PROJECT REPORT

ON
ABSENTISM
AT

HYUNDAI MOTORS LIMITED

Sriperumbudur Taluk, Kanchipuram District
Tamil Nadu

CONTENTS

S.NO

PARTICULARS

INTRODUCTION
Problem identification
Scope of the study
Need of the study

Review of literature
COMPANY PROFILE

RESEARCH DESIGN

DATA ANALYSIS AND INTERPRETATION

FINDINGS
SUGGESTION
CONCLUSION
APPENDICES
(1)QUESTIONNAIRE
(2)BIBLIOGRAPHY

ABSTRACT

The term absence refers to all stay away from work whether authorized absence. Absenteeism
affects the organization productivity and morale. So each and every organization should
concentrate about absenteeism.
In this view point I did my project on absenteeism management in Hyundai Motors India
Limited. To find out the employees unauthorized absence in HMI. Because in the 2000
employees the company affected by the absenteeism especially unauthorized absence of
employee even though they provide 5% leave facilities for the employees in a year.
In my study I found out thus the dissatisfaction in their current work is mainly leads to
unauthorized absence. So I analyses about the factors which is may be leads the employees
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 200 and
stratified sampling method is followed for selecting a sample .The data had been collected
through a questionnaire. The statistical tools like percentage analysis
The major finding is job factor, which affect the organization poorly. The suggestion is based on
the findings.

COMPANY PROFILE

COMPANY PROFILE:

Hyundai Motor India Limited is a wholly owned subsidiary of the Hyundai Motor
Company in India. It is the 2nd largest automobile manufacturer in India.
Hyundai Motor India Limited was formed in 6 May 1996 by the Hyundai Motor
Company of South Korea. When Hyundai Motor Company entered the Indian Automobile
Market in 1996 the Hyundai brand was almost unknown throughout India. During the entry of
Hyundai in 1996, there were only five major automobile manufacturers in India,
i.e. Maruti, Hindustan, Premier, Tata and Mahindra. Daewoo had entered the Indian automobile
market with Cielo just three years back while Ford, Opel and Honda had entered less than a year
back.
For more than a decade till Hyundai arrived, Maruti Suzuki had a near monopoly over the
passenger cars segment because TELCO and M&M were solely utility and commercial vehicle
manufacturers, while Hindustan and Premier both built outdated and uncompetitive products.
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company
(HMC). HMIL is the largest passenger car exporter and the second largest car manufacturer in
India. It currently markets ten car models across segments - in the A2 segment it has the Eon,
Santro, i10, Grand, Xcent and the i20, in the A3 segment the Verna, in the A4 segment the
Elantra, in the A5 segment Sonata and in the SUV segment the Santa Fe.
HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts advanced
production, quality and testing capabilities. HMIL forms a critical part of HMCs global export
hub. It currently exports to around 120 countries across EU, Africa, Middle East, Latin America,
Australia and the Asia Pacific. HMIL has been Indias number one exporter for the past eight
years consecutively.

To support its growth and expansion plans, HMIL currently has 388 dealers and more than 1000
service points across India. In its commitment to provide customers with cutting-edge global
technology, HMIL set up a modern multi-million dollar R&D facility in Hyderabad. The R&D
center endeavors to be a center of excellence in automobile engineering.

HISTORY:
HMIL's first car, the Hyundai Santro was launched in 23 September 1998 and was a runaway
success. Within a few months of its inception HMIL became the second largest automobile
manufacturer and the largest automobile exporter in India. Hyundai Motor India Limited (HMIL)
is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the
largest passenger car exporter and the second largest car manufacturer in India. HMIL presently
markets 10 models - Eon, Santro, i10, Grand i10, Xcent, i20, Verna, Elantra, Sonata and Santa
Fe.
HMILs manufacturing plant near Chennai claims to have the most advanced production, quality
and testing capabilities in the country. To cater to rising demand, HMIL commissioned its second
plant in February 2008, which produces an additional 300,000 units per annum, raising HMILs
total production capacity to 600,000 units per annum.
HMC has set up a research and development facility(Hyundai Motor India Engineering - HMIE)
in the cyber city of Hyderabad.
As HMCs global export hub for compact cars, HMIL is the first automotive company in India to
achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more
than 120 countries across EU, Africa, Middle East, Latin America, Asia and Australia. It has been
the number one exporter of passenger cars of the country for the eighth year in a row.
To support its growth and expansion plans, HMIL currently has 388 strong dealer network and
more than 1000 strong service points across India, which will see further expansion in 2014. In

July 2012, Arvind Saxena, the Director of Marketing and Sales stepped down from the position
after serving the company for 7 long years.

MODELS:
Manufactured locally
1. Hyundai EON (Launched 2011)
2. Hyundai Santro Xing (Launched 2003)
3. Hyundai Next Gen i10 (Launched 2010)
4. Hyundai Grand i10 (Launched 2013)
5. Hyundai Xcent (Launched 2014)
6. Hyundai Uber Cool i20 (Launched 2008)
7. Hyundai Fluidic Verna (Launched 2011)
8. Hyundai Neo Fluidic Elantra (Launched 2012)

Imported
1. Hyundai Sonata (Launched 2012)

2. Hyundai Santa Fe Third Generation (Launched 2014)

Sales and service network

As of March 2011, HMIL has 451 dealerships and more than 647 Hyundai Authorised Service
Centers in 340 cities across India. HMIL also operates its own dealerships known as Hyundai
Motor Plazas in large metros across India. HMIL has the second largest sales and service
network in India after Maruti Suzuki.

Hyundai Motor India Limited Annual Sales

Year

Domestic Sales

Exports

Total

1998

8,447

8,447

1999

17,627

20

17,647

2000

82,896

3,823

86,719

2001

87,175

6,092

93,267

2002

102,806

8,245

111,051

Hyundai Motor India Limited Annual Sales

Year

Domestic Sales

Exports

Total

2003

120,325

30,416

150,741

2004

139,759

75,871

215,630

2005

156,291

96,560

252,851

2006

186,174

113,339

299,513

2007

200,411

126,749

327,160

2008

245,397

243,919

489,316

2009

289,863

270,017

559,880

2010

356,717

247,102

603,819

2011

373,709

242,330

616,039

2012

391,276

250,005

641,281

Hyundai India Motor Ltd.

Managing Director & CEO

Mr. Bo Shin Seo joined Hyundai Motor Company in 1982. He has contributed to the
organization by serving in different departments including the Overseas Engineering Department
and Body Engineering Department.
Mr. Seo has a vast experience of 30 years and has held various positions in the company. Mr. Seo
holds a degree in Mechanical Engineering from the Hanyang University, Korea.
Prior to his becoming the Managing Director of HMIL, he held the position of Executive
Director in HMIL. Born on January 10, 1957, Mr. Seos family includes his wife and two sons.

PROCESS:
Press Shop
A computer controlled line that converts sheet metal to body panels with high dimensional
accuracy and consistency.
Body Shop
It is a hi-tech line that builds full body shells from panels. Automated robotic arms are used for
intricate welding operations that ensure superior and consistent build quality.
Paint Shop
It is one of the most modern paint shops in the country and uses the environment friendly water
based process for superior and lasting exteriors.
A unique process management system followed here helps us deliver the most extensive colour
range, independent of minimum batch requirements, helping customers get their preferred colour
anytime.
Assembly Shop

In Assembly Shop all the engine and suspension parts, the electrical parts, the under body parts
etc are fitted into the car. The cars go through complete testing in the Assembly Shop.
The Assembly Shop comprises the Trim Line, the Chassis Line, the Final Line and the OK Line.
Engine & Transmission Shop
One of the biggest engine shops in the country, this unit is equipped with the most modern
tooling and testing facilities to make a wide range of engines in-house.

R&D Centre
Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with
one of the most advanced research and development facilities which focuses on state of the art
product and design engineering and rigorous quality enhancement. The new R&D Centre at
Hyderabad in India is Hyundai Motor Companys fourth overseas R&D centre.
Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre, is
aimed at further accelerating local content development and enable Hyundai to respond even
more quickly to changing customer needs across the world. The R&D Centre will further
facilitate the development of India as Hyundais global hub for manufacturing and engineering of
small cars.
The new R&D Centre in Hyderabad will support all back-end operations like computer aided
engineering (CAE), computer aided design (CAD) and help the R & D work taking place across
Hyundais car line-up
The R&D Centre will help in developing vehicles which includes their styling, design
engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars
manufactured in India in order to satisfy the specific needs of the Indian customers.
Hyundai Motor Companys other overseas R&D centers are located in the United States,
Germany,
Japan & Korea.

Exports
Hyundai Motor India Ltd (HMIL) is the countrys largest passenger car exporter. HMIL began
exporting cars in 1999 when it shipped a batch of 20 Santros to Nepal and it reached the first
milestone of exporting 100,000 cars in four years and ten months in October, 2004. In October,
2005 it exported its 200,000th car followed by its 300,000th & 400,000th car in October, 2006
and August, 2007 respectively. By exporting the 1,000,000th car in February, 2010, HMIL
become the Fastest Indian passenger car manufacturer to achieve this stupendous milestone in
record time.
Since inception of Hyundai Motor in India, it has become the leading exporter of passenger cars
with a market share of 48% of the total exports of passenger cars from India, making it a
significant contributor to the Indian Automobile Industry.

Currently, Hyundai Motor India is exporting six of its popular models namely - Santro, i10, i20,
Accent, Eon and Verna to 119 countries. In 2012, in spite of a global slowdown, Hyundai Motor
India exported a total of 250,005 cars.

Exports Milestones
April 2012

HMIL wins Auto India Best Brand Awards'12 'Best Customer

Service & Best Resale Value'

February 2012

Fastest Export of 15 Lakh cars.

December

Eon' launch & first shipment

2011
November

HMIL receives the coveted 'Niryat Shree' Gold and Silver Trophies for

2010

2008-09 by the Federation of Indian Export Organizations (FIEO).

The Gold Trophy was received in the Engineering and Metallurgical
products Non-MSME category and the Silver Trophy in the Highest
Foreign Exchange Earner category.

September

HMIL receives the 'All India Award for Export Excellence 2008-09'

2010

by the Engineering Export Promotion Council (EEPC). HMIL was

awarded the Gold Trophy in the Large Enterprise category

February 2010

Fastest Exports of 10 Lakh cars

August 2009

Hyundai Motor India Ltd. receives the EEPC 'National Award for
Export Excellence for 2007-08. Hyundai won the Gold Trophy in the
'Large Enterprise' category.

March 2009

Hyundai Motor India honored with 'EXIM Achieved Award' for the
year 2008 by Tamil Chamber of Commerce

February 2009

Hyundai Motor India conferred the Top Exporter of the Year for 200607 in the category of 'Large Enterprises' and received the Gold Trophy
at the Southern Region Annual Award Presentation by the Engineering
Export Promotion Council (EEPC).

December

HMIL has awarded with the 'Niryat Shree' Silver trophy for the year

2008

2005-06 by the Federation of Indian Export Organizations (FIEO).

November

Hyundai exports its first batch of 'i20' to European market. The first

2008

export consignment comprised 2,820 units of 'i20'.

June 2008

Fastest Export - Over 1 Lakh units of 'i10' exported since its launch in
Oct 31, 2007

March 2008

Fastest Export - Over 1 Lakh units of 'i10' exported since its launch in
Oct 31, 2007

June 2008

Fastest Export of 5 Lakh units

June 2008

Fastest Export - Over 1 Lakh units of 'i10' exported since its launch in
Oct 31, 2007

August 2007

Fastest Export of 4 Lakh units

June 2007

HMIL adjudged the Top Exporter of the Year for 2005-06 in the
category of 'Large Enterprises' and received the Gold Trophy by the
Engineering Export Promotion Council (EEPC)

March 2007

Hyundai Motor India ships out the first 'GETZ' car

October 2006

Hyundai Motor India rolls out the fastest 300,000th export car

November

HMIL exports its first shipment to UK.

2005
October 2005

HMI exported its 2 Lakh car to the overseas market.

October 2004

HMIL crossed the figure of 1 Lakh vehicles in exports and emerged as

the largest exporter in the Indian Automobile Industry.

August 2003

Export shipment of 1,500 Santro Xing cars leave for Europe, HMIL
becomes the small cars export hub for Hyundai Motor Company..

March 2003

Hyundai Motor India commences exports to Latin America

July 2000

First major export-shipment of 760 Accent and Santro cars rolls out of

the Chennai Port for Algeria

MILESTONES:
2013
January 8, 2013: Elantra has been awarded the 'Car of the year', 'Design of the year' and

'Executive car of the year' by Car India and Bike India Awards.
January 9, 2013: Elantra has been awarded the 'Saloon car of the year and Best deign &

styling by Bloomberg UTV Autocar India Awards.

January 11, 2013: Elantra has been awarded the 'Car of the year' and 'Executive Sedan of

the year' by CNBC TV18 Overdrive Awards.

January 24, 2013: Elantra has been awarded the Premium Sedan and Automotive design

of year by ET Zigwheels Awards 2012.

March 05, 2013: Hyundai Introduces Special Edition iTech i10.

March 20, 2013: Elantra won the 'Sedan of the year 2012' by Autobild India and Carwale
Awards - The Golden Steering Wheel Award.

August 12, 2013: Hyundai introduces Santro 'Celebration Edition'.

September 03, 2013: Launch of Hyundai Grand.

October 17, 2013: Hyundai rolls out the 5th Millionth car.

December 18, 2013: Hyundai Grand won the prestigious award 'Indian car of the year
2014'.

2012

January 5, 2012: The All New Sonata Launched at the New Delhi Auto Expo 2012

January 5, 2012: Eon has been awarded the prestigious 'Entry-Level Hatchback Of The

Year' by ET Zigwheels Awards 2011

January 5, 2012: Verna has been awarded the prestigious 'Best Midsize Car 2012' and

'Best Car Manufacturer 2012' by Motor Vikatan'.

January 6, 2012: Verna has been awarded the prestigious 'Sedan Of The Year' and HMIL

has been awarded the 'Automotive Company Of The Year 2011' by Auto Bild Carwale.
January 13, 2012: Verna has been awarded the prestigious 'Best Design and Styling' by

Bloomberg UTV Autocar Awards 2012.

January 24, 2012: Eon has been awarded the prestigious 'Micro Car Of The Year' and

'Reader's Choice Award' by Car India and Bike India Awards 2012.

March 28, 2012: Launch of i-Gen i20.

April 17, 2012: Hyundai Motor India Ltd wins the Auto India Best Brand Awards 2012'Best Customer Service' and 'Best Resale Value'.

August 13, 2012:Launch of the neo fluidic Elantra.

December 10, 2012:Elantra has been awarded the prestigious 'Saloon Car Of The Year
2012' by BBC Top Gear Magazine Awards 2012.

2011

December 4, 2011: New Fluidic Verna wins the 'Reader's Choice Mid-size Car of the
Year' at Top Gear Awards 2011.

October 13, 2011: Celebration at the Hyundai EON launch event.

May 11, 2011: New Fluidic Verna launched.

January 4, 2011: Saeinta Fe awarded 'Import SUV of the Year' by CNBC TV18
Overdrive Awards 2011.

January 10, 2011: Santa Fe awarded 'SUV of the Year' by Business Standard Motoring
Awards 2011.

January 13, 2011: Santa Fe awarded 'SUV of the Year' by Car India Awards 2011.

January 19, 2011: Santa Fe awarded 'Full size SUV of the Year' by NDTV Car & Bike

Awards 2011.

2010
January 5, 2010: Hyundai i20 wins the 'Viewer's Choice Award' at the Overdrive CNBC

TV 18 Awards 2010.
January 5, 2010: Hyundai Motor India Ltd wins the award for 'Customer Service' at the

Apollo Auto India Best Brand Awards 2010.

January 6, 2010: Hyundai Motor India unveils the i10 electric at the 10th Autoexpo.

Hyundai i10 brand ambassador Shahrukh Khan unveils the car.

January 6, 2010: Hyundai i20 wins the 'Design of the Year' award at the NDTV Profit

Car & Bike Awards 2010.

January 6, 2010: Hyundai i10 brand ambassador Shahrukh Khan wins the 'Brand

Ambassador of the Year' award at NDTV Profit Car & Bike Awards 2010.

February 22, 2010: HMIL touches the milestone of 10 lakh car exports.

June 23, 2010: Launch of Verna Transform.

July 13, 2010: Hyundai i10 wins 'Small Family Favourite Car Award' by CarWale.com.

July 21, 2010: HMIL gets CSR award from Tamil Nadu Deputy Chief Minister Mr. M.
K. Stalin.

August 4, 2010: HMIL touches milestone of 30 Lakh cars production and sales.

September 23, 2010: Launch of All New Next Gen i10.

October 13, 2010: Launch of SUV Santa Fe.

November 10, 2010: Hyundai i20 crosses landmark sales of 2.5 lakh units.

November 30, 2010: HMIL reaches 20 lakh domestic production & sales milestone;
achieves fastest 20 lakh car production in a span of 12 years.

2009

January 7, 2009: Hyundai awarded with the 'Manufacturer of the Year' award the 'Best
Variant' award for it's 'i-10 Kappa' engine at the UTVi Autocar Awards 2009.

January 15, 2009: Hyundai Motor India Ltd. launches the all new Sonata Transform.

January 21, 2009: Hyundai Motor India Ltd. awarded with the Silver Award for 'CSR
Activities' by Reader's Digest.

February, 2009: Hyundai i20 adjudged 'Family Hatch of the Year' by TopGear.

February 9, 2009: Hyundai Motor India Ltd. launches the new Verna. Introduces the first
Diesel Automatic in the segment.
February 11, 2009: Hyundai Motor India Ltd. conferred the Top Exporter of the Year for

2006-07 in the category of 'Large Enterprises' and presented the Gold Trophy at the Southern
Region Annual Award Presentation by the Engineering Export Promotion Council (EEPC).
February 20, 2009: Hyundai Motor India Ltd. named 'Manufacturer of the Year' at the

NDTV Profit Car & Bike Awards 2009.

March 12, 2009: Hyundai i10 clocks the fastest 3 lakh i10 sales since its launch on 31st

October, 2007.
March 25, 2009: Hyundai Motor India Ltd. honored with 'EXIM Achieved Award' for the

year 2008 by Tamil Chamber of Commerce.

April 6, 2009: Hyundai enters Taxi segment in Mumbai. Hands over its first batch of it's

best selling model the Santro, to the Mumbai Taxi Union.

April 15, 2009: Hyundai wins the DHL-CNBC Tv18 International Trade Awards 2008-

09.

May 27, 2009: Hyundai i20 awarded the highest 'Five Star Rating' for Safety by
European New Car Assessment Programme (NCAP). The i20 five-door model scored
exceptionally well on all four parameters of the NCAP safety test which assess newly launched
cars on four main criteria of safety - adult occupancy, child protection, pedestrian protection and
safety assist.

May 29, 2009: Hyundai Motor India Ltd. wins 'Reader's Digest Trusted Brands Gold
Award' for the 'Car' category, in India.

July 7, 2009: Hyundai Motor India Ltd. Ltd. launches the 1.4 Litre Diesel and the 1.4
Litre Petrol Automatic variant of its premium hatchback, the i20.

August 29, 2009: Hyundai Motor India Ltd. receives the EEPC 'National Award for
Export Excellence for 2007-08. Hyundai won the Gold Trophy in the 'Large Enterprise' category.

September 2, 2009: Hyundai Motor India Ltd launched the New Santro with dual tone

beige interiors and sporty exteriors.

2008
January 9, 2008: i10 awarded 'Car of the Year 2008' by CNBC TV18 Autocar Auto

awards.

January 10, 2008: i10 awarded 'Car of the Year 2008' by NDTV Profit Car& Bike.

January 11, 2008: i10 awarded 'Car of the Year 2008' by Overdrive magazine.

February 2, 2008: Inauguration of 2nd plant in Chennai.

March 27, 2008: Export of 500,000th car.

April 4, 2008: i10 awarded 'Car of the Year 2008' by ICOTY.

June 11, 2008: Fastest Export - Over One lakh units of i10 exported since its launch in
Oct 31.

June 17, 2008: Hyundai Santro Adjudged Indias Most Dependable Compact Car by JD
Power Asia Pacific 2008.

July 1, 2008: Hyundai-Kia Automotive Group Joins Ranks of Global Top 5 Automakers
(Automotive News' 2008 Global Market Data Book).

July 15, 2008: i10 Kappa launched.

September 10, 2008: 10th Anniversary celebration and flag-off of 'i drive to Paris'.

September 30, 2008: Hyundai launches the dual fuel- 'Santro Eco'.

October 2, 2008: 20 launched in Paris Motor Show and display of 'i drive to Paris' cars.

November 5, 2008: Hyundai exports its first batch of 'i20' to European market. The first
export consignment comprised 2820 units of 'i20'.

November 13, 2008: Hyundai Motor India Ltd. reaches the milestone of manufacturing
the fastest 2 million cars in India.

December 16, 2008: Hyundai Motor India Ltd. awarded the 'Niryat Shree' Silver Trophy
for the year 2005-06 by the Federation of Indian Export Organisations (FIEO). The award was
conferred for Hyundai's outstanding performance in export in the Engineering and Metallurgical
products under the Non-SSI category.

December 29, 2008: Hyundai launches its premium hatch back i20, in India.

2007

January 3, 2007: Verna was awarded the 'Car of the Year 2007' by Overdrive magazine.

January 4, 2007: Verna was awarded the 'Best Value For Money Car 2007' by CNBC TV
18 Autocar Auto awards.

January 12, 2007: Launch of Sonata CRDi.

March 26, 2007: Hyundai Motor India Ltd. ships out the first Getz.

April 2, 2007: Launch of Getz Prime.

April 19, 2007: Launch of Verna CRDi SX.

June 1, 2007: Hyundai Motor India Ltd. Receives EEPC(Engineering Export Promotion
Council)'Top exporter of the year' Award for 2005-06.

June 27, 2007: Launch of Sonata CRDi Automatic.

July 4, 2007: Launch of Santro CNG.

August 6, 2007: Export of 400,000th car.

September, 2007: HMIL rolled out the fastest 1,500,000th car.

September, 2007: Launch of Getz CRDi.

October 31, 2007: Launch of i10.

December 29, 2007: i10 awarded 'Car of the Year 2008' by Business Standard Motoring
Magazine.

2001~2006
2006

January 11, 2006: Tucson was awarded as "SUV of the Year 2006" by NDTV Profit-Car
India awards 2006.

February 9, 2006: Plant Capacity expansion announcement by Hyundai Motor

Chairman, production to be enhanced by 600,000 units by 2007.

March 13, 2006: HMIL rolled-out the fastest 10,00,000th car.

April 10, 2006: Founding of Hyundai Motor India Ltd. Foundation.

September 25, 2006: Launch of Hyundai Verna Petrol & Diesel.

October 31, 2006: Hyundai Motor India Ltd. rolls out the fastest 300,000th export car.

November, 2006: Santro crosses the million mark.

December 30, 2006: Verna CRDi was awarded the 'Performance Car of The Year 2007'
by Business Standard Motoring.

2005

January 1, 2005: Santro once again becomes the largest selling brand in its segment.

January 17, 2005: Getz awarded 'Car of the Year 2005" by CNBC TV 18, Auto Car
Auto Awards.
January, 2005: Accent Petrol was awarded the 'No 1 Entry Midsize Car' by TNS

Automotive, India.
Accent CRDi was awarded the 'No 1 Midsize Diesel Car' by TNS Automotive, India.
February, 2005: HMIL was declared the "Star Company" amongst the unlisted

companies by Business Standard.

April 6, 2005: Launch of SUV Tucson

HMIL launches the GDMS Global Dealer Management System , a software that will help its
dealers stay connected with the company in real time.
June 8, 2005: Hyundai Motor India Ltd. launched three new variants of the Santro Xing

with eRLX technology(XK-non AC,XK, XL).

August 17, 2005: Launch of Sonata Embera.

August 18, 2005: Hyundai Motor India Ltd. introduced the export variant of its premium
hatchback, Getz, in the Indian market,Getz-GLE.

September 26, 2005: Sania Mirza was signed as Brand Ambassador of Hyundai Getz.

October 18, 2005: HMI exported its 200,000th car to the overseas market.

November 1, 2005: All time high cumulative sales in October.

November 29, 2005: HMI exports its first shipment to UK.

2004

January 15, 2004: Launch of Accent Viva CRDi.

March, 2004: Santro crossed the figure of 1,00,000 sales in terms of annual sales. The
first Indian car to do so in its segment.

April 15, 2004: Launch of Elantra.

September 10, 2004: Launch of Getz.

October 31, 2004: HMIL crossed the figure of 1, 00,000 vehicles in export and emerged
as the largest exporter in the automobile industry.
November 17, 2004: HMIL introduced India's Best Warranty for the 1st time in the

history of Indian Automotive Industry 4 years/80,000 km warranty for Sonata & Elantra.
December 1, 2004: Santro becomes India's largest selling single brand across segments

with 12,061 units.

December 25, 2004: Getz awarded "Car of the Year" 2005 by Standard Motoring

Magazine.

2003
January 14, 2003: Hyundai Motor India Ltd. awarded 'Manufacturer of the Year' at the

CNBC Autocar India Awards for the second year in a row.

February 5, 2003: Hyundai Motor India Ltd. declared 'Car Maker of the Year' at the

ICICI Overdrive Awards.

March 13, 2003: Hyundai Motor India Ltd. commences exports to Latin America.

March 18, 2003: Hyundai Motor India Ltd. awarded ISO 14001 for sustainable
Environment Management.

May 8, 2003: Hyundai Motor India Ltd. rolls out 400,000th car.

May 22, 2003: Hyundai Motor India Ltd. launches Santro Xing, the global small car.

June, 2003: Hyundai Motor India Ltd. wins the Business Standard Motoring Jury Award
for the Accent CRDi.

August 4, 2003: Hyundai Motor India Ltd. launches its premium SUV, Terracan.

August 12, 2003: Export shipment of 1500 Santro Xing cars leave for Europe, HMI
becomes small cars export hub for HMC.
December 11, 2003: Hyundai rolls out 500,000th vehicle in India.

2002

March 18, 2002: lobal launch of 1.1 Litre E-Epsilon engine on the new Santro Zip Plus.

June 26, 2002: Hyundai Motor India Ltd. rolls out 3,00,000th car.

August 16, 2002: Hyundai Motor India Ltd. launches Accent VIVA.

September 6, 2002: Hyundai Motor India Ltd. launches Santro Automatic Transmission.

October 10, 2002: Hyundai Motor India Ltd. launches Accent CRDi.

October 23, 2002: Hyundai Motor India Ltd. launches Sonata 2.7 V6.

November, 2002: Santro bags top honours in J D Power Asia Pacific 2002, tops both IQS
& APEAL for 3rd time in a row & Accent ranked No. 1 in APEAL for 2nd time in a row.
December, 2002: Hyundai Motor India Ltd. rolls out 350,000th car in a short period of

50 months.
2001

June 12, 2001: Hyundai Motor India Ltd. rolls out its 200,000th car in 32 months.

July 11, 2001: Hyundai Motor India Ltd. introduces new look Santro.

July 18, 2001: Hyundai Motor India Ltd. launches luxury sedan Sonata.

November 22, 2001: Santro ranked No 1 in JD Power Asia Pacific 2001 "Initial Quality"
study.
November 26, 2001: Both Santro & Accent ranked No. 1 in JD Power Asia Pacific 2001

"APEAL" study.

1999
March 31, 1999: Hyundai Motor India Ltd. emerges as the second largest auto-

manufacturer in the country.

October 14, 1999: Launch of Hyundai Accent.

1998
May 27, 1998: Pilot production of Santro at plant begins within a record 17 months of

ground breaking.
September 23, 1998: Hyundai Santro (Atos Prime) makes its world debut in India.

1996

May 6, 1996: Hyundai Motor India Ltd. incorporated.

December 10, 1996: Ground-breaking ceremony at the Irrungattukottai plant near

Chennai.

INTRODUCTION TO
TOPIC

A STUDY ON ABSETEEISM MANAGEMENT.

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 employees 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.

Low morale.

Poor working conditions.

Boredom on the job.

Lack of job satisfaction.

Poor supervision.

Excessive work.

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
WORK AND ABSENTEEISM:
Absenteeism is understood as unauthorized absence from work. Stated differently, it amounts to
absenteeism when an employee is scheduled to work but fails to report for duty.
Algebraically, absenteeism is calculated thus:
Number of persons-days lost *1
Average number of persons*
Number of working days absenteeism obviously reduces the number of employees available for
work. If the absenteeism rate is four percent. Only 96 out of 100 people available for work. The
effect of absenteeism on the future supply of labor should be allowed for, and trends in
absenteeism should be analyzed to trace causes prescribe remedial actions.

PROBLEM IDENTIFICATION;
o

Absenteeism is the problem for every organization and business. It creates cost and productivity
problem, puts an unfair burden of employees who show up for work, ultimately hinders customer
satisfaction, and drains the countrys economy.

It has the problem of bottlenecks in work environment.

Unauthorized or unscheduled absenteeism is a problem for organization or business. It creates

cost and productivity problems, puts an unfair burden on the majority of employees who show up
for work

Workplace

"So You're not coming in Tomorrow Bud"

High absenteeism in the workplace may be indicative of poor morale, but absences can also be
caused by workplace hazards or sick building syndrome. Many employers use statistics such as
the Bradford factor that do not distinguish between genuine illness and absence for inappropriate
reasons. In 2013 in the UK the CIPD estimated that the average worker had 7.6 sick days per
year and that absenteeism cost employers 595 per employee per annum.

As a result, many employees feel obliged to come to work while ill, and transmit communicable
diseases to their co-workers. This leads to even greater absenteeism and reduced productivity
among other workers who try to work while ill. Work forces often excuse absenteeism caused by
medical reasons if the employee provides supporting documentation from their medical
practitioner.
Sometimes, people choose not to show up for work and do not call in advance, which businesses
may find to be unprofessional and inconsiderate. This is called a "no call, no show". According
to Nelson & Quick (2008) people who are dissatisfied with their jobs are absent more frequently.
They went on to say that the type of dissatisfaction that most often leads employees to miss work
is dissatisfaction with the work itself.
The psychological model that discusses this is the "withdrawal model", which assumes that
absenteeism represents individual withdrawal from dissatisfying working conditions. This finds
empirical support in a negative association between absence and job satisfaction, especially
satisfaction with the work itself.
Medical-based understanding of absenteeism find support in research that links absenteeism with
smoking, problem drinking, low back pain, and migraines. Absence ascribed to medical causes is
often still, at least in part, voluntary. Research shows that over one trillion dollars is lost annually
due to productivity shortages as a result of medical-related absenteeism, and that increased focus
on preventative wellness could reduce these costs.
The line between psychological and medical causation is blurry, given that there are positive
links between both work stress and depression and absenteeism. Depressive tendencies may lie
behind some of the absence ascribed to poor physical health, as with adoption of a "culturally
approved sick role". This places the adjective "sickness" before the word "absence", and carries a
burden of more proof than is usually offered.
Evidence indicates that absence is generally viewed as "mildly deviant workplace behavior". For
example, people tend to hold negative stereotypes of absentees, under report their own
absenteeism, and believe their own attendance record is better than that of their peers. Negative

attributions about absence then bring about three outcomes: the behavior is open to social
control, sensitive to social context, and is a potential source of workplace conflict.
Thomas suggests that there tends to be a higher level of stress with people who work with or
interact with a narcissist, which in turn increases absenteeism and staff turnover
Absent does not only mean not being at work. Absent also means:

Arriving late (or poor timekeeping, if you like. It is still absent as long as the employee
is not at work.)

Leaving early (again, if you like, poor timekeeping. It is still absent if he is not at
work)

Extended tea or lunch breaks - the employee is not at the workstation, and therefore
absent.

Attending to private business during working hours - the employee is at work, but is

not attending to his/her duties in terms of the employment contract - and is therefore
absent.

Extended toilet breaks - same as extended lunch or tea breaks.

Feigned illness - thus giving rise to unnecessary visits to the on-site clinic, or take time
off to "visit the doctor" - which they never do, because they don't need a medical
certificate for less than 2 days off.

Undue length of time in fetching or carrying (tools from the tool room, for example, or
drawings from the drawing office, etc)

Other unexplained absences from the workstation or from the premises.

There are a number of remedies- a large number, in fact - that can be used to combat this
scourge.

The duty of the employee to be at work

The very basis of the employment contract (whether written or not) is that the employee has to:

[a] come to work, and

[b] be on time

In order to perform the duties which he/she has been hired to do, and he/she must remain at the
workstation for the contracted number of hours per day in order to perform the requisite duties. If
the employee does not do that, he/she cannot fulfill his/her contractual obligation, and is
therefore in breach of contract. This obligation - to come to work and stay on the job whilst at
work - does not only come out of the Employment Contract. It arises also from three other
sources - Common Law, Statutes, and Company Rules and Regulations.

Common Law
Common Law is not laws that have been legislated by Parliament, but rather arise mainly from
Court judgments and general practice and precedent. It is law that has developed over the years,
and is what people have come to accept as recognized norms and standards, and which are
enforced by our Courts. An employee has a number of obligations under common law which
he/she must meet, and it should be noted that these obligations exist even if they are not
specifically stated in the Contract of Employment:
[a] to provide the employer with his labor - i.e. to be at work.
[b] to obey reasonable and lawful instructions.
[c] to act in good faith. [ to protect his employer's interests.]
[d] not to misconduct himself/herself. [to behave properly according to the accepted norms of
society]
[e] to perform his duties.[to work in a satisfactory manner]

For the purpose of this subject, the most important is the first Common Law rule - to provide the
employer with his labour.

To do this, the employee must not only come to work - he/she must come to work on time, and
be at the workstation during the agreed hours - even if the employer has no work for him to
do. That may sound a bit strange, but remember that the employer is paying the employee to
come to work and be at the workstation, even if the employer has no work for him/her to do. If
the employee was paid only for work done then he/she would be entitled to leave the workstation
if there was no work to be done. But that is not usually the case.

If the employee does not do these things, he/she may well be in breach of his/her Common Law
conditions of his/her employment contract and is potentially an ex-employee. There is a further
legal concept that bears mention - this is the Principle of Unjust Enrichment. What it means, very
simply, is that "nobody may be enriched at the expense of another". The contract of employment
provides (perhaps not in as many words, but certainly by implication) that the employee shall
offer his/her services and that the employer shall pay him/her for such services.

If the employee does not provide those services (because of absenteeism) then it is unfair for the
employer to have to pay for something that is his contractual right to receive. It is equally unfair
for the employee to benefit - by means of being paid - for something he/she did not do in terms
of the Employment Contract. Put differently, it means very simply: no work - no pay.

Statute Law
This differs from Common Law in that Statute Law is law that has been legislated by Parliament
or some other law making body. Statute Law usually prescribes limits, sets levels and specifies

minimum standards, and specifies contractual terms not covered by Common Law. The statutes
which concern us are the Labour Relations Act, The Basic Conditions of Employment Act, the
Employment Equity Act, the Skills Development Act and the Occupational Health and Safety
Act, Wage Determinations, various Industrial Council Main Agreements, Collective Agreements
and so on.

The Labour Law Practitioner may also deal occasionally with the Close Corporations Act (which
contains special disciplinary procedures for enforcing disciplinary measures against members),
the Insolvency Act, the Public Service Act, and perhaps a few others.

So as can be seen, Statute Law is very involved. The difference is this - under Common Law, you
could probably enter into an Employment Contract whereby the employee would have to work
15 hours a day, take 10 minutes for lunch, work 7 days a week, get 5 days leave a year, and not
be paid for any sick leave, and be fired any time you feel like it. However, because of the
protective effect of Statute Law, such a contract would be illegal even if the employee agreed to
it.

You cannot enter into any agreement or contract that contains any condition less favorable to any
party to the agreement than the corresponding condition contained in any relevant Statute. Any
such contract or agreement is unenforceable, as many employers have discovered to their cost.
Statute Law in general sets out to protect the employee and ensure that the employer does not
take advantage of him/her.

Statute Law is important when dealing with unauthorized absenteeism, because it specifies when
an employee may legally absent himself/herself from the workplace, irrespective of any
condition contained in the Employment Contract or Company Rules and Regulations.

Company Policies, Procedures and Regulations

This is a set of rules which apply to your own Company only, and may not conflict with the
conditions of any Statute unless the Company rule is more favorable to the employee than the
corresponding condition in the Statute. For example, the BCEA stipulates a minimum of 15 days
paid leave per annum. The Company can give 20 days per annum if they wish, but they may not
give only 10 days.

So how do we combat unauthorized absenteeism?

We do it using the tools at our disposal:

The Employment Contract - employers are petrified of issuing a written

Employment Contract. ALL Employment Contracts should be in writing. It is the best
way, the only way.

The Labour Relations Act

The Basic Conditions of Employment Act.

Common Law
Company Rules and Regulations.

There are some important rules to remember:

[a] always record any interviews with offenders in writing.
[b] the onus is on the employee to prove that the absence was justified.
[c] the employee may produce reasons, and a reason may even be valid - but despite being valid,
it can still be unacceptable.

For example, if an employee is late every day for a week because the trains are late due to stolen
cables, this may well be true - perhaps the cables were stolen, so the reason for being late is
valid. But you do not have to accept it as justification for being late and thus excuse the latecoming. The rule is that the Company has certain working hours - how the employee gets to
work is his/her problem, not yours.

There are two types of absences:

Type of absence
Involuntary beyond their control

Employees who are absent for reasons

beyond their control
within their control

Voluntary within their control

Effects of absenteeism
The effects of absenteeism are widespread. Absenteeism leads to
reduced employee productivity
reduced employee morale, and
increased overhead costs.
Further, studies have shown that replacement labor is only about 75% effective. We were
interested in looking at the management of absenteeism because we feel it is an important aspect
of providing value for money in service delivery.

Absence from Work

Absence where the employee does not turn up for work at all can sometimes be the most difficult
type of absenteeism to handle - simply because there can be a host of reasons for this, and you
will have to sift out the truth from the B.S. before deciding what action to take. Remember
though that the employee must justify the absence.

This type of absence may be due to personal problems - sick wife, sick kids, urgent financial
crisis, death in the family or death of a close relative, or some other domestic crisis that requires
the employee to stay at home to handle it.

Under such circumstances, the employee should notify you by telephone, by a message delivered
with another employee, by a telephone call from a friend to you, by a runner with a cleft stick, or
some means. It is very seldom that there is just no means whatsoever of notifying the employer
of the absence - the usual excuse (totally unacceptable) is that "there was no telephone." This is
nonsense, and must be rejected outright unless the employee lives in Borneo or on top of Mt.
Everest.

However, should the employee fail to notify you of the reason for the absence within a
reasonable time, the failure to do so only renders the absence more serious - and the employee, if
absent for more than 3 days ( in some cases 5 days ) may well find that he/she has been
dismissed for desertion. Note also that even if the employee does notify you that he will be
absent for the day, such notification does not mean that the absence is now authorized. You may
decide to treat the absence as authorized and pay the employee for the period absent, or you may
decide to authorize it but treat it as unpaid leave. It will depend on the circumstances.

Whatever happens, the event must be recorded in the employee's file, you must have a short
counseling session with the employee (again recorded) and you must follow Company
disciplinary procedures, if any. If the reason advanced for the absenteeism is unacceptable to
you, then issue a written warning to that effect and make the warning valid for 12 months. The
record keeping is vital in the event that the employee becomes a habitual absentee, and you need
to dismiss at some future stage. The absence could also be due to some uncontrollable event heavy rains flood his house, or even the entire village, a tornado or cyclone (not uncommon these
days in certain parts of the R.S.A.), roads washed away, telephones out of order, rail strike, etc.

However, with such events you will almost certainly know about them because they will be
reported on the radio and T.V., so the reason for the absence is obviously valid and
acceptable. Despite this, you still are not obliged to pay the employee - you must decide on
that.Remember the principles of no work - no pay, and also "how you get to work is your
problem" But be reasonable and fair. For example, there may be other employees who live in the
same stricken area, but who did come to work - albeit late. In that case, you would take a more
unsympathetic view of any who stayed away altogether.

Unrest, Violence and political stay-away is becoming more infrequent these days - but calls by
the Unions for national strikes and stay-aways are not so. A good policy to adopt is that quite
simply, any absence because of unrest, violence, political stay-away or national strike or stayaway will be treated as unpaid leave. Deliberate and willful absenteeism is when the employee
does not come to work because he just feels like a day off - no other reason. There is usually a
pattern, such as the employee is always absent on payday or the day after payday - or is always
absent on a Monday or a Friday (not necessarily every Friday and every Monday, but when
he/she is absent it is on a Friday or a Monday.)

Willful and deliberate absence is a very serious offence because the employee has deliberately
and willfully chosen to ignore his/her contractual duty to present himself/herself for work, and is
therefore in breach of contract. This type of absenteeism calls for severe discipline - even to the
extent of suspending the employee for say one week without pay, or a final written warning valid
for 12 months. Obviously, proper disciplinary procedures must be followed.

REVIEW OF
LITERATURE

Managing Absenteeism for Greater Productivity

Author - Mona Buschak, Christa Craven, Robert, Ledman; Journal -SAM Advanced
Management Journal Volume- 61, 1996
This paper reviews the literature related to absenteeism and suggests how managers can
improve their absenteeism rate and, as a result, improve productivity. At least 50% of all
employee absenteeism is not caused by bona fide illness or other acceptable reason. Absenteeism
is higher in manufacturing environments than in other areas and is a bigger problem among bluecollar workers than white-collar. Absenteeism is higher in union settings than in nonunion
settings. Single persons are typically absent more than married.
Teacher Absenteeism in Secondary Education;
Educational Administration Quarterly, Author - K. Dow Scott, James C. Wimbush
Volume- 27, No. 4, 506-529 (1991) DOI: 10.1177/0013161X91027004004
Teacher absenteeism is a serious problem for school systems. Using an existing model of
attendance behavior as a guide, attitudinal, demographic and absenteeism data from 265
secondary teachers were examined. Canonical correlation analysis revealed that absenteeism
among teachers was significantly related to distance to work, gender, job involvement, and
overall job satisfaction.
Exit-voice and employee absenteeism: A critique of the industrial relations literature
Journal-Employee Responsibilities and Rights Journal Publisher- Springer Netherlands
Issue -Volume 9, DOI -10.1007/BF02622252 Pages -102 Subject Collection-Law Springer Link
Date-Friday, May 04, 2007 Author-Andrew A. Luchak1 and Ian R. Gellatly2
1. Faculty of Business Administration, Memorial University of Newfoundland, A1B 3X5 St.
Johns, Newfoundland, Canada
2. Faculty of Management, The University of Lethbridge, T1K 3M4 Lethbridge, Alberta,
Canada

Industrial relations research that has examined the effects of collective voice on employee
absenteeism through traditional exit-voice analyses suffers from a number of important
theoretical and empirical limitations. The research is limited theoretically in that the framework
used cannot discretely classify absenteeism as a form of either exit or voice.
This inability reflects a larger problem with the exit-voice frameworks 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.

PRESENTEEISM;
A CAMOUFIAGED PRODUCTIVITY HAMPER AUTHOR - Cary cooper JOURNAL -HRM
Review, The Icfai University of Chennai.
Employers all over the world are concerned about increasing the productivity in their
organizations but presenteeism shatters the employers dream of achieving maximum profit
through productivity. This article explores in detail the reasons for presnteeism and how to win
presenteeism.
Presenteeism speaks about an employee coming to the organization with problems like
coughing, sneezing, chronic back pain, etc. It is opposite to absenteeism, where in an employee
intentionally absents himself /herself from work. Cary cooper coined the following reasons for
presenteeism.

Perfect attendance; employees want to maintain perfect attendance which later helps
them in promotion and salary hike during the performance appraisal process. Employees

are more concerned about their salary and do not want to miss a fat pay just by staying at
home because of cold or milled fever.

Employees do not get paid for sick days. Employers feel that paying an employee who is
on leave due to some physical illness is a loss.

Sense of responsibility; this allows the employees not to sit at home and take rest. Project
managers or team leaders mostly feel that they have to be present at their workplace
despite feeling sick because someone will be in need of their help or guidance.
Employees also feel that there is no one to cover their workload.

Concern about job security; it plays a vital role in prsnteeism.An employee who often
takes a sick day might naturally lose his/her career advancement.

When an employee is sick, he/she feels that they have a lot of pending work to be
finished and that they take, the fewer are there vacation days. vacation days are the most
important to any employee working eight hours a day and six hours a week as he /she
can spend this vacation time with his/her family.

OBJECTIVES OF THE STUDY:

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

To study the job related reasons for employee absenteeism.

To know about whether compulsory leave is helps to reduce absenteeism.

To know about how to overcome from employee absenteeism.

To study the causes which leads to absenteeism in the company

To provide suggestions to overcome from employee absenteeism.

NEED OF THE STUDY:

o

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

company.

Employee is the back born of the industry without them they cannot get profit .so
the study of employee absenteeism is needed.

To identify what are the reason for obtain employee absence

REASERCH METHODOLGY:
RESEARCH
Research refers to search for knowledge. Research is an original contribution to the existing
stock of knowledge making for its advancement. It is the pursuit of truth with the help of study,
observation, comparison and experiment. In short, the search for knowledge through objective
and systematic method of finding solution of the problem is research.

Type of research: DESCRIPTIVE RESEARCH

This research describes single event or characteristics or relates a few events or variables through
statistical analysis.
In my study I had relate a few events or variables through statistical analysis. The results had
been catered to broader decision interests in the organization, relates to policy, administration,
and the like.

Type of data:
Data collection consists of identification of sources of data and the use of instrument and
sampling to acquire data. There are two sources of data,
o Primary data
o Secondary data

PRIMARY DATA
Primary data are those which are collected afresh and for the first time, and thus happened to be
original in character. In case of descriptive research, research performs survey whether sample
survey or census survey, thus we obtain primary data either through:

Observation
Direct communication with respondent
Personal interview

SECONDARY DATA
Secondary data are those which have already been collected by someone else and have already
been passed through statistical process. Some sources of secondary data are Internet, web pages
and blogs, Published Printed Sources, Published Electronic Sources, Unpublished Personal
Records, Governement Records, Public Sector Records.
In these two types of data I had use both primary and secondary data in my study.
SAMPLING METHOD:
By using of primary data my sample size taken 200 in various departments and secondary data
had been collected through review of literature. company journals
SURVEY TECHNIQUE:
QUESTIONNAIRE:
There had been a set of questions, used as an instrument for seeking relevant information
directly from respondents. The questions pertain to one or more of characteristics of the
respondent, like behaviour, demographic, knowledge, opinions, attitudes, beliefs and feelings.
TOOLS AND TECHNIQUES
In my study I had use the following tool for analysis i.e.,

Percentage analysis

Target Population:The study targets the staff of Hyundai Motors India Limited, Sriperumbudur Taluk,
Kanchipuram District, Tamil Nadu

SAMPLING DESIGN:Sampling is the process of obtaining about an entire population by examining only a part of it.
Sampling plans calls for three decisions.
a

Sample unit

Sample size

Sampling procedure
The design to be adopted for the study will be based on convenient sampling. The population for
the study will consist of employees in the Hyundai Motors India Limited
SAMPLE UNIT: Hyundai Motors India Limited, Sriperumbudur Taluk, Kanchipuram
SAMPLE SIZE: 200 employees
SAMPLING PROCEDURE:For the study, respondent will be select on the basis of random samplings
SCOPE OF THE STUDY:

It will help to reduce the absenteeism and to earn profit by the increase in manpower.

It will be benefited to improve the production of products and

To reduce the bottlenecks in the planning and production.

By reducing absenteeism the employees are satisfied in their work job.

It reduces the cost and productivity problem, reduce the burden of employees, increase customer
satisfaction and improve the countrys economy.

ANALYSIS
AND
INTERPRITATION

1. TABLE REPRESENTS AGE AND ITS RESPONDENCE.

AGE
20-30yrs
30-40yrs
40-50yrs
above50
TOTAL

NO.OF.RESPONDENTS
118
72
10
0
200

PERCENTAGE
59
36
5
0
100

CHART REPRESENTS AGE AND ITS RESPONDENCE.

PERCENTAGE
100
90
80
70
PERCENTAGE

60
50
40
30
20
10
0
20-30yrs 30-40yrs 40-50yrs above50 TOTAL

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.

2.TABLE REPRESENTS MARITAL STATUS AND ITS RESPONDENCE.

MARITAL

NO.OF.RESPONDENT

PERCENTAG

RAN

STATUS
MARRIED
UNMARRIE

D
TOTAL

162

81

38
200

19
100

CHART REPRESENTS MONTHLY INCOME AND ITS RESPONDENCE.

PERCENTAGE
100
80
PERCENTAGE

60
40
20
0
MARRIED

UNMARRIED

TOTAL

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

3.

TABLE REPRESENT RESPONDENCE OF MONTHLY INCOME.

MONTHLY
INCOME
25000-30000
30001-35000
350001-40000
ABOVE 40000
TOTAL

NO.OF.RESPONDENTS PERCENTAGE
96
48
44
22
46
23
14
7
200
100

CHART REPRESENT RESPONDENCE OF MONTHLY INCOME.

PERCENTAGE

PERCENTAGE

TO
TA
L

25
00
030
00
0
30
00
135
00
35
0
00
01
-4
00
00
AB
OV
E
40
00
0

100
90
80
70
60
50
40
30
20
10
0

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.

4. TABLE REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

CADRE
Executive

NO.OF.RESPONDENTS
74

PERCENTAGE
37

Junior executive

104

52

Non-executive

22

11

Total

200

100

CHART REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

PERCENTAGE
100
90
80
70
60
50
40
30
20
10
0
TO
TA
L

on
-e
xe
cu
tiv
e

ex
ec
ut
iv
e

Ju
ni
or

Ex
ec
ut
iv
e

PERCENTAGE

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

5.TABLE REPRESENTS EXPERIENCE OF THE RESPONDENCE.

NO.OF.RESPONDENT
EXPERIENCE S

PERCENTAG
E

Below 1 year

54

27

2-3 yrs

18

3-5yrs

44

22

Above 5 yrs

84

42

200

100

TOTAL

CHART REPRESENTS EXPERIENCE OF THE RESPONDENCE

PERCENTAGE
100
90
80
70
60
50
40
30
20
10
0
TO
TA
L

yr
s
5

Ab
ov
e

35y
rs

yr
s
23

Be
lo
w

ye
ar

PERCENTAGE

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.

6. TABLE REPRESENT ABOUT REASON FOR LEAVE:

CRITERIA

NO OF RESPONDENT

PERCENTAGE

RANK

sickness

34

17

lack of interest in job

44

22

long working hours

74

37

personal work
TOTAL

46

23

poor working
conditions

200

100

CHART REPRESENT ABOUT REASON FOR LEAVE:

PERCENTAGE

la
ck

INFERENCE:

PERCENTAGE

TO
TA
L

si
ck
of
ne
i
nt
ss
po
e
or
re
st
wo
in
rk
in
jo
g
b
co
lo
nd
ng
iti
on
wo
s
rk
in
g
ho
ur
pe
s
rs
on
al
wo
rk

100
90
80
70
60
50
40
30
20
10
0

From the above table mostly 37% of employees are feel about the long workin 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.
7. TABLE REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.
CRITERIA

NO. OF
RESPONDENT

PERCENTAGE

Very good
Good
Average
Poor
Very poor
Total

54
39
60
28
22
200

27
18
30
14
11
100

CHART REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

Chart Title
100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

Very goodGood Average Poor Very poor total

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.

8. TABLE REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR

THE EMPLOYEES.
CRITERIA
Very good
Good
Average
Poor
Very poor
Total

NO.OF RESPONDENCE
46
86
16
50
2
200

PERCENTAGE
23
43
8
25
1
100

CHART REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE

EMPLOYEES.

Chart Title
PERCENTAGE

100

43
25

23
1
Very good

2
Good

Average

4
Poor

Very poor

6
Total

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

9. TABLE REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR

EMPLOYEES.
CRITERIA
Very good
Good
Average
Poor
Very poor
Total

NO.OF.RESPONDENCE
72
110
14
2
2
200

PERCENTAGE
36
55
7
1
1
100

CHART REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR

EMPLOYEES.

Chart Title
PERCENTAGE

100

55
36

1
Very good

2
Good

Average

4
poor

Very poor

6
Total

INFERENCE:
From the above table most of the employees opinion about their welfare facilities is
good.

10. TABLE REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR

THE EMPLOYEES.
CRITERIA

NO.OF RESPONDENCE

PERCENTAGE

Very good

118

59

Good

20

10

Average

34

17

poor

24

12

Very poor

Total

200

100

CHART REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR THE

EMPLOYEES.

Chart Title
PERCENTAGE

100

59

10
1
Very good

2
Good

17
3
Average

12
4
poor

Very poor

6
Total

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

11. TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM

FOLLOWED IN THE COMPANY.
CRITERIA
Very good
Good
Average
Poor
Very poor
Total

NO.OF RESPONDENCE
98
50
8
40
4
200

PERCENTAGE
49
25
4
20
2
100

TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM FOLLOWED IN

THE COMPANY.

Chart Title
PERCENTAGE

100

49
25
1
Very good

2
Good

20
3

Average

4
poor

Very poor

6
Total

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

12. TABLE REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE

WAGE OR SALARY.

CRITERIA
Highly

NO.OF.RESPONDENT

PERCENTAG

satisfied
satisfied
neutral
Dissatisfied
Highly

22
143
20
13

11
71.5
10
6.5

dissatisfied
TOTAL

2
200

1
100

CHART REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE

WAGE OR SALARY.

PERCENTAGE

PERCENTAGE

H
ig
hl
y

di
ss

at
is
fe
d

ne
ut
ra
l

H
ig
hl
y

sa
tis
fe
d

80
70
60
50
40
30
20
10
0

INFERENCE:
From the above table most of the employees are satisfied with their salaries.
13. TABLE REPRESENTS ABOUT THE MONOTONOUS OF WORK.
CRITERIA
Highly agree
Agree
Neutral
Disagree
Highly disagree

NO.OF.RESPONDENCE
4
86
32
76
2

PERCENTAGE
2
43
16
38
1

Total

200

100

CHART REPRESENTS ABOUT THE MONOTONOUS OF WORK.

Chart Title

di
sa
gr
ee
H
ig
hl
y

eu
tr
al

PERCENTAGE

H
ig
hl
y

ag
re
e

100
90
80
70
60
50
40
30
20
10
0

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

14. TABLE REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR

REWARDS RECEIVED BY THE EMPLOYEES.
CRITERIA
Always
Often
Some times
Never
Total

NO.OF.RESPONDENCE
32
122
12
34
200

PERCENTAGE
16
61
6
17
100

CHART REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR REWARDS

RECEIVED BY THE EMPLOYEES.

Chart Title
100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

Always

Often Some times never

Total

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

15. TABLE REPRESENTS THE EMPLOYEES SATISFACTION WITH THE

CURRENT WORK.
CRITERIA

NO.OF RESPONDENCE

PERCENTAGE

Highly satisfied

88

44

Satisfied

70

35

Neutral

Dissatisfied

34

17

Highly dissatisfied

Total

200

100

CHART REPRESENTS THE EMPLOYEES SATISFACTION WITH THE CURRENT

WORK.

Chart Title
100
90
80
70
60
50
40
30
20
10
0
Highly satisfed

INFERENCE:

PERCENTAGE

Neutral

Highly dissatisfed

From the above table most of the employees are highly satisfied and satisfied with
their current work as 44% and 35% respectively.

16. TABLE REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE

AND CO-WORKERS.
CRITERIA

NO.OF.RESPONDENCE

PERCENTAGE

Highly satisfied

16

Satisfied

88

44

Neutral

20

10

Dissatisfied

Highly dissatisfied

76

38

Total

200

100

CHART REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE AND

CO-WORKERS.

Chart Title
100
90
80
70
60
50
40
30
20
10
0
Highly satisfed

PERCENTAGE

Neutral

Highly dissatisfed

INFERENCE:
From the above table mostly 44% of employees are satisfied with their
relationship with co-workers and 38% of employees are not satisfied.

17. TABLE REPRESNTS ABOUT THE RELATIONSHIP BETWEEN

EMPLOYEES AND SUPERVISORS.
CRITERIA
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

NO.OF.RESPONDENCE
16
134
12
34
4
200

PERCENTAGE
8
67
6
17
2
100

CHART REPRESNTS ABOUT THE RELATIONSHIP BETWEEN

EMPLOYEES AND SUPERVISORS.

Chart Title
100
90
80
70
60
50
40
30
20
10
0
Highly satisfed

INFERENCE:

PERCENTAGE

Neutral

Highly dissatisfed

From the above table most of the employees are satisfied with the
relationship of superiors.

18. TABLE REPRESENTS ABOUT THE WORK PRESSURE OF

EMPLOYEES.
CRITERIA

NO.OF
RESPONDENCE

PERCETAGE

Very high
High
Medium
Low
Very low
Total

12
18
138
34
2
200

6
9
69
17
1
100

CHART REPRESENTS ABOUT THE WORK PRESSURE OF EMPLOYEES.

Chart Title
100
90
80
70
60
50
40
30
20
10
0

PERCETAGE

Very high High Medium

INFERENCE:

Low Very low Total

From above table most of the employees are feel about their work
pressure as neutral.

19. TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET

LEAVE.
CRITERIA

NO.OF.RESPONDENTS

PERCENTAGE

Always.

66

33

Often.

94

47

Some times.

26

13

Never.

12

Others.

TOTAL

200

100

TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET

LEAVE.

PERCENTAGE
50
45
40
35
30
25
20
15
10
5
0

PERCENTAGE

Always

Often.

Some times.

Never.

Others.

INFERENCE:
From the above table mostly 47% and 33% of employees are get leave at
always and often respectively.

20. TABLE REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

NO.OF.RESPONDENT PERCENTAG
CRITERIA
S
E
Medical leave
42
21
Casual leave.
76
38
Privilege leave.
2
1
Compensatory
leave.
50
25
All.
30
15
TOTAL
200
100

CHART REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

PERCENTAGE
40
35
30
25
20
15
10
5
0

Al
l.

Pr
iv
ile
ge

le
av
e

M
ed
ic
al
le
av
e

PERCENTAGE

INFERENCE:
From the above mostly 38% & 25% of employees are take casual leave and
compensatory leave respectively.

21. TABLE REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE

FACILITIES.
CRITERIA
YES
NO
TOTAL

NO.OF.RESPONDENTS PERCENTAGE
190
95
10
5
200
100

CHART REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE

FACILITIES.

Chart Title
100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

YES

NO

TOTAL

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

22. TABLE REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT IN

THE ORGANISATION.

CRITERIA
Payment to work on
holidays.
Have a temporary staff.
Use over time in case of
vacancy.
Provide training.
Others.
TOTAL

NO.OF.RESPONDENTS

PERCENTAGE
56
16

28
8

40
78
10
200

20
39
5
100

CHART REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT IN

THE ORGANISATION.

Chart Title
PERCENTAGE
39
4

5 5

in

ca
se

of
va
ca
nc
y.

20

se

Pa
ym

ov
er
tim
e

en
tt
o

wo
rk

on

ho
lid
ay
s.

2 8

O
th
er
s.

28

100

INFERENCE:
From the above table mostly 39% & 28% of employees says that
organisation manage abseteeism by providing training to employees and
provide payment to work on holidays.
23. TABLE REPRESENTS ABOUT THE EMPLOYEE OPINION TO
REDUCE ABSETEEISM.
CRITERIA
Change management
style.
Change working
condition.
Provide incentives.
Extra working to be
controlled.
Others.
TOTAL

NO.OF.RESPONDENT
S

PERCENTAGE

36

18

80
56

40
28

10
18
200

5
9
100

CHART REPRESENTS ABOUT THE EMPLOYEE OPINION TO REDUCE

ABSETEEISM.

Chart Title
100
90
80
70
60
50
40
30
20
10
0

Ex
tr
a

Ch
an
ge

wo
rk
in
g

to

be

an
ag
em

en
ts

ty
le
.

co
nt
ro
le
d.

PERCENTAGE

INFERENCE:
From the above table mostly 40% and 28% of employees suggest that
changing working conditions and providing incentives will helps to reduce
absenteeism.
24. TABLE REPRESENTS MOTIVATING FACTORS OF EMPLOYEES
TO ATTEND WORK REGULARLY.
CRITERIA

NO.OF.RESPONDENTS

PERCENTAGE

Good employer relations.

24

12

Work environment.

52

Future prospects.

30

15

Recognition of work.

36

18

Monitory rewards provide based on

attendance.

58

29

200

100

TOTAL

26

CHART REPRESENTS MOTIVATING FACTORS OF EMPLOYEES TO

ATTEND WORK REGULARLY.

Chart Title

at
te
nd
an
ce
.

PERCENTAGE

M
on
ito
ry

re
wa
rd
s

pr
ov
id
e

G
oo
d

em

ba
se
d

on

pl
oy
er

re
la
tio
ns
.

100
90
80
70
60
50
40
30
20
10
0

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.
25. TABLE REPRESENTS ABOUT THE IMPACT OF COMULSORY
LEAVE IN WORK LIFE BALANCE.

CRITERIA
Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.
Total.

NO.OF.RESPONDE

PERCENTA

NTS

GE
34
42
66
56
2
200

17
21
33
28
1
100

CHART REPRESENTS ABOUT THE IMPACT OF COMULSORY LEAVE IN

WORK LIFE BALANCE.

Chart Title
PERCENTAGE

di
sa
gr
ee
.

6
To
ta
l.

H
ig
hl
y

eu
tr
al
.

Ag
re
e.

28

D
is
ag
re
e.

H
ig
hl
y

ag
re
e.

33

21

17

100

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.
26. TABLE REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.
CRITERIA
Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.
Total.

NO.OF.RESPONDENTS PERCENTAGE
30
106
34
30
0
200

CHART REPRESENTS WHETHER COMPULSORY LEAVE IS THE

MOTIVATING FACTOR.

15
53
17
15
0
100

Chart Title

di
sa
gr
ee
.
H
ig
hl
y

eu
tr
al
.

PERCENTAGE

H
ig
hl
y

ag
re
e.

100
90
80
70
60
50
40
30
20
10
0

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

27. TABLE REPRESENTS ABOUT THE UTILISATION OF COMPULSORY LEAVE

IS HELPS TO CLAIM LTA:

CRITERIA
Yes
No
Total

NO.OF
RESPONDENCE
166
34
200

PERCENTAGE
83
17
100

Chart Title
100
90
80
70
60
50
40
30
20
10
0

PERCENTAGE

Yes

No

Total

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

FINDINGS

In my analysis for this project the outcome has come as follows:INFERENCE:1

From the above table mostly 59% and 36% of employees are in the age group of 20-30
years and 30-40 years respectively.
INFERENCE:2
From the above table mostly 81% of employees are married and others are unmarried.
INFERENCE:3

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.
INFERENCE:4
From the above table most of the employees are covered in the executive and junior executive
cadre as 37% & 52% respectively
INFERENCE: 5
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.
INFERENCE: 6
From the above table mostly 37% of employees are feel about the long workin 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.
INFERENCE: 7
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.
INFERENCE: 8
From the above table mostly 43% and 23% of employees opinion is good and very good
about the medical provisions provided.
INFERENCE: 9
From the above table most of the employees opinion about their welfare facilities is
good.
INFERENCE: 10
From the above table most of the employees are feel good with their leave facilities.

INFERENCE: 11
From the above table most of the employees are feel good with their communiction
system.
INFERENCE: 12
From the above table most of the employees are satisfied with their salaries.
INFERENCE: 13
From the above table mostly 43% of employees agree that their work is monotonous and
not agree with this fact.

INFERENCE: 14
From the above table most of the employees are get rewards are appreciation for their
work.
INFERENCE: 15
From the above table most of the employees are highly satisfied and satisfied with their
current work as 44% and 35% respectively.
INFERENCE: 16
From the above table mostly 44% of employees are satisfied with their
relationship with co-workers and 38% of employees are not satisfied.
INFERENCE: 17
From the above table most of the employees are satisfied with the
relationship of superiors.
INFERENCE: 18
From above table most of the employees are feel about their work pressure as
neutral.
INFERENCE: 19
From the above table mostly 47% and 33% of employees are get leave at
always and often respectively.
INFERENCE: 20
From the above mostly 38% & 25% of employees are take casual leave and
compensatory leave respectively.
INFERENCE: 21
From the above table most of the employees are aware about the various leave
facilities offered by the company.
INFERENCE: 22
From the above table mostly 39% & 28% of employees says that
organisation manage abseteeism by providing training to employees and provide
payment to work on holidays.
INFERENCE: 23
From the above table mostly 40% and 28% of employees suggest that
changing working conditions and providing incentives will helps to reduce
absenteeism
INFERENCE: 24

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.
INFERENCE: 25
By the above table32.6% & 28% of employees are neither agrees nor disagree
& disagree, 21% &17% of employees are agree &highly agree and 0.7% of
employees are highly disagree with the compulsory leave and tier improvements in
work life balance.
INFERENCE: 26
From the above table most of the employees are agree that compulsory leave
serves as an employee motivating factor.
INFERENCE: 27
From the above table most of the employees are suggest that compulsory leave is helps to
claim LTA.

SUGGESTION
The company has to concentrate to reduce the working time of the employees. The long
working hours of employee is trouble them and makes them tired. So, the efficiency in
work is reduced about the working time of employees.
The company has to reduce the work monotonous of the employees.
The company has to concentrate on providing the monitory rewards based on the
attendance to reduce absenteeism.

 The company has to maintain the training system of the company and to change the
working conditions of the company to facilitate employees to work freely in the working
environment and improve the incentives system provide by the company for the
employees.
In the employee point of view the compulsory leave plan is also help to improve the work
life balance of the company. So, by this study compulsory leave plan is not affect the
work environment of the company and this plan is one of the motivating factors for the
employees.
By this leave the employee also able to claim for long travel allowance. So, it serves as
an employee motivating factors to engage in the work regularly.

CONCLUSION:
In the company various resources are to earn high profit and sales. But among that various
resources the 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.

QUESTIONNAIRE

Questionnaire Format for Absenteeism of Employees

Questionnaire Format for Absenteeism of Employees
Below is the questionnaire format to find out the reasons of absenteeism of employees at
HYUNDAI INDIA LTD., Delhi

Personal Information
Name (Optional)
Marital Status.
Monthly Income : 1. 25-30,000
Age.

2. 300001-35000

3.35000-40000

4.Above 40000

Sex..

1) In which Cadre are you working in an organization

Executive
Junior executive
Non-executive
2)

For how many years you are working with Hyundai Motors India Limited?

(a) 0-1 yr

(b) 1-2 yr

(c) 2-5 yr

(d) < 5 yr

3) What are the reason for taking the leave :

sickness
lack of interest in job
poor working conditions
long working hours
personal work

4) What is the working condition of the Employees.?

Very good
Good
Average
Poor

Very poor
5) What are the medical Provisions provided for the employees.?
Very good
Good
Average
Poor
Very poor
6.) Your views on THE WELFARE FACILITIES PROVIDED FOR EMPLOYEES.
Very good
Good
Average
Poor
Very poor

7.) Your views on THE LEAVE FACILITIES PROVIDED FOR THE EMPLOYEES.
Very good
Good
Average
Poor
Very poor

8) Acc. to you what is the communication system followed in the company?

Very good
Good
Average

Poor
Very poor
9) What is the SATISFACTION LEVEL ABOUT THE RESPONDENCE WAGE OR
SALARY?
Highly satisfied
satisfied
neutral
Dissatisfied
Highly dissatisfied

10) Your view regarding ABOUT THE MONOTONOUS OF WORK?

Highly agree
Agree
Neutral
Disagree
Highly disagree

11) What do you think ABOUT THE FREQUENCY OF APRECIATION OR REWARDS

RECEIVED BY THE EMPLOYEES?
Always
Often
Some times
Never
12) What is THE EMPLOYEES SATISFACTION WITH THE CURRENT WORK.
Highly satisfied
Satisfied

Neutral
Dissatisfied
Highly dissatisfied

13) Your views ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE AND COWORKERS.
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

14) What do you think ABOUT THE RELATIONSHIP BETWEEN EMPLOYEES AND
SUPERVISORS
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

15) Your thoughts on ABOUT THE WORK PRESSURE OF EMPLOYEES.

Very high
High
Medium
Low

Very low
16.) What are the POSSIBILITINESS TO GET LEAVE?
Always.
Often.
Some times.
Never.
Others.

17) What are the TYPE OF LEAVE TAKEN BY EMPLOYEES?

Medical leave
Casual leave.
Privilege leave.
Compensatory
leave.
All.
18) What is the EMPLOYEES AWARENESS ABOUT LEAVE FACILITIES?
YES
NO

19) What are your views on ABOUT THE ABSENTEEISM MANAGEMENT IN

THE ORGANIZATION.
Payment to work on
holidays.
Have a temporary staff.
Use over time in case of

vacancy.
Provide training.
Others.

20) Acc. to you what you think ABOUT THE EMPLOYEE OPINION TO
REDUCE ABSETEEISM.
Change management style.
Change working
condition.
Provide incentives.
Extra working to be
controlled.
Others.

21) What are the MOTIVATING FACTORS OF EMPLOYEES TO ATTEND WORK

REGULARLY
Good employer relations.
Work environment.
Future prospects.
Recognition of work.
Monitory rewards provide based on
attendance.
22) Your views on ABOUT THE IMPACT OF COMULSORY LEAVE IN WORK LIFE
BALANCE.
Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.

23) Acc. to you WHETHER COMPULSORY LEAVE IS THE MOTIVATING

FACTOR.
Highly agree.
Agree.
Neutral.
Disagree.
Highly disagree.

24) Do you think UTILISATION OF COMPULSORY LEAVE IS HELPS TO CLAIM LTA:

Yes
No

BIBLIOGRAPHY
1.

Managing Human Resources, Tata McGraw - Bohlander,

2. Personnel Management by C B Mamoria.

3. Research Methodology C.R Kothari
4. Statistical Method by S.P Gupta
5. Human Resource and Personnel Management K.Aswathappa,

,Tata McGraw Hill

WebSites:
1. www.citehr.com
2. www.askforhrd.com
3. www.hyundai-motor.com