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Questionnaire

I Pooja Saini of MBA 2ndstudent of Apeejay Institute of Management Technical Campus; I am

conducting a survey regarding Asenteeism of !mployees" It #ould e highly appreciated if youcould spare your valuale time and fill up the $uestionnaire" The process #ould not ta%e more

than & minutes'

Personal Information

(ame )*ptional+ ,,,,,,,,,,,,,,,,,,,,,,,

Age,,,,,,,,,," Se-,,,,,,,,,"",,

1) For how many years you are working with AGRON REMEIE! P"t# $t%#&

)a+ ./0 yr )+ 0/2 yr

)c+ 2/& yr )d+ 1 & yr

') (ow often you remain asent in a month&

)a+ (il )+ *nce

)c+T#ice )d+ 1 T#ice*) A++or%ing to you what is the main reason for em,loyees asent&

)a+ ealth prolem 3 domestic reasons )+ Stress

)c+ 4or% dissatisfaction )d+ 4or%ing environment

)e+ *thers )Please Specify+,,,,,,,,,,,,,,,,,""

-) .our "iews regar%ing the ,resent Asenteeism Poli+y of AGRON REMEIE! P"t# $t%#&

)a+ !-cellent )+ 5ood

)c+ 6air )d+ 7on8t %no#

/) Are you +lear aout your work 0 o res,onsiilities&

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)a+ 4ell clear )+ 5ood

)c+ 6airly clear )d+ 7on8t %no#

2) Are you satisfie% with your work&

)a+ 4ell satisfied )+ 5ood

)c+ 6air )d+ (ot satisfied

3) .our "iews regar%ing the working en"ironment of AGRON REMEIE! P"t# $t%# 4

work ,la+e&

)a+ !-cellent )+ 5ood

)c+ 6air )d+ Poor5) (ow are your relations with your su,eriors 0 +o6workers&

)a+ !-cellent )+ 5ood

)c+ 6air )d+ Poor

7) .our su,erior8s eha"iour towar%s your ,rolems&

)a+ !-cellent )+ 5ood

)c+ 6air )d+ Poor

19) .our "iews regar%ing the fa+ilities ,ro"i%e% to you y AGRON REMEIE! P"t# $t%#&

)a+ !-cellent )+ 5ood

)c+ 6air )d+ Poor

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Overview - Project on Employee Absenteeism

:itle;Project on !mployee Asenteeism at A59*( 9emedies

:y,e;7issertation project report

!ue+t;uman 9esource

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dissertation report on employee

asenteeism: employee asenteeism project report: employees asenteeism project: ma hr

project: ma hr projects free do#nload: ma hr projects reports: ma project on hr: project

employee asenteeism: project on asenteeism: project report on employee asenteeism:

research project report for ma"

Astra+t;This project on !mployee Asenteeism reveals that one of the major prolems is

asenteeism in our industry" Asenteeism is the practice or hait of eing an asentee and an

asentee is one #ho haitually stays a#ay from #or%" !mployees Asenteeism is a serious

prolem for management ecause it involves heavy additional e-penses" Asenteeism hinders

planning: production: efficiency and functioning of the organiation" In fact high rates of

asenteeism affect an organisation state of health and also supervisory and managerial

effectiveness"

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?Asenteeism of Em,loyees@

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at

!

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http'33freemaprojects"com3hr/project/on/employee/asenteeism3

C!9TI6ICAT! 69*M T! 6AC= 5=I7!

This is to certify that the project #or% entitled ?C*9P*9AT! S*CIA< 9!SP*(SIBI I(

!M!95I(5 MA9@!TS: is a onafide #or% carried out y Mr"C"SA(@A9 5A(!S for the

MBA )2.02/2.0+ of TAMI(< (A7= *P!( =(I!9SIT>: approved y AICT! under my

guidance and direction"

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PREFADE

There is a famous saying ?The theory #ithout practical is lame and practical #ithout theory is

lind"

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Asenteeism is a serious #or%place prolem and an e-pensive occurrence for oth employers

and employees seemingly unpredictale in nature" uman resource is an important part of any

usiness and managing them is an important tas%"

*ur institution has come for#ard #ith the opportunity to ridge the gap y 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 TAMI< (A7= *P!(

=(I!9SIT> has #ith a modern system of practical training of repute and follo#ing

management techni$ue to the student as integral part of P57M in accordance #ith the aove

oligation under going project in ?S=9>A 59*=P *6 I(STIT=TI*(S: i%iravandy:

illupuram: Tamil (adu" The title of my project is ?Asenteeism of !mployee Certainly this

analysis e-plores my ailities and strength to its fullest e-tent for the achievement of

organiation as #ell as my personal goal

C"SA(@A9 5A(!S

Signature of the 5uide >*=9

S=P!9IS*9 (AM!

AD=NOC$EGEMEN:

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?Ac%no#ledgement is an art: one can #rite gli stanas #ithout meaning a #ord: on the other

hand one can ma%e a simple e-pression of gratitude I ta%e the opportunity to e-press my

gratitude to all of them #ho in some or other #ay helped me to accomplish this challenging

project in surya group of institutions: vi%iravandy: villupuram: Tamil nadu" (o amount of #ritten

e-pression is sufficient to sho# my deepest sense of gratitude to them" I am e-tremely than%ful

and pay my gratitude to our Chairman 7r" 5o#tham Sigamani and my faculty guide

5=I7A(C! (AM! C*of this project in its presently" I am very than%ful (AM! )Mar%eting Manager+ for their

everlasting support and guidance on the ground of #hich I have ac$uired a ne# field of

%no#ledge" A special appreciative ?Than% you in accorded to all staff of ?Agron 9emedies

Private

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CAPT!9 /0' AB*=T C*MPA(> """""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""0

0"0 C*MPA(> P9*6I

0"E *T!9 I(6*9MATI*( """""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" F

CAPT!9 /2' 9!S!A9C M!T*7*"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""G

2"0 9!S!A9C M!T*7* """""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" H

2"2

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E" 5=I7!

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D(AP:ER 61

ABO

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1#1 DOMPAN. PROFI$E

Surya engineering college is a #ell estalished IS* ..0'2... Certified College started in the

year 2..He 0H&: having a state of the art manufacturing plant" At present they are manufacturing

uncoated Talets: Sugar and 6ilm coated Talets: Capsules: Betalactum Capsules: 7ry Syrup and

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Their product range comprises Antiiotics: Analgesics: Tonics: Antidiarrhoeals:

Antihypertensives: Tran$uiliers: Antituerculosis 7rugs: Steroids: Antiallergics: ematinics:

Antimalarials: Antiulcers: Anticough and Antiasthmatics: Antacids and several other drugs"

The plant is situated at @ASIP=9 #hich is an industrial to#n of =ttranchal" Several very

popular manufacturing companies li%e Surya 9oshani

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E:AI$!

Company (ame ' Surya 5roup *f Institutions

Address ' Surya 5roup *f Institutions

5st road:

i%iravandy: Tamil (adu: India

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Company Type ' educational Best

(o" of !mployees ' 2..

Sector ' Private

1#' RE!EARD( 4 EE$OPMEN:

Agron 9emedies Private

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captive manufacturing operations and of complying #ith the regulatory standards of the

advanced mar%ets" 6ocus on the generics usiness strategy #ill provide the company #ith a

sustainale model to move up the value chain" Agron 9emedies Private

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0"E *T!9 I(6*9MATI*(

0+ !(5I(!!9I(5 7!PA9TM!(TS

0+ !

E+ CII< !(5I(!!9I(5

+ A=T*M*BI

F+ A!9*(A=TICA< !(5I(!!9I(5

2+ SC**< *6 PA9MAC>

E+ SC**< *6 A9CIT!CT=9!

+ MBA"

N 9!C9=ITM!(T A(7 I(C!(TI! P*

9ecruitment in the company is done y department heads of respective department

and final recruitment done y onourale director Mohit Aggar#al"

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In sales: incentive ased on performance/ #ith overall achievement of target: volume

#ise and unit #ise"

D(AP:ER 6'

RE!EARD( ME:(OO$OG.

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2"0 9!S!A9C M!T*7*

The research reveals that one of the major prolems is asenteeism in our industry" Asenteeism

hinders planning: production: efficiency and functioning of the organisation" In fact high rates of

asenteeism affect an organisation state of health and also supervisory and managerial

effectiveness"

0+ *BJ!CTI!S *6 9!S!A9C

i" To identify the rate of asenteeism of ?#or%er"

ii" To identify the causes of asenteeism"

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iii" To suggest any measures to reduce the rate of asenteeism

2+ Sample Selection And Sie

The population for the study comprised of asentees for current year: the total

sample &. #or%ers"

E+ 7ate Collection And Statistical Tools

The sources of data for the purpose of study #ere oth primary and secondary"

Primary data #as collected through $uestionnaire #hich #as mainly close /ended

$uestionnaire and discussion #ith #or%ers #hereas secondary data #as collected

from records maintained y personal department and time office" Percentage method

is used for the analysis of data and ar graphs are used to present that data"

'#' $I:ERA:

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0" !rnest B" A%yeampong has #ritten a research paper Trends and seasonality in Asenteeism" In

this paper the author focus on that at #hich time period the employees are more asent" In this

paper he said that illness/related asences are highly seasonal: reaching a pea% during the #inter

months )7ecemer to 6eruary+ and a trough during the summer )June to August+" The high

incidence in #inter is li%ely related to the prevalence of communicale diseases at that time:

especially colds and influena" The lo# incidence during the summer may e partly ecause

many employees ta%e their vacation during

these months" Because of survey design: those #ho fall ill during vacation #ill li%ely report

Ovacationrather than Osic%ness or disailityas the main reason for eing a#ay from #or%"

Compared #ith the annual average: part/#ee% asences are roughly E. more prevalent in the

#inter months and almost 2. less so during the summer months" Seasonality is much less

evident in full/#ee% asences"

2" Mariajos 9omero and >oung/Sun

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The author finds that

)i+ That usiness cycle improvements yield lo#er #or%/resumption rates for persons #ho are

asent: and higher relapse rates for persons #ho have already resumed #or%"

)ii+ That asence sometimes represents a health investment: in the sense that longer asence

Ono#reduces the suse$uent relapse propensity"

)iii+ That the #or%/resumption rate increases #hen sic%ness enefits are e-hausted: ut that

#or%/resumptions at this point tend to e short/lived"

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CAPT!9/ E

I(T9*7=CTI*(

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E"0 9!AS*(S T* C**S! T! P9*J!CT

In my P57M I had studied a suject Industrial 9elation" In this suject I studied aout

Asenteeism" After studying this topic I #ant to gain some practical %no#ledge on this and try to

find out the causes of Asenteeism" Initially it appeared to me $uite a simple project: ut as I

started #or%ing on it only then I understood its real significance"

It is often easier for the organiations to ma%e arrangement to cover staffs: #hich are going to e

off for long periods" o#ever: employees ta%ing odd days off here and this ecome more

prolematic: can have an immediate impact"

If remain unchec%ed: this type of asence can send out the #rong signals to colleagues #ho: in

some jos: are li%ely to have to cover for those asent" If employers fail to ta%e action: a

Ouggins turnmentality may emerge" 6re$uent asence may have serious repercussions #here

staff are employed in customer/facing roles or employed on production lines" The impact of

asence may e most directly felt and the need to arrange cover at short notice may e

paramount"

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*#' AB!EN:EEI!M

C*(C!PT *6 ABS!(T!!ISM

It refers to #or%ers asence from their regular tas% #hen he is normally schedule to #or%" The

according to 4esters dictionary ?Asenteeism is the practice or hait of eing an asentee and

an asentee is one #ho haitually stays a#ay from #or%"

According to

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program has to locate the causes of discontent and modify those causes or eliminate them

entirely" In other #ords: if #e deal #ith the

real reasons team memers stay home it can ecome unnecessary for t hem to stay a#ay"

Any investigation into asenteeism needs to loo% at the real reasons for it" Sometimes team

memers call in sic% #hen they really do not #ant to go to #or%" They #ould not call you up and

say: ?Im not coming in today ecause my supervisor auses me"*r: ?Im not coming in today

ecause my chair is uncomfortale" *r: ?Im not coming in today ecause the athrooms are so

filthy; it ma%es me sic% to #al% into them"

There are a fe# essential $uestions to consider at the outset if you #ant to ma%e a measurale

improvement to your asenteeism figures" 4hy is your present asenteeism policy ineffectiveQ

4here and #hen is e-cessive asenteeism occurringQ In many cases: under/ trained supervisors

could e a contriuting factor"4hat are the real causes for asencesQ It is commonly e-pected

that lo# pay: poor enefits and high #or%loads #ill e the major causes"

o#ever: in numerous employee surveys asenteeism generally has een identified as a

symptom of lo# jo satisfaction: su/standard #or%ing conditions and consistent negative andunfair treatment received y first/line supervisors"

o# much formal training have your supervisors received on asenteeism containment and

reductionQ If your ans#er is none or very little: may e you have found the solution"

As #ith every other element #ithin your organiation: you cannot as% a person to do a jo he or

she has never een trained to do" Many human resources specialists have found that repetitive:

oring jos coupled #ith uncaring supervisors and3or physically unpleasant #or%places are

li%ely to lead #or%ers to ma%e up e-cuses for not coming to #or%" If your team memers

perceive that your company is indifferent to their needs: they are less li%ely to e motivated: or

even to cloc% on at all"

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*ne #ay to determine the causes of asenteeism is to $uestion your supervisors aout e-cessive

asenteeism: including #hat causes it and ho# to reduce it" *f course: if your supervisors have

made no efforts to get to %no# the team memers in their respective departments: they may not

e ale to provide reasons"

o#ever: just the act of $uestioning may get the all rolling and signal to your

supervisors that their involvement is important"

*nce a manager finds the real reasons for asenteeism there is another important

step" Through open communication: you need to change the team memers #ay of

reacting and responding to discontent"

*ther prolems #ill no dout arise in the future" If the #ay of responding has not

een revie#ed: then the same cycle is li%ely to start all over again"

So: often asenteeism prolems can e sheeted ac% to the supervisor level and to

unsatisfactory #or%ing conditions" 4ithout improvement in these areas: you can

e-pect your high rate of asenteeism to continue"

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E"E M!AS=9!M!(T *6 ABS!(T!!ISM

6or calculating the rate of asenteeism #e re$uire the numer of people scheduled

to #or% and numer of people actually present" Asenteeism can e find out of

asence rate method"

6or !-ample'

a+ Average numer of employees in #or% force ' 0..

+ (umer of availale #or%days during period ' 2.

c+ Total numer of availale #or%days )a - + ' 2:...

d+ Total numer of lost days due to asences during the period ' E

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e+ Asenteeism percent )d divided y c+ - 0.. ' "F&

Since asenteeism is a major arometer of employee morale: asenteeism aove &

percent has to e considered as very serious )across most industries E percent is

considered standard+"

E" P!C=

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comparatively high immediately after payday" 4hen #or%er either feel li%e

having a good time or in some other cases return home to their villages family

and after a holiday: has also een found to e higher than that on normal days"

+ Asenteeism is generally high #or%ers elo# 2& years of age and those aove

." ?The younger employees are not regular and punctual" Presumaly

ecause of the employment of a large no" of ne# comers among the younger

age groups: #hile the older people are not ale to #ithstand the strenuous

nature of the #or%"

c+ The percentage of asenteeism is higher in the night shift than in the day shift"

This is so ecause #or%ers in the night shift e-perience great discomfort and

uneasiness in the course of their #or% than they do during day time"

d+ Asenteeism in India is seasonal in character" It is the highest during March/

April/May: #hen land has to e prepared for monsoon: so#ing and also in

harvest season )Sept/*ct+ #hen the rate goes as high as ."

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E"& CA=S!S *6 ABS!(T!!ISM

The 9oyal Commission

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village"

2+ S*CIA< A(7 9!

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#or%ers health causing him to remain asent from #or% a long time"

F+ ABS!(C! *6 A7!L=AT! 4!

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7ue to favouritism and nepotism #hich are in the industry the #or%ers generally

ecome frustrated" This also results in lo# efficiency: lo# productivity:

unfavourale relationship et#een employee and supervisor: #hich in turn leads to

long period of asenteeism"

0.+ I(A7!L=AT!

(egligence on part of the employee to provide leave facility compel the #or%er to

fall ac% on !SI leave" They are entitled to &. days leave on half on pay" Instead of

going #ithout pay the #or%er avail them of !SI facility"

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E"F !66!CTS *6 ABS!(T!!ISM *(

I(7=ST9IA< P9*59!SS

It is $uite evident that asenteeism is a common feature of industrial laour in India"

It hinders industrial gro#th and its effect in t#o fold"

0+

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#ho present themselves at factory gates" 7uring stri%es they are adjusted in place of

asent #or%ers" Their adjustment rings serious complications ecause such #or%ers

do not generally prove themselves up to #or%" igher asenteeism is an evil oth for

#or%ers and the employers and ultimately it adversely affects the production of

industries"

E"G A(ASIS *6 CA=S!S

0+ 6AMI *9I!(T!7 D 9!SP*(SIBI

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E+ *=SI(5 6ACI

In aout E. cases: the #or%ers remain asent ecause there is no housing

facilities and the #or%ers stay alone and great distance from factory"

+ SIC@(!SS A(7 ACCI7!(T

In 2. case the #or%ers remain asent due to ill health and disease and in 0&

cases #or%ers remain asent due to accident"

&+ T9A(SP*9TATI*(

Most of the #or%ers have to travel long distance to reach the #or% place " Most of

the #or%ers are not satisfied #ith transport facilities"

F+ 4!ST!M

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(ear aout E people are dissatisfied #ith management system ecause they feel

that their #or% is not eing recognised and promotions are iased"

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E"H ABS!(T!!ISM / T>P!S D T!I9

C*(T9*ou may re$uire the employee to provide you #ith regular medical assessments"

This #ill enale you to judge #hether or not there is any li%elihood of the employee

providing regular attendance in future" 9egular medical assessments #ill also give

you an idea of #hat steps the employee is ta%ing to see% medical or other assistance"

6ormal meetings in #hich veral #arnings are given should e given as appropriate

and documented" If no improvement occurs #ritten #arning may e necessary"

2" 4ritten Counselling

If the asences persist: you should meet #ith the employee formally and provide

him3her #ith a letter of concern" If the asenteeism still continues to persist then the

employee should e given a second letter of concern during another formal meeting"

This letter #ould e stronger #orded in that it #ould #arn the employee that unless

attendance improves: termination may e necessary"

E" 9eduction)S+ of ours and or Jo 9eclassification

In et#een the first and second letters the employee may e given the option to

reduce his3her hours to etter fit his3her personal circumstances" This option must e

voluntarily accepted y the employee and cannot e offered as an ultimatum: as a

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reduction in hours is a reduction in pay and therefore can e loo%ed upon as

discipline"

If the nature of the illness or injury is such that the employee is unale to fulfil the

re$uirements of his3her jo: ut could for e-ample enefit from modified #or%:

counsel the employee to id on jos of such type if they ecome availale" )("B" It

is inadvisale to WuildW a jo around an employeeVs incapacitates particularly in a

unionied environment" The onus should e on the employee to apply for an e-isting

position #ithin his3her capailities"+

" 7ischarge

*nly #hen all the previously noted needs and conditions have een met and

everything has een done to accommodate the employee can termination e

considered" An Aritrator #ould consider the follo#ing in ruling on an innocent

asenteeism dismissal case"

a+ as the employee done everything possile to regain their health and ret urn to

#or%Q

+ as the employer provided every assistance possileQ )i"e" counselling:

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support: time off"+

c+ as the employer informed the employee of the un#or%ale situation

resulting from their sic%nessQ

d+ as the employer attempted to accommodate the employee y offering a more

suitale position )if availale+ or a reduction of hoursQ

e+ as enough time elapsed to allo# for every possile chance of recoveryQ

f+ as the employer treated the employee prejudicially in any #ayQ

As is evident: a great deal of time and effort must elapse efore dismissal can ta%e

place"

These points #ould e used to sustantiate or disprove the follo#ing t#o fold test"

0" The asences must e sho#n to e clearly e-cessive"

2" It must e proven that the employee #ill e unale to attend #or% on a regular

asis in the future"

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C*99!CTI! ACTI*( 6*9 C=As already indicated: culpale asenteeism consists of asences #here it can e

demonstrated that the employee is not actually ill and is ale to improve his3her

attendance"

Presuming you have communicated attendance e-pectations generally: have

identified the employee as a prolem: have met #ith him3her as part of your

attendance program: made your concerns on his specific asenteeism %no#n and

have offered counselling as appropriate: #ith no improvement despite your positive

efforts: disciplinary procedures may e appropriate"

The procedures for corrective3progressive discipline for culpale asenteeism are

generally the same as for other progressive discipline prolems" The discipline

should not e prejudicial in any #ay" The general procedure is as follo#s'

0" Initial 4arning)s+

2" 4ritten 4arning)s+

E" Suspension)s+

" 7ischarge

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0" eral 4arning

6ormally meet #ith the employee and e-plain that income protection is to e used

only #hen an employee is legitimately ill" Advice the employee that his3her

attendance record must improve and e maintained at an improved level or further

disciplinary action #ill result" *ffer any counselling or guidance as is appropriate"

5ive further veral #arnings as re$uired" 9evie# the employeeVs income protection

records at regular intervals" 4here a mar%ed improvement has een sho#n:

commend the employee" 4here there is no improvement a #ritten #arning should e

issued"

2" 4ritten 4arning

Intervie# the employee again" Sho# him3her the statistics and point out that there

has een no noticeale )or sufficient+ improvement"

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memorandum as to the type of action to e ta%en and #hen it #ill e ta%en if the

record does not improve" As soon as possile after this meeting provide the

employee personally #ith the #ritten #arning and place a copy of his3her file" The

#ritten #arning should identify any noticeale pattern

If the amount and3or pattern continues: the ne-t step in progressive discipline may

e a second: stronger #ritten #arning" >our decision to provide a second #ritten

#arning as an alternative to proceeding to a higher level of discipline )i"e"

suspension+ #ill depend on a numer of factors" Such factors are: the severity o f the

prolem: the crediility of the employeeVs e-planations: the employeeVs general #or%

performance and length of service"

E" Suspension )only after consultation #ith the appropriate superiors+

If the prolem of culpale asenteeism persists: follo#ing the ne-t intervie# period

and immediately follo#ing an asence: the employee should e intervie#ed and

advised that he3she is to e suspended" The length of the suspension #ill depend

again on the severity of the prolem: the crediility of the employee Vs e-planation:

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the employeeVs general #or% performance and length of service" Suse$uent

suspensions are optional depending on the aove condition"

" 7ismissal )only after consultation #ith the appropriate superiors+

7ismissals should only e considered #hen all of the aove conditions and

procedures have een met" The employee: upon displaying no satisfactory

improvement: #ould e dismissed on the grounds of his3her un#illingness to correct

his3her asence record"

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E" 5=I7!

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those that do #or% are Wno faultW policies"

L" 4here and #hen is e-cessive asenteeism occurringQ

(umerous studies have concluded that under trained supervisors is one of the main

causes of asenteeism" Therefore: any company e-periencing asente eism of greater

than E percent should consider supervisors as a potential contriutor to the prolem"

5iven that this may e the case: you first should chec% the percentage of employee

asenteeism y supervisor to see if it is concentrated around one or t#o supervisors"

If it is: youVve egun to uncover the ovious//undertrained supervisors" If: ho#ever:

your research reveals that the rate of asenteeism is almost e$ually distriuted

throughout your factory: you #ill need to investigate other possile cause s"

L" 4hat are the real causes for asencesQ

People/oriented companies are very sensitive to employee opinions" They often

engage in formal mini/studies to solicit anonymous employee opinio ns on topics of

mutual interest" These confidential #or%er surveys commonly as% for employee

opinion regarding higher/than/normal asenteeism"

In other #ords: employees revealed that repetitive: oring jos coupled #ith

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uncaring supervisors and3or physically unpleasant #or%places led them to ma%e up

e-cuses for not coming to #or%: such as claiming to e sic%"

*ne #ay to determine the causes of asenteeism is to $uestion your supervisors

aout their employeesV e-cessive asenteeism: including #hat causes it and ho# to

reduce it"

L" o# much formal training have your supervisors received on asenteeism

containment and reductionQ

If you find that your supervisors hesitate to provide meaningful ans#ers to your

$uestions: then youVre on the right trac% to#ard a solution" As% yourself: Wo# much

formal training have I given my supervisors in the areas of asenteeism reduction

and human resources s%illsQW If your ans#er is none or very little: your solution canVt

e far ehind" The fact of the matter is: you cannot as% a person to do a jo he or she

has never een trained to do"

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6ollo#ing are the measures to control asenteeism'/

0+ A7*PTI*( *6 A 4!

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C*(7ITI*(

In India: #here the climate is #arm and most of the #or% involves manual laour: it

is essential that the #or%ers should e provided #ith proper and healthy #or%ing

conditions" The facilities of drin%ing #ater: canteens: lavatories: rest rooms: lighting

and ventilation: need to e improved" 4here any one of these facilities is not

availale: it should e provided and all these help in %eeping the employee cheerful

and increase productivity and the efficiency of operations throughout the plant "

E+ P9*ISI*( *6 9!AS*(AB

A(7 J*B S!C=9IT> T* 4*T9@!9S

The #ages of an employee determine his as #ell as his family standard of living"

This single factor is important for him than other" The management should: therefore

pay reasonale #ages and allo#ances: ta%ing into account the capacity of the

industry to pay"

+ M*TIAT*9S 4!

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facilities: free education facilities for their children and other monetary enefits" As

for social security is concern: the provision of Provident 6und: SBI facilities:

5ratuity and Pension: all those need to e improved"

&+ IMP9*!7 C*MM=(ICATI*( A(7 P9*MPT

9!79!SSA< *6 59I!A(C!S

Since a majority of the #or%ers are illiterate or not highly educated ulletins and

#ritten notices journals and oo%lets are not easily understood y them" Meetings

and concealing are called for #ritten communication ecomes meaningful only #hen

#or%ers can readied understood them: too many notices should e avoided only the

essential ones should e put on the oards: #hich should e placed near the entrance

inside the canteen and in areas #hich are fre$uently visited y the #or%ers so that

they are a#are of the policies of the company and any sort changes eing made"

F+ The managements strict attitude in granting leave and holidays even #hen the need

for them is genuine: tempts #or%ers to go on !"S"I" leave for under this scheme: they

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can have &F days leaves in years on half pay" An effective #ay of dealing #ith

asenteeism is to lieralise leave rules"

G+ SA6!T> A(7 ACCI7!(T P9!!(TI*(

Safety at #or% can e maintained and accidents can e prevented if the management

tries to eliminate such personal factors as negligence: overconfidence: carelessness:

vanity: etc and such material factories unguarded machinery and e-plosives:

defective e$uipment and hand tools" Safe methods of operation should e taught" In

addition consistent and timely safely instruction: #ritten instructions )manual+ in the

regional language of the area should e given to the #or% force"

H+ C*97IA< 9!

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+ 7!! T9AI(I(5

The system of #or%ers education should e so designed as to ta%e into account their

educational needs as individuals for their personal evaluation: as operatives for their

efficiency and advancement: as citiens for happy integrated life in the community:

as memers of a trade union for the protection of their interests"

The educational programs according to their national commission on

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E"0. T! B9A76*97 6ACT*9 D

ABS!(T!!ISM

Bradford 6actor is a uman 9esources tool used y many organiations to measure and

identify areas of asenteeism" The theory is that short: fre$uent and unplanned asences are

more disruptive than longer asences"

It is ased on the fact that it is normally easier to ma%e arrangements to cover for staffs #ho

are going to e off for long periods: and #hich are more li%ely to e suffering from a genuine

illness"

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o#ever: employees ta%ing odd unplanned days off here and there actually cause more

disruption to the usiness" If this pattern is repeated regularly: the employee #ill have a high

Bradford 6actor score; #hich may raise $uestions aout ho# genuine the illness actually is"

The formula for the Bradford 6actor is'

! - ! - 7 X Bradford 6actor Score

4here ! is the numer of episodes of asence and 7 is the total numer of days asent in a

rolling &2 #ee% period"

So: for employees #ith a total of 0. days asence in one year: the Bradford 6actor score can

vary enormously: depending on the numer of episodes of asence involved" 6or e-ample'

*ne asence episode of 0. days is 0. points )i"e" 0 - 0 - 0.+

6ive asence episodes of t#o days each is 2&. points )i"e" & - & - 0.+

Ten asence episodes of one day each is 0:... points )i"e" 0. - 0. - 0.+

o# do organiations use the Bradford 6actorQ

There are no set rules for using the Bradford 6actor; it is do#n to each organiation to

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determine the #ays in #hich it uses the score"

o#ever: used effectively: the Bradford 6actor can reduce asenteeism dramatically: serving

as a deterrent and a method for tac%ling persistent asenteeism"

Studies have sho#n that y educating staff aout the Bradford 6actor: and then sho#ing them

their score on a regular asis: asenteeism can e reduced y over 2." This is largely do#n

to staff understanding that ta%ing the odd day off here and there #ill $uic%ly multiply their

Bradford 6actor score" The Bradford 6actor places a value on the asence #hich an employee

can clearly see" 4here the asence is not asolutely necessary: this can serve to deter

asenteeism"

4hen this is used in conjunction #ith a points system the Bradford 6actor can e effectively

utilied to deter unnecessary asenteeism"

6or e-ample the Bradford 6actor can e utilied y creating ?triggers #herey certain

actions are ta%en #hen an employees Bradford score reaches a certain point" 6or e-ample:

the =@ Prison Service has used the follo#ing triggers'

&0 points U veral #arning"

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2.0 points U #ritten #arning

.0 points U final #arning

F.0 points U dismissal

Setting these triggers is entirely dependent on the organiation using the Bradford 6actor" It is

usually advisale to use the Bradford 6actor as one of a numer of asence policies"

o#ever: setting these triggers and ma%ing staff a#are of them: in addition to ta%ing action:

resulted in the Prison Service reducing asenteeism y 0H"

By implementing mandatory procedures for tac%ling asenteeism across an organiation led

y the Bradford 6actor: an organiation can remove the potential for differences across teams

and management and remove the difficulties and reluctance that line managers often face

#hen having to discipline a close staff memer"

The Bradford 6actor can provide organiations #ith a t#o pronged method for tac%ling

asence' proactively deterring asence in the first place and utiliing a set procedure to

identify and tac%le persistent asenteeism"

Implementing the Bradford 6actor

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Calculating the Bradford 6actor for one memer of staff over a given period is not a difficult

proposition" o#ever: calculating the Bradford 6actor over a rolling &2 #ee% period: across

multiple teams and locations and considering different types of asence is a very difficult

tas%"

As a result of the e-ponential nature of the formula Y! - ! - 7Z: even the slightest mista%es

in calculation can result in a #ide variance of an employees Bradford 6actor score"

6or e-ample' 6or an employee #ho has had 0. days off in a year in total: on t#o separate

occasions'

2 K 2 K 0. X . Y#hich does not trigger a #arning U fe#er than &.Z

o#ever: if their asence is either not recorded correctly: or is calculated #rong y just one

day'

E K E K 0.X . Y#hich does trigger a #arning U over &.Z

>ou can see that their score is more than doule: despite the small mista%e" 5etting the

formula the #rong #ay round can have even more significant results'

0. K 0. K 2 X 2.. Y#hich #ould trigger disciplinary proceedings U over 2..Z

If an organiation #ants to tac%le asenteeism effectively: using the Bradford 6actor:

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including using an employees Bradford 6actor score in potential disciplinary proceedings:

then the process for calculating the Bradford 6actor has to e full proof: consistent and e$ual"

:o a+hie"e this> an organiation will nee% to ensure;

Asence reporting and monitoring is consistent: e$ual and accurate oth over

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time and across the #hole organiation"

The calculation of an employee8s Bradford 6actor score is ased on these

accurate: e$ual and updated asence records"

Management and staff have access to updated Bradford 6actor scores"

4ithout these processes in place the calculation of the Bradford 6actor is e-tremely difficult

and time consuming" In addition to this; une$ual processes for reporting and calculating the

Bradford 6actor could e discriminatory; everyones Bradford 6actor score should e suject

to the same: indisputale criteria"

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CAPT!9/

A(ASIS D I(T!9P9!TATI*(

Images paste

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CAPT!9/&

C*(C

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C*(C

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G+ GF #or%ers have good relations #ith the superiors #hereas 22 have

e-cellent relations #ith the superiors"

H+ 2 #or%ers thin% that their superiors ehaviour to#ards their prolems is

e-cellent D &F #or%ers consider it as good"

S=55!STI*(S A(7 9!C*MM!(7ATI*(S

Asenteeism is a serious prolem for management ecause it involves heavy

additional e-penses" The management should ta%e the follo#ing measures to reduce

0+ Provide Incentives/ An incentive provides an employee #ith a oost to their

motivation and avoid unnecessary asenteeism" Incentives li%e t#o hours of

onus pay for every month of perfect attendance can improve a lot"

2+ !mployee Assistance Program/ If you confront an employee aout his or her

fre$uent asenteeism and you find out that it is due to personal prolems refer

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E+ Sic%ness 9eporting U Tell employees that they must phone in as early as

possile to advise #hy they are unale to ma%e it to #or% and #hen they

+ 9eturn to 4or% Intervie#/ 4hen an employee returns to #or% then ensure

that they have a Oreturn to #or% intervie#"

&+ Bradford factor can also e used to identify and cure e-cessive asenteeism"

In the end to conclude this report I #ould li%e to specify that the project allotted to

me on ABS!(T!!ISM #as of immense help to me in understanding the #or%ing

environment of an organiation: therey providing a firsthand practical e-perience"

In this project #hile identifying the reasons of asenteeism of the #or%ers of

A59*( 9!M!7I!S Pvt"

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There are some limitations for research #hich are as follo#s'/

a+ As it #as not possile to visit each department the true picture of #or%ing

condition could not e judged"

+ The #or%ers #ere usy #ith their #or% therefore they could not give enough

time for the intervie#"

c+ The personal iases of the respondents might have entered into their response"

d+ Some of the respondents give no ans#er to the $uestions #hich may affect the

analysis"

e+ 9espondents #ere reluctant to disclose complete and correct information

Because of a small period of time only small sample had to e considered #hich

doesnt actually reflect and accurate and intact picture"

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BIB

0" Boo%s

a" Industrial 9elation/2..G: Arun Monappa"

" Industrial 9elation: Trade =nion and

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2" 9esearch Papers

a" !rnest B" A%yeampong: Trends and seasonality in Asenteeism"

" Mariajos 9omero and >oung/Sun

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