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Project Report on Summer Training Absenteeism at Glaxosmith kelin

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF THE DEGREE OF MASTERS IN BUSINESS ADMINSTRATION

Under the Supervision Mrs. Chitra

Submitted By: Ashwinder kaur MBA III Roll No: 1172886

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

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DECLARATION

I hereby declare that Major Project entitled Absenteeism at Glaxosmith kelin submitted in partial fulfillment of the requirement for the degree of Master of Business Administration of Punjab Technical University, Jalandhar is my original work & has not been submitted for the award of any other degree at this university.

Ashwinder kaur MBA III Roll No: 1172886

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ACKNOWLEDGEMENT

First of all I am thankful to God. I extend gratitude to my training at Glaxosmith kelin, Nabha for providing me possible facilities at the company. I am also thankful to Mrs.chitra (Assistant professor) for constant inspiration &timely helped. I am also thankful to non teaching staff of CGC Gharuan for their co-operation during my work. I wish to express my deep gratitude to Mr.Balwant Singh (manager) for action as a guide and providing me with continuous support and guidance. This report could not have been completed without the inputs and the words of advice from his far which I shall always remain grateful to him. I am in short of word express my heartiest gratitude to my parents & all my family whose blessing & affection have been remain a source of inspiration. I wish to express my appreciation all those whom I worked, interacted and their thoughts & insights helped me in broadening my understanding & knowledge of working in a corporate atmosphere. At last but not the least, I am grateful to all those who have directly or indirectly helped me during my work.

Ashwinder kaur

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CERTIFICATE

This is certify that the Major Project entitled ABSENTEESIM in GLAXOSMITH KELIN is a study conducted by ASHWINDER KAUR , Roll No.1172886 in partial fulfillment of requirement of the degree of Masters in Business Administration (M.B.A) Punjab Technical University, Jalandhar and no part of this work has been submitted earlier for the award of any degree .

Under the Supervision Mrs. chitra

Ashwinder kaur MBA III Roll No: 1172886

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TABLE OF CONTENTS

CHAPTERS

CONTENTS

PAGE NO.

1.

INTRODUCTION

8-22

2.

ABSENTEEISM

24-40

3.

REVIEW OF LITERATURE

41-42

4.

RESEARCH OBJECTIVE

43-44

5.

RESEARCH METHODOLOGY

45-47

6.

DATA ANALYSIS AND INTERPRETATION

48-58

7.

CONCLUSION, SUGGESTIONS & RECOMENDATION

59-62

BIBLOGRAPHY 8.

63-64

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9.

ANNEXURE QUESTIONAIRE 66-67

CHAPTER-1
INTRODUCTION

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1.1 GLOBAL SCENIRO OF INDUSTRY

There are two scenarios where GlaxoSmithKline (GSK) contracts external service providers for late-stage clinical studies. Either it turns to outsourcing for central laboratory work when there is no in-house expertise, or it seeks CRO labour that overlaps with its own in-house experience when it needs extra resources. GSK has considerable core competence in clinical monitoring, but even here the workload may dictate the outsourcing of a particular study.The global grants and contracts at GSK is responsible for developing subcontracts for teams involved in late-stage clinical studies. Assigning internal resources is the same at GSK as in any other company in the industry. If something is exceptionally important to the company, or particularly sensitive, the work is kept in-house. However, a major study, which would consume too many resources, would be passed on to a subcontractor. GSK is focused on increasing productivity and improving the cost-effectiveness of R&D. So, if there is a new and improved way to do something, we will try to adopt it. This attitude comes from the top and filters down through everything we do, showing our commitment to good business fundamentals. The global grants and contracts department is peripheral in terms of its functions. The department works with the core teams specializing in clinical activities and aims to make life easier for all team members whenever outsourcing is involved. For clinical teams, outsourcing can become very complex, especially when a particular function has always been dealt with internally. Legal and financial services can assist a team if they are provided before delivery. The global and contracts department spends a lot of time with these functions. Our policy is based on integrity, value, cost-effectiveness and productivity. Tasks include defining and measuring the deliverables, communicating these to the service providers, then managing the process and monitoring the success criteria to finally transform these into the competitive bidding process. We request proposals from three suppliers, who then present their proposal at a bid defense meeting with the clinical team. The department manages this process by involving people in the contract development on behalf of the clinical teams who are in turn responsible for delivery.

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THE OUT LOOK FOR OUT SOURCING

There is always going to be a balance between in-house and contract service provision. All good companies are involved in subcontracting, and how they do it reflects their policy in terms of reaching internal goals. One company may always outsource monitoring while another may prefer the opposite. The contract services industry should recognize these differences and ask how their services can fit in with the outsourcing strategies and the needs of different pharmaceutical companies. Outsourcing is not the same from company to company. The question is whether there is a trend towards more outsourcing. The answer will be dictated by the economies of each companys pipeline. For example, if it contains compounds that do not need a patient commentary, then it will not need that service from a provider. Looking at the pipeline and the disease indications shows whether services are relevant and pertinent. Outsourcing in pharmaceuticals is almost always about clinical trials, and the teams involved internally are getting more refined in their work. In future, there may be fewer service elements to provide, and those that are needed could be specialist. In the past, GSK had many smaller, limited-service companies, and then a one stop-shop, meaning large CRO companies capable of carrying out a wide range of functions. Now, the tide might be turning and a specialist patient recruitment company could get the business due to their expertise. Mergers and consolidations among CRO providers can limit flexibility. The growth to full-service status appeals to companies in the services market. Economies, however, dictate that the pharmaceutical companies take a more granular approach to managing a studys budget. Cost-effectiveness is a must, and if a company cannot get it from a single fullservice provider, it will turn to a dedicated specialist. This is the trend that is driving the market

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1.2

COMPANY HISTORY

GlaxoSmithKline Consumer Healthcare Ltd. is a pharmaceutical and healthcare company born out of the merger of two leading international organizations SmithKline Beecham and Glaxo Welcome. Its global mission is To improve the quality of human life by enabling people to do more, feel better and live Longer " YEAR 1955 DESCRIPTION Horlicks a milk product manufactured by Horlicks Ltd. Slough, England was being imported, bottled and sold in India. Due to changes in import policy import stopped 1956 -57 A team from the organization visited to explore the possibilities of setting up a plant with the support of Maharaja of Nabha, His highness PRATAP SINGH, and a plant was set up at Nabha. 1958 On May 31, 1958 His highness Pratap Singh laid the foundation stone of the Company at nabha. 1960 1969 On 24th March 1960, the factory went into production. Horlicks Group disposed off their holding in India and U.K. to BEECHAM GROUP OF INDUSTRIES" which was a Multinational and owned more than 500 companies in more than 200 countries engaged in manufacturing of Brylcream, Hair cream, Eno Fruit Salt, Macleans, Toothpaste, Pure Silvikrin etc. Immediately after taking over the management, Beecham Group shifted its head office from Nabha to Delhi. 1979 Beecham India (Pvt.) Ltd. Mumbai merged with Hindustan Milk food Manufacturers Ltd. and the

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name was changed to H.M.M. Ltd. Beecham Group plc 1991: SmithKline U.S.A. merged on September 16, 1991 to form Smith Kline Beecham Consumer Brands, Plc. with its registered office in the U.K. H.M.M. became a part of Smithkline Beecham Consumer Brands, one of the three sectors of Smithkline Beecham and its name was changed to SmithKline Consumer Brands Ltd. 1994: The name was changed to Smithkline Consumer Healthcare Ltd. to reassert the company's promise of providing Healthcare to consumers. The company decided to do away with its toiletry products and sold sold like brands Brylcream and Silvikrin to Sara Lee. 2000: The Company acquired MALTOVA and VIVA brands of nutritional from Jagatjit Industries Ltd. A merger took place between Smithkline Beecham and Glaxo Welcome and the new company Glaxo Smithkline (GSK)

GLAXO
MERGER SMITH KLINE BEECHAM GLAXO SMITH KLINE

2002 2003

Change of name took place from 23-04-02 Company installed another manufacturing unit in Haryana Sonepat.

2004

The Bank of Punjab has tied up with the company for

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facilitating finance on attractive terms to its milk suppliers. 2005 Deutsche bank has tied up with GSK for facilitating their fund management as well as treasury management on a centralized basis Summer Internship report. 2006 Companys packing unit at Excise Free Zone Baddi (Himachal Pradesh) came into existence. 2007 Companys packing unit at Excise Free Zone Gauhati(Assam) came into existence. 2008 Company launched Actibase and Actigrow products - Energy Drinks

BUSSINESS STATION

The company started packing Horlicks in Kg and 1kg pouches. Packing machines was imported and installed at packing stations. The main market for sale of Horlicks was in the South and East India, need was felt for the sale of Horlicks in small units of the country. Therefore, different stations were opened at different places. At present Horlicks is dispatched from Nabha in bulk quantity to the following packing stations: MANGALDOI, GAUHATI (ASSAM) KOMPALLY BADDI (HIMACHAL PRADESH) Apart from packing stations at mentioned above the malted Food Powder is also send to Ghaziabad at M/s Parson Nutritionals Pvt Ltd for manufacturing of Biscuits PARSON GHAZIABAD The marketing of the company's products is done through various Regional Sales Offices (RSO) Situated at: NORTH (GURGAON OFFICE) WEST (MUMBAI OFFICE) (KOLKATA OFFICE) EAST SOUTH (CHENNAI OFFICE)

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The company has its head office in Gurgaon. Bulk-malted food manufactured in Nabha is dispatched to different packing stations in drums for packing in units container or gusseted pouches (GPs). GlaxoSmithKline Consumer Healthcare Limited is one of the three sectors of GlaxoSmithKline. The other two sectors are:

1. GLAXOSMITHKLINE PHARMACEUTICALS:
It is a one of the major players of pharmaceutical companies and has activities in all the major markets of the world and spends a major part of its income in R&D.

2. GLAXOSMITHKLINE CLINICAL LABORATORIES:

It is the leading network of clinical testing laboratories in North America and its major laboratories and patient centers provide the broadcast range of testing to help physicians, hospitals and other private organization to detect disease and monitor health.

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MANUFACTURING PROCESS

The Manufacturing process for Horlicks is as Follows: 1. The First step in the production process involves the mixing of wheat flour with malted barley. 2. In the second step water is added to the above mixture and the material is mashed thoroughly, as a result of which the outer cover of malted barley is removed and remains after is called Husk. 3.After mashing, the material becomes thick slurry in which the solid content is above 55%. 4.The fourth step involves adding up of milk to the mixture. 5. The next stage is the stage of evaporation in which the material is evaporated and the result is thick slurry in which the solid content is around 82%. 6. After evaporation, comes the step of spreading out of material in plates and keeping them in the oven for about half an hour. 7. Once the material is completely dried, the plates are taken out from the oven and the food item is scrapped out, which comes out in the form of thin layers. Then the vitamins and other essential nutrients are added to the food items which is then ground and the result is our final product HORLICKS.

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SUPPLY CHAIN PROCESS

The supply chain process at GSK, nabha is as follows:

CONSUMER

Drums (at factories)

RETAILERS

Bottles & GPs (at packing stations)

WHOLESELLER S

SALE DEPOTS

Horlicks is manufactured at the Nabha plant, after that it is put in drums with a capacity of 186kg. The finished good thus packed in drums is either bottled or packed in pouches and then sent to sales depots situated across the country.

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PRODUCT PROFILE
The main product of the company are: New horlicks Horlicks Pistachio Horlicks Export Boost Intermediate Horlicks intermediate for Pistachio and Butterscotch variants Horlicks Premix Horlicks Vanilla Premix Junior Horlicks Chocolate with DHA Actibase Vanilla Horlicks with FAT Junior Horlicks Intermediate New Junior Horlicks DMI New Mother Horlicks DMI Horlicks Butterscotch delite New Improved Boost Horlicks Lite Regular Malt Junior Horlicks With DHA New Elaichi Horlicks Mothers Horlicks With DHA Boost Premix Acitbase Regular Actigrow Chocolate Actigrow Vanilla GlaxoSmithKline Consumer Healthcare Ltd. is having three production units, which are at Nabha, Rajahmundry and Sonepat. The unit at Nabha is the mother unit and its production capacity is 99500 MT per annum and the products manufactured by this company fall under two categories of consumer healthcare:
HORLICKS AND ITS VARIANTS

NUTRITONAL HEALTH DRINKS

GASTROINTESTINAL

ENO FRUIT SALT

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1. HORLICKS
The flagship brand of the company, this product name is associated with that of the company. It would be interesting to know how and where this global brand took off. Way back in 1883,James Horlicks, a London based chemist experimented with powered malt mixed with milk and launched this product in Chicago, USA, as "Malted Milk". In 1906 he returned to England and set up a factory at Slough. Renamed as 'Horlicks' in 1931, it became a part of the giant Beecham Group in 1969. India forms almost half the world's market for Horlicks.

2. BOOST
Boost was launched in 1976 as an energy drink in the Brown Powder segment. An Indian Brand,this is manufactured at the Nabha Plant. It is also exported to Countries in West Asia. Very popular in the South, Boost has grown an average growth rate of 15% per annum. Sportsmen like Kapil Dev and Sachin Tendulkar back it, making it the secret of OUR ENERGY!!

3.JUNIOR HORLICKS WITH DHA Junior Horlicks was launched in 1991 in Karnataka in an attempt to cater to the specialized needs of certain age groups. This special nourisher, an India brand was targeted at 1-3 years old as a delicious tasting Milk food drink based on the international standards of nutrition 4. MOTHER HORLICKS WITH DHA
Mother Horlicks is manufactured for lactating mothers. Mothers Horlicks (launched in November96), is a special nourishes scientifically designed to help meet the nutritional needs of pregnant and lactating women, as part of a healthy diet. It is made with the natural goodness of Horlicks by a unique spray dried process, which helps make it easy to digest. It is enriched with natural honey, and a combination of vitamins and minerals that not only gives excellent flavour but also help in keeping good health during pregnancy and optimal birth weight of the baby It is also essential for physical and mental development of the growing foetus. When taken during the

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breast-feeding period the nourishment of Mothers Horlicks helps to improve the quality and quantity of breast milk. 5. GOPIKA GHEE (BY PRODUCT) The main by-product of this company is Gopika Ghee. Gopika Ghee is packed in the factory itself, rest of the product are bulk packed in containers, which contain 186 kg of Horlicks and 124 kg. of Boost. These are sent to the packing near the major markets.

6. ELAICHI HORLICKS
Elaichi Horlicks was launched in October 1974. Horlicks position as the market leader in theMilk Food Drinks (MFD) category was further strengthened with the launch of Chocolate Horlicks in November 1990. Elaichi Horlicks is Horlicks with a fresh cardamom taste and aroma along with natural goodness of wheat, milk and malted barley making an appetizing and easily digestible drink.

7.ENO
Eno is a 100 years old global brand. It is a part of Gastrointestinal category Eno is the only powder antacid and has shown favorable growth over the years. This has been strengthened of the lemon variant and the sachet pack.

8.BISCUITS
The biscuit division has spread its wings and set flight with a 54% increase in the turnover.Horlicks biscuits are now a truly national brand. The division has a number of plans for the future growth with the lot of exciting new variety up its sleeves.

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DEPARTMENTAL OVERVIEW

The various departments in GSKCH, Nabha are: Manufacturing Department Engineering Department Quality Assurance Department. Procurement Department (Milk Sourcing Procurement and Purchase Department) Finance & IT Department Human Resources and Administration Department. Environment, Health and Safety Department (EHS) Operational Excellence

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DEPARTMENTS

OPERATIONAL EXCELLENCE ENVIRONMENT HEALTH AND SAFETY EXCELLENCE MANUFACTURING

ENGINEERING H.R & A QUALITY ASSURANCE FINANCE & I.T WAREHOUSE SUPPLY CHAIN MANAGEMENT PROCUREMENT

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ABOUT THE NABHA PLANT

GSKs Nabha plant is a huge manufacturing unit so the requirement of workforce changes with change in production policy. It is biggest unit of all the three manufacturing units and it is also the registered office of GSK Consumer Health Care. The plant at present employs a work force varying from 1500 to 2000 out of which approximately 1100 are permanent. There is a staff and management of about 140 persons. There is a wage agreement for 3 years. The workers also get weekly off according to Labour Statutes. The plant runs 24 X 7 and there are 3 shifts which from 5.15 a.m. to 1.15 p.m., 1.15 p.m. to 9.15 p.m. & 9.15 p.m. to 5.15 a.m. The office opens for 6 days in a week. There are 7 Milk Collection Centers (MCCs) around Nabha, to meet the requirement of 70 tones of Milk per day. The main purpose of opening collection centers at village level was to get good quality of Milk directly from the producer and pay them good prices, thus, raising their standard of living.

5S AT NABHA
5S is a tool that aims to create and maintain an organized, clean & high performance workplace.This tool has been efficiently utilized by Nabha Unit and it has lead to reduce the records retrieval time drastically. Sort Store Shine Standardize Sustain Throw out rubbish Find suitable storage area for everything Clean all surface areas Communicate the 5S procedure for your area Participate in site-wise monthly assessment & display

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Why do it?
How often do you go to use a piece of equipment and its not where you left it? Wouldnt it be less time consuming if everybody knew where they were supposed to store it?

Where do I start?
Get everyone involved Get commitment and authorization for area wide improvement Have leaders set expectation

Sort - Get rid of what is not needed. Throw out rubbish Define personal space first (and stay
out). Start at one corner touch everything. Ask questions about each thing: How often do you use it? Where does it go? Place stuff based on frequency of use. Place red tags on unnecessary stuff.

1. Red tagging visually identifies what is not needed in the workplace. 2. Establish rules for what is needed and where it belongs. 3. Remove and store Red Tagged items in a temporary holding area. 4. Sort through and dispose of those items that are truly unnecessary. Prepare all other items for relocation. Ensure that all interested parties agree. 5. Continue to Red Tag regularly.

Store - Organize whats Left! Arrange and Identify for ease of use A place for everything,
everything in its place, Know what you have and where its kept to get rid of waste of searching. 1. Designate locations in a variety of ways 2. Lines on the floor 3. Signs hung from the ceiling

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4. Tool boards 5. Fix Storage Methods and Places

Shine - Clean up whats left! Clean Daily Paint, refurbish, etc.Get the remaining items into
the same condition as when they were new!

Standardize - Standardize cleanup methods

1. Make Sort, Storage, and Shine a daily habit 2. Assign responsibilities to apply these procedures 3. Integrate Sort, Storage, and Shine into regular work activities 4. Check on the maintenance of Sort, Storage, and Shine 5. Do you have standards, procedures & assigned responsibilities for Sort, Storage & Shine?

Sustain - Set discipline, plan and schedule

1. Follow the rules that you set! 2. Involve everybody in the production of standard documents and checks sheets. Develop habits you wont forget! Assessment is a key activity and should be carried out on a regular basis depending on the overall status of the 5S activity. The radar chart is used to map progress using the data from the assessment checklist within the area. It should be displayed in a prominent location and updated on completion of the assessment.

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GSK MISSION

Our global quest: To improve the quality of human life by enabling people to do more, feel better, and live longer.People at GlaxoSmithKline Consumer Healthcare Limited are dedicated to deliver medicines and products that help millions of people around the world to live longer, healthier and happier lives.

CULTURE
Successful companies have developed something special that supersedes corporate strategy,market presence, or technical advantage - distinctive culture. What it is, whether it is important or not, what you deal with indirectly. Why? Because culture is an intangible shadow. You cannot hold culture. It has no handles, nothing you can touch directly. Having said all that, it is an important issue GSKs culture is the set of norms that create powerful precedents for acceptations around acceptable risk, change orientation, creative and innovation, group versus individuals effort, customers orientation, extra efforts and more. Culture is a powerful force and can provide an engine to achieve market success or an anchor pulling the firm toward failure.

GSK SPIRIT
We undertake our quest with the enthusiasm of entrepreneurs, excited by the constant search for innovation. We value performance achieved with integrity. We will attain success as world-class leader with each and every one of our people contributing with passion and an unmatched sense of urgency

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1.3

SWOT ANALYSIS OF COMPANY

STRENTH
o They have there own energy conversion projects. o GSK has good brand image in the market o High production capacity.

WEEKNESS
o GSK is not using its Working capital properly. o GSK dont recruit the any female staff.

OPPORTUNITIES o Rising household incomes, increasing urbanization, changing lifestyles should products lead to grater demand for processed food

THREAT o High taxes on branded agricultural products o High competion in market

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1.4

THE NEED OF STUDY

ABSENTEESIM
It refers to workers absence from their regular task when he is normally schedule to work. The according to Websters dictionary Absenteeism is the practice or habit of being an absentee and an absentee is one who habitually stays away from work. According to Labour Bureau of Shimla : - Absenteeism is the total man shifts lost because of absence as percentage of total number of man shifts scheduled to work. In other words, it signifies the absence of an employee from work when he is scheduled to be at work. Any employee may stay away from work if he has taken leave to which he is entitled or on ground of sickness or some accident or without any previous sanction of leave. Thus absence may be authorized or unauthorized, willful or caused by circumstances beyond ones control. Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact. Such team members need individual attention from frontline supervisors and management. Maybe even worse than absenteeism, it is obvious that people such as malingerers and those unwilling to play their part in the workplace can also have a decidedly negative impact. Such team members need individual attention from frontline supervisors and management.

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CAUSES OF ABSENTEESIM

1) MALADJUSTMENT WITH FACTORY

In factory the worker finds caught within factory walls, he is traffic, by strangers speaking different and Be wildered by heavy

subjected to strict discipline and is ordered by

complete strangers to do things which he cannot understand . As a result he is under constant strain, which cause him serious distress and impairs his efficiency. All these factors tend to persuade him to maintain his contacts with village.

2) SOCIAL AND RELIGIOUS CEREMONIES

Social and religious ceremonies divert workers from workers to social activities. In large number of cases incidence of absenteeism due to religious ceremonies is more than due to any other reason. 3) HOUSING CONDITIONS Workers also experience housing difficulties. Around 95% of housing occupied by industrial workers in India is unsatisfactory for healthful habitations. This leads to loss the interest in work. 4) INDUSTRIAL FATIGUE Low wages compel a worker to seek some part time job to earn some side income. This often result inconstant fatigue, which compels to remain absent for next day. 5) UNHEALTY WORKING CONDITION Irritating and intolerable working conditions exist in a factory. Heat, moisture, noise, vibration, bad lighting, dust fumes and overcrowding all these affect the workers health causing him to remain absent from work a long time.

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6) ABSENCE OF ADEQUATE WELFARE ACTIVITIES High rate absenteeism is also due to lack of adequate welfare Facilities Welfare activities include clean drinking water, canteen, room shelter, rest rooms, washing and bathing facilities, first aid Appliances etc. 7) ALCOHOLISM Some of the habitual drunkards spend whole of their salary during first week of each month for drinking purpose. Therefore 2 or 3 weeks after getting their salary absent themselves from their work

8) INDEBTNESS
All those workers who undergo financial hardships usually borrow money lenders at

interest rate which are very high, which often cumulates to more than 11 12 times their actual salaries. To avoid the moneylenders they usually absent themselves from work because they are unable to return the money in stipulated time. 9) IMPROPER & UNREALISTIC PERSONNEL POLICIES Due to favoritism and nepotism which are in the industry the workers generally become frustrated. This also results in low efficiency, low productivity, unfavorable relationship between employee and supervisor, which in turn leads to long period of absenteeism.

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ANALYSIS OF CAUSES

1) FAMILY ORIENTED & RESPONSIBILITES It was observed that about 40% case absenteeism is family responsibilities of workers. It increases in Harvesting season. Oriented and more

2) SOCIAL CEREMONIES
In 20 % cases it was found that social and religious functions Divert worker from work. 3) HOUSING FACILITY In about 30% cases, the workers remain absent because there is No housing facilities and the workers stay alone and great Distance from factory. 4) SICKNESS AND ACCIDENT In 20% case the workers remain absent due to ill health and Disease and in 15% cases workers remain absent due to accident. 5) TRANSPORTATION Most of the workers have to travel long distance to reach the work workers are not satisfied with transport facilities. 6) WELFARE FACILITES In 13% cases, the workers are not satisfied with welfare facilities. 7) WORKING CONDITIONS In 21% cases, the workers feel that there is not good working condition, because they work in standing position which causes to remain absence for relaxation. place. Most of the

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8) MANAGEMENT SYSTEM Near about 34% people are dissatisfied with management system because they feel that their work is not being recognized and promotions are biased.

MEASUREMENT TO CONTROL ABSENTEEISM

1) ADOPTION OF A WELL DEFINED RECRUITMENT PROCEDURE

The selection of employees on the basis of command, linguistic and family consideration should be avoided. The management should look for aptitude and ability in the prospective employees and should not easily yield or pressure of personal likes and dislikes. Application blanks should invariably be used for a preliminary selection and tools for interviews. The personal officer should play more effective role as coordinator of information, provided that he has acquired job knowledge in the function of selection. Employers should also take into account the fact that selection should be for employees development, their reliance.

2) PROVISION OF HEALTHFUL AND HYGENIC

WORKING CONDITION In India, where the climate is warm and most of the work involves manual labour, it is essential that the workers should be provided with proper and healthy working conditions. The facilities of drinking water, canteens, lavatories, rest rooms, lighting and ventilation, need to be improved. Where any one of these facilities is not available, it should be provided and all these help in keeping the employee cheerful and increase productivity and the efficiency of operations throughout the plant.

3) PROVISION OF REASONABLE WAGES AND ALLOWANCE AND JOB SECURITY TO WOTRKERS

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The wages of an employee determine his as well as his family standard of living. This single factor is important for him than other. The management should, therefore pay reasonable wages and allowances, taking into account the capacity of the industry to pay.

4) MOTIVATORS WELFARE AND SOCIAL MEASURES

The management should consider the needs of workers and offer them adequate and cheap housing facilities, free of subsidized food, free medical and transport facilities, free education facilities for their children and other monetary benefits. As for social security is concern, the provision of Provident Fund, SBI facilities, Gratuity and Pension, all those need to be improved.

5) IMPROVED COMMUNICATION AND PROMPT REDRESSAL OF GRIEVANCES

Since a majority of the workers are illiterate or not highly educated bulletins and written notices journals and booklets are not easily understood by them. Meetings and concealing are called for written communication becomes meaningful only when workers can readied understood them, too many notices should be avoided only the essential ones should be put on the boards, which should be placed Near the entrance inside the canteen and in areas which are frequently visited by the workers so that they are aware of the policies of the company and any sort changes being made.

6) LIBERAL GRANT OF LEAVE

The managements strict attitude in granting leave and holidays even when the need for them is genuine, tempts workers to go on E.S.I. leave for under this scheme, they can have 56 days leaves in years on half pay. An effective way of dealing with absenteeism is to liberalise leave rules.

7) SAFETY AND ACCIDENT PREVENTION

Safety at work can be maintained and accidents can be prevented if the management tries to eliminate such personal factors as negligence, overconfidence, carelessness, vanity, etc and such material factorizes unguarded machinery and explosives, defective equipment and hand tools.

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Safe methods of operation should be taught. In addition consistent and timely safely instruction, written instructions (manual) in the regional language of the area should be given to the work force.

8) CORDIAL RELATIONS BETWEEN SUPERVISORS AND WORKERS

The supervisor should be recognise that industrial work is a groups task and cannot be properly done unless discipline is enforced and maintained. Cordial relations between the supervisors and these workers are therefore essential for without them, discipline cannot be increased. One of the consequences of unhealthy relations between supervisors and subordinates is absenteeism.

9) DEVELOPMENT OF WORKERS BY TRAINING

The system of workers education should be so designed as to take into account their educational needs as individuals for their personal evaluation, as citizens for happy integrated life in the community, as members of a trade union for the protection of their interests. The educational programs according to their national commission on Labour should be to make a worker:a) A responsible, committed and disciplines operative. b) Aware of his rights and obligations. c) Lead a calm, clean and health life, based on a firm ethical foundation. d) A responsible and alter citizen.

ABSENTEEISM IN GSK
Absenteeism is defined as the failure to report to work. Absenteeism is a huge cost and disruption to employers. It is obviously difficult for an organization to operate smoothly and to attain its objectives if employees fail to report to their jobs. The work flow is disrupted and often important decisions must be delayed. The company which often depends on the assembly-line production, absenteeism considerably will have more damaging effects on the organization. There are two types of absenteeism; avoidable and unavoidable. The avoidable ones are those in

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which employee has an option, whether to use the allocated leaves and stay at home or to avoid it and go for work. The unavoidable ones are those and taken by the employees when they are ill due to any reason and organizations take care of their employees because they are their assets. But organizations benefits when absenteeism is low and for this many organizations motivates their employees, so that they come for work every day. The employees at GSK are provided 22days leave per year, casual or sick leaves of 2days are allowed, after two days they are send written notice if they do not inform about their absenteeism. There are other types of leaves which include paternity leaves of 5 days, maternity leaves, flexible hours and half day are provided to parents attending their children. As far as the GMS employees are concerned, there is a collective bargaining system for them. There is a union of workers who are lead by the union leader who makes all the communication on behalf of the workers with the top management for making any demands or negotiations which are their legal right given by the company law. They are also provided 22daysleave per year and 10days casual or sick leave. The employees are allowed to cashed their both the leaves and most of the employees work throughout the year and choose this option.

Pharmaceutical-Technology explained the company achieved this by offering more free influenza vaccines to workers and educating them about the benefits of the immunization. GlaxoSmithKline (GSK) has managed to decrease the number of staff off work due to winter sickness by between 30 and 35 per cent, it has been reported.

INTRODUCING

WAY2EMPLOYEEHEALTH

FROM

GLAXOSMITHKLINE (GSK) CONSUMER HEALTHCARE

By assisting employers in developing supportive workplace environments that meet health promotion goals, GSK is striving to provide your company with the resources and materials to assist in decreasing your costs related to workers' compensation, health insurance provisions and/or underwriting, while at the same time helping to increase the overall health, productivity, and satisfaction of your employees.

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After having complete analysis and research of different motivational practices used by GSK we have made the following conclusion: GSK focuses on motivating them to learn throughout the year by giving them bonuses and overtime facilities to the GMS employees. The job satisfaction of the employees is improved day by day by providing them chance to express their feelings to their in line managers and they have the chance to switch their departments. Absenteeism rate is also low because GSK provide their employees; proper leaves of 22 days in a year and the workplace environment also motivate them to come for work daily. Employees take pride to be a part of GSK; and it considers it a platform to build a career, and they are paid competitive salaries. So they do not leave GSK but like to continue their career. Thus the turnover rate is quite low. The verbal and non verbal recognition programs at GSK are comprehensively designed to create lasting drive to perform better as the rewards are directly related to the level of performance. The long service awards are also a token of gratitude to its staff for serving the organization which has proven their worth by having the lowest turnover rate in the industry. The number of absences has yet not reduced as employees are encouraged to take valid leaves instead of encashment. GSK encourages employee involvement in decision making. It empowers them to come forward with innovative ideas. Employee skills and ideas are a major factor in insuring the organizations efficiency and effectiveness. Service meetings are held to discuss the various problems and ideas of employees which insures employee participation in decision making. The variable pay is an element essential to the success of GSK. Performance related bonuses are rewarded on an annual basis to keep the employees happy to meet organizational goals. GSK does not have any such programs but it encourages employees who have additional academic qualifications for recruitment. Moreover they support employees who are studying along with jobs and if they get higher degrees they get rewards. The flexible benefits motivates employee to work willingly and enthusiastically to achieve their personal goals as well as of the organization. GSK understands the needs of their employees atall level and try to full fill them at their best. The benefits includes; medical, transport, well-being, training, fuel and saving choices.

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1.5 OBJECTIVE
STATEMENT OF THE PROBLEM
Study of absenteeism among industrial worker does not only form view point but it is applied from the view point of moral of employees. Even though the effect of the good morale of the employees may not calculated in terms of cost but It should be said it is important than cost. There is a clear relationship between high absenteeism and employee moral because it can be easily be told that department having high rate of absenteeism have low moral. There is a clear relation between employees attitude and absenteeism. They are implied to each other. so employees attitude and morale are important factors. Absenteeism has been continuous to be one of major labor problems in Indian industries.. As no work no play is usually the generally rule, the loss to the workers absenteeism is quite obvious when the worker fail to attend the regular work, their income is reduced and the worker becomes still poorer.

OBJECTIVES OF STUDY

To conduct detailed study on absenteeism at GSK. To identify the factors that lead to absenteeism. To identify the variables that reduces the absenteeism To find the root cause of absenteeism To find the suggestions and recommendations to reduce it.

SCOPE OF THE PROJECT

The scope of the study is to find the problem of absenteeism in the industry and very helpful to find out the problem of absenteeism which can be faced by the industry. Industry can take collective action to reduce the absenteeism. Absenteeism can be reduced by giving them more facilities like medical facility, canteen facility, reward, bonus, transport facility etc. so this will reduce the impact of absenteeism in industry.

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CHAPTER - 2
REVIEW OF LITERATURE

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CHAPTER-3
RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

The research reveals that one of the major problems is absenteeism in our industry. Absenteeism hinders planning, production, efficiency and functioning of the organization. In fact high rates of absenteeism affect an organization state of health and also supervisory and managerial effectiveness.

1) OBJECTIVES OF RESEARCH
i. To identify the rate of absenteeism of worker. ii .To identify the causes of absenteeism. iii. To suggest any measures to reduce the rate of absenteeism

2) SAMPLE SELECTION AND SIZE

The population for the study comprised of absentees for current year, the total sample 50 workers.

3) DATE COLLECTION AND STATISTICAL TOOLS

The sources of data for the purpose of study were both primary and secondary. Primary data was collected through questionnaire which was mainly close-ended questionnaire and discussion with workers whereas secondary data was collected from records maintained by personal department and time office. Percentage method is used for the analysis of data and bar graphs are used to present that data.

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4) COLLECTION OF QUESTIONNAIRES
A questionnaire is simply a paper sheet or a few paper sheets containing a no of questions printed .these questions usually are very carefully drafted keeping in view the main object, nature and scope of problem under investigation.

5) RESEARCH OBJECTIVE
The research study is exploratory in nature. The established objectives were kept in mind during the study, however no hypothesis was formed as the study was more in the form of descriptive design attempting to analyze the attitude of respondent towards the project

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CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION

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Q1. For how many years you have been working with Glaxo smith kelin?

60% 50% 40% 30% 20% 10% 0% 2% 0-2years 5% 2-5years workers 5-10years >10years

56% 36%

INTERPRETATION It can be seen that 56% of the workers at Glaxo smith kelin are working for more than 10 years whereas 36% are working for more than 5 yrs.

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Q2 How often they remain absent in a month?

120% 100% 80% 60% 96% 40% 20% 0% NIL 2% once 3% twice 1% >thrice

NO OF ABSENT IN A MONTH

INTERPRETATION - It can be seen that 96% of the workers do not remain absent.2% remained absent foe just once.

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Q3 According to you what are the main reasons for employees absent?

120% 100% 80% 60% 96% 40% 20% 0% 4% stress 1% work dissatisfaction 2% working environment

personal problem

REASON FOR BEING ABSENT

INTERPRETATION - According to 96% workers, personal problem is the reason for being absent. 4% think that stress can also be the reason.

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Q4 your views regarding absenteeism policy of galxosmith kelin?

80% 70% 60% 50% 40% 30% 20% 10% 0% excellent good 22% 5% fair 2% poor 76%

VIEWS REGARDING ABSEENTEESIM POLICY

INTERPRETATION - It can be seen that 76% workers rate the present Absenteeism policy as good whereas 22% rate it as excellent.

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Q5 Are you clear about your work or job responsibilities ?

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% well clear 5% good 3% fairly clear 1% don't know 94%

CLEARITY REGARDING WORK

INTERPRETATION - It can be seen that 94% of the workers at Glaxosmith kelin are clear regarding their work Responsibilities.

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Q6 Are you satisfied with your work?

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% well satisfied good 16% 2% fairly clear 1% dont know 82%

SATISFACTION REGARDING WORK

INTERPRETATION - 82% of the workers are fully satisfied with their work whereas 16% workers think their work as good.

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Q7. Views regarding work environment in glaxosmith ?

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Excellent Good 15% 5% Fair 1% Poor 82%

VIEWS REGARDING WORKING ENVIRONMENT

INTERPRETATION - 82% workers feel that the working environment at glaxosmith kelin is excellent.

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Q8 your relation with your superior?

80% 70% 60% 50% 40% 30% 20% 10% 0% Excellent Good 22% 3% Fair 1% Poor 76%

RELATION WITH SUPERIORS

INTERPRETATION- 76% workers have good relations with the superiors whereas 22% have excellent relations with the superiors.

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Q9 your superior behavior towards your problem?

60% 50% 40% 30% 20% 10% 0% Excellent Good 5% Fair 1% Poor 42%

56%

SUPERIOR BEHAVIOUR TOWARDA THEIR PROBLEM

INTERPRETATION - 42% workers think that their superiors behavior toward their problems is excellent & 56% workers consider it as good.

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Q10 your views regarding facilities provided at glaxosmith kelin ?

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 10% Excellent Good 5% Fair 1% Poor 86%

FACILITIES PROVIDED AT COMPANY

INTERPRETATION 86% workers consider that facilities provided to them are good whereas 10% consider them as excellent.

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Chapter- 5
CONCLUSION, SUGGESTIONS & RECOMENDATIONS

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FINDINGS, SUGGESTIONS & CONCLUSION

From the study it has found that there are many factors influence the workers absenteeism, some of them are as follows. The habit of alcoholism among workers is significant cause of absenteeism, which is higher in the first week of each month, when workers receive their wages, rush to liquor shops and drink to forgot their immediate worries. once included in drink, the habit is continuous however the next day leads to absenteeism. So many absent because of ill health family members health and unexpected work etc.most of the employees facing personal problem it is also reason for absenteeism. some of the workers strangely agree that they have cordial relationship with the higher authorities and they are very much satisfied with the safety measures undertaken by the company . Some of them absent because of boredom in doing assigned job..some are not satisfied with the job and have bad relations with their superiors and subordinates which leads to absenteeism. Some are not happy with the facilities provided by the company like health care facilities, incentives, job security etc. Most of the workers absent because there are having other sources of income i.e agriculture, business. The various training programs and seminars like Program on hygiene factors Safety measures Positive work culture and improvement of productivity Quality of life-quality of work time management

These are being conducted by the mgt of glaxosmith regularly in order to improve the individuality of workers and to bring up good result in production and to demolish absenteeism.

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With these training programs many worker have changed their lifestyle and improved their attendance.

SUGGESTIONS/RECOMMENDATIONS

The following are some of the suggestions in order to minimize absenteeism in the company. Many of the workers agree that they have good relationship with higher authorities. some may fear to talk with them, improving the communication network, particularly the upward communication. Since the literacy rate very lower only few members are the graduates and, some of them are literates, so that by counseling the workers about their carrer,income and expenditure, habit and culture. By providing high wages and allowance based on organization financial positions. Most of the workers have bad drinking habits, so company should try to find the root cause of his drinking habit and will conduct a counseling to a psychiatrist. During the recruitment process the company will make sure to select those workers who dont have any side business. The management should conduct regular seminars, groups discussions, social gathering orientations programs on the problem of absenteeism. The personnel department(HRD of the factory must conduct the interviews of the absenteeism cases and give proper counseling to the workers.

CONCLUSION
Majority of employees are absent due to ill health ailment Majority of employees has said they are paid worth of their work. Some of the employees are absent because they are old and sick

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Some of the workers have bad habits Most of the workers having creditors at workplace or outside the factory , so they are coming to factory for collecting the money ,to avoid them the worker remains absent. Certain steps are taken to make changes in polices.

In the end to conclude this report I would like to specify that the project allotted to me on ABSENTEEISM was of immense help to me in understanding the working environment of an organization, thereby providing a firsthand practical experience.

In this project while identifying the reasons of absenteeism of the Worker at glaxo smith kelin I got an opportunity to interact with workers to observe their behavior and Attitude.

In the end I would once again like to thank the people of glaxosmith kelin. who helped me in accomplishing this project and boosting my morale by appreciating and recognizing my efforts.

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Chapter- 6
BIBLOGRAPHY

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BIBLOGRAPHY

Personal management Research methodology Industrial relation & personal management Dynamics Of industrial Relations

C.B Mamoria & Gankar C.R.Kothari

P.Tirupthi

C.B.Mamoria & gankar

Muchinsky, paul M., employee absenteeism: A review of the literature journal of vocational behavior Joseph J. martocchio and Diana I. jimeno, employee absenteeism as an affective event institute of labor and industrial relations, university of Illinois at urbana-champaign. From the site of glaxosmith kelin.

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Chapter- 7
ANNEXURE QUESTIONAIRE

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QUESTIONAIRE

Personal Information
Name Sex Age. Job status.

1)For how many years you are working with glaxosmith kelin ? (a) 0-1 yr (c) 2-5 yr (b) 1-2 yr (d) <5 yr

2) How often you remain absent in a month? (a) Nil (c)Twice (b) once (d) <twice

3) According to you what is the main reason for employees absent? (a) Health problem / domestic reasons (c)Work dissatisfaction (b) stress (d) working environment

4) Your views regarding the present Absenteeism Policy of glaxosmith kelin? (a) Excellent (b) Good

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(c) Fair

(d) dont know

6) Are you satisfied with your work? (a) Well satisfied (c) Fair (b) Good (d) Not satisfied

7) Your views regarding the working environment of GSK and at work place? (a) Excellent (c) Fair (b) Good (d) Poor

8) How are your relations with your superiors / co-workers? (a) Excellent (c) Fair (b) Good (d) poor

9) Your superiors behavior towards your problems? (a) Excellent (c) Fair (b) Good (d) Poor

10) Your views regarding the facilities provided by GSK? (a) Excellent (c) Fair (b) Good (d) Poor

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