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Transcript of Absent Ism 1
TABLE OF CONTENTS
Chapter 1:- Introduction
Introduction
Company profile of Roger Export
Chapter 2 Literature of Review
Chapter 3. Research Objective & Research Methodology
Research Objective
Research methodology
Chapter 4:-Data Analysis & Interpretation
Data analysis
Chapter 5:-
FINDINGS
LIMITATION
Chapter 6:-
SUGGESTION
CONCLUSION
ANNEXURE
BIBLIOGRAPHY
QUESTIONNAIRE
CHAPTER-1
INTRODUCTION
INTRODUCTION
The economic development of a country depends upon its
industrial development. The pre-requisites for systematic
development are the availability of adequate and reliable data on
various aspects of industrial activities like inputs, outputs, wage
bills, working days, mandays worked, absenteeism, labour turnover,
earnings, employment, labour cost, bonus and welfare expenses,
etc. One of the steps taken in this direction was the setting up of
the Directorate of Industrial Statistics to enforce the Industrial
Statistics Act, 1942. Under the guidelines provided by this
Directorate, the first Census of Manufacturing Industries (CMI) was
conducted in 1946. The CMI was also conducted in 1944 and 1945
on a voluntary basis, but the results could not be tabulated because
of the poor response and quality of the returns. Similarly, the
Directorate of National Sample Survey conducted Sample Surveys of
Manufacturing Industries from 1949 to 1958 in all the 63 industry
groups, except those belonging to the Railways and the Defence.
Later on the Industrial Statistics Act, 1942 was repealed by the
Collection of Statistics Act, 1953 and Rules framed thereunder in
1959 regarding the Statistical Authority and procedure for collection
of data.
The process for launching Annual Survey of Industries (ASI),
under the Collection of Statistics Act, 1953, therefore, was initiated
in 1959 and the Census of Manufacturing Industries and Sample
Survey of Manufacturing Industries were discontinued. The labour
part of the ASI Schedule (Part-II), which contains statistics on
Absenteeism, Labour Turnover, Earnings, Employment and Labour
Costs, was launched with effect from the ASI-1961. During that year,
the Schedule was canvassed in respect of both the Census and the
Sample Sectors. However, due to non-availability of detailed
statistics in respect of the units in the Sample Sector, it was decided
to canvass Part-II Schedule only for the Census Sector in subsequent
years. The ASI in Sample Sector was, however, reintroduced with
effect from the ASI 1976-77.
Under the Collection of Statistics Act, 1953, the field survey
for the ASI is conducted by the Field Operations Division (FOD) of
the National Sample Survey Organisation (NSSO) through its
network of zonal, regional and sub-regional offices located all over
the country. The Deputy Director General, FOD, is the Statistics
Authority appointed under the Act for successful execution of the
survey programme. The Central Statistics Organisation (CSO) is
responsible for the processing and dissemination of data collected
through Part-I of the ASI Schedule. Labour Bureau, likewise, is
responsible for processing and dissemination of data on
employment, mandays worked, social security benefits, labour cost
and cost of production collected through Block-E of Part-I and;
absenteeism, labour turnover and earnings collected through Part-II
of the ASI schedule. The Standing Committee on Industrial Statistics
provides guidance in this regard and suggests improvements from
time to time in the sampling design, sample size, and techniques of
data collection, processing and tabulation of data. The Committee
has been constituted by the Ministry of Statistics & Programme
Implementation and is represented by the CSO, NSSO, Labour
Bureau, Ministry of Industry, State Governments, Reserve Bank of
India, FICCI, CII, ASSOCHAM, research institutions, eminent scholars
and other central Ministries.
COMPANY PROFILE OF ROGER EXPORTS LTD.
Roger Exports were established in the year 1979. This firm
was setup with the basic idea for exports of Leather Shoe Uppers
the guidance of the Proprietor Mr. Kulbir Singh and his wife Mrs.
Dalbir Kaur who had spend 5 years in West Germany and had
worked in a Shoe Factory and gained the productional experience in
footwear technology.
These practical experiences have helped them in a big way to
setup a Shoe Upper Unit in Agra where they started with a very
small Shoe Upper Unit for producing 50 pairs per day. Gradually the
production was increased as demand went up keeping in mind High
Quality Standard of West German buyers.
Mr. Kulbir Singh has visited various countries and many Shoe
Factories several times since 1979 to keep pace with the changing
trend in Shoe Industries as far as products and machines are
concerned. Till the year 1984 we achieved our production target of
500 pairs per day. The process of increasing production was
moderate whereas our motive was always High Quality Standards
and timely delivery.
MANAGEMENT
Roger Exports has a strong Top Rung Management, headed by
the great visionary Mr. Kulbir Singh, managing Director of the
company. Mr. Singh is a widely traveled person and has been
associated with the Shoe Industry for more than two decades. With
his clear vision and rock solid dedication, he has brought Roger
Exports this far and continuous to lead it with missionary zeal.
Mrs. Dalbir Kaur, the finance director of the company, has a
vast experience in footwear technology.Mrs.Kaur is leading a team
of highly skilled and experienced professionals,Mrs. Dalbir Kaur
regulates an efficient in-house management system.
Mr. Deepak Budhiraja, the Production Director of the company
is extremely experienced in guiding the production team to greater
heights. Under the guidance of Mr. Budhiraja, plans are offering to
further consolidate the position of the company by increasing
production capacity and deploying latest technology. This second
rung of the management consists of a dynamic team of
professionals who handle various affairs of the company.
ENVIRONMENT FRIENDLY COMPANY
Environment in the work culture of “ROGER EXPORTS” is a
deep concern for conservation & preservation of the environment.
This concern is reflected in all the activities of the group.
The facilities has been designed meticulously to much
international standards in term of temperature control, noise level
etc. it has top-of-the-line fire fighting arrangements. The walls in the
workings areas are fitted with fire equipments and free exit routes
are painted all over the work. The management conducts regular
fire drills from time to time. All these preventive measures are
reassuring for people who work for and around us. Doctors are
present working hours provides their medical services to the staff
&workers.
QUALITY MANAGEMENT
We look at quality from a different perspective. Concern for
quality is ingrained in our system .our approach towards ensuring a
consistent high standard of product has enabled us to become
leading exports company in the world of footwear. The quality of
product is taken right care of, right from the world raw material,
which is selected carefully. Keeping the customers end application
in mind. Our-line quality control check by seasoned professional
based at manufacturing plants enables us to monitor consistency in
production of all products.
At Roger Exports, quality is people driven, workers produce it,
professionals inspect it and together they deliver it.
MAJOR CUSTOMERS AND EXPORTS MARKETS
Achievement is never a matter of desire; it is the product of
hard work and long vision. The phenomenal success of Roger
Exports proves it. With effective global presence and a turnover of
US$ 12 Million, the company has been growing steadily. Today
Roger Exports manufactures International reputed brands like “Hush
Puppies, Master Class, Kokhman and Globetrotter. Roger Exports
has a strong association with chain stores, Catalogues, Mail Orders
and Importers. For us, at Roger Exports customers, no matter big or
small, count. We cherish the mutually rewarding relationship; we
share with our customers worldwide. The latest product range
exhibited in many of the prestigious fairs like Riva Del Garda (Italy),
GDS (Germany) and WSA (USA).
AT WORK
For a company to stay ahead in terms of quality &
competitiveness, it has to rely on its own infrastructure and
resources. We, at Roger Exports, realized this at a very early stage.
Today, we not only have a most modern manufacturing complex but
also an array of sophisticated machines to produce a diverse range
of world class footwear. We use German. Italians and other imported
machines at various stages of our production. We make medium
priced footwear for Men, Ladies and Children on cement. Strobe,
hand-stitch, California and stitch down constructions.
All production from Shoe upper to complete shoes, everything
is produced in house thereby reducing production lead time,
enhancing cost effectiveness and consistent quality. Result, we are
producing 100,000 pairs per month, which is a strong indicator of
constructive growth of the company.
RESEARCH & DEVELOPMENT
Development of new design goes on round the year on the
latest trend in fashion, by our expert designers. Roger Exports also
use the expertise of leading Italian designers who design top-of-the-
line footwear in keeping pace with the International Standards. We
are going to setup a CADCAM system in our R $ D section to
upgrade with latest technology.
QUALITY MANAGEMENT
We look at quality from a different perspective. Concern for
quality is ingrained in our system. Our approach towards ensuring a
consistent high standard of product has enabled us to become
leading exports company in the world of footwear. The quality of
product is taken right care of, right from the raw material, which is
selected carefully, keeping the customer’s end application in mind.
On-line quality control check by seasoned professional base at
manufacturing plants enables us to monitor consistency in
production of all products. At Roger Exports, quality is people
driven, workers produce it, professionals inspect it and together
they deliver it.
UNIT CHART
Unit 1
Address: 8B/7A, Dev Nagar near St. Conrad’s High School, Bye Pass
Road, Agra-28207(India)
Tel.No:+91-2530220, 2530561, 2531177, 2530690
Fax:+91-562-2530116
E-mail: [email protected]
Website: www.rogerexports.com
Contact Person: Mr. Kulbir Singh
Unit 2 & 3
Address: 12th Km stone Delhi-Agra Road, Artoni, Agra-282007(India)
Tel.no.:- +91-562-2641858, 2641858, 2641352.
ABSENTEEISM IN ROGER EXPORTS LTD.
Information regarding absenteeism amongst workers in an
industry or an industrial establishment on account of reasons other
than strikes, lockouts, lay-off, weekly rest or suspension, provide a
sound database for gauging the employee’s morale, commitment
and level of job satisfaction which have a direct bearing on
productivity. The effects of high levels of absenteeism are wide
ranging and affect everyone in the organisation. It cannot be
regarded purely as a management problem. Employers, workers
and their representatives have an interest in ensuring that a few
absent workers do not jeopardise their prosperity or job satisfaction.
Absenteeism is one of the indicators to monitor and evaluate
various employees' welfare programmes and labour policies. With
this aim in view, statistics on absenteeism amongst the directly
employed regular workers are collected as a part of the Annual
Survey of Industries. Absenteeism rate amongst these workers in an
industry or a state are worked out as percentages of man days lost
on account of absence to the man days scheduled to work in the
respective industry or state.
Statistics on number of factories reporting absenteeism,
percentage of such factories, man days scheduled to work, man
days lost due to absence and percentage of absenteeism by
Industries.
Industry-wise absenteeism rate amongst the directly
employed regular workers during 2008. It reveals that during 2008,
the highest rate of absenteeism was reported at 16.18 percent in
the industry group ‘Recycling of metal waste and scrap', whereas
the lowest rate at 5.92 percent was reported in industry group. This
implies that absenteeism is more or less a region related problem,
because industry-wise rate of absenteeism is more evenly spread
over a large number of industry groups, as compared to its state-
wise spread where the state to state variation is comparatively quite
steep.
Absenteeism among health workers highest Report
: Absenteeism among health workers is the highest in Roger Export,
according to Global Monitoring Report-2008
Referring to a survey carried out in 2002 -03, the report says
that the rate of absenteeism among primary healthcare workers in
Roger Export is 40%. This has a strong impact on the Millennium
Development Goals (MDGs) like reducing child and maternal
mortality and sanitation MDGs.
The GMR attempts to highlight how healthcare quality is
critical to reaching the MDGs.
“The quality of healthcare services matters because it reflects
the extent to which investments to national healthcare systems are
able to raise both human capital and individual welfare,” says the
report.
Trained doctors can make a dramatic difference in improving
healthcare, but absenteeism is both chronic and pervasive in many
developing countries. While India and Indonesia top the list,
countries like Bangladesh and Uganda follow with more than 35%
absenteeism among primary healthcare workers. The absence rates
in five developing countries averaged 35% in 2007-08. The report
mentions that it is possible that these figures underestimates the
severity of the problem because health care personnel can be
present without actually providing medical care.
When asked what can be the possible reasons behind such
absenteeism, “The government framework is weak. There are issues
of governance which includes incentives, oversight and
accountability. The government in developing countries need to
expand their programs with effectiveness.”
The incentives are weak in India and hence people respond to
that by taking leaves and being absent from their work station.
There is also lack of accountability among health workers due to
which they move freely without attending to jobs.
Agrees Shrawan Nigam, Senior consultant, Indian Council for
Research on International Economic Relations (ICRIER), who feels
that the problem is more severe in rural India. “There is a concept of
passing on the responsibility to the panchayati raj, whereas the
work is not happening at that level as well and there is a need for
monitoring,” asserts Nigam.
The report points out that though there is a need for more
spending on education and health programs, that is not the sole
answer. “The quality and equity of spending are equally important,”.
Improved governance, stronger accountability mechanisms and
sound expenditure management are essential to raise the quality of
health and education.
Although, the report predicts that on current trends the
human development MDGs are unlikely to be met yet they can be
achieved if stronger efforts are made both by the countries and their
development partners. “Progress must be accelerated and made
more inclusive. Private players along with public ones have a major
role to play. It calls for a reform to make sure that resources are
spend effectively and reaches poor and undeveloped areas,”
REASONS FOR ABSENTEEISM IN ROGER
PERCEPTION OF THE MANAGEMENT
Living and the mental conditions of the workers are poor and
the scope of their conduct is low.
Seasonal absenteeism especially in the harvesting season i.e.
in the months of April-May.
In some cases, the workers are involved in double
employment.
The non-local workers belonging to far of states as Orissa,
Bihar, Bengal be more absent by taking leave for festivals,
marriages, and they remain absent less frequently but for
longer durations.
They might remain sleeping, during the time of change of the
shifts or could not reach on time.
In summers the absenteeism enhances due to high
temperature in the department, moreover due to physical
fatigue, laziness, sickness.
Leniency of the administrative staff in the departments of the
organization. Lack of discipline in the departments, loopholes
in the system.
Absenteeism in the young age group workers is more due to
lack responsibility among workers, laziness and do not
willingly wish to work but are forced to work by the senior
members of the family.
Local workers tend to be more absent during festival times.
They are absent more frequently but for less time.
PERCEPTION OF THE WORKERS
The non-local workers take to leave to go to their native
places so tend to be absent for longer duration but less
frequently.
It is illness of oneself or illness of any of the family
members that the workers are bound to take leave.
The local workers tend to be more absent during
harvesting season, as they have to take care of their fields
and family business. Only few of the distant workers have
to take leaves for this purpose.
The workers are more absent due to the poor
transportation facility in the area, due to this they reach
late in the organization. No conveyance for the night shifts
workers is also a cause for absenteeism.
The workers take more leave due to poor medical facility in
the organization, as well as the ESI facility is poor.
Lack of motivation to work, as no recognition for the hard
and dedicated work done in the organization.
No counselor in the organization, who could advice and
helps them.
Lack of recreational, entertainment, and welfare facilities in
the company such as drinking water, sanitary, canteen,
rest room etc.
Monotonous work leads to boredom and thereby
absenteeism.
No training programs for the enhancement of knowledge
and skill upgradation.
Working conditions are poor in some of the departments of
the company, leading to absenteeism.
Workers participation in management is not favored.
PERCEPTION OF THE UNION
Workers of the far off states remain more absent and for
longer periods and are critical cases of absenteeism.
Workers are untrained and unskilled.
Workers are not properly counseled, as no counselor in the
company, as well as no welfare officer.
Workers are ignorant towards welfare activities taken for
the workers.
Lack of discipline in the organization, leniency on part of
the management, and the implementation of the
suggestion ignored.
Lack of recreational and entertainment facility in the
company.
Absence of good transportation facility in the area.
CHAPTER 2
LITERATURE OF REVIEW
ABSENTEEISM
Absenteeism is a habitual pattern of absence from a duty or
obligation.
Workplace
Frequent absence from the workplace may be indicative of
poor morale or of sick building syndrome. However,
many employers have implemented absence policies which make no
distinction between absences for genuine illness and absence for
inappropriate reasons. One of these policies is the calculation of
the Bradford factor, which only takes the total number and
frequency of absences into account, not the kind of absence.
As a result, many employees feel obliged to come to work
while ill, and transmit communicable diseases to their co-workers.
This leads to even greater absenteeism and reduced productivity
among other workers who try to work while ill. Work forces often do
excuse absenteeism caused by medical reasons if the worker
supplies a doctor's note or other form of documentation.
Sometimes, people choose not to show up for work and do not call
in advance, which businesses may find to be unprofessional and
inconsiderate. This is called a no call, no show.
It is obviously difficult for an organization to operate smoothly
and to attain its objectives if employees fail to report to their jobs.
The work flow is disrupted and often important decisions must be
delayed .In organizations that rely heavily upon assembly –line
technology.
Absenteeism can be considerably more than a disruption –it
can result in a drastic reduction in quality of output or in some cases
it bring about a complete shutdown of the production facility .For
example of the problems that the major US automobile
manufactures have with alarmingly large increases in absences on
Mondays and Fridays, especially in summer months and at the onset
of the hunting and fishing seasons .Certainly , levels of absenteeism
beyond the normal range have a direct impact on an organization
effectiveness and efficiency.
In India and developing countries the reasons can be different.
Some of the reasons that can be attributed to absenteeism are,
festivals and religious ceremonies, laziness and sickness due to
Alcoholism, family quarrels last but not the least inhospitable work
environment, superiors and no job satisfaction.
But in rare cases the concerned employee might have fallen
into bad company and is in a rut with ‘point of no return’ situation.
Bad company means smuggling, gambling. Treason or terrorism,
womanizing etc. In this case there is no choice except sacking the
employee and if required complaining to the Police about his anti-
social activities.
Under normal circumstances of absentism it is a vicious cycle..
Family quarrels & responsibilities, inhospitable work environment,
job dissatisfaction, may all lead to alcoholism which is the main
culprit. Alcoholism leads to more family quarrels, firing by superiors,
punishment, loss of pay and so on.
The absenteeism can be reduced to a maximum extent if the
management and superiors rake a sympathetic view and send the
concerned for counseling .The organization should also look into
what it could do to motivate the employee to attend work regularly.
Some of the organizations in India are taking the incumbent’s family
into confidence and also provide social workers for counseling. They
are also giving financial assistance for medical treatment, The
money is not given to the employee but to his wife so that the same
is utilized for intended purposes. Some companies are resorting to
giving even pay check in the name of wife or mother.
Are all absences bad?
Probably not! While most absences impact negatively on the
organization, we conceive of situations where the Organization may
benefit by an employee voluntarily choosing not to come to work .
For instance, ,fatigue or excess stress can significantly decrease an
employees productivity. In jobs where the employee needs to be
alert—surgeons and Airline pilots are obvious example.—it may well
be better for the organization if the employee does not report to
work .rather than show up and perform poorly. The cost of an
accident in such jobs could be prohibitive .Even in managerial jobs,
where mistakes are less spectacular , performance may be
improved when incumbents absent themselves from work rather
than make a poor decision under stress.
But the above examples are clearly a typical. For the most
part, we assume that organization benefit when employee
absenteeism is reduced..
How to Deal with Employee Absenteeism
For Employees Who Are Absent
For Supervisors/Managers:
Recently, I was asked by a manager how he should deal with
the fact that on any given day 10% of his employees are absent
from work. I informed the manager that the problem of employee
absenteeism is a problem best resolved by taking the following four
positive interventions versus taking a negative or punitive approach.
Change Management Style: We are all aware of the fact that
when employees call in ill, it does not mean they are truly too
physically ill to work. One reason, outside of illness, that employees
are absent is stress, and the number one reason employees are
stressed has to do with their relationship with their
manager/supervisor.
Management styles that are too authoritarian tend to promote
high levels of absenteeism among employees. Authoritarian
managers are managers who have poor listening skills, set
unreachable goals, have poor communication skills, and are
inflexible. In other words, they yell too much, blame others for
problems, and make others feel that it must be their way or the
"highway." Authoritarian managers tend to produce high
absenteeism rates. By identifying managers who use an
authoritarian style, and providing them with management training,
you will be taking a positive step not only toward reducing
absenteeism, but also reducing turnover, job burnout, and employee
health problems such as backaches and headaches.
Change Working Conditions: The employees in your
company probably work in a well-lighted climate controlled building.
The working conditions I am referring to relate to coworker
relationships. Not only does relationship stress occur between the
employee and manager, but it also exists between employees.
Frequently I hear employees say they did not go to work because
they are fearful of or angry with another employee. These
employees usually report they just could not deal with "so and so"
today, so they called in ill. Companies that adopted policies and
values that promote employee respect and professionalism, and
promote an internal conflict resolution procedure, are companies
that reduce employee stress. A reduction in employee stress
reduces employee absenteeism.
Provide Incentives: Giving employees incentives for
reduced absenteeism is not the same as rewarding or giving
employees bonuses for reduced absenteeism. An incentive provides
an employee with a boost to their motivation to avoid unnecessary
absenteeism. It simply helps the employee decide to go to work
versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are
numerous. Some companies allow employees to cash-in unused sick
days at the end of every quarter, others give an employee two
hours of bonus pay for every month of perfect attendance; and still
others provide employees with a buffet lunch, a certificate of
achievement, or even a scratch-off card concealing prizes. The type
of incentive program that your company uses should be one created
especially for your company. You can create an incentive program
tailored to your unique company by allowing employees to help you
develop the incentive program. For example, your employees may
not care about receiving a $25.00 U.S. saving bond for perfect
attendance, but they might respond very well to being able to leave
one hour early on Friday if they have perfect attendance all week.
The duration of the incentive program is also very important.
Once again allow your employees to help guide you to determine
the length of time between incentives. Some companies find that
they can simply reward employees with perfect attendance once a
year, while others decide once a month is best, and still others
decide once a week works best. The general rule of thumb is to
reward workers more frequently the younger they are and the more
difficult the work is to perform. Also, it is best to start with small
incentives and work up to larger ones if necessary.
Develop an Attendance Policy: Every company should
have an attendance policy. An attendance policy allows a manager
to intervene with an employee who is frequently absent. Besides
stress as a primary reason for employee absenteeism, other causes
relate to alcoholism, domestic violence, and family problems. If you
confront an employee about his or her frequent absenteeism, and
they inform you it is due to personal problems, consider referring
the employee to an Employee Assistance Program (EAP).
If the employee's absenteeism relates to a medical problem or
a family member with a medical problem, you may have to consider
allowing the employee to use the benefits allowed to them under
the American's with Disability Act (ADA) or the Family and Medical
Leave Act (FMLA). Early identification of these employees will get
them back to work as fast as possible. Lastly, make sure that you
have an attorney review your attendance policy to make sure it
does not violate any State or Federal labor laws. By incorporating
the above four strategies into your company you will not only
reduce absenteeism you will reduce employee burnout, turnover,
poor morale, and workplace negativism.
For Employees Who Are Frequently Absent
One of the most important steps you can take if you are
frequently absent, is to keep your employer informed. Employees
who are frequently absent without good cause are generally absent
due to numerous frivolous reasons. Employees who are absent for
good cause have legitimate reasons, e.g. sickness or family member
illness, and the employee needs time off to resolve their personal
problems. Most employers generally understand the need to be
gone from work due to a legitimate reason; therefore, it is important
to communicate clearly and accurately so your employer does not
assume you are out for frivolous reasons.
As an employee you are allowed to take up to 12 weeks of
unpaid leave under the federal Family and Medical Leave Act
(FMLA). The 12 weeks of leave may be taken continuous or
intermittently, thereby allowing the employee to work on a less than
full-time schedule.
FMLA can be used for the care of a child after birth, adoption,
or foster care placement.
FMLA is available to care for an immediate family member
(spouse, child, parent) who has a serious health condition.
FMLA can be used for your own serious health concerns. It
does not cover for the common cold, flu, ear aches, upset stomach,
common headache, or routine dental care.
In order to be covered by FMLA you must be considered an
"eligible" employee. An eligible employee must have 12 months
(1,250 hours) of employment, and your employer must employ 50
or more employees within 75 miles of the worksite. Employees must
provide 30 days of advance notice for foreseeable events. There are
different exemptions present for both school teachers and
state/local government employees.
If you are an eligible employee, your employer must maintain
your benefits, allow you to return to the same or equivalent position,
and not decrease your pay or benefits at the conclusion of 12
weeks. If you believe you are eligible for FMLA, inform your
supervisor or HR department that you are requesting FMLA
coverage. Your employer is required to provide you with written
notice, within two business days, informing you if you are eligible or
not.
THE ROLE OF THE SUPERVISOR IN
MANAGING ABSENTEEISM
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According to the most recent CCH Unscheduled Absence Survey,
employers are losing ground when it comes to keeping workers on
the job. Unscheduled absenteeism rates have risen to their highest
level since 1999. What continues to be of most concern is that
almost two out of three employees who don’t show up for work
aren’t physically ill.
For most companies, the responsibility for managing
absenteeism has fallen primarily on immediate supervisors. These
supervisors are often the only people who are aware that a certain
employee is absent. They are in the best position to understand the
circumstances surrounding an individual’s absence and to notice a
problem at an early stage. Therefore, their active involvement in the
company’s absence procedures is pivotal to the overall
effectiveness and future success of an absence policy or program.
Sadly, however, most supervisors have not received any
guidance or training in managing absenteeism. They have been left
on their own to carry out the often unpopular task of identifying,
confronting and resolving absence abuse.
To ensure that supervisors are comfortable and competent in
their role of managing absenteeism, they need to have the full
support of senior management. All parties must be aware of the aim
of absence policies and procedures. Should there be discrepancies
between departments; a policy can lose its effectiveness.
To provide more consistency, supervisors should be trained in
their responsibilities about managing absenteeism, advised how to
conduct effective return-to-work interviews, and educated in the use
of disciplinary procedures when necessary.
The Responsibilities of the Supervisor
In addition to ensuring that work is appropriately covered
during the employee’s absence, there are a number of other critical
actions that supervisors need to take to manage absenteeism. They
should:
ensure that all employees are fully aware of the organization’s
policies and procedures for dealing with absence,
be the first point of contact when an employee phones in sick,
maintain appropriately detailed, accurate, and up-to-date
absence records for their staff, (e.g., date, nature of
illness/reason for absence, expected return to work date,
doctor’s certification if necessary),
identify any patterns or trends of absence which cause
concern,
conduct return-to-work interviews, and
implement disciplinary procedures where necessary.
The Return-to-Work Interview
The training of supervisors in how to best manage
absenteeism should include instruction on how to conduct effective
and fair return-to-work interviews. Recent national surveys indicate
that these interviews are regarded as one of the most effective tools
for managing short-term absenteeism1.
The return-to-work discussion will enable the supervisor to
welcome the employee back to work, in addition to demonstrating
management’s strong commitment to controlling and managing
absenteeism in the workplace. The interview will enable a check to
be made that the employee is well enough to return to work.
The necessary paperwork can be completed, so that the
absence and its conclusion are properly recorded. The fact that an
established procedure is in place to investigate and discuss absence
with an employee may, on its own, act as a deterrent for non-
attendance for disingenuous reasons.
Interviews need to be carried out as promptly as possible
following the absentee’s return to work (no later than one day after
his or her return). The employee should be given ample opportunity
to outline the reasons for his or her absence. The supervisor should
use the interview as a time to explore any issues that the employee
may have which are leading to absence.
The goal is to foster an open and supportive culture. The
procedures are in place to make sure that help and advice is offered
when needed and to ensure that the employee is fit to return to
work. Employees will usually appreciate the opportunity to explain
genuine reasons for absence within a formalized structure. Should
the supervisor doubt the authenticity of the reasons given for
absence, he/she should use this opportunity to express any doubts
or concerns.
At all times, the employee must be aware that the interview is
not merely part of company procedures, but a significant meeting
during which the absence has been noted and may have
implications for future employment. The company’s disciplinary
procedure, in the event of unacceptable levels of absence, should
be explained to the employee.
The manager may choose to outline how the absence affected
the department. The message should be that the employee was
missed and that productivity suffered. The manner in which the
department was required to reorganize staffing arrangements might
also be explained. This would demonstrate that the efficiency of the
work unit was adversely affected by the absence.
The supervisor should then brief the returning employee
about the current situation (i.e., what tasks are now priorities, what
work has already been carried out and where the employee should
now focus his/her efforts).
At no point during the meeting should the interview become a
form of “punishment,” but should be seen as an occasion to
highlight and explain the repercussions of absence within the
department. The vast majority of employees derive a sense of pride
and achievement from their work and management should be
encouraged to treat these individuals as responsible adults.
Most employees understand reasonable rules and do not want
to be threatened into compliance. The small percentage of
employees who indeed have an absence problem will require close
supervision and possibly even punitive measures for excessive
absenteeism. These few employees who are irresponsible should be
handled individually and firmly.
The following guidelines outline the recommended steps to be
taken in cases where short-term absence is considered to be above
an acceptable level in a particular period of time.
Stage 1: Counseling Interview
The immediate supervisor should advise the employee of his
concern over the absences, try to establish the reasons for the
sickness and determine what needs to be done to improve
attendance.
If any medical condition is identified at this stage, and is likely
to have an effect on job suitability, the supervisor should
arrange an appointment with a company-approved doctor.
This should be confirmed to the employee in writing within
five working days.
If, from the discussion, the problem does not appear to be due
to an underlying unfitness for work, the supervisor should
advise the employee that, while the recorded ailments may be
genuine, a sustained improvement in attendance is expected
or the next stage in the procedure will be taken.
A review of the attendance will automatically be made each
month for the next six months.
Stage 2: First Formal Review (Verbal Warning Stage)
If the employee’s absences continue to worsen following
analysis and regular monitoring, he should be invited to
attend a formal review meeting with the supervisor.
The absence record should be detailed in a letter inviting the
employee for this interview. The employee should be advised
that she is entitled to be represented by a union
representative or a colleague as appropriate.
The purpose of this meeting will be to:
--continue to discuss the underlying reasons for the absences,
--advise the employee of the service and cost implications of her
absence, and
--warn the employee (except when deciding to seek medical advice)
that if there is not a substantial and sustained improvement, her
employment may be terminated because of her inability to maintain
an acceptable attendance level. This constitutes the verbal warning.
Where medical attention is warranted, action must be taken
immediately. The meeting is therefore only adjourned to allow
this part of the process to be completed. Within five working
days, the employee must receive medical advice. The meeting
is then reconvened with HR and the doctor’s opinion is
discussed.
If the doctor confirms fitness for work, the employee should be
warned about the consequences of continued absence.
Stage 3: Second Formal Review (Written Warning Stage)
Where regular monitoring indicates that no improvement in
the absence pattern has occurred, a second formal meeting will be
arranged with HR.
The letter inviting the employee to the meeting will include
the absence record and, again, advice on representation.
Any new information given at the meeting regarding ill health
or a change in the nature of sickness may need to be assessed by a
company-approved doctor.
The employee should be given the opportunity to explain his
or her absence record. If appropriate, the supervisor should inform
the employee that a formal written warning is being issued and that
this warning will remain in the employee’s file for a specified period.
A copy of the warning should be issued to the employee and to
his/her representative.
The employee should be informed that failure to comply with
the company’s attendance expectations, and to improve on
the present unacceptable record of absence, will result in the
termination of the employee’s employment.
Where fitness for work is in doubt, proceed with redeployment
options according to the guidance received by the doctor.
Consult with the employee’s union representative (if
applicable) on the redeployment process and options.
Stage 4: Temporary Suspension From Work
If, following the implementation of the previous stages of the
disciplinary process, no improvement in attendance occurs,
management may proceed with a temporary suspension
without pay. The intention to suspend should be confirmed in
writing with details of start and end dates. A copy of the letter
of suspension should be sent to the employee’s representative
(if applicable).
Stage 5: Termination of Employment
This is the final stage in the disciplinary process whereby the
employee is dismissed for inability to comply with the
company’s requirements for attendance at work. Dismissal
can only take place with the written authorization of a senior
manager and HR.
The letter calling the employee in will, again, include advice
on representation and will outline the absence record. The
employee should be advised that, as a result of the interview,
he or she may be dismissed for incapability to perform work
duties.
Again, the company doctor may have to be consulted if any
new information is forthcoming in regard to the employee’s
health or capacity for work.
Where redeployment is not possible, or appropriate, consider
proceeding with dismissal for reasons of capability. Eligibility
for disability benefit will depend on the circumstances of each
case.
If a decision is made to dismiss on the basis of capability, a
copy of the letter of dismissal should be sent to the
employee’s representative (if appropriate).
The employee may have the right to appeal against dismissal.
The appeal should be in line with the company’s disciplinary
procedures.
Challenges in Managing Absenteeism
Be aware that supervisors are often uncomfortable or
unwilling to report on those who have exceeded acceptable levels of
absenteeism. Because of the many pressures already on
supervisors, the consistent implementation of absenteeism policies
is not always their top priority.
It is important to try to take the subjectivity out of managing
absenteeism and to ensure that all employees are treated the same.
It is essential to be consistent, persistent, and fair to all. When
absence is not addressed or addressed in an inconsistent manner,
lower morale can result. Employees can feel they have been treated
unfairly when they perceive other absent employees are “getting
away with it.”
The majority of employees will appreciate policies and
programs that are facilitative, rather than punitive. Stringent or
punitive measures that force employees to come to work can result
in employees that then become, "absent while at work."
They do as little as possible and resist any effort to get them
to do more. Other programs should be implemented that help
employees be present at work, such as flexible work scheduling, job
sharing, attendance awards and wellness programs.
CHAPTER 3
RESEARCH OBJECTIVE
&
RESEARCH
METHODOLOGY
RESEARCH OBJECTIVE
The project was carried with an intention to deal with the
critical cases of absenteeism in the organization.
The main organization of the project was:-
To Study about the Main causes & Guidelines of the
Absenteeism.
To Study the find out the Main Reason of Absenteeism in Roger
Export Ltd.
To find the major causes that lead to dissatisfaction and
thereby leading to labour absenteeism in the organization.
By knowing the reasons to find the solution to industrial
problem of absenteeism and later give recommendations to the
management to overcome absenteeism.
To improve efficiency by making optimum of all the resources
with the management. Manpower in addition to Money and
Material.
RESEARCH METHODOLOGY
PROBLEM IDENTIFICATION
To work on the project “Role of Absenteeism in Roger's Export
Ltd. “, I had personally visited the whole company. I went to all the
departments included in my study.
Problem identification part includes basically identification of
the problem and reduction of the problem to the manageable size.
Thus, the problem identified was labor – absenteeism in
ROGER and aim was to study its causes and give suggestions to
reduce it.
DEVELOPMENT OF HYPOTHESIS
Hypothesis formulated was that there are chronic cases of
labour absenteeism in the company. The main causes of labour
absenteeism in the company were supposed to be:-
Lack of dedication, motivation to work and laziness on part of
the workers.
More absenteeism in the months of April – May.
Long distances of travel and low morale of the workers.
Bad working conditions and lack of cafeteria facilities, medical
facilities, welfare measures.
Self sickness of the family members.
RESEARCH DESIGN
The research design includes the methods and procedures
used during the project survey.
During the survey of the project, descriptive research was
used to study the Causes of absenteeism. It included detailed study
of the problem, causes behind the problem and solution to the
problem.
It included study of both dependent and independent
variables. The reaction, responses, were noted down which were
due to dissatisfaction leading to absenteeism.
IDENTIFICATION AND SELECTION OF SAMPLE
For identification and selection of the sample, study of the
existing literature as the Muster roll, leave and attendance registers
were done. Information regarding workers as number of days
absent, cause-wise,
Month-wise from Jan’08 to June’08, as well as from registers of
months of 2008 was collected.
From the absenteeism information so acquired, I selected the
names of 40 high absentee workers for the survey. These were the
chronic absenteeism cases, which I selected to study.
METHODS OF DATA COLLECTION
The data, I collected during my study was both primary as well
as secondary data. The collection of data includes both surveys as
well as fact-finding techniques of various kinds.
Primary data was collected:-
by observation method,
Structured Interview for the workers,
Unstructured Interviews of Hod‘s Supervisors, Workers.
Questionnaire dealt with questions pertaining to personal
information of the absentee, reasons for absenteeism, questions
pertaining to general problems.
Secondary data was collected:-
from the Muster roll,
Attendance absenteeism registers and printed matter on
the critical cases.
ANALYSIS OF DATA
Analysis of the data is done by comparing the results across
the methodologies, generalizations.
FINDINGS, LIMITATIONS AND RECOMMENDATIONS
Conclusions were given by giving the causes, detailed study,
recommendations, limitations and proposed solution. Finally, the
project report was made.
PROCEDURE TO DEAL WITH ABSENTEEISM
MANAGEMENT PROCEDURE
The management initially, verbally counsels the critical
habitual absentee.
Then the absentee is given verbal or written warning, also
names of such cases are exhibited on the notice boards.
In there is no improvement absentee is charge sheeted and
later if the case become critical absentee is suspended from work.
If the case becomes very critical and habitual absentee after
several suspensions is not improving, worker is finally terminated
from work.
UNION PROCEDURE
The union at its level counsels the habitual absentees and
tries to find the causes behind the absenteeism.
If absentee does not improve the complaint is sent to the
regional union office, where the absentee is called for counseling.
If absentee does not improve his/her union membership is
cancelled and no further assistance of any sort is provided to the
absentee and is left with
Management to tackle with and take any sort of action against
the absentee.
LIST OF MISCONDUCT FOR TERMINATION
PROCEDURE
Employee is terminated for his serious misconduct, which may be:-
Habitual late attendance, absence without leave and / or leaving
the work premises before time. Any act or omission repeated for
three or more times in a month will be treated as habitual and
considered as misconduct.
Giving false information regarding the personal the personal
details at the time of securing employment or thereafter.
Assaulting, abusing, or intimidating any employee of the
company within the work premises.
Carrying lethal weapons, fighting, riotous, Drunkenness,
gambling which affects the work environment.
Sleeping/gossiping / idling on duty.
Distribution, sticking or displaying of any papers, banners.
Posters, pamphlets.
Disobedience of seniors regarding the work assigned to them in
the organization.
Participating in illegal strike and instigating others to join the
strike.
PROCEDURE FOR DEALING WITH MISCONDUCTS
For any of the misconduct’s stated earlier, as per the certified
standing orders in respect of ROGER EXPORTS , the termination
procedure carried in the organization is as follows:-
The concerned employee is initially counseled be the HOD/HRD.
If there is no improvement found then warning letter / charge
sheet / suspension as the case may be , will be issued to the
concerned employee with the details given below :
Alleged misconduct
Name of the inquiry officer
Place where inquiry is to be done.
DOMESTIC INQUIRY & SUSPENSION
During inquiry the concerned employee is not available, then
inquiry officer may conduct inquiry Ex-party.
Suspension normally may not exceed beyond 30 days and
inquiry is complete during this period.
The suspended workman is paid subsistence allowance under
clause AA(2) as follows:
Subsistence allowance @50%of wages for first 90 days
of suspension.
75% of wages for remaining period of suspension and
@ 25%, if delay in inquiry due to worker.
If inquiry is conducted by some outside agency then:
For first 180 days of basic wage, DA and compensatory
allowance paid.
For rest of the day’s subsistence allowance paid is 75%
of the wages.
For inquiry exceeds more than 180 days and if delay is
due to worker, subsistence allowance paid is 25% of
wages.
Even after these actions taken by the company, if there is no
improvement and also the concerned employee is found guilty
after inquiry then strict disciplinary actions are taken by the
company against the concerned employee, which may finally
lead to termination of the employee.
LEAVE FACILITIES
The following leaves are sanctioned to the permanent
employees of this organization:-
LEAVE CATEGORIZATION
Leave sanctioned in an organization is categorized as below;-
Authorized and paid leave
Casual leave(CL)
Earned leave(EL/AL/LW)
Authorized but not paid by the company
Ordinary Leave/Leave without pay (OL/LWP)
Unauthorized leave
Any type of leave liable for disciplinary action and is an
offence as Absent (AA) on work without intimation.
ENTITLEMENT OF LEAVES
CASUAL LEAVE (CL)
Types of leaves For staff For workers
Casual leaves 6 7
Sick leaves 6 6
Earned leaves 15 15
In a year staff is entitled for 6 CL workers for 7 CL. CL
could not be taken more than three at a time. CL could not be
availed along with any other leave. CL could be availed only in
the current year.
SICK LEAVE (SL)
In a year only 6 SL are entitled to those employees who
are not covered under ESI Scheme i.e. those employees
whose salary is more than 6500/-.SL could availed only in
following years.
EARNED LEAVE (EL)
In a year completing 240workingdays, 15 E>L> will be
credited to the permanent employee in the following year. For
taking EL, the application should be submitted to the authority
before one week. EL will not be allowed with any other leave.
EL is encashable at the time of leaving the service of the
organization
Besides these entitlement of leave employees are
entitled to three paid National Holidays of 26th Jan, 15th Aug
and 2nd Oct and 4 paid holidays of festivals Holi,
Diwali,Janamashtmi, Dussehra , and 4 weekly off in a month.
CHAPTER 4
DATA ANALYSIS
&
INTERPRETATION
DATA ANALYSIS
1. Was any action taken for unauthorized leave?
Yes, 75%
No, 10%
No Comments, 15%
INTERPRETATION
75% respondent Workers says Yes. Furthermore, 10 per cent
respondents says No and 15 per cent says No Comments.
If yes, then what?
Counselling, 30%
Verbal/Write, 60%
Suspension, 10%
INTERPRETATION
60% respondents says Verbal/Write. Furthermore, 30 per cent
respondents says Counseling and 10 per cent respondents says
Suspension.
2. Generally how many leaves taken in a month?
Between 7-10, 7%
Between 5-7, 23%
Between2-5, 70%
INTERPRETATION
Generally leaves taken in month by respondents eg. 7-10
leaves taken by 7% respondents. Furthermore, 5-7 leaves taken by
23% respondents and lastly 2-5 leaves taken by 70% respondents.
3. What is the attitude of managers towards you?
Balanced, 67%
Harassment, 30%
Polite, 3%
INTERPRETATION
All or the respondents says managers attitude towards
workers eg. Balanced 67%, Harassment 30% and Polite 3%.
4. Does any reward given for good performance?
Yes, 13%
No, 54%
No Comments, 33%
INTERPRETATION
All or the respondents says 13% achieved rewards for good
performance , 54% achieved not rewards for good performance and
lastly 33% respondents says no comments.
5. Main reason for absence?
Family Problem, 27%
Dissatisfaction from Work, 30%
Illness, 30%
Other reason, 13%
INTERPRETATION
All or the respondents says reason for Absence eg. 27% says
family problems, 30% says Dissatisfaction, 30% says Illness and
lastly 13% says Other reasons.
6. Do you satisfied with the leave arrangements?
Yes, 23%
No, 60%
No Comments, 17%
INTERPRETATION
All the respondents says for satisfaction for leave
arrangements eg. 23% respondents says Yes, 60% respondents
says No and lastly 17% respondents says no comments.
7. Does management take care of your demands?
Yes, 40%
No, 50%
No Comments, 10%
INTERPRETATION
Management take care of respondents demands eg. 40%
respondents says Yes, 50% respondents says No and lastly 10%
respondents says no comments.
CHAPTER 5
FINDINGS
LIMITATION
FINDINGS
The main reason for absenteeism in organization is lack
of good counseling facility, lack of motivation and need for
welfare officer.
The workers using public transport to commute from
long distances are critical cases of absenteeism.
Absenteeism is more in April-May due to visits of the
non-local workers to their native place. Also these months are
marriage duration for the Hindus. Moreover hot summers
contribute to ill health of the workers.
Absenteeism is maximum in departments like spinning,
weaving due strenuous nature of work in these departments,
high temperatures prevailing in these departments.
Local workers absent themselves more frequently but
for short duration’s. Still non-local are more critical cases of
absenteeism than the locals.
Absenteeism is more in 20-30 age groups of workers,
due to lack responsibility and dedication towards work.
Ill health of the workers themselves and illness of the
family members leads to absenteeism.
LIMITATIONS
We are not directly interacting with the workers.
Shift timings were such that only day shift workers were
contacted. Those On list but working in night shifts could not
by contact.
The workers do not explain frankly.
There are many questions of different parameter.
Remained which were Not asked to worker.
We are not interacting with other department of the
company.
The ignorance of the workers was a big limitation. The
workers were not clear with and aware of many factors Job
Rotation, Safety Measures and various other factors.
Many times the survey had to be limited due to
difficulty, in contracting workers, due to the shift timings
Last but not the least, time factor was also seemed to
be a constraint, sometimes.
CHAPTER 6
SUGGESTIONS
CONCLUSIONS
SUGGESTIONS
Good Attendance Bonus Scheme can be introduced in the
company to motivate workers to be regular on work and give
good performance.
Counselor can be employed; adverse effects of absenteeism can
be explained to employees in simple vernacular language
periodically.
Job rotation and Job enrichment can be tried to reduce monotony
of work.
Educational and development training programs can be carried
out for skill up gradation.
Employees Suggestions Scheme can be introduced and awards
to be instituted for useful and good suggestions.
Company conveyance can be provided, it will reduce
absenteeism remarkably.
Entertainment programs can be organized, which will help in
developing good interpersonal relations and healthy
environment in the organization.
Leave books can be provided to the workers which will be filled
by the workers themselves so that can know about leaves taken
by them from time to time and they could decide where they
have to improve.
CONCLUSION
Attendance improvement programs can work! What the
employees require is commitment and support from all levels of
management, an effective attendance record-keeping system,
consultation and open communication on the reasons for the
attendance program.
Implementing and maintaining a work environment where
open communication and team spirit can thrive will at first
sometimes seem a mammoth and somewhat unrealistic task. If you
need encouragement just consider some of the benefits; reduced
absenteeism, open communication, team spirit, reduced grievances
and greater employee satisfaction.
Only when the positive approach is unsuccessful does the
employer need to use the remedial approach to deal with habitual
abusers or with excessive absentee cases. In all cases the
employer's actions must be fair and reasonable and consistently
applied.
With a well communicated, implemented, and administered
program, the majority of the employees should agree with the
attendance management program and cooperation should follow.
ANNEXURE
BIBLIOGRAPHY
QUESTIONNAIRE
BIBLIOGRAPHY
Title of the book Name of the author
Behaviour in the organizations Greenberg and Baroon
Organizational Behaviour Stephen P. Robbins
Organizational Behaviour J.S. Chandan
Human Resource Management C.B. Gupta
Human Resource Development P.C. Tripathi
Websites :
www.googles.co.in
www.msn.com
www.rogerexport.com
QUESTIONNAIRE
Name :………………………….. Age :
…………………………………………….
Income : ……………………….. Designation :………………………………
1. Was any action taken for unauthorized leave?
(a) Yes (b) No
(c) No Comments
If yes, then what?
(a) Counseling (b) Verbal/Write
(c) Suspension
2. Generally how many leaves taken in a month?
(a) Between 7-10 Days (b) Between 5-7 Days
(c) Between 2-5 Days
3. What is the attitude of managers towards you?
(a) Balanced (b) Harassment
(c) Polite
4. Does any reward given for good performance?
(a) Yes (b) No
(c) No Comments
5. Main reason for absence?
(a) Family Problem (b) Dissatisfaction from work
(c) Illness (d) Other reason
6. Do you satisfied with the leave arrangements?
(a) Yes (b) No (c) No Comments
7. Does management take care of your demands?
(a) Yes (b) No (c) No Comments
8. Give Suggestion
_______________________________________________________________
_______________________________________
By ……………………..