1

CHAPTER 1
INTRODUCTIONS OF THE STUDY

1.1 INTRODUCTIONS
The study of absenteeism is very important for any industry. The word absenteeism
means the absence of an employee from work when he is scheduled to be present at in work
place. An employer has availability of work and an employee is well aware of it, and when
employer has no information in advance, that the employee will not reported for work if he
has taken leave to which he is entitled or on ground of sickness or in case of personnel work.
Thus absence may authorize or unauthorized wilful or caused by circumstance beyond
employee's control.

Absenteeism without genuine reason reflects of belonging and strictly speaking ought
not be regarded as a disease, but more a symptom either of shoddy manpower planning which
does not take into consideration working conditions and socio-cultural compulsion prevalent
in society, or the presence of monotonous schedules at the work site leading to lowering of
morale and motivation in the organization. It is therefore imperative that organization
undertaken detailed analysis of the causes for absenteeism.

Absenteeism is the practice or habit of being an ‘absentee’ and an absentee is one who
habitually stays away. Absenteeism is given for being absent from is physical illness, and
thus a sound health and safety program should contribute to reduce [Link]
in layman language means taking a holiday without permission. When any employee does not
inform their supervisor or boss for taking the leave comes under absenteeism.

1.2 STATEMENT OF THE PROBLEM

Absenteeism is a serious problem for a management because it involves heavy
expenses. Retail employees do not usually ask for leave of absence in advances or even give
notice during their absence as to how long they would be away. The management is generally
uncertain about the duration of employees of absence and cannot take appropriate measures
to fill the job. Absenteeism rate is a yardstick to find out the employees attitude towards his
work and the organization. This study helps to revels the causes and remedies.
 2

So taking into account the affecting factors of absenteeism that directly affects the
organizational growth, Absenteeism is considered to be a most vital problem in a firm so it
needs to be studied. Hence “A study on absenteeism of employees in SKC Retail Ltd” was
made in order to find out the actual reasons that are stated by the employees.
In SKC Retail Ltd, the rate of absenteeism is more and employees simply give a
reason that they are sick. But the actual scenario is not so. They may not like the work or they
may have some personal work or they suffer from stress and body pain as in a retail store the
employees have to stand throughout the day for attending the customer. So an attempt was
made through my study in order find out the actual cause.

1.3 OBJECTIVES OF THE STUDY

 To find out the level of absenteeism among the workers in the Organization.
 To find out the various causes for absenteeism.
 To study the relationship between the employees satisfaction level and absenteeism.
 To suggest the possible remedial measures to reduce and control the absenteeism rate.

1.4 SCOPE OF THE STUDY

 A noticeable feature in the Retail life in India is the absenteeism.
 Absenteeism is a serious problem for a management because it involves heavy
expenses.
 This research work was done to analyze the problem of absenteeism affecting SKC
Retail Ltd and its impact on the daily sales.
 The recommendations of this research will help the management for effective
decision making and increase their daily turnover.
 Absenteeism is a yardstick to find out the employees attitudes towards his work &
organization and this study confines only to the sales people of SKC Retail Ltd
Purasawalkam branch, Chennai, as the majority work is in the hands of sales men in a
retail store.
 This study can further be extended to other departments, so as to analyze the
regularity of the employees in all departments.
 The research can also be done to various other branches of SKC [Link]-Usman
road, Panagal Park, Coimbatore branch, Secunrabad, Hyderabad, Bangalore-
koramangala and J.C Road so that overall analysis can be made on the employees
 3

1.5RESEARCH METHODOLOGY

1.5.1 RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of data
in a manner that aims to combines relevance to research purpose with economy on procedure.

MEANING OF RESEARCH
Research in common parlance refers to a search for knowledge. The advanced
learner’s dictionary of current English lays down the meaning of research as “a careful
investigation or inquiry especially through search for new facts in any branch of knowledge”.
It is a way to systematically solve the research problem. In it we study the various steps that
are generally adopted by a researcher in studying his research problem along with the logic
behind them. It includes the research methods/techniques as well as its methodology.

The method of the research used here is Descriptive research includes surveys and
fact finding enquiries of different kinds. It is used to portray accurately the characteristics of a
particular individual, situation or a group. This study is also termed as “ex post facto” Main
characteristic of method are that research has no control over the variables he can only report
what happening.

METHODOLOGY
The present study is based on survey method.

SOURCE OF DATA
In this research, the researcher has used both the primary data as well as secondary
data. The study depends mainly on primary data. The researcher has designed a structured
questionnaire as they are simple to administer and relatively inexpensive to analyze provision
of alternative replies, helps to understand the meaning of questions clearly. There were
dichotomous as well as multiple choice questions. The data was collected by conducting
personal interview of respondents with the help of questionnaire.
Along with the primary data obtained through use of questionnaire, the researcher has
used secondary data from various sources financial websites, business magazines,
newspapers, journals, attendance record, employee’s handbook, HR handbook and policies,
and from company website.
 4

TOOLS FOR DATA COLLECTION

The researcher has used questionnaire both closed/open-ended questions as a research
instrument and studied various aspects of the research problem. The researcher has used
simple questions and straight forward direction for the respondent so that, they may not feel
any difficulties in answering the questions. The researcher has improved upon the questions
earlier draft through pilot study.

SCALES USED IN THE QUESTIONNAIRE

Scoring scheme was evolved to quantify the data. As the importance of the
components is different, five point scale i.e., Likert scale and three point scale was used
which is given below:
 Strongly agree, agree, neither agree nor disagree, disagree, strongly disagree.
 Highly satisfied, satisfied, neutral, dissatisfied, highly dissatisfied
 Always, sometimes, never.

TESTING OF TOOL
Based on the variable identified through review of literature and pilot study, a
preliminary tool was structured. Preliminary tool was discussed with the internal guide
Dr. N. Santhi and with the external guide M. Suresh Kumar Manager –HR of SKC Ltd for
obtaining their opinion. From their comments and suggestions, the questionnaire was revised.
With the revised questionnaire a pre-test was conducted with 15 sales people.

1.5.2 SAMPLING DESIGN

SAMPLING METHOD
Probability sampling method was used in my study

POPULATION
The population of the study includes those who are regular absentees for the past one
year (i.e., information gathered from secondary data). The total numbers of employees
working in SKC are 500 and among them 149 is my population.
SAMPLE UNIT
The identification of employees to be surveyed determines the sampling unit. In this
study, sales people of SKC Retail Ltd are taken as a sample unit for this study.
 5

SAMPLING TECHNIQUE
The technique used for sampling is Simple Random sampling.

SAMPLE SIZE
A sample size of 75employees was selected for analysis from the population of 149
employees by using Simple Random sampling technique. 50% of employees were selected at
random out of 149 employees that constitute 75 employees.

1.5.3 PROPOSED STATISTICAL TOOLS FOR ANALYSIS

The variables will be analyzed by application of tool such as
1. Charts
2. Percentage analysis
3. Weighted average
4. Chi square test
5. One way ANOVA

CHARTS
Various charts are used for analysis to get a clear idea about the tabulated data. The graphs
can be more effective to represent a small size data.

PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio. It is used to make comparison between

two or more series of data. They can be used to compare the relative items, the distribution of
two or more series of data, since the percentages reduce every thing to a common base and
thereby allow meaningful comparisons to be made.

Formula = No of respondents
----------------------- X 100
Total respondents
 6

WEIGHTED AVERAGE METHOD

The average of a quantity is calculated after summing up all the value of that quantity
and then dividing it by the total number. A weighted average is calculated by taking into
consideration, additional conditions associated with each of the values for the data. Here is
the general formula for weighted average calculation:

Weighted Average = (x1 w1 + x2 w2... + xn wn) / (w1 + w2.. + wn) = Σi = 1 to n (xi wi) / Σi = 1 to n wi

Here 'xi' are values of the quantity whose weighted average is being calculated, while 'wi' are
the values of the corresponding weights. So, for calculating weighted average, you must
multiply values of the quantity with their corresponding weights, add all them up and divide
them by the sum of the weights.

CHI SQUARE ANALYSIS

Chi square analysis is applied to test the association of attributes for observed data
with assumed theoretical distribution. It has great use in statistics specially in sampling
studies, where we expect a doubted coincidence between actual and expected frequencies and
the extent to which the difference. The test statistics:

χ2 = ∑ {(O-E) 2 / E}

where , O – Observed frequencies & E - Expected frequencies.

Expected frequency (E) can be calculated using the formula:

E = (row total * column total) / grand total

Degrees of freedom can be calculated by the formula, (r-1)*(c-1) where r- no of rows & c- no
of columns. If the calculated value of χ2 < the table value of χ2 at certain level of
significance, the hypothesis will be accepted and vice versa.
 7

ONE WAY ANOVA

A One-Way Analysis of Variance is a way to test the equality of three or more means
at one time by using variances. The test statistics:

Grand Mean =

Total Variation =

Between Group Variation =

Within Group Variation =

F test statistic =

SS df MS F
Between SS(B) k-1 SS(B) MS(B)
----------- --------------
k-1 MS(W)
Within SS(W) N-k SS(W)
-----------
N-k
Total SS(W) + SS(B) N-1

If the calculated value of F < the table value of F at certain level of significance, the
hypothesis will be accepted and vice versa.
 8

1.6 LIMITATION OF THE STUDY

There are some limitations for the researcher which are as follows:-

1 As it was not possible to visit each department the true picture of working condition
could not be judged.
2 The workers were busy with their work therefore they could not give enough time for the
interview.
3 Some of the respondents give no answer to the questions which may affect the analysis.
4 Respondents were reluctant to disclose complete and correct information
5 Because of a small period of time only small sample had to be considered which doesn’t
actually reflect and accurate and intact picture.
6 The study was restricted only to Purasawalkam branch. So that the full information may not be
generalised.

1.7 CHAPTER SCHEME

The study has been divided into five chapters. Chapter one consists of Introduction, Statement
of problem, Objectives, Scope of the study, Research methodology and Limitations. Chapter two
consist of Industry and Company profile. Chapter three consists of conceptual and research review.
Chapter four consists of Analysis of the study. Chapter five consist of results, suggestion and
recommendations, directions of further research and conclusion.
 9

CHAPTER 2

PROFILE

2.1 INDUSTRY PROFILE

Textile Industry in India is the second largest employment generator after agriculture.
It holds significant status in India as it provides one of the most fundamental necessities of
the people. New innovations in clothing production, manufacture and design came during the
Industrial Revolution - these new wheels, looms, and spinning processes changed clothing
manufacture forever.

Textile industry was one of the earliest industries to come into existence in India and
it accounts for more than 30% of the total exports. In fact Indian textile industry is the second
largest in the world, second only to China. Textile Industry is unique in the terms that it is an
independent industry, from the basic requirement of raw materials to the final products, with
huge value-addition at every stage of processing. Textile industry in India has vast potential
for creation of employment opportunities in the agricultural, industrial, organized and
decentralized sectors & rural and urban areas, particularly for women and the disadvantaged.
Indian textile industry is constituted of the following segments: Readymade Garments,
Cotton Textiles including Handlooms, Man-made Textiles, Silk Textiles, Woollen Textiles,
Handicrafts, Coir, and Jute.

The ‘rag trade’, as it is referred to in the UK and Australia is the manufacture, trade
and distribution of textiles. There were various stages - from a historical perspective - where
the textile industry evolved from being a domestic small-scale industry, to the status of
supremacy it currently holds. The ‘cottage stage’ was the first stage in its history where
textiles were produced on a domestic basis.

During this period cloth was made from materials including wool, flax and cotton.
The material depended on the area where the cloth was being produced, and the time they
were being made. In the latter half of the medieval period in the northern parts of Europe,
cotton came to be regarded as an imported fiber.

During the later phases of the 16th century cotton was grown in the warmer climes of
America and Asia. When the Romans ruled, wool, leather and linen were the materials used
 10

for making clothing in Europe, while flax was the primary material used in the northern parts
of Europe.

Till the year 1985, development of textile sector in India took place in terms of
general policies. In 1985, for the first time the importance of textile sector was recognized
and a separate policy statement was announced with regard to development of textile sector.
In the year 2000, National Textile Policy was announced. Its main objective was: to provide
cloth of acceptable quality at reasonable prices for the vast majority of the population of the
country, to increasingly contribute to the provision of sustainable employment and the
economic growth of the nation; and to compete with confidence for an increasing share of the
global market. The policy also aimed at achieving the target of textile and apparel exports of
US $ 50 billion by 2010 of which the share of garments will be US $ 25 billion.

2.1.1 STRENGTHS OF INDIAN TEXTILE INDUSTRY

 India has rich resources of raw materials of textile industry. It is one of the largest
producers of cotton in the world and is also rich in resources of fibres like polyester,
silk, viscose etc.
 India is rich in highly trained manpower. The country has a huge advantage due to
lower wage rates. Because of low labour rates the manufacturing cost in textile
automatically comes down to very reasonable rates.
 India is highly competitive in spinning sector and has presence in almost all processes
of the value chain.
 Indian garment industry is very diverse in size, manufacturing facility, type of apparel
produced, quantity and quality of output, cost, requirement for fabric etc. It comprises
suppliers of ready-made garments for both, domestic or export markets.

2.1.2 WEAKNESSES OF INDIAN TEXTILE INDUSTRY

 Indian textile industry is highly fragmented in industry structure, and is led by small
scale companies. The reservation of production for very small companies that was
imposed with the intention to help out small scale companies across the country, led
substantial fragmentation that distorted the competitiveness of industry. Smaller
companies do not have the fiscal resources to enhance technology or invest in the
high-end engineering of processes. Hence they lose in productivity.
 11

 Indian labour laws are relatively unfavourable to the trades and there is an urgent need
for labour reforms in India.
 India seriously lacks in trade pact memberships, which leads to restricted access to the
other major markets.

2.1.3 OUTLOOK FOR INDIAN TEXTILE INDUSTRY

The outlook for textile industry in India is very optimistic. It is expected that Indian
textile industry would continue to grow at an impressive rate. Textile industry is being
modernized by an exclusive scheme, which has set aside $5bn for investment in
improvisation of machinery. India can also grab opportunities in the export market. The
textile industry is anticipated to generate 12mn new jobs in various sectors.

2.2 COMPANY PROFILE

SKC Retail Limited -retails textiles and readymade garments for all age group and has
approximately 40 Lakhs of customers. The company operates its business under the brand
name ‘SKC’ which is expanded as Shree Krishna Collections and has 13 showrooms in four
states. SKC Retail Limited was founded in the year 1995 and is based in Bangalore, India.

The Company, which was earlier a group of (independent) firms, was consolidated
and incorporated as a Private Limited Company in December 1996. It is now registered as a
public limited company, SKC Retail Ltd., earlier it was known as L.N.B. Textiles Pvt. Ltd.
with its brand name “SKC”.

The Company deals in Textiles, Readymade Garments and related Accessories. The
Company is headed by its Chairman, Shri Laxminarain Bisani, who has vast experience of
more than 40 years in this field. He is being ably supported by Mr. Praful Kumar Bisani, the
CEO, who also has rich experience in this field; more so in Retail Marketing. The top
management is further strengthened by Mr. Ajay Kumar Bisani, Head Merchandising. All the
above three gentlemen, constitute the Board of Directors of the company who decide on
policy matters in the area of sourcing, finance, administration, sales and marketing. The
Board of Directors is supported team of management committee consisting of professionals
and experienced persons.

The sales module of company is that of Direct Selling through its Showrooms/ Malls.
Some showrooms are owned by the Promoters/Directors/Family members and some are
 12

rented. The cumulative retail (showroom) area is 3, 40,000 sq ft (approx). The Company
initially engaged in wholesale trading of textiles. After gaining sufficient experience, the
company has setup showrooms one after the other during the period from April 1991 to Jan
2006.

2.2.1 NATURE OF BUSINESS ACTIVITIES

The Company is into retailing of readymade garments for Men, Women and Children.
The ranges of price points are quite wide. In case of Men’s it covers formals, casuals,
traditional and ethnic wears. Similarly, for ladies the choices includes readymade, chudidhar
materials and designer sarees. Apart from catering to the ever changing fashions, the stock
also caters to the seasonality of weather such as summer, monsoon, winter and autumn. The
company also deals in textiles such as shirting & suiting and dothis & towels etc. To enhance
the foot-falls, the company is also dealing in accessories such as perfumes, fashion
jewelleries, footwear, leather accessories, sunglasses, Chocolates etc.

The company has been awarded “The Emerging India Award in the SME Retail
Segment” for the financial year 2005-06 by CRISIL in association with ICICI and CNBC
TV-18.

The total annual turnover of the company for the last financial year is about 300
crores; their total investment is 21 crores and its profit after tax is on an average 8 crores
annually. The total number of employees in the organization as a whole is 1200. The
processes of all their branches are controlled from their corporate office in Chennai.

2.2.2 OBJECTIVES OF SKC RETAIL LIMITED

 Their main motto is to provide happy shopping to the customers.

 To become market leader in the Fashion Textile Industry
 To satisfy the requirement of all Cadres of customers.
 To ensure that the latest fashion garments are made available in SKC.
 13

CHART NO 2.2.1 - Organisational Structure of SKC Retail Limited

CHAIRMAN

Shri Laxminarain Bisani

CEO
Mr. Praful Kumar Bisani

BOARD OF DIRECTOR BOARD OF DIRECTOR BOARD OF DIRECTOR

Mr. Pradeep Bisani Mrs. Kheerthi Bisani Mr. Ajay Bhagaram

HEAD MERCHANDISING

Mr. Ajay Kumar Bisani

Managing director MD

Mr. R. Praveen Rajah

SALES MARKETING HR MANAGER FINANCE CLIENT CARE

MANAGER MANAGER MANAGER MANAGER

BUYERS FINANCE CUSTOMER &

(PROCUREMENT) TEAM SUUPLIERS

SECTION STORES PRO

MANAGERS INCHARGE
 14

TABLE NO 2.2.1 - Showing the list of SKC showrooms in India

S. NO. PLACE LOCATION SQ FT

1 Chennai Purasaiwalkam (4) stores 56,800

2 Chennai Panagal Park 36,000

3 Chennai Pondy Bazaar 6,500

4 Coimbatore R S Puram 23,000

5 Bangalore JC Road 1,00,000

6 Bangalore Koramangala 3,60,000

7 Secunderabad Park Lane 38,000

8 Pune Mukund Nagar 32,000

TABLE NO 2.2.2 - Showing the list of SKC warehouses in India

[Link]. PLACE LOCATION SQ FT

1 Bangalore Gavebhavi Palaya 52,000

2 Secunderabad Uppal 11,500

3 Pune Aambegaon 11,500

4 Chennai Madhavaram 40,000

 15

CHAPTER 3

REVIEW OF LITERATURE

The review of literature is a crucial part and it provides the basis on which research
questions were justified. It also provides information about data collection, analysis of data in
an informed way. The conceptual framework includes the relevant information and facts
about the research topic and the research review includes the extract from the article and
books written by various researchers about the subject of research topic.

3.1CONCEPT REVIEW

3.1.1 MEANING AND DEFINITION OF ABSENEEISM

Failure to attend or appear when expected. In another words, the absence means the
state of being away or not being present.

According to “Webster’s Encyclopedia unabridged dictionary”, absence means, “not

in a certain place at a given time”. The Law Lexion defined absent literally as
“etymologically it means not present. Present means being in the place of on question”. The
rate of absenteeism is expressed as the percentage of man days lost through absence to the
total number of man days scheduled in a given period.

Number of man days lost through absence

Absenteeism = --------------------------------------------------------- x 100
Number of man days scheduled to work

The number of man days scheduled to work is calculated by multiplying the average
number of workers by the number of working days during the given period.

Hacket J.D defines Absenteeism as “Temporary cessation of work not less than one whole
on the initiative of the worker when his presence is expected.

According to Walkins Dodd and others the term Absenteeism “refers to the workers absence
from his regular task when he is normally scheduled to work. This scheduled time lost
 16

because of illness and accident and time away from the job because of personal reasons
whether authorised or not usually not counted as absenteeism are involuntary lays offs lack of
work authorised leave vacations period and stoppage”.

“An employee's deliberate or habitual absence from work, everybody misses a day of
work now and then But it's a problem when an employee misses too many days of work Not
showing up for work can cause serious problems when other employees have to cover for the
missing worker or, worse, the work simply doesn't get done. Here are keys to controlling
absenteeism in your growing company” (Source: Encyclopedia).

According to European foundation Absenteeism is “Temporary, extended or permanent

incapacity for work as a result of sickness or infirmity”. Temporary work incapacity refers to the first
period of absenteeism; in most countries limited to the first 52 weeks of disability. Extended or
permanent disability relates to arrangements after the first period of absenteeism, in most countries the
first 52 weeks of incapacity of work. (Source: Official publications of the European
community’s)

“Absences refer to missing part or whole days of work due to personal illness,
personal business, or other reasons which may be avoidable and unavoidable”.

In the words of Johns, in 2007"Absenteeism is failing to report for scheduled work.

As such, it is the violation of a social obligation to be in a particular place at a particular time.
Traditionally, absenteeism was viewed as an indicator of poor individual performance and a
breach of an implicit contract between employee and employer. Thus, it was seen as a
management problem and framed in economic or quasi-economic terms. Indeed, economists
most frequently view absenteeism in labor supply terms. More recently, absenteeism has
increasingly been viewed as an indicator of psychological, medical, or social adjustment to
work." According to Goff, Mount, & Jamison, in 1990 "Employee absences due to personal
illness, personal business and absence without leave, as measured in number of hours.
(Source: G. Ritzer Ed., Blackwell Encyclopedia of sociology,Blackwell Publishing.)

PLANNED HOLIDAY- When an employee asks from the supervisor for taking the leave it
comes under planned holiday. Because it was planed is advance and it depend upon the wish
of employer whether he is in a condition to provide leave to the employee or not. Here both
 17

the employer and employee know the situation and reason for taking a leave. Both are aware
of this planned holiday. Here sanctioning of leave is totally depend upon supervisor whether
he want to give leave or not.

UNPLANNED HOLIDAY-When an employee does not ask from the supervisor for taking a
holiday here supervisor is not at all aware that a particular person is taking a holiday with
their permission. Supervisor does not know the reason why the employee is taking the leave.
Here not at all any method is applied for informing telephone calls nor e- mail nor letter etc

LEAVE: Leave is the preplanned holiday where the employee informs their boss either by
phone or writing a letter to their boss in advance. There is difference between absenteeism
and leave and it might be clear from the following table:

TABLE NO: 3.1.1 Difference between absenteeism and leave

ABSENTEEISM LEAVE
1. It is not a preplanned holiday. 1. It is a preplanned holiday.
2. Here the employee does not 2. Here the employee informs their
inform their supervisor. supervisor.
3. Here the responsibility of taking a 3. But in preplanned leave,
holiday solely depends upon the supervisor plays a vital role
employee. because ultimately he has to sanction the
leave.
(Source: SKC - employees hand book)

3.1.2 TYPES OF ABSENTEEISM

Van der Merwe and Miller (1988) classify absenteeism into three broad categories that help
to understand the nature of this phenomenon. They are:
(1) Sickness absence,
(2) Authorized absence/absence with permission and
(3) Unexcused absence/ absence without leave.

Sickness absence is a category where employees claim ill health as their reason for absence.
Requirements regarding medical/doctor’s certificates vary and are determined by company
 18

policy or the Basic Conditions of Employment Act (BCEA). The Basic Conditions of
Employment Act 75 (1997) stipulates that a certificate needs to be produced after two days of
sickness absence. Most managers have found that certification is not a guarantee of genuine
absence as it has become easy for people to gain access to medical certificates. Van der
Merwe and Miller (1988, p. 10) maintain that “having a critical attitude to short sick absence,
and indicating to employees that their absence behavior is regularly monitored, is likely to
result in a better norm of attendance. ”

Authorized Absence is an Absence with permission is where employees provide an “excuse”

for their absence whether that is for holidays, study leave, special leave and the like.
Normally such a request is included in the absence policy (Van der Merwe & Miller, 1988).

Unexcused Absence is all absences not falling into the two previous categories and where no
reason is given, or not accepted, is regarded as unexcused (Van Der Merwe & Miller, 1988).
This type of absence, when it reaches problematic proportions, will have to be pointed out to
employees in question in order to bring their attendance in line with acceptable norms.
Employees who come to work later in the day or who leave earlier are normally not recorded
on the leave records of employers and the supervisor is normally aware of such absences
(Wolmarans, 1994).

3.1.3 A MODEL OF ABSENTEEISM

Aamodt (1996) maintains that before an organisation spends time and money trying to stop
absenteeism; it must first understand the theories around why people miss work. Various
models have been developed to explain absence behaviour, but the Integrated Model of
Attendance developed by Rhodes and Steers (1990) provides a heuristic framework on the
various factors influencing employee attendance.

CHART NO 3.1.1: Heuristic framework on the various factors influencing employee

attendance
 19

3. Personal characteristics
 Age
 Tenure
 Sex
 Family size
 Education

2. Employee values and 7. Ability to attend Illness

job expectations and accidents Family
responsibilities
Transportation problems

1. Job situation 4. Satisfaction with [Link] [Link]

 Job scope job situation Motivation Attendance
 Job level
 Role stress
 Work group size
5. Pressure to attend
 Leader style  Economic and market conditions
 Incentive/reward systems
 Work-group norms
 Personal work ethic
 Organisational commitment

(Source: Rhodes & Steers 1990 University of the Western Cape)

3.1.4 SIGNIFICANT FEATURES OF ABSENTEEISM IN INDIAN INDUSTRY

1. The rate of absenteeism is the lowest on payday. It increases considerably on the

following the payment of wages and bonus. The indication of absenteeism both before
and after a holiday has to be higher than that on normal days.
2. Absenteeism is generally high among workers below 25 years of age to 40 years of
age.
3. The rate of absenteeism varies from department to department within the unit. The
reason is that physical condition obtaining in one department is in variance within the
other. As the size of the group increases the absenteeism goes up.
4. Absenteeism is highest during March, April, and May when land has to prepare for
monsoon sowing and also during the harvest season when the rate of absenteeism is as
high as 40%.
 20

5. The percentage of absenteeism is generally higher in the night shifts than in day. This
is so because workers in the night experience greater biological discomfort and
uneasiness in the course of their work then they do during daytime.

3.1.5 EFFECTS OF ABSENTEEISM

As ‘No work No pay’ is usually the general rule, the loss arise to the workers due to
absenteeism is quite distinct. When the workers fail to attend their regular work, their
income is automatically reduced and the workers who usually stand at the lower place of
economic ladder, still goes down. This in turn, distorts the normal life of the worker. As a
whole to the workers it means lower morale, a reduction in income, fail as worker suffers a
distinct loss due to absenteeism.

3.1.6 CAUSES OF ABSENTEEISM

In order to identify the causes and extent of absenteeism, proper records should be
kept in every department for various causes of absenteeism by such divisions as age, sex,
days of the week and classes of jobs. It should be noted that it is almost impossible to give a
list of exact reasons and their percentage. The evaluator of the personnel programme should
classify the data relating to absenteeism and try to analyze the various causes of absenteeism.
Generally the following reasons are accountable for absenteeism at work:

a) Nature of work: When work is tough and monotonous in nature, the workers get
tired physically and mentally. So he frequently remains absent without information to
the employer.
b) Poor working condition: Poor working conditions affect the worker’s health
adversely. He is tired of work – environment and thus remain away from work
without any notice to the
employer.
c) Absence of regular leave arrangement: Every worker requires at least 15 to 20 days
leave in a year for his personal work. The employer should provide for such leave to
all workers. However, in many factories, workers are not given leave as and when
required. Naturally, workers remain absent without any invitation to the employer.
Thus, absence of regular leave arrangement leads to labour absenteeism.
 21

d) ) Accidents: Industrial accidents and occupational diseases bring about absenteeism

depending upon the nature of the process and machinery used. Accidents make the
workers incapable of work for some days. They also create mental problems.
e) Poor control: Poor production and material control can result in absenteeism. Unless
the flow of work between departments is balanced and continuous, workers may stay
away from their jobs because they lose their interest in the work and also lose the
feeling of the importance of being dependable.
f) Irregular transport facilities: Many factories are located away from the city limits.
Naturally, workers have to travel long distances. In case of any disturbance in the
transport system, workers are unable to reach their place of work at the proper time
and they have to remain absent. Thus, transport difficulties lead to labour
absenteeism.
g) Lack of interest: Lack of interest and lack of feeling of responsibility and worth
whileness are also fundamental causes of absenteeism. Attitude of mind caused by
environmental and sociological factors may condition some to develop a feeling of
irresponsibility about going to work.
h) Attraction to village life: Majority of Indian workers come from villages to town for
employment. Physically, they are in towns, but mentally they are in villages. Their
relatives and family members are in the villages and naturally they feel like visiting
their villages often. This leads to absenteeism. In addition, workers have to go to their
native places due to illness of family members, court matters, socio – religious
festivals, agricultural operations, etc. Such causes lead to high labour absenteeism.

i) Miscellaneous causes : A miscellaneous group of causes includes such factors as

bad weather, another job, personal business, friends visiting from distant locations,
absence of strict discipline, willful disregard of rules, religious and social festivals,etc.

j) Alcoholism and gambling habits: A number of workers in factories are used

drinking gambling and other habits. Such workers are unable to attend duties regularly
due to such habits. This leads to absenteeism particularly among the male workers

3.1.7 FACTORS AFFECTING ABSENTEEISM

 22

There are no consistently uniform reasons for absenteeism. Significant studies have
attributed many factors which are directly influencing industrial absenteeism. The Labour
Bureau, Government of India has generalized few factors under certain heads given below.

1. SICKNESS - Sickness is the dominating factor of absenteeism. Also, it seems to be a

common reason irrespective of any industrial situation. Further the industrial workers
fall an easy prey to sickness and diseases. This depends upon the standard of living of
the workers. In a country like ours, the standard of life, the industrial workers lead is
very low comparing with other nations. Moreover, the low vitality of workers
combined with poor housing and insanity conditions of living in the industrial centres
makes them easy victims for occupational diseases. The sickness rate is also affected
by the age and sex of the workers. It has been noticed that the rate of absenteeism
among female workers is higher than their male counterparts. Again, the sickness rate
is also affected by nature of jobs and the ease or difficulty of transport facilities for
attending the factories and coming back to homes after working hours. The long hours
of work also affect the workers efficiency and thus their sickness rate.

CHART NO 3.1.2: The process of becoming ill, being absent from work, recovering
and return to work.

WORKLOAD

BALANCE HEALTH ABSENCE RETURN TO

PROBLEM TO WORK WORK

CAPACITY
ABSENTEEISM REINTEGRATION
BARRIER BARRIER

(Source: Rhodes & Steers 1990 University of the Western Cape)

2. ACCIDENTS - In an industrial situation, an accident depends upon the behaviour of

the person, the degree of hazard in the situation and upon pure chance. Anyway, the
consequences of accidents greatly bear upon absenteeism. And this appears to be the
direct relationship between accidents and absenteeism. Industrial psychologists also
 23

have analysed the relationship between the accident proneness of worker and his
absenting rate. This has significantly proved that the worker being more accident
prone than probability of absenting also becomes more. In an approach to accident
analysis, it was found out that “the absent rate for employees with accidents is higher
than for the accident-free individuals”.

3. RURAL EXODUS - By ‘Rural exodus’ we mean that the workers going out to the
rural areas or to their native places. Many reasons can be attributed to this, to happen.
This phenomenon is prevalent more in India. In India, the labour force is mostly
drawn from rural areas. To most of the labourers, the industrial work becomes an
additional source of income, the major source being agriculture. So, in order to keep
the agricultural work going on they often will have to visit their native places. For this
simply remain absent from work. Also, this rate of absenteeism increases during the
period of harvesting. Thus the individual’s talents, ambitions and difficulties find no
change for expression within the work situation and the worker is forced to visit
village homes where he can rest and relax.

4. SHIFT SYSTEM - Shift system also included as one of the causes for absenteeism. It
is evident that absenteeism rate in an industry which functions in three shifts is
comparatively very higher than the rate of absenteeism in an office which has its
employees, made to work in the day time alone. This fact brings a clear understanding
that shift systems have got some relations with absenteeism. Further, the absenteeism
rate differs from shift to shift. S.N. Mehrotra says “Broadly speaking there is a greater
percentage of absenteeism during the night shifts than in the day shifts, owing to the
greater discomfort of work during night time”. Shift system also includes the hours of
work and rest. Hours of work and rest pauses not only have effects on workers
performance but also workers absenting from work. Results of many researchers have
shown that “8 hours day and 40 hours week are best in terms of efficiency and
absenteeism, and the higher levels of hours are less satisfactory” -Joseph Tiffin &
Earnest [Link] Cormick. It would see, therefore, the time factor in shift system is also
very important in affecting the absenteeism rate whether positively or negatively.

5. SOCIAL AND RELIGIOUS FACTORS - ‘People are involved in community’ and

the industrial worker find no exception from it. Subsequently the social and religious
 24

customs play a dominant role in the life of industrial worker. This is one way or other
affects the workers regularity and hence the industrial efficiency. Wilbert E. Moore
remarks that, “among factory workers, efficiency is said to be high and turnover low,
but absenteeism is high owing to partly to the persistence of the traditional calendar of
community and religious activities”.

6. PSYCHOLOGICAL ASPECTS OF ABSENTEEISM - ‘Absenteeism’ is

considered from the point of view of and individual, it is behaviour caused in him.
Hence, the workers behaviour needs to be understood. In Industry, it has been
generally assured that employees with favourable attitudes are in general, ‘better’
employees, than other employees with less favourable attitudes. Also, there exists
consistent a pattern of relationship between employee attitude and job satisfaction, job
performance. When a worker is not able to built up positive attitudes towards work
and derive satisfaction his interest towards work also declines. Hence, it can be a
criteria for his absence.

3.1.8 STEPS TO OVERCOME THE PROBLEM OF ABSENTEEISM

To overcome the problem the Newyork Telephone Company suggests the following steps:

1. Enquire- Welcome the employee back to job and enquire the reason for his absence.

2. Investigate-Repeated absence calls for a probe and in case the employee is not well he
should be referred to a doctor.

3. Counsel- Discuss if insecure absence continues, review the absence record and make
aware of company policy etc.,

4. Warn- Which involves reviewing the case at the executive level and warning the
employees about the job.

5. Threaten- When position remains unchanged final warning should be issue to the
employee.
 25

6. Dismiss- On approval of the management remove the service of the employee when
he reports back.

7. Motivation- Motivation is the activation or energization of goal-orientated behaviour.

Positive motivation can be given to the employees in order to encourage them or to
make them involve in the work.

8. Loss of pay-Loss of pay can be imposed in order to reduce the rate of absenteeism.

3.1 RESEARCH REVIEW

The study on employees absenteeism conducted by a number of researchers has been

gathered in order to analyse the previous findings in accordance to the present scenario.

1. The Business Roundtable Report C-6 (June 1982 Reprinted Sept. 1989)
“Absenteeism and Turnover a Construction Industry Cost Effectiveness project report”
Based on the findings reflecting the workers' views, reasons for absenteeism and turnover fall
into two broad categories: 1 .Controllable [Link]. The controllable reasons for
absenteeism and turnover involve the ingredients of the environment of a construction site. In
addition, each ingredient is important in its own right, quite apart from its effect on
absenteeism and turnover. Careful attention to planning, safety, interpersonal relationships,
and other management fundamentals will not only reduce absenteeism and turnover, but will
have other positive effects on job costs and schedules. A relatively small portion of the work
force is causing most of the absenteeism and turnover. Eighty-six percent of the workers
surveyed reported quitting fewer than three jobs in the last two years. Similarly, 67% of the
work force reported missing work fewer than five days per year3. This reinforces a
conclusion that prompts management action with respect to chronic offenders can be very
effective. The size of the work force does not appear to be a significant factor since about half
of the workers stated preferences for jobs with less than 500 workers while the other half
preferred jobs with a work force of 500 - 1000.
EUROPEAN FOUNDATION
2. The European foundation for the improvement of living and working conditions,
(1997) “Study on absenteeism and ill health and preventing absenteeism at the
workplace” Four types of interventions can be distinguished, which address different
 26

elements in this framework. The first kinds of intervention are procedural measures, which
are aimed at raising the absenteeism barrier; these are measures for the monitoring and
control of absenteeism. 1. Preventive work-oriented measures aim to reduce the discrepancy
between workload and capacity by reducing the workload. This is done by removing the
work-related causes of the problems in the area of safety, health and well-being.2. Preventive
person-oriented measures are those in which employees are supported to work (and live) in a
safe and healthy way. These person-oriented measures aim to improve the balance between
workload and capacity by increasing the capacity of individuals.3. The last types of
intervention aimed at reducing workplace absenteeism are reintegration measures. These
reintegration measures aim to lower the reintegration barrier and to accelerate the return to
work of sick employees.

3. R. BRIAN HAYNES, DAVID L. SACKETT, D. WAYNE TAYLOR, EDWARD S.

GIBSON, AND ARNOLD L. JOHNSON, (October 5 2000), The new england journal of
medicine “Increased Absenteeism from Work after Detection and Labeling of
Hypertensive Patients”. A study of hypertension in an industrial setting allowed us to
confirm and explore an earlier retrospective finding that the labeling of patients as
hypertensive resulted in increased absenteeism from work. After screening and referral, we
found that 80 % of people have work pressure and tension that leads to absenteeism in the
general employee population during this period. This hypertension is affecting the health of
the employees which is unknown to them.

4. PAUL M. MUCHINSKY (27 July 2004) “Employee absenteeism at Iowa State

University, USA”. The purpose of this paper is to review the literature on employee
absenteeism as a form of withdrawal behaviour 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.
 27

5. MOHAN LAL, JAYDEB BISWAS, (2004-06) Journal of the Academy of Hospital

Administration, “A Study of Absenteeism among Class-D Employees” Absenteeism is a
major factor affecting work productivity and closely related to worker’s health as well as
personal, domestic and social life. It is a useful index to assess the state of health of workers
and their physical, mental and social well-being in an organization. Absenteeism is absence
from a work by a work during working hours. Voluntary absence is that which he or she
could not have avoided due to such reasons beyond his or her control, as sickness or accident
etc.5 No health care activity can be carried out without the deployment of heath staff.
Employees working at lower at lower level in health care institutions are also important
member of each team in the institution. Absence of these employees is an important problem
in health care institution. It may seriously effect the sensitive service organization like
hospital. Absenteeism also affects the working and reputation of health care institution

6. Faculty of economic and management sciences Department of industrial psychology

of The university of the western cape, (November 2005) “The relationship between job
satisfaction and absenteeism in a selected field services section within an electricity
utility in the western cape”. Absenteeism - employees not showing up for work when
scheduled - can be a major problem for organizations. As pressures increase on the budgets
and competitiveness of companies, more attention is being given to reduce workplace
absenteeism and its cost. Most research has concluded that absence is a complex variable and
that it is influenced by multiple causes, both personal and organizational. Job satisfaction has
been noted as one of the factors influencing an employee’s motivation to attend. Studies on
the relationship between absenteeism and job satisfaction seem to be inconsistent. Some
research has found no correlation between these two variables whereas other studies indicate
a weak to moderate relationship between these two variables.

7. [Link], (2005) “A study on Labour Absenteeism in Ammaru foundries

Coimbatore” says that Labour absenteeism is harmful to both the employers and the workers
as follows: Normal work-flow in the factory is disturbed; Overall production in the factory
goes down, Difficulty is faced in executing the orders in time and Casual workers may have
to be employed to meet production schedules. Such workers are not trained properly.
 28

8. K. RAVIPRAKASH, (2007) The Employee Absenteeism Survey in “Ekansh Motors

Maruti Udyog ltd” Kaithal. The purpose of this study is to find out the various causes of
absenteeism in automobile sector. Main reason for absenteeism is health & sickness and
family problems. Out of total percentage of absenteeism, percentage due to health & sickness
is quite high. Temporary associates take less holiday because they want to become
permanent. In case of staffs the main reasons were work overload and conflicting demand.
Here absenteeism is mainly occurring due to not completing their work on target time and
they used to do that work by taking holidays.

9. Academy of management studies, Dehradun (2007) “Absenteeism of Employee in

hospital sectors of Mumbai” in this study they found some reasons for absenteeism which
are as follows: Temperature problem is more acute in some areas which make the employees
feel tiring and unenthusiastic. Unhygienic washroom problem is very critical. Quality of food
is very poor and unhygienic food problem is very acute. Overcrowd transport problem. No
recognition of qualification and lack of Learning and development.

10. The CBS interactive network, (May 2, 2007) “Reducing and Managing Workplace
Absenteeism”, Productivity loss due to absenteeism is a serious and growing challenge. In
the United States, the annual cost to employers for time lost due to accidents is almost $100
billion, and other unscheduled worker absences costs even more. Absence management is a
growing body of knowledge and experience that managers apply to the control and reduction
of these costs.

11.

LYMAN W. PORTER AND RICHARD M. STEERS, JOURNAL (22 May 2007)

“Organizational, work, and personal factors in employee turnover and absenteeism”,
Oakland University, School of Economics & Management Critically examines research
over the past 10-12 yrs concerning factors related to turnover and absenteeism in work
situations. On a general level, overall job satisfaction was consistently and inversely related
to turnover. In an effort to break down the global concept of job satisfaction, various factors
in the work situation were analyzed as they related to withdrawal behavior. 4 categories of
factors, each representing 1 "level" in the organization, were utilized: organization-wide
 29

factors, immediate work environment factors, job-related factors, and personal factors.
Several variables in each of the 4 categories were found to be related fairly consistently to 1
or both forms of withdrawal. An attempt is made to put the diverse findings into a conceptual
framework centering on the role of met expectations.

12. WILLIAM H. HENDRIX, BARBARA A. SPENCER AND GAIL S. GIBSON,

Journal of business and psychology volume 9 reprinted (2009) “Organizational and
extra organizational factors affecting stress, employee well-being, and absenteeism for
males and females”. The purpose of this research is to examine separately for males and
females, the effects of different sources of job and life stress on the emotional and physical
well-being of those individuals, and in turn on absenteeism. Results using experienced higher
levels of job stress, absenteeism, and poorer emotional well-being. Patterns of relationships
for males and females were similar; however, the data suggest that sex moderates the effects
of different sources of stress on emotional and physical well-being and absenteeism. The
model developed as a part of this research was more complicated for females than for males.

13. PICOARS AND PAYERS, (10/14/2009) ,“A research study on absenteeism of

employees in industrial sector” According to Picoars and Payers ‘unexpected absence
disturbs the efficiency of the group as the jobs are inter-connected, if one single man remains
absent without prior notice the whole operation process is distributed. This absenteeism
results in production losses because, due to absenteeism, workers cost increases and thus
efficiency of operations is affected.' Absenteeism rate can be calculated for different
employees and for different time periods like month & year. The frequency rate reflects the
incidence of absence and is usually expressed as the no of separate absence in a given period,
irrespective of absence. The frequency rate represents the average no of absence per worker
in a given period.

CHAPTER 4
 30

DATA ANATYSIS AND INTERPRETATION

The opinion of the employees on absenteeism in SKC Retail Ltd was collected from the
sales people during the period of July 2010. Out of 500 employees 149 were found to be regular
absentees (information gathered from secondary data i.e., attendance record) out of them data’s was
collected from 75 employees (i.e., 50% of 149) and all 75 employees responded, their opinion were
taken for final analysis for identifying the level and their reasons for their

4.1 CHARTS & PERCENTAGE ANALYSIS

TABLE NO 4.1.1 - Age of the employees

AGE No of Respondent Percentage

Less than 25 13 17%
25-35 32 43%
36-45 20 27%
More than45 10 13%
TOTAL 75 100%
Source-Primary Data

Inference: From the above table it was inferred that 43% of employees belong to an age
group of 25 to 35, and 13% of employees belong to more than 45 years.

CHART NO 4.1.1- Age of the employees

Percentage
50%
45%
40%
35%
30%
Percentage
25%
20%
15%
10%
5%
0%
Less than 25 25-35 36-45 More than45

TABLE NO 4.1.2 -The marital status of the employee

 31

Marital status No of Respondent Percentage

Married 50 67%
Unmarried 25 33%
TOTAL 75 100%
Source-Primary Data

Inference: From the above table we come to know that 67% of employees are married and
33% of employees are unmarried.

CHART NO 4.1.2- The marital status of the employee

Percentage

33%
Married
Unmarried

67%

TABLE NO 4.1.3 –Number of family members (dependence)

 32

Family members No of Respondent Percentage

Less than 3 5 7%
3 22 29%
4 23 31%
More than4 25 33%
TOTAL 75 100%
Source-Primary Data

Inference: From the above table it was inferred that 33% of employees have more than 4
family members, and 7% of employees have less than 3 family members.

CHART NO 4.1.3- Number of family members (dependence)

Percentage
35%

30%

25%

20% Percentage

15%

10%

5%

0%
Less than 3 3 4 More than4

TABLE NO 4.1.4 – Time taken by the employee to reach the organisation

 33

Time No of respondent Percentage

Less than ½ hr 47 63%
½-1 hr 21 28%
1-2 hr 7 9%
More than 2 hr 0 -
TOTAL 75 100%
Source-Primary Data

Inference: From the above table we come to know that 63% of employee takes less than ½
hr, 28% to employee take ½-1hr and 9% to employee takes 1-2hr.

CHART NO 4.1.4- Time taken by the employee to reach the organisation

Percentage
70%

60%

50%

40% Percentage

30%

20%

10%

0%
Less than ½ hr ½-1 hr 1-2 hr More than 2 hr

TABLE NO 4.1.5 –The experience of the employees

 34

Experience No of respondent Percentage

Below 1year 11 15%
1-5 years 21 28%
5-10year 31 41%
Above10 years 12 16%
TOTAL 75 100%
Source-Primary Data

Inference: From above table it was inferred that 41% of employees having 5-10years of
experience and 15% of employees having below 1year of experience.

CHART NO 4.1.5 - The experience of the employees

Percentage
45%

40%

35%

30%

25% Percentage

20%

15%

10%

5%

0%
Below 1year 1-5 years 5-10year

TABLE NO 4.1.6 – The regularity of the employee’s coming for work at correct time
 35

Attributes No of Respondent Percentage

Always 25 33%
Sometimes 44 59%
Never 6 8%
TOTAL 75 100%
Source-Primary Data

Inference: From the above table we come to know that 59% of employee comes sometimes
only at correct time and 8% of employees never come at correct time.

CHART NO 4.1.6- The regularity of the employee’s coming for work at correct time

Percentage
70%

60%

50%

40% Percentage

30%

20%

10%

0%
Always Sometimes Never

TABLE NO 4.1.7 – Leave taken by the employees without any information

 36

Attributes No of Respondent Percentage

Always 20 27%
Sometimes 43 57%
Never 12 16%
TOTAL 75 100%
Source-Primary Data

Inference: From the above table we come to know that 57% of employee will take leave
sometimes only without informing, and 16% of employees will not take leave without
informing.

CHART NO 4.1.7- Leave taken by the employees without any information

Percentage
60%

50%

40%
Percentage
30%

20%

10%

0%
Always Sometimes Never

TABLE NO 4.1.8 – Possibility of getting leave whenever it is required

 37

Attributes No of Respondent Percentage

Always 30 40%
Sometimes 30 40%
Never 15 20%
TOTAL 75 100%
Source-Primary Data

Inference: The above table showing that 40% of employees say that leave can be taken
whenever it is required and 20% of employees say that leave cannot be taken whenever it is
required.

CHART NO 4.1.8- Possibility of getting leave whenever it is required

Percentage
45%

40%

35%

30%

25% Percentage

20%

15%

10%

5%

0%
Always Sometimes Never

TABLE NO 4.1.9 -Leave taken by the employees even though the leave application is
not sanctioned
 38

Attributes No of Respondent Percentage

Always 24 32%
Sometimes 41 55%
Never 10 13%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 55% of employees sometimes only take leave when
the leave application is not sanctioned and 13% of employees will not take leave when the
leave application is not sanctioned.

CHART NO 4.1.9- Leave taken by the employees even though the leave application is
not sanctioned

Percentage
60%

50%

40%
Percentage
30%

20%

10%

0%
Always Sometimes Never

TABLE NO 4.1.10 - Tiredness of work to the employees

 39

Attributes No of Respondent Percentage

Always 27 36%
Sometimes 31 41%
Never 17 23%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 41% of employees sometimes only get tired during
their work, and 23% of employees never get tired during their work.

CHART NO 4.1.10- Tiredness of work to the employees

Percentage
42%

41%

40%

39%

38% Percentage

37%

36%

35%

34%

33%
Always Sometimes

TABLE NO 4.1.11 - Frequency of leave taken by the employees in a month

 40

No of days No of respondent Percentage

Nil 7 9%
Once 6 8%
Twice 24 32%
More than Twice 38 51%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 51% of employees take leave more than twice, and
8% of employees take leave only once.

CHART NO 4.1.11- Frequency of leave taken by the employees in a month

Percentage
60%

50%

40%
Percentage
30%

20%

10%

0%
Nil Once Twice More than Twice

TABLE NO 4.1.12- Reason for absenteeism

 41

Attributes No of Respondent Percentage

Health problem 15 20%
Work dissatisfaction 7 9%
Personal work 20 27%
Family/personal problem 33 44%
TOTAL 75 100%
Source-Primary Data

Inference: The above table show that 44% due to family or personnel problem and 9% of
employee takes due to Work dissatisfaction.

CHART NO 4.1.12- Reason for absenteeism

Percentage
50%
45%
40%
35%
30%
Percentage
25%
20%
15%
10%
5%
0%
Health problem Work dissatisfaction Personal work Family/personal problem

TABLE NO 4.1.13 - Kind of leave availed by the employees

 42

Attributes No of Respondent Percentage

Sick Leave 14 19%
Casual Leave 8 11%
Privileged Leave 22 29%
All 31 41%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 41% of employee avail all kind of leave available in
an organisation, and 11% of employee avail Casual Leave.

CHART NO 4.1.13- Kind of leave availed by the employees

Percentage
45%

40%

35%

30%

25% Percentage

20%

15%

10%

5%

0%
Sick Leave Casual Leave Privileged Leave All

TABLE NO 4.1.14 - Reasons for taking long leave

 43

Attributes No of Reasons Percentage

Respondent

Family matter 24%

YES 58 Health Issues 41%
(77%) Religious matter 24%

None of the above 11%

NO 17 23%

100%

Source-Primary Data

Inference: The above table shows that

 77% of the employees have taken long leave. Among them

 41% of the employees have taken leave due to health issues
 24% of the employees have taken leave due to family matter
 24% of the employees have taken leave due to Religious matter
 11% of the employees have taken leave due to None of the above reasons
 23% of the employees have not taken any long leave

CHART NO 4.1.14- Reasons for taking long leave

No of Respondent Percentage

4
11%
NO 1
23% 24%

3
24%

YES
77%
2
41%

TABLE NO 4.1.15 - Awareness of the employees about the availability of various leave
facilities
 44

Attributes No of Respondent Percentage

Strongly Agree 43 57%
Agree 22 29%
Neither Agree nor Disagree 10 14%
Disagree 0 -
Strongly Disagree 0 -
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 57% of the employees strongly agree that they are
aware of various leave facilities, and neither 14% of the employees Neither Agree nor
Disagree that they are aware of various leave facilities.

CHART NO 4.1.15- Awareness of the employees about the availability of various leave
facilities

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 10% 20% 30% 40% 50% 60%

TABLE NO 4.1.16 - The rate of employees informing the supervisor through phone
 45

Attributes No of Respondent Percentage

Strongly Agree 12 16%
Agree 17 23%
Neither Agree nor Disagree 34 45%
Disagree 12 16%
Strongly Disagree 0 -
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows neither that 45% of the employees Neither Agree nor
Disagree that they always inform the supervisor through phone, and 16% of the employees
Disagree that they always inform the supervisor through phone.

CHART NO 4.1.16- The rate of employees informing the supervisor through phone

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

TABLE NO 4.1.17 - The level of balance between personal life with that of work life
 46

Attributes No of Respondent Percentage

Strongly Agree 11 15%
Agree 31 41%
Neither Agree nor Disagree 20 27%
Disagree 8 10%
Strongly Disagree 5 7%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that, 41% of the employees agree that they can balance
their personal life with that of work life, and 7% of the employees strongly disagree that they
can balance their personal life with that of work life.

CHART NO 4.1.17- The level of balance between personal life with that of work life

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

TABLE NO 4.1.18 - Rate of employees says that stress leads to absenteeism

 47

Attributes No of Respondent Percentage

Strongly Agree 3 4%
Agree 20 27%
Neither Agree nor Disagree 13 17%
Disagree 32 43%
Strongly Disagree 7 9%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 43% of the employees disagree that stress adds to
their absenteeism, and 4% of the employees strongly agree that stress adds to their
absenteeism.

CHART NO 4.1.18- Rate of employees says that stress leads to absenteeism

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

TABLE NO 4.1.19 -The rate of employees who are healthy & energetic
 48

Attributes No of Respondent Percentage

Strongly Agree 41 55%
Agree 10 13%
Neither Agree nor Disagree 3 4%
Disagree 21 28%
Strongly Disagree 0 -
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 55% of the employees strongly agree that they are
healthy and energetic, and 4% of the employees Neither Agree nor disagree that they are
healthy and energetic.

CHART NO 4.1.19 - The rate of employees who are healthy & energetic

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 10% 20% 30% 40% 50% 60%

TABLE NO 4.1.20 - The rate of employees who suffers from specific illness
 49

Attributes No of Respondent Percentage

Strongly Agree 3 4%
Agree 12 16%
Neither Agree nor Disagree 6 8%
Disagree 24 32%
Strongly Disagree 30 40%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 40%of the employees strongly disagree that they
suffer from specific illness, and 4%of the employees strongly agree that they suffer from
specific illness.

CHART NO 4.1.20 - The rate of employees who suffers from specific illness

Percentage

Strongly Disagree

Disagree

Percentage
Neither Agree nor Disagree

Agree

Strongly Agree

0% 5% 10% 15% 20% 25% 30% 35% 40%

TABLE NO 4.1.21 - Level of satisfaction towards work, working condition & norms of
the company
 50

Attributes No of Respondent Percentage

Highly satisfied 37 49%
Satisfied 20 27%
Neutral 11 15%
Dissatisfied 3 4%
Highly dissatisfied 4 5%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 49%of the employees are highly satisfied with
working condition & norms of the company and 4 % of the employees are dissatisfied with
working condition & norms of the company.

CHART NO 4.1.21- Level of satisfaction towards work, working condition & norms of
the company

Percentage

Highly dissatisfied

Dissatisfied

Percentage
Neutral

Satisfied

Highly satisfied

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

TABLE NO 4.1.22 - Level of satisfaction towards the relationship with the supervisor
and his behaviour towards grievance handling procedure
 51

Attributes No of Respondent Percentage

Highly satisfied 19 25%
Satisfied 37 49%
Neutral 14 20%
Dissatisfied 4 5%
Highly dissatisfied 1 1%
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 49% of the employees are satisfied with the
relationship with the supervisor and his behaviour towards grievance handling procedure, and
1% of the employees are highly dissatisfied with the relationship with the supervisor and his
behaviour towards grievance handling procedure.

CHART NO 4.1.22- Level of satisfaction towards the relationship with the supervisor
and his behaviour towards grievance handling procedure

Percentage

Highly dissatisfied

Dissatisfied

Percentage
Neutral

Satisfied

Highly satisfied

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

TABLE NO 4.1.23 - Relationship with the co-workers

 52

Attributes No of Respondent Percentage

Highly satisfied 41 55%
Satisfied 18 24%
Neutral 12 16%
Dissatisfied 4 5%
Highly dissatisfied 0 -
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 55% of the employees are highly satisfied with the
relationship between co-workers, and 5% of the employees are dissatisfied with the
relationship between co-workers.

CHART NO 4.1.23- Relationship with the co-workers

Percentage

Highly dissatisfied

Dissatisfied

Percentage
Neutral

Satisfied

Highly satisfied

0% 10% 20% 30% 40% 50% 60%

TABLE NO 4.1.24 - Level of freedom in the organisation

Attributes No of Respondent Percentage

 53

Highly satisfied 20 27%

Satisfied 36 48%
Neutral 12 16%
Dissatisfied 7 9%
Highly dissatisfied 0 -
TOTAL 75 100%
Source-Primary Data

Inference: The above table shows that 48% of the employees are satisfied with the level of
freedom in the organisation, and 9% of the employees are dissatisfied with the level of
freedom in the organisation.

CHART NO 4.1.24- Level of freedom in the organisation

Percentage

Highly dissatisfied

Dissatisfied

Percentage
Neutral

Satisfied

Highly satisfied

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

4.2 WEIGHTED AVERAGE CALCULATIONS

TABLE NO 4.2.1
 54

Attributes Always Sometimes Never Score Avg Rank

The regularity of the 25 44 6 169 2.25 1
employees coming for work
at correct time

Leave taken by the 20 43 12 158 2.11 5

employees without any
information

Possibility of getting leave 30 30 15 165 2.20 2

whenever it is required

Leave taken by the 24 41 10 164 2.19 3

employees even though the
leave application is not
sanctioned

Tiredness of work to the 27 31 17 160 2.13 4

employees
Source-Primary Data

Inference: From the weighted average method the employee’s priorities are given below:

RANK STATEMENT
1 Employees give more preference for regularity & coming for work
at correct time
2 Next preference is possibility of getting leave whenever it is
required
3 Leave taken by the employees even though the leave application is
not sanctioned
4 Tiredness of work to the employees
5 Leave taken by the employees without any information

TABLE NO 4.2.2

Attributes SA A N DA SDA SCORE AVG RANK

Awareness of the 43 22 10 0 0 333 4.44 1
employees about the
availability of various
 55

leave facilities

Rate of employees 12 17 34 12 0 254 3.39 4

informing the
supervisor through
phone

Level of balance 11 31 20 8 5 260 3.47 3

between personal life
with that of work life

Rate of employees says 3 20 13 32 7 205 2.73 5

that stress leads to
absenteeism

Rate of employees who 41 10 3 21 0 296 3.95 2

are healthy & energetic

Rate of employees who 0 19 6 29 31 183 2.44 6

suffers from specific
illness
Source-Primary Data

Inference: From the weighted average method the employee’s priorities are given below:

RANK STATEMENT
1 Employees give more preference to the awareness about the availability of
various leave facilities
2 Rate of employees who are healthy & energetic
3 Level of balance between personal life with that of work life
4 Rate of employees informing the supervisor through phone
5 Rate of employees says that stress leads to absenteeism
6 Rate of employees who suffers from specific illness

TABLE NO 4.2.3

Attributes HS S N D HD SCORE AVG RANK

Work, working condition & 37 20 11 3 4 308 4.11 2
norms of the company

Relationship with the 19 37 14 2 3 292 3.89 4

 56

supervisor and his behaviour

towards grievance handling
procedure

Relationship with the co- 41 18 12 4 0 321 4.28 1

workers

Level of freedom in the 20 36 12 7 0 294 3.92 3

organisation
Source-Primary Data

Inference: From the weighted average method the employee’s priorities are given below:

RANK STATEMENT
1 Employees are more satisfied with the relationship with the co-workers
2 Next work, working condition & norms of the company
3 Then level of freedom in the organisation
4 At last work, working condition & norms of the company

4.3 CHI SQUARE CALCULATIONS

Table 4.3.1 Showing relationship between age of the employees and reason for
absenteeism

REASONS Health Work Personnel Family/personnel

RT
AGE problem dissatisfaction work problems

<25 1 1 3 8 13
25-35 8 3 5 16 32
36-45 5 2 8 5 20
>45 1 1 4 4 10
 57

CT 15 7 20 33 75
NULL HYPOTHESIS HO: There is no significant difference between age of the employees
and reason for absenteeism.

ALTERNATIVE HYPOTHESIS H1: There is a significant difference between age of the

employees and reason for absenteeism.
O E (O−E)2 (O−E)2
E
1 2.60 2.560 0.985
1 1.21 0.045 0.037
3 3.47 0.218 0.063
8 5.72 5.198 0.909
8 6.40 2.260 0.400
3 2.99 0.0001 0.000033
5 8.53 12.461 1.461
16 14.08 3.686 0.26
5 4.00 1.000 0.25
2 1.87 0.017 0.01
8 5.33 7.129 1.337
5 8.80 14.440 1.640
1 2.00 1.000 0.500
1 0.93 0.005 0.0052
4 2.67 1.769 0.663
4 4.40 0.160 0.036
TOTAL 8.556

df = (c-1) (r-1); df-9 and Table value is 16.919@5% significance level

Inference: Since the calculated value is less than the table value, we accept the Ho at 5%
significant level. So there is no significant difference between age of the employees and reason
for absenteeism.

Table 4.3.2 showing the relationship between number of family members and leave
taken by the employees in a month

LEAVE
TAKEN More than
Nil Once Twice RT
NO OF Twice
FAMILY
MEMBERS
<3 1 0 2 2 5
3 3 3 8 8 22
4 1 3 6 13 23
 58

>4 2 0 8 15 25
CT 7 6 24 38 75

NULL HYPOTHESIS Ho: There is no significant difference between number of family

members and leave taken by the employees in a month.

ALTERNATIVE HYPOTHESIS H1: There is a significant difference between number of

family members and leave taken by the employees in a month.

O E (O−E)2 (O−E)2
E
1 0.47 0.2809 0.60
0 0.40 0.1600 0.400
2 1.60 0.1600 0.10
2 2.53 2.281 0.111
3 2.05 0.9025 0.44
3 1.76 1.538 0.874
8 7.04 0.9216 0.13
8 11.15 9.923 0.889
1 2.15 1.323 0.615
3 1.84 0.706 0.383
6 7.36 1.849 0.251
13 11.65 1.823 0.156
2 2.33 0.109 0.047
0 2.00 4.000 2.000
8 8.00 0.000 0.000
15 12.67 5.429 0.428
TOTAL 7.424
df = (c-1) (r-1); df-9 and Table value is 16.919@5% significance level

Inference: Since the calculated value is less than the table value, we accept the Ho at 5%
significant level. So there is no significant difference between number of family members and
leave taken by the employees in a month.

Table 4.3.3 showing the relationship between experience of the employees and kind of
leave taken by them

KIND OF
LEAVE
TAKEN Sick Privileged
Casual Leave All RT
Leave Leave
EXPERIENCE

Below 1 year 0 2 5 4 11
1-5 years 6 1 5 9 21
 59

5-10 years 7 1 10 13 31
Above 10 year 1 4 2 5 12
CT 14 8 22 31 75

NULL HYPOTHESIS Ho: There is no significant difference between experience of the

employees and kind of leave taken by them
ALTERNATIVE HYPOTHESIS H1: There is a significant difference between experience
of the employees and kind of leave taken by them

O E (O−E)2 (O−E)2
E
0 2.05 4.2025 2.05
2 1.17 0.6889 0.59
5 3.22 3.1684 0.98
4 4.54 0.2916 0.06
6 3.92 4.3264 1.10
1 2.24 1.5376 0.69
5 6.16 1.3456 0.22
9 8.68 0.1024 0.01
7 5.79 1.4641 0.25
1 3.31 5.3361 1.61
10 9.09 0.8281 0.09
13 12.81 0.0361 0.0028
1 2.24 1.5376 0.69
4 1.28 7.3984 5.78
2 3.52 2.3104 0.66
5 4.96 0.0016 0.00032
TOTAL 14.783

df = (c-1) (r-1); df-9 and Table value is 16.919@5% significance level

Inference: Since the calculated value is less than the table value, we accept the Ho at 5%
significant level. So there is no significant difference between experience of the employees
and kind of leave taken by them.

Table 4.3.4 showing the relationship between age of the employees and reason for taking
long leave

REASONS FOR
LONG
LEAVE Family Religious None of the
Health issues RT
AGE Matter Matter above

<25 3 4 3 1 11
25-35 8 7 7 2 24
36-45 3 8 3 2 16
 60

>45 0 5 1 1 7
CT 14 24 14 6 58

NULL HYPOTHESIS Ho: There is no significant difference between age of the employees
and reason for taking long leave.

ALTERNATIVE HYPOTHESIS H1: There is a significant difference between age of the

employees and reason for taking long leave.

O E (O−E)2 (O−E)2
E
3 2.05 0.9025 0.44
4 3.52 0.2304 0.065
3 2.05 0.9025 0.44
1 0.88 0.0144 0.016
8 4.48 12.3904 2.77
7 7.68 0.4624 0.06
7 4.48 6.3504 1.42
2 1.92 0.0064 0.003
3 2.99 0.0001 0.00003
8 5.12 8.2944 1.62
3 2.99 0.0001 0.00003
2 1.28 0.5184 0.405
0 1.31 1.7161 1.31
5 2.24 7.6161 3.400
1 1.31 0.0961 0.073
1 0.56 0.1936 0.346
TOTAL 12.368
df = (c-1) (r-1); df-9 and Table value is 16.919@5% significance level

Inference: Since the calculated value is less than the table value, we accept the Ho at 5%
significant level. So there is no significant difference between age of the employees and
reason for taking long leave.

4.4 ONE WAY ANOVA

TABLE 4.4.1- Showing the attributes that satisfies the employees in relation to their
level of absenteeism.

Attributes HS S N D HD Row total

Work, working condition & 37 20 11 3 4 75
norms of the company

Relationship with the 19 37 14 2 3 75

 61

supervisor

Relationship with the co- 41 18 12 4 0 75

workers

Level of freedom in the 20 36 12 7 0 75

organisation

1 1 4 1 7
Column total 117 111 49 16 7 300

NULL HYPOTHESIS Ho: There is no significant difference between the employees

satisfaction level with the rate of absenteeism

ALTERNATIVE HYPOTHESIS H1: There is a significant difference between the

employees satisfaction level with the rate of absenteeism.

X1 X2 X3 X4 X5 Total X 12 X 22 X 32 X 42 X 52
Y1 37 20 11 3 4 75 1369 400 121 9 16
Y2 19 37 14 2 3 75 361 1369 196 4 9
Y3 41 18 12 4 0 75 1681 324 144 16 0
Y4 20 36 12 7 0 75 400 1296 144 49 0
1 1 4 1 7
Total 117 111 49 16 7 300 3811 3389 605 78 25

Total T=300, No of observations n=20

T2
STEP1: Correction factor CF = ; 3002/20
N

 CF=4500

STEP2: Total sum of squares TSS=∑ X 1 +∑ X 2+ ∑ X 3+ ∑ X 4 + ∑ X 5-CF

=3811+3389+605+78+25-4500
 TSS =3408

STEP3: sum of squares between columns SSC

2 2 2 2 2
x1 ∑ x2 ∑ x 3 ∑ x 4 ∑ x 5
=∑ + + + + −TSS
n1 n1 n1 n1 n1
 62

1172 1112 492 162 7 2

= + + + + −4500
4 4 4 4 4

 SSC=2679

STEP4: SSE=TSS-SSC i.e., SSE =3408-2679

 SSE=729

STEP5: ONE WAY ANOVA TABLE

SOURCES SUM OF DEGREES MEAN F-RATIO 5%

OF SQUARES OF SQUARE TABLE
VARIENCES FREEDOM VALUE

Between 2679 (c-1)4 669.75 F=14.70 F(4,16)

columns 3.01
With in rows 729 (n-c)16 45.56

TOTAL 3408 20

Calculated value=14.70
Table value=3.01

Inference: Since the calculated value is greater than table value. So we reject the Ho at 5%
significant level. There is a significant difference between the employees satisfaction level
with the rate of absenteeism.

CHAPTER 5

RESULTS, DISCUSSIONS AND CONCLUSIONS

This chapter consists of findings of the study, suggestions, limitations,

recommendations for further research and conclusion of the study.

5.1 FINDINGS OF THE STUDY

 63

Finding and analysis reveals the following:

1. From the sample size of 75 employees in SKC Retail Ltd 43% of them, are of the age
ranges between 25-35

2. Among them 67% are married and 33% of are unmarried i.e., married people are
more in SKC Retail Ltd.

3. 33% of employees have more than 4 family members, this infers that the employees
are more responsible towards their family as they have to take care of them.

4. 63% of employee takes less than ½ hr and 9% to employee takes 1-2hr to reach the
organisation i.e., most of employees are staying near by the organisation and
travelling time for them is less.

5. 41% of employees having 5-10years of experience and they know the organisation
very well.

6. 59% of employee comes sometimes only at correct time and rest of the employees
sometimes or always come late to the organisation i.e., 59% of the employees are less
responsible towards their wok.

7. 57% of employee will take leave sometimes only without informing and 27% of
employee will always take leave without informing. So those who always take leave
without giving information have to be concentrated. This may also due to laziness and
lack of responsibility.

8. 27% of employees say that leave can be taken whenever it is required and 57% of
employees say that sometimes only leave can be taken whenever it is required. But
the actual scenario is that this kind of permission is granted to those who are always
regular as per the organisation norms.

9. 32% of employees will always take leave when the leave application is not sanctioned
by the superior. This is due to the poor relationship with the supervisor and this also
reveals the actual attitude of the employees.
10. 36% of the employees always get tired during their work and 41% of employees
sometimes only get tired during their work. This is quite natural in retail sector and
people always suffer from tiredness as they have to stand throughout the day in
serving the customers.

11. 51% of employees take leave more than twice and 32% the employees take leave
twice .So, most of them are regular absentees as they are less responsible towards
their and they concentrate more on their family.
 64

12. 44% of employees take leave due to family or personnel problems. Chi square
calculation also reveals that if the family members are more in number, it’s also a
reason for absenteeism. So if the employees have some personal or family problem,
they won’t turn out for the work.

13. 41% of employee avail all kind of leave available in an organisation as they have
more experience in the organisation, they know all the loop holes available in the
organisation and they tend to misuse it.

14. 41% of the employees have taken leave due to health issues i.e., many people says
that they take long leave mainly due to ill health.

15. 57% of the employees strongly agree that they are aware of various leave facilities
and they tend to take all the leave available in the organisation.

16. Only 23% of the employees agree that they always inform the supervisor through
phone before they take leave. This shows the level of commitment of the employees
towards their work.

17. 10% of the employees Disagree that they can balance their personal life with that of
work life and 7% of the employees strongly disagree that they can balance their
personal life with that of work life. As the working hours are more in a retail
showroom, they find it difficult to manage it.

18. 27% of the employees agree that stress adds to their absenteeism and 4% of the
employees strongly agree that stress adds to their absenteeism. So they say that stress
is also a main reason for absenteeism.

19. 28% of the employees disagree that they are healthy and energetic. i.e., some people
suffer from occupational diseases like leg pain; body pain; head ache etc. and some
suffer from permanent diseases.

20. 16%of the employees agree that they suffer from specific illness and 4% of the
employees strongly agree that they suffer from specific illness like heart problem, BP,
diabetics etc,

21. 49%of the employees are highly satisfied with working condition & norms of the
company and the rest are not satisfied.

22. 49% of the employees are satisfied with the relationship with the supervisor and his
behaviour towards grievance handling procedure and the rest are not satisfied and
55% of the employees are highly satisfied with the relationship between co-workers.
 65

23. 48% of the employees are satisfied with the level of freedom in the organisation and
27% of the employees are highly satisfied with the level of freedom in the organisation

24. From the weighted average method the employee’s give more preference for
regularity & coming for work at correct time, the awareness about the availability of
various leave facilities and their satisfaction level with the relationship with co-
workers.

25. Chi square calculation reveals that there is no significant difference between age of
the employees and reason for absenteeism.

26. Chi square calculation reveals that there is no significant difference between number
of family members and leave taken by the employees in a month.

27. Chi square calculation reveals that there is no significant difference between
experience of the employees and kind of leave taken by them.

28. Chi square calculation reveals that there is no significant difference between age of
the employees and reason for taking long leave.

29. One way ANOVA shows that there is a significant difference between the employees
satisfaction level with the rate of absenteeism.

5.2 SUGGESTIONS AND RECOMMENDATIONS

Absenteeism is a serious problem for management because it involves heavy

additional expenses. The management should take the following measures to reduce the rate
of absenteeism:-
 66

1. Employee Assistance Program- If we conform that an employee take frequent

absenteeism and we find out that it is due to personal problems refer them to EAP ie,
counselling for them
2. Sickness Reporting – Tell employees that they must phone in as early as possible to
advise why they are unable to make it to work and when they expect to return.
3. Return to Work Interview- When an employee returns to work then ensure that they
have a ‘return to work interview’ and routine enquiry must be done.
4. Medical care program - The management can provide advanced medical care
program at least twice in a year for the health care of the workers.
5. Attendance incentives - The attendance incentives may be raised a little to motivate
the employees regularity.
6. Induction programme for the family members – The family members of the
worker should also clearly inform about the loss the worker incurs due to his frequent
absence for work. The management can also make the family members to actively
co-operate in making the worker attend work regularly. This can be done by
introducing a scheme which provides every year gifts, some home appliances, or
some valuable things, for every worker’s family, who attend for work for a specified
number of days in a year.
7. Disciplinary action - Some strict action could be taken on those workers who avail
more than 2 days leave without any justifiable reasons.
8. Motivation programmes- conducting some games for the employees once in a
month or taking the employees for some entertainment trip will help in motivating
and retaining the employees. This will also help in reducing the stress level of the
employees.

5.3 CONCLUSION

Absenteeism has become a major problem in most of the Retail Industries. Today
while talking about the future course of action, Retail Industries will have to take into
consideration that to get competitive edge over this rivals, they have to sustain five things.
They are
 67

 Increased productivity and sales

 Improved quality of the Products
 Innovation in the market
 A deep understanding of the customer needs.
 Delivery of worked class service and activities

The absenteeism is mainly due to the poor educational background of the workers,
backwardness of the society. The workers are not as committed as Japanese workers. For
this the worker class can’t only be blamed, the employer’s community has also responsible.
The management should provide good work environment and condition in which the worker
feels they are also a part of the organization and worker more committed to his work and
loyal to the organization. Absenteeism can be reduced to a great extent if the management
takes initiative in making the workers feel responsible towards their job. Though the main
focus behind the punctual employee is their financial motive, a deep sense of loyalty can be
achieved from the employees. Management theory provides scientific technique to deal with
various problems. Absenteeism is the universal problem and every organization should strive
to tackle the problem for future development.

The organization should establish a good communication channel which destroy the
misbelieves that the employer always do things against the worker behind the screen and it
exploit them. If this belief or ideology changes more co-operation and good understanding
will happen between workers and employers. And the employees will also treat the
organizational work is also a part of his life and his responsibility to work for the fulfilment
of organization’s objectives or goals. This makes him regular for his work.

APPENDIX
QUESTIONNAIRE

A STUDY ON ABSENTEEISM OF EMPLOYEES IN SKC RETAIL LIMITED,

CHENNAI

1. Name: __________________________
 68

2. Job status: _________________________

3. Location: _________________________

You are requested to TICK any one of the alternative which you feel correct in your opinion,
against each statement.

4. Age:
□<25 □25-35 □36-45 □>45

5. Marital Status:
□ Married □ Unmarried

6. Number of members in the family:

□<3 □3 □4 □>4

7. How much time it takes to travel to the organization?

□Less than ½ hr □1/2 – 1hr □1-2hr □More than 2hr

8. Your Experience in this organization:

□ Below 1 year □ 1-5 years □ 5-10 years □ Above 10 year

Absenteeism and work regularity of the employees

You are requested to TICK any one of the alternative which you feel correct in your opinion,
against each statement.
[Link] QUESTIONS ALWAYS SOMETIMES NEVER

9. Whether you are coming for

work regularly at correct time?

10. How often do you take leave

without giving information?

11. Is it possible for you to get

leave whenever you require?
 69

12. If your leave application is not

sanctioned by your superior/
supervisor, Will you take
leave?

13. Is your work tiring?

14. How often you take leave in a month?

□ Nil □ Once □Twice □ More than Twice

15. What is the main reason for absenting your self from work?
□ Health problem □Work dissatisfaction
□Personnel work □ Family/personnel problems

16. Which of the following do you avail often?

□ Sick Leave □ Casual Leave □ Privileged Leave □ All

17. a) Have you taken any long absence from duty?

□ Yes □ No

b) If yes, then for what reason you have preferred for long absence?
□ Family Matter □ Health issues
□ Religious Matter □ None of the above

You are requested to TICK any one of the alternative which you feel correct in your opinion,
against each statement.

SA-Strongly agree
A-Agree
N-Neither agrees nor disagrees
DA-Disagree
SDA-Strongly disagree
 70

[Link] QUESTIONS SA A N DA SDA

18. I am aware of various authorized leave

facilities available in my organization.
(Casual leave, Sick leave, Privileged Leave
& Paid holidays)

19. In case of emergencies I always inform my

supervisor through phone.

20. I am able to balance my personal life with

that of my work life.

21. Work stress adds to my absenteeism.

22. My General health is normal.

23. I am suffering from specific illness such as

Diabetics, heart problem, body pain etc,

You are requested to TICK any one of the alternative which you feel correct in your opinion,
against each statement.

HS-Highly satisfied
S -Satisfied
N -Neutral
D – Dissatisfied
HD-Highly dissatisfied
[Link] QUESTIONS HS S N D HD

24. Are you satisfied with the work, working

condition & norms of the company?

25. How do you feel about the relationship with

supervisor, & his behaviour towards your
problems & grievance handling procedure?

26. What is your opinion about relationship with co

 71

– workers?

27. Level of freedom to work in the organization.

BIBLIOGRAPHY
Reference books

1. P. Subba Rao, Human Resource Management and Industrial Relations, Second

edition, Himalaya Publishing House.

2. C.B. Gupta, Human Resource Management, Fifth edition, Himalaya Publishing

House.
 72

3. P.C. Tripathi, Personnel Management and Industrial Relations, Thirteenth edition,

Sultan Chand & Sons

4. Mamoria, Personnel Management, Twelfth edition, Himalaya Publishing House.

5. [Link], Personnel Management, Sixth edition, Himalaya Publishing House

6. [Link], Personnel Management and Industrial Relations, Tenth edition,

Himalaya Publishing House

7. Arun Monappa and [Link] , Personnel Management, Second edition,

Himalaya Publishing House.

8. [Link] and [Link], Personnel /Human Resource Management,

Third edition.

9. [Link] , Human Resource Management, chapter-EAP, Fifth edition.

10. Biswajeet Pattanayak, Human Resource Management, Third edition.

11. Gary Dessler, Human Resource Management, seventh edition.

12. Michael W. Moore, Absenteeism in the Workplace, Second edition, Oct 22, 2001.

13. Jim Matthew man, controlling absenteeism. Junction books publication, London.

Papers on absenteeism

14. Mehrotra. S.N. “Labour Problems in India”, Chend & Co – 1965.

15. Bajpai. S.R. “Methods of Social Survey & Research”, Kitab Ghev, kanpur – 1974
16. Colette .A. Frayne, “Reducing employee absenteeism through self-management
training”( 1991)
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17. Mc Clenney, Mary Ann, "A Study of the Relationship between Absenteeism and
Job Satisfaction, Certain Personal Characteristics, and Situational Factors for
Employees in a Public Agency" (1992). Applied Research Projects
18. Premchand & Ram Prakash – “Paper On Absenteeism In Indian Industry”
19. Desai H.G. – “Absenteeism in Indian Industry”
20. Johns, Gary (2007) "absenteeism" in George Ritzer (ed.) The Blackwell Encyclopedia
of Sociology, Blackwell Publishing, 2007.

Web Sites:

21. “Guidelines for Absenteeism Control” Benefits Interface, Inc.

[Link]
22. “Unscheduled absences rising at U.S. workplaces” [Link]:
[Link]
23. “How to Deal with Employee Absenteeism” [Link]
[Link]
24. Common causes of absenteeism
[Link]
25. [Link]
26. [Link]
27. [Link]
28. [Link]
29. [Link]
30. [Link]
31. [Link]
32. [Link]