The Causes of

Absenteeism and Employee Turnover (In the

case of Study on Dire Dawa Textile Factory)

A RESEARCH REPORT SUBMITED TO THE

DEPARTMENT OFBUSINESS MANAGEMENT FOR
PARTIAL FULFILLMENT OF THE REQUIREMENT OF
BACHELOR OF ARTS DEGREE IN BUSINESS
MANAGEMENT.

By: Mohamud Mohammed

Advisor Mr. Ismail

DIRE DAWA UNIVERSITY

SCHOOL OF BUSINESS ANDECONOMICS
STREAM OF BUSINESS MANAGEMENT
 JUNE 201

DD ETHIOPIA

Acknowledgment

First of all I would like to express full thanks to '' God '' for all his support in all my life
and also for his support in letting me to finish this research paper. Also I would like to
thanks my family who support me financially and morally.

My special thanks also go to my advisor Mr. Ismail for his ultimate guidance, advice and
for his important support throughout the study.
Finally I would like to thank for all employees of DD textile factory especially for those
who took voluntary and interested in answering the question which has been used as a
valuable source data in the study.
 Table of content
Page
Acknowledgment .................................................................................................................i
Table of content ..................................................................................................................ii
List of table ........................................................................................................................iv
Acronyms ...........................................................................................................................v
Abstract ..............................................................................................................................vi
CHAPTER ONE
1. Introduction.....................................................................................................................1
1.1. Back ground of the study..............................................................................................1
1.2. Statement of the problem..............................................................................................2
1.3. Objective of the study...................................................................................................3
1.4. Scope of the study.........................................................................................................3
1.5. Limitation of the study..................................................................................................3
1.6. Significant of the study.................................................................................................3
1.7. Methodology.................................................................................................................4
1.7.1. Research design..........................................................................................4
1.7.2. Sampling Method........................................................................................4
1.7.3. Data sources................................................................................................4
1.7.4. Method of data Analysis. ...........................................................................4
CHAPTER TWO
2. LITRATURE REVIEW...................................................................................................5
................................................................................................................................................
2.1. Introduction...................................................................................................................5
2.2. Concept of Absenteeism...............................................................................................5
2.3. Perceived stress.............................................................................................................7
2.4. Job satisfaction..............................................................................................................7
2.5. Adverse effect of Absenteeism.....................................................................................8
2.6. Supervisor and coworker..............................................................................................9
2.7. Controlling absenteeism................................................................................................9
2.8. Concept of turn over...................................................................................................10
2.9. Types of turn over ......................................................................................................12
2.9.1 Involuntary turn over................................................................................................12
2.9.2 Voluntary turn over...................................................................................................12
2.10 Measurement of employee turnover..........................................................................14
CHAPTER THREE
3. Data presentation and Analysis. ....................................................................................16
3.1. Introduction.................................................................................................................16
3.2. Personal information ..................................................................................................16
3.2.1. Service year distribution in the organization .............................................18
3.3. The respondent of professional and non-professional in
the work unit decision...............................................................................................19

3.4. Satisfaction with pay received from your job ............................................................20

3.5. How for you specialized the specific job you engaged in .........................................20
3.6. The chance that doing use to your ability ..................................................................21
3.7. Have you freedom to use your own judgment bused on the rule of organization .....22
3.8. The respondent of professional and non professional in the deferent idea
about the organization..........................................................................................23
3.2. Analysis of open -ended questions. ...........................................................................24
CHAPTER FOUR
4. Conclusion and Recommendation.............................................................................26
4.1. Conclusion. .............................................................................................................26
4.2. Recommendations.....................................................................................................27
Bibliography
Appendix
 Lists of table
Table 3.2. Personal information........................................................................................16

Graph 3.2.1. How long have you been in Dire Dawa textile factory ................................18
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
...............................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................

Table 3.3. The respondent of professional and non profession in the work unit decision.19

Table 3.4. Satisfaction with pay received from your job...................................................20

...............................................................................................................................................
................................................................................................................................................
................................................................................................................................................

Table 3.5. How for you specialized the specific job you engaged in ...............................20
................................................................................................................................................

Table 3.6. The chance that doing the some thing that make use to your ability ...............21

Table 3.7. Have you freedom to use you own judgment based

on the rule of organization ................................................................................22

Table 3.8. The respondents of professional and non professional

 in different idea about the organization ...........................................................23

Acronyms
HRM – Human resource Management

OB – Organizational behavior

PM – Personal management
 Abstract

The study was conducted on the topic of the causes of employee turn over and
Absenteeism in Dire Dawa textile factory. The reason for under taking this study was that
due to the existence of high employee turn over and Absenteeism in the organization.

The study was conducted using primary data. The collected data have also been
processed and analyzed using graphs, table, percentage and the like. The respondents of
the study were chosen using simple random sampling.
The study can potentially benefit the organization from different perspective in terms of
reducing the prevailing turnover and also in taking an appropriate measure to overcome
the problem.
As the finding of the study indicated, employees are not satisfied with the compensation
system of the organization which greatly affected the motivation of the employees. More
than half of the respondents are not able to get an opportunity for improved payment.
Majority of the respondents said that they are unsatisfied with their job because of poor
payment, in efficiency in the management body and poor leadership style.
Job dissatisfaction and unavailability of conducive working condition also a major cause
for employees’ dissatisfaction and turn over.

CHAPTER ONE: INTRODUCTION

1.1. BACK GRAOUND OF THE STUDY

Same manager assume that high turn over is a mark of an effective organization
this view is same what controversial because of high quit rate means more expense for an
organization. However, same organizations are benefit, it descriptive and low
performance quite. thus, the issue of turn over need to focuses on the frequency and who
is leaving. (Organization behavior. john M. Ivancevic 2005: P.223).
Absenteeism is caused by many factors in the organization It can be caused by job
dissatisfaction, personal factor, work environment, home condition , economic factors,
Regional factor , organizational factor, social factor, illness, dispute with manager and
transportation organization one of the problem will behavior work load, the organization
also likely to negative affected productive may be lower (HRM.Roymond.ANae Nae
2003.p.319)

The manager can take stage to remove the case of absenteeism on the positive side
manager must create work environment which are make employee realize, that it make to
work in the factor rather than staying at the home and waste their time (organization
behavior kinick, Kreitner P.168).
How ever, appear to be least partial with in organization control positively reward
for good attendance such as bonuses, recognition time off for absenteeism can lead to
improve attendance. ( organization behavior mgt, Konopaske P. 233) .
Turn over is caused by many factors the major influences are employee perception of the
ease of movement and desirability pf movement. case movement depends largely on
personal character stic of the employee economic condition. (HRM> John R.hollenbeck
2ooo P.309).

Voluntary turnover is influenced by employee perception of the desirability of leaving

which depend partly on what opportunity for ether work area see with in existence of
organization the relation ship especially strong. When economic condition in the external
labor markets are favorable, however, the management style can reflect how manager to
communicate effectively and positively. Reinforced behavior on the worker who turn
over his work to anther work place (HRM lecture note- 129- P.129-130)
1.2 Statement of the Problem
Human resource is one of the important value asset of the organization with out man
power there is no an existence of the organization however, achieving its objective,
absenteeism and employ turnover is probably the problem falling human resource
management in to day work environment (HRM. Barry Gerhart p. 315).
Employee not attending to work place is called many problems like accident and illness.
low moral, lock of job static faction inadequate leadership personal problems, stress work
load, especially professional employee do not need to stay long time in the organization
even the existing employee do not attend their work time fully this is the great impact on
the resource effectually and efficiently (HRM lecture note p-129)
Generally in this study try to know the problem of absenteeism and employee turn over to
assess and its effect on employees.
The study addressed the following questions.
 What is the level of absenteeism and turnover in the organization?
 What the managers do to minimize absenteeism and turnover?
 What methods are being employed to handle absenting and employee turnover?
 How to control absenteeism and employee turnover?

1.3 Objective of the Study

The general objective of the study is to examine the cause of absenteeism and employee
turn over in the organization.
The specific objectives of the study are the following
 Identifying the major causes of absenteeism and turnover
 To measure the extent of absenteeism and employee turnover in the organization
 To identify the major causes of absenteeism and employee turn over
 Forwarding the possible recommendation that can potentially solve the prevailing
problems.

1.4 scope of the study

The area of the study is limited only to the cause of absenteeism and employee turnover
in Dire Dawa textile factory.
1.5 limitation of the study
Shortage of time, shortage of time and having some uncooperative employees were the
major challenges during the study. Moreover, some questionnaires were returned partially
filled which let the data processing a bit difficult.

1.6 Significance of the study,

Organizations require competent and effective employees that give a positive
contribution for the achievement of the goals. Retaining and satisfying these employees
are the major challenges for the organizations. When the employees are not able to get
what they want in the organization, it might result in absenteeism and high turnover.
The study benefits the organization in identifying the root causes of absenteeism and
employee turnover. It also let the organization to look for the possible ways of
overcoming these problems. Moreover, the study could be taken as a reference for any
interested individuals to conduct a study on this and related topics.

1.7 METHODOLOGY
1.7.1 Research design
The study tried to understand and assessed absenteeism and employees turnover in the
organization. For this purpose, both primary and secondary data source were used. The
analysis came across a simplified table, percentage and the like.
1.7.2 Sampling method
The study employed simple random sampling to select the respondents. The respondents
consist of both managerial and non managerial employees. The above classification helps
to researcher to get data from employee who works on different level of managerial
positions. The sample size of the study is 40 which consist of 30 non managerial and 10
managerial employees.

1.7.3 Data sources

Data are collected from primary and secondary source. The primary data were collected
using questionnaire and the secondary data were gathered through revising the company
policy manuals and related literature.
1.7.4 Method of Data Analysis
The collected data were analyzed using descriptive way of data analysis. During the
course of analysis, percentage, tables, average were used.
CHAPTER TWO: LITRATURE REVIEW
2.1 INTRODUTION
In our world organizations operator by the help of resources that they have same of their
resources may be financial, raw materials, other tangible and intangible resources and
may power who is the key resource to accomplish the organizational objective, poorly
managing these resource to accomplish the organizational objective, poorly managing
these resources have adverse effect on the performance and continuing of the
organization.( Noe-2003-p- 405)
If organization expects to get the maximum return from its benefit package in terms of
such factors in the motivation, satisfaction, low turnover and good relationship between
with unions the benefit should be these most preferred by its employee to insure that this
is case. They have offered uniform benefits package selected by Human resource
department and top management, for example benefits are vacation pay holiday pay, fun
era pay service reward shift premium accident and sickness.etc [ loyd L.1999
P.406.]
With the increase diversity by today’s world force there is really no such thing a typical
employee given that the work force is for from homogeneous it is not surprising that
study have shown that factors such as, are , sex mortal status, number of dependents, year
of service and job title appears to influence benefit preference.[ HRM. byors, W.6th ed .
1990 p 405 – 407]
2.2 Concept of Absenteeism
The roles of manager involving absenteeism are crucial. the management style
should reflect how managers to communicate effectively and positively reinforce
behavior. they need to know that visualizing the absenteeism of employee's gives
opportunity for reinforcement and not punishment. Knowledge of the behavioral
principle result in better understanding of employees behavior these again result in a
better Absenteeism and way to intervene [ slottiie, Angelo kinicki in 1998 P.1 ]

Absenteeism also appears to be associated with job dissatisfaction. A review of literature

on factors associated with job attendance concludes that job satisfactions was one of the
major influences on attendance [ French 2005 P.189].

Absenteeism is undesirable because of its cost and operating problems , it causes cost to
the organization include the cost of benefits which continue even when workers are
absent, so, benefit cost is higher per unit of output, over time pay also may be necessary
for the workers who is design the job for missing workers, facility may be under utilized
and productive may be drop because of reduced out put due to under satisfying /
Ivanccevich. 1998 P. 623/.

Absenteeism, for what ever reason is costly and disruptive problem facing manager. it is
costly because be modified. It is estimated that absenteeism in the united states results in
the loss of more than 500 million worker per year about 5 day per employee or $ 600 per
employee..Employee 90 to work because they are motivated to do so the level of
motivation will remain high it an individual feels that attendance will lead to more value
rewards and fewer negative consequences than alternative behaviors. (John M.
Ivancevich, Rober Knopask OB P.223).

Managers appear to have same influence over attendance behavior they have to ability to
punish. Establish bonus system and allow employee participation in developing plan.
Whether these or other approach will reduce absenteeism is determined by the value of
the rewards perceived by employees the amount of the reward and whether employees
perceive the relationship between attendance and rewards. (OB/organization behavior
matteson P.223).
2.3. Perceived Stress
Stress can have very negative effect on the organization behavior and an individual
health. Stress is positively related to absenteeism. Turn over coronary heart daises and
viral infection.(Organization behavior Robert Kreitner P.169).
Absenteeism is costly and manager are constantly on the look out for ways to reduce it.
One recommendation has been to increase job satisfaction is a valid recommendation.
There should be strong negative relation ship or negative correlation between satisfaction
and absenteeism in other work, as satisfaction increases. Absenteeism should be
decreases (Angelo kinicki, Rober Kreitner. P. 168)
2.4. Job Satisfaction
Job satisfaction is an employee general attitude to words the job. The organization to
rewards system of ten has a significant impact on the level of employee job satisfaction.
In addition to their direct impact the manner in which the intrinsic rewards are dispersed
affect the enteric reward and satisfaction of the receiver. Raymon ( 1998 . N. P.9.314).
The five major components of job satisfactions are
- Attitude to ward the work group
- General working condition
- Money benefit
- Attitude forwards the benefit
Other components toward the employee's rate of mind other worker it self and life in
general. /Barry Gerhort P.325/.
Absence is the failure of a worker to report for work when he is scheduled to work. A
worker is to be considered as scheduled to work when the employer has work available
for him and the worker is aware of its. A worker is to be treated absent for purpose of
these absenteeism statistics even when the does not turn up for work after obtaining poor
permission. Any worker who reports for duty even for a part of the day or shift should not
be counted among absenteeism (personal management and human resources Jain .
Saakshi ( 2005. P.315-316).
The statistics relate to only voluntary absenteeism defined as absence due to reasons
which are personal to the individual, concerned. As such absence of a worker on account
of strike or lock -out or lay off that is involuntary absence is not considered as absence
for purpose of these Absenteeism statistics (personal mgt and HRM. Saakshi (P.316).

Absenteeism is generally measured in the form of Absenteeism rate Absenteeism rate is

the percentage of many days lost due to voluntary absence (both authorized and
unauthorized to the corresponding total of man days scheduled to work it can be
expressed as under.(jain, saakshi P.316)

2.5. Adverse Effects of Absenteeism

The adverse effects of Absenteeism are too many to be listed we can describe them
under two broad categories as under Absenteeism on the one hand directly contributes
to the raise in production costs while, on the other it deprives the industry of its hard-
earned reputation due to deterioration quality of goods produced and the delay in supply
to valued customers (Saakshi.P.317).
II. On workers: Effects on absenteeism on these who cause it are equally painful.
Frequent absenteeism adversely affects the economy of the worker himself. it reduces his
earnings and adds to his indebtedness, decreases his purchasing power, makes it difficult
for him to meet necessities of life, leading to personal problems of attitude and morale,
and in may cases loss of employment and resultant disaster for his depend ants. (sacekshi
pm p 317 )
2.6 Supervisor and coworker
 The negative behavior by managers and peers in the work can produce tremendous
leadership council found the employees who said they planned to leave their job most
of ten said it was because manger acted as did not value the employee (John R
Hollenbeck, Raymons N. Noe, 322)

In other cases conflicts between employees left un addressed by management cause

gob dissatisfaction severe enough to lead with drawl or departure. (Barry Gerhart,
patricakm wright p 323)
2.7 Controlling Absenteeism
The major opportunity to control, absentee Sal comes through the employee's
motivation to at tend manager of ten try to influence motivation through direct
policies and practices regarding attendance. most common are policies against
voluntary absenteeism frequently comb in with penalties for offenders.
These policies however appear to be generally in effective.
(HRM Lecture Note P.129

More promising results came from organizations that have experimented with the use
of positive rewards for good attendance, such as cash bonus. recognition or time of
with pay, Although not always successful such policies often reduce Absenteeism.

Another approach so called not fault absenteeism recognized the inherent difficulties
in distinguishing between voluntary and involuntary Absenteeism.
Organizations using this approach recognize that same absenteeism is inevitable and
permit a certain amount each year with out penalty (perhaps three to five occurrences)
the make no attempt to determine whether the absenteeism was voluntary or
involuntary. or involuntary. Claimed advantages include reduced supervisory time
trying to determine whether an absence was legitimate placing responsibility for
attendance squarely o n employees and improved attendance.

Some organizations are also taking second looking at traditional paid-sick leave
policies-Increasingly managers believe that sick leave plans that provide payment for
a fixed number of days leave each year actually encourage absenteeism. Employees
 see sick leaves as a benefit to be used whether needed or not. Recommendations to
reduce the use of sick plants that is improved attendance typically involve same
positive rewards if sick days are accumulated rather than taken. (HRN L.Note P.130).

In summary attendance is contingent on many factors same of there are outside the
control of the individual and hence are essentially outside management’s ability to
influence others, however, appear to be at least partially with in the organizations
control. Positive rewards for good attendance such as cash bonuses recognition or
time -off with pay perhaps combined with negative sanctions for absenteeism can
lead to improve attendance (HRM L.Note P.130).

2.8. CONCEPT OF TURN OVER

The most theory of turnover maintain that employees level their job when their needs
are not being satisfied at their present place of work and an alternative job became
available that they believe will satisfy more of their needs. An excellent and
informative effect at explaining and discussing the turnover process is offered by
Mobley and Griffith had and maglino.

They support for the views that attitude to wards the job are extremely important in the
decision to leave an organization. This research indicates that the intention to quitting.
Mobley's theory of the importance of attitudes has been tested and cross validated
with workers in various occupations clerical, nursing and manufacturing. (HRM
Dessler. 1994 P,64 )
Various sources published average turn over rates quarterly or yearly. These include
agencies such as government, labor department, the administration management
department-society and braeu of national affairs who is publish quarterly turn over
and absenteeism (Ivalanceevich P.623 )

Over all organization try to reduce turnover by number of manufacturing guided

methods, better selection and orientation of employees, better communication, better
training of supervisors incentive a wards data analysis (Ivanceevich 1998 P.630).
A high turnover rate may mean poor personal practices poor supervisory practices or
poor company policies. Nor should we forget that too low a rate of turnover.
(Personal management, HRM jain saakshi. P 311)

Employee turnover is a measure of the extent to which old employees leave and new
employees enter the service of the concern. In its sociological aspect employee
turnover is understood to mean a process of change in the size of the work force. (PM
and HRM saakshi P. 311)

Turn over is important to managers because it both disrupt organizational continuity

and is very costly. Managers should be well advised to try reduce turn over by
increasing employee job satisfaction (OB Angelokinick kreitner P.168).

2.9. Types of turn over

2.9.1 Involuntary Turn over
In the organization must try to ensure that good performers want stay with the
organization and that employee whose performance is chronically low are encouraged
or forced to leave. Both of those challenges involve employee turnover when the
organization initiates the turn over (often with employees who would perform to stay)
the result is involuntary turnover. The must organization use the word termination to
refer only a discharge related to discipline problem but same organization call and
involuntary turnover.
(HRM patrick M. wright , Raymond A noe, Gerhart 2004 P.309).

2.9.2 Voluntary turn over

When the employee initiate turn over (often when the organization would prefer to
keep them) it is voluntary turnover e.g. may leave to retire or to take a job with
different organization (John Hollen Beck HRM P.309).

In general the organizations try to ovoid the need of involuntary turn over and to
minimize voluntary turnover. Especially among top performers. Both kinds of turn
 over are costly. As summarized in the below table. Replacing workers is expensive
and new employees need time to learn their jobs.

Involuntary turn over voluntary turn over

- Recruiting, selecting and training - Recruiting, selecting and training
replacement replacement
- Lost productivity - Lost productivity
- Work place violence - Loss of talented employee

In addition people today are more ready to sue a former employer. If the feel weer un
fairly discharged. The prospect of workplace violence also raises the risk associated
with discharging employees. Effective human resource management can help the
organization minimize both kinds of turn over, as well as carry it out effectively when
necessary. (HRM.Noe , hollen beck.P 310)
Despite a company's best efforts at personal selection training and compensation same
employee will fail to meet performance requirements or will violate camp any
policies. when this happens. Organization need to apply a discipline program that
could ultimately lead to discharging the individual (HRM.Noe. Holl enbeck.P 310).

How to reduce employee over the following action may be taken to reduce employee
turn over.
a. Pay problem s 1. Increasing pay levels to meet competition
2. Improving pay structures to remove inequality
3. Altering pay systems to reduce excessive fluctuation and
4. Introducing procedure for relating rewards more explicitly to
effort or performance
b. employees leaving Due to conflict
1. Introducing more effective producers for consultation participation and handling
grievances.
2. Improving communications by such means as briefing groups.
3. Using the conflict resolution and teem-building techniques of organization
development
4. Reorganizing work and arrangement offices or workshops to increases group
cohesiveness
5. Educating and training management in approaches to improving their relation ships
with employees.
c. the induction crisis
1. Improving recruitment and selection procedures to ensure that job requirement are
specified accurately and that people who are selected fit the specification
2. ensuring that candidate are given a realistic picture of the job pay and working
conditions
3. Developing better induction and initial training programs (Pm. Saakshi. P. 315)
2.2.3. MEASUREMENT OF EMPLOYEE TURNOVER
Turn over can be computed for each type of movement in and out of the cam pony. the
following formula are generally used to measure the extent of employee turnover.
I. Accession formula:- employee turnover ratio according to this formula is arrived at by
driving the total accessions of unit during the specified period by the average
employee force of that unit during the same period . Total accessions are all
permanent and temporary additions to employment roll. Whether new or retired
employees. Transfer other establishments of the company are also counted; the
average employee force of specified period may be calculated by dividing the total
number of employees on the payroll at the beginning and at the end of the period
under consideration by two. (pm ad HRM saakshi P.312)
II. Separation formula:- in this formula total separation and not total accessions) during a
specified period are taken into account. total separation means all the terminations of
employment of person who have quit or have been taken off the rolls for reasons such
as layoff, discharge, retirement, death , physical disability etc. . . (Pm , HRM saaksi
p.312.)
III. Compromise formula:-This means minimizing cyclical effects upon turnover
calculation, same company average the accessions and successions figures and then
divided by the average working force (pm. HRM seakshi p.313)
 IV. Replacement formula:- Also as '' net turnover rate '' or wastage rate this formula uses
the total accession or the total separation whichever is lower, based up on the formula
turn over in our e.g. would be the same as given by the separation formula.
(PM.HRM. P 312)

CHAPETER THREE
Data Presentation and analysis
3.1. Introduction
This part discusses the data presentation and analysis part of the study. The totals of 40
questionnaires were distributed to employees of the organization that consist both
professional and non-professional staff. 32 questionnaires were returned out of 40
questionnaires. The response rate of the data collection is 80%. The response rate is
relatively enough to make the analysis.
3.1 Personal in formation
No of despondent percentage
NO Item
professional non-professionals non-professionals professional non-profe
1 Age under 25 years 0 3 - 37.5%
25-40 7 3 58.3% 37.5%
41-50 4 1 33.3% 12.5%
51 and above 1 1 8.3% 12.5%
Total 12 8 100% 100%
2 Sex male 8 4 66.7% 50%
Female 4 4 33.3% 50%
Total 12 8 0 12.5%
3. Education primary 0 1 16.7% 12.5%
secondary 2 7 16.7% 87.5%
Diploma 6 0 50% 0
Degree 3 0 25% 0
Master 1 0 8.3% 0
Total 12 8 100% 100%
5 Income level 300-400 0 2 0 25%
of 401-800 4 2 33% 25%
distribution
801-1000 2 3 16.7% 37.5%
1001 and above 6 1 50% 12.5%
Total 12 8 100% 100%

Item 1 as the above table 3.1 data in dictate more than half of the respondents are found
between the ages of 25-40. The present age of those employees available between the
ages of 41-50 is 33.3% who belong to professional staff. There is no professional under
25 years. But in the non-professional under 25 years is 37.5% and also 25-40 is 37.5%
this shows the age of professionals in the organization is higher than non-professional.
item 2 the above table 3.1 indicates the sex of male is 66.7% and female 33.3% is
professional and similar to male and female in non-professional. This show that the
number of male greater than number of female in the organization.
item 3 in the above table 3.1 show that more than half of non-professional employees
(87.5%) are at secondary school level and remaining are at the primary level. In the
professional 50% is diploma holder. While 25% first degrees, 16.7% secondary level and
8% is master.
Item 4 of the above table 3.1 show that 33.3% of professional to other part of the work
and half of the respondent work in technical position of non-professional.
Items as we can see from the above table 3.1 indicates 50% of professional employee
have the largest share of the highest in came level. Inversely, non-professionals have the
smallest share of this highest level of professional is highest than non-professional.

How long have you been in Dire Dawa textile factory?

According to the above graph 75% of non-professional employees of the organization has
more than 12 years. and also 50% professional has long in above 12 years but less than
 non-professional at the end the least share professional and non-professional are 12 and
above .

The respondent of professional and non-professional in the work unit decision

Item Number of respondent Percentage

Professional Non-professional Professional Non-professional
Spinning 4 5 33.3% 62.5%
Wearing 1 0 8.3% -
Technical 1 0 8.3% -
Fabric process 1 0 8.3% -
administration 3 3 25% 37.5%
Finance 1 0 8.3% -
Other 1 0 8.3% -
Total 12 8 100 100

Table 3.2. Professional and non-professional at work place

the above chart show that more of the respondents are distributed under spinning and
administration while the remains are distribute in similar size in the work unit decisions.

3.2 satisfactions with pay received from your job

Item very adequate fair inadequate total
adequate
satisfaction professional 0 4 2 6 12
with pay % - 33.3% 16.7% 50% 100%
non- - 1 0 7 8
professional
% - 12.5% - 87.5% 100%

Table 3.2 source of primary data

this is supported by respondent and the payment that had been provided were not fair and
the employees are dissatisfied as we can see from the above table about 50% of
professional say in adequate and also 87.5% of non-professional say inadequate. There
fore satisfaction with salary is good predatory to turn over intentions.

How for you specialize the specific job you engaged in

NO Professional No of respondent Percentage
1 yes 8 66.7%
2 No 4 33.3%
3 Total 12 100%
non-professional
1 Yes 1 12.5%
2 No 7 87.5%
3 Total 8 100%
Table 3.3 source of primary data
As it is shown in the above table around two third (66.7%) of the respondents who are
professional specialize their work. more over most of non-professional employees are not
able to the work they engage in.
 The chance that doing the same thing that makes issue to your ability.

satisfied very satisfied neutral Dissatisfied

professional 4 2 4 2
% 33.3% 16.7% 33.3% 16.7%
non-professional 0 1 6 1
% 0 12.5% 75% 12.5%
Table 3.4 source of primary data
As we see from the above table of the respondent of the professional employee where
answered to the statement of 16.7% is negative and the respondent of non-professional
employee answered 12.5% is negatively. in this way, per sieved alternative employment
chance for advancement and growth associated with intention of turn over due to this
employee demoralized and leave the or generation. because of the chance to doing same
thing make use to your ability is less both professional and non-professional

have you freedom to use your own judgment based on the rule of organization.
item No. respondent Percentage

professional non-professional Profess non-profe

very satisfied 0 1 - 12.5%
Satisfied 6 0 50% -
Neutral 3 0 25% -
Dissatisfied 3 7 25% 87.5%
Total 12 8 100% 100%
Table 3.5 source of primary data
Based on the above information show that there is no very satisfied and satisfied 50% in
the respondent of the professional worker but more dissatisfied in the respondent of non-
professional. This indicates more than half of non- professional.
 The respondent of professional and non professional in the deferent idea about the
organization
Item strongly agree Neutral Disagree strongly
agree disagree
1 organization consider Professional 0 6 4 1 1
evolution is fair
% 0 50% 33.3% 8.3% 8.3%
non- perfection 0 3 2 2 0
% 0 42.9% 28.6% 28.6% 0
Total
2 organization fringe Professional 1 3 4 4 0
benefit plan provide
excellent courage
% 8.3 % 25% 33.3% 33.3% 0
non-profession 1 6 1 0 0
% 12.5 75% 12.5% 0 0
%

3 you often think about Professional 1 4 0 1 6

quitting job
% 8.3% 33.3% 0 8.3% 50%
non-profession 0 0 0 4 5
% 0 0 0 44.4% 55.5%
Total
4 Are you looking acerbity Profession 3 3 3 2 1
new job in the next year
% 25% 25% 25% 16.7% 8.7%
non-profession 0 0 2 5 0
% 0 0 28.60% 71.4% 0

Table 3.6 primary source of data

Item 1 in the above -6- the data indicate half of the respondent lie agree in the
professional the remain has less than half, but also in the non-professional less than half
of the respondents ogre this show that in the origination consider the evolution is unfair.
Item 2 we have see in the above table -6 show that less than have no fringe benefit plan
provide but in the non- professional more that halt of the respondent 75% green fringe
benefit plan provide line he organization
Item 3 from the above table -6- indicate that 50% of the professional respondent strongly
disagree think about quitting job and also in the non- professional more than halt of the
respondents strongly disagree think about quitting job in the organization.
Item 4 As we can see the above table 6 strongly agree and neutral have similar 25% of
looking activity new job in the next year. and 16.7% disagree and 8.3% strongly disagree
in the professional. in the ether rangy agree no agree 28. 6% neutral and 71.4% disagree.
this show that in the organization to looking activity new job in the next year.
3.3 Analysis of open- ended questionnaires on the open- ended question the respondent
listed same problems the question that give the respondent is the time what are the resin
for employee absenteeism and turn over, the most of respondent say that the following
problems are the main reason.
- The most worker do on the machine so it expected for accident, dispute with the
management in the organization
- small amount of payment hot condition in the work place. there is no good salary in the
organization
- monthly salary is not attracted as compare to other factory, the working condition and
the machinery also discourage workers.
- in the other hand Absenteeism caused by deferent assess personal case careless on the
job, transportation family case illness worker load in the organization and lack of job
dissatisfaction all those are the main cause of absenteeism and employee turn over.
the last question was designed to see and suggestion about the questionnaire the most of
the respondents are say's no idea in the research questionnaire but same respondent say's
your paper on title major the cause of absenteeism and turn over. but your research paper
concerned other section like manage mint and so on.
Generally in the organization management must be rearrange the process of work and
monthly salary in the way of attracting the employee and solve personal problem by
discussion with employee of the organization
The management also create good relation ship with employee and also solve lack of
transportation problem and minimize work load on the employee intermesh of
substituting labor force by machinery. this is expected to minimize absenteeism and
employee turn over in the organization.

Chapter Four
Conclusion and Recommendation

4.1 Conclusions
Based on the major findings of the study, the following conclusions are drawn.
 More than half of employees of the organization have not got an opportunity for
higher payment affect the morale and initiative of the employees.
 More than half of the sampling population in the respondent level shows that
high turnover because of no satisfaction with salary. This is a good indicator
predictor to turnover intention by the employees which could have bad
consequence for the organization.
 The existence of training and development in the organization is not adequate.
This practice is possibly resulted in low performer employees.
  The organization doesn’t provide adequate fringe benefit to the employees which
could have a great effect in decreasing the morale and motivation of the
employees.

4.2. Recommendations
On the basis of the conclusion the findings of the study, the following possible
recommendations are given.
 The organization is supposed to adjust the salary system which caters to the
needs of the employees
 The compensation system should be adjusted in a way that can build the morale
and capacity of the employees.
 The organization should arrange different training and development programs
that can build the capacity of the employees.
 Adequate fringe benefits must exist in order to boost the morale of the
employees.

BIBLIOGRAPHY

 John M. Ivancevich 1998 Human Resource Management, 7th edition,

McGraw-Hill.

 Ray mond A, Noe,2005 human resource management 7th edition,

 knick, kreitner,2006 organizational behavior 5th edition.


 Gerhart Anderson 2004 Statics for business and economics 6th edition.
  Kono pask 1998 Organization behavior for management 7th edition.

 Barry Gerhart 2002 Human resource management 5th edition.

 Patrick M. Wright 2004 Organization behavior 6th edition.

 Michael T. mattson 1999 human resource management 8th edition.

 slottje 1998 human resource management 9th edition .

 Loyd .l. French 1998 organization behavior 7th edition.

 Social science Encyclopedia 1994 2nd edition .

 Jain Saakshi 2005 Personal management and human resource management

4th edition.

-
 Appendix
Dira dawa university

School of Business and Economics

Stream of management

Dear respondents the objective of this questionnaire is collect data for preparing
research paper on the title of major cause of absenteeism and employee turn over on
dire dawa textile factory. the data collected through these questioners will be used for the
achievement of the above objective .
 Pleas indicate your answer personal information by putting< √ >mark in the
boxes provided for each question

Part -1 personal information

1, sex male female

2 , age under 25 years 41-50 25-40 51and above

3 how long you been in dire dawa textile factory?

Less than 2-5 years 6-12 years

2-5 years 12 and above

4 education status grade 1-6 college diploma

Grade 7-12 degree and above

5 your work unit decision

Spinning division fabrics processing

 Administration
wearing division

finance
Technical service

6 your position occupational title

Operational clerical

technical supervision other

-

part two question related with the cause of absenteeism and employee
turnover

7 considering what is costs to live in this area your pay is

Very equal fair

Adequate
Inadequate

8 are you satisfied with pay your receive for your job

Strongly agree neutral strongly disagree

agree disagree

9 does the way handled around here make it worth for person to work especially unclear?

yes no

10 the chance to doing same thing that make use to ability

satisfied neutral

very satisfied dissatisfied

11 the freedom to use your own judgment

Feel this way

satisfied

neutral
very satisfied

12 recognition is provided for the best work

Strongly disagree
satisfied
disagree
very satisfied

13 the evaluation reflects the quality of for performance

Strongly agree neutral strongly disagree

agree disagree

14 in the organization consider the evaluation as fair

Strongly agree neutral strongly disagree

Agree disagree

15 the organization major fringe benefit plan provide excellent coverage

Strongly agree neutral strongly disagree
Agree disagree

16 you often think about quitting job

Strongly agree neutral strongly disagree

Agree disagree

17 are you will likely activity looking for new job in the next year

Strongly agree neutral strongly disagree

Agree employee disagree

18 what do you think the main reason on absenteeism and employee turnover increases
------------------------------------------------------------------------------------------------------------
?

19 do you have an ideas that have not been addressed in the

questionnaires?-----------------------------------------------------------------------------------------
---------------------------------?