CONTENTS

S.NO

PARTICULARS

PAGE NO

LIST OF TABLES
LIST OF FIGURES
1

INTRODUCTION

1-8

Problem identification

16

Scope of the study

16

Need of the study

16

Review of literature

17-19

COMPANY PROFILE

9-15

RESEARCH DESIGN

20-21

DATA ANALYSIS AND INTERPRETATION

51-62

FINDINGS
SUGGESTION
CONCLUSION

APPENDICES
(1)QUESTIONNAIRE

66 -70

(2)BIBLIOGRAPHY

71

S.NO
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8

LIST OF TABLES
PARTICULARS
Table represent about respondent age
Table represent about respondent marital status.
Table represent about respondent monthly income.
Table represent about respondent cadre
Table represent bout respondent experience
Table represent about respondent reason for leave
Table represent about working conditions of employees
Table represent about medical provisions provided for the
employees

PAGE NO
22
23
24
25
26
27
28
29

1.9

Table represent about welfare facilities provided for the

employees

30

1.10

Table represent about leave facilities provide for the

employees
Table represent about communication system followed in
the company
Table represent employee opinion about salaries
Table represent about work monotonous
Table represent about appreciation or rewards received by
the employees
Tale represent employee satisfaction about current work
Table represent about employee and co-workers relationship
Table represent about employee and supervisors relationship
Table represent about work pressure of employees
Table represent about possibilities of employees to get leave
Table represent about leave taken by employees
Table represent employees awareness about leave facilities
Table represent about motivation factors of employees to
attend work regularly
Table represent about absenteeism management in
organization
Table represent about the employee opinion to reduce
absenteeism
Table represent about the impact of compulsory leave in
work life balance

31

PARTICULARS

PAGE NO

1.11
1.12
1.13
1.14
1.15
1.16
1.17
1.18
1.19
1.20
1.21
1.22
1.23
1.24
1.25
S.NO

32
33
34
35
36
37
38
39
40
41
42
43
44
45
46

1.26

Table represent the analysis about compulsory leave as

motivation factor

1.27

Table represent about the chi-square test for age and reason
for leave
Table represent about the chi-square test for cadre and wage
are salary
Table represent about the chi-square test for cadre and work
monotonous
Table represent about the T- test for co-workers relationship
and supervisor relationship
Table represent about the chi-square test for cadre and work
pressure
Table represent about the chi-square test for cadre and
possibility of employees to get leave
Table represent about the chi-square test for age and leave
availed often
Table represent about correlation for appreciation or rewards
and current work

1.28
1.29
1.30
1.31
1.32
1.33
1.34

LIST OF CHARTS

48
48
50
51
52
53
54
55

S.NO
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8

PARTICULARS
Chart represent about respondent age
Chart represent about respondent marital status.
Chart represent about respondent monthly income.
Chart represent about respondent cadre
Chart represent bout respondent experience
Chart represent about respondent reason for leave
Chart represent about working conditions of employees
Chart represent about medical provisions provided for the
employees

PAGE NO
22
23
24
25
26
27
28
29

1.9

Chart represent about welfare facilities provided for the

employees

30

1.10

Chart represent about leave facilities provide for the

employees
Chart represent about communication system followed in
the company
Chart represent employee opinion about salaries
Chart represent about work monotonous
Chart represent about appreciation or rewards received by
the employees
Chart represent employee satisfaction about current work
Chart represent about employee and co-workers relationship
Chart represent about employee and supervisors
relationship
Chart represent about work pressure of employees
Chart represent about possibilities of employees to get leave
Chart represent about leave taken by employees
Chart represent employees awareness about leave facilities
Chart represent about motivation factors of employees to
attend work regularly

31

Chart represent about absenteeism management in

organization
Chart represent about the employee opinion to reduce
absenteeism
Chart represent about the impact of compulsory leave in
work life balance
Chart represent the analysis about compulsory leave as
motivation factor

44

1.11
1.12
1.13
1.14
1.15
1.16
1.17
1.18
1.19
1.20
1.21
1.22
1.23
1.24
1.25
1.26

32
33
34
35
36
37
38
39
40
41
42
43

45
46
47

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 138 and stratified sampling method is followed for selecting a sample .the data
are collected through a questionnaire. The statistical tools like percentage analysis, chisquare 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 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.
o Low morale.
o Poor working conditions.
o Boredom on the job.
o Lack of job satisfaction.
o Poor supervision.
o Excessive work.
1.2 DEFINITION OF ABSETEEISM:
Absenteeism is the failure of employees to report for work when they are
scheduled to work. Employees who are away from work on recognized holidays,
vacations, approved leaves of absence, or approved leaves of absence would not be
included
According to labour Bureau, simla,absenteeism is the total man shifts lost
because of absences as a percentage of the total number of man shifts scheduled to work.
According to Webster dictionary, absenteeism is the practice or habit of
absentee, and an absentee is one who habitually stays away
1.3 WORK AND ABSENTEEISM:
Absenteeism is understood as unauthorized absence from work. Stated
differently, it amounts to absenteeism when an employee is scheduled to work but fails to
report for duty.
Algebraically, absenteeism is calculated thus:
Number of persons-days lost*100
Average number of persons*
Number of working days absenteeism obviously reduces the number of
employees available for work. If the absenteeism rate is four percent. Only 96 out
of 100 people available for work. The effect of absenteeism on the future supply
of labour should be allowed for, and trends in absenteeism should be analyzed to
trace causes prescribe remedial actions.

1.4 PROBLEM IDENTIFICATION;

o

o
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

1.5 NEED OF THE STUDY:

o
o
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 can not get
profit .so the study of employee absenteeism is needed.
To identify what are the reason for obtain employee absence.

1.6 SCOPE OF THE STUDY:

o
o
o
o
o

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

manpower.
It is 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.

1.7 REVIEW OF LITERATURE

1.7.1 Managing Absenteeism for Greater Productivity

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

1.7.4 PRESENTEEISM;
A CAMOUFIAGED PRODUCTIVITY HAMPER AUTHOR - Cary cooper
JOURNAL -HRM Review, The Icfai University of Chennai. DATE OF ISSUE-March
2009
Employers all over the world are concerned about increasing the productivity in
their organizations but presenteeism shatters the employers dream of achieving
maximum profit through productivity. This article explores in detail the reasons for
presnteeism and how to win presenteeism.
Presnteeism speaks about an employee coming to the organization with problems
like coughing, sneezing, chronic back pain, etc. It is opposite to absenteeism, where in an
employee intentionally absents himself /herself from work. Cary cooper coined the
following reasons for presenteeism.

Perfect attendance; employees want to maintain perfect attendance which later

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

CHAPTER-2
2.1 PROFILE OF THE COMPANY:
2.1.1Hyundai Motors India Limited
HYUNDAI CEO & CHAIRMAN-Mong-Koo Chung.
Hyundai Motor is a South Korea based car maker, placed sixth among the
automobile makers in the world. Hyundai Motor India Limited (HMIL), its subsidiary, is
the second largest and manufacturer in India. Some popular brands of Hyundai are
Santro, Getz, Accent, Elantra, Sonata Embera and Tuscon are the most successful brands
of HMIL. For incorporating sustainable environment management practices, the company
has been granted an ISO 14001 certification.
Hyundai Motor India Limited
"Drive your way"

Country

South Korea

Year of Establishment

1967

Retail Finance Partners

HDFC Bank, ICICI Bank, Mahindra Finance, Punjab National Bank, S

2.1.2 ABOUT THE COMPANY:

Hyundai Motor Company (HMC), which came into being in 1967, is a division of
Hyundai Kia Automotive Group, headquartered at Seoul, the capital of South Korea. The
company operates the world's largest integrated automobile manufacturing facility at
Ulsan in South Korea.
Hyundai Motor India Limited (HMIL), its wholly owned subsidiary in India, is
the second largest car manufacturer in India.
2.1.3 HYUNDAY MOTOR INDIA -PRODUCTS

Hyundai Accent - Set with improved engine machinery, high-tech design and
security features, Hyundai Accent spells style, opulence, control and top
performance.
Hyundai Tucson - 60,000-mile basic guarantee, multipurpose interior, revamped
2005 Kia Sportage, five doors, etc are some of the features that Hyundai Tucson
boast of. A compact intersect SUV, Tucson can be altered between two-wheeled
drive and four-wheeled drive.

Hyundai Elantra - India's foremost Luxury Sedan, Hyundai Elantra takes pride
of its stylish exteriors and lustrous design. The technical specifications of the car
includes Traction Control system, Automatic and improved Brake Force and self
regulating suspension system.
Hyundai Sonata Embera: A fifth generation Sonata car, Hyundai Sonata Embera
is efficient, chic and has an advanced suspension system. The car is famous for its
superb pick-up and speed.
Hyundai Getz - recognized for its European appeal, Hyundai Getz is an
amalgamation of comfort, expertise and functionality.
Hyundai Verna: Made of contemporary, stylish and sparkling surface, Hyundai
Verna is displays grace and flamboyance. Sporty yet luxurious, Verna is rated high
in performance level.
Hyundai Santro Xing: Recognized for its power competence and consistency,
Hyundai Santro Xing, is an improved version of Hyundai Santro that comes with
added characteristics for Indian families.
Hyundai Terracan: Grandiose and tough, Hyundai Terracan 2.9CRDT is
designed to glide off-road. An indisputably impressive car it can be switched
between two-wheeled drive and four-wheeled drive.

SEGMENT AND BRANDS

LATEST UPDATES ON HYUNDAI

ACCENT

HISTORY OF HYUNDAI

ELANTRA

HYUNDAI -SERIES
I -10
I -20
I -30

GETZ
HYUNDAI I10 KAPPA

HYUNDAI I10

HYUNDAI I20

SANTRO XING

HYUNDAI I10 DIESEL

SONATA EMBERA

HYUNDAI I30 NEW

HYUNDAI VERNA

HYUNDAI GENESIS COUPE

TUCSON

HYUNDAI SANTA FE NEW

2.1.4 History of Hyundai

HYUNDAI I20

VARIANT

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

Korea. A Korean word which stands for modernity, Hyundai Motor is a division of the
Hyundai Kia Automotive Group that manages Kia Motors as well.
The companys slogan reads as DRIVE YOUR WAY, while the logo is a
slanted, stylized H, symbolizing the company shaking hands with its customer. A
relative newcomer to the automobile industry, Hyundai has, nonetheless, grown to
become one of the worlds largest car makers in just over three decades. Though there
had been numerous obstacles, the company overcame all the odds and earned global
recognition for the advanced technology and excellent quality.
The company has been continuously pressing ahead to achieve its goals of
ranking amongst the worlds elite automakers. Read on further to know some interesting
and amazing information on the history, origin and background of Hyundai.
Interesting & Amazing Information on Origin & Background Of Hyundai
Hyundai Motor Company was founded by Chung Ju-Yung in 1947, as
Hyundai Engineering and Constructions Company. The company was later established as
Hyundai Motor Company in 1967.

WITH

Cortina was the first model released by Hyundai, in collaboration

FORD MOTOR COMPANY , in 1968.

In 1975, Hyundai launched its first domestic car, Pony, which was
powered by Japans Mitsubishi engines. The company started exporting cars to Ecuador,
in the following year and then followed with exports to the Benelux countries (Belgium,
Netherlands and Luxemburg).
Pony was exported to Canada also where it surpassed expectations and
became the top-selling car in the Canadian market.
Hyundai entered the United States in 1986, with its subcompact Excel.
The car was an immediate hit with more than 100,000 Excels being sold in just seven
months.
The model was adjudged as the Best Product #10 by Fortune
magazine, due to its supreme affordability. The year 1988 was a big turnover for
Hyundai, as it started producing cars with its own technology, the first being midsize
Sonata. However, Hyundais nascent image was tarnished due to the vehicles poor
durability and reliability.
Sales dropped drastically resulting in its disappearance from the
American market, in the 1990s. The company, then, invested heavily in new product
designs and improved the overall quality and reliability of the cars.

Hyundai Motors India Limited was established in 1996 in

Irrungattukotai near Chennai with an assembly plant as well. In 1999, the ownership was
transferred to Chung Ju-Yungs son, Chung Mong Koo. Hyundai bought Kia Motors in
1998 and two years later partnered with Daimler Chrysler to create the Daimler-Hyundai
Truck Corporation.
However, Chrysler bowed out in 2004 due to financial difficulties.
After Chung Ju-Yungs death in 2001,
Hyundai was divided into three separate companies: Hyundai Heavy
Industries, Hyundai Motor Group and Hyundai Engineering and Construction. All
the three companies have been competing successfully in the global marketplace till
date.
In a survey by J.D. Power and Associates in 2006, Hyundai was
placed third, after Porsche and Lexus and ahead of arch-rival Toyota, in terms of overall
quality. Since then, this motor company has been producing cars and Sports Utility
Vehicles, providing customers a high level of content and performance, at an affordable
price.
Today, Hyundai vehicles are sold in 193 countries with as many as
6,000 dealerships and showrooms worldwide.
Currently, Hyundai is the largest automaker in the world in terms of
profit, worlds fourth largest automaker by the number of units sold and the fastest
growing automaker in the world.
The company also operates the worlds largest integrated automobile
manufacturing facility in Ulsan, capable of producing approximately 1.6 million units
annually.
What started off as a humble beginning, today, has resulted in a giant
sized automobile company, with its manufacturing units in North America, China, Czech
Republic, Pakistan, India and Turkey and research and development centers in Europe,
Asia, North America and the Pacific Rim.
Hyundai has made records with successful sales of sporty Tiburon
Coupe (1996 through 2008), Tucson SUV (2004-present) and Entourage minivan (2007present). The Genesis Coupe sports car debuted in 2009, while Santa Fe Crossover was
released in 2001, which was lengthened to mid-size range in 2007.
The company is soon going to launch the Sonata hybrid in 2010.
2.1.5 KEY EXECUTIVES FOR Hyundai Motor India Limited*
NAME

TITLE

H. W. Park Chief Executive Officer, Chief Financial Officer, Managing Director and
Senior Executive Director of Administration
V.D. Bhasin Senior Vice-President of Sales
Arvind
Saxena

Senior Vice President of Marketing & Sales

M. Whoo

Head of R&D and Engineering Operations

Sanjeev
Shukla

Head of Marketing

2.1.6 Hyundai Motor India Limited BOARD OF DIRECTORS

Name

Primary Company

H. S. Lheem

Hyundai Motor India Limited

Steve S. Yang

Hyundai Motor Co.

2.1.7 CORPORATE VALUES

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

CUSTOMER FOCUS
Members of Team HARI have an attitude where the importance of the
customer is a primary concern; where expectations are exceeded, and standards
are measured from the customers viewpoint.

RESULT ORIENTED
Members of Team HARI constantly surpass his own accomplishment by
producing the best possible result at the required time in the right manner using
the right amount of resources.

TEAMWORK
Members of Team HARI willingly pool their individual resources together
intellect, skills, materials, and abilities such that each complements the other to
realize a common goal or objective.

PASSION

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

CHAPTER-3
3.1 RESEARCH DESIGN
OBJECTIVE OF THE STUDY:

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

To find out the job related reasons for employee absenteeism.

To find out whether compulsory leave is helps to reduce absenteeism.

To provide suggestions to overcome from employee absenteeism.

3.1.1REASERCH METHODOLGY:
DESCRIPTIVE RESEARCH:

This research describes single event or characteristics or relates a few

events or variables through statistical analysis.
In my study I relate a few events or variables through statistical analysis.
\the results cater to broader decision interests in the organization, relates to policy,
administration, and the like.
3.1.2 Type of data:
Data collection consists of identification of sources of data and the use of
instrument and sampling to acquire data. There are two sources of data,
o Primary data
o Secondary data
In these two types of data I use both primary and secondary data in my
study.
3.1.3 SAMPLING METHOD:
By using of primary data my sample size is 138 out of 2000 employees in
various departments and secondary data used for the collection of review of literature.
3.1.4 SURVEY TECHNIQUE:
QUESTIONNAIRE:
This is a set of questions, used as an instrument for seekingrelevant
information directly from respondents. The questions pertain to one or more of
characteristics of the respondent, like behaviour, demographic, knowledge, opinions,
attitudes, beliefs and feelings.
3.1.5 TOOLS AND TECHNIQUES
In my study Iused the following tools for analysis i.e.,

Percentage analysis
Chi-square test

T-Test

Correlation

ANOVA.

CHAPTER- 4
ANALYSIS AND INTERPRITATION.
TABLE 4.1
TABLE REPRESENTS AGE AND ITS RESPONDENCE.
AGE
NO.OF.RESPONDENTS PERCENTAGE
20-30yrs
81
59
30-40yrs
50
36
40-50yrs
7
5
above50
0
0
TOTAL
138
100
CHART 5.1
CHART REPRESENTS AGE AND ITS RESPONDENCE.

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

TALBLE 4.2
TABLE REPRESENTS MARITAL STATUS AND ITS RESPONDENCE.
MARITAL
STATUS
NO.OF.RESPONDENTS PERCENTAGE RANK
MARRIED
112
81
1
UNMARRIED
26
19
2
TOTAL
138
100
CHART5.2
CHART REPRESENTS MONTHLY INCOME AND ITS RESPONDENCE.

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

TABLE 4.3
TABLE REPRESENT RESPONDENCE OF MONTHLY INCOME.
MONTHLY
INCOME
NO.OF.RESPONDENTS PERCENTAGE
25000-30000
66
48
30001-35000
31
22
350001-40000
32
23
ABOVE 40000
9
7
TOTAL
138
100
CHART 5.3
CHART REPRESENT RESPONDENCE OF MONTHLY INCOME.

INFERENCE:
From the above table mostly 48% of the employees are earned the income
between 25,000-30, 000, 22% and 23% of employees are earned 30,001-35000 & 35,00140,000 respectively.

TABLE 4.4
TABLE REPRESENTS RESPONDENCE IN DIFFERENT CADRE.
CADRE
Executive
Junior executive
Non-executive
total

NO.OF.RESPONDENTS
51
72
15
138

PERCENTAGE
37
52
11
100

CHART 5.4
CHART REPRESENTS RESPONDENCE IN DIFFERENT CADRE.

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

TABLE 4.5

TABLE REPRESENTS EXPERIENCE OF THE RESPONDENCE.

EXPERIENCE NO.OF.RESPONDENTS PERCENTAGE
Below 1 year
37
27
2-3 yrs
13
9
3-5yrs
30
22
Above 5 yrs
58
42
TOTAL
138
100
CHART 5.4
CHART REPRESENTS EXPERIENCE OF THE RESPONDENCE

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

TABLE 4.6
TABLE REPRESENT ABOUT REASON FOR LEAVE:
CRITERIA

NO OF RESPONDENT

PERCENTAG RANK
E

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

23
30

17
22

4
2

50

37

31

23

138

100
CHART 5.6

CHART REPRESENT ABOUT REASON FOR LEAVE:

INFERENCE:
From the above table mostly 37% of employees are feel about the long
work-in hours,22% and 23% of employees are not have interest in their jobs
and have some personal works respectively, others are get leave for sickness.
TABLE 4.7
TABLE REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.
CRITERIA

NO OF
RESPONDENT

PERCENTAGE

Very good
Good
Average
Poor
Very poor

37
25
42
19
15

27
18
30
14
11

Total

138

100

CHART 5.7
CHART REPRESENTS THE WORKING CONITIONS OF EMPLOYEES.

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

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

NO.OF RESPONDENCE

PERCENTAGE

Very good
Good
Average
Poor
Very poor
Total

31
59
11
35
2
138

23
43
8
25
1
100

CHART 5.8
CHART REPRESENTS ABOUT MEDICAL PROVISIONS PROVIDED FOR THE
EMPLOYEES.

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

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

NO.OF.RESPONDENCE

PERCENTAGE

Very good
Good
Average
poor
Very poor
Total

50
76
9
1
2
138

36
55
7
1
1
100

CHART 5.9
CHART REPRESENTS ABOUT THE WELFARE FACILITIES PROVIDED FOR
EMPLOYEES.

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

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

CRITERIA
Very good
Good
Average
poor
Very poor
Total

NO.OF RESPONDENCE
81
14
24
17
2
138

PERCENTAGE
59
10
17
12
2
100

CHART 5.9
CHART REPRESENTS ABOUT THE LEAVE FACILITIES PROVIDED FOR
THE EMPLOYEES.

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

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

NO.OF RESPONDENCE

PERCENTAGE

Very good
Good
Average
poor
Very poor
Total

68
35
5
28
2
138

49
25
4
20
2
100

CHART 5.11
TABLE REPRESENTS ABOUT THE COMMUNICATION SYSTEM
FOLLOWED IN THE COMPANY.

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

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

NO.OF.RESPONDENTS PERCENTAGE

Highly satisfied
satisfied
neutral
Dissatisfied
Highly
dissatisfied
TOTAL

19
91
18
9

13.76811594
65.94202899
13.04347826
6.52173913

1
138

0.724637681
100

CHART 5.12
CHART REPRESENTS SATISFACTION LEVEL ABOUT THE RESPONDENCE
WAGE OR SALARY.

INFERENCE:
From the above table most of the employees are satisfied with their salaries.

TABLE 4.13
TABLE REPRESENTS ABOUT THE MONOTONOUS OF WORK.
CRITERIA
Highly agree
Agree
Neutral

NO.OF.RESPONDENCE
2
60
22

PERCENTAGE
2
43
16

Disagree
Highly disagree
Total

53
1
138

38
1
100

CHART 5.13
CHART REPRESENTS ABOUT THE MONOTONOUS OF WORK.

INFERENCE:
From the above table mostly 43% of employees 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 EMPLOYEES.
CRITERIA
Always

NO.OF.RESPONDENCE
22

PERCENTAGE
16

Often
Some times
never
Total

85
8
23
138

61
6
17
100

CHART 5.14
CHART REPRESENTS ABOUT THE FREQUENCY OF APRECIATION OR
REWARDS RECEIVED BY THE EMPLOYEES.

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

TABLE 4.15
TABLE REPRESENTS THE EMPLOYEES SATISFACTION WITH THE
CURRENT WORK.
CRITERIA

NO.OF RESPONDENCE

PERCENTAGE

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

60
48
3
24
3
138

44
35
2
17
2
100

CHART 5.15
CHART REPRESENTS THE EMPLOYEES SATISFACTION WITH THE
CURRENT WORK.

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

TABLE 4.16
TABLE REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE
AND CO-WORKERS.
CRITERIA
Highly satisfied
Satisfied

NO.OF.RESPONDENCE
11
61

PERCENTAGE
8
44

Neutral
Dissatisfied
Highly dissatisfied
Total

13
0
53
138

10
0
38
100

CHART 5.16
CHART REPRESENTS ABOUT THE RELATIONSHIP BETWEEN EMPLOYEE
AND CO-WORKERS.

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

TABLE4.17
TABLE REPRESNTS ABOUT THE RELATIONSHIP BETWEEN
EMPLOYEES AND SUPERVISORS.

CRITERIA
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total

NO.OF.RESPONDENCE
10
93
8
24
3
138

PERCENTAGE
8
67
6
17
2
100

CHART 5.17
CHART REPRESNTS ABOUT THE RELATIONSHIP BETWEEN
EMPLOYEES AND SUPERVISORS.

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

TABLE 4.18
TABLE REPRESENTS ABOUT THE WORK PRESSURE OF
EMPLOYEES.
CRITERIA
Very high

NO.OF
RESPONDENCE
8

PERCETAGE
6

High
Medium
Low
Very low
Total

9
96
24
1
138

9
69
17
1
100

CHART 5.18
CHART REPRESENTS ABOUT THE WORK PRESSURE OF
EMPLOYEES.

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

TABLE 4.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.
CRITERIA
Always.
Often.
Some times.
Never.
Others.
TOTAL

NO.OF.RESPONDENTS PERCENTAGE
46
33.33333333
66
47.82608696
19
13.76811594
5
3.623188406
2
1.449275362
138
100

CHART 5.19
TABLE REPRESENTS RESPONDENCE POSSIBILITINESS TO GET
LEAVE.

INFERENCE:
From the above table mostly 48% and 33% of employees are get leave
at always and often respectively.

TABLE 4.20
TABLE REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.
CRITERIA
Medical leave
Casual leave.

NO.OF.RESPONDENTS PERCENTAGE
29
21.01449275
53
38.4057971

Privilege leave.
Compensatory
leave.
All.
TOTAL

1.449275362

35
19
138

25.36231884
13.76811594
100

CHART 5.20
CHART REPRESENTS TYPE OF LEAVE TAKEN BY EMPLOYEES.

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

TABLE 4.21
TABLE REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE
FACILITIES.

CRITERIA
YES
NO
TOTAL

NO.OF.RESPONDENTS PERCENTAGE
130
94.20289855
8
5.797101449
138
100
CHART 5.21

CHART REPRESENTS EMPLOYEES AWARENESS ABOUT LEAVE

FACILITIES.

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

TABLE 4.22
TABLE REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT IN
THE ORGANISATION.

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

NO.OF.RESPONDENTS

PERCENTAGE

39
11

28
8

28
54
6
138

20
39
5
100

CHART 5.22
CHART REPRESENT ABOUT THE ABSENTEEISM MANAGEMENT
IN THE ORGANISATION.

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.
TABLE 4.23
TABLE REPRESENTS ABOUT THE EMPLOYEE OPINION TO
REDUCE ABSETEEISM.
CRITERIA
Change management

NO.OF.RESPONDENTS PERCENTAGE
25
18

style.
Change working
condition.
Provide incentives.
Extra working to be
controlled.
Others.
TOTAL

55
38

40
28

7
13
138

5
9
100

CHART 4.23
CHART REPRESENTS ABOUT THE EMPLOYEE OPINION TO
REDUCE ABSETEEISM.

INFERENCE:
From the above table mostly 40% and 28% of employees
suggest that changing working conditions and providing incentives will
helps to reduce absenteeism.
TABLE 4.24
TABLE REPRESENTS MOTIVATING FACTORS OF
EMPLOYEES TO ATTEND WORK REGULARLY.
CRITERIA
Good employer relations.

NO.OF.RESPONDENTS PERCENTAGE
16
12

Work environment.
Future prospects.
Recognition of work.
Monitory rewards provide based on
attendance.
TOTAL

36
21
25

26
15
18

40
138

29
100

CHART 5.24
CHART REPRESENTS MOTIVATING FACTORS OF EMPLOYEES
TO ATTEND WORK REGULARLY.

INFERENCE:
From the above table mostly 26% &29% of employees are suggesting
that working environment and provide monitory rewards based on attendance
are motivating them to attend work respectively.
TABLE 4.25
TABLE REPRESENTS ABOUT THE IMPACT OF COMULSORY
LEAVE IN WORK LIFE BALANCE.
CRITERIA

NO.OF.RESPONDENT

PERCENTAG

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

24
29
45
39
1
138

17
21
33
28
1
100

CHART 5.25
CHART REPRESENTS ABOUT THE IMPACT OF COMULSORY
LEAVE IN WORK LIFE BALANCE.

INFERENCE:
By the above table32.6%&28% of employees are neither agrees nor
dis agree & disagree, 21% &17% of employees are agree &highly agree and
0.7% of employees are highly dis agree with the compulsory leave and tier
improvements in work life balance.
TABLE 5.26
TABLE REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.
NO.OF.RESPONDEN

PERCENTAG

CRITERIA

TS

Highly agree.
Agree.

21
73

15
53

Neutral.

24

Disagree.
Highly disagree.
Total.

20

17
15

0
138

0
100

CHART 5.26
CHART REPRESENTS WHETHER COMPULSORY LEAVE IS THE
MOTIVATING FACTOR.

INFERENCE:
From the above table most of the employees are agree that
compulsory leave serves as an employee motivating factor.
TABLE 4.27
TABLE REPRESENTS ABOUT THE UTILISATION OF COMPULSORY LEAVE
IS HELPS TO CLAIM LTA:

CRITERIA
Yes
No
Total

NO.OF
RESPONDENCE
114
24
138

PERCENTAGE
83
17
100

CHART 5.27

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

Age with reason for leave:

Ho: Reason for leave is not dependent on age.
H1: Reason for leave is dependent on age.
Case Processing Summary

N
age * reason for leave

Valid
Percent
138
82.1%

Cases
Missing
N
Percent
30
17.9%

Total
N
168

Percent
100.0%

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
8.539a
9.658

6
6

Asymp. Sig.
(2-sided)
.201
.140

.574

df

.315
138

a. 7 cells (58.3%) have expected count less than 5. The

minimum expected count is .05.

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

CADRE-WAGE OR SALARY:
Ho: The satisfaction level about wage or salary has the
linkage with cadre.
H1: The satisfaction level about wage or salary has not the
linkage with cadre.

Case Processing Summary

Cases
Missing
N
Percent
30
17.9%

Valid
N
Percent
138
82.1%

cadre * wage or salary

Total
N
168

Percent
100.0%

cadre * wage or salary Crosstabulation

Count
wage or salary
highly
dissatisfied
cadre

non executive
juniour executive
executive

neutral
1
9
8
18

1
1

Total

satisfied
14
39
38
91

highly
satsisfied
24
4
28

Total
15
72
51
138

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
19.226a
22.727
2.713

6
6

Asymp. Sig.
(2-sided)
.004
.001

.100

df

138

a. 5 cells (41.7%) have expected count less than 5. The

minimum expected count is .11.

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

CADRE-WORK MONOTONOUS:
Ho: Cadre associate with the monotonous of work.
H1: Cadre is not associate with the monotonous of work.

Case Processing Summary

cadre * work monotonous

Cases
Missing
N
Percent
30
17.9%

Valid
N
Percent
138
82.1%

Total
N

Percent
100.0%

168

cadre * work monotonous Crosstabulation

Count
work monotonous
highlydis
agree
cadre

non executive
juniour executive
executive

Total

disagree
1
41
11
53

neutral
1
3
18
22

agree
12
27
21
60

highly agree
1

Total

1
2

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
43.320a
44.238
.218

8
8

Asymp. Sig.
(2-sided)
.000
.000

.641

df

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

15
72
51
138

Correlations

apprication or rewards

current work

Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N

apprication
or rewards
current work
1
.521**
.
.000
138
138
.521**
1
.000
.
138
138

**. Correlation is significant at the 0.01 level (2-tailed).

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

T-Test
Ho: There is no significant relationship between
employees relationship with co-worker and supervisor.
Ho: There is a significant relationship between employees
relationship with co-worker and supervisor.
One-Sample Statistics
N
coworkers relationship
superior relationship

136
138

Mean
2.80
3.60

Std. Deviation
1.500
.932

Std. Error
Mean
.129
.079

One-Sample Test
Test Value = 0.05

coworkers relationship
superior relationship

Inference:

t
21.395
44.749

df
135
137

Sig. (2-tailed)
.000
.000

Mean
Difference
2.75
3.55

95% Confidence
Interval of the
Difference
Lower
Upper
2.50
3.01
3.39
3.71

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, its not possible to measure this relationship.
CADRE-WORK PRESSURE:
Ho: There is no difference between cadre and work
pressure.
H1: There is a difference between cadre and work pressure.
Case Processing Summary

N
cadre * workpressure

Valid
Percent
137
81.5%

Cases
Missing
N
Percent
31
18.5%

Total
N
168

Percent
100.0%

cadre * workpressure Crosstabulation

Count
workpressure
high
medium
11
3
62
21
23
24
96

very high
cadre

non executive
juniour executive
executive

1
1

Total

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
37.397a
39.131
12.598

8
8

Asymp. Sig.
(2-sided)
.000
.000

.000

df

137

a. 10 cells (66.7%) have expected count less than 5. The

minimum expected count is .10.

INFERENCE:

low
2
3
4
9

very low
1
4
2
7

Total
14
72
51
137

From this result, it found that at any cadre the work

pressure may be more or less in certain situations. So, it is not
at all possible to measure the cadre wise work pressure.
CADRE-POSSIBILITY TO GET LEAVE:
Ho: Cadre helps to get leave easily.
H1: Cadre is not helps to get leave easily.
Case Processing Summary

N
cadre * possibility
to get leave

Cases
Missing
N
Percent

Valid
Percent
138

82.1%

30

Total
N

17.9%

Percent
168

100.0%

cadre * possibility to get leave Crosstabulation

Count
possibility to get leave
never
sometimes
often
1
2
6
1
3
29
3
14
31
5
19
66

others
cadre

non executive
juniour executive
executive

1
1
2

Total

always

Total

6
38
2
46

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
38.606a
46.061
15.860

8
8

Asymp. Sig.
(2-sided)
.000
.000

.000

df

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.

15
72
51
138

AGE- LEAVE AVAILED OFTEN:

Ho: Age associated with leave availed often.
H1: Age is not associated with leave availed often.

Case Processing Summary

Valid
N
Percent
138
82.1%

age * leave availed often

Cases
Missing
N
Percent
30
17.9%

Total
N
168

Percent
100.0%

age * leave availed often Crosstabulation

Count

age

20-30 yrs
30-40 yrs
40-50 yrs

Total

privilage
2

others
59
23

82

leave availed often

compensatory
medical leave
leave
5
8
14
9
1
19
18

casual leave
7
4
6
17

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value
55.079a
42.628
21.640

8
8

Asymp. Sig.
(2-sided)
.000
.000

.000

df

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.

Total
81
50
7
138

Nonparametric Correlations
Correlations

Spearman's rho

organization managing
abseenteeism
suggestion to reduce

motivating factor

Correlation Coefficient
Sig. (2-tailed)
N
Correlation Coefficient
Sig. (2-tailed)
N
Correlation Coefficient
Sig. (2-tailed)
N

organization
managing
abseenteeis
m
1.000
.
138
.393**
.000
138
.412**
.000
138

suggestion
motivating
to reduce
factor
.393**
.412**
.000
.000
138
138
1.000
.644**
.
.000
138
138
.644**
1.000
.000
.
138
138

**. Correlation is significant at the .01 level (2-tailed).

INFERENCE:
From this result, it found that there is a positive relationship
between organization managing absenteeism, suggestion to reduce
absenteeism, compulsory leave serves as an employee motivation
factor.
T-Test
Ho: There is a relationship between the two types of
relationship.
H1: There is no relationship between the two types of
relationship.
One-Sample Statistics

138

Mean
3.72

Std. Deviation
.894

Std. Error
Mean
.076

138

3.69

.903

.077

N
improve work life balance
complusary leave
motivation factor

One-Sample Test
Test Value = 0.05

improve work life balance

complusary leave
motivation factor

t
48.276
47.356

137

Sig. (2-tailed)
.000

Mean
Difference
3.67

137

.000

3.64

df

95% Confidence
Interval of the
Difference
Lower
Upper
3.52
3.83
3.49

INFERENCE:
From this result it found thus the compulsory leave is serving in
equal level because improvement in work life balance is same as
service to compulsory leave serves as motivation factor.
One way:
Ho: There is a relationship between the facilities provided
for the employees.
Ho: there is no relationship between the facilities provided
for the employees.

3.79

ANOVA

working conditions

medical provisions

welfare facilities

leave facilities

communication system

Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total
Between Groups
Within Groups
Total

INFERENCE:

From this result it found

Sum of
Squares
37.184
196.700
233.884
67.388
109.888
177.275
11.218
61.890
73.109
57.509
131.397
188.906
14.520
188.473
202.993

df
2
135
137
2
135
137
2
135
137
2
135
137
2
135
137

Mean Square
18.592
1.457

F
12.760

Sig.
.000

33.694
.814

41.394

.000

5.609
.458

12.235

.000

28.755
.973

29.543

.000

7.260
1.396

5.200

.007

CORRILATION FOR APPRECIATION OR REWARDS RECEIVED BY EMPLOEES

AND CURRENT WORK:

Case Processing Summary

N
apprication or rewards
* current work

Cases
Missing
N
Percent

Valid
Percent
138

82.1%

30

Total
N

17.9%

Percent
168

100.0%

apprication or rewards * current work Crosstabulation

Count
current work
highlydis
satisfied
apprication
or rewards

others
never
sometimes
often

Total

3
3

dissatisfied
20

neutral

2
2
24

2
1
3

highly
satisfied

satisfied
3
8
19
18
48

59
1
60

Symmetric Measures

Interval by Interval
Ordinal by Ordinal
N of Valid Cases

Pearson's R
Spearman Correlation

Value
.521
.309
138

Asymp.
a
Std. Error
.075
.093

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

Approx. T
7.111
3.795

Approx. Sig.
.000c
.000c

Total
23
8
85
22
138

FINDINGS:
In my analysis, from 138 employees, 81 employees are in the age
group of 20-30 years of age, 50 employees are in the age group of 30-40years of age and
7 employees are in the age group of 40-50years of age.
From the analysis 112 employees are get married and 26 employees are
not get married.
From the analysis about the monthly income, 66 employees are earn the
income of 25000-30000, 31 employees are earn 30001-35000, 32 employees are earn
35001-40000 and 9 employees are earn above 40000.
In my study 51 employees are in the executive cadre, 72 employees are
in the junior executive cadre and 15 employees are in the non-executive cadre.
From the analysis about the experience of the employees, 37 employees
were work with the below 1year of experience, 13 employees were work with 2-3years of
experience, 30 employees were work in 3-5years of experience and 58 employees are
have above 5years of experience.
From the analysis about the employees reason for leave, mostly 50
employees opinion is about the long working hours, 31 employees says that personal
work, 30employees are says about the lack of the interest in jobs and 23 & 2 employees
says about the sickness and poor working condition in their jobs.
From the analysis about the working condition of the employees 42
employees are have the opining of that its normal, 37 employees are says there is the very
good working condition, 25 employees says that good working condition is provided and
19 and 15 employees opinion is that poor and very poor working condition is provided
respectively.
From the analysis about the medical provision provided for the
employees. 59 employees are says that medical provision is good and 31 employees are
says that it is very good, 11 employees are says that is normal and finally 35 and 2
employees are says that is poor and very poor working condition are provided.
From the analysis about the welfare facilities of the employees that 76
employees are good, 50 employees are very good, 9 employees are says that welfare
facilities are normal and 3 employees are feel poor with their welfare facilities.
From the analysis about the leave facilities provided for the employees .
81 employees are feel very good 14 employees are feel good, 24 employees are in the
opinion of neutral and 17 and 2 employees are feel poor and very poor with the leave
facilities .
From the analysis about the communication system followed in the
company 68 employees are feel very good 35 employees are feel good 5 employees are
feel it is normal 28 and 2 employees are feel poor and very poor respectively.
From the analysis about the opinion of employees with their salary. 91
employees are satisfied with their salary, 19 employees are highly satisfied with their

salary, 18 employees are in neutral, 9 and 1 employee are dis satisfied and highly
dissatisfied with their salary.
From the study of relationship between employees and co-workers.61
employees are satisfied, 11 employees are highly satisfied, 13 employees are in neutral
and 53 employees are highly dissatisfied.
From the analysis about the relationship between employees and
supervisors. 93 employees are satisfied with their relationship, 10 employees are highly
satisfied, 8 employees are in neutral, 24 & 3 employees are dissatisfied with their
relationship respectively.
From the analysis about the work pressure of employees in the
company. 8 employees are says that work pressure is very high, 9 employees are says that
high work pressure, 96 employees are says that in neutral and 24 & 1 employee are says
that low and very low about the work pressure.
From the analysis to know about whether the employees agree with the
work monotonous.60 employees are agree and 2 employees are highly agree that the
work is monotonous. Then the 22 employees are says in neutral and from 54 employees
53 employees are disagreeing and 1 employee is highly disagree.
From the analysis about the frequency of appreciation or rewards
received by the employees of 138. 22 employees are always received rewards or
appreciation, 85 employees are received by often, 8 & 23 employees are received some
times and never respectively.
From the study about the employee satisfaction with their current work,
60 employees are highly satisfied with their current work, 48 employees are satisfied with
their current work, 3 employees are says in neutral and from the other 27 employees 24
are dissatisfied and 3 employees are highly dissatisfied.
From the analysis about type of leave taken by the employees. 53
employees are take casual leave, 35 employees are take compensatory leave, 29
employees suggest that medical leave, 2& 19 employees are take privilege leave and
others respectively.
From the analysis about the awareness of employees in the leave
facilities offered.138 employees are aware about the leave facilities offered and 8
employees are not aware about the leave facilities.
From the analysis about the absenteeism management in the
organization. Mostly 54 employees says that organization managing absenteeism by
provide training, 39 employees says that payment to work on holidays,28 employees says
that use over time in case of vacancy, 11 and 6 employees says that have a temporary
staff and others respectively.
From the analysis about the employee opinion to reduce absenteeism.
Mostly 55 employees suggest to change in working conditions, 38 employees suggest to
provide incentives, 25 employees are suggest to change management style,13 and 7
employees are needs to control extra working and others respectively.
From the analysis about the factors motivating employees to attend
work regularly. 40 employees are suggest that providing monetary rewards based on
attendance, 25 employees suggest that recognition of work, 36 employees are suggest the
work environment, 21 and 16 employees are suggest that future prospects and good
employer relations respectively.

From the analysis about the impact of compulsory leave in work life
balance. From 138 employees 29 employees are agree that the compulsory leave helps to
improve work life balance, 24 employees are highly agree, then 45 employees are says in
neutral, 39 and 1 employee are disagree and highly disagree that the compulsory leave is
help to improve work life balance.
From the analysis about to know whether the compuy lsory leave serves
as an employee motivation factor.15 employees are highly agree, 53 employees are agree,
17 employees says in neutral and 15 employees disagree that compulsory leave is not
serves as an employee motivation factor.
From the analysis about the utilization of compulsory leav is helps to
claim long travel allowances.114 employees says yes it help to claim LTA and the others
24 employees are says it is not helps to claim LTA.
SUGGESTION:
The company has to concentrate to reduce the working time of the
employees. The long working hours of employee is trouble them and makes them tired.
So, the efficiency in work is reduced about the working time of employees.
The company has to reduce the work monotonous of the employees.
The company has to concentrate on providing the monitory rewards
based on the attendance to reduce absenteeism.
The company has to maintain the training system of the company and to
change the working conditions of the company to facilitate employees to work freely in
the working environment and improve the incentives system provide by the company for
the employees.
In the employee point of view the compulsory leave plan is also help to
improve the work life balance of the company. So, by this study compulsory leave plan is
not affect the work environment of the company and this plan is one of the motivating
factors for the employees.
By this leave the employee also able to claim for long travel allowance.
So, it serves as an employee motivating factors to engage in the work regularly.
CONCLUSION:
In the company various resources are to earn high profit and sales. But
among that various resources the profit and sales. But among that various resources the
human resources is used as very important one. This is considering as blood for the
organization and it has the relationship with the production or services of the
organization. In the competitive world every organization needs to compete with another
organization. So, they are tried to earn high profit by improving the production and sales
of the company. In this situation now-a-days absence of the employee is affect the work
of the company, especially unauthorized absence. In this way HMI also affected by the
unauthorized absence. So, the questionnaire is study about the reason for unauthorized
absence of the employee and if they consider about the suggestion of this study. They can
able to overcome the difficulties arise by the unauthorized absence and has to improve
production or services.