Prasad Institute of Technology

(Affiliated to Dr. A.P.J Abdul Kalam Technical University, Lucknow) JAUNPUR

2021-2022

MINI PROJECTS- 02

(A study on "EMPLOYEES ABSENTEEISM”)

Submitted in the partial fulfillment of the degree requirement towards the

MASTER OF BUSINESS ADMINISTRATION (MBA)

SESSION (2021-2022)
FACULTY GUIDE: SUBMITTED BY:

Ms. Srishti Singh AAKRITI VISHWKARMA

Certificate

This is to certify that Mr./Miss…Aakriti Vishwkarma …… A student of MBA 2nd semester of this
institute has successfully completed `Mini Project-02 ’ on the ……………………………………...............

His /Her topic of the research project report was

………………………………………………………………..............

Place: Jaunpur
DATE: 21-June-
2022.
( INTERNAL EXAMINER) ( EXTERNAL EXAMINER)

Certificate

This is to certify that Mr./Miss……Aakriti Vishwkarma……………………… A student of MBA 2nd

semester of this institute has successfully completed `Mini Project-02 ’ on the
……………………………………...............

His /Her topic of the research project report was

………………………………………………………………..............
Place: Jaunpur ( Miss. Srishti Singh)
DATE: ………………….. Assistant Professor
Department of Business
Administration
PIT, JAUNPUR

ACKNOWLEDGEMENT

This project report bears the imprint of those who had rendered their wholehearted support
and encouragement without whose help this effort of mine would be in vain.

I express my deep sense of gratitude and sincere thanks to my project guide … Ms. Srishti Singh
for his direction, suggestion and information provided which were of most importance for the
successful completion of the project. I am also thankful to other faculty members of MBA
Deptt.

At last, I also thanks to my family and friends those helped me in my Mini Project period and in
the completion of project.
 M.B.A. 2nd SEM

PREFACE

As a part of our MBA program I am required to undergo a research report. I got to undergo my
project report …………………………………………………………………………

It was a wonderful experience for me as it gave me a chance to learn a lot.

 Table of Content (Index)

S.N CONTENTS PAGE NO.

1. Introduction 8

2. Objective of the study 8

3. Scope of the study 9

4. PROBLEM STATEMENT 10
 5. RESEARCH METHODOLOGY 10-13

6. INDUSTRY PROFILE 14

7. COMPANY PROFILE 15-35

8. SWOT ANALYSIS 36-38

9. LITERATURE REVIEW 39-43

10. Evolution of Human Resource 44-48

11. Absenteeism 49-78

12. FINDINGS 79

13. SUGGESTIONS 80

14. Conclusion 81

INTRODUCTION

Project Title : A study on "EMPLOYEES ABSENTEEISM" with special reference to

Sabs Exports Pvt Limited.,
OBJECTIVES OF THE STUDY

• To identity the reasons tor Absenteeism

• To measure the Employees Absenteeism level.
• To identity steps required to decrease the Absenteeism.
• To study Employees working condition.
• To identity factor that motivates the Employees which minimize Absenteeism
SCOPE OF THE STUDY

The development of any organization depends on the regularity of employees. The

study is conducted to know the various levels and reasons for absence of employees in
an organization. By looking it one can adopt corrective measures to decrease
irregularities in the organization leads to organizational growth.
PROBLEM STATEMENT

Important characteristics of Indian workers are that, they are in the habit of absenting
from work compared to workers of other countries. The rate of Absenteeism ranges
from 4.3% to 44.8%. It also varies with the seasons in the year, the highest being during
May, June of every year. The main reasons for absenteeism are sickness, accidents or
maternity. These factors accounted for about I. I to 6.6%. Social and religions causes as
high as 1.7% to 14.2 %. Other causes like visiting villages for attending litigation, rest
and recreation account for 0.1% to 17.5 % of total absenteeism. Absenteeism is directly
effects on the progress of the country and as such the companies are facing a
downward trend due to recession and all that are involved in the process are to be
looked into. So I have selected this work at Sabs Exports, to identify the level of
absenteeism and to facilitate the company to move in this direction and find some
progressive results. Naturally organization has to look in to these aspects and need to
find suitable remedial measures so that qualitative and quantitative progress can be
achieved. In this present study Employees Absenteeism is analyzed in depth.
RESEARCH METHODOLOGY

There are 3 types, they are

1. Explorative
2. Descriptive
3. Experimental

Descriptive methodology is used in the present study.

Data Sources

Primary Data:
The Primary data was collected from the respondents by administering a structured
questionnaire and also through observations, interviews & discussion with Management
team.

Secondary Data
Apart from Primary data. The secondary data is being collected through Text books,
records of Sabs Exports Pvt. Limited, Journals from Library, Academic Reports, and
Internet, used for this study.

Sampling: Sample Population

There are total 115 employees working in the organization.

Sample Size:
Out of the total population, the sample taken among respondents from the quality
department is
95.

Sampling Area:
The research was conducted at quality department of Sabs Exports.

Sample Method:
The research was made by the survey in accordance to the convenience of the
employees. So the sample type is convenience sampling.

TOOLS USED FOR ANALYSIS

Instrument:

A structured Questionnaire is used and the type of questionnaire is target questions.

Method:

The research was conducted by using contact methods through Questionnaire.

Interview and Observation. The information was collected from the employees of quality
department only.
DATA ANALYSIS TECHNIQUES

The data is analyzed with*1 Simple analysis technique". The data tool is percentage
method.

Percentage method is used in making comparison between two or more criteria. This
method is used to describe relationship.

Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100

INDUSTRY PROFILE

Indian textile industry can be compared to a pyramid of ice floating in water. The only
one tenth of the pyramid is visible, in the form of large textile mills in the organized
sector. The body of the textile pyramid consists of the decentralized power loom and
handloom sectors, which account for the bulk of Indians production. The base of the
pyramid is the downstream apparel and household textile sectors. The entire pyramid
employs about fifteen million £as in 2007, it was estimated 20 million) workers-most of
whom work in small firms in the decentralized sector". Indeed, the structure of the
Indian textile industry is as varied and deep-rooted as is its reform, challenging and
daunting Indian textile and clothing industry is the largest foreign exchange earner for
the country, and employees over 20 million people, second only to agriculture. India
cannot afford to let this industry grow sick. That would be nothing short of a human
tragedy. Until the era of globalization liberalization was launched at the opening of the
current decade, the domestic market was a protected turf, and a sellers market.

However, with the forces of globalization having been unleashed, and accentuated by
the coming into force of the WTO in 1995, there is no looking back. The world has
changed and is changing. In the borderless world, only the fittest would survive. Indian
textile and clothing industry is beset with several shortcomings, in no small measure
due to the lop-sided govt. policy in the post- 1 947 India.

But now it must change. It must change if it is not be blows away by the global market
forces, both in the international market as well as by imports in the domestic territory.

And contrary to the common refrain of the industrialists in textile industry, the onus of
infusing a refreshing change lies more on the industry (firms) than on the government.
This is not to be little the significant role of a facilitator that govt alone can provide. But
competitive strategy originates at the level of the firm. No amount of macroeconomic
change can make the firms in the industry competitive. The govt. must evolve a national
policy, which can act as a general guideline for the firms to define their unique
positioning strategy. Given the national environment, the firms must control their own
destiny, or someone else will.

COMPANY PROFILE

PROMOTORS AND MANAGEMENT

Sabs Exports started over 25 years ago and since then has grown into a recognized
leader in the international apparel industry.
The company is equipped with 7 fully integrated units in Delhi - NCR (National Capital
Range) and holds the highest standard of excellence on a large scale with 3,000 well-
trained staff members

they are known for our strengths in Design innovation and Creativity, Consistent
integration, Multi-Product Capability, Raw Material Innovation, State of the art
machines, Technical Excellence, Category expansion, Speed and Trust.

Sabs Exports - Company with a difference

MARKETS AND CLIENTS

Sabs Exports Export garments to EU countries like Italy, France, Spain, Belgium,
Norway,
Holland, Germany, Austria and also Switzerland, Scandinavia and Hungary. Outside
Europe
Sabs Exports exports to the United States of America, Canada, Mexico and Australia. In
America they are supplying to firms like Tommy Hilfiger, Calvin Klein. In Europe their
main customers are Coop, Fynch Hatton, Holy Fashion Group, Olymp Bezner KG,
Eterna, Pierre Cardin, Emilio Adani, Camel Active, Monte Carlo, Casamoda, Befeni etc.

Sabs Exports customers span a wide spectrum- order sizes vary from 5,000 units to I
million units. All receive the same care and attention that Sabs Exports is known for.
When Sabs Exports decides to accept a client, a complete team is assigned to the task
at hands. Each team comprises of a Sr. Merchandiser, Merchandiser, sampling team
and production controller for both sales and production.

VISION:

''Begin with a vision build with resources that are dynamically matched with a strong
commitment to excellence in products and processes, through a team of dedicated
people, while ensuring a clean environment for our plant, the Earth. All to serve the
customer better."
MISSION
"To truly partner with our customers to deliver business solutions which rest on product
differentiation”
QUALITY POLICY

INTERNATIONAL COMMITTED

1. Supplying products of consistent quality to satisfy the customers requirement.

2. Delivering the goods at the right place at the right time and at the right price.
3. Responding quickly and effectively in all communication with customers.
4. Training of all employees in achieving the products of high quality.
5. Ensuring good quality raw material supply from suppliers.
6. Having effective communication with suppliers.

This will be achieved through the implementation and maintenance of well documented
system to meet the requirement of buyers standard.

PRODUCTION UNIT

With more than 25 years of experience and our 7 existing production facilities,
we are about to complete one brand new unit, which will become part of our
manufacturing very soon.

Category:
Mens and Womens

Type:
100% Knits

No. of Units:
7
Capacity:
5 Million Pieces Per Annum

Operations:
Umbrella of All Under One Roof
Fast React (Planning)
Fast React simplifies the complex, makes it faster, and makes it more
efficient. Expert software solutions and industry best practice expertise
improve and accelerate the entire new product development, sourcing,
capacity planning, and order execution lifecycles. The result is improved
visibility, coordination and control, resulting in improved reliability, efficiency,
and speed to market for brands. Planning through Fast React ensures better
utilization of manpower and on time delivery of orders.
First Time Culture
Right First Time culture is established to achieve the supreme quality of the
product by mitigating all the risk. Quick response culture is respected to solve
shop floor problems.

PRODUCT PROFILE

Sabs Exports Company commitment to specialization extents to the fabric used to

manufacture garments. The main range is of garments made from knitted fabric.

Product & Design

The company caters to Men, Ladies knitted garments. The range includes outerwear,
winter wear and summer wear.

Mens & Ladies

Dedicated to innovating fresh designs and adding value to our clients' needs,
we have a highly skilled and experienced team of professionals. In addition to
our India-based design team, we also have a team in Germany dedicated to
creating new ideas for our clients.
At fairs around the globe, our teams research the latest styles, fabrics, colors
and designs and offer them as a design input after customizing to the
customer's specifications.

Some of the designs of SABS are Below

Mens
Winter Wear
Ladies Wear

Manufacturing

State of Art Plants

Setting benchmarks in the readymade garment industry.
The company specializes in circular and flat knit garment production and is growing
steadily in the international market. Our plants have state-of-the-art machinery to
meet the market's ever-increasing demands.
Also, we produce large quantities of dyes such as pigment dyes, stone washers, tie
dyes, Ombre’s and natural dyes, and have a state-of-the-art garment dyeing factory
in-house.
Using Six sigma tools & Information Technology (Fast react & Nsinga), we are a
professionally run organization.

Recently Sabs Exports has also ventured into ladies fashion garments in Woven
fabrics. This was mainly to consistent insistence from their existing buyers. Now, they
are in the verge of expanding their dimensions in woven garments also.
The fabric for manufacture is mostly acquired locally. At times it is sourced from Taiwan,
Hong Kong, Singapore or Korea to meet individual requirements.

Sabs Exports has computerized embroidery machines which are capable of producing
10,000 pieces per day. Sabs Exports also has in house facilities for hand embroidery.

COMPETITORS

The main competitors of Sabs Exports are Ravi Exports, Shahi Exports, and Bombay
Rayon, Orient Craft, Radnik Exports etc.

INFRASTRUCTURE

Sabs Exports has invested heavily in infrastructure, not only for manufacturing of
garments but also to streamline the entire production and marketing process. Sabs
Exports has made Hassan ifs hub for manufacturing facilities as well as its support
department: Shipping, Quality control. Designing, Sampling, Embroidery, Computer
Systems and Accounts. It also has sourcing, marketing and manufacturing offices at
Noida Sector-63, Gautam Buddha Nagar. There Showrooms are maintained for fashion
and high fashion garments. Overall Sabs Exports employs around 3000 employees
which include over 200 administrative staff.

Automation

Modern Systems

Prioritize the automation wherever its possible.

Best Branded Machines

Maintaining the best possible quality on embroidery/ printing by using the best branded
machines and keeping up with new technologies.
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

Mr. Virendra Shankar Shukla (Executive Vice President-HR), Mr. Rajesh Sharma(HR
Manager), Mr. Sarvesh Trivedi(Compliance & Welfare Officer) and Mr.Shiv
Prakash(Safety officer), Ms. Garima Rajpoot(Sr. Executive) heads the HR Department.
The staffs of HR Dept. include the HR Executives, Mr. Prashant Sharma, Mr. Ravi
Sharma, Mr. Dharmendra Singh, Mr. Radhe Shyam Solanki, a nurse(Yashika Jadon), a
creche in charge, house keeping staff.

HR VISION

“Build with resources that are dynamically matched with a strong commitment to
excellence in products and processes, through a team of dedicated people, while
ensuring a clean environment for our planet, the Earth. All to serve the customer better".

Functions performed by the HR Department

• Recruitment
• Compliance
• Induction & Orientation
• Time office
• Wages & salary administration
• Industrial relations
• Safety& welfare
• Security
Recruitment and selection procedure:

In Sabs Exports Pvt. Ltd recruitment procedure is as follows. First, Department Heads
will do the manpower planning. After identifying the manpower need they send a report
as per qualification and required number of candidate, to HR Department. From there
the issue would be discussed with the management and if it is really required then the
HR department will take proper steps for recruitment.

After that they will take proper steps like advertisement are placed in papers,
approaching consultancies for recruitment and also recruit employee through referrals.
Recruitment is a centralized process in Sabs Exports Pvt.Ltd both external and internal
sources of recruitment are carried out on to recruit applicants. The management will
conduct a medical test, so as to known whether they are fit to work. Training is given to
selected candidates.

INDUCTION

The induction programme will be conducted for newly appointed candidates. The
selected candidates are introduced to their colleagues, their workplace etc. They are
appraised to the nature of duties, leave benefits, salary, position in hierarchy etc.

TRAINING
IDENTIFICATION OF THE TRAINING NEEDS

Training needs may be new training needs or retraining needs. These identified once in
a year. Department heads identify the training needs of their employee through
appraisal system. New employee is assigned a new job and is trained for the same.

Training needs are considered al 3 levels

1. Individual level
2. Department level
3. Organization level

Kinds of training provide

1. On the job training

2. In-house Training

Annually Training Dept. prepares its own training calendar. It also prepares monthly
training scheduled all the employees are given the required training.

Wages and salary administration

Wages and salary administration is computerized and it is calculated on the basis of

attendance. .In case of unpaid wages & salary reconciliation is made .When an
employee resigns full and final settlement of his account is made.

LABOUR WELFARE FACILITIES

Sabs Exports provides many labour facilities some of them are as mentioned below
Canteen

The canteen at the company is well maintained is under contractual basis. Employees
are provided with subsidized food during the working hours. The objective of this facility
is to provide clean, hygienic and nutritious food for the workers at cheaper cost,
providing neat hygienic place for workers to consume food. Canteen provides a meeting
place for all the workers.

First Aid facility

First Aid boxes at cupboards well equipped with the prescribed medicine are provided in
all the departments. Each box is in charge of responsibility of the person who holds a
certificate in the first aid treatment. Ambulance room service is also provided during the
working hour. An ambulance van is maintained in the company to take employee to the
hospital in case of accident.

Maternity benefit

Maternity Leave is payable for a maximum of 180 days or 6 month in case of

confinement.
Disablement benefit

If there were any temporary disablement due to employment injury then if" the person is
injured he would be compensated with about 70% of daily average wage. If disablement
is permanent then periodical payment is paid for the person who is injured or to the
dependent of the injured person.

Reward for best service:

Every employee is rewarded for outstanding performance and the factory. Cash prize
and other benefits are given. This implies to employees to the grade up to the junior
managers..

LEAVE ADMINISTRATION

Earned leave:

Permanent workmen who have actually worked in a particular leave year for 240 days
would be entitled for 14 days EL. For the days worked in excess of 240 days,
concerned workmen would be entitled to 1 EL for every 20 days actually worked.
Casual Leave:

Employee will be liable for the CL when he worked 40 days, he earns 1 CL. In one year
total 7 CL is earned by the employee.

Creche:

The factory has a special facility for the employees of the organization .The creche
looks after the children of the employees during their working hours. Children between
the age group of 1 year to 4 year will be taken in. Every child birthday will be celebrated
by cutting cake & the child would be given a birthday gift from the company.
Employee welfare:

The welfare officer will look after employee welfare. They will be having many important
responsibilities to be taken care of. Welfare officer is in charge for the induction of the
new employees. He/ she have to guide the employees by educating them about the
welfare benefits, like PF, Insurance, etc.

He/she arranges regular workshops, demos, lectures, seminars, etc for the employee.
For example

• Monthly awareness programme for newer employees.

• Safety measures taught to the employees
• Personnel hygiene
• Extinguishing fire
• Women’s day celebration etc...

DIFFERENT COMMITTIES

• Canteen committee
• Prevention of Sexual Harassment committee (ICC Committee)
• Health & Safety committee
• Works committee
Canteen committee:

This committee looks after the canteen issues in the factory. The committee consists of
10 members. They organize a meeting at the end of the month and discuss various
issues about the canteen facilities. They also collect feedbacks from the employees
regarding the food provided. Hygiene, one among priorities suggestion if any given are
workout.
Committee against sexual harassment

As 70% of the employees in the factory are women. A committee is set up to take care
of the subtitle issues revolving around the women employees. Any behaviours which
would lead to embarrassment of the women employees, would be taken note of. Any
person who tries to misbehave with the women workers would be taken from a work.
Such situation would be dealt with at most dignity. And such kind of issues would be
kept as confidential as possible.

Health & Safety committee:

A group of workers form a committee to look after the safety of the co-workers. Such as
the protection gadgets provided are good or not. While working the employee is using
those gadgets or not. What are the extra measures to be taken for the safety of
workers? etc .are dealt in detail.

Works committee:

As per Industrial Dispute Act.

Working hours:

The working hours intervals & name and particulars of factory management date of
disbursement of wages is prominently displayed in Form No. 10 in factory premises.
Attendance:

1. Every employee shall register his attendance by Bio-Metric and his

punch card -once before commencing work very day and once at the end
of the day
2 Day (close of work hours).
3. This facility does not enforce on employees who have not completed 18 years of
4. age. child labor is strictly prohibited.
5. Every employee shall therefore commence his/ her work at his / her assign end
place and at the time fixed for commencement of work in accordance with the
notified work hours.
6. The starting & closing of the work period h the starting & closing of interval period
shall be notified from time to time & shall be signaled by the sound of an siren,
7. Employees in completion of working / shift hours leave the factory premises
immediately with in 15 min from the close of shift hours.
8. If any employees is late to work whether at commencement of shift1" waiting
hours or after lunch interval for more than 3 min in the month during two
successive or for more than 5 times in month shall be declared as habitually late
& shall be liable for disciplinary action.

Entry, exit and search:

1. All employees shall enter or leave factory premises by the gate or gates specified
for the purpose.
2. No employee shall enter the established factory premises except when on duty,
without the permission of the security or any other officer authorized by the
Management in this behalf.
3. No employee shall take with him, inside the factory, any outside person /
friend/relative without the permission of the of floor authorized on behalf.
 4. The entire employee shall be searched at the factory main gate or such other
specified entrances by the security staff on duty or by others appointed by the
manager for the purpose.
5. Any employee, who is off duty, has been granted or has resigned or is not
working for any reason, shall immediately leave the factory premises and shall
not enter any pan to it except with permission of the officer authorized in this
behalf.
6. No employees shall leave factory premises during duty hours except after
obtaining written permission of the authorized officer and with a gate pass. If any
employee desires to leave the factory premises during the hours of work notified
for him her, he/she shall obtain the prior consent of and a gate pass from the
manager, and in the absence of manager, from the in charge manager or any
other officer authorized in this behalf.

SWOT ANALYSIS:

Strengths

1. Location
2. Less Competition
3. Support from Govt.
4. High quality produces
5. Low cost of production due to Economies of Scales in terms of Labour, Land,
6. Raw materials, etc.
7. Good Infrastructure! facilities
8. Dedicated top level management
9. Conducive working environment
10. Workers participation in management
11. Good Industrial relations
12. Government support as this is an export oriented firm and operates in semi rural
area
 13. Set up in a SEZ, developed by the Central government
14. Wide opportunity for textile industry
15. Updated Technology
16. Only exporting so that they can avoids the risks of local market
Weakness

1. Unattractive salary for unskilled employees

2. Inflexible working hours
3. Political interference
4. Inconvenient Transportation
5. High number of unskilled employees
6. Located a bit far from cities
7. Lack of recreational opportunities at Hassan
8. So far from harbors and Airways
Opportunities

1. High level of expansion is possible

2. Can export to different countries
3. Can provide employment for rural class of people
4. Can diversify business as the set up cost is comparatively low at Hassan
5. Can cater domestic customers
Threats

1. Intervention of political parties in to trade unions and management unions.

2. Entry of new competitors
3. Fluctuation of foreign currency rates due to global cues
4. Entry of Chinese products into market can adversely affect sales and profit
margin.
5. Heavy rainfall would slowdown the progress of work
6. Situated in outskirts
7. Changes in technology

8. Growing power of Trade union

LITERATURE REVIEW

Human Resource Management function concerned with hiring, motivating and

maintaining people in an organization. It focuses on people in organizations. Human
Resource views people as an important source or asset to be used for the benefit of
organizations, employees and the society. It is emerging as a distinct philosophy of
management aiming at policies that promote mutuality - mutual goals, mutual respects,
mutual rewards and mutual responsibilities. The belief is that policies of mutuality will
elicit commitment which in turn will yield both better economic performance and greater
human resource development.

Introduction to Human Resource Management

Modern organizational setting is characterized by constant changes relating to

environment factors and human resources. As regards environmental factors, we find
changes in the operating organizational structure, the networking procedures, customs
or norms and the economic, political and social patterns in which organizations exist.
Moreover, there is constant change in resources. New individuals are being employed
with their new ideas and expectations while the existing workforce is constantly
changing vis-a-vis ideas, attitudes and values.

Although the changes may provide solution to some problems, it may create several
new ones. There is an urgent need to understand these problems, anticipate them and
to the solutions to them. The responsibility to find out solutions to these problems lies
with every manager who has to be prepared to deal with different changes effectively
through educational and developmental programs. Obviously, every manager is
responsible for management of human resources of course with the advice and help of
personnel department. Management of human resources is the essence of being a
manager has to get things done through others. Specifically, his task relates to leading,
mobilizing and directing the efforts of people without which he can be a technician but
not a manager. Thus, every manager has to develop and maintain his competence in
managing human resources which have assumed utmost significance in modern
organizations. The term Job Satisfaction is of almost significance from the standpoint of
employee morale. It refers to employee^ general attitude towards his work. Lock defines
work Satisfaction as a pleasurable or positive emotional state resulting from the
appraisal of one*s work or work experience. The extent that a persons work fulfils his
dominant need and is consistent
with his expectations and values, the work will be satisfying. The job satisfaction factors
which can have influence on attitudes, these can be considered as motives. The
relationship between man and work has always attracted the philosophers, scientists
and novelists. A major part of life is spent work. Work is a social reality and social
expectation to which men seem to confirm.
It not only provides status to the individual but also binds him, to the society.

Job satisfaction is a person’s attitude towards the job. Positive attitude towards the job
are equivalent to job satisfaction where as negative attitude towards the job is
equivalent to job dissatisfaction. Job satisfaction has been define variously from time to
time.

'The term job satisfaction refers to an individual general attitude towards his or her job,
while a person who is dissatisfied with his or her woks holds negative attitude about the
job'1

The role of human resource management in organizations has been evolving

dramatically in recent times. The days of Personnel Department performing clerical
duties such as record keeping, paper pushing and file maintenance are over. HR is
increasingly receiving attention as a critical strategic partner, assuming stunningly
different, far reaching transformational roles and responsibilities. Taking the strategic
approach to human resource management involves making the function of managing
human assets the most important priority in the organizations and integrating all human
resource policies and programmes the frame-work of a company’s strategy. Effective
utilization of human resource can assist organizations in achieving competitive
advantage.
Definition

Human resource management is a management functions that helps managers recruit

select train and develop members for an organization. It focuses on the people in
organizations.

According to Michael J . Jucaus defined as The field of management which has to do

with planning, organizing, directing and controlling the functions of procuring,
developing, maintaining and utilizing the labour force.

such that the –

1. Objectives of the company is established are attained economically and

effectively.
2. Objectives of all levels of personnel are served to the highest possible degree/
3. Objectives of society are dually considered and served.

HRM can be defined as managing (planning, organizing Directing and controlling }the
functions of employing,developing and compensating human resource resulting in the
creation and development of human relations with a view to contribute proportionately
due to them) to the organizational .individual and social goals.

Human Resource Management function concerned with hiring, motivating and

maintaining people in an organization. It focuses on people in organizations. Human
Resource views people as an important source or asset to be used for the benefit of
organizations, employees and the society. It is emerging as a distinct philosophy of
management aiming at policies that promote mutuality - mutual goals, mutual respects,
mutual rewards and mutual responsibilities. The belief is that policies of mutuality will
elicit commitment which in turn will yield both better economic performance and greater
human resource development.

Components of human resource arc skills knowledge value Creative ability.

Human resource management:

While managing the human resources one has to perform tasks like

• Employing the people

• Developing the resources
• Utilizing the resources and compensating their services in tune with the job and
organizational requirements

Human resource refers to the knowledge skills abilities talents aptitude, values and
beliefs of an organization workforce. Knowledge skills, creative abilities and talents play
an important role in deciding the efficiency and effectiveness of an organization’s
workforce.

Human resource development improves the utilization value of an organization. The

difference in the level of performance of two organizations also depends on utilization
value of human resources.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

The importance of HRM can be discussed the three standard points:

 1. Social significance: Management of personnel enhances their dignity by
satisfying their social needs. This is done by:
• Providing suitable and most productive employment which brings them
psychological satisfaction.
• Making maximum utilization of the resource in an effective manner and
paying the employees a reasonable compensation in proportion to the
contribution made by him.

2. Professional significance: By providing healthy working environment it

promotes teamwork in the employees. This is done by:
• Marinating the dignity of the employee as a human being,
• Providing maximum opportunities for personal dept.

3. Significance for individual enterprise : It can help the organization in

accomplishing its goal by:
• Creating right attitude among employees through effective motivation.
• Securing willing communication operation for achieving goals fulfilling their
own social and other psychological needs like love, affection, esteem etc.

Evolution of Human Resource

Human Resource, a relatively new term emerged during the I970s.Many people
continue to refer to the discipline by its older, more traditional titles, such as personnel
management or personal administration.

The trend is changing. The term nowadays used in industry circle is Human Resource
management. Coming to the evolution of IIRM as a subject it may be stated that
concern for the welfare of workers in the management of business enterprises has been
in existence since ages. Kutilya Arthashastra states that there existed a sound base for
systematic management of resources during as early as the 4* century BC. These
processes took momentum only when government took active measures during resent
past by various rules and regulations under Industrial Dispute Act and related Acts.
However, the employees will have various reasons to deviate from this. When the
growth of the industry is disturbed due to irregularity of the employees, government
showed interest in the operation of public and private sector enterprises and provided
systematic procedures for regulating employer employee relationships.

Development of HRM in India:

• In 50’s, people were recruited 'to do and die^

• In 60’s, concept of managing people
• In 70’s, realised that productivity depended on people
• Employees started demanding over and above their salaries
• Personnel department-re named as Human resources
• Management theories were introduced
• Concepts of participative management, Kaizen, Total quality management
• Empowerment.
• In Indian context, emotions, feelings, empathetic perceptions, and affective
• components influence people
• Hierarchy, status, authority, responsibility, and accountability are structural
• Concepts
• Subordinates expect that the superior should have integrity, higher performance
skill, commitment, guidance and leadership qualities, support and patronizing
tendencies, accessibility, wider vision, sense of empowerment, and credibility
• Boss expects commitment to job, integrity, competence, reliability, initiative,
loyalty to the organization, self-discipline, accountability and job involvement
• A good HRM environment ensures balanced interaction between the two set of
expectations and harmony
 • HRM strategies in India have to focus on better individual-organization interface
and greater emphasis on organizational effectiveness than on personal success

Scope of HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker from
time of his or her entry into an organization until he or she leaves -come under the
purview of HRM. Specifically Reactivates included are HR. planning Job analysis and
design , recommitment and selection, orientation and placement, training and
development , performance appraisal and job evaluation , employee remuneration ,
motivation communication , welfare, safety and health, industrial relations and the like.
For the sake of convenience all these functions into seven sections as shown in the
figure
 Figure- representing the scope for HRM
HRM Functions

HRM is the process of acquiring, training, appraising, and com pen sating employees,
and attending to their labour relations, health and safety, and fairness concerns.
"People or Personal aspects' Human Resource Management must perform certain
functions. These functions have been stated while outlining the scope of HRM.

• Conducting job analysis

• Plating labour needs and recruiting job candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries (Compensating)
• Providing incentives and benefits
• Appraising employees
• Communicating [Interviewing, counseling. & Disciplining)
• Training and developing
• Building employee commitment
• Union management
• Assessment

Importance of HR management to all managers:

• Hire the wrong person for the job

• Experience high turnover
• Have people not doing the best
• Waste time with useless interviews
• I lave your company cited under occupational safety laws for unsafe practices
• Have some employees think their salaries are unfair and inequitable
• Allow a lack of training to undermine effectiveness
• Commit any unfair labour practices
Absenteeism:

Employee’s presence at work place during the scheduled time is highly essential for the
smooth running of the production process in particular and the organization in general.
Despite the significance of their presence, employees sometime fail to report at the
work place during the scheduled time. Absenteeism refers to the failure on the part of
employees to report to work though they are scheduled to work. In other words,
unauthorized absences constitute Absenteeism.

Absenteeism costs money to the organization, besides reflecting employee

dissatisfaction with the company. Like employee turnover, there is avoidable and
unavoidable absenteeism. Absenteeism is unavoidable when the employee himself or
herself fell sick, his or her dependence at home suddenly become unwell or there is an
accident inside the plant. Unavoidable absenteeism is accepted by managers and is
even sanctioned by labour laws. Foe instance, one days* leave with wages for every 20
days of service is allowed by the factories Act 1948.

Avoidable absenteeism arises because of night shifts, opportunities for moonlighting

and earning extra income, indebtedness, lack of job security, job dissatisfaction and
unfriendly supervision. This needs intervention by the management.

Labour Bureau, Simla, defined the term * Absenteeism* as the failure of a worker to
report for work when he is scheduled to work’s Labour bureau also states that the
Absenteeism is the total man-shifts lost because of absence as a percentage of the
total number of man-shifts scheduled to work." According to Webster’s Dictionary, the
Absenteeism is the practice or habit of being an "absence* and an absentee is one who
habitually stays away from work
Types of Absenteeism:

Absenteeism is of 4 types:

Authorized Absenteeism: If an employee absents himself from work by taking

permission from his superior and applying for leave, such absenteeism is called as
Authorized Absenteeism.

Unauthorized Absenteeism: If an employee absents himself from work without

informing or taking permission and without applying for leave, such absenteeism is
called as Unauthorized Absenteeism.

Willful Absenteeism: If employee absents himself from duty willfully such absenteeism
is called Willful Absenteeism.

Absenteeism caused by circumstances beyond once control: If an employee

absents him from duty owing to circumstances beyond his/her control like involvement
in accidents or sudden sickness, such Absenteeism is called Absenteeism caused by
circumstances beyond once control.

Features of Absenteeism:

Research studies undertaken by different authors reveal the following features of

absenteeism.
The rate of absenteeism is the lowest on pay day; it increases considerably on the days
following the payment of wages and bonus.

Absenteeism generally high among the workers below 25 years of age and those of
above 40 years of age.

The rate of absenteeism varies from department to department within an organization.

Generally it is high in production department.

Absenteeism in traditional industries is seasonal in character.

Causes of Absenteeism

• The following are the generaI causes of Absenteeism

• Maladjustment with the working conditions.
• Unsatisfactory housing conditions at the work place.
• Industrial fatigue. The industrial fatigue compels workers to remain outside the
work.
• Unhealthy working conditions
• Poor Welfare Facilities
• Alcoholism
• Minor Illness
• Maladjustment with the job demands
• Unsound Personal policies
• Inadequate leave facilities
• Lower level of Wages.
Categories of Absenteeism

K.N. Vaid classifies chronic absentees in to five categories.

1. Entrepreneurs
2. Status seekers
3. Epicureans
4. Family oriented
5. Sick and the old

Entrepreneurs:

This class of absenteeism consider that their jobs are very small for their total interest
and personal goals. They engage themselves in other economic activities and
sometime social activities to fulfil their goals.

The status Seekers:

These types of absenteeism enjoy or perceive a higher ascribed social status and are
keen on maintaining it.

The Epicureans:

This class of absentees do not like to take up the jobs which demand initiative and
responsibilities, discipline and discomfort. They wish to have money, power, and status
but are unwilling to work for their achievements.

Family oriented:
This type of absenteeism are often identified with the family activities.

The sick and the Old:

These categories of absentees are mostly unhealthy with a week constitution or old
people.
Calculation of Absenteeism Rate.

• Absenteeism is computed and is expressed in terms of percentages.

• Absenteeism can be calculated with the help of following formula.

Absenteeism Rate = (Number of Man days lost / Number of Man days scheduled to
work) x 100

• Absenteeism rate can be calculated for different employees and for different time
periods like month and year.
• The frequency rate reflects the incidence of absence and is usually expressed as
the number of separate absence in a given period, irrespective of length of
absences. The frequency rate represents the average number of absences per
worker in a given period.
• Frequency rate = (total no. of times in which the leave was availed / total no. of
Man days scheduled to work) *100
• Severity Rate: severity is the average length of time lost per absence and is
calculated by using the formula.
• Severity rate = (Total no. of absent during a period / Total no. of times absent
during that period) x l00
• A high severity rate indicates that the employee is absent for longer durations
each time. High frequency and severity rates indicate that the employee is absent
more frequently and for longer durations each time resulting in high absenteeism
even in absolute terms.
Recent Trends:

Recent studies have revealed that workers* link with the village as a cause of instability
in the labour force has become more or less a matter of history. Now the workers do
have their link with the village; but they do not go there for any economic pursuit. They
go mainly for relaxation or attending social ceremonies and spending long holidays. As
observed by the investigation committee. The factory workers retained their contacts
with the villages more for rest and recuperation than for attending to cultivation. The
workers have almost lost their economic interest in land and have adhered to their way
of life or occupation they have chosen.

The factual survey conducted by the Committee has shown that greater concentration
of the working class in industrial areas has led to the rise of an industrial proletariat in
most cities. It has referred to the fact that there is a greater stability in the labour force in
those centers where the employers have looked after their workers by paying them a
decent living wage, providing good housing accommodation and making provision for
pension for the future. The committee was of the view that the ''village ne\us need not to
be encouraged as most of the workers are landless laborers and have no stake in land.
The joint family and the caste are steadily deteriorating and economic supporters of the
workers. At this present juncture, the workers are in a transitional stage in which they
are gradually losing the support of the village and have not been able to secure a firm
footing in industrial areas. In view of this, to turn back the clock and either to prevent the
worker from coming to the town or to force him back to the village would be a step in the
wrong direction. The committee further observed”

''Workers were prepared to stick to the town to a greater extent than before, to fight for
their legitimate rights and to seek livelihood in urban rather than rural areas. The
stabilization of the labour force in industrial towns was a matter of compulsion rather
than choice. The committee, therefore emphasized that the ''stability of labour can be
brought about by improvement in working and living conditions, generally in industries in
which such workers are called upon to work and to provide measures of social security
for the workers.

The national Commission on Labour has pointed out over the last 25 years, the trend
towards the stabilization of industrial labour lies been further strengthened. A worker
today is far more urban in taste and outlook than his predecessor. The idyllic notion of a
village nexus has receded to the background owing to the positive measures
undertaken in the interest of industrial labour. Even in the more distant plantations;
settled labour is more in evidence now'.'1

The national Commission further observes as ''Industry expanded include a wide variety
of skilled and unskilled jobs, industrial work ceased to be the monopoly, of migrants
from villages. Young persons in the urban families, traditionally averse to accepting
factory environment have been seeking employment there. Besides when employers
began offering incentives for regularity and productivity even rural migrants reduced the
frequency and duration of their visits to villages. As measures for providing minimum
facilities and social security began to be undertaken, workers were increasingly
attracted by them and lack of commitment became a less serious problem.

Studies in Bombay, Delhi and Jamshedpur show that the earlier migrants have still an
urge to go back to the village; but the latter ones show increasing commitment to urban
life and factory work. The age of worker is also a factor for urban attraction works more
strongly on the young.

The commission conclude the vast majority of the workers in cities are committed to
factory jobs. In other industries a second or even a third generation of workers has
emerged. A self generating working class with its roots in industrial environment in
which a worker is born and bred is growing in strength.'

Measure to minimize absenteeism:

Absenteeism affects the organization from multiple angles. It severely affects the
production process and the business process. The effect of unauthorized Absenteeism
is more compared to other type of Absenteeism. However it would be difficult to
completely avoid Absenteeism. Managers stood take steps to remove causes of
absenteeism. On the positive side managers must create work environment which will
make the employees realize that it make sense to the work in the factory rather than
staying at home and waste their time.

The following measures are useful in controlling or minimizing absenteeism:

• Selecting the employee by testing thoroughly regarding their aspirations, value

systems, responsibility and sensitiveness.
• Adopting LL humanistic approach in dealing with the personal problems of
employees.
• Following a proactive approach in identifying and redressing employee
grievances.
• Providing hygienic working condition.
• Providing welfare measures and fringe benefits, balancing the need of the
employees and ability of the organization.
• Providing high wages and allowances based on the organizational financial
position.
• Improving the communication network.
• Providing leave facility based on the needs of the employees according to
organizational standards.
• Providing safety and health measures
• Providing cordial human relations and industrial relations
• Educating the workers regarding health and hygiene.
• Granting leaves and financial assistance liberally in case of sickness of employee
and his/her family members.
• Regularity to be encouraged through incentives.
• Providing extensive training. Encouragement through special allowances in cash
for technological advancement
ANALYSIS AND INTERPRETATION

Total number of respondents 50

Table showing Employee's age

Number of
Age in Years Responded Percentage

20-25 24 48

25-30 16 32

30-35 6 12

40 above 4 8

80

60

40 Percentage

20 Number
0 of
20-25 25-30 30-35 40 above Responded

ANALYSIS:

Majority of the employees are of the age between 20-25 (40%). The employees
between 25-30 and 30-35 are 32% and 12% respectively). The employees above 40
(S%) First category of employees contributes major portion of work.
INTERPRETATION:

Since 48% of employees are of the age between 20-25. The trend clearly shows that

these are the age group who are employed the most by the employer because these

employees are young & energetic.

Table showing employee Monthly Income

Number of
Monthly Responded Percentage
Income

2600-2800 28 56

2800-3000 12 24

3000-3200 10 20

3500 above 5 10

100

80
60
40 Percentage
20
Number
0
2600- 2800- 3000- 3500
of
2800 3000 3200 above Responded

ANALYSIS:

Majority of the employee’s monthly income is between Rs2600-2SOO

(56%), 24% are between Rs. 2800-3000, 14% are between 3000-3200 and 6% are
above 3500 in the organization.
INTERPRETATION:

Here the Graph clearly shows that the salary between 2600-2800 are high in
percentage.
Table showing employee marital status

Number of
Marital Status Responded Percentage

Unmarried 32 64

Married 18 36

Widower 0 0

120
100

80
60 Percentage
40
20 Number
0 of
Unmmaried Married Widower Responded
ANALYSIS:

The above table shows the marital status of the employees in the organization.
Unmarried employees are 64%, Married employees are 3 6% and the percentage of
widower is 0% in the organization.

INTERPRETATION:

Though young employees are on the higher side, there is sizable quantities of married
employees are also joining the industrial stream.

Table showing environment of employee

Work Number of
Environment Responded Percentage

Good 38 76

Satisfactory 12 24

Bad 0 0

120
100

80
60 Percentage
40
20 Number
0 of
Good Satisfactory Bad Responded
ANALYSIS:

The above table shows work environment of employees. 76% of the employees work
environment is good, 24% of the employees felt its satisfactory and none felt that the
environment is bad.

INTERPRETATION:

Majority of the employees are satisfied with the environment provided by the industries.
Table showing work – overtime

Number of
Work Responded Percentage
overtime

Yes 15 30

No 35 70

120
100

Percentage

80 Number
60 of
40 Responded
20
0
Yes No

ANALYSIS:

Table shows workers wants to work over time. 30% of the employees agree to work
over time that means yes and 70% of the employees not agree to work over time that
means no.
INTERPRETATION:

Majority of the workers (70%) does not agree to work overtime in the industry.
Table showing employee average work over time

Average work Number of Percentage

over time Responded

1 hours 29 58

2 hours 16 32

3 hours 4 8

more than 3
hours 1 2

100

Percentage

80 Number
60
of
40
Responded
20
0
1 hours 2 hours 3 hours more
than 3
hours

ANALYSIS:
Table shows employees average work over time. 58% of employees are satisfied to
work overtime for 1 hour. 32% of employees are satisfied to work over time for 2 hours.
8% of employees are satisfied to work overtime for 3 hours and only 2% of employees
are satisfied to work over time for more than 3 hours.

INTERPRETATION:

Majority of employees are not ready to work over time for 3 or more than 3 hours. 58%
of employees are ready to work over time for 1 hours
Table showing Adequately welfare facilities provided

Adequately Number of Percentage

welfare facilities Responded
provided
Strongly agree 10 20

Agree 18 36

Disagree 22 44

70
60

50
40 Percentage
30
20
10
Number
0 of
Strongly agree Agree Disagree Responded

ANALYSTS:

The table shows adequate welfare facilities provided to employees here. 20% of the
employees strongly agree, 36% of the employees agrees and 44% of the employees
have dissatisfaction about the facilities provided by the organization.
INTERPRETATION:

Majority of the employees agrees that there is no adequate welfare facilities provided in
the organization.

The pay offered company is competitive

Opinion Number of Percentage

Responded

Strongly agree 13 26

Agree 28 56

No comments 6 12

Disagree 3 6

100
80
60
40
20
0

Percentage

Number
of
Responded
ANALYSIS:

Out of 50 respondents 26% members strongly agree that the pay offered for them is
competitive. 56% agree that the pay is reasonably competitive. 12 n/a members kept
their comments reserved. 6% of employee disagrees with this.

INTERPRETATION:

Fifty percent of the employees feel they are getting competitive pay.
Table employee’s Reason to take leave

Reason to take Number of Percentage

leave Responded

Sick leave 28 56

Lack of interest in 2 4
job
Poor working
condition 1 2

Long working hour 6 12

Personal Reason 13 26

100

Percentage

Number
of
Responded
 80
60
40
20
0

ANALYSIS:

The above graph shows the reasons to take leave. 56% of the employees take sick
leave, 4% of the employees take leave for lack of interest in job, only 2% of the
employees take leave for poor working conditions, 12% of the employees take leave for
long working hours and 26% of the employees are take leave for their personal
reasons.

INTERPRETATION:

Majority of the employees take sick leave

Table showing employee’s motivating factor

Motivate Factor Number of Percentage

Responded

Good Employee
Relationship 4 8

Working Condition 6 12

Future Prospects 1 2

Job Responsibility 12 24

Incentive/ wage hike 22 44

70
60
50
40
30
20
10 Percentage
0
Number of
Responded

ANALYSTS:

1. 18% (4. Nos.) of respondents feel that good employee relationship motivates the
employees.
 2. 212 % (6 nos.) of respondent say that working condition is the factor that can
motivate them.

3. Recognition of work anticipated by employees are24%(I2Nos.)

4. Incentives /wage hike, had good response as high as 54% (27 Nos.)
5. 2% one respondents feel that future prospects motivate the employees.

INTERPRETATION:

Majority of the employees expect incentive based performance/ wage hike, shows need
of financial assistance.
Table showing employees absence on personal reason

Reason for Leave Number of Percentage

Responded

Attending Marriage and other 21 42

functions
Visiting Parents 11 22

Domestic Problems 16 32

Lack of co-ordination among\g

colleagues 2 4

70 Percentage
60
50 Number of
40 Responded
30
20
10
0
Attending Visiting Domestic Lack of coMarriage
Parents Problems ordination
and other among\g functions colleagues

ANALYSIS:

Taking leave for personal reasons are as high as 42% (21 Nos.). Next is the domestic
problems which occupy 32% £ 16 Nos.) of the employees leave. Visiting places for
personal work 22% (11 Nos.)
INTERPRETATION:

Taking leave for personal reasons are as highest as 21 (42%.). Next is the domestic
problems which occupy 32% (16 Nos.) of the employees leave. Visiting places for
personal work 22% (II Nos.)
Table showing method of control absenteeism

Reason for Leave Number of Percentage

Responded

Change in Management
style 3 6

Change in working
condition 4 8

Incentive/wage hike 25 50

Transportation facility 2 4

Encouragement 6 12

Individual Attention 7 14

Develop attendance 3 6
policy

80
70
60
50
40
30 Percentage
20
10
0 Number of
Responded
ANALYSIS:

Providing incentives in recognition of work score highest in the race amounting lo 50%
(25 Nos).
Encouragement other than monitoring benefits also counts to the tune of 14% (7 Nos.).
Transportation problem may need attention-6NO, that is!2%.

INTERPRETATION:

Majority of the employee needs financial support, better transportation facilities, good
working environment to control their irregularities.

FINDINGS

1. Maximum no. of employees of the age are between 20- 25 years. It means most
of employees of these ages are attracted towards work, compared to the age
between 25-35.
2. Most of the married employees are committed to
3. All the employees are under the salary ranging from 2600-2800.
4. Majority of the employees feel that working environment provided are good.
5. Majority of the employees take leave on health grounds, poor transportation
facilities and lack of time management also constitute reasonable portion of
employees leave.
6. Employees apply leave for personal reasons like social activities and visiting
places h constitute major portion of their leave.
7. Majority of the employees are having good relationship with their superiors. Any
attempt to improve this, improves the quality of production performance.
8. Benefits are always valuable, need management attention.
9. Good coordination compliments better work atmosphere. Need to ensure it.
10. Developmental activity implies to both employer and employees, need to be
strengthened.
11. Salary and wages play pivotal role in performance.
 12. Awareness about leave administration will help the employees to plan their leave
properly.
13. Health and safety measures are significant while evaluating Absenteeism.
14. Majority of the employees are seeking either wage hike or incentives as
motivating factor.
15. Salary and wages are featuring as important criteria need to be considered on
priority basis.

SUGGESTIONS

Productivity of an organization depends upon the people who work for the unit. "How to
make people work more or more better? is a million-dollar question that requires an
understanding of what motivates people to work. Similarly it may be possible to get
people to work more in higher proportions with marginal increase in providing welfare
measures. Such needs have been analyzed and identified through this study. It will be
fruitful for the organization to adopt for better human pronounce, provided management
simultaneously retain high skilled employees to attain organization effectiveness. This
may help in controlling ABSENTEEISM.

In this section following suggestions may help:

1. Organization can try and increase the level of workers participation in decision
making.
2. Increase the number of performance related awards.
3. More attention to be given for over all development of employees welfare
facilities.
4. Organization can motivate individuals through proper counseling and guidance.
5. Organization may consider for arranging transport facilities.
6. Majority of them feel that wage & salary provided to them may have to be
considered for hike. So the company may consider of increasing it.
7. Individual attention to employees regarding health matters may be
 8. considered on priority basis.
9. Better communication may yield some more results.
10. Supervisors may be considered for management training.
CONCLUSION

The employees of Sabs Exports are taking leaves for various personal and family
reasons. They are aware of the impact of their absence on the production. Most of the
employees admit that they are trying to avoid leaves, but many a times things are
beyond their control. Some of the employees feel that the management should provide
holiday trip or family get together as recreation so that they will be relaxed after the
hectic job schedule. They also add that they are availing all the welfare facilities
provided by the company. One will never forget to say that little of empathy towards
employees will definitely yield better industrial relations and minimize Absenteeism.

The term absenteeism refers to the failure to attend to work. It is one of the major
problems faced by companies across the globe today. Unscheduled absenteeism badly
hurts the progress of an organization resulting in loss of productivity, increased costs in
hiring additional staff and low morale among the workers. It is high time that employers
address this problem on a priority basis.

The study concluded that providing positive incentives to workers in the form of those
motivational factors that nominally influence workers to be absent is better than
imposing penalties for discouraging absenteeism. The best reward for workers with
lower absenteeism is to grant additional time off for personal matters. Workers are
influenced to a lesser extent by deterrents, loss of pay and benefits and loss of
promotion opportunities and discharge, imposed for frequent absenteeism. Finally a
combination of incentives (additional time off) and penalties (loss of benefits or job) with
the primary emphasis on motivational incentives is the most effective approach to
reducing absenteeism.