.... Employee Satisfaction Hetero Drugs

EMPLOYEE SATISFACTION
INTRODUCTION
"People don't leave their jobs, they leave their managers."
Although committed and loyal employees are the most influential factor to
becoming an employer of choice, it's no surprise that companies and
organizations face significant challenges in developing energized and
engaged workforces. However, there is plenty of research to show that
increased employee commitment and trust in leadership can positively
impact the company's bottom line. In fact, the true potential of an
organization can only be realized when the productivity level of all
individuals and teams are fully aligned, committed and energized to
successfully accomplish the goals of the organization.
As a result, the goal of every company should be to improve the desire of
employees to stay in the relationship they have with the company. When
companies understand and manage employee loyalty - rather than retention
specifically - they can reap benefits on both sides of the balance sheet i.e.,
revenues and costs.
On the revenue side of the balance sheet, loyal and committed employees
are more likely to go "above and beyond" to meet customer needs and are
highly motivated to work to the best of their ability.
On the cost side, loyal employees stay longer, resist competitive job offers,
do not actively look for other employment and recommend the company to
others as a good place to work. These four behaviors positively influence the
cost side of the balance sheet.
In other words, rather than focusing only on retention (that is, trying to retain
employees who have already decided to leave), organizations should
proactively
recognize
the
benefits
of
understanding,
managing
and
improving employee satisfaction. The most successful organizations are

those that can adapt their organizational behavior to the realities of the
current work environment where success is dependent upon innovation,
creativity and flexibility.
One of the key steps to understanding and improving employee satisfaction

is by acknowledging the importance of the following factors in building
loyalty and satisfaction:
Broadly-defined
responsibilities
rather
than
narrowly-defined
job
functions
Effective and regular performance evaluations, both formally and

informally
A corporate emphasis on employee learning, development and growth
Wide-ranging employee participation in the organization as a whole.
Typically, a combination of factors influences employees' decisions to stay at

their current job. Contributing factors include satisfying work, a sense of job
security, clear opportunities for advancement, a compelling corporate
mission combined with the ability to contribute to the organization's success,
and a feeling that their skills are being effectively used and challenged.
Specifically, employees who enjoy their work identify themselves with their
employer and perceive that the company is flexible regarding work and
family issues also intend to stay with the organization.
In particular, consider the following elements of effective strategies designed
to build satisfaction and retain key employees:
Include opportunities for personal growth and invest heavily in the

professional development of the best people in the organization.
Provide
employees
with
well-defined
career
paths
(including
succession plan), mentors and tuition reimbursement for job-related

education.
Train employees, even if it makes them more attractive to the

competition. Without seeing an opportunity on the horizon, few high
potential employees will stay with a company and allow themselves to
grow stagnant.
Acknowledge non-work priorities by recognizing and responding to

employees' needs for greater balance in their lives, since employees
will develop loyalty for organizations that respect them as individuals,
not just as workers.
Definitions of Employee Satisfaction:

The term Employee Satisfaction was brought to limelight in 1935.the studies
conducted prior to 1933 by Hoppock observed that Employee Satisfaction is
combination of psychological, physiological and environment circumstances
that cause a person to say I am satisfied with my job.
Some of the definitions of Employee Satisfaction:
1. Employee satisfaction is defined as a pleasurable or positive
emotional state resulting from the appraisal of ones job or job
experience.
2. Employee satisfaction is a set of favorable or unfavorable feelings
with which employees view their work.
3. Employee Satisfaction will be as the amount of overall positive affect
(or feelings) that individuals have towards their jobs.
NEED FOR THE STUDY

Why Measure Employee Satisfaction
A company is only as strong and successful as its members, its employees,
are. By measuring employee satisfaction in key areas, organizations can gain
the information needed to improve employee satisfaction, retention, and
productivity. However, a recent study by the Society of Human Resource
Management (SHRM) indicated that often the HR department's perceptions
of employee satisfaction versus the true measure of employee satisfaction
are not always in sync.
Employees who arent satisfied with their jobs are very likely to leave. If they
dont leave they can become a source of bad morale and do a great deal of
harm in the organization. In many cases employers without proper data will
assume the wrong reasons for employee dissatisfaction. Many bosses will
automatically think that money is the top reason for leaving a job. Wouldnt it
be better to have real data and react accordingly?
Surveying employees on a regular basis is a great way to stay in touch with
the pulse of the business. Before launching a survey though it is important to
establish the ground rules.
Many employees will be unwilling to express their honest feelings if they

think they will be singled out. Make sure that the surveys are conducted with
anonymity. Be certain to have the support of company management all the
way to the top. Employees want to know that the leadership is behind the
survey and that their responses will be taken seriously.
OBJECTIVES OF THE STUDY

Since this has been a growing company in Pharma Sector, I wanted to check
out levels of satisfaction before coming up with new policies to take future
course of actions. I was given the task to understand the various aspects
related to Employees satisfaction in the organization.
Hetero Drugs also wanted to make out an external survey in indentifying the
benefits other company offers to its Employees and compare those things
along with the benefits offered by the company.
Organization also wanted to know Employees understanding of companys
mission and vision statement.
Company also wanted to check Employees satisfaction levels with their team
leaders, with the Management and within the team members.
Some of the objectives that are identified were:
To measure Employees satisfaction on Compensation and Benefits.
To find out the expectations of Employees from Management.
To compare the desired satisfaction with the actual one.
To compare the satisfaction in different levels i.e. female and male

Employees, juniors and seniors and within different teams.
SCOPE OF THE STUDY

The study covers all levels of Employees and various aspects of Employees
like:
Identifying Employees attitudes towards various attributes at work
place.
This study gives us an insight of how Employees see and
perceive about Organization.

Interpersonal relations, Opportunities for career growth, Compensation and
benefits, Training and development, Working conditions, Communications,
These aspects were taken into consideration to measure Employee
Satisfaction at Hetero Drugs Ltd.,.
Dimensions of employee satisfaction survey are
The knowledge of the company vision/ mission and strategies of
employees?
Satisfaction with HR Policies and Procedures
How confident is the employee about the Companys ability to reach its
Goal?
Compensation and Benefits
Whether the company has made reasonable efforts to allow its
employees to balance their work and family?

Work Environment
Opportunities for growth
Whether individuals are respected in this company
About Training Need
LIMITATIONS OF THE STUDY

These were certain limitations of my project if these limitations would have
been taken care of project would have been catered to its need in a better
way
Survey was conducted in 30 days due to which Employees did not get
enough time to complete the survey properly.

Incidents happening at the time of the survey have affected it.
Employees thought that the questionnaire was too big and too specific.
Responses to open ended questions were not been given as the
employees were reluctant in giving responses due, to which we could
not decipher the exact opinion of the Employees for most of the
questions.
Study is restricted to Hyderabad plant and had taken less sample size
as most of the employees are unable to provide the data.
REVIEW OF LITERATURE
JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to
be. Job satisfaction is not the same as motivation, although it is clearly
linked. Job design aims to enhance job satisfaction and performance,
methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work groups. Job
satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate
to
rate
of
pay,
work
responsibilities,
variety
of
tasks,
promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1
represents "not at all satisfied" and 5 represents "extremely satisfied").
The concept of job satisfaction traditionally has been of great interest to
social scientists concerned with the problems of work in an industrial society.
A
number
of
consequences
have
been
shown
to
result
from
job
satisfaction/dissatisfaction. Despite the large number of studies that have

dealt with these issues, however, there has been little accumulation of
knowledge.
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of ones job; an affective reaction to ones job; and an
attitude towards ones job.
History
One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers productivity. These studies
ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that
this increase resulted, not from the new conditions, but from the knowledge
of being observed. This finding provided strong evidence that people work
for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform
any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The
initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with
new questions to answer regarding job satisfaction. It should also be noted
that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the
tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory,
laid the foundation for job satisfaction theory. This theory explains that
people seek to satisfy five specific needs in life physiological needs, safety
needs, social needs, self-esteem needs, and self-actualization. This model

served as a good basis from which early researchers could develop job
satisfaction theories.
Models of job satisfaction
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one
has in a job. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/arent met. When a
person values a particular facet of a job, his satisfaction is more greatly
impacted both positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesnt value that facet. To
illustrate, if Employee A values autonomy in the workplace and Employee B
is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position
with little or no autonomy compared to Employee B. This theory also states
that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction,
regardless of ones job. This approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins
have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine ones
disposition towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the
belief in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on
job outcomes, including job satisfaction. The model states that there are five
core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (job
satisfaction,
absenteeism,
work
motivation,
etc.).
The
five
core
job
characteristics can be combined to form a motivating potential score (MPS)

for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviours. A meta-analysis of studies that assess
the framework of the model provides some support for the validity of the
JCM.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert
scale (named after Rensis Likert). Other less common methods of for gauging
job satisfaction include: Yes/No questions, True/False questions, point
systems, checklists, and forced choice answers. This data is typically

collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is
a specific questionnaire of job satisfaction that has been widely used. It
measures ones satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself. The scale is
simple, participants answer either yes, no, or cant decide (indicated by ?)
in response to whether given statements accurately describe ones job.
The work itselfresponsibility, interest, and growth.

Quality of supervisiontechnical help and social support.
Relationships with co-workerssocial harmony and respect.
Promotion opportunitieschances for further advancement.
Payadequacy of pay and perceived equity vis--vis others.
The Job in General Index is an overall measurement of job satisfaction. It is

an improvement to the Job Descriptive Index because the JDI focuses too
much on individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale.
The MSQ measures job satisfaction in 20 facets and has a long form with 100
questions (five items from each facet) and a short form with 20 questions
(one item from each facet). The JSS is a 36 item questionnaire that measures
nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one
of the first scales used widely, measured overall job satisfaction with just one
item which participants respond to by choosing a face.
Some general myths relating to Job Satisfaction.
Argument: Satisfaction Causes Performance -If job satisfaction
causes high levels of performance, the message to managers is quite
simple: To increase employees work performance, make them happy.
Research, however, indicates that no simple and direct link exists between
individual job satisfaction at one point in time and work performance at a
later point. This conclusion is widely recognized among OB scholars, even
though some evidence suggests that the relationship holds better for
professional or higher level employees than for nonprofessionals or those at
lower job levels. Job satisfaction alone is not a consistent predictor of
individual work performance.
Argument:
Performance
Causes
Satisfaction:
If high levels
of
performance cause job satisfaction, the message to managers is quite

different. Rather than focusing first on peoples job satisfaction, attention
should be given to helping people achieve high performance; job satisfaction
would be expected to follow. Research indicates an empirical relationship
between individual performance measured at a certain time period and later
job satisfaction. A basic model of this relationship, based on the work of
Edward
E.
Lawler
and
Lyman
Porter,
maintains
that
performance
accomplishment leads to rewards that, in turn, lead to satisfaction. In this

model rewards are intervening variables; that is, they link performance
with later satisfaction. In addition, a moderator variableperceived equity of
rewardsfurther affects the relationship. The moderator indicates that
performance will lead to satisfaction only if rewards are perceived as
equitable. If an individual feels that his or her performance is unfairly
rewarded, the performancecausessatisfaction relationship will not hold.
Argument: Rewards Cause Both Satisfaction and Performance : This
final argument in the job satisfactionperformance controversy is the most
compelling. It suggests that a proper allocation of rewards can positively
influence both performance and satisfaction. The key word in the previous
sentence is proper. Research indicates that people who receive high rewards
report higher job satisfaction. But research also indicates that performancecontingent rewards influence a persons work performance. In this case, the
size and value of the reward vary in proportion to the level of ones
performance accomplishment. Large rewards are given for high performance;

small or no rewards are given for low performance. And whereas giving a low
performer only small rewards initially may lead to dissatisfaction, the
expectation is that the individual will make efforts to improve performance in
order to obtain greater rewards in the future. The point is that managers
should
consider
satisfaction
and
performance
as
two
separate
but
interrelated work results that are affected by the allocation of rewards.

Whereas job satisfaction alone is not a good predictor of work performance,
well-managed rewards can have a positive influence on both satisfaction and
performance.
What kindles dissatisfaction?
Earnings or benefits
Job quality or workplace support
Lack of appreciation
Stagnation or no growth
Lack of freedom
Best Practices -Employee Satisfaction.

1) Recruiting and Hiring it all starts with this
2) Provide a Career / Skill Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
Strengthen work environment
Make improvements to mould the company as an employer of choice

Treat employees as an important part of the organisation
Encourage participation in various planning and decision-making
aspects
Offer meaningful work and challenging assignments to effectively
utilise staff skills
Empower employees and ensure them of job security.
Provide legitimate feedback, genuinely listen to staff concerns and
make their interests a management priority
Role of Employee Satisfaction & Morale Boosting
Seven social learning processes and strategies were identified that relate to
Job Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organization
These seven elements of Job Satisfaction and Morale align with components
of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed
to be necessary for job satisfaction and the motivation to perform ones job
well.
For
instance,
Conditions
of
Service,
Recognition
&
Reward,
Organizational Loyalty to Workers, and Workplace Design all relate to ones

satisfaction with the work context, or to use Hackman and Oldhams (1980)
terms, Job Context Satisfaction. Similarly, Job Significance Pascoe, Ali. &
Warne (your own belief that your work is important and has value) and
Performance Management relate to Experienced Meaningfulness of Work
and Knowledge of Results, respectively, both of which are posited as
necessary psychological states for high levels of motivation to work well.
Whilst there appears to be no direct relationship between Loyalty to the
Organization and elements of the Job Characteristics Model, ones attitude to
the organization for which they work would influence their motivation to work
well.
Conditions of Service
Generally, the data indicates that there is a perception that the conditions of
service and the implementation of certain associated policies and practices
are having some negative impacts on how people view their work
environment. The interviews highlighted how social changes with regard to
individuals goals and aspirations are impacting on work expectations. An
example is the difference in expectations between long serving personnel
and new recruits (generation of baby boomers and generation X). Long
serving members, until very
recently, thought of their work in the Defence Forces as a long term career;
however, new personnel view it as an opportunity to enjoy the work and the
challenges the military offers, but not necessarily as a lifelong career. The
changing role of the military from war fighting to that of the peacekeeping
and humanitarian assistance has an impact on the conditions of service and
ultimately on job satisfaction. The data clearly indicates that younger
personnel now have much higher expectations of being able to balance their
personal life with work commitments. Thus, many comments occurred in the
interviews that related to
family friendly policies in the service, for example:
Id leave if thats whats necessary because I have to put my family first
now.
I dont think [this service] has found a method to address women who want
to have families
My partner and I have not lived in the same state since95its just not a
sacrifice Im prepared to keep making.
The shrinking labour market available for recruiting new staff led to the
civilianisation of some military billets, the billets which were often perceived
to be the jewels in the crown as far as military postings are concerned.
Although it was recognized that the civilians formed an important part of the
service, there seemed to be some degree of resentment:
[There is] the perception that civilians were taking over the organizationa
lot of things we used to do is now being taken over by civiliansWe had
people come in and werent trained to the same level as the [service]
people. It meant then the [uniformed] people had to take up the slack.
Two quality of work issues emerged from the interviews: having interesting
and challenging work (which is discussed under the heading of job
significance), and the change in the way things are manufactured and
repaired. An example relating to the latter is:
The techniciansare very much monkey see monkey do these dayshell
learn to replace boxes. Thats his career.
This change in the way things are replaced rather than repaired has a
significant impact on job design and it may be necessary to re-design other
aspects of maintenance-type jobs to sustain interest and variety.
Due to the changing economic climate there were changes introduced to
promotion and advancement policies. This has impacted heavily on officers'
perceptions of conditions of service:
I have a letter from the Chief of Defence Force (CDF) telling me that I can
expect probably two jobs in rank and then its up or out.I have no
security of tenure here, whereas before I was promoted to this rank I
probably did.
Many interviewees indicated they had planned to stay until they were 55
years old, but that they now felt that this was not possible. Interestingly, this
has been compounded by the policy of the service whereby some talented
young people are being given fast track promotions, and by the perception
that if you have not reached a particular rank by a certain age then you are
wasting your time staying in the service.
With the downsizing policies that plague most government and private sector
organisations, the culture to work long hours seems to be heavily
entrenched. This occurs both at junior and senior ranks. The research data
points to the general perception that junior staff will be told to go home, but
that no-one tells the senior ranks to go home and not to work such long
hours.
The quantitative survey canvassed opinions on having sufficient resources to
do your work, and the workload.
Sixty-two percent and 72%, respectively, of respondents were satisfied with
the level of resourcing and the workload, indicating that this factor is not
adversely affecting Job Satisfaction and Morale.
Recognition and Reward
The lack of proper recognition for a job well done seems to be an endemic
problem for many organisations (Mitchell, 2000). The research data indicates
that the lack of recognition and extrinsic reward for ones work is mainly due
to the system because rules and regulations largely prevent supervisors from
offering encouragement awards (such as gift vouchers) in recognition of a
job well done. Most interviewees talked about the use of promotion as a
reward, but also emphasised that not everyone who is capable is going to be
promoted because there are not enough positions available.
Interviewees also commented that the existing honours and awards system
is complex. The research team was told that due to a heavy workload
commendations are not written (only one or two people seem to be writing
up 90% of the commendations), and as a consequence there are probably a
large number of exceptional people who are missing out. Quotes typical of
those about the honours and awards system are:
The honours and awards system is quite a complex one but its one of the
most publicly and visibly recognised way of getting reward.
"Conspicuous service medals and the Australia Day Medals theres a
general avoidance of
people [in this HQ] getting those sort of things because its then seen as
being nepotistic, if the head shed [HQ] gets all the kudos.
There were also a number of comments about inadequate feedback:
Ive been here for three months and I dont get any feedback on the work
that Ive doneI presume its been OK because they havent come back to
me and said Youre hopeless.
On the matter of intrinsic reward, typical comments were:
Its been very rewarding personally, professionally, if not financially, but Ive
done a lot of really interesting things.
You get offered good opportunities because youre good doing that stuff
and youre working hard..
Such comments indicate that some have specifically joined the military
because of intrinsic rewards such as a wide variety of jobs and opportunities.
Organizational Loyalty to Workers
The prevailing economic climate has led many organizations onto a path of
implementing efficiency measures. Restructuring, frequent organizational
changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne
surprising, therefore, that there is the perception that the organization is less
loyal to workers now than in the past as illustrated by the following
comment:
Well hang on, there aint no loyalty here, and Im busting my buns and have
for the past 30
something year, always been a workaholic and always delivered 150%.
The other aspect of organisational loyalty raised during interviews related to
the contract of trust between leaders and staff being broken:
[There is the] expectation that theres going to be more money put into
people and the only place they can get that money from, because they cant
go across to the government say we need more money The only way they
can get it is out of operating costs.
We keep saying that people are the backbone of [this service], but there is a
general feeling out there that that is a platitude and we dont really live up to
that.
Loyalty to the Organization
According to Reichheld (2001) unless leaders of an organization have built
relationships on loyalty then nothing will keep staff and other stakeholders
from jumping ship the instant a better opportunity comes along. This is likely
to be reflected in the level of job satisfaction and staff retention rates, and
involves staff being loyal to the organisation and the organisation being loyal
to staff. Reichheld (2001) also states that true employee loyalty includes
responsibility and accountability for building successful, mutually valuable
relationships. Many of the interviewees considered themselves loyal to the
service, were happy, and would stay with the service forever, if they could:
Imsort of very proud to be wearing the uniform and I knew it was
something that I wanted to do when I was in high school.
Im probably actually quite loyal to the organisation, shared objectives you
know it would take a long period of not having a good time. Its not just a
case of I didnt enjoy the last six months.
There were, however, some mixed messages from people who perceived
themselves as extremely loyal to the service and yet they were leaving it:
Im leaving but Ive actually really enjoyed it. Its the best place that Ive
worked with Defence
Im really glad I worked here and Ive got this loyalty to the service, which is
making me sad to leave.
there is a simmering air of discontentment and unhappiness and theres
also this underpinning loyalty and love for the service.
In the quantitative survey only 15% of respondents indicated that they would
not consider a career outside Defence. This could lead to a serious problem
should those remaining 85% employees act upon it and leave the
Department. Despite the mixed messages concerning loyalty to the service,
and despite the fact that staff still indicated they are leaving, there is a clear
sense of loyalty to the service.
Workplace design
The physical design of a workplace impacts on the behaviours that occur in
that space. Fifty-nine percent of respondents to the quantitative survey
found the work environment too noisy, and only 45% indicated they could
work effectively in the open plan environment. From the interview data it
became apparent that the preferred solution to this was to book a quiet
conference
room
and
work
there.
Interestingly,
some
interviewees'
comments indicated they favoured an open plan environment, and that

common identity, morale and communication had been enhanced due to the
collocation of staff:
You can just pull up a chair and talk about something
It really promotes a team, and what it does promote is the transfer of
knowledge.
Job Significance
Job significance is the extent to which one feels his or her work is significant,
or is something that counts, and if one sees their job as trivial they are
unlikely to experience it as meaningful. In turn, they are unlikely to develop a
high level of job satisfaction or work motivation (Hackman & Oldham, 1980).
Regardless of industry or organisation, lack of tangible and significant
outcomes from work can lead to workers being less willing to engage in
generative learning. Most of the interviewees talked about the importance of
feeling they are making a contribution and that their work is having an
effect. Some indicated that working at the HQ has given them a clearer
picture of what the service does and how they contribute to that, for
example:
Its the first job Ive ever had where I can make a big difference, and I love
it.
I really enjoyed it because I felt I was actually contributing something.
Im very pleased to be going back to something whereI think I can make a
contribution because I struggled to find a way to really make a contribution.
Service to our nation is one of the greatest things you can ever do and the
simple satisfaction of something like Timor, of something like the Gulf, of
actually getting out there and doing what you are trained to do is
remarkable.
Others talked about a lack of challenge and job significance as a reason for
leaving:
More administration, its a day-to-day task that doesnt contribute to the
bigger goal doesnt have a big impact on any projects whatever.
The research data clearly points to lack of job significance as a main reason
for those who leave the service.
Performance Management
Assessment, reporting and performance management form a significant part
of the overall management of military personnel throughout their careers.
Issues raised in relation to performance management of individuals are
indicated by the following comments:
Evaluation of personnel and reports were not handed in on time and as a
result some people missed [out] on advancement.
It doesnt say anything about, you know, congratulations, well done, or
how valued you are to the organisation. What it says is that "Now that you're
here, perform or youre out.
Individuals identified the following as important in their performance
management: realistic goals, trust, making sure your performance is fully
recorded, and the linking of the financial and performance
The Role of Job Satisfaction and Morale in Organizational Learning

Job satisfaction and the motivation to perform well at work is important in
today's business climate not merely because of their links with high levels of
work effectiveness they are also important because the competitive
advantage requires a knowledge edge and this cannot be achieved unless

employees are willing to engage in behaviours that will result in generative
learning. These include the willingness to share corporate knowledge and the
willingness to voice new ideas and engage in dialogue about new and
innovative ways of working. Figure 2 below illustrates the impact that factors
associated with Job Satisfaction and Morale can have on these two elements
that are vital to generative learning. The findings of the study reported in this
paper
suggest
that
Conditions
of
Service,
Recognition
&
Reward,
Organizational Loyalty to Workers, Workplace Design, and Performance

Management contribute directly to Job Satisfaction & Morale. Loyalty To the
Organization and Job Significance also contribute to Job Satisfaction &
Morale, but the relationship is recursive. For instance, higher levels of Job
Satisfaction & Morale would have positive impacts on
Loyalty to the Organization and levels of Job Significance. Finally, Job
Satisfaction & Morale will impact on Motivation to Work Well, and this directly
influence employees Willingness To Share Corporate Knowledge and their
Willingness to Voice New Ideas.
INDUSTRY PROFILE
The
Indian
pharmaceutical
industry
is
success
story
providing
employment for millions and ensuring that essential drugs at affordable

prices are available to the vast population of this sub-continent.
Richard Gerster
The pharmaceutical industry, may it be global or Indian is constantly helping
people to lead healthier lives worldwide. Life wouldnt have been so easy
without the existence pharmaceutical industry. It is one among the few
industries, which is in the path of continuous growth.
The Indian Pharmaceutical Industry today is in the front rank of Indias
science-based industries with wide ranging capabilities in the complex field
of drug manufacture and technology. A highly organized sector, the Indian
Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to
9 percent annually. It ranks very high in the third world, in terms of
technology, quality and range of medicines manufactured. From simple
headache pills to sophisticated antibiotics and complex cardiac compounds,
almost every type of medicine is now made indigenously.
Playing a key role in promoting and sustaining development in the vital field
of medicines, Indian Pharma Industry boasts quality producers and many
units approved by regulatory authorities in USA and UK. International
companies associated with this sector have stimulated, assisted and
spearheaded this dynamic development in the past 53 years and helped to
put India on the pharmaceutical map of the world.
The Indian pharmaceutical sector is highly fragmented with more than 20000
registered units. It has expanded drastically in the last two decades. The
leading 250 pharmaceutical companies control 70% of the market share. The
Indian industry meets around 70% of the countrys demand for bulk drugs,
drug
intermediaries,
pharmaceutical
formulations,
chemicals,
tablets,
capsules, orals and injectibles.

Manufacturers are free to produce any drug duly approved by the Drug
Control
Authority.
Technologically
strong
and
totally
self-reliant,
the
pharmaceutical industry in India has low costs of production, low R&D costs,
innovative scientific manpower, strength of national laboratories and an
increasing balance of trade.
ADVANTAGE INDIA
Competent workforce: India has a pool of personnel with high managerial
and technical competence as also skilled workforce. It has an educated work
force
and English is commonly used.
Professional
services
Cost-effective
chemical
are
synthesis:
Its
easily
track
record
available.
of
development,
particularly in the area of improved cost-beneficial chemical synthesis for

various drug molecules is excellent. It provides a wide variety of bulk drugs
and
exports
sophisticated
bulk
drugs.
Legal & Financial Framework: India has a 53-year-old democracy and hence
has a solid legal framework and strong financial markets. There is already
an
established
Information
&
international
Technology:
industry
It
has
and
business
community.
good
network
of
world-class
educational institutions and established strengths in Information Technology.

Globalization: The country is committed to a free market economy and
globalization. Above all, it has a 70 million middle class market, which is
continuously growing.
Consolidation:
For
the
first
time
in
many
years,
the
international
pharmaceutical industry is finding great opportunities in India. The process of

consolidation,
pharmaceutical
which
has
become
industry,
has
generalized
started
taking
phenomenon
place
in
India.
in
THE GROWTH SCENARIO

India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14
percent per year. It is one of the largest and most advanced among the
developing countries. Over 20,000 registered pharmaceutical manufacturers
exist in the country.
The domestic pharmaceuticals industry output is expected to exceed Rs260
billion
in the financial year 2002, which accounts for merely 1.3%
of the
global pharmaceutical sector. Of this, bulk
drugs will account for
Rs 54 bn (21%) and
formulations, the remaining Rs 210 bn (79%). In financial

2001,
imports
were
Rs20bn
while
exports
year
were
Rs87bn.
STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for sustained future
growth.
Core competencies will play an important role in
determining the future of many
Indian pharmaceutical companies
in the post product-patent regime after 2005.
Indian
companies, in an effort to consolidate their position, will have to increasingly

look at merger and acquisition options of either companies or products.
The Indian pharmaceutical industry also needs to take advantage of the
recent advances in biotechnology and information technology. The future of
the industry will be determined by how well it markets its products to several
regions
and
distributes
risks,
its
forward
and
backward
integration
capabilities, its R&D, its consolidation through mergers and acquisitions, comarketing and licensing agreements.
RESEARCH & DEVELOPMENT
Research & Development is the key to the future of pharmaceutical industry.

The
pharmaceutical
advances
for
considerable
improvement
in
life
expectancy and health all over the world are the result of a steadily
increasing
investment
in
research.
There
is
considerable
scope
for
collaborative R & D in India. India can offer several strengths to the

international R & D community. These strengths relate to availability of
excellent scientific talents who can develop combinatorial chemistry,
new synthetic molecules and plant derived candidate drugs. R & D in the
pharmaceutical industry in India is critical to find answers for some of the
diseases peculiar to a tropical country like India and also for finding solutions
for unmet medical needs. Industrial R & D groups can carry out limited
primary screening to identify lead molecules or even candidate drugs for
further in vivo screening, pre-clinical pharmacology, toxicology, animal and
human pharmacokinetics and metabolic studies before taking them up for
human trials. In such collaborations, harmonized standards of screening can
be assured following established good laboratory practices.
The R & D
expenditure by the Indian pharmaceutical industry is around 1.9% of the

industrys turnover. This obviously, is very low when compared to the
investment on R & D by foreign pharma companies. They spend 10 - 16% of
the turnover on R & D.
When it comes to clinical evaluation at the time of multi-center trials, India
would provide a strong base considering the real availability of clinical
materials in diverse therapeutic areas. Such active collaboration will be
mutually beneficial to both partners. According to a survey by the
Pharmaceutical
Outsourcing
Management
Association
and
Bio/Pharmaceutical Outsourcing Report, pharmaceutical companies are

utilizing substantially the services of Contract Research Organizations(CROs).
Indian Pharmaceutical Industry, with its rich scientific talents, provides
cost-effective
clinical
trial
research.
It
has
an
excellent
record
of
development of improved, cost-beneficial chemical syntheses for various

drug molecules. Some MNCs are already sourcing these services from their
Indian
affiliates.
The Pharmaceutical and Biotechnology Industry is eligible for weight

deduction for R&D expense up to 150%. These R&D companies will also
enjoy tax holiday for 10 years. A promotional research and development fund
of Rs.150 crores is set up by the Government to promote research and
development in the pharmaceuticals sector.
Future Prospects
As per WTO, from the year 2005, India will grant product patent recognition
to all new chemical entities (NCEs) i.e., bulk drugs developed then onwards.
The Indian Government's decision to allow 100 percent foreign direct
investment into the drugs and pharmaceutical industry is expected to aid the
growth of contract research in the country. Technology transfer to 100
percent Indian subsidiaries of MNCs is expected only in 2005. Indian
pharmaceutical interests in making a mark on the global scene got a boost
when HETERO licensed two of its anti-diabetic molecules to Novo Nordisk and
when Ranbaxy licensed its Novel Drug Delivery System (NDDS) of
ciprofloxacin to Bayer. MNCs in India faced the problem of having a very high
DPCO coverage, weakening their bottom lines as well as hindering their
growth through the launch of new products.
Indian companies such as
Ranbaxy, Sun Pharma, and Hetero Drugs are increasingly focusing on

tapping the U.S. generic market, projected to be around $18 billion by 2004.
DOMESTIC & EXTERNAL TRADE
The Indian pharmaceutical industry is highly regulated. The Government
controls
prices of a large number of bulk drugs and formulations.
Profit margins of players
vary widely in both domestic and
export
sales
due
to
many
factors.
Domestic Trade
More than 85% of the formulations produced in the country are sold in the
domestic market. India is largely self-sufficient in formulations; Some life
saving, new generation under-patent formulations continue to be imported
(by MNCs) which then market them in India. Overall, the size of domestic
formulations
market
is
around
Rs160bn
and
growing
at
10%.
Exports
Over 60% of Indias bulk drug production is exported. The balance is sold
locally to other formulators. Indias pharmaceutical exports are to the tune of
Rs87bn, of which formulations contribute nearly 55% and the rest 45%
comes from bulk drugs. In financial year 200, exports grew by 21%. Indias
pharmaceuticals imports were to the tune of Rs20.3bn in FY2001. Imports
have registered a CAGR of only 2% in the past 5 years. Import of bulk drugs
have slowed down in the recent years.
The Indian pharmaceutical industry has shown tremendous progress in terms
of infrastructure development, technology base creation and a wide range of
production. The industry now produces bulk drugs belonging to all major
therapeutic groups. Strong scientific and technical manpower and pioneering
work done in process development have contributed to this.
TECHNOLOGICAL STRENGTHS
The following form the basis of the technological strengths of the Indian
pharmaceutical industry:
Low cost of production
Low R&D costs
Innovative Scientific manpower
Strength of National Laboratories
Increasing balance of trade in pharma sector

Pharmaceutical Products Manufacturers, Exporters and Suppliers from India
Animal Health Products
Ayurvedic & Herbal Products
Children Care Products
Cork, Bottle Corks, Cork Stopper, and Other Cork Products
Dental Consumables, Products & Laboratory Supplies
Finished Injectables, Tablets, Capsules and Oral Preparations
General Health & Common Diseases
Gym, Fitness & Health Care Equipment
Health Care Products
Homeopathic Medicines
Industrial & Medical Gases
Medical & Hospital Supplies & Consumables
Medical, Surgical & Hospital Instruments & Equipment
Men Health Products
Merchant Traders
Miscellaneous Chemicals
Ophthalmic Instruments, Spectacles & Sun Glasses
Pesticides, Insecticides & Allied Products
Pharmaceutical Machinery & Equipment
Pharmaceutical, Bulk Drugs, Medicines & Raw Materials
Photographic Materials & Equipment
Wheel Chairs, Crutches, Walker And Related Products
Women Health Products

Pharmaceutical Products Importers and Buyers from India
Animal Health Products
Ayurvedic & Herbal Products
Dental Consumables, Products & Laboratory Supplies
Finished Injectables, Tablets, Capsules and Oral Preparations
General Health & Common Diseases
Gym, Fitness & Health Care Equipment
Health Care Products
Homeopathic Medicines
Industrial & Medical Gases
Medical & Hospital Supplies & Consumables
Medical, Surgical & Hospital Instruments & Equipment
Merchant Traders
Miscellaneous Chemicals
Ophthalmic Instruments, Spectacles & Sun Glasses
Pesticides, Insecticides & Allied Products
Pharmaceutical Machinery & Equipment
Pharmaceutical, Bulk Drugs, Medicines & Raw Materials
Photographic Materials & Equipment
Wheel Chairs, Crutches, Walker And Related Products
COMPANY PROFILE
HETRO DRUGS LIMITED is a name, epitomizes hard work, experience and
success. A relatively young company that is making its presence felt and
making rapid progress nationally and internationally. Involved in the
manufacturing of active pharmaceutical ingredients and finished dosage

forms, Hetero is one of its kinds of the very few companies, which have been
able to crave a niche in the pharmaceutical industry, given the present
scenario where it requires a right blend of intellectual strength, core
competencies and a precise foresight for the future. Hetero has come a long
way since its inception in the year 1993 to be recognized as a strong player
in the field of pharmaceutical, as a result of its combined strength in
research, manufacture and marking.
Established in the year 1993, with the motto to be the best in the API
manufacturing, Hetero today embodies the vision of a top notch player in
developing and commercializing products catering to a variety of therapeutic
categories, integrating into a leading finished dosage manufacturer.
True to the statement, Where the Future Started Yesterday, with a foresight
on the current trends in the pharmaceutical Market, Hetero has grown from
strength to strength, combining its Research strengths, Manufacturing
capabilities and Human Resources and well established quality management
system.
With full-fledged marketing capabilities, the company has been able to
market its products in over 80 countries in Asia, Middle East, Eastern Europe
and Latin America. With its compliance to the most stringent requirements,
Hetero has today gained foothold to market several of its APIs in the United
States, Canada and Europe.
With all nine manufacturing facilities supported by excellent infrastructure
and compliance to the GMP requirements, Hetero has crossed numerous
milestones in a comparatively short period since its inception.
HETERO GROUP
HETERO DRUGS LIMETED
HETERO LABS
HETERO RESEARCH FOUNDATION
SYMED LABS
GENX PHARMA
HETERO HELTH CARE
The spirit and brain behind the story of hetero is its founder Dr. BPS
Reddy, a scientist who started the company drawing immense from
the vast and rich experience he gained during his stint laboratory
where he was instrument in developing and commercializing
processes of several APIs.
The company was started by him with a vision to be recognized as

an aggressive company the combines its strength of R&D and
manufacturing with definite advantages in terms of cost and
chemistry with a strong emphasis on quality of products.
The untiring efforts of the chairman saw hetero develop process for
several products at relatively low cost, thus making it possible for
several life saving drugs to be available at affordable prices meeting
all the regulatory and quality norms.
With the organization having reached a point where it is identified

among the widely recognized companies the chairman is now
focusing on given new dimensions to the company in terms of
exploring possibilities of further growth, exploring new horizons in
the field of pharmaceutical development and evolving strategies to
take the company to greater heights.
VISION&VALUES
Hetero visualizes itself as an aggressive player in the global pharmaceutical

scenario, supplying generics developed, combining intellectual property,
research strengths and strong human resource input.
The company values the concept of having social responsibilities in the
course of its assent to greater heights. It strongly believes in focusing on
customer requirements and delivering the products at the right pace.
Hetero considers its human resources as the core of all its capabilities and
believes in tapping and honing the talents of its members to reach the zenith
of success. It believes in continuous evaluation and improvement in all the
factors that contribute in transforming the organization into a global force to
reckon with.
MISSION
Heteros mission is to be a globally acclaimed pharmaceutical company,
meeting the requirements of healthcare imbibing the philosophy of both
commercial and social concerns, driven by research and manufacturing
capabilities.
Heteros production muscle stems from its endeavors to install plant,
equipment, systems and personnel that portray the best in the Indian
pharmaceutical industry. Professional teams equipped with cutting-edge
technology come together in developing, commercializing and delivering
latest intermediate and active pharmaceutical ingredients across the globe.
Heteros state-of-the-art plant, which conforms to stringent CGMP guidelines,
facilitates pilot and large-scale production. This has enabled it to deliver a
wide range of APIs of international standard and intermediate chemicals for
diverse healthcare applications.
QUALITY
The approval of heteros API facility by USFDA and finished dosage facility
buy WHO bear a testimony to this fact. All the activities at Hetero right from
the receipt of raw materials to dispatch of the finished products are carried
out in accordance to a well-oiled quality management system. The
importance of having a strong quality based system has been recognized by
the organization due to which every individual in each department
understands his/her responsibilities and carries them out with utmost care
avoiding any confusion, thus delivering the best results. In addition, talking
about quality of the product itself, the company has evolved the systems to
implement GMPs in the manufacture of the product to protect the safety,
quality and integrity. The approval of Heteros API Facility by USFDS and
Finished Dosage Facility by WHO bear a testimony to this fact.
RESEARCH AND DEVELOPMENT
Heteros emphasis has always been on Research and Development. The
emphasis was to ensure that the processes being adopted for the products
are cost effective, safe to handle and with optimum advantage in terms of
yield and quality. Having laid solid foundation towards the end heteros R&D
approach has also taken cognizance of the present scenario where stringent
patent regime is under implementation heteros team of scientists has been
and is involved in developing non-in fringing process for its products. With its
ability to explore new heights and achieve the best hetero has been able to
file patents for several of its processes.
Hetero research capabilities have been proven with its ability to carry out a
wide range of reactions, which are difficult to carry out. Given its research
capabilities, Hetero has today initiated contract research. Towards the end,
the company has already evolved its strategies and is into discussions with
renowned companies for carrying out the contract research. In addition to
the above, the company is now on the threshold of commencing basic
research activities to develop and screen new chemical entities for different
therapeutic categories.
STRENGTHS:
Strong emphasis on Research and Development
Ability to develop processes for a large range of therapeutic

categories.
Ability to orient and adapt to the changing facets of industry,

particularly in terms of Regulations, Intellectual property and
Manufacturing capabilities.
Cohesive team of skilled professionals in all wings related to

research, manufacture and marketing.
Strong customer base and market presence.
A strong commitment towards the society to provide timely support by

providing life saving drugs at relatively low costs, short span of time.
TECHNOLOGY ABSORPTION, ADAPTION AND INNOVATION:
Efforts in brief, made towards technology absorption, adoptions The
companys R&D division is continuously engaged in the research of new
products and improving the process of existing products. Once the
technology is developed the R&D team will hand over the same to
production team for the commercial production.
Benefits derived as a result of the above efforts e.g. process improvement,
cost
reduction,
product
development,
quality
improvement,
import
substitution etc. the continuous up gradation and adoption of technology,

benefits the company in the form of good quality, better yields and cost
reduction.
SPECIFIC AREAS IN WHICH R&D CARRIED OUT BY THE COMPANY

During the year 2006-2007, research and development activity is carried out
in respect of the following products:
Product
Therapeutic Use
Donepezil Hcl
Anti-Alzhemers
Nitazoxanide
Tolterodine Tartrate
Antiriarrheals
Urinary incontinence
FUTURE PLAN OF ACTION

The company proposes to upgrade the R&D facilities continuously in live with
international standard and put more accent on the development of pharma
products which are cost effective and prevailing patent legislation. The R&D
activates are also proposed to diversity in to imitation of new drugs
discovery. Custom synthesis and contract research in the year to come. The
company stared R&D activity on development of finished dosages for
regulatory markets.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problem; it may be understood as a science of studying how research is done
scientifically. Thus where we talk of research methodology we not only take
of research method, but also consider the logic behind the methods we use
in the context of our research study and explain why we are using the
particular method.
Research design
After having defined the objective the next is to formulate steps, which will
specify the ways of achieving the primary and secondary objectives.
Generally the data collection method and sampling plan are the main
elements that constitute the research design.
Research design provides smooth operations yielding maximal information
with minimum expenditure of effort time and money.
Research design has a plan in advance of data collection analysis for our
research report.
A research design is the logical and systematic planning and directing piece
of research.
A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to confirm relevance to the research
purpose with economy procedure.
The study is designed as descriptive one based on survey method. The
sample was selected based on convenience sampling method. Both primary
data and secondary data were collected. And the collected data were
analyzed by using statistical tools like percentage method and pie charts.
Pre testing of questionnaire The researcher to remove questions that are
vague and ambiguous in the nature conducted the pre testing. The samples
of 21 respondents were selected and the questionnaire was pre-tested and
the researcher did necessary modification.
Data collection
There are two types of data
Primary data: - the primary data is that information which is collected for
the first time, and thus happens to be original in character primary data is
never collected before. Primary data can be collected through method of
survey, observations and questionnaire.
Here the data has been collected through questionnaire.
Secondary data: the pre-existing data not gathered for the purposes of the
current research. This is the data which have already been
collected by some other agency and which have already been
processing.
Here the secondary data was collected from web sites, journals and books.
Sample
A sample is a segment of the population selected to represent the population
as a whole.
Sample size
The study of Employee Satisfaction was done with a sample size of 21
Employees who were at least three years old in the organization.
RESEARCH INSTRUMENT:
The research instrument used for collecting the data is questionnaire.
Questionnaire:
The Questionnaire is prepared in an organized and thorough manner and
reframed accordingly after considering all the required aspects of the
attrition analysis, using last years data. The scale ranges from a score of 1
for Strongly Agree to a score of 6 for Unable to Rate.
Parameters Used For the Survey
The primary data about Employee Satisfaction is collected from Employees
using a structured Questionnaire which contained both open ended as well
as closed ended Questions. A questionnaire of questions was designed
keeping in view the objectives and other aspects which are mentioned below
General
Work Environment
Respect for Employees
Respect for Management
Opportunities for Growth
Teamwork
Communication
Feed back
Closing
Our motive was to cover all the areas which were related to Employees and
measure his/her satisfaction level in those areas.
To carry out the survey we prepared the questionnaire divided into various
sections and we uploaded the questionnaire into the website and the survey
would be active for a stipulated period of time.
STATISTICAL TOOLS USED FOR ANALYSIS:
After data collection, statistical tools are used for analyzing the data and
results are obtained. From the obtained results, findings and suggestions can
be done.
DATA ANALYSIS & INTERPRETATION

Work Environment
This section is related to the facilities at your workplace and the resources
available to you to do your job
1. I have the resources I need to do my job well.
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
2. The necessary information systems are in place and accessible for

me to get my job done.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
3. My workplace is well maintained.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
4. My workplace is safe.
S No.
Attributes
No. of employees
Strongly Agree
13
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
5. I feel comfortable expressing my views and raising concerns at

work.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
6. I am very much satisfied with the kind of work I do.

S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
7. I feel that my talent is used in the best way.

S No.
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate

In this section you are supposed to give your feedback on how satisfied are
you with the pay and the benefits that you get at Hetero Drugs.
9. I am paid fairly for the work I do.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
11. I am satisfied with my benefits package.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate

This section deals with the organization attitude towards its employees.
13. My Superiors & Management values my talents and the
contribution I make.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
14. My team leader always treats me with respect.
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
15. Everybody is treated fairly in this organization.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate

This section deals with the employees attitude towards management.
16. Our senior leaders demonstrate strong leadership skills.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
17. Our team lead knows his job well.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
18. Our HR Manager knows his job well.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate

This section deals with opportunities that Hetero Drugs provides for
professional & personal growth.
19. I receive the KT I need to do my job well.
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
20. My work is challenging and stimulating
S No.
Attributes
No. of employees
Strongly Agree
15
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
21. I have a mentor at work.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
Team work
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
S No.
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
S No.
Attributes
No. of employees
Strongly Agree
16
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
24.
Management
communicates
well
with
the
rest
organization.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
of
the
Feed back
This section deals with concept of taking feedback from the employees of
Hetero Drugs.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
26. I am given adequate feedback about my performance.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
27. I have an opportunity to participate in the goal setting process.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
28. My work is being rewarded or recognized at appropriate times.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
29. I would recommend others to work for this company.
S No.
Attributes
No. of employees
Yes
20
No
FINDINGS
After being a part of entire survey i.e. from preparation of questionnaire to
the preparation of final report, I was able to identify the benefits from the
survey conducted and also recognized some of the areas where Employees
showed dissatisfaction, which are as follows:
1. Employees were pleased to work with Hetero Drugs.
2. People expressed their confidence in management of Hetero Drugs
3. Most of the Employees were not clear about the mission & vision
statement of Hetero Drugs.
4. Employees are not comfortable with the work place.
5. Employees are unhappy with the Pantry & Conference facilities

provided to them.
6. Employees feel that they are unable to balance their personal and
professional life.
7. Most of the Employees are displeased with their Compensation and
benefits part.
8. Individuals are treated fairly in Hetero Drugs.
9. Employees are very much happy with their respective team leads.
10.
Individuals working in teams are happy with cooperation which
they get
from their respective teams.
11.
People working in Hetero Drugs felt that they can freely share
their opinion on various things relating to work and personal life with
others.
12.
Employees strongly feel that they have Opportunity for their
career growth at Hetero Drugs.
13.
Employees are pleased with the HR department.
14.
Lack of discipline is found with respect to time management.
15.
Employees are satisfied with the current policies of Hetero Drugs
Ltd.,.
16.
Employees are unhappy with their performance evaluation policy.
17.
Most of the Employees are dissatisfied with the lack of feedback
they get from their team leaders.
SUGGESTIONS
After the successful completion of the survey i.e. when all Employees
submitted their feedback we analyzed it in following ways
Consolidated report of all the Employees taken and difficulties faced by them
were taken into consideration. Then team wise about the perception and
problems faced in teams were analyzed. Then reports were divided according
to gender and analyzed and finally reports according to seniority were
prepared from which the consolidated report that had been enclosed shows
the overall levels of Employee Satisfaction at Hetero Drugs Ltd.,
After analyzing the consolidated report, I thought the below suggestions
given by me would help Hetero Drugs to create an amicable & peaceful
environment where people feel proud to work.
The recommendations are follows:
1. Some of the questions for which negative feedback was expected were
deleted , in my view when they were planning to take an overall
opinion about employee satisfaction levels all the factors related to
employee satisfaction should be covered.
2. Quick and prompt action should be taken for the areas found in
Employee feedback which need improvement.
3. Employee should be given more time to fill up the survey.
4. Recent training and development sessions were useful to employees.
Most of them felt that the training sessions should continue and this
session should focus more on their technical and soft skills.
5. In spite of company providing many benefits to employees, most of
them are not happy with benefits plans of the company, I would like to
recommend Hetero to go for benefits like sodexho passes, spouse

insurance etc...
6. Most of the employees felt that they should be a balance of work
between personal and professional life. This kind of stress can be reduced
by encouraging fun related activities in the office regularly.
7. Employees says that there should be more space in the pantry and they
also require more chairs as employees cannot go together for lunch and
hence hampers the mutual communications. This can be overcome by
providing more chairs or by making the sitting arrangements more
spacious.
8. Hetero should try to encourage its employees by taking them out for an
outing or team dinner so as to boost up the team and give them
relaxation from their routine activities.
9. Employees feel that their performance evaluation is not fair, this can be
abridged by making its employees clear about the policies and
procedures.
10. Team leads should give them a feedback for every fifteen days so that
they can asses themselves and work on their weakness to convert them
into strengths.
11. Lack of discipline has been found with respect to time, I would like to
recommend Hetero to go for an effective time sheet.
QUESTIONNAIRE
Please provide the following information
First Name _________________________________________________________

Last Name _________________________________________________________
Working since ________________________________________________________
Team
_________________________________________________________
Designation
_________________________________________________________
Work Environment
This section is related to the facilities at your workplace and the resources
available to you to do your job
1. I have the resources I need to do my job well.
a) Strongly Agree
b) Moderately Agree
d) Moderately Disagree e) Strongly Disagree
c) Neutral
f) Unable to Rate
2. The necessary information systems are in place and accessible for

me to get my job done.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
3. My workplace is well maintained.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
4. My workplace is safe.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
5. I feel comfortable expressing my views and raising concerns at

work.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
6. I am very much satisfied with the kind of work I do.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
7. I feel that my talent is used in the best way.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
8. Give us your final feedback of what you think of the resources

and facilities that are provided at Hetero Drugs.
______________________________________________________________________________
______________________________________________________________________________

In this section you are supposed to give your feedback on how satisfied are
you with the pay and the benefits that you get at Hetero Drugs.
9. I am paid fairly for the work I do.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
11. I am satisfied with my benefits package.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
12. Give us your final feedback in detail about how satisfied are you
with
your
salary.
______________________________________________________________________________
____________________________________________________________________________
This section deals with the organization attitude towards its employees.
13. My Superiors & Management values my talents and the
contribution I make.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
14. My team leader always treats me with respect.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
15. Everybody is treated fairly in this organization.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate

This section deals with the employees attitude towards management.
16. Our senior leaders demonstrate strong leadership skills.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
17. Our team lead knows his job well.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
18. Our HR Manager knows his job well.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate

This section deals with opportunities that Hetero Drugs provides for
professional & personal growth.
19. I receive the KT I need to do my job well.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
20. My work is challenging and stimulating

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
21. I have a mentor at work.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Teamwork
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Communication
24.
Management
communicates
well
with
the
rest
of
the
organization.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Feedback
This section deals with concept of taking feedback from the employees of
Hetero Drugs.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
26. I am given adequate feedback about my performance.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
27. I have an opportunity to participate in the goal setting process.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
28. My work is being rewarded or recognized at appropriate times.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
29. I would recommend others to work for this company.

a) Yes
b) No
30. Is there anything else that you would like to share on the
employee satisfaction?
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________________________
BIBLIOGRAPHY
Aswathappa k., Human Recourse & Management, 2003, Pg (244 to 245)
Khan N.V., Personal management, 2006, Pg (132 to 134)
Gupta K. Shashi & Joshi Rosy, Human Recourse Management, 2008, Pg (20.9
to 20.17)
30
Rao Subba P., Essential of HRM & Industrial Relationships, 2005, Pg (480 to
482)
Velnampy T., "Job Attitude and Employees Performance of Public Sector
Organizations in
Workplace Employment Relations Survey", Human Resource Management
Journal, Vol. 18, Issue-2, 2008, Pg (97195)
K.K.Jain, Fauzia Jabeen, Vinita Mishra & Naveen Gupta, " Job Satisfaction as
Related to
Hardik Shah & Hiral Shah, "Job Satisfaction and Fatigue Study", SCMSCOCHIN Journal
Organisational Behaviour by L.M. Prasad.
Sons 1997.
Websites:
www.heterodrugs.com
www.google.co.in
www.wikipedia.in
www.humanresourcesabout.com
www.surveymonkey.com
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EMPLOYEE SATISFACTION

improving employee satisfaction. The most successful organizations are

One of the key steps to understanding and improving employee satisfaction

Effective and regular performance evaluations, both formally and

A corporate emphasis on employee learning, development and growth

Wide-ranging employee participation in the organization as a whole.

Typically, a combination of factors influences employees' decisions to stay at

Include opportunities for personal growth and invest heavily in the

succession plan), mentors and tuition reimbursement for job-related

Train employees, even if it makes them more attractive to the

Acknowledge non-work priorities by recognizing and responding to

Definitions of Employee Satisfaction:

NEED FOR THE STUDY

Many employees will be unwilling to express their honest feelings if they

OBJECTIVES OF THE STUDY

To measure Employees satisfaction on Compensation and Benefits.

To find out the expectations of Employees from Management.

To compare the desired satisfaction with the actual one.

To compare the satisfaction in different levels i.e. female and male

SCOPE OF THE STUDY

Identifying Employees attitudes towards various attributes at work

This study gives us an insight of how Employees see and

perceive about Organization.

The knowledge of the company vision/ mission and strategies of

employees to balance their work and family?

LIMITATIONS OF THE STUDY

enough time to complete the survey properly.

satisfaction/dissatisfaction. Despite the large number of studies that have

needs, social needs, self-esteem needs, and self-actualization. This model

characteristics can be combined to form a motivating potential score (MPS)

systems, checklists, and forced choice answers. This data is typically

The work itselfresponsibility, interest, and growth.

The Job in General Index is an overall measurement of job satisfaction. It is

performance cause job satisfaction, the message to managers is quite

accomplishment leads to rewards that, in turn, lead to satisfaction. In this

performance accomplishment. Large rewards are given for high performance;

interrelated work results that are affected by the allocation of rewards.

Best Practices -Employee Satisfaction.

Make improvements to mould the company as an employer of choice

Organizational Loyalty to Workers, and Workplace Design all relate to ones

comments indicated they favoured an open plan environment, and that

The Role of Job Satisfaction and Morale in Organizational Learning

advantage requires a knowledge edge and this cannot be achieved unless

Organizational Loyalty to Workers, Workplace Design, and Performance

employment for millions and ensuring that essential drugs at affordable

capsules, orals and injectibles.

and English is commonly used.

particularly in the area of improved cost-beneficial chemical synthesis for

educational institutions and established strengths in Information Technology.

pharmaceutical industry is finding great opportunities in India. The process of

THE GROWTH SCENARIO

in the financial year 2002, which accounts for merely 1.3%

global pharmaceutical sector. Of this, bulk

drugs will account for

formulations, the remaining Rs 210 bn (79%). In financial

STEPS TO STRENGTHEN THE INDUSTRY

Core competencies will play an important role in

determining the future of many

Indian pharmaceutical companies

in the post product-patent regime after 2005.

companies, in an effort to consolidate their position, will have to increasingly

Research & Development is the key to the future of pharmaceutical industry.

collaborative R & D in India. India can offer several strengths to the