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EVALUATION &COMPARATIVE STUDY
OF IMPACT OF
EMPLOYEESABSENTEEISM &
ATTRITION RATE
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TITLE
A PROJECT SUBMITTED IN
PART COMPLETION OF
MASTERS IN MANAGEMENT STUDIES
TO
TIMSR
BY
Balajee S Cashvinkutathil
Under
Prof. Francis Lobo
TIMSR
MHRDM BATCH 2009-12
Shyamnarayan Thakur Marg,
Thakur Village, Kandivli (E),
Mumbai - 400 101
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CERTIFICATE
This is to certify that the study presented by Mr. Balajee SCashvinkutathil to Thakur Institute of Management Studies andResearch in part completion of Masters in Human Resources andDevelopment Management under Evaluation & Comparative Study ofImpact of Employee Absenteeism an Attrition Rate has been doneunder my guidance in the year 2009-12
The Project is in the nature of original work that has not so far beensubmitted for any other course in this institute or any other institute.Reference of work and relative sources of information have been givenat the end of the project
Signature of the Candidate
Forwarded through the Research Guide
Signature of the Guide
(Name of the Guide)
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OBJECTIVE
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INDEX
Chapter Topic Page Number
1 Absenteeism 8-16
2 Profile of the company 17-20
3 Theories of Absenteeism 21-30
4 Research Methodology 31-34
5 Analysis & Interpretation 35-59
6 Findings 60-61
7 Attrition Rate 62-75
8 Attrition Rate Calculation 76
9 Conclusion, Bibliography 77-79
10 Questionnaire 80-85
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CHAPTER 1
ABSENTEEISM
1.1 INTRODUCTION
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.
Absenteeism is classified 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 asunder:
Man days lost (both authorized and unauthorized)
------------------------------------------------------------------- X100
Man days scheduled to work
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According to K.N Vaid absenteeism can be measured with
the help of the following formula
Persons not working due to
Authorized leave + unauthorized leave
Absence Rate = --------------------------------------------------------------------
X100
Man shifts actually worked
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. Avoidableabsenteeism 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 themanagement.
Absenteeism is of two types:
1. Innocent absenteeism - Is one in which the employee is
absent from work due to genuine cause or reason. It may be due
to his illness or personal family problem or any other real reason
2. Culpable Absenteeism - is one in which a person is absent
from work without any genuine reason or cause. He may be
pretending to be ill or just wanted a holiday and stay at home.
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Many employees will, on occasions, need a few days off work
because of illness, however, when absences become more
frequent or long term and reach an unacceptable level,
action by management is necessary. Absence from work can
be expensive in bot h m on e t a r y and hu ma n te rm s. The
cos ts i ncu r red w he n a n employee is absent from work may
include:
(i) Replacing the employee or requiring other staff to cover the
absence;
(ii) Inability to provide services, or achieve section and
departmental objectives;
(iii) Low morale and general dissatisfaction from other staff,
particularly if the absence is perceived as unwarranted.
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Effects of absenteeism on Industry
Absenteeism
Affects production targets
Increases the work load of inexperienced & less experienced
Leads to rejection of finished products
Increases the cost ofproduction
Lowers the Profit margin
Affects Industrial growth
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Effects of absenteeism on the employees
Absenteeism
Reduces his earnings
Adds his indebtedness
Decreases the Purchasing power
Leads to family problems
Increases mental stress
Leads to inefficiency in hisjob
Loss ofemployment
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when the rate goes as high as 40percent.
1.2 STATEMENT OF THE PROBLEM
First Advantage Pvt. Ltd is a company with 800 employees and
it is a developing company getting a new reputation in the field of
e-publishing. So it is very essential for the company to concentrate
in the employees commitment towards the work assessed for him. It
is also easier to find the employees satisfaction towards his job by
conducting a study on employee absenteeism which thereby helps
the company to retain its employee, since it is found that there isa low rate oflabor turnover in this company. So, this study will help
the company to adopt measures to reduce absenteeism and to
increase the employees commitment towards his job by knowing
the factors which remains as a hindrance for the employee to be
punctual towards hisjob.
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1.3 NEED FOR STUDY
One of the major problems affecting the precious resource of
any organization is absenteeism. Absenteeism is not only an
individual problem but also a social as well as economic problem of
our country. When absenteeism becomes a habit there is not only
general lowering of morale, but also results in loss and
deterioration of skill and efficiency. This may lead an organization
to attain reduced productivity. Decrease in production will affect theprofits of the company.
To control the rate of absenteeism we should know what absenteeism
is and study the factors such as personal factors, social factors and
environmental factors responsible for absenteeism. Reducing the rate
of absenteeism is not a simple task.
So, there is a great need for the research and analysis of
absenteeism in the organization.
1.4 OBJECTIVES OF THE STUDY
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To study the general causes for employee absenteeism
To analyze the workplace factors which leads to employeeabsenteeism in the organization?
To find out the most prominent general and work life factors that
leads to absenteeism in the organization
1.5 LIMITATIONS OF THE STUDY
The information provided by them may be subjected to personal bias.
Some ofthe respondents were not interested to express their views.
It is possible that some of the respondents feel that the management
has backed the studyand hence the reliability of the response.
Due to time constraints and busy schedules it was difficult to interact
with theemployees completely.
C H A P TER-2
PROFILE OF THE COMPANY16
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2.1Introduction
First Advantage Pvt. Ltd the largest provider of employment backgroundscreening services in the Asia Pacific region, now provides a full
spectrum of risk mitigating talent acquisition solutions.
Operating in Asia Pacific since 2000 and starting in Hong Kong, over the
last ten years we have seen expediential growth. First Advantage now
has 14 offices and over 1,600 employees in the Asia Pacific region
including Australia, China (Beijing, Shanghai and Zhuhai), Hong Kong,India (Mumbai, Chennai, Gurgaon and Bangalore), Japan, Korea,
Malaysia, Philippines and Singapore.
Widely recognized as the leader in background services in Asia Pacific,
by combing our global reach and local expertise, First Advantage has
now expanded its risk mitigating services to include solutions that
complement the expertise we have nurtured. Our comprehensive rangeof new solutions helps reduce the risk, time and cost associated with
recruiting, applicant tracking, and candidate screening. Learn
more about acquiring qualified, ready-to-work candidates.
2.2 Leadership team
Wayne Tollemache, CEO, FADVs core management group consists of
professionals with several years experience in the Backgroundverification industry. This group is backed up by a team ofaround 800
highly qualified professionals, working together effectively with a
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General shift- 9 am to 6 pm
First shift- 10 am to 2 pm
Second shift- 2 pm to 10 pmThird shift- 10 pm to 6 am
2.6 STRUCTURE OF HUMAN RESOURCE DEPARTMENT
eneral Manager
General Manager
Recruitment EmployeeRelations L & DAdmin
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Manager Manager Manager
nager
Senior Senior Senior Senior
Senior
Executive Executive Executive
Executive
Executive Executive Executive
Executive
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Senior executive
S
CHAPTER-3
REVIEW OF LITERATURE
THEORIES OF ABSENTEEISM:
Absence behavior is discussed in terms of theories on absences
such as the notion of the informal contract, perceived inequity, and
withdrawal from stressful work situations, dynamic conflict, social
exchange, withdrawal, non-attendance, organizationally excused
vs. Organizationally unexcused, involuntary v/s Voluntary and
lastly four-category taxonomy.
3.1 INFORMAL CONTRACT:
Gibsson (1966) attempted to explain some of the main features of
absence behaviour by means of the notion of an informal
contract. The contract is viewed as being made between the
individual and the organisation. Gibsson (1966) was especially
interested in absences that were no t long enough to activate
formal legitimising (certification) procedures. He used theconcept of valence, referring to a persons positive or negative
relationships to a work situation and pointed out that if the
combined valences of a work situation are weak, it will be easier for
people to legitimise their absences to themselves.
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Gibsson (1966) remarks that a plausible idea relating to the size
of the organisation influences absence rates; in largerorganisations, since there is greater division of labour, there is
also more concealment of the contributions of individuals, thus
permitting latitude for absence from work. He also mentions the
importance of the employees identification with the organisation,
as in the case of longer-service employees, and argues for the
importance of the authenticity of the work contract (Gibsson,
1966). In other words, the organisation should be seen to offer afair deal to the individual, whose feelings of obligation would thus
be strengthened.
In this research Gibssons (1966) concept of valence, referring to an
individuals positive and negative relationship toward a work
situation has relevance, as the aim of this research is to
determine whether work-related attitudes (Job Involvementand Organisational Commitment) predict employee absenteeism.
It is hy po thesise d that employees with low job involvement
and organizational commitment (negative relationship to the
work situations) will have higher levels ofabsenteeism.
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3.2 RESOLVING PERCIEVED INEQUITY:
Adams (1965), Hill and Trist (1953) and Patchen (1960) havemade notable theoretical contributions towards the study of
absenteeism. No recent literature has been identified which has
built on this perspective. Adams (1965) suggested that absences
may be a means of resolving perceived inequity; the probability of
absence behaviour will increase with the magnitude of inequity and
if other means of reducing inequity are not available. Patchen
(1960) had tested this kind of hypothesis; producing evidence of arelationship between absences and perceived fairness of pay, that
is, employees feelings about how fairly they had been treated in
regard to their pay levels and promotions.
3.3 WITHDRAWAL FROM THE STRESS OF WORKSITUATIONS:
In their study on absence, Hill and Trist (1953; 1962) contributed atheory of absence as being the withdrawal from the stress of work
situations. Withdrawal is the central explanatory concept; thus,
individuals experiencing conflicts of satisfaction and obligations
tend to express them through labor turnover, accidents, and
unsanctioned absences (this is, absences without formal
permission). In addition to the views of Hill and Trist (1962),
Hanisch and Hulin (1991) theorized that absenteeism andother withdrawal behaviors reflect invisible attitudes such as job
dissatisfaction, low level of organisational commitment, or an
intention to quit. According to this view, an employee who is absent
from work is consciously or unconsciously expressing negative
attachment to the organization.
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3.4 DYNAMIC CONFLICT:
The withdrawal explanation offered by Hill and Trist (1962) hadsome subsequent influence on theoretical discussions by s (1962)
and Knox (1961). Gadourek (1965) described the latter as
dynamic conflict theories. The conflict is located within the
individual, and whether a person stays or withdraws is the
result of a complex in incentives and stresses.
3.5 SOCIAL EXCHANGE:
Chadwick-Jones (1982) presented a case for the theory of
absenteeism that is social, not individual in emphasis. As a first
step Chadwick-Jones (1982) assumed the interdependency of
members of work organisations. It seems obvious that individuals do
have some mutual obligations to peers, subordinates, and superiors
(as well as other relationships outside the work situation). In thiscontext the rights and duties of individuals are both subject to, and
representative of, a set of rules about activities in the work situation.
What individuals do is therefore likely to be in answer to, on behalf
of, in defense of, as well as achieving a compromise with the rulesof
the group.
The second assumption made by Chadwick-Jones (1982), is thatunder the employment contract, some form o f soc ia l
exchange i s tak ing p lace between employers and
employees. Whatever they exchange in this situation whether it is
their time, effort, or skill or money, security, congenial friends or
anything else- it will be only what is possible for employees in
the organisation. Exchanges may be conceived as between
individuals and work groups, or between work groups andmanagement, but it would not be realistic to conceive of the
exchange between the individual and the organisation while
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disregarding the social conditions and rules.
Chadwick-Jones think of social exchange between employees
and employers as developing in, or as revealed by, a pattern ofbehaviour in the work situation that includes absences with all the
other factors that constitute the contract, formal and informal,
between employers and employees. Formal factors include pay,
hours, disciplinary rules, job duties, and promotion lines. Informal
ones include supervisory styles, peer group relations, and salient
to their analysis absence from work. Chadwick-Jones (1982)
however, do point out that absences may not enter into theexchange at all, insofar as some employees or employee groups,
especially those with higher status supervisors in factories,
managers in banks are absent very little or hardly at all. It is
quite possible, however, that managers possess greater control
over the allocation of their working time and may take periods of
time out that are not recorded.
3.6 WITHDRAWAL:
According to Chadwick-Jones (1982), absence from work, where
work is defined by the employees presence at a particular location
(office or workshop) for a fixed period each day, can be interpreted
as an individual act of choice between alternative activities; as
withdrawal or escape from surveillance; as individual or groupresistance to an inflexible system.
Thus, absence may also be viewed as a stratagem in inter-group
relations, as a defensive or aggressive act in inter-group conflict
(Chadwick-Jones et al., 1982). For the purpose of this research this
theory has relevance, as the reasons for absence behaviour
could be related to a choice of alternative activities instead of
attending work.
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3.7 NON-ATTENDANCE:
Another definition of absenteeism refers to the non-
attendance of employees for scheduled work (Gibons, 1966;Johns, 1978; Jones, 1971). The definition distinguishes absenteeism
from other forms of non-attendance that are arranged in
advanced (e.g. vacations) and specifically avoids judgments of
legitimacy associated with absent events that are implied by as
sick leave. This definitional emphasis seeks to focus on the key
organisational consequences of unscheduled non-attendance
instability in the supply oflabor to the organisation resulting in thedisruption of scheduled work processes and the loss of under
utilisation of productive capacity (Allen, 1981; Jones, 1971,
Nicholson,
1977). For this research this definition will be applicable, as the
researcher will not take into account absences due to vacation
leave and sick leave taken over more than three days.
3.8 EXCUSED VS UNEXCUSED:
In terms of distinguishing among types of absence, one simple
distinction that previous studies (Blau, 1985; Cheloha & Farr, 1980;
Firzgibbons & Moch, 1980) made is between organisationally
excused versus organisationally unexcused absences. Based on
these studies, it seems that organisations operationalise excusedabsence to include (within defined limits) categories such as
personal sickness, jury duty, religious holidays, funeral leave, and
transportation problems. However, as Johns and Nicholson
(1982) noted, absence behaviour can have a variety of meanings
for individuals. This research will focus on the organizationally
unexcused type ofabsenteeism.
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3.9 INVOLUNTARY VS VOLUNTARY:
March and Simon (1958) on the other hand, distinguishedbetween two basic types of absences: involuntary (e.g. Certified
sickness, funeral attendance) and voluntary (e.g. vocation,
uncertified sickness). Voluntary absences are under the direct
control of the employee and are frequently utilised for personal
aims. Conversely, involuntary absences are beyond the employees
immediate control. Hence, voluntary rather than involuntary
absences from work may reflect job dissatisfaction and lack ofcommitment to the organization.
3.10 A FOUR-CATEGORYTAXONOMY:
Blau and Boal (1987) presented a four-category taxonomy
describing the meanings of absence. These categories are medical,
career enhancing, normative and calculative. In the medicalcategory , absence is viewed as a response to various
infrequent and uncontrollable events (illness, injury, fatigue, and
family demands). If such an absence (medical) occurred, it
probably would be operationalised as a sporadically occurring
excused absence (Blau & Boal, 1987). In the career enhancing
category, absence is depicted as a mechanism that gives the
employee a further choice to pursue task- and career-relatedgoals.
For the normative category, absence is viewed less as a motivated
behaviour and more as a habitual response to the norms of the
work group (organisation) regarding absence (Blau & Boal, 1987).
As such, this type of absence probably would operationalise as a
consistently occurring excused absence. Thus, for this group, itwould be expected not only to predict frequency, but also when
absenteeism will happen.
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7. Communicating absence rates - 33%
8. Senior Management commitment - 27%
9. Performance appraisal - 26%
10. Team working - 21%
Jackson (1994) in study based upon a sample of 550employees found that the causes ofexcessive absenteeism were
as follows
A. Poor work habits 6%
B. Personal 9%
C. Dissatisfaction 16
D. Irresponsibility 17%E. Outside difficulties 17%
F. Sickness or fatigue 35%
1. Mann and Baumgartner (1952) report a study typical of the
University of Michigan Group. They compared the attitudes of high
and low absentee rate employees. The investigators found that amore favorable attitude toward supervisor and a more favorable
feeling about work associates accompanied lower absentee rates
for both blue and white-collar workers. According to their study
absenteeism rises as supervising quality decreases
2. In a study of absenteeism of 4 major textile mills in Delhi
covering a period of 4 years-1960 to 1963 Made by The Shri
Ram Centre for industrial relations, the following facts wererevealed.
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About 40% of total yearly absences occurred with the
permission ofmanagement.
About 25% were due to sickness and accidents and were granted by
ESI.
The remaining 35% were caused by workers unauthorized
absenteeism.
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CHAPTER-4
RESEARCH METHODOLOGY
4.1 Research Design
A research design is the arrangement of conditions for collection
and analysis data in a manner to combine relevance to the
researcher purpose with economy in procedure
It constitutes the blueprint for the collection, measurement and
analysis of data. As such design includes an outline of what the
researcher will do form writing the hypothesis and its operational
implications to the final analysis ofdata.
As such the design includes an outline of what the researcher will
do from writing the hypothesis and its operational implications to
the final analysis of data. More explicit, the decisions happen to bein respect of:
What is the study about?
Why is the study being made? Where will the study be carried out?
What type ofdata is required? Where can the datafound?
What periods of time will the study include? What will be the sample
design?
How will the data be analyzed?
In what style will the report be prepared?
What techniques of data collection will be used?
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The Research Design undertaken for the study is Descriptive one. A
study, which wants to portray the characteristics of a group or
individuals or situation, is known as Descriptive study. It is mostlyqualitative in nature. The main objective of Descriptive study is to
acquire knowledge.
4.2 Source ofData
Data are the raw materials in which marketing research works. The
task of data collection begins after research problem has beenidentified and research design is chalked out. Data collected are
classifiedinto primary and secondary data.
Primary data
In this study, the primary data is collected to understand the main
reasons behind the absenteeism of the employee. This is collectedusing a questionnaire specifically designed for the employees ofall
levels.
Secondary data
Secondary data were collected from the companys annual
publications, memorandums ofsettlements, newspapers, journals,websites, and from library books
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4.3 Sampling Methodology
Research work was conducted by taking a sample of 100
employees of 1300 (excluding apprentice trainees and contract
labors). To study the problem clearly numbers of employees
from each department were selected on the basis of the size of the
department as well as nature of the work. Questionnaires
were distributed to the employees individually and lot of
efforts had to be taken to collect the required data from theselected sample of employees representing the population.
The questions in the questionnaire are framed on the basis of the
factors responsible for absenteeism
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4.4 Description of statistical tools used
Percentage method
Percentage Analysis
In this project Percentage method test was used. The percentage
method is used to know the accurate percentages of the data we
took, it is easy to graph out through the percentages.The followingare the formula
No ofRespondent
Percentage of Respondent = x 100
Total no. ofRespondents
Weighted average method:
Weighted average can be defined as an average whose
component items are multiplied by certain values (weights) and
the aggregate of the products are divided by the total ofweights.
One of the limitations of simple arithmetic mean is that it gives
equal importance to all theitems of the distribution.
In certain cases relative importance of all the items in thedistribution is not the same. Where the importance of the items
varies it is essential to allocate weight applied but may vary in
different cases. Thus weight age is a number standing for the
relative importance of the items.
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CHAPTER-5
ANALYSIS AND INTERPRETATION
Analysis using simple random sampling Demographic
details:
AGE OF THE RESPONDENTS
Age No of Percentage
20-30 79 7931-40 19 19
41-50 2 2Total 100 100
Chart 5.1
20-30 31-40 41-50
INFERENCE
It is inferred that 79% of the employees who participated are in the
age group of20-30, 18% come under the category of 30-40 and
only 2% belongs to the categoryof40-50.
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SEX OF THE RESPONDENTS
Sex No of Percentage
Male 38 38Female 62 62
Total 100 100
Chart 5.2
SEX OF THE RESPONDENTS
male
38%
female
62%
m
INFERENCE
It has been inferred that 62% of the employees who participated in
the survey are female and the remaining 38% come under male
category
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MARITAL STATUS OF THE RESPONDENTS
Marital status No of PercentageSingle 64 64
Married 33 33Divorced 0 0
Widow(er) 3 3Total 100 100
Chart 5.3
MARITAL STATUS OF THE RESPONDENTS
single married Widow
INFERENCE
It has been inferred that 64% of the employees who participated in
the survey are single and 33% of the respondents are married. Rest
of them iscategorized under the category ofwidows.
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General causes for employee absenteeism:
Table 5.1
N
o
Causes Strongl
y
Agre
e
Neutr
al
Disagr
ee
Strongl
y
1
Other source ofincome
15 14 44 10 16
2 Higher studies 40 39 17 2 -
3 Time for
personal
41 20 22 14 -
4 Health
roblems
- 6 48 26 16
5 Employees
commitment
12 19 35 23 6
6 Transportation
problems
4 7 31 34 18
7 Family
responsibilities
8 1 11 41 32
8Lack ofinterest
31 23 11 15 12
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Chart 5.4
Other source ofincome
50
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
It has been inferred that 15% and 16% of the employees absent
themselves because of other businesses, since their income is
not enough for their family expenses. Whereas among the
remaining some are neutral and some strongly disagree to this
statement. This clearly shows that very minimum numbers ofpeople are engaged in some other business.
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Chart 5.5
Higher studies
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
40% of the respondents strongly agree that they had to
concentrate in their higher studies which make them to take leave,
since most of the employees working in the organisation are
fresher, coming under the age group of 20-30 and they just work
here to gain some experience.
Chart 5.6
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60
50
40
30
20
10
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
Most of the employees disagree to the fact that health problemsmake them absent from their work and only 6% of them agree that
their health gets affectedoften.
Chart 5.8
Employees commitment towards the work
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Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
Only 4% and 7% of the employees strongly agree and agree to thisstatement whereas the remaining are comfortable reaching theirworkplace since most of the employees recruited were residingclose to their workplace and most of them were found to have twowheelers and four wheelers.
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Chart 5.10
Work Vs Family responsibilities
Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
41% and 32% of the employees disagree and strongly disagree
that their work life is affected by their family responsibilities thisshows that they wereable to able their work and family because
the company doesnt give any home assignments and projects to
the employees.
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Chart 5.11
Lack ofinterest
Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
31% and 23% of the employees strongly agree and agree to the
statement that they are not into the right job since most of them
were engineering and science graduates who were doing the job of
diploma holders and typewriters.
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Chart 5.12
Employees Satisfaction towards thejob
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
It has been inferred that 20% and 26% 0f the respondents were
dissatisfied with their job because most of them felt that they
didnt fit in with the task allotted to them and some felt that they
were dominated by their higher officials and didnt get anyfreedom to share their views.
Chart 5.13
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Stress level of the employees
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly disagree
INFERENCE
Nearly 58% and 22% of the respondents have agreed that their
work is heavy and tiresome which causes stress and due to stress
they absent themselves to relax. This was found to be the major
reason for most of the employees to beabsent.
Chart 5.14
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Salary and allowances
60
50
40
30
20
10
0
Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
50% and 27% of the employees feel that the salary given to them is
not satisfactory since their work is stressful and they dont get
any performance pay even if they work for overtime. They feel that
the work assessed to them is greater and their pay scale is lesser.
Chart 5.15
Loneliness at the workplace
45
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40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
Only 8% and 3% of the respondents feel lonely at their workplace.
This shows that this is a very minor reason for absenteeism in the
company. Because, most of the employees were from the samelocality and were found to have been college mates or
schoolmates.
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Chart 5.16
Boredom due to routine work
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
41% agree and 12% strongly agree that the same routine
work allotted to them causes boredom towards their work which
makes them to absent. This will also lead to lack of interest
towards the work.
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Satisfaction with the welfare measures
60
50
40
30
20
10
0
Strongly agree Agree Neutral Disagree Stronglydisagree
INFERENCE
It has been found that only 2% of the employees are
dissatisfied with the welfare measures adopted by the company
and the rest of them strongly disagree to this statement.
Chart 5.19
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Shift basis - Drawback
45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
20% and 40% of the respondents agree and strongly agree to
that shift basis is a strong reason for their absence. This is
because 62% of the respondents who participated in the survey
were female, who feel that they are not comfortable with the
night shifts.
Chart 5.20
Lack ofmotivation
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Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
Only 11% and 28% of the respondents agree and strongly agree
that they dont get proper motivation from their superiors,
whereas 32% of the employees disagree to this statement.
Chart 5.21
Colleagues Co-operation
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Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE
Only 11% of the respondents strongly agree that their
colleagues are not co- operative, whereas 60% of the
respondents disagree to this fact, so it is evident that this factor
doesnt play a major role in absenteeism.
Ranking the general causes using weighted average
method:
Table 5.3
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N Causes Total Averag Rank1 Other source of 299 2.99 4
2 Higher studies 411 4.11 1
3 Time for personal
activities
379 3.79 2
4 Health problems 236 2.36 6
5 Employees
commitment
293 2.93 5
6 Transportation
problems
227 2.27 7
7 Family 191 1.91 8
8 Lack ofinterest 322 3.22 3
INFERENCE:
From the above table we can infer that the reason of higher
studies was ranked first among the other causes, most of the
employees also feel that they dont get ample time for their
personal activities so it has been ranked second. Lack of
interest towards the job has been ranked third, since most of
them expect the right kind of job to be allotted to them.
Ranking the workplace factors using weighted average
method:
Table 5.4
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No Causes Total Averag Rank1 Employees 324 3.24 4
2 Stress level of the 421 4.21 1
3 Pay scale 410 4.10 2
4 Loneliness at the 247 2.47 7
5 Routine work causes 309 3.09 5
6 Working conditions 166 1.66 9
7 Welfare measures 165 1.65 10
8 Shift basis- Drawback 344 3.44 3
9 Lack ofmotivation 288 2.88 6
10 Colleagues co- 209 2.09 8
INFERENCE
The first main workplace factor was found to be the stress level
oftheemployees. It was also found that most of the employees
were not satisfied with their pay scale. Therefore it has been
ranked second. Shift basis was also found be the third main
reason for the employees absenteeism in this company.
CHAPTER-6
6.1 FINDINGS
General factors responsible for absenteeism:
Since most of the employees are working in a temporary basis
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groups at the end of every month
The people who are overqualified and not suitable for that
particular job should not be recruited.
The company should allot some time for entertainment in
addition to the lunch break and it was found that most of the
employees needed a break at least for alternate Saturdays.
The company can conduct performance appraisal once in 2
months. It can give overtime incentive for people who work forthe organisation in Saturdays. It should also revise and increase
the pay scale based on the profits of the company.
CHAPTER 7
FACTORS AFFECTING ATTRITION AND STRATEGIES OF
RETENTION
Why Do People leave Jobs?
There are various factors that affect an individuals decision to leave a
job. While an employees leaving the job is considered attrition by oneorganization, it is looked at as talent acquisition by the neworganization and to the individual it means a career move, economic
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growth and enhanced quality of life/convenience or closeness tofamily etc. Hence, what is a problem for one may be an opportunityfor another.
This short note examines the key reasons for attrition and exploreswhat enhances retention as well as outlines some of the factors thatcan control attrition. It also touches up those factors that are beyondones control.
Factors Affecting Attrition and Retention
There are various reasons why people leave their current job. Thesereasons may vary from individual to individual and when data arecollected from a large number of individuals leaving or who have leftan organization, some consistencies may be observed-providing moreinsights as to why people leave in large numbers. If these arecontrollable-one attempts to control. If these are not within the controlof the organization, the organization should prepare itself for
managing attrition.
Managing attrition does not mean reducing attrition only. It couldalso mean bringing down the negative affects of attrition andincreasing the positive affects of attrition. To increase the positiveeffects of attrition and reduce the negative affects, appropriateretention and capacity utilization or talent utilization tactics should beused. In one of the organizations, attrition has been used as brandbuilding opportunity. Thus an organization may say that we providetalent for other companies or they may say that if you join us yourbrand value goes up and you get good jobs etc.
Today when a person leaves it causes a lot of disturbances in theorganization. If it is a small organization the disturbance is evengreater. Hence it is important to understand and manage attrition.
There can be various reasons for people leaving their current jobs.
Some of these include:
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and want to achieve new heights in the shortest time. They haveeither been socialized so or fulfill their own power or other motives.Some may have a different motivation or value profile which may notbe matched by the current job or the company and hence the decision
to leave.
Job related factors: The job related factors that cause the decisionto leave are many these include the following:
1. Inability to use ones competencies
2. Lack of challenge3. Boss and his styles4. Lack of scope for growth in terms of position salary, status and
other factors5. Role clarity6. Job Stress or role stress or role stagnation7. Lack of independence or freedom and autonomy8. Lack of learning opportunities9. Lack of excitement and innovation, novelty etc. in the job
These factors may be intrinsic and job related or extrinsic and jobrelated or job chemistry related. Intrinsic factors are the factorsrelated to the characteristic of the job. These are in plenty in BPOswhere the work conditions (night work, work at odd hours, the natureof clients to deal with, etc) pose difficulties.
Extrinsic factors are factors like role clarity, independence andautonomy, bad boss, wrong chemistry of the team, work conditions
that can be changed easily, lack of respect shown to the individuals,etc. A large number of the extrinsic factors can be controlled.
Economic Factors: this deal with the aspirations in relation to salaryand perks, housing, quality of living, need for savings etc.
In addition to these there could be many other factors that affectdecisions:
Mobility of partner
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Fatigue
Family reasons like having to look after old parents
Factors affecting Individual decision to leave:
The factors can be classified as the following:
1. Individual related factors2. Role or job related factors3. Organization related factors
4. Professional factors5. Societal factors including Peer pressure factors and socio-
economic environment related factors
Some of the Potential methods of managing retention and employeeengagement or skill utilization include the following:
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First Find the Source of Attrition- where and why?
Any method of controlling attrition or increasing retention should bebased on a good understanding of the factors leading to attrition. Thefactors may be some times very simple and could be reveled by anexamination of the statistical data. The statistical data could answersimple questions like the following:
Where is the attrition occurring?
Is it more in males than females? What levels? Is there anything incommon among those who leave? Is it related to some disciplines orpeople from a particular region or linguistic group? Is it more amongcandidates from certain colleges or institutions? Age groups? Etc.Simple demographic analysis among those who leave could revealsome insights.
Once the source/cause of attrition is identified, solving the problembecomes relatively easy. At least the organization can then determineif any internal interventions will help reduce attrition. Some of thepossible interventions that could help in enhancing retention are asfollows:
Compensation, Financial restructuring and New Incentive
schemes- including Salary and perks restructuring, ESOPs, PLPs, etc.ILFS introduced a new Performance Linked pay in mid nineties tomanage retention at all levels. In this system all employees received aperformance linked pay at the end of the year depending on thecompany performance (financial), departmental performance andindividual performance. Combining all the three performance
parameters it was possible to get as much as a years salary or moreas PLP depending on the financial performance of the company.Introducing small recognition schemes may go a long way.
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Loyalty pay is a good mechanism of retaining the employee. In theloyalty pay the individual gets his share of the performance linked pay
or enhanced incentive pay proportionate to his stay. For example inthe ILFS case only a part of the PLP was given at the end of the firstyear and the remaining part is given proportionately at the end of thesecond and third years.
Organizations use most of the time compensation surveys and hike upthe salaries. The tendency to use Golden handcuffs with deferredcompensation, investment options etc. are useful. However in acompetitive world often they artificially hike up the salaries as the
recruiters also work out mechanisms of buying out such handcuffedpeople at any cost. Hot skills premium is paid by some companies forthose who have crucial skills in short supply. They premium can beremoved as the skill availability increases or the need goes down.
ESS and OC interventions: Organizational climate and employeesatisfaction surveys help in indicating the factors affecting attritionand help organizations take corrective action. In the case of one
manufacturing company a climate survey revealed the lack ofschooling facilities, commuting facilities to a nearby town; schoolingfacilities could improve the tenure of its employees. In another studythe technological innovations were found to create tension andresulting is decisions to leave in fresh and junior levels ofmanagement. Such climate schemes may indicate small things likeorganizational communications, social get together and celebrationscould inculcate a sense of identity and belonging ness and enhancethe we feeling and thereby retention. Climate surveys also indicate
those aspects of the personnel policies that need to be revamped forenhancing retention. In one company such a survey indicated that toomuch of differentiation and discrimination between the workmen andofficers in terms of the canteen food, leave facilities and other workconditions reduced the resentment to management an enhancedcommitment to the company. The attrition was more psychologicalthan physical in this company. Psychological attrition and retirementare particular problems in Indian PSUs.
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It is interesting to have such a program in an organization where thejobs are contractual. In a development organization it is considered allthe more essential to have motivated staff all the time.
Celebrations and Social and cultural Networks: By encouragingemployees to have picnics, social gatherings, celebrations andfestivals etc. we encourage some amount of social networking andsense of belonging ness. Tata and Birla group of companies are knownfor doing these in their own ways. Some of these organizations havecreated a sense of belongingness through their clubs, cultural forumsand group celebrations and activities. When the person and is family
feel at home with a company and have developed a social networkretention goes up. Loyalty to colleagues can be thus made asignificant retention force. New forums and methods need to bethought of to suit the requirements and chemistry of a given group.Thus in one case there may be an investment club, in another GolfClub, and a third cooperative society a fourth a charitable group toassist local community and so on.
Assimilation and Integration
Studies have linked the retention capacity of a firm to the inductionand assimilation process. The new Economy industry and theneed to be competitive require that the person needs to be
indicted into the company even before he/she joins it. If thenew employee joining at the top level joins the organization with fullunderstanding of the culture, and the role he is supposed to handle a
lot of employee turn over can be contained.
According to studies in the US while firms go to great lengths to hirenew employees, only 20% of them stay two years. Nearly 70% of thenewly hired seniors leave within two years .There is only a 50%chance that when some one takes up a new job he will be with thecompany for more than two years. In a 3 month period in the year2000 alone 350 CEOs in the US let their jobs. According to a HBR
article (2000, issue 78) 80% of a pool of executives changed their jobswithin two years. Another study reports that 47% of executivesappointed as presidents left within four years. In a study of 359
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positions listed in resumes it was found that 68% left their previousjobs within twelve months. (Smart, 1999)
Bradford Smart (1999) estimates that the cost of mis-hires areperhaps.. 40 times base cost at top levels. When you considerrecruiting, actual compensation expenditures, severance, andadditional cost of lost productivity, the time it takes for some one tobecome productive, business mistakes and missed opportunities etc.Research by Sibson & Co in four high turn over four high turn overindustries found that replacement costs have reduced the earningsand stock process by an average of 38%. The estimated cost of
replacement has to be multiplied at least three fold for every topleader who does not make it failed or left the origination)
Effects of losing a leader ripple through out the organization.
Loss affects the organization's competitive position due toleadership vacuum
Triggers turnover at other levels
Creates loss of developmental and intellectual resources Disrupts and weakens customer relationships
Employee turnover has a significant effect on companiesbottom-line by inhibiting their ability to keep current customers,acquire new ones, increase productivity, and pursue growthopportunities
People dont quit companies. They quit bosses. Numerous studies
have indicated the correlation between job satisfaction and directsupervisors and managers. According to new study 41% of high valueemployees who intend to leave their jobs are dissatisfied with theirmanagers or supervisors. Gallup of 2 million employees form 700companies indicated that strong links between employee tenure andemployee-supervisor relationships.
When a new leader joins the team they join three types:
Functional team they lead
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Executive team they collaborate with including the seniorleaders
Project related cross functional teams
When leader turnover is high the working alliances across theorganization are not in place long enough to embed anychanges that are introduced
The purpose of induction and assimilation therefore is to
ensure that leaders will adapt and become full contributors in
the new organization faster, better and with fewer
destabilizing effects to the individual and the organization.Asuccessful assimilation is one in which both the individual and
the organization are transformed for the better and are able
to leverage each others strengths to achieve mutually
beneficial goals. The individual and the organization need to
treat together for this purpose.
Assimilation of new leaders occurs in four stages: It begins with pointof hire and completes when the individual is a full contributor and nolonger an outsider. The assimilation journey is a continuousnegotiation between the two extremes and they need
To be balanced.
The balance needs to be between:
Being patient and becoming productive
Setting ones own pace versus following organizations pace
Trusting intuition versus making data based decisions Pleasing various stake holders versus meeting ones own
priorities
Implementing change versus respecting the culture of theorganization
Demonstrating competence versus seeking advice when oneneeds it
Building relationships based on trust versus testing assumptionsabout others
Intervening appropriately versus waiting until you have allinformation
Drawing on the past versus not letting the past bind you
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Acting with authority versus staying in learning ode
Not leading ego versus staying with confidence
Making your position clear versus seeking feedback
Affiliating with people versus maintaining boundaries
The HR Departments as well as the top management and other linemanager have a responsibility to ensure that the managers indicted atthe top levels assimilate the culture, role and other things of thecompany fast and manages the contradictions mentioned above. Thiswill only ensure that the retention is higher and top managementrecruited newly into the firm give their best and high ROI.
Assimilation is both fluid and dynamic. It can be influenced bydifferent factors at different points of time of the organizational lifecycle. New leaders are most likely to leave when they lack supportthey need to their best work. Attrition is usually the result of not beingable to contribute what they were hired to make. They are most likelyto stay if they feel a deep commitment and affiliation to anorganization.
Effective assimilation strategy:
Acknowledges difficulties of entry into a new organizations
Legitimizes and individuals adjustment period
Builds in multifaceted supporting mechanisms an institutionallevel (peer support, tips on bridging organizational knowledge,and learning gaps) to asset the new leader through the process
Assimilation savvy organizations should:
Focus on assimilation as a tool for retention and leadershipsstrategy
Have a formal system and program of assimilation
Use coaches for assimilation
Use HR for assimilation process
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sophisticated planning model that enables business managers todevelop highly targeted retention programs that create cost-effectivecontingency plans for filling potential gaps in skills. Prudential hasbegun to assess how long the organization would like the employees
to stay on board. They decide those whom the company wants tohave indefinitely, those who should be there for a shorter period andthose on whom retention investments dont make any sense. Thenthey use a number of mechanisms depending on the categories ofemployees. They tailor the programs for the retention requirementsrather than employing them across the board (Cappelli, 2000)
Job Design and OB Customization: This method involvesassessment of which tasks to be included in what jobs. For examplethe united parcel service mentioned earlier redesigned the job ofdrivers by separating the loading job from that of the drivers. Thoughit increased the turnover of the loaders it decreased the turn over ofdrivers which are considered an important role. The loaders could bereplaced with ease. Designing the jobs for specified periods of time isanother way of managing retention. If a person is appointed for aperiod of three years and the organization is prepared for the same
and the employee is also prepared part of the issues resolved. CAREIndia and many other international NGOs use this approach. Incustomization programs the employees are given scope to define theirjob after an assessment of their skills and interests. Key employeesmight undertake a formal self-assessment of their work and non-work
goals and how those goals could best be achieved in the context of
company; operations. The assessments would form the basis for
individual employment agreements, which might be created using
cafeteria-style programs similar to those in allocating employee
benefits (Cappelli, 2000 p 107).
Change of Styles through 360 Degree Feedback and Internal
Customer satisfaction Surveys: Some times the style of managermay be responsible for employees in certain departments to leave.With supportive managers and Head of departments employees thinkseveral times before they leave. Some managers may not realize thattheir coercive style, excessive task centeredness, and the way they
assign tasks including the clarity with which they give instructions,respect etc to employees have tremendous impact on their stayingwith the company. By recognizing the roles they play and the styles
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they exhibit and seeing the impact they are making senior managerscan at least reduce the push factors for attrition. There are severalcases of Senior Managers realizing the impact of their style in the 360degree Feedback programs conducted by TVRLS.
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Other Methods:
Start with recruitment. Dont recruit those people who will bethe most difficult to retain. Pay attention to this aspect fromrecruitment stage itself.
Adapt to Attrition. Attrition is the order of the day. Market forcesare too strong. Focus on what you can change. Dont focus onwhat you cant change and lose your sleep. Some times youdont have to recruit all high powered staff. In the olden dayssome of the business houses did not go to business schools
where the graduates are expensive and are job-hoppers. Theseincluded a highly rated business schools. They recruited fromthe less popular business schools and found them to contributea lot and stay loyal.
Simplify and standardize jobs and use multi-skills to help meetany contingencies.
Focus on retaining intellectual capital even when employeesleave. Think of appropriate mechanisms and buildorganizational memories and knowledge systems to retaintalent and intellectual capital. Teamwork task forces andstandardized systems help. IT support helps. Electronic recordsof employee knowledge helps in many cases.
Cooperate with competitors. Form clubs and associations.
Work with local schools and communities and develop a largesource of skill base by giving projects and grants to localcolleges.
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CHAPTER 8
ATTRITION RATE CALCULATION
(The formula and correct logic behind calculation ofATTRITIONRATE)
((no. Of attritions x 100) / (Actual Employees + New Joined)) /
100.
Examples:
1) Actual Employees No. Of people left No. Of Joined TotalEmployees
(Opening BAL) (Attritions)(Current Headcount)
150 20 25
155
So according to the formula: ((20 x 100) / (150 + 25)) / 100
Which comes to 0.1142 i.e. 11%
Now as you had 150 previously and now 25 joined so it makes 150 +25 =175
Now if you calculate 11.42% of 175 i.e. 175 x 0.1142 = 20
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CHAPTER-9
9.1 CONCLUSION
First Advantage Pvt. Ltd should be very cautious while recruiting
the employees. The company should not solely concentrate in
getting the work done by the employees; it should also give its
employees some time for fun and entertainment. Since this is a
fast developing company here in India, it has to look after that
its employees are satisfied with salary and compensation given
to them. The company can try adopting the suggestions givenabove to reduce absenteeism in the company. Since most if
the employees working here are coming under the age group
of 20-30, they will like to socialize in their weekends with their
friends or family, so the company can free them in their
Saturdays.
9.2 BIBILIOGRAPHY
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Aswathappa, Human Resource and Personnel
Management, Tata MC GRAW- Hill Publishing Company
limited.
Paneerselvam.R., Research Methodology Methods and
Techniques, Second Edition.
Likert Rensis, The Human Organisation published by Mc Graw
Hill Book Company Limited.
Flippo Edwin B Personnel Management published by Mc Graw
Hill Book Company Limited.
Tripathi P C Human Resource Development published by
Sultan Chand &Sons, Educational Publishers.
Tapomoy De b Strategic Ap p r oa c h e s t o H u m a nR e s o u r c e M a n a g e m e n t published by Atlantic publisher.
Dwivedi R . S ., H u m a n r e l a t i o n s a n d o r g a n i z a t i o n a l
b e h a v i o r , 5th edition, publisher by Beri fore Macmillan India
ltd., New Delhi.
Biswajeet pattanayak, Human resources management, secondedition, published by prenticeHall of India Private Ltd., New Delhi.
Lewis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy,
Managing human resources,Third edition, published by rajiv Beri
fore Macmillan India ltd., New Delhi.
Websites:
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http :/ /ww w.ci te hr. c o m/regis ter .php?d o =si gnu p
htt p ://ww w .m a nag e m e n tp a r a d is e .c o m/fo r um s/a r c h iv e/ i n d e x .p h p/t-
13 788 .html
http :/ /ww w.sci en ce di re ct.com /
http :/ /ww w.a bsen te ei sm .co m/
http :/ /ww w.wi kiped i a.com/
http :/ /ww w.i nteg ra - i ndi a.c om/
http ://ww w.sc rib d. c om/
http :/ /ww w.o pp ape rs.c om /
http://www.citehr.com/register.phphttp://www.managementparadise.com/forums/archive/index.php/http://www.managementparadise.com/forums/archive/index.php/http://www.managementparadise.com/forums/archive/index.php/http://www.managementparadise.com/forums/archive/index.php/http://www.managementparadise.com/forums/archive/index.php/http://www.managementparadise.com/forums/archive/index.php/http://www.sciencedirect.com/http://www.sciencedirect.com/http://www.absenteeism.com/http://www.absenteeism.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.integra-india.com/http://www.integra-india.com/http://www.scribd.com/http://www.scribd.com/http://www.scribd.com/http://www.scribd.com/http://www.oppapers.com/http://www.managementparadise.com/forums/archive/index.php/http://www.sciencedirect.com/http://www.absenteeism.com/http://www.wikipedia.com/http://www.integra-india.com/http://www.scribd.com/http://www.oppapers.com/http://www.citehr.com/register.php8/3/2019 Updated Project Final
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ANEXXURE
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QUESTIONNAIRE:
A Study on Employee Absenteeism with reference to First
Advantage Pvt. Ltd, India
Name:
Age
a.) 20-30 b.) 31-40 c.) 41-50
Sex
a.) Male b.) Female
Marital Status
a.) Single b.) Married c.) Divorced d.) Widow(er)
General factors:
1. I have some other source of income which prompts me to take
leave
a.)Strongly agree b.)Agree c.) Neutral d.) Disagree e.) Strongly
disagree
2. I concentrate more on my higher studies when compared to
my work
a.) Strongly agree b.)Agree c.) Neutral d.) Disagree
e.) Strongly disagree
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3. I am not into the job assigned to me and I am seeking for the
appropriatejob
a.) Strongly agree b.)Agree c.) Neutral d.) Disagree
e.) Strongly disagree
4. I dont get enough time to spend with my family
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
5. I feel that sickness makes me absent from workoften
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
6. I feel that my worklife is affected by the family responsibilities
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
7. I feel that my absence doesnt affect the companys output
a.) Strongly agree b.) Agree c.) Neutral d.) Disagreee.) Strongly disagree
8. I do absent myself often because of transportation problems
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
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Worklife factors:
1. I am not satisfied with my works
a.) Strongly agree b.)Agree c.) Neutral d.)Disagree
e) Strongly disagree
2. Stress is a part of my worklife
a.) Strongly agree b.) Agree c.) Neutral d.) Disagreee.) Strongly disagree
3. I am not satisfied with the salary and allowances
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
4. I feel lonely while working with others (in your workplace)
a.) Strongly agree b.)Agree c.) Neutral d.) Disagree
e.) Strongly disagree
5. I feel bored with the same routine work
a.) Strongly agree b.)Agree c.) Neutral d.)Disagree
e.)Strongly disagree
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6. I dont feel satisfied with the existing working condition
a.) Strongly agree b.) Agree c.)Neutral d.) Disagree
e.) Strongly disagree
7. I am not satisfied with the welfare measures adopted by the
company
a.) Strongly agree b.) Agree c.)Neutral d.) Disagree
e.) Strongly disagree
8. Shift basis is a stumbling block for my regularity
a.) Strongly agree b.) Agree c.) Neutral d) Disagree
e.) Strongly disagree
9. I dont get proper motivation from my superiors
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
10. I am not getting sufficient co-operation from my colleagues
a.) Strongly agree b.) Agree c.) Neutral d.) Disagree
e.) Strongly disagree
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Any other reasons, for your absence, please specify
Any suggestions to reduce absenteeism in your company
.