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2/48ABSENTEEISM OF EMPLOYEES AT THE SERVICE CO-OPERATIVE BANK LTD Page 2

TABLE OF CONTENT

CHAPTER TITLE PAGE NO

I

ii

iii

iv

v

vi

vii

CERTIFICATE OF THE MENTOR

DECLARATION

ACKNOWLEDGEMENT

LIST OF TABLES

LIST OF FIGURES

I INTRODUCTION

1.1 Introduction to the study1.2 Literature review1.3 Statement of the problem1.4 Objectives of the study1.5 Reason for selection of the topic1.6 Scope of the study1.7 Research methodology1.8 Limitations of the study

II CHAPTER 2

1.1 Profile of the study

III Theoretical perspectives

IV ANALYSIS AND

INTERPRETATION

V FINDINGS

VI COCLUSION

VII SUGGESTIONS AND

RECOMMENDATIONS

VIII LIMITATIONS OF THE STUDY

SCOPE FOR THE FUTHER STUDY

APPENDICES



LIST OF TABLES

Sino TABLE NAMEPage

No

1 Table showing respondents age level

2 Table showing Educational Qualification of the Respondents

3 Table showing respondents experience

4 Table showing number of working days

5 Table showing leave taken in a month

6 Table showing respondents number of working years

7 Table showing respondents on their work load

8 Table showing respondents working hours

9 Table showing respondents management policy

10 Table showing respondents working environment

11 Table showing respondents relationship with supervisor

12 Table showing respondents their leave will affect bank out put

13 Table showing respondents employees skill

14 Table showing respondents salary

15 Table showing respondents compensation provided

16 Table showing respondent existing job

17 Table showing respondent facilities provided by the bank

18 Table showing respondent flexibility and independence

19 Table showing respondent procedure for taking leave

20 Table showing respondent reason for taking leave

21 Table showing respondent absent due to transportation problem



ACKNOWLEDGEMENT

I would like to thank Sri. Arun.k, Academic Coordinator, Amrita School of Arts & Science,

who was guiding the spirit for this project. I use it as it privilege to thank Sri. Rameshan P.P,

senior clerk, The Service Employees Co-operative Bank Ltd for giving me an

opportunity and guidance to do this project in the organization. I express my heart full thanks

all staff and employees who helped me to do the project work in The Service Employees

Co-operative Bank Ltd.

I would like to express my sincere thanks to do this project under the guidance of Mr. Vinod

Kallada (Faculty Guide) Amrita School of Arts & Sciences. I express my sincere thanks to all

the persons who kindly responded to my survey. I would like to express my heartful thanks

to my Parents and friends without their support, Encouragement and suggestion this project

will not become successful.

Above all and thankful to the God almighty who enabled me to complete the work

successfully.

Arjun Remanan



DECLARATION

I do here by declare that this project work entitled Absenteeism of employees in The

Service Co-operative Bank Ltd submitted by me for the partial fulfillment of the

requirement for the award of Bachelor of Business Management (BBM) is a record of my

own research work under the guidance of Sri. Rameshan P.P (Senior clerk) and Project

Mentor Sri. Vinod Kallada, Lecturer, Amrita School of Arts and Science. I certify that the

project is my own work and has not been submitted earlier for the award of any degree or

diploma to any institute or university.

Vaikom Arjun Remanan

AM.AR.U3BBM10148



CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

According to Websters dictionary Absenteeism is the practice or habit of being an

absentee and an absentee is one who habitually stays away from work. Any employee may

stay away from work if he has taken leave to which he is entitled or on ground of sickness or

some accident or without any previous sanction of leave. Thus absence may be authorised

or unauthorised, willful or caused by circumstances beyond ones control. Indeed, as

prevention is better than cure, where such a problem occurs, it is always important to

review recruitment procedures to identify how such individuals came to be employed in the

first place. For any business owner or manager, to cure excessive absenteeism ,it is essential

to find and then eliminate the causes of discontent among team members. If they find

their supervisor or job unpleasant - really unpleasant -they look for legitimate excuses to

stay home and find them with things such as upset stomachs or splitting headaches. Any

effective absentee control program has to locate the causes of discontent and modify those

causes or eliminate them entirely. In other words, if we deal with the real reasons team

members stay home it can become unnecessary for them to stay away. Any investigation

into absenteeism needs to look at the real reasons for it. Sometimes team members call in

sick when they really do not want to go to work. They would not call you up and say, Im

not coming in today because my supervisor abuses me.Or, Im not coming in today

because my chair is uncomfortable.Or, Im not coming in today because the bathrooms

are so filthy, it makes me sick to walk into them.

It is commonly expected that low pay, poor benefits and highworkloads will be the majorcauses of absence. However, in numerous employee surveys absenteeism generally has

been identified as a symptom of low job satisfaction, sub- standard working conditions

and consistent negative and unfair treatment received by first-line supervisors. Many

human resources specialists have found that repetitive, boring jobs coupled with uncaring



supervisors and/or physically unpleasant workplaces are likely to lead workers to make up

excuses for not coming to work. If your team members perceive that your company is in

different to their needs, they are less likely to be motivated, or even to clock on at all. One

way to determine the causes of absenteeism is to question your supervisors about excessive

absenteeism, including what causes it and how to reduce it.

Of course, if your supervisors have made no efforts to get to know the team members in

their respective departments, they may not be able to provide reasons. However, just the

act of questioning may get the ball rolling and signal to your supervisors that

their involvement is important. Once a manager finds the real reasons for absenteeism

there is another important step. Through open communication, you need to change the

team members way of reacting andresponding to discontent. Other problems will no

doubt arise in the future. If the way of responding has not been reviewed, then the same

cycle is likely to start all over again. So often absenteeism problems can be

sheeted back to the supervisor level and to unsatisfactory working conditions. Without

improvement in these areas, you can expect your high rate of absenteeism to continue.



1.2 REVIEW OF LITERATURE

Absenteeism is a habitual pattern of absence from a duty or obligation. An absence refers to

time an employee is not on the job during scheduled working hours, except for a granted

leave of absence, holiday, or vacation time. However, employee absenteeism is not just an

employee issue it is an organizational problem and therefore becomes everyone's

responsibility.

According to Frances Daviesabsenteeism can have an enormous effect on the productivity of

an organization. The average American worker takes six days sick leave a year, and although

this is significantly less than in places such as Europe it is still having a big impact on US

staffing resources and productivity. The loss of productivity due to short/long-term illness,

disability is therefore proving to be a major headache for banks. Effective absence

management programs can be the best remedy for reducing absenteeism.

Every time an employee is absent from work there is a loss of productivity to the

organization, explains Sharon Kaleta, President and CEO of the Disability Management

Employers Coalition (DMEC). One person absent from work may not create a problem, but

several people absent for one or more days can have a significant financial impact to the

organization.

1.2.1 IMPACT OF ABSENTEEISM

There are many forms of absenteeism, ranging from short-term illness, long-term illness,

unauthorized absence and persistent lateness, to other authorized absences such as annual

leave, paternity leave, time off to care for dependents and compassionate leave. Other causes

might also include low morale, stress and poor working conditions, many of which are

preventable.

The effect absenteeism can have on a business can be wide-ranging, but particularly affects

those employees left to pick up the pieces. According to Wayne Wendling, Senior Director of

Research at the International Foundation of Employee Benefit Plans.



The workings of a bank have changed and employees are now much more interconnected

than previously and, as a result, organizations are much more dependent on their

employees.

When someone is absent, the entire web of interaction among employees can be disturbed in

terms of workflows and the availability of information, he explains. Part of that is

overcome as more files are now open to people who can fill in and help with the tasks that

the individual may have been performing. However, there is a definite ripple effect through

the organization when someone is unexpectedly ill. The productivity of others is also being

impacted.

1.2.2 WORKING WELL

There are many measures that an employer can take to help mitigate the rippling effects of

absenteeism on the workforce. Sometimes it really is the little things that make the most

difference. Allowing employees to visit doctors and dentists, health surveillance, health

education and stress management interventions are all good examples. Once they are

measuring absence and then reducing it, they will find that a fitter workforce will perform

better and productivity will increase giving them a competitive edge in any business

environment, enthuses Bawden.

One of the most effective ways to combat absenteeism, however, is to maintain a happy

working environment where people actually enjoy coming to work. Have a workplace that

people love to come to work in and they feel they are doing something meaningful,

Wendling recommends.

Although not always preventable, absenteeism is something that can be mitigated to a certain

degree, and absence management programs can definitely help. Fostering a caring workingenvironment where workers are supported during any illness or disability can only work in

the favor of the bankand ensures that work isnt something for employees to be sick of.

Report Author: ANNE COUGHLAN

Senior Research Executive, IBEC Research and Information Service



1.2.3 IBEC WORKPLACE ABSENCE SURVEY 2004

The report contains data from the IBEC WORKPLACE ABSENCE SURVEY 2004, which

was based on responses received from 557 private sector banks employing 147,000employees.

Absence affects more than just the person who is absent. The absent employees themselves

and their dependants may have a reduced income as a result of absence, besides incurring

possible additional medical expenses. Employers are affected by direct costs such as sick

pay, overtime and staff replacement costs, plus the indirect costs associated with the effects

of absence on, for example, production and quality, management time and the potential loss

of customers. The co-workers of an absent employee may have to work under increased

pressure, in order to meet deadlines.

Many organizations appear to accept a certain level of absence i.e. where a proportion of

their employees are away on any particular day. The recent IBEC study found that over half

of the respondents did not consider they had a problem with absence. However, more than

four out of ten banks in the survey considered their absence levels to be a cause for concern.

As only a portion of absence days are subject to organization control it is important to

determine what portion of employee absence is avoidable.

Employees can feel they have been treated unfairly when they perceive other absent

employees as getting away with it. Absence can also be a symptom of a more serious

underlying problem, such as bullying and/or harassment, communication breakdown, stress,

etc., which could, if not investigated, lead to significant costs to the organization, as well as

causing long-term damage to the employee.



1.3 PROBLEM STATEMENT

Important characteristics of Indian workers are that, they are in the habit of abstaining from

work compared to workers of other countries. The main reasons for absenteeism are

sickness, accidents or transportation . Absenteeism in India is seasonal in character. It is thehighest during March-April-May, when land has to be prepared for monsoon, sowing and

also in harvest season (Sept-Oct) when the rate goes as high as 40%.

Absenteeism directly effects the progress of the country and as such the companies are

facing a downward trend due to recession and all that are involved in the process are to be

looked into. So I have selected this work at THE SERVICE CO-OPERATIVE BANK LTD,

UDHAYANAPURAM to identify the level of employee absenteeism and to facilitate the

company to move in this direction and find some progressive results. Naturally

organizations has to look into these aspects and need to find suitable remedial measures so

that qualitative and quantitative progress can be achieved. In this present study Employee

Absenteeism is analyzed in depth.



1.4 OBJECTIVES OF THE STUDY

The main objective of the study is to find the various studies on absenteeism of man hour and

suggestion to reduce absenteeism.

1. To analyze the master attendance and to find the rate of absenteeism.2. To improve the production level by reducing absenteeism.3. To find the reason for major absenteeism in particular department.4. To suggest controlling tools to reduce absenteeism.5. To find out the reason for avoidable and unavoidable absenteeism.6. To know the types of facilities and welfare activities for the employees benefit.



1.5 REASONS TO CHOOSE THE PROJECT

When I joined the service co-operative bank ltd , I was allotted the project of absenteeism of

employees .

Initially it appeared to me quite a simple project, but as I started working on it then I

understood its real significance. It is often easier for the organizations to make arrangements

to cover staffs, which are going to be off for long periods. However, employees taking odd

days off here and there and there are more problematic ,can have an immediate impact .If

remain unchecked, this type of absence can send out the wrong signals to colleges who, in

some jobs, are likely to have to cover for those absent .If employers fail to take action, a

buggins turn mentality may emerge. Frequent absence may have serious repercussions

where staff are employed in customer-facing roles or employed on production lines. The

impact of absence may be most directly felt and the need to arrange cover at short notice may

be paramount.



1.6 Scope of the study

The development of any organization depends on the regularity of employees. The study isconducted to know the various levels and reasons for absence of employees in an

organization. By looking it, one can adopt corrective measures to decrease irregularities in

the organization, leads to grown.



1.7 RESEARCH METHODOLOGY

A research design is the arrangement of conditions for collection and analysis data in a

manner that aims to combine relevance to the researcher purpose with economy inprocedure". It constitutes the blueprint for the collection, measurement and analysis of data.

As such the design includes an outline of what the researcher will do from writing the

hypothesis and its operational implication to the final analysis of data. To conduct any

research a scientific method must be followed. The universe of study is very large in which it

is difficult to correct information from all the employees. So, the sampling method has been

followed for the study. The analysis is based on primary as well as secondary data. The

Research Design undertaken for the study is Descriptive one. A study, which wants to

portray the characteristics of a group or individuals or situation, is known as Descriptive

study. It is mostly qualitative in nature.

Sample size : 50

1.7.1 TYPES OF DATA COLLECTED

i) Primary Data

Questionnaires are prepared and personal interview was conducted. Most of the questions are

consist of multiple choices. The structured interview method was undertaken. The interview

was conducted in English as well as in Tamil. Proper care was taken to frame the interview

schedule in such a manner it should be easily understood in view of educational level of the

employees. Nearly 30 questions were asked to the employees to check the reason for their

absence.



ii) Secondary Data

Secondary data was collected from Internets, various books, Journals, and Bank Records.

iii) Method of analysis

Percentage analysis with the help of Pie charts.



1.8 LIMITATIONS OF THE STUDY

Even though the studies have conducted properly more there are some limitation occurring

more over bank

i. Time constrain was a major limitation of the studyii. Some of the respondent are not co- operative to fill the answer for the questions.

iii. The study is based upon small population like 50 sample.



CHAPTER 2

INDUSTRY PROFILE

BANKING INDUSTRY

Banking in India originated in the last decades of the 18th century. The first banks were The

General Bank of India, which started in 1786, andBank of Hindustan,which started in 1770;

both are now defunct. The oldest bank in existence in India is theState Bank of India,which

originated in theBank of Calcutta in June 1806, which almost immediately became theBank

of Bengal. This was one of the three presidency banks, the other two being the Bank of

Bombay and theBank of Madras,all three of which were established under charters from the

British East India Bank. For many years the Presidency banks acted as quasi-central banks,

as did their successors. The three banks merged in 1921 to form theImperial Bank of India,

which, upon India's independence, became theState Bank of India in 1955.

Merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a

consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865

and still functioning today, is the oldest Joint Stock bank in India.(Joint Stock Bank: A bank

that issues stock and requires shareholders to be held liable for the bank's debt )It was not the

first though. That honor belongs to the Bank of Upper India, which was established in 1863,

and which survived until 1913, when it failed, with some of its assets and liabilities being

transferred to theAlliance Bank of Shimla.

Foreign banks too started to app, particularly in Calcutta, in the 1860s. The Comptoire

d'Escompte de Parisopened a branch in Calcutta in 1860, and another inBombay in 1862;

branches in Madras and Pondicherry, then a French colony, followed. HSBC established

itself inBengal in 1869. Calcutta was the most active trading port in India, mainly due to the

trade of theBritish Empire,and so became a banking center. The first entirely Indian joint

stock bank was the Oudh Commercial Bank, established in 1881 in Faizabad. It failed in

1958. The next was the Punjab National Bank, established in Lahore in 1895, which has

survived to the present and is now one of the largest banks in India.
http://en.wikipedia.org/w/index.php?title=Bank_of_Hindustan&action=edit&redlink=1http://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Bank_of_Calcuttahttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Allahabad_Bankhttp://en.wikipedia.org/wiki/Alliance_Bank_of_Simlahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1http://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/HSBChttp://en.wikipedia.org/wiki/HSBChttp://en.wikipedia.org/wiki/Bengalhttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Faizabadhttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Punjab_National_Bankhttp://en.wikipedia.org/wiki/Faizabadhttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Bengalhttp://en.wikipedia.org/wiki/HSBChttp://en.wikipedia.org/wiki/Pondicherryhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1http://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Alliance_Bank_of_Simlahttp://en.wikipedia.org/wiki/Allahabad_Bankhttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Calcuttahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/w/index.php?title=Bank_of_Hindustan&action=edit&redlink=1



Around the turn of the 20th Century, the Indian economy was passing through a relative

period of stability. Around five decades had elapsed since theIndian Mutiny,and the social,

industrial and other infrastructure had improved. Indians had established small banks, most

of which served particular ethnic and religious communities. The presidency banks

dominated banking in India but there were also some exchange banks and a number of Indian

joint stock banks. All these banks operated in different segments of the economy. The

exchange banks, mostly owned by Europeans, concentrated on financing foreign trade.

Indian joint stock banks were generally undercapitalized and lacked the experience and

maturity to compete with the presidency and exchange banks. The period between 1906 and

1911, saw the establishment of banks inspired by the Swadeshi movement. The Swadeshi

movement inspired local businessmen and political figures to found banks of and for the

Indian community. A number of banks established then have survived to the present such as

Bank of India,Corporation Bank, Indian Bank,Bank of Baroda,Canara Bank and Central

Bank of India.

The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina

Kannada andUdupi district which were unified earlier and known by the name South Canara

( South Kanara ) district. Four nationalized banks started in this district and also a leading

private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of

Indian Banking". During the First World War (19141918) through the end of the Second

World War (19391945), and two years thereafter until the independence of India were

challenging for Indian banking. The years of the First World War were turbulent, and it took

its toll with banks simply collapsing despite theIndian economy gaining indirect boost due to

war-related economic activities.

COMPANY PROFILE

The Service Co-operative Bank Ltd. No.1321 is situated at Vaikom. The bank was

established on 17-10-1966 and started functioning from 16-11-1966. The 1st president of this

bank was Sri.C.S.Narayanan and Sri.K.Viswanathan Pillai was the secretary. The managing

committee comprised of nine members including one govt, nominee. The bank was

constituted with 25 members.
http://en.wikipedia.org/wiki/Indian_rebellion_of_1857http://en.wikipedia.org/wiki/Joint_stock_companyhttp://en.wikipedia.org/wiki/Bank_of_Indiahttp://en.wikipedia.org/wiki/Corporation_Bankhttp://en.wikipedia.org/wiki/Indian_Bankhttp://en.wikipedia.org/wiki/Bank_of_Barodahttp://en.wikipedia.org/wiki/Canara_Bankhttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Udupi_districthttp://en.wikipedia.org/wiki/First_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/First_World_Warhttp://en.wikipedia.org/wiki/Udupi_districthttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Central_Bank_of_Indiahttp://en.wikipedia.org/wiki/Canara_Bankhttp://en.wikipedia.org/wiki/Bank_of_Barodahttp://en.wikipedia.org/wiki/Indian_Bankhttp://en.wikipedia.org/wiki/Corporation_Bankhttp://en.wikipedia.org/wiki/Bank_of_Indiahttp://en.wikipedia.org/wiki/Joint_stock_companyhttp://en.wikipedia.org/wiki/Indian_rebellion_of_1857



CHAPTER 3

THEORETICAL PERSPECTIVES

Absenteeism is a habitual pattern of absence from a duty or obligation. Traditionally,

absenteeism has been viewed as an indicator of poor individual performance, as well as a

breach of an implicit contract between employee and employer; it was seen as a management

problem, and framed in economic or quasi-economic terms. More recent scholarship seeks to

understand absenteeism as an indicator of psychological, medical, or social adjustment to

work.

High absenteeism in the workplace may be indicative of poor morale, but absences can also

be caused by workplace hazards or sick building syndrome. Many employers use statistics

such as the Bradford factor that do not distinguish between genuine illness and absence for

inappropriate reasons.

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

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". According to Nelson & Quick (2008) people who are dissatisfied with

their jobs are absent more frequently. They went on to say that the type of dissatisfaction that

most often leads employees to miss work is dissatisfaction with the work itself.

The psychological model that discusses this is the "withdrawal model", which assumes that

absenteeism represents individual withdrawal from dissatisfying working conditions. This

finds empirical support in a negative association between absence and job satisfaction,

especially satisfaction with the work itself.

Medical-based understanding of absenteeism find support in research that links absenteeism

with smoking, problem drinking, low back pain, and migraines. Absence ascribed to medical



causes is often still, at least in part, voluntary. Research shows that over one trillion dollars is

lost annually due to productivity shortages as a result of medical-related absenteeism, and

that increased focus on preventative wellness could reduce these costs. The line between

psychological and medical causation is blurry, given that there are positive links between

both work stress and depression and absenteeism. Depressive tendencies may lie behind

some of the absence ascribed to poor physical health, as with adoption of a "culturally

approved sick role". This places the adjective "sickness" before the word "absence", and

carries a burden of more proof than is usually offered.

Evidence indicates that absence is generally viewed as "mildly deviant workplace behavior".

For example, people tend to hold negative stereotypes of absentees, under report their own

absenteeism, and believe their own attendance record is better than that of their peers.

Negative attributions about absence then bring about three outcomes: the behavior is open to

social control, sensitive to social context, and is a potential source of workplace conflict.

Thomas suggests that there tends to be a higher level of stress with people who work with or

interact with a narcissist, which in turn increases absenteeism and staff turnover.



CHAPTER-4

ANALYSIS AND INTREPRETATION



4.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 4.1.1

RESPONDENT BASED ON AGE LEVEL

Age No. of Respondents Percentage

18-25 04 08

26-35 18 36

36-45 22 44

Above 45 06 12

Total 50 100

FIG 4.1.1

Inference:

The above table infers that, 08 % belongs to the age group of 18-25 years, 36 % belongs to

the age group of 26-35 years, 44 % belongs to the age group of 36-45 years and 12 %

belongs to the age group of above 45 year.

4

36

44

12

Respondent based on Age Level

18-25

26-35

36-45

Above 45



TABLE 4.1.3

RESPONDENTS BASED ON THEIR EXPERIENCE

S.No Experience No. of Respondents Percentage

1 Below2years 11 22

2 3-5 years 07 14

3 Above 5 years 32 64

Total 50 100

FIG-4.1.3

Inference:

The above table infers that22 % to below 2 years; 14 % belongs to 3-5years, 64 %belongs

to above 5 years.

22

1464

RESPONDENTS BASED ON THEIR

EXPERIENCE

Below 2 yrs

3-5 yrs

Above 5 yrs



TABLE 4.1.4

RESPONDENTS BASED ON THEIR NUMBER OF WORKING DAYS

S.No Working Days No. of Respondents Percentage

1 20-22 10 20

2 23 -25 15 30

3 25-28 22 44

4 29-31 03 06

Total 50 100

FIG 4.1.4

Inference:

The above table infers that 20 % belongs to 20-22 days, 30 % belongs to 23-25 days,

44%belongs to 25- 28days, and 06 % belong to above 29-31 days.

20

30

44

6

RESPONDENTS BASED ON THEIR NUMBER OF

WORKING DAYS

20-22

23-25

25-28

29-31



TABLE 4.1.5

Respondents Based On Their Leave In a Month

S.No Taken leave in month No. of Respondents Percentage

1 0 10 20

2 1 -5 23 46

3 6-10 04 08

4 10-15 10 20

5 16-20 03 06

Total 50 100

.FIG 4.1.5

Inference:

The above table infers that 20 %belongs to 0 days, 46 % belongs to 1-5days, 08 % belongs to

6-10 days, 20 %belongs to 10-15days, and 06% belongs to 16-20 days.

20

46

8

20

6

Respondents Based On Their Leave In a

Month

0 days

1-5 days

6-10 days

10-15 days

16-20 days



TABLE 4.1.6

RESPONDENTS BASED ON THEIR NUMBER OF WORKING YEARS

IN THE BANK

S.No WORKING YEARS No. of Respondents Percentage

1



TABLE 4.1.7

RESPONDENTS BASED ON THEIR WORK LOAD

S.No Work load No. of Respondents Percentage

1 Highly satisfied 04 08

2 Satisfied 03 06

3 Neutral 13 26

4 Dissatisfied 25 50

5 Highly Dissatisfied 05 10

Total 50 100

FIG 4.1.7

Inference:

The above table infers that 08 % belongs to highly satisfied, 06 % belongs to satisfied26%

belongs to neutral, 50 % belongs to dissatisfied and10% belongs to highly dissatisfied.

8

6

26

50

10

RESPONDENTS BASED ON THEIR WORK LOAD

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.8

RESPONDENTS BASED ON THEIR WORKING HOURS

S.No Working Hours No. of Respondents Percentage


2 Satisfied 12 24

3 Neutral 05 10



Total 50 100

FIG 4.1.8

Inference:

The above table infers that,20 %belongs to highly satisfied, 24 % belongs to satisfied,

10%belongs to neutral, 26 %belongs to dissatisfied and 20% belongs to highly dissatisfied.

20

2410

26

RESPONDENTS BASED ON THEIR WORKING

HOURS

Highly satisfied

Satisfied

Neutral

Dissatisfied



TABLE 4.1.9

RESPONDENTS BASED ON THEIR MANAGEMENT POLICY

S.No Management policy No. of Respondents Percentage


2 Satisfied 10 20

3 Neutral 05 10



Total 50 100

FIG 4.1.9

Inference:

The above table infers that 40 % belongs to highly satisfied, 20 %belongs to satisfied

10%belongs to neutral, 20 % belongs to dissatisfied and 10% belongs to highly dissatisfied.

40

20

10

20


MANAGEMENT POLICY

Highly satisfied

Satisfied

Neutral

Dissatisfied



TABLE 4.1.10

RESPONDENTS BASED ON THEIR WORKING ENVIRONMENT

S.No Working environment No. of Respondents Percentage


2 Satisfied 10 20

3 Neutral 04 08



Total 50 100

FIG 4.1.10

Inference:

The above table infers that 46 % belongs to highly satisfied, 20 %belongs to satisfied,

08 % belongs to neutral, 10 % belongs to dissatisfied and 06%belongs to highly dissatisfied.

56

20

8

10

6

RESPONDENTS BASED ON THEIR WORKING

ENVIRONMENT

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.11

RESPONDENTS BASED ON THEIR RELATIONSHIP WITH THEIR

SUPERVISOR

S.No Relationship with their

supervisor

No. of Respondents Percentage


2 Satisfied 05 10

3 Neutral 10 20



Total 50 100

FIG 4.1.11

Inference:

The above table infers that 04 % belongs to highly satisfied, 10 %belongs to satisfied, 20 %

belongs to neutral,40 %belongs to dissatisfied and 26% belongs to highly dissatisfied.

410

20

40

26


RELATIONSHIP WITH THEIR SUPERVISOR

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.12

RESPONDENTS BASED ON THEIR LEAVE AFFECTING THEIR

BANK OUTPUT

S.No Leave affect bank No. of Respondents Percentage

1 Yes 39 78

2 No 11 22

Total 50 100

FIG 4.1.12

Inference:

The above table infers that 78 % says yes, 22 % says no.

78

22

RESPONDENTS BASED ON THEIR LEAVE

AFFECTING THEIR BANK OUTPUT

Yes

No



TABLE 4.1.13

RESPONDENTS BASED ON THEIR EMPLOYEES SKILL

S.No Employee skill No. of Respondents Percentage

1 Good 35 70

2 Fair 10 20

3 Poor 05 10

Total 50 100

FIG 4.1.13

Inference:

The above table infers that 70 % belongs to Good, 2 0%belongs to Fair and 10% belongs to

Poor.

70

20

10

RESPONDENTS BASED ON THEIR EMPLOYEES

SKILL

Good

Fair

Poor



TABLE 4.1.14

RESPONDENTS BASED ON THEIR SALARY PAID

S.No Salary paid No. of Respondents Percentage

1 Sufficient 20 40

2 In sufficient 10 20

3Neutral

05 10

4ModeratelyInsufficient 15 30

Total 50 100

FIG 4.1.14

Inference:

The above table infers that 40 % belongs to Sufficient, 20 % belongs to Insufficient,

10%belongs to Neutral and 30% belongs to moderately insufficient.

40

20

10

30

RESPONDENTS BASED ON THEIR SALARY

PAID

Sufficient

In sufficient

Neutral

Moderately Insufficient



TABLE 4.1.15

RESPONDENTS BASED ON THEIR COMPENSATION PROVIDED

S.No Compensation provided No. of Respondents Percentage


2 Satisfied 04 08

3 Neutral 10 20



Total 50 100

FIG 4.1.15

Inference:

The above table infers that 06 % belongs to highly satisfied, 08 %belongs to satisfied, 20 %

belongs to neutral, 54 %belongs to dissatisfied and 12% belongs to highly dissatisfied.

68

20

54

12


COMPENSATION PROVIDED

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.16

RESPONDENTS BASED ON THEIR EXISTING JOB

S.No Existing job No. of Respondents Percentage


2 Satisfied 04 08

3 Neutral 10 20



Total

50

100

FIG 4.1.16

Inference:

The above table infers that 06 %belongs to highly satisfied, 08 % belongs to satisfied,

20%belongs to neutral,54 % belongs to dissatisfied and12% belongs to highly dissatisfied.

6

8

20

54

12

RESPONDENTS BASED ON THEIR EXISTING

JOB

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.17

RESPONDENTS BASED ON THEIR FACILITIES PROVIDED BY THE

BANK

S.No Facilities provide by the bank No. of Respondents Percentage


2 Satisfied 23 46

3 Neutral 12 24



Total 50 100

FIG 4.1.17

Inference:

The above table infers that 14 %belongs to highly satisfied, 46% belongs to satisfied,

24%belongs to neutral l2 % belongs to dissatisfied and 4% belongs to highly dissatisfied.

14

46

24

12

4

RESPONDENTS BASED ON THEIR FACILITIES

PROVIDED BY THE BANK

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied



TABLE 4.1.18

RESPONDENTS BASED ON THEIR FLEXIBILITY AND

INDEPENDENCE

S.No Flexibility & independence No. of Respondents Percentage


2 Satisfied 04 08

3 Neutral 31 62



Total 50 100

FIG 4.1.18

Inference:

The above table infers that 10 % belongs to highly satisfied, 08% belongs to satisfied,

62%belongs to neutral, 12 % belong to dissatisfied and 08% belongs to highly dissatisfied.

62

12

8

10

RESPONDENTS BASED ON THEIR FLEXIBILITY

AND INDEPENDENCE

Neutral

Dissatisfied

Highly Dissatisfied

Highly satisfied



TABLE 4.1.19

RESPONDENTS BASED ON THEIR PROCEDURE FOR TAKING

LEAVE

S.No Procedure for taking leave No. of Respondents Percentage

1 Giving a Leave Letter 39 78

2 Not Giving a Leave Letter 04 08

3 Asking Permission 07 14

4 No Leave 0 0

Total 50 100

FIG 4.1.19

Inference:

The above table infers that 78 % belongs to giving a leave letter; 08 % belongs to not giving

leave letter 14%belongs to asking permission and 0 % belongs to no leave.

78

8

14

0

RESPONDENTS BASED ON THEIR PROCEDURE

FOR TAKING LEAVE

Giving a Leave Letter

Not Giving a Leave Letter

Asking Permission

No Leave


41/48



TABLE 4.1.21

RESPONDENTS BASED ON THEIR ABSENT DUE TO

TRANSPORTATION PROBLEM

S.No Absent due to transportation

problem

No. of Respondents Percentage

1 In Some cases 23 46

2 Often 05 10

3 Rare 12 24

4 Not at All 10 20

Total 50 100

FIG 4.1.21

.

Inference:

The above table infers that, 46 %belongs to in some cases, 10% belongs to often,

24%belongs to rare and, 20 %belongs to not at all.

46

10

24

20

RESPONDENTS BASED ON THEIR ABSENT

DUE TO TRANSPORTATION PROBLEM

In Some cases

Often

Rare

Not at All



TABLE 4.1.22

RESPONDENTS BASED ON THEIR EXPECTED FACILITIES

NEEDED

S.No Expected facilities needed No. of Respondents Percentage

1 MedicalFacilities

11 22

2 Transport Facilities 30 60

3 Others 09 18

Total 50 100

FIG 4.1.22

Inference:

The above table infers that 22 %belongs to medical facilities, 60 %t belongs to transport

facilities and 18 %belongs to others.

22

60

18

RESPONDENTS BASED ON THEIR EXPECTED

FACILITIES NEEDED

Medical Facilities

Transport Facilities

Others



CHAPTER-5

FINDINGS OF THE STUDY

1. The age group of employees from group of 36-45years is 44%.2. The Experience of the employee from above 5 years is 64%.3. 44% of employees were present during 25-28 working days.4. 45% of employees took 1-5 days leave in a month on an average.5. The employees who worked for less than 10 years is 60%.6. 50% employees responded that they are dissatisfied with the work load.7. 26% of employees responded that they are dissatisfied with the working hours.8. 40% of the employees are highly satisfied with management policy.9.

46% of the employees are highly satisfied with the work environment.

10.About 40% are dissatisfied with their Supervisor.11.The absenteeism will affect the bank output at 78%.12.The employee skills in the work are good at 70%.13.40% were dissatisfied with compensation provided at the time of absent.14.34% employees are satisfied with their existing job.15.46% were satisfied with facilities provided by the bank.16.The flexibility and independence of work is neutral to 62%.17.78% of the employees were giving a leave letter and taking a leave.18.40% of the employees are absent due to Health problems.19.46% were absent due to transportation problem.20.60% of the respondents say that they need transport facilities.



CHAPTER 6

CONCLUSION

The study is carried out to determine the level of employees absenteeism in THE SERVICE

CO- OPERATIVE BANK LTD; No1321

Even though bank is providing with sufficient facilities to the employees to an extent. The

Bank may provide some more facilities like proper ventilation, medical facilities transport

facilities and welfare actives which would reduce absenteeism and enhances the employees

to work more efficiently and effectively for achieving the organizational objectives.



CHAPTER 7

SUGGESTIONS AND RECOMMENDATION

i. In order to minimize the rate of absenteeism the bank could take care of employeeshealth

Introducing attendance management programme.

ii. I suggest that by taking disciplinary action which will minimize absenteeism.iii. Introducing medical facilities for employees and employees family member.iv. Providing transport facilities for all employeesv. Motivating the employee by monetary and non monetary awards for those who are

completed 100% attendance.vi. To improve safety awareness among employee by educating them on health aspects

conducting safety work shop and to reduce noise pollution in few department.



BIBLIOGRAPHY

BOOKS:

i) Kothari,C.R.Research Methodology-Methods and Techniques,New Age

international (P) Ltd publishers,New Delhi, secound edition,2004.

ii) Reddy and RaoAbsenteeism in India,Deep publication New Delhi.

iii) Aswathappa.KHuman Resource and Personnel Management,Tata Mc

Graw Hill,New Delhi,1999.

WEBSITES:

i. www.google.comii. www.wikepidia.comiii. www.absenteeism.com
http://www.wikepidia.com/http://www.wikepidia.com/


48/48

The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina

Kannada andUdupi district which were unified earlier and known by the name South Canara

( South Kanara ) district. Four nationalized banks started in this district and also a leading

private sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of

Indian Banking". During the First World War (19141918) through the end of the Second

World War (19391945), and two years thereafter until the independence of India were

challenging for Indian banking. The years of the First World War were turbulent, and it took

its toll with banks simply collapsing despite theIndian economy gaining indirect boost due to

war-related economic activities.

COMPANY PROFILE

The Service Co-operative Bank Ltd. No.1321 is situated at Vaikom. The bank was

established on 17-10-1966 and started functioning from 16-11-1966. The 1st president of this

bank was Sri.C.S.Narayanan and Sri.K.Viswanathan Pillai was the secretary. The managing

committee comprised of nine members including one govt, nominee. The bank was

constituted with 25 members.
http://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Udupi_districthttp://en.wikipedia.org/wiki/First_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/First_World_Warhttp://en.wikipedia.org/wiki/Udupi_districthttp://en.wikipedia.org/wiki/Dakshina_Kannadahttp://en.wikipedia.org/wiki/Dakshina_Kannada

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