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Controlling Absenteeism and Labour Turnover: Sun Pharmaceuticals

Rs. 1,500.00

High levels of absence and labour turnover can be serious problems for both large and small organisations. All organisations can expect some degree of absence and labour turnover. Indeed a certain degree of labour turnover may be desirable since it creates opportunities to introduce wider experience and new ideas to the organization, as well as providing career development opportunities for existing workers. Persistently high levels of absence or labour turnover, however, are costly both to individual organisations and the economy as a whole and adversely affect efficiency, productivity, profitability and morale.
High labour turnover and absence, like lateness, may be due to a particular cause but they can also be an indication of more fundamental organizational problems. Establishing the cause and working out a solution may, therefore, call for a thorough examination of the organization’s policies and activities. It may be difficult for those within the organization to do this with the degree of rigor and objectivity required, and it may be advisable to involve someone from outside the undertaking to assist with the task. altogether.
Turnover and absenteeism have similar effects upon organizational productivity and costs.
In the former case, the employee has left and there is no other person to perform the job. In the case of absence, the employee is still in service but is not around to do the job.
The adverse effect on organizational overheads has the potential of crippling your operations, bringing activities to a standstill.
Employee turnover requires that you need to recruit a new employee of similar qualification, skills and knowledge, if not better. Having lost valuable expertise, there is no assurance that you can find a suitable replacement. This costs money to your organization.
Absenteeism will cost your organization in terms of valuable work-hours lost and increased administrative overheads. There is also the numerous hours spent by management in resolving absenteeism problems among employees.
An employee who habitually absents himself or herself is within the category of difficult employees.
The present study takes a case of Sun Pharmaceuticals in India to examine the labour and employees’ absenteeism and its impact on productivity.

Number of Pages of Project Report: 78
Package Includes: Project Report
Project Format: Document (.doc)

Table of Contents of Project Report:
Chapter 1
1.1 Introduction To The Study
1.2 Need For The Study
1.3 Objectives Of The Study

Chapter 2: Theoretical Background
2.1 Definitions of Absenteeism
2.2 Types of Absenteeism
2.3 Counselling Innocent Absenteeism
2.4 Corrective Action For Culpable Absenteeism
2.5 Theories of Absenteeism
2.6 Effects of Absenteeism
2.7 Peculiar Features of Absenteeism
2.8 Dealing with Absenteeism and Labour Turnover- A Different Approach

Chapter 3: Literature Review
Chapter 4: The Pharmaceutical Industry In India
Chapter 5: The Company: Sun Pharmaceuticals

Chapter 6: Research Methodology
6.1 Type of Research
6.2 Research Design
6.3 Sources Of Data
6.4 Sampling Method
6.5 Sample Size
6.6 Tools For Analysis
6.7 Limitations Of The Study

Chapter 7: Data Analysis


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