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CONTENTS

S.NO PARTICULARS PAGE NO

LIST OF TABLES

LIST OF FIGURES

1 INTRODUCTION 1-8

Problem identification 16

Scope of the study 16

Need of the study 16

Review of literature 17-19

2 COMPANY PROFILE 9-15

3 RESEARCH DESIGN 20-21

4 DATA ANALYSIS AND INTERPRETATION 51-62

5 FINDINGS

SUGGESTION

CONCLUSION

APPENDICES

(1)QUESTIONNAIRE 66 -70

(2)BIBLIOGRAPHY 71
LIST OF TABLES
S.NO PARTICULARS PAGE NO
1.1 Table represent about respondent age 22
1.2 Table represent about respondent marital status. 23
1.3 Table represent about respondent monthly income. 24
1.4 Table represent about respondent cadre 25
1.5 Table represent bout respondent experience 26
1.6 Table represent about respondent reason for leave 27
1.7 Table represent about working conditions of employees 28
1.8 Table represent about medical provisions provided for the 29
employees
1.9 Table represent about welfare facilities provided for the 30
employees
1.10 Table represent about leave facilities provide for the 31
employees
1.11 Table represent about communication system followed in 32
the company
1.12 Table represent employee opinion about salaries 33
1.13 Table represent about work monotonous 34
1.14 Table represent about appreciation or rewards received by 35
the employees
1.15 Tale represent employee satisfaction about current work 36
1.16 Table represent about employee and co-workers relationship 37
1.17 Table represent about employee and supervisors relationship 38
1.18 Table represent about work pressure of employees 39
1.19 Table represent about possibilities of employees to get leave 40
1.20 Table represent about leave taken by employees 41
1.21 Table represent employees awareness about leave facilities 42
1.22 Table represent about motivation factors of employees to 43
attend work regularly
1.23 Table represent about absenteeism management in 44
organization
1.24 Table represent about the employee opinion to reduce 45
absenteeism
1.25 Table represent about the impact of compulsory leave in 46
work life balance

S.NO PARTICULARS PAGE NO


1.26 Table represent the analysis about compulsory leave as
motivation factor

1.27 Table represent about the chi-square test for age and reason 48
for leave
1.28 Table represent about the chi-square test for cadre and wage 48
are salary
1.29 Table represent about the chi-square test for cadre and work 50
monotonous
1.30 Table represent about the T- test for co-workers relationship 51
and supervisor relationship
1.31 Table represent about the chi-square test for cadre and work 52
pressure
1.32 Table represent about the chi-square test for cadre and 53
possibility of employees to get leave
1.33 Table represent about the chi-square test for age and leave 54
availed often
1.34 Table represent about correlation for appreciation or 55
rewards and current work

LIST OF CHARTS
S.NO PARTICULARS PAGE NO
1.1 Chart represent about respondent age 22
1.2 Chart represent about respondent marital status. 23
1.3 Chart represent about respondent monthly income. 24
1.4 Chart represent about respondent cadre 25
1.5 Chart represent bout respondent experience 26
1.6 Chart represent about respondent reason for leave 27
1.7 Chart represent about working conditions of employees 28
1.8 Chart represent about medical provisions provided for the 29
employees
1.9 Chart represent about welfare facilities provided for the 30
employees
1.10 Chart represent about leave facilities provide for the 31
employees
1.11 Chart represent about communication system followed in 32
the company
1.12 Chart represent employee opinion about salaries 33
1.13 Chart represent about work monotonous 34
1.14 Chart represent about appreciation or rewards received by 35
the employees
1.15 Chart represent employee satisfaction about current work 36
1.16 Chart represent about employee and co-workers relationship 37
1.17 Chart represent about employee and supervisors 38
relationship
1.18 Chart represent about work pressure of employees 39
1.19 Chart represent about possibilities of employees to get leave 40
1.20 Chart represent about leave taken by employees 41
1.21 Chart represent employees awareness about leave facilities 42
1.22 Chart represent about motivation factors of employees to 43
attend work regularly
1.23 Chart represent about absenteeism management in 44
organization
1.24 Chart represent about the employee opinion to reduce 45
absenteeism
1.25 Chart represent about the impact of compulsory leave in 46
work life balance
1.26 Chart represent the analysis about compulsory leave as 47
motivation factor
ABSTRACT

The term absence refers to all ‘stay away’ from work whether authorized absence.
Absenteeism affects the organization productivity and morale. So each and every
organization should concentrate about absenteeism.

In this view point I did my project on absenteeism management in Hyundai


Motors India Limited. To find out the employees unauthorized absence in HMI. Because
in the 2000 employees the company affected by the absenteeism especially unauthorized
absence of employee,, even though they provide 5% leave facilities for the employees in
a year.

In my study I found out thus the dissatisfaction in their current work is mainly
leads to unauthorized absence. So I analyses about the factors which is may be leads the
employee’s dissatisfaction in their work, by this analysis the company has able to reduce
the unauthorized absence, it helps to increase the effectiveness in production and also it
helps to reduce the dissatisfaction of employee in their current work.

A study considering as descriptive study, the data are collected from the
employees of HYUNDAI MOTORS INDIA LIMITED. The sample size is taken for this
study is 138 and stratified sampling method is followed for selecting a sample .the data
are collected through a questionnaire. The statistical tools like percentage analysis, chi-
square test, correlation, T- test and ANNOVA are used for analyzing the data.

The major finding is job factor, which affect the organization poorly. The
suggestion is based on the findings.

CHAPTER-1
A STUDY ON ABSETEEISM MANAGEMENT.

1.1 INTRODUCTION:
Absenteeism is a serious problem for a management because it involves
heavy additional expenses. Reserves and understudies are kept in readiness to take the
place of the absentees, failing which the overhead cost of idle equipment has to be faced.
Industrial employees do not usually ask for leave of absence in advance or
even give notice during their absence as to how long they would be away. The
management is generally uncertain about the probable duration of an employee’s absence
and cannot take appropriate measures to fill the gap.
For this reason to find out the causes of absenteeism in Hyundai motors
India limited I analyze the following causes,
o Serious accidents and illness.
o Low morale.
o Poor working conditions.
o Boredom on the job.
o Lack of job satisfaction.
o Poor supervision.
o Excessive work.
1.2 DEFINITION OF ABSETEEISM:
Absenteeism is the failure of employees to report for work when they are
scheduled to work. Employees who are away from work on recognized holidays,
vacations, approved leaves of absence, or approved leaves of absence would not be
included”
According to labour Bureau, simla,”absenteeism is the total man shifts lost
because of absences as a percentage of the total number of man shifts scheduled to work.
According to Webster dictionary,” absenteeism is the practice or habit of
‘absentee’, and an ‘absentee’ is one who habitually stays away”

1.3 WORK AND ABSENTEEISM:


Absenteeism is understood as unauthorized absence from work. Stated
differently, it amounts to absenteeism when an employee is scheduled to work but fails to
report for duty.
Algebraically, absenteeism is calculated thus:
Number of persons-days lost*100
Average number of persons*
Number of working days absenteeism obviously reduces the number of
employees available for work. If the absenteeism rate is four percent. Only 96 out
of 100 people available for work. The effect of absenteeism on the future supply
of labour should be allowed for, and trends in absenteeism should be analyzed to
trace causes prescribe remedial actions.
1.4 PROBLEM IDENTIFICATION;

o Absenteeism is the problem for every organization and business. It creates


cost and productivity problem, puts an unfair burden of employees who
show up for work, ultimately hinders customer satisfaction, and drains the
country’s economy.
o It has the problem of bottlenecks in work environment.
o Unauthorized or unscheduled absenteeism is a problem for organization or
business. It creates cost and productivity problems, puts an unfair burden
on the majority of employees who show up for work

1.5 NEED OF THE STUDY:

o By reducing the absenteeism it needs to increase the production level of


the company.
o Employee is the back born of the industry without them they can not get
profit .so the study of employee absenteeism is needed.
o To identify what are the reason for obtain employee absence.

1.6 SCOPE OF THE STUDY:

o It helps to reduce the absenteeism and to earn profit by the increase in


manpower.
o It is benefited to improve the production of products and
o To reduce the bottlenecks in the planning and production.
o By reducing absenteeism the employees are satisfied in their work job.
o It reduces the cost and productivity problem, reduce the burden of
employees, increase customer satisfaction and improve the country’s
economy.

1.7 REVIEW OF LITERATURE


1.7.1 Managing Absenteeism for Greater Productivity

Author - Mona Buschak, Christa Craven, Robert, Ledman; Journal -SAM


Advanced Management Journal Volume- 61, 1996

This paper reviews the literature related to absenteeism and suggests how
managers can improve their absenteeism rate and, as a result, improve productivity. At
least 50% of all employee absenteeism is not caused by bona fide illness or other
acceptable reason. Absenteeism is higher in manufacturing environments than in other
areas and is a bigger problem among blue-collar workers than white-collar. Absenteeism
is higher in union settings than in nonunion settings. Single persons are typically absent
more than married.

1.7.2 Teacher Absenteeism in Secondary Education;

Educational Administration Quarterly, Author - K. Dow Scott, James C.


Wimbush Volume- 27, No. 4, 506-529 (1991) DOI: 10.1177/0013161X91027004004

Teacher absenteeism is a serious problem for school systems. Using an existing


model of attendance behavior as a guide, attitudinal, demographic and absenteeism data
from 265 secondary teachers were examined. Canonical correlation analysis revealed
that absenteeism among teachers was significantly related to distance to work, gender,
job involvement, and overall job satisfaction.

1.7.3 Exit-voice and employee absenteeism: A critique of the industrial relations


literature

Journal-Employee Responsibilities and Rights Journal Publisher- Springer


Netherlands Issue -Volume 9, DOI -10.1007/BF02622252 Pages -102 Subject
Collection-Law Springer Link Date-Friday, May 04, 2007 Author-Andrew A. Luchak1
and Ian R. Gellatly2

1. Faculty of Business Administration, Memorial University of Newfoundland, A1B


3X5 St. John’s, Newfoundland, Canada
2. Faculty of Management, The University of Lethbridge, T1K 3M4 Lethbridge,
Alberta, Canada

Industrial relations research that has examined the effects of collective voice on
employee absenteeism through traditional exit-voice analyses suffers from a number of
important theoretical and empirical limitations. The research is limited theoretically in
that the framework used cannot discretely classify absenteeism as a form of either exit or
voice.
This inability reflects a larger problem with the exit-voice framework’s lack of
adequate attention to the conditions under which collective voice mechanisms fail and the
consequences of such failure for the behavior of industrial relations actors. Exit-voice
studies of absenteeism have important methodological problems, particularly in the way
absenteeism and voice criteria have been operational
zed. These
defects in the literature can be addressed through the integration of behavioral theory and
research on such topics as absenteeism, exit, voice, loyalty and neglect, and the literature
on organizational justice.

1.7.4 PRESENTEEISM;

A CAMOUFIAGED PRODUCTIVITY HAMPER AUTHOR - Cary cooper


JOURNAL -HRM Review, The Icfai University of Chennai. DATE OF ISSUE-March
2009
Employers all over the world are concerned about increasing the productivity in
their organizations but “presenteeism” shatters the employers’ dream of achieving
maximum profit through productivity. This article explores in detail the reasons for
presnteeism and how to win presenteeism.

Presnteeism speaks about an employee coming to the organization with problems


like coughing, sneezing, chronic back pain, etc. It is opposite to absenteeism, where in an
employee intentionally absents himself /herself from work. Cary cooper coined the
following reasons for presenteeism.

• Perfect attendance; employees want to maintain perfect attendance which later


helps them in promotion and salary hike during the performance appraisal
process. Employees are more concerned about their salary and do not want to
miss a fat pay just by staying at home because of cold or milled fever.
• Employees do not get paid for sick days. Employers feel that paying an employee
who is on leave due to some physical illness is a loss.
• Sense of responsibility; this allows the employees not to sit at home and take rest.
Project managers or team leaders mostly feel that they have to be present at their
workplace despite feeling sick because someone will be in need of their help or
guidance. Employees also feel that there is no one to cover their workload.
• Concern about job security; it plays a vital role in prsnteeism.An employee who
often takes a sick day might naturally lose his/her career advancement.
• When an employee is sick, he/she feels that they have a lot of pending work to be
finished and that they take, the fewer are there vacation days. vacation days are
the most important to any employee working eight hours a day and six hours a
week as he /she can spend this vacation time with his/her family.
CHAPTER-2

2.1 PROFILE OF THE COMPANY:

2.1.1Hyundai Motors India Limited

HYUNDAI CEO & CHAIRMAN-Mong-Koo Chung.

Hyundai Motor is a South Korea based car maker, placed sixth among the
automobile makers in the world. Hyundai Motor India Limited (HMIL), its subsidiary, is
the second largest and manufacturer in India. Some popular brands of Hyundai are
Santro, Getz, Accent, Elantra, Sonata Embera and Tuscon are the most successful brands
of HMIL. For incorporating sustainable environment management practices, the company
has been granted an ISO 14001 certification.

Hyundai Motor India Limited

"Drive your way"

Country South Korea


Year of Establishment 1967
Retail Finance Partners HDFC Bank, ICICI Bank, Mahindra Finance, Punjab National Bank, Su

2.1.2 ABOUT THE COMPANY:

Hyundai Motor Company (HMC), which came into being in 1967, is a division of
Hyundai Kia Automotive Group, headquartered at Seoul, the capital of South Korea. The
company operates the world's largest integrated automobile manufacturing facility at
Ulsan in South Korea.

Hyundai Motor India Limited (HMIL), its wholly owned subsidiary in India, is
the second largest car manufacturer in India.

2.1.3 HYUNDAY MOTOR INDIA -PRODUCTS

• Hyundai Accent - Set with improved engine machinery, high-tech design and
security features, Hyundai Accent spells style, opulence, control and top
performance.
• Hyundai Tucson - 60,000-mile basic guarantee, multipurpose interior, revamped
2005 Kia Sportage, five doors, etc are some of the features that Hyundai Tucson
boast of. A compact intersect SUV, Tucson can be altered between two-wheeled
drive and four-wheeled drive.
• Hyundai Elantra - India's foremost Luxury Sedan, Hyundai Elantra takes pride
of its stylish exteriors and lustrous design. The technical specifications of the car
includes Traction Control system, Automatic and improved Brake Force and self
regulating suspension system.
• Hyundai Sonata Embera: A fifth generation Sonata car, Hyundai Sonata
Embera is efficient, chic and has an advanced suspension system. The car is
famous for its superb pick-up and speed.
• Hyundai Getz - recognized for its European appeal, Hyundai Getz is an
amalgamation of comfort, expertise and functionality.
• Hyundai Verna: Made of contemporary, stylish and sparkling surface, Hyundai
Verna is displays grace and flamboyance. Sporty yet luxurious, Verna is rated
high in performance level.
• Hyundai Santro Xing: Recognized for its power competence and consistency,
Hyundai Santro Xing, is an improved version of Hyundai Santro that comes with
added characteristics for Indian families.
• Hyundai Terracan: Grandiose and tough, Hyundai Terracan 2.9CRDT is
designed to glide off-road. An indisputably impressive car it can be switched
between two-wheeled drive and four-wheeled drive.

SEGMENT AND BRANDS LATEST UPDATES ON HYUNDAI


• ACCENT • HISTORY OF HYUNDAI
• ELANTRA HYUNDAI-SERIES
I -10

I -20

I -30

• GETZ
HYUNDAI I10 KAPPA
• HYUNDAI I10 HYUNDAI I20

• HYUNDAI I20
• SANTRO XING HYUNDAI I10 DIESEL VARIANT
• SONATA EMBERA HYUNDAI I30 NEW
• HYUNDAI VERNA HYUNDAI GENESIS COUPE
• TUCSON
• HYUNDAI SANTA FE NEW

2.1.4 History of Hyundai

Hyundai Motor Company is a Korean automaker, headquartered in Seoul, South


Korea. A Korean word which stands for “modernity”, Hyundai Motor is a division of the
Hyundai Kia Automotive Group that manages Kia Motors as well.
The company’s slogan reads as “DRIVE YOUR WAY”, while the logo is a
slanted, stylized “H”, symbolizing the company shaking hands with its customer. A
relative newcomer to the automobile industry, Hyundai has, nonetheless, grown to
become one of the world’s largest car makers in just over three decades. Though there
had been numerous obstacles, the company overcame all the odds and earned global
recognition for the advanced technology and excellent quality.

The company has been continuously pressing ahead to achieve its goals of
ranking amongst the world’s elite automakers. Read on further to know some interesting
and amazing information on the history, origin and background of Hyundai.

Interesting & Amazing Information on Origin & Background Of Hyundai

Hyundai Motor Company was founded by Chung Ju-Yung in 1947, as


Hyundai Engineering and Constructions Company. The company was later established as
Hyundai Motor Company in 1967.

Cortina was the first model released by Hyundai, in collaboration


WITH FORD M OTOR C OMPANY , in 1968.

In 1975, Hyundai launched its first domestic car, Pony, which was
powered by Japan’s Mitsubishi engines. The company started exporting cars to Ecuador,
in the following year and then followed with exports to the Benelux countries (Belgium,
Netherlands and Luxemburg).

Pony was exported to Canada also where it surpassed expectations and


became the top-selling car in the Canadian market.

Hyundai entered the United States in 1986, with its subcompact Excel.
The car was an immediate hit with more than 100,000 Excels being sold in just seven
months.

The model was adjudged as the “Best Product #10” by Fortune


magazine, due to its supreme affordability. The year 1988 was a big turnover for
Hyundai, as it started producing cars with its own technology, the first being midsize
Sonata. However, Hyundai’s nascent image was tarnished due to the vehicles’ poor
durability and reliability.

Sales dropped drastically resulting in its disappearance from the


American market, in the 1990s. The company, then, invested heavily in new product
designs and improved the overall quality and reliability of the cars.

Hyundai Motors India Limited was established in 1996 in


Irrungattukotai near Chennai with an assembly plant as well. In 1999, the ownership was
transferred to Chung Ju-Yung’s son, Chung Mong Koo. Hyundai bought Kia Motors in
1998 and two years later partnered with Daimler Chrysler to create the Daimler-Hyundai
Truck Corporation.

However, Chrysler bowed out in 2004 due to financial difficulties.


After Chung Ju-Yung’s death in 2001,

Hyundai was divided into three separate companies: Hyundai Heavy


Industries, Hyundai Motor Group and Hyundai Engineering and Construction. All
the three companies have been competing successfully in the global marketplace till
date.

In a survey by J.D. Power and Associates in 2006, Hyundai was


placed third, after Porsche and Lexus and ahead of arch-rival Toyota, in terms of overall
quality. Since then, this motor company has been producing cars and Sports Utility
Vehicles, providing customers a high level of content and performance, at an affordable
price.

Today, Hyundai vehicles are sold in 193 countries with as many as


6,000 dealerships and showrooms worldwide.

Currently, Hyundai is the largest automaker in the world in terms of


profit, world’s fourth largest automaker by the number of units sold and the fastest
growing automaker in the world.

The company also operates the world’s largest integrated automobile


manufacturing facility in Ulsan, capable of producing approximately 1.6 million units
annually.

What started off as a humble beginning, today, has resulted in a giant


sized automobile company, with its manufacturing units in North America, China, Czech
Republic, Pakistan, India and Turkey and research and development centers in Europe,
Asia, North America and the Pacific Rim.

Hyundai has made records with successful sales of sporty Tiburon


Coupe (1996 through 2008), Tucson SUV (2004-present) and Entourage minivan (2007-
present). The Genesis Coupe sports car debuted in 2009, while Santa Fe Crossover was
released in 2001, which was lengthened to mid-size range in 2007.

The company is soon going to launch the Sonata hybrid in 2010.

2.1.5 KEY EXECUTIVES FOR Hyundai Motor India Limited*

NAME TITLE
H. W. Park Chief Executive Officer, Chief Financial Officer, Managing Director and
Senior Executive Director of Administration
V.D. Bhasin Senior Vice-President of Sales
Arvind Senior Vice President of Marketing & Sales
Saxena
M. Whoo Head of R&D and Engineering Operations
Sanjeev Head of Marketing
Shukla

2.1.6 Hyundai Motor India Limited BOARD OF DIRECTORS

Name Primary Company


H. S. Lheem Hyundai Motor India Limited
Steve S. Yang Hyundai Motor Co.

2.1.7 CORPORATE VALUES

• INTEGRITY

Each member of team HARI is upright, honorable and honest. His actions are a
natural manifestation of his uncompromising principles and confidence in his
beliefs and values.

• CUSTOMER FOCUS

Members of Team HARI have an attitude where the importance of the


customer is a primary concern; where expectations are exceeded, and standards
are measured from the customer’s viewpoint.

• RESULT ORIENTED

Members of Team HARI constantly surpass his own accomplishment by


producing the best possible result at the required time in the right manner using
the right amount of resources.

• TEAMWORK

Members of Team HARI willingly pool their individual resources together –


intellect, skills, materials, and abilities – such that each complements the other to
realize a common goal or objective.

• PASSION
Members of Team HARI have a drive to succeed personally and professionally and
welcome opportunities for growth and development.

CHAPTER-3

3.1 RESEARCH DESIGN

OBJECTIVE OF THE STUDY:

• To study the major causes for employee absenteeism is Hyundai motors.


• To find out the job related reasons for employee absenteeism.
• To find out whether compulsory leave is helps to reduce absenteeism.
• To provide suggestions to overcome from employee absenteeism.

3.1.1REASERCH METHODOLGY:

DESCRIPTIVE RESEARCH:

This research describes single event or characteristics or relates a few


events or variables through statistical analysis.
In my study I relate a few events or variables through statistical analysis.
\the results cater to broader decision interests in the organization, relates to policy,
administration, and the like.

3.1.2 Type of data:

Data collection consists of identification of sources of data and the use of


instrument and sampling to acquire data. There are two sources of data,

o Primary data
o Secondary data

In these two types of data I use both primary and secondary data in my
study.

3.1.3 SAMPLING METHOD:

By using of primary data my sample size is 138 out of 2000 employees in


various departments and secondary data used for the collection of review of literature.

3.1.4 SURVEY TECHNIQUE:

QUESTIONNAIRE:

This is a set of questions, used as an instrument for seekingrelevant


information directly from respondents. The questions pertain to one or more of
characteristics of the respondent, like behaviour, demographic, knowledge, opinions,
attitudes, beliefs and feelings.

3.1.5 TOOLS AND TECHNIQUES

In my study Iused the following tools for analysis i.e.,

• Percentage analysis
• Chi-square test
• T-Test
• Correlation
• ANOVA.

CHAPTER- 4

ANALYSIS AND INTERPRITATION.


TABLE 4.1

TABLE REPRESENTS AGE AND ITS RESPONDENCE.


AGE NO.OF.RESPONDENTS PERCENTAGE
20-30yrs 81 59
30-40yrs 50 36
40-50yrs 7 5
above50 0 0
TOTAL 138 100

CHART 5.1

CHART REPRESENTS AGE AND ITS RESPONDENCE.

INFERENCE:
From the above table mostly 59% and 36% of employees are in the age group of
20-30 years and 30-40 years respectively.
TALBLE 4.2

TABLE REPRESENTS MARITAL STATUS AND ITS RESPONDENCE.

MARITAL
STATUS NO.OF.RESPONDENTS PERCENTAGE RANK
MARRIED 112 81 1
UNMARRIED 26 19 2
TOTAL 138 100

CHART5.2

CHART REPRESENTS MONTHLY INCOME AND ITS RESPONDENCE.

INFERENCE:
From the above table mostly 81% of employees are married and others are unmarried.
TABLE 4.3

TABLE REPRESENT RESPONDENCE OF MONTHLY INCOME.

MONTHLY
INCOME NO.OF.RESPONDENTS PERCENTAGE
25000-30000 66 48
30001-35000 31 22
350001-40000 32 23
ABOVE 40000 9 7
TOTAL 138 100

CHART 5.3

CHART REPRESENT RESPONDENCE OF MONTHLY INCOME.

INFERENCE:
From the above table mostly 48% of the employees are earned the income
between 25,000-30, 000, 22% and 23% of employees are earned 30,001-35000 & 35,001-
40,000 respectively.
TABLE 4.4

TABLE REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

CADRE NO.OF.RESPONDENTS PERCENTAGE


Executive 51 37
Junior executive 72 52
Non-executive 15 11
total 138 100

CHART 5.4

CHART REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

INFERENCE:
From the above table most of the employees are covered in the executive and
junior executive cadre as 37% & 52% respectively.
TABLE 4.5

TABLE REPRESENTS EXPERIENCE OF THE RESPONDENCE.

EXPERIENCE NO.OF.RESPONDENTS PERCENTAGE


Below 1 year 37 27
2-3 yrs 13 9
3-5yrs 30 22
Above 5 yrs 58 42
TOTAL 138 100

CHART 5.4

CHART REPRESENTS EXPERIENCE OF THE RESPONDENCE

INFERENCE:
From the above table mostly 42% of employees are have above 5 years
of experience and 27% & 22% of employees are below 1 year and 2-3 years
of experience respectively.

TABLE 4.6
TABLE REPRESENT ABOUT REASON FOR LEAVE:

CRITERIA NO OF RESPONDENT PERCENTA RANK


GE
sickness 23 17 4
lack of interest in job 30 22 2
poor working 2 1 1
conditions
long working hours 50 37 3

personal work 31 23 5
TOTAL 138 100

CHART 5.6

CHART REPRESENT ABOUT REASON FOR LEAVE:

INFERENCE:
From the above table mostly 37% of employees are feel about the long
work-in hours,22% and 23% of employees are not have interest in their jobs
and have some personal works respectively, others are get leave for sickness.

TABLE 4.7
TABLE REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

CRITERIA NO OF PERCENTAGE
RESPONDENT

Very good 37 27
Good 25 18
Average 42 30
Poor 19 14
Very poor 15 11

Total 138 100

CHART 5.7

CHART REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

INFERENCE:
From the above table mostly 30% of employees feeling about their working
condition is neutral, 27% & 18% of employees are feel their working condition is
very good and good respectively.

TABLE4.8
TABLE REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE
EMPLOYEES.

CRITERIA NO.OF RESPONDENCE PERCENTAGE


Very good 31 23
Good 59 43
Average 11 8
Poor 35 25
Very poor 2 1
Total 138 100

CHART 5.8

CHART REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR


THE EMPLOYEES.

INFERENCE:
From the above table mostly 43% and 23% of employee’s opinion is good
and very good about the medical provisions provided.

TABLE 4.9
TABLE REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR
EMPLOYEES.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE


Very good 50 36
Good 76 55
Average 9 7
poor 1 1
Very poor 2 1
Total 138 100

CHART 5.9

CHART REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR


EMPLOYEES.

INFERENCE:
From the above table most of the employee’s opinion about their welfare
facilities is good.
TABLE 4.9

TABLE REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR


THE EMPLOYEES.

CRITERIA NO.OF RESPONDENCE PERCENTAGE


Very good 81 59
Good 14 10
Average 24 17
poor 17 12
Very poor 2 2
Total 138 100

CHART 5.9

CHART REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR


THE EMPLOYEES.

INFERENCE:
From the above table most of the employee’s are feel good with their leave
facilities.

TABLE 4.10
TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM
FOLLOWED IN THE COMPANY.

CRITERIA NO.OF RESPONDENCE PERCENTAGE


Very good 68 49
Good 35 25
Average 5 4
poor 28 20
Very poor 2 2
Total 138 100

CHART 5.11

TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM


FOLLOWED IN THE COMPANY.

INFERENCE:
From the above table most of the employees are feel good with their
communiction system.

TABLE 4.12
TABLE REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE
WAGE OR SALARY.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Highly satisfied 19 13.76811594
satisfied 91 65.94202899
neutral 18 13.04347826
Dissatisfied 9 6.52173913
Highly
dissatisfied 1 0.724637681
TOTAL 138 100

CHART 5.12

CHART REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE


WAGE OR SALARY.

INFERENCE:
From the above table most of the employee’s are satisfied with their salaries.

TABLE 4.13

TABLE REPRESENTS ABOUT THE MONOTONOUS OF WORK.


CRITERIA NO.OF.RESPONDENCE PERCENTAGE
Highly agree 2 2
Agree 60 43
Neutral 22 16
Disagree 53 38
Highly disagree 1 1
Total 138 100

CHART 5.13

CHART REPRESENTS ABOUT THE MONOTONOUS OF WORK.

INFERENCE:
From the above table mostly 43% of employee’s agree that their work is
monotonous and not agree with this fact.

TABLE 4.14
TABLE REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR
REWARDS RECEIVED BY THE EMPLOYEE’S.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE


Always 22 16
Often 85 61
Some times 8 6
never 23 17
Total 138 100

CHART 5.14

CHART REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR


REWARDS RECEIVED BY THE EMPLOYEE’S.

INFERENCE:
From the above table most of the employee’s are get rewards are
appreciation for their work.

TABLE 4.15
TABLE REPRESENTS THE EMPLOYEE’S SATISFACTION WITH THE
CURRENT WORK.

CRITERIA NO.OF RESPONDENCE PERCENTAGE


Highly satisfied 60 44
Satisfied 48 35
Neutral 3 2
Dissatisfied 24 17
Highly dissatisfied 3 2
Total 138 100

CHART 5.15

CHART REPRESENTS THE EMPLOYEE’S SATISFACTION WITH THE


CURRENT WORK.

INFERENCE:
From the above table most of the employee’s are highly satisfied and satisfied
with their current work as 44% and 35% respectively.

TABLE 4.16

TABLE REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE


AND CO-WORKERS.
CRITERIA NO.OF.RESPONDENCE PERCENTAGE
Highly satisfied 11 8
Satisfied 61 44
Neutral 13 10
Dissatisfied 0 0
Highly dissatisfied 53 38
Total 138 100

CHART 5.16

CHART REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE


AND CO-WORKERS.

INFERENCE:
From the above table mostly 44% of employee’s are satisfied with
their relationship with co-workers and 38% of employee’s are not satisfied.
TABLE4.17

TABLE REPRESNTS ABOUT THE RELATIONSHIP BETWEEN


EMPLOYEE’S AND SUPERVISORS.

CRITERIA NO.OF.RESPONDENCE PERCENTAGE


Highly satisfied 10 8
Satisfied 93 67
Neutral 8 6
Dissatisfied 24 17
Highly dissatisfied 3 2
Total 138 100

CHART 5.17

CHART REPRESNTS ABOUT THE RELATIONSHIP BETWEEN


EMPLOYEE’S AND SUPERVISORS.

INFERENCE:
From the above table most of the employee’s are satisfied with the
relationship of superiors.

TABLE 4.18
TABLE REPRESENTS ABOUT THE WORK PRESSURE OF
EMPLOYEE’S.

CRITERIA NO.OF PERCETAGE


RESPONDENCE
Very high 8 6
High 9 9
Medium 96 69
Low 24 17
Very low 1 1
Total 138 100

CHART 5.18

CHART REPRESENTS ABOUT THE WORK PRESSURE OF


EMPLOYEE’S.

INFERENCE:
From above table most of the employee’s are feel about their work
pressure as neutral.

TABLE 4.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Always. 46 33.33333333
Often. 66 47.82608696
Some times. 19 13.76811594
Never. 5 3.623188406
Others. 2 1.449275362
TOTAL 138 100

CHART 5.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.

INFERENCE:
From the above table mostly 48% and 33% of employee’s are get
leave at always and often respectively.
TABLE 4.20

TABLE REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Medical leave 29 21.01449275
Casual leave. 53 38.4057971
Privilege leave. 2 1.449275362
Compensatory
leave. 35 25.36231884
All. 19 13.76811594
TOTAL 138 100

CHART 5.20

CHART REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

INFERENCE:
From the above mostly 38% & 25% of employee’s are take casual
leave and compensatory leave respectively.
TABLE 4.21

TABLE REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE


FACILITIES.
CRITERIA NO.OF.RESPONDENTS PERCENTAGE
YES 130 94.20289855
NO 8 5.797101449
TOTAL 138 100

CHART 5.21
CHART REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE
FACILITIES.

INFERENCE:
From the above table most of the employees are aware about the
various leave facilities offered by the company.
TABLE 4.22

TABLE REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT


IN THE ORGANISATION.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Payment to work on
holidays. 39 28
Have a temporary staff. 11 8
Use over time in case of
vacancy. 28 20
Provide training. 54 39
Others. 6 5
TOTAL 138 100

CHART 5.22

CHART REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT


IN THE ORGANISATION.

INFERENCE:
From the above table mostly 39% & 28% of employee’s says that
organisation manage abseteeism by providing training to employee’s and
provide payment to work on holidays.

TABLE 4.23

TABLE REPRESENTS ABOUT THE EMPLOYEE OPINION TO


REDUCE ABSETEEISM.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Change management
style. 25 18
Change working
condition. 55 40
Provide incentives. 38 28
Extra working to be
controlled. 7 5
Others. 13 9
TOTAL 138 100

CHART 4.23

CHART REPRESENTS ABOUT THE EMPLOYEE OPINION TO


REDUCE ABSETEEISM.
INFERENCE:
From the above table mostly 40% and 28% of employee’s
suggest that changing working conditions and providing incentives will
helps to reduce absenteeism.
TABLE 4.24

TABLE REPRESENTS MOTIVATING FACTORS OF


EMPLOYEES TO ATTEND WORK REGULARLY.

CRITERIA NO.OF.RESPONDENTS PERCENTAGE


Good employer relations. 16 12
Work environment. 36 26
Future prospects. 21 15
Recognition of work. 25 18
Monitory rewards provide based on
attendance. 40 29
TOTAL 138 100

CHART 5.24

CHART REPRESENTS MOTIVATING FACTORS OF EMPLOYEES


TO ATTEND WORK REGULARLY.

INFERENCE:
From the above table mostly 26% &29% of employees are suggesting
that working environment and provide monitory rewards based on attendance
are motivating them to attend work respectively.

TABLE 4.25

TABLE REPRESENTS ABOUT THE IMPACT OF COMULSORY


LEAVE IN WORK LIFE BALANCE.

NO.OF.RESPONDENT PERCENTAG
CRITERIA S E
Highly agree. 24 17
Agree. 29 21
Neutral. 45 33
Disagree. 39 28
Highly disagree. 1 1
Total. 138 100

CHART 5.25

CHART REPRESENTS ABOUT THE IMPACT OF COMULSORY


LEAVE IN WORK LIFE BALANCE.

INFERENCE:
By the above table32.6%&28% of employees are neither agrees nor
dis agree & disagree, 21% &17% of employees are agree &highly agree and
0.7% of employees are highly dis agree with the compulsory leave and tier
improvements in work life balance.
TABLE 5.26
TABLE REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.

NO.OF.RESPONDEN PERCENTAG
CRITERIA TS E
2
Highly agree. 1 15
Agree. 73 53
Neutral. 24 17
2
Disagree. 0 15
Highly disagree. 0 0
Total. 138 100

CHART 5.26

CHART REPRESENTS WHETHER COMPULSORY LEAVE IS THE


MOTIVATING FACTOR.

INFERENCE:
From the above table most of the employee’s are agree that
compulsory leave serves as an employee motivating factor.
TABLE 4.27

TABLE REPRESENTS ABOUT THE UTILISATION OF COMPULSORY LEAVE


IS HELPS TO CLAIM LTA:

CRITERIA NO.OF PERCENTAGE


RESPONDENCE
Yes 114 83
No 24 17
Total 138 100

CHART 5.27

INFERENCE:
From the above table most of the employees are suggest that
compulsory leave is helps to claim LTA.

Age with reason for leave:

Ho: Reason for leave is not dependent on age.


H1: Reason for leave is dependent on age.
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
age * reason for leave 138 82.1% 30 17.9% 168 100.0%

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 8.539a 6 .201
Likelihood Ratio 9.658 6 .140
Linear-by-Linear
.315 1 .574
Association
N of Valid Cases 138
a. 7 cells (58.3%) have expected count less than 5. The
minimum expected count is .05.

INFERENCE:
From this result it found that at any age the reason for leave is may
be more or less equal. So the reason for leave has associate with age.

CADRE-WAGE OR SALARY:

Ho: The satisfaction level about wage or salary has the


linkage with cadre.
H1: The satisfaction level about wage or salary has not the
linkage with cadre.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * wage or salary 138 82.1% 30 17.9% 168 100.0%

cadre * wage or salary Crosstabulation

Count
wage or salary
highly highly
dissatisfied neutral satisfied satsisfied Total
cadre non executive 1 14 15
juniour executive 9 39 24 72
executive 1 8 38 4 51
Total 1 18 91 28 138

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 19.226a 6 .004
Likelihood Ratio 22.727 6 .001
Linear-by-Linear
2.713 1 .100
Association
N of Valid Cases 138
a. 5 cells (41.7%) have expected count less than 5. The
minimum expected count is .11.

INFERENCE:
From this result, it found that at cadre is not have the linkage
with the satisfaction level of wage or salary. So satisfaction level is
may be more or less in certain situations.

CADRE-WORK MONOTONOUS:

Ho: Cadre associate with the monotonous of work.


H1: Cadre is not associate with the monotonous of work.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * work monotonous 138 82.1% 30 17.9% 168 100.0%

cadre * work monotonous Crosstabulation

Count
work monotonous
highlydis
agree disagree neutral agree highly agree Total
cadre non executive 1 1 12 1 15
juniour executive 1 41 3 27 72
executive 11 18 21 1 51
Total 1 53 22 60 2 138

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 43.320a 8 .000
Likelihood Ratio 44.238 8 .000
Linear-by-Linear
.218 1 .641
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .11.

INFERENCE:
From this result, it found that at any cadre the monotonous of
work is may be more or less in certain situations. So, it is not possible
to measure the cadre wise work monotonous.

Correlations
Correlations

apprication
or rewards current work
apprication or rewards Pearson Correlation 1 .521**
Sig. (2-tailed) . .000
N 138 138
current work Pearson Correlation .521** 1
Sig. (2-tailed) .000 .
N 138 138
**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE:
From this analysis the result comes as there is a positive
relationship between appreciation or rewards with satisfaction
level of the current work. So, it is represent that appreciation
or rewards increased then the satisfaction with the current
work is also increased.

T-Test

Ho: There is no significant relationship between


employee’s relationship with co-worker and supervisor.
Ho: There is a significant relationship between employee’s
relationship with co-worker and supervisor.

One-Sample Statistics

Std. Error
N Mean Std. Deviation Mean
coworkers relationship 136 2.80 1.500 .129
superior relationship 138 3.60 .932 .079

One-Sample Test

Test Value = 0.05


95% Confidence
Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
coworkers relationship 21.395 135 .000 2.75 2.50 3.01
superior relationship 44.749 137 .000 3.55 3.39 3.71

Inference:
From this result, the null hypothesis is rejected. So, that there is
a difference between employees relationship with co-workers and
supervisors. Because there is the type of relationship is may be more
in certain situations. So, it’s not possible to measure this relationship.

CADRE-WORK PRESSURE:

Ho: There is no difference between cadre and work


pressure.
H1: There is a difference between cadre and work pressure.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * workpressure 137 81.5% 31 18.5% 168 100.0%

cadre * workpressure Crosstabulation

Count
workpressure
very high high medium low very low Total
cadre non executive 11 2 1 14
juniour executive 3 62 3 4 72
executive 1 21 23 4 2 51
Total 1 24 96 9 7 137

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 37.397a 8 .000
Likelihood Ratio 39.131 8 .000
Linear-by-Linear
12.598 1 .000
Association
N of Valid Cases 137
a. 10 cells (66.7%) have expected count less than 5. The
minimum expected count is .10.

INFERENCE:
From this result, it found that at any cadre the work
pressure may be more or less in certain situations. So, it is not
at all possible to measure the cadre wise work pressure.

CADRE-POSSIBILITY TO GET LEAVE:

Ho: Cadre helps to get leave easily.


H1: Cadre is not helps to get leave easily.
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * possibility
138 82.1% 30 17.9% 168 100.0%
to get leave

cadre * possibility to get leave Crosstabulation

Count
possibility to get leave
others never sometimes often always Total
cadre non executive 1 2 6 6 15
juniour executive 1 1 3 29 38 72
executive 1 3 14 31 2 51
Total 2 5 19 66 46 138

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 38.606a 8 .000
Likelihood Ratio 46.061 8 .000
Linear-by-Linear
15.860 1 .000
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .22.

INFERENCE:
In this result, it found cadre is not the factor helps to get
leave easily. So, it is not at all possible to get leave easily with
the help of cadre.
AGE- LEAVE AVAILED OFTEN:

Ho: Age associated with leave availed often.


H1: Age is not associated with leave availed often.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
age * leave availed often 138 82.1% 30 17.9% 168 100.0%

age * leave availed often Crosstabulation

Count
leave availed often
compensatory
privilage others medical leave leave casual leave Total
age 20-30 yrs 2 59 5 8 7 81
30-40 yrs 23 14 9 4 50
40-50 yrs 1 6 7
Total 2 82 19 18 17 138

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 55.079a 8 .000
Likelihood Ratio 42.628 8 .000
Linear-by-Linear
21.640 1 .000
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .10.

INFERENCE:
From this result, it found at any age the leave availed often is
may be more or less varies. So, it is not possible to measure the age
with the type of leave availed often.
Nonparametric Correlations
Correlations

organization
managing
abseenteeis suggestion motivating
m to reduce factor
Spearman's rho organization managing Correlation Coefficient 1.000 .393** .412**
abseenteeism Sig. (2-tailed) . .000 .000
N 138 138 138
suggestion to reduce Correlation Coefficient .393** 1.000 .644**
Sig. (2-tailed) .000 . .000
N 138 138 138
motivating factor Correlation Coefficient .412** .644** 1.000
Sig. (2-tailed) .000 .000 .
N 138 138 138
**. Correlation is significant at the .01 level (2-tailed).

INFERENCE:

From this result, it found that there is a positive relationship


between organization managing absenteeism, suggestion to reduce
absenteeism, compulsory leave serves as an employee motivation
factor.

T-Test

Ho: There is a relationship between the two types of


relationship.
H1: There is no relationship between the two types of
relationship.
One-Sample Statistics

Std. Error
N Mean Std. Deviation Mean
improve work life balance 138 3.72 .894 .076
complusary leave
138 3.69 .903 .077
motivation factor
One-Sample Test

Test Value = 0.05


95% Confidence
Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
improve work life balance 48.276 137 .000 3.67 3.52 3.83
complusary leave
47.356 137 .000 3.64 3.49 3.79
motivation factor

INFERENCE:
From this result it found thus the compulsory leave is serving in
equal level because improvement in work life balance is same as
service to compulsory leave serves as motivation factor.

One way:

Ho: There is a relationship between the facilities provided


for the employee’s.
Ho: there is no relationship between the facilities provided
for the employee’s.
ANOVA

Sum of
Squares df Mean Square F Sig.
working conditions Between Groups 37.184 2 18.592 12.760 .000
Within Groups 196.700 135 1.457
Total 233.884 137
medical provisions Between Groups 67.388 2 33.694 41.394 .000
Within Groups 109.888 135 .814
Total 177.275 137
welfare facilities Between Groups 11.218 2 5.609 12.235 .000
Within Groups 61.890 135 .458
Total 73.109 137
leave facilities Between Groups 57.509 2 28.755 29.543 .000
Within Groups 131.397 135 .973
Total 188.906 137
communication system Between Groups 14.520 2 7.260 5.200 .007
Within Groups 188.473 135 1.396
Total 202.993 137

INFERENCE:

From this result it found


CORRILATION FOR APPRECIATION OR REWARDS RECEIVED BY EMPLOEES
AND CURRENT WORK:

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
apprication or rewards
138 82.1% 30 17.9% 168 100.0%
* current work

apprication or rewards * current work Crosstabulation

Count
current work
highlydis highly
satisfied dissatisfied neutral satisfied satisfied Total
apprication others 20 3 23
or rewards never 8 8
sometimes 3 2 2 19 59 85
often 2 1 18 1 22
Total 3 24 3 48 60 138

Symmetric Measures

Asymp.
a b
Value Std. Error Approx. T Approx. Sig.
Interval by Interval Pearson's R .521 .075 7.111 .000c
Ordinal by Ordinal Spearman Correlation .309 .093 3.795 .000c
N of Valid Cases 138
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.
FINDINGS:

In my analysis, from 138 employees, 81 employee’s are in the age


group of 20-30 years of age, 50 employee’s are in the age group of 30-40years of age and
7 employees are in the age group of 40-50years of age.
From the analysis 112 employees are get married and 26 employees are
not get married.
From the analysis about the monthly income, 66 employees are earn the
income of 25000-30000, 31 employees are earn 30001-35000, 32 employees are earn
35001-40000 and 9 employees are earn above 40000.
In my study 51 employees are in the executive cadre, 72 employees are
in the junior executive cadre and 15 employees are in the non-executive cadre.
From the analysis about the experience of the employees, 37 employees
were work with the below 1year of experience, 13 employees were work with 2-3years of
experience, 30 employees were work in 3-5years of experience and 58 employees are
have above 5years of experience.
From the analysis about the employees reason for leave, mostly 50
employees opinion is about the long working hours, 31 employees says that personal
work, 30employees are says about the lack of the interest in jobs and 23 & 2 employees
says about the sickness and poor working condition in their jobs.
From the analysis about the working condition of the employees 42
employees are have the opining of that its normal, 37 employees are says there is the very
good working condition, 25 employees says that good working condition is provided and
19 and 15 employees opinion is that poor and very poor working condition is provided
respectively.
From the analysis about the medical provision provided for the
employees. 59 employees are says that medical provision is good and 31 employees are
says that it is very good, 11 employees are says that is normal and finally 35 and 2
employees are says that is poor and very poor working condition are provided.
From the analysis about the welfare facilities of the employees that 76
employees are good, 50 employees are very good, 9 employees are says that welfare
facilities are normal and 3 employees are feel poor with their welfare facilities.
From the analysis about the leave facilities provided for the employees .
81 employees are feel very good 14 employees are feel good, 24 employees are in the
opinion of neutral and 17 and 2 employees are feel poor and very poor with the leave
facilities .
From the analysis about the communication system followed in the
company 68 employees are feel very good 35 employees are feel good 5 employees are
feel it is normal 28 and 2 employees are feel poor and very poor respectively.
From the analysis about the opinion of employees with their salary. 91
employees are satisfied with their salary, 19 employees are highly satisfied with their
salary, 18 employees are in neutral, 9 and 1 employee are dis satisfied and highly
dissatisfied with their salary.
From the study of relationship between employees and co-workers.61
employees are satisfied, 11 employees are highly satisfied, 13 employees are in neutral
and 53 employees are highly dissatisfied.
From the analysis about the relationship between employees and
supervisors. 93 employees are satisfied with their relationship, 10 employees are highly
satisfied, 8 employees are in neutral, 24 & 3 employees are dissatisfied with their
relationship respectively.
From the analysis about the work pressure of employees in the
company. 8 employees are says that work pressure is very high, 9 employees are says that
high work pressure, 96 employees are says that in neutral and 24 & 1 employee are says
that low and very low about the work pressure.
From the analysis to know about whether the employees agree with the
work monotonous.60 employees are agree and 2 employees are highly agree that the
work is monotonous. Then the 22 employees are says in neutral and from 54 employees
53 employees are disagreeing and 1 employee is highly disagree.
From the analysis about the frequency of appreciation or rewards
received by the employees of 138. 22 employees are always received rewards or
appreciation, 85 employees are received by often, 8 & 23 employees are received some
times and never respectively.
From the study about the employee satisfaction with their current work,
60 employees are highly satisfied with their current work, 48 employees are satisfied with
their current work, 3 employees are says in neutral and from the other 27 employees 24
are dissatisfied and 3 employees are highly dissatisfied.
From the analysis about type of leave taken by the employees. 53
employees are take casual leave, 35 employees are take compensatory leave, 29
employees suggest that medical leave, 2& 19 employees are take privilege leave and
others respectively.
From the analysis about the awareness of employees in the leave
facilities offered.138 employees are aware about the leave facilities offered and 8
employees are not aware about the leave facilities.
From the analysis about the absenteeism management in the
organization. Mostly 54 employees says that organization managing absenteeism by
provide training, 39 employees says that payment to work on holidays,28 employees says
that use over time in case of vacancy, 11 and 6 employees says that have a temporary
staff and others respectively.
From the analysis about the employee opinion to reduce absenteeism.
Mostly 55 employees suggest to change in working conditions, 38 employees suggest to
provide incentives, 25 employees are suggest to change management style,13 and 7
employees are needs to control extra working and others respectively.
From the analysis about the factors motivating employees to attend
work regularly. 40 employees are suggest that providing monetary rewards based on
attendance, 25 employees suggest that recognition of work, 36 employees are suggest the
work environment, 21 and 16 employees are suggest that future prospects and good
employer relations respectively.
From the analysis about the impact of compulsory leave in work life
balance. From 138 employees 29 employees are agree that the compulsory leave helps to
improve work life balance, 24 employees are highly agree, then 45 employees are says in
neutral, 39 and 1 employee are disagree and highly disagree that the compulsory leave is
help to improve work life balance.
From the analysis about to know whether the compuy lsory leave serves
as an employee motivation factor.15 employees are highly agree, 53 employees are agree,
17 employees says in neutral and 15 employees disagree that compulsory leave is not
serves as an employee motivation factor.
From the analysis about the utilization of compulsory leav is helps to
claim long travel allowances.114 employees says yes it help to claim LTA and the others
24 employees are says it is not helps to claim LTA.

SUGGESTION:
The company has to concentrate to reduce the working time of the
employees. The long working hours of employee is trouble them and makes them tired.
So, the efficiency in work is reduced about the working time of employees.
The company has to reduce the work monotonous of the employees.
The company has to concentrate on providing the monitory rewards
based on the attendance to reduce absenteeism.
The company has to maintain the training system of the company and to
change the working conditions of the company to facilitate employees to work freely in
the working environment and improve the incentives system provide by the company for
the employees.
In the employee point of view the compulsory leave plan is also help to
improve the work life balance of the company. So, by this study compulsory leave plan is
not affect the work environment of the company and this plan is one of the motivating
factors for the employees.
By this leave the employee also able to claim for long travel allowance.
So, it serves as an employee motivating factors to engage in the work regularly.

CONCLUSION:
In the company various resources are to earn high profit and sales. But
among that various resources the profit and sales. But among that various resources the
human resources is used as very important one. This is considering as blood for the
organization and it has the relationship with the production or services of the
organization. In the competitive world every organization needs to compete with another
organization. So, they are tried to earn high profit by improving the production and sales
of the company. In this situation now-a-days absence of the employee is affect the work
of the company, especially unauthorized absence. In this way HMI also affected by the
unauthorized absence. So, the questionnaire is study about the reason for unauthorized
absence of the employee and if they consider about the suggestion of this study. They can
able to overcome the difficulties arise by the unauthorized absence and has to improve
production or services.