in 1st shift the company had to take necessary steps to reduce the problems. Majority of workers never got appreciation for their punctuality in the organization. So, The Management must think upon this aspect. 7. 52 Bibliography BOOKS:  “HUMAN RESOURCE MANAGEMENT” By C.B. GUPTA Published by SULTAN CHAND & SONS, New Delhi.  “RESEARCH METHODOLOGY” By C.R. KOTHARI Published by NEW AGE INTERNATIONAL PUBLICATION  “PRESONNEL MANAGEMENT” By C.B. MAMORIA & GANKAR Published by MALYA PUBLISHING HOUSE WEBSITE 1. http://www.vardhman.com/products_yarns_overview.asp 2. http://www.citehr.com/research.php?q=absentieesm&x=0&y=0 53 ANNEXURE A STUDY ON WORKER ABSENTEEISM IN VARDHMAN YARNS&THREADS (UNIT 1V) A UNIT OF VARDHMAN TEXTILE LTD Personal Detail Name. . . . . . . Age <20 25-35 20-25 >35 (a) Sex Male (b) Marital Status Female Married Unmarried 54 (c) No Of Year of Service <1 2-5 1-2 >5 Educational Qualification 5th 10th 8th 12th You are requested to select any one of the alternative which you feel correct in your opinion against each statement:- 1) How often you remain absent in a month? Nil Twice Once >Twice 2) Do you inform you superior about your absence to the duty Often Rarely Sometimes Never 3) According to you what is the main reason of employees absenteeism? Health Problems Work Environment Stress Others 4) Which shift do you find more difficult? Morning Night 5) What is your opinion about wages related to your work? Well Satisfied Fair 6) Are you aware about job responsibilities? Well Clear Fairly Clear 7) Are you satisfied with your job? Well Satisfied Fair 8) Have you received appreciation for your work? Often Rarely Sometimes Never Satisfied Not Satisfied Clear Not Clear Satisfied Not Satisfied Evening None 9) Your views regarding the working environment of Vardhman Yarns and Threads Ltd.? Excellent Fair 10) Do You Feel Boredom in your routine work? Often Rarely Sometimes Never Good Poor 56 11) How are your relations with superiors and co-workers? Excellent Fair Good Poor 12) Your Superior behavior towards your problems? Excellent Fair Good Poor 13) How are the welfare facilities in the company? Excellent Fair Good Poor 14) How do you think is the protection against accident in the company? Excellent Fair Good Poor 15) Is there any strict action against absenteeism? Often Rarely Sometimes Never 16) How often you remain absent because of reaching factory late? Always Sometimes Rarely Never 17) In Which time you are more absent? Diwali Chhath Puja Holi Others 18) Suggest your Suggestion to minimize absenteeism? More Salary Discipline Thank you More Leaves Working Conditions