1.

0 INTRODUCTION
GlaxoSmithKline Bangladesh is one of the leading multinational pharmaceuticals company in this country. To maintain its leading position in the Bangladesh, GlaxoSmithKline Bangladesh Ltd always keen to develop long-term beneficial relationship with trustworthy clients. To achieve this end, they have always tried their level best to develop the human resource of Bangladesh by recruiting their company. It always treats its employees as resource where many Bangladeshi as well as some Multinational companies treats the people as workers. The report on A survey of Emploee A tudesn GlaxoSmithKline Bangladesh Ltd was initiated I

as part of the Internship Program, which is a BBA Degree requirement of the Bachelor of Business Administration of International Islamic University Chittagong. The report is being submitted to the Since the BBA program is a structured, practical and theoretical method of learning, the students of this program are required to have practical exposure in any kind of business organization as last term of this course.

1.1 Origin of the Report

This report has been prepared as a partial requirement of BBA program. After the completion of 42 courses, a student has to complete a 3-month organizational attachment. Therefore, after completion of 3-month organizational attachment at GlaxoSmithKline Bangladesh this report has been prepared.

1.2 Objec ve of the report

Every research work is conducted to achieve some objectives. The primary objective of this report is to fulfill the requirement of the internship program. The secondary objective of the report is to understand the Employee A (Chi agong Site )Bangladesh tude and its impact in GSK

The report serves mainly the following two purposes: # To know about the employee A (Chittagong site). tude and its impact in GlaxoSmithKline Bangladesh Ltd.

# To fulfill the requirement of the internship program. Specic objec ves : To know the factors of Employee A tudes that play role in GSK Bangladesh Ltd . The causes of Employee A tude in GSK Bangladesh Ltd . To measure the employee a dudes through an employee a tudes survey . To know how to inuence the employee a dudes .

1.3 Methodology
In the organization part, much information has been collected from different published articles, journals, brochures, web sites and previous internship report. All the information incorporated in this report has been collected both from the primary sources and as well as from the secondary sources. For the collection of information the following steps has been taken: Developing both open ended and close-ended questionnaire for qualitative and quantitative information. Interviewing various level of officials of GSK

Gathering information from other pharmaceutical company by face to face interview Using graphical facts and charts to support the findings

1.3.1 Primary Source of Information:

For the primary source of information, a total number of 46 employees of GSK are interviewed. Besides the interview the primary information are collected by Observation from the total internship period. Discussion with officials of GlaxoSmithKline Bangladesh Ltd. Conduc ng an Employee A tude Survey

1.3.2 Secondary Sources of Data

Periodic Bulletins published by GlaxoSmithKline Bangladesh Ltd. Annual reports of GlaxoSmithKline Bangladesh Ltd Relevant GlaxoSmithKline paper and published documents Internet browsing

1.3.3 Sample
Sample as per length of service
Corporate

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1-5Y 6 - 10 Y 11 - 15 Y Above 16

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1.4 Scope

The scope of this report is limited to the overall descriptions of the pharmaceuticals company, its services, its position in the industry, and its competitive advantage. The scope is also defined by the organizational set-up, functions, and performances. Here GlaxoSmithKline Bangladesh Ltd is compared with the theoretical knowledge and in perspective with the Bangladeshi company.

1.5 Limitations

Information of the Human Resource Department is strictly confidential Rush hours and end of the month of June was another reason that acts as an obstacle while gathering data

Hesitation and refusal of the respondents caused also one of the limitations Limitation of time was one of the most important factors that shortened the present study True reflection of opinion may not have showed up

2.0 GlaxoSmithKline GSK is one of the worlds leading research-based pharmaceutical and healthcare research based companies, committed to improving the quality of human life by enabling people to do more, feel better and live longer. With a firm foundation in science, discover, develop, vaccines, manufacture cture prescription and distribute and medicines

consumer health products. Headquartered in the UK, with the major business operations in the US 2.1.1 GSK at a glance Every second GSK distributes more than 35 doses of vaccine. Every minute More than 1,100 prescriptions are written for GSK products. n Every hour It spends more than 300,000 (US $ 562,000) to find new medicines. Every day More than 200 million people around the world use GSK brand toothbrush & toothpaste. Every year Factories produce 9 billion Tums tablets, 6 billion Panadol tablets and 600 million tube of toothpaste.

2.1.2 Ranking The present ranking or position of GlaxoSmithKline is 3rd in the international market. The worlds top ten (10) leading companies in the pharmaceutical industry are listed below:

Rank 01

Name of the Company GlaxoSmithKline

02 Pfizer 03 Jonson & Jonson 04 Bayer 05 Hoffmann-La Roche 06 Sanofi Aventis 07 Novartis 08 Astra Zeneca 09 Abbott Laboratories 10 Merck & Co. Ranking Chart of International Pharmaceutical Industry

Source: world/

http://weddinginthewindycity.com/top-10-largest-pharmaceutical-companies-in-the-

2.1.3 Location of the World The companies operation is divided into the following region worldwide: Europe Central and South America North America Caribbean Asia and Australasia Southeast Asia Africa Middle East

Europe United Kingdom Albania Austria Armenia Azerbaijan Belarus Belgium Belgium Biological Bosnia Herzegovina Bulgaria Croatia Cyprus Czech Republic Denmark Estonia Finland France Germany Georgia Greece Hungary GSK Ireland Iceland Italy Kazakhstan Latvia Lithuania Macedonia Malta Moldova Netherland Norway Poland Portugal Romania Russia Serbia Slovakia Slovenia Sweden Switzerland Ukraine

North America United States Canada Caribbean Dominican Republic Asia and Jamaica Trinidad Australia Mexico

Argentina Brazil Chile Colombia Costa Rica Ecuador El Salvador Southeast Asia Cambodia Indonesia Malaysia Africa Myanmar Algeria Kenya Morocco Middle East Egypt Israel

Guatemala Honduras Nicaragua Panama Peru Uruguay Venezuela

Philippines Singapore Thailand Vietnam Nigeria South Africa

Saudi Arabia Turkey

2.1.4 Mission Statement The mission statement explains why GSK are in business. The global quest is to improve the quality of human life by enabling people to do more, feel better and live longer. 2.1.5 Strategic Intent We want to become the indisputable leader in our industry- J P Garnier, Former CEO 2.1.6 Quality statement Quality is at the heart of everything we do - from the discovery of the molecule, through product development, manufacture, supply and sale- and is vital to all the services that support our business performance. - J P Garnier, Former CEO

2.2 GlaxoSmithKline Bangladesh Ltd. It is one of the largest secondary manufacturing Site in Bangladesh. Chittagong produces most of the secondary pharmaceuticals dose forms including antibiotics. Chittagong manufacturing and packaging plant was built in 1967 on 17 acres of land. At present, the Site has 98 management, 214 fulltime workers and additional staff of seasonal, part time workers for packaging of Dextrose. It has separate manufacturing areas isolated from main factor building for Cephalosporin group of products. Manufacturing & Packaging of Inhaler, Penicillin and few non-penicillin products have been contracted out to two local manufactures (BPL & TBL). GSK Chittagong is a tobacco frees Site. 2.2.1 Vision To grow in the Network through the journey of Operational Excellence

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2.2.2 Locations in Bangladesh DMOs & Factory of GSK

Figure 01: District Marketing Offices (DMO) & Factory of GSK

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2.2.3 Organ gram Of GSK Bangladesh Limited

Rajib Barua Site Director

Shahana Ali Administrative Assistance Syed Nazrul Alam H R Manager & Head of Security & Admin Pradip Kumar Hore Site Quality Manager

Md. Samsul Alam Site Finance Manager

Md. Lokman Hossain Site Production Manager

Anjan Kumar Das Site Engineering Manager

M M Shahenewaz Chowdhury EHS Manager

Ashraful Rohman Planning & Supply Manager

Mizanul Islam Procument Manager

Figure 02: Master Organization of Chittagong Site

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Site of GSK GlaxoSmithKline is situated on 17 acres of land. This site is designed by as follows1. Gate house. 2. Fire Alarming. 3. Fire Assembly. 4. Emergency room. 5. Club house, recreation room & gymnasium. 6. -lactum testing house. 7. Solvent (acid) store house. 8. Solvent store house 9. Finished Product store house. 10. Generator room. 11. Empty bottles stores house. 12. Rejected room. 13. Insulator room. 14. Two Fire Ponds. 15. Wastage room 16. Bottle crushing room. 17. Cephalosporin Unit. 18. Prayer House. 19. Quality assurance department. 20. Production floor. 21. Dextrose production room 22 Occupational Health room.

23. Water implant. 24. Engineering workshop.

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25. Administrative building.

Environment, Health And Safety (EHS) Issues: GSK completed the first five years phase of their Environment, Health, and Safety (ESH) plan for Excellence in 2005. This first phase focused on fundamental EHS programs and improvement targets. They achieved many of the demanding targets, they set in 2000, but unfortunately missed several. They are developing new targets for 2010. Improving EHS performance helps GSK to save money in the short term by using less energy, water and other materials. We at GlaxoSmithKline will dedicate ourselves to delivering innovating medicines and products that help millions of people around the world live longer, healthier and happier lives. For each of us this should be a quest a daily search for ways that we, as individuals, can contribute GSKs time, GSKs talents and GSKs ideas to achieve as a company what is a truly noble mission for the benefit of the society. GSK cannot achieve this mission of improving life without paying due attention to the health and safety of GSKs own employees and to the environment in which GSK operate and people live. Environment, health and safety are vital components of GSKs ethical approaches to business. Neither can GSK achieve their strategic intent of becoming the indisputable leader if we neglect to be leaders in environment, health and safety. Society expects leading companies to perform well in these areas. Although neither of those incidents involved loss of life the prosecuting officer stated that this is a world leading company. We expect them to have world leading health, safety and environment performance. Human Resource Management:

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Human Resource Department of GSK performs incredibly indispensable part in maintaining progress of the site. HRD provides following provision to the company personnel. ## General Administration 1. Safety and security of the employees. 2. Asset management of the company. 3. Transportation maintenance and allocation. 4. Food arrangement. 5. Staff welfare. 6. Performance Evaluation. 7. General services ( Telephone, Fax, and E-mail etc)

## Recruitment and training 1. Arranging interview. 2. Recruitment. 3. Training and development for employees and visitors. 4. Employee motivation. 5. Maintaining communication. ## Regulatory Affairs 1. Production registration. 2. Attaining Govt. approval for literature and packing manuals. 3. Furthermore HRD continues internal talent search so that in each department there will be some efficient person to take the responsibility in future.

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Activities of Human resources Department(HRM):

HR Department is like an umbrella where all departments are gathered .Its activities are as bellow: 1.HR strategies : HRs main practices is handling the manpower in an organization. Man power is the key of organization. They also deal with:

Development scheme Beneficial scheme Behavior of employees Salary Promotion

2. Job evaluation : They evaluate the job of existing and new employee. They can be done it by taking examination. Even they can be evaluate the person is doing well or not incase of new employee. They evaluate the person is suitable this position or not and what types of training he/she require.

3.Employee appraisal performance and review: HR visit the activities of employee time to time .If the employee face the any compellability then the HR try to find out the reason and try to solve the problem.

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4.Training and development: GSK employee must be attended in training program for three time in a year.HR department arranges these programs.

5. Administration: HR always maintains a good communication with administration. Administration is authorized for recruitment but recruitment policy is made by HR.

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3.0 Literature Review

Literature review is an important part of a report which helps to know the theori cal aspect of the report and gives direc on regarding the Methodology of the report . Employee A tude an essen al part of corporate culture of the organiza on which has direct is impact on the sa sfac on and produc vity of an employee . Employee A tudes :

"Attitude" means in its literal sense. But when used in this context (employee attitude), there is a much broader scope to the meaning. It can mean different things to different people, but here are some of the elements of this staff motivation factor:

Interested in the job. Does not need constant supervision. Can think ahead of the game. Takes a positive view of things. Wants to contribute.

There are probably many more items you could list, but this will suffice to set the scene. And there is a way in which you can view these things that is useful. Consider each element of employee attitude within the framework of the basic production formula: IDEAS + ACTION = RESULTS(PGA Group) Employee A tude Survey : A survey carried out among the employees of an organization to discover what they think and feel generally about the work of the organization and their role within it, or about some particular issue such as a new company policy Employee attitude surveys are a methodology and a process. They can be designed to focus on employees perceptions about a number of issues, for example: The types of items included in these surveys may concern areas such as: 1. 2. 3. 4. Creativity Innovation Satisfaction Senior Management
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5. Interpersonal Relations 6. Functional Expertise 7. Compensation 8. Ability to Listening 9. Customer Service 10. Communication 11. Obtaining Results 12. Analytical Thinking 13. Mentoring 14. Strategic Leadership 15. Teamwork 16. Adaptability 17. Staff Development 18. Leadership Rela on Between Employee A tudes and performance :

Good Attitudes = Great Performance Hire the right people and production will rise, because employees with a good work attitude care about what they do. Their jobs provide meaning to them and in turn they will give back to their company. Employees with good attitudes are punctual and focused. They are more goaldriven and competitive. They give a little something extra to every task handed to them. Jeff Keller, in his book "Attitude is Everything," says about his own progress to a better attitude after a career change: "Why am I telling you about my career transition? It's not to impress you with what I've done. Believe me, I've made plenty of blunders along the way. I'm sharing my story because I want you to know how drastically my life changed--and how much better it got-when I made a change in my own attitude."(eHOW)

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4.1 Finding of the objec ve one :

Employee A tudes factors which play role in GSK Bangladesh Ltd have cited below :

1 Achievement & Motivation 2. Change & Innovations 3. Communication & Awareness 4. Customer Satisfaction 5. Decision Making and Employee Involvement 6. Employee Development 7 Leadership Style and Effectiveness 8 Motivation & Reward 9. Job Satisfaction 10 Team Work 11 Performance Management

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4.2 Findings of Objec ve Two The causes of Employee A : GSK Bangladesh Ltd.
The causes of Employee A tudes are stated below :

tude in s

1. Dispositional Influences 2. Cultural Influences 3. Work Situation Influences

1. Disposi onal Inuence : Several innovative studies have shown the influences of a persons disposition on job satisfaction. One of the first studies in this area (Staw & Ross, 1985) demonstrated that a persons job satisfaction scores have stability over time, even when he or she changes jobs or companies. In a related study, childhood temperament was found to be statistically related to adult job satisfac- tion up to 40 years later (Staw, Bell, & Clausen, 1986). Evidence even indicates that the job satisfaction of identical twins reared apart is statistically similar (see Arvey, Bouchard, Segal, & Abraham, 1989). Although this literature has had its critics (e.g., Davis-Blake & Pfeffer, 1989), an ac- cumulating body of evidence indicates that differences in job satisfaction across em- ployees can be traced, in part, to differences in their disposition or temperament (House, Shane, & Herold, 1996). Despite its contributions to our under- standing of the causes of job satisfaction, one of the limitations in this literature is that it is not yet informative as to how exactly dispositions affect job satisfaction (Erez, 1994). Therefore, researchers have begun to explore the psychological processes that underlie dis- positional causes of job satisfaction. For ex- ample, Weiss and Cropanzano (1996) sug- gest that disposition may influence the experience of emotionally significant events at work, which in turn influences job satis- faction. Similarly, Brief (1998) and Mo- towidlo (1996) have developed theoretical models in an attempt to better understand the relationship between dispositions and job satisfaction. Continuing this theoretical development, Judge and his colleagues (Judge & Bono, 2001; Judge, Locke, Durham, & Kluger, 1998) found that a key personality trait, core self-evaluation, correlates with (is statistically related to) employee job satisfaction. They also found that one of the primary causes of the relationship was through the perception of the job itself. Thus, it appears that the most important situational effect on job satisfactionthe job itselfis linked to what may be the most important personality trait to predict job satisfactioncore self- evaluation. Evidence also indicates that some other personality traits, such as extra- version and conscientiousness, can also in- fluence job satisfaction (Judge, Heller, & Mount, 2002). These various research findings indicate that there is in fact a relationship between disposition or personality and job satisfaction. Even though organizations cannot directly impact employee personality, the use of sound selection methods and a good match between employees and jobs will en- sure people are selected and placed
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into jobs most appropriate for them, which, in turn, will help enhance their job satisfaction.

2. Cultural Inuence:
In terms of other influences on employee attitudes, there is also a small, but growing body of research on the influences of culture or country on employee attitudes and job satisfaction. The continued globalization of organizations poses new challenges for HR practitioners, and the available research on cross-cultural organizational and human re- sources issues can help them better under- stand and guide practice (Erez, 1994; House, 1995; Triandis, 1994). The most cited cross-cultural work on employee attitudes is that of Hofstede (1980, 1985). He conducted research on employee attitude data in 67 countries and found that the data grouped into four major dimensions and that countries systematically varied along these dimensions. The four cross-cul- tural dimensions are: (1) individualism-col- lectivism; (2) uncertainty avoidance versus risk taking; (3) power distance, or the extent to which power is unequally distributed; and (4) masculinity/femininity, more recently called achievement orientation. For example, the United States was found to be high on individualism, low on power distance, and low on uncertainty avoidance (thus high on risk taking), whereas Mexico was high on collectivism, high on power distance, and high on uncertainty avoidance. The four dimensions have been a useful framework for understanding cross-cultural differences in employee attitudes, as well as recognizing the importance of cultural causes of employee attitudes. More recent analyses have shown that country/culture is as strong a predictor of employee attitudes as the type of job a person has (Saari, 2000; Saari & Erez, 2002; Saari & Schneider, 2001). There have been numerous replications of Hofstedes research (reviewed by Sonder gaard, 1994). The importance of culture has also been found in how employees are viewed and valued across countries/cultures (Jackson, 2002)countries systematically vary on the extent to which they view employees in instrumental versus humanistic ways. In terms of practical recommendations, an awareness of, and, whenever possible, adjustments to, cultural factors that influence employee attitudes and measurement are important for HR practitioners as employee attitude surveys increasingly cross national boundaries. 3. Work Situation Influences: The work situation also matters in terms of job satisfaction and organization impact. Contrary to some commonly held practitioner beliefs, the most no- table situational influence on job satisfaction is the nature of the work itselfoften called intrinsic job characteristics. Research studies across many years, organizations, and types of jobs show that when employees are asked to evaluate different facets of their job such as supervision, pay, promotion opportunities, coworkers, and so forth, the nature of the work itself generally emerges as the most important job facet (Judge & Church, 2000; Jurgensen, 1978). This is not to say that well-designed compensation programs or effective supervision are unimportant; rather, it is that much can be done to influence job satisfaction by ensuring work is as interesting and challenging as possible. Unfortunately, some managers think employees are
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most desirous of pay to the exclusion of other job attributes such as interesting work. For example, in a study examining the importance of job attributes, employees ranked interesting work as the most important job at- tribute and good wages ranked fifth, whereas when it came to what managers thought employees wanted, good wages ranked first while interesting work ranked fifth (Kovach, 1995). Of all the major job satisfaction areas, satisfaction with the nature of the work it- selfwhich includes job challenge, autonomy, variety, and scopebest predicts overall job satisfaction, as well as other important outcomes like employee retention (e.g., Fried & Ferris, 1987; Parisi & Weiner, 1999; Weiner, 2000). Thus, to understand what causes people to be satisfied with their jobs, the nature of the work itself is one of the first places for practitioners to focus on.

4.3 Findings of Objec ve Three To measure the employee : a dudes through an employee a tudes survey .
To measure the employee Attitudes of GSK Bangladesh Ltd. an exclusive employee attitude survey has been conducted. A questionnaire has been constracted to collect information from the targeted population. The survey has been conducted based on some issues which have been considered as factors of employee attitudes in GSK Bangladesh Ltd. The following issues have been considered:

1 Achievement & Motivation 2. Change & Innovations 3. Communication & Awareness 4. Customer Satisfaction 5. Decision Making and Employee Involvement 6. Employee Development 7 Leadership Style and Effectiveness 8 Motivation & Reward 9. Job Satisfaction
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10 Team Work 11 Performance Management

The parameters are:

1.Very great extent 2. Good extent 3 .Rather low extent 4.Very low 5.No response Catagories of the Sample: Based on length of service 1. 1-5 years 2. 6-10 years 3. 11-16 years 4. Above 16 years
Sample Size: 1. 2. 3. 4. 1- 5 years : 6-10 Years : 11- 15 Years: Above 16 Years: 13 12 4 12

Total : 41.

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1. Achievement & Motivation

Catagory 1-5 year 6-10 year 11-15 year Above 16

Very great extent

Good extent Rather low extent

Very low

No response

3 4 3 8

8 7 1 3

1 1 0 0 1

Achievement & Motivation

Very great extent Good extent Rather low extent Very low No response

8%

8% 23%

61%

2. Change & Innovations Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 4 3 8

7 6 1 3

1 2 1

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Change & Innovations

Very great extent Good extent Rather low extent Very low No response

8% 7%

8% 23%

54%

3. Communication & Awareness

Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 2 1 3

5 4 2 7

3 3 1

1 2

1 1 1 1

Communication & Awareness

Very great extent Good extent 8% Rather low extent Very low No response

8%

23%

23% 38%

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4. Decision Making and Employee Involvement

Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

6 4 2 4

6 7 1 5

1 1 2 1

Decision Making and Employee Involvement

Very great extent Very low Good extent No response Rather low extent

50%

50%

6. Employee Development
Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 2 1 3

5 4 2 7

3 3 1

1 2

1 1 1 1

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Employee Development
Very great extent Very low 8% Good extent No response Rather low extent

8%

23%

23% 38%

7. Leadership Style and Effectiveness

Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 4 3 8

7 6 1 3

1 2 1

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9 8 7 6 5 4 3 2 1 0 Very great Good extent Rather low Very low extent extent No response 1-5 year 6-10 year 11-15 year Above 16

8. Motivation & Reward

Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 2 1 3

5 4 2 7

3 3 1

1 2

1 1 1 1

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No response Very low Above 16 Rather low extent Good extent Very great extent 0 2 4 6 8 11-15 year 6-10 year 1-5 year

9. Job Satisfaction
Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 4 3 8

8 7 1 3

1 0 0

1 1 0 1

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Job Satisfaction
Very great extent Very low Good extent No response Rather low extent

8%

8%

23%

61%

2. Team Work Catagory 1-5 year 6-10 year 11-15 year Above 16
Very great extent Good extent Rather low extent Very low No response

3 4 3 8

7 6 1 3

1 2 1

Team Work
Very great extent Very low 8% 7% Good extent No response 8% Rather low extent

23%

54%

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1. Performance Management

Catagory 1-5 year 6-10 year 11-15 year Above 16

Very great extent

Good extent Rather low extent

Very low

No response

3 4 3 8

8 7 1 3

1 1 0 0 1

Performance Management
Very great extent Very low 8% Good extent No response 8% Rather low extent

23%

61%

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Findings of objec ve four To know how to inuence the : employee a dudes

Organizations can implement a variety of practices to encourage the development of positive attitudes in personnel. Most of the recommended methods for promoting positive employee attitudes involve simple practices. However, a key aspect of bolstering positive employee attitude involves the influence of managers and thus necessitates manager buy-in to an organization's implementation of such a program.

1. Set Example
o

The most essential aspect of organizational encouragement of a positive attitude among personnel involves manager example. Employees who work under managers whose personal presentation is even implicitly negative have less likelihood of maintaining positive attitudes themselves. Such typical, daily, habits as a manager frequently starting sentences with "no," or, alternatively, initiating commentary with "Yes, but . . . " have a discouraging effect on positive employee attitude, as described at the University of Tennessee at Martin (UTM) website. A rolldown effect would suggest that, therefore, the best thing an organization can do to promote positive employee attitudes is to insist on positive behavioral examples from management personnel, starting at the highest levels of the organization.

2.Mentality
o

Employee mentality influences the probability of positive employee attitude, and the organization can promote positive attitudes among employees by teaching them behaviors that support a positive attitude. Such behaviors include replacing negative mental programming with positive self-talk or the employee thinking of herself as already behaving in a an area she wants to improve, such as organization. Other mental attitudes that promote an overall positive attitude in employees include thinking in terms of cooperation, innovation and creativity versus the win-lose model; and giving full attention to the moment or "living in the now".

3.Whining/Drama
o

An important action that an organization can take, typically through its management, to promote positivity in the workplace is to eliminate whining. Management needs to step in and stop this behavior at the source because one employee who engages in whining behavior negatively influences the entire workgroup.

4.Stress Management
o

Another effective way for an organization to promote positive personnel attitudes is to teach and encourage the use of stress management techniques among employees. People today live
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in a state of chronic stress. When employees encounter conduct that reduces stress levels they should be encouraged to continue the successful behavior, which will promote an overall positive attitude among personnel.

5.Recognize the Good

o

Recognizing the workplace good that does exist also can gain the organization considerable mileage in terms of promoting positive attitudes among employees. For example, the UTM website suggests that management start a list of the best 10 things about the workplace. This not only helps employees recognize existing good things about their employing organization, but it encourages employees to work toward more of the good things about the organization. Such efforts to focus on the good serve to promote positive attitude in employees

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RECOMMENDATION

Recommendations of the report have been made on the basis of survey questionnaire. From the above findings it disclosed that Management of GSK need to concentrate on

Introduce and implementation of Participative Management Proper implementation of Performance Appraisal System More emphasis on training and development Review of compensation and benefits Can introduce new product to sustain in the market for long run

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http://staffinghandbook/references.htm
www.mygsk.com

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