A STUDY ON TIME OFFICE MANAGEMENT AT MYLAN Laboratories Ltd, Unit-8,Vizianagaram In partial fulfillment for the award of the degree

of MHRM By SUDEEPTHI.D Regd. No.1225309124 DEPARTMENT OF MANAGEMENT STUDIES GITAM INSTITUTE OF MANAGEMENT (Under Gitam University) Rushikonda-530045 VISAKHAPATNAM.

DECLARATION

I hereby declare that the dissertation titled A study on TIME OFFICE MANAGEMENT Mylan Laboratories Limited Unit-8,Vizianagram submitted by me is a bonafied work undertaken by me, and is not submitted to any other institution or university for the award or any degree/diploma certificate or published any time before.

Date:

(SUDEEPTHI. D)

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ACKNOWLEDGEMENTS

I take this opportunity to offer my sincere feelings of gratitude to a number of helping hands for their cooperation and best advice to enable me for the successful completion of the project work. I am highly indebted to our Principal Mr. Sivaramakrishna, my project guide Mr. Vara Prasad for their valuable guidance and advice throughout this project with clarity and decisiveness I am much obliged to Mr. Rajender Kumar Senapati ( GM-HR and project guide) and Mr.R.Srinivas Rao (Asst manager -HR) for giving me an opportunity and valuable suggestions to undertake the project work on TIME OFFICE MANAGEMENT at Mylan Laboratories limited. I would also like to thank all the Employees of MYLAN LABORATRIES LIMITED, UNIT-8 VIZIANAGRAM for their cooperation which helped me a great deal in successfully completing my project.

SUDEEPTHI.D

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CONTENTS

TITLE

PAGE NO______ --------------------------

CHAPTER-I
CONCEPTUAL BACKGROUND

CHAPTER-II
OBJECTIVES

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CHAPTER-III
COMPANY PROFILE

CHAPTER-IV
RESEARCH METHODOLOGY

CHAPTER-V CHAPTER-VI
FINDINGS

DATA ANALYSIS AND INTERPRETATION

CHAPTER-VII
SUGGETIONS

CHAPTER-VIII
CONCLUSION

CHAPTER-IX
BIBLIOGRAPHY

CHAPTER-X
ANNEXURE

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CHAPTER-I CONCEPTUAL BACKGROUND

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The importance of time management is more than to-do lists and personal organizers. The benefits of time management extends to your personal life, career success, and achieving goals. It
is hard to overestimate the importance of time. With 24 hours a day, time is a scarce and finite resource.

We've heard and probably said ourselves to "make the best of each day" or "live each day as though it was your last".

Be like the clock. Always keep on ticking by involving yourself in various things and learning new things. These small knowledge and experience modules will perhaps one day take you to your bigger goal some day. They say "Time and Tide waits for no man". Some of the Time Office Management activities are: 1) Attendance 2) Muster roll 3) Prepare reports such as absenteeism, late coming etc. 4) Over Time related work. 5) Prepare all registers regarding all labor laws such as accident registers, lime wash registers, deduction registers, damage registers, fine registers etc. 6) Leave management EL,CL,SL 7) Submit all returns regarding labor laws. 8) Prepare salary. 9) Liaison with govt. dept. 10) Legal compliance. 11) Rectify employees grievances. 12) Control absenteeism, late coming, early going etc. 13) Maintain employee records their personal files etc. 14) Maintain employee database. 15) Work related to ESIC, EPF, gratuity, bonus etc.

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Time Office Management activities varies from organization to organization

DEFINITIONS OF ABSENTEEISM
i) Absents constitutes a single day of missed work (Martocchio & Jimeno 2003) ii) Absence occurs whenever a person chooses to allocate time to activities that compete with scheduled work either to satisfy the waxing and warning of underlying motivational rhythms(Fichman 1984) or to maximise personal utility(Chelius 1981) iii) An individuals lack of physical presence at a given location and time when there is a social expectation for him or her to be there. (Martocchio & Harrison, 1993) iv) Absenteeism refers to Non-attendance of employee for scheduled work (Gibson, 1966 john, 1978) v) Absenteeism is defined as a failure of an employee to report to work when he or she is scheduled to do so

TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different type of approach.

1. Innocent Absenteeism
Innocent absenteeism refers to employees who are absent for reasons beyond their control; like sickness and injury. Innocent absenteeism is not culpable which means that it is blameless. In a labor relations context this means that it cannot be remedied or treated by disciplinary measures.

2. Culpable Absenteeism
Culpable absenteeism 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 though he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable absenteeism.

Counseling Innocent Absenteeism

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Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It is obviously unfair to punish someone for conduct which is beyond his/her control. Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault. The damage suffered by the employer must be weighed against the employee's right to be sick. There is a point at which the employer's right to expect the employee to attend regularly and fulfill the employment contract will outweigh the employee's right to be sick. At such a point the termination of the employee may be justified, as will be discussed. The procedure an employer may take for innocent absenteeism is as follows: Initial counseling(s) Written counseling(s) Reduction(s) of hours and/or job reclassification Discharge

Initial Counseling
Presuming you have communicated attendance expectations generally and have already identified an employee as a problem, you will have met with him or her as part of your attendance program and you should now continue to monitor the effect of these efforts on his or her attendance. If the absences are intermittent, meet with the employee each time he/she returns to work. If absence is prolonged, keep in touch with the employee regularly and stay updated on the status of his/her condition. (Indicate your willingness to assist.) You may require the employee to provide you with regular medical assessments. This will enable you to judge whether or not there is any likelihood of the employee providing regular attendance in future. Regular medical assessments will also give you an idea of what steps the employee is taking to seek medical or other assistance. Formal meetings in which verbal warnings are given should be given as appropriate and documented. If no improvement occurs written warning may be necessary.

Written Counseling
If the absences persist, you should meet with the employee formally and provide him/her with a letter of concern. If the absenteeism still continues to persist then the employee should be given a second letter of concern during another formal meeting.This letter would be stronger worded in that it would warn the employee that unless attendance improves, termination may be necessary.

Reduction(s) of hours and or job reclassification

In between the first and second letters the employee may be given the option to reduce his/her hours to better fit his/her personal circumstances. This option must be voluntarily
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accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a reduction in pay and therefore can be looked upon as discipline. If the nature of the illness or injury is such that the employee is unable to fulfill the requirements of his/her job, but could for example benefit from modified work, counsel the employee to bid on jobs of such type if they become available.

Discharge
Only when all the previously noted needs and conditions have been met and everything has been done to accommodate the employee can termination be considered. An Arbitrator would consider the following in ruling on an innocent absenteeism dismissal case. Has the employee done everything possible to regain their health and return to work? Has the employer provided every assistance possible? (i.e. counseling, support, time off.)Has the employer informed the employee of the unworkable situation resulting from their sickness? Has the employer attempted to accommodate the employee by offering a more suitable position (if available) or a reduction of hours? Has enough time elapsed to allow for every possible chance of recovery? Has the employer treated the employee prejudicially in any way? As is evident, a great deal of time and effort must elapse before dismissal can take place. These points would be used to substantiate or disprove the following two fold test. The absences must be shown to be clearly excessive. It must be proven that the employee will be unable to attend work on a regular basis in the future.

Corrective Action for Culpable Absenteeism

As already indicated, culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his/her attendance. Presuming you have communicated attendance expectations generally, have identified the employee as a problem, have met with him/her as part of your attendance program, made your concerns on his specific absenteeism known and have offered counseling as appropriate, with no improvement despite your positive efforts, disciplinary procedures may be appropriate.

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The procedures for corrective/progressive discipline for culpable absenteeism are generally the same as for other progressive discipline problems. The discipline should not be prejudicial in anyway. The general procedure is as follows: [Utilizing counseling memorandum] Initial Warning(s) Written Warning(s) Suspension(s) Discharge

Verbal Warning:
Formally meet with the employee and explain that income protection is to be used only when an employee is legitimately ill. Advice the employee that his/her attendance record must improve and be maintained at an improved level or further disciplinary action will result. Offer any counseling or guidance as is appropriate. Give further verbal warnings as required. Review the employee's income protection records at regular intervals. Where a marked improvement has been shown, commend the employee. Where there is no improvement a written warning should be issued.

Written Warning:
Interview the employee again. Show him/her the statistics and point out that there has been no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid reason and offer any assistance you can. If no satisfactory explanation is given, advise the employee that he/she will be given a written warning. Be specific in your discussion with him/her and in the counseling memorandum as to the type of action to be taken and when it will be taken if the record does not improve. As soon as possible after this meeting provide the employee personally with the written warning and place a copy of his/her file. The written warning should identify any noticeable pattern. If the amount and/or pattern continue, the next step in progressive discipline may be a second, stronger written warning. Your decision to provide a second written warning as an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend on a number of factors. Such factors are, the severity of the problem, the credibility of the employee's explanations, the employee's general work performance and length of service.

Suspension [only after consultation with the appropriate superiors]

If the problem of culpable absenteeism persists, following the next interview period and immediately following an absence, the employee should be interviewed and advised that he/she is to be suspended. The length of the suspension will depend again on the severity of the problem, the credibility of the employee's explanation, the employee's general work performance and length of service. Subsequent suspensions are optional depending on the above condition.

Dismissal [only after consultation with the appropriate superiors]

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Dismissals should only be considered when all of the above conditions and procedures have been met. The employee, upon displaying no satisfactory improvement, would be dismissed on the grounds of his/her unwillingness to correct his/her absence record.

Causes of Absenteeism
The causes of absenteeism are many and include:

Serious accidents and illness Low morale Poor working conditions Boredom on the job Lack of job satisfaction Inadequate leadership and poor supervision Personal problems (financial, marital, substance abuse, childcare eldercare etc.) Poor physical fitness Inadequate nutrition Transportation problems The availability of income protection plans Stress Excessive workload Employee discontent

Cost of Absenteeism
Absenteeism may have repercussions, which include:

Decrease in Productivity

Employees may be carrying an extra workload, or supporting new or replacement staff. Employees may be required to train and orientate new or replacement workers. Staff morale and employee service may suffer.

Financial Costs

Overtime or agency cost for replacement workers. Cost of self-insured income protection plans. Premium costs may rise for insured plans.

Administrative Costs

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Staff time is required to secure replacement employees or to re-assign the remaining employees Staff time is required to maintain and control absenteeism

Trends in Absenteeism
Surveys indicate the following generalities in absenteeism:

The higher the rate of pay and the greater the length of service of the employee, the fewer the absences As an organization grows, there is a tendency towards higher rates of absenteeism Women are absent more frequently than men Single employees are absent more frequently than married employees Younger employees are absent more frequently than older employees Older employees are absent for longer periods of time than younger employees Unionized organizations have higher absenteeism rates than non-unionized organizations

MANAGING ABSENTEEISM FOR GREATER PRODUCTIVITY: Unauthorized or unscheduled absenteeism is a problem for every organization or business. It creates cost and productivity problems, puts an unfair burden on the majority of employees who show up for work, ultimately hinders customer satisfaction, and drains the country's economy. Experience shows that better attendance is synonymous with better quality, lower costs, and greater productivity (Hazzard, 1990). This paper reviews the literature related to absenteeism and suggests how managers can improve their absenteeism rate and, as a result, improve productivity. Absenteeism is higher in manufacturing environments than in other areas and is a bigger problem among blue-collar workers than white-collar (Hazzard, 1990). Absenteeism is higher in union settings than in nonunion settings. Women are absent more than men, possibly because they are more sensitive to family needs (Dunn and Youngblood, 1986). Single persons are typically absent more than married persons, a pattern that might reflect greater financial pressures for married persons to work (Drago and Wooden, 1992). Generally, there are two types of absenteeism: approved and unapproved. Each organization must determine (within the law and appropriate regulations) what falls into each category, how much time will be allowed for each area of approved leave, and how to deal with unapproved absences. Often, organizations allow time for vacation, holidays, bereavement, and medical and worker's compensation leave. They also allow time for military obligations, jury duty, some personal obligations, and sick leave. Sick leave was originally designed as a short-term salary continuation plan (an insurance policy for legitimate illness) (Markowich, 1993). The amount of time allotted to each type of leave varies from organization to organization. No law requires
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employers to provide sick leave. It is a benefit provided by the employer to seek and retain employees with particular skills. Individual companies must determine the acceptable number of approved leave days in each area. Unapproved leave is time not covered by company policy, and taken without management's prior approval. How management deals with such absences varies from organization to organization. Organizations have little difficulty managing leave such as vacation and holidays since management often establishes when this time may be taken. Leaves that have not been scheduled by the organization's management (bereavement, medical, worker's compensation leave, jury duty, military leave, personal leave, employee illness, child/parent care and tardiness) are more of a problem. Obviously some of these absences are infrequent and cause minor disruptions. However, some can create substantial disruptions since critical work may not get done. The extent of those disruptions depend on the employer's ability to quickly "cover" for the absent employee by ensuring that any critical work is performed by another employee. This paper addresses disruptive absences. Acceptable attendance is being present and on time for work every scheduled day. It means being dependable (Bielous, 1993). Managers and employees have different views about how much absenteeism is normal or appropriate for someone in the subordinate's occupation. In fact, the subordinate estimate (of acceptable absences) is close to twice that of the managerial estimate. ATTENDANCE: The management of workplace attendance is an important aspect of supervision in the workplace. The cost of absenteeism is greater than the direct payment of wages and benefits paid durance the absence. Organizations must also consider the indirect costs of staffing, scheduling, retraining, lost productivity, diminished moral, turnover, and opportunity cost. The indirect costs often exceed the direct cost of absenteeism. Effective supervisory efforts to manage attendance will affect a relatively small percentage of employees, but will result in substantial savings, increased productivity and morale. Purpose of Attendance Management The purpose of attendance management is to develop a willingness on the part of all employees to attend work regularly and to assist them in motivating their co-workers to attend work regularly. This can be done through; 1. Addressing the physical and emotional needs of employees 2. Communicating the attendance goals of the organization so employees can understand and identify with them

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3. Dealing with cases of excessive absenteeism effectively and fairly to produce deterrence. Successful administration of an attendance management program requires managers and supervisors to be aware of, and to create work environments in which the following can be actualized; 1. The greater the extent to which individuals identify with the goals of the organization and care what happens to it, the greater their motivation to be regular in attendance. 2. The more that people find their jobs meaningful to them, the greater their motivation to be regular in attendance. 3. As employees workloads increase due to the absence of a co-worker, peer pressure is exerted on the absent co-worker to attend work on a regular basis. 4. The more people like working for the organization, the higher their motivation to attend regularly. Recognition of good employee attendance helps improve attendance. Employees will have a lower absence ratio if they feel free to discuss their on-the-job problems with their immediate supervisor. 5. Employees with a low absence ratio feel confidence and have supportive relationships in their workplace. Low absence ratio employees are found to be more satisfied with their opportunity for promotion and upgrading. HR AS A LIAISON A Human Resources liaison is someone within a department who is appointed by their Dean, Department Head, Director or Vice Chancellor to act as the communication link between the Human Resources department and their own department. There will also be different departments (i.e., Budget, Payroll) who will attend meetings to share their own department specific information with liaisons. They attend quarterly meetings where they will: Learn about any changes with forms or procedures on campus Find out dates and deadlines for events (performance reviews, benefits open enrollment, merit increases, training sessions, etc.) Listen to information presented by H.R. and other departments. Take back information to their own departments. Bring problems or concerns from departments to be discussed with H.R. staff. Share ideas, solutions or obstacles in their positions with other H.R. liaisons. Act as the point person within a department for H.R. to contact with questions or to relay information. Occasionally attend monthly round table sessions with H.R. to help generate ideas, address concerns and work with other liaisons.

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Should present information at their staff meetings that has been given to them to disseminate within their department. Ensure that newly hired employees within their department are signed-up for a new hire meeting and orientation session.

CHAPTER II OBJECTIVES

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PRIMARY OBJECTIVES: To analyze how satisfied and comfortable the employees are with time office Management activities.

SECONDARY OBJECTIVIES: Absenteeism:

To analyze various causes for absenteeism. To study the various measures adopted by the organization. To provide suggestion in the form of solution to reduce the rate of absenteeism.

Attendance:

To see if the employees are satisfied with the present attendance technology.

Policy:

To see whether Time Office team are performing tasks as per the said policy.

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Over Time:

To find out perception of employees on Over time and Issues.

CHAPTER III COMPANY PROFILE

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Mylan Laboratories Limited

Mylan Laboratories is a public limited company listed on the major stock exchanges in India and is engaged in the manufacture of Active Pharmaceutical Ingredients (APIs) and Solid Oral Dosage Forms.

The development and manufacture of quality intermediates, bulk actives have been critical to our success in delivering innovative and affordable products for both the domestic as well as international markets.

With about 2000 employees, including over 200 R&D scientists, Mylan conducts research & development, and manufacture products at the companys CGMP facilities located near Hyderabad and Visakhapatnam, India. The companys Solid Oral Dosage Forms facility is located near Nashik, about 150 km from Mumbai. The companys focus on Quality, safety, Environment and Occupational Health is pronounced and some of its plants are approved by regulatory agencies such as US-FDA,

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EDQM-EU, TGA (Australia) and some of the largest multinational pharmaceutical companies.

MISSION: Mylan is committed to be a research based, respected, global provider of quality, low-

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cost pharmaceuticals with significant emphasis on protecting environment, occupational safety and health. Mylan will be a significant participant in the treatment of HIV/AIDS worldwide. Enhancing stakeholders interests and to be an employer of choice would our key focus

CORE VALUES: Mutual respect Attitude Teamwork Responsibility Innovation Excellence

COMMITMENT: Is to create a profitable enterprise with due respect to stakeholders interest, corporate governance and social responsibilities. UNIQUE MILESTONES: January 2007 Mylan Laboratories acquired up to 71.5% Controlling Interest in Mylan Laboratories. Mylan is the worlds third largest producer of generic and specialty pharmaceuticals, offering one of the industrys broadest and highest quality product portfolios, a robust pipeline and a global commercial footprint that spans more than 150 countries and territories. Mylan is the region's second largest generics pharmaceutical company With a workforce of more than 16,000, Mylan has attained leading positions in key international markets through its wide array of dosage forms and delivery systems, significant manufacturing capacity, global scale and commitment to customer service.

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Through its Mylan Laboratories subsidiary, Mylan has direct access to one of the world's largest active pharmaceutical ingredient manufacturers. This makes Mylan one of only two global generics companies with a comprehensive, vertically integrated supply chain.
Mylan is organized into two segments -- Generics and Specialty. Its Generics business is divided further by geography -- North America; Europe, the Middle East and Africa (EMEA); and Asia-Pacific (APAC). The U.S. is North America's -- and the world's -- largest market by sales, and company.

January 2007 Mylan receives Fastest Wealth Creator in Motilal Oswal Wealth Creation Study for the year 2006. This is the third time in a row that Mylan has won the award. Making it a hat-trick of outstanding achievement. May 2006 Received Best Management Award from the Government of Andhra Pradesh December 2005 Mylan receives Fastest Wealth Creator Award in the Motilal Oswal Wealth Creation Study consecutively for the year 2005. December 2005 Mylan to acquire controlling stake in Concord Biotech, an Ahmadabad-based biotechnology company with fermentation & Bio-catalytic technology capabilities and US FDA approved API manufacturing facilities.

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November 2005 Mylan receives the National Award for R&D Efforts in Industry (2005) in Pharmaceuticals/Chemical Sector from the Department of scientific & Industrial Research, Government of India, Ministry of Science and Technology. May 2005 Mylan Laboratories Limited acquires controlling stake in Docpharma, Belgium. April 2005 Mylan and Aspen, South Africa, to form two JVs. February 2005 Mylan in strategic alliance with Mchem of China. January 2005 Mylan receives Fastest Wealth Creator Award in the Motilal Oswal Wealth Creation Study, for the year 2004. January 2005 Mylan Purchases Finished Dosage Facility Located near Nashik, about 150 km from Mumbai. April 2004 Mylan signed definitive agreements with India Newbridge Investments Limited (an investment vehicle of the US-based Newbridge Capital) and Maxwell (Mauritius) Pte . Limited (an investment vehicle of the Singapore Government-owned Temasek Holdings) for the issue of 11, 25,000 equity shares each to the two strategic investors at a price of RS. 1,500 per share on preferential basis. March 2004 The Board of directors of Mylan approved the merger of Vera Laboratories Limited, Fine Drugs and Chemicals Limited, Medikon Laboratories Limited and Calibre Engineering Private Limited with itself. The proposed merger is subject to the approval of Shareholders, Honorable High Court of Andhra Pradesh and other regulatory bodies. March 2004

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Mylan has received USFDA approval for its manufacturing facility at Jeedimetla near Hyderabad. This would enable the company to roll out several active pharmaceutical ingredients (APIs) from its facility to the US markets. November 2003 Mylan decided to set up two 50-50 joint venture companies, one in India and the other in Ireland, with a total capital outlay of 3.90 million Euros (Rs.21 core). They would be set up in association with two German companies. October 2003 Mylan has signed an agreement with William J Clinton Presidential Foundation for the supply of antiretroviral for the treatment of HIV and AIDS patients in Sub-saharan Africa, South Africa and the Caribbean countries. May2003 Vorin Laboratories Limited and Medicorp Technologies India Limited have merged with Mylan Laboratories Limited. April 2003 Mylan has successfully filed process Patent applications for 4 products at India Patent Office. September 2002 In September 2002, Mylan laboratories moved towards further consolidation by merging with Vorin Laboratories Limited an API Manufacturer with ISO 9000 certification. May 2002 In May 2002, Mylan acquired 54.89% equity in Medicorp Technologies Limited, an API Manufacturer having US FDA approval, TGA Australia, ISO 9000, ISO 14000 certified. Has also been awarded the IDMA Quality Assurance Excellence Award consecutively for three years. April 2002 On the 26th of April the API facility at jeedimetla was approved by Therapeutic Goods Administration (TGA) by Regulatory Authority of Australia. February 2002 Mylan filed process patent on Citalopram (API) on 27th February 2002.

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Manufacturing Facilities Mylan Laboratories has manufacturing facilities at four locations in and around Hyderabad and Visakhapatnam, India, manufacturing a wide range of Active Pharmaceutical Ingredients. The companys Solid Oral Dosage Forms facility is located near Nashik, about 150 km from Mumbai. All the manufacturing facilities in India have been designed to meet the requirements of Drug Regulatory Agencies. All our facilities are US-FDA approved. The facilities also have ISO 9000, ISO 14000 Certifications. PROFILE OF MYLAN LABORATRIES LTD Name of the company Established in Multi Product Company They are:1. Active Pharmaceutical Ingredients (APIs) 2. Anti Retro Virus (ARVs) : : Mylan Laboratories Ltd. 2004 Public Sector Enterprise

: Broadly classified two heads

HISTORY OF MANUFACTURING SITE : The manufacturing site was established in the year 1993 Formerly known as Vera Laboratories Limited Acquired by Mylan Laboratories Limited in the year 2004 Acquired by Mylan Laboratories in the year 2007

SHIFTS IN MYLAN , G.CHODAVARAM,VIZIANAGARAM DISTRICT

There are 3 shifts in MYLAN LABORATORIES: A from 06.00 AM to 14.00 PM B from 14.00 PM to 22.00 PM C from 22.00 PM to 06.00 AM General from 09.00 AM to 05.30 PM
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The administrative department work in general shift.

HR DEPARTMENT
The HR department at Mylan laboratories is one that strives for excellence and perfection in each and every activity of the organization. All the activities are undertaken with utmost care and total planning.

HR POLICY:
The basic policies of Mylan Laboratories human resources policies includeRECRUITMENT: The purpose of the recruitment and selection policy is to streamline the activities of hiring and placement of employees. To place the right employees for the right job at the right time. No relatives are permitted to work in the same department or in any other positions in which the Company believes an inherent conflict of interest, based on business necessity that may exist The HR department strives for excellence in this by1. Sustain motivated and quality workforce through appropriate and fair performance evaluation, reward and recognition systems. 2. Identify training needs within the organization and design and implement those need based training programs resulting in continuous up gradation of knowledge and skills and attitudes of the employees.

EMPLOYEE ENGAGEMENT: DARPAN: Is house journal, as the name suggests, means reflection you and your family members are welcome to contribute articles features and the like that reflect moments of glory, significance, happiness of the company.

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SPORTS DAY: for the sporty kinds! You can put your skills to test and compete in a host of sporting events organized as part of the sports day organized on Independence Day, annually. And to top it all, you may be a proud owner of a trophy for prosperity. MANTHAN: The mythological churning of the ocean was the quest for Amrit the nectar of immortality. The Amrit was a combination of five elements Tamara, Avadoha, Dadighana, Madhu and pipyata which are symbolized as ingredients of a revitalized organization. The constant process of churning thoughts and ideas in consonance with an increasingly dynamic environment is integral to human Endeavour. With this philosophy in mind a cross functional group has been formed at different locations that would lead celebrations & fun initiatives at the work place and outside involving the employees. CRICKET CLUB: Each location has its own cricket team of which any one can be the part of and challenge other teams. WOMENS DAY CELEBRATION: Every year, on the occasion of International Womens day, all the female employees are honored by having a womens day celebration in the office.

MYLAN EMPLOYEE WELFARE ASSOCIATION:

Mewa started in the year 2005 with an objective to benefit employees and their families by providing financial assistance for higher education & marriage. ELIGIBILITY: All confirmed employees of the organization drawing monthly gross salary not exceeding Rs. 25000/ excluding PF, Bonus, and LTA & medical are eligible. GRANT FOR HIGHER EDUCATION: Financial assistance would be extended from intermediate (i.e. class 11th) onwards. Candidates pursing degree, post graduation, engineering and medicine are also eligible to apply Financial assistance granted towards educational expenses will be paid in favor of the college / university. Where an employee has already paid the fees to the college authorities, the same would be reimbursed upon submission of sufficient proof.

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Irrespective of the above mentioned salary criteria , candidates are encouraged to apply if he/ she scores more than 500 marks in 10th class, and above 90% in intermediate 1st and 2nd year and or for admission into IIT , IIIT and BITS pilani. EMPLOYEE FAMILY: Spouse and children

GRANT FOR MARRIAGE: Financial aid on occasions such as marriage for self /children will be provided for a maximum of two times during the tenure of employment.

For employees whose gross salaries do not exceed Rs.25,000 per month, an amount of Rs.15,000 shall be given at the time of their marriage For employees whose gross salaries exceed Rs.25,000 per month an amount of Rs.1,116/ shall be given as gift at the time of their marriage EMPLOYEE BENEFIT PLAN:

Provident Fund: It is a statutory plan under the provisions of the employees provident fund
applicable to all cadres of employees. Employee has to contribute 12% of base pay and dearness allowances every month along with equal contribution from the employer. Companys contribution @12% towards provident fund is a part of the total compensation package of the employee. EMPLOYEES STATE INSURANCE: It is a statutory plan under the provisions of the employees state insurance act. It is applicable to the employees whose monthly gross salary is below INR 10000. Employee will contribute 1.75% of the monthly gross salary where as the company will contribute 4.75% of the monthly gross salary, to ESI ESI is administered by ESI Corporation, which maintains hospitals and dispensaries for the employees and their family members. ESI Corporation extends various benefits such as sickness, maternity, disablement, death etc to the eligible employee and their family members.

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PERFORMANCE MANAGEMENT:
The goal of performance management at organization is to systematically and holistically improve the companys present and future work results by enhancing the employees performance. Performance development as a combination of individual development and career management. It is recognized at all levels within the organization as critical because it is recognized that to be competitive and successful. As a result will receive more financial rewards, as well as the ability to grow into positions with more responsibility. The assessment is done annually the review period is the calendar year and increments are effective from the month April. Employees confirmed on or before 31st march of the effective year are eligible for increments. The corporate HR shall send in the performance appraisal forms to the respective HODs for evaluating the performance of the employee. The tasks undertaken by the employee during the appraisal period and the performance attributes of the employee shall be evaluated by the respective HODs under two broad parameters. For employees up to executive level Competencies behavioral Competencies technical For Assistant manager and above employees Competencies behavioral Key result areas ( for assistant manager and above)

The same shall be discussed with respective employee and feedback will be given to the employee on his/her performance. At the end of assessment year, the HOD rates the performance by assigning scores for the competencies and KRAs Employees who join the organization on or before 30th June of the assessment year are eligible for 100% increment. Employees who join the organization 1st July 30th September of the assessment year are eligible for 50% increment. Salary increments are based on market, industry benchmarks and internal equity.

PERFORMANCE LINKED BONUS:

Performance linked bonus will be a part of the offer at the level of manager and above. This amount is for 12 months of working. However if the employees has not completed 12 months

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and is due for an increment then the same would be calculated on a prorated basis. HR is the process owner and facilitator for performance appraisal and does the necessary interpretation and finally rolls out the increments.

TRAINING:
Mylan Laboratories Human Resources department believes that quality is the hallmark of any successful venture. Quality Training and Development of Human Resources is realized through Identifying training needs within the organization and designing and implementing those need based training programs to bring about continuous up gradation of knowledge, skills and employee attributes. Mylan Labs strongly believes that to be in business, up gradation of employees knowledge and skills is essential. Hence investment in human resources is one of the top priorities of the management.

PROCEDURE: Each Functional Head identifies the knowledge and skills required to perform critical tasks involved in the assignments given to individuals within his/her function either at the stage of recruitment, during performance appraisals or s/he may recommend an employee for training as and when the need be Training would be given to employees on the following aspects _ Behavioral training _ Technical training ( responsibility lies with Site HR) _ Environment, health & safety ( responsibility lies with Site HR) _ Need based training (job specific training)

PRODUCTION DEPARTMENT
The production department works day in and out to set targets in order to assemble the products on time and the production supervisors ensure that they achieve the targets. They have regular short interval meetings daily to check the progress. Manufacturing Facilities

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Mylan has several operating units, including a network of U.S. Food and Drug Administration, EDQM, TGA etc-approved manufacturing facilities in India and China for active pharmaceutical ingredients and intermediates . The company has manufacturing facilities at four locations in and around Hyderabad and Visakhapatnam, India, which manufacture a wide range of APIs. The company's finished dosage form facility is located near Nashik, about 150 km from Mumbai. All Mylan facilities have ISO 9000, ISO 14000 certifications.

MAINTENANCE DEPARMENT
This department ensures the smooth functioning of all lines by checking them regularly and they also check the raw materials.

INTERNAL QUALITY CONTROL

At Mylan Labs Quality is not a responsibility that is to be fulfilled; but it is a habit. They have a separate quality department that works diligently to maintain the quality standards. Customer satisfaction is of utmost importance there. They never compromise on any small issue.

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CHAPTER-IV RESEARCH METHODOLOGY

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POPULATION OF THE STUDY: The aggregate of all the units pertaining to a study is called the population or the universe. All the employees at Mylan Laboratories Limited were the population of our study. UNIT OF THE STUDY: An employee at Mylan Laboratories Limited, Unit-8, Vizianagaram.

SAMPLE SIZE: one sixth of the total number of employees working at Mylan Laboratories Limited. Total number of employees=824 Sample size=1/6*824=50

SAMPLE SELECTION METHOD: The sample selection method used is Stratified Random Sampling of the probability sampling method. This sampling technique the population is subdivided into homogenous group and for each stratum, random sample is drawn.

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CHAPTER-V DATA ANALYSIS AND INTERPRETATION

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ABSENTESSIM

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1) I am satisfied with the existing working conditions. OPTIONS SA A N D SD TOTAL Table No: 1 NO.OF RESPONSES 13 35 0 2 0 50 PERCENTAGE 26 70 0 4 0 100

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Graph No: 1

INFERENCE: It has been inferred that 70% of the respondents are satisfied with the existing working condition, 26% of the respondents seems to be strongly agreed. Also we can infer that 4% of the respondents are dissatisfied.

2) I am satisfied with the welfare measures adopted by the company. OPTIONS SA A N D SD TOTAL NO.OF RESPONSES 5 19 0 16 10 50 PERCENTAGE 10 38 0 32 20 100

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Table No: 2

Graph No: 2 INFERENCE: It has been inferred that 38% of the respondents are satisfied with the welfare measures adopted by the company, and also we can infer that, 32% of the respondents disagreed, 20% of the respondents are strongly disagreed and 10% of the respondents strongly agreed to it.

3) I feel excited while working. OPTIONS SA A N NO.OF RESPONSES 10 27 0 PERCENTAGE 20 54 0

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D SD TOTAL Table No: 3

12 1 50

24 2 100

Graph No: 3 INFERENCE: It has been inferred that 54% of the respondents agree that they are feeling excited while working, 24% of the respondents disagree, 20% of the respondent strongly agree and 2% of the respondent strongly disagree to it.

4) Does any of the Occupational diseases frequently cause your absenteeism? OPTIONS SA A NO.OF RESPONSES 4 16 PERCENTAGE 8 32

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N D SD TOTAL Table No: 4

2 20 8 50

4 40 16 100

Graph No: 4 INFERENCE: It has been inferred that 40% of the respondents have an opinion that they are not being absent due to any occupational hazards , 32% of the respondents agreed that due to occupational diseases they are taking leave,16% of the respondents strongly disagreed to it,8% of the respondents are strongly agreed and 4% of the respondents are neutral.

5) Political or social engagement force/makes me to remain absent frequently OPTIONS NO.OF RESPONSES PERCENTAGE

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SA A N D SD TOTAL Table No: 5

2 6 5 26 11 50

4 12 10 52 22 100

Graph No: 5 INFERENCE: It has been inferred that 52% of the respondents disagree that the political or social engagement force did not make them absent from work, 22% of the respondents strongly agreed to it,10% of the respondents are neutral ,12% of the respondents agreed to it and 4% of the respondents strongly agreed to it.

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6) I feel that due weightage is given to reduce absenteeism. OPTIONS SA A N D SD TOTAL Table No: 6 NO.OF RESPONSES 2 7 0 27 14 50 PERCENTAGE 4 14 0 54 28 100

Graph No: 6 INFERENCE: It has been inferred that 54% of the respondents disagree,28% respondents strongly disagree,14%of respondents agreed and 4% strongly disagree to due weightage is given to reduce absenteeism by management.

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7) I feel lonely while working with others. OPTIONS SA A N D SD TOTAL Table No: 7 NO.OF RESPONSES 4 12 1 17 16 50 PERCENTAGE 8 24 2 34 32 100

Graph No: 7 INFERENCE: It has been inferred that 34% of the respondents disagree, 32% strongly disagree,24% respondents agree ,8% respondents strongly agree that they feel lonely while working with others and 2% respondents feel neutral.

8) I am clear about my work/job responsibilities.

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OPTIONS SA A N D SD TOTAL Table No: 8

NO.OF RESPONSES 28 19 0 3 0 50

PERCENTAGE 56 38 0 6 0 100

Graph No: 8 INFERENCE: It has been inferred that 56% of the respondent strongly agree, 38% of the respondents agree and 6% of the respondents disagree that they are clear about their job responsibilities.

9) Adequate training is received on absenteeism containment and reduction by the superior.

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OPTIONS SA A N D SD TOTAL Table No: 9

NO.OF RESPONSES 4 16 4 20 6 50

PERCENTAGE 8 32 8 40 12 100

Graph No: 9 INFERENCE: It has been inferred that 40% of the respondents disagreed,32% of the respondents agreed,12% of the respondent strongly disagreed ,8% of the respondents are neutral and 8% of the respondents are strongly agree that adequate training is received on absenteeism containment and reduction by the superior

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10) Stress is part of my work life: OPTIONS SA A N D SD TOTAL Table No: 10 NO.OF RESPONSES 8 28 4 7 3 50 PERCENTAGE 16 56 8 14 6 100

Graph No: 10 INFERENCE: It has been inferred that 56% of the respondents agree that stress is part of their work life,8% of them view it to be neutral. Also we can infer that, 16% of the employees strongly agree and 14% of them disagree but 6% of them strongly disagree.

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BIOMETRIC SYSTEM

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11) I am comfortable with the Computerized Attendance/Biometric system. OPTIONS SA A N D SD TOTAL Table No: 11 NO.OF RESPONSES 30 16 0 4 0 50 PERCENTAGE 60 32 0 8 0 100

Graph No: 11 INFERENCE: It has been inferred that 60% of the respondents strongly agree that they are comfortable with the biometric system, 32% of the respondents agree and 8% of the respondents disagree to it.

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12) Do you think that the use of attendance technology in your work place means that employer mistrust employee.

OPTIONS SA A N D SD TOTAL Table No: 12

NO.OF RESPONSES 5 17 5 19 4 50

PERCENTAGE 10 34 10 38 8 100

Graph No: 12 INFERENCE: It has been inferred that 38% of the respondents disagree that the use of biometric system means that employer mistrust employee,34% of the respondents agrees to it,10% strongly agrees to it,10% of the respondents are neutral and 8% of the respondents are strongly disagree to it.

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13) Use of Biometric Technology is beneficial to the Organization.

OPTIONS SA A N D SD TOTAL Table No: 13

NO.OF RESPONSES 23 22 5 0 0 50

PERCENTAGE 46 44 10 0 0 100

Graph No: 13 INFERENCE: It has been inferred that 46% of the respondents strongly agree that the use of biometric system is beneficial to organization, 44% agrees to it and 10% of the respondents are neutral.

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14) Do you feel, manual attendance is necessary for some exceptional situations? OPTIONS SA A N D SD TOTAL Table No: 14 NO.OF RESPONSES 6 13 3 23 5 50 PERCENTAGE 12 26 6 46 10 100

Graph No: 14 INFERENCE: It has been inferred that 46% of the respondents are disagree to have manual attendance in some exceptional situations,26% of the respondents agrees to it,12% of the respondents strongly agrees to it,10% of the respondents strongly disagree to it and 6% of the respondents are neutral to it.

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TIME OFFICE MANAGEMENT RESPONSIBILITY

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15) Do Time management team question the employee regarding the unauthorized leaves? OPTIONS SA A N D SD TOTAL Table No: 15 NO.OF RESPONSES 3 22 0 16 9 50 PERCENTAGE 6 44 0 32 18 100

Graph No: 15 INFERENCE: It has been inferred that 44% of the respondents agree that time office management questions regarding the unauthorized leaves, 32% of the respondents disagree to it, 18% of the respondents strongly agree to it.

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16) Time Office Management doesnt entertain any slips, which are submitted after the due date. OPTIONS SA A N D SD TOTAL Table No: 16 NO.OF RESPONSES 1 26 0 22 1 50 PERCENTAGE 2 52 0 44 2 100

Graph No: 16 INFERENCE: It has been inferred that 52% of the respondents agree that time office team doesnt entertain any slip after the due date, 44% of the respondents disagreed to it, 2% of the respondents strongly agreed to it and 2% of the respondents strongly disagree to it.

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17) Queries posted by me are addressed promptly by Time Office team. OPTIONS SA A N D SD TOTAL Table No: 17 NO.OF RESPONSES 16 29 3 2 0 50 PERCENTAGE 32 58 6 4 0 100

Graph No: 17 INFERENCE:

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It has been inferred that 58% of the respondents agreed that Queries posted are addressed promptly by Time Office Team, 32% of the respondents strongly agreed to it, 6% of the respondents are neutral and 4% of the respondents disagree to it.

18) Time Office Team responds quickly to the employee problems OPTIONS SA A N D SD TOTAL Table No: 18 NO.OF RESPONSES 17 26 0 5 2 50 PERCENTAGE 34 52 0 10 4 100

Graph No: 18 INFERENCE:

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It has been inferred that 52% of the respondents agreed that Time Office Team respond quickly to the employee problem, 34% of the respondents strongly agree to it, 10% of the respondents disagree to it and 4% of the respondents strongly disagree to it.

19) Does the Time Office team perform task as per the deadline OPTIONS SA A N D SD TOTAL Table No: 19 NO.OF RESPONSES 9 28 6 7 0 50 PERCENTAGE 18 56 12 14 0 100

Graph No: 19 INFERENCE:

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It has been inferred that 56% of the respondents agreed that Time Office Team perform task as per the deadline, 18% of the respondents strongly agreed to it, 14% of the respondents disagreed to it and 12 % of the respondents are neutral.

POLICIES

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20) Serious disciplinary action is taken by management on unauthorized leaves: OPTIONS SA A N D SD TOTAL Table No: 20 NO.OF RESPONSES 5 24 1 14 6 50 PERCENTAGE 10 48 2 28 12 100

Graph No: 20 INFERENCE:

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It has been inferred that 48% of the respondents agreed that serious disciplinary action is taken by mgmt on unauthorized leaves, 28% of the respondents disagreed to it, 12% of the respondents strongly disagreed to it, 10% of the respondents strongly agreed to it and 2% of the respondents are neutral.

21) I feel there is a need to change the existing policies related to leave system. OPTIONS SA A N D SD TOTAL Table No: 21 NO.OF RESPONSES 3 22 7 17 1 50 PERCENTAGE 6 44 14 34 2 100

Graph No: 21 INFERENCE: It has been inferred that 44% of the respondents agreed that there is a need to change the existing policies related to leave system,34% of the respondents disagreed to it,14% of the respondents
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are neutral,6% of the respondents strongly agreed to it and 2% of the respondents are strongly disagreed to it.

22) I am satisfied with the level of employee friendliness in the policies.

OPTIONS SA A N D SD TOTAL Table No: 22

NO.OF RESPONSES 10 36 0 4 0 50

PERCENTAGE 20 72 0 8 0 100

Graph No: 22 INFERENCE:

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It has been inferred that 72% of the respondents agreed that they are satisfied with the level of employee friendliness in the policies, 20% of the respondents strongly agreed to it, 8% of the respondents disagreed to it.

OVER TIME

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23) Over Time efforts by employee are well recognized by the company. OPTIONS SA A N D SD TOTAL Table No: 23 NO.OF RESPONSES 6 35 1 6 2 50 PERCENTAGE 12 70 2 12 4 100

Graph No: 23 INFERENCE: It has been inferred that 70% of the respondents agreed that overtime efforts by employee are well recognized,12% of the respondents are strongly agreed to it,12% of the respondents disagreed to it,4% of the respondents strongly disagree to it,2% of the respondents are neutral.

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24) Over Time is beneficial to OPTIONS ORGANIZATION INDIVIDUAL BOTH TOTAL Table No: 24 NO.OF RESPONSES 11 7 32 50 PERCENTAGE 22 14 64 100

Graph No: 24 INFERENCE:

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It has been inferred that 64% of the respondents agreed that overtime is beneficial to both organization and individual,22% of the respondents says overtime is beneficial only to organization, and 14% of the respondents says overtime is beneficial to individual.

25) For what reasons are you doing over time OPTIONS PENDING WORK RELIEVER ON LEAVE AUDIT PURPOSE EARNING MONEY ALL THE ABOVE TOTAL Table No: 25 NO.OF RESPONSES 7 15 9 0 19 50 PERCENTAGE 14 30 18 0 38 100

Graph No: 25
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INFERENCE: It has been inferred that 38% of the responded that reasons for doing overtime are pending work, reliever on leave, audit purpose, earning money, 30% of the responded that reasons for doing over time is due to reliever on leave, 18% of the responded that it is due to audit purpose and remaining 14% are due to pending works.

CHAPTER-VI FINDINGS

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ABSENTEESIM
On analyzing the response, it is found that, most of the employees are satisfied with their working conditions and there is only minor dissatisfaction among the employees. 56% of the employees feel very much stressed in their work environment. Most of the employees are excited about their work. It has been found that, occupational diseases also have a significant impact on absenteeism. Most of the employees feel that their relationship with their colleagues is good. Most of the employees are dissatisfied with the canteen facilities because the food doesnt taste good and also it is very congested. It is found that most of the employees feel that internal politics/social factors dont have impact on their absenteeism. Half of the employees feel that management doesnt take any steps to reduce absenteeism. Only half the employees are clear about their job responsibilities.

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BIOMETRIC SYSTEM
It is found that 92% of the respondents are comfortable with the biometric system. Some of the respondents have an opinion that the use of attendance technology in work place means employer doesnt trust them. 46% of the respondents strongly agree that use of biometric technology is beneficial to the organization. 46% of the respondents have an opinion that, manual attendance is necessary for some exceptional situations. USE OF PUNCH CARDS AND THE ATTENDANCE SYSTEM A. The policy followed by Mylan regarding use of swipe cards for the automated electronic attendance system at primary work location.

B. All Department/Divisions have to ensure accurate attendance records. All employees are required to swipe/punch in at the time of arrival and at the time of departure. C. Swiping/punching in an advance of your starting time or long after your ending time will not result in extra pay. Only pre-approved overtime authorized by a Head of the Department in compliance with the authorized approval from time office management will be recognized. D. Employees are strictly prohibited from swiping/punching in or out for another employee. Employees are also strictly prohibited from signing in and out for another employee for break and lunch times. Any employee who is found to be in violation of the policy will be subject to disciplinary action up to and including termination.

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E. An employee who loses his or her swipe card will be charged $5.00 for a replacement card. Replacement fees will be deducted from the employees pay. Replacement cards will be issued by the Business Administrator. F. It is the responsibility of the employee to notify his or her supervisor that they have, for some reason, forgotten to swipe/punch in. Repeated occurrences of this nature may result in disciplinary action. .

TIME OFFICE MANAGEMENT RESPONSIBILITIES

Only some respondents think that time office management questions regarding unauthorized leaves. Half of the respondents feel that time office management dont entertain slips after the due date. A little more than half of the respondents say that queries posted by them are promptly addressed by the time office team. Half of the respondents feel that time office team perform tasks as per the deadline.

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POLICIES

It is found 48% of the respondents opinion is that serious disciplinary action is taken by management on unauthorized leaves. 44% of the respondents feel that they are satisfied with the existing policies related to leave and there is no need for a change in it, and 34% of the respondents think that a change is necessary. Most of the respondents feel that policies are employee friendly.

OBSERVATION:
Workers are making advantage of attendance policy, it says if any employee who is coming half an hour late for work should be considered as half day leave. So some employees leave the work place and enjoy their half day leave.

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OVER TIME

Most of the respondents feel that they are paid well for doing over time. Most of the respondents feel that over time is beneficial for both the organization and the individuals. Most of the respondents did over time in order to finish pending work, earn extra money, audit purpose etc.

OBSERVATION: Workers are performing over time to cover out their Loss of pay amount. Due to this unauthorized leaves are being encouraged.

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CHAPTER-VII SUGGESTIONS

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ABSENTEESIM
Welfare measures of the employees should be improved so as to make the employees feel more satisfied and contended. A satisfied employee will be more committed to the organization. Since there is a wide spread dissatisfaction about the canteen facilities, management has to first provide better canteen facilities. Half of the employees feel stressed about their work; but stress is a part and parcel of work life. So they have to be taught to use this stress to their advantage and increase their productivity.

Since occupational diseases have a significant impact on absenteeism, management has to ensure that everybody is using the safety equipment and reduce the incidence of catching an occupational disease and medic-claim policies, weekly or monthly medical checkups etc should be provided to the employees in order to make them physically fit for the job.

Most of the employees are excited about their work. Good interpersonal relationships may be a reason for this. So the management has to ensure that the employees maintain good inter personal relationships with each other. This can be done through team exercises.

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 Provide Incentives- An incentive provides an employee with boost to their motivation and avoid unnecessary absenteeism. Incentives like two hours of bonus pay for every month of perfect attendance can improve a lot. Employee Assistance Program- If you confront an employee about his or her frequent absenteeism and you find out that it is due to personal problems refer them to EAP. Sickness Reporting Employees should intimate immediate supervisor as early as possible about why they are unable to make it to work and when they can be expected to return to work. Return to Work Interview- When an employee returns to work then ensure that they have a return to work interview.

ATTENDANCE
Some of the respondents feel that the biometric system is being used since the employer does not trust them. So they have to be made known that the system is being used for convenience and not because they are mistrusted. Thus training should be taken up to remove this misconception. 38% of the respondents have an opinion that, manual attendance is necessary for certain exceptional situations, the exceptional situation should be identified and decision has to be made upon if these situations are truly exceptional.

OBSERVATIONS: The day starts with generating the attendance report from Bio-metric and verified with the registers which will be received from all blocks/sections. It is also advised to all HODs/ In-charges to send the attendance registers to Time office after 30 minutes from the starting of each shift, which gives us employee movement. It takes lot of time to verify it, and we are not able to track employee movement with zero fallacy. So I would like to suggest, computerizing the whole system i.e to have Bio-metric system at each block. So that attendance can be systemized.

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 To avoid reading problem of a particular single finger, it is suggested to register two different fingers of all employees. In case primary finger is not suitable for verification (such as when the finger is hurt) secondary finger can be used for authentication process. The particular employee who faced the problem with Biometric system will be called to Time office and re-tested his finger print. Time office will make necessary verification fro the department whenever required. In cases like reading problem the employee should submit his attendance regularization form to Time office not later than 1 day. In absence of Time office persons, it should be brought to the notice of security supervisor on duty. Periodic HR audits have to be taken place and different Unit HRs should go to different areas to conduct audits. It would be suggestible, if the same punching machines which are present at the main entrance are made available at work stations also, this will reduce the manual work being done and results in less data discrepancy It is the primary responsibility of employee to check whether system says Thank You or Try again. To avoid the shadow on the panel of the system one plank will be arranged It would be suggestible to install an centralized data base at corporate office, so that same data which is with the time office mgt will be reflecting with the corporate office also. Employing the above practice will reduce the chance of manipulation.

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TIME OFFICE MANAGEMENT RESPONSIBILITIES

50% of employees say that time office management doesnt question regarding unauthorized leaves, a practice should be made to conduct an employee HR face-face meeting on unauthorized leaves. 46% of the respondents opinion is that time office management entertains slips after the due date; consistent monitoring should be made on time office management and made sure that it is in bound to the company policies. Through interaction with the employee I found that some employees are dissatisfied in getting information promptly from time office team, this is due to lack of required manpower, so I would like to suggest to increase manpower in time office.

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POLICIES
Most of the respondents are happy with the existing policies; but still only 48% think that people who take unauthorized leaves are punished. This indicates that some of the people do not understand the policies properly. The policies have to be made clearer and this misunderstanding has to be sorted out. UNAUTHORIZED LEAVE: First, 'unauthorized leave' can be assumed in two ways a) Employees taking a day or two off for a variety of reasons without prior notification b) Who simply disappears for a week or a prolonged block of time (e.g., going off to an unauthorized educational program, holiday, etc). In some situation, the supervisors of the involved employees and HR to use individual counseling -- attempting to help employees identify and resolve problems contributing to their absenteeism (and referring them to other services that have appropriate specialized knowledge (e.g., drug and alcohol counseling) and, if necessary, employing a performance management process. Do not ignore the first time the employee is absent, at the very earliest instance upon the employee returning to work, organize a short meeting to discuss what happened.

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 For repeat offenders, when having further discussions try to explain what impact their absence has on the business or morale of the team, whichever is more applicable, avoid accusing them but simply show them their record and the possible impact of their actions. If nothing works then one would proceed to take more serious action, in some cases dismissal, depending of course on the policy of the company. It is very important at this stage to have documented proof of all discussions that took place with employees. I think the first step is to understand why, rather than applying more policies. To find that symptom of absenteeism. Changing the culture and removing the causes of these reactions are a far more effective way of reducing absenteeism than writing and enforcing policies.

SUGGESTIONS TO CONTROL LOP: Management can introduced a cash award (Rs125/) scheme along with appreciation letter for the workmen those who do not have any LOP's during that year and this is being given to them on the eve of 26th Jan every year. Then management can introduced 3 year cash award (Rs300/-) per workmen those who do not put in LOP during the 3 years. Workmen who has not availed any CL, EL, SL, during the past three years, management can given good silver article on the eve of 26th Jan. And can displayed his name and awarded photo in gallery and he was quite delighted. Lastly, management have conducted a training program on consequences of absenteeism for those who absent etc., and we also adopt various counseling measures to him and his family members, with the help of union.

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OVER TIME
32% of the respondents says that over time efforts that are put in by employee are not well recognized, most of the chemists says that they are provided with original amount of salary even if they work for over time So I would like to suggest that the over time effort put in by employees should be appreciated with certain accolades. Over time is not beneficial to individual as well as for organization, if the individual works more that 8 hrs a day his health would be in trouble and he may feel stress and the next day job may be impacted. In organization view, the productivity would be decreased if an employee does overtime. So I would like to suggest that we can increase the manpower/machinery instead of going for the over time concept OBSERVATIONS: The HODs/In-charges have to communicate down the line that Extra Duty authorization slip should be handed over to Time office on the same day. In absence of Time office personnel, it should be handed over to Security supervisor.

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 Over Time monthly comparison statement should be presented in Monthly review meeting at corporate office. The reasons for over time ,most employees opted for audit works. So management can provide extra supporting staff for audit purposes.

CHAPTER-VIII CONCLUSION

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 The workers at Mylan Laboratories Ltd are very much satisfied by the Time Office Management activities. The Time Office management is very much supportive to the employees. It tries to solve employees problem quickly. The relationship between the peers is very supportive which is a good sign in terms of their cooperation with the management. Their needs to be revision in the existing over time policy.

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CHAPTER-IX BIBLIOGRAPHY

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WEBSITES REFERRED:
www.scribd.com www.citehr.com

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CHAPTER-X
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ANNEXURE

QUESTIONNAIRE
Please respond to each question by choosing one of the options and mark the option which you think best in the space provided below. Your information would be of great help for me to complete my project successfully. This is purely for academic purpose and the company has nothing to do with it. The information which you provide will be kept confidential. 1-Strongly Agree 2-Agree 3-Disagree 4-Strongly Disagree 5-Cant say

Name: ____________________ Experience:

Dept: ______________ Employee Code:______________ b) 1-3 yrs e)Above 10 yrs b) Single b) 30-40 d) 50 and above c) 3-5 yrs

a) Less than 1 yr d) 5-10 yrs

Marital Status: Age:

a) Married a) 20-30 c) 40-50

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QUESTIONS:
1) I am satisfied with the existing working conditions. 2) I am satisfied with the welfare measures adopted by the company. 3) I feel excited while working. 4) Does any of the Occupational diseases frequently causes your absenteeism. 5) Political or social engagement force/makes me to remain absent frequently. 6) I feel that due weightage is given to reduce absenteeism. 7) I am comfortable with the Computerized Attendance/Biometric system. 8) I feel lonely while working with others. 9) Serious disciplinary action is taken by mgmt on unauthorized leaves. ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) )

10)Do you think that the use of attendance technology in your work place means that employer mistrust employee. ( ) 11) I am clear about my work/job responsibilities. ( ) ) ) )

12) Do Time management team question the employee regarding the Unauthorized leaves. ( 13) Use of biometric technology is beneficial to the organization. 14) Do you feel, manual attendance is necessary for some exceptional situations. If any specify___________________________________________ ___________________________________________ ( (

15) Time Office Management doesnt entertain any slips, that are submitted after the ( Due date. 16) I feel there is a need to change the existing policies related to leave system. 17) Queries posted by me are addressed promptly by Time Office team. 18) Adequate training is received on absenteeism containment and reduction by the superiors 19) Over Time efforts by employee are well recognized by the company 20) I am satisfied with the level of employee friendliness in the policies 21) Time Office Management quickly respond to the employee problems 22) Does the Time Office team perform task as per the deadline. GITAM UNIVERSITY ( ( (

) ) )

( ( ( (

) ) ) ) Page 85

23) Stress is part of my work life. 24) Over Time is beneficial A) Organization B) Individual C) Both

( (

) )

25) For what reasons are you doing over time. A)Pending work B)Reliever on Leave

( C)Audit Purpose

D) Earning money

E) All the above

THANKS FOR YOUR COOPERATION

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