CHAPTER 1

1.1 COMPANY PROFILE OF JEEVA AYUR CARE PRODUCT Ayur is in Herbal products business since 2001 and since its inception it has been a reflection of customer requirements. With an objective to become one roof solution for all health problems, Ayur provides a wide range of products strictly prepared with herbal components so that you look great without bothering about any ill-effects on the health. Ayur ensures, always, that the consumer gets his value for money and this is the most prominent reason behind Ayurs successful establishment in domestic market and increasing impact in other countries. History of the company spells the triumph of burning desire, courage to face the entire hardihood en route turning dreams into a reality and a lot of spadework, of course. At this time, Ayur has more than 20 variants in Products. 2001 was the year when Ayur wore an identity of a company with a promise to enhance the health of the users in the world. Avid success of this single product fuelled this company to introduce other related Products in the market. Very soon these products became the first choice amongst Masses/ Lower-upper Segment seeking for genuine consumer products in the horde of chemical based enhancing products. Ayurs success story has been scripted by two ambitious people with an expertise Mr. Sridhar and Mr. Kesavan Namboodiri. Their expertise and dexterity has made Ayur a leading brand, to a great extent. Jeeva ayur care research & development domain makes it sure to offer the quality products, no matter how much pain they go through for this, and they have no complaints for this. Ayurs independent R&D center is divided into different sections to test, receive and inform. Ayur is well-equipped with foreign advanced equipments to result in most efficient and quality products. The R&D sphere consists of ample experience and strong ability of scientific research, always giving ways to new formulas and making imitations according to clients

requirements, controlling and improving manufacturing technological process. Ayurs R&D keeps close scientific research assistance with the expert dealing with chemistry and medicine. As a trusted family brand for more than 10 years and one of the most recognized around INDIA, SINGAPORE AND MALASIA, Jeeva Ayur has helped generation after generation feel relief from cough, cold, flu and sinus symptoms. NyQuil is the #1 pharmacist recommended brand for Adult Cold Nighttime Relief. Available in all over india, the Jeeva Ayur family includes Sanjeevani DayQuil Plus Vitamin C, Sanjeevani NyQuil Plus Vitamin C, Sanjeevani Early Defense Nasal Decongestant, NyQuil Cold/Flu LiquiCaps, NyQuil Cold/Flu, NyQuil Cough, NyQuil Sinus, Children's NyQuil, DayQuil Cold/Flu LiquiCaps, DayQuil Cold/Flu, DayQuil Cough, DayQuil Sinus, VapoRub Ointment, VapoRub Cream, BabyRub, Casero Chest Congestion Relief, Sanjeevani Formula 44 Custom Care Sore Throat Lozenges, Sanjeevani Formula 44 Custom Care Sore Throat Spray, SanjeevaniF. MISSION STATEMENT; The mission of Jeeva Ayur Care Product is to provide quality health services and facilities for the community, to promote wellness, to relieve suffering, and to restore health as swiftly, safely, and humanely as it can be done, consistent with the best service we can give at the highest value for all concerned. Specialization of the Company; we are specialized in the following ayurvedic products:

Authentic and high quality ayurvedic products Ayurvedic pain balm supplements and rejuvenation products Ayurvedic healthcare products.

Jeeva is an idea--that India's traditional knowledge systems can provide valuable answers to solving modern problems. Whether it's science, healthcare, education, or technology; the scholars of India have evolved comprehensive understandings of life over the millenia that demonstrate how people can remain balanced, and how we can help keep balance in our world.

Target Market: 1. Kids2. Adult3. Sinus patient

WHY THE TARGET MARKET NEEDS THIS PRODUCT: The target market needs this product due to the following reasons: They want to feel better Alleviate symptoms from 4 primary condition Cure to cause Low price sensitivity: Generics are 30% to 50% cheaper and have less than 10% share No true differentiation : suggests customers should be price sensitive There is perceived differentiation: This reduces customers price sensitivity Convenience: Purchase from nearest store. It gives information about which product to use

1.1 INDUSTRIAL PROFILE Ayurvedic medicines are produced by several thousand companies in India, but most of them are quite small, including numerous neighborhood pharmacies that compound ingredients to make their own remedies. It is estimated that the total value of products from the entire Ayurvedic production in India is on the order of one billion dollars (U.S.). The industry has been dominated by less than a dozen major companies for decades, joined recently by a few others that have followed their lead, so that there are today 30 companies doing a million dollars or more per year in business to meet the growing demand for Ayurvedic medicine. The products of these companies are included within the broad category of "fast moving consumer goods" (FMCG; which mainly involves foods, beverages, toiletries, cigarettes, etc.). Most of the larger Ayurvedic medicine suppliers provide materials other than Ayurvedic internal medicines, particularly in the areas of foods and toiletries (soap, toothpaste, shampoo, etc.), where there may

be some overlap with Ayurveda, such as having traditional herbal ingredients in the composition of toiletries. The key suppliers in Ayurveda are Dabur, Baidyanath, and Zandu, which together have about 85% of India's domestic market. These and a handful of other companies are mentioned repeatedly by various writers about the Ayurvedic business in India; a brief description is provided for them, arranged here from oldest to newest: Dabur India Ltd. is India's largest Ayurvedic medicine supplier and the fourth largest producer of FMCG. It was established in 1884, and had grown to a business level in 2003 of about 650 million dollars per year, though only a fraction of that is involved with Ayurvedic medicine. Last year, about 15% of sales volume was pharmaceuticals, the remaining 85% were mostly non-medicine items such as foods and cosmetics. Dabur's Ayurvedic Specialities Division has over 260 medicines for treating a range of ailments and body conditions-from common cold to chronic paralysis. These materials constitute only 7% of Dabur's total revenue (thus, less than 50 million dollars). Dabur Chyawanprash (herbal honey) has a market share of 70% and chewable Hajmola Digestive Tablets has an 88% share. Other major products are Dabur Amla Hair Oil, Vatika (Shampoo), and Lal Dant Manjan (Tooth Powder) Zandu Pharmaceutical Works was incorporated in Bombay in 1919, named after an 18th-century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930, pharmaceuticals were added, but the pharmaceutical division was separated off about 30 years later). However, today Zandu has a chemicals division and cosmetics division. Its total sales volume is about 45 million dollars. One of its current projects is to develop a dopamine drug from a plant extract, applying for new drug status in the U.S. The Himalaya Drug Company was established in 1934 in Bangalore. It currently has a business level of about 500 million dollars and has a U.S. distribution division (Himalaya USA). It is known in the U.S. for the product Liv-52, marketed as a liver protector and therapy for liver diseases like viral hepatitis; the product was first marketed in India in 1955. Charak Pharmaceuticals was founded in 1947, and currently has three distribution centers in India; it produces liquids, tablets, and veterinary supplies. It has gained a large advantage

with its new product Evanova, a preparation containing 33 herbs and minerals and non-hormonal active ingredients used as a menopause treatment alternative to HRT. Soya is one of the main ingredients in this product. The product also contains Ayurvedic herbs that act like selective estrogen receptor modulators as well as asparagus root (shatavari), which reduces the frequency and intensity of hot flashes. STATUS OF AYURVEDA IN INDIA The Indian government and non-government organizations have been collecting statistics on the Ayurvedic system in India and these data about the manpower and institutional aspects of Ayurveda have emerged:

Number of registered medical practitioners: 366,812 Number of dispensaries: 22,100 Number of hospitals: 2,189 Number of hospital beds: 33,145 Number of teaching institutions (undergraduate): 187 Number of upgraded postgraduate departments: 51 Number of specialties in postgraduate medical training: 16 Number of pharmacies manufacturing Ayurvedic medicines: 8,400 In India, 60% of registered physicians are involved in non-allopathic systems of medicine. In addition to the nearly 400,000 Ayurvedic practitioners, there are over 170,000 homeopathic physicians; India has about 500,000 medical doctors (similar to the number in the U.S., but serving nearly 4 times as many people). Reliance on Ayurvedic medicine is heavy in certain regions of India, such as Kerala in the Southwest. Many Ayurvedic practitioners in small villages are not registered. One of the famous clinics of India is described in Appendix 2 and a new clinic complex is serving visitors from abroad is mentioned in Appendix 3.

1.3 OVER ALL STUDY OF THE ORGANISATION 1.3(1) DEPARTMENTATION The success of modern Organisation is heavily dependent upon the contribution made by employees as they perform the various tasks to which they are assigned. An organisation tends to be successful when employees are satisfied and productive in performing their tasks. Departmentation is the process of grouping individual jobs into departments. Practically, it involves grouping of activities and employees into departments for accomplishment of organizational objectives. In broad sense, under Departmentation, the total work of enterprises is first divided into individual functions and sub-functions and then such functions are grouped together and allocated to concerned departments. In that process various departments come into existence. The necessity of such departments in an organisation depends on its nature of the business. For example, the key function of a manufacturing entity is to manufacture a given product and sell same whereas the key function of a financial institution/ Bank is to deal with money and that of the service oriented institution is concentrating on service to the needy for a fee as per the terms agreed. Following are the well organisation departments of jeeva ayur care product. Production department Finance & accounts department Secretarial department Personnel department Stores department Production Department: This department is under the supervision of the vice president. He is technically qualified person. He report to the managing director. He is assisted by engineer, project manager, chemist, and other. The production Manager is responsible for

achieving high percentage of the producing the product. Production Department ensures production of product as per prescribed standard. General Manager (Technical) who is stationed at the factory looks after the technical aspect of the plant and proper upkeep of machineries and equipment. His gang of technical experts makes them available at important stations and in all shifts.

PRODUCTION DEPARTMENT

VICE PRESIDENT

PRODUCTION MANAGER

CHEMIST

PRODUCTION SUPERVISOR

Finance & accounts department: Finance refers to money, cash or fund available for the operations of the business. Without finance a business cannot function. In the modern money oriented economy, finance is being recognized as one of the basic foundations of all kinds of economic activities. In other words, finance is lifeblood of any business. The management of all activities related to finance requires considerable expertise and specialized knowledge of banks, financial institutions, the different sources of finance and way to profitably utilize these funds. Finance department of Jeeva ayur care product is headed by the Vice President (Finance) and supported by Accounts Officers and Assistants deals with all the functions relating to the Finance and Accounts of the company.

Jeeva ayur care product has cash credit facilities tied up with banks, for its working capital requirements. Besides, they have availed term loans for financing projects. The various finance and account sections are as follows: Work section Purchase section Salary section Cash and bank section Compilation

Work section: 1. Contract related to payment. 2. Execution of work for the plant. 3. Maintenance of township, transport, canteen etc.

Purchase section: Payment and materials received from the suppliers.

Salary section: They look after employees payment related, i.e., travelling, over time, foreign fund.

Cash & Bank section: They deals with the payment, contract, suppliers, rent received, license fees,

electricity charges, fund from head office and monitor the expenditure. Compilation: They deal with internal audit, statutory audit, tax audit, cash and account audit.

ACCOUNTS DEPARTMENT VICE PRESIDENT

MANAGER

ACCOUNTANT

STAFF MEMBERS

Personnel Department: The basic function of the Personnel Department is to provide adequate number of human resources for the organisation at various levels. Besides, it carries out the administrative work of the company.

Manager (Personnel) is the head of the Department: The Department which needs Officers/ staffs/ labour raises requisition to the Personnel Department. The Manager if satisfied about the necessity first consults with the Chief Executive and takes his advice. Then he calls candidates and recruits suitable persons and fill the vacancy in co-ordination with the Department concerned. The persons, if required are then trained to suit the place for which he/ she has been appointed. Arrangement of such training programs is taken care of by this Department. All the statutory requirements, namely, deduction and remittance of provident funds and income Tax are taken care by this Department. Maintenance of attendance/ leave

registers, filling of insurance claims; annual returns are also the functions of these Departments. The Manager is empowered to consider the employees who are already working in the company for the higher-level positions whenever vacancies exist in the said positions, as the case may be.

PERSONNAL DEPARTMENT CHIEF EXECUTIVE OFFICER

SENIOR OFFICER

MANAGER

ASSISTANT MANAGER

STAFF MEMBERS

Stores Department: Stores Department is looking after by a store Keeper designated as Stores Officers and two assistant supports him according to the requirement. The stores keeper reports to the Deputy General Manager. The spares meant for maintenance & overhauling

works are purchased periodically and kept in a separate block closer to the plant. Stand-by machineries are also kept separately in the block to attend breakdown jobs. Following are the key functions of the stores officers:o To receive components, tools and other related items and accounts for them. o To issue materials for the plant maintenance section. o To maintain Bin card and stores records. o To provide adequate and proper storage for every item.

STORESDEPARTMENT STORES MANAGER

SENIOR OFFICER

OFFICER

STORE KEEPER

1.3(2) ORGANISATION STRUCTURE The word ORGANISATION means a structure with its parts so integrated that their relation to each other is governed by their relation to be whole. It also means a system with parts, which work together, or a system with parts departments. The organisation structure can be diagrammatically represented and this diagrammatic structure of an organisation is called ORGANISATION CHART. According to George R. Tervy, a chart is a diagrammatical form, which shows important aspect of an organisation, including the major functions and their respective relationship, the channels of major functions and their respective relationship, the channels of supervision and relative authority of each employee who is in charge of and relative authority of each respective function. An Organisation Chart shows the format of Organisation structure and the superior-subordinate relationship. It also shows major departments and division of an enterprise and the slew of the authority as well as the accountability of the management hierarchy. The organization chart can be drawn in different forms also. The organisation chart of Jeeva ayur care product is enclosed, Annx-4.1. This chart depicts the relationship between various positions . It can be seen that the Chairman & Managing Director occupies the top position in the management hierarchy. Under him, there are number of functional heads like, General Manager (Accounts & Company Secretary), General Manager (Finance), General Manager (Technical), Chief Manager (Production), and other Manager. To assist them there are various middle level managers, viz, Deputy Managers and Assistant Managers. People at lower rung of the organisation structure are Clerks/ Assistants and skilled and unskilled labourers at factory side. Uses of organisation chart: An organisation chart gives a broad picture of positions of authority and their relationship in the organisation structure. In other words, it reveals diagrammatically who is responsible to whom. It is a signpost to imperfections and indicates way to better utilization of available personnel.

 The organisation chart makes clear the assignment of duties and authorities and it brings to light all in consistencies and deficiencies. They can be easily eliminated. It reveals to managers and new personnel how they are placed in the organisation structure. It stresses unity of command and prevents overlapping of authority. Thus it helps in enforcing accountability upon each individual.

CHAPTER 2 2.1 STATEMENT OF PROBLEM Absence is the failure of worker to report for work when he is scheduled to the work. A work is to be treated as absent for the purpose of this absenteeism statistics even when he does not turn up for a week after obtaining prior permission. K.G. Desai classified absenteeism in to two types viz, authorized absenteeism and unauthorized absenteeism. Authorized absenteeism is permitted absenteeism i.e, taking leave prior permission of an employer. Unauthorized absenteeism means taking leave without prior permission of an employer. Absence of worker on account of strike or lock out or layoff i.e, involuntary absent is not considered as absence for the purpose of absenteeism study. Absenteeism rate is the percentage of man days lost due to voluntary absent (both authorized and unauthorized) to the corresponding total man days schedule to work. It can be expressed as under:

Man days lost (both authorized and unauthorized) -----------------------------------------------------------X 100 Man days scheduled to work

According to the view of K.Aswathappa, Absenteeism costs money to the organization besides reflecting employee dissatisfaction with the company. Absenteeism is unavoidable when the employee himself or herself falls sick, His or her dependents at home suddenly become unwell or there is an accident inside the plant. Unavoidable absenteeism is accepted by managers and is even sanctioned by labor laws. Avoidable absenteeism arises due to night shifts, opportunities for moon lighting and earning extra income, indebt ness, lack of job security,

unfriendly supervision and job dissatisfaction. This absenteeism needs intervention by the management.

2.2 OBJECTIVES OF THE STUDY To analysis various factors that causes of absenteeism from company view point. To identify the personal factors of employees that causes of absenteeism. To identify the interrelationship factors related with employee. To understand the working condition that affect absenteeism. To Identifying the rate of absenteeism and causes of it. To study the impact of social factors on absenteeism.

2.3 LIMITATION OF THE STUDY 1. Many respondents hesitated to give the information about their other sources of income. Because, they feared that these might be reported to the management. 2. Initially the number of samples selected was 120. But, many respondents went off with the given questionnaires. Efforts proved futile in getting the answered questionnaires from them. 3. Many respondents were unable to provide their absence with reasons (No. of days leave taken). This limitation was overcome by verifying the time office records to some extent.

CHAPTER 3 2 REVIEW OF LITERATURE FROM JOURNALS, ARTICLES

Journal of Management, Vol. 12, No. 4, (1986) 1986 Southern Management Association

This study examined job involvement and organizational commitment as interactive predictors of absenteeism and tardiness behaviors. Personnel records and questionnaires were used to collect tardiness and absence data for a sub sample of 82 registered staff nurses out of a total sample of 228 nurses from a large Midwestern hospital. Results showed support for the hypothesis that individuals showing higher levels of job involvement and organizational commitment would exhibit less unexcused tardiness and absenteeism than those with lower levels of job involvement and organizational commitment. The implications and limitations of these findings are discussed. Journal of Leadership & Organizational Studies, Vol. 13, No. 2, 42-60 (2006) 2006 Baker College The Implications of Positive Psychological Capital on Employee Absenteeism James B. Avey University of Nebraska-Lincoln Drawing from positive psychology and positive organizational behavior (Luthans, 2002a, 2002b) this study utilized a field study in a high tech manufacturing firm to demonstrate how positive psychological capital reduces levels of both involuntary and voluntary absenteeism. Previous studies setting out to determine job attitude antecedents of absenteeism have been generally disappointing and account for only small levels of variance. In addition, with few exceptions conceptualization of absenteeism has been uni-dimensional despite calls by previous researchers to consider the significant differences in semantic networks of voluntary and involuntary absenteeism as separate metrics. We make this dual dimension distinction and show

how previous antecedents of absenteeism contribute to one dimension more than the other. The utility of the study findings conclude the art

Managing Employee Absenteeism By Douglas B. M. Ehlke of Ehlke Law Offices

When an employee works a standard five-day week, one can assume 260 workdays exist annually. After subtracting 10 days on average for vacation and another 10 days for federal, state and local holidays, an employer could expect 240 workdays a year per employee. Traditional Methods Managing absenteeism for these 240 days historically has been straightforward. Workrelated injuries were handled pursuant to the state worker's compensation laws. Other absences were handled under the employer's policies relating to absences or pursuant to a collective bargaining agreement (CBA). A company's absence policy would inform employees in advance of the employer's attendance expectations. Most CBAs would contain provisions relating to attendance expectations. A typical policy or CBA would provide for a progressive discipline procedure for unexcused absences. Thus, one such absence would warrant a warning and subsequent absences might lead to termination. Some employers use a point system for unexcused absences and others have two absenteeism rules, one for a certain number of unexcused absences and one for excessive total absences. The key to any system is consistency in application to avoid wrongfultermination lawsuits, along with working within the proper leave-designation statutes and regulations. Laws Governing Absenteeism Today, employers must not only comply with company policies and/or CBA and worker's compensation laws, but also The Americans with Disabilities Act (ADA) if it employs 15 or more employees for 20 weeks in any given year. In addition, The Family Medical Leave Act

(FMLA) applies to employers with 50 or more employees, if the employees work within a 75mile radius of the premises for at least 20 weeks in any given year.

CHAPTER - IV

RESEARCH METHODOLOGY

4.1 RESEARCH MEANING

Research is an art of scientific investigation. According to Redmen and Mary defines research as a systematic effort to gain knowledge. Research methodology is way to systematically solve the research problem. It is a plan of action for a research project and explains in detail how data are collected and analyzed. This research study is a descriptive research study. 4.2 RESEARCH DESIGN A research design is a plan that specifies the objectives of the study, method to be adopted in the data collection, tools in data analysis and hypothesis to be framed. A research design is an arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure. 4.3 NATURE OF DATA 4.3.1 Primary data The primary data are collected from the employees of JEEVA AYUR CARE PRODUCT through a direct structured questionnaire. 4.3.2 Secondary data Company profiles, websites, magazines, articles were used widely as a support to primary data.

4.4 SAMPLING SIZE AND TECHNIQUE 4.4.1 Size of the sample It refers to the number of items to be selected from the universe to constitute as a sample. In this study 100 employees of JEEVA AYUR CARE was selected as size of sample. 4.4.2 Sample design The sampling technique used in this study is simple random sampling method. This method is also called as the method of chance selection. Each and every item of population has equal chance to be included in the sample. 4.4.3 Questionnaire The questions are arranged logical sequence. The questionnaire consists of a variety of questions presented to the employees for the response. Dichotomous questions, multiple choice questions, rating scale questions were used in constructing questionnaire. 4.4.4 Tools used for analysis
To analyze and interpret collected data the following statistical tools were used. 1) Weighted average method 2) Chi-square analysis 3) Correlation

CHAPTER- 5 DATA ANALYSIS AND INTERPRETATION

TABLE 5.1 AGE WISE CLASSIFICATION OF RESPONDENTS Age Below 30 30-40 Above 40 Total Frequency 4 38 8 50 Percent 8 76 16 100

Inference: From the table we can infer that 76% are between 30 -40 years and 8% are below 30 years. CHART-5.1 AGE WISE CLASSIFICATION OF RESPONDENTS

100

80

Percentage

60

40

20

0 Below 30 30-40 Above 40

Age of the Respondents

TABLE 5.2 EXPERIENCE WISE CLASSIFICATION OF RESPONDENT Experience 6-10 11-15 Above 15 Total Frequency 14 29 7 50 Percentage (%) 28 58 14 100

Inference: From the table we can infer that 58% are working for more than 10 years and 14% are working for less than 10 years. CHART-5.2 EXPERIENCE WISE CLASSIFICATION OF RESPONDENT

70

60

50

Percentage

40

30

20

10

0 6-10 11-15 above 15

Number of Years worked

TABLE 5.3 INCOME WISE CLASSIFICATION OF RESPONDENT Income Below 5000 5k-6k 6k-7k Total Frequency 16 28 6 50 Percentage (%) 32 56 12 100

Inference: From the table we can infer that 32% of respondent are getting the salary below 5000 and 56% of respondent are getting between 5000 -6000. CHART-5.3 INCOME WISE CLASSIFICATION OF RESPONDENT

60

50

40

Percentage

30

20

10

0 below 5000 5k-6k 6k-7k

Respondent Income

TABLE 5.4 JOB SATISFACTION LEVEL OF THE RESPONDENTS Opinion Highly Satisfied Satisfied Neutral Dissatisfied Total Frequency 1 43 3 3 50 Percentage (%) 2 86 6 6 100

Inference: From the table we can infer that 86% of respondent are satisfied with the job and 6% of respondent are dissatisfied. CHART-5.4 JOB SATISFACTION LEVEL OF THE RESPONDENTS

100

80

Percentage

60

40

20

0 Highly Satisfied Satisfied Nuetral Dissatisfied

Job Satisfaction Level

TABLE 5.5 LEVEL OF SATISFACTION OF RESPONDENTS REGARDING LEAVE DAYS Opinion Satisfied Neutral Dissatisfied Highly Dissatisfied Total Frequency 9 25 15 1 50 Percentage (%) 18 50 30 2 100

Inference: From the table we can infer that 18% of respondent are satisfied with the leave days and 30% of respondent are dissatisfied. CHART-5.5 LEVEL OF SATISFACTION OF RESPONDENTS REGARDING LEAVE DAYS

60

50

40

Percentage

30

20

10

0 satisfied neutral dissatisfied highly dissatisfied

Opinion of respondents about Leave days

TABLE 5.6 STATUS OF STRESS LEVEL TO THE RESPONDENT Opinion Very High High Moderate Low Very Low Total Frequency 1 7 27 12 3 50 Percentage (%) 2 14 54 24 6 100

Inference: From the table we can infer that 14% of respondent feel that stress level is high and 24% of respondent feel that stress level is low. CHART-5.6 STATUS OF STRESS LEVEL TO THE RESPONDENT

60

50

40

Percentage

30

20

10

0 Very High High Moderate Low Very Low

Opinion of Respondents about stress level in job

TABLE 5.7 OPINION OF RESPONDENT ABOUT HEALTH PROBLEMS Opinion Yes No Total Frequency 24 26 50 Percentage (%) 48 52 100

Inference: From the table we can infer that 48% of respondent have health problem and 26% or respondent do not have any health problem. CHART-5.7 OPINION OF RESPONDENT ABOUT HEALTH PROBLEMS

60

50

40

Percentage

30

20

10

0 Yes No

opinion of Respondents about Health Problem

TABLE 5.8 LEVEL OF SATISFACTION OF RESPONDENT REGARDING WAGES Opinion Yes No Total Inference: From the table we can infer that 94% of respondent are not satisfied with the wage and 6% or respondent are satisfied. CHART-5.8 LEVEL OF SATISFACTION OF RESPONDENT REGARDING WAGES Frequency
3 47 50

Percentage (%)
6 94 100

100

80

Percentage

60

40

20

0 Yes No

Level of Satisfaction of Wages

TABLE 5.9 LEVEL OF SATISFACTION OF RESPONDENT ABOUT FRINGE BENEFITS

Opinion Highly Satisfied Satisfied ` Neutral Dissatisfied Total Inference:

Frequency 2 18 16 14 50

Percentage (%) 4 36 32 28 100

From the table it infers that 36% of respondent are satisfied with the fringe benefits and 28% are dissatisfied. CHART 5.9 LEVEL OF SATISFACTION OF RESPONDENT ABOUT FRINGE BENEFITS

40

30

20

10

Percent

0 Highly Satisf ied Satisf ied Neutral Dissatisf ied

Level of Satisf action of Fringe Benef its

TABLE 5.10 LEVEL OF SATISFACTION OF RESPONDENT ABOUT LEADERSHIP

Opinion Yes No Total

Frequency 40 10 50

Percentage (%) 80 20 100

Inference: From the table we infer that 80% of the respondents are satisfied with the leadership. CHART 5.10 LEVEL OF SATISFACTION OF RESPONDENT ABOUT LEADERSHIP
100

80

Percentage

60

40

20

0 Yes No

Level of Satisfaction of Leadership

TABLE 5.11 PERIOD DURING ABSENTEEISM IS MORE Period Jan-April May-August Sep-Dec Total Frequency 9 29 12 50 Percentage (%) 18 58 9 100

Inference: From the table we infer that 58% of the respondent are absent more in May August and 18% are absent during Jan- April. CHART 5.11 PERIOD DURING ABSENTEEISM IS MORE

70

60

50

Percentage

40

30

20

10

0 Jan-April May-August Sep-Dec

Period during absenteeism is more

TABLE 5.12 SHIFT DURING ABSENTEEISM IS MORE Period A shift B shift General shift Total Frequency 25 22 3 50 Percentage (%) 50 44 6 100

Inference: From the table we infer that 50% of the respondents are absent during A shift and 44% of respondents are absent during B shift CHART 5.12 SHIFT DURING ABSENTEEISM IS MORE

60

50

40

Percentage

30

20

10

0 A shif t B shif t General shif t

Shift during absenteeism is more

ANALYSIS OF OPINION OF RESPONDENTS REGARDING WORK CONDITION AND ABSENTEEISM (USING CHI-SQUARE)
Observed frequency TABLE 5.13.1

absenteeism Jan -April working condition Yes No Total 8 1 9 22 7 29 10 2 12 40 10 50 May- August Sep-Dec Total

Expected frequency TABLE 5.13.2 absenteeism Jan -April working condition Yes No Total Null Hypothesis: There is no significant difference between working condition and absenteeism. 7.2 1.8 9 23.2 5.8 29 9.6 2.4 12 40 10 50 May- August Sep-Dec Total

CHI-SQUARE TEST
TABLE 5.13.3 O 8 22 10 1 7 2 E 7.2 23.2 9.6 1.8 5.8 2.4 (O-E) 2 0.64 1.44 0.16 0.64 1.44 0.16 (O-E) 2 /E 0.08 0.06 0.02 0.35 0.25 0.07

Calculated value = (O-E) 2 / E = 0.83 Degrees of Freedom = (R -1) (C-1) = 2 Tabulated value for 2 degrees of freedom at 5% level of significance is 5.99 Inference: The calculated value is less than the tabulated value. Therefore H0 is accepted. There is no association between work condition and absenteeism.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING WORK CONDITION AND HEALTH PROBLEM (USING CHI-SQUARE) Observed frequency TABLE 5.14.1 Opinion Yes No Total Yes 18 22 40 No 6 4 10 Total 24 26 50

Expected frequency TABLE 5.14.2 Yes Opinion Yes No Total 19.2 20.8 40 4.8 5.2 10 24 26 50 No Total

Null Hypothesis: There is no significant difference between working condition and health problem.

CHI-SQUARE TEST
TABLE 5.14.3

O 18 6 22 4

E 19.2 4.8 20.8 5.2

(O-E) 2 1.44 1.44 1.44 1.44

(O-E) 2 /E 0.07 0.3 0.07 0.28

Calculated value = (O-E) 2 / E = 0.72 Degrees of Freedom = (R -1) (C-1) = 1 Tabulated value for 1 degrees of freedom at 5% level of significance is 3.84 Inference: The calculated value is less than the tabulated value. Therefore H0 is accepted. There is no association between work condition and health problem.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING LEADERSHIP AND WORK SATISFACTION (USING CORRELATION)
Let x be Work satisfaction Let y be Leadership

Observed frequency

TABLE 5.15.1
Opinion Factors Work satisfaction Leadership 40 44 Yes No 10 9 Total 50 50

CORRELATION TABLE

TABLE 5.15.2

X 40 10

X2

Y2 1936 100

XY 1760 90

44 Cov(x, y) = 1/n x y x 1600 y = 1/2 (1850-625) 9 = 612 100

x = 1/n x2 x 2 = 1/2(1700-625) = 23.7 y = 1/n y2 y 2 = 1/2(2036-625) = 45.1 Cov(x, y) r= x X y

= 0.6

Inference: The satisfaction of leadership and work satisfaction are positively correlated. Any effect in leadership will affect the work satisfaction also.

ANALYSIS OF RANKING GIVEN BY RESDPONDENTS REGARDING WORKING ENVIRONMENT (USING WEIGHTED AVERAGE METHOD)
Observed Count TABLE 5.16.1
Opinion Highly Satisfied Factor Lighting Ventilation Cleanliness 3 6 5 Satisfied 15 35 30 neutral 6 4 7 Dissatisfied 2 4 2 Highly Dissatisfied 0 1 6

WEIGHTED AVERAGE TABLE TABLE 5.16.2

Rank

Weight Lighting

Factors Ventilation X2 6 35 4 4 1 50 WX2 30 140 12 8 1 191 3.82 2 X3 5 30 7 2 6 50 Cleanliness WX3 25 120 21 4 6 176 3.52 3

X 1 2 3 4 5

W 5 4 3 2 1 Total CW Rank

X1 3 39 6 2 0 50

WX1 15 156 18 4 0 193 3.86 1

CW (CALCULATED WEIGHT) = WXn / Xn Inference: From the table it is inferred that employees rank lighting first followed by ventilation and cleanliness as last.

CHAPTER VI 6.1 FINDINGS OF THE STUDY

Most of the employees are working more than 10 years. Majority of the employees are between 30 -40 years and others are below 30 years. More than 86% of the respondents are satisfied with the job. Most of the employees are not satisfied with the leave days. Most of respondent feel that stress level is high in the work they do. Nearly 48% of the respondents have health problem. Majority of the respondents are not satisfied with the wage. It is inferred that there is a poor relationship between management and employees. Most of the employees are absent during A shift. Most of the respondents are satisfied with the fringe benefits given to them. The respondents are satisfied with the working condition. Majority of the respondents are comfortable with the leadership. There is no association between working condition and absenteeism. There is no association between working condition and health problem.

6.2 SUGGESIONS AND RECOMMENDATION

Most of the employees are not satisfied with the wage level. The company can increase the salary to make the employee more committed to the organization. Increase in the pay scale of the employees based on the performance may motivate them to a higher level.

From the data analysis we infer that stress level in the job is also more. So this may be reduced to avoid absenteeism. The workers are not satisfied with the leave days. So the company can concentrate on the leave days to avoid absenteeism. The employees are not satisfied with the ESI benefits because of much formality.

CHAPTER VII CONCLUSION

The study on cause of employee absenteeism in JEEVA AYUR CARE PRODUCT in CHENNAI tells that the insufficient leave days and low wage are the main organization factors which affect the cause of absenteeism. The company can concentrate on better salary increment and less stress in work to avoid absenteeism in the organization. The smooth running of the organization is in the hands of employees. So the employers have to concentrate more on their employees and their satisfaction. This will reduce the employee absenteeism in the organization. The companies have to give priority for employees suggestions and opinions. The organization commitment will reduce absenteeism among employees.

APPENDICES

ANNEXURE-1 QUESTIONNAIRE
NAME (OPTIONAL) 1. Grade: (a) W1 (b) W2 (c) W3 (d) W4

2. Experience in years: (a) 1-5 Yrs. (b) 5-10 Yrs. (c) 10-15 Yrs.

(d) Above 15 Yrs.

3. Age in years: (a) Below 30 Yrs. (b) 30-40 Yrs. (c) 40-50 Yrs.

4. Qualification: (a) 8th Std (b) 10th Std (c) 12th Std (d) Degree & Above

5. Monthly gross income: (a) Less than 5K (b) 5K-6K (c) 6K-7K 6. Sex: MALE

(d) 7K-8K (e) 9K Above FEMALE

7. Marital status:

MARRIED 8. Size of the family: (a) 2 (b) 3 (c) 4 OPINIONS:

UNMARRIED (d) 5 (e) Above 5

1. Rate your level of Satisfaction in your Job. (a) Highly Satisfied (b) Satisfied (c) Ok (d) Dissatisfied (e) Highly Dissatisfied

2. How many days allowed taking leave with permission_______________.

3. What is your opinion on leave if all kinds (AL, CL, SL) provided by the company. (a) Highly Satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly Dissatisfied

4. What is the stress level of your Job. (a) Very high (b) High (c) Neutral

(d) Low (e) Very low.

5. Are you facing any Health / Safety problems in your work place. (a)Yes (b) No If yes define few: _________________________________________.

6. Rate your level of Satisfaction in your Job. (a) Highly Satisfied (b) Satisfied (c) Ok (d) Dissatisfied (e) Highly Dissatisfied

7. How many days allowed taking leave with permission_______________.

8. What is your opinion on leave if all kinds (AL, CL, SL) provided by the company. (a) Highly Satisfied (b) Satisfied (c) Neutral (d) Dissatisfied (e) Highly Dissatisfied

9. What is the stress level of your Job. (a) Very high (b) High (c) Neutral

(d) Low (e) Very low.

10. Are you facing any Health / Safety problems in your work place. (a)Yes (b) No If yes define few: _________________________________________. 11. Is there any opportunity given for career advancement? (a) Yes (b) No

12. How is the Leadership style in your organisation? (a) Yes (b) No

13. Is they provide any employee development / assistance program. (a) Yes (b) No

14. If the Salary / Wages given to you is sufficient. (a) Yes (b) No

15. Is working conditions are favorable to you. (a) Yes (b) No

16. Which Quarter of the year you remain absent on the job. (a) January-April (b) May-August (c) September-December

17. In which Shift you will be absent frequently. (a) A Shift (b) B Shift (c) General Shift

18. In which session you will be absent. (a) Forenoon (b)

Afternoon

19. Is the Infra-Structure Satisfactory.

Highly Satisfied Lighting Ventilation Cleanliness

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

RANKING:

20. Rank the following factors which influence you the most to be absenting from the work. important reason rank 1st & so on)

(Most

a) b) c) d) e) f) g)

Health Reason Family Problems Poor relationship with Superiors Lack of motivation in the work Insufficient Salary. Poor relationship with Co-Workers Lack of Transport facilities

If Any other Specify _______________________.

ANNEXURE-2 BIBLIOGRAPHY

BOOKS

1. Kothari C.R., Research methodology, published by Tata Mc Graw-Hill Publishing Company Ltd., 13th Edition, 1982. 2. Gupta, S.P., and Gupta, M.P., Business Statistics, Published by Sultan Chand & Sons, 7th Edition, 1989. 3. Personnel Management by C.B.Mamoria & S.V.Gankar, Published by Himalaya Publishing House.