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RATIONALE BEHIND THE STUDY
Industrial progress is an outcome of mainly of the human and physical resources of th
production. Sufficient progress has been made in the sphere of physical input such a
capital and technology. Despite rapid development in technology the desired level o
economic development and social welfare are yet to be achieved! One of the main cause
of failure has been underutilization of human resources in the country. Unfortunately th
rate of progress in our country has not been commensurate with our potential on account
lack of appropriate work culture. Employer and employed are still looked upon
adversaries rather than as partners. In the joined endeavors frequent strikes, lockouts an
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 understandinof the theoretical concept and their practical application by being placed in the actual wo
environment
To understand their relevance and find the extent to which they are actually bein
applied in the work situation;
To have an in-depth knowledge of the function of the organization through actu
work experience.
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OBJECTIVES OF THE STUDY
The project apart from a brief overall review of the organization studies the level o
absenteeism rate in the organization, referring the general staff of both the managerial an
non-managerial level of employees. The main issue of concern was related with th
employees presence rate and how often they find themselves failing in reporting to worat the same time analyzing different causes and other incentives regarding salaries an
welfare packages offered to them as well as judging the satisfaction level with the
compensation package, which surely creates a reason for determining their dedicatio
towards the work.
This project has also been undertaken to gather the details of employees turn over
well as examining the general trend within an organization enabling to find an exa
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
VBL.
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HYPOTHESIS
A hypothesis is a proposition, condition or principle which is assumed, perhap
without belief, in order to draw logical consequences by this method to test its accor
with facts which are known or may be determined.
When a researcher observes knows facts and takes up a problem for analysis, h
first has to start somewhere and this point of start is the hypothesis. In other word
one has to proceed to formulate tentative solution as soon as the problem to be tackle
is finalized. These proposed solutions or explanations constitute the hypothesis whic
the researcher proceeds to test on the basis of fact already known or that can be mad
known. Even, collection of facts merely for the sake of collecting them will yield n
fruits; to be fruitful, facts need to be collected such that they are for or against som
point of view or proposition. Such a point of view or proposition is the hypothesi
The tentative explanations or solutions are suggested to researcher by something
the subject matter and by our previous experience.
Hypothesis testing means to know whether the hypothesis based on the da
collected is valid or not. The main object of hypothesis testing is whether to accept th
null hypothesis. Procedure for hypothesis testing deals with steps on the basis o
which a hypothesis is either rejected or accepted.
Thus, this study has been primarily carried out to analyse and judge the effec
and implications of absenteeism among the employees of a bottling plant, both on th
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 promine
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 th
employees normally absents themselves from work due to certain unconditional an
conditional reasons which affects organizational productivity.
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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
was found that 50% of absenteeism could be controlled through attending employees
physical and emotional needs.
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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
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 experien
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.
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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 fo
itself. Its services touch different aspects of commercial and civilian domains like those
Bottling, Food Chain and Education. Headed by Mr. R. K. Jaipuria, the group as o
today can laid claim to expertise and leadership in the fields of education, food an
beverages.
The business of the company was started in 1991 with a tie-up with Pepsi Foods Limited
manufacture and market Pepsi brand of beverages in geographically pre-defined territori
in which brand and technical support was provided by the Principals viz., Pepsi Food
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 Internation
[formerly PepsiCo Restaurants (India) Private Limited] in India. It has exclusive franchi
rights for Northern & Eastern India. It has total 46 Pizza Hut Restaurants & 1 KF
Restaurant under its company.
It diversified into education by opening our first school in Gurgaon undmanagement of Delhi Public School Society. The schools of the group are run under
Registered Trust namely Champa Devi Jaipuria Charitable Trust. Companies are mediu
sized, professionally managed, unlisted and closely held between Indian Promoters an
foreign collaborators.
The group added another feather to its cap when the prestigious PepsiC
International Bottler of the Year award was presented to Mr. R. K. Jaipuria for th
year 1998 at a glittering award ceremony at PepsiCos centennial year celebrations
Hawaii, USA. The award was presented by Mr. Donald M. Kendall, founder of PepsiC
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 Weatheru
President of Pepsi Cola Company.8
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Vision
Being the best in everything we touch and handle.
Mission
Continuously excel to achieve and maintain
leadership position in the chosen businesses; an
delight all stakeholders by making economicvalues in all corporate functions.
Their Success
Production of innovative, high quality retail brande
beverages combined with world-class packaging.
Driven by a management team with
relentless focus on achieving superior customer servic
driving earnings improvement and increasing sharehold
value.
Their People
At RKJ Group they are creating an environment where o
employees enjoy a greater degree of empowerment bo
individually and in their work teams.
Their employees are equipped with th
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backup for strong performance and accountability, as well as in a
environment of open communication and involvement.
RKJ GROUP OWNED BUSINEES IN INDIA AND WORLDWIDE
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COMPANY PROFILE WORLDWIDE
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COMPANY VISION
To become truly global company, by continuing to build a competitive and profitab
worldwide refreshment beverage business.
PEPSI COLA INTERNATIONALS 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 Dyspeps
(indigestion). Under the supervision of Mr. Bradhman Pepsis first bottling plant was bui
1905.
In 1977, when Coca-cola left the country then Pepsi Co. began to lay plans to ent
this huge Indian soft drink market. Pepsi working with Indian business groups to see
government approval for its entry in the India soft drink market. Pepsi offered India
Government to help in the exports of some of its agricultural products in a volume th
would cover the cost of importing soft drink concentrate.
Pepsi Company is established in Indian in 1989. At that particular time it was know
a non-Cobo (Company owned bottling operations) company. In January 1995 Pepsi too
over and it is now known as a Cobo (Company owned bottling operations) company.
joined hands with Voltas Ltd with 60%equity. But now it has become a fully owne
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. Establishe
with a turnover of $ 28 billion in 1989, the companys beverage business has grown 50
streets ahead of the market; which has expanded by 20%. It poured in vast sums to whip u
its visibility at the retail level, so that consumes were greeted virtually at very street corn
by Pepsis blue-red and white colors. Behind the hype, in effort invisible to consumer
Pepsi pumped in Rs.300 Crore to add muscle to its infrastructure in bottling an
distribution. This is apart from the money that up grading the plants.
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April 1993, Voltas and Punjab Agros equity stakes were bought over converting Pep
Foods from a joint venture to fully own subsidiary. Weak bottlers who did nit have th
finance were given massing support in from of interest- free loans to upgrade the
operations. But the big strategy, which has proved to be winner was the position Peps
decided taken company owned Bottling operations (COBO). For this another subsidia
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 Ind
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 Ind
sift drink market. It is expanding its business in the other fields also. It is in the business
export of beverages concentrates. This year Pepsi has achieved a 100% growth in th
export turnover in the first quart of 1998 over the corresponding period for the previou
year. Pepsi has taken a lead in the beverage concentrate exports from potential in the ne
future. Pepsi has also developed agricultural linkages to boot its export thrust and as
move in the direction, its plant at Sonepat has become the first rice-processing facility i
India.
Pepsi mean while added a new range of products to its agro-export Portfolio. The
include Baron, a bread of peanut butter marketed in U.S., Branded red and green chi
Puree, ginger and garlic paste &cooking paste under the seasons Harvest home, which
also the name of its branded basmati rice.
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At present Pepsi is trying very hard to maintain its position in the market. It is operating i
a very well managed manner. Some of its strategies it followed to be competitive in th
market area follows
EMPOWERMENT
One of the strongest weapons in the Pepsis armory is the flexibility it has empowered wi
its people. Every manger and sales person has the authorities to take whatever steps h
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 dont have bottler
it has partners. Pepsi has a well-aligned bottling network. It operates through COB
(Company owned bottling operations) and FOBO (Franchise owned Bottling Operations)
It is this way a Pepsi Co., India Strengthens its marketing that gives it an edge. Ever
number of its sales team is meticulously taught the merchandising and display skills th
can leverage the reach of the companys bottling network to achieve high visibility for th
product.
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COMPANY PROFILE IN INDIAN SCENARIO
Since the entry of Pepsi co. to India in 1987, the soft drink Industry has undergone
radical change. When Pepsi entered parley was the leader with Thumps UP being i
flagship brand. Other product offerings by parley included Limca & Gold Spot. Anoth
upcoming player in the market was the erstwhile bottle of Coca-Cola, Pure Drinks. I
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 mor
aggressive marketing to sustain its market share. The chronology the initial phase of th
Coal Wars in India was:
July 1986
An application for soft drinks-cum-snack food joint venture by Pepsi, Voltas an
Punjab Agro is submitted to the government after an earlier proposed alliance- 198
between Pepsi and Duncans of the Goenkas fails to take off.
Sept.1988
Final approval for the Pepsi Foods Limited (P.F.L) project granted by the Cabin
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 t
Lehar Pepsi. Simultaneously it rejects the Coca-Cola application. Citra form the Par
stable hits the market.
Dec 1991
Pepsi extends its soft drinks reach on national scale. Products launched Delhi an
Bombay.Jan 1992
Brito Foods application cleared by the FTPB. Pepsi and Parle start initi
negotiations for strategic alliance but talks break off after a while.
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1993
Pepsi launches Teem and Slice. Captures about 25.30% of the soft drinks market
about two years.
July 1993
Voltas pulls out of PFL joint venture. Pepsi decides to raise equity to 92% Repor
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.
1998Pepsi 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 consciou
people.
1997
Refusing to dilute its equity state Coca-Coal winds up operations in the countr
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 an
responsibilities required of a personnel in achieving the predetermined goals.
An organization of VBL is a simple yet complex in terms of the differe
designations provided to its employees.
Companys overall view of organization can be successfully dealt as follows:
The people at PBG reflect the Companys 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
PBGs 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 companyVisible community leadershipMindset of an entrepreneurKnow/Service every customer
Sense of urgencyThere is no tomorrow.Fix it today.Our success is built upon passion.
Every front-line job has targets.Reinforce goals, plan performancePrioritize, focus, simplifyClear accountability for resultsNo excuses.
Treat everyone fairly, and with dignity.Operate with integrity and justice.Every individual is important.
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OBJECTIVES OF VARUN BEVERAGES
The objectives of VBL are:
To observe the implementation and working of sales cluprogramme at different sections in Noida.
To monitor whether it is successfully implemented in th
market.
To monitor the customer awareness about the sales clu
programme whether they are fully aware about th
programme or not.
To check out that all the required materials for sales clu
programmed are given to customer/ retailer or not.
To find out the effect on increasing the sales b/z of sales clu
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 cla
in time or not.
To make the books available to the customers.
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OTHER INFORMATIONS ABOUT VBL
EARNINGS RELASES
Pepsi Cos 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 financi
community who have question Pepsi Cos investor relations department at (914) 253-303
or (914) 253-2155.
SHAREHOLDERS: - Pepsi Cos (symbol: PED) shares are traded principally on the Ne
York Stock Exchange in US. The company is also listed on the Amsterdam, Chicag
Swiss and Tokyo stock exchanges. Pepsi Cos has consistently paid cash dividends sin
the corporation was founded.
MISSION STATEMENT
Our mission is to be the worlds premier consumer products company focused o
convenient foods and beverages. We seek to produce healthy financial rewards to invest
we provide opportunities for growth and enrichment. Our employees, our business partne
and the communities in which we operate. And in everything we do, we strive for honest
fairness and integrity! as exclaimed by Pepsi Cos.
CORPORATE CITIZENSHIP
Pepsi Cos believe that they are corporate citizen; it has a responsibility to contribute to th
quality of life in our commodities. This philosophy is put into action through support
social agencies, projects and programs. The scope of this support is extensive-ranging fro
sponsorship of local programs and support of employees voluntary activities to contribu
to time, talent and funds to programs of national impact. Each division is responsible for i
own giving program. Corporate giving is focused on giving where Pepsi Cos employee
volunteer.
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PEPSI HEADQUARTERS
Pepsi Cos world headquarters is located in purchase, New York, approximately 4
minutes from New York City. Edward Darell Stone, one of Americas foremost architect
designed the seven building headquarters complex. The building occupies 10 acr
complex that includes the Donald Mkendall sculpture gardens, a world acclaimed sculptu
collection in garden setting. The collection of work is focused on major twentieth centu
art, and features work by such as Augusta Rodin, Henri Laurens, Henery Moor
Alexander Calder, Alberto Giacometti, Arnaldo Pomodoro and Claes Oldenberg. Th
gardens were originally designed by the world famous garden planner, Russel Page, an
have been a visitors 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.
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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 permane
and causal basis. There are 40 managers/ officers/ supervisors and rest of workmen. Pla
is dispatching near about 125-150 tracks in peak seasons per day to various location. Th
Plant spreads over 75 acres.
QUALITY POLICY
The best delivery.
The best product in the market place
The highest quality
The best testing.
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AN OVERVIEW OF ALL PEPSI-COLA BRANDS
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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 BABYAAHA!!!!
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
OYEBUBBLY!
PEPSI UTHAO, GHAR LEY JAO
JOIN THE BLUE BILLION
MOUTH HAPPY POCKET HAPPY
PEPSI. MY CAN
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DEFINING ABSENTEEISM
Absenteeism in short can be defined as a failure to report to work.
It is likely a symptom of low moral and declining productivity or little involveme
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 the
are scheduled to work. In other words an unauthorized absence constitut
absenteeism.
It is referred to here in as failure of employees to report to work when they ar
scheduled to work.
UNDERSTANDING ABSENTEEISM OR INTRODUCTION TO ATTENDANC
MANAGEMENT
The management of attendance is an important aspect of supervision. The cost absenteeism is greater than the direct payment of wages and benefits made during th
absence. Organization must also consider he indirect cost of staffing, schedulin
reframing, lost productivity, diminished moral, turn over, opportunity cost. The indire
cost often exceeds the direct cost of absenteeism. Effective supervisory efforts
attendance management will affect a relatively small percentage of employees but wi
generate substantial savings, increased productivity and moral.
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TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different type of approach
a) INNOCENT ABSENTEEISM: - innocent absenteeism refers to employees who a
absent for reasons beyond their control sickness and injury. Innocent absenteeism
not culpable i.e. blameless. In a labor relations context this means that it cannot b
remedied of or treated by disciplinary measures.
b) CULPABLE ABSENTEEISM: - it refers to employees who are absent withoauthorization for reasons, which are within their control. For instance, an employe
who is on sick leave even without being so and it can prove so; he/she is guilty
culpable absenteeism. To be culpable is to be blameworthy. In labor relation conte
this means that progressive action can be taken. For the large majority
employees, absenteeism is legitimate, innocent absenteeism, which occu
infrequently. Procedures for disciplinary action apply only to culpable absenteeism
Many organizations rake the view that through the process of individual absente
counseling and treatment, the majority of employees will overcome their problem
and return to an acceptable level of regular attendance.
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CALCULATION OF ABSENTEEISM
The rate of absenteeism is expressed as the percentage of man-days lost through absence t
the total number of man days scheduled in a given period.
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 organizations greatest assets. Accountants ar
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 schedul
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 a
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.
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FACTORS CAUSING ABSENTEEISM
The causes of absenteeism are many and include: -
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 finding
of Indian studies appear to have somewhat greater emphasis on non-pschyiological ones.
The workers in Indian industries found that chron
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.
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On the other hand there are few psychological factors as th
major causes of absenteeism of Indian industrial workers. Such factors are poor healt
transport difficulty, do chores, and indebtness etc.
Lets have a tabular evaluation of the: -
Observable Behavior pattern indicating possible alcohol related problems
STAGE ABSENTEEISM GENERAL BEHAVIOUR JOB PREFERENCE
I STAGE
(Early)
II STAGE(Middle)
III STAGE(Late middle)
IV STAGE(Approaching terminalstage)
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 dont feel like eating
Dont want to talk about
it
I like to drink alone
Prolonged unpredictableabsenceMy 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 belligerentbehavior domestic problemsinterfere with work,financial difficulties(garnishments and so on),and more frequenthospitalization, Resignation!
Does not want to discussproblems. Problems with thelaw community.
Drinking on the job(probably) completelyundependable, repeatedhospitalization, seriousfinancial problems, serious
family problems, divorceetc.
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.
Generallyincompetent facestermination orhospitalization.
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Thus above cases reveal that how an effect of alcohol severely affects the presence
of employees leading to absenteeism
HOW ABSENTEEISM CAN BE CONTROLLED
The definition of absenteeism, factors affecting and its causes are quite clear. What is no
so clear is how to take affirmative actions to control it. Traditional methods of absenteeis
control based only on disciplinary procedures have proven to be ineffective. It is almo
impossible to create a fair disciplinary action because even well run disciplinary system
which treat which treat similar actions in consistently similar ways are seen as unfair. Th
reason for this is discipline alone usually identifies the root cause of absenteeism. Ever
employee who takes time off in defiance of company regulations has reasons, right
wrong which justify to themselves the legitimacy of their actions. Unless the managemen
attendance programme identifies and addresses the cause of employees absenteeism it w
be ineffective and unfair. Now, if absenteeism is to be controlled the physical and physic
and emotional needs of employees must be addressed.
The purpose of attendance management is to develop a willingness on the part of a
our employees to attend work regularly and to assist them in motivating their c
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 ca
understand and identify with them.
3. Dealing with cases of excessive absenteeism effectively and fairly so deterren
can occur.
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the factory rather than stay at home and waste their time.Moreover, the management mu
have a safety plan, implement it and evaluate its effectiveness.
EXAMPLES SHOWING ABSENTEEISM RATE IN CONTEX
OF VARIOUS INDUSTRIES
Absenteeism is computed and is expressed in terms of percentages. Table belo
shows absenteeism rate in selected industries: -
Absenteeism costs money to the organization besides reflecting employe
dissatisfaction with the company.
TABLE: - ABSENTEEISM IN SELECTED INDUSTRIES
INDUSTRIES 1971 1976 1981 1983 1986 1987
COTTON
TEXTILES 19.3 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
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Administrative cost-
1. Staff time is required to secure replacement employees.
2. Staff time is required to maintain and control absenteeism.
DO ABSENTEEISM IS REALLY BAD?
Although most absenteeism has a negative impact on the organization, we ca
conceive of situations in which the organization may benefit by an employee
voluntarily choosing not to come to work. For instance, illness, fatigue or exce
stress can significantly decrease an employees productivity. In jobs in which a
employee needs to be alert it may well be better for the organization if th
employees does not report to work rather than show up and perform poorly. The co
of an accident in such jobs could be prohibitive. Even in the management jobwhere mistakes are less spectacular, performance may be improved. When manage
are absent themselves from jobs rather than make a poor decision under stress. Bu
these examples are clearly a typical for the most past, we can assume th
organization benefits when employee absenteeism is low!!
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CONCLUSION
Recent surveys have shown: -
- The higher the rate of pays the greater the length of service of th
employee, the fewer the absence.
- As an organization grows, there is a tendency towards higher rate
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 b
the latter are absent for longer period of time.
- Unionized organization has higher absenteeism rates than non-unio
organizations.
- Logical outlook towards various problems was more prominent amon
regular attendees than absentees.
- Emotionally surcharged statements were more frequent among absentees.
- Absentee group was found to have indifferent attitude, whereas regul
worker showed more critical thinking towards their work.
Attendance improvement programs can work! What the employees want is commitme
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 tea
spirit can thrive will at first sometimes seem a mammoth and unrealistic task. If you nee
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encouragement just consider some of the benefits; reduced absenteeism, ope
communication, team spirit, advanced grievances and greater employee satisfaction.
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RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also defin
research as a scientific and systematic search for pertinent information on a specif
topic. In fact, research is an art of scientific investigation. It is the pursuit of truth wi
the help of studies, observation, comparison and experiment. In short the search fo
knowledge through objective and systematic method of finding solution to a proble
is research.
According to Clifford Woody, Research comprises defining and redefinin
problems, formulating hypothesis or suggested solutions, collecting, organizing an
evaluating data, making deductions and reaching conclusions to determine whethe
they fit the formulating hypothesis.
RESEARCH DESIGN
A research design is an arrangement of conditions for connections and analysis of da
in a manner that aims to combine relevance to the research purpose with economy procedure. Research design is a plan that specifies the sources and types
information relevant to the research problem. It is a strategy specifying whic
approach will be used for gathering and analyzing the data. In fact, it is the conceptu
structure with which research is conducted; it constitutes the blue print for th
collection, measurement and analysis of data. The plan is an outline to researc
scheme on which the researcher id to work. The structure of the research is a mor
specific outline or the scheme. The strategy shows how the research will be carrie
out, specifying the method to be used in collecting data.
TYPES OF RESEARCH DESIGN
Research design is mainly of three types: -
1. Exploratory research
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SAMPLING DESIGN
Sampling is used to collect primary data when the source of data is far too many to b
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 pla
for obtaining a sample from a given population. It may as well lay down the numbe
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 COLLECTIONThe 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,
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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.
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My study was strictly based on the primary data collection method collected by means
questionnaire dealing and involving the overall sample of 70 people working in Varu
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 an
thus derive the percentage figure based on the answers given by the sample ingredient
represented below with the help of a pie-chart and percent (%) notation: -
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ANALYSIS OF RESPONSES RECEIVED FROM THE MANAGERIAL SECTION
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 ag
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!
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2. ANALYSIS OF QUESTION NO.6
The second question under analysis and interpretation concern
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: -
49
AGE GROUP
10%
25%
55%
10%
50-60 40-50 30-40 20-30
EDUCATIONAL PROFILE
40%
60%
GRADUATE POSTGRADUATE
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3. ANALYSIS OF QUESTION NO.7
The third question concerns the financial profile of employees.
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 i
moderate!
We can represent the data on the basis of below visual pie chart.
FINANCIALPROFILE
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
FINANCIAL PROFILE
0%30%
40%
10%
0%
10% 10%
UPTO 5000 PER MONTH 5000-10,000
10,000-15,000 15,000-20,00020,000-30,000 30,000-40,00040,000-50,000
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4. ANALYSIS OF QUESTION NO. 11
The fourth question is about the possible reasons for the managers totake 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
POSSIBLEREASONS
MONOTONOUS
WORK
OVERLOAD
OF WORK
COMMUTING
FROM HOME
TO WORK
PLACE IS
CUMBERSOME
STRESS OTHER
NO OFEMPLOYEES
1 .. .. 19
% OFEMPLOYEES
5% .. .. 95%
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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
5%0%0%0%
95%
MONOTONOUS WORKOVERLOAD OF WORKCOMMUTING FROM HOME TO WORK IS CUMBERSOMESTRESSOTHERS
5. ANALYSIS OF QUESTION NO.12
The fifth question is about the directions the managers of VBL
communicate to their subordinates in case of leave.
DIRECTIONS
CARRYON WITH THEPENDINGWORK
DECLAREHOLIDAY ORTHAT DAY
DIRECT THEMBEFORE OR ONTHE SAME DAY
OTHERS
NO.OFEMPLOYEES 6 . 8 6
% OFEMPLOYEES
30% . 40% 30%
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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
on the same date concerning the task their subordinates have to perform whil
30% adopt other factors like they appoint a leader to assist their employees o
ask other departmental heads to take necessary action.
We can represent the following data with help of below visual pie-diagram!
DIRECTIONS
30%
0%
40%
30%
CARRY ON THE PENDING WORKDECLARE HOLIDAY FOR THAT DAYDIRECT THEM BEFORE OR ON THE SAME DAYORHERS
6. ANALYSIS OF OUESTION NO.13
The sixth question deals with the regularity of subordinates from managers poin
of view.
CONDITIONS YES NO
NO.OF EMPLOYEES 13 7
% OF EMPLOYEES 65% 35%
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The above data shows that 65% of the managers confirmed that their
employees are regular in the organization while 35% of managers complaine
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-:
CONDITION
65%
35%
YES NO
7. ANALYSIS OF QUESTION NO.14
The seventh question concern about the acknowledgement of absence recordof employees.
METHODS MAINTAINATTENDANCE
REGISTER
PERSONAL
WATCH
THROUGH
OTHER
MEMBERS
DO NOT
MAINTAIN
OTHERS
NO.OFEMPLOYEES 15 4 1
% OFEMPLOYEES 75% 20% 5% ..
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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 peopl
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-
METHODS
75%
20%
5% 0%
0%
MAINTAIN ATTENDANCE REGISTERPERSONAL WATCHTHROUGH OTHER MEMBERSDO NOT MAINTAINOTHERS
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.
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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 requi
any reason for the absent from work.
The below mentioned visual Pie chart represents the above data.
MEASURES25%
20%30%
25%
TRAINING AND DEVELOPMENTRECREATION AND AMUSEMENTSSALARY INCENTIVESPROVIDING PROPER LEAVE
MEASURES TRAINING ANDDEVELOPMENTS
RECREATION
AND
AMUSEMENTS
SALARY
INCENTIVES
PROVIDING
PROPER
LEAVE
NO. OFEMPLOYEES
5 4 6 5
% OFEMPLOYEES
25% 20% 30% 25%
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ANALYSIS OF RESPONSES RECEIVED FROM THE NON-MANAGARIAL
SECTIONS.
1. ANALYSIS OF QUESTION NO.3
In the first question an effort has been made to classify the age factor ofrespondents of the total of 50respondents.
AGE GROUP 20-30 30-40 40-50 50-60
NO.OFEMPLOYEES
24 14 10 2
% OF EMPLOYEES 48% 28% 20% 4%
The above data based structure shows that 48% of employees fall within the
age of category of (20-30) years, 28% between (3040) 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.
AGE GROUP
48%
28%
20%4%
20-30 30-40 40-50 50-60
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2. ANALYSIS OF QUESTION NO.5
The second question concern to educational profile of the employees.
EDUCATIONALPROFILE
MATRICULATE INTERMEDIATE GRADUATE POSTGRADUA
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.
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.
EDUCATIONAL PROFILE
54%
26%
18%2%
MATRICULATE INTERMEDIATE
GRADUATE POSTGRADUATE
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3. ANALYSIS OF QUESTION NO.6
Third questions concern with the financial status of employees.
FINANCIALPROFILE
UPTO 5000 5000-10000 10000-15000
NO.OFEMPLOYEES
36 12 2
% OFEMPLOYEES
72% 24% 4%
The above data based structure shows that 72% of employees of VBL earn uto Rs 5000/ per months, 24% of employees earn between (5000/-10000/) per
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.
FINANCIAL PROFILE
72%
24%
4%
UPTO 5000 5000-10000 10000-15000
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4. ANALYSIS OF QUESTION NO.9
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. OFEMPLOYEES
4 40 6
% OFEMPLOYEES
. 8% 80% 12%
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!
CRITERIA
0% 8%
80%
12%
VERY FREQUENTLY FREQUENTLY
RARELY NEVER
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5. ANALYSIS OF QUESTION NO.10
The fifth question concerns the contributing factors behind workers being absenfrom their work.
FACTORS EFFECT OFINTOXCATION
ILLNESS ANDINDISPOSITION
UNFORESEENCONTINGENTSITUATIONS
JOBDISSATISFACTIO
NO.OFEMPLOYEES
1 28 13 8
% OFEMPLOYEES
2% 56% 26% 16%
The above data base structure shows that 2% of employees are affected due t
intoxication and thus fall absent, 56% suffer from illness or injury and thus a
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
dont want to report to work.
The below visual pie chart outlays the above data!
FACTORS
2%
56%26%
16%
EFFECT OF INTOXICATIONILLNESS AND INDISPOSITIONUNFORESEEN CONTINGENT SITUATIONSJOB DISSATISFACTION
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6. ANALYSIS OF QUESTION NO.11
The sixth question concerns the disciplinary actions faced by the workers onbeing absent.
The above data base structure shows that 64% of employees face deduction i
salary on being absent, 2% suffer stoppage in increment, 28% got their leave
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
ACTIONS
64%2%
28%
0%
6%
DEDUCTION IN SALARYSTOPPAGEIN INCREMENTREDUCTION IN LEAVESSTOPPAGE IN PROMOTIONNON-REMUNERATIVE OVERTIME
ACTIONS DEDUCTIONIN SALARY
STOPPAGE ININCREMENT
REDUCTIONIN LEAVES
STOPPAGEIN
PROMOTION
NON-REMUNARATI
OVERTIME
NO.OFEMPLOYEES
32 1 14 0 3
% OFEMPLOYEES
64% 2% 28% 0% 6%
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7. ANALYSIS OF QUESTION NO.12
The seventh question concerns about the application of leave framed by theworkers to their superiors.
CRITERIA PRIOR OF BEINGABSENT
THE NEXT DAY ON THE SAMEDAY
DO NOTINFORM
NO. OFEMPLOYEES
46 1 2 1
% OFEMPLOYEES
92% 2% 4% 2%
The above data base structure shows that 92% of employees inform their bos
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.
We can represent the above data from the basis of below Pie chart
CRITERIA
92%
2% 4% 2%
PRIOR OF BEING ABSENT THE NEXT DAY
ON THE SAME DAY DO NOT INFORM
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8.ANALYSIS OF QUESTION NO.13
The eight question concerns whether the employees want to be called as anabsentee or not?
CONDITION YES NO
NO. OF EMPLOYEES 0 50
% OF EMPLOYEES 0% 100%
The above data base structure shows that 100% of employees do not want to
be called as an absentee.
We can represent the above data from the basis of below Pie chart
CONDITION
0%
100%
YES NO
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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
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 completeknowledge 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 regu
attendees than absentees.
Older employees have greater commitment towards their work.
Proved to be true and authentic!
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IMPRESSIONS FROM THE STUDY
There was found to be a timely well-structured and well-administered organization
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.
The awareness level among the employees regarding the various leaves and faciliti
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.
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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
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.
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ANNEXURES
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 VB
(special reference to Non-managerial categories)
3.Comparison of the data of attendance record of 2005 with that of 2006 till the mon
of July, collected from the attendance register of VBL.
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BIBLIOGRAPHY
While undergoing the project for collecting various informations 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.
http://www.pepsico.com/http://www.pepsico.com/http://www.googlesearch.com/http://www.googlesearch.com/http://www.answers.com/http://www.answers.com/http://www.yahoo.com/http://www.yahoo.com/http://www.rkjgorup.com/http://www.rkjgorup.com/http://www.pepsi.com/http://www.pepsi.com/http://www.pepsico.com/http://www.googlesearch.com/http://www.answers.com/http://www.yahoo.com/http://www.rkjgorup.com/http://www.pepsi.com/