Sujju Bujji Proj

Human resource management
Human resource management is primarily concerned with the people’s dimension in

the organization. It is crucial sub-system process of management. The success or failure of an
organization not only depend on material, machines and equipment but also on the personnel
who are put in the best efforts for an efficient performance at job.
Human resource management refers to the set of activities, programs and function
designed and carried out in order to maximize both employees as well as organization
effectiveness. Human resource or personnel management is the sense of getting thing done
through people. It’s an essential part of every manager’s responsibilities.
Human resource management means employing people, developing their resource,

utilizing, maintaining and compensating the human resource resulting in creating and
developing of human relations with a view to contribute proportionately to the organization
individual and skill.
As organizations vary in size, aims, functions, complexity, construction, the physical

nature of their product, and appeal as employers, so the contribution, of human resource
management. But, in most ultimate aim of the function is to “ensure that at all times the
business needs”, that is, neither nor understaffed in total or in respect of any one discipline or
work grade.
Objectives of human resource management

• To create and utilize an able and motivation work force to accomplish the basic
organization goals.
• To establish and maintain organization structure and desirable working relationships
among all the members of the organization.
• To create facilities and opportunities for individual or group development so as to
match it with the growth of the organization.
• To identity and satisfy individual and group needs by providing adequate and
equitable wages, incentive, employee benefits and security.
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Nature and scope of human resource:
People in the organization manifest themselves not only through individual section
but also through group interaction. When individual come to work place, they come with not
only technical skill, knowledge etc. but also with their personal feeling, perception, desires,
motives, attitude, values etc. therefore, employee management in an organization does mean
management of not only technical skill but also other factor of human resources.
Nature of
HRM
Employee
EMP
Prospects of
HRM
HRM EMP&
execution
Industrial
relation
EMP
EMP motivation
maintenance
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Objective of human resource management
• To create and utilize an able motivated work force, to accomplish the basic
organization goals.
• To establish and maintain sound organization structure and desirable working

relationship among all the member of the organization.
• To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.
• To identity and satisfy individual and group needs by providing adequate and
equitable wages, incentive, employees benefits and social security.

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• Contracts of employees
• Disciplinary
• Functions
• Grievance procedures
• Health and safety in the workplace
• Job description
• Motivation and incentives
• Person specification
• Recruitment
• Retention
• Teams
• Absenteeism
• Authority and accountability
Work place
HRM Objective Supporting function

1.Legal compliance
1. societal objective 2. Benefits
3.Union-management relations
1.Human resource planning

2. Employee relation
3. Selection
2. organization objective 4. Training and development
5.Appraisal
6.Placement
7. Assessment
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1. Appraisal
3. functional objective 2. .Placement
3. Assessment
1.Training and development

2. Appraisal
4.personal objective 3. Placement
4. Compensation
5.Assessment
HR roles and responsibilities
The HR roles and responsibilities needs to react to this basic request by the organization to
keep the level of the satisfaction. Unfortunately, when you browse the internet to find
information about the HR roles and responsibilities, you usually find the tables describing
the split of roles and responsibilities between HRM function and the internet clients
The HR ROLES have to be adjusted to:
Keep HRM function focused on tracking and implementing new trends in the industry.
Keep HRM function focused on tracking on helping the line management to implement
improvements.
Keep HRM function focused on tracking on operational excellence.
Keep HRM function responsible for developing the human capital potential in the
organization.
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The HR RESPONSIBILITIES have to be adjusted to:
• Demonstrate the line management the will to keep the responsibility for the human
capital costs.
• Keep the competitive advantage on the market (and not just the job market).
• Demonstrate the will to drive the main HR processes to keep the organization in the
excellent health.
• Keep HRM functions supporting the business strategy to reach the business
initiatives?
• Keep HRM responsible for the tasks resulting from the business strategy?
HR strategic HR change
partner Champion
HR
ROLE
HR EMP HR admin
Advocate Expert
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Responsibilities of human resource departments:
• Job analysis
• Job design
• Recruitment
• Selection
• Training
• Development
• Performance management
• Human resource planning
Job analysis
The process of getting detailed information about jobs.
Job design
The process of defining the way work will be performed and tasks that a given job
requires.
Recruitment
The process through which the organization seeks applicants for potential
employment.
Selection
The process by which his organization attempts to identify applicants with the
necessary knowledge, skill, abilities, and other characteristics that will help the organization
achieve its goals
Training
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A planned effort to enable employees to learn job-related knowledge, skill, and
behavior.
Development
The acquisition of knowledge, skill, and behaviors that improve an employee’s
ability to meet changes in job requirement and in customer demands
Performance management
The process of ensuring that employee’s activities and output match the
organizations goals
Some other benefits include:
1. Planning an administering pay and benefits.

2. Maintaining positive employee relation.
3. Establishing positive administering personnel policies.
4. Ensuring compliance with labor laws.
Human resource planning:

Identifying the number and types of employees the organization will require to meet
its objectives.
HRM strategy challenges can be defined in four main areas:
Leadership development
Management development
Globalization
Outsourcing
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The leadership development is one of the HRM challenges. The leadership
development is the way to secure the organization for the future. The supply of the leaders is
very limited and the organization has to focus on the growth of the potential available inside
the organization. The HRM function has to take the responsibility for the initiative to
identity and grow the potential inside the organization and to secure the best potential to stay
in the organization. The leadership development initiatives are extremely costly, but
organization has to recognize the need to invest in such initiatives. This is a major HRM
challenge.
The line management is another HRM challenge. The management is the main
user and client of the HRM value process and they have to be able to use the process
correctly. The HRM function can be seen as the enemy, but the HRM challenge is to
develop and train the line management in the daily usage of the value added HRM process
to make the organization more efficient.
The globalization is another HRM challenge. The HRM function has to make his
policies, procedures and processes to work on the global level. Currently, most of the HRM
policies is focused on the concrete country, but the employees have to start to move from the
to another country and HRM process have to be able to support such a need in the
organization. The globalization has a huge impact on the HRM FUNCTION and it is usually
not ready to take more responsibilities of the workforce around the globe.
The outsourcing is the main issue for the HRM function. The function has to be able
to outsource its non-core services for the organization and it has to be able to keep the
service level for the organization. The outsourcing HRM challenge is pretty huge as it
request a lot of standardization and practice the HRM function.
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The 9 Essential skills of human resource management:
Skill#1: Organization:
Human resource management requires an orderly. Organized files, strong time management
skills and personal efficiency are key to the human resources function. You are dealing with
people’s lives and careers here, and when a manager requests a personal file or a
compensation recommendation that lines up with both the organization and the industry.
Skill #2 Multitasking
On any day, an HR professional will deal with an employee personal issue one minute, a
benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after.
Priorities and business needs move fast and change fast, and colleague A who needs
something doesn’t much care if you are already helping colleague B. you need to be able to
handle it all, all at once.
Skill#3 Discretion and business ethics
Human resource professionals are the conscience of the company, as well as the keepers of
confidential information. As you serve the needs of top management, you also monitor
officers to employees to ensure proper ethics are observed. You need to be able to push back
when they aren’t to keep the firm on the straight and narrow. Not an easy responsibility! Of
course, you always handle appropriately, and never divulge to any UN authorized person,
confidential information about anyone in the organization.
Skill #4 Dual focus

HR professionals need to consider the needs of the both employees and management. There
are times you must make decision to protect the individual, and other times when you
protect the organization, its culture, and values. These decisions may be misunderstood by
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some, and you may catch flak because of it, but you know that explaining your choices
might compromise confidential information. That’s something you would never do.
Skill#5 Employee trust
Employees expect human resource professionals to advocate for their concerns, yet you
must also enforce top managements policies. The HR professional who can pull off this
delicate balancing act wins trust from all concerned.
Skill#6 fairness
Successful HR professionals demonstrate fairness. This means that communication is clear,
that peoples voices are heard, that laws and policies are followed, and that privacy and
respect is maintained.
Skill#7 Dedication to continuous improvement
HR professionals need to help managers coach and develop their employees. The goal is
continued improvement and innovation as well as remediation. And looking to their own
houses, the HR professional also uses technology and other means to continuously improve
the HR function itself.
Skill#8 Strategic orientation
Forward-thinking HR professionals take a leadership role and influence management’s

strategic path. In gauging and filling the labor needs of the company, devising compensation
schemes, and brining on board new sets leading to business growth.
Skill#9 team orientation

Once companies were organized into hierarchies of workers headed by supervisors. Today,
the team is king. HR managers must consequently team dynamics and find ways to disparate
personalities together and make the team work.
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Absenteeism
Definition
Absenteeism is the failure of employees to report for work they are scheduled to
work. Employees who are away from on recognized holidays, vacation, approved leaves of
absence, or approved leaves of absence would not be included.
Causes:
The causes of absenteeism are many and include:
• Serious accidents and illness
• Low morale
• Poor working condition
• Boredom on the job
• Lake of job satisfaction
• Inadequate leadership and supervision
• Personal problems (financial, marital, substance abuse, childcare eldercare etc.)
• Poor physical fitness
• Inadequate nutrition
• Transportation problems
• The availability of income protection plans
• Stress
• Excessive workload
• Employee discontent
Before considering or implementing any policy to control absenteeism, management

should ask itself how much absence there actually is how much its cost, what forms it takes
and how many employees are involved. Absenteeism means different things to different
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organizations, and there are a number of different ways of assessing the scale of the
problem. For example, for a magnum you could consider only will full absence for which is
no excuse, to this you could add sanctioned or unsanctioned for which there is an excuse, to
this cause you add medical incapacity, whether certified or not, plus annual holidays, jury
service and even company sponsored training that it is a mistake to include absence through
holidays, jury service and training in your calculation.
Also the units you choose for measuring the rate of absenteeism have a profound
effect on your calculation. Four units are in common use: hours, working shifts, the national
insurance six day week, and calendar days in fact it is a good idea to use more than duration
of the absence and number of absence, because a lot of short absences can have a worse
effect than a few long ones.
For example a civil craftsman’s shop had a total absence rate of almost 30% while a
materials handling unit had one of less 10%. Nevertheless the shop supervisor was
unconcerned, while the unit supervisor was very worried. This was because the people in the
shop were generally older and had four weeks holiday entitlement. However frequent short
and unpredictable on the part of almost all of the people there made the supervisors job
planning work schedules a nightmare.
Most firms produce some kind of estimate of the time lost through absenteeism
usually become much more concerned to control it. Sick pay represents only a portion of the
total since you have to cost in the price of employing temporary replacements or paying
existing staff over time to cover for the absentee’s duties. Absenteeism also generates extra
work in other department for example wages, personnel, medical and welfare. At seminars
held by the industrial society in 1980 and 1981, participants who had coasted the
absenteeism in their own companies estimated that it cost them $25 between $40 per person
per day. Even in those days and even using the lower figure, a company employing 1000
people and suffering a 10 % rate of lost time would be forfeiting over $600,000 per annum.
Incidentally, absence of a manager for a week or two is usually much less

costly than that of a shop floor worker whose duties must be covered.
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2.1 Need and importance of the study
Absenteeism is one of the main problems in manufacturing industries. Absenteeism
problem, affect on productivity, increase variable cost, and decrease profits. The need for
this is it study is to help the management and to diagnose the labor problems in the
organization level. To give suggestions to the management and workers, to reach the
organization goals and individual goals. The absenteeism is main problem in all sectors. The
absenteeism is between 10to 20% in industries.
2.2 Scope of the study:

At present our country is developing in all sectors like as agriculture, manufacture
and service. Ours is big country and several organizations face the absenteeism problem, due
to this several loss to be obtained to the management and also loss to the employee. So I did
select this topic in the organization PEBS PENNER. The study if fully related to employer
and the interview is very busy to doing allocated work, so they given limited time to
permission to interview. Confined to the investigation of various categories of worker in
further it is limited to the analysis of and evolution of measures to avoid absenteeism.
2.3 Objectives of the study
The following are the objectives of my study on PEBS PENNER.
1. To study absenteeism rate and to find out various reasons for the absence of workers
from work
2. To know the various steps taken by the management for reduce absenteeism
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3. Understand the types and causes of absenteeism to associated costs from not directly
tacking absenteeism and to give suggestion to reduce absenteeism
2.4 Source of data:

The data has been collected from two main sources
Primary data
Primary data was collected through interview and scheduled questionnaire. It was
distributed among the respondent for their views and analysis.
1. Interview with the employees

2. Discussion with the managers
3. Time office records and leave registers
4. Handbook of company
5. Questionnaire containing 35 questions
Secondary data
The secondary data was collected from the following ways
1. Company records
2. Magazines and journals
3. Textbook
4. websites
2.5 Sample size

The sample size for the study is 30 junior working managers who are concerned as
head of the questionnaire and the sample size for the study is 60 for the individual
interview.
30-junior working managers
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60-individual
10-others
Sample design: sample was selected on random basis
2.6 Tools and techniques of the studies
The collected data has been coded and represented diagrammatically in the form of
bars diagrams, graph and charts and pie charts by calculating the frequency and
percentages.
Based on this suitable interpretations are made. Based on the interpretation and analysis
suitable recommendation is given which can help the organization in reducing
absenteeism.
2.7 Review of literature

Absent means the worker or employee not attending the scheduling work
Absenteeism the department of labor, government of India defined the term absenteeism
rate is the total man shifts scheduled
Professor R.C Saxena states a worker on a regular scheduled vacation or during lay
off period should not be consider as scheduled to work or absent.
A worker who takes time of at other than regular vacation period be considered as
absent A worker who quiets with out notice should be considered as absent from
scheduled work utile his name is dropped from the active list, but preferably such period
should not exceed not week one in either case.
The rate of absenteeism is calculated generally on the monthly basis. The ability of
worker to present for work, while he was expected to report on his duty absence does not
take into account the strike, layoff, lockout, weekly rest and suspension.
Thus absenteeism represent percentages of man days lost on account of absence to

the total man days, scheduled to work.
I.e. man days worked plus man days lost on account of absence.
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Absenteeism liability and resistance:
Employees who are frequently off sick are usually late more frequently are more
likely to be absent for other reason, have more accident at work and visit the company
surgery more often. Change in personnel policy may change one of these factors but
measured in the long term the total amount of time lost through absence can remain
remarkably constant both for individual and for groups.
Many studies have shown that absence risk absence in particular is distributed
unequally among have of staff. A few people, perhaps 5-10%, account for about half the
total absence, and a few people are never absent at all. The later are by no means always
the healthiest and the former necessarily suffering from chronic ill health?
This distribution was first described 60 years ago in studies of injuries at work; it
gave rise to the idea that some people were “accident-prone”. This is not necessarily an
inherent and unalterable characteristic of the individual, but unless there is some control
it is true that a pattern of absenteeism, once established, tends to persist throughout the
individuals working life. This has important implications for the design of effective
control measures. You are misleading yourself if you think that the sickness absences
among your team’s members are always just the luck of the draw, especially if they
become frequent. People state of health is usually only one of the factors that decide
whether or not they will consult their doctor.
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Action to reduce absenteeism
The industrial society survey found that the top ban most effective ways of managing
adopted by the 486 respondents were.
1. Accurate monitoring - 57%

2. Return to work policy - 50%
3. Written absence policy - 50%
4. Training of line managers - 37%
5. Motivation - 37%
6. Discipline - 36%
7. Communicating absence rates - 33%
8. Senior management commitment - 27%
9. Performance appraisal - 26%
10. Team working - 21%
1. Jackson (1994) in study based upon a sample of 550 employees found that the
causes of excessive absenteeism were as follows
A. Poor work habits 6%

B. Personal adjustments 9%
C. Dis-satisfaction 16%
D. Irresponsibility 17%
E. Outside difficulties 17%
F. Sickness or fatigue 35%
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2. Neither cover nor (1950) presents a delightfully refreshing and different view on
absenteeism the major finding in this study is that two factors to be most closely
associated with absenteeism- size of department and quality of supervision.
3. Mann and Baumgartner (1952) report a study typical of the university of

Michigan group. They compared the attitudes of high and low absentee rate
employees. The investigators found that a more favorable attitude toward
supervisor and a more favorable feeling about work associates accompanied
lower absentee rates for both blue and white-collar workers. According to their
study absenteeism rises as supervising quality decreases.
4. In a study of absenteeism of 4 major textile mills in Delhi-covering a period of 4

years-1960 to 1963-made by the Shri Ram centre for industrial relation, the
following facts were revealed.
a. About 40% of total yearly absences occurred the permission of management

b. About 25% were due to sickness and accident and were granted by ESI.
c. The remaining 355 were caused by workers unauthorized absenteeism.
2.8 Limitation of the study
• The sample does not covers all the employees of the organization due to logistical
constraints, Randomly selected employees absenteeism rate may be higher than the
absenteeism of the company. It also reduces scope of utility of the study.
• Many respondents hesitated to give the information about their other sources of
income. Because they feared that these might be reported to the management.
• Initially the number of samples selected was 120. But, many respondents went off with
the given questionnaires. Effort proved futile in getting the answered questionnaires
from them.
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• Many respondents wear able to provide their absence with reasons (No. of days leave
taken.) This Initiation was overcome by verifying the time office records to some
extent.
2.9 Further scope of the study

• The study throws light on employee’s reasons for absenteeism.
• The study also helps management to understand various factors influencing the
employee’s absenteeism.
• The study emphasis to adopt controlling measures to avoid the frequent absenteeism.
• This can be referred as a base for future oriented project.
• This study will be helpful to the human resource department and organization
development.
• The study has been conducted with a view bring out the effectiveness of absenteeism
and employee significant level towards environmental.
2.10 Period of the study
The period of the study is 30 - 45 days.
2.11 Chapterization
1st chapter deals with introduction of the topic.
2nd chapter deals with importance, scope, need, objective, period, tools & techniques.
3rd chapter deals with company profile & industry profile.
4th chapter deals with theoretical review.
5th chapter deals with analysis & interpretation
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6th Chapter deals with summary & suggestions
3.2 Industry Profile
Antecedents: PEBS Pennar is part of the Pennar Group of Companies. The Pennar
Group consists of Pennar Industries, Pennar Chemicals, Seven Technologies and
Pennar Engineered Building Systems.
» Pennar Industries:
Pennar Industries Ltd. (PIL), the

flagship company of the Pennar
Group, has had an industry-dominating presence in the manufacture of new-age steel
products for the infrastructure, railways, construction, pollution control and automotive
sectors. The Company’s five modern manufacturing facilities are located in Hyderabad,
Chennai, Tarapur and Hosur to ensure seamless and relentless progress.
An ISO 9001:2000 Company, Pennar has evolved into a multi-faceted, multi-location

enterprise. Today, its business verticals include:
• Railway products
• Automobile products
• Engineering components
• ERW Precision Tubes
• Pre-engineered Buildings
• Cold rolled steel strips (CRSS)
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• Cold rolled formed sections (CRFS)
» Pennar Chemicals:
Pennar Chemicals Limited is a Public Limited Company incorporated in

1992 and has a manufacturing facility in Mallapur, Hyderabad, India and
has established specialization in the field of Fuel Additives. Pennar
Chemicals Limited is the authorized manufacturer and marketer of Elf Fuel Oil Additives,
having technical collaboration with TOTAL, France (fourth largest petroleum company in
the world). Pennar Chemicals Limited is a pioneer in the field of additives, supplying
specific premium high tech additives based on fuel characteristic requirements. Branch
offices are functioning all over India to cater to sales and services at Bangalore, Baroda,
Chennai, Kochi, Hyderabad, Kolkata, Mangalore, Mumbai, New Delhi, and Tirupati &
Vizag.
» Saven Technologies:
Saven Technologies is an information technology service

provider that specializes in planning, managing and
implementing technology driven business solutions. Through offices in the United States,
UK and India, Saven offers consulting services on an onsite, offsite and offshore basis.
Saven also develops products and reusable components complementary to its consulting
operations that enhance immediate and measurable value for its clients.
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The pre-engineered steel building system in itself offers great advantages to the customer
as a more feasible, practical and efficient alternative to conventional buildings. The system
has earned acceptance across the world and is gaining rapid ground in India as well. Some
of the distinct advantages include:
 Durability - weather resistant, earthquake resistant
 Value - Low initial investment, low maintenance costs

 Environment friendly - All the materials can be recycled
 Flexible - Easy to expand, easy to setup and change
 Faster - Reduced construction time
 Aesthetics - Gives the engineer enough flexibility to create unique structures
PEBS Pennar operates in the market through its two avant-garde products - Prime Build
and Value Build. While Prime Build caters to the customers desiring premium features,
Value Build is a perfect solution for those who wish to have economy buildings.
3.2company profile
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 Double-Lok® Standing Seam Roofing with 10 years leak proof warranty by PEBS
Pennar
 Purlins/Girts/Eave struts are pre-galvanized with 275 gsm.
 Primary structures shot-blasted to Swedish standard SA 2.5 with epoxy primer*
 Continuous supervision at site during installation

 Standard Trapezoidal Roof Sheeting
 Purlins/Girts/Eave struts are Pre-galvanized with 120 gsm.
 Primary structures with manual cleaning and alkyd primer
 Periodic supervision at site during installation
PEBS Pennar can offer a combination of specifications from both the brands as required by
the customer. *Finish painting as per the customer’s specifications will be carried out at the
site by the certified builder.
» Fascia
PEBS Pennar offers two types of Fascias
 Parapet / Flush
 Cantilevered with three sheeting options - straight, bottom curved and top & bottom
curved
» Roof Monitor
PEBS Pennar’s standard roof monitor has a throat width of 1.5 M and a height of 1.0 M, made
from hot rolled sections. Panels for roof monitor will be the same as supplied for main building
unless otherwise specified. We can also supply roof monitor of varied sizes as per client’s
requirements.
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» Mezzanine Floor
PEBS Pennar’s standard mezzanine floor consists of joists, beams, intermediate columns and
galvanized profiled decking sheets. Decking sheets are profiled from pre-galvanized coils. For
larger column free spaces, we also offer composite design with shear connectors.
» Roof Extensions
PEBS Pennar’s standard roof extensions are 1.5 M wide, which are achieved by extending the
end bay purlins beyond the end wall steel line. We can also provide Soffit panels, if required by
the client.
» Canopies
PEBS Pennar’s standard canopies are 1.5 M wide and can be provided at eave or any height
below the eave. If required, Soffit panels can also be provided. Rafters for canopies are made
from hot rolled or built-up I sections.
» Crane Systems
PEBS Pennar designs buildings to support various crane systems, such as EOT, Monorail,
Under Hung, Jib etc. Overhead cranes of up to 25MT are generally supported with brackets. For
capacities more than 25 MT, a stepped column/independent support system is provided.
For PEBS Pennar to provide the best and the most economical solution, the following crane data
need to be assessed:
• Location of crane with travel length

• Centre to centre distance of crane rails
• Crane Hook height
• Wheel loads
• Vertical and horizontal clearances
• Wheel base and bumper distances
• Type of crane operations
• No of cranes operating in a single bay
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In case of the above data not furnished by the client, standard Electromech Crane Data is used
upon client’s approval.
» Interior Partitions and Roof Platforms

Interior partitions are non-load bearing walls meant to serve as dividers within a building.
Partitions are constructed from 200 deep built-up columns and flush girts and can be located in
either transverse or longitudinal directions. These may be sheeted on either side or on one side
with normal wall cladding profiles.
Following are the components used by PEBS Pennar for constructing steel
buildings.
» Main Frame
Rigid steel frames of the building are mainly considered as the Main Frames of PEB.
PEB rigid frame comprises of tapered columns and tapered rafters (the fabricated
tapered sections are referred to as built-up members). The tapered sections are
fabricated using the state of art technology wherein the flanges are welded to the web.
Splice plates are welded to the ends of the tapered sections. The frame is erected by
bolting the splice plates of connecting sections together.
» Purlins, Grits and Eave Struts

Purlins, Grits and Eave Struts are secondary structural members used to support the
wall and roof panels. Purlins are used on the roof; Grits are used on the walls and
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Eave Struts are used at the intersection of the sidewall and the roof. Secondary
members have two functions: they act as struts that help in resisting part of the
longitudinal loads that are applied on the building such as wind and earthquake loads,
and they provide lateral bracing to the compression flanges of the main frame
members thereby increasing frame capacity.
» Panels and Insulation

Panels used for sheeting purpose are generally of ribbed steel sheets used as roof and
wall sheeting, roof and wall liners, partition and soft sheeting. The steel sheets are
generally produced from steel coils having thickness 0.5 mm to 0.7 mm high tensile
stress.
Everyday is a chance for us to inch ahead towards our goal. We have the nerves of
steel and will of iron to create new benchmarks and look ahead for new ones with
equal vigor.
» Vision
To be a leader in the metal building solutions industry by leveraging our engineering
expertise.
» Mission
PEBSL delivers end-to-end building solutions for commercial, industrial, logistics,
aviation, agriculture, sports stadium and other sectors – powered by technical
collaborations with global leaders, to surpass customer expectations through
innovation, design versatility, world class service, high end engineering expertise and
cost effective solutions.
» Values
 Enterprising
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 Perseverance
 Collaborate
 Empower
Strict Codes of Conduct
We follow international standards of quality. It is the key attribute around which all our activities
and processes are executed. A stringent quality code is followed through a comprehensive plan
complying with MBMA, ASTM and AWS requirements at various stages of design and
manufacturing. This process includes - Incoming/Raw material inspection, In-process inspection,
NDT and Final inspection.
We follow American Codes to present you with the best quality products and services at every
stage of delivery. The American Codes are given below:
 American Institute of Steel Construction (AISC) Steel Construction manual: 13th Edition
 American Iron and Steel Institute (AISI) Cold-formed Steel Design Manual: 1996 Edition
 Metal Building Manufacturers Association (MBMA) Metal Building Systems Manual:
2006 Edition - A 50 year old body dedicated to research work in the field of pre-
engineered steel building. Their manuals always reflect the latest refinements and
advances, and are recognized as the PEB standard worldwide
 American Society of Civil Engineers (ASCE) Standard for Minimum Design Loads for
Buildings and Other Structures ASC STANDARD ASCE/SEI 7 – 05
 American Welding Society (AWS) Structural Welding Code - Steel AWS D1.1M: 2008
Edition
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» Engineered for value
PEBS Pennar always focuses its energies on increasing the utility of the buildings and reducing
costs by the application of optimized design technology. Armed with advanced engineering
capabilities, the Company ensures spotless clarity and delivery that fits the brief - concept to
creation.
The primary function of the Engineering Department is to give a finite shape to the client’s wish
list by:
 Finalizing the building specifications as per requirements

 Evaluating and developing solutions and presenting the best possible options
 Continuously interacting with the client, providing in-house technical consultancy to
ensure an optimum building design solution
 Proposing flexible options that are easy to expand, setup and change
 Finalizing the building design
Top management
The pillars that hold the edifice of excellence
The real strength of an organization lies in the minds that envision its success story. At Pebs Pennar,
the top management consists of five highly experienced and knowledgeable professionals with an
endeavor to create new benchmarks of excellence.
» PENNAR ENGINEERED BUILDING SYSTEMS LTD :
BOARD OF DIRECTORS
Mr. Nrupender Rao Chairman
Mr. Aditya Rao Director
Mr. Jason Ellis Director
Mr. Vijay Chandra Puljal Director
29
» Designing Low Cost Rehabilitation Buildings:
PEBS Pennar designs low cost steel structures for relief work applications, after natural
calamities like floods, earthquakes, hurricanes etc.
These buildings can be used as:

• Temporary shelters for relief work co-ordination.
• Housing for affected people.
• Schools and community halls.

These are pre-engineered steel structures with complete roof, and are fabricated from readily
available hot rolled steel sections, cold formed secondary members and durable profiled steel
sheeting.
Due to the pre-engineered nature of these buildings, the erection time required for these
buildings is very short. The main advantage of such buildings is that once these structures are
erected people can occupy them, and all civil works like flooring and walls, can be gradually
constructed.
The total time to supply such buildings in bulk quantities can be less than a month, so that
fast rehabilitation can be carried out.
30
» Using Double Lock Roofing System:
Peps Pennar uses Double lock standing seam panel system, a well proven solution for metal
roof. (This time tested technology is developed by MBCI. a division of NCI group) With
billions of square meters of sheets already installed worldwide this system has built a track
record of being the most reliable leak-proof roofing system. With its assured weather
tightness advantages this system is better suited in India. Its advantages include:
• Reduces risk of Leakage from Roof
• System versatility facilitates thermal expansion and contraction of the panel without
any damage
• Tested by Factory Mutual Research corporation for wind uplift, fire and hail damage
• Simple, flexible and durable
• Pre punched panels and components
» Unique Buildings:
Peps Pennar, with their inherent engineering capabilities can supply buildings of unique
shape, taking into consideration even the wildest visions of the architects.
We work in unison with the architects and planners, so as to translate their concepts into real
structures in steel.
Some of such projects of unique shapes, currently being executed by us are:

• Pergola like structures above high rise buildings.
• Entrance canopy and façade beams system for a big hotel project.
31
• Security cum gate complex structure for our plant.
» Superior Built-up Sections

• Minimum thickness of 4 mm for webs, 5 mm for flange width up to 150 mm, to
ensure a better quality product
» End Wall Framing

• Usage of hot rolled mill sections and built-up sections in end wall bearing frames
• Superior and more rigid than the traditional cold formed “C” section end wall frames
» Pre-galvanized Secondary Members

• Usage of only pre-galvanized steel coils to roll form secondary members (Z&C
sections)
• Pre-galvanized purloins will remain rust free, and do not require any painting
» Wide Bay Purloins

• Wide bay purling spanning up to 12 M for better shop floor layout and less
foundation costs
» Roofing System
Generally, 50% of the complaints in a steel building are about the roofing components and
water infiltration problems
• Double-Lok® Standing Seam Panel System - a well-proven solution for a metal roof.
This time-tested world class standing seam technology was developed by MBCI, a
division of NCI Group Inc., USA.
• With Billions of square meters of sheets already installed worldwide, this system has
a track record of being the most reliable leak proof roofing system
• With its assured weather tightness advantages, this system is the best choice of a
32
roofing system in India
• Double-Lock® standing seam system with a mobile site roll former facilitates single
roll formed sheet from ridge to eave with no end laps in between
» Superior Cladding Fasteners

• Usage of self-drilling screws conforming to AS 3566-2002, Class – 3
• Premium high-corrosion resistant screws along with their bonded EPDM seals form
the best fastener system
» Bead Mastic for Roof sheeting side and end laps

• Usage of bead mastic in all roof panel side and end laps
• Bead mastic, when installed properly, provides the best guarantee against roof leaks
• Not all PEB manufacturers in this region use this technique

» Roll-formed Downspouts
• Usage of roll-formed downspouts with longitudinal full length corrugations, which
are very aesthetic

• These downspouts can be supplied in one piece for any length up to 12M, which
reduces number of field joints
• The normal press-broken downspouts are dull looking and spoils the appearance
» Valley Gutters
• Supply of valley gutters of 1.5mm thick in maximum possible lengths up to 6M, so as
to reduce number of joints

• They are painted with one coat of epoxy primer to the exposed face of the valley
gutter providing years of corrosion free surface
• Designed to avoid the leakages
PEBS Pennar’s design codes and engineering software are by far, the most advanced
and efficient in the industry. By adopting the latest globally-accepted procedures, the
Company is aiming to achieve newer heights in effectiveness.
» Engineering facility
A Design facility is located near Hi-tech City, Kondapur, and Hyderabad. Highly
33
experienced and qualified design team is paced here. The team uses robust engineering
platforms to offer design and detailing solutions for our buildings.
» Manufacturing facility
PEBS Pennar’s state-of-the-art manufacturing facility on the Hyderabad-Mumbai

National Highway (NH-9) is a sprawling 23,000 sqm. Resource zone equipped with
high-precision CNC machines to fabricate and supply quality-replete steel buildings.
Equipped to build around 2.5 million sqm. Of steel buildings a year, the facility also
houses a high-end quality lab to ensure international standards at all levels.
» Equipment
 Double-Lock® standing seam mobile roll former from Bradbury, USA, under
technological agreement with MBCI, a division of NCI Group Inc., USA.

 CNC 16 mm shear from YSD, China, with a capacity of 16 mm X 6.0 M. The
post modern machinery used to cut the straight webs and flanges unto 16 mm
thick and also has a back support arrangement to achieve an accuracy of +/- 1.5
mm
 Pull-through Welder from Primo, India. Custom built with Lincoln, USA,
welding source to produce high-slitiepeed welded beams at an output of 3 linear
meters per minute
 Roll formers from Ilk Wang, South Korea
34
Apart from the above facilities Pennar Industries has following manufacturing
facilities in India.
S No Location Area Products

1 Patancheru (Andhra 43 • Auto Components
Pradesh) Acres • Profiles
• Strips
• Road Safety Components
• Building Components
2 Isnapur (Andhra 26 Steel Strips
Pradesh) Acres
3 Tarapur(Maharashtra) 5 Acres Cold Rolled formed Profiles
4 Chennai (Tamil Nadu) 38 • Engineering Component
Acres
• Cold rolled formed profiles
for Railways
35
Absenteeism
Definition:
Information regarding absenteeism among worker in an industrial establishment on
account of reason other then strikes, lockouts, lay-off, weekly rest or suspension, provide a
sound database for gauging the employees morale, commitment and level of job satisfaction
which have a direct bearing on productivity of the establishment. The effects of high levels
of absenteeism are a management problem. Employees, workers and their representatives
have an interest in ensure that a few absent workers do not jeopardize their prosperity or job
satisfaction.
Absenteeism is one of the indicators to monitors and various labor welfare

programmers and labor policies. With this aim in view, statistics on absenteeism amongst
the directly employed regular worker are collected as a part of the annual. Survey of
industries. Absenteeism rate among worker in an industry or a state is worked out as
percentages of man-day lost due to absence to the man-days scheduled to work in the
respective industry or state.
Before considering or implementing any policy to control absenteeism, management

should ask itself how much absence there actually is, how its cost, what forms it takes and
how many employees are involved. Absenteeism means different things to different
organizations, and there are a number of different ways of assessing the scale of the
problem. For example, for a magnum figure you could consider only will full absence for
which their is no excuse, to this you could add sanctioned or unsanctioned absence for
which there is an excuse you could add medical incapacity, whether certified or not, plus
36
annual holidays, jury service and even company sponsored training courses. The
international labor organization and most experts in the UK suggest that it is a mistake to
include absence holidays, jury service and training in your calculation.
Also the units choose for measuring the rate of absenteeism has a profound effects
on your calculations. Four are in common use: hours working shifts, the national insurance
six days week, and calendar days in fact it is a good idea to use more than one of these ways
of measuring absence level. You want to be able to assess both duration of the absences and
number of absence a lot of short absence can have a worse effect then a few long ones.
For example a civil craftsman’s shop had a total absence rate of almost 30% while a
material handling unit had of less than 10%. Nevertheless the shop supervisor was
unconcerned, while the unit supervisor was very worried. This was because the people in the
shop were generally older and four weeks holidays entitlement. However frequent short and
unpredictable absence on the part of almost all of the people there made the supervisor job
planning work schedules a nightmare.
Most firms produce some kind of estimate of the time lost through absenteeism
usually become much more concerned to control it. Sick pay represent only a portion of the
total since you have to cost in the price of employing temporary replacements or paying
existing staff over time to cover for the absentees duties. Absenteeism also generates extra
work in other department for example wages, personnel, medical and welfare. At seminars
held by the industrial society in 1980 and 1981, participants who had coasted the
absenteeism in their own companies estimated that it cost figure $25 between $40 per person
per day. Even in those days and even using the lower figure, a company employing 1000
people and suffering a 10 % rate of lost time would be forfeiting over $600,000 per annum.
Rate of absenteeism= number of worker absent/ total number of

worker to be presented*100
37
The rate of absenteeism is calculated generally on the monthly basis.
• Absenteeism refers to missing or whole days work due to personal illness, personal
business, or other reason. May be avoidable and unavoidable (Thomson).
• “Absenteeism is failing for scheduled work. As such, it is violation of a social

obligation to be in a particular place at a particular time. Traditionally, absenteeism
was viewed as an indicator of poor individual performance and a breach of an
implicit contract between employee and employer. Thus it was seen as a
management problem and framed in economic or quasi-economic terms. Indeed,
economists most frequently view absenteeism in labor supply terms. More recently,
absenteeism has increasingly been viewed as an indicator of psychological, medical,
or social adjustment to work.”(Johns, 2007)
• Employee absenteeism of absenteeism, each of which requires a different type of

approach
There are two types of absenteeism, each which requires type of approach.
1. Innocent absenteeism
Innocent absenteeism refers to employees who are absent for reason beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means that it is
blameless. In a labor relation context this means that it cannot be remedied or treated by
disciplinary measures.
2. Culpable absenteeism
Culpable absenteeism refers to employees who are absent without authorization for
reason which are control. For instance, an employee who is on sick leave even though he/she
is not sick, and it can be proven that the employee was not sick, is guilty of culpable
38
absenteeism To be culpable is to be blameworthy. In a labor relation context this means that
progressive discipline can be applied.
Cost of absenteeism:
Absenteeism may have repercussions, which include:
Decrease in productivity
• Employees may be arraying an extra workload or supporting new or replacement
staff
• Employee may be required to train and orientate new or replacement workers
• Staff morale and employee service may suffer
Financial costs
• Overtime or agency cost for replacement worker

• Cost of self-insured income protection plans
• Premium costs may rise for insured plans
Administrative costs
• Staff time is required to secure replacement employees or to re-assign the remaining
employees
• Staff time is required to maintain and control absenteeism
Do you have an absenteeism problem?
39
Many organizations allocate 3% of their labor budget for absenteeism based on an
average of eight (8) working days missed per employee annually. Since the rate of
absenteeism varies by industry, division and department it is best to compare to the most
relevant benchmark available.
Sources of absenteeism statistics

Labor report, workers compensation board statistics and statistics Canada prnoide
paid sick leave statistics.
Trends in absenteeism:
Surveys indicate the following generalities in absenteeism:
o The higher the rate of pay and the greater the length of the employees, the
fewer the absentees
• As an organization grows, there is a tendency towards higher rates of absenteeism
• Women are absent more frequently than men
• Younger employees are absent more frequently than older employees
• Older employees are absent for a long period of time than younger employees
• Unionized organizations have higher absenteeism rates than non-unionized
organizations.
Purpose of attendance management

The purpose of attendance management is to develop a willingness on the part of all
employees to attend work regularly and to assist them in motivating their co-workers to
attend work regularly. This can be done through:
40
• Addressing the physical and emotional needs employees
• Communicating the attendance goals of the organization so employees can
understand and identify with them
• Dealing with cases of excessive absenteeism effectively and fairly to produce
deterrence.
Successful administration of an attendance management program requires managers

and supervisors to be aware of, and to create work environments in which the following
can be actualized.
1. The greater the extent to which individuals identify with the goals of the
organization and care what happens to it, the greater their motivation to be
regular in attendance.
2. The more that people find their jobs meaningful to them, the greater their
motivation to be regular in attendance.
3. As employees workloads increase due to the absence of a co-worker, peer
pressure is extent on the absent co-worker to attend work on a regular basis.
4. The more people like working for the organization, the higher their
motivation to attend regularly. Recognition of good employee attendance
helps improve attendance.
5. Employees will have a lower absence if they feel if they feel free to discuss
their on-the-job problems with their immediate supervisor.
6. Employees with a low absence ratio feel confidence and have supportive
relationships their workplace. Low absence ratio employees are found to be
more satisfied with their opportunity for promotion and upgrading.
Commitment attendance:
This paper provides the information necessary to being an effective attendance
management program, which will yield long term result. This paper is intended to be a guide
41
rather than an instruction manual or policy. To make an attendance management program
truly successful, it will require insight into the special dynamics present in your work place.
It will require two way communications, as both the needs of the employees and of
management must be met if good attendance is too achieved. Attendance is the
responsibility of everyone, especially those who directly manager the human resource of
your organization.
Attendance is not only an expectation; have the right to receive good attendance. Each
and every employee has a contractual obligation to attend work regularly.
The levels of absenteeism and reason for its occurrence are dependent on many variables
in an organizational environment. This particular research identifies seven key factors that
affect the absence rate for employees. These seven factors can be detailed as follows.
1. Family circumstances.
2. The physical health of the worker.
3. The work environment
4. The degree of job stress.
5. Employer-employee relations.
6. union coverage and
7. Work schedules.
Managing absenteeism:
1. Know the legal framework.
2. Define what unacceptable levels of absence are before action will be taken.
3. Absence should be recorded, monitored and managed.
4. Establish formal reporting procedures, so employees know who they should
inform when they will not becoming into work.
5. Employees also need to know whether they need to bring in self certification
forms and doctors medical certificates.
6. Hold return to work interviews so you can establish the reason and whether the
illness is likely to recur.
42
7. Train line managers so they are key figure in absence control and provide support
and advice for them.
8. Maintain a safe and health workplace.
9. Motivate and gain commitment from staff.
10. Consider offering incentives for attendance.
11. Evaluate the absence control policy by seeing if absence if absence level are
falling.
Dos and don’ts
Do
• Monitor absence rates.
• Treat each case individually.
• Avoid a culture of leniency towards absenteeism.
• Encourage managers to set an example of good attendance.
• Train and support line managers.
Don’t
Accept absenteeism or brush it under the carpet; it can be reduced in all

organizations.
STRATEGIES TO CURB THE ABSENTEEISM

1. High collaborative culture.
2. Be aware of problems that may affect employee attendance or performance.
3. Develop open communication between managers, supervisors and employees.
4. Employees are encouraged to voice their concerns so their perceptions of the
work place are clear and can be dealt with.
5. Cooperation with union representatives can be very helpful in attendance
management and should be encouraged.
43
6. Regularly scheduled department meeting are an excellent way not to hear
employees perceptions and concern but also to communication organizational
goals.
7. An employee’s relationship with their supervisor can greatly influence their
feeling about their work, their coworker and thus their attendance at work.
8. More openness and transparency on the part of management.
9. Encourage risk taking and experimentation among members.
10. Make each employee aware that they are a valued member of the “team” that
they play an important role in your organization and that their attendance is
critical.
11. Hold regular meeting, keep your staff informed and involved.
12. Know your employees; without prying show an interest in their personal lives.
13. Familiarize with community programs which you can recommend to an
employee if he/she has a need for assistance. (i.e. marital or financial
counseling)
14. Awareness, commitment and involvement by all levels of staff.
15. Match the attendance records during a period of “high” workload to a period of
“normal” workload.
16. Bonus for unused sick leave.
17. Official warnings.
18. Develop a comprehensive and collaborative continuous improvement program
throughout the department.
19. Counsel individual employees. Discuss with all employees problems of
unjustifiable time off.
20. Bonus work (e.g. Saturday) should not be available to any worker who has been
absent during the week.
21. Introduce an incentive scheme to reward those who don’t have an absent day.
This is measure quarterly and annually.
22. Greater attention by supervisor and more accountability of operations
management and other management has improved sick leave.
44
23. Front line management will be held accountable for attendance management
performance.
24. A management structure be engineered to identity and execute objectives relating
to absence prevention, disability management and attendance control.
25. Effective training and development program.
26. Effective career planning and development program.
27. Each worksite should develop and maintain an attendance management policy.
28. Employees should track attendance and assign costs based on reliable data.
29. The attendance management team should be given the ability to develop
complex case management strategies and aggressively intervene where
appropriate.
30. Employees should be encouraged to give as much notice as possible for
anticipated absences. Absent employees should be requested to keep contact with
their employer.
In the above shown table content monthly absenteeism rate. Mostly in the months of
May and June absenteeism rate is high due to summer days and November month
also festival month.
The absenteeism of PEBBS PENNER has been analyzed through primary data
question as been taken with table
Absenteeism rates
Absenteeism signifies the absence of an employee from work when he is scheduled

to be at work. To analyze the absenteeism rate factors that should be taken in to
consideration are the Company’s labor Bureau department calculates the rate of
absenteeism monthly and calculates the average rate of absenteeism at the end of that
particular year.
The below table shows year wise absenteeism
45
Absenteeism rate year wise:
Table no 4:
Year Percentage
2006 13.5
2007 20.2
20078 15.3
20089 8.9
25
20
15
10
Interpretation
46
In the year 2005 the rate is 12.46%. In the next year i.e. 2006 the rate has increased
to 16.36%. In the next year 2007 the rate of absenteeism was 11.86%. The absenteeism
rate is decreased due to the overtime and piece work.
1. prevalent of absenteeism among the staff
Table no 5:
S No Options Respondents Percentage

1 Very much 7 7%
2 Some extent 56 56%
3 Very little 37 37%
4 Nil 0 0%
Total 100 100%
Respondents
60
50
40
30 Respondents
20
10
0
Very much Some extent Very little Nil
Interpretation
47
As we can see from the above chart,
56% of the respondents say that it some extent because due to many reason.
37% of the respondent says that it is very little.
7%of the respondent says that absenteeism is prevalent among they staff to very much
extant.
2. prevalent of absenteeism among the I.E
Table no6:
Respondents Percentage
S No Options
1 Excellent 3 3%
2 Good 57 57%
Total 100 100%
Source though questionnaire
48
60
50
40 excellent
good
30
some extent
20 very little
10
0
Interpretation As we can see from the above chart,57% of the respondents say that
it is good 23% of the respondent says that it is some extent 17%of the respondent says
that it very little. 3%of the respondents say that it excellent.
3. Reasons behind absenteeism
Table no 7:
1 Prsonal 40 40%
2 Official 47 47%
3 Can’t say 10 10%
4 No comment 3 3%
Total 100 100%
49
50
45
40
35
personal
30
official
25
can't say
20
no comment
15
10
5
0
Personal problems absenteeism
Interpretation
40% of the respondents say that the personal problems are the reasons behind absenteeism to
very much extant. 47%of the respondents say it is some extant. 10%of the respondents say
that it is very little extent .3% of the respondents say that no comment.
4. Reasons influencing the work

Table no 8:
1 Personal 23 23%
2 Official 40 40%
3 Can’t say 34 34%
4 No comment 3 3%
Total 1 100%
50
40
35
30
25 personal
official
20
can't say
15 no comment
10
Personal reasons influence their work
Interpretation
34% of the respondents say that it is very little extent.
40% of the respondent says that it is some extent.
23% of the respondent says that personal reasons are influencing their work very much
extent.
40% of the respondent says that it is some extent.
3%of the respondents say that no comment.
5. Job involvement
Table no 9:
1 Very much 84 84%

3 Very little - -
51
4 Nil - -
Total 100 100%
90
80
70
60
50 very much
40 some extent
30 very little
20 nil
10
0
respondents
percentages
Interpretation
84% of the respondents say that the employees are involving in their work they are present
to very much extent. 16% of the respondent says that it is some extent.
6. Influence of salary
Table no10:
1 Very much 20 20%

52
4 Nil 23 23%
Total 100 100%
30
25
20 Very much
Some extent
15
Very little
10 Nil
Salary influences employee absenteeism
Interpretation
20% of the respondents say that salary is influencing the employee’s absenteeism to very
much extent. 27% of the respondent says that it is some extent’ 30% of the respondent says
that it is very little extent. 23% of the respondents say that it is nil.
7. Action taken for unauthorized leave by
Table no 11:
S No Options
1 By dept head 20 20%
53
2 By super indent 47 47%
3 By section head 23 23%
4 No comment 10 10%
Total 100 100%
50
45
40
35
by dept head
30
by super indent
25
by section head
20
no comment
15
10
5
0
Action taken for unauthorized leave
Interpretation 47% of the respondents say that action can taken by super indents. 20%
of the respondents say that action taken by dept head 23% of the respondents say that action
taken by section head 10% of the respondents says no comment.
8. Motivations to reduced absenteeism
Table no 12:
S No Options
1 Salary 47 47%
2 Promotions 40 40%
54
3 Welfare 13 13%
4 Others 0 0%
Total 100 100%
50
45
40
35
salary
30
promotions
25
welfare
20
others
15
10
5
0
Motivating employees to avoid absenteeism
Interpretation 47% of the respondents say that they are trying to motivate employees
to avoid absenteeism by increasing salary 40% of the respondents say that it possible by
giving promotions. 13% of the respondents say that it possible by improving welfare
activities. 0% of the respondents motivate with other activities.
9. Influence of Motivation skills on employees
Table no 13:
1 Very much 43 43%
55
4 Nil 0 0%
Total 100 100%
45
40
35
30 Very much
25 Some extent
20 Very little
15 Nil
10
5
0
Motivation skill influence employees
Interpretation
43% of the respondents say that the motivate skill are able to influence employees to very
much extent.40% of the respondents say that it is some extent. 17% of the respondents say
that it is very little extent. 0% of the respondents say that it is nil.
10. Understand /solving of personal problems
Table no 14:
S No Options
1 Very much 3 3%
56
4 Nil 3 3%
Total 100 100%
60
50
40 Very much
Some extent
30
Very little
20 Nil
10
Interpretation
54% of the respondents say that they are able to understand and solve their personal
problems to some extent. 3% of the respondents motivate skill are able to influence
employees to very much extent.
40% of the respondents say that it is some extent.
17% of the respondents say that it is very little extent.
11. Responsibility of private affairs to the absenteeism
Table no 15:
1 Very much 23 23%

57
4 Nil 13 13%
Total 100 100%
40
35
30
25 Very much
Some extent
20
Very little
15 Nil
10
Private affairs are responsible to absenteeism
Interpretation
23% of the respondents say that the other private affairs are responsible for the absenteeism
to very much extent.
37% of the respondents say that it is to some extent. 27%of the respondents say that it is to
very little extent.
13% of the respondents say that it is nil.
12. Action for absenteeism
Table no 16:
1 Memo 7 7%
58
2 Personal tasks 53 53%
3 Counseling 30 30%
4 others 10 10%
Total 100 100%
60
50
40 memo
personal tasks
30
counselling
20 others
10
Action against staff for absenteeism
Interpretation
53% will take personal tasks.
7% will take memo.
30% counseling
10% others
13. Influence of Dissatisfaction on job
Table no 17:
1 Very much 13 13%
59
2 Good 37 37%
100
Total 100 %
40
35
30
25 very much
good
20
some extent
15 very little
10
Job dissatisfaction responsible for absenteeism
Interpretation
37% of the respondents say that the job dissatisfaction is responsible for absenteeism to
some extent. 13% of the respondents say that it is to very much extent.
27%of the respondents say that it is to very little extent.
14. Group absenteeism
Table no 18:
S No Options
1 Yes 20 20%
60
2 No 80 80%
80
70
60
50
yes
40
No
30
20
10
0
Group absenteeism among staff
Interpretation
80% of the respondents say that is no group absenteeism.
20% of the respondents say that is group absenteeism.
15. Influence of Incentives to reducing absenteeism
Table no 19:
1 Very much 70 70%
61
3 Very little 6 6%
4 Nil 0 0%
100
Total 100 %
70
60
50
Very much
40
Some extent
30 Very little
Nil
20
10
Incentives contribution to control absenteeism

Interpretation
70% of the respondents say that the incentives like overtime, piecework contribute to control
absenteeism to very much extent. 24% of the respondents say that it is some extent. 6%of
the respondents say that it is to very little extent. 0% of the respondents say that it is nil.
16. Infrastructure to help to reduce absenteeism
Table no 20:
1 Very much 23 23%
62
4 Nil 7 7%
Total 100 100%
40
35
30
25 Very much
Some extent
20
Very little
15 Nil
10
5
0
Working infrastructure contribute to reduce absenteeism
Interpretation
23% of the respondents say that the working infrastructure, innovation providing spacious
rooms/shop floors, lighting, clean work areas would contribute to reduce absenteeism to
very much extent.
40% of the respondents say that it is some extent.
30%of the respondents say that it is to very little extent.
17. Influence of Management emphasis on welfare and social measures
Table no 21:
63
1 Very much 27 27%
3 Very little 7 7%
4 Nil 0 0%
Total 100 100%
70
60
50
Very much
40 Some extent
30 Very little
Nil
20
10
Management emphasis on welfare and social measure
Interpretation
66% of the respondents say that management emphasis on welfare and social measure to
some extent. 27% of the respondents say that it is very much extent.
18. Rotation of jobs to reduce absenteeism
Table no 22:
S No Options
64
1 Very much 3 3%
4 Nil 0 0%
Total 100 100%
80
70
60
50 Very much
Some extent
40
Very little
30
Nil
20
10
0
Job rotation reduces disinterest to work
Interpretation
77% of the respondents say that the employees are rotated on their jobs to reduce disinterest
to work to some extent. 3% of the respondents say that to very much extent.20% of the
respondents say that to very little extent. 0% of the respondents say that it is nil.
FINDINGS
During the survey mentioned question have been asked to the I. Es and their overall
response is given below:
65
• Personal problems such as medical facilities, distance, transportation facilities have
greater impact on absenteeism.
• Working hours and management are favorable despite of the fact that some facilities
are ignored.
• There is dissatisfaction among some employees as they are not given jobs
appropriate to their qualification.
• The superiors are very much cooperation with employees and they are trying to
motivate them to reduce absenteeism. Some times they take action for long period of
absence of employees.
• Women employees are with the opinion that more welfare activities and child care
centers should be provided by the management.
• Due to the lack of education facilities the employees are force to reside in outside
places even through company provided by the management.
• Transportation facilities for those who are residing outside the company is a major
problem faced.
• Some of the employees are dissatisfied with the salaries, incentives given to them.
Individual performance is not given importance which is de-motivation the
employees. There is no interaction between the employees and management.
• Social customs are very much followed in the company.
• Previously performance awards and recognition were given to an employee who has
to be re-introduced.
• Management can also introduce an employee suggestion scheme for reducing
absenteeism and try to get the feedback from the employees for effective control on
absenteeism
SUGGESTIONS
66
• Salary packing and incentives should be revised.
• Transportation, education and medical facilities should be provided by the

management.
• Over time policies should be revised.
• Child care centers, play schools should be set up to reduce absenteeism pf women
employees.
• Motivation sessions and workshops should be conducted by the management.
• Job rotation should and implemented and qualified employees should be promoted
and given better jobs.
• Individual recognition and promotions to be given importance
Conclusion
It is reported the strategies got effective feed back from the employees and part in
order to curb the absenteeism. It is reported that the rate of absenteeism reduced from
67
11.86%to 9.77% with in a period of 6-10 months. Many strategies like community
intervention programs and industrial counseling strategies have major impact on the
behavior of absented employees. It is envisaged that a culture of open communication and
collaboration and providing all facilities can reduce the level of absenteeism through
strategic interventions.
The management has to think over the above finding and recommendations. And it
has to consult with the employees over the decision that has been made to reduce the
absenteeism. Also the steps taken to reduce the absenteeism should be favors to the
employees. And higher authorities should forward the opinion of the employees to the
management above the company’s decision to reduce the absenteeism. It will help the
company to get the employee involvement towards the work which enables to increase the
productivity to the company. So the company s progress will increase automatically
because…
“Employees are the backbone of the company”
BIBLIOGRAPHY
68
BOOKS/ RESOURCES AUTHOR
Organizational behavior Fred Luthons

Human resource management C.B.Mamoria
Organizational behavior Stephen Robbins
Web sites
Www. Google.com
Www. Ofpm.ap.nic.in/ofpm.ap.nic.in
Company records
Questionnairs
ANNEXURE
Questionnaire
1 To what extent absenteeism is prevalent among the staff?
69
(A) Very much (b) some extent (c) very little (d) nil
2. To what extent absenteeism is prevalent among the I.E.?

3. What are the reasons behind absenteeism?

(a) Personal (b) official (c) can’t say (d) no comment
4. What are the reasons influence the work?

(A) Personal (b) official (c) can’t judge (d) can’t say
5. Does the employees are involving in their work when they are present?
6. To what extent salary influence the employees to reduce absenteeism?

(a) Very much (b) some extent (c) very little (d) nil
7. Who will take action for unauthorized leave?

(A) Dept head (b) super visor (c) section head (d) no comment
8. What are the motivational activities taken by managers to avoid absenteeism?

(A) Salary (b) promotions (c) welfare activities (d) others
9. To what extent motivational skills are able to influence employees?

10. To what extent managers try to solve the personal problems of the employees?
11. To what extent other private affairs are responsible for the absenteeism?
70
12. What are the actions taken against your staff/I.E. for absenteeism?
(A) Memo (b) personal tasks (c) counseling (d) others
13. How far the job dissatisfaction is responsible for absenteeism?

14. Is there any group absenteeism among staff/I.E.?

(a) Yes (b) no
15. To what extent do you think incentives like overtime, piece work contribute to control
absenteeism?
16. How do you think the working infrastructure, innovations providing spacious
rooms/ shop floors, lighting, clean work areas contribute to reduce absenteeism?
17. to what extent management emphasis on welfare and social measure?

18. Whether the employees are rotated on their jobs to reduce disinterest to work?
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71

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Human resource management

Human resource management is primarily concerned with the people’s dimension in

Human resource management means employing people, developing their resource,

As organizations vary in size, aims, functions, complexity, construction, the physical

Objectives of human resource management

• To establish and maintain sound organization structure and desirable working

• To create facilities and opportunities for individual or group development so as to

Human resource management

HRM Objective Supporting function

1.Human resource planning

1.Training and development

HR roles and responsibilities

The HR ROLES have to be adjusted to:

Some other benefits include:

1. Planning an administering pay and benefits.

Human resource planning:

HRM strategy challenges can be defined in four main areas:

Skill#3 Discretion and business ethics

Skill #4 Dual focus

Skill#7 Dedication to continuous improvement

Skill#8 Strategic orientation

Forward-thinking HR professionals take a leadership role and influence management’s

Skill#9 team orientation

Before considering or implementing any policy to control absenteeism, management

Incidentally, absence of a manager for a week or two is usually much less

2.2 Scope of the study:

2.3 Objectives of the study

The following are the objectives of my study on PEBS PENNER.

2.4 Source of data:

1. Interview with the employees

2.5 Sample size

2.7 Review of literature

Thus absenteeism represent percentages of man days lost on account of absence to

1. Accurate monitoring - 57%

A. Poor work habits 6%

3. Mann and Baumgartner (1952) report a study typical of the university of

4. In a study of absenteeism of 4 major textile mills in Delhi-covering a period of 4

a. About 40% of total yearly absences occurred the permission of management

2.8 Limitation of the study

2.9 Further scope of the study

2.10 Period of the study

The period of the study is 30 - 45 days.

1st chapter deals with introduction of the topic.

3rd chapter deals with company profile & industry profile.

4th chapter deals with theoretical review.

5th chapter deals with analysis & interpretation

3.2 Industry Profile

Pennar Industries Ltd. (PIL), the

An ISO 9001:2000 Company, Pennar has evolved into a multi-faceted, multi-location

Pennar Chemicals Limited is a Public Limited Company incorporated in

Saven Technologies is an information technology service

 Value - Low initial investment, low maintenance costs

 Aesthetics - Gives the engineer enough flexibility to create unique structures

 Continuous supervision at site during installation

 Periodic supervision at site during installation

• Location of crane with travel length

• No of cranes operating in a single bay

» Interior Partitions and Roof Platforms

» Purlins, Grits and Eave Struts

» Panels and Insulation

Strict Codes of Conduct

 Finalizing the building specifications as per requirements