INTRODUCTION

In today's dynamic business environment, the logistic and supply-chain sector plays a pivotal
role in ensuring that goods move seamlessly from origin to destination, supporting commerce,
industry and daily life. Within this sector, organisations like PSTS Logistics Private Limited
(Visakhapatnam) operate in a complex matrix of scheduling, operations, transportation,
warehousing and labour-management. One of the critical human-resource challenges that affects
operational efficiency, cost management and service reliability in such organisations is employee
absenteeism.

Employee absenteeism-defined broadly as the habitual or frequent absence of an employee from

work beyond permissible leave or authorised absence-has significant implications. It disrupts
work flow, increases cost (overtime, temporary staffing, idle resources), undermines team
morale, delays deliveries, and can erode customer satisfaction. In a logistics company
environment, where timeliness and coordination are key, absenteeism can manifest in delayed
shipments, disrupted logistics chains, and increased pressure on remaining staff.

Thus, by focusing on PSTS Logistics Pvt. Ltd., Visakhapatnam, this study aims to explore the
phenomenon of employee absenteeism in a real-life logistics company setting: its incidence,
underlying causes, consequences, and strategies to mitigate it.

2. RATIONALE OF THE STUDY

The rationale for selecting PSTS Logistics lies in the convergence of a few factors:

Logistics operations are labour intensive and sensitive to time-based disruptions; absenteeism
can disproportionately affect productivity.

Visakhapatnam as a port city in Andhra Pradesh has a growing logistics hub, meaning workforce
and operational pressures may differ from other geographies.

There is a need for organisational and academic research that connects absenteeism (a human-
resource issue) with operational outcomes in logistics firms rather than only manufacturing or
services industries.
Understanding absenteeism in this context can lead to targeted interventions (attendance systems,
motivational policies, wellness programmes, employee engagement) that improve both human-
resource outcomes and operational efficiency.
 3. OBJECTIVES OF THE STUDY

The primary objectives of the study may include:

1. To assess the level and pattern of employee absenteeism at PSTS Logistics Pvt. Ltd.,
Visakhapatnam (e.g., frequency, departments, shifts).

2. To identify the key factors contributing to absenteeism (organisational, Individual,

environmental).

3. To examine the impact of absenteeism on operational performance, cost, and workforce

morale within the company.

4. To suggest strategies and recommendations for reducing absenteeism and its adverse effects in
the logistics context.
 4. SCOPE AND SIGNIFICANCE

The scope of the study encompasses the operations of PSTS Logistics Pvt. Ltd. in
Visakhapatnam, focusing on its employee base (permanent, contractual, shift-workers) across
warehousing, transportation coordination, loading/unloading, dispatching, and administrative
support functions. The study will examine attendance records, interview employees and
supervisors, review policies, and analyse how absenteeism correlates with performance metrics
(e.g, delays, overtime, cost overruns).

Significance:-

For the organisation: The findings may help PSTS Logistics reduce hidden costs, optimise
staffing, Improve predictability of operations, increase throughput, and enhance employee
satisfaction.

For the industry: Other logistics companies may benefit from insights on how absenteeism
manifests in logistics settings and how to tackle it.

For academia: The study contributes to human-resource literature by offering empirical evidence
of absenteeism in logistics, a less-studied sector compared to manufacturing/service industries.

Key Concepts and Definitio

Employee absenteeism: For the purposes of this study, absenteeism is defined as unplanned
absence from scheduled work (beyond authorised leaves) that is habitual in nature and adversely
affects work flow.

Logistics operations: Activities involved in transporting, warehousing, dispatching, and

coordinating goods and services between origin and destination.

Operational performance: Measurable outcomes of logistics operations, including on-time

delivery, utilisation of resources (labour/vehicles), cost per shipment, downtime, etc.

Human-resource interventions: Policies or practices aimed at improving attendance and reducing

absenteeism, such as attendance monitoring systems, wellness programmes, flexible scheduling,
motivational Incentives.
The Problem Statement

In PSTS Logistics Pvt. Ltd., Visakhapatnam, management has observed rising instances of
unscheduled absences among employees, particularly within the warehousing and transport
coordination teams. These absences have led to delays in loading operations, substitution of
temporary staff at higher cost, increased overtime burden on present staff, and occasional mis
deadlines for dispatching goods. The problem thus Is to investigate: What are the underlying
causes of employee absenteeism in this logistics organisation, how significant is its effect on
operations, and what remedial approaches can be adopted?

Research Questions

To guide the study, the following questions will be addressed:

What is the absenteeism rate (frequency, length, departmental distribution) at PSTS Logistics
Pvt. Ltd.?

What are the major organisational, individual and environmental factors contributing to
absenteeism?

How does absenteeism affect operational performance, cost, workforce morale, and customer
service in the company?

What best-practice interventions might be applicable in this logistics context to reduce

absenteeism and improve outcomes?

Methodology (Brief Overview)

The study will employ a mixed methodology: quantitative review of attendance records,
absenteeism logs, operational performance data (delays, overtime, cost) and qualitative insights
via interviews or focus-groups with employees and supervisors. The population will consist of
key work-areas at PSTS Logistics (e.g., warehouse staff, loading crew, transport coordinators).
Sampling will involve purposive selection of departments with higher absenteeism history. Data
analysis will include descriptive statistics of absenteeism, correlation analysis with operational
performance indicators, and thematic coding of qualitative data to identify causes and potential
solutions.
 LIMITATIONS AND DELIMITATIONS

Delimitations: The study is confined to one company (PSTS Logistics Pvt. Ltd.) in
Visakhapatnam; results may not be generalisable across all logistics firms or geographic
contexts. Only recent data (for example past 12-24 months) will be considered due to
availability.

Limitations: Access to detailed performance cost data may be restricted; self-reporting bias may
affect interview responses regarding reasons for absenteeism; external factors (e.g., pandemic,
transport strikes) may confound absenteeism results.

Structure of the Study

The study will be structured as follows:

Chapter 1 (Introduction): Introducing the topic, rationale, objectives, research questions, scope,
limitations.

Chapter 2 (Literature Review): Reviewing theories and prior studies on absenteeism, causes,
effects, HR interventions, especially in logistics/transport industries.

Chapter 3 (Company Profile & Context): Overview of PSTS Logistics Pvt. Ltd., its operations at
Visakhapatnam, workforce structure, attendance/HR policy.

Chapter 4 (Data Presentation & Analysis): Prese 19 attendance/absenteeism data, analyses of

patterns, correlation with operational outcomes, qualitative insights.

Chapter 5 (Findings, Conclusion & Recommendations): Summarising key findings, drawing

conclusions, offering actionable recommendations for reducing absenteeism, improving
operational efficiency, enhancing employee engagement.. Anticipated Outcomes

It is anticipated that the study will reveal:

The absenteeism rate and patterns within the company (e.g., certain shifts, job-types,
departments)
Key contributing factors such as poor scheduling, transport difficulties, low job-satisfaction,
inadequate supervision, health issues, personal/family reasons, fatigue.

Clear linkage between absenteeism and operational outcomes such as increased övertime, higher
cost, delays in dispatch, lower resource utilisation.

A set of practical recommendations tailored to a logistics company environment-such as flexible

shift design, improved transportation/commute support, employee wellness programmes,
attendance incentives, better supervision and team engagement initiatives.

Conclusion

Employee absenteeism remains a persistent challenge across industries, but its impact may be
particularly acute in the logistics sector where timing, coordination and workforce reliability are
critical. By studying this issue in the context of PSTS Logistics Pvt. Ltd., Visakhapatnam, this
research seeks to shine a light on both the human-resource dimension and the operational
dimension of absenteeism. The insights derived may not only help the company improve its
attendance management and operational performance, but also contribute more broadly to
understanding how logistics firms can proactively manage and mitigate absenteeism. With the
logistical demands in India continuing to sow, improvements in workforce reliability will
increasingly become a competitive advantage. Through this study, we aim to deliver both
academic value and practical benefit.