Karthika end

A STUDY ON EMPLOYEE ABSENTEEISM WITH REFERENCE TO REFERENCE TO
SOUTHERN RAILWAYS MADURAI DIVISION
By
A.KARTHIKA
Roll No. 12MBA07
Reg. No. 9118126031009
A PROJECT REPORT
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY CHENNAI
CHENNAI 600 025
SEPTEMBER 2013

LIST OF CONTENTS
CHAPTER
NO
TITLE PAGE NO
I
Introduction 1
Industry profile
4
II Literature Review
13
III
Objectives 15
Scope Of The Study 16
Need For The Study 17
Limitations 18
Research Methodology 19
IV Data Analysis And Interpretation 21
V
Findings 36
Suggestions 37
Conclusions 38
Bibliography 39
Appendix 40

BONAFIED CERTIFICATE
Certified that this report “A STUDY ON EMPLOYEE ABSENTEEISM AT SOUTHREN
RAILWAYS MADURAI DIVISION” is the bonafide work of A.KARTHIKA who carried out the
project work under my supervision. Certified further , that to the best of my knowledge the work
reported herein does not from part of any other project report or dissertation on the basis of
which a degree or award was on conferred on a earlier occasion on this or any other candidate.
PRICIPAL FACULTY GUIDE
OAA-MAVMM SCHOOL OF MANAGEMENT
INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION
I affirm that the project work titled “STUDY ON EMPLOYEE ABSENTEEISM AT
SOUTHREN RAILWAYS MADURAI DIVISION “, being submitted in partial fulfillment for
the award of MBA is the original work carried out by me. It has not formed the part of any other
project work submitted for award of any degree, either in this or any other university.
A.KARTHIKA
I certify that the declaration made above by the candidate is true.

ACKNOWLEDGEMENT
I take this opportunity to express my sincere and heartfelt thanks to the management and staff of
our college for providing all possible guidance and support without which the project work
wouldn’t have been completed successfully in time.
I express my sincere thanks to Mr. S.PRABAHARAN for guiding me throughout this project
work.
I express my profound gratitude to J.CHANDRIKA JAYASHSKAR (DIVISIONAL PERSONAL
OFFICER) SOUTHERN RAILWAYS , MADURAI, who gave permission to carry out my
project in SOUTHERN RAILWAYS. I want to give my sincere thanks to his kind advice and
guidance that had made my project successful. Many of the sound advices have been well taken
by me and it is largely due to his patience that I was able to achieve my goals successfully.
Finally, I would like to express my heartfelt thanks to y beloved parents for their blessings, my
friend/classmates for their help and wishes for the successful completion of this project.

ABSTRACT
The topic of the project is “A STUDY ON EMPLOYEE ABSENTEEISM AT SOUTHREN
RAILWAYS MADURAI DIVISION ”.
The objectives of the study were to assess the employee absenteeism in SOUTHERN
RAILWAYS , MADURAI.
Simple Percentage Analysis, weighted average methods were used to analysis the data collected.
The descriptive research design is used for the study. Descriptive designs result in description of
the data, whether in words, pictures, charts, or tables, and whether things have one thing in
common they must provide descriptions of the variables in order to answer the questions. The
research was conducted among 50 employees.
The primary source of data was collected through interview schedule on a questionnaire; the
secondary data was collected referring personnel manual of the organization.

INTRODUCTION
Employee absenteeism is a costly yet poorly understood organizational
phenomenon (e.g. Johns and Nicholson, 1982; Martocchio and Harrison, 1993; Mowday, Porter
and Steers, 1982; Rhodes and Steers, 1990; Gellatly, 1995). The consequences of employee
absenteeism are widespread and consist of direct and indirect effects. For instance higher costs
are a result of absenteeism, which can be caused both directly as indirectly. Direct costs of
sickness absence to employers include statutory sick pay, expense of covering absence with
temporary staff and lost production. Indirect costs, such as low morale among staff covering for
those absent because of sickness and lower customer satisfaction, are difficult to measure, while
they also influence the overall levels of output (Leaker, 2008). Other effects associated with
absenteeism are disruption of the work flow and reduction in product quality (Klein, 1986).
Leaker (2008) estimated in 2008 for the Confederation of Business Industry that the United
Kingdom had approximately lost £19.2 billion in 2007 to direct and indirect costs of employee
absenteeism.
Employee Absenteeism is the absence of an employee from work. It’s a major
problem faced by almost all employees of today. Employee are absent from work and thus the
work suffers. Absenteeism of employees from work leads to back logs, piling of work and thus
work delay. Employee’s presence at work place during the scheduled time is highly essential for
the smooth running of the production process in particular and the organization in general.
Despite the significance of their presence, employees sometime fail to report at the work place
during the scheduled time which is known as “Absenteeism”.
“The non-attendance of employees for scheduled work, it distinguishes
absenteeism from other forms of non-attendance that are arranged in advanced and specifically
avoids judgments of legitimacy associated with absent events that are implied by as sick leave.”
Gibbons, 1966: Johns/1978: Jones, 1971.
“Absence occurs whenever a person chooses to allocate time to activities that competewith
scheduled work either to satisfy the waxing and warning of underlying motivational rhythms.”

French Man, 1984.
“Lack of an individual physical presence at given location and time when there is
a social expectation for him or her to be there.”
Martocchio & Harrison1993
“Absenteeism is temporary cessation of work, for no less than one whole working day,
on the initiative of the worker, when his presence is expected”.
J.D.Heckett
Labour Bureau, simla interpret “Absenteeism as the total of man shifts lost because of
absence as a percentage of the total number of man shifts scheduled to work it excludes
authorized vacation privilege leave, strike, lockout, lay-off or regularized over’s for the
computation of absenteeism rate, on the other hand annual survey of industries takes in to
account all the instances of workers absence with a view to ascertaining the costs of the time lost
as a percentage of a total labor cost.
A general definition of absenteeism includes time lost because of illness and accident and
time away from the job due of personal reasons whether authorized or unauthorized. Authorized
absence on leave with pay is also treated as absence.
Meaning
Absenteeism is a serious workplace problem and an expensive occurrence for both
employers and employees seemingly unpredictable in nature. A satisfactory level of
attendance by employees at work is necessary to allow the achievement of objectives and
targets by a department. Employee Absenteeism is the absence of an employee from work. It is a
major problem faced by almost all employers of today. Employees are absent from work and thus
the work suffers. Absenteeism of employees from work leads to back logs, piling of work and thus
workdelay.Absenteeismisoftwotypes-1.
Innocent absenteeism
Absenteeism is a serious workplace problem and an expensive occurrence for
both employers and employees seemingly unpredictable in nature. A satisfactory level of
attendance by employees at work is necessary to allow the achievement of objectives and targets
by a department
Absence from work can be expensive in both monetary and human

terms. The costs incurred when an employee is absent from work may include:
(i) Replacing the employee or requiring other staff to cover the absence;
(ii) Inability to provide services, or achieve section and departmental objectives;
(iii) Low morale and general dissatisfaction from other staff, particularly if the
absence is perceived as unwarranted
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.
Absenteeism can be termed as an “illness” which may affect the internal structure
of the organization, thus causing harm to the production process. So there is a need to control the
situation, by taking a thorough and in-detail analysis to identify the critical reasons of
absenteeism which will help to create a proper Organizational Culture.

ORGANIZATIONAL PROFILE
SOUTHERN RAILWAY
. The South Indian Railway was originally created in the British colonial times as Great
Southern India Railway Co. founded in Britain in 1853 and registered in 1859. Its original
headquarters was in Tiruchirappalli (Trichy) and was registered as a company in London only in
1890. Southern Railway has its headquarters in Chennai and has the following six divisions:
Chennai, Madurai, Tiruchirappalli, Salem, Palakkad and Thiruvananthapuram. More than 500
million passengers travel on the network every year. This zone of the Indian Railways differs
from the other zones of India in that its revenue is derived from passengers and not from freight.
Southern Railway, in its present form, came into existence on 14th April 1951 through the
merger of the three state railways namely Madras and Southern Mahratta Railway, the South
Indian Railway, and the Mysore state railway.
Southern Railway's present network extends over a large area of India's Southern Peninsula,
covering the states of Tamilnadu, Kerala, Pondicherry,and a small portion of Andhra Pradesh.
Serving these naturally plentiful and culturally rich southern states, the SR extends from

Mangalore on the west coast and Kanniyakumari in the south to Renigunta in the North West and
Gudur in the North East.
Headquartered at Chennai, the Southern Railway comprises of the following six divisions.
 Chennai
 Madurai
 Palghat
 Trivandrum
 Salem
 Tiruchirapalli
Mission Statement
 Protect and safeguard Railway passengers, passengers area and Railway property.
 Ensure the safety, security and boost the confidence of the traveling public in the Indian
Railways.
Vision Statement
Indian railways shall provide efficient, affordable, customer focused and environmentally
sustainable integrated transportation solutions. If shall be a vehicle of inclusive growth,
connecting regions, communities, ports and centers of industry, commerce, tourism and
pilgrimage across the country. The reach and access of its services will be continuously
expanded and improved by its integrated team of committed, empowered and satisfied
employees and by use of cutting-edge technology.
MADURAI DIVISION
History of Madurai Division

History of division dates back to 1 September, 1875 when 154 kms of Railway track was laid
between Trichchirappalli and Madurai. The line was further extended up to Tuticorin in 1876.
From 1876 onwards, the Rail network was gradually extended to Rameshwaram, Sengottai,
Kollam, and Erode etc. Madurai Division of southern railway is largest division in southern
railway with 1355.78 route kms. It’s commenced its operations from 16 May, 1956 as full –
fledged division.
ORGANIZATION STRUCTURE:
SPECIFIC ITEMS FOR SOUTHERN RAILWAY IN RAILWAY BUDGET 2012-13
 Surveys and feasibility studies for developing coaching terminals at Nemam and
Kottayam in Kerala.
 Pre-feasibility study for development of Roypuram station in Tamil Nadu for which
many representations have been received.

 Extension of MRTS from Velachery to St. Thomas Mount in Chennai to be
commissioned in 2013.
 Setting up of 72 MW capacity windmill plants in the wind rich areas of Andhra Pradesh,
Karnataka, Kerala, Tamil Nadu and West Bengal.
 Keeping in view the increased requirement of passenger coaches, a rail coach factory at
Palakkad with the support of Government of Keralais proposed to be set up.
 Setting up of new Rail Neer Plants at Palur in Tamilnadu.
 In Chennai area, it is proposed to run 18 additional services on Chennai Beach-
Tambaram, Chennai Beach-Chengalpattu,Chennai Beach-Avadi,Chennai Beach–
Tiruttani,Chennai Beach – Gummidipundi/Sullurupetta and Chennai Beach– Velachery
sections.
ORGANIZATION CHART

MADURAI JUNCTION RAILWAY STATION
Madurai Railway Junction is one of the Major Railway Junction in South India and the
Head Quarters of Madurai railway division. It is well connected with all Major cities in India.
Madurai division is the second largest by revenue in Southern Railway. It is one of the A1
graded stations in the Southern Railway. (The railway stations which generate earning of
Rs.50Cr P/A will get A1 Grade). Madurai has two terminals
 Koodal Nagar Railway Station (Goods Handling)
 Madurai Railway Junction (Passenger Handling)
Koodal Nagar Railway Station
Koodal Nagar Railway station is mainly used for Madurai Junction's Goods handling
purpose. It has Rail sideware house and CONCOR for goods handling. A separate goods train
going to Tuglakabad (TKD) from Koodalnagar (KON).

TRAINS ORIGINATING FROM MADURAI JUNCTION:
Sl. No. DESTINATION TRAIN NAME
1 Chennai Egmore Pandian Express,vaigai Express, Koodal Nagar Express,
Mahal Super Fast Express Bi-Weekly
2 Chennai Central Chennai Central-Madurai AC Duronto Express
3 Hazrat Nizamudin Tamil Nadu Sampark Kranti Express
4 LokmanyaTilakTerminus LTT-Madurai Kurla Express
5 Tirupati Tirupati-Madurai Bi-weekly Express
6 Dehradun/Chandigarh Madurai-Dehradun/Chandigarh Bi-Weekly Express
7 Okha Vivek Express
8 Rameswaram, Dindigul,
Villupuram, Sengottai,
Kollam
Passenger
Madurai Divisional Office
The divisional office located at Madurai. The divisional office spread over 11 Districts of
Tamil Nadu and 1 district of Kerala Districts of Trichchirappalli, Pudukkottai, Sivagangai,
Coimbatore, Madurai, Virudhunagar, Ramanathapuram, Tirunelveli, Tuticorin, Dindigul, Karur
and Teni in Tamil Nadu state Kollam district of Kerala State
DEPARTMENTS IN MADURAI DIVISIONAL OFFICE
 Accounts Department
The Accounts department is headed by Financial Advisor and Chief Accounts Officer
(FA&CAO). The Accounts Department is mainly responsible for Keeping the accounts, Internal
check of transactions affecting the receipt and expenditure, Tendering, as part of its important
functions, advice to the administration whenever required or necessary in all matters involving
Railway finance, Compilation of budgets in consultation with other departments and monitoring
the budgetary control, assisting inventory management,.

 Electrical department
Electrical department looks after the planning , operation & maintenance of the all
Electrical assets of Southern Railway, various assets include Locomotives , Electrical Multiple
Unit, Traction & distribution, Train lighting, air conditioning and general electrical services.
Nominated maintenance schedules are given to all the electrical assets at various maintenance
depots and workshop
 Engineering department
The Civil Engineering Department is responsible for the construction and maintenance of
all civil engineering assets, viz. all buildings including station buildings, residential quarters,
hospitals, sheds, workshop structures, goods sheds etc., water supply and sanitary installations,
Railway tracks, Sidings and all allied structures, Bridges including Road over bridges and Road
under bridges. The maintenance wing (Open line) of Civil Engineering Organization is headed
by the Principal Chief Engineer
 Vigilance Organization
Southern Railway's Vigilance department is headed by the Senior Deputy General Manager
(SDGM), who is the Chief Vigilance Officer (CVO) for Southern Railway. The department
assists the organization in curbing corruption by way of carrying out regular checks and
investigation into the complaints received from public or from its own employees. Complaints on
corruption are investigated, after verifying the genuineness of the complainant.
 Personnel department
The Personnel department is headed by Chief Personnel Officer (CPO).The major areas
of concern of Personnel Department are Human Resource Development and Staff welfare.
 Public Relations
Public Relations department of Southern Railway acts as a communicator between the
organization and public through Press & Media.PR department briefs the Print and Electronic
Media from time to time on matters of public interest about developmental, objective,
informative and operational activities through press releases, press conferences, conducted tours,
and meetings with the members of the press. The tender notices & other work related
advertisements are routed through the PR Department. It also advertises via display
advertisements/notifications in newspapers on social awareness

 Medical Department
The Medical Department of Southern Railway provides comprehensive health care to its
employees both serving and retired and their families. Department provide a medical relief
during Railway Accidents. Monitoring the quality of drinking water in Railway Stations and
Railway Colonies. Surface sanitation at certain Railway Colonies and at some nominated
Railway Stations. Emergency Medical assistance to Railway passengers who take ill during their
journey
 Mechanical department
Southern Railway operates Diesel/Electric locos, coaches and wagons on the broad gauge
and Meter gauge. These assets are being maintained in good fettle by the Mechanical branch to
provide safe and reliable transportation of passengers and Goods. The major activities of
Mechanical Department are Periodical over Hauling (POH), Intermediate Over Hauling (IOH) of
Coaches, Wagons, Diesel Locomotives, Steam locomotives and Other Rolling stocks in the
workshops. Primary Maintenance of Passenger rakes, Goods rakes and other specified
departmental Trains in the divisions. Manufacture of Wagons, Rehabilitation of coaches, Elastic
Rail clips, Bio-Diesel in the shops. Schedule maintenance of Diesel Locomotives, & Steam
locomotives in the Diesel Sheds, Imparting Training to the staff at 10 Basic Training Centre
(BTC) situated all over Southern Railway. Heritage and ISO certification process
 Operating Department
The operating department is concerned with the running of both passengers and goods trains
and is headed by Chief Operations Manager (COM).The department also arranges multi modal
traffic in regular coordination with Container Corporation of India. This includes both traffic for
export and traffic for domestic use. The passenger traffic has seen a constant increase over the
years, due to increase in population as well as due to increased requirement to travel due to
economic development. The freight traffic has also increased simultaneously. The Operating
Department has to examine these increasing requirements and has to organize for satisfying the
same. This also involves planning for infrastructural development and as such the Operating
Department also plays a pivotal role in planning.

 Stores Department
The Stores Department is performing the function of Materials Management to achieve the
objective of procuring goods of right quality in right quantity at right time form right vendor at
right price. In addition Stores Department is also handling various other activities pertaining to
supply chain management and disposal of scrap which are Warehousing of Materials,
Distribution of Materials to consignees, Inventory Management, Fabrication and Distribution of
Uniforms, Printing of Tickets, Money Value Books and Forms etc, Disposal of Scrap.
 Safety Department
Safety department is multi-disciplinary safety outfit .Safety department mostly acts as a
catalyst and each executive department Responsible for running trains must own the task of
monitoring safety.
 The Signal and Telecommunication Department
Signaling is vital to Railway Safety .To cope with the rising traffic density and to meet
with better safety standards. Northern Railway is steadily modernizing its signaling systems.
Route Relay Interlocking, Panel Interlocking, Colour Light and Automatic Block Signaling have
been introduced on many routes. Safety aids like Track Circuiting and interlocking of level
crossing gates and provision of telephones at manned level crossings had been increasingly
adopted to further enhance safety in train operation
 Commercial Department
The Commercial Department is responsible for the marketing & sale of the transportation
provided by a railway, for creating and developing traffic, for securing and maintaining friendly
relations with the travelling and trading public and for cultivating good public relations
generally. The fixing of rates, fares and other charges and the correct collection, accountal and
remittance of traffic receipts are also among its functions.

OBJECTIVES
Primary objectives:
1. To study about the employee absenteeism in southern railways - Madurai
division.
Secondary objectives:
1. To indentify the reason for absenteeism.
2. To measure the employees absenteeism level.
3. To identify factors that motivates the employee which minimize
absenteeism.

SCOPE OF THE STUDY
 This study will assist the southern railways to know the various levels and reasons
for absence of employees and to make effective organization.
 This project helps the organization to know the various motivating factor to
minimize the absenteeism of employees.
 This study is used to reduce the employee absenteeism and increase the southern
railway productivity and make effective organization.

NEED FOR STUDY
 The study of for employee absenteeism in southern railways leads to analyze and
identify the reason for absenteeism and rectifies it effectively.
 The mainly need is to motivate the employees to reduce the absenteeism and
increase the productivity of the southern railways.
 Make less absenteeism in southern railways and receive the high level of
employee utilization towards the improvement of southern railways.

LIMITATIONS OF THE STUDY
1. Sample size selected for this study is 50, which are proportionally less than the
population of employees working in the southern railways – Madurai division.
2. As the time was limiting factor the survey was conducted at the convenient
places of the researcher.
3. Through the respondents are clear about the answers they may not be in a
position to explain in the manner related to this study.
4. Moreover the survey was conducted in and around the certain limits of southern
railways – Madurai division and thus can’t be generalized.

RESEARCH METHODOLOGY
Sources of Data
The sources for collecting the data are from both
 Primary data
 Secondary data
Primary Data
The Primary data was collected from the respondents by administering a structured
questionnaire to the southern railway employee.
Secondary Data
The Secondary data are those which have already been collected by someone else and
which have already been passed through the statistical process in the company.
For this research, the secondary data collected from the hand book of railway, journals, websites,
and previous project in railway.
Population:
According to the project the Population is more than 300. So I select the convenient
sample. Population was selected only employees from the southern railways Madurai division.
Sample size
The sample size for this project is 50 it was selected according to time factor and
researcher convenient.
Research Design:
A research design is the determination and statement of the general research approach or
strategy adopted for the particular project. Choice of research design depends on a number of
factors.
The research design used in this report is descriptive in nature.
Descriptive Research Design
Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied.

Questionnaire Type
The type of questionnaire used in this project was unstructured and closed ended type.
 Dichotomous questions
 Likert scale
Sampling techniques:
In this project the sampling technique is convenience sample because of convenient of
the researcher.
Convenience sample
In Convenience sampling selection, the researcher chooses the sampling units on the
basis of convenience or accessibility.
Statistical Tools:
The statistical tools used in this project are,
1. Percentage analysis
2. Chi – square

ANALYSIS AND INTREPRETATION
TABLE NO 1
TABLE SHOWING AGE OF THE RESPONDENTS:
INFERENCE:
From the above table that 18 percent of the respondents are within the age 20-25 20
percent of the respondents are within the age 25-30 38 percent of the respondents are within the
age 30-35 and 38 percent of the respondents are within the age 35-40 in the Southern Railways
Madurai division.
S.NO PARTICULARS NO.OF
RESPONDENTS
PERCENTAGE
1 20-25 9 18
2 25-30 10 20
3 30-35 12 24
4 35-40 19 38
Total 50 100

CHART NO 1
CHART SHOWING AGE OF THE RESPONDENTS :
INFERENCE:
From the above chart that 18 percent of the respondents are within the age 20-25
20 percent of the respondents are within the age 25-30 38 percent of the respondents are within
the age 30-35 and 38 percent of the respondents are within the age 35-40 in the Southern
Railways Madurai division.
18 20
24
38
0
5
10
15
20
25
30
35
40
20-25 25-30 30-35 35-40
P
E
R
C
E
N
T
A
G
E
AGE OF THE RESPONDENTS

TABLE NO 2
TABLE SHOWING GENDER OF THE RESPONDENTS:
S.NO PARTICULARS NO.OF RESPONDENTS PERCENTAGE
1 Male 35 70
2 Female 15 30
Total 50 100
INFERENCE:
From the above table that 70 percent of the respondents are Male and 30 percent
of the respondents are Female in the Southern Railways Madurai division.

CHART NO 2
CHART SHOWING GENDER OF THE RESPONDENTS:
INFERENCE:
From the above chart that 70 percent of the respondents are Male and 30 percent
of the respondents are Female in the Southern Railways Madurai division.
0
10
20
30
40
50
60
70
Male Female
70
30
PERCENTAGE
PARTICULARS
GENDER OF THE RESPONDENTS

TABLE-3
TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS:
1 SSLC 5 10
2 HSC 11 22
3 UG 30 60
4 PG 4 8
Total 50 100
INFERENCE:
From the above table that 10 percent of the respondents are having the educational qualification
as SSLC 22 percent of the respondents are having the educational qualification as HSC 60
percent of the respondents are having the educational qualification as UG and 8 percent of the
respondents are having the educational qualification as PG in the Southern Railways Madurai
division.

CHART NO 3
CHART SHOWING EDUCATIONALQUALIFICATION OF EMPLOYEES:
INFERENCE:
From the above chart that 10 percent of the respondents are having the educational
qualification as SSLC 22 percent of the respondents are having the educational qualification as
HSC 60 percent of the respondents are having the educational qualification as UG and 8 percent
of the respondents are having the educational qualification as PG in the Southern Railways
Madurai division.
0
10
20
30
40
50
60
SSLC HSC UG PG
10
22
60
8
PERCENTAGE
PARTICULARS
EDUCATIONAL QUALIFACTION

TABLE: 4
TABLE SHOWING MARITAL STATUS OF THE EMPLOYEES:
1 Single 10 20
2 Married 37 74
3 Widower 3 6
Total 50 100
INFERENCE:
From the above table that 20 percent of the respondents are single 74 percent of the respondents
are married and 6 percent of the respondents are widower in Southern Railways Madurai
division.

CHART NO 4
CHART SHOWING MARITAL STATUS OF THE EMPLOYEES:
INFERENCE:
From the above chart that 20 percent of the respondents are single 74 percent of the respondents
are married and 6 percent of the respondents are widower in Southern Railways Madurai
division.
0
10
20
30
40
50
60
70
80
Single Married Widower
20
74
6
PERCENTAGE
PARTICULARS
MARITAL STATUS OF THE RESPONDENTS

TABLE: 5
TABLE SHOWING EXPERIENCE STATUS OF THE EMPLOYEES:
S.NO PARTICULAR NO.OF RESPONDENTS PERCENTAGE
1 0-2 2 4
2 2-5 9 18
3 5-10 14 28
4 More than 10 25 50
Total 50 100
INFERENCE:
From the above table that 4 percent of the respondents are having the experience status as within
0-2 years 18 percent of the respondents are having the experience status as within 2-5 years 28
percent of the respondents are having the experience status as within 5-10 years and 50 percent
of the respondents are having the experience status as more than 10 years in the Southern

CHART NO 5
CHART SHOWING EXPERIENCE STATUS OF THE EMPLOYEES:
INFERENCE:
From the above chart that 4 percent of the respondents are having the experience status as
within 0-2 years 18 percent of the respondents are having the experience status as within 2-5
years 28 percent of the respondents are having the experience status as within 5-10 years and 50
percent of the respondents are having the experience status as more than 10 years in the
Southern Railways Madurai division
0
10
20
30
40
50
4
18
28
50
PERCENTATGE
PARTICULARS

TABLE: 6
TABLE SHOWING REASON FOR ABSENCE OF THE EMPLOYEES:
RESPONDENTS
PERCENTAGE
1 Sickness 16 32
2 Lack of interest in job 3 6
3 Poor working conditions 4 8
4 Long working hours 4 8
5 Personal reasons 23 46
Total 50 100
INFERENCE:
From the above table 32 percent of the respondents mentioned sickness is the
reason for their absence 6 percent of the respondents mentioned lack of interest 8 percent of the
respondents mentioned poor working condition and 46 percent of the respondents mentioned
personal reasons is the reason for their absence in the Southern Railways Madurai division.

CHART NO 6
CHART SHOWING REASON FOR ABSENCE OF THE EMPLOYEES:
INFERENCE:
From the above table 32 percent of the respondents mentioned sickness is the
reason for their absence 6 percent of the respondents mentioned lack of interest 8 percent of the
respondents mentioned poor working condition and 46 percent of the respondents mentioned
personal reasons is the reason for their absence in the Southern Railways Madurai division.
32
6 8 8
46
0
5
10
15
20
25
30
35
40
45
50
Sickness Lack of
interest in
job
Poor
working
conditions
Long
working
hours
Personal
reasons
P
E
R
C
E
N
T
A
G
E
REASON FOR ABSENCE
PERCENTAGE

TABLE7
TABLE SHOWING THE LEAVE FOR REACHING OFFICE AT LATE TIME OF THE
EMPLOYEES :
INFERENCE:
From the above table 20 percent of the respondents availing leave for coming late to office at
late time and 80 percent of the respondents availing leave for coming late to office at late time.
S.NO PARTICULAR NO.OF
RESPONDENTS
PERCENTAGE
1 Yes 10 20
2 No 40 80
Total 50 100

CHART NO 7
CHART SHOWING THE LEAVE FOR REACHING OFFICE AT LATE TIME OF THE
EMPLOYEES :
INFERENCE:
From the above chart 20 percent of the respondents availing leave for coming late to office at
late time and 80 percent of the respondents availing leave for coming late to office at late time.
20
80
0
20
40
60
80
100
Yes No
P
E
R
C
E
N
T
A
G
E
PARTICULARS
LEAVE FOR REACHING OFFICE AT LATE TIME
OF THE EMPLOYEES

TABLE: 8
TABLE SHOWING POLITICAL OR SOCIAL ENGAGEMENT FORCE THE
EMPLOYEES ABSENT FROM WORK:
RESPONDENTS
PERCENTAGE
1 Always 8 16
2 Frequently 10 20
3 Occasionally 11 22
4 Rarely 11 22
5 Never 10 20
Total 50 100
INFERENCE:
From the above chart 16 percent of the respondents always absent 20 percent frequently
absent office due to 22 percent occasionally absent 22 percent rarely absent 20 percent never
absent themselves for office due to political and social engagement in the Southern Railways
Madurai division.

CHART NO 8
CHART SHOWING POLITICAL OR SOCIAL ENGAGEMENT FORCE THE
EMPLOYEES ABSENT FROM WORK:
INFERENCE:
From the above chart 16 percent of the respondents always absent 20 percent frequently
absent office due to 22 percent occasionally absent 22 percent rarely absent 20 percent never
absent themselves for office due to political and social engagement in the Southern Railways
Madurai division.
16
20
22 22
20
0
5
10
15
20
25
Always Frequently Occasional Rarely Never
P
E
R
C
E
N
T
A
G
E
PARTICULARS
POLITICAL OR SOCIAL ENGAGEMENT FORCE
THE EMPLOYEES ABSENT FROM WORK

TABLE: 9
TABLE SHOWING ABSENCE OF THE EMPLOYEES DUE TO HEAVY WORK
LOAD IN THE SOUTHERN RAILWAYS MADURAI DIVISION:
INFERENCE:
From the above table 24 percent of the respondents denoted yes to absence due to heavy
work load and 76 percent of the respondents denoted no to absence due to heavy work load in the
Southern Railways Madurai division.
RESPONDENTS
PERCENTAGE
1 Yes 12 24
2 No 38 76
Total 50 100

CHART NO 9
CHART SHOWING ABSENCE OF THE EMPLOYEES DUE TO HEAVY WORK
LOAD IN THE SOUTHERN RAILWAYS MADURAI DIVISION:
INFERENCE:
From the above chart 24 percent of the respondents denoted yes to absence due to heavy
work load and 76 percent of the respondents say no to absence due to heavy work load in the
24
76
0
10
20
30
40
50
60
70
80
Yes No
P
E
R
C
E
N
T
A
G
E
PARTICULARS
ABSENCE OF THE EMPLOYEES DUE TO
HEAVY WORK LOAD
PERCENTAGE

TABLE: 10
TABLE SHOWING THE INTIMATION ABOUT THE ABSENCE OF WORK TO THE
SUPERIOR BY THE EMPLOYEES:
1 Every time 33 66
2 Some times 15 30
3 Never 2 4
Total 50 100
INFERENCE:
From the above chart 66 percentage of the respondents makes intimation every time 30
percentage of the respondents makes intimation sometimes 4 percentage of the respondents never
makes intimation about the absence of work to the superior in Southern Railways Madurai
division.

CHART NO 10
CHART SHOWING THE INTIMATION ABOUT THE ABSENCE OF WORK TO THE
SUPERIOR BY THE EMPLOYEES:
INFERENCE:
From the above chart 66 percentage of the respondents makes intimation every time 30
percentage of the respondents makes intimation sometimes 4 percentage of the respondents never
makes intimation about the absence of work to the superior in Southern Railways Madurai
division.
66
30
40
10
20
30
40
50
60
70
Every time Some times Never
P
E
R
C
E
N
T
A
G
E
PARTICULARS
INTIMATION ABOUT THE ABSENCE OF WORK
TO THE SUPERIOR BY THE EMPLOYEES

TABLE NO 11
TABLE SHOWING TAKING A LEAVE TO AVOID SOME CRITICAL OFFICIAL
SITUATIONS:
1 Yes 10 20
2 No 40 80
Total 50 100
INFERENCE:
From the above table the 20 percent respondents denoted yes and 80 percent denoted no for
taking leave to avoid some critical official situations in Southern Railways Madurai division.

CHART NO 11
CHART SHOWING TAKING A LEAVE TO AVOID SOME CRITICAL OFFICIAL
SITUATIONS:
INFERENCE:
From the above table the 20 percent respondents denoted yes and 80 percent denoted no for
taking leave to avoid some critical official situations in Southern Railways Madurai division.
20
80
0
20
40
60
80
100
Yes No
P
E
R
C
E
N
T
A
G
E
PARTICULARS
TAKING A LEAVE TO AVOID SOME CRITICAL
OFFICIAL SITUATIONS

TABLE NO 12
TABLE SHOWING THE ABSENTEEISM AFFECTS THE SETTLEMENT BENIFITS:
INFERENCE:
From the above table 92 percent of the respondents denoted yes and 8 percent of the
respondents denoted no that absenteeism affects the settlement benefits in Southern Railways
Madurai division.
1 Yes 46 92
2 No 4 8
Total 50 100

CHART NO 12
CHART SHOWING THE ABSENTEEISM AFFECTS THE SETTLEMENT BBENIFITS:
INFERENCE:
From the above chart 92 percent of the respondents denoted yes and 8 percent of the
respondents denoted no that absenteeism affects the settlement benefits in Southern Railways
Madurai division.
92
80
20
40
60
80
100
Yes No
P
E
R
C
E
N
T
A
G
E
PARTICULARS
ABSENTEEISM AFFECTS THE SETTLEMENT
BBENIFITS

TABLE: 13
TABLE SHOWING SATISFACTION LEVEL OF THE EMPLOYEES WITH
COLLEAGUES AND SUPERIOR RELATIONSHIP IN THE SOUTHERN RAILWAYS
MADURAI DIVISION:
INFERENCE:
From the above table that 6 percent of employees rated very satisfied 22 percent
rated satisfied 60 percent as moderate and 12 percent rated Dissatisfied about colleagues and
superior relationship in the working environment Southern Railways Madurai division.
.
RESPONDENTS
PERCENTAGE
1 Highly satisfied 3 6
2 satisfied 11 22
3 Moderate 25 50
4 Dissatisfied 6 12
5 Highly Dissatisfied 5 10
Total 50 100

CHART: 13
CHART SHOWING SATISFACTION LEVEL OF THE EMPLOYEES WITH
COLLEAGUES AND SUPERIOR RELATIONSHIP IN SOUTHERN RAILWAYS
MADURAI DIVISION:
INFERENCE:
From the above chart that 6 percent of employees rated highly satisfied 22 percent
rated satisfied 50 percent as moderate and 12 percent rated Dissatisfied and 10 percent rated
highly dissatisfied about colleagues and superior relationship in the working environment
.
6
22
50
12 100
20
40
60
Highly
satisfied
satisfied Moderate Dissatisfied Highly
Dissatisfied
P
E
R
C
E
N
T
A
G
E
PARTICULARS
SATISFACTION LEVEL OF THE EMPLOYEES
WITH COLLEAGUES AND SUPERIOR
RELATIONSHIP IN THE WORKING
ENVIRONMENT

TABLE: 14
TABLE SHOWING THE MOTIVATING FACTORS WHICH ENHANCE THE
EMPLOYEE REGULARITY:
INFERENCE:
From the above table the researcher feels that 14 percentage of the employee rated good
employee relation 16 percentage rated working condition 4 percentage rated future prospects 14
percentage rated job responsibility and 52 percentage rated incentives/ wages is the motivating
factor which enhance the employee regularity in the Southern Railways Madurai division.
RESPONDENTS
PERCENTAGE
1 Good employee relations 7 14
2 Working condition 8 16
3 Future prospectus 2 4
4 Job responsibility 7 14
5 Incentives/wage hike 26 52
Total 50 100

CHART NO:14
CHART SHOWING THE MOTIVATING FACTORS WHICH ENHANCE THE
EMPLOYEE REGULARITY:
INFERENCE:
From the above chart the researcher feels that 14 percentage of the employee rated good
employee relation 16 percentage rated working condition 4 percentage rated future prospects 14
percentage rated job responsibility and 52 percentage rated incentives/ wages is the motivating
factor which enhance the employee regularity in the Southern Railways Madurai division.
14 16
4
14
52
0
10
20
30
40
50
60
P
E
R
C
E
N
T
A
G
E
PARTICULARS
MOTIVATING FACTORS WHICH ENHANCE THE
EMPLOYEE REGULARITY

TABLE: 15
TABLE SHOWING FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN
SOUTHERN RAILWAYS MADURAI DIVISION:
RESPONDENTS
PERCENTAGE
1 Change in working condition 5 10
2 Develop attendance policy 22 44
3 Encourage and appreciation 6 12
4 Individual attention 12 24
5 Harmonic relationships 5 10
Total 50 100
INFERENCE:
From the above table the 10 percent of the respondents rated change in working condition
reduces the absenteeism 44 of the respondents rated develop attendance policy 12 percent of the
respondents rated encourage and appreciation 24 percent of the respondents rated individual
attention and 10 percent of the respondents rated harmonic relation reduces the absenteeism in

CHART NO 15
CHART SHOWING FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN
10
44
12
24
10
0
5
10
15
20
25
30
35
40
45
50
Change in
working
condition
Develop
attendance
policy
Encourage and
appreciation
Individual
attention
Harmonic
relationships
P
E
R
C
E
N
T
A
G
E
PARTICULARS
FACTORS WHICH WILL REDUCE THE ABSENTEEISM IN
SOUTHERN RAILWAYS MADURAI DIVISION

TABLE NO 16
TABLE SHOWING THE ADEQUATE WELFARE FACILITIES IN SOUTHERN
RAILWAY MADURAI DIVISION:
INFERENCE:
work load and 76 percent of the respondents say no to adequate welfare facilities in the Southern
1 Yes 40 80
2 No 10 20
Total 50 100

CHART NO 16
CHART SHOWING THE ADEQUATE WELFARE FACILITIES IN SOUTHERN
RAILWAY MADURAI DIVISION:
INFERENCE:
work load and 76 percent of the respondents say no to adequate welfare facilities in the Southern
80
20
0
20
40
60
80
100
Yes No
P
E
R
C
E
N
T
A
G
E
PARTICULARS
ADEQUATE WELFARE FACILITIES IN
SOUTHERN RAILWAY MADURAI DIVISION

TABLE NO 17
TABLE SHOWING WORKING ENVIRONMENT IN THE SOUTHERN RAILWAYS
MADURAI DIVISION:
RESPONDENTS
PERCENTAGE
1 Excellent 9 18
2 Good 23 46
3 Fair 11 22
4 Poor 4 8
5 Very poor 3 6
Total 50 100
INFERENCE:
From the above chart that 18 percent of respondents rated excellent 46 percent rated good
22percent as fair 8 percent rated poor and 6 percent as very poor about the working environment
in Southern Railways Madurai division.

CHART NO 17
CHART SHOWING WORKING ENVIRONMENT IN THE SOUTHERN RAILWAYS
MADURAI DIVISION:
INFERENCE:
From the above chart that 18 percent of respondents rated excellent 46 percent rated good
22percent as fair 8 percent rated poor and 6 percent as very poor about the working environment
in Southern Railways Madurai division.
18
46
22
8 6
0
10
20
30
40
50
Excellent Good Fair Poor Very poor
P
E
R
C
E
N
T
A
G
E
PARTICULARS
WORKING ENVIRONMENT IN THE SOUTHERN
RAILWAYS MADURAI DIVISION

TABLE: 18
TABLE SHOWING SATISFACTION LEVEL ABOUT WORK PERFORMING IN THE
RESPONDENTS
PERCENTAGE
1 Highly satisfied 10 20
2 Satisfied 25 50
3 Moderate 8 16
4 Dissatisfied 3 6
5 Highly dissatisfied 4 8
Total 50 100
INFERENCE:
From the above table that 20 percent of respondents rated very satisfied 50
percent rated satisfied 16 percent as moderate 6percent rated Dissatisfied and 8 percent rated
very dissatisfied about the work performance in Southern Railways Madurai division.
.

CHART NO 18
CHART SHOWING SATISFACTION LEVEL ABOUT WORK PERFORMING IN
THE SOUTHERN RAILWAYS MADURAI DIVISION:
INFERENCE:
From the above chart that 20 percent of respondents rated very satisfied 50
percent rated satisfied 16 percent as moderate 6percent rated Dissatisfied and 8 percent rated
very Dissatisfied about the work performance in Southern Railways Madurai division.
.
20
50
16
6 8
0
10
20
30
40
50
60
Highly satisfied Satisfied Moderate Dissatisfied Highly
dissatisfied
P
E
R
C
E
N
T
A
G
E
PARTICULARS
SATISFACTION LEVEL ABOUT WORK
PERFORMING IN THE SOUTHERN RAILWAYS
MADURAI DIVISION

TABLE: 19
TABLE SHOWING LEVEL OF AGREE ABOUT THE TOPIC “STUDY ON EMPLOYEE
ABSENTEEISM TOWARDS SOUTHERN RAILWAYS MADURAI DIVISION” IS
USEFUL ONE TO OUR ORGANIZATION IN FUTURE:
RESPONDENTS
PERCENTAGE
1 Strongly agree 10 20
2 Agree 20 40
3 Neutral 11 22
4 Disagree 5 10
5 Strongly disagree 4 8
Total 50 100
INFERENCE:
From the above table that 20 percent of respondents rated strongly agree 40
percent rated agree 22 percent as neutral 10 percent rated disagree and 8 percent rated strongly
disagree about study on employee absenteeism towards southern railways madurai division is
useful one to our organization in future.

CHART: 19
CHART SHOWING LEVEL OF AGREE ABOUT THE TOPIC “STUDY ON
EMPLOYEE ABSENTEEISM TOWARDS SOUTHERN RAILWAYS MADURAI
DIVISION” IS USEFUL ONE TO OUR ORGANIZATION IN FUTURE:
INFERENCE:
From the above chart that 20 percent of respondents rated strongly agree 40
percent rated agree 22 percent as neutral 10 percent rated disagree and 8 percent rated strongly
disagree about study on employee absenteeism towards southern railways madurai division is
useful one to our organization in future.
20
40
22
10 8
0
5
10
15
20
25
30
35
40
45
Strongly agree Agree Neutral Disagree Strongly
disagree
P
E
R
C
E
N
T
A
G
E
PARTICULARS

HYPOTHESIS:
H0 - There is no significant difference in satisfaction level of the employees with
colleagues and superior relationship in the southern railways Madurai division.
H1 - There is significant difference in overall satisfaction level of the employees with
colleagues and superior relationship in the southern railways Madurai division.
Particulars Observed
frequency
(Oij)
Expected
frequency
(Eij)
Oij-Eij (Oij-Eij)2 (Oij-Eij)2
/ Eij
Strongly
agree
3 10 -7 49 4.9
Agree 11 10 1 1 0.1
Neutral 25 10 15 225 22.5
Disagree
6 10 -4
16 1.6
Strongly
disagree
5 10 -5 25 2.5

∑ (Oij-Eij) 2
/ Eij = 31.6
Calculated value is 31.6
Degree of freedom = (n-1)
n = (5- 1)
= 4.
From the table for the degree of freedom value is 3.357
INFERENCE:
From the above calculation, calculated value is 31.6 and table value is 3.357.so
calculated value is greater than the table value so the null hypothesis is rejected and conclude
that the significant difference in overall satisfaction level of the employees with colleagues and
superior relationship in the southern railways Madurai division.

HYPOTHESIS:
H0 - There is no significant difference in satisfaction level about work performing in the
southern railways Madurai division.
H1 - There is significant difference in satisfaction level about work performing in the
Expected Frequency:
Eij = ∑Oij / N = 50 / 5
= 10
Particulars Observed
frequency
(Oij)
Expected
frequency
(Eij)
Oij-Eij (Oij-Eij)2 (Oij-Eij)2
/ Eij
Highly
satisfied
10 10 0 0 0
Satisfied 25 10 15 225 22.5
Moderate 8 10 -2 4 0.4
Dissatisfied
3 10 -7
49 4.9
Highly
Dissatisfied 4 10 -6 36
3.6

∑ (Oij-Eij) 2
/ Eij = 31.47
Degree of freedom = (n-1)
n = (5- 1)
= 4.
From the table for the degree of freedom value is 3.357
INFERENCE:
From the above calculation, calculated value is 31.6 and from the table value is
3.357.so calculated value is greater than the table value so there the null hypothesis is rejected so
there is significant difference in overall satisfaction level of the employees with colleagues and
superior relationship in the southern railways Madurai division.

FINDINGS
 It was found that majority of the respondents are having the age limit 35-40 in the
 The researcher found that 50% of the respondents are having the experience status as
more than 10 years in southern railways Madurai division.
 The study reveals that 46% of the respondents mentioned the personal reasons for their
absence in southern railways Madurai division.
 While analyzing the researcher it was found 80% of the respondents didn’t avail leave for
coming late to the office at late time in southern railways Madurai division.
 It was found that majority of the respondents were absent from work due to political and
social engagement force in southern railways Madurai division.
 It was found that majority of the respondents were absent from work due to heavy work
load and political & social engagement.
 The study reveals that 66 percent of the respondents were given clear intimation about
their absence from work to their superiors in southern railways Madurai division.
 From the analysis researcher found 80% of the respondents took leave to avoid some
critical official situations in southern railways Madurai division.
 From the analysis it was found that 52% of the respondents stated incentives and wages
hike is the factor to enhances the employee regularity in the southern railways Madurai
division.
 It was found that 44% of the respondents mentioned development in the attendance
policy is the major factor which will reduce absenteeism in the southern railways
Madurai division.
 The study reveals that 80% of the respondents are satisfied with the welfare facilities in
the southern railways Madurai division.
 The study reveals that 46% of the respondents are satisfied with their working
environment in the southern railways Madurai division.
 From the analysis researcher found 50% of the respondents was felt moderate level of
relationship maintaining with their colleagues and superiors southern railways Madurai
division.

 The study reveals that 40 percent of the respondents agree about the topic “study on
employee absenteeism towards southern railways Madurai division” is useful one to our
organization in future.

SUGGESTIONS
 It is suggested that the employees work load can be reduced to reduce the absenteeism in
the southern railways Madurai division.
 It is suggested that the superior can maintain a harmonic relation with the employee so
that the intimation about the leave is possible southern railways Madurai division.
 It is suggested that the critical official situation can be given to top level management
neither giving to the employees.
 It is suggested that the wages and incentives cab be revised periodically to reduce the
absenteeism southern railways Madurai division.
 It is suggested that the organization can review its attendance policy periodically to
reduce the absenteeism southern railways Madurai division.
 It is suggested that the organization can improve the welfare facilities southern railways
Madurai division.
It is suggested that the organization must Convey the leave facilities to all the employees
at the time of joining the company.
It is suggested to Conduct regular medical examinations for employees so that it improves
work environment and reduce absenteeism.
It is suggested to Conduct regular training sessions for emp loyees to understand the problems
faced by the employees in the work.

CONCLUSION
Southern railways is the largest monopoly sector in India. It is being one of the oldest and
biggest public sector in India is also a victim of absenteeism. There are several reasons for
employees absenteeism in this particular organization such as Domestic problems, Lack of co-
ordination among the colleagues, and others. However, the absenteeism can be controlled and
minimized by implementing good working condition, etc. Hence, it can be concluded that people
are the assets in any organization and absenteeism is the practice or habit o f being absence
therefore the organization has to overcome such habitual stays.
Even though company is providing with sufficient facilities to the employees to an extent. The
company may provide some more facilities like proper ventilation, medical facilities, transport
facilities and welfare activities which would reduce absenteeism and enhance the employees to
work more efficiently and effectively for achieving the organizational objectives.

BIBLIOGRAPHY:
Text Books
1. Research Methodology Methods and Techniques (Second Revised Edition) C.R.
Kothari.
2. Mamoria C.B. and Mamoria S. Personnel Management, Himalaya Publishing
Company, 2007
3. K. Aswathappa (2005) Human Resource and Personnel Management, 4th Edition,
McGraw-Hill Com.
4. Ivancevich, Human Resource Management, McGraw Hill 2002.
Websites:
www.a2zmba.com
www.managementparadise.com
www.wekipidia.com

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