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