TABLE OF CONTENTS

Chapter 1:- Introduction

Introduction

Company profile of Roger Export

Chapter 2 Literature of Review

Chapter 3. Research Objective & Research Methodology

Research Objective

Research methodology

Chapter 4:-Data Analysis & Interpretation

Data analysis

Chapter 5:-

FINDINGS

LIMITATION

Chapter 6:-

SUGGESTION

CONCLUSION

ANNEXURE

BIBLIOGRAPHY

QUESTIONNAIRE

CHAPTER-1

INTRODUCTION

 

INTRODUCTION

The economic development of a country depends upon its

industrial development. The pre-requisites for systematic

development are the availability of adequate and reliable data on

various aspects of industrial activities like inputs, outputs, wage

bills, working days, mandays worked, absenteeism, labour turnover,

earnings, employment, labour cost, bonus and welfare expenses,

etc.  One of the steps taken in this direction was the setting up of

the Directorate of Industrial Statistics to enforce the Industrial

Statistics Act, 1942. Under the guidelines provided by this

Directorate, the first Census of Manufacturing Industries (CMI) was

conducted in 1946. The CMI was also conducted in 1944 and 1945

on a voluntary basis, but the results could not be tabulated because

of the poor response and quality of the returns. Similarly, the

Directorate of National Sample Survey conducted Sample Surveys of

Manufacturing Industries from 1949 to 1958 in all the 63 industry

groups, except those belonging to the Railways and the Defence.

Later on the Industrial Statistics Act, 1942 was repealed by the

Collection of Statistics Act, 1953 and Rules framed thereunder in

1959 regarding the Statistical Authority and procedure for collection

of data.

The process for launching Annual Survey of Industries (ASI),

under the Collection of Statistics Act, 1953, therefore, was initiated

in 1959 and the Census of Manufacturing Industries and Sample

Survey of Manufacturing Industries were discontinued. The labour

part of the ASI Schedule (Part-II), which contains statistics on

Absenteeism, Labour Turnover, Earnings, Employment and Labour

Costs, was launched with effect from the ASI-1961. During that year,

the Schedule was canvassed in respect of both the Census and the

Sample Sectors.  However, due to non-availability of detailed

statistics in respect of the units in the Sample Sector, it was decided

to canvass Part-II Schedule only for the Census Sector in subsequent

years. The ASI in Sample Sector was, however, reintroduced with

effect from the ASI 1976-77.

Under the Collection of Statistics Act, 1953, the field survey

for the ASI is conducted by the Field Operations Division (FOD) of

the National Sample Survey Organisation (NSSO) through its

network of zonal, regional and sub-regional offices located all over

the country. The Deputy Director General, FOD, is the Statistics

Authority appointed under the Act for successful execution of the

survey programme. The Central Statistics Organisation (CSO) is

responsible for the processing and dissemination of data collected

through Part-I of the ASI Schedule. Labour Bureau, likewise, is

responsible for processing and dissemination of data on

employment, mandays worked, social security benefits, labour cost

and cost of production collected through Block-E of Part-I and;

absenteeism, labour turnover and earnings collected through Part-II

of the ASI schedule. The Standing Committee on Industrial Statistics

provides guidance in this regard and suggests improvements from

time to time in the sampling design, sample size, and techniques of

data collection, processing and tabulation of data. The Committee

has been constituted by the Ministry of Statistics & Programme

Implementation and is represented by the CSO, NSSO, Labour

Bureau, Ministry of Industry, State Governments, Reserve Bank of

India, FICCI, CII, ASSOCHAM, research institutions, eminent scholars

and other central Ministries.

COMPANY PROFILE OF ROGER EXPORTS LTD.

Roger Exports were established in the year 1979. This firm

was setup with the basic idea for exports of Leather Shoe Uppers

the guidance of the Proprietor Mr. Kulbir Singh and his wife Mrs.

Dalbir Kaur who had spend 5 years in West Germany and had

worked in a Shoe Factory and gained the productional experience in

footwear technology.

These practical experiences have helped them in a big way to

setup a Shoe Upper Unit in Agra where they started with a very

small Shoe Upper Unit for producing 50 pairs per day. Gradually the

production was increased as demand went up keeping in mind High

Quality Standard of West German buyers.

Mr. Kulbir Singh has visited various countries and many Shoe

Factories several times since 1979 to keep pace with the changing

trend in Shoe Industries as far as products and machines are

concerned. Till the year 1984 we achieved our production target of

500 pairs per day. The process of increasing production was

moderate whereas our motive was always High Quality Standards

and timely delivery.

MANAGEMENT

Roger Exports has a strong Top Rung Management, headed by

the great visionary Mr. Kulbir Singh, managing Director of the

company. Mr. Singh is a widely traveled person and has been

associated with the Shoe Industry for more than two decades. With

his clear vision and rock solid dedication, he has brought Roger

Exports this far and continuous to lead it with missionary zeal.

Mrs. Dalbir Kaur, the finance director of the company, has a

vast experience in footwear technology.Mrs.Kaur is leading a team

of highly skilled and experienced professionals,Mrs. Dalbir Kaur

regulates an efficient in-house management system.

Mr. Deepak Budhiraja, the Production Director of the company

is extremely experienced in guiding the production team to greater

heights. Under the guidance of Mr. Budhiraja, plans are offering to

further consolidate the position of the company by increasing

production capacity and deploying latest technology. This second

rung of the management consists of a dynamic team of

professionals who handle various affairs of the company.

ENVIRONMENT FRIENDLY COMPANY

Environment in the work culture of “ROGER EXPORTS” is a

deep concern for conservation & preservation of the environment.

This concern is reflected in all the activities of the group.

The facilities has been designed meticulously to much

international standards in term of temperature control, noise level

etc. it has top-of-the-line fire fighting arrangements. The walls in the

workings areas are fitted with fire equipments and free exit routes

are painted all over the work. The management conducts regular

fire drills from time to time. All these preventive measures are

reassuring for people who work for and around us. Doctors are

present working hours provides their medical services to the staff

&workers.

QUALITY MANAGEMENT

We look at quality from a different perspective. Concern for

quality is ingrained in our system .our approach towards ensuring a

consistent high standard of product has enabled us to become

leading exports company in the world of footwear. The quality of

product is taken right care of, right from the world raw material,

which is selected carefully. Keeping the customers end application

in mind. Our-line quality control check by seasoned professional

based at manufacturing plants enables us to monitor consistency in

production of all products.

At Roger Exports, quality is people driven, workers produce it,

professionals inspect it and together they deliver it.

MAJOR CUSTOMERS AND EXPORTS MARKETS

Achievement is never a matter of desire; it is the product of

hard work and long vision. The phenomenal success of Roger

Exports proves it. With effective global presence and a turnover of

US$ 12 Million, the company has been growing steadily. Today

Roger Exports manufactures International reputed brands like “Hush

Puppies, Master Class, Kokhman and Globetrotter. Roger Exports

has a strong association with chain stores, Catalogues, Mail Orders

and Importers. For us, at Roger Exports customers, no matter big or

small, count. We cherish the mutually rewarding relationship; we

share with our customers worldwide. The latest product range

exhibited in many of the prestigious fairs like Riva Del Garda (Italy),

GDS (Germany) and WSA (USA).

AT WORK

For a company to stay ahead in terms of quality &

competitiveness, it has to rely on its own infrastructure and

resources. We, at Roger Exports, realized this at a very early stage.

Today, we not only have a most modern manufacturing complex but

also an array of sophisticated machines to produce a diverse range

of world class footwear. We use German. Italians and other imported

machines at various stages of our production. We make medium

priced footwear for Men, Ladies and Children on cement. Strobe,

hand-stitch, California and stitch down constructions.

All production from Shoe upper to complete shoes, everything

is produced in house thereby reducing production lead time,

enhancing cost effectiveness and consistent quality. Result, we are

producing 100,000 pairs per month, which is a strong indicator of

constructive growth of the company.

RESEARCH & DEVELOPMENT

Development of new design goes on round the year on the

latest trend in fashion, by our expert designers. Roger Exports also

use the expertise of leading Italian designers who design top-of-the-

line footwear in keeping pace with the International Standards. We

are going to setup a CADCAM system in our R $ D section to

upgrade with latest technology.

QUALITY MANAGEMENT

We look at quality from a different perspective. Concern for

quality is ingrained in our system. Our approach towards ensuring a

consistent high standard of product has enabled us to become

leading exports company in the world of footwear. The quality of

product is taken right care of, right from the raw material, which is

selected carefully, keeping the customer’s end application in mind.

On-line quality control check by seasoned professional base at

manufacturing plants enables us to monitor consistency in

production of all products. At Roger Exports, quality is people

driven, workers produce it, professionals inspect it and together

they deliver it.

UNIT CHART

Unit 1

Address: 8B/7A, Dev Nagar near St. Conrad’s High School, Bye Pass

Road, Agra-28207(India)

Tel.No:+91-2530220, 2530561, 2531177, 2530690

Fax:+91-562-2530116

E-mail: office@rogerexports.com

rogerexports@sancharnet.in

Website: www.rogerexports.com

Contact Person: Mr. Kulbir Singh

Unit 2 & 3

Address: 12th Km stone Delhi-Agra Road, Artoni, Agra-282007(India)

Tel.no.:- +91-562-2641858, 2641858, 2641352.

ABSENTEEISM IN ROGER EXPORTS LTD.

Information regarding absenteeism amongst workers in an

industry or an industrial establishment on account of reasons other

than strikes, lockouts, lay-off, weekly rest or suspension, provide a

sound database for gauging the employee’s morale, commitment

and level of job satisfaction which have a direct bearing on

productivity. The effects of high levels of absenteeism are wide

ranging and affect everyone in the organisation. It cannot be

regarded purely as a management problem. Employers, workers

and their representatives have an interest in ensuring that a few

absent workers do not jeopardise their prosperity or job satisfaction.

 

Absenteeism is one of the indicators to monitor and evaluate

various employees' welfare programmes and labour policies. With

this aim in view, statistics on absenteeism amongst the directly

employed regular workers are collected as a part of the Annual

Survey of Industries. Absenteeism rate amongst these workers in an

industry or a state are worked out as percentages of man days lost

on account of absence to the man days scheduled to work in the

respective industry or state.

 

      Statistics on number of factories reporting absenteeism,

percentage of such factories, man days scheduled to work, man

days lost due to absence and percentage of absenteeism by

Industries.

Industry-wise absenteeism rate amongst the directly

employed regular workers during 2008. It reveals that during 2008,

the highest rate of absenteeism was reported at 16.18 percent in

the industry group ‘Recycling of metal waste and scrap', whereas

the lowest rate at 5.92 percent was reported in industry group. This

implies that absenteeism is more or less a region related problem,

because industry-wise rate of absenteeism is more evenly spread

over a large number of industry groups, as compared to its state-

wise spread where the state to state variation is comparatively quite

steep.

 

Absenteeism among health workers highest Report

: Absenteeism among health workers is the highest in Roger Export,

according to Global Monitoring Report-2008 

Referring to a survey carried out in 2002 -03, the report says

that the rate of absenteeism among primary healthcare workers in

Roger Export is 40%. This has a strong impact on the Millennium

Development Goals (MDGs) like reducing child and maternal

mortality and sanitation MDGs. 

The GMR attempts to highlight how healthcare quality is

critical to reaching the MDGs. 

“The quality of healthcare services matters because it reflects

the extent to which investments to national healthcare systems are

able to raise both human capital and individual welfare,” says the

report. 

Trained doctors can make a dramatic difference in improving

healthcare, but absenteeism is both chronic and pervasive in many

developing countries. While India and Indonesia top the list,

countries like Bangladesh and Uganda follow with more than 35%

absenteeism among primary healthcare workers. The absence rates

in five developing countries averaged 35% in 2007-08. The report

mentions that it is possible that these figures underestimates the

severity of the problem because health care personnel can be

present without actually providing medical care. 

When asked what can be the possible reasons behind such

absenteeism, “The government framework is weak. There are issues

of governance which includes incentives, oversight and

accountability. The government in developing countries need to

expand their programs with effectiveness.” 

The incentives are weak in India and hence people respond to

that by taking leaves and being absent from their work station.

There is also lack of accountability among health workers due to

which they move freely without attending to jobs. 

Agrees Shrawan Nigam, Senior consultant, Indian Council for

Research on International Economic Relations (ICRIER), who feels

that the problem is more severe in rural India. “There is a concept of

passing on the responsibility to the panchayati raj, whereas the

work is not happening at that level as well and there is a need for

monitoring,” asserts Nigam.

The report points out that though there is a need for more

spending on education and health programs, that is not the sole

answer. “The quality and equity of spending are equally important,”.

Improved governance, stronger accountability mechanisms and

sound expenditure management are essential to raise the quality of

health and education. 

Although, the report predicts that on current trends the

human development MDGs are unlikely to be met yet they can be

achieved if stronger efforts are made both by the countries and their

development partners. “Progress must be accelerated and made

more inclusive. Private players along with public ones have a major

role to play. It calls for a reform to make sure that resources are

spend effectively and reaches poor and undeveloped areas,”

REASONS FOR ABSENTEEISM IN ROGER

PERCEPTION OF THE MANAGEMENT

Living and the mental conditions of the workers are poor and

the scope of their conduct is low.

Seasonal absenteeism especially in the harvesting season i.e.

in the months of April-May.

In some cases, the workers are involved in double

employment.

The non-local workers belonging to far of states as Orissa,

Bihar, Bengal be more absent by taking leave for festivals,

marriages, and they remain absent less frequently but for

longer durations.

They might remain sleeping, during the time of change of the

shifts or could not reach on time.

In summers the absenteeism enhances due to high

temperature in the department, moreover due to physical

fatigue, laziness, sickness.

Leniency of the administrative staff in the departments of the

organization. Lack of discipline in the departments, loopholes

in the system.

Absenteeism in the young age group workers is more due to

lack responsibility among workers, laziness and do not

willingly wish to work but are forced to work by the senior

members of the family.

Local workers tend to be more absent during festival times.

They are absent more frequently but for less time.

PERCEPTION OF THE WORKERS

The non-local workers take to leave to go to their native

places so tend to be absent for longer duration but less

frequently.

It is illness of oneself or illness of any of the family

members that the workers are bound to take leave.

The local workers tend to be more absent during

harvesting season, as they have to take care of their fields

and family business. Only few of the distant workers have

to take leaves for this purpose.

The workers are more absent due to the poor

transportation facility in the area, due to this they reach

late in the organization. No conveyance for the night shifts

workers is also a cause for absenteeism.

The workers take more leave due to poor medical facility in

the organization, as well as the ESI facility is poor.

Lack of motivation to work, as no recognition for the hard

and dedicated work done in the organization.

No counselor in the organization, who could advice and

helps them.

Lack of recreational, entertainment, and welfare facilities in

the company such as drinking water, sanitary, canteen,

rest room etc.

Monotonous work leads to boredom and thereby

absenteeism.

No training programs for the enhancement of knowledge

and skill upgradation.

Working conditions are poor in some of the departments of

the company, leading to absenteeism.

Workers participation in management is not favored.

PERCEPTION OF THE UNION

Workers of the far off states remain more absent and for

longer periods and are critical cases of absenteeism.

Workers are untrained and unskilled.

Workers are not properly counseled, as no counselor in the

company, as well as no welfare officer.

Workers are ignorant towards welfare activities taken for

the workers.

Lack of discipline in the organization, leniency on part of

the management, and the implementation of the

suggestion ignored.

Lack of recreational and entertainment facility in the

company.

Absence of good transportation facility in the area.

CHAPTER 2

LITERATURE OF REVIEW

ABSENTEEISM

Absenteeism is a habitual pattern of absence from a duty or

obligation.

Workplace

Frequent absence from the workplace may be indicative of

poor morale or of sick building syndrome. However,

many employers have implemented absence policies which make no

distinction between absences for genuine illness and absence for

inappropriate reasons. One of these policies is the calculation of

the Bradford factor, which only takes the total number and

frequency of absences into account, not the kind of absence.

As a result, many employees feel obliged to come to work

while ill, and transmit communicable diseases to their co-workers.

This leads to even greater absenteeism and reduced productivity

among other workers who try to work while ill. Work forces often do

excuse absenteeism caused by medical reasons if the worker

supplies a doctor's note or other form of documentation.

Sometimes, people choose not to show up for work and do not call

in advance, which businesses may find to be unprofessional and

inconsiderate. This is called a no call, no show.

It is obviously difficult for an organization to operate smoothly

and to attain its objectives if employees fail to report to their jobs.

The work flow is disrupted and often important decisions must be

delayed .In organizations that rely heavily upon assembly –line

technology.

Absenteeism can be considerably more than a disruption –it

can result in a drastic reduction in quality of output or in some cases

it bring about a complete shutdown of the production facility .For

example of the problems that the major US automobile

manufactures have with alarmingly large increases in absences on

Mondays and Fridays, especially in summer months and at the onset

of the hunting and fishing seasons .Certainly , levels of absenteeism

beyond the normal range have a direct impact on an organization

effectiveness and efficiency.

In India and developing countries the reasons can be different.

Some of the reasons that can be attributed to absenteeism are,

festivals and religious ceremonies, laziness and sickness due to

Alcoholism, family quarrels last but not the least inhospitable work

environment, superiors and no job satisfaction.

But in rare cases the concerned employee might have fallen

into bad company and is in a rut with ‘point of no return’ situation.

Bad company means smuggling, gambling. Treason or terrorism,

womanizing etc. In this case there is no choice except sacking the

employee and if required complaining to the Police about his anti-

social activities.

Under normal circumstances of absentism it is a vicious cycle..

Family quarrels & responsibilities, inhospitable work environment,

job dissatisfaction, may all lead to alcoholism which is the main

culprit. Alcoholism leads to more family quarrels, firing by superiors,

punishment, loss of pay and so on. 

The absenteeism can be reduced to a maximum extent if the

management and superiors rake a sympathetic view and send the

concerned for counseling .The organization should also look into

what it could do to motivate the employee to attend work regularly.

Some of the organizations in India are taking the incumbent’s family

into confidence and also provide social workers for counseling. They

are also giving financial assistance for medical treatment, The

money is not given to the employee but to his wife so that the same

is utilized for intended purposes. Some companies are resorting to

giving even pay check in the name of wife or mother.

Are all absences bad? 

Probably not! While most absences impact negatively on the

organization, we conceive of situations where the Organization may

benefit by an employee voluntarily choosing not to come to work .

For instance, ,fatigue or excess stress can significantly decrease an

employees productivity. In jobs where the employee needs to be

alert—surgeons and Airline pilots are obvious example.—it may well

be better for the organization if the employee does not report to

work .rather than show up and perform poorly. The cost of an

accident in such jobs could be prohibitive .Even in managerial jobs,

where mistakes are less spectacular , performance may be

improved when incumbents absent themselves from work rather

than make a poor decision under stress. 

But the above examples are clearly a typical. For the most

part, we assume that organization benefit when employee

absenteeism is reduced..

How to Deal with Employee Absenteeism

For Employees Who Are Absent

For Supervisors/Managers:

Recently, I was asked by a manager how he should deal with

the fact that on any given day 10% of his employees are absent

from work. I informed the manager that the problem of employee

absenteeism is a problem best resolved by taking the following four

positive interventions versus taking a negative or punitive approach.

Change Management Style: We are all aware of the fact that

when employees call in ill, it does not mean they are truly too

physically ill to work. One reason, outside of illness, that employees

are absent is stress, and the number one reason employees are

stressed has to do with their relationship with their

manager/supervisor.

Management styles that are too authoritarian tend to promote

high levels of absenteeism among employees. Authoritarian

managers are managers who have poor listening skills, set

unreachable goals, have poor communication skills, and are

inflexible. In other words, they yell too much, blame others for

problems, and make others feel that it must be their way or the

"highway." Authoritarian managers tend to produce high

absenteeism rates. By identifying managers who use an

authoritarian style, and providing them with management training,

you will be taking a positive step not only toward reducing

absenteeism, but also reducing turnover, job burnout, and employee

health problems such as backaches and headaches.

Change Working Conditions: The employees in your

company probably work in a well-lighted climate controlled building.

The working conditions I am referring to relate to coworker

relationships. Not only does relationship stress occur between the

employee and manager, but it also exists between employees.

Frequently I hear employees say they did not go to work because

they are fearful of or angry with another employee. These

employees usually report they just could not deal with "so and so"

today, so they called in ill. Companies that adopted policies and

values that promote employee respect and professionalism, and

promote an internal conflict resolution procedure, are companies

that reduce employee stress. A reduction in employee stress

reduces employee absenteeism.

Provide Incentives: Giving employees incentives for

reduced absenteeism is not the same as rewarding or giving

employees bonuses for reduced absenteeism. An incentive provides

an employee with a boost to their motivation to avoid unnecessary

absenteeism. It simply helps the employee decide to go to work

versus staying home and watching Jerry Springer.

The types of incentive programs used by companies are

numerous. Some companies allow employees to cash-in unused sick

days at the end of every quarter, others give an employee two

hours of bonus pay for every month of perfect attendance; and still

others provide employees with a buffet lunch, a certificate of

achievement, or even a scratch-off card concealing prizes. The type

of incentive program that your company uses should be one created

especially for your company. You can create an incentive program

tailored to your unique company by allowing employees to help you

develop the incentive program. For example, your employees may

not care about receiving a $25.00 U.S. saving bond for perfect

attendance, but they might respond very well to being able to leave

one hour early on Friday if they have perfect attendance all week.

The duration of the incentive program is also very important.

Once again allow your employees to help guide you to determine

the length of time between incentives. Some companies find that

they can simply reward employees with perfect attendance once a

year, while others decide once a month is best, and still others

decide once a week works best. The general rule of thumb is to

reward workers more frequently the younger they are and the more

difficult the work is to perform. Also, it is best to start with small

incentives and work up to larger ones if necessary.

Develop an Attendance Policy: Every company should

have an attendance policy. An attendance policy allows a manager

to intervene with an employee who is frequently absent. Besides

stress as a primary reason for employee absenteeism, other causes

relate to alcoholism, domestic violence, and family problems. If you

confront an employee about his or her frequent absenteeism, and

they inform you it is due to personal problems, consider referring

the employee to an Employee Assistance Program (EAP).

If the employee's absenteeism relates to a medical problem or

a family member with a medical problem, you may have to consider

allowing the employee to use the benefits allowed to them under

the American's with Disability Act (ADA) or the Family and Medical

Leave Act (FMLA). Early identification of these employees will get

them back to work as fast as possible. Lastly, make sure that you

have an attorney review your attendance policy to make sure it

does not violate any State or Federal labor laws. By incorporating

the above four strategies into your company you will not only

reduce absenteeism you will reduce employee burnout, turnover,

poor morale, and workplace negativism.

For Employees Who Are Frequently Absent

One of the most important steps you can take if you are

frequently absent, is to keep your employer informed. Employees

who are frequently absent without good cause are generally absent

due to numerous frivolous reasons. Employees who are absent for

good cause have legitimate reasons, e.g. sickness or family member

illness, and the employee needs time off to resolve their personal

problems. Most employers generally understand the need to be

gone from work due to a legitimate reason; therefore, it is important

to communicate clearly and accurately so your employer does not

assume you are out for frivolous reasons.

As an employee you are allowed to take up to 12 weeks of

unpaid leave under the federal Family and Medical Leave Act

(FMLA). The 12 weeks of leave may be taken continuous or

intermittently, thereby allowing the employee to work on a less than

full-time schedule.

FMLA can be used for the care of a child after birth, adoption,

or foster care placement.

FMLA is available to care for an immediate family member

(spouse, child, parent) who has a serious health condition.

FMLA can be used for your own serious health concerns. It

does not cover for the common cold, flu, ear aches, upset stomach,

common headache, or routine dental care.

In order to be covered by FMLA you must be considered an

"eligible" employee. An eligible employee must have 12 months

(1,250 hours) of employment, and your employer must employ 50

or more employees within 75 miles of the worksite. Employees must

provide 30 days of advance notice for foreseeable events. There are

different exemptions present for both school teachers and

state/local government employees.

If you are an eligible employee, your employer must maintain

your benefits, allow you to return to the same or equivalent position,

and not decrease your pay or benefits at the conclusion of 12

weeks. If you believe you are eligible for FMLA, inform your

supervisor or HR department that you are requesting FMLA

coverage. Your employer is required to provide you with written

notice, within two business days, informing you if you are eligible or

not.

THE ROLE OF THE SUPERVISOR IN

MANAGING   ABSENTEEISM

HR Ads

Human Resource CareerPerformance Appraisal Employee

Performance Review Employee Handbook HR Training and

Development

According to the most recent CCH Unscheduled Absence Survey,

employers are losing ground when it comes to keeping workers on

the job. Unscheduled absenteeism rates have risen to their highest

level since 1999. What continues to be of most concern is that

almost two out of three employees who don’t show up for work

aren’t physically ill.

For most companies, the responsibility for managing

absenteeism has fallen primarily on immediate supervisors. These

supervisors are often the only people who are aware that a certain

employee is absent. They are in the best position to understand the

circumstances surrounding an individual’s absence and to notice a

problem at an early stage. Therefore, their active involvement in the

company’s absence procedures is pivotal to the overall

effectiveness and future success of an absence policy or program.

Sadly, however, most supervisors have not received any

guidance or training in managing absenteeism. They have been left

on their own to carry out the often unpopular task of identifying,

confronting and resolving absence abuse.

To ensure that supervisors are comfortable and competent in

their role of managing absenteeism, they need to have the full

support of senior management. All parties must be aware of the aim

of absence policies and procedures. Should there be discrepancies

between departments; a policy can lose its effectiveness.

To provide more consistency, supervisors should be trained in

their responsibilities about managing absenteeism, advised how to

conduct effective return-to-work interviews, and educated in the use

of disciplinary procedures when necessary.

The Responsibilities of the Supervisor

In addition to ensuring that work is appropriately covered

during the employee’s absence, there are a number of other critical

actions that supervisors need to take to manage absenteeism. They

should:

ensure that all employees are fully aware of the organization’s

policies and procedures for dealing with absence,

be the first point of contact when an employee phones in sick,

maintain appropriately detailed, accurate, and up-to-date

absence records for their staff, (e.g., date, nature of

illness/reason for absence, expected return to work date,

doctor’s certification if necessary),

identify any patterns or trends of absence which cause

concern,

conduct return-to-work interviews, and

implement disciplinary procedures where necessary.

The Return-to-Work Interview

The training of supervisors in how to best manage

absenteeism should include instruction on how to conduct effective

and fair return-to-work interviews. Recent national surveys indicate

that these interviews are regarded as one of the most effective tools

for managing short-term absenteeism1.

The return-to-work discussion will enable the supervisor to

welcome the employee back to work, in addition to demonstrating

management’s strong commitment to controlling and managing

absenteeism in the workplace. The interview will enable a check to

be made that the employee is well enough to return to work.

The necessary paperwork can be completed, so that the

absence and its conclusion are properly recorded. The fact that an

established procedure is in place to investigate and discuss absence

with an employee may, on its own, act as a deterrent for non-

attendance for disingenuous reasons.

Interviews need to be carried out as promptly as possible

following the absentee’s return to work (no later than one day after

his or her return). The employee should be given ample opportunity

to outline the reasons for his or her absence. The supervisor should

use the interview as a time to explore any issues that the employee

may have which are leading to absence.

The goal is to foster an open and supportive culture. The

procedures are in place to make sure that help and advice is offered

when needed and to ensure that the employee is fit to return to

work. Employees will usually appreciate the opportunity to explain

genuine reasons for absence within a formalized structure. Should

the supervisor doubt the authenticity of the reasons given for

absence, he/she should use this opportunity to express any doubts

or concerns.

At all times, the employee must be aware that the interview is

not merely part of company procedures, but a significant meeting

during which the absence has been noted and may have

implications for future employment. The company’s disciplinary

procedure, in the event of unacceptable levels of absence, should

be explained to the employee.

The manager may choose to outline how the absence affected

the department. The message should be that the employee was

missed and that productivity suffered. The manner in which the

department was required to reorganize staffing arrangements might

also be explained. This would demonstrate that the efficiency of the

work unit was adversely affected by the absence.

The supervisor should then brief the returning employee

about the current situation (i.e., what tasks are now priorities, what

work has already been carried out and where the employee should

now focus his/her efforts).

At no point during the meeting should the interview become a

form of “punishment,” but should be seen as an occasion to

highlight and explain the repercussions of absence within the

department. The vast majority of employees derive a sense of pride

and achievement from their work and management should be

encouraged to treat these individuals as responsible adults.

Most employees understand reasonable rules and do not want

to be threatened into compliance. The small percentage of

employees who indeed have an absence problem will require close

supervision and possibly even punitive measures for excessive

absenteeism. These few employees who are irresponsible should be

handled individually and firmly.

The following guidelines outline the recommended steps to be

taken in cases where short-term absence is considered to be above

an acceptable level in a particular period of time.

Stage 1: Counseling Interview

The immediate supervisor should advise the employee of his

concern over the absences, try to establish the reasons for the

sickness and determine what needs to be done to improve

attendance.

If any medical condition is identified at this stage, and is likely

to have an effect on job suitability, the supervisor should

arrange an appointment with a company-approved doctor.

This should be confirmed to the employee in writing within

five working days.

If, from the discussion, the problem does not appear to be due

to an underlying unfitness for work, the supervisor should

advise the employee that, while the recorded ailments may be

genuine, a sustained improvement in attendance is expected

or the next stage in the procedure will be taken.

A review of the attendance will automatically be made each

month for the next six months.

Stage 2: First Formal Review (Verbal Warning Stage)

If the employee’s absences continue to worsen following

analysis and regular monitoring, he should be invited to

attend a formal review meeting with the supervisor.

The absence record should be detailed in a letter inviting the

employee for this interview. The employee should be advised

that she is entitled to be represented by a union

representative or a colleague as appropriate.

The purpose of this meeting will be to:

--continue to discuss the underlying reasons for the absences,

--advise the employee of the service and cost implications of her

absence, and

--warn the employee (except when deciding to seek medical advice)

that if there is not a substantial and sustained improvement, her

employment may be terminated because of her inability to maintain

an acceptable attendance level. This constitutes the verbal warning.

Where medical attention is warranted, action must be taken

immediately. The meeting is therefore only adjourned to allow

this part of the process to be completed. Within five working

days, the employee must receive medical advice. The meeting

is then reconvened with HR and the doctor’s opinion is

discussed.

If the doctor confirms fitness for work, the employee should be

warned about the consequences of continued absence.

Stage 3: Second Formal Review (Written Warning Stage)

Where regular monitoring indicates that no improvement in

the absence pattern has occurred, a second formal meeting will be

arranged with HR.

The letter inviting the employee to the meeting will include

the absence record and, again, advice on representation.

Any new information given at the meeting regarding ill health

or a change in the nature of sickness may need to be assessed by a

company-approved doctor.

The employee should be given the opportunity to explain his

or her absence record. If appropriate, the supervisor should inform

the employee that a formal written warning is being issued and that

this warning will remain in the employee’s file for a specified period.

A copy of the warning should be issued to the employee and to

his/her representative.

The employee should be informed that failure to comply with

the company’s attendance expectations, and to improve on

the present unacceptable record of absence, will result in the

termination of the employee’s employment.

Where fitness for work is in doubt, proceed with redeployment

options according to the guidance received by the doctor.

Consult with the employee’s union representative (if

applicable) on the redeployment process and options.

Stage 4: Temporary Suspension From Work

If, following the implementation of the previous stages of the

disciplinary process, no improvement in attendance occurs,

management may proceed with a temporary suspension

without pay. The intention to suspend should be confirmed in

writing with details of start and end dates. A copy of the letter

of suspension should be sent to the employee’s representative

(if applicable).

Stage 5: Termination of Employment

This is the final stage in the disciplinary process whereby the

employee is dismissed for inability to comply with the

company’s requirements for attendance at work. Dismissal

can only take place with the written authorization of a senior

manager and HR.

The letter calling the employee in will, again, include advice

on representation and will outline the absence record. The

employee should be advised that, as a result of the interview,

he or she may be dismissed for incapability to perform work

duties.

Again, the company doctor may have to be consulted if any

new information is forthcoming in regard to the employee’s

health or capacity for work.

Where redeployment is not possible, or appropriate, consider

proceeding with dismissal for reasons of capability. Eligibility

for disability benefit will depend on the circumstances of each

case.

If a decision is made to dismiss on the basis of capability, a

copy of the letter of dismissal should be sent to the

employee’s representative (if appropriate).

The employee may have the right to appeal against dismissal.

The appeal should be in line with the company’s disciplinary

procedures.

Challenges in Managing Absenteeism

Be aware that supervisors are often uncomfortable or

unwilling to report on those who have exceeded acceptable levels of

absenteeism. Because of the many pressures already on

supervisors, the consistent implementation of absenteeism policies

is not always their top priority.

It is important to try to take the subjectivity out of managing

absenteeism and to ensure that all employees are treated the same.

It is essential to be consistent, persistent, and fair to all. When

absence is not addressed or addressed in an inconsistent manner,

lower morale can result. Employees can feel they have been treated

unfairly when they perceive other absent employees are “getting

away with it.”

The majority of employees will appreciate policies and

programs that are facilitative, rather than punitive. Stringent or

punitive measures that force employees to come to work can result

in employees that then become, "absent while at work."

They do as little as possible and resist any effort to get them

to do more. Other programs should be implemented that help

employees be present at work, such as flexible work scheduling, job

sharing, attendance awards and wellness programs.

CHAPTER 3

RESEARCH OBJECTIVE

&

RESEARCH

METHODOLOGY

RESEARCH OBJECTIVE

The project was carried with an intention to deal with the

critical cases of absenteeism in the organization.

The main organization of the project was:-

To Study about the Main causes & Guidelines of the

Absenteeism.

To Study the find out the Main Reason of Absenteeism in Roger

Export Ltd.

To find the major causes that lead to dissatisfaction and

thereby leading to labour absenteeism in the organization.

By knowing the reasons to find the solution to industrial

problem of absenteeism and later give recommendations to the

management to overcome absenteeism.

To improve efficiency by making optimum of all the resources

with the management. Manpower in addition to Money and

Material.

RESEARCH METHODOLOGY

PROBLEM IDENTIFICATION

To work on the project “Role of Absenteeism in Roger's Export

Ltd. “, I had personally visited the whole company. I went to all the

departments included in my study.

Problem identification part includes basically identification of

the problem and reduction of the problem to the manageable size.

Thus, the problem identified was labor – absenteeism in

ROGER and aim was to study its causes and give suggestions to

reduce it.

DEVELOPMENT OF HYPOTHESIS

Hypothesis formulated was that there are chronic cases of

labour absenteeism in the company. The main causes of labour

absenteeism in the company were supposed to be:-

Lack of dedication, motivation to work and laziness on part of

the workers.

More absenteeism in the months of April – May.

Long distances of travel and low morale of the workers.

Bad working conditions and lack of cafeteria facilities, medical

facilities, welfare measures.

Self sickness of the family members.

RESEARCH DESIGN

The research design includes the methods and procedures

used during the project survey.

During the survey of the project, descriptive research was

used to study the Causes of absenteeism. It included detailed study

of the problem, causes behind the problem and solution to the

problem.

It included study of both dependent and independent

variables. The reaction, responses, were noted down which were

due to dissatisfaction leading to absenteeism.

IDENTIFICATION AND SELECTION OF SAMPLE

For identification and selection of the sample, study of the

existing literature as the Muster roll, leave and attendance registers

were done. Information regarding workers as number of days

absent, cause-wise,

Month-wise from Jan’08 to June’08, as well as from registers of

months of 2008 was collected.

From the absenteeism information so acquired, I selected the

names of 40 high absentee workers for the survey. These were the

chronic absenteeism cases, which I selected to study.

METHODS OF DATA COLLECTION

The data, I collected during my study was both primary as well

as secondary data. The collection of data includes both surveys as

well as fact-finding techniques of various kinds.

Primary data was collected:-

by observation method,

Structured Interview for the workers,

Unstructured Interviews of Hod‘s Supervisors, Workers.

Questionnaire dealt with questions pertaining to personal

information of the absentee, reasons for absenteeism, questions

pertaining to general problems.

Secondary data was collected:-

from the Muster roll,

Attendance absenteeism registers and printed matter on

the critical cases.

ANALYSIS OF DATA

Analysis of the data is done by comparing the results across

the methodologies, generalizations.

FINDINGS, LIMITATIONS AND RECOMMENDATIONS

Conclusions were given by giving the causes, detailed study,

recommendations, limitations and proposed solution. Finally, the

project report was made.

PROCEDURE TO DEAL WITH ABSENTEEISM

MANAGEMENT PROCEDURE

The management initially, verbally counsels the critical

habitual absentee.

Then the absentee is given verbal or written warning, also

names of such cases are exhibited on the notice boards.

In there is no improvement absentee is charge sheeted and

later if the case become critical absentee is suspended from work.

If the case becomes very critical and habitual absentee after

several suspensions is not improving, worker is finally terminated

from work.

UNION PROCEDURE

The union at its level counsels the habitual absentees and

tries to find the causes behind the absenteeism.

If absentee does not improve the complaint is sent to the

regional union office, where the absentee is called for counseling.

If absentee does not improve his/her union membership is

cancelled and no further assistance of any sort is provided to the

absentee and is left with

Management to tackle with and take any sort of action against

the absentee.

LIST OF MISCONDUCT FOR TERMINATION

PROCEDURE

Employee is terminated for his serious misconduct, which may be:-

Habitual late attendance, absence without leave and / or leaving

the work premises before time. Any act or omission repeated for

three or more times in a month will be treated as habitual and

considered as misconduct.

Giving false information regarding the personal the personal

details at the time of securing employment or thereafter.

Assaulting, abusing, or intimidating any employee of the

company within the work premises.

Carrying lethal weapons, fighting, riotous, Drunkenness,

gambling which affects the work environment.

Sleeping/gossiping / idling on duty.

Distribution, sticking or displaying of any papers, banners.

Posters, pamphlets.

Disobedience of seniors regarding the work assigned to them in

the organization.

Participating in illegal strike and instigating others to join the

strike.

PROCEDURE FOR DEALING WITH MISCONDUCTS

For any of the misconduct’s stated earlier, as per the certified

standing orders in respect of ROGER EXPORTS , the termination

procedure carried in the organization is as follows:-

The concerned employee is initially counseled be the HOD/HRD.

If there is no improvement found then warning letter / charge

sheet / suspension as the case may be , will be issued to the

concerned employee with the details given below :

Alleged misconduct

Name of the inquiry officer

Place where inquiry is to be done.

DOMESTIC INQUIRY & SUSPENSION

During inquiry the concerned employee is not available, then

inquiry officer may conduct inquiry Ex-party.

Suspension normally may not exceed beyond 30 days and

inquiry is complete during this period.

The suspended workman is paid subsistence allowance under

clause AA(2) as follows:

Subsistence allowance @50%of wages for first 90 days

of suspension.

75% of wages for remaining period of suspension and

@ 25%, if delay in inquiry due to worker.

If inquiry is conducted by some outside agency then:

For first 180 days of basic wage, DA and compensatory

allowance paid.

For rest of the day’s subsistence allowance paid is 75%

of the wages.

For inquiry exceeds more than 180 days and if delay is

due to worker, subsistence allowance paid is 25% of

wages.

Even after these actions taken by the company, if there is no

improvement and also the concerned employee is found guilty

after inquiry then strict disciplinary actions are taken by the

company against the concerned employee, which may finally

lead to termination of the employee.

LEAVE FACILITIES

The following leaves are sanctioned to the permanent

employees of this organization:-

LEAVE CATEGORIZATION

Leave sanctioned in an organization is categorized as below;-

Authorized and paid leave

Casual leave(CL)

Earned leave(EL/AL/LW)

Authorized but not paid by the company

Ordinary Leave/Leave without pay (OL/LWP)

Unauthorized leave

Any type of leave liable for disciplinary action and is an

offence as Absent (AA) on work without intimation.

ENTITLEMENT OF LEAVES

CASUAL LEAVE (CL)

Types of leaves For staff For workers

Casual leaves 6 7

Sick leaves 6 6

Earned leaves 15 15

In a year staff is entitled for 6 CL workers for 7 CL. CL

could not be taken more than three at a time. CL could not be

availed along with any other leave. CL could be availed only in

the current year.

SICK LEAVE (SL)

In a year only 6 SL are entitled to those employees who

are not covered under ESI Scheme i.e. those employees

whose salary is more than 6500/-.SL could availed only in

following years.

EARNED LEAVE (EL)

In a year completing 240workingdays, 15 E>L> will be

credited to the permanent employee in the following year. For

taking EL, the application should be submitted to the authority

before one week. EL will not be allowed with any other leave.

EL is encashable at the time of leaving the service of the

organization

Besides these entitlement of leave employees are

entitled to three paid National Holidays of 26th Jan, 15th Aug

and 2nd Oct and 4 paid holidays of festivals Holi,

Diwali,Janamashtmi, Dussehra , and 4 weekly off in a month.

CHAPTER 4

DATA ANALYSIS

&

INTERPRETATION

DATA ANALYSIS

1. Was any action taken for unauthorized leave?

Yes, 75%

No, 10%

No Comments, 15%

INTERPRETATION

75% respondent Workers says Yes. Furthermore, 10 per cent

respondents says No and 15 per cent says No Comments.

If yes, then what?

Counselling, 30%

Verbal/Write, 60%

Suspension, 10%

INTERPRETATION

60% respondents says Verbal/Write. Furthermore, 30 per cent

respondents says Counseling and 10 per cent respondents says

Suspension.

2. Generally how many leaves taken in a month?

Between 7-10, 7%

Between 5-7, 23%

Between2-5, 70%

INTERPRETATION

Generally leaves taken in month by respondents eg. 7-10

leaves taken by 7% respondents. Furthermore, 5-7 leaves taken by

23% respondents and lastly 2-5 leaves taken by 70% respondents.

3. What is the attitude of managers towards you?

Balanced, 67%

Harassment, 30%

Polite, 3%

INTERPRETATION

All or the respondents says managers attitude towards

workers eg. Balanced 67%, Harassment 30% and Polite 3%.

4. Does any reward given for good performance?

Yes, 13%

No, 54%

No Comments, 33%

INTERPRETATION

All or the respondents says 13% achieved rewards for good

performance , 54% achieved not rewards for good performance and

lastly 33% respondents says no comments.

5. Main reason for absence?

Family Problem, 27%

Dissatisfaction from Work, 30%

Illness, 30%

Other reason, 13%

INTERPRETATION

All or the respondents says reason for Absence eg. 27% says

family problems, 30% says Dissatisfaction, 30% says Illness and

lastly 13% says Other reasons.

6. Do you satisfied with the leave arrangements?

Yes, 23%

No, 60%

No Comments, 17%

INTERPRETATION

All the respondents says for satisfaction for leave

arrangements eg. 23% respondents says Yes, 60% respondents

says No and lastly 17% respondents says no comments.

7. Does management take care of your demands?

Yes, 40%

No, 50%

No Comments, 10%

INTERPRETATION

Management take care of respondents demands eg. 40%

respondents says Yes, 50% respondents says No and lastly 10%

respondents says no comments.

CHAPTER 5

FINDINGS

LIMITATION

FINDINGS

The main reason for absenteeism in organization is lack

of good counseling facility, lack of motivation and need for

welfare officer.

The workers using public transport to commute from

long distances are critical cases of absenteeism.

Absenteeism is more in April-May due to visits of the

non-local workers to their native place. Also these months are

marriage duration for the Hindus. Moreover hot summers

contribute to ill health of the workers.

Absenteeism is maximum in departments like spinning,

weaving due strenuous nature of work in these departments,

high temperatures prevailing in these departments.

Local workers absent themselves more frequently but

for short duration’s. Still non-local are more critical cases of

absenteeism than the locals.

Absenteeism is more in 20-30 age groups of workers,

due to lack responsibility and dedication towards work.

Ill health of the workers themselves and illness of the

family members leads to absenteeism.

LIMITATIONS

We are not directly interacting with the workers.

Shift timings were such that only day shift workers were

contacted. Those On list but working in night shifts could not

by contact.

The workers do not explain frankly.

There are many questions of different parameter.

Remained which were Not asked to worker.

We are not interacting with other department of the

company.

The ignorance of the workers was a big limitation. The

workers were not clear with and aware of many factors Job

Rotation, Safety Measures and various other factors.

Many times the survey had to be limited due to

difficulty, in contracting workers, due to the shift timings

Last but not the least, time factor was also seemed to

be a constraint, sometimes.

CHAPTER 6

SUGGESTIONS

CONCLUSIONS

SUGGESTIONS

Good Attendance Bonus Scheme can be introduced in the

company to motivate workers to be regular on work and give

good performance.

Counselor can be employed; adverse effects of absenteeism can

be explained to employees in simple vernacular language

periodically.

Job rotation and Job enrichment can be tried to reduce monotony

of work.

Educational and development training programs can be carried

out for skill up gradation.

Employees Suggestions Scheme can be introduced and awards

to be instituted for useful and good suggestions.

Company conveyance can be provided, it will reduce

absenteeism remarkably.

Entertainment programs can be organized, which will help in

developing good interpersonal relations and healthy

environment in the organization.

Leave books can be provided to the workers which will be filled

by the workers themselves so that can know about leaves taken

by them from time to time and they could decide where they

have to improve.

CONCLUSION

Attendance improvement programs can work! What the

employees require is commitment and support from all levels of

management, an effective attendance record-keeping system,

consultation and open communication on the reasons for the

attendance program.

Implementing and maintaining a work environment where

open communication and team spirit can thrive will at first

sometimes seem a mammoth and somewhat unrealistic task. If you

need encouragement just consider some of the benefits; reduced

absenteeism, open communication, team spirit, reduced grievances

and greater employee satisfaction.

Only when the positive approach is unsuccessful does the

employer need to use the remedial approach to deal with habitual

abusers or with excessive absentee cases. In all cases the

employer's actions must be fair and reasonable and consistently

applied.

With a well communicated, implemented, and administered

program, the majority of the employees should agree with the

attendance management program and cooperation should follow.

ANNEXURE

BIBLIOGRAPHY

QUESTIONNAIRE

BIBLIOGRAPHY

Title of the book Name of the author

Behaviour in the organizations Greenberg and Baroon

Organizational Behaviour Stephen P. Robbins

Organizational Behaviour J.S. Chandan

Human Resource Management C.B. Gupta

Human Resource Development P.C. Tripathi

Websites :

www.googles.co.in

www.msn.com

www.rogerexport.com

QUESTIONNAIRE

Name :………………………….. Age :

…………………………………………….

Income : ……………………….. Designation :………………………………

1. Was any action taken for unauthorized leave?

(a) Yes (b) No

(c) No Comments

If yes, then what?

(a) Counseling (b) Verbal/Write

(c) Suspension

2. Generally how many leaves taken in a month?

(a) Between 7-10 Days (b) Between 5-7 Days

(c) Between 2-5 Days

3. What is the attitude of managers towards you?

(a) Balanced (b) Harassment

(c) Polite

4. Does any reward given for good performance?

(a) Yes (b) No

(c) No Comments

5. Main reason for absence?

(a) Family Problem (b) Dissatisfaction from work

(c) Illness (d) Other reason

6. Do you satisfied with the leave arrangements?

(a) Yes (b) No (c) No Comments

7. Does management take care of your demands?

(a) Yes (b) No (c) No Comments

8. Give Suggestion

_______________________________________________________________

_______________________________________

By ……………………..