TABLE OF CONTENTS

CHAPTER NO CONTENT PAGE NO

INTRODUCTION
1.1 Introduction of the study 1
1.2 Objectives of the study 7
1.3 Need for study 8
1
1.4 Scope of the study 8
1.5 Limitation of the study 8
1.6 Company profile 9
1.7 Industry profile 14
LITERATURE SURVEY
2
2.1 Review of Literature 17
RESEARCH METHODOLOGY
3.1 Meaning of Research 23
3.2 Research design 23
3
3.3 Type of sampling 34

3.4 Data collection method 34

3.5 Tools used for Analysis 34
4 DATA ANALYSIS AND INTERPRETATION 39
FINDINGS, SUGGESTIONS &
CONCLUSION

5 5.1 Findings 58
5.2 Suggestions 59
5.3 Conclusion 61
Bibliography 63
ANNEXURE
Questionnaire 64
 LIST OF TABLES
[Link] TABLE TITLE PAGE NO
NO
1 4.1.1 BASED ON THE AGE OF RESPONDENTS 29

2 4.1.2 BASED ON THE GENDER 30

3 4.1.3 BASED ON THE EXPERINCE OF 31

RESPONDENTS
4 4.1.4 BASED ON THE MATRIAL OF RESPONDENTS 32

5 4.1.5 EDUCATIONAL OF QUALIFICATION OF THE 33

RESPONDENTS

6 4.1.6 MONTHLY INCOME OF THE RESPONDENTS 34

7 4.1.7 OPINION ABOUT WORKING ENVIRONMENT 35

8 4.1.8 DURATION OF THE LEAVE TAKEN BY EMPLOYEE 36

9 4.1.9 OPINION ABOUT THE EFFECT TO REDUCE 37

ABSENTEEISM

10 4.1.10 OPINION FOR LONG LEAVE 38

11 4.1.11 WORKERS REASONS FOR LEAVE 39

12 4.1.12 OPINION ABOUT WORK PRESURE OF THE 40

EMPLOYEES

13 4.1.13 WORKERS LEVEL OF AWARENESS 41

REGARDING ABSENTEEIS

14 4.1.14 OPINION ABOUT THE EFFECTS OF 42

ABSENTEEISM
[Link] TABLE TITLE PAGE NO
NO

15 4.1.15 OPINION ABOUT MOTIVATIONAL FACTORS 43

16 4.1.16 OPINION ABOUT COMPANY’S LEAVE POLICY 44

17 4.1.17 OPINION ABOUT THE OCCUPATIONAL 45

HAZARDS

18 4.1.18 TAKE LEAVE WITH THE PRIOR PERMISSION 46

19 4.1.19 OPINION ABOUT THE ABSENTEEISM 47

20 4.1.20 OPINION ABOUT ADEQUATE NUMBER OF 48

LEAVES

21 4.1.21 OPINION ABOUT OVER BURDEN OF THE WORK 49

22 4.1.22 OPINION ABOUT LACK OF RECOGNITION FOR 50

WORK

23 4.1.23 OPINION ABOUT THE QUALITY OF PRODUCTION 51

24 4.1.24 OPINION ABOUT BOREDOM OF WORK 52

 LIST OF CHARTS
[Link] CHART. TITLE PAGE NO
NO
1 4.2.1 BASED ON THE AGE OF RESPONDENTS 29

2 4.2.2 BASED ON THE GENDER 30

3 4.2.3 BASED ON THE EXPERINCE OF 31

RESPONDENTS
4 4.2.4 BASED ON THE MATRIAL OF RESPONDENTS 32
5 4.2.5 EDUCATIONAL OF QUALIFICATION OF THE 33
RESPONDENTS
6 4.2.6 MONTHLY INCOME OF THE RESPONDENTS 34
7 4.2.7 OPINION ABOUT WORKING ENVIRONMENT 35
8 4.2.8 DURATION OF THE LEAVE TAKEN BY EMPLOYEE 36

9 4.2.9 OPINION ABOUT THE EFFECT TO REDUCE 37

ABSENTEEISM
10 4.2.10 OPINION FOR LONG LEAVE 38

11 4.2.11 WORKERS REASONS FOR LEAVE 39

12 4.2.12 OPINION ABOUT WORK PRESURE OF THE 40

EMPLOYEES
13 4.2.13 WORKERS LEVEL OF AWARENESS 41
REGARDING ABSENTEEIS

14 4.2.14 OPINION ABOUT THE EFFECTS OF 42

ABSENTEEISM
 LIST OF CHARTS

[Link] TABLE TITLE PAGE NO

NO

15 4.1.15 OPINION ABOUT MOTIVATIONAL FACTORS 43

16 4.1.16 OPINION ABOUT COMPANY’S LEAVE POLICY 44

17 4.1.17 OPINION ABOUT THE OCCUPATIONAL 45

HAZARDS

18 4.1.18 TAKE LEAVE WITH THE PRIOR PERMISSION 46

19 4.1.19 OPINION ABOUT THE ABSENTEEISM 47

20 4.1.20 OPINION ABOUT ADEQUATE NUMBER OF 48

LEAVES

21 4.1.21 OPINION ABOUT OVER BURDEN OF THE WORK 49

22 4.1.22 OPINION ABOUT LACK OF RECOGNITION FOR 50

WORK

23 4.1.23 OPINION ABOUT THE QUALITY OF PRODUCTION 51

24 4.1.24 OPINION ABOUT BOREDOM OF WORK 52

 ABSTRACT

Absenteeism is a vital issue that requires immediate attention by both

employers and employees. Employees should enjoy the work they are doing and
employers on their part should help them in whatever way they can to make their
experience a pleasant one. Absenteeism is a habitual pattern of absence from a
duty or obligation. Absenteeism among worker is not only from point of view of
cost concept, but it is important from the workplace may be indicative of poor
morale or of sick building syndrome. Samples of respondents are interviewed with
the help of structured questionnaire and data is presented in the form of tabulation
with statistical tools. Thus the objective of this research paper is to identify the
reasons paper is to identify the reasons behind absenteeism of employees, impact
of absenteeism on productivity an “PANASONIC APPLIANCES INDIA PVT
LTD".
 CHAPTER 1
`

1.1 INTRODUCTION
`
Absenteeism has become a major problem in many Indian industries today. While charting
out future course of action. Indian industries will have to remember that get completive edge
over their rivals on a sustainable basic five things are essential. Increased productivity,
improved quality, innovation in the market, a deep understanding of customer needs and
delivery of word class service and a critical factor necessary for achieving all this is a
regular and stable labor force. As such primary focus of the strategic management
approach has to be effective utilization of human resources.

Absenteeism means the failure of workers to appear on the job when they are scheduled to
work. The absence from normal duty of an employee during normal working hours whether
voluntary or involuntary is known as absenteeism.

The project work consists of the study of absenteeism; the study was conducted among the
employees. The information was gathered from the employees by means of questionnaire and
the data was collected is tabulated and analyzed by using statistical tools. It refers to
workers’ absence from their regular task when he is normally schedule to work.

The according to Webster’s dictionary.

“Absenteeism is the practice or habit of being an absentee and an absentee is one who
habitually says away from work.

According to Labor Bureau :- Absenteeism is the total man shifts lost

because of absence percentage of total number of man shifts scheduled to work.

1
 In other words, it signifies the absence of an employee from when he is scheduled to be
at work. Any employee may stay away from work if he has taken leave to which he is entitled
or on ground of sickness or some accident or without any previous sanction of leave. Thus
absence may be authorized or unauthorized, will full or circumstances beyond one’s control.

May be even worse than absenteeism, it is obvious that people such as malingers and
those unwilling to play their part in the workplace can also have a decidedly negative impact.
Such team members need individual attention from frontline supervisors and management.

Indeed , as prevention is better than cure , where such a problem occurs , it is

always important to review recruitment procedures to identify how such individuals
came to be employed in the first place. For any business owner or manager, to cure
excessive absenteeism, it is essential to find and the eliminate the causes of discontent among
team members.

If they find their supervisor or job unpleasant- really unpleasant- they look for
legitimate excuse to stay home and find them with things such as upset stomachs or splitting
headaches.

Any effective absence control program has to locate the causes of discontent and
modify those causes or eliminate them entirely. In other words, if we deal. With teal reasons
team members stay. Home it can become unnecessary for them to stay away. Any
investigation into absenteeism needs to look at the real reasons for it.

Sometimes team members call in sick when they really do not want to go to work .
They would not call you up and say, “I’m not coming in to day because my supervisor
absence me”. They are a few essential questions to consider at the outset if you want to
make a measurable improvement to your absenteeism figures. Why is your present
absenteeism policy ineffective?

2
 Where are when is excessive absenteeism occurring? In many cases, under- trained
supervisors could be a contributing factor. It is commonly expected that low pay, poor
benefits and high workloads will be the major causes. However, in numerous employee
surveys absenteeism generally has been identified as asymptom of low job satisfaction, sub-
standard working condition and consistent negative and unfair treatment received by first-
line supervisors.

How much formal training have your supervisors received on absenteeism

containment and reducing? If your answer is none or very little, may be you have
found the solution. As with every other element within your organization, you cannot
ask a person to do a job he or she has never been trained to do.

Many human resources specialists have found that repetitive, boring jobs
coupled with uncaring supervisors and/ or physically unpleasant workplaces are likely to
lead workers to make up excuses for not coming to work. If you team members perceive
that your company is indifferent to their needs, they are less likely to be motivated, or even
to clock on at all. Once way to determine the causes of absenteeism is to question your
supervisors about excessive absenteeism , including what causes it and how to reduce
it . Of course , if your supervisors have made no efforts to get to know the team
members in their respective department, they may not be able to provide reasons. Once a
manager finds the real reasons for absenteeism there is another important step. Through
open communication, you need to change the team member’s way of reacting and responding
to discontent.

Other problem will no doubt arise in the future. If the way responding has not
been reviewed, then the same cycle is likely to start all over again. So often absenteeism
problem can be sheeted back to the supervisor level and to unsatisfactory working
conditions . Without improvement in the these areas, you can expect your high rate of
absenteeism to continue.

3
Absenteeism refers to unauthorized absence of the worker from his job. Absenteeism can be
defined as failure of employees to report for work when they are scheduled to work.
Employees who are away from work on recognized holidays . Vacations , approved
leaves of absence , or leaves of absence allowed for under the collective agreement
provisions would not be included.

In India, the problem of absenteeism is greater than other countries. When the employee
takes time off, on a scheduled working day with permission , it is authorized absence.
When he remains absence without permission or informing, it is willful absence without
leave.

RECENT SURVEYS INDICATE THE FOLLOWING TRENDS IN

ABSENTEEISM

● The higher the rate of pay and the greater the length of service of the
employee, the fewer the absence.

● As an organization grows, there as a tendency towards higher rates of

absenteeism.

● Women are absent more frequently than men.

● Single employees are absent more frequently than married employees.

● Younger employees are absent more frequently than older employee but the latter
are absent for longer periods of time.

● Unionized organizations have higher absenteeism rates than non-union

organizations.

● CAUSES OF ABSENTEEISM

The royal commission Labor observed the high absenteeism among India Labor is
due stop rural orientation and their frequent urge for rural exodus. According to Acharya

4
“In modern industrial establishment the incidence of industrial fatigue, mal nutrition and
bad working conditions aggravate the feeling for village home frequently for rest and
relaxation”. The general cause of absenteeism may be summarized as below.

● MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is bewildered by heavy
traffic, by strangers speaking different and subjected to strict discipline and is ordered
by complete strangers to do things which he cannot understand. As a result, he is under
constant strain, which cause him serious distress and impairs his efficiency. All these
factors tend to persuade him maintain his contacts with village.

● SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social

activities. In large number of cases incidence of absenteeism due to religious ceremonies is
more than due to another reason.

● INDUSTRIAL FATGUE

Low wages compel a workers seek some part time job to earn some side income. This
often results inconstant fatigue, which compels to remain absent for next day.

● UNHEALTHY WORKING CONDITION

Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise,
vibration, bad lighting, dust fumes and overcrowding all these affects the worker’s
health causing him to remain absent from work a long time.

5
 ● ABSENCE OF ADEQUATE WELFARE ACTIVITIE

High rate absenteeism is also due to lack of adequate welfare facilities

welfare activities include clean drinking water, canteen, room shelter, rest rooms,
washing and bathing facilities, first aid appliances etc.

● ALCHOLOISM

Some of the habitual drunkards speed whole of their salary during first
week of each month for drinking purpose. Therefore 2 or 3 weeks after getting their
salary absent themselves from their work.

● INDEBTNESS

All those workers who undergo financial hardships usually borrow money lenders at
interest rate which are very high, which often cumulates to more than 11-12 times their actual
salaries. To avoid the moneylender, they usually absent themselves from work because they
are unable to return the money in stipulated time.

● IMPROPER & UNREALISTIC PERSONNAL POLICIES

Due to favoritism and nepotism which are in the industry the workers generally
become frustrated. This also results in low efficiency, low productivity, unfavorable
relationship between employee and supervisor, which in turn leads to long periods of
absenteeism.

● IN ADEQUATE LEAVE FACILITIES

Negligence on part of the employee to provide leave facility compel the worker to fall
back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without
pat the worker avail themselves of ESI facility.

6
 1.1.4. EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS

It is quite evident from the above figures the absenteeism is common feature of
industrial labor in India. It hinders industrial growth and its effects in two fold.

● LOSS TO WORKERS

Firstly, due to the habit of being absenting frequently worker’s income is reduced to a
large extent. It because there is a general principle of “ no work - no pay ”. Thus the time lost
in terms of absenteeism is a loss of income to workers.

● LOSS TO EMPLOYERS

On other hand, the employer has to suffer a greater loss due to absentees. It disturbs
the efficiency and discipline of industries consequently; industrial production is reduced. In
order to meet the emergency and strikers, on additional labor force is also maintain by the
industries. On certain occasions, those workers are employed who present themselves at
factory gates. During strikers they are adjusted in place of absent workers. Their adjustment
brings serious complications because such workers do not generally prove themselves
up to work. Higher absenteeism is an evil both for workers and the employers and ultimately
it adversely affects the production of industries.

1.2 OBJECTIVES OF THE STUDY

⮚ Study the various factors influencing absenteeism in Panasonic of India.

⮚ To study the absenteeism rate due to unhealthy working condition.

⮚ To study the average rate of absenteeism per day.

⮚ To study which period makes the employees to take adequate leave.

7
 ⮚ To study the ways and means to minimize the absenteeism rate.

NEED OF THE STUDY

⮚ The significance of the study is to bring at the personnel’s feeling of absenteeism of

the employees.

⮚ It helps an employee in making better decisions and effective problem solving.

⮚ It helps an employee a sense of growth of learning.

⮚ It develops an employee to eliminates fear in attempting new tasks.

⮚ The absenteeism of employees. Perception how well their absenteeism provides those
things which are viewed as important.

1.4 SCOPE OF THE STUDY

⮚ To analysis the reason for absenteeism.

⮚ To study the loss of industrial production to absenteeism.

⮚ To study the welfare facilities gives to the employees.

⮚ To identify the industrial fatigue this makes the workers to remain outside the work
place.

⮚ To create awareness among the workers, their responsibility on work.

⮚ To suggest the recruiting authority to have strict selection procedure.

⮚ To study the ways and means to minimize the absenteeism rate.

1.5 LIMITATION OF THE STUDY:

⮚ Time constraint is also considered as a factor.

⮚ Sample size was restricted to 100.

⮚ The ability of the respondents did not provide full pledge information.

8
 ⮚ A detailed survey has not been conducted since it was difficult to meet every person.

1.6 COMPANY PROFILE

The company was founded in 1918 as a producer of light bulb sockets

and has grown to become one of the largest Japanese electronics producers
alongside Sony, Hitachi, Toshiba, Pioneer and Canon Inc. In addition to
electronics, it offers non-electronic products and services such as home
renovation services. Panasonic was the world's fourth- largest television
manufacturer by 2012 market share.

The company used the National brand outside North America from the 1950s to the
1970s (the trademark could not be used in the United States because it was
already in use). The inability to use the National brand name led to the
creation of the Panasonic brand in the United States. Over the next several
decades. Panasonic released additional products, including black and white
TV' s ( 1952 ), electrical blenders, fridges ( 1953 ), rice cookers ( 1959 ), color TV' s
and microwave ovens ( 1966 ).

PANASONIC INDIA:

Manish Sharma Executive Officer, Panasonic, President & CEO,

Panasonic India & SA, Chairperson FICCI Electronics Manufacturing. Panasonic
India makes washing machines , refrigerators , electric rice cookers , electric irons, mixer-
grinders/blenders and other home appliances for the Indian market.

Another Electricals Pvt. Ltd., an Indian company which makes electric lamps,
Switches , sockets and other electrical accessories , is a wholly owned subsidiary
of Panasonic Corporation.

9
Group Companies:

• Panasonic Appliances (PAPIN): Established in 1988, for manufacture, import,

marketing and sales of kitchen appliances and small domestic appliances. PAPIN is
headquartered in Chennai, Tamil Nadu.

• Panasonic AVC India [PAVCI]: Established in 1996, for manufacturer of CRT

TVs and LCDs. PAVCI is based in Noida, UP.

• Panasonic Energy India [PECIN]: Established in 1972, for manufacture and

sales of dry cell batteries. PECIN is based in Baroda, Gujarat.

• Panasonic Carbon India [PCIN]: Established in 1982, for manufacture and

sales of Carbon rods. PCIN is based in Chennai, Tamil Nadu.

• Anchor Electricals: Headquartered in Mumbai, Anchor electrical Private

Limited Started nearly five decades ago and became a subsidiary of Panasonic
Electric Works ( now Panasonic Corporation ) in 2007. It is one of the largest
domestic manufacturers of electrical construction materials with 4 manufacturing
locations and boasts of 55 domestic bases and has employee strength
of 10,004. Its sales and operating profit are steadily growing and it
ended the last financial year with net sales of Rupees 13.5 billion and a stated
capital of Rupees 4.8 Billion.

It has a dominant market share in wiring devices and it is constantly

expanding its product range and growing market share in Circuit Breakers,
Lighting and Luminaries, Fans and Wires/ Cables. Anchor aims to double this in
the next three years from the existing and some new product categories.

• Fire pro Systems Pvt. Ltd: Incorporated in 1992, Fire pro Systems has
been at the Forefront of integrated solutions for fire protection, security and
building management systems Fire Alarm and Detection, Fire Suppression,

10
Access Control, Video Surveillance, Intrusion, Alarm, Building Management
Systems. It is present in 14 locations across India.

PANASONIC PRODUCTS:

Panasonic offers a wide range of products and services, including air

conditioners, compresors, lighting, televisions, personal computers, mobile phones, audio
equipment, cameras, broadcasting equipment, projectors, automotive electrical
components , optical devices , bicycles , electronic materials and photovoltaic modules,
ventilation appliances such as electric fans are manufactured under KDK and rebranded as
Panasonic.

Our pillars of business

Panasonic aims to achieve “ A Better Life, A Better World ” in the four business
areas.

Consumer Electronics

Major business areas:

● Housing equipment

● Remodeling

11
● Primary contracting

● Energy management

● Elderly-care

Housing

Major business areas:

● Consumer Electronics

● Air conditioning

● Cooking

● Housekeeping

● Beauty and Health

● AV

12
Automotive

Major business areas:

● Information system

● Automotive electronics

● Automotive batteries

● Devices and systems for green cars.

B2B

Major business areas:

● Aviation

● Factory solutions

13
 ● Food distribution solutions

● Logistics solutions

● Energy system solutions(Create/store energy)

● Social infrastructure.

Vision

1. To be the leading Factory Automation Solution Provider in Asia Pacific,

Middle East and Africa (APMEA); and

2. To offer advanced technologies and solutions in urban farming to promote

sustainable healthy lifestyle.

Mission

1. To achieve total customer satisfaction through excellent service and

innovative engineering solutions with environmentally friendly product;
and

2. To offer our customers with highest quality agriculture produce and

solution through cutting edge farming technology and best practice.

1.7 INDUSTRY PROFILE

Panasonic has recently been designated India as regional hub to drive growth and build
deeper inroads into the fast emerging Asiatic, middle Eastern and Western
economies. Starting from India, the company wants to create a know

how to address consumers who are based out of India and then take the knowledge
to emerging markets. India is the sixth strategic region which will take care of
SAARC nations, Middle East Asia and Africa. Panasonic will aggressively and strategically

14
invest in market research and product innovation and will recruit/bring the best of
global talent using its in-house open application system and work in areas like energy,
water, remote access and food.

Our commitment at Panasonic is to provide a ‘Better life’ for our consumers

and contribute to creating a ‘ Better World ’ around them. The requirement of our
audience differs across geographies and there for technological solutions have to be
customized to the local environment. With this philosophy we intend to provide
solutions that are made in India for the Indians, across business and
consumer sectors.

India is at the cusp of change, and is being recognized as one of the most
influential markets globally. With more than half of India’s population under the
age of 25 India has a rapidly expanding youth segment. The country also boasts of
a dynamic social and cultural fabric. Taking into account these unique local
conditions,

Panasonic is now looking at India as a priority market. Taking from our legacy,
we will continue to provide solutions which will now be fueled by our
‘Innovation’ strategy, of weaving local solutions to our global approach.

Group Companies:

• Panasonic Appliances ( PAPIN ): Established in 1988, for manufacture, import,

marketing and sales of kitchen appliances and small domestic appliances. PAPIN in
headquartered in Chennai, Tamil Nadu.
• Panasonic AVC India [ PAVCI]: Established in 1996, for manufacturer of CRT
TVs and LCDs. PAVCI is based in Noida, UP.

• Panasonic Energy India [PECIN]: Established in 1972, for manufacture and sales of
dry cell batteries. PECIN is based in Baroda, Gujarat.

• Panasonic Carbon India [PCIN]: Established in 1982, for manufacture and sales
of Carbon rods. PCIN is based in Chennai, Tamil Nadu.

15
• Anchor Electricals: Headquartered in Mumbai, Anchor electrical Private limited
started nearly five decades ago and became a subsidiary of Panasonic Electric
Works ( now Panasonic Corporation ) in 2007. It is one of the largest domestic
manufacturers of electrical construction materials with 4 manufacturing locations
and boasts 55 domestic bases and has employee strength of 10,004.
Its sales and operating profit are steadily growing and it ended the last
financial year with net sales of Rupees 13.5 billion and a stated capital of
Rupees 4.8 Bill. It has a dominant market share in wiring devices and it
is constantly expanding its product range and growing market share in
Circuit Breakers, Lighting and in Luminaries, Fans and Wires/ Cables. Anchor
aims to double this in the next three years from the existing and some new
produce categories.

16
 CHAPTER 2
REVIEW OF LITERATURE

According to Dakely C.A. (1948) " Absenteeism is the ratio of the Number of
production man-days or shifts lost to the total number of production scheduled to
work". The labour bureau (1962) defines absenteeism as the total shifts lost because of
absence as percentage of the total number of man shifts scheduled to work.

According to Likewise Hackett J.D. (1929) defines it as "the temporary cessation of work
for not less than one whole working day initiative of the worker when his presence
is expected by the employer". Similarly encyclopaedia of social science observes
"Absenteeism as the time lost in industrial establishment by avoidable or unavoidable
absence of employees. The time lost by the strikes or by lateness amounting to an
hour or two is not usually included".

Ernest B. Akyeampong has written a research paper Trends and seasonality in

absenteeism. In this paper the author focus on that at which time period the
employees are more absent. In this paper he said that illness – related absences are
highly seasonal, reaching a peak during the winter months ( December to February )
and a trough during the summer (June to August ). The high incidence in winter is
likely related to the prevalence of communicable diseases at that time, especially colds
and influenza. The low incidence during the summer may be partly because many
employees take their vacation during these months. Because of survey design, those
who fall ill during vacation will likely report vacation‟ rather than “sickness ordisability
‟ as the main reason for being away from work. Compared with the annual
average, part – week absences are roughly 30% more prevalent in the winter months
and almost 20% less so during the summer months. Seasonality is muc less evident
in full week absences.

Mariajosé Romero and Young – Sun Lee has written a research paper. A National
Portrait of Chronic Absenteeism in the Early Grades. In this paper he focused on the
following points:

How widespread is the Problem of Early Absenteeism?

Does Family Incomes Impact Early Absenteeism?

17
What is the Impact of Early Absenteeism on Academic Achievement?

Ruchi Sinha (2010) in her study reveals that there only 4% employees remain away
from their work and that too due to personal reasons.

There is very high level of job satisfaction among the employees.

Nisam (2010) stated that stress among employees, health problems; lone lines at
workplace, non – cooperation of colleagues causes absenteeism at workplace.

K.A. Hari Kumar (2012) stated that the rate of absenteeism in Madura Coats is
Very high.

Jacobson (1989) has investigated a direct relationship between monetary

incentives and work floor attendance.

Wolter H.J. Hassink & Pierre Koning (2009) find statistically significant differences
in absence patterns across groups of workers with different eligibility statuses
depending on their attendance records and whether they had previously won. One
finding is that absenteeism rose among workers who, having won already, were
ineligible for further participation. Never the less, and although the reduction in
firm – wide absence associated with the lottery drifted from 2.4 percentage points
to 1.1 percentage points after seven months, the authors conclude that the lottery was
of net benefit to the firm.

Morten Nordberg and Knut Roed has written a research paper Absenteeism, Health
Insurance, and Business Cycles. In this he wants to evaluate how the economic
environment affects worker absenteeism and he also isolate the causal effects of
business cycle developments on work - resumption prospects for ongoing absence spells,
by conditioning on the state of the business cycle at the moment of entry into
sickness absence. The author finds that

18
 (i) That business cycle improvements yield lower work - resumption rates for
persons who are absent, and higher relapse rates for persons who have already
resumed work.

(ii) That absence sometimes represents a health investment, in the

sense that longer absence , now ‟ reduces the subsequent relapse propensity.

(iii) That the work - resumption rate increases when sickness benefits are
exhausted, but that work – resumptions at this point tend to be short –lived. The
purpose of this paper is to review the literature on employee absenteeism as a form of
withdrawal behavior apart from turnover. Studies examining the psychometric
properties of absence measures are reviewed, along with the relationship between
absenteeism and personal ,attitudinal , and organizational variables .

Studies exploring the relationship between absenteeism and turnover are

examined according to the unit of analysis studied in the research. Programmatic
efforts to reduce employee absenteeism are also reviewed. Throughout the paper
emphasis is placed on the indices used by investigators to measure absenteeism , and
the problems that have arisen in the literature through the use of multiple
indicators of absenteeism.

The review concludes with suggestions for research that are of both theoretical and
practical concern. Prior research is limited in explaining absenteeism at the unit
level and over time. We developed and tested a model of unit – level absenteeism
using five waves of data collected over six years from 115 work units in a large
state agency.

Unit - level job satisfaction, organizational commitment, and local unemployment were
modeled as time – varying predictors of absenteeism. Shared satisfaction and
commitment interacted in predicting absenteeism but were not related to the rate
of change in absenteeism over time. Unit – level satisfaction and commitment were
more strongly related to absenteeism when units were located in areas with plentiful
job alternatives. Drawing on the compatibility principle in attitude theory, we propose
that overall job attitude (job satisfaction and organizational commitment) provides
increasingly powerful prediction of more integrative behavioral criteria (focal

19
performance, contextual performance, lateness, absence, and turnover combined). The
principle was sustained by a combination of meta analysis and structural equations
showing better fit of unified versus diversified models of meta-analytic correlations
between those criteria. Overall job attitude strongly predicted a higher – order behavioral
construct, defined as desirable contributions made to one's work role (r = .59).

Time lagged data also supported this unified, attitude-engagement model. Countering
arguments that employee benefits are unrelated to both worker performance and perceived
organizational support, I developed and estimated a model that links work – life benefits
to organizational citizenship behavior directly, through obligations incurred as a
result of social exchange, and indirectly, through enhanced perceptions of support.
Significant, positive relationships were found between workers' assessments of the
usefulness of work – life benefits and three measures of organizational citizenship .

Although perceived benefit usefulness contributed to perceived organizational support,

perceived organizational support did not in turn foster organizational citizenship as
measured in this study. Drawing upon behavioral plasticity arguments, we posited
that self – esteem is an important factor explaining the effects of two group
characteristics, relationship conflict and task interdependence, on group members'
performance and satisfaction. Results based on data from a sample of individuals working
in classroom groups over the four-month period showed that when task interdependence
was high, low self-esteem attenuated the negative relationship between relationship conflict
and peer evaluations and exacerbated the positive relationship between relationship conflict
and absenteeism.

The attitudinal and behavioral effects of being promoted and being rejected for
promotion were examined in a quasi experiment conducted at an international bank in Hong
Kong. Promoted tellers who had more internal louses of control (LOC) maintained
improved attitudes across 3‐ and 18‐month post test intervals.

Attitudes returned to baseline levels by the second post test among external‐LOC individuals
who had been promoted. There was no change in attitudes among people passed over for
promotion. Absenteeism and job performance both decreased among promotes. The
implications for the administration of promotions are considered. The ability of three
different types of self-report variables—biographical, attitudinal, and stress—to predict 70

20
months of absenteeism data was evaluated. Absence scores were aggregated in two
different ways, as annualized segments and as longitudinal data accumulations.

Biographical variables and attitudinal measures significantly predicted long term

absenteeism. In addition, results suggested that dependency relationships between absence
metrics and accumulation periods may affect validation outcomes. It was hypothesized that
group-level employee lateness assessed before administration of a survey would account for
significant variance in post survey individual lateness beyond that due to individual-level
antecedents such as pre-survey lateness, work attitudes, and work-family conflict. The study
samples were 285 bank tellers and 439 hospital employees. Results supported a group - level
effect on individual lateness beyond controlled – for individual - level antecedents.
Implications and limitations of this study are discussed. This research measured Nicholson
and John's concept of the salience of absence climate in terms of absence standards for
supervisory groups. Within and between analysis (WABA) was used to determine whether
these standards showed group -level effects on absence behavior. With gender controlled,
supervisory groups that had perceptions of high external management standards for
absence and high internal personal standards also had low levels of absence. Furthermore,
the internal personal standards of supervisors significantly predicted absence for entire
groups. No plant - level effects were detected.

The impact of increasing unemployment rates and decreasing organizational size on

absenteeism was assessed for pooled monthly data from 17 plants over a five - year period.
As the organizations became smaller and as local unemployment rates increased, absence
rates decreased. Employees also appeared to anticipate economic downturns by
decreasing absenteeism in the month prior to changes in unemployment rates. This article
reports on a longitudinal study of autonomous work groups at a new and an
established minerals processing plant.

The results of the study support the proposition that employees in autonomous work groups
report more favorable work attitudes than their counterparts in traditionally designed jobs but
confirm previous findings of higher absenteeism and turnover among autonomous work
groups.

Dakely C.A. (1948) “Absenteeism is the ratio of the number of production man
- days or shifts lost to the total number of production scheduled to work".

21
The labor bureau (1962) defines absenteeism as the total shifts lost because of
absence as percentage of the total number of man shifts scheduled to work like
wise " Ackett defines it as “ the temporary cessation of work for not less than
one whole working day initiative of the worker when his presence is expected by the
employer” Similarly encyclopaedia of social science observes “ Absenteeism as the
time lost in industrial establishment by avoidable or unavoidable absence of
employees , he time lost by the strikes or by lateness amounting to an hour or two is
not usually included”.

Knowles (1979) opined that although absence from work may be due to any of a large
number of factors empirical evidence supporting the view that causal factors can be
organizational in nature is scant. Absence may be regarded as one facet of a wider
behavioral problem pervading entire organizational sub - units, the author suggests that
absence could be used along with other variables as a 16 valuable personnel statistic
indicating areas of organizational dysfunction , his means that if levels of
absenteeism in such cases as these were to be improved the solution should be
looked for at the organizational level rather than at the individual.

22
 CHAPTER-3

3.1 RESEARCH MEANING:

Research mean a search of knowledge , something it may refers to scientific and

systematic search of pertinent information on specific topic in fact research is
an art scientific investigation.
Redman and money define research as a systematic effort to gain new
knowledge.

3.2 TYPE OF RESEARCH:

Descriptive research

DESCRIPTIVE RESEARCH:

Descriptive research can be explained as a statement of affairs as they are at present

with the researcher having no control over variable. Moreover, “descriptive studies may
be characterized as simply the attempt to determine, why it is that way or how it
come to be”.

3.3RESEARCH DESIGN:
The research design used for this study is descriptive research.
Research has been conducted to the employee of Panasonic home appliances.
A well-structured questionnaire is used to collect the response from the employees.
The research is mainly conducted to find out the employee’s satisfaction of the
organization. Research design refers to formulation of design for research and
research is considered as a conceptual structure within which the research is to
be conducted.
The research design deals with the questions for the study, relevant data, data
collection methods and analysis of results. The research is considered to be the
best research based on the questions from and the orientation of the researcher.

23
 3.3 TYPES OF SAMPLING:

SAMPLE DESIGN
A sample design is a define plan for obtaining a sample from a given
population. It is the procedure used by the researcher would adopt in selecting
items for the sample. Sample design may as well as lay down the number of item to
be include in the sample. It consists of the following.

SAMPLING METHOD
The sampling method used for this study is Non- probability
sampling and from this convenience sampling was used to select the sample size.

CONVENIENCE SAMPLING
Convenience sampling is a non-probability sampling technique where
subject are selected because of their convenient accessibility and proximity to the
researcher.

SAMPLE SIZE
The researcher has selected 100 employees as the sample size from
the total Population of 500 employees working in the organization.

NON PROBABILITY
Non probability sampling is that sampling procedure which does not afford
any basis for estimating the probability that each item in the population has of being
included in the sample. It is also known by different names such as deliberate
sampling. Non probability sampling was chosen.

3.4 COLLECTION OF DATA

PRIMARY DATA
The primary data are those which are collected fresh and for the first time
and thus happen to be original in character. The primary data were collected through
surveys, in the form of questionnaire.

24
SECONDARY DATA
The secondary data are those which have already been collected be
someone else and which have already been passed through the statistical process.
The secondary data are collected through the company records, books, journals and
magazines.
The tool used for data collection was questionnaire. A questionnaire consists a certain
number of questions printed or typed in a definite order. A questionnaire is
framed on the basis of the parameters and over all view of the objective of the study .

STATISTICAL TOOLS USED

The information gathered is analyzed by using the following appropriate tools
such as,
● Percentage analysis
● Chi-square
● Correlation

PERCENTAGE ANALYSIS:
Percentage refers is a special kind of ratio, percentage is used in
making comparison between two or more series of data. They are used to describe
relationship. More over percentage can also be use to compare the relative term of the
distribution of two or more series of data.

FORMULA:

PERCENTAGE OF RESPONDENTS= No. of Respondents*100

total Respondents

25
 CHI- SQUARE TEST
A chi- square test, also referred to as X- square test is to compare the
relationship between the two variables . It is the procedure for testing the
significance of the difference between the observed and expected frequencies.

FORMULA

Where:
- The value for chi square.
∑- The sum
O- Observed Frequency
E- Expected Frequency

CORRELATION

Karl Person’s Correlation is a measure of the

relation between two or more variables. Two variables where in the change in the
value of one variable produces a Change in the value of other variable. In that case
we say that the variables are correlated or there is a correlation between the two
variables. Two variables may have a positive correlation, a negative correlation or
they may be uncorrelated.

26
 POSITIVE CORRELATION

Two variable are said to be positively correlated if for an

increase in the value of and variable there is also an increase in the value of other
variables or for a decrease in the value of one variable there is also decrease in the
value of other variable; that is the two variable change in the same direction.

NEGATIVE CORRELATION
Two variable are said to be negatively correlated if for an
increase in the value of one variable there is a decrease in the value of
other variable; that is two variables change in opposite direction.

FORMULA

Where:
✔ rxy – the correlation coefficient of the linear relationship between the variables x and y

✔ xi – the values of the x-variable in a sample

✔ x̅ – the mean of the values of the x-variable

✔ yi – the values of the y-variable in a sample

✔ ȳ – the mean of the values of the y-variable

In otherwords,

27
 Where
✔ r = correlation coefficient
✔ n = number of observations
✔ x = 1st variable in the context
✔ y = 2nd variable in the context

28
4. ANALYSIS & INTERPRETATION
TABLE 4.1.1

AGE NO OF RESPONDENTS % OF RESPONDENTS

Below 20 years 10 10
21-25 years 20 20
25-30 years 20 20
Above 30 years 50 50
Total 100 100

Chart 4.2.1
AGE

60

50
50%
40

30
20% 20%
20
10%
10

0 Below 20 years 21-25 years 25-30 years Above 30 years

INTERPRETATION:
The above that 50 percentage of the respondents are the age group of above
30 years, 20 percentage of the respondents are the age group of 21-25 years, 20 percentage
of the respondents are the age group of 25-30 years, 10 percentage of the age group of
below 20 years.

29
 TABLE 4.1.2
GENDER OF THE RESPONDENTS

GENDER NO OF % OF
RESPONDENTS RESPONDENTS
Male 50 50
Female 50 50

Total 100 100

Chart 4.2.2

60
GENDER
50
50% 50%
40

30

20

10

Male Female

INTERPRETATION:
The above table shows that 50 percentage of the respondent are male and 50
percentage of the respondents are female.

30
 TABLE 4.1.3
EXPERIENCE OF THE RESPONDENTS

EXPERIENCE NO OF % OF
RESPONDENTS
RESPONDENTS

Below 1 years 30 30

1-5 years 20 20

6-10 years 35 35

Above 11 years 15 15

Total 100 100

CHART 4.2.3

EXPERIENCE
40

35

30 35%
25 30%

20

15 20%
15%
10

0
Below 1 years 1-5 years 6-10 years Above 11 years

INTERPRETATION:
The above table shows that 35 percentage of the respondents belongs to the
categories of work experience 6-10 years, 30 percentage of the respondents have
below 1 years, 20 percentage of the respondents have 1-5 years, 15 percentage of
the respondents belongs to category above 11 years of work experience.

31
 TABLE 4.1.4
MARITAL STATUS OF THE RESPONDENT

MATRIAL STATUS NO. OF RESPONDENTS % OF RESPONDENTS

SINGLE 75 75
MARRIED 25 25
TOTAL 100 100

CHART4.2.4

MARITAL STATUS
80

70 75%
60

50

40

30
25%
20
10

0
SINGLE MARRIED

INTERPRETATION:
The above table shows that 75 percentage of the respondents are married and 25
percentage of the respondents are single.

32
 TABLE 4.1.5
EDUCATIONAL OF ALIFICATION OF THE RESPONDENTS

QUALIFICATION NO OF RESPONDENTS % OF RESPONDENTS

Below SSLC 15 15

SSLC 15 15

UG 30 30

PG 10 10

Professional 20 20

Other (Diploma) 10 10

CHART 4.2.5

EDUCATIONAL QUALIFICATION
35
30
25
20 30%
15
10 20%
5 15% 15%
0 10% 10%

Below SSLCSSLC +2UGPGProfessionalOther(Diploma)

INTERPRETATION:
The above table shows that 30 percentage of the respondents are undergraduate, 20
percentage of the respondents are professional, 15 percentage of the respondents are
SSLC+2 and below SSLC, 10 percentage of the respondents are the postgraduate
and other(Diploma).

33
 TABLE 4.1.6
MONTHLY INCOME OF THE RESPONDENTS

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Below 20,000 40 40
21,000-40,000 40 40
Above 40,000 20 20
TOTAL 100 100

CHART 4.2.6

20%
40%

40%

Below 20,000 21,000-40,000 Above 40,000

INTERPRETATION:
The above table it is inferred that 40 percentage of the respondents have below 20,000 of
monthly income, 40 percentage of the respondents belong to the category 21,000-40,000 of
monthly income, 20 percentage of the respondents have above 40,000 of monthly income.

34
 TABLE 4.1.7
OPINION ABOUT WORKING ENVIRONMENT

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Good 80 80

Satisfactory 10 10

Bad 10 10

Total 100 100

CHART 4.2.7

90
80 WORK ENVIRONMENT
70 80%
60
50
40
30
20
10
0

10% 10%

Good Satisfactory Bad

INTERPRETATION:
The above table it is inferred that 80 percentage of the respondents have good working
environment and 10 percentage of the respondents are the satisfactory and 10 percentage of
the respondents’ experience bad working environment.

35
 TABLE 4.1.8

DURATION OF THE LEAVE TAKEN BY EMPLOYEES

OPINION NO OF RESPONDENTS % OF RESPONDENTS

1 Days 20 20
1-3 Days 50 50
2-5 Days 20 20
More than 5 days 10 10
TOTAL 100 100
CHART 4.2.8

60
LEAVE TAKEN BY
50 EMPLOYEE
50%
40

30

20

10 20% 20%

0 10%

1 Days 1-3 Days 2-5 Days More than 5 days

INTERPRETATION:
The above table it is inferred that 50percentage of the respondents’ take 2-3 days leave
20percentage of the respondents takes 1 days leave and 20percentage of the respondents take
3-5 days leave and 10percentage of the respondents take more than 5 days’ leaves.

36
 TABLE 4.1.9
OPINION ABOUT THE EFFECT TO REDUCE ABSENTEEISM

OPINION NO OF % OF
RESPONDENTS RESPONDENTS
Increase the number of holidays 20 20
Better working condition 10 10
Better performance appraisal 35 35
Better pay structure 35 35
TOTAL 100 100
CHART 4.1.9

35
30 35% 35%
25
20
15
10
20%
5 10%
0
Increase theBetter working Better Better pay
number ofcondition holidays performance appraisal structure

INTERPRETATION:

The above table it is inferred that 35percentage of the respondents have better pay
structure, 35percentage of the respondents have better performance appraisal and then,
20percentage of the respondents have increase the number of holidays, and 10percentage of
the respondents have better working condition.

37
 TABLE 4.1.10

EMPLOYEE OPINION FOR LONG ABSENCE

OPINION NO OF % OF RESPONDENTS
RESPONDENTS
Family Problem 45 45
Personal Problem 35 35
None of the Above 20 20

Total 100 100

CHART 4.2.10

Employee Opinion for long Absence

0%
20%
Family Problem Personal Problem
45% None of the above

35%

INTERPRETATION:
The above table that is referred that 45% of the employees takes leave for Family
problems,35% of the employees takes leave for Personal Problems and 20% of the employees
taken leave for None of the Above regarding Employee Opinion for Long Absence.

38
 Table 4.1.11
WORKERS REASONS FOR LEAVE

OPINON NO OF RESPONDENTS % OF RESPONDENTS

Sickness 25 25
Lack of interest in job 10 10
Poor working condition 15 15
Long working hours 50 50
TOTAL 100 100
CHART 4.2.11

60

50
50%
40

30

20 25%

10 15%
10%
0

Sickness Lack of interest in job Poor working Long working hours

condition

INTERPRETATION:

The above table it is inferred that 50percentage of the respondents have long working
hours of above, 25percentage of the respondents have sickness of above, 15percentage of
the respondents have poor working condition of above, and 10 percentage of the
respondents have lack of interest in their job.

39
 TABLE 4.1.12
WORKERS REASONS FOR LEAVE

OPINON NO OF RESPONDENTS % OF RESPONDENTS

Sickness 25 25
Lack of interest in job 10 10
Poor working condition 15 15
Long working hours 50 50
TOTAL 100 100
CHART 4.2.12

60

50
50%
40

30

20 25%

10 15%
10%
0

Sickness Lack of interest in job Poor working Long working hours

condition

INTERPRETATION:
The above table it is inferred that 50percentage of the respondents have long working
hours of above, 25percentage of the respondents have sickness of above, 15percentage of
the respondents have poor working condition of above, and 10 percentage of the
respondents have lack of interest in their job.

40
 TABLE 4.1.13
OPINION ABOUT WORK PRESURE OF THE EMPLOYEES

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Forced to do work 10 10
Improper environment 10 10
Strike supervision 10 10
Providing non- monetary 40 40
benefits
Better performance appraisal 30 30

Total 100 100

CHART 4.2.13

WORK PRESURE THE EMPLOYEES

50
40
30
20
40%
30%
10
0 10% 10% 10%
Forced to do work
ImproperStrike supervision Providing non- Better
environmentmonetary benefits performance appraisal

INTERPRETATION:
The above table it is inferred that 40 percentage of the respondents says that
providing non-monetary benefits is a type of work pressure of the employee, 30
percentage of the respondents have better performance appraisal, 10 percentage of the
respondents have forced to do work, 10 percentage of the respondents have improper
environment, 10 percentage of the respondents have strike supervision.

41
 TABLE 4.1.14

WORKERS LEVEL OF AWARENESS REGARDING ABSENTEEIS

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Strongly agree 35 35
Agree 15 15
Disagree 15 15
Neutral 15 15
Strongly disagree 20 20
Total 100 100

CHART 4.2.14

40
35 AWARENESS REGARDING ABSENCE

30 35%
25
20

15
10 15% 15%
15%
5
0

Strongly agreeAgreeDisagreeNeutral

INTERPRETATION:
The above table it is inferred that 35percentage of the respondents says that workers level
of awareness regarding absenteeism is strongly agree, 20 percentage of the respondents
strongly disagree, 15percentage of the respondents have agree, 15percentage of the
respondents have disagree, 15percentage of the respondents of the respondents have neutral
that they have less awareness regarding their absence of work.

42
 TABLE 4.1.15
OPINION ABOUNT THE EFFECTS OF ABSENTEEISM

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Work stress 20 20

Overtime 15 15

Less pay 20 20

All the above 45 45

Total 100 100

CHART4.2.15

45
45%
40
35
30
25

20
20% 20%
15
10 15%
5
0

Work stressOvertimeLess payAll the above

INTERPRETATION:
The above table it is inferred that 45 percentage of the respondent are all the above, 20
percentage of the respondents have work stress, 20 percentage of the respondents
have less pay for their work, 15 percentage of the respondents have overtime of
work.

43
 TABLE 4.1.16
OPINION ABOUT MOTIVATIONAL FACTORS

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Good employee relations 60 60
Work environment 15 15
Recognition of the work 15 15
Incentives and bonus based on 10 10
performance
Total 100 100

CHART 4.2.16

70
60
MOTIVATIONAL FACTORS
50
40 60%
30
20
10
0

15% 15% 10%

Good employeeWork environmentRecognition of theIncentives and bonus

relationsworkbased on performance

INTERPRETATION:
The above table it is inferred that 60 percentage of the respondents have good
employee relations of above in motivational factors to improve employees regularity,
15 percentage of the respondents have good work environment, 15 percentage of the
respondents have recognition of the work, 10 percentage of the respondents have incentives
and bonus based on performance.

44
 TABLE 4.1.17
OPINION ABOUT COMPANY’S LEAVE POLICY

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 95 95
No 5 5
Total 100 100

CHART 4.2.17

100
90 95% COMPANY LEAVE POLICY
80
70
60
50
40
30
20
10
0

5%
YesNo

INTERPRETATION:

The above table it is inferred that 95 percentage of the respondents have responded “Yes”
because they are satisfied with the company’s leave policy, 5 percentage of the respondents
have response “No” for company leave policy.

45
 TABLE 4.1.18

OPINION ABOUT OCCUPATIONAL HAZARDS

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 48 48
No 52 52
Total 100 100

CHART 4.2.18

53
OCCUPATIONAL HAZARDS
52

51 52%

50

49

48
48%
47

46
Yes No

INTERPRETATION:
The above table it is inferred that 68 percentage of the respondents have responded
“Yes” and they take leave with prior permission of the superior, 32 percentage of the
respondents have response “No” and they take leave without getting prior permission of
the superior.

46
 TABLE 4.1.20
OPINION ABOUT THE ABSENTEEISM

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 70 70
No 30 30
Total 100 100

CHART 4.2.20

70
70%
60

50

40

30
30%
20

10

0
Yes No

INTERPRETATION:
The above table it is inferred that 70 percentage of the respondents of the respondents
have response “Yes” for absenteeism is a worst disease in the organization, 30 percentage
of the respondents have response “No” for absenteeism is a worst disease in the
organization.

47
 TABLE 4.1.21
OPINION ABOUT ADEQUATE NUMBER OF LEAVES

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 35 35
No 65 65
Total 100 100

CHART 4.2.21

70

60 65%

50

40

30 35%

20

10

0
Yes No

INTERPRETATION:
The above table it is inferred that 65 percentage of the respondents have response “No”
for providing adequate number of leave when asked, 35 percentage of the respondents
have response “Yes” for providing adequate number of leave when asked.

48
 TABLE 4.1.22

OPINION ABOUT OVER BURDEN OF THE WORK

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 56 56
No 44 44
Total 100 100

CHART 4.2.22

60
BURDEN OF THE WORK
50
56%

40
44%

30

20

10

0
Yes No

INTERPRETATION:

The above table it is inferred that 56 percentage of the respondents have response
“Yes” for he over burden of the work, 44 percentage of the respondents have response “No”
for the over burden of the work.

49
 TABLE 4.1.23
OPINION ABOUT LACK OF RECOGNITION FOR WORK

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 50 50
No 50 50
Total 100 100

CHART 4.2.23

60
LACK OF RECOGNITION FOR WORK

50

50%
40 50%

30

20

10

0
Yes No

INTERPRETATION:
The above table it is inferred that 50 percentage of the respondents have response “Yes”
and they take leave due to lack of recognition for work, 50 percentage of the respondents
have response “No” and they do not taken.

50
 TABLE 4.1.24

OPINION ABOUT THE QUALITY OF PRODUCTION

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Strongly agree 40 40
Agree 29 29
Disagree 11 11
Neutral 8 8
Strongly disagree 12 12
Total 100 100

CHART 4.2.24

QUALITY OF PRODUCTION
50
40
30
20
10
0

Strongly agree Agree Disagree Neutral Strongly

disagree

INTERPRETATION:
The above table it is inferred that 40 percentage of the respondents are strongly agree,
29 percentage of the respondents are agree, 12 percentage of the respondents are strongly
disagree, 11 percentage of the respondents are disagree, 8 percentage of the respondents are
neutral that absenteeism affects the quality of production.

51
 TABLE 4.1.25
OPINION ABOUT BOREDOM OF WORK

OPINION NO OF RESPONDENTS % OF RESPONDENTS

Yes 32 32
No 68 68
Total 100 100

CHART 4.2.25

80

70

60 68%

50

40

30

20 32%

10

Yes No

INTERPRETATION:
The above it is inferred that 68 percentage of the respondents have response “No” about
the boredom of work, 32 percentage of the respondents have responded “Yes” about the
boredom of work.

52
CHI SQUARE ANALYSIS

Chi- square test between the age and workers reasons for leave of the
employees.

X- age of the employees.

Y- workers reasons for leave of the employees.

AIM:

To find out the goodness test between two variables.

HYPOTHESIS

Null Hypothesis (H0): There is no significant relationship between age and

workers reasons for leave.

Alternative Hypothesis (H1): There is no significant relationship between age and

workers reasons for leave.

53
 RELATIONSHIP BETWEEN THE AGE AND WORKERS REASONS
FOR LEAVE.

OPINION SICKNES LACK OF POOR LONG TOTAL

S INTEREST WORKING WORKING
IN JOB CONDITIO HOURS
N

WORKERS
REASONS
FOR 25 10 15 50 100
LEAVE

AGE 10 20 20 50 100

TOTAL 35 30 35 100 200

EI = 35*100/200 =17.5
E2=30*100/200=15
E3=35*100/200=17.5
E4=100*100/200=50
E5=35*100/200=17.5
E6=30*100/200=15
E7=35*100/200=17.5
E8=100*100/200=50

Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/Ei

25 17.5 7.5 56.25 3.21
10 15 5 25 1.66

54
 15 17.5 2.5 6.25 0.35
50 50 0 0 0
10 17.5 7.5 56.25 3.21
20 15 5 25 1.66
20 17.5 2.5 6.25 0.35
20 50 0 0 0

TOTAL 10.44

Total value for = (C-1)(R-1)

= (4-1)(2-1)
=3
LEAVE OF SIGNIFICANCE=5%

TABLE VALUE= 7.815

CALCULATED VALUE= 10.44

The calculated value of X2= 10.44 which is greater than table value.

RESULT:

Since the table value (7.815) is greater than the level of significance (0.05).

Therefore Null hypothesis is accepted and the Alternative hypothesis is

rejected at 5% level of significance. Hence, there is no significant

relationship between age and workers reasons for leave.

55
 CORRELATION
AIM:
To find the correlation between worker’ s level of awareness regarding their absence
and absenteeism affects the quality of production of the employees.

NULL HYPOTHESIS ( H0 ): There is no significant relationship between

worker’s level of awareness regarding their absence and absenteeism affects the quality of
production.

ALTERNATIVE HYPOTHYSIS (H1): There is significant relationship between

worker’s level of awareness regarding their absence and absenteeism affects the quality of
production.

AWARENESS REGARDING THEIR ABSENCE FROM WORK AND

ABSENTEEISM AFFECTS THE QUALITY OF PRODUCTION.

X Y X2 Y2 XY
35 40 1225 1600 1400
15 29 225 841 435
15 11 225 121 165
15 8 225 64 120
20 12 400 144 240
100 100 2300 2700 2360

5(2360)-(100)(100)

56
 = …………………………………….
√[5(2300)-(100)2][5(2700)-(100)2 ]

11800 – 10000
= ……………………………….
√[11500-10000][13500-10000]

1800
=……………………………
√(1500)(3500)

1800
=………………………….
√5250000

1800
=……………………………
2291.28

r = 0.7855%

RESULT:
The variables level of awareness regarding their absence from their work and
absenteeism affects the quality of the production are positively correlated with the
magnitude of (+0.785). Since the degree of linear relationship r is closer to 1;there is
positive between awareness regarding their absence from their work and absenteeism
affects the quality of the production.

57
 5. FINDINGS, SUGGESTION, CONCLUSION
5.1 FINDINGS:

❖ It is found that 50 percentage of the respondents are the age group of above 30 years,

❖ It is found that 50 percentage of the respondents are male

❖ It is found that 35 percentage of the respondents belongs to the categories of work

experience 6-10 years.

❖ It is found that 75 percentage of the respondents are married.

❖ It is found that 30 percentage of the respondents are undergraduate.

❖ It is found that 40 percentage of the respondents are the below 20,000.

❖ It is found that 80 percentage of the respondents have good working environment

❖ It is found that 50 percentage of the respondents’ take 2-3 days leave.

❖ It is found that 30 percentage of the respondents have better pay structure.

❖ It is found that 40 percentage of the respondents have providing non- monetary

benefits.

❖ It is found that 35 percentage of the respondents have strongly agree.

❖ It is found that 45 percentage of the respondents are all the above.

❖ It is found that 60 percentage of the respondents have good employee relations in the
organization.

❖ It is found that 95 percentage of the respondents have response “yes” because they are
satisfied with the company’s leave policy.

❖ It is found that 52 percentage of the respondents have response “yes” because

occupational hazards prompt them to take leave.

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❖ It is found that 68 percentage of the respondents have response “yes” and they take
leave with prior permission of the superior.

❖ It is found that 70 percentage of the respondents have response “yes” for absenteeism
is a worst disease in the organization.

❖ It is found that 65 percentage of the respondents have response “no” for providing
adequate number of leave when asked.

❖ It is found that 56 percentage of the respondents have responded “yes” for he over
burden of the work, 44 percentage of the respondents have responded “no” for the over
burden of the work.

❖ It is found that 50 percentage of the respondents have responded

“ yes” and they take leave due to lack of recognition for work.

❖ It is found that 40 percentage of the respondents are strongly agree.

❖ It is found that 68 percentage of the respondents have response “no” about the
boredom of work.

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5.2 SUGGESTION

❖ Write attendance policy and set clear attendance expectations.

❖ Offer an attractive salary package. Because highly paid employees are less likely to
be absent, so offering an attractively compensation on package can build loyalty and
reduce absenteeism.

❖ Consider introducing more predictable working hours and limiting overtime as these
measures can help to reduce employee absenteeism.

❖ Consider offering your staff the opportunity of working from home occasionally or
extending flexi time.

❖ Introduce incentive schemes to encourage employees to come to work make sure the
incentives are directly linked to absenteeism and of reasonable value

❖ The management should conduct regular seminars, group’s discussions, social

gathering orientations programmers’ on the problems of absenteeism.

❖ To reduce unavoidable absence due to sickness and industrial accidents, programmers

of industrial hygiene and safety should be strengthener.

❖ Regularity in attendance can be encouraged to some extent by the offer of a bonus and
other pecuniary inducements.

❖ Include the rules in your disciplinary code and absenteeism policy and communicate
the rules.

❖ Older and more experienced staff are generally less likely to be absent so hire more
experience people.

❖ There should be medical camp facility a provide every month to the workers to check
the fitness of the worker.

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❖ Allows workers to some degree of control over the hours at work. It can help them to
relieve their tension and pressure caused by personal problem.

❖ The company can provide a bus to the workers so employees who are coming from
long distance may come on time would be one measure to reduce absenteeism.

❖ Absenteeism being essentially problem related to individual, behavior could be better

talked at the immediate supervisor’s level them by staff department.

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 5.3 CONCLUSION:

Absenteeism can be reduced to a great extent if the management takes initiatives in

making the workers feel responsible towards their job. The problem with absenteeism is that
most companies do not understand the negative effects of the phenomenon on productivity,
efficiency, and profitability.

Some controls, like developing provident employee absence policy or productivity recruiting
and training employees, can help to lesson he effects of absenteeism in the workplace.
However, the best methods of putting an end to high absenteeism costs are to develop an
understanding of where problems are occurring and how to stop absence issues on a case- by-
case basis. Tools this, employers will have to pay close attention to attendance records to
understand whether or not employees are using time off effectively.

From this study it has been found that the organization is able to control the employee
absenteeism by implementing a system of positive, re- enforcement, flexible scheduling and
disciplinary proceeding to deal with excessive absence, and it has been found that most of the
employees are satisfied with the company’s leave policy and various motivational factors are
provided to the employees to improve their regularity at work.

62
BIBLIOGRAPHY

1. Waite L. and Gallagher M. (2010), The case for marriage: why married people are
happier, healthier and better off financially, journal of New York. 14(2).
2. Mark Tausig and Rudy Fenwick (2011), Unbinding Time: Alternate Work Schedules
Work-Life Balance. Journal of project management.(14)1
3. Roehling ,P.V ., and Moen, P (2012) The relationship between work-life policies and
practices and practices and employee loyalty: A life course perspective. Journal of
human resource management. (14)1
4. Burke, R.J.(2013) organizational values, job experience and satisfaction among
managerial and professional women and men, Journal of Canadian management.(15)3
5. Rapoport, R., Bailyn, L. (2014), Beyond work-family balance: Advancing social
equity and work place performance. Journal of France. (15)1
6. Kirk (2015), Work-life Balance for dual career couples: Annual Conference and
Exposition: The Changing Landscape of Engineering and technology Education in a
World. Journal of American. (16)2
7. Bambra (2016) Shifting schedules: The health effects of reorganizing shift work,
Work-Life Balance: cause, consequences and interventions, Journal of New York
management.(17)1
8. Bilal(2016) Impact of Family Friendly Policies on Employees Job Satisfaction and
Turnover Intention: A study on work-life balance at workplace, Journal of project
management. (17)1
9. Morten Nordberg and Knutroed (2012), Health Insurance and Business Cycles:
conditioning on the state of the business cycle at the moment of entry into sickness.
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 QUESTIONNAIRE

A STUDY ON ABSENTEEISM OF EMPLOYEES IN “PANASONIC

QUESTIONNAIRE ON ABSENTEEISM OF EMPLOYEES

1. Age for worker

● Below 20 years

● 21-25 years

● 25-30 years

● Above 30 years

2. Gender of the worker

● Male
● Female

3. Experience of the worker

● Below 6 years
● 1– 5 year
● 6-10 years
● Above 11 years

4. Workers marital status of the respondents

● Single

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 ● Married

5. Employee educational qualification of the respondents

● Below SSLC
● SSLC+2
● UG
● PG
● Professional
● Other (Diploma)

6. Is the employee attending the daily duty on time?

● Yes
● No

7. How is your work environment?

● Good
● Satisfactory
● Bad

8. Duration of the leave taken by your in a month.

● 1day

● 2-3 days
● 4-5 days
● More than 5 days

9. Your opinion about the factor effect to reduce absenteeism

● Increase the number of holidays

● Better working condition

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 ● Better performance appraisal
● Better pay structure
● All the above
10. Employee opinion for long absence

● Family problem
● Personal problem
● None of the above

11. Workers reasons for leave

● Sickness

● Lack of interest in hob

● Poor working condition
● Long working hours

12. Type of work pressure the employee facing in the organization

● Forced to do work

● Improper environment
● Providing non-monetary benefits
● Better performance appraisal

13. Workers level of awareness regarding their absence from their work

● Strongly agree

● Agree
● Disagree
● Neutral
● Strongly disagree

14. Your opinion about the effects of absenteeism

● Work stress

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 ● Over time
● Less pay
● All the above

15. Motivational factors to improve employee’s regularity.

● Good employee relations

● Work environment
● Recognition of the work
● Incentives and bonus based on performance

16. Are you satisfied with the company’s leave policy

● Yes
● No

17. Are you afraid of any occupational hazards which prompt you to take leave?

● Yes

● No

18. Do you take leave with the prior permission of the superior

● Yes
● No
19. Do you know that absenteeism is a worst disease in the organization

● Yes
● No

20. Is your company providing adequate number of leave when asked for?

● Yes
● No

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21. Have you taken leave because of the over burden of the work

● Yes
● No

22. Have you taken leave due to lack of recognition for work

● Yes
● No

23. Do you agree absenteeism affect the quality of the production

● Strongly agree

● Agree
● Disagree
● Neutral
● Strongly disagree
24. Do you feel boredom in your routine work

● Yes

● No

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WEBSITE:

[Link]
[Link]
[Link]

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