A PROJECT REPORT

ON
EMPLOYEE ABSENTEEISM
AT SHIVANI HOSPITALS
 ABSTRACT

Absenteeism is one of the major threats to Indian industry. Absenteeism is the failure of
employees to report for work when they are scheduled to work. Employees who are away from
work on recognized holidays, vacations, approved leaves of absence, or approved leaves of
absence would not be included. Absenteeism is becoming a serious practice in labour oriented
industries especially in those large industries where labourers are working in mass. It is a matter
of prime concern for the supervisors and managers. They have to find the ways to overcome
absenteeism. Absenteeism causing poor utilization of health industry India is facing
unemployment problem on one side and the other side abnormal absenteeism in industries if our
absenteeism can be reduced. We can improve our gross national product without any investment.
Absenteeism not only causes production loss but also causes reduction of gross national income,
when the gross income of workmen reduces naturally his buying capacity also reduces if he
could not manage the primary and secondary needs of timely and properly. He has to face
problems like poor family harmony poor health more mental and physical tiredness which will
again lead to absenting from work.
 INDEX
CH. NO. CONTENTS

CHAPTER -1 INTRODUCTION TO THE TOPIC

RESEARCH PROBLEM STATEMENT

NEED OF THE STUDY

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

HYPOTHESIS

RESEARCH METHODOLOGY
LIMITATIONS OF THE STUDY

CHAPTER-2 LETERATURE REVIEW

CHAPTER -3 COMPANY PROFILE

INDUSTRY PROFILE

CHAPTER-4
DATA ANALYSIS & INTERRETATION
OF THE STUDY
CHAPTER -5
FINDINGS
SUGGESTIONS

CONCLUSIONS
 CHAPTER-1

INTRODUCTION TO THE TOPIC

 INTRODUCTION TO THE TOPIC

EMPLOYEE ABSENTEEISM

Employee Absenteeism is referred to herein as failure of employees to report for work

when they are scheduled to work. Employees who are away from work on recognized holidays,
vacations, approved leaves of absence, or leaves of absence allowed for under the collective
agreement provisions would not be included. Employee Absenteeism is a habitual pattern of
absence from a duty or obligation. Traditionally, Employee absenteeism has been viewed as an
indicator of poor individual performance, as well as a breach of an implicit contract between
employee and employer; it was seen as a management problem, and framed in economic or
quasi-economic terms. More recent scholarship seeks to understand Employee absenteeism as an
indicator of psychological, medical, or social adjustment to work.

High absenteeism in the workplace may be indicative of poor morale, but absences can
also be caused by workplace hazards or sick building syndrome. Many employers use statistics
such as the Bradford factor that do not distinguish between genuine illness and absence for
inappropriate reasons.

As a result, many employees feel obliged to come to work while ill, and transmit
communicable diseases to their co-workers. This leads to even greater absenteeism and reduced
productivity among other workers who try to work while ill. Work forces often excuse
absenteeism caused by medical reasons if the worker supplies a doctor's note or other form of
documentation. Sometimes, people choose not to show up for work and do not call in advance,
which businesses may find to be unprofessional and inconsiderate. This is called a "no call, no
show". According to Nelson & Quick (2008) people who are dissatisfied with their jobs are
absent more frequently. They went on to say that the type of dissatisfaction that most often leads
employees to miss work is dissatisfaction with the work itself.

The psychological model that discusses this is the "withdrawal model", which assumes
that absenteeism represents individual withdrawal from dissatisfying working conditions. This
finds empirical support in a negative association between absence and job satisfaction, especially
satisfaction with the work itself.
 Medical-based understanding of absenteeism find support in research that links
absenteeism with smoking, problem drinking, low back pain, and migraines. Absence ascribed to
medical causes is often still, at least in part, voluntary. Research shows that over one trillion
dollars is lost annually due to productivity shortages as a result of medical-related absenteeism,
and that increased focus on preventative wellness could reduce these costs. The line between
psychological and medical causation is blurry, given that there are positive links between both
work stress and depression and absenteeism. Depressive tendencies may lie behind some of the
absence ascribed to poor physical health, as with adoption of a "culturally approved sick role".
This places the adjective "sickness" before the word "absence", and carries a burden of more
proof than is usually offered.

Evidence indicates that absence is generally viewed as "mildly deviant workplace

behavior". For example, people tend to hold negative stereotypes of absentees, under report their
own absenteeism, and believe their own attendance record is better than that of their peers.
Negative attributions about absence then bring about three outcomes: the behavior is open to
social control, sensitive to social context, and is a potential source of workplace conflict.

Thomas suggests that there tends to be a higher level of stress with people who work with
or interact with a narcissist, which in turn increases absenteeism and staff turnover.

Absence control can often be an important step in the process of reducing business costs.
Because of competitive pressures, companies can no longer afford to carry unnecessary absence
that they may have tolerated in the past. Therefore, many companies are focusing on the issue of
eliminating, or at least reducing, unnecessary levels of absence.

Absence affects more than just the person who is absent. The absent employees
themselves and their dependants may have a reduced income as a result of absence, besides
incurring possible additional medical expenses. Employers are affected by direct costs such as
sick pay, overtime and staff replacement costs, plus the indirect costs associated with the effects
of absence on, for example, production and quality, management time and the potential loss of
customers. The co-workers of an absent employee may have to work under increased pressure, in
order to meet deadlines. From an economic point of view, there is the loss of potential out-put,
plus the increased government spend on social security payments. For example, the cost to the
State of disability benefits (i.e. a payment made to insured persons who are unfit for work due to
illness). Invalidity pension (payable instead of disability benefit if a person has been incapable of
work for at least 12 months) cost the State €403.6 million in 2002.

But absence control is not just about cost. 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 as ‘getting away with it’. Absence can also
be a symptom of a more serious underlying problem, such as bullying and/or harassment,
communication breakdown, stress, etc., which could, if not investigated, lead to significant costs
to the organization, as well as causing long-term damage to the employee. Employees, them-
selves, also may have personal circumstances that require them to take time off work. A recent
IBEC survey2showed that personal problems were cited as a cause of absence in a significant
Number of companies, for both males and females.

Historically, there has also been a shift away from viewing the term absenteeism solely as
a pejorative term, to also identifying and addressing the underlying causes or conditions. In the
Past the term has been associated mainly with the notion of ‘malingering’ or ‘pretending’ to be
Sick (for example Moore4in 1977 defined absenteeism as ‘the practice of workers failing to
Report for work on some slight excuse or none at all’).

Concern about absence can be triggered by high levels of absence, the necessity to find
ways of reducing costs, in addition to needing to find an ‘acceptable’ level of absence. Many
organizations appear to accept a certain level of absence i.e. where a proportion of their
employees are away on any particular day. The recent IBEC study found that over half of the
respondents did not consider they had a problem with absence. However, more than four out of
ten companies in the survey considered their absence levels to be a cause for concern. As only a
portion of absence days are subject to organization control – it is important to determine what
portion of employee absence is avoidable.
THE CAUSES OF ABSENTEEISM

 Serious accidents and illness

 Low morale

 Poor working conditions

 Boredom on the job

 Lack of job satisfaction

 Inadequate leadership and poor supervision

 Personal problems (financial, marital, substance abuse, childcare etc.)

 Poor physical fitness

 Transportation problems

 inadequate nutrition

 The existence of income protection plans (collective agreement provisions which

continue income during periods of illness or accident)

 Stress

 Workload

 Employee discontent with a collective bargaining process and/or its results.

THE COST OF ABSENTEEISM

Decrease in Productivity
  Employees may be carrying an extra workload or supporting new or replacement staff.

 Employees may be required to train and orientate new or replacement workers Staff.

 Morale and employee service may suffer.

Financial Costs

 Payment of overtime may result.

 Cost of self-insured income protection plans must be borne plus the wage costs of
replacement employees.
 Premium costs may rise for insured plans.
 RESEARCH PROBLEM STATEMENT
Absenteeism places huge financial burdens on organizations and has adetrimental effect on
productivity. Aware of the direct and indirect costs associated with absenteeism, management
must determine what factors are responsible for the absenteeism and how these factors can be
rectified in order to reduce the rate of employee absenteeism in the organisation. The study's
main aims were firstly to determine which key factors are responsible for employees being
absent from work and secondly, how they can be rectified in order to reduce absenteeism.

From the data that was obtained from the literature study stress, substance abuse, lack of job
commitment and organizational factors account for some reasons given for absenteeism.
Employee absenteeism may also be partly due to not enough emphasis being placed on career
development, staff retention and salaries.
 HYPOTHESES:
1.There is no significance difference towards the influence of selected factors like: personal,
family, health, psychological, social, customer related, Grievance related.

2.There is no significance difference in satisfaction among employees based on their type of

work.
 NEED AND IMPORTANCE OF THE STUDY
The higher the rate of pay and the greater the length of service of the employee,
the fewer the absences. As an organization grows, there is a tendency towards higher
rates of absenteeism. Women are absent more frequently than men.
Single employees are absent more frequently than married employees.
Younger employees are absent more frequently than older employees but the latter are
absent for longer periods of time.
 OBJECTIVE OF THE STUDY

1. 2. To ascertain the individual factors influencing absenteeism in the hospitals.

2. To study the organizational factors leading to absenteeism.
3. To find out the rate of absenteeism among workers with reference to those factors
of absenteeism that is controllable by the management.
 SCOPE OF THE STUDY
The scope of this paper will be confined to companies, sources and publications within
the United States. This issue does not require the inclusion of additional international data from
foreign sources. This paper will consider the various types of absenteeism, motivation for such
absenteeism and corrective actions designed to reduce such actions in the future.

Absenteeism is a universal problem. The study confines more on the permanent

employees and also it covers 11 the major aspects of absenteeism

The scope of our audit was limited to the management of absenteeism in the Civil Service of
New Brunswick. The Civil Service consists of approximately 10,400 employees and includes all
government departments listed in Regulation 93-137 under the Civil Service Act. Our scope did
not include employees of the Regional Health Authorities or District Education Councils. We
examined the management of sickness absence through.

 a survey of 52 recently hired civil servants, and

 documentation reviews and interview switch directors, managers and staff in the
 Office of Human Resources, and
 Departments of
 Transportation
 Health and Wellness, and
 Family and Community Services.
 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 organization. In fact
high rates of absenteeism affect an organization state of health and also supervisory and
managerial effectiveness.

Research Design
Explorative methodology is used in the study. The Primary data was collected from the
respondents by administering a structured questionnaire and The secondary data is being

collected through text books, journals, academic reports and internet.

SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for current year, the total
Sample SIZE 180.

5.3 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 methods used for the analysis of data and bar
graphs are used to present that data.
The first data collection phase included meeting attendance as to frame the area of
concern. Analysis of meeting notes generated five areas of significant interest (development
methods, organization, digitization, differentiation, and architecture).The data collection of the
second phase mainly included recorded and transcribed semi-structured interviews. The
interviews were based on an interview template developed on the basis of the themes identified
in the first phase. The third phase was confirmatory in character. After completing the first two
phases, process charts of the software development and differentiation process were developed.
Data collection will do by questionnaire; questionnaire will be filling by all level workers in
industry.
 SAMPLE DESIGN:
The questionnaire consisted in the main of self-rated, non-comparative single-item rating
scales used to assess respondents’ level of agreement or disagreement with statements relating to
the benefits and disadvantages of absents and presents, to their satisfaction with standard features
and to the difficulty of choice between many alternative models. All items in the questionnaire
are extracted from previous literature. This questionnaire is based on 5 points Liker scale.
Questionnaire is designed on the bases of previous literature and study related to labour
absenteeism; through these questions we also find unpredictable demand of leaves and how
effected to companies issues.
SAMPLE SELECTION
The simple random sampling method is applied to collect the primary data.
QUESTIONNAIRE DESIGN
The primary data are collected through questionnaire survey. The respondents
are asked to give their opinion relating to the crucial absenteeism factors, culture,
climate, inter personal relationship and career growth. The first part of the
questionnaire comprises Demographic factors with optional questions. The second
part includes statements relating to absenteeism factors with Likert' s 5 point scale.
Some optional questions are included along with rating questions.
 LIMITATION OF THE STUDY

1. As it was not possible to visit each department the true picture of working condition
could not be judged.
2. The workers were busy with their work therefore they could not give enough time for the
interview.
3. The personal biases of the respondents might have entered into their response. Some of
the respondents give no answer to the questions which may affect the analysis.

4. Respondents were reluctant to disclose complete and correct information Because of a

small period of time only small sample had to be considered which doesn’t actually
reflect and accurate and intact picture.
 CHAPTER-2
REVIEW OF LITERATURE
 REVIEW OF LITERATURE

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. Mariajosé 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) How widespread is the Problem of Early Absenteeism?
(ii) Does Family Incomes Impact Early Absenteeism?
(iii) What is the Impact of Early Absenteeism on Academic Achievement?

3. Morten Nordberg and Knut Røed 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 forepersons 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.
 The purpose of this paper is to review the literature on employee absenteeism as a form
of withdrawal behavior apart from turnover. Studies examining the psychometric properties of
absence measures are reviewed, along with the relationship between absenteeism and personal,
attitudinal, and organizational variables. Studies exploring the relationship between absenteeism
and turnover are examined according to the unit of analysis studied in the research.
Programmatic efforts to reduce employee absenteeism are also reviewed. Throughout the paper
emphasis is placed on the indices used by investigators to measure absenteeism, and the
problems that have arisen in the literature through the use of multiple indicators of absenteeism.
The review concludes with suggestions for research that are of both theoretical and practical
concern.

Prior research is limited in explaining absenteeism at the unit level and over time. We
developed and tested a model of unit-level absenteeism using five waves of data collected over
six years from 115 work units in a large state agency. Unit-level job satisfaction, organizational
commitment, and local unemployment were modeled as time-varying predictors of absenteeism.
Shared satisfaction and commitment interacted in predicting absenteeism but were not related to
the rate of change in absenteeism over time. Unit-level satisfaction and commitment were more
strongly related to absenteeism when units were located in areas with plentiful job alternatives.

Drawing on the compatibility principle in attitude theory, we propose that overall job
attitude (job satisfaction and organizational commitment) provides increasingly powerful
prediction of more integrative behavioral criteria (focal performance, contextual performance,
lateness, absence, and turnover combined). The principle was sustained by a combination of
meta-analysis and structural equations showing better fit of unified versus diversified models of
meta-analytic correlations between those criteria. Overall job attitude strongly predicted a
higher-order behavioral construct, defined as desirable contributions made to one's work role (r =
.59). Time-lagged data also supported this unified, attitude-engagement model.

Countering arguments that employee benefits are unrelated to both worker performance
and perceived organizational support, I developed and estimated a model that links work-life
benefits to organizational citizenship behavior directly, through obligations incurred as a result
of social exchange, and indirectly, through enhanced perceptions of organizational support.
Significant, positive relationships were found between workers' assessments of the usefulness of
work-life benefits and three measures of organizational citizenship. Although perceived benefit
usefulness contributed to perceived organizational support, perceived organizational support did
not in turn foster organizational citizenship as measured in this study.

Drawing upon behavioral plasticity arguments, we posited that self-esteem is an

important factor explaining the effects of two group characteristics, relationship conflict and task
interdependence, on group members' performance and satisfaction. Results based on data from a
sample of individuals working in classroom groups over a four-month period showed that when
task interdependence was high, low self-esteem attenuated the negative relationship between
relationship conflict and peer evaluations and exacerbated the positive relationship between
relationship conflict and absenteeism.

The attitudinal and behavioral effects of being promoted and being rejected for promotion
were examined in a quasi experiment conducted at an international bank in Hong Kong.
Promoted tellers who had more internal louses of control (LOC) maintained improved attitudes
across 3‐ and 18‐month posttest intervals. Attitudes returned to baseline levels by the second
posttest among external‐LOC individuals who had been promoted. There was no change in
attitudes among people passed over for promotion. Absenteeism and job performance both
decreased among promotes. The implications for the administration of promotions are
considered.

The ability of three different types of self-report variables—biographical, attitudinal, and

stress—to predict 70 months of absenteeism data was evaluated. Absence scores were
aggregated in two different ways, as annualized segments and as longitudinal data
accumulations. Biographical variables and attitudinal measures significantly predicted long-term
absenteeism. In addition, results suggested that dependency relationships between absence
metrics and accumulation periods may affect validation outcomes.

It was hypothesized that group-level employee lateness assessed before administration of

a survey would account for significant variance in post-survey individual lateness beyond that
due to individual-level antecedents such as pre-survey lateness, work attitudes, and work-family
conflict. The study samples were 285 bank tellers and 439 hospital employees. Results supported
a group-level effect on individual lateness beyond controlled-for individual-level antecedents.
Implications and limitations of this study are discussed.

This research measured Nicholson and John's concept of the salience of absence climate
in terms of absence standards for supervisory groups. Within and between analysis (WABA) was
used to determine whether these standards showed group-level effects on absence behavior. With
gender controlled, supervisory groups that had perceptions of high external management
standards for absence and high internal personal standards also had low levels of absence.
Furthermore, the internal personal standards of supervisors significantly predicted absence for
entire groups. No plant-level effects were detected.

The impact of increasing unemployment rates and decreasing organizational size on

absenteeism was assessed for pooled monthly data from 17 plants over a five-year period. As the
organizations became smaller and as local unemployment rates increased, absence rates
decreased. Employees also appeared to anticipate economic downturns by decreasing
absenteeism in the month prior to changes in unemployment rates.

This article reports on a longitudinal study of autonomous work groups at a new and an
established minerals processing plant. The results of the study support the proposition that
employees in autonomous work groups report more favorable work attitudes than their
counterparts in traditionally designed jobs but confirm previous findings of higher absenteeism
and turnover among autonomous work groups.
 REASONS TO CHOOSE THE PROJECT

In my MBA I had studied a subject Industrial Relation. In this subject I studied about
Absenteeism. After studying this topic I want to gain some practical knowledge on this and try to
find out the causes of Absenteeism. 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 this become 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 to cover for those absent. If employers fail to
take act ion, a „bugging turn‟ mentality y may emerge. Frequent absence may have serious
repercussions where staffs are 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.

CONCEPT OF ABSENTEEISM

It refers to workers absence from their regular task when he is normally schedule to work.
The according to Webster’s dictionary “Absenteeism is the practice or habit of being an absentee
and an absentee is one who habitually stays away fro m 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 working 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 authorized or unauthorised, wilful
or caused by circumstances beyond one’s 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 front line 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. 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 discontent 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 t hem to stayaway.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, “I’m not coming in today because my supervisor abuses
me.”Or, “I’m not coming in today because my chair is uncomfortable.” Or, “I’m 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
contribute ding 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 indent infidels
a symptom of low job satisfaction, sub-standard working conditions and consistent negative and
unfair treatment received by first -line supervisors. 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.
Through open communication, you need to change the team member’s 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 again. 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.
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 5percent has to
be considered as very serious (across most industries 3 percent is considered standard).
 CHAPTER- 3
COMPANY PROFILE
INDUSTRY PROFILE
 COMPANY PROFILE

About Shivani Hospital Pvt. Ltd. Shivani Super Speciality Homeo Hospital in Hyderabad.
Hospitals with Address, Contact Number, Photos, Maps.

In Hyderabad, Shivani Super Speciality Homeo Hospital is a recognized name in patient care.
They are one of the well-known Hospitals in Secunderabad. Backed with a vision to offer the
best in patient care and equipped with technologically advanced healthcare facilities, they are
one of the upcoming names in the healthcare industry. Located in , this hospital is easily
accessible by various means of transport. A team of well-trained medical staff, non-medical
staff and experienced clinical technicians work round-the-clock to offer various services . Their
professional services make them a sought after Hospitals in Hyderabad. A team of doctors on
board, including specialists are equipped with the knowledge and expertise for handling various
types of medical cases.

It is classified as Non-govt company and is registered at Registrar of Companies,

Vijayawada. Its authorized share capital is Rs. 25,000,000 and its paid up capital is Rs.
20,000,000. It is inolved in Social work activities

Sree Sivani Multi Speciality Hospital & Research Institute Private Limited's Annual General
Meeting (AGM) was last held on 30 December 2019 and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2019.
Directors of Sree Sivani Multi Speciality Hospital & Research Institute Private Limited are
Venkata Durga Gayatri Kanugula, Nirmala Kanugula, Srinivasa Rao Sanapala, Durga Srinivas
Kanugula, Narasinga Rao Sanapala, .
 INDUSTRY PROFILE
Healthcare has become one of India’s largest sector, both in terms of revenue and
employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing,
telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare
sector is growing at a brisk pace due to its strengthening coverage, services and increasing
expenditure by public as well private players.

Indian healthcare delivery system is categorised into two major components - public and private.
The Government, i.e. public healthcare system, comprises limited secondary and tertiary care
institutions in key cities and focuses on providing basic healthcare facilities in the form of
primary healthcare centres (PHCs) in rural areas. The private sector provides majority of
secondary, tertiary, and quaternary care institutions with major concentration in metros and tier I
and tier II cities.

India's competitive advantage lies in its large pool of well-trained medical professionals. India is
also cost competitive compared to its peers in Asia and Western countries. The cost of surgery in
India is about one-tenth of that in the US or Western Europe. India ranks 145 among 195
countries in terms of quality and accessibility of healthcare.

Market Size

The healthcare market can increase three-fold to Rs 8.6 trillion (US$ 133.44 billion) by 2022.

Indian medical tourism market is growing at 18% y-o-y and is expected to reach US$ 9 billion
by 2020. There is a significant scope for enhancing healthcare services considering that
healthcare spending as a percentage of Gross Domestic Product (GDP) is rising. The
Government’s expenditure on healthcare sector has grown to 1.6% of the GDP in FY20BE from
1.3% in FY16.

Health insurance is gaining momentum in India. Gross direct premium income underwritten by
health insurance grew 17.16% y-o-y to Rs 51,637.84 crore (US$ 7.39 billion) in FY20.

Investment
Hospitals and diagnostic centers attracted Foreign Direct Investment (FDI) worth US$ 6.72
billion between April 2000 and March 2020, according to the data released by Department for
Promotion of Industry and Internal Trade (DPIIT). Some of the recent investments in the Indian
healthcare industry are as follows:

 In May 2020, Jubilant Generics Ltd entered into a non-exclusive licencing agreement with
US-based Gilead Sciences Inc to manufacture and sell the potential COVID-19 drug
Remdesivir in 127 countries, including India.
 In May 2020, Carlyle Group acquired 74% stake in animal health focused pharmaceutical
company, SeQuent Scientific Ltd, for about Rs 1,580 crore (US$ 224.15 million).
 In April 2020, first COVID-19 sample collection mobile lab of the country, namely ‘Mobile
BSL-3 VRDL Lab’, was launched, which can process more than 1,000 samples in a day and
enhance country’s capabilities in fighting COVID-19.
 The value of merger and acquisition (M&A) deals across hospitals jumped by a record 155%
to Rs 7,615 crore (US$ 1.09 billion) in FY19.
 In August 2019, Microsoft India and Apollo Hospitals Group entered in agreement to set up a
National Clinical Coordination Committee for AI-powered Cardiovascular Disease Risk
Score API
 In January 2019, National Company Law Tribunal (NCLT) approved Tri-County Premier
Hearing Services Inc’s planned to acquire Bhilai Scan and Research Pvt Ltd (BSR)
Diagnostics Ltd for Rs 67 crore (US$ 9.29 million).
 India and Cuba signed a memorandum of understanding (MoU) to increase cooperation in
the areas of health and medicine, according to Ministry of Health and Family Welfare,
Government of India.
 Fortis Healthcare approved the de-merger of its hospital business with Manipal Hospital
Enterprises. TPG and Dr Ranjan Pal could invest Rs 3,900 crore (US$ 602.41 million) in
Manipal Hospital Enterprise.

Government Initiatives

Some of the major initiatives taken by the Government of India to promote Indian healthcare
industry are as follows:
 In Union Budget 2020-21, Rs 35,600 crore (US$ 5.09 billion) has been allocated for
nutrition-related programmes.
 The Government has announced Rs 69,000 crore (US$ 9.87 billion) outlay for the health
sector that is inclusive of Rs 6,400 crore (US$ 915.72 million) for PMJAY in Union
Budget 2020–21.
 The Government of India aims to increase healthcare spending to 3% of the Gross
Domestic Product (GDP) by 2022.
 In February 2019, the Government of India established a new All India Institute of
Medical Sciences (AIIMS) at Manethi, District Rewari, Haryana at a cost of Rs 1,299
crore (US$ 180.04 million).
 The Union Cabinet approved setting up of National Nutrition Mission (NNM) with a
three-year budget of Rs 9,046 crore (US$ 1.29 billion) to monitor, supervise, fix targets
and guide the nutrition related interventions across ministries.
 On September 23, 2018, Government of India launched Pradhan Mantri Jan Arogya
Yojana (PMJAY), to provide health insurance worth Rs 500,000 (US$ 7,124.54) to over
100 million families every year.

 In August 2018, the Government of India approved Ayushman Bharat-National Health

Protection Mission as a centrally sponsored scheme contributed by both center and state
Government at a ratio of 60:40 for all States, 90:10 for hilly Northeastern States and
60:40 for Union Territories with legislature. The center will contribute 100% for Union
Territories without legislature.
 The Government of India launched Mission Indradhanush with an aim of improving
coverage of immunisation in the country. It aimed to achieve atleast 90% immunisation
coverage by December 2018 and cover unvaccinated and partially vaccinated children in
rural and urban areas of India.
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION

S.NO OPINION RESPONDENTS %

1 BELOW 20 YEARS 23 12.78
2 21-25 YEARS 42 23.33
3 25-30 YEARS 79 43.89
4 ABOVE 30 YEARS 36 20
  TOTAL 180 100.00

200
180
180

160

140

120
100
100
79
80

60
42 43.89
40 36
23 23.33 20
20 12.78

RESPONDENTS %
S.NO OPINON RESPONDENTS %

1 MALE 125 69.44

2 FEMALE 55 30.56

  TOTAL 180 100.00

200
180
180

160

140
125
120
100
100

80 69.44
60 55

40 30.56
20

0
MALE FEMALE TOTAL

RESPONDENTS %
S.NO OPINON RESPONDENTS %
1 BELOW 6 MONTHS 29 16.11
2 6 MONTHS TO -1 YEAR 65 36.11
3 1-2 YEARS 52 28.89
4 ABOVE 2 YEARS 34 18.89
  TOTAL 180 100.00

200
180
180

160

140

120
100
100

80
65
60 52

40 36.11 34
29 28.89
16.11 18.89
20

RESPONDENTS %
S.NO OPINON RESPONDENTS %
1 HEAVY WORK LOAD 73 40.56
2 LONG HOURS OF WORK 60 33.33
3 POOR WORKING CLIMATE 47 26.11
  TOTAL 180 100.00

200
180
180

160

140

120
100
100

80 73
60
60
47
40.56
40 33.33
26.11
20

RESPONDENTS %
S.NO OPINON RESPONDENTS %
1 1 DAY 125 69.44
2 2-3 DAYS 18 10.00
3 4-5 DAYS 25 13.89
MORE THAN FIVE
4 6.67
DAYS 12
  TOTAL 180 100

200
180
180

160

140
125
120
100
100

80 69.44
60

40
25
18 13.89
20 10 12
6.67
0

RESPONDENTS %
S.NO OPINON RESPONDENTS %

1 YES 136 75.56

2 NO 44 24.44

  TOTAL 180 100.00

200
180
180

160

140 136

120
100
100

80 75.56

60
44
40
24.44
20

RESPONDENTS %
7. EMPLOYEES OPINION ABOUT BALANCING THEIR PERSONAL LIFE WITH PROFESSIONAL
LIFE

S.NO OPINON RESPONDENTS %

YES THEY CAN
1 145 80.56
BALANCING
2 NO THEY CANNOT 35 19.44
  TOTAL 180 100.00

200
180
180

160
145
140

120
100
100
80.56
80

60

40 35
19.44
20

RESPONDENTS %
8. Workers opinion about the effect of absenteeism?

S.NO OPINON RESPONDENTS %

CAUSE OF WORK
1 STRESS 69 38.33
DELAYED
2 PERFORMANCE 38 21.11
3 LEAD TO OVER TIME 27 15.00
4 LESS TURNOVER 21 11.67
5 ALL OF THE ABOVE 25 13.89
  TOTAL 180 100.00

200
180
180

160

140

120
100
100

80 69
60
38.33 38
40
27 25
21.11 21
20 15 11.67 13.89

RESPONDENTS %
9. Employee satisfaction level with relationship the superior?

S.NO OPINON RESPONDENTS %

1 HAIGHLY SATISFY 34 18.89
2 SATISFIED 28 15.56
3 NEUTRAL 87 48.33
4 DISATISIFY 12 6.67
5 HIGHLY DISATISFY 19 10.56
  TOTAL 180 100.00

200
180
180

160

140

120
100
100
87
80

60 48.33
40 34
28
18.89 15.56 19
20 12 10.56
6.67
0

RESPONDENTS %
10. Employee opinion for long absence?

S.NO OPINON RESPONDENTS %

1 FAMILY PROBLEMS 38 58.46
PERSONAL
2 PROBLEMS 65 100.00
RELIGIOUS
3 PROBLEMS 21 32.31
SOCIAL
4 OBLIGATIONS 36 55.38
5 NON OF THE ABOVE 20 30.77
  TOTAL 180 100.00

200
180
180

160

140

120
100 100
100

80
65
58.46 55.38
60
38 36
40 32.31 30.77
21 20
20

RESPONDENTS %
11. Are the co- workers helping in the work of the employee?

S.NO OPINON RESPONDENTS %

1 YES 125 69.44
2 NO 55 30.56
  TOTAL 180 100.00

200
180
180

160

140
125
120
100
100

80 69.44
60 55

40 30.56
20

RESPONDENTS %
12. Does the employee have meet with any accident while doing their work?

S.NO OPINON RESPONDENTS %

1 YES 111 61.67
2 NO 69 38.33
  TOTAL 180 100.00

200
180
180

160

140

120 111
100
100

80 69
61.67
60
38.33
40

20

RESPONDENTS %
13. WORKERS REASON FOR LEAVE?

S.NO OPINON RESPONDENTS %

1 SICKNESS 117 65.00
2 LACK OF INTEREST IN JOB 12 6.67
POOR WORKING
3 26 14.44
CONDITIONS
4 LONG WORKING HOURS 25 13.89
  TOTAL 180 100

200
180
180

160

140

120 117
100
100

80
65
60

40
26 25
20 12 14.44 13.89
6.67
0

RESPONDENTS %
14. EMPLOYEE OPIONION REGARDING WORK ENVIRNMENT?

S.NO OPINON RESPONDENTS %

1 EXCELLENT 89 49.44
2 GOOD 29 16.11
3 FAIR 35 19.44
4 POOR 27 15.00

  TOTAL 180 100

200
180
180

160

140

120
100
100 89
80

60 49.44
40 35
29 27
16.11 19.44 15
20

RESPONDENTS %
15, Workers Thought Regarding Works Pressure On The Job?

S.NO OPINON RESPONDENTS %

YES THERE IS A LOT OF WORK
1 129 71.67
PRESURE
2 NO THERE IS WORK PRESURE 51 28.33
  TOTAL 180 100.00

200
180
180

160

140

120 117
100
100

80
65
60

40 35
28
19.44 15.56
20

RESPONDENTS %
16. TYPE OF WORK PRESURE EMPLOYEE FACING IN THE ORGANAIZATION?

S.NO OPINON RESPONDENTS %

1 FORCED TO DO WORK 117 65.00
2 IMPROPER ENVIRONMENT 35 19.44
3 STRICT SUPERVISION 28 15.56

  TOTAL 180 100.00

200
180
180

160

140

120 117
100
100

80
65
60

40 35
28
19.44 15.56
20

RESPONDENTS %
17. Is the company providing adequate of leave to the employee when they ask?

S.NO OPINON RESPONDENTS %

1 YES 122 67.78

2 NO 58 32.22

  TOTAL 180 100.00

200
180
180

160

140
122
120
100
100

80
67.78
58
60

40 32.22

20

RESPONDENTS %
18. Workers opinion about the factors to reduce the absenteeism?

S.NO OPINON RESPONDENTS %

ICREASED IN NUMBER OF
1 54 30.00
HOLIDAYS
2 BETTER WORKS CONDITIONS 37 20.56
PROVIDING NON -MONETARY
3 39.44
BENEFITS 71
BETTER PERFORMANCE
18 10.00
4 APPRAISAL
  TOTAL 180 100

200
180
180

160

140

120
100
100

80 71
60 54
37 39.44
40 30
20.56 18
20 10
0

RESPONDENTS %
19. Workers level of awareness regarding their absent from their work?

S.NO OPINON RESPONDENTS %

1 STRONGLY AGREE 71 39.44
2 AGREE 24 13.33
3 NEUTRAL 61 33.89
4 DISAGREE 14 7.78
5 STRONGLY DISAGREE 10 5.56
  TOTAL 180 100.00

200
180
180

160

140

120
100
100

80 71
61
60
39.44
40 33.89
24
20 13.33 14 10
7.78 5.56
0

RESPONDENTS %
20. Workers opinion job enrichment creates reduction in absenteeism of employees?

S.NO OPINON RESPONDENTS %

1 STRONGLY AGREE 39 21.67

2 AGREE 43 23.89
3 NEUTRAL 61 33.89
4 DISAGREE 21 11.67
5 STRONGLY DISAGREE 16 8.89
  TOTAL 180 100.00

200
180
180

160

140

120
100
100

80
61
60
39 43
40 33.89
21.67 23.89 21
20 11.67 16
8.89
0

RESPONDENTS %
21. WORKERS OPINON TO REDUCE ABSENTEEISM?

S.NO OPINON RESPONDENTS %

1 ADOPTING JOB ROTATION 66 36.67
2 JOB ENRICHMENT 24 13.33
CO-ORDINATION WITH CO
3 28.89
-WORKERS 52
4 EFFICIENT SUPERIOR 38 21.11
  TOTAL 180 100

RESPONDENTS %

180

100

66
52
36.67 38
28.89
24 21.11
13.33
22. EMPLOYEES OPINION ON THE MOTIVATIONAL FACTOR AVOIDING TAKING
LEAVE?

S.NO OPINON RESPONDENTS %

1 GOOD EMPLOYEE RELATION 80 44.44
2 WORK ENVIRONMENT 27 15.00
3 CO-ORDINATION WITH CO -WORKERS 33 18.33

ICENTIVES AND BONUS BASED ON

40 22.22
PERFORMANCE
4
  TOTAL 180 100

200
180
180

160

140

120
100
100
80
80

60
44.44 40
40 33
27
18.33 22.22
20 15

RESPONDENTS %
 CHAPTER-5
FINDINGSCONCLUSION
& SUGGESTIONS
 FINDINGS
Finding and analysis reveals the following conclusion
 Almost 56% of the workers at SHIVANI HOSPITALS. Are working for more than 10
years whereas 36% are working for more than 5 yrs.
 Almost 96% of the workers do not remain absent.
 According to 96% workers, personal problem is the reason for being absent.4% thinks
that stress can also be the reason.
 Almost 76% workers rate the present absenteeism policy as good whereas22% rate it as
excellent.
 Almost 94% of the workers at SHIVANI HOSPITALS. are clear regarding their work
responsibilities.
 82% of the workers are fully satisfied with their work whereas 16% workers think their
work as good.
 76 % workers have good relations with the superiors whereas 22% have excellent
relations with the superiors.
 42% workers think that their superior’s behavior towards their problems is excellent &
56% workers consider it as good.
 SUGGESTIONS

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) Provide Incentives: An incentive provides an employee with a boost to their motivation and
avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month of effect
attendance can improve a lot.

2) Employee Assistance Program: If you confront an employee about his or her frequent
absenteeism and you find out that it is due to personal problems refer them to EAP.

3) Sickness Reporting: Tell employees that they must phone in as early as possible to advise
why they are unable to make it to work and when they expect to return.

4) Return to Work Interview- When an employee returns to work then ensure that they have a
“return to work interview”.

5) Bradford factor can also be used to identify and cure excessive absenteeism. In the end to
conclude this report I would like to specify that the project allotted tome on ABSENTEEISM
was of immense help to me in understanding the working environment of an organization,
thereby providing a firsthand practical experience.
 CONCLUSIONS
In this project while identifying the reasons of absenteeism of the workers of SHIVANI
HOSPITALS) I got an opportunity to interact with workers to observe their behavior and
attitude.
In the end I would once again like to thank the people of SHIVANI HOSPITALS . who
helped me in accomplishing this project and boosting my morale by appreciating and
recognizing my efforts.
Smaller samples tend to reduce the likelihood that the sample is representative of the
population under study (Polite & Hunger 1995:240). The research was conducted in one regional
hospital in the Limpopo Province. The findings can therefore only be applied to the specified
hospital in this Province. The researcher experienced problems in collecting the completed
questionnaires. She had to send out reminders for about three weeks.

The study has highlighted which factors contribute to absenteeism, as perceived by

respondents. Instances where there are differences of opinion on the extent to which some factors
contribute to absenteeism were also identified. The recommendations are aimed at assisting
organizations and managers in reducing absenteeism in the workplace, and by doing so,
improving the quality of care.
 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) Mariajosé Romero and Young-Sun Lee, A National Portrait of Chronic Absenteeism in
the Early Grades.
c) Morten Nordberg and Knut Røed, Absenteeism, Health Insurance, and Business
Cycles.
d) K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw-
Hill 131-176
e) Chris Dukes, (2001) Recruiting the Right Staff
f) John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004
g) Steve Kneeland, (1999) Hiring People, discover an effective interviewing system; avoid
Hiring the wrong person, recruit outstanding performers
h) Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures, 1956
i) Mikalachki et Jeffrey Gandz, (1979), "Measuring Absenteeism" Relations industrial’s /
Industrial Relations, vol. 34, no. 3, , p. 516-545.
j) Arnold B. Bakker,Evangelia Demerouti,Elpine de Boer, and Wilmar B. Schaufeli
(2001), “Job demands and job resources as predictors of absence duration and
frequency”, Journal of Vocational Behavior.
k) B. Anderson & D.J. Geldenhuys (2011), "The relationship between absenteeism and
employer-sponsored child care" Southern African Business Review, Volume 15, No. 3
l) Banks, J., Patel, C.J., & Moola, M.A. (2012).”Perceptions of inequity in the
workplace: Exploring the link with unauthorized absenteeism.” SA Journal of Human
Resource management.
m) Brian Francis Redmond, (2010 ), "Lateness Absenteeism Turnover And Burnout"
 n) C.S.Chethan Kumar NVR Naidu, (2012), "Minimizing The Eighth Waste Of Lean-
Absenteeism through Six SigmaMethodology"International Journal for Quality
research,Vol.6, No. 2,
o) David A. Harrison and Joseph J. Martocchio (1998), “Time for Absenteeism”, Journal
of Management Vol. 24, No. 3, 305-350
p) Dr. Bilgin SENEL and Dr. Mine, (2012), “Senelthe Cost Of Absenteeism And The
Effect Of Demographic Characteristics And Tenure On Absenteeism”, Vol. 4
q) Dr. N. Santhi, Mrs. D. Maria Angelin Jayanthi, (2011), “A Study On Absenteeism Of
Employees In Retailing Industry,” volume No: 2
r) Wouter Langenhoff, (2011), "E employee Absenteeism" network for studies on
pensions, aging and retirement.
s) Hair, Anderson, Tatham and Black, (2005), “Multivariate Data Analysis”, 5th Ed.,
Pearson Education.

3. WEB SITES

 www.shivanihospitals.com
 www.hrglossories.com
 www.hr-guide.com
 www.google.com
 www.soople.com
 www.infosys.com
 www.learningmate.com
 hhttp://oxforddictionaries.com/definition/english/absenteeism
 hhttp://books.google.co.in
 hhttp://finntrack.co.uk/learners/strat_hrm.htm