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GWALIOR (M.P.)

Session: 2013

A PROJECT REPORT
ON
HOSPITAL MANAGEMENT SYSTEM AT BOSTON HOSPITAL,
GWALIOR



For the partial fulfillment of the award of
Master of Business Administration
(HR)


Submitted To: Submitted By:

Prof. Neha Saxena Shilpa Bargal
SOSM Jiwaji University Roll No. 1287618
Gwalior III SEM, II - YEAR
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DECLARATION

I, the undersigned, hereby declare that the summer training project entitled
HOSPITAL MANAGEMENT SYSTEM AT BOSTON
HOSPITAL, GWALIOR has been written and undertaken by me and is
original work. The empirical findings of this project are based on the information
collected by me.
This report is submitted for the partial fulfillment of the degree of Bachelor of
Business Administration to the SOSM Jiwaji University, Gwalior (M.P.). I have
not submitted this report to any other university for any other degree/diploma
program.

Shilpa Bargal






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GUIDE CERTIFICATE

It is certified that the summer training report entitled, HOSPITAL
MANAGEMENT SYSTEM AT BOSTON HOSPITAL,
GWALIOR is submitted by Ms. Shilpa Bargal for partial fulfillment for the
award of the degree of Bachelor of Business Administration of SOSM Jiwaji
University, Gwalior (M.P.). It is record of candidates own work carried out at
Boston Hospital, Gwalior

Prof. Neha Saxena

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ACKNOWLEDGEMENT
It gives me immense pleasure to express my deep sense of gratitude
to Prof. Neha Saxena, Faculty of SOSM JIWAJI UNIVERSITY,
Gwalior, for his valuable guidance and consistent supervision
throughout the course.
I am also thankful to Mr. Rakesh Pandey (Boston Hospital) for
his valuable guidance for preparing the final Report and also for
providing the necessary facilities.
Finally I am indebted to our other faculty members, my friends
and my parents who gave their full- fledged co-operation for
successful completion of my project.
It was indeed learning experience for me.

Shilpa Bargal
MBA III SEM.



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CONTENTS
Company profile
Objective of the study
Theoretical Aspect of the Topic
Practical Aspect of the Topic
Research methodology
Data analysis & graphical data representation
Findings
Suggestions & Implications
Conclusion
Bibliography
Annexure



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COMPANY PROFILE
About the Hospital

It was established in 1996 under the aegis of Shri Om Prakash Shiksha Prasar Samiti. It
envisioned to undertake higher education programs of technical and professional significance
hence enabling the students to contribute meaningfully to the society. The institute is committed
to move ahead with an education system that instills professional acumen with ethical values at
the core. The main institutional occupation is to equip students with knowledge and develop in
them a person who is capable of delivering value.

Boston Hospital is one of the most popular destinations for realizing ones higher educational
goals with students from MP, UP, Delhi, Haryana, Rajasthan and other remote states like Bihar,
Jharkhand, West Bengal, Sikkim, Assam, Arunachal, Manipur, Nagaland and neighboring
countries like Bhutan and Nepal. This multi-ethnic student community with varied customs,
habits and tastes contribute to an environment which sounds and inculcates harmony in diversity.

Functioning
The theme of our actions move along the institutional vision. We at management level have
entrusted ourselves as facilitator where students and staff feel free to carry on the teaching-
learning process in conducive environment. We consider academics in its broadest sense as
encompassing actions and outcomes. We are proactive as well as senstive to carry out the
educational obligations in true spirit. Hand on hand we consider student perception as they
equate quality of education with the experience they have in the campus. Thus we develop a
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suitable learning environment that contributes to the achievement of program outcomes in terms
of students overall educational and professional goals.

We have a good mix of new and veteran teachers offering an appropriate blend of aggressive
approach and mature perspective. We involve teachers, staff and students in making an
educational decision. When a decision is made invariably the first consideration remains how
much educational value will come out?

Living facilities are caring and comfortable and provided with clean & well-lit airy rooms,
purified water and good fooding. We ensure that facilities such as labs, library and internet are
up to date and functional. Recreation that helps overall personality development is a thrust area
and safety with respect to individual health and security of the students is given due importance.
We are happy to express that staff and student cooperation towards building and sustaining the
culture of working together to foster better learning environment has been overwhelming. Our
students from all disciplines have set a tradition of acquiring top ranks every year at the
University level. We hope that synergy generated by such contributions would preserve serenity
of the campus and give rise to more credible actions towards better education of our students.
We look forward to welcoming another group of students that will further enrich our bostonCPS
community.

Vision
To be an institution that sets benchmarks towards improving effectiveness of the educational
programs.

Mission
To continually explore and institutionalize superior practices that expedite knowledge
manifestation.


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Policies
environment that is conducive to win commitment of all.
field and project work, realtime training, job placements etc.
vided optimally, and delivered on time.


ams.


Motto
'Attainment of Knowledge'

FOREWORD
I feel delighted to share my views about the Boston Hospital.

The motto of the institute is attainment of knowledge hence with our strategy to education has
been institutionalized on our particular understanding of the term knowledge. We construe that
substance that reaches to any mind through five senses is stacked there into the memory, is
information, and when this information is put into practice by the body gets transmitted to the
body cells. Henceforth, if the body is disposed to regular practice on the information it gets
imbibed into the cell memory or more precisely a new gene bearing that information gets
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expressed in the cells. This is manifestation of knowledge. The information which has been
percolated down at cell level becomes knowledge -the finest form of energy. Quantum of this
form of energy ie knowledge, determines greatness of a person. Therefore, we say knowledge is
ability of doing things.

It is of no doubt that the foremost and the most important purpose of an educational institute is
manifestation of knowledge. Therefore to realizing the motto we promote and work in such a
design that every institutional function and process is oriented to deliver a definite value in terms
of knowledge.

We stand to inspire and lead commitment of all our associates towards accomplishing the motto.
The foremost means that we observe towards creating the value is consistency among thoughts-
words-and deeds. Abiding this helps in controlling adequacy of the smallest institutional action.

Our policies provide a coherent framework that constitutes compatibility, dynamism and impetus
of the collective actions towards the aim. The policy formulation undertakes that classrooms,
books, labs and other resources are means of learning, teachers are catalyst and students the
object where the knowledge has to be expressed.

We put emphasis on adequate and resourceful learning process, suitability of the teaching faculty
to expediting it and a framework to help attaining higher concentration of the pupil so the
penetration is fine and deep. Further, towards lessening the distraction, always we intend to offer
a matching activity for every bent of mind. There remains a great deal of influences by internet
& movies, art & culture, games & sports, meditation & yoga, and choices in nutritious food.

I feel that the institute is enormously prospective to meet ones educational goals,
comprehensively.


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From the desk of Principal

Our core value is 'attainment of knowledge' which demands quality academics. As educationist
we see academic quality in its broadest sense encompassing actions and outcomes. We consider
student perception as they equate quality with the experience they have in the campus. Thus we
undertake to develop a suitable learning environment that contributes to the achievement of
program outcomes in terms of student's overall educational and professional goals. Our ability to
deliver good quality starts when you enter the campus. Actions of our staff set the tone for rest of
the occupations. The front office is inviting to teachers, parents, and students and the Boston
Hospitalmanagement values student service. The staff has a helping attitude towards student
needs. Principal's office is actively involved in taking care of student grievances. Teachers are
empowered while providing the necessary support and training. We have a good mix of new and
veteran teachers offering an appropriate blend of aggressive approach and mature perspective.
The teachers and staff are involved at each step of the educational process. When a decision is
made the first consideration is how is much the value for students? The Boston Hospitalprovides
teachers-student-parents with frequent communication of the progress. I am happy to share that
our students from all disciplines have set a tradition of seizing top ranks every year at the
university. I hope that synergy generated by such contributions would preserve serenity of the
campus and give rise to more credible actions towards better education of our students.

With best wishes.
Dr. Tejovathi
Principal


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From Chairman's Desk
Foreword

I feel delighted to share my views about the Boston Hospital.
The motto of the institute is attainment of
knowledge hence with our strategy to education has been institutionalized on our particular
understanding of the term knowledge. We construe that substance that reaches to any mind
through five senses is stacked there into the memory, is information, and when this information
is put into practice by the body gets transmitted to the body cells. Henceforth, if the body is
disposed to regular practice on the information it gets imbibed into the cell memory or more
precisely a new gene bearing that information gets expressed in the cells. This is manifestation of
knowledge. The information which has been percolated down at cell level becomes knowledge -
the finest form of energy. Quantum of this form of energy ie knowledge, determines greatness of
a person. Therefore, we say knowledge is ability of doing things. It is of no doubt that the
foremost and the most important purpose of an educational institute is manifestation of
knowledge. Therefore to realizing the motto we promote and work in such a design that every
institutional function and process is oriented to deliver a definite value in terms of knowledge.
We stand to inspire and lead commitment of all our associates towards accomplishing the motto.
The foremost means that we observe towards creating the value is consistency among thoughts-
words-and deeds. Abiding this helps in controlling adequacy of the smallest institutional action.
Our policies provide a coherent framework that constitutes compatibility, dynamism and impetus
of the collective actions towards the aim.. Further, towards lessening the distraction, always we
intend to offer a matching activity for every bent of mind. There remains a great deal of
influences by internet & movies, art & culture, games & sports, meditation & yoga, and choices
in nutritious food. I feel that the institute is enormously prospective to meet ones educational
goals, comprehensively. Akesh Pandey (Chairman)
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Recognition & Affiliation
Various courses run by the Boston Hospitalare recognized as follows:
MBA and BCA by MP Higher Education/UGC
MBA by AICTE, New Delhi
Nursing courses by INC, New Delhi
Teacher Education courses by NCTE, New Delhi
Following courses are permanently affiliated to Jiwaji University, Gwalior-A State University:
MBA, BCA and B. Ed.
Following have general affiliation with the Jiwaji University: M. Sc. Biochemistry, MBA and M.
Ed.
GNM course is affiliated to MP State Nursing Council and D. El. Ed. course to MP State
Education Board
Advisory Board

Dr. AB Singh, Emeritus Scientist, CSIR-Institute of Genomics & Integrative Biology; Vice
President Asia Pacific Association of Allergy, Asthma and Clinical Immunology; Secretary
General of South Asia Association of Allergy Asthma and Clinical Immunology; Secretary of
Indian Boston Hospitalof Allergy, Asthma and Applied Immunology & Indian Aerobiological
Society; Editor in Chief of Indian Journal of Aerobiology; Member of Web Editorial Board
(WAO)

Prof. D. K. Maheshwari, Former Head & Dean (Faculty of Life Sciences), Gurukul Kangri
University, Haridwar

Dr. Raju Sahai, Director of ED lab and Pure Air Control Services, Clear Water, Florida USA
Prof. R.N. Singh, Engineer & MBA from XLRI Jamshedpur, Former Executive Director: Indian
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Institute of Coal Management (CIL), Ranchi and Former Director of ISM, Ranchi

Prof. RS Jadon, Department of Computer Science, MITS, Gwalior

Dr. Vivek K. Bajpai, Foreign Research Professor, School of Biotechnology, Yeungnam
University, Republic of Korea; Acting Editor: E3 Journal of Biotechnology and Pharmaceutical
Research; Associate Editor: Bulletin of Pharmaceutical Research

Dr. Shruti Shukla, Foreign Research Professor, Department of Food Science and Technology,
Yeungnam University, Republic of Korea; Life member of Association of Microbiologists of
India; Member of Editorial Advisory Board of TANG journal, Republic of Korea; Member of
indian Science Congress

Mr. A. R. Shinde, Vice President, JK Tyre & Industries, Banmore

Mr. Avinash Mishra, General Manager (P&A), Godrej Consumer Products Ltd, Gwalior
Prof. MK Jain, Former Professor at MITS Gwalior and Convener, Gwalior Management
Association, Gwalior



Best Practices & Traditional Values

Boston Science Quiz (BSQ) Ceremonial Welcome of New Students
Flag Hosting Right Traditional Values





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Boston Science Quiz (BSQ)

It is ninth consecutive mega event in 2011, organized for participation of std XI-XII school
students. It will be rare to see an academic extravaganza that has thundered the participants and
the audience so vigorously. This fully computerized event we developed and commenced as part
of our social responsibility in the year 2003. It is interesting to note that right from development
of BSQ software to database building to its pragmatic usage the whole project is entirely
conceived, developed and implemented by students and staff of the college. The idea that worked
behind this initiative was to actualize inherent potential of the science savvy school students by
translating it into their talent. Here at Boston Hospital we are dedicated to fostering knowledge
and we believe that Boston Science Quiz has what it takes to make a huge impact in expediting
learning process of student and confidence to deliver the acquired knowledge. The whole event
remains a high magnitude academic contest with a good amount of support activities like
meditation and painting. It attracts mass participation of school students. About 160 schools and
8000 students from 13 districts participated in BSQ-2011. The quiz embodies strong database of
all streams of Science including Computer & IT, Commerce, Humanities & GK. It bears all
excitement with enormous popularity among the student mass. The event offers dual prize
assortment (worth Rs 5 Lac), for main mega event champions and the for district level
champions towards wider recognition and rewards.
The City
The Boston Hospitalis located in Gwalior: the former capital of the state of Madhya Pradesh.
Gwalior is cherished with memories of bravery of Rani of Jhansi Laxmibai and cultural heritage
led by Sangeet Samrat Tansen.
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The formidable fort of Gwalior, Sun temple, Scindia palace, White Gurdwara and many of the
flora & fauna enriched sites attract people. Gwalior is home for more than 2 million people
constituting many ethnic colours. It is safe, economical and enjoyable to live and offers an
excellent life style with parks, shopping malls, theaters, restaurants and many other places of
general interest. The city has been acclaimed as one of the seven largest hubs for technical and
professional education in India. It is 325 kms. south of Delhi, 425 kms. north of Bhopal, 350
kms. east of Jaipur and 375 kms. west of Lucknow. Agra and Jhansi, the cities of historical
importance are just 110 kilometers apart. Airways from Delhi and Mumbai, and the super-fast
services of Indian Railways connect the city directly to East-West-North and South of India.

The Climate & Ambiance

Gwaliors climate may be described as Mediterranean: with warm to hot, dry summers and cool,
crisp wet winters. Distractions, caused by climatic variations are restored near to normalcy using
temperatures control systems. Choices in extracurricular activities occupy profuse space at the
campus. Cafeteria is full of choices with good nutrition value and hygiene. You will discover a
highly vibrating green campus which is free from all kinds of pollution.









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OBJECTIVE OF THE STUDY

1. To find out the Hospital Management System in Boston Hospital
2. To find out the various cause for absenteeism
3. To study the various measures adopted by the Hospital
4. To provide suggestions in the form of solutions to reduce the rate of absenteeism



















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THEORETICAL ASPECT OF THE TOPIC
Absenteeism is a serious workplace problem and an expensive occurrence for both employers
and employees seemingly unpredictable in nature. A satisfactory level of attendance by
employees at work is necessary to allow the achievement of objectives and targets by a
department. Employee Absenteeism is the absence of an employee from work. It is a major
problem faced by almost all employers of today. Employees are absent from work and thus the
work suffers. Absenteeism of employees from work leads to back logs, piling of work and thus
work delay.
Absenteeism is of two types -
1. Innocent absenteeism - Is one in which the employee is absent from work due to
genuine cause or reason. It may be due to his illness or personal family problem or any
other real reason
2. Culpable Absenteeism - is one in which a person is absent from work without any
genuine reason or cause. He may be pretending to be ill or just wanted a holiday and stay
at home.
Many employees will, on occasions, need a few days off work because of illness, however, when
absences become more frequent or long term and reach an unacceptable level, action by
management is necessary. Absence from work can be expensive in both monetary and human
terms. The costs incurred when an employee is absent from work may include:
(i) Replacing the employee or requiring other staff to cover the absence;
(ii) Inability to provide services, or achieve section and departmental objectives;
(iii) Low morale and general dissatisfaction from other staff, particularly if the absence is
perceived as unwarranted

1.2 TITLE OF THE PROBLEM
A study on the Ways to Reduce Employee Absenteeism with Hospital Management System
Special Reference to Boston Hospital, Gwalior
1.3 NEED FOR THE STUDY
The study aims at the causes of absenteeism of employees in Boston Hospital at Gwalior At
present, Hospitals in India take real interest in controlling absenteeism. Measures to prevent
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strikes and lockouts have received far and greater attention. One reason for this situation may be
that strikes and lockouts are more noisy and visible while absenteeism is silent and unnoticeable.
The relevance of the study is that, now the company is facing a major issue of
high rate of absenteeism and hope that the study will reveal the reason for it and thereby the
Hospital can take effective measures for checking the absenteeism.

TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different type of approach.
1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like
sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a
labour relations 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 reasons
which are within their 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
absenteeism.
Counselling Innocent Absenteeism
Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is
obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism,
no matter what the cause, imposes losses on the employer who is also not at fault. The damage
suffered by the employer must be weighed against the employee's right to be sick. There is a
point at which the employer's right to expect the employee to attend regularly and fulfill the
employment contract will outweigh the employee's right to be sick. At such a point the
termination of the employee may be justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
Initial counselling(s)
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Written counselling(s)
Reduction(s) of hours and/or job reclassification
Discharge
Initial Counselling
Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts on his or
her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to work. If
absence is prolonged, keep in touch with the employee regularly and stay updated on the status
of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This will
enable you to judge whether or not there is any likelihood of the employee providing regular
attendance in future. Regular medical assessments will also give you an idea of what steps the
employee is taking to seek medical or other assistance. Formal meetings in which verbal
warnings are given should be given as appropriate and documented. If no improvement occurs
written warning may be necessary.
Written Counselling
If the absences persist, you should meet with the employee formally
and provide him/her with a letter of concern. If the absenteeism still continues to persist then the
employee should be given a second letter of concern during another formal meeting. This letter
would be stronger worded in that it would warn the employee that unless attendance improves,
termination may be necessary.
Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce his/her
hours to better fit his/her personal circumstances. This option must be voluntarily accepted by
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the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay
and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employee is unable to fulfill the requirements
of his/her job, but could for example benefit from modified work, counsel the employee to bid on
jobs of such type if they become available.
Discharge
Only when all the previously noted needs and conditions have been met and everything has been
done to accommodate the employee can termination be considered. An Arbitrator would
consider the following in ruling on an innocent absenteeism dismissal case.
Has the employee done everything possible to regain their health and return to work?
Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
Has the employer informed the employee of the unworkable situation resulting from their
sickness?
Has the employer attempted to accommodate the employee by offering a more suitable position
(if available) or a reduction of hours?
Has enough time elapsed to allow for every possible chance of recovery?
Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take place.
These points would be used to substantiate or disprove the following two fold test.
The absences must be shown to be clearly excessive.
It must be proven that the employee will be unable to attend work on a regular basis in the future.
Corrective Action for Culpable Absenteeism
As already indicated, culpable absenteeism consists of absences where it can be demonstrated
that the employee is not actually ill and is able to improve his/her attendance. Presuming you
have communicated attendance expectations generally, have identified the employee as a
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problem, have met with him/her as part of your attendance program, made your concerns on his
specific absenteeism known and have offered counselling as appropriate, with no improvement
despite your positive efforts, disciplinary procedures may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are generally the
same as for other progressive discipline problems. The discipline should not be prejudicial in any
way. The general procedure is as follows: [Utilizing counselling memorandum]
Initial Warning(s)
Written Warning(s)
Suspension(s)
Discharge
Verbal Warning
Formally meet with the employee and explain that income
protection is to be used only when an employee is legitimately ill. Advise the employee that
his/her attendance record must improve and be maintained at an improved level or further
disciplinary action will result. Offer any counselling or guidance as is appropriate. Give further
verbal warnings as required. Review the employee's income protection records at regular
intervals. Where a marked improvement has been shown, commend the employee. Where there
is no improvement a written warning should be issued.
Written Warning
Interview the employee again. Show him/her the statistics and
point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to
see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is
given, advise the employee that he/she will be given a written warning. Be specific in your
discussion with him/her and in the counselling memorandum as to the type of action to be taken
and when it will be taken if the record does not improve. As soon as possible after this meeting
provide the employee personally with the written warning and place a copy of his/her file. The
written warning should identify any noticeable pattern
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If the amount and/or pattern continues, the next step in progressive discipline may be a second,
stronger written warning. Your decision to provide a second written warning as an alternative to
proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors.
Such factors are, the severity of the problem, the credibility of the employee's explanations, the
employee's general work performance and length of service.
Suspension [only after consultation with the appropriate superiors]
If the problem of culpable absenteeism
persists, following the next interview period and immediately following an absence, the
employee should be interviewed and advised that he/she is to be suspended. The length of the
suspension will depend again on the severity of the problem, the credibility of the employee's
explanation, the employee's general work performance and length of service. Subsequent
suspensions are optional depending on the above condition.
Dismissal [only after consultation with the appropriate superiors]
Dismissals should only be considered when all of the above
conditions and procedures have been met. The employee, upon displaying no satisfactory
improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her
absence record.









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THEORIES OF ABSENTEEISM
Absence behaviour is discussed in terms of theories on absences such as the notion of the
informal contract, perceived inequity, and withdrawal from stressful work situations, dynamic
conflict, social exchange, withdrawal, non-attendance, Hospitalally excused vs. Hospitalally
unexcused, involuntary vs. voluntary and lastly a four-category taxonomy.
Informal Contract
Gibsson (1966) attempted to explain some of the main features of absence
behaviour by means of the notion of an informal contract. The contract is viewed as being made
between the individual and the organisation. Gibsson (1966) was especially interested in absences
that were not long enough to activate formal legitimising (certification) procedures. He used the
concept of valence, referring to a persons positive or negative relationships to a work situation
and pointed out that if the combined valences of a work situation are weak, it will be easier for
people to legitimise their absences to themselves.

Gibsson (1966) remarks that a plausible idea relating to the size of the
organisation influences absence rates; in larger organisations, since there is greater division of
labour, there is also more concealment of the contributions of individuals, thus permitting latitude
for absence from work. He also mentions the importance of the employees identification with
the organisation, as in the case of longer-service employees, and argues for the importance of the
authenticity of the work contract (Gibsson, 1966). In other words, the organisation should be
seen to offer a fair deal to the individual, whose feelings of obligation would thus be strengthened.

In this research Gibssons (1966) concept of valence, referring to an individuals
positive and negative relationship toward a work situation has relevance, as the aim of this
research is to determine whether work-related attitudes (Job Involvement and Organisational
Commitment) predict employee absenteeism. It is hypothesised that employees with low job
involvement and Hospitalal commitment (negative relationship to the work situations) will have
higher levels of absenteeism.


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Resolving Perceived Inequity

Adams (1965), Hill and Trist (1953) and Patchen (1960) have made
notable theoretical contributions towards the study of absenteeism. No recent literature has been
identified which has built on this perspective. Adams (1965) suggested that absences may be a
means of resolving perceived inequity; the probability of absence behaviour will increase with the
magnitude of inequity and if other means of reducing inequity are not available. Patchen (1960)
had tested this kind of hypothesis; producing evidence of a relationship between absences and
perceived fairness of pay, that is, employees feelings about how fairly they had been treated in
regard to their pay levels and promotions.

Withdrawal from the Stress of Work Situations

In their study on absence, Hill and Trist (1953; 1962) contributed a
theory of absence as being the withdrawal from the stress of work situations. Withdrawal is the
central explanatory concept; thus, individuals experiencing conflicts of satisfaction and
obligations tend to express them through labour turnover, accidents, and unsanctioned absences
(this is, absences without formal permission). In addition to the views of Hill and Trist (1962),
Hanisch and Hulin (1991) theorised that absenteeism and other withdrawal behaviours reflect
invisible attitudes such as job dissatisfaction, low level of organisational commitment, or an
intention to quit. According to this view, an employee who is absent from work is consciously or
unconsciously expressing negative attachment to the organisation.

Dynamic Conflict
The withdrawal explanation offered by Hill and Trist (1962) had
some subsequent influence on theoretical discussions by s (1962) and Knox (1961). Gadourek
(1965) described the latter as dynamic conflict theories. The conflict is located within the
individual, and whether a person stays or withdraws is the result of a complex in incentives and
stresses.


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Social Exchange
Chadwick-Jones(1982) presented a case for the theory of
absenteeism that is social, not individual in emphasis. As a first step Chadwick-Jones (1982)
assumed the interdependency of members of work organisations. It seems obvious that
individuals do have some mutual obligations to peers, subordinates, and superiors (as well as
other relationships outside the work situation). In this context the rights and duties of individuals
are both subject to, and representative of, a set of rules about activities in the work situation. What
individuals do is therefore likely to be in answer to, on behalf of, in defence of, as well as
achieving a compromise with the rules of the group.

The second assumption made by Chadwick-Jones (1982), is that under the employment
contract, some form of social exchange is taking place between employers and employees.
Whatever they exchange in this situation whether it be their time, effort, or skill or money,
security, congenial friends, or anything else- it will be only what is possible for employees in the
organisation. Exchanges may be conceived as between individuals and work groups, or between
work groups and management, but it would not be realistic to conceive of the exchange between
the individual and the organisation while disregarding the social conditions and rules.
Chadwick-Jones think of social exchange between employees
and employers as developing in, or as revealed by, a pattern of behaviour in the work situation
that includes absences with all the other factors that constitute the contract, formal and informal,
between employers and employees. Formal factors include pay, hours, disciplinary rules, job
duties, and promotion lines. Informal ones include supervisory styles, peer group relations, and
salient to their analysis absence from work. Chadwick-Jones (1982) however, do point out that
absences may not enter into the exchange at all, insofar as some employees or employee groups,
especially those with higher status supervisors in factories, managers in banks are absent very
little or hardly at all. It is quite possible, however, that managers possess greater control over the
allocation of their working time and may take periods of time out that are not recorded.




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Withdrawal
According to Chadwick-Jones (1982), absence from work, where work is
defined by the employees presence at a particular location (office or workshop) for a fixed period
each day, can be interpreted as an individual act of choice between alternative activities; as
withdrawal or escape from surveillance; as individual or group resistance to an inflexible system.
Thus, absence may also be viewed as a stratagem in inter-group relations, as a defensive or
aggressive act in inter-group conflict (Chadwick-Jones et al., 1982). For the purpose of this
research this theory has relevance, as the reasons for absence behaviour could be related to a
choice of alternative activities instead of attending work.
Non-attendance
Another definition of absenteeism refers to the non-attendance of
employees for scheduled work (Gibons, 1966; Johns, 1978; Jones, 1971). The definition
distinguishes absenteeism from other forms of non-attendance that are arranged in advanced (e.g.
vacations) and specifically avoids judgements of legitimacy associated with absent events that are
implied by as sick leave. This definitional emphasis seeks to focus on the key organisational
consequences of unscheduled non-attendance instability in the supply of labour to the
organisation resulting in the disruption of scheduled work processes and the loss of under
utilisation of productive capacity (Allen, 1981; Jones, 1971, Nicholson, 1977). For this research
this definition will be applicable, as the researcher will not take into account absences due to
vacation leave and sick leave taken over more than three days.

Organisationally excused vs. organisationally unexcused
In terms of distinguishing among types of absence, one simple distinction
that previous studies (Blau, 1985; Cheloha & Farr, 1980; Firzgibbons & Moch, 1980) made is
between organisationally excused versus organisationally unexcused absences. Based on these
studies, it seems that organisations operationalise excused absence to include (within defined
limits) categories such as personal sickness, jury duty, religious holidays, funeral leave, and
transportation problems. However, as Johns and Nicholson (1982) noted, absence behaviour can
have a variety of meanings for individuals. This research will focus on the organisationally
unexcused type of absenteeism.

Page 27

Involuntary vs. voluntary
March and Simon (1958) on the other hand, distinguished between
two basic types of absences: involuntary (e.g. certified sickness, funeral attendance) and voluntary
(e.g. vocation, uncertified sickness). Voluntary absences are under the direct control of the
employee and are frequently utilised for personal aims. Conversely, involuntary absences are
beyond the employees immediate control. Hence, voluntary rather than involuntary absences
from work may reflect job dissatisfaction and lack of commitment to the Hospital.
A four-category taxonomy
Blau and Boal (1987) presented a four-category taxonomy describing the
meanings of absence. These categories are medical, career enhancing, normative and calculative.
In the medical category , absence is viewed as a response to various infrequent and uncontrollable
events (illness, injury, fatigue, and family demands). If such an absence (medical) occurred, it
probably would be operationalised as a sporadically occurring excused absence (Blau & Boal,
1987). In the career-enhancing category , absence is depicted as a mechanism that gives the
employee a further choice to pursue task- and career-related goals.
For the normative category , absence is viewed less as a motivated behaviour and
more as a habitual response to the norms of the work group (organisation) regarding absence
(Blau & Boal, 1987). As such, this type of absence probably would operationalise as a
consistently occurring excused absence. More importantly, rather than absenteeism appearing as
a random walk, as with the medical category, definite patterns will emerge. Thus, for this group,
it would be expected not only to predict frequency, but also when absenteeism will happen.
Finally the calculative absence is viewed as a coin of exchange (Blau and Boal,
1987; Johns & Nicholson, 1982) in either fulfilling or modifying the implicit social contract
between the employee and employer, and as a time allocation strategy for enhancing non-work
outcomes. This type of absence would be operationalised in terms of the employee using a
certain number of excused and unexcused absences permitted by the organisation, depending on
how much the employee felt he or she should modify the implicit social contract. It could be
predicted that an extremely apathetic employee (low job involvement and organisational
commitment) would take full advantage by using both kinds of absence. Thus, the absolute
frequency and total number of days absent should be greatest for workers who are the most
apathetic.
Page 28

PRACTICAL ASPECT
EFFECTS OF ABSENTEEISM
Following are the drawbacks of excessive absenteeism
1.ON INDUSTRY
Absenteeism in industry stops machines, disrupts processes, creates production bottle-necks,
hampers smooth flow or continuity of work, upsets production targets, result in production
losses, increases direct overhead costs , increase work load of the inexperienced , less
experienced or sub standard workers as substitutes, this in turn creating problems of recruitment ,
training, job adjustments, morale and attitudes of the employees.
ON WORKERS
1. Absenteeism reduces workers earnings and adds to his indebtedness, decrease his
purchasing power. Makes it difficult for him to meet necessities of life, leading to
personal problems, and in many cases loss of employment and resultant disaster for his
dependents.
2. It affects both quantity and quality of production. If more number of workers are absent
the total output is affected. If alternative arrangement is made by employing casual
workers who do not posses adequate experience the quality of goods produced is
affected.
3. It affects the efficiency of workers. The workers who joins after a long period of absence
would normally be much less efficient.
4. It affects the discipline of the workers adversely. The worker who is attending to his work
irregularly may not care much about the discipline.




Page 29

Peculiar Features of absenteeism
On the basis of micro studies undertaken in different parts of the country, certain observations
may be made.
a. The rate of absenteeism is the lowest on pay day, it increases considerably on the days
following the payments of wages and bonus.
b. Absenteeism is generally high among workers below 15 years of age and those above
40.The younger employees are not regular and punctual, presumably because of the
employment of a large number of newcomers among the younger age groups.While the
older people are not able to withstand the strenuous nature of the work.
c. The rate of absenteeism varies from department to department within a unit. As the size
of the group increases, the rate of absenteeism goes up. This difference in the rate of
absenteeism is believed to be due to the peculiar style and practices of management, the
composition of the laboue force and the culture of the Hospital.
d. The percentage of absenteeism is generally higher in the day shifts.
e. The percentege of abasenteeism is much higher in coal ans mining industries than in
organized industries.
f. Absenteeism in India is seasonal in character.
g. It is the highest during March-April-may, when a land has to be prepared for monsoon
saving, and also in the harvest season, when the rate goes as high as 40 percent.








Page 30

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It deals with the
objective of a research study, the method of defining the research problem, the type of
hypothesis formulated, the type of data collected, method used for data collecting and analyzing
the data etc. The methodology includes collection of primary and secondary data.

5.1 TYPE OF RESEARCH
DESCRIPTIVE RESEARCH
The study follows descriptive research method. Descriptive studies aims at portraying
accurately the characteristics of a particular group or situation. Descriptive research is concerned
with describing the characteristics of a particular individual or a group. Here the researcher
attempts to present the existing facts by collecting data.
5.2 RESEARCH DESIGN
A research design is a basis of framework, which provides guidelines for the rest of
research process. It is the map of blueprint according to which, the research is to be conducted.
The research design specifies the method of study. Research design is prepared after formulating
the research problem.
5.3 SOURCES OF DATA
Data are the raw materials in which marketing research works. The task of data collection begins
after research problem has been defined and research design chalked out. Data collected are
classified into primary data and secondary data
PRIMARY DATA

Questionnaires were used for collecting primary data

SECONDARY DATA
Secondary data were collected from the companys annual publications, memorandums
of settlements, newspapers, journals, websites, and from library books
Page 31

5.4 SAMPLING METHOD
Sampling technique used in this study is Random sampling. The selected sample size is
50.
5.5 SAMPLE SIZE
The sample size taken for this study is 60.
5.6 TOOLS FOR ANALYSIS
Percentage analysis is used

LIMITATIONS OF THE STUDY

Due to time constraints and busy schedules of the nurses it was difficult to interact with
them completely.
The sample size was limited to 60
The responses may be influenced by personal bias.
Generally do not provide in-depth understanding of underlying issues, reasons or
behavior patterns.
Incorrectly designed surveys may produce invalid and misleading results.









Page 32

DATA ANALYSIS & GRAPHICAL DATA REPRESENTATION
1. Age

Parameters No: of Respondents Percentage
20-30 9 15
30-40 18 30
40-50 18 30
More than 50 15 25
Total 60 100




INFERENCE
It has been inferred that 30% of the employees who participated in the survey are of age group
between 30-40 , 30% again come under the category between 40-50 age group and the rest of
them belong to more than 50 (25%) and 20-30(15%) types.
20-30 30-40 40-50 More than 50
9
18 18
15 15
30 30
25
AGE GROUP
No: of Respondents Percentage
Page 33


2. SEX

Parameters No: of Respondents Percentage
Male 42 70
Female 18 30
Total 60 100




INFERENCE
It has been inferred that 70% of the employees participated in the survey are male and the
remaining come under the female category.

male Female
42
18
70
30
SEX
No: of Respondents Percentage
Page 34


3. MARITAL STATUS

Parameters No: of Respondents Percentage
Single 9 15
Married 42 70
Divorced 3 5
Separated 0 0
Widow(er) 6 10
Total 60 100



INFERENCE
It has been inferred that 70% of the employees who participated in the survey are married and
15% of respondents are bachelors. Rest of them are categorized under the category of widow and
divorce cases.
Single Maried Divorced Separated Widow(er)
9
42
3
0
6
15
70
5
0
10
MARITAL STATUS
No: of Respondents Percentage
Page 35

4 Employee able to communicate their feelings for others

Parameters No: of Respondents Percentage
Always 6 10
Very often 15 25
Often 20 33.33
Rarely 10 16.67
Never 9 15
Total 60 100



INFERENCE
It has been inferred that 33% of employees have an opinion that they can communicate their
feelings to others often, 25% feels it very often. Also we can infer that 17% of the employees
rate it as rarely and 15% of them never had any such feelings, but 10% of them feel always free
enough to communicate with others.
always Very often Often Rarely Never
6
15
20
10
9
10
25
33.33
16.67
15
EMPLOYEE ABLE TO COMMUNICATE THEIR FEELINGS
No: of Respondents Percentage
Page 36

5. Employees - forthright, frank and willingness to stand up for his rights.

Parameters No: of Respondents Percentage
Always 12 20
Frequently 27 45
Occasionally 13 21.67
Rarely 5 8.33
Never 3 5
Total 60 100



INFERENCE
It has been inferred that 45% of respondents frequently stand up for their rights, 21% stands for
it occasionally. Also we can infer that 20% of the employees always stand up for their rights
and 8% of them are rare, but 5% of them ignore such views.


always Frequently Occasionaly Rarely Never
12
27
13
5
3
20
45
21.67
8.33
5
FRANKNESS AND WILLINGNESS TO STAND UP FOR THEIR
RIGHTS
No: of Respondents Percentage
Page 37

6. Employee satisfaction at work

Parameters No: of Respondents Percentage
Highly Satisfied 4 6.67
Satisfied 12 20
Neutral 23 38.33
Dissatisfied 18 30
Highly Dissatisfied 3 5
Total 60 100



INFERENCE
It has been inferred that 38% of employees have neutral opinion on job satisfaction, 30% are
dissatisfied. Also we can infer that 20% of the employees are satisfied and 7% of them are
highly satisfied, but 5% of them experience high level of dissatisfaction.

Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
4
12
23
18
3
6.67
20
38.33
30
5
EMPLOYEE SATISFACTION AT WORK
No: of Respondents Percentage
Page 38

7. Stress part of work life for employees.

Parameters No: of Respondents Percentage
Strongly Agree 10 16.67
Agree 30 50
Neutral 14 23.33
Disagree 5 8.33
Strongly Disagree 1 1.67
Total 60 100



INFERENCE
It has been inferred that 50% of respondents agree that stress is part of their work life, 23% of
them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 8%
of them disagree but 2% of them strongly disagree.

Strongly Agree Agree Neutral Disagree Strongly
Disagree
10
30
14
5
1
16.67
50
23.33
8.33
1.67
EMPLOYEES VIEW ON STRESS
No: of Respondents Perentage
Page 39

8. Work is heavy and tiresome.

Parameters No: of Respondents Percentage
Strongly Agree 16 26.67
Agree 26 43.33
Neutral 12 20
Disagree 5 8.33
Strongly Disagree 1 1.67
Total 60 100



INFERENCE
It has been inferred that, 43.33% feel that their work is heavy and tiresome and 26.67% strongly
agree that their work is heavy or tiresome, 20% of their view is neutral,8% disagree and 2%
strongly disagree.
Strongly Agree Agree Neutral Disagree Strongly
Disagree
16
26
12
5
1
26.67
43.33
20
8.33
1.67
WORK IS HEAVY AND TIRE SOME
No: of Respondents Percentage
Page 40

9. Loneliness while working with others

parameters No: of Respondents Percentage
always 7 11.67
Frequently 23 38.33
Sometimes 19 31.67
Rarely 9 15
Never 2 3.33
Total 60 100




INFERENCE
It has been inferred that 38% of respondents frequently feel lonesome while working with others,
32% feel it sometimes and also we can infer that 15% of them feel it rarely, 12%always and 3%
never felt so.

always Frequently Sometimes Rarely Never
7
23
19
9
2
11.67
38.33
31.67
15
3.33
LONELINESS WHILE WORKING WITH OTHERS
No: of Respondents Percentage
Page 41

10. Boredom in their routine work

parameters No: of Respondents Percentage
Strongly Agree 9 15
Agree 23 38.33
Neutral 16 26.67
Disagree 10 16.67
Strongly Disagree 2 3.33
Total 60 100



INFERENCE
It has been inferred that 38% of respondents agree that they feel bored when engaged in their
routine work, 27% of their view is neutral and also we can infer that 17% disagree, 15%strongly
agree and 3% strongly disagree.

Strongly Agree Agree Neutral Disagree Strongly
Disagree
9
23
16
10
2
15
38.33
26.67
16.67
3.33
BOREDOM IN ROUTINE WORK
No: of Respondents Percentage
Page 42

11. Satisfaction with the existing working conditions

parameters No: of Respondents Percentage
Highly Satisfied 2 3.33
Satisfied 21 35
Neutral 21 35
Dissatisfied 10 16.67
Highly Dissatisfied 6 10
Total 60 100




INFERENCE
It has been inferred that 35% of respondents are satisfied with the existing working condition,
35% seems to be neutral. Also we can infer that 17% are dissatisfied and 10% are highly
dissatisfied. Only 3% are highly satisfied employees.

Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
2
21 21
10
6
3.33
35 35
16.67
10
SATISFACTION WITH EXISTING WORKING CONDITION
No: of Respondents Percentage
Page 43

12 Time for personal activities

Parameters No: of Respondents Percentage
Always 6 10
Frequently 18 30
Sometimes 11 18.33
Rarely 12 20
Never 13 21.67
Total 60 100




INFERENCE
It has been inferred that 30% of respondents frequently get time to do things that are really
important for them, 22% dont agree with this. Also we can infer that 20% who agree are rare
cases and 18% only sometimes. 10% have enough time to deviate for their personal activities.
13. Satisfied with the welfare measures
always Frequently Sometimes Rarely Never
6
18
11
12
13
10
30
18.33
20
21.67
TIME FOR PERSONAL ACTIVITIES
No: of Respondents Percentage
Page 44


Parameter No: of Respondents Percentage
Highly Satisfied 3 5
Satisfied 15 25
Neutral 13 21.67
Dissatisfied 24 40
Highly Dissatisfied 5 8.33
Total 60 100




INFERENCE
It has been inferred that 40% of respondents are dissatisfied with the welfare measures adopted
by the company, 25% are satisfied and also we can infer that 22% seems to be neutral, 8% are
highly dissatisfied and 5% are highly satisfied.


Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
3
15
13
24
5 5
25
21.67
40
8.33
SATISFIED WITH THE WELFARE MEASURES
No: of Respondents Percentage
Page 45

14. Health problems leading to absenteeism?

Parameter No: of Respondents Percentage
Very Often 3 5
Sometimes 18 30
Rarely 31 51.67
No 8 13.33
Total 60 100




INFERENCE
It has been inferred that 52% of respondent have the opinion that sickness makes them absent
from work rarely, 30% says from time to time and also we can infer that 22% says sickness alone
does not make them absent from work. 5% very often are absent due to health problems.

Very Often Sometimes Rarely No
3
18
31
8
5
30
51.67
13.33
HEALTH PROBLEMS
No: of Respondents Percentage
Page 46

15 Impact of political or social engagement force them to be absent from work

Parameter No: of Respondents Percentage
Very Often 3 5
Sometimes 16 26.67
Rarely 17 28.33
No 24 40
Total 60 100




INFERENCE
It has been inferred that 40% of respondents have an opinion that the political or social
engagement force did not make them absent from work, 28% feel it to be rare and also we can
infer that 27% are satisfied and 5% very often keep themselves absent due to political or social
engagements.

Very Often Sometimes Rarely No
3
16
17
24
5
26.67
28.33
40
IMPACT OF POLITICAL OR SOCIAL ENGAGEMENT ON
ABSENTEEISM
No: of Respondents Percentage
Page 47

16. Habit of alcohol consumption makes them absent

Parameter No: of Respondents Percentage
Often 2 3.33
Very Often 6 10
Sometimes 21 35
Rarely 9 15
No 22 36.67
Total 60 100




INFERENCE
It has been inferred that 37% of respondents have an opinion that the habit of alcoholism did not
make them absent from work. 35% says sometimes they are absent for work and also we can
infer that 15 % come under rare cases, 10% are very often and 3% are often absent from work
due to this bad habit.
Often Very Often Sometimes Rarely No
2
6
21
9
22
3.33
10
35
15
36.67
HABIT OF ALCOHOL CONSUMPTION MAKES THEM
ABSENT
No: of Respondents Percentage
Page 48

17. Helping hand from the colleagues

Parameter No: of Respondents Percentage
Yes 6 10
No 36 60
To Some Extent 18 30
Total 60 100




INFERENCE
It has been inferred that 60% of respondents have an opinion that their colleagues did not help
them in case of personal problems, 30% says to some extent they had received some help and
also we can infer that 10% agree that their colleagues help them in case of any personal
problems.

Yes No To Some Extent
6
36
18
10
60
30
HELPING HAND FROM THE COLLEAGUES
No: of Respondents Percentage
Page 49

18. Any occupational hazards which prompt the employees to take leave

Parameter No: of Respondents Percentage
Yes 8 13.33
No 52 86.67
Total 60 100




INFERENCE
It has been inferred that 87% of respondents have an opinion that they are not afraid of any
occupational hazards which prompts them to take leave, 13% show some kind of fear towards
occupational hazards which prompt them to take leave.

Yes No
8
52
13.33
86.67
OCCUPATIONAL HAZARDS WHICH PROMPT TO TAKE LEAVE
No: of Respondents Percentage
Page 50


FINDINGS

On analysing the response it is found that, 35% of the employees are dissatisfied with
their work.
50% of the employees have an opinion that stress is part of their work life.
43% agree and 27% strongly agree that their work is heavy. From this, it can be
interpreted that the employees are having a hectic work schedule.
A total of 70% of the employees feel lonely while working with others.
39% of workers feel bored in their routine work.
42% dont have time for their personal activities.
40% of the workers are not satisfied with the welfare measures adopted by the company.
Health problems seem to be one of the causes of absenteeism for the work.
It is also found that 35% of the employees are satisfied with working condition.
It has been found that 40% of the respondents have an opinion that politics have no
impact on the employee absenteeism.
60% of the employees feel that their colleagues did not help them in case of personal
problems.











Page 51

SUGGESTIONS & IMPLICATIONS
The management must intervene in the day to day activities of the employees. They
should provide full-fledged support, guidance and encouragement.

The management must provide training programme to the employees at a frequent basis.
This will help them to enhance their skill and improve their existing performance. The
management must further, scrutinize the response of the employees after the
implementation of the training programme.

Overloaded workaholic atmosphere must be avoided, as it may create a lot of stress-
related problems.

Employees must be encouraged for their creativity and innovative outlook towards their
job assigned.

Welfare measures of the employees should be improved so as to make the employees feel
more satisfied and contended. A satisfied employee will be more committed to the
Hospital.

Medi-claim policies, weekly or monthly medical checkups etc should be provided to the
employees in order to make them physically fit for the job.

The employees should either be provided with transportation facility or housing facility
so that they would have ample time for recreation in substitute for the time they spend in
traveling.

The management should take necessary action to strengthen the relationship between the
employees.








Page 52

CONCLUSION


The study tries to reveal the factors influencing the absenteeism of employees with some
suggestions which will be of immense aid for the employees as well as the Hospital to reduce the
absenteeism level. I earnestly desire that, the study might bring some descend in the number of
absentees in the Hospital, if taken into consideration practically.
To conclude, employees dissatisfaction towards job & welfare measures, hectic
work schedule, stress, health problems are some of the major causes of absenteeism. This can be
reduced by the management by implementing various employee satisfactory changes in the
Hospital. People are the major assets of any Hospital and taking care of their welfare and
satisfaction is their duty as a whole apart from earning profit. As work environment is becoming
more challenging and complex, the management must also see through it that, it is capable of
managing and bringing in changes at the same pace so as to survive in this competitive scenario.












Page 53

BIBLIOGRAPHY

K.ASWATHAPPA, Human resource and Personnel Management, Tata Mc Graw Hilll, 2003.
REDDY P.N and GULSHAN S.S, Principles Business Hospitalal Management, Eurasia
Publishing House 1990.
http://www.bostonhospital.com/
http://www.tau.ac.il
http://etd.unisa.ac.za/ETD-db
www.trainingspotting.com/
















Page 54

ANNEXURE
NAME :
1. Age

20-30 30-40 40-50 More Than
2. Sex :
Male Female
3. Marital status

Single Married Divorced Separated

Living together Widow(er)

4. I am able to communicate my feelings to others?
Always Very often Often Rarely
Never
5. I am forthright, frank and willing to stand up for my rights
Always Frequently Occasionally
Rarely Never
6. How satisfied I am with my works?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
7. Stress is a part of my work life
Strongly agree Agree Neutral
Disagree Strongly Disagree
8. Do you feel your work is heavy or tiresome?
Strongly agree Agree Neutral
Disagree Strongly Disagree

Page 55

9. Do you feel lonesome while working with others?
Always Frequently Sometimes Rarely Never
10. Do you feel boredom in your routine work?
Strongly agree Agree Neutral
Disagree Strongly Disagree
11. Are you satisfied with the existing working condition?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
12. Do you have time to do things that are really important for you?
Always Frequently Sometimes Rarely Never
13. Are you satisfied with the welfare measures adopted by the company?
Highly Satisfied Satisfied Neutral Dissatisfied
Highly Dissatisfied
14. Does sickness makes you absent from work?
Very often sometimes very seldom No
15. Does any of the political or social engagement force make you absent from work?
Very often sometimes very seldom No
16. Does the habit of alcoholism make you absent from work?
Often Very often Sometimes Very seldom No
17. Do your colleagues help in case of personal problem?
Yes No To some extent
18. Are you afraid of any occupational hazards which prompt you to take leave?
Yes No


Page 56

19. How do you take your eligible leave?
With prior sanction without prior sanction

20. Do you take leave for any other reason, specify?