OBJECTIVES OF THE STUDY

i. To identify the rate of absenteeism of “worker”.

ii. To identify the causes of absenteeism.

iii. Suggest any measures to reduce the rate of absenteeism.

 INTRODUCTION

REASONS TO CHOOSE THE PROJECT:

When I joined the training at AUTOMETERS ALLIANCE LTD. , I was allotted the project of

“ABSENTEEISM OF EMPLOYEES”.

Initially it appeared to me quite a simple project, but as I started working on it only then I

understood its real significance. It is often easier for the organizations to make arrangement to

cover staffs, which are going to be off for long periods. However employees taking odd days off

here and there are more problematic, can have an immediate impact. If remain unchecked, this

type of absence can send out the wrong signals to colleagues who, in some jobs , are likely to

have cover for those absent . If employers fail to take action, a ‘buggins turn’ mentality may

emerge. Frequent absence may have serious repercussions where staff sre employed in

customer-facing roles or employed on production lines. The impact of absence may be most

directly felt and the need to arrange cover at short notice may be paramount.
Scope of the Study:

● To study and analyze the reason for absenteeism in EP Dept. of Autometers Alliance Ltd.

at Noida.

● To understand the relationship between employee’s attitude and moral.

● To find the absenteeism ratio and suggesting the management:

i. To retain absenteeism ratio, if it is low or minimal.

ii. To reduce the absenteeism level, if it is more.

Limitations of the Study:

● The study is limited to only workers in one department at Autometers Alliance Ltd

(Noida).

● Time is an important limitation in this project work.

● The lack of co-operation from some of the respondents.

● Some of the respondents are not interested in giving much information due to their

bias/busy work schedule.

 COMPANY PROFILE

ABOUT THE COMPANY:

Autometers Alliance Ltd is an ISO9001, ISO14001 certified Indian company manufacturing high

technology products to international standards. The company ranks amongst the country's

premier hi-tech engineering solutions provider for Switchgear, Data Acquisition, Power

Electronics, Audio & Display Systems, Escalators and UPS Systems for Metro and Railway

networks and for industrial applications. The company has formed strategic alliances with

leading OEM’s worldwide.

MISSION AND VISION:

Mission :

“ Design, Manufacture, Market and Service :

Power Conditioning Equipment, HT / LT Switchgears and Electrical Panels, Measuring,

Recording and Control Devices, Passenger Information System ”.

Vision :

“To design and manufacture world class Electronic and Electrical equipments to highest quality

and reliability standards for traction and other applications”.

 AAL HISTORY

1988

● Started production of Railway tachographs in technical collaboration with Hasler AG,

Switzerland

1989

● Set up R&D centre at Noida

 1992

● Started production of Protection Relays for Indian Railways in technical collaboration with

Secheron SA, Switzerland

1993

● Recognition of R&D Centre by Government of India

● Started production of Wheel Flange Lubricating System for Indian Railways in technical

collaboration with Secheron SA, Switzerland

1994

● Obtained ISO 9001 certification

1996
● Started production of Online Uninterruptible Power Supply Systems upto 40 kVA in technical

collaboration with Powertronics SpA, Italy

1998

● Started production of Vacuum Circuit Breakers for Electric Locomotives and EMUs in technical

collaboration with Secheron SA, Switzerland

● Relocated to a larger and modern manufacturing facility in Noida

1999

● Started production of 300 kVA GTO based Auxiliary Converter for Electric Locomotives (AC

propulsion) in technical collaboration with Chittaranjan Locomotive Works, Indian Railways.

[Technology from ABB (now Bombardier)]

● Started production of IGBT based Underslung Converter (DC to AC) for Passenger Coaches in

technical collaboration with Hyundai Heavy Industries Co Ltd, South Korea

 2000

● Started production of IGBT based Static Converter for Electric Locomotives (DC propulsion) in

technical collaboration with Hyundai Heavy Industries Co Ltd, South Korea

● Started production of IGBT based Onboard Converter (DC to AC) for Passenger Coaches in

technical collaboration with Hyundai Heavy Industries Co Ltd, South Korea

2001

● Started production of Electrical Circular Connectors for traction application in technical

collaboration with Gimota AG, Switzerland

 2002

● Started production of Passenger Information System for Indian Railways & Metro Railways in

technical collaboration with Whiteley Electronics Ltd, UK

● Started production of IGBT based Underslung Converter (AC to AC) for Passenger Coaches in

technical collaboration with Hyundai Heavy Industries Co Ltd, South Korea

2004

● Started manufacturing Onboard Electrical Panels for Delhi Metro under technical alliance with

Daeyang Electric Co Ltd, South Korea

2006

● Inhouse designed and developed DSP based Efficient Controller (H/W & S/W) for 180kVA

Auxiliary Converter used in Locomotives

● Signed technical collaboration agreement with Ganz Transelectro Vehicle Devices Ltd, Hungary

for manufacturing of Onload Tap Changers for Electric Locomotives

● Signed technical collaboration agreement with Powertronix SpA, Italy for manufacturing of UPS

Systems upto 2400 kVA (8×300)

● Signed agreement for joint development of specialised Switchgear items for traction application

with Alfa Union AS, Czech Republic

● Signed technical licence agreement with Pixy AG, Switzerland for production of Onboard

Diagnostic Terminal for Railways

2007

● Improvised Vacuum Circuit Breaker design & technology for enhanced reliability and applied

for its patenting

● Inhouse designed & developed GPS based Passenger Information Display System for Railway

Coaches

2008

● Technological improvement in design of various Onboard Data Acquisition Systemsby

incorporating Field Programmable Gate Array (FPGA) Chip

● Initiated co-operation with Neurocom, JSC Moscow, Russia for manufacturing and selling of

Driver Vigilance Telemetric Control System (DVTCS) to Indian railways

2009

● Inhouse designed & developed a range of DC to 3 Phase AC and DC to DC IGBT based

Underslung Converters for Metro Railways

● Inhouse designed & developed LED based Destination Display Boards cum Passenger

Announcement & Vehicle Tracking Systems for modern Buses

● Inhouse designed & developed GPS/GSMR compatible Public Information System for

Bus-Q-Shelters

● Obtained TS 16949 certification for the Co's Display Systems range, meant for Automobile

industry

2010

● Inhouse designed, Developed and Started production of Earthing Switches for Electric

Locomotives and EMUs

● Inhouse designed, Developed and Started production of Master Controllers for 3 Phase AC

Locomotives

● Inhouse designed, Developed and Started production of Key Multipliers Safety Interlocking

system for Locomotives & EMUs

● Obtained CE & E Marking for the range of Display Systems, meant for Automobile industry

● Obtained Technical Approval from RDSO, Ministry of Railways for supply & installation of

Heavy-duty Passenger Escalators at Indian Railway Stations

2011

● Selected by Railway Board, Ministry of Railways for its "Pilot Project" of design, supply &

installation of Heavy-duty Escalators at its various Railway Stations, under consortium with

Canny Elevator Co Ltd, China

● Entered into Technical Alliance with Elno Societe Nouvelle, France for Public Address System

for networked Mainline and Metro Railway Stations & control centres

● Inhouse design and development of 1ø and 3ø unity power factor rectifier technology for ratings

upto 500kVA

● Inhouse design and development of 2×500kVA Hotel Load Converter for Locomotive using

Heat Pipe based thermal management

● Inhouse designed & Developed Vigilance Control Device for Electric Locomotives to supervise

the alertness of driving crew for functions like throttle, master controller, horn, sander, loco

brake, train brake, and various others

● Inhouse developed safety critical electronic modules for control system of Power Plant of

Submarine confirming to MIL standards incorporating redundant logics / CAN Bus / RS485 Bus

/ MIL 1553 Bus

● Inhouse designed & developed 180kVA Static Converter with unity power factor rectifier used

as Auxiliary Power source in conventional Locomotives

● Inhouse designed & developed MICAS-S2 Communication Interface with FPGA based hardware

for 130kVA Auxiliary Converter used in 3-Phase Locomotives

2012

● Inhouse designed & developed main controlled unit (Dual Core-ARM+DSP based main

controller) of On board Public Address / Passenger Information System used in Metro and

Railways application

● Inhouse designed & Developed Hall Effect based Active Speed Sensor for Traction Motor

● Inhouse development under taken for 35kVA Underslung Converter for AC coach giving 40%

more power with 30% less volume and weight thereby giving twice the power density

● Signed MOU with Societe De Constructions Electroniques Lilloise, France (Visionor) for joint

development of TFT / LCD Displays for Indian Railway / Metro

2013

● Signed MOU with Ansaldo STS, Italy for joint development of high end Train Protection &

Warning System (TPWS) for Indian Railway

● Obtained IPC-A610 & IPC / WHMA-A-620 Quality Standard Certification in PCB & Electric

Assembly area
 2014

● Expansion of production facility for new product lines, thus adding another 4600 Sq. m. floor

area.

2015

● Obtained Environment Management System in accordance with ISO 14001:2004 and

Occupational Health and Safety Management System in accordance with OHSAS 18001:2007

2016

● Inhouse designed, developed and started production of 3×130kVA Auxiliary Converter for IGBT

based Three Phase AC Locomotives

INFRASTRUCTURE:

ELECTRICAL:

● Well-equipped manufacturing and testing facilities for assembly and testing of Power

Electronics equipment upto 500 Kva

● Complete manufacturing and testing facilities for assembly and testing of HT/LT

Switchgear products and Electrical Panels

● Complete manufactruring and testing facilities for making and testing of Wire Harness,

both power & control

● Facilities for manufacturing of coils and bushings using cusotmised CNC winding

machines

● Single phase variable voltage source upto 300 kVA

● Variable voltage DC source upto 50 kW

● Resistive & inductive loading facilities

 ● High voltage test setup upto 100 kV

● AC high current source upto 1000 Amp

● Shielded tan d & partial discharge test facilities

● Specialised Endurance test setup for various products

MECHANICAL:

● Well-equipped CNC machine shop with modern machines for production of precision

mechanical components and prototypes, with consistent accuracy index.

● CNC Machine shop includes CNC machining centers, CNC lathe machines, gear hobbing

machines, jig boring machine, multi-spindle drilling machine, cylindrical grinding

machine, vibro-benz vibratory de-burring machine, ultrasonic cleaning machine etc.

● Tool room capability.

● Tool design and manufacturing capability.

● Heat treatment facility.

ELECTRONICS:

● Comprehensive manufacturing facility for assembly and testing of multilayer PCBs both

with surface mount and through-hole technologies

● Surface mount PCB manufacturing line, equipped with Fully-automatic Paste Printer,

Fully Automatic "Pick & Place" machine with Lead free compatible Reflow Oven, Ultra

sonic PCB Cleaner, Customized automated test jigs & BGA rework stations

● Through-hole PCB manufacturing line equipped with light guided “Pick & Place”

machines, wave soldering machine

● State-of-art measuring & test equipment like CRO, harmonic analyzer, temperature

scanners, power supplies, multi-meters etc, in circuit tester.

● ESD-protected Kardex shuttle storage systems for storing specialised Electronic

components & boards

● Environmental chambers for temperature & humidity cycling

● Dry cabinet for storage of SMD (moisture sensitive components & devices)
QUALITY POLICY :

Quality Policy

“Our business operation relates to safety and reliability in our products, solutions and services

under very demanding conditions of the customers.

 Our endeavour will always be to meet customer expectations to the fullest in the products,

solutions and services that we provide by making continuous improvement in product design, by

constant development of technology, and by increased efficiency in service provided to the

customer.”

QUALITY ASSURANCE:

● ISO 9001 certified since 1994

● In-house calibration facility (having traceability) with National accredited test labs and full

compliance with National and International Standards

● Continuous vendor evaluation and assessment using an in-house developed software for

decision support

● Quality assurance and enhancement plans for all products according to International quality

standards and collaborators / customer specifications

● Computerised decision support and control system for inspection of all incoming material

● Automated data-loging from instruments through Multiplexers in the computers, thereby

eliminating human errors

● Computerised 3-dimensional co-ordinate measuring machine

● Computerised profile projector with magnifying capability upto 100 times for fine

measurements of mechanical components

● State-of-the-art instruments and gauges for testing of electronic, electrical and mechanical

components

● Test facilities for inspection of coating thickness and surface treatment

● Surface roughness tester

● Spring constant checking machine

● Hardness tester, electrical conductivity tester

● Well defined Quality audits for in-process & final stages of production

● Product prototypes testing facility, including load test, high voltage / di-electric test,

environmental test, heat test, dust test, water-ingress level test and more

PRODUCTS MANUFACTURED :

TRACTION SECTOR:

POWER CONDITIONING:

● Converter Electric Locomotive DC Propulsion

Compliant Standards:​ IEC 60571 (Edition 2.1), IEC 61287-1 (Edition 2.0), IEC 60310 (Edition

3.0), IEC 61373 (Edition 2.0) and other relevant IEC and Indian (BIS) Standards.
 TECHNICAL FEATURES

● State of the art DSP based system

● Stabilised and balanced output at 415 V and 50 Hz with minimum distortion

● Eliminates the need of special auxiliary motors thereby reducing the cost of auxiliary motors

● Near unity power factor achieved using 4 quadrant front end converter

● Maintenance free, being fully static

● Less noise

● Event and data logging facility helps in fault diagnostics

● Electrically and functionally one to one replacement of Arno Converter

● Online monitoring

● Controlled battery charger with galvanic isolation between converter and battery

● Eliminates the disadvantages of rotary converter

● Optical link between DSP and power devices

APPLICATIONS

Converts single phase input voltage with typical railway characteristics to stabilised 3-phase

voltages for the safe and reliable operation of electrical equipment onboard railway vehicles.

TECHNICAL SPECIFICATIONS

A. Input

Factors Values

Nominal voltage AC single phase, 380 V or 415 V, -22%, +33% (corresponding to catenary voltag
Power factor Close to unity

Frequency 50±6% Hz

Regeneration facility Available due to front end 4 quadrant operation

B. Output

Factors Values

Output Power 180 kVA, 0.8pf (at nominal operation)

Overload 200% for 5 sec (360 kVA & current limit of 600A)

Voltage 1 AC 415 ± 5%, 3-phase system

Voltage 2 DC 110V ±5% ripple (rms) at full load

Waveform Sine wave

Total harmonic distortion in ≤10% (up to 20th harmonic)

voltage

Efficiency ≥92% (at nominal input voltage)

C. General

Factors Values

Operating ambient temperature 0 to 70 °C

Cooling Forced air cooling

Display & communication port Vacuum fluorescent display (VFD) and RS-232 port for online monitoring and

Control voltage Nominal (77 to 137.5 V)

Mounting Onboard floor mounting

Weight ~1400kg

Envelope size 680x1740x1650 mm (approx)

● Converters Electric Locomotive AC Propulsion​ :

AUXILIARY CONVERTER GTO BASED 3 X 100KVA

AUXILIARY CONVERTER IGBT BASED 3 X 130KVA

 HOTEL LOAD CONVERTER IGBT BASED 2 X 500KVA

● Converters Passenger Coaches​:

UNDERSLUNG CONVERTER IGBT BASED 25KVA SGC

UNDERSLUNG CONVERTER IGBT BASED 25KVA HOG

SMPS BATTERY CHARGER 6.5 KW

 BATTERY CHARGER 30 KW PRE-COOLING

● Converters Metro Coaches​:

​UNDERSLUNG CONVERTER 5 KW
 UNDERSLUNG CONVERTER 50KVA

UNDERSLUNG CONVERTER 100KVA

TRACTION SWITCHGEAR:

● Power Switchgear:
 VACUUM CIRCUIT BREAKER

● Control Switchgear

● Panels

● Connectors

● Contactors

DATA ACQUISITION AND CONTROL DEVICE:

● Onboard Measurement Devices

● Onboard Control Devices

AUDIO AND DISPLAY SYSTEM:

● On Board Applications Metro & Sub Urban Rail

● Stationary Applications Metro & Sub Urban Rail

● On Board Applications Railways

INDUSTRIAL SECTOR:

ESCALATOR:

● Escalators

UNINTERRUPTIBLE POWER SUPPLIES:

● Rating 10 kVA - 2400 kVA

Other Information:
HUMAN RESOURCE:

TECHNICAL PERSONNEL ≈ 80%

ADMN. / COMM. PERSONNEL ≈ 20%

“Continuous product and process related internal and external training programmes, for

improvement in quality and skill of human resource at all levels, is an integral part of our

corporate philosophy”.
Autometers Alliance ltd. Attendance System:

Purpose: ​The object of established general employment conditions is to ensure basic rules /

norms and discipline are maintained uniformly across the country.

● The total number of working days are 6 days a week.

● The normal weekly holiday for all employees under regular shift work is on Sunday.

● Compensatory Leave: There is no compensatory leave in the company.

Hours of Work:​ The normal Working hour shall be 8 hours a day excluding half-an-hour

break / recess time.

Shift Time: ​There is only one shift followed in the company i.e. 9:00 am-5:30 pm.

Lunch Time: ​Lunch timings for different departments are different as follows:

First Shift: 12:00 am-12:30 pm

Second Shift: 12:30 pm-1:00 pm

Third Shift: 1:00 pm-1:30 pm

Attendance Recording System:

● Card Punching: To ensure that every employees has punched his card when he enters to

the company. Here card is punched only at entry time. There is no rule of punching card

at the closing hour of the employee.

Attendance Downloading & Report generation:

● When the employee punch his card, the data recorded in the punching clock is transferred

to the file in the computer through downloading & posting.

● The process of downloading & posting of attendance is done through the help of software

i.e. MAC Software.

● After downloading the attendance data of the same day is posted as a separate file.

● The data is checked twice a day

o 1​st ​ ​check -10:00 am

o 2​nd ​ check – 1:00 pm(check the attendance for late coming in the morning)

● All the data generated in the system has been recorded in the attendance register

manually daily with time if an employee punches after 9:00 am.

 ● A muster or attendance register for each employee is open in the system every month

with all the particulars like Card No., Name, Month And Holidays pertaining to that

employee.

Leave Limits:

Casual Leave: ​An employee is eligible for 7 days casual leave per calendar year.

​No employee is allowed to leave more than three (3) days continuously at a time.

Privilege Leave / Earned Leave:​ An employee is eligible for 15 days privilege leave

in calendar year.

National and Festival Leave: ​Four National and Seven Festivals holidays are award

each year.
Sick Leave:​ An employee is eligible for eight days sick leave per calendar year.

Medical proof has been submitted for continuous more than 3 days sick leave. No

medical proof is needed for 3 days sick leave.

Leave on Loss of Pay:​ If an employee remains absent on LLP grounds from Monday

to Saturday, the succeeding weekly holiday Viz, Sunday shall also be treated as leave on

Loss of Pay.

An employee who is on loss of day for 24 days and above in a calendar

year shall not be eligible for n increment. However loss of pay arising out sickness and

accidents for continuous 10 days and above shall not be taken into account for arriving

the 24 days.
 REVIEW OF LITERATURE

Meaning:

​Absenteeism has been variously defined authorities from time to time. Thus

the term absenteeism refers to the workers absence from his regular task when he/she is

scheduled to work.

Any employee may stay away from work if he/she has taken leave to which he/she

is entitled (or) some accident without any previous sanction leave.

Definition by Experts:
 Absenteeism is the total man shifts lost because as percentage of the total

number of man shifts scheduled to work. – Labor Bureau Simla.

Absenteeism is the practice (or) habit of being as “Absence” and absentee is won

who habitually stay away. – Webster Dictionary.

Types of Absenteeism:

● Authorized Absenteeism

If an employee absents himself/ herself from work by taking

permission from his/ her superior and applying for leave, such absenteeism is

called as Authorized Absenteeism.

● Un-Authorized Absenteeism
 If an employee absents himself/ herself from work without

informing or taking permission and without applying for leave, such absenteeism

is called as Un-Authorized Absenteeism.

● Willful Absenteeism

If an employee absents himself/ herself from duty willfully,

such absenteeism is called as Willful Absenteeism.

● Caused by Circumstances beyond One’s control

If an employee absents himself/ herself from duty going to

the circumstances being his/ her control like involvement in accidents or sudden

sickness, such absenteeism is called as absenteeism caused by circumstances

beyond one’s contro

Measurement of absenteeism:

For calculating the rate of absenteeism we require the number of people scheduled to

work and number of people actually present. Absenteeism can be find out of absence rate

method.
For example:

a)​ ​Average number of employees in work force : 100

b) Number of available workdays during period : 20

c) Total number of available workdays (a x b) : 2,000

d) Total number of lost days due to absences during the period : 93

e) Absenteeism percent (d [divided by] c) x 100 : 4.65%

Since absenteeism is a major barometer of employee morale, absenteeism above 5 percent has to be

considered as very serious(across most industries 3 percent is considered standard)

Features of Absenteeism:

Research studies undertaken by different authors reveals the following features of

absenteeism.
 ● The rate of absenteeism is the lowest in pay day it increases considerably on the

following payments of wages and bonus.

● Absenteeism is generally high among the workers between 40-50 years of age.

● The rate of absenteeism varies from department to department within

organization. Generally it is high in EP section.

● Absenteeism in tradition industries is seasonal characters.

Effects of Absenteeism:

● Increasing rate of absenteeism adds considerable crash to the cost of industry.

Besides the loss of capital, absenteeism also adversely affects the process and the

business profit. The effects of unauthorized absenteeism are more than other types

of absenteeism.

Causes of Absenteeism:

● Sickness:
 Sickness is one of the main reasons for the employee’s absenteeism in the

company.

● Unhealthy Working Conditions:

Excess noise, poor ventilation, dust, accidents due to currents etc, causes the

absenteeism of workers.

● Social and Religious Ceremonies:

Social and Religious functions divert the workers to remain outside the worksite.

● Alcoholism:

Workers mostly prefer to spend money and the consumption of liquor and

enjoyment after getting the wages. Therefore the rate of absenteeism is more

during the first week of every month.

● Unsound Personal Policies:

The improper and unrealistic personal policies result in employee’s

dissatisfaction. The dissatisfied employee in turn prefers to be away from the

work.

● Personal Factors:
 Such as marital, health, education, hobbies and extra curricular activities. When

age and experience of the worker with longer experience had a better reward of

presence less experienced worker to be make absent.

● Home Condition:

Such as distance from residences, mode of conveyance, family size, problems and

responsibilities.

● Job Satisfaction:

There is relationship between job satisfaction and absenteeism i.e., job

satisfaction is negatively calculated with absenteeism.

Measures for Control of Absenteeism:

● Absenteeism is a serious problem for a management because it involves heavy

additional expenses. Reserves and understudies are kept in readiness to take the

place of the absentee, failing which the overhead cost of idly equipment has to be

faced. Industrial employees do not usually ask for leave of absence as to how long

they would be way.

● The Encyclopedia of social science suggests the following measures to reduce the

absenteeism.

Rate of Absenteeism:

● The personnel management should encourage notification, especially in cause of

sickness. When the duration of absences is likely to be long.

● In case of personal and family circumstances. Eg., Illness of children. Leaves

should be granted.

● To reduce unavoidable absence due to sickness an industrial accidents,

programmers of industrial hygiene and safety should be strengthened.

● Regularity in attendance can be encouraged to some extend and other pecuniary

Inducements.

● Absenteeism is probably natural human reaction to the routine of modern factory

Life.
Recommended Disciplinary Procedures if Absenteeism Continues

The following guidelines outline the recommended steps to be taken in cases where short-term

absences are considered to be above an acceptable level in a particular period of time.

Stage 1: Counseling Interview

● The immediate supervisor should advise the employee of his concern over the absences,

try to establish the reasons for the sickness and determine what needs to be done to

improve attendance.

● If any medical condition is identified at this stage and is likely to have an effect on job

suitability, the supervisor should arrange an appointment with a company-approved

doctor. This should be confirmed with the employee in writing within five working days.

● If from the discussion, the problem does not appear to be due to an underlying unfitness

for work, the supervisor should advise the employee that, while the recorded ailments

may be genuine, a sustained improvement in attendance is expected or the next stage in

the procedure will be taken.

 ● A review of the attendance will automatically be made each month for the next six

months.

Stage 2: First Formal Review (​Verbal Warning​ Stage)

● If the employee’s absences continue to worsen following analysis and regular monitoring,

he should be invited to attend a formal review meeting with the supervisor.

● The absence record should be detailed in a letter inviting the employee for this interview.

The employee should be advised that she is entitled to be represented by a union

representative or a colleague as appropriate.

● The purpose of this meeting will be to:

--continue to discuss the underlying reasons for the absences,

--advise the employee of the service and cost implications of her absence, and

--warn the employee (except when deciding to seek medical advice) that if there is ​not a

substantial and sustained improvement​, her employment may be terminated because of

her inability to maintain an acceptable attendance level. This constitutes the verbal

warning.

● Where medical attention is warranted, action must be taken immediately. The meeting is

therefore only adjourned to allow this part of the process to be completed. Within five

working days, the employee must receive medical advice. The meeting is then

reconvened with HR and the doctor’s opinion is discussed.

● If the doctor confirms fitness for work, the employee should be warned about the

consequences of continued absence.

Stage 3: Second Formal Review (Written Warning Stage)

● Where regular monitoring indicates that no improvement in the absence pattern has

occurred, a second formal meeting will be arranged with HR.

● The letter inviting the employee to the meeting will include the absence record and,

again, advice on representation.

● Any new information given at the meeting regarding ill health or a change in the nature

of sickness may need to be assessed by a company-approved doctor.

● The employee should be given the opportunity to explain his or her absence record. If

appropriate, the supervisor should inform the employee that a ​formal written warning is

being issued​ and that this warning will ​remain in the employee’s file​ for a specified

period. A copy of the warning should be issued to the employee and to his/her

representative.

● The employee should be informed that failure to comply with the company’s attendance

expectations and to improve on the present unacceptable record of absence, will result in

the ​termination of the employee’s employment​.

● Where fitness for work is in doubt, proceed with redeployment options according to the

guidance received by the doctor. Consult with the employee’s union representative (if

applicable) on the redeployment process and options.

Stage 4: Temporary Suspension From Work

 If following the implementation of the previous stages of the disciplinary process, no

improvement in attendance occurs, management may proceed with a temporary

suspension without pay. The intention to suspend should be confirmed in writing with

details of start and end dates. A copy of the letter of suspension should be sent to the

employee’s representative (if applicable).

Stage 5: ​Termination of Employment

● This is the final stage in the disciplinary process whereby the employee is dismissed for

inability to comply with the company’s requirements for attendance at work. Dismissal

can only take place with the written authorization of a senior manager and HR.

● The letter calling the employee in will again include advice on representation and will

outline the absence record. The employee should be advised that, as a result of the

interview, he or she may be ​dismissed for incapability to perform work duties​.

● Again, the company doctor may have to be consulted if any new information is

forthcoming in regard to the employee’s health or capacity for work.

● Where redeployment is not possible, or appropriate, consider proceeding with dismissal

for reasons of capability. Eligibility for disability benefit will depend on the

circumstances of each case.

● If a decision is made to dismiss on the basis of capability, a ​copy of the letter of

dismissal​ should be sent to the employee’s representative (if appropriate).

● The employee may have the right to appeal against dismissal. The appeal should be in

line with the company’s disciplinary procedures.

Challenges in Managing Absenteeism

Be aware that supervisors are often uncomfortable or unwilling to report on those who have

exceeded acceptable levels of absenteeism. Because of the many pressures already on

supervisors, the consistent implementation of absenteeism policies is not always their top

priority.

It is important to try to take the subjectivity out of managing absenteeism and to ensure that ​all

employees are treated the same​. It is essential to be consistent, persistent, and fair to all. When

absence is not addressed or addressed in an inconsistent manner, lower morale can result.

Employees can feel they have been treated unfairly when they perceive other absent employees

are “getting away with it.”

The majority of employees will ​appreciate policies and programs that are facilitative​, rather than

punitive. Stringent or punitive measures that force employees to come to work can result in

employees that then become, "absent while at work."

They do as little as possible and resist any effort to get them to do more. Other programs should

be implemented that help ​employees​ be present at work, such as ​flexible work scheduling​, ​job

sharing​, ​attendance awards​ and wellness programs.

 RESEARCH METHODOLOGY

The systematic gathering recording and analyzing of the data about problems, formulating

hypothesis and suggested collecting, organizing and evaluating data, making deductions and

reaching conclusion and carefully testing the conclusions to determine whether they fit the

formulating hypothesis.

Aim Of The Study:

Having assigned the task of conducting a survey for the esteemed and prestigious

“Autometers Alliance Ltd.” The aim of the research is

“ Study of the reason that way for the increased rate of Absenteeism among workers

in Autometers Alliance Ltd.”

Research Design:

The process starts after selection of the topic research design denotes the planning

of the resource study by which the research followed the below method and techniques.
 The type of research design framed for the study is ​“ Descriptive Research”.

Sample Size:

The survey is conducted with 60 employees of Autometers Alliance Ltd. This is

determined by considering the time factors and restrictions in the company.

Data Collection Method:

After identifying and defining the research problem and determining specific

information required is solve the problem, the task is to look for the type and source of data

which may yield the desired results. Two types of data are being collected but the primary data

from a major part of the study.

The Two Types of Data Collection:

● Primary data &

● Secondary data

Primary Data:
 These are the date that are freely collected from the employees so as to find the

increased rate of irregular attendance questionnaires are being, prepared and circulated among

the employees so as to collect accurate data and results.

Secondary Data:

The process of secondary data collection and analysis is called research. It includes

those data, which are collected for that earlier research work. Thus efficacious use of secondary

data can save both money and time of the research. Company was the main source of secondary

data which provided the material for the research study.

Collection of data through Questionnaires:

This method of data collection is quite popular, particularly in case of big enquiries.

It is being adopted by private individuals, research workers, private and public organizations and

even by governments. In this method a questionnaires is consists of a number of questions

printed or typed in a definite order on a form or set of forms.

The method of collection data by making the questionnaires to respondents is most

extensively employed in various economic and business surveys. Respondents, who are not

easily approachable, can also be reached conveniently. Large samples can be made use of and

thus the results can be made more dependable and reliable.

Statistical Tools Used:

The statistical tools which will be used to analysis the data is:

➢ Sample percentage method:

This method is used in making comparison between two or more series of data.

Percentages are used to describe relationship percentages can also be used to compare the

relative terms.

DATA INTERPRETATION AND ANALYSIS

 Table No-1

Workers Gender:

Factors No. of Respondents % of Respondents

Male 24 40

Female 36 60

Total 60 100
Interpretation:

From the above table, 60% of employees belong to female workers.

Chart No-1
Table No-2
 Age of Workers:

Age No. of Respondents % of Respondents

18-25 Yrs 21 35

25-35 Yrs 27 45

35-45 Yrs 9 15

45 & Above Yrs 3 5

Total 60 100

Interpretation:

From the above table, 45% of employees are in 25 to 35 years of age, 35% are in 18 to 25 years

of age, 15% are in 35 to 45 years of age.

Chart No-2
 Table No-3

Distance from Residence:

Distances No. of Respondents % of Respondents

0-5 Kms 9 15

5-10 Kms 21 35

10-15 Kms 15 25

15-20 Kms 12 20

20 & Above Kms 3 5

Total 60 100
Interpretation:

From the above table, 60% of employees are travelling between 5-15 kms daily from their

residence to the office.

C​hart No-3
 Table No-4

Mode of Transport:

Factors No. of Respondents % of Respondents

By Train & Walk 12 20

By Govt. Bus 33 55

By Own Vehicle 6 10

By Walk 9 15

Total 60 100
Interpretation:

From the above table, 55% of employees are coming to office by Government Bus, 20% of

employees are coming to office by train and walk.

Chart No-4
 Table No-5

Difficult to reach factory on time:

Factors No. of Respondents % of Respondents

Strongly Agree 0 0

Agree 15 25

Disagree 24 40

Strongly Disagree 12 20
 Neither agree nor Disagree 9 15

Total 60 100

Interpretation:

From the above table, 40% of employees Disagrees to reach the factory on time.

Chart No-5
Table No-6
 Job Satisfaction

Factors No. of Respondents % of Respondents

Strongly Agree 21 35

Agree 33 55

Disagree 6 10

Strongly Disagree 0 0

Neither agree nor Disagree 0 0

Total 60 100

Interpretation:

From the table, 55% of employees Agrees about their job satisfaction & 35% Strongly Agrees.

Chart No-6
 Table no-7

Salary Satisfaction

Factors No. of Respondents % of Respondents

Strongly Agree 24 40

Agree 27 45

Disagree 6 10

Strongly Disagree 0 0

Neither agree nor Disagree 3 5

Total 60 100

Interpretation:

From the above table, 45% employees Agree that they are satisfied with the salary, 40% of
employees Strongly Agrees that they are satisfied with the salary.

Chart No- 7
 Table No-8

Team workers are regular to work:

Factors No. of Respondents % of Respondents

Strongly Agree 6 10

Agree 51 85

Disagree 0 0

Strongly Disagree 0 0

Neither agree nor Disagree 3 5

Total 60 100
Interpretation:

From the above table, 85% of employees Agrees that their team workers are regular to work.

Chart No-8
 Table No-9

Good co-operation with colleagues:

Factors No. of Respondents % of Respondents

Strongly Agree 12 20

Agree 48 80

Disagree 0 0

Strongly Disagree 0 0

Neither agree nor Disagree 0 0

 Total 60 100

Interpretation:

From the above table, 80% of employees Agree that they are having a Good cooperation with

their colleagues.

Chart No-9
Table No-10
 Ranking the factors of Absenteeism:

Factors No. of Respondents % of Respondents

Work Stress 12 20

Family Stress 24 40

Personal Problem 15 25

Unexpected Work 6 10

Inadequacy leave facility 3 5

Total 60 100

Interpretation:

From the above table, 40% of employees are taking leave due to their Family Stress, 25% are
due to Personal Problem, 20% are due to Work Stress, 10% are due to Unexpected Work.
Chart No-10
 Table No-11

Type of Leave Taking Frequently:

Types of Leave No. of Respondents % of Respondents

Casual Leave 48 80

Privilege Leave 12 20

Total 60 100

Interpretation:

From the above table, 80% of employees prefer to use their Casual Leave.
Chart No-11
 Table No-12

Receiving the Leave Grievances:

Factors No. of Respondents % of Respondents

Yes 51 85

No 9 15

Total 60 100

Interpretation:
From the above table, 85% of employees are receiving the Leave grievances from the company.

Chart No-12

Table No-13
 Other source of Income:

Other Income No. of Respondents % of Respondents

Yes 3 5

No 57 95

Total 60 100

Interpretation:

From the above table, 5% of employees have other sources of income.

Chart No-13
 Table No-14

I feel boredom in doing the assigned duty:

Factors No. of Respondents % of Respondents

Strongly Agree 0 0

Agree 21 35

Disagree 30 50

Strongly Disagree 3 5

Neither agree nor Disagree 6 10

Total 60 100

Interpretation:

From the above table, 50% of employees Strongly Disagrees the work boredom.
Chart No.-14
 Table No-15

Satisfied with the Attendance Policy:

Attendance Policy No. of Respondents % of Respondents

Strongly Agree 9 15

Agree 48 80

Disagree 3 5

Strongly Disagree 0 0

Neither agree nor Disagree 0 0

Total 60 100
Interpretation:

From the above table, 80% of employees Agrees with their attendance policies.

Chart No-15
 Findings

1. 60% of employees are female, 40% of employees are male.

2. 45% of employees are in 25 to 35 years of age, 35% of employees are in 18 to 25 years of

age, 15% of employees are in 35 to 45 years of age and 5% of employees are above 45

years of age.

3. 60% of employees are travelling between 5 – 15 kms daily from their residence to office,

20% of employees are travelling between 15 -20 kms daily from their residence.

4. 55% of employees are coming to office by Government Bus, 20% of employees are

coming to office by train and walk.

5. 40% of employees Disagrees to reach the factory on time.

6. 55% of employees Agrees about their job satisfaction & 35% of employees Strongly
 Agrees.

7. 45% of employees Agree that they are satisfied with the salary, 40% of employees

Strongly Agrees that they are satisfied with the salary.85% of employees Agrees that they

team workers are regular to work.

8. 80% of employees Agrees that their team workers are regular to work, 20% of employees

Strongly Agrees.

9. 40% of employees are taking leave due to Family Stress, 25% are due to Personal

problem, 20% are due to Work Stress, 10% are due to Unexpected Work & 5% of

employees are taking leave due to Inadequacy leave facility.

10. 80% of employees prefer to use their Casual leaves.

11. 85% of employees are receiving the Leave grievances from the company.

12. 5% of employees have other source of income.

13. 50% of employees Disagrees to feel boredom in doing the assigned duty, 35% of

employees Agrees.
14. 80% of employees Agrees that they are satisfied with the attendance policies.

SUGGESTIONS AND RECOMMENDATIONS

Absenteeism is a serious problem for management because it involves heavy additional

expenses. The management should take the following measures to reduce the rate of

absenteeism:-

1. Consider rewarding good attendance- ​Be sure not to penalize those who have

been taken protected leave, but consider implementing rewards that encourage

good attendance practices, as these can be good motivators. This can even be as

simple as providing positive feedback and encouragement to employees with

good attendance.

2. Change employee behavior through wellness programs-​ Wellness programs

can help employees to maintain healthier lifestyles so that they remain healthy

and fall less to illness. Take steps to create a culture that focuses on healthy living
 and give employees the need to keep in optimal health.

3. Help employees return to work-​ Modify the workplace to accomodate

employees struggling with an illness, injury or disability if permitted to do so by

their health care provider. Give employees the opportunity to work from home if

needed or provide flexible work schedules.

4. Understanding of leave policy-​ Absenteeism is an especially difficult problem to

tackle, because there are both legitimate and poor excuses for missing work-And

it can be challenging for employers to effectively monitor, control and reduce

absenteeism. Unless a company requires a written excuse from a doctor, for

example, it can be difficult to determine if an employee who spreads an illness

that gets the whole division- or a lot of customer sick.

To address problems like this, some companies, cities and states have moved

towards a mandatory paid sick leave policy, where each employee receives a

specified no. of each year to use when sick. In addition, opponents have concerns

that employees will use all their sick days whether or not they need them.

Advocates of such a move, however, argue that paid sick leave make economic

sense because it will help stop the spread of communicate diseases in the

workplace resulting in fewer instances of absenteeism in the long run and that

sick employees will be able to recover sooner.

5. Workers Education-​ The management can have meeting with the worker to
 educate the employees in such a way to give them ideas like what still benefits for

the workers or for management if they reduce man hour wastage and increase

production. The company should conduct such meetings should make clear about

the advantages for not being absent like increase in wages, decrease in

disadvantages of absenteeism like non-eligibilty for incentives, benefits and

incentives.

6. Be sure attendance expectations are clearly set.​ Some absences and tardiness

can be attributed to simple misunderstandings about the time work should begin.

The solution may be as simple as creating a clear attendance policy if one does

not already exist. Setting expectations also requires clear communications about

the policy and the repercussions of absences.

It’s also important to decide the level of tracking the organization deems

necessary regarding absences. For example, will every absence be tracked and

the season noted? Will tardiness count against the employee’s allowed absences,

or will tardiness be handled separately?

7. Enforce the attendance policy consistently.​ This is more difficult than it sounds.

It can be tempting to allow more absences than the attendance policy outlines

when employees are facing difficult situations. While an employer is, of course,

free to do so, it’s better to have a policy that has flexibility built into it so that it

can be implemented consistently and not incite claims of favoritism or

 discrimination when it’s applied differently for different individuals.

This issue is especially hard to control across different managers or different

divisions. One manager may be more lenient on recording tardiness and absences,

for example, while another may be “by the book” on all matters, which can lead

to resentment if employees see this inconsistent behavior. All supervisors and

managers should be trained on how to implement the attendance policy

consistently.

8. Ensure all employees know what to do when they need to be late or miss a

Day- ​Workers should know when and who to call and what information needs to

be provided. They should also understand what documentation, if any, they will

be required to provide to the employer upon return (e.g., a doctor’s note).

9. Assess the amount of paid time off that is allowed.​ Is it enough for most

employees to handle all of their nonwork obligations and stay physically and

mentally healthy? If not, a first step in reducing unplanned absences may be to

allow more planned absences. While this may not reduce the total time away from

work, it can reduce the unplanned nature of employee call-outs when employees

feel empowered and able to schedule enough absences without penalty (i.e., they

don’t have to call in sick for something that is not an illness).

10. Effective communication-​ As simple and as cliché as it sounds, having effective

communication with your employees is one of the best ways to reduce

absenteeism rate. When you provide your employees with communication

channels that allow them to express their needs and preferences, you can ensure

that they are satisfied with their work environment.

Employee surveys is one method of communication that you can implement in

your organization. When you provide your employees with a quick, easy, and

anonymous manner to approach you with their problems, you will be able to

serve them better.

The survey, or questionnaire, should include clauses that help you pinpoint the

problem.

Make sure they are specific, and that they address common workplace problems

such as motivation, stressors at work, and conflict.

It is also critical that the employee feels comfortable approaching their manager

or HR team with their issues. A common cause of absenteeism is a result of

personal problems that employees tend to avoid talking about with their

colleagues. Such problems could range from private issues at home to bullying

and harassment at work. Encourage your employees to approach you and

continuously reassure them that their issues will remain private and confidential.
 CONCLUSION

Thus, the project studies on Absenteeism in Autometers Alliance Ltd( Noida) gives me a good

exposure to learn about the employees attitude related to leaves.

The company is recording un-authorized absenteeism as nil and authorized absenteeism in

between 2-3% in their organization, so the management provided this project for us to

understand the pulse of the employees and to know how they are feeling about the management

related to leave policies.

It’s a pleasure to know that the management satisfying all their employees by providing good

leave policies to their employees. At the end of the study, we proposed the suggestion to the

management to maintain the absenteeism rate by collecting the feedbacks from their employees.

QUESTIONNAIRE

Dear Respondents,

Personal details:

1. Name:
2. Address:
3. Gender:
□ Male
□ Female
4. Age:
□ 18-25
 □ 25-35
□ 35-45
□ 45 & above
5. Distance from residence:
□ 0-5 kms
□ 5-10 kms
□ 10-15 kms
□ 15-20 kms
□ 20 & above
6. Mode of resident:
□ By train & walk
□ By govt. bus
□ By own vehicle
□ By walk
7. Difficulty to reach on time:
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
8. Are you satisfied with your job?
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
9. Are you satisfied with salary?
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
10. Are your team workers regular to work?
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
11. Are your colleagues co-operated?
 □ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
12. Rank the factors of absenteeism:
□ Work Stress
□ Family Stress
□ Personal Problem
□ Unexpected Work
□ Inadequacy leave facility
13. Which type of leave you take frequently?
□ Casual leave
□ Privilege leave
14. Do you receive leave grievances?
□ Yes
□ No
15. Do you have any other source of income?
□ Yes
□ No
16. I feel boredom in doing the assigned duty?
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree
17. Are you satisfied with the attendance policy?
□ Strongly Agree
□ Agree
□ Disagree
□ Strongly Disagree
□ Neither agree nor Disagree