INTRODUCTION

In my project, I studied the ‘LABOUR ABSENTEEISM’ in Bharat

Petroleum Corporation Ltd. [BPCL].

This project on Labour Absenteeism in Bharat Petroleum Corp. Ltd. Mahul-

74, Mumbai, tries to cover a brief discussion on various habits of workers, which are
responsible for absenteeism. It also gives information about organizational structure
and structure of the personnel department. However, at the same time the project
emphasizes greater attention towards the problems, causes and remedial measure
against absenteeism.

The frequent absenteeism in an industrial establishment has made a great

impact on the production and resources of the country. Maximum absenteeism also
results in a considerable loss of output in the industry because an employee upsets the
schedules, resulting in the complications, which leads to job transfer, overtimes and
sometimes fails to meet the promised date.

Today absenteeism is a major problem in the Indian industry. There are

various causes and reasons of absenteeism.

Absenteeism also adversely affects the efficiency, productivity and discipline

of an organization. It not only shows the irresponsibility of the employee but also
their disloyalty towards the organization. Absent employee lose the sympathy of the
employer and employer loses confidence in the employee.

Productivity in construction frequently suffers as a result of high levels of

absenteeism. There is evidence that all concerned-owners, contractors, and workers
are interested in resolving this problem. This study examines the source and size of
the problem, and makes recommendations to reduce it. For the most part, data for this
study were collected from employees and required the co-operation of managers and
supervisors. Without exception everyone cooperated.

1
 INDUSTRY PROFILE

The petroleum industry includes the global processes of exploration,

extraction, refining, transporting (often by oil tankers and pipelines), and marketing
petroleum products. The largest volume products of the industry are fuel oil and
gasoline (petrol). Petroleum is also the raw material for many chemical products,
including pharmaceuticals, solvents, fertilizers, pesticides, and plastics. The industry
is usually divided into three major components: upstream, midstream and
downstream. Midstream operations are usually included in the downstream category.

Petroleum is vital to many industries, and is of importance to the maintenance

of industrialized civilization itself, and thus is a critical concern for many nations. Oil
accounts for a large percentage of the world’s energy consumption, ranging from a
low of 32% for Europe and Asia, up to a high of 53% for the Middle East. Other
geographic regions’ consumption patterns are as follows: South and Central America
(44%), Africa (41%), and North America (40%). The world consumes 30 billion
barrels (4.8 km³) of oil per year, with developed nations being the largest consumers.
24% of the oil produced in 2004 was consumed in the United States.[1] The
production, distribution, refining, and retailing of petroleum taken as a whole
represents the world's largest industry in terms of dollar value.

Consumption

India's domestic demand for oil and gas is on the rise. As per the Ministry of
Petroleum, demand for oil and gas is likely to increase from 176.40 million tonnes of
oil equivalent (mmtoe) in 2007-08 to 233.58 mmtoe in 2011-12.

Global Refining Hub

India is emerging as the global hub for oil refining with capital costs lower by
25 to 50 per cent over other Asian countries.

Already, the fifth largest country in the world in terms of refining capacity,
with a share of 3 per cent of the global capacity, India is likely to boost its refining

2
capacity by 45 per cent or 65.3 mtpa (million tonne per annum) over the next five
years, according to a Deutsche Bank report. Indian companies plan to increase their
refining capacity to 242 mtpa by 2011-12 from about 149 mtpa in 2007.

Retail Sector

Increase in automobile sales has led to significant investments being made to

develop and expand the petroleum retail market. According to US-based consultancy
Keystone, automobile sales are likely to grow to about 20 million a year by 2030
(from the present 1 million), making India the third largest automobile market in the
world.

Gas

Gas demand in India is dominated by the power and fertilizer sectors which
account for 66 per cent of the current consumption. In 2006, the total gas demand was
around 152 MSCMD. The gas demand is expected to increase to 320 MSCMD,
according to a report by Ernst & Young. Significantly, the share of natural gas in the
overall fuel mix is expected to increase from 8 per cent in 2006 to 20 per cent by
2025.

ONGC has struck oil and gas in three new blocks. The gas find at Krishna
Godavari (K-G) basin off the Andhra coast could prove as rich as the Reliance
Industries’ D-6 block, which, at its peak, is expected to double India’s current natural
gas output. The other two discoveries included an oil find in Charada-3 offshore block
in Cambay basin and oil and gas find in Matar in Vadodara district, both in Gujarat.

Investments and Acquisitions

o Public sector oil companies will spend US$ 11.33 billion next year on
expanding supplies and building new transportation networks for oil and gas.
o IOC is setting up a coker plant in West Bengal at an investment of US$ 596.53
million.
o ONGC will invest US$ 696 million for increasing facilities at its oilfields in
Assam and Western Offshore to boost output.

3
 o State-run gas utility GAIL will invest over US$ 1.54 billion in laying gas
pipelines from Dabhol on the Maharashtra coast to Bengaluru, Kochi and
Mangalore.
o Gujarat State Petroleum Corporation (GSPC), a petroleum and gas company
owned by the Gujarat government plans to invest US$ 1.7 billion in the
development of its offshore Deendayal gas field in the Krishna-Godavari (K-
G) basin off the coast of Andhra Pradesh.
o Gas company, BOC India, will be investing US$ 205.79 million over the next
three years, across its various projects.

Government Initiatives

The government has been taking many progressive measures to create a

conducive policy and regulatory framework for attracting investments.

o Allowing 100 per cent foreign direct investment (FDI) in private refineries
through automatic route and 26 per cent in government-owned refineries.
o Implementation of the NELP in 1997.
o Abolition of the administered pricing policy.
o 100 per cent FDI is also allowed in petroleum products, exploration, gas
pipelines and marketing/retail through the automatic route.
o Vision-2015 for the oil sector which will focus on providing better services to
customers covering four broad areas of LPG (liquefied petroleum gas),
kerosene, auto fuels and compressed natural gas/piped natural gas.

Road Ahead

According to a recent CII-KPMG report India's energy sector will provide

investment avenues worth US$ 120 billion-US$ 150 billion over the next five years.
According to the Investment Commission of India, the total opportunity in the oil and
gas sector is expected to reach US$ 35 billion to US$ 40 billion by 2012.

Exchange rate used: 1 USD = 48.66 INR (as on July 2009)

4
 BHARAT PETROLEUM CORPN.LTD

REFINERY MUMBAI-74

We are the first choice of customers,

……………always.

5
 COMPANY PROFILE

Bharat Petroleum Corporation Limited (BPCL) is one of India's largest

PSU companies, with Global Fortune 500 rank of 287 (2008) and a leading Navratna
Public Sector Company. It is a Central Public Sector Undertaking . As the name
suggests, its interests are in petroleum sector. It is involved in the refining and
retailing of petroleum products.

BPCL's growth post-nationalization (in 1976) has been phenomenal. One of

the single digit Indian representatives in the Fortune 500 & Forbes 2000 listings,
BPCL is often referred to as an “MNC in PSU garb”. It is considered a pioneer in
marketing initiatives, and employs “Best in Class” practices.

BPCL is spread across 450 ha of land and it is India’s largest refinery. The
company has its operational presence in the Indian petroleum Industry in various
verticals. BPCL is engaged in the business of refining, storing, marketing and
distribution of petroleum products. The company’s major refineries are located at
Mumbai and Kochi.

Bharat Petroleum Corporation (BPCL) traces its history to 1928 when the
Burmah Shell Oil Storage & Distribution Company of India was incorporated in
England to enter the petroleum products business in India. The business of the
Company grew substantially given the international backing of Shell and it achieved
the leadership position in India. In 1952, Shell and Burmah Oil Company together
decided to set up Burmah Shell Refineries in Mumbai. The entire operations of
Burmah Shell in India were nationalised in 1976 and the Refinery and Marketing
Companies were merged to form BPCL

Burmah-Shell Refineries Limited (BSR), was incorporated on 3 November

1952 as a Company under the Indian Companies Act, 1913, at Mumbai, with the
authorized Capital of Rs. 25 crore. A refinery was set up by this Company at Mahul,
Mumbai. Secondly, the Burmah-Shell Oil Storage & Distributing Company of India
Ltd (BSM), a foreign Company, established in England in 1928, was carrying on in

6
India the business of Distributing & Marketing petroleum products & for that purpose
established places of business at Mumbai & other places in India.

On 12th February 1976 the companies name changed to Bharat Refineries

Limited (BRL)

On 1st August 1977 the companies name changed to its present name Bharat
Petroleum Corporation Limited (BPCL).

7
 BOARD OF DIRECTORS

Shri. Ashok Sinha Chairman & Managing Director

Shri. Radhakrishnan Director (Marketing)

Shri. R. K. Singh Director (Refineries)

Shri. S. K. Joshi Director (Finance)

Shri. S. Mohan Director (Human Resource)

Prof. S. K. Barua Director

Prof. A. H. Kalro Director

Ms. Rama Bijapurkar Director

Prof. N. Venkatishwaran Director

Shri. P. H. Kurian Secretary, Investment Promotion,

Govt Of Kerala.

Shri. P. K. Sinha Additional Secretary, Financial Advisor,

Ministry Of Petroleum.

Mr. Sanjay Krishnamurthy Executive Director Sbu Head - Retail

Mr. S. K. Jain Executive Director Sbu Head - LPG

Mr. A. K. Bansal Executive Director Corporate Affairs

Mr. K. K. Gupta Executive Director

Sbu Head – Lubes

Mr. S. Vardrajan Executive Director

Corporate Treasury

Mr. E. Nandkumaran Executive Director

8
 Kochi Refinery

Mr. D. M. Reddy Executive Director

Sbu Head – Industrial & Commercial

Mr. P. S. Bharghava Executive Director - Mumbai Refinery

Mr. R M Gupta Executive Director – Engg. & Projects

Mr. S. P. Mathur Executive Director SBU Head – Aviation

Mr. S. Gathoo Executive Director HRS

Ms. D. Sanzgiri Executive Director HRD

Mr. A. Sengupta GM - HR – Mumbai Refinery

Mr. K. V. Sheshadri GM - Operations

Mr. G. S. Baweja GM – HSE

Mr. H. B. Kakade Chief Manager - HSE

9
10
CORPORATE OFFICE: Bharat Bhavan-1, 4&6 Currimbhoy Road

Ballard Estate, Mumbai- 400001

CHAIRMAN &MANAGING Mr. Ashok Sinha

DIRECTOR:

NO OF EMPLOYEES: 14025

QUANTITY OF CRUDE PROCESSED: 23.52 Million metric tons

MARKET SALES: 26.08 Million metric tons

SALES TURNOVER: 1231796.87 Million

TOTAL ASSETS: Rs. 2,81,806 million

JOINT VENTURE COMPANIES: Petronet LNG Ltd.

Indraprastha Gas Ltd.

Sabarmati Gas Ltd

Central UP Gas Ltd.

Maharashtra Natural Gas Ltd.

Bharat Stars Service Pvt. Ltd.

Petronet CCK Ltd.

Petronet India Pvt. Ltd.

Bharat Renewable Energy Ltd.

Matrix Bharat Marine Services Ltd.

Bharat Shell Pvt. Ltd.

11
SUBSIDIARY COMPANIES: Numaligarh Refinery Ltd.

Bharat Petro Resources Ltd. (BPRL)

MAJOR COMPETITORS

o HINDUSTAN PETROLEUM CORPORATION LTD

o INDIAN OIL
o OIL & NATURAL GAS CORPORATION LTD

PRESTIGIOUS CLIENTS

o Nigerian National Petroleum Company - Nigeria

o Petronal - Malaysia
o Qatar Petroleum Company - Qatar
o Oman Refining Company - Sultanate of Oman
o Khartoum Refinery - Sudan
o Bahrain Oil company - Bahrain
o Abudhabi national Oil Company – UAE

12
MISSION STATEMENT

To make Bharat gas a dominant brand in the segments we market, by

becoming trendsetters to Customer Service, Safety and Quality.

VISION

• We are a leading energy company with global presence through sustained

aggressive growth and high profitability.
• We are the first choice of customers, always.
• We exploit profitability growth opportunity outside energy.
• We are the most environment friendly company.
• We are a great organization to work for.
• We are a learning organization.
• We are a model corporate entity with social responsibility.

BRAND AMBASSADORS

Narain karthikeyan - First Indian F1-racer

Mahendra singh Dhoni – First Indian cricket captain to win the 20-20 world cup

13
 AWARDS AND RECOGNITION

• Golden Peacock Environment Management Gold Award 2008 to Mumbai

Refinery by World Environment Foundation, UK, under the large
manufacturing category
• Safety Innovation Award 2007 to Kochi Refinery by the Institution of
Engineers (India)
• Gold Award in Petroleum refinery sector to Kochi Refinery by the Greentech
Foundation for outstanding achievement in safety management
• Environment Management Gold Award 2007 to Mumbai Refinery by the
Greentech Foundation
• Best Performance of Safety Committee Award 2007 to Kochi Refinery by
the National Safety Council, Kerala Chapter
• Environment Management Award 2007 to Cherlapally LPG plant by
Foundation for Advancement of Science and Technology (FAST)
• Punjab State Safety Award to Lalru LPG plant by Labor Department,
Punjab, for largest reduction in frequency rate of accident in chemical industry
• Kerala State Pollution Control Excellence Award to Kochi Refinery for
making substantial and sustained effort in pollution control among large scale
industries.
• Oil Industry Safety Award Second prize to Numaligarh Refinery in Refinery
Sector
• National Energy Conservation Award 2007 Silver Award to Numaligarh
Refinery by the Bureau of Energy Efficiency under the Ministry of Power,
India.
• TERI Corporate Environmental Excellence Award for 2007 and 2008 to
Numaligarh Refinery for consecutive years.
• All India National Safety Council Award to Manmad and Borkhedi Retail
units
• British Safety Council Award to Piyala LPG and Tondiarpet Lubes
installation under the International Safety Scheme
• Ramakrishna Bajaj National Quality Special Award 2007 to Mumbai
Refinery for highest recognition in the manufacturing category

14
• Petrofed Oil and Gas Marketing Company of the Year Award to BPCL
for excellence in enhancing performance and customer base while being
responsible with stringent of health, safety and environment norms.
• Excellent Water Efficient Unit Award-Beyond the Fence Award 2007 to
BPCL at National Awards for Excellence in Water Management, conducted
by Confederation of Indian industries.
• Quest for Excellence Award in the large manufacturing category in the
World Class Winners of the International Asia Pacific Quality Awards 2008.
BPCL is the first Indian oil company to win this award.
• Asian Corporate Social Responsibility Award 2008 to BPCL for ‘Boond-
III’ project in the Environmental Excellence Category by Asian Institute of
Management with Intel.

15
 HIERARCHY

CHAIRMAN

EXECUT
IVE
DIRECT
OR
GENERAL
MANAGER

DEPUTY GENERAL
MANAGER

CHIEF MANAGER

SENIOR MANAGER

MANAGER

DEPUTY MANAGER

SENIOR OFFICER

OFFICER

16
 ORGANIZATIONAL CHART

GM––HR
GM HR

(P&A)
(P&A) CH.MGR.-
CH. MGR.-
CH.MGR.
CH. MGR.
D.G.
D. G.M.
M. - -
ER
ER ESTATE
ESTATE
SR.MGR.
MGR.–– ADMIN
ADMIN
SR. SR.MGR.
MGR.–– MGR. MGR.
MGR.
ER. MGR,ER.
ER.
HR SR.MGR
MGR- - SR. MGR. ER. MGR,
HR SR.
ER
ER BEN&ADMIN
BEN &ADMIN (REC.)
(REC.)
(PMS)
(PMS)
SECRETORY
SECRETORY DY. MGR.
DY. MGR. - -
SR.OFFICER
SR. OFFICER
- -HR
HR ER
ER
SECRETORY
SECRETORY SR.OFF
SR. OFF- -ER
ER SR.OFFICER
SR. OFFICER
- -HR
HR

DY.MGR.
DY. MGR.

OFFICER
OFFICER

SR.OFFICER
SR. OFFICER

17
 PRODUCT PROFILE

The organization structure of BPCL was revamped and six new Strategic
Business Units (SBU) were created. They are Refinery, Retail, Industrial &
Commercial, Lubricants, Aviation and LPG

BHARAT

PETROLEUM

CORPORATION

LIMITED

INDUSTRIAL
REFINERY RETAIL LUBRICANTS AVIATION L.P.G.
&
COMMERCIAL

18
 • SMART Cashless transaction, MIS report,
FLEET Vehicle tracking system

• SPEED High Performance Fuel for

automobiles

• PETRO – Loyalty program for customers

CARD

• IN & Customer convenience store

OUT at retail outlet.
STORES

• e– Convenience of purchasing recharge cards

traveler of cellular company & denomination of his
choice at any point of time

19
MAK
High Performance Engine Oil
LUBRICANTS

• PURE Ensuring Quality & Quantity of all products

FOR sold in retail outlet
SURE

• V– Service station for maintenance of cars

CARE

• BHARAT LPG Cylinders for House hold, commercial

GAS & Business use.

20
21
22
 OBJECTIVES OF THE STUDY

o To identify the prevalence level of absentees in Bharat Petroleum Corporation

Limited, Refinery – Mumbai.

o To identify the major causes of absenteeism at the BPCL Refinery Mumbai.

o To assess the factors that affects the absenteeism in the BPCL Refinery,
Mumbai.

o To get in-hand Knowledge of management problems relating to absenteeism

among employees.

o To give right and effective recommendations and to control of absenteeism

among the workers.

o To encourage the workers to overcome the various reasons and reduce

absenteeism.

o To study the impact of absenteeism on the industry.

23
 RESEARCH METHODOLOGY

Research Methodology:

Research refers to search knowledge; it is also defined as scientific and

systematic search for pertinent information on specific topic. Research includes
scientific and inductive thinking and it promotes its development of organization and
logical habits of thinking. It is a moment from unknown to the known.

Research compromises

o defining and redefining problems

o formulating hypothesis,

o organizing and evaluating data

o suggesting solutions,.

o Making deduction

o and reaching conclusion

o And at last carefully testing conclusions to determine whether they are

adaptable to the formulated hypothesis.

Research methodology is the systematic and objective search for an analysis

of information relevant to the identification solution of any problem in the filed of any
business.

Sampling procedure:

Non-probability sample was chosen as cost and time involved in sampling is

less. The judgment sampling method was used selecting the population members who
were good prospectus for accurate data.

24
Sample size:

In the Product-Despatch section there are 236 employees, out of which 150
employees (63%) were randomly selected (i.e. representative of total population).

RESEARCH DESIGN

Descriptive

The two main methods of collecting data adopted conduction survey are

1. Primary data

2. Secondary data

A) Primary Data:

The primary data are those, which are collected for first time hence, which are
fresh and thus, happen to be original in character. Such data are published by
authority who themselves are responsible for their collection

By observation:

This method implies the collection of information by way of investigator`s

own observation, without interviewing the respondent. The information obtained
related to what is currently happing and is not complicated by either the past behavior
or future intention or attitudes of respondents.

Through personal interviews:

The investigator follows a right procedure and seeks answer to a set of asset of
pre-conceived question through personal interviews.

Questionnaire Method:

I have use this method is method in which information is obtained with the
help of questionnaire, which is prepared exclusively for the specific purpose. A

25
questionnaire consists of a number of questionnaires printed in definite order on a
form. Questionnaire and schedule are increasingly used for collection of varied and
diverse data in survey research. The respondents have to answer the questions.

Hence the Primary data utilized was as follows.

• Questionnaires.

• Personal observations.

B) Secondary Data:

The secondary data are those records which have already been collected by
organisation and which have already been processed. Secondary data are information
which has previously been collected by respective section/unit/departments of an
organisation to satisfy its own need but it is being used by the management under
references for an entirely optimistic reasons.

The Secondary data which I utilized was as follows.

o SAP records of attendance.

o Official leave formats.

o Attendance musters.

o Leave-granting Forms.

o Warning letters for prolong absentees.

o I-card swipe reader machine records.

o Medical reports of the Absentees.

o Reports of Black-listed employees (prone to absenteeism).

Analysis of Data:

26
 After data have been collected, the analysis of data require a number of closely
related operations such as establishment of categories, the application of these
categories to raw data through coding, tabulating and then drawing statistical
inferences. This unwieldy data should necessarily be condensed into a few
manageable group and tables for further analysis.

Coding operation is usually done at this stage through which the categories of
data are transformed into symbols that may be tabulated and counted.

Editing is the procedure is that improve the quality of the data for coding with
coding the stage is ready for tabulation.

Tabulation is a part of technical procedure wherein the classified data are put
in the form of tables. The mechanical devices can be made use of now. Computer
tabulates a great deal of data, especially in large inquiries.

27
 SCOPE OF THE STUDY

Every employee who takes off in defiance of organization regulation has

reasons, right or wrong which justify themselves the legitimacy of their actions.
Unless a management attendance program identifies and addresses the causes of
employee absenteeism it will be ineffective and unfair. Traditional disciplinary
programs alone can, at best, give the illusion of control. It is no secret that there are
ways to beat even the best systems. The fear of discipline often only increases the
desire to avoid management systems.

If absenteeism is to be controlled the physical and the emotional needs of

employees must be addressed. In a study on “Rates of absence among employees” it
was found that 50% of absenteeism could be controlled through attending employees
physical and emotional needs.

Hence the Scope of the study is derived as follows

o To study the concept of the labour absenteeism

o Know the reasons underlying absenteeism

o Study the causes and effects of absenteeism on company

o Guide the employees to solve their personal problems

o Improve the quality of work and life of worker

o To covers the aspect of reduction in labour absenteeism

28
LIMITATIONS OF STUDY

Employees are generally busy in their own work. So some time it becomes
difficult for them to co-operate even though they want to co-operate during their
operational/working hours.

1. Sometimes secrecy regarding some details and facts had to be maintained in

the organization, so it becomes difficult to collect detailed information.

2. The employee records, performance, attendance etc are finally recorded and
stored through SAP oriented modules and application. Hence these data were
unlawful to download or to have a hard copy from the available office
computers.

3. An employee never tells the actual or true reasons of their absenteeism.

4. Worker time consistency was also a considered in the study.

5. The entire study of project was carried out only during the general-shift
timings i.e. 8:30 AM to 3:30 PM strictly as per company rules and regulations.
Hence this resulted in considerable loss of time to cover up questionnaires for
the employees present for the second shift.

6. I was not allowed to have a detailed hard-copy report of employees who have
undergone counselling for alcoholism as it was against the company norms
and policies.

In responding to the questionnaire, despite of assurance of confidentiality of

responses one gets a feeling that perhaps not all workers believed in such an assurance

29
 THEORETICAL BACKGROUND

Meaning of Absenteeism:

Absenteeism is a common problem in many industrial units, small or big,

private or Government. The high rate of absenteeism is at times due to lack of
commitment to work. Absenteeism results in dislocation of work, increase in labour
costs, reduction in productivity and if unchecked, it causes an increase in indiscipline.
Although some amount of absent will always be inevitable, most of it can be avoided.
Largely, the rate of absenteeism is a gauge of employees moral, both in the company
as a whole and for specific individuals; therefore, employees and human resource
professionals should be concerned when absence suddenly increases in length and/or
frequency and they have to take whatever steps are necessary to alleviate the problem.

Definitions:

A) “Absenteeism is situation, where an employee is not present at his work

place for specified eight hours on normal working days, when he is
expected to be on the job.”

B) “Absenteeism is the total man-shifts lost because of absence as a percentage

of the total number of man-shifts scheduled to work”

- Labour B

C) “Absenteeism is the practice of habits of being an ‘absence’ and an

absentee is one who habitually stays away”

- Webster’s Dictionary

30
TYPES OF ABSENTEEISM

1) Chronic Absenteeism (Medical Ground):

o Absence without leaves for more than 5 consecutive days

o Over staying the sanctioned leaves

o Production of false medical certificates

o Submission of medical certificate is not regular and in majority of cases,

fitness certificate is not produced while joining the duties.

o Employees enquire from PAC regarding the days of absence at the end of the
month/ year and submit the entire certificate at a time at the end of the month/
yearly particularly when promotion are due.

o Some doctors are known for issuing false certificates, inability of company to
do much in this area.

o Employee not found at home

o The family members do not give proper information.

o Employee involved in their privet business.

2) Absenteeism due to non-sanction of leaves:

o Know leave plan is either made or nor short term or long term.

o To avoid the society deduction employees do not apply for the leave at the end
of the month, but immediately after their payment they apply for the leave and
obtained the payment through voucher.

3) Frequent short absence:

o Leaves cards are with the foremen when the absences are regularized after
joining the duties.

31
 o No record of long-term absence is maintained but short-term absence is
maintained by foremen.

4) Absenteeism in particular department:

o No data is available to analysis the absenteeism in my particular department.

o Information is not given by the concern to PER on time to analysis for further
action.

5) Accident leaves:

o Timely information is not received.

o Certificate by the privet doctor is submitted, MED in not concepted for the
medical assistance.

6) Time lost accidents:

o Register maintained as per the statutory requirement.

o No analysis is done to identify the arias of accident.

7) Late Coming:

o Late coming is allowed until five times a month.

o Warning latter are prepare by PAC and signed by PER issued by the concern
department head.

o Warning later is issued by the concern month only

o If the employee comes late for more than ten min, late pass is prepared but this
pass is not submitted in the department. Supervisors certify the attendance
after 15 days when he gates the error list.

32
8) Absenteeism on any particular days:

o Absenteeism is high on Sunday –festival days in marriage days.

9) Erratic shift attendance:

o Worker does not come in the shift allotted.

o No information is passing to PER concern for action.

o Medical cases, participants in various activities come in unscheduled shift.

10) Private out passes:

o Private out passes is taken during the shift and is covered by staying for O.T.

o Workers cover the hours lost due to the private out passes by working on
weekly off/ paid holiday, practically they do not loose monetarily.

o If the employee dose not punches while going out or coming in and if he does
not back the pass, there is no way to cross checking.

o The entries in the out pass register maintain by WSD is not checked always.

11) Night shift slipping:

o Workers in the night shift are not found at their work place.

o Workers sit in groups even on the shop floor and outside, during the late
evening /night hours.

o Most of the workers sleep in the night hours around two or three a.m.

o Setter / group men manage most of the accessions night shift. In certain
department even setter are not available.

33
o Only one night shift in charge is working at present, continuously

34
 CALCULATION OF ABSENTEEISM

The rate of absenteeism is expressed as the percentage of man-days lost through

absence to the total number of man days scheduled in a given period.

No. Of Employees Absent * 100 = ABSENTEEISM (%)

_________________________
No. Of Employees Present

236
__________________________ * 100 = 12%

1967

No. Of Employees Present = (Avg. No. of workers) *(No. of working days)

As we know, employees are the 21st century organization’s greatest assets.

Accountants are even adding human capital to the balance sheet. Absenteeism is a
universal problem in an industry. It becomes a problem when it exceeds 10% as it
disturbs the production schedules and creates many problems. Personnel Research
studies have further revealed that: -

• The days before and after a holiday are liable to higher rate of absenteeism.
• Employees who belong to local area are absent more often than outsiders.
• Bad weather increases rate of absenteeism, especially among employees who
live at distant places.
• Employees under the age of 25 years and above the age of 55 years are absent
more often than those in the age group of 26 to 55 years.
• Operative employees are absent more frequently than the supervisors and
managers.

The higher the rate of pay and greater the length of services of the employees\,
the fewer the absences.

35
CAUSES OF ABSENTEEISM

Labour absenteeism is national problem because it is natural tendencies among

the worker to remain absent frequently following are the reasons of absenteeism.

1) Illness:

It is one of the reasons of absenteeism. Due to illness, the physical

physiological and mental states of the worker will not be in a condition to do work.

2) Age and Sex:

Usually there is tendency among the young workers and women to remain
absent due to certain personal difficulties i.e. female remain absent during the period
of the pregnancy. In addition, the old people are absent due to the health problems
than the younger ones.

3) Holidays and Pay Days:

Workers have tendency to remain absent on days before holiday and pays.

4) Social and religious ceremonies:

Social and religious function divert worker from worker to social activities. In
a large number of cases the proportion of absenteeism due to sickness, accident, and
maternity is not high as it is due to other causes, including social and religious causes.

5) Unsatisfactory Housing condition:

In the workers who come to town usually find that they are not wanted and
they swell the no. of unemployed and causal worker. They also have trouble. Not less
than 95% of the houses occupied by industrial worker in India are unsatisfactory for

36
unhealthy habitation. They so make frequent visit to their village homes to get relief
from such in sanitation and unhealthy surrounding.

6) Industrial Fatigue:

Low wages compel a worker to seek some part time job to earn some side
income. However, this often result in constant fatigue, which compels him to remain
absent for the next day; and if fatigue effect in seriously, his absence may continues
for quite some time.

7) Unhealthy Working Condition:

Imitating and intolerable working condition exist in factories. Heat and

moisture (which rapidly exhaust worker), noise and vibration (which affect his
hearing), bad lighting condition (which cause eyestrain), dust, fumes and
overcrowding all of these affect the workers health, causing him to remain absent for
a long time.

8) Absence of Adequate Welfare Facilities:

Absenteeism is also due to the inadequate welfare facilities available to

worker, for a vast majority if industrialist in India still looks upon welfare work as
barren ability rather than a wise investment. The statutory welfare amenities have not
been properly and adequately provided.

9) Alcoholism:

The habit alcoholism among workers is a significant cause of absenteeism,

which is high in the first week of each month. When workers receive their wages,
they rush to liquor shops and drink to forget their immediate worries. Once indulged
in drink the habit continuous. Hang over the next day lead to absenteeism.

37
10) Indebtedness:

Most of the workers suffer from a high degree of indebtedness. This is the
general case in Indian industry. Workers are always worried about financial matters.
Such workers absent themselves or even resin to escape the path and moneylenders.
As a result, absenteeism is high.

11) Improper and Unrealistic Personnel Amplifies:

In most cases, unskilled, untrained, illiterate and inexperienced workers are

always worried about financial matters. Such workers absent themselves or even
resign to escape the path and moneylenders. As a result, absenteeism is high.

12) Inadequate Leave Facilities:

Negligence on the part of employer to provide adequate of leave facilities

compel the workers to remain absent.

PARTICULAR FEATURE OF ABSENTEES

Based on micro studied undertaking in different part of country, certain

observations have been made.

Payday

The rate of absenteeism is the lowest on payday; it increases considerably on

the day following the payment of wages and bonus. The level of absenteeism is
comparatively high immediacy after payday. When worker either feel like having a
good time, or in some other cases return home to their village to make purchase for
the family and to them. The incidence of absenteeism, both before and after a holiday,
has also been found to be higher than that on normal days.

38
Age

Absenteeism is generally high among worker below 25 year of age and those
above 40 year. The younger employers are not regular and punctual because of the
employment of the large no of newcomer among the younger age group; while the
older people are not able to withstand the strenuous nature of the work.

Department

The rate of absenteeism varies from department to department within a unit.

E.g. in the mixing and blow room and in the handling and baling jobs in which only a
few worker are employed and the physical condition are better than in order
apartment, the rate of absenteeism is comparatively low as the size of a group
increases, the of absenteeism goes up; the difference in the rate of absenteeism is
believed to be due to the particular style and practices of management, the
composition of the labour forces and the culture of the organization.

Shift

The percentage of absentee`s is generally higher in the night shift than in the
day shift. There is so because worker in the night shift experiences greater discomfort
and uneasiness in the course of their work than they do during daytime.

Marriage and Festival

The percentage of absenteeism is much higher in coal and mica-mining

industries then in organized industries. The high percentage of absenteeism is due to
the engagement of laborers in the fields; marriage and festival, which together are
estimated to account for about 75% of the cases of withdrawals, drunkenness, and
relaxation of sickness.

Absenteeism in India is seasonal in character. It is the highest during the

March, April, May, when land has to be prepared for monsoon sowing, and in the
harvest season (September - October) when the rate goes as high as 40%.

39
MEASURES TO REDUCE THE RATE OF ABSENTEEISM

Absenteeism is a serious problem to management because it involves nearly

additional expenses. Reserves and understudies are kept in readiness to take the place
of the absentees, failing which the overhead lost of the idle equipment has to be faced
industrial employee do not usually ask for leave of absence in advance or even give
notice during their absence as to how long they would be away. They management is
generally uncertain about the probable duration of an employees absence and cannot
take appropriate measures to fill the gap.

As regards to measures to be adopted to remedy the situation the labour

investigation committee, adequate wages, protection from accident and sickness, and
facilities for obtaining leave for rest and recreation constitutes the most effective
means of reducing absenteeism.

It should noted no signal measure can be effective in controlling absenteeism,

but a skillful combination of various measures would defiantly lead to be desired
results these measure are-

a) Adoption of the well defined recruitment procedure:

The selection of employees based on communal, linguistic and family

consideration should be discouraged and avoided. The management should look for
aptitude and ability in the prospective employees and should not easily yield pressure
or personal and dislikes.

b) Provision of Healthful Hygiene Working condition:

In India, where the climates are warm and most of the worker involves manual
labour, it is essential that workers should be provided with proper and healthy
working condition. This helps in keeping the employees cheerful and increase
production and the efficiency of operation throughout the plant.

c) Motivation of workers; welfare and Social Measures:

The management should recognize the needs of workers and offer them
adequate and cheap housing facilities, free or subsidized food, free medical did and

40
transportation facilities factory to their residence, free educational facilities for their
children and other non monetary benefits.

d) Safety and Accident Prevention:

Safety at work can be maintained and accident can be prevented if the

management tries to eliminate such personal factors as negligence, or confidences
carelessness vanity etc. and such material factors as under graded machinery and
explosive, defective equipment and hand tools.

e) Cordial relation Between supervisors And Workers:

The supervisor should recognize that industrial work is a group task and
cannot properly do unless discipline is enforced and maintained. Supervisors who
make their men feel free to discuss job problem with them have appreciably less
absences in their work then the supervisors who display the opposite behavior.

Other Measures:

1) There should be clear and definite rules and regulation on

Authorized and unauthorized leave.

2) The rules and regulation relating to attendance must have to explain

to the worker.

3) A proper record of each worker attendance should be maintained in

a special daily attendance card.

The employer, the employee and the state have a definite role to play, if each one
performs it properly and harmoniously. The problems of inefficiency, undesired
conflict, low productivity, dissatisfaction on the part of workers and their low moral
which resulting in frequent absenteeism can be largely eliminated.

41
 Table No-1

Table no.1 represents efforts made to clarify the age factor of respondents

NUMBER OF
AGE-GROUP (IN
RESPONDENT PERCENTAGE
YEARS)
S
21-30 NONE 0%
31-40 9 6%
41-50 96 64%
51-60 45 30%
TOTAL 150 100%
(Source: Interview)

Graph No 1
Interpretation:
The above data base structure shows that none of respondents fall within the
age category of (21-30) years, 6% are between (31-40) years, 64% are in (40-50)
years and 30% are under (50-60) years of age. This shows that the respondents of age
group from 40 years to 60 years effectively run the PRODUCT-DESPATCH section
of BPCL and are highly experienced with respect to their work.

42
 Table No-2

Table no 2 represents the qualification of the respondents working in the overall

sections of PRODUCT DESPATCH.

NUMBER OF
QUALIFICATION RESPONDENT PERCENTAGE
S
TH TH
8 STD TO 10 STD 129 86%
10TH STD TO 12TH STD 21 14%
12TH AND STD AND
0 0%
ABOVE
TOTAL 150 100%
(Source: Interview)

Graph No 2
Interpretation:
The above data base structure shows that 86% of respondents fall under the
category of 8TH STD TO 10TH STD , and 14% of them fall within the category of 10 TH
STD TO 12TH STD . This shows that in BPCL most of the GO’s are educated uptill
school level while rest are educated only till 12th STD.

43
 Table No-3
Table no 3 represents an effort towards knowing the approximate travelling
distance in kms which ultimately assists in knowing the
convenience/inconvenience relating to daily commuting.

DISTANCE FROM
NUMBER OF
THE PERCENTAGE
RESPONDENTS
COMPANY
10-20 KMS 12 8%
20-30 KMS 23 15%
30-40 KMS 21 14%
40-50 KMS 82 55%
MORE THAN 50 KMS 12 8%
TOTAL 150 100%
(Source: Interview)

Graph No 3
Interpretation:
The above data base structure shows the distance of residence from company.
8% of respondents in BPCL have their residence at distance of 10-20 kms. 15% of
respondents are located at a distance of 30-40 kms. 55% of respondents are located at
a distance of 40-50 kms, and lastly 8% of respondents are at a distance of more than
50 kms from the BPCL Refinery.

Table No-4

44
Table no 4 represents the financial profile of respondents.

NUMBER OF
MONTHLY INCOME PERCENTAGE
RESPONDENTS
30K-40K 13 9%
40K-50K 92 61%
50K-60K 45 30%
TOTAL 150 100%
(Source: Interview)

Graph No 4

Interpretation:
The above data base structure shows that 9% of the respondents fall under the
pay scale of (30,000-40,000), 61% lies between (40,000-50,000), 30% between
(50,000-60,000).
This shows that the salary of the respondents in BPCL Refinery is adequate.

45
 Table No-5

Table no 5 represents with the overall percentage of absentees by the

respondents from the months January-09 to June-09.

NUMBER OF
MONTH (YEAR-2009) PERCENTAGE
RESPONDENTS
JANUARY 05 3%
FEBRUARY 11 7%
MARCH 34 23%
APRIL 39 26%
MAY 50 33%
JUNE 11 8%
TOTAL 150 100%
(Source: Interview)

Graph No 5
Interpretation:
The above data shows that 3% of respondents had leaves in the month of
January, 7% of respondents had leaves in the month of February, 23% of respondents
had leaves in the month of March, 26% of respondents had leaves in the month of
April, 33% of respondents had leaves in the month of May and 8% of respondents had
leaves in the month of June.

Table No-6

46
Table no 6 represents the concerns about the acknowledgement of absence
records of respondents within a month.

LEAVES TAKEN NUMBER OF

IN A RESPONDENT PERCENTAGE
MONTH S
0 DAYS 63 42%
1 DAYS 56 37%
2 DAYS 09 6%
3 DAYS 05 3%
ABOVE 3 DAYS 17 12%
TOTAL 150 100%
(Source: Interview)

Graph No 6
Interpretation:
The above data shows that 42% of respondents in BPCL never take leave from
the company, 37% take leave just once in a month, 6% take leave at least for 2 days
from their work , 6% take leave at least for 3 days in a month, while 12% of
respondents were found to remain absent for more than a 3 days within a month.
Thus, the commitment of respondents in BPCL towards their job is very high,
with the exception of 12% respondents whose absentees are frequent

47
 Table No-7

Table no 7 represents the prominent period of leaves within a month?

LEAVES OBSERVED
NUMBER OF
WITHIN A PERCENTAGE
RESPONDENTS
MONTH
1ST DAY TO 10TH DAY 68 45%
11TH DAY TO 20TH DAY 34 23%
21ST DAY TO 31ST DAY 48 32%
TOTAL 150 100%
(Source: Interview)

Graph No 7

Interpretation:
The above data shows that 45% of respondents in BPCL take leave within a
month from 1st -10th day in a month, 23% of respondents take leave with in a month
from 11th -20th day while 32% of respondents were found to remain absent from 20 th
-31st day within a month.

48
 Table No-8

Table no 8 represents the nature of absence observed in a week.

ABSENCES IN WEEK NUMBERE OF RESPODENTS PERCENTAGE (%)

BEFORE/AFTER WEEK OFF 101 67%
OTHER DAYS 49 33%
TOTAL 150 100%
(Source: Interview)

Graph No 8

Interpretation:
The above data shows that 67 % of respondents in BPCL are absent on a day
before/after a week-off, while 33% of respondents are absent on days other than
before/after a week-off.
This indicates that the nature of absence is more immediately after or before a
week off than other unplanned leaves

49
 Table No- 9
Table no 9 represents any habits/vices/addiction of the respondents?

SR. NO HABITS RESPONDENTS PERCENTAGE

1 SMOKING CIGARETTES 15 10%
2 TOBACCO 16 11%
3 GUTKHA 13 9%
4 DRINKING ALCOHOL 31 20%
5 NONE OF THIS 75 50%
TOTAL 150 100%
(Source: Interview)

Graph No 9

Interpretation:
Above table shows that, 50% respondents do not have any above habits, 11%
respondents have habit of chewing tobacco, 20% respondents have addiction of
drinking alcohol, and 10% respondents have habit of smoking cigarettes and 9% have
habit of chewing Gutkha.

50
 Table No-10

Table no 10 represents the reasons for an respondents being absent from their
work.

REASONS FOR NUMBER OF

PERCENTAGE
UNPLANNED LEAVES RESPONDENTS
SICKNESS 82 55%
LACK OF INTEREST IN
03 2%
WORK
POOR WORK-CONDITIONS 12 8%
PREVIOUS DAY’S HEAVY
05 3%
WORK-LOAD
PERSONAL REASONS 48 32%
TOTAL 150 100%
(Source: Interview)

Graph No 10

Interpretation:

The above data base structure shows that prime reason for unplanned
absentees is the sickness (55%) and then respondents do have personal reasons as a
second reason which has over all percentage as 32%.

Rest other factors which are management related such as lack of interest in
work (2%), workload (3%), poor working conditions (8%) etc contribute in a minor
aspect.

51
 Table No-11

Table no 11 represents the level of affect of unplanned leaves on the respondents.

LEVEL OF AFFECT OF
NUMBER OF
UNPLANNED
RESPONDEN PERCENTAGE
LEAVES ON THE
TS
RESPONDENTS

LOWLY AFFECTED 78 52%

MODERATELY AFFECTED 58 39%

HIGHLY AFFECTED 11 7%

VERY HIGHLY AFFECTED 3 2%

TOTAL 150 100%

(Source: Interview)

Graph No 11

Interpretation:

This data gives an interpretation that almost 52% of respondents are lowly
affected by their unplanned leaves. 39% of respondents are moderately affected, 7%
of respondents are highly affected and 2% of respondents are Very Highly affected.

52
 Table No-12

Table no 12 represents the affect of absenteeism on production?

AFFECT OF
ABSENTEEISM NUMBER OF
PERCENTAGE
ON RESPONDENTS
PRODUCTION
LOW 93 62%
MODERATE 44 29%
HIGH 08 6%
VERY HIGH 05 3%
TOTAL 150 100%
(Source: Interview)

Graph No 12

Interpretation:
The graph indicates that 62% of respondents stated that affect of absenteeism
on production is Low, 29% of stated that it is Moderate, 6% of stated that it is High
and 3% of respondents stated that it is Very High.

Table No-13

53
Table no 13 represents grievances handled by superior.

GRIEVIANCES
NUMBER OF
HANDLED BY PERCENTAGE
RESPONDENTS
SUPERIOR
YES (ON TIME) 103 69%
NO (NOT ON TIME) 29 19%
NEVER HAD ANY
18 12%
PROBLEMS
TOTAL 150 100%
(Source: Interview)

Graph No 13

Interpretation:
69% respondents suggested that grievances are handled on time and in a
proper manner while 19% respondents believe the issues take time to settle down.
Almost 12% employee suggested that they never had any problem

Table No-14

54
Table no 14 represents the happiness level with subordinates

HAPPINESS LEVEL NUMBER OF

PERCENTAGE
WITH SUBORDINATES RESPONDENTS
UNHAPPY 08 5%
MODERATELY HAPPY 63 42%
HIGHLY HAPPY 79 53%
TOTAL 150 100%
(Source: Interview)

Graph No 14

Interpretation:
53% of respondents are highly satisfied and happy with their subordinates
while 42% moderately happy. This shows that over all 95% of respondents are happy
with their subordinates. A mere percentage of respondents (5%) are considerably
found dejected and unhappy relations with subordinates.

55
 Table No-15

Table no 15 represents the respondents knowledge about company benefits

KNOWLEDGE ABOUT NUMBER OF

PERCENTAGE
COMPANY BENIFITS RESPONDENTS
NOT AWARE 06 4%
MODERATELY AWARE 29 19%
FULLY AWARE 115 77%
TOTAL 150 100%
(Source: Interview)

Graph No 15

Interpretation:
77% of respondents and their families are aware about the company benefits
and facilities provided. While 19% of respondents are moderately aware and 4% of
respondents are not at all aware.

56
 Table No-16

Table no 16 represents about company managing production on high

absenteeism rate.

COMPANY MANAGING
NUMBER OF
PRODUCTION ON HIGH PERCENTAGE
RESPONDENTS
ABSENTEEISM RATE
WORK ON
6 4%
SUNDAY/FESTIVALS/WEEK-OFFS
HAVE SOME RESERVE/TEMPORARY
110 73%
STAFF
USE OTHER TRAINED RESPONDENTS 18 12%
UTILISE THE PRESENT RESPONDENTS
16 11%
FOR OVERTIME
TOTAL 150 100%
(Source: Interview)

Graph No 16
Interpretation:
As observed through the graph, 73% respondents say that the work load
during high absenteeism rate is managed by some reserved staff which is called on
from other departments. 12% of respondents stated about use of other trained
respondents, 11% of employees stated about utilizing the present employees for
overtime and 4% of employees stated on working on Sundays/Festivals/Week-offs.

57
 Table No-17

Table no 17 represents the relationship with superior

RELATIONSHIP NUMBER OF
WITH RESPONDENT PERCENTAGE
SUPERIOR S
HIGHLY SATISFIED 82 55%
SATISFIED 42 28%
DIS-SATISFIED 14 9%
HIGHLY DIS-SATISFIED 12 8%
TOTAL 150 100%
(Source: Interview)

Graph No 17
Interpretation:
Almost 55% of the respondents believe that their issue, problems, concerns,
work load management are timely solved by their superior and hence the respondents
are completely and Highly Satisfied. 28% of respondents are merely satisfied, 9%
respondents are Dis-satisfied and 8% of respondents are Highly dissatisfied

58
 Table No-18

Table no 18 represents about the programs arranged by company

PROGRAMS NUMBER OF
ARRANGED BY RESPONDE PERCENTAGE
COMPANY NTS
TRAINING PROGRAMS 53 35%
FAMILY BENEFIT
18 12%
PROGRAMS
SOCIAL ACTIVITIES 49 33%
OTHER ACTIVITIES
30 20%
RELATED TO JOB
TOTAL 150 100%
(Source: Interview)

Graph No 18

Interpretation:
Here it has been observed that 12% respondents say that company arrange the
family benefit program which is very occasionally observed while other programs
(20%), training (35%) , social activities are comprehensively arranged and are
conducted at regular intervals.

Table No-19

59
Table no 19 represents about respondents view of attending
knowledge/motivating program

ATTENDING
NUMBER OF
KNOWLEDGE/MOTIVATING PERCENTAGE
RESPONDENTS
PROGRAM
DAILY 06 4%
WEEKLY 73 49%
MONTHLY 50 33%
YEARLY 21 14%
TOTAL 150 100%
(Source: Interview)

Graph No 19

Interpretation:
Almost 49% respondents feel the need of programs to be conducted on weekly
basis. While 33% of respondents require such programs on a monthly basis. 4%
require programs on a daily frequency and 14% feel to arrange such programs on
yearly basis.

Table No-20

Table no 20 represents the factors that will enhance respondents to attend regularly

60
 FACTORS THAT WILL
NUMBER OF
ENHANCE TO ATTEND PERCENTAGE
RESPONDENTS
REGULARLY
CHANGE MANAGEMENT
36 24%
STYLE
CHANGE WORKING
58 39%
CONDITIONS
PROVIDE INCENTIVES/BONUS 06 4%
DEVELOP ATTENDANCE
04 3%
POLICY
INDIVIDUAL RECOGONITION
46 30%
TO WORK
TOTAL 150 100%
(Source: Interview)

Graph No 20
Interpretation:
Over all 39% of respondents suggested of changing the present working
conditions to reduce the growing rate of absenteeism in their section, while 30%
suggested to change the management style of approaching employee aspects. 24% of
respondents require an individual recognition to work, 4% of respondents stated of
providing incentive/bonus whereas only 3% of employee contributed to the aspect of
developing an attendance policy.

Table No-21

Table no 21 represents the additional facilities required during break/spare time.

61
ADDITIONAL FACILITIES REQUIRED NUMBER OF
PERCENTAGE
DURING BREAK/SPARE TIME RESPONDENTS
TV/RADIO/MAGZINE 04 3%
QUALITY FOOD 78 52%
COMPUTER/INTERNET 24 15%
OTHER PROCESS RELATED TRAINING
WHICH MAY ASSIST IN FUTURE 44 30%
PROMOTION
TOTAL 150 100%
(Source: Interview)

Graph No 21
Interpretation:
52% respondents, are not at all satisfied with the quality of food, 30% stated
that spare-time during job should be utilized, 15% of respondents suggested of
provision of computer/internet learning courses and only 3% of respondents suggested
of arrangement of TV/Radio/Magazine during their Break/Spare time.

Table No-22

Table no 22 represents respondents involvement in any Side-Business?

62
 NUMBER OF
ANY SIDE BUSINESS PERCENTAGE
RESPONDENTS
YES 12 8%
NO 138 92%
(Source: Interview)

Graph No 22

Interpretation:
This reflects that almost 92% of the respondents are totally dependant on
company with respect to their financial profile. Only 8% are involved in other side
business which prominently includes Agriculture and other activities related to it.

63
 FINDINGS

As per questionnaires and also through my personal observations on the respondents

(GO’s) of PRODUCT DESPATCH section, the findings derived are as follows.

o Respondents are generally busy in their own work. So some time it becomes
difficult for them to co-operate even though they want to co-operate.

o 94% of the respondents (GO’s) from the over all “PRODUCT DESPATCH
’section of BPCL have their age group between 40 yrs to 55 yrs. This data
assisted in knowing the fact that this section was handled by the respondents
who are old, experienced and though experts in their job, elderly-sickness was
the prime reason for the frequent absenteeism.

o 18% of the respondents of the PRODUCT DESPATCH section are over 55

years of age and are suppose to get retire from their full-service (non-
voluntary retirement) in the upcoming 4-5 years. This derives a finding that
almost within the next 4-5 years the management of BPCL may need to recruit
people for the post of GO’s.

o Almost all the respondents in this section have their educational profile only
between school level (8thstd) up till 12th std. but these respondents are keen on
learning basic computer courses as well as other sections operational process,
though such courses were conducted but were found to be irregularly
commenced by the company, this has considerably resulted in the loss of
interest in presentees and thus in minor sense contributes frequent absence
from the work.

o Commuting to work and vice versa was not at all a major issue for
absenteeism as the maximum faraway distance calculated was at the most

64
 50kms from the work and also transport facility is effective and efficient. (as
per questionnaire)

o Major aspects associated with the respondents such as Salary/pay-scale is

found to be of healthy profile (91% of respondents have pay scale (ranging
40,000 to 60,000 per month) and is not at all concerned with high absenteeism
among the respondents (GO’s).

o Absenteeism rate is high during the months of March (23%), April (26%) and
May (33%) as most of the respondents visit their native places, attend
marriages of relatives, summer picnic with family.

o Within a month, 42% of respondents tend to be regular, 37% of respondents

have been absent only for a single day, 6% respondents tend to remain absent
for 2 days, 3% of respondents were found absent for 3 days in a month while
12% respondents tend to remain absent for atleast 3 days or more in a month.
This concludes that the 12% of respondents was a major issue related to the
absenteeism in the refinery.

o During any month, 45% absentees were found between 1st to 10th of the
month, 23% absentees between 11th to 20th day of the month and 32%
absentees between 21st to 31st of the month. Hence prominent period of
absentees (45%) within a month was observed during 1st day to 10th day of the
month.

o During any week, 38% respondents (GO’s) were observed remaining absent a
day just before or after a week-off.

65
o 55% respondents were absent due to sickness due to elderly age while 32%
respondents were for personal reasons.

o 52% of respondents are lowly affected by there unplanned leaves/absence,

while 39% of respondents are moderately affected, 7% of being stated of
being highly affected while 2% stated of very highly affected. This
observation finds out that almost 91% of the respondents are not majorly
affected on their high absenteeism rate.

o 62% of respondents firmly stated that production rate was unhampered even
on high absenteeism rate. 29% respondents tend to have moderate affect while
6% and 3% of respondents tend to believe of having high and very high affect
of absenteeism on production respectively. This states that production rate
majorly remains unhampered and is efficiently controlled even on high
absenteeism rate

o 69% of respondents stated that their grievances were timely handled by their
superiors and only 19% were found to be stating of untimely solving of
grievances. This puts up a finding that in a broad way the respondents are
satisfied with their superiors.

o Merely 5% of respondents tend to be unhappy with their subordinates while

42% and 53% of respondents are moderately and highly happy with their
subordinates respectively. This brings up a finding that the happiness level
with subordinates is high and there is no work-incivility in the section.

o Company-benefits are not at all fully known by the respondents as only 77%
are well-aware while 19% and 4% of the respondents are moderately and not
at all aware of such benefits. Hence it is found out that company so far has not

66
 put up any major programs/seminars regarding the benefit/facility awareness
programs for the respondents.

o Respondents of product-despatch section majorly have some reserve

temporary staff (73%) to manage and control the production rate on high
absenteeism rate. This indicates that respondents casually consider the work
responsibility on taking any unplanned leaves or remaining absent without
prior notice.

o Relationship with superior was not at all an issue of absenteeism as it was

observed to be of highly satisfied (55%) and merely satisfied (28%)
respectively whereas only 9% and 8% respondents were dissatisfied and
highly dissatisfied. Hence the concern of high absence rate was for the overall
17% of respondents who were of unsatisfied with superiors in terms of
relationship.

o 24% respondents agree to the fact that absenteeism can be controlled by

changing the present management style, 39% agree to change the current
working conditions and 30% agree to give individual recognition to work.

o Family Benefit programs (12%) were least conducted during the year while
more of preference was given for programs like training (35%), social
activities (33%), and other activities related to jobs (20%). Hence major
respondents were unaware of benefits allotted for them.

o 49% respondents tend to have frequency of programs on weekly basis, 33% of

respondents suggested of programs on monthly basis and 14% of respondents
intended for programs on yearly aspect. Due to busy work-schedule only 4%
of respondents stated to have such programs on daily basis

67
o 52% of respondents were having issues with canteen hygiene and deterring
quality of food as earlier in the year food-poisoning cases were found resulting
in long absenteeism. 30% respondents preferred for other process learning
activity while 15% suggested for computer/internet learning facility. Some
sections were prohibited with the electronic components and hence a mere 3%
of respondents suggested for TV/Radio/magazine etc.

o 92% of respondents were fully dependent on the refinery with respect to their
financial profile and did not have any side-business. Only 8% of respondents
were involved in side business in the form of agriculture or any other activities
related to it. This study makes a finding that most respondents who are prone
to absenteeism are not majorly involved in any side-business.

o The respondents never furnished the actual or true reasons of their

absenteeism, sickness, and also were found to be reserved about their vices or
habits of chewing tobacco or gutkha, smoking cigarettes or bidis, drinking
alcohol etc. It was through my personal observation that 23% of respondents
have chewing habits.

*NOTE: 20% of alcoholism was analyzed through employee’s statements

regarding aspects like “hang-over, dizziness, headache etc. due to previous
day’s consumption of alcohol.

o BPCL spends rupees fifty thousand per annum for rehabilitation programs.
o Every year more than 50 cases of addictions & other professional &
personal problems are considered for counseling.
o Routine cases for counselling to more than 100 respondents and more than
10 new cases are counseled every month.

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69
 RECOMMENDATIONS

 CONTROLLABLE FACTORS

1. Most of the employees (GO’s) are senior members and are very elderly,
hence it is very certain for them to fall ill, long sickness, work and
production issues, suffer tiredness etc. These concerns can be avoided to a
certain extent by providing them with seated-job duties like part-time
supervising, inspecting the cylinders (product), recording and checking
production musters. This may comprehensively reduce tiredness throughout
days schedule and may assist employee’s eagerness towards job for the next
day and ultimately reduces absenteeism concerns.

2. These senior employees from the prime section of LPG, BITU, and TDU
should be trained with technical know-how of basic computer skills and
data-entry work and such should be implemented to them on a part-time
operations and part-time computer/muster work through out a week.

3. Employees about to get retire and are prone to long absenteeism should be
escalated to an immediate grade providing them with the responsibilities
related to operations/production. This will assist in handling responsibilities
and daily reporting to the management which may in turn help them in
punctuality in work as well as their attendance. There salary-hike should be
strictly based on their performance and efficiency in handling the
responsibilities assigned to them.

4. Elderly employees who are above 55 years age should undergo additional
medical check-ups so as to understand the health-related problems.
Moreover employees who prefer to submit fake medical reports as reasons
for their prolong absenteeism can be determined.

5. Making mandatory learning/training of any other operational process should

be implemented and its attendance should have an impact on performance
appraisals/promotion etc.

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6. Employees consider the after-effects of the absence as not very serious issue.
Particular measures must be implemented so that the employees are faced
with immediate actions as well as consequences.

7. Granting leaves for the months of April and May should be strictly based on
past attendance records of the employees. Also it should be regularized in
case of months having prime festivals like Dashehra, Diwali, Christmas,
Ramzan etc. Management should make decorative arrangements within the
premise during such festivals or auspicious days, and any special short-
duration function would be an additional advantage which will make
employees to come to work on pretext to be a part of such programs. Special
Salary-cut should be considerably applied for the employees who prefer to
remain absent a day before or after a week-off

8. Even during the high Absenteeism rate, the production rate is not at all
hampered, remains unaltered and is completed within time. The reason for
such accomplishment of daily work on time during high absenteeism
because of more than sufficient man power provided especially in the LPG
section. BPCL Management should take proper measures to maintain the
proper manpower planning not just in the concerned sections but through out
the refinery and also should look forward in knowing the optimum
utilization of time by the employees. These criteria should be made aware to
the employees prone to absenteeism as it will enable in knowing the value of
work-completion, punctuality and also develops responsibility for work-
completion if not done within the allotted time.

9. Employees do get tired and lose interest in their daily work due to the same
operational process. Other than affecting production factors, this also leads
to fatigue, boreness for job and ultimately results in absenteeism. Company
should take care that every employee is being trained for other processes
after every six months and performance of the skilled employees should be
appreciation in terms of awards, certificates, etc. This may also motivate
other employees to maintain their presentees and moreover enhance
performance in with respect to production.

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10. In the case of Programs arranged by company more of concentration should
be put forward in organizing family programs, get together in the form of
seminar, where human values and the responsibilities of the main earning
person of the families should be taught. Such programs though are
organized; there frequency is merely once or twice in a year. Such programs
should be organized at least on a quarterly basis in a year.

11. Other than awards like 15 years or 25 years completion, employees should
be awarded and certified for their attendance and performance also. The
program may not take more than 20-30 minutes in a day’s time. And hence
senior managers should take active part in such programs to felicitate the
employees for their punctuality and performance. Such program which
includes management may make a difference in employee’s attitude and also
boost morale and is motivated as well.

12. It was observed that LPG section of PRODUCT DESPATCH is very much
below the standard level of maintenance. Employees do complain about the
roof/shades to be changed as this have also resulted in considerable less
attendance for second shifts ROTA due to excessive heat during any
humid/warm day. This have developed exertion among the employees and
they remain absent for the next day because of tiredness, headache due to
long exposure to hot working condition etc. Even during rainfall, absent rate
was prominent because of water accumulation on production floor
(COROSEL PREMISE) due to leakage from the roof/shades

13. Irritating and intolerable working condition exist in this section. Heat and
moisture (which rapidly exhaust worker), noise and vibration (which affect
his hearing), bad lighting condition (which cause eyestrain), dust, fumes
and overcrowding all of these affect the workers health, causing him to
remain absent for a long time.

14. Future Recruitment for the post of GO’s should have particular
eligibility factors related to health, addictions, attendance policy, etc. All
the above suggestions were of the controllable aspects due to its

72
 occurrence within the company premise and also management can easily
handle and sort out the issues.

Given below are some of the semi-controllable factors, though some of it

may not be able to curb down absenteeism issue to a desired level but
certainly will make a difference to a certain extent in lowering the
Absenteeism rate.

 SEMI CONTROLLABLE FACTORS

1. Most employees are prone to vices and addictions like smoking cigarettes,
bidi’s, chewing tobacco, gutkha and drinking alcohol. Special medical
check-ups for such habitual vices or addiction shall be taken up on a
monthly basis from the city hospital/medical college through the internship
doctors or student- practioners only, which also saves a cost to company
and also is beneficial for the employee and company as well.

2. Employees (prominent absentee’s) extremely habitual to such addictions

shall be considered separately for counselling. The counselling not just be
restricted to the employee itself but also family counselling should be of
prime importance where the spouse or children are also involved in
conversation. This may assist in knowing the employee more as a human
with his stress, sufferings, tensions etc. and moreover the family issues can
be known and hence can be worked upon.

It is also the welfare department’s responsibility to keep the

information confidential to avoid embarrassment for employee and also
should keep updating on quarterly or half-yearly basis. Such counselling
should not be restricted to office premise but requires a welfare member to
visit the employees house with prior appointments and inquire. This will
assist employee or its family member to free conversation about their
sufferings.

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3. Employees having the issue of severe alcoholism are often observed to be
absent a day after their salary is credited and is withdrawn through easily
located ATM centres. Management here can solve the issue by handing
over the salary in the form of Cheques to their spouse or any adult family
member till perfect attendance is observed by that employee.

4. BPCL aims at solving employee’ problems; minimizing stress and

motivating them through various promotive and preventive programs
related to prevent absenteeism. Employees inturn also participate and
contribute towards such programs but also feel that such programs only
temporarily relishes their mind and they are back to their usual routine
forgetting the valuable aspects. Hence it should be taken care that such
programs should have more frequency throughout year and should be
expanded.

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 CONCLUSION

With all the theoretical knowledge and practical experience I posses, I would like to
conclude the following-:

 Spending more than 9 hours every day in the company makes an employee
feel like a second home, and its colleagues, subordinates as its secondary
family members. Hence Profit-making should not be the only motto of the
companies & counselling, welfare is also significant.

 The study concluded that providing positive incentives to workers in the form
of those motivational factors that normally influence workers to be absent is
better than imposing penalties for discouraging absenteeism.

 The best reward for workers with low absenteeism is to grant additional time
off for personal matters.

 Workers are influenced to a lesser extent by deterrents, loss of pay and

benefits and loss of promotion opportunities and discharge, imposed for
frequent absenteeism
.
 Finally a combination of incentives (additional time off) and penalties (loss of
benefits or job) with the primary emphasis on motivational incentives is the
most effective approach to reducing absenteeism.

 Not many companies are practicing employee counseling actively. Most of the
companies don’t have separate department for counseling employees. Thus
managers play the role of counselors which limits the scope of helping
employees.

 AIDS awareness, quitting alcohol & drugs programs, Yoga, mediation,

programs on positive thinking should be practiced on large scale.

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 Marital conflicts, divorce reconciliation, emotional problems & health care
programs should also be practiced on very large scale and frequency. Refer the
employees for help for abnormal behavior by taking interests in the
functioning of the department.
 To be a silent observer & listen to the problems of the employee and motivate
them to change for better
 Maintain primary contacts to liaisons with agencies of help & bring to the
notice of the concerned people at the right time.
 Enhancing Follow-up procedure with the recovering employees will reduce
the further absenteeism.

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 BIBLIOGRAPHY

While undergoing the project for collecting various information’s and details, I have
referred the following: -

1. C.B.Mamoria, S.V.Gankar,”Personnel Management”, Himalaya Publication

2. P.N.Singh, “Developing & Managing Human Resources”, Himalaya

publication

3. GarryDessler, “Human Resource Management” Tenth Edition, Pearsons

Education, Inc- 2005.

4. Ashwathapa :”Personnel and Human Resource Management” Third Edition,

Tata McGraw Hill Publications.,

5. SubbaRao, “Personnel and Human Resource Management”, Tenth Edition,

6. Harold Kootnz: “Essentials of Management”

7. Gerald Corey, “Theory & Practices of Counselling & Psychotherapy”

8. Stephen Robin Pearson, “Organization Behaviour”, EDU-2005

9. Fred Luthans, “Organization Behaviour”, TMH-2005

10. Bruce sheetge, “Counselling Psychology”

11. H.L.kalia, “Counselling in Indian Organization”

WEBSITES

o www.cite hr.com
o www.bharatpetroleum.in
o www.counsellingatwork.com
o www.managementparadise.com
o www.answers.com
o www.management-issues.com
o http://www.occltd.co.uk/employee-assistance-programmes.html

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 o www.yourpeoplemanager.com
MAGZINES & REFERENCE BOOKS
o Human Factor Magazine - June & July (page 62-65)
o Business today magazine
o Oxford Dictionary

RECORDS
o Attendance register of BPCL.
o BPCL Intra-net.
o SAP Module of Attendance and Medical Reports.
o Leaves Report for absentees
o Charge sheet & Warning letters

MISCELLANEOUS
o Advertisement and banners of BPCL.
o Television advertisements.
o Sustainability Report (2008)

78
 ANNEXURE

QUESTIONNAIRE

EMPLOYEE DETAILS

• NAME OF THE EMPLOYEE :

_________________________________

• EMPLOYEE NUMBER :
_________________________________

• ATTENDANCE MEASURED : COMPUTERISED SWIP–

CARD

• SALARY RECEIVING MODE : E.C.S system (on their personal bank a/c)

• DESIGNATION/ DEPARTMENT :
________________________________

SUB-SECTION : ________________________________

• QUALIFICATION : ______________________________

• MARITAL STATUS : SINGLE / MARRIED /

DIVORCEE

79
• NO OF YEARS OF SERVICE :
________________________________

• NO OF YEARS OF SERVICE LEFT :

________________________________

• RESIDENCE LOCATION :
_______________________________

80
 QUESTIONNAIRE

1. Age group?

a) 20-30 yrs

b) 30-40 yrs

c) 40-50 yrs

d) 50-60 yrs

2. Monthly income?

a) 5k to 10k

b) 10k to 15k

c) 15k to 25k

d) more than 25k

3. How often do you take leave in a month?

a) 1 day

b) 2 days

c) 3 days

d) above 3 days

4. What are the reasons for your unplanned leaves?

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 a) Sickness

b) Lack of interest in work

c) Poor working conditions

d) Long working hours

e) Personal reasons

5. Are you affected by your unplanned leaves?

a) Low

b) Moderate

c) High

d) very high

6. Does your absence affects the group production?

a) Low

b) Moderate

c) High

d) very high

7. How is your work environment?

a) Good

b) Satisfactory

c) Bad

d) can’t say

82
8. How many hours on an average do you overtime?

a) None

b) 1 hr

c) 2 hr

d) 3 hr

e) more

9. Are your Grievances handled properly?

a) Yes

b) No

c) can’t say

10. Are you happy with your subordinates?

a) Low

b) Moderate

c) High

d) very high

11. Are you and your family satisfied with the facilities provided to you by the
company?

a) Low

83
 b) Moderate

c) High

d) very high

12. How does your organization manage absenteeism?

a) Extra payment to work on Sunday / festival holiday

b) Have some staff in reserve / temporary staff
c) Use over time in case of vacancy
d) Train employees in various functions

13. How do u rate your relationship with superior ?

a) Highly satisfied

b) satisfied

c) dis-satisfied

d) Highly dis-satisfied

14. Any Rewards/Recognitions awarded during your service?

a) Yes

b) No

c) can’t say

15. Do you wish to attend knowledge /motivating- programs during your free
time?

a) Yes

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 b) No

16. Does your organization arrange any function for you?

a) Training programs

b) Family benefit program

c) Social Activities

d) Other activities related to job

17. What actions are taken by the organization when you remain absent?

18. Which factor will motivate you to attend regularly?

a) Change management style

b) Change working conditions
c) Provide incentives /bonus
d) Develop an attendance policy
e) Recognitions of work

19. Which of the following additional facilities you wish to have during your
break- timings?

a) Television/radio/magazines

b) Quality food.

c) Discounted Computer learning courses.

85
 d) Learning of other technical processes assisting in good appraisals.

20. Are you involved in any Side-Business/job other than this?

If yes, please mention it __________________________________________

21. Your suggestions about the organization

__________________________________________________________________
_________________________________________________________________
________________________________________________________________

86
SHIFT -TIMINGS

SHIFT TIMINGS

General Shift 07:45 hrs to 16:15 hrs

o Alternate Saturday Off.

o Weekly Off- SUNDAY.

o Total Working Hours – 44 Hrs.

THREE SHIFTS

SHIFT TIMINGS

First-shift 07:45 hrs to 15:45 hrs

Second-Shift 15:45 hrs to 23:45 hrs

Third-Shift 23:35 hrs to 07:45 hrs

o After working 4 days, one OFF is issued and the shift change is 3:2:1.

o Three shift Employees will give coverage as per their ROTA (Rotational-
Shift) on Sunday/holidays.

o If he has worked on OFF-DAY, that will be treated as 8-hrs overtime + 1 day

OFF which he has to avail after 3-days of OT and within 3 months as C.D.O.
(Compensatory day-off)

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 LEAVES ALLOTED

LEAVES DAYS

Holidays (Yearly declared holidays) 12

Optional holidays 2

Privilege Leave/ Earned leave 32

Sick Leave 10

Casual leave 12

SPECIAL LEAVES

o Sports.

o Election.

o Natural Calamities.

o Major Sickness.

MATERNITY LEAVES FOR FEMALES

o 6 Weeks.

ENCASHMENT OF EARNED LEAVES

o To encash the earned leaves available to their credit in excess of 30 days of duration.

o At the Retirement, Resignation or Death, staff will be allowed to have encashment of

Earned leaves.

o Casual-leaves cannot be carry-forwarded or accounted for next year.

88
o Sick leave/Privilege leave are carry forwarded for next year though not availed in the
current year. PL can accumulate upto 300 days and above leaves will be encash in
that year.

89
90
91
 LIST OF ABBREVIATIONS USED IN THE PROJECT

ABCI Association of Business Communicators of India

AFS Aviation Filling Station

ATF Air Turbine fuel

BIS Bureau of Indian Standards

BITU Bitumen Section

BPCL Bharat petroleum Corporation Limited

BRL Bharat Refinery Limited

BSR Burma-Shell Refinery

CISF Central industrial Security Force

DM Deputy Manager

DGM Deputy General Manager

ED Executive Director

ER Employee Relation

GDP Gross Domestic Product

GET Graduate Engineer Trainee

GM General Manager

GO General Operators

HRD Human Resource Department

92
HRS Human Resource Services

HSD High Speed Diesel

ILO International Labour Organisation

LIST OF ABBREVIATIONS USED IN THE PROJECT (contd)

JV Joint Venture

LOCO Locomotive Section

LPG Liquified Petroleum Gas

LTA Lost Time Accidents

MGR Manager

MNC Multi-National Company

PFS Pure For Sure

PD Product Despatch

PSU Public Sector Undertaking

ROTA Rotation of Shifts.

SAP System Applications & Products

SR Senior

TDU Trombay Despatch Unit Section

T & D Training & Development

93