CHAPTER 1
INTRODUCTION TO INDUSTRY
HISTORY OF INDUSTRY
The pharmaceutical industry develops, produces, and markets drugs licensed for use
as medications. Pharmaceutical companies are allowed to deal
in generic and/or brand medications and medical devices. They are subject to a variety
of laws and regulations regarding the patenting, testing and ensuring safety and efficacy
and marketing of drugs.
The earliest drugstores date back to the Middle Ages since 18th AD. The first known
drugstore was opened by Arabian pharmacists in Baghdad in 754,and many more soon
began operating throughout the medieval Islamic world and
eventually medieval Europe. By the 19th century, many of the drugstores in Europe
and North America had eventually developed into larger pharmaceutical companies.
Most of today's major pharmaceutical companies were founded in the late 19th and
early 20th centuries. Key discoveries of the 1920s and 1930s, such
as insulin and penicillin, became mass-manufactured and distributed. Switzerland,
Germany and Italy had particularly strong industries, with the UK, US, Belgium and the
Netherlands following suit.
Legislation was enacted to test and approve drugs and to require appropriate labeling.
Prescription and non-prescription drugs became legally distinguished from one another
as the pharmaceutical industry matured. The industry got underway in earnest from the
1950s, due to the development of systematic scientific approaches, understanding of
human biology (including DNA) and sophisticated manufacturing techniques.
Numerous new drugs were developed during the 1950s and mass-produced and
marketed through the 1960s. These included the first oral contraceptive, "The Pill",
Cortisone, blood-pressure drugs and other heart medications. MAO
1
Inhibitors, chlorpromazine (Thorazine), Haldol (Haloperidol) and the tranquilizers
ushered in the age of psychiatric medication. Valium (diazepam), discovered in 1960,
was marketed from 1963 and rapidly became the most prescribed drug in history, prior
to controversy over dependency and habituation.
Attempts were made to increase regulation and to limit financial links between
companies and prescribing physicians, including by the relatively new U.S. Food and
Drug Administration (FDA). Such calls increased in the 1960s after
the thalidomide tragedy came to light, in which the use of a new tranquilizer in pregnant
women caused severe birth defects. In 1964, the World Medical Association issued
its Declaration of Helsinki, which set standards for clinical research and demanded that
subjects give their informed consent before enrolling in an experiment. Pharmaceutical
companies became required to prove efficacy in clinical trials before marketing drugs.
Cancer drugs were a feature of the 1970s. From 1978, India took over as the primary
center of pharmaceutical production without patent protection.
The industry remained relatively small scale until the 1970s when it began to expand at
a greater rate. Legislation allowing for strong patents, to cover both the process of
manufacture and the specific products, came in to force in most countries. By the mid-
1980s, small biotechnology firms were struggling for survival, which led to the formation
of mutually beneficial partnerships with large pharmaceutical companies and a host of
corporate buyouts of the smaller firms. Pharmaceutical manufacturing became
concentrated, with a few large companies holding a dominant position throughout the
world and with a few companies producing medicines within each country.
The pharmaceutical industry entered the 1980s pressured by economics and a host of
new regulations, both safety and environmental, but also transformed by new DNA
chemistries and new technologies for analysis and computation. Drugs for heart disease
and for AIDS were a feature of the 1980s, involving challenges to regulatory bodies and
a faster approval process.
Controversy about drug development and testing2
Due to accusations and findings that some clinical trials conducted or funded by
pharmaceutical companies may report only positive results for the preferred medication,
the industry has been looked at much more closely by independent groups and
government agencies.
In response to specific cases in which unfavorable data from pharmaceutical company-
sponsored research was not published, the Pharmaceutical Research and
Manufacturers of America have published new guidelines urging companies to report all
findings and limit the financial involvement in drug companies of researchers. US
congress signed into law a bill which requires phase II and phase III clinical trials to be
registered by the sponsor on the clinical trials.gov website run by the NIH.
Drug researchers not directly employed by pharmaceutical companies often look to
companies for grants, and companies often look to researchers for studies that will
make their products look favorable. Sponsored researchers are rewarded by drug
companies, for example with support for their conference/symposium costs. Lecture
scripts and even journal articles presented by academic researchers may actually be
'ghost-written' by pharmaceutical companies. Some researchers who have tried to
reveal ethical issues with clinical trials or who tried to publish papers that show harmful
effects of new drugs or cheaper alternatives have been threatened by drug companies
with lawsuits.
Regulatory Authorities
International Conference on Harmonisation of Technical Requirements for
Registration of Pharmaceuticals for Human Use (ICH)
European Medicines Agency (EMEA)
Therapeutic Goods Administration (Australia) (TGA)
U.S. Food and Drug Administration (FDA)
Ministry of Health, Labour and Welfare (Japan)
Medicines and Healthcare products Regulatory Agency (MHRA)
Central Drugs Standards Control Organisation (India) (CDSCO)
3
Ukrainian Drug Registration Agency
Medicines Authority (Malta)
Market leaders in terms of sales
The top 15 pharmaceutical companies by 2008 sales are:
Rank Company Sales ($M)Based/Headquartered in
1 Pfizer 43,363 United States
2 GlaxoSmithKline 36,506 United Kingdom
3 Novartis 36,506 Switzerland
4 Sanofi-Aventis 35,642 France
5 AstraZeneca 32,516 United Kingdom
6 Hoffmann–La Roche 30,336 Switzerland
7 Johnson & Johnson 29,425 United States
8 Merck & Co. 26,191 United States
9 Abbott 19,466 United States
10 Eli Lilly and Company 19,140 United States
4
Rank Company Sales ($M)Based/Headquartered in
11 Amgen 15,794 United States
12 Wyeth 15,682 United States
13 Teva 15,274 Israel
14 Bayer 15,660 Germany
15 Takeda 13,819 Japan
INDIAN PHARMACEUTICAL INDUSTRY
The Indian pharmaceutical industry is the world's fourth-largest by volume and is
likely to lead the manufacturing sector of India.
The earliest pharmaceutical companies in India are Bengal Chemicals, East India
Pharmaceutical works limited, IDPL etc. which still exist today as one of 5 government-
owned drug manufacturers. For the next 60 years, most of the drugs in India were
imported by multinationals either in fully formulated or bulk form.
The government started to encourage the growth of drug manufacturing by Indian
companies in the early 1960s, and with the Patents Act in 1970. However, economic
liberalization in 90s by the former Prime Minister P.V. Narasimha Rao and the
then Finance Minister, Dr. Manmohan Singh enabled the industry to become what it is
today. This patent act removed composition patents from food and drugs, and though it
kept process patents, these were shortened to a period of five to seven years.
5
The lack of patent protection made the Indian market undesirable to the multinational
companies that had dominated the market, and while they streamed out. Indian
companies carved a niche in both the Indian and world markets with their expertise in
reverse-engineering new processes for manufacturing drugs at low costs. Although
some of the larger companies have taken baby steps towards drug innovation, the
industry as a whole has been following this business model until the present.
India's biopharmaceutical industry clocked a 17 percent growth with revenues of Rs.137
billion ($3 billion) in the 2009-10 financial year over the previous fiscal.
Bio-pharma was the biggest contributor generating 60 percent of the industry's growth
at Rs.8,829 crore, followed by bio-services at Rs.2,639 crore and bio-agri at Rs.1,936
crore.
6
7
Rank CompanyRevenue 2010 (USD millions)
1 Cipla 1348.51
2 Ranbaxy 1327.56
3Dr. Reddy's Laboratories
1178
4 Lupin Ltd 929.84
5 Aurobindo Pharma 865.19
6 Dabur 700.3
7 Sun Pharmaceutical 673.99
8 Cadila Healthcare 629.45
9 Jubilant Lifesciences 561.03
10 Piramal Healthcare 480.26
11GlaxoSmithKline Pharmaceuticals Ltd
475.8
12 Ipca Laboratories 390
13 Wockhardt 381.23
14Torrent Pharmaceuticals
380.2
15 Sterling Bio 358.1
16 Biocon 340.38
Challenges
The biotech sector faces some major challenges in its quest for growth. Chief among
them is a lack of funding, particularly for firms that are just starting out. The most likely
sources of funds are government grants and venture capital, which is a relatively young
industry in India. Government grants are difficult to secure, and due to the expensive
and uncertain nature of biotech research, venture capitalists are reluctant to invest in
firms that have not yet developed a commercially viable product. As previously
mentioned, India hopes to solve its funding problem by attracting overseas investors
and partners. Before these potential saviors will invest significant sums in the industry,
however, there needs to be better scientific and financial accountability. India is slowly
working towards these goals, but it will be a while before they are up to the standards of
Western investors.
India’s biotech firms share another problem with their pharmaceutical cousins: a lack of
qualified employees. Biotech has the additional disadvantage of competing against IT
for ambitious, science-minded students but not being able to guarantee the same
compensation. An aspiring researcher in India needs 7–10 years of education covering
a range of specialties in order to qualify to work in biotech. Even if a student does
choose to go on the biotech path, the ineffectual curriculum at many universities makes
it doubtful as to whether he will be qualified to work in the field once finished. One
estimate shows that 10% of upper-echelon biotech recruits have come from foreign
countries. While this is not a problem, per se, it drives up cost in a country whose
competitive advantage is based on cheap, high-quality labor. Far from ending with
scientists, there is also a shortage of people with knowledge of biotechnology in related
fields: doctors, lawyers, programmers, marketing personnel and others.
While little has been done about the latter half of the employee crunch, the government has
addressed the problem of educated but unqualified candidates in its Draft National Biotech
Development Strategy. This plan included a proposal to create a National Task Force that would
work with the biotech industry to revise the curriculum for undergraduate and graduate study in
life sciences and biotechnology.
8
CHAPTER 2
INTRODUCTION TO COMPANY
RAYMED PHARMACEUTICAS LTD
Raymed Pharmaceuticals, Ltd is a public limited company which was started in 1993 by
Mr. T.K. Ruby. This pharmaceutical company deals only in medicines related to eye.
The company does not manufacture but are involved in trading of medicines. It is
basically a marketing firm.
The headquarters’ of the company is in Chandigarh.
The CEO of the company is Mr. T.K. Ruby.
There are three Board of Directors of the company which are as follows:
T.K. Ruby
Vita Sharma
Shivangi Sharma
MARKETS OF THE COMPANY
9
There are six main MARKETS of the company which are as follows:
1. DELHI
2. HARYANA
3. UTTAR PRADESH
4. RAJASTHAN
5. UTTRAKHAND
6. PUNJAB
They have market hold in DELHI, PUNJAB and RAJASTHAN region.
PRODUCTS OF THE COMPANY
The company deals in medicines related to eyes only, like eye drops, ointments,
capsules and tablets. The list of the products is as follows:
10
11
S.NO. PRODUCT
1 ALLERIN EYE DROP
2 AQUAGEL OINTMENT
3 AQUANAC EYE DROP
4 AQUARAY EYE DROP
5 AQUARAY GEL EYE DROP
6 AQUARAY PLUS EYE DROP
7 CATARAY EYE DROP
8 CETACOL EYE DROP
9 CYCLORAY EYE DROP
10 CONAZOL EYE DROP
11 CONAZOL CAPSULE
12 FROMELON EYE DROP
13 FROMELON-T EYE DROPS
14 GATIRAY EYE DROP
15 GATIRAY-B EYE DROP
16 ITOCIN EYE DROP
17 KETRODEX EYE DROP
18 KETROMIN EYE DROPS
19 KETROMIN-O EYE DROPS
20 OFRAY EYE/EAR DROPS
21 OLOMED EYE DROPS
22 NATRAY EYE DROPS
23 PHERIN-M EYE DROP
24 RAYCORT EYE DROP
25 RAYCROM-4 EYE DROP
26 RAYDEX-C EYE DROP
27 RAYDEX-M EYE DROP
28 RAYFLUR EYE DROP
29 RAYMOXI EYE DROP
30 RAYMOXI OINTMENT
31 RAYMOXI-K EYE DROP
32 RAYMOXI-P EYE DROP
33 RAYMIED-P EYE DROP
34 RAYPROST-B EYE DROP
35 RAYBROM EYE DROP
36 RAYSOFT OINTMENT
37 RAYVIT CAPSULE
38 RAYVIT PLUS CAPSULE
39 RAYVIT-L CAPSULE
40 RETICHLOR-H OINTMENT
41 R-SITE CAPSULE
42 R-VIT CAPSULE
43 SUZIN-10 TABLET
CHAPTER 3
INTRODUCTION TO TOPIC
JOB SATISFACTION
Job satisfaction is defined as “the extent to which people like (satisfaction) or
dislike (dissatisfaction) their jobs”
This definition suggests job satisfaction is a general or global affective reaction that
individuals hold about their job. While researchers and practitioners most often measure
global job satisfaction, there is also interest in measuring different "facets"
or "dimensions"
of satisfaction. Examination of these facet conditions is often useful for amore careful
examination of employee satisfaction with critical job factors. Traditional job satisfaction
facets include: co-workers, pay, job conditions, supervision, nature of the work and
benefits."
Job satisfaction, a worker's sense of achievement and success, is generally
perceived to be directly linked to productivity as well as to personal wellbeing. Job
satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for
one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work.
The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that
leads to recognition, income, promotion, and the achievement of other goals that lead to
a general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job
satisfaction and occupational success are major factors in personal satisfaction, self-
12
respect, self-esteem, and self-development. To the worker, job satisfaction brings
a pleasurable emotional state that often leads to a positive work attitude. A satisfied
worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity is the quantity and
quality of output per hour worked seems to be a byproduct of improved quality
of working life. It is important to note that the literature on the relationship between job
satisfaction and productivity is neither conclusive nor consistent. However, studies
dating back to Herzberg's (1957) have shown at least low correlation between high
morale and high productivity, and it does seem logical that more satisfied workers will
tend to add more value to an organization. Unhappy employees, who are motivated by
fear of job loss, will not give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the threat is lifted
performance will decline. Tangible ways in which job satisfaction benefits the
organization include reduction in complaints and grievances, absenteeism, turnover,
and termination; as well as improved punctuality and worker morale. Job satisfaction is
also linked to a healthy work force and has been found to be a good indicator
of longevity. And although only little correlation has been found between job satisfaction
and productivity, Brown (1996) notes that some employers have found that satisfying or
delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take
away my people, but leave my factories, and soon grass will grow on the factory floors.
Take away my factories, but leave my people and soon we will have a new and better
factory"
Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in
place that will ensure that workers are challenged and then rewarded for
being successful. Organizations that aspire to creating a work environment that
enhances job satisfaction need to incorporate the following:
13
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the
worker opportunities to "put his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor
who provides timely feedback as well as congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion.
Probably the most important point to bear in mind when considering job satisfaction
is that there are many factors that affect job satisfaction and that what makes
workers happy with their jobs varies from one worker to another and from day to
day. Apart from the factors mentioned above, job satisfaction is also influenced by
the employee's personal characteristics, the manager's personal characteristics and
management style, and the nature of the work itself. Managers who want to maintain
14
a high level of job satisfaction in the work force must try to understand the needs of
each member of the work force. For example, when creating work teams, managers
can enhance worker satisfaction by placing people with similar backgrounds,
experiences, or needs in the same workgroup. Also, managers can enhance job
satisfaction by carefully matching workers with the type
of work. For example, a person who does not pay attention to detail would hardly
make a good inspector, and a shy worker is unlikely to be a good sales person.
As much as possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take
other deliberate steps to create a stimulating work environment. One such step is
Job Enrichment
Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in
the work itself. Job enrichment usually includes increased responsibility, recognition,
and opportunities for growth, learning, and achievement. Large companies that have
used job-enrichment programs to increase employee motivation and job satisfaction
include AT&T, IBM, and General Motors (Daft, 1997).Good management has
the potential for creating high morale, high productivity, and a sense of purpose and
meaning for the organization and its employees. Empirical findings show that
job characteristics such as pay, promotional opportunity, task clarity and significance,
and skills utilization, as well as organizational characteristics such as commitment and
relationship with supervisors and co-workers, have significant effects on job satisfaction.
These job characteristics can be carefully managed to enhance job satisfaction. Of
course, a worker who takes some responsibility for his or her job satisfaction
will probably find many more satisfying elements in the work environment. Everett
(1995) suggests that employees ask themselves the following questions:
•When have I come closest to expressing my full potential in a work situation?
15
•What did it look like?
•What aspects of the workplace were most supportive?
•What aspects of the work itself were most satisfying?
•What did I learn from that experience that could be applied to the present situation?
Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction:
•Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and other
recognition.
•Develop excellent communication skills. Employer’s value and reward excellent
reading, listening, writing, and speaking skills.
•Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
•Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and
rewards.
•Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
16
•Accept the diversity in people. Accept people with their differences and
their imperfections and learn how to give and receive criticism constructively.
•See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
•Learn to de-stress. Plan to avoid burn out by developing healthy stress-management
techniques.
Assuring Job Satisfaction
Assuring job satisfaction, over the long term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute
to a stimulating, challenging, supportive, and rewarding work environment is vital.
Because of the relative prominence of pay in the reward system, it is very important that
salaries be tied to job responsibilities and that pay increases be tied to performance
rather than seniority. So, in essence, job satisfaction is a product of the events and
conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is
interesting, her pay is fair, her promotional opportunities are good, her supervisor is
supportive, and her coworkers are friendly, then a situational approach leads one to
predict she is satisfied with her job" . Very simply put, if the pleasures associated with
one's job outweigh the pains, there is some level of job satisfaction.
CHAPTER 4
RESEARCH METHODOLOGY
17
NEED FOR STUDY
JOB SATISFACTION as the topic of project is appropriate as it is very essential that the
employees working in a firm are satisfied with their job and other aspects relating to
their job.
A company can grow only if its employees work hard and they will work hard only if they
have a feeling of belongingness towards the company. They will have such feeling only
if the company considers them an important part.
So it is very essential that the opinion of employees is considered while taking
significant decisions in the company. This makes them feel that they are valued by the
company and their presence is being felt regardless of their position the company.
Not only this, but it will help in motivating the employees so that they work relentlessly in
order to achieve their goals. Thus job satisfaction should be given significance by the
firms so that their company reaches heights.
Job Satisfaction can be an important indicator of how employees feel about their jobs
and a predictor of work behaviors such as organizational citizenship, absenteeism, and
turnover. Further, job satisfaction can partially mediate the relationship of personality
variables and deviant work behaviors.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to
researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-academic
management literature.
OBJECTIVES OF THE STUDY 18
• To check the degree of satisfaction of employees.
•To analyze the company’s working environment.
•To find the stress level of the employees.
•To find that they are satisfied with their job profile or not.
•To find that employees are working with their full capabilities or not
Scope Of The Study
The scope of the study is the importance of job satisfaction in a company. Job
satisfaction is an important aspect for the employees as their output will be optimum if
they are satisfied with their work environment. The management should aim at catering
to the needs of their employees. Thus job satisfaction has wide scope.
19
SOURCES OF DATA
For any study there must be data for analysis purpose. Without data there is
no means of study. Data collection plays an important role in any study. It can be
collected from various sources. The two sources which are used are given below:
1 . P r i m a r y D a t a
The main sources of primary data are personal investigation, observation method,
information from the correspondents, information from superiors of the organization.
2 . S e c o n d a r y D a t a
The main sources of secondary data are unpublished sources such as company internal
reports prepared by them given to their analyst & trainees for investigation, internet
sources.
Sample Size :-
20
Questionnaire is filled by 50 employees of Raymed Pharmaceuticals, Chandigarh. The
questionnaire was filled in the office and vital information was collected which was then
subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
TOOLS OF ANALYSIS
The tools of analysis used in the project report are pie charts which are made on the
basis of the data collected from the employees of the company after being converted
into percentage.
21
LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties
which I face in collection of information are discussed below:-
1. Short time period:
The time period for carrying out the research was short as a result of which
many facts have been left unexplored.
2. Lack of resources:
Lack of time and other resources as it was not possible to conduct survey at
large level.
3. Small no. of respondents:
Only 50 employe es have been chosen tha t i s sma l l sample s ize and
thus cor rec t conc lus ions canno t be d rawn.
4. Unwillingness of respondents:
22
Whi le co l lec t ion o f the da ta many employees were unwilling to fill the
questionnaire. Respondents were having a feeling that it was wastage of time
for them.
5. Small area for research:
The area for study was Chandigarh, which is quite a small area to judge job
satisfaction level
CHAPTER 5
ANALYSIS AND INTERPRETATION
1. I have been passed up at least once for a promotion in the past few years.
0%20%
30%
50%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point , 20%
of employees are agree on the point, 30% are neither agree nor disagree,50% are
disagree and rest 0% of employees are strongly disagree
2. I spend parts of my day daydreaming about a better job
23
60%15%
15%
10% 0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 60% of employees are strongly agree about the point , 15%
of employees are agree on the point, 15% are neither agree nor disagree,10% are
disagree and rest 0% of employees are strongly disagree.
3. I find much of my job repetitive and boring.
75%
10%
10%
5%0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 75% of employees are strongly agree about the point , 10%
of employees are agree on the point, 10% are neither agree nor disagree,5% are
disagree and rest 0% of employees are strongly disagree.
4. I am mentally and physically exhausted at the end of a day at work.
24
85%
10%
5%0%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 85% of employees are strongly agree about the point , 10%
of employees are agree on the point, 5% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
5. I feel that my job has little impact on the success of the company.
50%
30%
20%
0%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 50% of employees are strongly agree about the point , 30%
of employees are agree on the point, 20% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
6. I have an increasingly bad attitude towards my job, boss and employer.
25
0%0%20%
60%
20%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point , 0%
of employees are agree on the point, 20% are neither agree nor disagree,60% are
disagree and rest 20% of employees are strongly disagree.
7. I am no longer given the resources I need to successfully do my job.
10%
30%
60%
0%0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 10% of employees are strongly agree about the point , 30%
of employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
26
8. I am not being used to my full capabilities.
0%
40%
20%
40%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point , 40%
of employees are agree on the point, 20% are neither agree nor disagree,40% are
disagree and rest 0% of employees are strongly disagree.
9. I have received no better than fair evaluations recently.
40%
35%
25%
0%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 40% of employees are strongly agree about the point , 35%
of employees are agree on the point, 25% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
27
10. I feel as though my boss and employer have let me down.
0%0% 10%
55%
35% Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point , 0%
of employees are agree on the point, 10% are neither agree nor disagree,55% are
disagree and rest 35% of employees are strongly disagree.
10. I often feel overworked and overwhelmed.
45%
20%
35%
0%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
11. I am frequently stressed out at work.
28
0%20%
15%
15%
50%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor disagree,15% are
disagree and rest 50% of employees are strongly disagree.
12. I live for weekends and days away from the job.
0%0% 10%
30%
60%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor disagree,30% are
disagree and rest 60% of employees are strongly disagree.
14. I find myself negatively comparing my situation to my peer.
29
0%15%
25%
40%
20%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor disagree,40% are
disagree and rest 20% of the employees strongly disagree
15. I feel my bad days at work outweigh the good ones.
25%
30%
45%
0%
0%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
30
CHAPTER 6
FINDINGS OF STUDY
The findings related to:
1. I have been passed up at least once for a promotion in the past few
years.
0% of employees are strongly agree about the point , 20% of employees are
agree on the point, 30% are neither agree nor disagree,50% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
2. I spend parts of my day daydreaming about a better job.
60% of employees are strongly agree about the point , 15% of employees are
agree on the point, 15% are neither agree nor disagree,10% are disagree and
rest 0% of employees strongly disagree.
The findings related to:
3. I find much of my job repetitive and boring.
31
75% of employees are strongly agree about the point , 10% of employees are
agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
4. I am mentally and physically exhausted at the end of a day at work.
85% of employees are strongly agree about the point , 10% of employees are
agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
5. I feel that my job has little impact on the success of the company.
50% of employees are strongly agree about the point , 30% of employees are
agree on the point, 20% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
6. I have an increasingly bad attitude towards my job, boss and
employer.
0% of employees are strongly agree about the point , 0% of employees are
agree on the point, 20% are neither agree nor disagree,60% are disagree and
rest 20% of employees are strongly disagree.
The findings related to:
7. I am no longer given the resources I need to successfully do my job.
10% of employees are strongly agree about the point , 30% of employees are
agree on the point, 60% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
8. I am not being used to my full capabilities.
32
0% of employees are strongly agree about the point , 40% of employees are
agree on the point, 20% are neither agree nor disagree,40% are disagree and rest 0%
of employees are strongly disagree.
The findings related to:
9. I have received no better than fair evaluations recently.
40% of employees are strongly agree about the point , 35% of employees are
agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
10. I feel as though my boss and employer have let me down.
0% of employees are strongly agree about the point , 0% of employees are
agree on the point, 10% are neither agree nor disagree,55% are disagree and rest 35%
of employees are strongly disagree.
The findings related to:
11. I often feel overworked and overwhelmed.
45% of employees are strongly agree about the point, 20% of employees are
agree on the point, 35% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
The findings related to:
12. I am frequently stressed out at work.
0% of employees are strongly agree about the point, 20% of employees are
agree on the point, 15% are neither agree nor disagree,15% are disagree and rest 50%
of employees are strongly disagree.
33
The findings related to:
13. I live for weekends and days away from the job.
0% of employees are strongly agree about the point, 0% of employees are
agree on the point, 10% are neither agree nor disagree,30% are disagree and
rest 60% of employees are strongly disagree.
The findings related to:
14. I find myself negatively comparing my situation to my peer.
0% of employees are strongly agree about the point, 15% of employees are
agree on the point, 25% are neither agree nor disagree,40% are disagree and
rest 20% of the employees strongly disagree
The findings related to:
15. I feel my bad days at work outweigh the good ones.
25% of employees are strongly agree about the point, 30% of employees are agree on
the point, 45% are neither agree nor disagree,0% are disagree and rest 0% of
employees are strongly disagree
34
CHAPTER 7
SUGGESTIONS AND RECOMMENDATIONS
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.
Ideal employees should concentrate on their job.
Educational qualification can be the factor of not an effective job.
Company should give promotion to those employees who deserves it
35
CHAPTER 8
CONCLUSION
Employees are not completely satisfied with their job although their salary is good
enough. Employees are not getting value of their work. Most of employees think
that they are not on their actual path. Most of the employees think that the
organization hasn’t fulfill the promises, what they do in beginning especially
regarding promotion.
There is negative comparison between peers especially regarding targets.
They often feel overworked. A great number of employees feel that their job is
repetitive
and boring. They feel exhausted at the end of the day. They feel that they do not
contribute much to the success of the company.
36
BIBLIOGRAPHY
BOOKS
1. Kothari C.R., Research Methodology, New Delhi; New Age International Publication,
second edition.
2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd.
3. Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth
edition.
4. Monnapa Arun, Human Resource Management ,Tata Mc Graw Hill Publication
Company Ltd.
WEBSITES a. en.wikipedia.org RRwiki Rpharmaceutical_industry
b. en.wikipedia.org RRwiki Rpharmaceutical_industry_in_india
c.www.indiamart.com R company RR 2924181 R
37
ANNEXURE
QUESTIONNAIRE
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.
•Strongly Agree
•Agree
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
2. I spend parts of my day daydreaming about a better job.
•Strongly Agree
•Agree
38
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
3 . I f i nd my job repe t i t i ve and bo r ing .
•Strongly Agree
•Agree
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
4. I am mentally and/or physically exhausted at the end of a day at work.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
5. I feel that my job has little impact on the success of the company.
•Strongly Agree
•Agree
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer.
•Strongly Agree
39
•Agree
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
7. I am no longer given the resources I need to successfully do my job.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
8 . I am no t be ing used to my fu l l capab i l i t i es .
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
9. I have received no better than "fair" evaluations recently.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
10. I feel as though my boss and employer have let me down.
40
•Strongly Agree
•Agree
• Neither Agree nor Disagree
•Disagree
•Strongly Disagree
11. I often feel overworked and overwhelmed.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
12. I am frequently stressed out at work.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
13. I live for weekends and days away from the job.
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
14. I find myself negatively comparing my situation to my peers.
41
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
15. I feel my bad days at work outweigh the good ones
•Strongly Agree
•Agree
•Neither Agree nor Disagree
•Disagree
•Strongly Disagree
42