Pepsi Project Report

“RATIONALE BEHIND THE STUDY”

Industrial progress is an outcome of mainly of the human and physical resources of the

production. Sufficient progress has been made in the sphere of physical input such as

capital and technology. Despite rapid development in technology the desired level of

economic development and social welfare are yet to be achieved! One of the main causes

of failure has been underutilization of human resources in the country. Unfortunately the

rate of progress in our country has not been commensurate with our potential on account of

lack of appropriate work culture. Employer and employed are still looked upon as

adversaries rather than as partners. In the joined endeavors frequent strikes, lockouts and

other forms of industrial unrest are symptoms of prevailing environment in industry.

In this project the main purpose of the study was to have a thorough understanding

of the theoretical concept and their practical application by being placed in the actual work

environment

To understand their relevance and find the extent to which they are actually being

applied in the work situation;

To have an in-depth knowledge of the function of the organization through actual

work experience.

2

“OBJECTIVES OF THE STUDY”

The project apart from a brief overall review of the organization studies the level of

absenteeism rate in the organization, referring the general staff of both the managerial and

non-managerial level of employees. The main issue of concern was related with the

employee’s presence rate and how often they find themselves failing in reporting to work,

at the same time analyzing different causes and other incentives regarding salaries and

welfare packages offered to them as well as judging the satisfaction level with their

compensation package, which surely creates a reason for determining their dedication

towards the work.

This project has also been undertaken to gather the details of employees turn over as

well as examining the general trend within an organization enabling to find an exact

reason behind the increasing absenteeism rate in the organization.

Hence, the major objectives of this study were: -

To identify the prevalence level of the absentees in Varun Beverages Ltd.

To identify the major causes of the absenteeism at Varun Beverages Ltd.

To Asses the after effects of absenteeism in Varun Beverages Ltd.

The project is based on my experience and frequent interaction with the employees in

VBL.

3

“HYPOTHESIS”

A hypothesis is a proposition, condition or principle which is assumed, perhaps

without belief, in order to draw logical consequences by this method to test its accord

with facts which are known or may be determined.

When a researcher observes knows facts and takes up a problem for analysis, he

first has to start somewhere and this point of start is the hypothesis. In other words,

one has to proceed to formulate tentative solution as soon as the problem to be tackled

is finalized. These proposed solutions or explanations constitute the hypothesis which

the researcher proceeds to test on the basis of fact already known or that can be made

known. Even, collection of facts merely for the sake of collecting them will yield no

fruits; to be fruitful, facts need to be collected such that they are for or against some

point of view or proposition. Such a point of view or proposition is the hypothesis.

The tentative explanations or solutions are suggested to researcher by something in

the subject matter and by our previous experience.

Hypothesis testing means to know whether the hypothesis based on the data

collected is valid or not. The main object of hypothesis testing is whether to accept the

null hypothesis. Procedure for hypothesis testing deals with steps on the basis of

which a hypothesis is either rejected or accepted.

Thus, this study has been primarily carried out to analyse and judge the effects

and implications of absenteeism among the employees of a bottling plant, both on the

managerial and the non-managerial section of employees.

The hypotheses of the study are: -

Absenteeism affects and reduces organizational productivity.

Logical outlook towards various problems was more prominent

among regular attendees than absentees.

Older employees have greater commitment towards their work.

The hypothesis of this study has been deduced and identified on the basis of the belief that

employees normally absents themselves from work due to certain unconditional and

conditional reasons which affects organizational productivity.

4

“SCOPE OF THE STUDY”

Every employee who takes off in defiance of organization regulation has reasons,

right or wrong which justify themselves the legitimacy of their actions. Unless a

management attendance program identifies and addresses the causes of employee

absenteeism it will be ineffective and unfair. Traditional disciplinary programs alone

can, at best, give the illusion of control. It is no secret that there are ways to beat even

the best systems. The fear of discipline often only increases the desire to avoid

management systems.

If absenteeism is to be controlled the physical and the emotional needs of

employees must be addressed. In a 1985 study on “Rates of absence among Nurses” it

was found that 50% of absenteeism could be controlled through attending employees

physical and emotional needs.

5

“CONSTRAINTS OF THE STUDY”

My project is entitled as:

“A study of the level of absenteeism and its causes, at Varun Beverages Ltd.”

(A study conducted at Pepsi Bottling Plant Greater Noida, UP, with special reference to

managerial and non-managerial categories of employees)

My project being based on the primary data, I have undergone a session of

interaction through questionnaire with both the managerial and non-managerial group of

employees as per the requirement of my project.

Now, while undergoing the interview process I found certain constraints existing

thereby in VBL:

Hiding of some true facts by the respondents due to fear of the management.

Some of the responses given by the respondents vague i.e. not legible and clear.

Few of them showed disinterest as they all have a notion that such an investigation is

futile and that they will gain no benefit from it.

Few of them remained quiet when asked about what suggestions they would like to

give for future developments and success of VBL.

Besides all these constraints I have been impressed by the ingenuity, cooperation,

confidence and efficiency which were reflected through their knowledge and experience

and still find my journey of interviewing, interesting and people at VBL amiable and

thus at least I successfully interacted to 70 employees in Varun Beverages Ltd.

6

“ORIGIN OF VARUN BEVERAGES LTD. UNDER RKJ GROUP”

It can be said with absolute certainty that the RKJ Group has carved out a special niche for

itself. Its services touch different aspects of commercial and civilian domains like those of

Bottling, Food Chain and Education. Headed by Mr. R. K. Jaipuria, the group as on

today can laid claim to expertise and leadership in the fields of education, food and

beverages.

The business of the company was started in 1991 with a tie-up with Pepsi Foods Limited to

manufacture and market Pepsi brand of beverages in geographically pre-defined territories

in which brand and technical support was provided by the Principals viz., Pepsi Foods

Limited. The manufacturing facilities were restricted at Agra Plant only.

Varun Beverages Ltd. is the flagship company of the group.

The group also became the first franchisee for Yum Restaurants International

[formerly PepsiCo Restaurants (India) Private Limited] in India. It has exclusive franchise

rights for Northern & Eastern India. It has total 46 Pizza Hut Restaurants & 1 KFC

Restaurant under its company.

It diversified into education by opening our first school in Gurgaon under

management of Delhi Public School Society. The schools of the group are run under a

Registered Trust namely Champa Devi Jaipuria Charitable Trust. Companies are medium

sized, professionally managed, unlisted and closely held between Indian Promoters and

foreign collaborators.

The group added another feather to its cap when the prestigious PepsiCo

“International Bottler of the Year” award was presented to Mr. R. K. Jaipuria for the

year 1998 at a glittering award ceremony at PepsiCo’s centennial year celebrations at

Hawaii, USA. The award was presented by Mr. Donald M. Kendall, founder of PepsiCo

Inc. in the presence of Mr. George Bush, the 41st President of USA, Mr. Roger A.

Enrico, Chairman of the Board & C.E.O., PepsiCo Inc. and Mr. Craig Weatherup,

President of Pepsi Cola Company. 8

Vision

Being the best in everything we touch and handle.

Mission

Continuously excel to achieve and maintain

leadership position in the chosen businesses; and

delight all stakeholders by making economic

values in all corporate functions.

Their Success

•Production of innovative, high quality retail branded

beverages combined with world-class packaging.

•Driven by a management team with a

relentless focus on achieving superior customer service,

driving earnings improvement and increasing shareholder

value.

Their People

At RKJ Group they are creating an environment where our

employees enjoy a greater degree of empowerment both

individually and in their work teams.

Their employees are equipped with the

necessary tools, training and management 9

backup for strong performance and accountability, as well as in an

environment of open communication and involvement.

“RKJ GROUP OWNED BUSINEES IN INDIA AND WORLDWIDE”

10

“COMPANY PROFILE WORLDWIDE”

11

COMPANY VISIONTo become truly global company, by continuing to build a competitive and profitable

worldwide refreshment beverage business.

PEPSI COLA INTERNATIONAL’S STRATEGY

Target core Brand

Focus on business growth.

Satisfy market priorities

Focus on franchising with building core of company owner.

A North Carolina Pharmacist established Pepsi Cola in 1980 as a cure for Dyspepsia

(indigestion). Under the supervision of Mr. Bradhman Pepsi’s first bottling plant was build

1905.

In 1977, when Coca-cola left the country then Pepsi Co. began to lay plans to enter

this huge Indian soft drink market. Pepsi working with Indian business groups to seek

government approval for its entry in the India soft drink market. Pepsi offered Indian

Government to help in the exports of some of its agricultural products in a volume that

would cover the cost of importing soft drink concentrate.

Pepsi Company is established in Indian in 1989. At that particular time it was know as

a non-Cobo (Company owned bottling operations) company. In January 1995 Pepsi took

over and it is now known as a Cobo (Company owned bottling operations) company. It

joined hands with Voltas Ltd with 60%equity. But now it has become a fully owned

subsidiary.

Pepsi Company is broad based food and Beverages Company, serving more than 60%

of its sales and operation profits from its snack- foods and restaurants business. Established

with a turnover of $ 28 billion in 1989, the company’s beverage business has grown 50%

streets ahead of the market; which has expanded by 20%. It poured in vast sums to whip up

its visibility at the retail level, so that consumes were greeted virtually at very street corner

by Pepsi’s blue-red and white colors. Behind the hype, in effort invisible to consumers,

Pepsi pumped in Rs.300 Crore to add muscle to its infrastructure in bottling and

distribution. This is apart from the money that up grading the plants.

12

April 1993, Voltas and Punjab Agro’s equity stakes were bought over converting Pepsi

Foods from a joint venture to fully own subsidiary. Weak bottlers who did nit have the

finance were given massing support in from of interest- free loans to upgrade their

operations. But the big strategy, which has proved to be winner was the position Pepsi,

decided taken company owned Bottling operations (COBO). For this another subsidiary

Pepsi co. India Holding was set up as investment vehicle capitalized at $9.5 million.

1991 saw a major launch of 7-up in India, which was warmly received by India

customers and consumers.

1994 Pepsi achieved the number 1 position in cola brand India.

1995 2new COBOs were opened in UP & Gujarat.

1996 Mirinda attend No 1 Position in orange beverage category.

May 1998 was major launch of Mirinda Lemon in India.

Pepsi is trying very hard to maintain the lead it made over its competitors in the India

sift drink market. It is expanding its business in the other fields also. It is in the business of

export of beverages concentrates. This year Pepsi has achieved a 100% growth in the

export turnover in the first quart of 1998 over the corresponding period for the previous

year. Pepsi has taken a lead in the beverage concentrate exports from potential in the near

future. Pepsi has also developed agricultural linkages to boot its export thrust and as a

move in the direction, its plant at Sonepat has become the first rice-processing facility in

India.

Pepsi mean while added a new range of products to its agro-export Portfolio. These

include Baron, a bread of peanut butter marketed in U.S., Branded red and green chili,

Puree, ginger and garlic paste &cooking paste under the season’s Harvest home, which is

also the name of its branded basmati rice.

13

At present Pepsi is trying very hard to maintain its position in the market. It is operating in

a very well managed manner. Some of its strategies it followed to be competitive in the

market area follows –

EMPOWERMENT

One of the strongest weapons in the Pepsi’s armory is the flexibility it has empowered with

its people. Every manger and sales person has the authorities to take whatever steps he

feels will make consumer aware of the brand and increase its consumption.

CHANNEL MANAGEMENT

Pepsi has a very well managed distributive system. It is said the “Pepsi don’t have bottlers,

it has partners’’. Pepsi has a well-aligned bottling network. It operates through COBO

(Company owned bottling operations) and FOBO (Franchise owned Bottling Operations)

It is this way a Pepsi Co., India Strengthens it’s marketing that gives it an edge. Every

number of its sales team is meticulously taught the merchandising and display skills that

can leverage the reach of the company’s bottling network to achieve high visibility for the

product.

14

“COMPANY PROFILE IN INDIAN SCENARIO”

Since the entry of Pepsi co. to India in 1987, the soft drink Industry has undergone a

radical change. When Pepsi entered parley was the leader with ‘Thumps UP’ being its

flagship brand. Other product offerings by parley included Limca & Gold Spot. Another

upcoming player in the market was the erstwhile bottle of Coca-Cola, Pure Drinks. Its

offerings included Campa Cola, Camps Lemon and Campa Orange.

With the re-entry of Coca-Cola in the Indian market, Pepsi had to go in for more

aggressive marketing to sustain its market share. The chronology the initial phase of the

“Coal Wars” in India was:

July 1986

An application for soft drinks-cum-snack food joint venture by Pepsi, Voltas and

Punjab Agro is submitted to the government after an earlier proposed alliance- 1985,

between Pepsi and Duncan’s of the Goenkas fails to take off.

Sept.1988

Final approval for the Pepsi Foods Limited (P.F.L) project granted by the Cabinet

Committee on Economic Affairs of the Rajeev Gandhi Government.

March 1990

Pepsi Cola and Seven up Launched in limited market in North India.

May 1990

The government clears the Pepsi project again but with a change in brand name to

Lehar Pepsi. Simultaneously it rejects the Coca-Cola application. Citra form the Parle

stable hits the market.

Dec 1991

Pepsi extends its soft drinks reach on national scale. Products launched Delhi and

Bombay.

Jan 1992

Brito Foods application cleared by the FTPB. Pepsi and Parle start initial

negotiations for strategic alliance but talks break off after a while.

15

1993

Pepsi launches Teem and Slice. Captures about 25.30% of the soft drinks market in

about two years.

July 1993

Volta’s pulls out of PFL joint venture. Pepsi decides to raise equity to 92% Reports

of coke – Parle negotiations gain strength.

1994

Pepsi brought Dukes& Sons

1995

Pepsi launched Cans having capacity of 330 ml in various flavors.

1997

Pepsi brought Mirinda Orange opposite to Fanta.

1998

Pepsi launched Lemon Mirinda to give taught competition to Limca.

1999

Pepsi has launched its Diet Pepsi Can and 1.5 Liters pet battles for health conscious

people.

1997

Refusing to dilute its equity state Coca-Coal winds up operations in the country.

Parle launches Thumps Up and Drinks launches Campa Cola.

2001

Pepsi launched Aquafina.

2003

Pepsi launched Mountain Dew

2005

Mirinda lemon zinger, 7UP.Ice was launched by Pepsi.

2006

Bubbly Pepsi was launched.

2007

Pepsi Gold was launched.

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“ABOUT ORGANIZATION AND ITS OBJECTIVES”

By the word organization we generally mean, a structural framework of duties and

responsibilities required of a personnel in achieving the predetermined goals.

An organization of VBL is a simple yet complex in terms of the different

designations provided to its employees.

Company’s overall view of organization can be successfully dealt as follows:

The people at PBG reflect the Company’s emphasis on superior sales capability and

service. In North America, more than one-half of PBG employees work in sales, followed

by nearly one-third in operation. Their organizational structure, based on a general

management model, reflects the same priorities. The Vice President/General Managers of

PBG’s market units lead marketing and sales efforts in contiguous geographic areas with

common major customers. They designed their organization to give their market units the

autonomy to serve the needs of individual customers, develop market-specific strategies,

and respond to local marketplace dynamics. From the General Manager to the frontline

customer representative, the entire PBG sales force competes on a local level to serve

existing customers and to win new accounts.

Their aims are:

We compete locally. “Small” in big/small company Visible community leadership Mindset of an entrepreneur Know/Service every customer

Sense of urgency There is no tomorrow. Fix it today. Our success is built upon passion.

Every front-line job has targets. Reinforce goals, plan performance Prioritize, focus, simplify Clear accountability for results No excuses.

Treat everyone fairly, and with dignity. Operate with integrity and justice. Every individual is important.

19

“OBJECTIVES OF VARUN BEVERAGES ”

The objectives of VBL are:

To observe the implementation and working of sales club

programme at different sections in Noida.

To monitor whether it is successfully implemented in the

market.

To monitor the customer awareness about the sales club

programme whether they are fully aware about the

programme or not.

To check out that all the required materials for sales club

programmed are given to customer/ retailer or not.

To find out the effect on increasing the sales b/z of sales club

programmed at partial shop.

To monitor the purity of vis-cooler at sales club account.

To monitor the purity of sack at sales club account.

To monitor whether updates in the programmed book is clan

in time or not.

To make the books available to the customers.

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“OTHER INFORMATIONS ABOUT VBL”

EARNINGS RELASES

Pepsi Co’s 2004 quarterly earnings releases are expected to be issued the week of April 12

July 12, September 27, 2005 and January 30, 2005.

COMPANY DOCUMENTS

Investor relations: - Security analysts and other members the professional financial

community who have question Pepsi Co’s investor relations department at (914) 253-3035

or (914) 253-2155.

SHAREHOLDERS: - Pepsi Co’s (symbol: PED) shares are traded principally on the New

York Stock Exchange in US. The company is also listed on the Amsterdam, Chicago,

Swiss and Tokyo stock exchanges. Pepsi Co’s has consistently paid cash dividends since

the corporation was founded.

MISSION STATEMENT

“Our mission is to be the world’s premier consumer product’s company focused on

convenient foods and beverages. We seek to produce healthy financial rewards to invest as

we provide opportunities for growth and enrichment. Our employees, our business partners

and the communities in which we operate. And in everything we do, we strive for honesty,

fairness and integrity!” as exclaimed by Pepsi Co’s.

CORPORATE CITIZENSHIP

Pepsi Co’s believe that they are corporate citizen; it has a responsibility to contribute to the

quality of life in our commodities. This philosophy is put into action through support of

social agencies, projects and programs. The scope of this support is extensive-ranging from

sponsorship of local programs and support of employee’s voluntary activities to contribute

to time, talent and funds to programs of national impact. Each division is responsible for its

own giving program. Corporate giving is focused on giving where Pepsi Co’s employees

volunteer.

21

PEPSI HEADQUARTERS

Pepsi Co’s world headquarters is located in purchase, New York, approximately 45

minutes from New York City. Edward Darell Stone, one of America’s foremost architects,

designed the seven building headquarters complex. The building occupies 10 acres

complex that includes the Donald Mkendall sculpture gardens, a world acclaimed sculpture

collection in garden setting. The collection of work is focused on major twentieth century

art, and features work by such as Augusta Rodin, Henri Laurens, Henery Moore,

Alexander Calder, Alberto Giacometti, Arnaldo Pomodoro and Claes Oldenberg. The

gardens were originally designed by the world famous garden planner, Russel Page, and

have been a visitor’s booth in operation during the summer and spring.

TRAINING AND DEVELOPMENT

It provide following to employee:

On Job Training Program

In House Training Program

Out door Training Program

WELFARE ACTIVITIES

Company provides welfare activities to its employees like:

Uniform

Transportation facilities

Canteen

Annual meet etc.

22

“PRODUCTION SETUP AT GR.NOIDA BRANCH OF PEPSI”

Gr.Noida plant in Varun Beverages plant is a dedicated plant for five major products.

These are as follows:

PRODUCT BOTTLE FILLING

PEPSI 300ml, 200ml

MIRINDA ORANGE 300ml, 200ml

MIRINDA LEMON 300ml, 200ml

SLICE 250ml

7-UP 300ml, 200ml

EVERVESS SODA 300ml

MOUNTAIN DEW 300ml, 200ml

Plant is producing 10 million cases every year.

Plant has employed about 200 employees with separate company uniform on permanent

and causal basis. There are 40 managers/ officers/ supervisors and rest of workmen. Plant

is dispatching near about 125-150 tracks in peak seasons per day to various location. This

Plant spreads over 75 acres.

QUALITY POLICY

The best delivery.

The best product in the market place

The highest quality

The best testing.

23

“AN OVERVIEW OF ALL PEPSI-COLA BRANDS”

25

“AN OVERVIEW OF PEPSI-COLA BRANDS PRODUCED BY VBL”

PEPSICONTENTS: -

CALORIES 100

TOTAL FAT 0gm

SODIUM 25mg

POTASSIUM 10mg

TOTAL CARBOHYDRATE 27g

SUGAR 27g

PROTEIN 0g

CAFFEINE 25mg

Pepsi contains carbonated water, high fructose com syrup and/or sugar, Carmel color,

phosphoric acid, caffeine, citric acid and natural flavors.

SLICE

Produced at 80.c and is prepared by VBL on large scale!

CONTENTS: -

CALORIES 130

TOTAL FAT 0g

SODIUM 35mg

POTASSIUM 70mg

TOTAL CARBOHYDRATE 34g

SUGAR 33g

PROTEIN 0g

CAFFEINE 0g

Slice contains carbonated water, high fructose com syrup and/or citric acid, potassium

citrate, potassium benzoate (preserve freshness) gum Arabic, malice acid, potassium

sorbate (preserve freshness), yellow 6, salt, ester gum, natural flavors, calcium

disodium EDTA (to protect flavor) and brominated vegetable oil.

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“CELEBRITIES FOR PEPSI”

Following are some celebrities of Pepsi: -

AMITABH BACCHAN

SHARUKH KHAN

SAIFALI KHAN

FARDEEN KHAN

JOHN ABRAHAM

KAREENA KAPOOR

PRIETY ZINTA

PRIYANKA CHOPRA

SACHIN TENDULKAR

SAURABH GANGULY

YUVRAJ SINGH

HARBHAJAN SINGH

RAHUL DRAVID

ZAHEER KHAN

MOHAMMED KAIF

AJEET AGARKAR

MAHENDER SINGH DHONI

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“FAMOUS CATCH LINES OF PEPSI”

Some famous catch lines of Pepsi are: -

“YEHI HAI RIGHT CHOICE BABY……AAHA!!!!”

“NOTHING OFFICIAL ABOUT IT”

“CHOICE OF NEXT GENERATION”

“MORE CRICKET MORE PEPSI”

“YEH AAZADI HAI DIL KI ”

“YEH DIL MANGE MORE”

“ZOR KA JHATKA DHHERE SE LAGE ”

“PEPSI KE LIYE HUM BESHRAM HAIN”

“YEH PYAAS HAI BADI”

“DO THE DEW”

“OYE………BUBBLY!”

“PEPSI UTHAO, GHAR LEY JAO”

“JOIN THE BLUE BILLION”

“MOUTH HAPPY POCKET HAPPY”

“PEPSI…. MY CAN”

“OVERVIEW OF PRODUCTION FROM 1995-2005”

28

VBL LTD

Production from 1995 to 2005

0

10

20

30

40

50

60

70

80

90

95 96 97 98 99 2000 2001 2003 2004 2005

East

West

North

29

“DEFINING ABSENTEEISM”

Absenteeism in short can be defined as a failure to report to work.

30

It is likely a symptom of low moral and declining productivity or little involvement

at work as demonstrated by the employees staying away from work.

It refers to the failure on the part of employees to report to work through which they

are scheduled to work. In other words an unauthorized absence constitutes

absenteeism.

It is referred to here in as failure of employees to report to work when they are

scheduled to work.

UNDERSTANDING ABSENTEEISM OR INTRODUCTION TO ATTENDANCE

MANAGEMENT

The management of attendance is an important aspect of supervision. The cost of

absenteeism is greater than the direct payment of wages and benefits made during the

absence. Organization must also consider he indirect cost of staffing, scheduling,

reframing, lost productivity, diminished moral, turn over, opportunity cost. The indirect

cost often exceeds the direct cost of absenteeism. Effective supervisory efforts in

attendance management will affect a relatively small percentage of employees but will

generate substantial savings, increased productivity and moral.

“TYPES OF ABSENTEEISM”

There are two types of absenteeism, each of which requires a different type of approach-

31

a) INNOCENT ABSENTEEISM : - innocent absenteeism refers to employees who are

absent for reasons beyond their control sickness and injury. Innocent absenteeism is

not culpable i.e. blameless. In a labor relations context this means that it cannot be

remedied of or treated by disciplinary measures.

b) CULPABLE ABSENTEEISM : - it refers to employees who are absent without

authorization for reasons, which are within their control. For instance, an employee

who is on sick leave even without being so and it can prove so; he/she is guilty of

culpable absenteeism. To be culpable is to be blameworthy. In labor relation context

this means that progressive action can be taken. For the large majority of

employees, absenteeism is legitimate, innocent absenteeism, which occurs

infrequently. Procedures for disciplinary action apply only to culpable absenteeism.

Many organizations rake the view that through the process of individual absentee

counseling and treatment, the majority of employees will overcome their problems

and return to an acceptable level of regular attendance.

“CALCULATION OF ABSENTEEISM”

The rate of absenteeism is expressed as the percentage of man-days lost through absence to

the total number of man days scheduled in a given period.

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No. Of Employees Absent * 100

Absenteeism% = ------------------------------------

No. Of Employees Present

No. Of Employees Present = (Avg. No. of workers) *(No. of working days)

As we know, employees are the 21st century organization’s greatest assets. Accountants are

even adding human capital to the balance sheet. Absenteeism is a universal problem in an

industry. It becomes a problem when it exceeds 10% as it disturbs the production schedules

and creates many problems. Personnel Research studies have further revealed that: -

The days before and after a holiday are liable to higher rate of absenteeism.

Employees who belong to local area are absent more often than outsiders.

Bad weather increases rate of absenteeism, especially among employees who live at

distant places.

Employees under the age of 25 years and above the age of 55 years are absent more

often than those in the age group of 26 to 55 years.

Operative employees are absent more frequently than the supervisors and managers.

The higher the rate of pay and greater the length of services of the employees\, the

fewer the absences.

“FACTORS CAUSING ABSENTEEISM”

The causes of absenteeism are many and include: -33

Major accidents and illness

Low morale

Poor working conditions

Boredom on the job

Lack of job satisfaction

Inadequate leadership and poor supervision

Personal problems

Poor physical fitness

Inadequate nutrition

Transportation problems

The existence of income protection plans

Stress

Work load

Employee discontent with a collective bargaining process and its results.

Although both pschyiological and non- pschyiological factors contribute to it, the findings

of Indian studies appear to have somewhat greater emphasis on non-pschyiological ones.

The workers in Indian industries found that chronic

absenteeism was related to: -

1. The extent of workers identification with the company.

2. Integration with work group.

3. Satisfaction with supervisors.

4. Belief in the future of the company.

On the other hand there are few psychological factors as the

major causes of absenteeism of Indian industrial workers. Such factors are poor health,

transport difficulty, do chores, and indebtness etc.

34

STAGE ABSENTEEISM GENERAL BEHAVIOUR JOB PREFERENCE

I STAGE

(Early)

II STAGE(Middle)

III STAGE(Late middle)

IV STAGE(Approaching terminal stage)

Tardiness, quits early

(Absenteeism from

situations)

“I drink to relieve tension”

Frequent days off for vague

or implausible reasons.

“I feel guilty about

sneaking drinks” I have

tremors.

Frequent days off, several

days at a time, does not

return from lunch.

“I don’t feel like eating”

“ Don’t want to talk about

it”

“I like to drink alone”

Prolonged unpredictable absence“My job interferes with my drinking”

Complaints from fellow

employees for not doing

his/her share. Overreaction

complains of not feeling

well, makes untrue statement

Marked changes,

undependable statements,

avoid money from fellow

employees, exaggerate work,

and accompanies frequent

hospitalization.

Aggressive and belligerent behavior domestic problems interfere with work, financial difficulties (garnishments and so on), and more frequent hospitalization, Resignation! Does not want to discuss problems. Problems with the law community.

Drinking on the job (probably) completely undependable, repeated hospitalization, serious financial problems, serious family problems, divorce etc.

Misses deadlines,

commits error

(Frequently low job

profile)

Criticism from boss,

general deterioration

cant concentrate,

occasional loss of

memory, minor

injuries on the job

(repeatedly), warning

from the boss.

Far below

expectations

Punishable

disciplinary actions.

Generally incompetent faces termination or hospitalization.

Lets have a tabular evaluation of the: -

Observable Behavior pattern indicating possible alcohol related problems

Thus above cases reveal that how an effect of alcohol severely affects the presence

of employees leading to absenteeism

35

“HOW ABSENTEEISM CAN BE CONTROLLED”

The definition of absenteeism, factors affecting and its causes are quite clear. What is not

so clear is how to take affirmative actions to control it. Traditional methods of absenteeism

control based only on disciplinary procedures have proven to be ineffective. It is almost

impossible to create a fair disciplinary action because even well run disciplinary systems,

which treat which treat similar actions in consistently similar ways are seen as unfair. The

reason for this is discipline alone usually identifies the root cause of absenteeism. Every

employee who takes time off in defiance of company regulations has reasons, right or

wrong which justify to themselves the legitimacy of their actions. Unless the management

attendance programme identifies and addresses the cause of employees’ absenteeism it will

be ineffective and unfair. Now, if absenteeism is to be controlled the physical and physical

and emotional needs of employees must be addressed.

The purpose of attendance management is to develop a willingness on the part of all

our employees to attend work regularly and to assist them in motivating their co-

workers to attend work regularly. Now, this can be done by-

1. Addressing the physical and emotional needs of our employees.

2. Communicating the attendance goals of the organization so employees can

understand and identify with them.

3. Dealing with cases of excessive absenteeism effectively and fairly so deterrence

can occur.

36

Successful administration of an attendance management program requires managers and

supervisors to be aware of and create work environment in which the following can be

actualized

1. The greater the extent to which individuals identify their goals with the goals of

the organization the greater their motivation to be regular in attendance.

2. The more people find their jobs meaningful to them, the greater their motivation

to be regular in attendance.

3. As employees workload increases due to the absence of a co-worker, peer

pressure is exerted on the absent co=worker to attend work regularly.

4. The more people like working for the organization the higher their motivation to

attend regularly. Recognition of good employee attendance helps improve

attendance.

5. Employees will have a lower absence ratio if they fail they fail face to discuss

their on the job problems with their supervisors.

6. Employees with a low absence ratio have attitudes of complaisance and ‘team

spirit’.

7. Low absence ratio employee is more satisfied.

Like employees turnover, there is avoidable and unavoidable absenteeism. Absenteeism

is unavoidable when the employee himself falls sick, his dependants at home suddenly

become unwell or there is an accident inside the plant. Unavoidable absenteeism is

accepted by managers and is even sanctioned by labor laws. For insistence, one day of

leave with wages for every 20 days of service is allowed by the factories act, 1948.

Avoidable absenteeism arises because of night shift, opportunities for moonlighting and

earning extra income ineptness, lack of job security, job satisfaction and unfriendly

supervision. This absenteeism needs intervening by the management. Managers should

take steps to remove causes of absenteeism. On the positive side, managers must create a

work environment which will make the employees realize that it make sense to work in

the factory rather than stay at home and waste their time.Moreover, the management must

have a safety plan, implement it and evaluate its effectiveness.

37

“EXAMPLES SHOWING ABSENTEEISM RATE IN CONTEXT

OF VARIOUS INDUSTRIES”

Absenteeism is computed and is expressed in terms of percentages. Table below

shows absenteeism rate in selected industries: -

Absenteeism costs money to the organization besides reflecting employee

dissatisfaction with the company.

TABLE: - ABSENTEEISM IN SELECTED INDUSTRIES

INDUSTRIES 1971 1976 1981 1983 1986 1987

COTTON

TEXTILES19.3 20.1 21.8 22.9 18.3 19.2

IRON & STEEL11.0 14.9 15.9 16.8 13.9 15.6

CEMENT13.1 13.1 10.8 12.2 12.4 12.2

MATCH

MAKING14.7 14.1 16.6 19.3 19.0 23.1

TELEGRAPH

WORKSHOP

16.2 14.7 15.8 17.9 20.2 17.7

38

“EFFECT OF ABSENTEEISM ON AN ORGANIZATION”

“Levels of absenteeism beyond the normal range in any organization have a direct impact

on that organization effectiveness and efficiency.”

It is obviously difficult for an organization to operate smoothly

and to achieve its goals if its employees fail to report to their jobs. The work plans is

disrupted and often-important decisions are delayed. In organization that relies heavily

on assembly- line production, absenteeism can be more than a disruption: it can result

in the drastic decline in the output and in some cases it can bring about a complete

shutdown of the production. But levels of absenteeism beyond the normal range in any

organization have a direct impact on its efficiency.

Apart from the above viewed fact the most important problem faced is related with that

of the cost of absenteeism! Many organizations set aside approximately 3% of budget

for absenteeism. This makes an average of about 8 days a year per employee. If

absenteeism is above your budgeted figure or certain employee exceed the average in

your organization then this indicates that you have an absenteeism problem. However,

even if absenteeism is below it a focused effort will likely yield improved attendance.

The cost of absenteeism leads to: -

Decrease in productivity-

1. Employees may be carrying an extra workload or supporting new staff.

2. Employees may be requires to attain and orientate new or replacement workers.

3. Staff morals and employee service may suffer.

Financial cost-

1. Payment of overtime may result.

2. Cost of self-insured income protection plans must be borne plus the ways cost

replacement employees.

3. Premium cost may rise for insured plans.

Administrative cost-

1. Staff time is required to secure replacement employees.

2. Staff time is required to maintain and control absenteeism.

39

“DO ABSENTEEISM IS REALLY BAD?”

Although most absenteeism has a negative impact on the organization, we can

conceive of situations in which the organization may benefit by an employee’s

voluntarily choosing not to come to work. For instance, illness, fatigue or excess

stress can significantly decrease an employee’s productivity. In jobs in which an

employee needs to be alert it may well be better for the organization if the

employees does not report to work rather than show up and perform poorly. The cost

of an accident in such jobs could be prohibitive. Even in the management jobs,

where mistakes are less spectacular, performance may be improved. When managers

are absent themselves from jobs rather than make a poor decision under stress. But

these examples are clearly a typical for the most past, we can assume that

organization benefits when employee absenteeism is low!!

40

“CONCLUSION”

Recent surveys have shown: -

- The higher the rate of pays the greater the length of service of the

employee, the fewer the absence.

- As an organization grows, there is a tendency towards higher rate of

absenteeism.

- Women are absent more frequent than men.

- Single employees are absent more frequently than married employees.

- Younger employees are absent more frequently than older employees but

the latter are absent for longer period of time.

- Unionized organization has higher absenteeism rates than non-union

organizations.

- Logical outlook towards various problems was more prominent among

regular attendees than absentees.

- Emotionally surcharged statements were more frequent among absentees.

- Absentee group was found to have indifferent attitude, whereas regular

worker showed more critical thinking towards their work.

Attendance improvement programs can work! What the employees want is commitment

and support from all levels of management, an effective attendance record-keeping system,

consultation and open communication on the reasons for the attendance programs.

Implementing and maintaining a work environment where open communication and team

spirit can thrive will at first sometimes seem a mammoth and unrealistic task. If you need

encouragement just consider some of the benefits; reduced absenteeism, open

communication, team spirit, advanced grievances and greater employee satisfaction.

41

“RESEARCH METHODOLOGY”42

Research in common parlance refers to a search for knowledge. One can also define

research as a scientific and systematic search for pertinent information on a specific

topic. In fact, research is an art of scientific investigation. It is the pursuit of truth with

the help of studies, observation, comparison and experiment. In short the search for

knowledge through objective and systematic method of finding solution to a problem

is research.

According to Clifford Woody, “Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting, organizing and

evaluating data, making deductions and reaching conclusions to determine whether

they fit the formulating hypothesis”.

RESEARCH DESIGN

A research design is an arrangement of conditions for connections and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure. Research design is a plan that specifies the sources and types of

information relevant to the research problem. It is a strategy specifying which

approach will be used for gathering and analyzing the data. In fact, it is the conceptual

structure with which research is conducted; it constitutes the blue print for the

collection, measurement and analysis of data. The plan is an outline to research

scheme on which the researcher id to work. The structure of the research is a more

specific outline or the scheme. The strategy shows how the research will be carried

out, specifying the method to be used in collecting data.

TYPES OF RESEARCH DESIGN

Research design is mainly of three types: -

1. Exploratory research

2. Descriptive research

3. Experimental research

43

EXPLORATORY RESEARCH: - It is often the initial step in the series of studies

designed to supply information for decision-making. The main purpose of this

research is for formulating the problem for more precise investigation or of

developing a working hypothesis from an operational point of view. The major

emphasis in such studies is on the discovery of ideas and insights.

DESCRIPTIVE RESEARCH: - It includes surveys and fact-finding enquiries. The

descriptive research is typically concerned with determining the frequencies with

which something occurs or determining the degree to which variables is associated. It

is guided by an initial hypothesis.

EXPERIMENTAL RESEARCH: - In this some variables are manipulated to

observe their effect on other variables. Experimentation is defined as a process

where events occur in a setting at the discretion of the experiment and controls are

used to identify the source of variants in the subject. Thus they are those where the

researcher tests the hypothesis of the causal relationship between variables.

The research undertaken by me in this project is a descriptive research

The research methodology adopted for the project can be stated as follows –

An extensive study of the topic through various sources like internet, books and

work done on some topics

A questionnaire was prepared to analyze the level of absenteeism in VBL.

Collection of questionnaire took place after a couple of weeks to analyze data

All the responses were studied and certain findings and recommendation were

given.

A detail and systematic report was prepared.

SAMPLING DESIGN

44

Sampling is used to collect primary data when the source of data is far too many to be

exhausting handled. Sampling is the integral part of data collection process.

The way of selecting a sample is known as sample design. It is the definite plan

for obtaining a sample from a given population. It may as well lay down the number

of items to be included in the sample i.e. the size of the sample.

Sample design is determined before data are collected.

METHODS OF DATA COLLECTION

The key for useful systems is the selection of the method for collecting data and

linking it to analysis and decision issue of the action to be taken. The accuracy of the

collected data is of great importance for drawing correct and valid conclusion from

detailed investigations.

There are two types of data viz. primary and secondary.

PRIMARY DATA

The primary data are those, which are collected afresh and for the first time, and thus

happen to be original in character. There are several methods of collecting primary

data, particularly in survey and descriptive research. Some important ones are

observation method, interview method, through questionnaire, through schedules etc.

SECONDARY DATA

Secondary data means, data that are already available that is they refer to the data

which have already been collected and analyzed by someone else and which have

already been passed through the statistical process. Secondary data may either be

published data or unpublished data and can be gathered through Internet, books,

magazines, manuals, journals etc.

In this study I have used Structural Questionnaire for collecting primary data. I

have also made frequent interaction with the management and the employees during

my training at Varun Beverages Ltd.

45

My study was strictly based on the primary data collection method collected by means of

questionnaire dealing and involving the overall sample of 70 people working in Varun

Beverages Ltd., constituting 20 of manager level of employees and 50 of the non-

managerial section!

The data has been interpreted on the basis of tally marking and

thus derive the percentage figure based on the answers given by the sample ingredients,

represented below with the help of a pie-chart and percent (%) notation: -

“ANALYSIS OF RESPONSES RECEIVED FROM THE MANAGERIAL SECTION”

47

1. ANALYSIS OF QUESTION NO.3

The first question an effort is made to clarify the age factor of

respondents of the total of 20.

AGE GROUP (in years)

20-30 30-40 40-50 50-60

NO. OF EMPLOYEES 2 11 5 2

% OF EMPLOYEES 10% 55% 25% 10%

The above data base structure shows that 10% of managers fall within the age

category of (20-30) years, 55% are between (30-40) years, 25% are in (40-50)

years and 10% are under (50-60) years of age. This shows that the young

executives effectively run Varun Beverages.

We can represent the above data on the basis of below visual pie-diagram!


48

The second question under analysis and interpretation concerns

the ‘educational profile’ of employees.

EDUCATIONAL PROFILE

GRADUATE POSTGRADUATE

NO.OF EMPLOYEES 8 12

% OF EMPLOYEES 40% 60%

The above data base structure shows that40% of managers fall under the

category of postgraduates and 60% of them fall within the category of

postgraduates. This shows that in Varun Beverages most of the manager are

Either MBA or MCA or possessing other equivalent degrees!

We can represent the above data with the help of below visual pie-diagram: -


The third question concerns the financial profile of employees.49

The above data base structure shows that none of the managers fall under the

pay scale of Rs.5000, 30% of managers lie between (5000-0000), 40%

between (10000-15000), 10% between (15000-20000), no employee between

(20000-30000), 10% between (30000-40000) and 10% between (40000-

50000). This shows that the salary of the managers in Varun Beverages Ltd is

moderate!

We can represent the data on the basis of below visual pie chart.

4. ANALYSIS OF QUESTION NO. 11

FINANCIAL PROFILE

UPTO5000

5000-1000 1000-15000

15000-20000

20000-30000

30000-40000

40000-50000

NO. OF EMPLOYEES ……. 6 8 2 …….. 2 2

% OF EMPLOYEES ……. 30% 40% 10% …… 10% 10%

50

The fourth question is about the possible reasons for the managers to

take leave.

The above data base structure shows that 5% of the managers suffer from

monetary which is caused due to repetition of same type of work and thus to

take leave while 95% of managers considers other factors like illness,

indifferent situations, incorrigible problems etc as an obvious reason for

taking leave from work. None of the managers complained of overload of

work, stress and cumbersome situations, as they remained indifferent toward

these facts for being a possible cause to leave.

We can represent the data through below visual pie chart.

POSSIBLE REASONS

MONOTONOUSWORK

OVERLOAD OF WORK

COMMUTING FROM HOME TO WORK PLACE IS CUMBERSOME

STRESS OTHERS

NO OF EMPLOYEES

1 ……… ……….. …….. 19

% OF EMPLOYEES

5% ……….. ……….. ……… 95%

51


The fifth question is about the directions the managers of VBL

communicate to their subordinates in case of leave.

DIRECTIONS

CARRYON WITH THE PENDINGWORK

DECLARE HOLIDAY OR THAT DAY

DIRECT THEM BEFORE OR ON THE SAME DAY

OTHERS

NO.OF EMPLOYEES 6 ……………. 8 6

% OF EMPLOYEES

30% ……………. 40% 30%

The above data base structure shows that 30% of the managers convey their

subordinates to carry on with the pending work. No manager declares the

holiday for their employees when they are on leave, 40% direct them before or

on the same date concerning the task their subordinates have to perform while

30% adopt other factors like they appoint a leader to assist their employees or

ask other departmental heads to take necessary action.

52

We can represent the following data with help of below visual pie-diagram!

6. ANALYSIS OF OUESTION NO.13

The sixth question deals with the regularity of subordinates from manager’s point

of view.

CONDITIONS YES NO

NO.OF EMPLOYEES 13 7


The above data shows that 65% of the managers confirmed that their

employees are regular in the organization while 35% of managers complained

about the irregularity of their employees due to obvious reasons like illness,

anxiety, and in contingent situations.

The below visual pie chart represent the above data-:

53


The seventh question concern about the acknowledgement of absence records of employees.

METHODS MAINTAIN ATTENDANCE REGISTER

PERSONAL WATCH

THROUGH OTHER MEMBERS

DO NOT MAINTAIN

OTHERS

NO.OF EMPLOYEES 15 4 1 ……… ………

% OF EMPLOYEES 75% 20% 5% …….. ……….

The above data base structure shows that 75% of managers maintain an

attendance register. 20% go for a personal watch to check their employees,

5% come to know about the presence of their employees through other people

in the plant. While none of the managers said that they do not maintain any

record of their employees.

We can represent the above data on the basis of visual pie chart below-

54

8.ANALYSIS OF QUESTION NO.15The eight questions under analysis and interpretations concerns about the measures

That manager adopt for the decreasing the level of absenteeism in VBL.

MEASURES TRAINING AND DEVELOPMENTS

RECREATION AND AMUSEMENTS

SALARY INCENTIVES

PROVIDING PROPER LEAVE

NO. OF EMPLOYEES

5 4 6 5

% OF EMPLOYEES

25% 20% 30% 25%

55

The above data shows that 25% of managers think that true training and

development absenteeism can be reduced as than employees will become

more efficient to perform their job well and thus will to love to work. 20% of

managers think recreation and amusement facilities should be provided to

employees and it will reduce their stress and thus they will file relaxed.30%

think that salaries of employees should increase while 25% are of the view

that employees should be provided enough leave show that they do not require

any reason for the absent from work.

The below mentioned visual Pie chart represents the above data.

“ANALYSIS OF RESPONSES RECEIVED FROM THE NON-MANAGARIAL SECTIONS.”


In the first question an effort has been made to classify the age factor of respondents of the total of 50respondents.

AGE GROUP 20-30 30-40 40-50 50-60

NO.OF EMPLOYEES

24 14 10 2

% OF EMPLOYEES 48% 28% 20% 4%

56

The above data based structure shows that 48% of employees fall within the

age of category of (20-30) years, 28% between (30—40) years, 20% between

(40-50) years and only 4% fall between to (50-60) years.

We can represent the above data with the help of below visual Pie chart.


The second question concern to educational profile of the employees.

EDUCATIONAL PROFILE

MATRICULATE INTERMEDIATE GRADUATE POSTGRADUATE

NO. OF EMPLOYEES27 13 9 1

% OF EMPLOYEES 54% 26% 18% 2%

The above data based structure shows that 54% employees are metric passed,

26% is intermediate, and 18% are graduate while only 2% are postgraduate. 57

They show that for VBL higher academic qualifications are not more

important than efficiency and hard work

We can represent the above data with the help of below visual Pie chart.


Third questions concern with the financial status of employees.FINANCIAL PROFILE

UPTO 5000 5000-10000 10000-15000

NO.OF EMPLOYEES

36 12 2

% OF EMPLOYEES

72% 24% 4%

The above data based structure shows that 72% of employees of VBL earn up

to Rs 5000/ per months, 24% of employees earn between (5000/-10000/) per

58

months while only 4% of employees were having their monthly salary

between (10000/-15000).

We can represent the above data from the basis of below Pie chart.


The fourth question deals with the rate with which employees fall under the

category of an absentee in VBL.

CRITERIA VERY FREQUENTLY

FREQUENTLY RARELY NEVER

NO. OF EMPLOYEES

…………… 4 40 6

% OF EMPLOYEES

……………. 8% 80% 12%

59

The above data shows that 80% of people in VBL rarely take leave from the

company, 12% said they never take leave, 8% said they due to reasons of

illness and exhaustion frequently take leave from their work while everyone

of them remained indifferent for frequently falling under the category of an

absentee. Thus, the commitment of workers in VBL towards their job is very

high.

The below visual pie chart satisfy the above data!


The fifth question concerns the contributing factors behind worker’s being absent from their work.

FACTORS EFFECT OF INTOXCATION

ILLNESS AND INDISPOSITION

UNFORESEEN CONTINGENT SITUATIONS

JOB DISSATISFACTION

NO.OF EMPLOYEES

1 28 13 8

% OF EMPLOYEES

2% 56% 26% 16%

60

The above data base structure shows that 2% of employees are affected due to

intoxication and thus fall absent, 56% suffer from illness or injury and thus are

committed to absenteeism, 26% consider some unforeseen contingent

situations, which are beyond their control like, death in the family, marriages

etc. and thus fall absent while 16% are not satisfied with their jobs hence

don’t want to report to work.

The below visual pie chart outlays the above data!


The sixth question concerns the disciplinary actions faced by the workers on being absent.

61

The above data base structure shows that 64% of employees face deduction in

salary on being absent, 2% suffer stoppage in increment, 28% got their leaves

reduced, 6% have to work for extra hours for which they are not paid, while

none of the employees were charged for detention or stoppage in promotion.

We can represent the above data from the basis of below Pie chart


The seventh question concerns about the application of leave framed by the workers to their superiors.

CRITERIA PRIOR OF BEING THE NEXT DAY ON THE SAME DO NOT

ACTIONS DEDUCTION IN SALARY

STOPPAGE IN INCREMENT

REDUCTION IN LEAVES

STOPPAGE IN PROMOTION

NON-REMUNARATIVE OVERTIME

NO.OF EMPLOYEES

32 1 14 0 3

% OF EMPLOYEES

64% 2% 28% 0% 6%

62

ABSENT DAY INFORM

NO. OF EMPLOYEES

46 1 2 1

% OF EMPLOYEES

92% 2% 4% 2%

The above data base structure shows that 92% of employees inform their boss

prior of being absent, 2% inform the next day, 4% inform the same day from

telephone or personally, while 2% do not inform at all as they consider it

necessary.


8.ANALYSIS OF QUESTION NO.13

The eight question concerns whether the employees want to be called as an absentee or not?

CONDITION YES NO

63

NO. OF EMPLOYEES 0 50


The above data base structure shows that 100% of employees do not want to

be called as an absentee.



The ninth question concerns whether the employees want to convert themselves from an absentee employee to a non-absentee employee?

CONDITION YES NO

64

NO.OF EMPLOYEES

49 1

% OF EMPLOYEES

98% 2%

The above data base structure shows that 98% of employees want to convert

themselves from an absentee employee to a non-absentee employee while

remaining 2% remained indifferent of this view.


10.ANALYSIS OF QUESTION NO.15.

The tenth question contains the view of employees towards absenteeism.

VIEWS HABITUAL PROBLEM REGULAR PRACTICE AN INCORREGIBLE PROBLEM

65

NO.OF EMPLOYEES

15 12 23

% OF EMPLOYEES

30% 24% 46%

The above data base structure shows that 30% of employees think

absenteeism as habitual problem of employees, 24% consider it as a regular

practice in any organization as it is found everywhere, remaining 46% treat it

as an incorrigible problem as it is beyond their control and thus they can’t

avoid it.


66

“FINDINGS OF THE STUDY”

Conducting a questionnaire based on the level of absenteeism and its causes at Varun

Beverages Ltd. Of both the managers and the non-managers, facts that can be derived are: -

67

Youngsters are more privileged with job options in VBL.

Managers as well as the employees of VBL are completely dedicated and

devoted towards their sphere of activities.

Both the managers and the workers consider absenteeism as an incorrigible

problem, which is found more likely to be beyond their control.

Most of the employees of VBL are educated and packed with complete

knowledge of their work profile.

Both the sections consider salary as an important incentive in curing

increasing absenteeism rate and there in VBL they are facing problems with

low salary.

Non of the employees at VBL want to be called as an absentee and wants to

contribute his maximum and pay their best efforts towards increasing the

product ional activity as well as progress of Pepsi group.

Thus, all our hypothesis namely:

Absenteeism affects and reduces organizational productivity.

Logical outlook towards various problems was more prominent among regular

attendees than absentees.

Older employees have greater commitment towards their work.

Proved to be true and authentic!

68

“IMPRESSIONS FROM THE STUDY”

There was found to be a timely well-structured and well-administered organizational

culture in VBL.

The wages and salaries structure of the company was found to be strictly in

accordance with the law.

A duly and timely filing of all returns in relation to wages and salary administration

was carried out.

69

The awareness level among the employees regarding the various leaves and facilities

being provided by the company were found to good.

There was a general satisfaction amongst the people with regards to their salaries in

relation to their merits.

It was found that company did not provide any educational facilities to the

employees.

There was a general satisfaction amongst people with regards to canteen and other

facilities. Also they are not completely satisfied by the welfare activities of

company.

There was found to be very low job security amongst employees.

The salary of most of the people could satisfy either their basic needs only, or their

needs as well as reserve requirements.

Most of the people employed at Pepsi felt that their colleges possessing

approximately equal qualifications and experiences working in other firms were

drawing more salary than them.

Frequent biases can be witnessed in the plant.

There is a lack of technical knowledge among the workers of the company.

A majority of the employees working at Pepsi are satisfied with the leaves they are

provided.

70

“SUGGESTIONS”

With all the theoretical knowledge and practical experience I posses, I would like to

suggest the following-:

To increase the awareness level of employees working at Pepsi with regards to

various things like number of earned leaves.

To improve upon their Grievance redresser programme should be conducted.

To bring a sense of job security among the employees.

They should be provided with welfare activities in absolute terms.

Trainings and development program should be conducted more seriously.

Rules and regulations of the enterprise or that of the plant should be made

clearer to every employee working in VBL and it should be insured that they

abide to the same.

72

“ANNEXURES”

73

1.Questionnaire based on the study of the level of absenteeism and its causes at VBL,

(special reference to Managerial categories)

2.Questionnaire based on the study of the level of absenteeism and its causes at VBL

(special reference to Non-managerial categories)

3.Comparison of the data of attendance record of 2005 with that of 2006 till the month

of July, collected from the attendance register of VBL.

74

“BIBLIOGRAPHY”

75

While undergoing the project for collecting various information’s and details I have

referred the following: -

BOOKS AUTHORS PUBLICATION

Organizational Behavior STEPHEN ROBBINS PEARSON

EDUCATION-2005

Organizational Behavior FRED LUTHANS TMH-2005

Human Resource Management GARRY DESSLER

Business today magazine

SITES

www.pepsico.com

www.googlesearch.com

www.answers.com

www.yahoo.com

www.rkjgorup.com

www.pepsi.com

RECORDS

Attendance register of VBL.

Oxford dictionary.

MISCELLANEOUS

Advertisement and banners of Pepsi.

Television advertisements.

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http://www.pepsi.com/

http://www.rkjgorup.com/

http://www.yahoo.com/

http://www.answers.com/

http://www.googlesearch.com/

http://www.pepsico.com/

Pepsi Project Report

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