employee absenteeism at cadbury india ltd
TRANSCRIPT
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GWALIOR (M.P.)
Session: 2013
A PROJECT REPORT
ON
Ways to Reduce Employee Absenteeism with Special Reference to
Cadbury India Ltd.
For the partial fulfillment of the award of
Master of Business Administration
(HR)
Submitted To: Submitted By:
Ms. Neha Saxena Shivani TomarSOSM Jiwaji University Roll No. 1287621
Gwalior III SEM, II - YEAR
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DECLARATION
I, the undersigned, hereby declare that the summer training project entitled Ways
to Reduce Employee Absenteeism with Special Reference to Cadbury India
Ltd. has been written and undertaken by me and is original work. The empirical
findings of this project are based on the information collected by me.
This report is submitted for the partial fulfillment of the degree of Bachelor of
Business Administration to the SOSM Jiwaji University, Gwalior (M.P.). I have
not submitted this report to any other university for any other degree/diploma
program.
Shivani Tomar
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GUIDECERTIFICATE
It is certified that the summer training report entitled, Ways to Reduce Employee
Absenteeism with Special Reference to Cadbury India Ltd. is submitted by
Ms. Shivani Tomar for partial fulfillment for the award of the degree of Bachelor
of Business Administration of SOSM Jiwaji University, Gwalior (M.P.). It is
record of candidates own work carried out at Cadbury India Ltd., Malanpur.
Ms. Neha Saxena
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ACKNOWLEDGEMENT
It gives me immense pleasure to express my deep sense of gratitude to Ms. Neha
Saxena, Faculty of SOSM JIWAJI UNIVERSITY, Gwalior, for his valuable
guidance and consistent supervision throughout the course.
I am also thankful to Mrs. Varsha Jain (HR Executive) for his valuable
guidance for preparing the final Report and also for providing the necessary
facilities.
Finally I am indebted to our other faculty members, my friends and my
parents who gave their full- fledged co-operation for successful completion of my
project.
It was indeed learning experience for me.
SHIVANI TOMAR
MBA III SEM.
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CONTENTS
Company profile 02-07 Objective of the study 08-09 Introduction of the topic Employee Absenteeism 10-23 Research methodology 24-26 Data analysis & graphical data representation 27-45 Findings 46 Suggestions & Implications 47-48 Conclusion 49-50 Bibliography 51 Annexure 52-54
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COMPANY PROFILE
Cadbury India is a fully owned subsidy of Kraft Foods Inc. The combination of Kraft Foods andCadbury creates a global powerhouse in snacks, confectionery and quick meals.
With annual revenues of approximately $50 billion, the combined company is the world's second
largest food company, making delicious products for billions of consumers in more than 160
countries. We employ approximately 140,000 people and have operations in more than 70
countries.
In India, Cadbury began its operations in 1948 by importing chocolates. After 60 years of
existence, it today has five company-owned manufacturing facilities at Thane, Induri (Pune) and
Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and 4 sales offices (New Delhi,
Mumbai, Kolkota and Chennai). The corporate office is in Mumbai.
Our core purpose "make today delicious" captures the spirit of what we are trying to achieve as a
business. We make delicious foods you can feel good about. Whether watching your weight or
preparing to celebrate, grabbing a quick bite or sitting down to family night, we pour our heartsinto creating foods that are wholesome and delicious.
Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food
Drinks, Candy and Gum category. In the Chocolate Confectionery business, Cadbury has
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maintained its undisputed leadership over the years. Some of the key brands in India are Cadbury
Dairy Milk, 5 Star, Perk, clairs and Celebrations.
Cadbury enjoys a value market share of over 70% - the highest Cadbury brand share in the
world! Our billion-dollar brand Cadbury Dairy Milk is considered the "gold standard" for
chocolates in India. The pure taste of CDM defines the chocolate taste for the Indian consumer.
In the Milk Food drinks segment our main product is Bournvita - the leading Malted Food Drink
(MFD) in the country. Similarly in the medicated candy category Halls is the undisputed leader.
We recently entered the gums category with the launch of our worldwide dominant bubble gum
brand Bubbaloo. Bubbaloo is sold in 25 countries worldwide.
Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over
two decades, we have worked with the Kerala Agriculture University to undertake cocoa
research and released clones, hybrids that improve the cocoa yield. Our Cocoa team visits
farmers and advise them on the cultivation aspects from planting to harvesting. We also conduct
farmers meetings & seminars to educate them on Cocoa cultivation aspects. Our efforts have
increased cocoa productivity and touched the lives of thousands of farmers. Hardly surprising
then that the Cocoa tree is called the Cadbury tree!
Today, as a combined company with an unmatched portfolio in confectionery, snacking and
quick meals, we are poised in our leap towards quantum growth. We are the world's No.1
Confectionery Company. And we will continue to make today delicious!
Cadbury Fun Facts:-
The total weight of Dairy Milk produced worldwide in one year is equivalent to 7230 elephants!
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CADBURY WORLDWIDE:-
Cadbury India is a fully owned subsidy of Kraft Foods Inc. The combination of Kraft Foods and
Cadbury creates a global powerhouse in snacks, confectionery and quick meals. We are currently
the world's No.1 confectionery and biscuit company. We are also the worlds second-largest foodcompany with sales in approximately 160 countries. We employ approximately 140,000 people.
With an incredible brand portfolio, we contrive to make a delicious difference, today and
everyday.
Heritage: We have come a long way since J.L Kraft started selling cheese from a horse drawn
wagon in 1903. Hard work, imagination and commitment to bring the world its favorite foods
has helped us grow into a company that touches more than a billion people in 160 countries.
Everyday. One at a time.
Some fast facts on the combined company:
Our Global Reach
Approximately $50 billion in revenues
25%+ of global revenue from emerging markets
#1 in global confectionery
#1 in global biscuits
More than 50% of global revenue from snacks and confectionery
Our Brand Portfolio
11 brands with more than $1 billion in revenue
70+ brands with more than $100 million in revenue
40+ brands over 100 years old
80% revenue from #1 share positions
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AWARDS:-
Asian Marketing Effectiveness Awards 08
Asian Marketing Effectiveness Awards 2008 for Bournvita Folk/Fusion
campaign - GOLD award for the "Best Insights and Strategic Thinking"
and SILVER award for the 'Most Effective Use of Advertising'.
The Asian Marketing Effectiveness Awards are the region's most prestigious awards that
celebrate resourceful Asian marketing. They are designed to set the standard for effective
marketing within the region, and aim to uncover the campaigns that show results through
innovative spirit and combining creativity with effectiveness to build world class brands.
Cadbury India ranked 7th Great Place to Work in India
No. 1 FMCG Company
Cadbury India has been ranked as the 7th Great Place to Work and the No. 1
FMCG company in India in 2008, by the Great Place to Work Institute.
This study, in its fifth year in India , has a presence in 30 countries and is the
oldest, most comprehensive and respected workplace study worldwide. Over two hundred
companies throughout India participated in the survey, which measured the degree of
satisfaction of employees with their place of work and picked out the best working
environments. This is the fourth time we have featured amongst the Great Places to Work in
India . We were ranked 10th in 2003, and were among the top 25 in 2004 and 2005.
Great Place to Work 2007
'Cadbury India' has been awarded the "Bronze Award for Excellence in People
Management" in the 'Great Place to Work 2007' survey conducted by Grow
Talent Company Limited and Businessworld. The award recognizes Cadbury
India as a national leader in the area of Human Resource Management.
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Business World along with Grow Talent has been carrying out the 'Great Place to Work' survey
for the past 4 years. This award is based on the ranks received in top 25 list of the Great Place to
Work India studies conducted in the last four years
ABBY Award wins for India.
The prestigious ABBY awards, held in March, recognise creative excellence in the Indian
Advertising Industry. The Ulta Perk campaign won four Silver Awards in total
and the Cadbury Dairy Milk Campaign, Miss Palampur, also won a Silver
Award. This year Cadbury also sponsored the new 'Young ABBY' Award.
Bournvita won the Emmvie Gold for the Best Media Innovation - TV.
Cadbury Dairy Milk & Bournvita crowned as Consumer Superbrands
Cadbury Dairy Milk & Bournvita have done it again. For the
second time running, Cadbury Dairy Milk & Bournvita have been declared a `Consumer
Superbrand' for 2006-7 by Superbrands India
ry won the Emmvie Gold for the Best Media Innovation - TV, for brand Bournvita, for the entry
Physical symbol of Confidence.
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Cadbury- Ranked among India's most respected companies
Cadbury India has been ranked 5th in the FMCG sector, in a survey on India's
most respected companies by sector conducted by Business World magazine in
2007
Cadbury wins the Effies 2006
Pappu does it again!
At the recent Effie 2006 awards organized by The Advertising Club of Mumbai, our 'Pappu
Pass Ho Gaya' advertising campaign bagged two more awards - Gold in the Consumer Products
category and Silver in the Integrated advertising campaign category
Cadbury India roars at Cannes
Cadbury India received a bronze award at the Cannes Lions
International Advertising Festival for partnering with a mobile phone
operator in 2005 to provide exam results via SMS to school children.
Company Address: -
Cadbury India Ltd
Plot No 25Malanpur Industrial AreaVillage Gurikha, Tehsil GohadGwalior - 477 116Madhya PradeshIndia
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Chapter2
Objective of the study
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OBJECTIVES OF THE STUDY
1. To find out the various cause for absenteeism2. To study the various measures adopted by the organization3. To provide suggestions in the form of solutions to reduce the rate of absenteeism
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INTRODUCTION TO THE STUDY
Absenteeism is a serious workplace problem and an expensive occurrence for both employersand employees seemingly unpredictable in nature. A satisfactory level of attendance byemployees at work is necessary to allow the achievement of objectives and targets by a
department. Employee Absenteeism is the absence of an employee from work. It is a majorproblem faced by almost all employers of today. Employees are absent from work and thus thework suffers. Absenteeism of employees from work leads to back logs, piling of work and thuswork delay.
Absenteeism is of two types -
1. Innocent absenteeism - Is one in which the employee is absent from work due togenuine cause or reason. It may be due to his illness or personal family problem or anyother real reason
2. Culpable Absenteeism - is one in which a person is absent from work without anygenuine reason or cause. He may be pretending to be ill or just wanted a holiday and stayat home.
Many employees will, on occasions, need a few days off work because of illness, however, whenabsences become more frequent or long term and reach an unacceptable level, action bymanagement is necessary. Absence from work can be expensive in both monetary and humanterms. The costs incurred when an employee is absent from work may include:
(i) Replacing the employee or requiring other staff to cover the absence;
(ii) Inability to provide services, or achieve section and departmental objectives;
(iii) Low morale and general dissatisfaction from other staff, particularly if the absence isperceived as unwarranted
1.2 TITLE OF THE PROBLEM
A study on the Ways to Reduce Employee Absenteeism with Special Reference to CadburyIndia
1.3 NEED FOR THE STUDY
The study aims at the causes of absenteeism of employees in Cadbury India Pvt. Ltd. atMalanpur At present, organizations in India take real interest in controlling absenteeism.
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Measures to prevent strikes and lockouts have received far and greater attention. One reason forthis situation may be that strikes and lockouts are more noisy and visible while absenteeism issilent and unnoticeable.
The relevance of the study is that, now the company is facing a major issue of
high rate of absenteeism and hope that the study will reveal the reason for it and thereby theorganization can take effective measures for checking the absenteeism.
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LITERATURE SURVEY AND THEORETICAL BACKGROUND
DEFINITIONS OF ABSENTEEISM
i. Absents constitutes a single day of missed work(Martocchio & Jimeno 2003)
ii. Absence occurs whenever a person chooses to allocate time to activities that competewith scheduled work either to satisfy the waxing and warning of underlying
motivational rhythms(Fichman 1984) or to maximise personal utility(Chelius 1981)
iii. An individuals lack of physical presence at a given location and time when there is asocial expectation for him or her to be there. (Martocchio & Harrison, 1993)
iv. Absenteeism refers to Non-attendance of employee for sheduled work( Gibson, 1966john, 1978)
v. Absenteeism is defined as a failure of an employee to report to work when he or she issheduled to do so
TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like
sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a
labour relations context this means that it cannot be remedied or treated by disciplinary
measures.
2. Culpable Absenteeism
Culpable absenteeism refers to employees who are absent without authorization for reasons
which are within their control. For instance, an employee who is on sick leave even though
he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable
absenteeism.
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Counselling Innocent Absenteeism
Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is
obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism,
no matter what the cause, imposes losses on the employer who is also not at fault. The damage
suffered by the employer must be weighed against the employee's right to be sick. There is a
point at which the employer's right to expect the employee to attend regularly and fulfill the
employment contract will outweigh the employee's right to be sick. At such a point the
termination of the employee may be justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
Initial counselling(s)
Written counselling(s)
Reduction(s) of hours and/or job reclassification
Discharge
Initial Counselling
Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of yourattendance program and you should now continue to monitor the effect of these efforts on his or
her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to work. If
absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
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Written Counselling
If the absences persist, you should meet with the employee formally
and provide him/her with a letter of concern. If the absenteeism still continues to persist then the
employee should be given a second letter of concern during another formal meeting. This letterwould be stronger worded in that it would warn the employee that unless attendance improves,
termination may be necessary.
Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce his/her
hours to better fit his/her personal circumstances. This option must be voluntarily accepted by
the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay
and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employee is unable to fulfill the requirements
of his/her job, but could for example benefit from modified work, counsel the employee to bid on
jobs of such type if they become available.
Discharge
Only when all the previously noted needs and conditions have been met and everything has been
done to accommodate the employee can termination be considered. An Arbitrator wouldconsider the following in ruling on an innocent absenteeism dismissal case.
Has the employee done everything possible to regain their health and return to work?
Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
Has the employer informed the employee of the unworkable situation resulting from their
sickness?
Has the employer attempted to accommodate the employee by offering a more suitable position
(if available) or a reduction of hours?
Has enough time elapsed to allow for every possible chance of recovery?
Has the employer treated the employee prejudicially in any way?
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As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
The absences must be shown to be clearly excessive.
It must be proven that the employee will be unable to attend work on a regular basis in the future.
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be demonstrated
that the employee is not actually ill and is able to improve his/her attendance. Presuming you
have communicated attendance expectations generally, have identified the employee as a
problem, have met with him/her as part of your attendance program, made your concerns on his
specific absenteeism known and have offered counselling as appropriate, with no improvement
despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally the
same as for other progressive discipline problems. The discipline should not be prejudicial in any
way. The general procedure is as follows: [Utilizing counselling memorandum]
Initial Warning(s)
Written Warning(s)
Suspension(s)
Discharge
Verbal Warning
Formally meet with the employee and explain that income
protection is to be used only when an employee is legitimately ill. Advise the employee thathis/her attendance record must improve and be maintained at an improved level or further
disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further
verbal warnings as required. Review the employee's income protection records at regular
intervals. Where a marked improvement has been shown, commend the employee. Where there
is no improvement a written warning should be issued.
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Written Warning
Interview the employee again. Show him/her the statistics and
point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to
see if there is a valid reason and offer any assistance you can. If no satisfactory explanation isgiven, advise the employee that he/she will be given a written warning. Be specific in your
discussion with him/her and in the counselling memorandum as to the type of action to be taken
and when it will be taken if the record does not improve. As soon as possible after this meeting
provide the employee personally with the written warning and place a copy of his/her file. The
written warning should identify any noticeable pattern
If the amount and/or pattern continues, the next step in progressive discipline may be a second,
stronger written warning. Your decision to provide a second written warning as an alternative toproceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors.
Such factors are, the severity of the problem, the credibility of the employee's explanations, the
employee's general work performance and length of service.
Suspension [only after consultation with the appropriate superiors]
If the problem of culpable absenteeism
persists, following the next interview period and immediately following an absence, the
employee should be interviewed and advised that he/she is to be suspended. The length of the
suspension will depend again on the severity of the problem, the credibility of the employee's
explanation, the employee's general work performance and length of service. Subsequent
suspensions are optional depending on the above condition.
Dismissal [only after consultation with the appropriate superiors]
Dismissals should only be considered when all of the above
conditions and procedures have been met. The employee, upon displaying no satisfactory
improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her
absence record.
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THEORIES OF ABSENTEEISM
Absence behaviour is discussed in terms of theories on absences such as the notion of the
informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic
conflict, social exchange, withdrawal, non-attendance, organizationally excused vs.organizationally unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.
Informal Contract
Gibsson (1966) attempted to explain some of the main features of absence
behaviour by means of the notion of an informal contract. The contract is viewed as being made
between the individual and the organisation. Gibsson (1966) was especially interested in absences
that were not long enough to activate formal legitimising (certification) procedures. He used the
concept of valence, referring to a persons positive or negative relationships to a work situation
and pointed out that if the combined valences of a work situation are weak, it will be easier for
people to legitimise their absences to themselves.
Gibsson (1966) remarks that a plausible idea relating to the size of the
organisation influences absence rates; in larger organisations, since there is greater division of
labour, there is also more concealment of the contributions of individuals, thus permitting latitude
for absence from work. He also mentions the importance of the employees identification with
the organisation, as in the case of longer-service employees, and argues for the importance of the
authenticity of the work contract (Gibsson, 1966). In other words, the organisation should be
seen to offer a fair deal to the individual, whose feelings of obligation would thus be strengthened.
In this research Gibssons (1966) concept of valence, referring to an individuals
positive and negative relationship toward a work situation has relevance, as the aim of this
research is to determine whether work-related attitudes (Job Involvement and Organisational
Commitment) predict employee absenteeism. It is hypothesised that employees with low job
involvement and organizational commitment (negative relationship to the work situations) will
have higher levels of absenteeism.
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Resolving Perceived Inequity
Adams (1965), Hill and Trist (1953) and Patchen (1960) have made
notable theoretical contributions towards the study of absenteeism. No recent literature has been
identified which has built on this perspective. Adams (1965) suggested that absences may be a
means of resolving perceived inequity; the probability of absence behaviour will increase with the
magnitude of inequity and if other means of reducing inequity are not available. Patchen (1960)
had tested this kind of hypothesis; producing evidence of a relationship between absences and
perceived fairness of pay, that is, employees feelings about how fairly they had been treated in
regard to their pay levels and promotions.
Withdrawal from the Stress of Work Situations
In their study on absence, Hill and Trist (1953; 1962) contributed a
theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the
central explanatory concept; thus, individuals experiencing conflicts of satisfaction and
obligations tend to express them through labour turnover, accidents, and unsanctioned absences
(this is, absences without formal permission). In addition to the views of Hill and Trist (1962),
Hanisch and Hulin (1991) theorised that absenteeism and other withdrawal behaviours reflect
invisible attitudes such as job dissatisfaction, low level of organisational commitment, or an
intention to quit. According to this view, an employee who is absent from work is consciously or
unconsciously expressing negative attachment to the organisation.
Dynamic Conflict
The withdrawal explanation offered by Hill and Trist (1962) had
some subsequent influence on theoretical discussions by s (1962) and Knox (1961). Gadourek
(1965) described the latter as dynamic conflict theories. The conflict is located within the
individual, and whether a person stays or withdraws is the result of a complex in incentives and
stresses.
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Social Exchange
Chadwick-Jones(1982) presented a case for the theory of
absenteeism that is social, not individual in emphasis. As a first step Chadwick-Jones (1982)
assumed the interdependency of members of work organisations. It seems obvious that
individuals do have some mutual obligations to peers, subordinates, and superiors (as well as
other relationships outside the work situation). In this context the rights and duties of individuals
are both subject to, and representative of, a set of rules about activities in the work situation. What
individuals do is therefore likely to be in answer to, on behalf of, in defence of, as well as
achieving a compromise with the rules of the group.
The second assumption made by Chadwick-Jones (1982), is that under the employment
contract, some form of social exchange is taking place between employers and employees.Whatever they exchange in this situation whether it be their time, effort, or skill or money,
security, congenial friends, or anything else- it will be only what is possible for employees in the
organisation. Exchanges may be conceived as between individuals and work groups, or between
work groups and management, but it would not be realistic to conceive of the exchange between
the individual and the organisation while disregarding the social conditions and rules.
Chadwick-Jones think of social exchange between employees
and employers as developing in, or as revealed by, a pattern of behaviour in the work situation
that includes absences with all the other factors that constitute the contract, formal and informal,
between employers and employees. Formal factors include pay, hours, disciplinary rules, job
duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and
salient to their analysisabsence from work. Chadwick-Jones (1982) however, do point out that
absences may not enter into the exchange at all, insofar as some employees or employee groups,
especially those with higher statussupervisors in factories, managers in banksare absent very
little or hardly at all. It is quite possible, however, that managers possess greater control over the
allocation of their working time and may take periods of time out that are not recorded.
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Withdrawal
According to Chadwick-Jones (1982), absence from work, where work is
defined by the employees presence at a particular location (office or workshop) for a fixed period
each day, can be interpreted as an individual act of choice between alternative activities; as
withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.
Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or
aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this
research this theory has relevance, as the reasons for absence behaviour could be related to a
choice of alternative activities instead of attending work.
Non-attendance
Another definition of absenteeism refers to the non-attendance of
employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definitiondistinguishes absenteeism from other forms of non-attendance that are arranged in advanced (e.g.
vacations) and specifically avoids judgements of legitimacy associated with absent events that are
implied by as sick leave. This definitional emphasis seeks to focus on the key organisational
consequences of unscheduled non-attendance instability in the supply of labour to the
organisation resulting in the disruption of scheduled work processes and the loss of under
utilisation of productive capacity (Allen, 1981; Jones, 1971, Nicholson, 1977). For this research
this definition will be applicable, as the researcher will not take into account absences due to
vacation leave and sick leave taken over more than three days.
Organisationally excused vs. organisationally unexcused
In terms of distinguishing among types of absence, one simple distinction
that previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made is
between organisationally excused versus organisationally unexcused absences. Based on these
studies, it seems that organisations operationalise excused absence to include (within defined
limits) categories such as personal sickness, jury duty, religious holidays, funeral leave, and
transportation problems. However, as Johns and Nicholson (1982) noted, absence behaviour can
have a variety of meanings for individuals. This research will focus on the organisationally
unexcused type of absenteeism.
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Involuntary vs. voluntary
March and Simon (1958) on the other hand, distinguished between
two basic types of absences: involuntary (e.g. certified sickness, funeral attendance) and voluntary
(e.g. vocation, uncertified sickness). Voluntary absences are under the direct control of the
employee and are frequently utilised for personal aims. Conversely, involuntary absences are
beyond the employees immediate control. Hence, voluntary rather than involuntary absences
from work may reflect job dissatisfaction and lack of commitment to the organization.
A four-category taxonomy
Blau and Boal (1987) presented a four-category taxonomy describing the
meanings of absence. These categories are medical, career enhancing, normative and calculative.
In the medical category , absence is viewed as a response to various infrequent and uncontrollable
events (illness, injury, fatigue, and family demands). If such an absence (medical) occurred, itprobably would be operationalised as a sporadically occurring excused absence (Blau & Boal,
1987). In the career-enhancing category , absence is depicted as a mechanism that gives the
employee a further choice to pursue task- and career-related goals.
For the normative category , absence is viewed less as a motivated behaviour and
more as a habitual response to the norms of the work group (organisation) regarding absence
(Blau & Boal, 1987). As such, this type of absence probably would operationalise as a
consistently occurring excused absence. More importantly, rather than absenteeism appearing as
a random walk, as with the medical category, definite patterns will emerge. Thus, for this group,
it would be expected not only to predict frequency, but also when absenteeism will happen.
Finally the calculative absence is viewed as a coin of exchange (Blau and Boal,
1987; Johns & Nicholson, 1982) in either fulfilling or modifying the implicit social contract
between the employee and employer, and as a time allocation strategy for enhancing non-work
outcomes. This type of absence would be operationalised in terms of the employee using a
certain number of excused and unexcused absences permitted by the organisation, depending on
how much the employee felt he or she should modify the implicit social contract. It could be
predicted that an extremely apathetic employee (low job involvement and organisational
commitment) would take full advantage by using both kinds of absence. Thus, the absolute
frequency and total number of days absent should be greatest for workers who are the most
apathetic.
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EFFECTS OF ABSENTEEISM
Following are the drawbacks of excessive absenteeism
1.ON INDUSTRY
Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks,hampers smooth flow or continuity of work, upsets production targets, result in productionlosses, increases direct overhead costs , increase work load of the inexperienced , lessexperienced or sub standard workers as substitutes, this in turn creating problems of recruitment ,training, job adjustments, morale and attitudes of the employees.
ON WORKERS
1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease hispurchasing power. Makes it difficult for him to meet necessities of life, leading to
personal problems, and in many cases loss of employment and resultant disaster for hisdependents.
2. It affects both quantity and quality of production. If more number of workers are absentthe total output is affected. If alternative arrangement is made by employing casualworkers who do not posses adequate experience the quality of goods produced isaffected.
3. It affects the efficiency of workers. The workers who joins after a long period of absencewould normally be much less efficient.
4. It affects the discipline of the workers adversely. The worker who is attending to his workirregularly may not care much about the discipline.
Peculiar Features of absenteeism
On the basis of micro studies undertaken in different parts of the country, certain observationsmay be made.
a. The rate of absenteeism is the lowest on pay day, it increases considerably on the daysfollowing the payments of wages and bonus.
b. Absenteeism is generally high among workers below 15 years of age and those above40.The younger employees are not regular and punctual, presumably because of theemployment of a large number of newcomers among the younger age groups.While theolder people are not able to withstand the strenuous nature of the work.
c. The rate of absenteeism varies from department to department within a unit. As the sizeof the group increases, the rate of absenteeism goes up. This difference in the rate ofabsenteeism is believed to be due to the peculiar style and practices of management, thecomposition of the laboue force and the culture of the organization.
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d. The percentage of absenteeism is generally higher in the day shifts.e. The percentege of abasenteeism is much higher in coal ans mining industries than in
organized industries.f. Absenteeism in India is seasonal in character.g. It is the highest during March-April-may, when a land has to be prepared for monsoon
saving, and also in the harvest season, when the rate goes as high as 40 percent.
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Chapter3
RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It deals with the
objective of a research study, the method of defining the research problem, the type of
hypothesis formulated, the type of data collected, method used for data collecting and analyzingthe data etc. The methodology includes collection of primary and secondary data.
5.1 TYPE OF RESEARCH
DESCRIPTIVE RESEARCH
The study follows descriptive research method. Descriptive studies aims at portraying
accurately the characteristics of a particular group or situation. Descriptive research is concernedwith describing the characteristics of a particular individual or a group. Here the researcher
attempts to present the existing facts by collecting data.
5.2 RESEARCH DESIGN
A research design is a basis of framework, which provides guidelines for the rest of
research process. It is the map of blueprint according to which, the research is to be conducted.
The research design specifies the method of study. Research design is prepared after formulating
the research problem.
5.3 SOURCES OF DATA
Data are the raw materials in which marketing research works. The task of data collection begins
after research problem has been defined and research design chalked out. Data collected are
classified into primary data and secondary data
PRIMARY DATAQuestionnaires were used for collecting primary data
SECONDARY DATASecondary data were collected from the companys annual publications, memorandums
of settlements, newspapers, journals, websites, and from library books
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5.4 SAMPLING METHOD
Sampling technique used in this study is Random sampling. The selected sample size is
50.
5.5 SAMPLE SIZE
The sample size taken for this study is 60.
5.6 TOOLS FOR ANALYSIS
Percentage analysis is used
LIMITATIONS OF THE STUDY
Due to time constraints and busy schedules of the nurses it was difficult to interact withthem completely.
The sample size was limited to 60 The responses may be influenced by personal bias. Generally do not provide in-depth understanding of underlying issues, reasons or
behavior patterns.
Incorrectly designed surveys may produce invalid and misleading results.
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CHAPTER4
DATA ANALYSIS & GRAPHICAL DATA
REPRESENTATION
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1. Age
Parameters No: of Respondents Percentage
20-30 9 15
30-40 18 30
40-50 18 30
More than 50 15 25
Total 60 100
INFERENCE
It has been inferred that 30% of the employees who participated in the survey are of age group
between 30-40 , 30% again come under the category between 40-50 age group and the rest of
them belong to more than 50 (25%) and 20-30(15%) types.
20-30 30-40 40-50 More than 50
9
18 18
1515
30 30
25
AGE GROUP
No: of Respondents Percentage
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2. SEX
Parameters No: of Respondents Percentage
Male 42 70
Female 18 30
Total 60 100
INFERENCE
It has been inferred that 70% of the employees participated in the survey are male and the
remaining come under the female category.
male Female
42
18
70
30
SEXNo: of Respondents Percentage
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3. MARITAL STATUS
Parameters No: of Respondents Percentage
Single 9 15
Married 42 70
Divorced 3 5
Separated 0 0
Widow(er) 6 10
Total 60 100
INFERENCE
It has been inferred that 70% of the employees who participated in the survey are married and
15% of respondents are bachelors. Rest of them are categorized under the category of widow and
divorce cases.
Single Maried Divorced Separated Widow(er)
9
42
30
6
15
70
50
10
MARITAL STATUS
No: of Respondents Percentage
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4 Employee able to communicate their feelings for others
Parameters No: of Respondents Percentage
Always 6 10
Very often 15 25
Often 20 33.33
Rarely 10 16.67
Never 9 15
Total 60 100
INFERENCE
It has been inferred that 33% of employees have an opinion that they can communicate their
feelings to others often, 25% feels it very often. Also we can infer that 17% of the employees
rate it as rarely and 15% of them never had any such feelings, but 10% of them feel always free
enough to communicate with others.
always Very often Often Rarely Never
6
15
20
10 910
25
33.33
16.6715
EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS
No: of Respondents Percentage
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5. Employees - forthright, frank and willingness to stand up for his rights.
Parameters No: of Respondents Percentage
Always 12 20Frequently 27 45
Occasionally 13 21.67
Rarely 5 8.33
Never 3 5
Total 60 100
INFERENCE
It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for
it occasionally. Also we can infer that 20% of the employees always stand up for their rights
and 8% of them are rare, but 5% of them ignore such views.
always Frequently Occasionaly Rarely Never
12
27
13
53
20
45
21.67
8.335
FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIRRIGHTS
No: of Respondents Percentage
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6. Employee satisfaction at work
Parameters No: of Respondents Percentage
Highly Satisfied 4 6.67Satisfied 12 20
Neutral 23 38.33
Dissatisfied 18 30
Highly Dissatisfied 3 5
Total 60 100
INFERENCE
It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% are
dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are
highly satisfied, but 5% of them experience high level of dissatisfaction.
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
4
12
23
18
3
6.67
20
38.33
30
5
EMPLOYEE SATISFACTION AT WORK
No: of Respondents Percentage
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7. Stress part of work life for employees.
Parameters No: of Respondents Percentage
Strongly Agree 10 16.67Agree 30 50
Neutral 14 23.33
Disagree 5 8.33
Strongly Disagree 1 1.67
Total 60 100
INFERENCE
It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of
them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8%
of them disagree but 2% of them strongly disagree.
Strongly Agree Agree Neutral Disagree Strongly
Disagree
10
30
14
5
1
16.67
50
23.33
8.33
1.67
EMPLOYEES VIEW ON STRESS
No: of Respondents Perentage
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8. Work is heavy and tiresome.
Parameters No: of Respondents Percentage
Strongly Agree 16 26.67
Agree 26 43.33
Neutral 12 20
Disagree 5 8.33
Strongly Disagree 1 1.67
Total 60 100
INFERENCE
It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67% strongly
agree that their work is heavy or tiresome, 20% of their view is neutral,8% disagree and 2%
strongly disagree.
Strongly Agree Agree Neutral Disagree Strongly
Disagree
16
26
12
5
1
26.67
43.33
20
8.33
1.67
WORK IS HEAVY AND TIRE SOME
No: of Respondents Percentage
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9. Loneliness while working with others
parameters No: of Respondents Percentage
always 7 11.67Frequently 23 38.33Sometimes 19 31.67
Rarely 9 15Never 2 3.33Total 60 100
INFERENCE
It has been inferred that 38% of respondents frequently feel lonesome while working with others,
32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3%
never felt so.
always Frequently Sometimes Rarely Never
7
23
19
9
2
11.67
38.33
31.67
15
3.33
LONELINESS WHILE WORKING WITH OTHERS
No: of Respondents Percentage
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10. Boredom in their routine work
parameters No: of Respondents Percentage
Strongly Agree 9 15Agree 23 38.33
Neutral 16 26.67
Disagree 10 16.67
Strongly Disagree 2 3.33
Total 60 100
INFERENCE
It has been inferred that 38% of respondents agree that they feel bored when engaged in their
routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly
agree and 3% strongly disagree.
Strongly Agree Agree Neutral Disagree Strongly
Disagree
9
23
16
10
2
15
38.33
26.67
16.67
3.33
BOREDOM IN ROUTINE WORK
No: of Respondents Percentage
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11. Satisfaction with the existing working conditions
parameters No: of Respondents Percentage
Highly Satisfied 2 3.33Satisfied 21 35
Neutral 21 35
Dissatisfied 10 16.67
Highly Dissatisfied 6 10
Total 60 100
INFERENCE
It has been inferred that 35% of respondents are satisfied with the existing working condition,
35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10% are highly
dissatisfied. Only 3% are highly satisfied employees.
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
2
21 21
10
63.33
35 35
16.67
10
SATISFACTION WITH EXISTING WORKING CONDITION
No: of Respondents Percentage
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12 Time for personal activities
Parameters No: of Respondents Percentage
Always 6 10Frequently 18 30
Sometimes 11 18.33
Rarely 12 20
Never 13 21.67
Total 60 100
INFERENCE
It has been inferred that 30% of respondents frequently get time to do things that are really
important for them, 22% dont agree with this. Also we can infer that 20% who agree are rare
cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.
13. Satisfied with the welfare measures
always Frequently Sometimes Rarely Never
6
18
1112 13
10
30
18.3320
21.67
TIME FOR PERSONAL ACTIVITIES
No: of Respondents Percentage
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Parameter No: of Respondents Percentage
Highly Satisfied 3 5
Satisfied 15 25
Neutral 13 21.67
Dissatisfied 24 40
Highly Dissatisfied 5 8.33
Total 60 100
INFERENCE
It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted
by the company, 25% are satisfied and also we can infer that 22% seems to be neutral, 8% arehighly dissatisfied and 5% are highly satisfied.
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
3
1513
24
55
2521.67
40
8.33
SATISFIED WITH THE WELFARE MEASURES
No: of Respondents Percentage
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14. Health problems leading to absenteeism?
Parameter No: of Respondents Percentage
Very Often 3 5Sometimes 18 30
Rarely 31 51.67
No 8 13.33
Total 60 100
INFERENCE
It has been inferred that 52% of respondent have the opinion that sickness makes them absent
from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone
does not make them absent from work. 5% very often are absent due to health problems.
15 Impact of political or social engagement force them to be absent from work
Very Often Sometimes Rarely No
3
18
31
85
30
51.67
13.33
HEALTH PROBLEMS
No: of Respondents Percentage
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Parameter No: of Respondents Percentage
Very Often 3 5
Sometimes 16 26.67
Rarely 17 28.33
No 24 40
Total 60 100
INFERENCE
It has been inferred that 40% of respondents have an opinion that the political or social
engagement force did not make them absent from work, 28% feel it to be rare and also we caninfer that 27% are satisfied and 5% very often keep themselves absent due to political or social
engagements.
Very Often Sometimes Rarely No
3
16 17
24
5
26.6728.33
40
IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ONABSENTEEISM
No: of Respondents Percentage
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16. Habit of alcohol consumption makes them absent
Parameter No: of Respondents Percentage
Often 2 3.33Very Often 6 10
Sometimes 21 35
Rarely 9 15
No 22 36.67
Total 60 100
INFERENCE
It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not
make them absent from work. 35% says sometimes they are absent for work and also we can
infer that 15 % come under rare cases, 10% are very often and 3% are often absent from work
due to this bad habit.
Often Very Often Sometimes Rarely No
2
6
21
9
22
3.33
10
35
15
36.67
HABIT OF ALCOHOL CONSUMPTION MAKES THEMABSENT
No: of Respondents Percentage
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17. Helping hand from the colleagues
Parameter No: of Respondents Percentage
Yes 6 10
No 36 60
To Some Extent 18 30
Total 60 100
INFERENCE
It has been inferred that 60% of respondents have an opinion that their colleagues did not help
them in case of personal problems, 30% says to some extent they had received some help and
also we can infer that 10% agree that their colleagues help them in case of any personal
problems.
Yes No To Some Extent
6
36
18
10
60
30
HELPING HAND FROM THE COLLEAGUES
No: of Respondents Percentage
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18. Any occupational hazards which prompt the employees to take leave
Parameter No: of Respondents Percentage
Yes 8 13.33
No 52 86.67
Total 60 100
INFERENCE
It has been inferred that 87% of respondents have an opinion that they are not afraid of any
occupational hazards which prompts them to take leave, 13% show some kind of fear towards
occupational hazards which prompt them to take leave.
Yes No
8
52
13.33
86.67
OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE
No: of Respondents Percentage
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FINDINGS
On analysing the response it is found that, 35% of the employees are dissatisfied withtheir work.
50% of the employees have an opinion that stress is part of their work life. 43% agree and 27% strongly agree that their work is heavy. From this, it can be
interpreted that the employees are having a hectic work schedule.
A total of 70% of the employees feel lonely while working with others. 39% of workers feel bored in their routine work. 42% dont have time for their personal activities. 40% of the workers are not satisfied with the welfare measures adopted by the company. Health problems seem to be one of the causes of absenteeism for the work. It is also found that 35% of the employees are satisfied with working condition. It has been found that 40% of the respondents have an opinion that politics have no
impact on the employee absenteeism.
60% of the employees feel that their colleagues did not help them in case of personalproblems.
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CHAPTER5
SUGGESTIONS & IMPLICATIONS
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SUGGESTIONS
The management must intervene in the day to day activities of the employees. Theyshould provide full-fledged support, guidance and encouragement.
The management must provide training programme to the employees at a frequent basis.This will help them to enhance their skill and improve their existing performance. Themanagement must further, scrutinize the response of the employees after the
implementation of the training programme.
Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress-related problems.
Employees must be encouraged for their creativity and innovative outlook towards theirjob assigned.
Welfare measures of the employees should be improved so as to make the employees feelmore satisfied and contended. A satisfied employee will be more committed to theorganization.
Medi-claim policies, weekly or monthly medical checkups etc should be provided to theemployees in order to make them physically fit for the job.
The employees should either be provided with transportation facility or housing facilityso that they would have ample time for recreation in substitute for the time they spend intraveling.
The management should take necessary action to strengthen the relationship between theemployees.
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Chapter6
CONCLUSION
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CONCLUSION
Cadbury India Pvt. Ltd. at Malanpur being one of the reputed electronic meter manufacturing
companies in India is also a victim of absenteeism, as one of the curse their organization is
facing at present. The study tries to reveal the factors influencing the absenteeism of employees
with some suggestions which will be of immense aid for the employees as well as the
organization to reduce the absenteeism level. I earnestly desire that, the study might bring some
descend in the number of absentees in the organization, if taken into consideration practically.
To conclude, employees dissatisfaction towards job & welfare measures, hectic
work schedule, stress, health problems are some of the major causes of absenteeism. This can be
reduced by the management by implementing various employee satisfactory changes in the
organization. People are the major assets of any organization and taking care of their welfare and
satisfaction is their duty as a whole apart from earning profit. As work environment is becoming
more challenging and complex, the management must also see through it that, it is capable of
managing and bringing in changes at the same pace so as to survive in this competitive scenario.
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BIBLIOGRAPHY
K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hilll, 2003.
REDDY P.N and GULSHAN S.S, Principles Business Organizational Management, Eurasia
Publishing House 1990.
http://www.cadburyindia.com/
http://www.tau.ac.il
http://etd.unisa.ac.za/ETD-db
www.trainingspotting.com/
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ANNEXURE
NAME :
1. Age
20-30 30-40 40-50 More Than
2. Sex :
Male Female
3. Marital status
Single Married Divorced Separated
Living together Widow(er)
4. I am able to communicate my feelings to others?
Always Very often Often Rarely
Never
5. I am forthright, frank and willing to stand up for my rights
Always Frequently OccasionallyRarely Never
6. How satisfied I am with my works?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
7. Stress is a part of my work life
Strongly agree Agree Neutral
Disagree Strongly Disagree
8. Do you feel your work is heavy or tiresome?
Strongly agree Agree Neutral
Disagree Strongly Disagree
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9. Do you feel lonesome while working with others?
Always Frequently Sometimes Rarely Never
10. Do you feel boredom in your routine work?
Strongly agree Agree Neutral
Disagree Strongly Disagree
11. Are you satisfied with the existing working condition?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
12. Do you have time to do things that are really important for you?
Always Frequently Sometimes Rarely Never
13. Are you satisfied with the welfare measures adopted by the company?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
14. Does sickness makes you absent from work?
Very often sometimes very seldom No
15. Does any of the political or social engagement force make you absent from work?
Very often sometimes very seldom No
16. Does the habit of alcoholism make you absent from work?
Often Very often Sometimes Very seldom No
17. Do your colleagues help in case of personal problem?
Yes No To some extent
18. Are you afraid of any occupational hazards which prompt you to take leave?
Yes No
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19. How do you take your eligible leave?
With prior sanction without prior sanction
20. Do you take leave for any other reason, specify?