Project
Project
LIST OF TABLES
LIST OF FIGURES
1 INTRODUCTION 1-8
Problem identification 16
5 FINDINGS
SUGGESTION
CONCLUSION
APPENDICES
(1)QUESTIONNAIRE 66 -70
(2)BIBLIOGRAPHY 71
LIST OF TABLES
S.NO PARTICULARS PAGE NO
1.1 Table represent about respondent age 22
1.2 Table represent about respondent marital status. 23
1.3 Table represent about respondent monthly income. 24
1.4 Table represent about respondent cadre 25
1.5 Table represent bout respondent experience 26
1.6 Table represent about respondent reason for leave 27
1.7 Table represent about working conditions of employees 28
1.8 Table represent about medical provisions provided for the 29
employees
1.9 Table represent about welfare facilities provided for the 30
employees
1.10 Table represent about leave facilities provide for the 31
employees
1.11 Table represent about communication system followed in 32
the company
1.12 Table represent employee opinion about salaries 33
1.13 Table represent about work monotonous 34
1.14 Table represent about appreciation or rewards received by 35
the employees
1.15 Tale represent employee satisfaction about current work 36
1.16 Table represent about employee and co-workers relationship 37
1.17 Table represent about employee and supervisors relationship 38
1.18 Table represent about work pressure of employees 39
1.19 Table represent about possibilities of employees to get leave 40
1.20 Table represent about leave taken by employees 41
1.21 Table represent employees awareness about leave facilities 42
1.22 Table represent about motivation factors of employees to 43
attend work regularly
1.23 Table represent about absenteeism management in 44
organization
1.24 Table represent about the employee opinion to reduce 45
absenteeism
1.25 Table represent about the impact of compulsory leave in 46
work life balance
1.27 Table represent about the chi-square test for age and reason 48
for leave
1.28 Table represent about the chi-square test for cadre and wage 48
are salary
1.29 Table represent about the chi-square test for cadre and work 50
monotonous
1.30 Table represent about the T- test for co-workers relationship 51
and supervisor relationship
1.31 Table represent about the chi-square test for cadre and work 52
pressure
1.32 Table represent about the chi-square test for cadre and 53
possibility of employees to get leave
1.33 Table represent about the chi-square test for age and leave 54
availed often
1.34 Table represent about correlation for appreciation or 55
rewards and current work
LIST OF CHARTS
S.NO PARTICULARS PAGE NO
1.1 Chart represent about respondent age 22
1.2 Chart represent about respondent marital status. 23
1.3 Chart represent about respondent monthly income. 24
1.4 Chart represent about respondent cadre 25
1.5 Chart represent bout respondent experience 26
1.6 Chart represent about respondent reason for leave 27
1.7 Chart represent about working conditions of employees 28
1.8 Chart represent about medical provisions provided for the 29
employees
1.9 Chart represent about welfare facilities provided for the 30
employees
1.10 Chart represent about leave facilities provide for the 31
employees
1.11 Chart represent about communication system followed in 32
the company
1.12 Chart represent employee opinion about salaries 33
1.13 Chart represent about work monotonous 34
1.14 Chart represent about appreciation or rewards received by 35
the employees
1.15 Chart represent employee satisfaction about current work 36
1.16 Chart represent about employee and co-workers relationship 37
1.17 Chart represent about employee and supervisors 38
relationship
1.18 Chart represent about work pressure of employees 39
1.19 Chart represent about possibilities of employees to get leave 40
1.20 Chart represent about leave taken by employees 41
1.21 Chart represent employees awareness about leave facilities 42
1.22 Chart represent about motivation factors of employees to 43
attend work regularly
1.23 Chart represent about absenteeism management in 44
organization
1.24 Chart represent about the employee opinion to reduce 45
absenteeism
1.25 Chart represent about the impact of compulsory leave in 46
work life balance
1.26 Chart represent the analysis about compulsory leave as 47
motivation factor
ABSTRACT
The term absence refers to all ‘stay away’ from work whether authorized absence.
Absenteeism affects the organization productivity and morale. So each and every
organization should concentrate about absenteeism.
In my study I found out thus the dissatisfaction in their current work is mainly
leads to unauthorized absence. So I analyses about the factors which is may be leads the
employee’s dissatisfaction in their work, by this analysis the company has able to reduce
the unauthorized absence, it helps to increase the effectiveness in production and also it
helps to reduce the dissatisfaction of employee in their current work.
A study considering as descriptive study, the data are collected from the
employees of HYUNDAI MOTORS INDIA LIMITED. The sample size is taken for this
study is 138 and stratified sampling method is followed for selecting a sample .the data
are collected through a questionnaire. The statistical tools like percentage analysis, chi-
square test, correlation, T- test and ANNOVA are used for analyzing the data.
The major finding is job factor, which affect the organization poorly. The
suggestion is based on the findings.
CHAPTER-1
A STUDY ON ABSETEEISM MANAGEMENT.
1.1 INTRODUCTION:
Absenteeism is a serious problem for a management because it involves
heavy additional expenses. Reserves and understudies are kept in readiness to take the
place of the absentees, failing which the overhead cost of idle equipment has to be faced.
Industrial employees do not usually ask for leave of absence in advance or
even give notice during their absence as to how long they would be away. The
management is generally uncertain about the probable duration of an employee’s absence
and cannot take appropriate measures to fill the gap.
For this reason to find out the causes of absenteeism in Hyundai motors
India limited I analyze the following causes,
o Serious accidents and illness.
o Low morale.
o Poor working conditions.
o Boredom on the job.
o Lack of job satisfaction.
o Poor supervision.
o Excessive work.
1.2 DEFINITION OF ABSETEEISM:
Absenteeism is the failure of employees to report for work when they are
scheduled to work. Employees who are away from work on recognized holidays,
vacations, approved leaves of absence, or approved leaves of absence would not be
included”
According to labour Bureau, simla,”absenteeism is the total man shifts lost
because of absences as a percentage of the total number of man shifts scheduled to work.
According to Webster dictionary,” absenteeism is the practice or habit of
‘absentee’, and an ‘absentee’ is one who habitually stays away”
This paper reviews the literature related to absenteeism and suggests how
managers can improve their absenteeism rate and, as a result, improve productivity. At
least 50% of all employee absenteeism is not caused by bona fide illness or other
acceptable reason. Absenteeism is higher in manufacturing environments than in other
areas and is a bigger problem among blue-collar workers than white-collar. Absenteeism
is higher in union settings than in nonunion settings. Single persons are typically absent
more than married.
Industrial relations research that has examined the effects of collective voice on
employee absenteeism through traditional exit-voice analyses suffers from a number of
important theoretical and empirical limitations. The research is limited theoretically in
that the framework used cannot discretely classify absenteeism as a form of either exit or
voice.
This inability reflects a larger problem with the exit-voice framework’s lack of
adequate attention to the conditions under which collective voice mechanisms fail and the
consequences of such failure for the behavior of industrial relations actors. Exit-voice
studies of absenteeism have important methodological problems, particularly in the way
absenteeism and voice criteria have been operational
zed. These
defects in the literature can be addressed through the integration of behavioral theory and
research on such topics as absenteeism, exit, voice, loyalty and neglect, and the literature
on organizational justice.
1.7.4 PRESENTEEISM;
Hyundai Motor is a South Korea based car maker, placed sixth among the
automobile makers in the world. Hyundai Motor India Limited (HMIL), its subsidiary, is
the second largest and manufacturer in India. Some popular brands of Hyundai are
Santro, Getz, Accent, Elantra, Sonata Embera and Tuscon are the most successful brands
of HMIL. For incorporating sustainable environment management practices, the company
has been granted an ISO 14001 certification.
Hyundai Motor Company (HMC), which came into being in 1967, is a division of
Hyundai Kia Automotive Group, headquartered at Seoul, the capital of South Korea. The
company operates the world's largest integrated automobile manufacturing facility at
Ulsan in South Korea.
Hyundai Motor India Limited (HMIL), its wholly owned subsidiary in India, is
the second largest car manufacturer in India.
• Hyundai Accent - Set with improved engine machinery, high-tech design and
security features, Hyundai Accent spells style, opulence, control and top
performance.
• Hyundai Tucson - 60,000-mile basic guarantee, multipurpose interior, revamped
2005 Kia Sportage, five doors, etc are some of the features that Hyundai Tucson
boast of. A compact intersect SUV, Tucson can be altered between two-wheeled
drive and four-wheeled drive.
• Hyundai Elantra - India's foremost Luxury Sedan, Hyundai Elantra takes pride
of its stylish exteriors and lustrous design. The technical specifications of the car
includes Traction Control system, Automatic and improved Brake Force and self
regulating suspension system.
• Hyundai Sonata Embera: A fifth generation Sonata car, Hyundai Sonata
Embera is efficient, chic and has an advanced suspension system. The car is
famous for its superb pick-up and speed.
• Hyundai Getz - recognized for its European appeal, Hyundai Getz is an
amalgamation of comfort, expertise and functionality.
• Hyundai Verna: Made of contemporary, stylish and sparkling surface, Hyundai
Verna is displays grace and flamboyance. Sporty yet luxurious, Verna is rated
high in performance level.
• Hyundai Santro Xing: Recognized for its power competence and consistency,
Hyundai Santro Xing, is an improved version of Hyundai Santro that comes with
added characteristics for Indian families.
• Hyundai Terracan: Grandiose and tough, Hyundai Terracan 2.9CRDT is
designed to glide off-road. An indisputably impressive car it can be switched
between two-wheeled drive and four-wheeled drive.
I -20
I -30
• GETZ
HYUNDAI I10 KAPPA
• HYUNDAI I10 HYUNDAI I20
• HYUNDAI I20
• SANTRO XING HYUNDAI I10 DIESEL VARIANT
• SONATA EMBERA HYUNDAI I30 NEW
• HYUNDAI VERNA HYUNDAI GENESIS COUPE
• TUCSON
• HYUNDAI SANTA FE NEW
The company has been continuously pressing ahead to achieve its goals of
ranking amongst the world’s elite automakers. Read on further to know some interesting
and amazing information on the history, origin and background of Hyundai.
In 1975, Hyundai launched its first domestic car, Pony, which was
powered by Japan’s Mitsubishi engines. The company started exporting cars to Ecuador,
in the following year and then followed with exports to the Benelux countries (Belgium,
Netherlands and Luxemburg).
Hyundai entered the United States in 1986, with its subcompact Excel.
The car was an immediate hit with more than 100,000 Excels being sold in just seven
months.
NAME TITLE
H. W. Park Chief Executive Officer, Chief Financial Officer, Managing Director and
Senior Executive Director of Administration
V.D. Bhasin Senior Vice-President of Sales
Arvind Senior Vice President of Marketing & Sales
Saxena
M. Whoo Head of R&D and Engineering Operations
Sanjeev Head of Marketing
Shukla
• INTEGRITY
Each member of team HARI is upright, honorable and honest. His actions are a
natural manifestation of his uncompromising principles and confidence in his
beliefs and values.
• CUSTOMER FOCUS
• RESULT ORIENTED
• TEAMWORK
• PASSION
Members of Team HARI have a drive to succeed personally and professionally and
welcome opportunities for growth and development.
CHAPTER-3
3.1.1REASERCH METHODOLGY:
DESCRIPTIVE RESEARCH:
o Primary data
o Secondary data
In these two types of data I use both primary and secondary data in my
study.
QUESTIONNAIRE:
• Percentage analysis
• Chi-square test
• T-Test
• Correlation
• ANOVA.
CHAPTER- 4
CHART 5.1
INFERENCE:
From the above table mostly 59% and 36% of employees are in the age group of
20-30 years and 30-40 years respectively.
TALBLE 4.2
MARITAL
STATUS NO.OF.RESPONDENTS PERCENTAGE RANK
MARRIED 112 81 1
UNMARRIED 26 19 2
TOTAL 138 100
CHART5.2
INFERENCE:
From the above table mostly 81% of employees are married and others are unmarried.
TABLE 4.3
MONTHLY
INCOME NO.OF.RESPONDENTS PERCENTAGE
25000-30000 66 48
30001-35000 31 22
350001-40000 32 23
ABOVE 40000 9 7
TOTAL 138 100
CHART 5.3
INFERENCE:
From the above table mostly 48% of the employees are earned the income
between 25,000-30, 000, 22% and 23% of employees are earned 30,001-35000 & 35,001-
40,000 respectively.
TABLE 4.4
CHART 5.4
INFERENCE:
From the above table most of the employees are covered in the executive and
junior executive cadre as 37% & 52% respectively.
TABLE 4.5
CHART 5.4
INFERENCE:
From the above table mostly 42% of employees are have above 5 years
of experience and 27% & 22% of employees are below 1 year and 2-3 years
of experience respectively.
TABLE 4.6
TABLE REPRESENT ABOUT REASON FOR LEAVE:
personal work 31 23 5
TOTAL 138 100
CHART 5.6
INFERENCE:
From the above table mostly 37% of employees are feel about the long
work-in hours,22% and 23% of employees are not have interest in their jobs
and have some personal works respectively, others are get leave for sickness.
TABLE 4.7
TABLE REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.
CRITERIA NO OF PERCENTAGE
RESPONDENT
Very good 37 27
Good 25 18
Average 42 30
Poor 19 14
Very poor 15 11
CHART 5.7
INFERENCE:
From the above table mostly 30% of employees feeling about their working
condition is neutral, 27% & 18% of employees are feel their working condition is
very good and good respectively.
TABLE4.8
TABLE REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE
EMPLOYEES.
CHART 5.8
INFERENCE:
From the above table mostly 43% and 23% of employee’s opinion is good
and very good about the medical provisions provided.
TABLE 4.9
TABLE REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR
EMPLOYEES.
CHART 5.9
INFERENCE:
From the above table most of the employee’s opinion about their welfare
facilities is good.
TABLE 4.9
CHART 5.9
INFERENCE:
From the above table most of the employee’s are feel good with their leave
facilities.
TABLE 4.10
TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM
FOLLOWED IN THE COMPANY.
CHART 5.11
INFERENCE:
From the above table most of the employees are feel good with their
communiction system.
TABLE 4.12
TABLE REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE
WAGE OR SALARY.
CHART 5.12
INFERENCE:
From the above table most of the employee’s are satisfied with their salaries.
TABLE 4.13
CHART 5.13
INFERENCE:
From the above table mostly 43% of employee’s agree that their work is
monotonous and not agree with this fact.
TABLE 4.14
TABLE REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR
REWARDS RECEIVED BY THE EMPLOYEE’S.
CHART 5.14
INFERENCE:
From the above table most of the employee’s are get rewards are
appreciation for their work.
TABLE 4.15
TABLE REPRESENTS THE EMPLOYEE’S SATISFACTION WITH THE
CURRENT WORK.
CHART 5.15
INFERENCE:
From the above table most of the employee’s are highly satisfied and satisfied
with their current work as 44% and 35% respectively.
TABLE 4.16
CHART 5.16
INFERENCE:
From the above table mostly 44% of employee’s are satisfied with
their relationship with co-workers and 38% of employee’s are not satisfied.
TABLE4.17
CHART 5.17
INFERENCE:
From the above table most of the employee’s are satisfied with the
relationship of superiors.
TABLE 4.18
TABLE REPRESENTS ABOUT THE WORK PRESSURE OF
EMPLOYEE’S.
CHART 5.18
INFERENCE:
From above table most of the employee’s are feel about their work
pressure as neutral.
TABLE 4.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.
CHART 5.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.
INFERENCE:
From the above table mostly 48% and 33% of employee’s are get
leave at always and often respectively.
TABLE 4.20
CHART 5.20
INFERENCE:
From the above mostly 38% & 25% of employee’s are take casual
leave and compensatory leave respectively.
TABLE 4.21
CHART 5.21
CHART REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE
FACILITIES.
INFERENCE:
From the above table most of the employees are aware about the
various leave facilities offered by the company.
TABLE 4.22
CHART 5.22
INFERENCE:
From the above table mostly 39% & 28% of employee’s says that
organisation manage abseteeism by providing training to employee’s and
provide payment to work on holidays.
TABLE 4.23
CHART 4.23
CHART 5.24
INFERENCE:
From the above table mostly 26% &29% of employees are suggesting
that working environment and provide monitory rewards based on attendance
are motivating them to attend work respectively.
TABLE 4.25
NO.OF.RESPONDENT PERCENTAG
CRITERIA S E
Highly agree. 24 17
Agree. 29 21
Neutral. 45 33
Disagree. 39 28
Highly disagree. 1 1
Total. 138 100
CHART 5.25
INFERENCE:
By the above table32.6%&28% of employees are neither agrees nor
dis agree & disagree, 21% &17% of employees are agree &highly agree and
0.7% of employees are highly dis agree with the compulsory leave and tier
improvements in work life balance.
TABLE 5.26
TABLE REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.
NO.OF.RESPONDEN PERCENTAG
CRITERIA TS E
2
Highly agree. 1 15
Agree. 73 53
Neutral. 24 17
2
Disagree. 0 15
Highly disagree. 0 0
Total. 138 100
CHART 5.26
INFERENCE:
From the above table most of the employee’s are agree that
compulsory leave serves as an employee motivating factor.
TABLE 4.27
CHART 5.27
INFERENCE:
From the above table most of the employees are suggest that
compulsory leave is helps to claim LTA.
Cases
Valid Missing Total
N Percent N Percent N Percent
age * reason for leave 138 82.1% 30 17.9% 168 100.0%
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 8.539a 6 .201
Likelihood Ratio 9.658 6 .140
Linear-by-Linear
.315 1 .574
Association
N of Valid Cases 138
a. 7 cells (58.3%) have expected count less than 5. The
minimum expected count is .05.
INFERENCE:
From this result it found that at any age the reason for leave is may
be more or less equal. So the reason for leave has associate with age.
CADRE-WAGE OR SALARY:
Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * wage or salary 138 82.1% 30 17.9% 168 100.0%
Count
wage or salary
highly highly
dissatisfied neutral satisfied satsisfied Total
cadre non executive 1 14 15
juniour executive 9 39 24 72
executive 1 8 38 4 51
Total 1 18 91 28 138
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 19.226a 6 .004
Likelihood Ratio 22.727 6 .001
Linear-by-Linear
2.713 1 .100
Association
N of Valid Cases 138
a. 5 cells (41.7%) have expected count less than 5. The
minimum expected count is .11.
INFERENCE:
From this result, it found that at cadre is not have the linkage
with the satisfaction level of wage or salary. So satisfaction level is
may be more or less in certain situations.
CADRE-WORK MONOTONOUS:
Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * work monotonous 138 82.1% 30 17.9% 168 100.0%
Count
work monotonous
highlydis
agree disagree neutral agree highly agree Total
cadre non executive 1 1 12 1 15
juniour executive 1 41 3 27 72
executive 11 18 21 1 51
Total 1 53 22 60 2 138
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 43.320a 8 .000
Likelihood Ratio 44.238 8 .000
Linear-by-Linear
.218 1 .641
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .11.
INFERENCE:
From this result, it found that at any cadre the monotonous of
work is may be more or less in certain situations. So, it is not possible
to measure the cadre wise work monotonous.
Correlations
Correlations
apprication
or rewards current work
apprication or rewards Pearson Correlation 1 .521**
Sig. (2-tailed) . .000
N 138 138
current work Pearson Correlation .521** 1
Sig. (2-tailed) .000 .
N 138 138
**. Correlation is significant at the 0.01 level (2-tailed).
INFERENCE:
From this analysis the result comes as there is a positive
relationship between appreciation or rewards with satisfaction
level of the current work. So, it is represent that appreciation
or rewards increased then the satisfaction with the current
work is also increased.
T-Test
One-Sample Statistics
Std. Error
N Mean Std. Deviation Mean
coworkers relationship 136 2.80 1.500 .129
superior relationship 138 3.60 .932 .079
One-Sample Test
Inference:
From this result, the null hypothesis is rejected. So, that there is
a difference between employees relationship with co-workers and
supervisors. Because there is the type of relationship is may be more
in certain situations. So, it’s not possible to measure this relationship.
CADRE-WORK PRESSURE:
Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * workpressure 137 81.5% 31 18.5% 168 100.0%
Count
workpressure
very high high medium low very low Total
cadre non executive 11 2 1 14
juniour executive 3 62 3 4 72
executive 1 21 23 4 2 51
Total 1 24 96 9 7 137
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 37.397a 8 .000
Likelihood Ratio 39.131 8 .000
Linear-by-Linear
12.598 1 .000
Association
N of Valid Cases 137
a. 10 cells (66.7%) have expected count less than 5. The
minimum expected count is .10.
INFERENCE:
From this result, it found that at any cadre the work
pressure may be more or less in certain situations. So, it is not
at all possible to measure the cadre wise work pressure.
Cases
Valid Missing Total
N Percent N Percent N Percent
cadre * possibility
138 82.1% 30 17.9% 168 100.0%
to get leave
Count
possibility to get leave
others never sometimes often always Total
cadre non executive 1 2 6 6 15
juniour executive 1 1 3 29 38 72
executive 1 3 14 31 2 51
Total 2 5 19 66 46 138
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 38.606a 8 .000
Likelihood Ratio 46.061 8 .000
Linear-by-Linear
15.860 1 .000
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .22.
INFERENCE:
In this result, it found cadre is not the factor helps to get
leave easily. So, it is not at all possible to get leave easily with
the help of cadre.
AGE- LEAVE AVAILED OFTEN:
Cases
Valid Missing Total
N Percent N Percent N Percent
age * leave availed often 138 82.1% 30 17.9% 168 100.0%
Count
leave availed often
compensatory
privilage others medical leave leave casual leave Total
age 20-30 yrs 2 59 5 8 7 81
30-40 yrs 23 14 9 4 50
40-50 yrs 1 6 7
Total 2 82 19 18 17 138
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 55.079a 8 .000
Likelihood Ratio 42.628 8 .000
Linear-by-Linear
21.640 1 .000
Association
N of Valid Cases 138
a. 7 cells (46.7%) have expected count less than 5. The
minimum expected count is .10.
INFERENCE:
From this result, it found at any age the leave availed often is
may be more or less varies. So, it is not possible to measure the age
with the type of leave availed often.
Nonparametric Correlations
Correlations
organization
managing
abseenteeis suggestion motivating
m to reduce factor
Spearman's rho organization managing Correlation Coefficient 1.000 .393** .412**
abseenteeism Sig. (2-tailed) . .000 .000
N 138 138 138
suggestion to reduce Correlation Coefficient .393** 1.000 .644**
Sig. (2-tailed) .000 . .000
N 138 138 138
motivating factor Correlation Coefficient .412** .644** 1.000
Sig. (2-tailed) .000 .000 .
N 138 138 138
**. Correlation is significant at the .01 level (2-tailed).
INFERENCE:
T-Test
Std. Error
N Mean Std. Deviation Mean
improve work life balance 138 3.72 .894 .076
complusary leave
138 3.69 .903 .077
motivation factor
One-Sample Test
INFERENCE:
From this result it found thus the compulsory leave is serving in
equal level because improvement in work life balance is same as
service to compulsory leave serves as motivation factor.
One way:
Sum of
Squares df Mean Square F Sig.
working conditions Between Groups 37.184 2 18.592 12.760 .000
Within Groups 196.700 135 1.457
Total 233.884 137
medical provisions Between Groups 67.388 2 33.694 41.394 .000
Within Groups 109.888 135 .814
Total 177.275 137
welfare facilities Between Groups 11.218 2 5.609 12.235 .000
Within Groups 61.890 135 .458
Total 73.109 137
leave facilities Between Groups 57.509 2 28.755 29.543 .000
Within Groups 131.397 135 .973
Total 188.906 137
communication system Between Groups 14.520 2 7.260 5.200 .007
Within Groups 188.473 135 1.396
Total 202.993 137
INFERENCE:
Cases
Valid Missing Total
N Percent N Percent N Percent
apprication or rewards
138 82.1% 30 17.9% 168 100.0%
* current work
Count
current work
highlydis highly
satisfied dissatisfied neutral satisfied satisfied Total
apprication others 20 3 23
or rewards never 8 8
sometimes 3 2 2 19 59 85
often 2 1 18 1 22
Total 3 24 3 48 60 138
Symmetric Measures
Asymp.
a b
Value Std. Error Approx. T Approx. Sig.
Interval by Interval Pearson's R .521 .075 7.111 .000c
Ordinal by Ordinal Spearman Correlation .309 .093 3.795 .000c
N of Valid Cases 138
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.
FINDINGS:
SUGGESTION:
The company has to concentrate to reduce the working time of the
employees. The long working hours of employee is trouble them and makes them tired.
So, the efficiency in work is reduced about the working time of employees.
The company has to reduce the work monotonous of the employees.
The company has to concentrate on providing the monitory rewards
based on the attendance to reduce absenteeism.
The company has to maintain the training system of the company and to
change the working conditions of the company to facilitate employees to work freely in
the working environment and improve the incentives system provide by the company for
the employees.
In the employee point of view the compulsory leave plan is also help to
improve the work life balance of the company. So, by this study compulsory leave plan is
not affect the work environment of the company and this plan is one of the motivating
factors for the employees.
By this leave the employee also able to claim for long travel allowance.
So, it serves as an employee motivating factors to engage in the work regularly.
CONCLUSION:
In the company various resources are to earn high profit and sales. But
among that various resources the profit and sales. But among that various resources the
human resources is used as very important one. This is considering as blood for the
organization and it has the relationship with the production or services of the
organization. In the competitive world every organization needs to compete with another
organization. So, they are tried to earn high profit by improving the production and sales
of the company. In this situation now-a-days absence of the employee is affect the work
of the company, especially unauthorized absence. In this way HMI also affected by the
unauthorized absence. So, the questionnaire is study about the reason for unauthorized
absence of the employee and if they consider about the suggestion of this study. They can
able to overcome the difficulties arise by the unauthorized absence and has to improve
production or services.