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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 Submitted By:

Mrs. Chitra 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 Ashwinder kaur

Mrs. chitra 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 48-58

INTERPRETATION

7. CONCLUSION, SUGGESTIONS & 59-62

RECOMENDATION

BIBLOGRAPHY 63-64
8.
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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 company’s
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 study’s budget. Cost-effectiveness is a must, and if a company cannot get it from a single full-
service 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 DESCRIPTION
1955 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 On 24th March 1960, the factory went into production.
1969 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 GLAXO SMITH KLINE

SMITH KLINE
BEECHAM

2002 Change of name took place from 23-04-02

2003 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 Company’s packing unit at Excise Free Zone – Baddi
(Himachal Pradesh) came into existence.
2007 Company’s 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 ½ 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 unit’s 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 SALE DEPOTS

S

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
 Mother’s 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:

NUTRITONAL HORLICKS AND

HEALTH DRINKS ITS VARIANTS

ENO FRUIT SALT

GASTROINTESTINAL
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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. Mother’s Horlicks (launched in
November’96), 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 Mother’s 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.

♦ Warehouse & Supply Chain Management

♦ 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 EXCELLENCE
MANUFACTURING
HEALTH AND
SAFETY

ENGINEERING

H.R & A

QUALITY
ASSURANCE

FINANCE & I.T

WAREHOUSE
SUPPLY CHAIN
MANAGEMENT

PROCUREMENT
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ABOUT THE NABHA PLANT

GSK’s 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 (MCC’s) 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 Throw out rubbish

Store Find suitable storage area for everything

Shine Clean all surface areas

Standardize Communicate the 5S procedure for your area

Sustain 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 it’s not where you left it? Wouldn’t 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 what’s Left! Arrange and Identify for ease of use A place for everything,
everything in its place, Know what you have and where it’s 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 what’s 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 won’t 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 GSK’s 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 don’t recruit the any female staff.

OPPORTUNITIES

o Rising household incomes, increasing urbanization, changing

lifestyles should lead to grater demand for processed food
products

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 Webster’s 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

one’s 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 Be wildered by heavy
traffic, by strangers speaking different and 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 Oriented and more
responsibilities of workers. It increases in Harvesting season.

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 place. Most of the
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.
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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 employee’s 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 management’s 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 worker’s 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 employee’s 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%
56%

20%
36%

10%

2% 5%
0%
0-2years 2-5years 5-10years >10years

workers

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% 2% 3% 1%
NIL once twice >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% 1% 2%
stress work dissatisfaction personal problem working environment

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%
76%
30%

20%

10% 22%

5% 2%
0%
excellent good fair poor

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%
94%
40%
30%
20%
10%
0% 5% 3% 1%
well clear good fairly clear don't know

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% 82%

30%

20%

10% 16%
0% 2% 1%
well satisfied good fairly clear don’t know

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% 82%

30%

20%

10%
15%
0% 5% 1%
Excellent Good Fair Poor

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%
76%
30%

20%

10% 22%

0% 3% 1%
Excellent Good Fair Poor

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%
56%

20% 42%

10%

5%
0% 1%
Excellent Good Fair Poor

SUPERIOR BEHAVIOUR TOWARDA THEIR PROBLEM

INTERPRETATION - 42% workers think that their superior’s 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%
86%
40%
30%
20%
10%
10% 5%
0% 1%
Excellent Good Fair Poor

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 member’s 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 don’t
have any side business.

The management should conduct regular seminars, group’s 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 - C.B Mamoria & Gankar

Research methodology - C.R.Kothari

Industrial relation &

personal management - P.Tirupthi

Dynamics Of industrial

Relations - 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 ………………… Age……………………….

Sex…………………… Job status………………….

1)For how many years you are working with glaxosmith kelin ?

(a) 0-1 yr (b) 1-2 yr

(c) 2-5 yr (d) <5 yr

2) How often you remain absent in a month?

(a) Nil (b) once

(c)Twice (d) <twice

3) According to you what is the main reason for employees absent?

(a) Health problem / domestic reasons (b) stress

(c)Work dissatisfaction (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) don’t know

6) Are you satisfied with your work?

(a) Well satisfied (b) Good

(c) Fair (d) Not satisfied

7) Your views regarding the working environment of GSK and at work place?

(a) Excellent (b) Good

(c) Fair (d) Poor

8) How are your relations with your superiors / co-workers?

(a) Excellent (b) Good

(c) Fair (d) poor

9) Your superior’s behavior towards your problems?

(a) Excellent (b) Good

(c) Fair (d) Poor

10) Your views regarding the facilities provided by GSK?

(a) Excellent (b) Good

(c) Fair (d) Poor

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