Absenteeism of Employees at AGRON Remedies
Absenteeism of Employees at AGRON Remedies
Absenteeism of Employees at AGRON Remedies
College Logo
(Approved by AICTE, Govt. of India) ACADEMIC SESSION xxxx-xxxx Under the guidance of: Submitted By:
COLLEGE ADDRESS
RESPONSIBILITY IN EMERGING MARKETS, is a bonafide work carried out by Ms.YOUR NAME, a candidate for the PGDM (2008-2010) of COLLEGE NAME, approved by AICTE under my guidance and direction.
PREFACE
There is a famous saying The theory without practical is lame and practical without theory is blind. Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature.
Human resource is an important part of any business and managing them is an important task. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of COLLEGE NAME has with a modern system of practical training of repute and following management technique to the student as integral part of PGDM in accordance with the above obligation under going project in Agron Remedies Private Limited, Kashipur (Moradabad). The title of my project is Absenteeism of Employee Certainly this analysis explores my abilities and strength to its fullest extent for the achievement of organization as well as my personal goal
YOUR NAME
ACKNOWLEDGEMENT
Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one can make a simple expression of gratitude
I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this challenging project in Agron Remedies Private Limited, Kashipur (Moradabad). No amount of written expression is sufficient to show my deepest sense of gratitude to them.
I am extremely thankful and pay my gratitude to our GUIDANCE NAME and my faculty guide GUIDANCE NAME COLLEGE NAME for their valuable guidance and support on completion of this project in its presently. I am very thankful NAME (Marketing Manager) for their everlasting support and guidance on the ground of which I have acquired a new field of knowledge. A special appreciative Thank you in accorded to all staff of Agron Remedies Private Limited, Kashipur (Moradabad) for their positive support. I also acknowledge with a deep sense of reverence, my gratitude towards my parents and member of my family, who has always supported me morally as well as economically. At last but not least gratitude goes to all of my friends who directly or indirectly helped me to complete this project report.
Table of Contents
CHAPTER -1: ABOUT COMPANY ..................................................................................... 1 1.1 COMPANY PROFILE ......................................................................................... 2 1.2 RESEARCH & DEVELOPMENT ................................................................... 4 1.3 OTHER INFORMATION ................................................................................. 6 CHAPTER -2 : RESEARCH METHODOLOGY ............................................................ 7 2.1 RESEARCH METHODOLOGY.......................................................................... 8
2.2 LITERATUER REVIEW ..................................................................................... 9 CHAPTER- 3: INTRODUCTION........................................................................................ 11 3.1 REASONS TO CHOOSE THE PROJECT ........................................................ 12 3.2 ABSENTEEISM ................................................................................................. 13
3.3 MEASUREMENT OF ABSENTEEISM ........................................................... 16 3.4 3.5 PECULIAR FEATURES OF ABSENTEEISM ................................................. 17 CAUSES OF ABSENTEEISM........................................................................... 18
3.6 EFFECTS OF ABSENTEEISM ON INDUSTRIAL PROGRESS .................... 20 3.7 3.8 3.9 ANALYSIS OF CAUSES .................................................................................. 21 ABSENTEEISM - TYPES & THEIR CONTROL ............................................. 22 GUIDELINES & MEASURES FOR CONTROL OF ABSNTEEISM ............. 28
3.10 THE BRADFORD FACTOR & ABSENTEEISM ............................................ 33 CHAPTER-4: ANALYSIS & INTERPRETATION .......................................................... 37 CHAPTER-5 CONCLUSION, SUGGESTIONS & LIMITATION ................................ 43 BIBLIOGRAPHY ................................................................................................................ 47 ANNEXURE .......................................................................................................................... 48
Antihypertensives,
Tranquilizers,
Antituberculosis
Hematinics, Antimalarials, Antiulcers, Anticough and Antiasthmatics, Antacids and several other drugs. The plant is situated at KASHIPUR which is an industrial town of Uttranchal. Several very popular manufacturing companies like Surya Roshani Ltd., India Glycol Ltd., SRF Ltd., Pashupati Acrylon Ltd. And many other are based at Kashipur. Our plant is situated in lush green and very healthy environment of Uttranchal, away from any kind of pollution. AGRON belong to a very highly reputed group of KASHIPUR who always believe in high ideals and ethics. Our main emphasis is on quality and our motto is Quality is our business for which we never compromise. We always believe in long term relationship and we are sure that once our business contacts are established with you the same will continue for a very long time. Our unit is exempted from Central Excise Duty and applicable C.S.T is 1% instead of 4%.
DETAILS
Company Name : Address : Agron Remedies Private Limited Agron Remedies Pvt. Ltd Moradabad Rd, Kashipur Uttaranchal (INDIA) Level of Office : Phone No : Head Office 05947 275279 09837 041989 09837 050929 Website : Industry : City : State : Company Type : No. of Employees : Sector : www.agronremedies.com Pharmaceuticals/ BioTech/ Research Kashipur (Moradabad) Uttaranchal Industry Best 100 Private
area of research and development. Agron Remedies is building its future upon appropriate and timely protection of its R&D efforts. A number of patent applications are emerging from the in-house innovations which have gone on to be filed. Agron Remedies Private Limited has state of the art manufacturing facility located Kashipur (Moradabad) to carry out most advance research. Agron Remedies - R&D has inherent strength in analytical chemistry and specialization in creating high quality formulations as per the required specifications.
2.1
RESEARCH METHODOLOGY
The research reveals that one of the major problems is absenteeism in our industry. Absenteeism hinders planning, production, efficiency and functioning of the organisation. In fact high rates of absenteeism affect an organisation state of health and also supervisory and managerial effectiveness. 1) OBJECTIVES OF RESEARCH i. ii. iii. 2) To identify the rate of absenteeism of worker. To identify the causes of absenteeism. To suggest any measures to reduce the rate of absenteeism
The population for the study comprised of absentees for curren t year, the total sample 50 workers. 3) Date Collection And Statistical Tools
The sources of data for the purpose of study were both primary and secondary. Primary data was collected through questionnaire which was mainly close -ended questionnaire and discussion with workers whereas secondary data was collected from records maintained by personal department and time office. Percentage method is used for the analysis of data and bar graphs are used to present that data.
2.2
LITERATUER REVIEW
1. Ernest B. Akyeampong has written a research paper Trends and seasonality in Absenteeism. In this paper the author focus on that at which time period the employees are more absent. In this paper he said that illness-related absences are highly seasonal, reaching a peak during the winter months (December to February) and a trough during the summer (June to August). The high incidence in winter is likely related to the prevalence of communicable diseases at that time, especially colds and influenza. The low incidence during the summer may be partly because many employees take their vacation during these months. Because of survey design, those who fall ill during vacation will likely report vacation rather than sickness or disability as the main reason for being away from work. Compared with the annual average, part-week absences are roughly 30% more prevalent in the winter months and almost 20% less so during the summer months. Seasonality is much less evident in full-week absences.
2. Mariajos Romero and Young-Sun Lee has written a research paper A National Portrait of Chronic Absenteeism in the Early Grades. In this paper he focused on the following points: (i) (ii) (iii) How widespread is the Problem of Early Absenteeism?
3. Morten Nordberg and Knut Red has written a research paper Absenteeism, Health Insurance, and Business Cycles. In this he wants to evaluate how the economic environment affects worker absenteeism and he also isolate the causal effects of business cycle developments on work-resumption prospects for ongoing absence spells, by conditioning on the state of the business cycle at the moment of entry into sickness absence.
The author finds that (i) That business cycle improvements yield lower work-resumption rates for persons who are absent, and higher relapse rates for persons who have already resumed work. (ii) That absence sometimes represents a health investment, in the sense that longer absence now reduces the subsequent relapse propensity. (iii) That the work-resumption rate increases when sickness benefits are exhausted, but that work-resumptions at this point tend to be short-lived.
10
CHAPTER- 3 INTRODUCTION
11
12
3.2
ABSENTEEISM
CONCEPT OF ABSENTEEISM
It refers to workers absence from their regular task when he is normally schedule to work. The according to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. According to Labour Bureau of Shimla : Absenteeism is defined as the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorised or unauthorised, wilful or caused by circumstances beyond ones control. Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact. Such team members need individual attention from frontline supervisors and management. Indeed, as prevention is better than cure, where such a problem occurs, it is always important to review recruitment procedures to identify how such individuals came to be employed in the first place. For any business owner or manager, to cure excessive absenteeism, it is essential to find and then eliminate the causes of discontent among team members.
13
If they find their supervisor or job unpleasant - really unpleasant - they look for legitimate excuses to stay home and find them with things such as upset stomachs or splitting headaches. Any effective absentee control program has to locate the causes of disco ntent and modify those causes or eliminate them entirely. In other words, if we deal with the real reasons team members stay home it can become unnecessary for them to stay away. Any investigation into absenteeism needs to look at the real reasons for it. Sometimes team members call in sick when they really do not want to go to work. They would not call you up and say, Im not coming in today because my supervisor abuses me. Or, Im not coming in today because my chair is uncomfortable. Or, Im not coming in today because the bathrooms are so filthy; it makes me sick to walk into them. There are a few essential questions to consider at the outset if you want to make a measurable improvement to your absenteeism figures. Why is your present absenteeism policy ineffective? Where and when is excessive absenteeism occurring? In many cases, under - trained supervisors could be a contributing factor. What are the real causes for absences? It is commonly expected that low pay, poor benefits and high workloads will be the major causes. However, in numerous employee surveys absenteeism generally has been identified as a symptom of low job satisfaction, sub-standard working conditions and consistent negative and unfair treatment received by first-line supervisors.
14
How much formal training have your supervisors received on absenteeism containment and reduction? If your answer is none or very little, may be you have found the solution. As with every other element within your organization, you cannot ask a person to do a job he or she has never been trained to do. Many human resources specialists have found that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces are likely to lead workers to make up excuses for not coming to work. If your team members perceive that your company is indifferent to their needs, they are less likely to be motivated, or even to clock on at all. One way to determine the causes of absenteeism is to question your supervisors about excessive absenteeism, including what causes it and how to reduce it. Of course, if your supervisors have made no efforts to get to know the team members in their respective departments, they may not be able to provide reasons. However, just the act of questioning may get the ball rolling and signal to your supervisors that their involvement is important. Once a manager finds the real reasons for absenteeism there is another important step. Thro ugh open communication, you need to change the team members way of reacting and responding to discontent. Other problems will no doubt arise in the future. If the way of responding has not been reviewed, then the same cycle is likely to start all over ag ain. So, often absenteeism problems can be sheeted back to the supervisor level and to unsatisfactory working conditions. Without improvement in these areas, you can expect your high rate of absenteeism to continue.
15
For Example: a) b) c) d) e) Average number of employees in work force : 100 Number of available workdays during period : 20 Total number of available workdays (a x b) : 2,000
Total number of lost days due to absences during the period : 93 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).
16
17
In factory the worker finds caught within factory walls, he is bewildered by heavy traffic, by strangers speaking different and subjected to strict discipline and is ordered by complete strangers to do things which he cannot understand. As a result he is under constant strain, which cause him serious distress and i mpairs his efficiency. All these factors tend to persuade him to maintain his contacts with village. 2) SOCIAL AND RELIGIOUS CEREMONIES
Social and religious ceremonies divert workers from workers to social activities. In large number of cases incidence of absenteeism due to religious ceremonies is more than due to any other reason. 3) HOUSING CONDITIONS
Workers also experience housing difficulties. Around 95% of housing occupied by industrial workers in India is unsatisfactor y for healthful habitations. This leads to loss the interest in work. 4) INDUSTRIAL FATIGUE
Low wages compel a worker to seek some part time job to earn some side income. This often result inconstant fatigue, which compels to remain absent for next day.
18
5) UNHEALTY WORKING CONDITION Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration, bad lighting, dust fumes and overcrowding all these affect the workers health causing him to remain absent from work a long time. 6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES
High rate absenteeism is also due to lack of adequate welfare facilities Welfare activities include clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid appliances etc. 7) ALCOHOLISM
Some of the habitual drunkards spend whole of their salary during first week of each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their work. 8) INDEBTNESS
All those workers who undergo financial hardships usually b orrow money lenders at interest rate which are very high, which often cumulates to more than 11 12 times their actual salaries. To avoid the moneylenders they usually absent themselves from work because they are unable to return the money in stipulated time. 9) IMPROPER & UNREALISTIC PERSONNEL POLICIES
Due to favouritism and nepotism which are in the industry the workers generally become frustrated. This also results in low efficiency, low productivity,
unfavourable relationship between employee and supervisor, which in turn leads to long period of absenteeism. 10) INADEQUATE LEAVE FACILITIES Negligence on part of the employee to provide leave facility compel the worker to fall back on ESI leave. They are entitled to 50 days leave on half on pay. Instead of going without pay the worker avail them of ESI facility.
19
20
It was observed that about 40% case absenteeism is family oriented and more responsibilities of workers. It increases in harvesting season. 2) SOCIAL CEREMONIES
In 20 % cases it was found that social and religious functions divert worker from work. 3) HOUSING FACILITY
In about 30% cases, the workers remain absent because there is no housing facilities and the workers stay alone and great distance from factory . 4) SICKNESS AND ACCIDENT
In 20% case the workers remain absent due to ill health and disease and in 15% cases workers remain absent due to accident. 5) TRANSPORTATION
Most of the workers have to travel long distance to reach the work place . Most of the workers are not satisfied with transport facilities. 6) WELFARE FACILITES
In 13% cases, the workers are not satisfied with welfare facilities. 7) WORKING CONDITIONS
In 21% cases, the workers feel that there is not good working condition, because they work in standing position which causes to remain absence for relaxation . 8) MANAGEMENT SYSTEM
Near about 34% people are dissatisfied with management system because they feel that their work is not being recognised and promotions are biased.
21
22
1. 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 wil lingness 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 wil l 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. 23
2. 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.
4. 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. a) Has the employee done everything possible to regain their health and return to work? b) Has the employer provided every assistance possible? (i.e. counselling, support, time off.)
24
c) Has the employer informed the employee of the unworkable situation resulting from their sickness? d) Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? e) Has enough time elapsed to allow for every possible chance of recovery? f) 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. 1. 2. 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
25
1. Verbal Warning Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advice 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.
26
2. 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 If the amount and/or pattern continues, the next step in progressive disc ipline 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. 3. 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 exp lanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition. 4. 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.
27
28
Q. What are the real causes for absences? People-oriented companies are very sensitive to employee opinions. They often engage in formal mini-studies to solicit anonymous employee opinions on topics of mutual interest. These confidential worker surveys commonly ask for employee opinion regarding higher-than-normal absenteeism. In other words, employees revealed that repetitive, boring jobs coupled with uncaring supervisors and/or physically unpleasant workplaces led them to make up excuses for not coming to work, such as claiming to be sick. One way to determine the causes of absenteeism is to question your supervisors about their employees' excessive absenteeism, including what causes it and how to reduce it. Q. How much formal training have your supervisors received on absenteeism containment and reduction? If you find that your supervisors hesitate to provide meaningful answers to your questions, then you're on the right track toward a solution. Ask yourself, "How much formal training have I given my supervisors in the areas of absenteeism reduction and human resources skills?" If your answer is none or very little, your solution can't be far behind. The fact of the matter is, you cannot ask a person to do a job he or she has never been trained to do.
29
30
31
a) A responsible, committed and disciplines operative. b) Aware of his rights and obligations. c) Lead a calm, clean and health life, based on a firm ethical foundation. d) A responsible and alter citizen.
32
33
51 points verbal warning. 201 points written warning 401 points final warning 601 points dismissal
Setting these triggers is entirely dependent on the organization using the Bradford Factor. It is usually advisable to use the Bradford Factor as one of a number of absence policies. However, setting these triggers and making staff aware of them, in addition to taking action, resulted in the Prison Service reducing absenteeism by 18%. By implementing mandatory procedures for tackling absenteeism across an organization led by the Bradford Factor, an organization can remove the potential for differences across teams and management and remove the difficulties and reluctance that line managers often face when having to discipline a close staff member. 34
The Bradford Factor can provide organizations with a two pronged method for tackling absence: proactively deterring absence in the first place and utilizing a set procedure to identify and tackle persistent absenteeism.
35
Absence reporting and monitoring is consistent, equal and accurate both over time and across the whole organization. The calculation of an employees Bradford Factor score is based on these accurate, equal and updated absence records.
Without these processes in place the calculation of the Bradford Factor is extremely difficult and time consuming. In addition to this; unequal processes for reporting and calculating the Bradford Factor could be discriminatory; everyones Bradford Factor score should be subject to the same, indisputable criteria.
36
37
Q. For how many years you are working with AGRON REMEDIES Pvt. Ltd.?
60% 50% 40% 30% 20% 10% 0% 0-2 Years 2-5 Years 5-10 Years >10 Years worker
Interpretation It can be seen that 56% of the workers at AGRON REMEDIES Pvt. Ltd. are working for more than 10 years whereas 36% are working for more than 5 yrs.
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% nil once twice >twice
no of absents in a month
Interpretation- It can be seen that 96% of the workers do not remain absent.
38
Q . According to you what are the main reasons for employees absent?
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% stress personal prob
Interpretation- According to 96% workers, personal problem is the reason for being absent. 4% think that stress can also be the reason.
Q. Your views regarding present Absenteeism Policy of AGRON REMEDIES Pvt. Ltd.?
80% 70% 60% 50% 40% 30% 20% 10% 0% excellent good fair poor
views regarding absenteeism policy
Interpretation- It can be seen that 76% workers rate the present absenteeism policy as good whereas 22% rate it as excellent. 39
Interpretation- It can be seen that 94% of the workers at AGRON REMEDIES Pvt. Ltd. are clear regarding their work responsibilities.
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% well satisfied good fair not satisfied
satisfaction regarding work
Interpretation- 82% of the workers are fully satisfied with their work whereas 16% workers think their work as good.
40
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% excellent good fair poor
views regarding working env.
Interpretation- 82% workers feel that the working environment at AGRON REMEDIES Pvt. Ltd.is good & 14% feel it as excellent
80% 70% 60% 50% 40% 30% 20% 10% 0% excellent good fair poor
relations with superiors
Interpretation- 76% workers have good relations with the superiors whereas 22% have excellent relations with the superiors.
41
60% 50% 40% 30% 20% 10% 0% excellent good fair poor
superiors behaviour towards your problems
Interpretation- 42% workers think that their superiors behaviour toward their problems is excellent & 56% workers consider it as good.
Interpretation 86% workers consider that facilities provided to them are good whereas 10% consider them as excellent. 42
43
CONCLUSION
1) Almost 56% of the workers at AGRON REMEDIES Pvt. Ltd. are working for more than 10 years whereas 36% are working for more than 5 yrs. 2) Almost 96% of the workers do not remain absent. 3) According to 96% workers, personal problem is the reason for being absent. 4% think that stress can also be the reason . 4) Almost 76% workers rate the present absenteeism policy as good whereas 22% rate it as excellent. 5) Almost 94% of the workers at AGRON REMEDIES Pvt. Ltd. regarding their work responsibilities. 6) 82% of the workers are fully satisfied with their work whereas 16% workers think their work as good. 7) 76 % workers have good relations with the superiors whereas 22% have excellent relations with the superiors. 8) 42% workers think that their superiors behaviour towards their problems is excellent & 56% workers consider it as good. are clear
44
45
a) As it was not possible to visit each department the true picture of working
condition could not be judged.
b) The workers were busy with their work therefore they could not giv e enough
time for the interview.
c) The personal biases of the respondents might have entered into their respons e. d) Some of the respondents give no answer to the questions which may affect the
analysis.
46
BIBLIOGRAPHY
1. Books a. Industrial Relation-2007, Arun Monappa. b. Industrial Relation, Trade Union and Labour Legislation-2009, P.R.N Sinha. c. Industrial Relation and Labour Laws-2009, S.C Srivastava. d. Dynamics of Industrial Relation-2008, C.B Mamoria. e. Industrial Relation-2006, C.S VenkataRaman.
2. Research Papers a. Ernest B. Akyeampong, Trends and seasonality in Absenteeism. b. Mariajos Romero and Young-Sun Lee, A National Portrait of Chronic Absenteeism in the Early Grades. c. Morten Nordberg and Knut Red, Absenteeism, Health Insurance, and Business Cycles. 3. Web Sites a. www.agronremedies.com b. www.hrglossories.com c. www.hr-guide.com
47
ANNEXURE
48
QUESTIONNAIRE
Personal Information
Name (Optional) Age. Sex ..
1)
For how many years you are working with AGRON REMEDIES Pvt. Ltd.? (a) 0-1 yr (c) 2-5 yr (b) 1-2 yr (d) < 5 yr
2)
How often you remain absent in a month? (a) Nil (c)Twice (b) Once (d) < Twice
3)
According to you what is the main reason for employees absent? (a) Health problem / domestic reasons (c)Work dissatisfaction (b) Stress (d) Working environment
(e) Others (Please Specify)..................................................... 4) Your views regarding the present Absenteeism Policy of AGRON REMEDIES Pvt. Ltd.? (a) Excellent (c) Fair 5) (b) Good (d) Don t know
Are you clear about your work / job responsibilities? (a) Well clear (c) Fairly clear (b) Good (d) Dont know 49
6)
Are you satisfied with your work? (a) Well satisfied (c) Fair (b) Good (d) Not satisfied
7)
Your views regarding the working environment of AGRON REMEDIES Pvt. Ltd. & work place? (a) Excellent (c) Fair (b) Good (d) Poor
8)
How are your relations with your superiors / co-workers? (a) Excellent (c) Fair (b) Good (d) Poor
9)
Your supe riors behaviour towards your problems? (a) Excellent (c) Fair (b) Good (d) Poor
10)
Your views regarding the facilities provided to you by AGRON REMEDIES Pvt. Ltd. ? (a) Excellent (c) Fair (b) Good (d) Poor
50