Professional Documents
Culture Documents
Declaration:
I declare that this assignment is my individual work. I have not copied from any other
student’s work or from any other source except where due acknowledgment is made
explicitly in the text, nor has any part been written for me by another person.
Evaluator’s comments:
The first question that comes to mind when we talk about brands is -what is a
brand?- A brand is the perception of a product or service by its customers. Other
things that come to mind when we talk about brands is the company name, its logo,
its advertising and the slogans used. It is very easy to concentrate on customers,
but what about the employees - they have to carry out your business's day-to- day
activities and make your company's brand image sustainable in the first place.
Have you realized that most companies focus their branding only on customers?
Though this is the common trend, it is not completely the right thing to do. It is
advisable to all those marketing executives and marketing experts out there to do
branding on two levels (i.e. the customer's point of view), and focus on the
employees as well. As a small business owner, it is important that you manage
your brand from both the customer and employee angle. This is because
irrespective of what you are selling or serving, your brand is the magnet that pulls
customers and employees to your business. So if you manage to brand your
company well for your employees, they will manage your brand appropriately for
your customers.
A good brand will attract customers. This is because customers are attracted
towards the emotional aspect or the logical aspect of a brand and its product or
service. You as a business owner or marketing executive for your company have to
be really good at positioning your brand. While you are positioning your brand,
also remember to promote the right image of your brand to your customers. This
means doing some extra work in terms of consumer behavioral surveys, but at the
end of it isn't it worth it to have a happy, satisfied and loyal customer?
It is fair to say that your employee branding is all about your people skills. So how
do you manage your employee branding? You have a proper recruitment process,
have a good training program for your employees and over and above all, have a
good company environment that is employee-friendly. This means that you must
keep your employees happy. You can do this by motivating employees,
encouraging teamwork and by appointing a rewards and recognition program
where the efforts of employees are acknowledged and recognized. All this will
create a sense of loyalty towards the company by your employees and this will be
evident to your customers.
Acknowledgement:
Before I go on to elaborate and explain this exhaustive piece of work, I would first
and foremost like to express my heartfelt gratitude to a few people who have
contributed to the successful completion of my thesis. Heading the list is my guide
LECT. CHANDRA SHEKHAR without whose invaluable support and constant
guidance this thesis would not have seen the light of day.
I would like to thanks Mr. Kulvinder singh (Vice President) and Mr. Fuljit Singh
(HR Manager) Of BAINS PHARMACEUTICAL LTD. And all the respondents
who spent their valuable time to reply of my questions and therefore helped me
reach a conclusion. And lastly to my parents who bear the expense of my project.
Employee Satisfaction Surveys: The most common purpose for surveying
employees is satisfaction. Employee satisfaction surveys deal with workplace
issues, such as benefits, commitment to diversity, and effective communications.
The data from these surveys helps paint a portrait of employee attitudes and
opinions. These kinds of surveys are particularly useful after a company has
undergone some sort of change, such as a layoff, an acquisition, or a new
department head. They also help employers isolate the root causes of persistent
problems, such as low productivity or high expenses.
Employee satisfaction surveys provide valuable data that can ultimately save
your company money. Our employee satisfaction surveys can:
Company Profile:
Bains Pharmaceutical Industries Ltd. Is a global pharmaceutical company
specializing in the development, production and marketing of generic and
proprietary branded pharmaceuticals as well as active pharmaceutical ingredients.
Bains is among the top 20 pharmaceutical companies and among the largest
generic pharmaceutical companies in the world.
The company, India top drug maker, also develops and manufactures proprietary
drugs, including multiple sclerosis treatment Copaxone and Parkinson's disease
treatment Azilect. Its active pharmaceutical ingredients division makes drug
components for Bains and other pharmaceutical manufacturers.
EXECUTIVE SUMMARY
Most of the employees know company’s strategy; they have confidence in its
leadership. Employees are satisfied with this company. Most of the Employees are
getting appropriate recognition for their contribution. BAINS providing fair salary
to its employees for their work.
BAINS as an organization really has a very bright future because of its
environment.
Organization is like a family where employees have to put share of responsibilities
and work in accordance with the organization goal. As far as employer-employee
relationship is concerned working in BAINS is very satisfactory. People always get
chance to show their talents and get recognized. Management is quit approachable.
: According to a report it was observed that some of the company are facing the
problems of employee unsatisfaction, most of the employees are leaving their
organizations and there is a high turnover. (Management Dilemma)
Objectives of the Survey:
Hypothesis:
Literature Review
Abstract:. The purpose of his paper is to show that the rational and emotional
triggers associated with customer loyalty and employee engagement can be
measured in a macro manner through mathematical indexing. Other stakeholder
groups, particularly employees and customers, have become empowered under
these current corporate conditions. For this reason, establishing high levels of
customer loyalty and employee engagement are leading determinants of brand
performance. By shedding light on changes in the modern marketplace, this article
can help shape thinking on effective ways to leverage human capital in order to
maintain and grow brand and reputation.
Abstract: The following article relates that the profession of social work is
becoming increasingly involved in empowerment for its members as employers
become more invested in promoting employee satisfaction. This is occurring at a
crucial time in which predictions are that the profession will be heading into a
shortage of workers. The experiences of the social work staff at Virginia
Commonwealth University Medical Center in Richmond, Virginia, illustrate the
process as efforts combine to create new paths to career development for
"frontline" clinicians. The work of the Retention Committee in the Department of
Care Coordination began due to staff members' dissatisfaction with opportunity for
advancement, pay disparity, and inequitable distribution of workload. This article
will present the history, efforts, and outcome of the Social Work Retention
Committee at VCU Medical Center.
Abstract: The present article investigates the relationship between temporary and
permanent employees' job insecurity and employability and their well-being. We
hypothesize that job insecurity relates negatively to job satisfaction and self-rated
health status among permanent but not temporary employees. Employability is
hypothesized to contribute more in explaining job satisfaction and self-rated health
status among temporary compared with permanent employees. Using a
representative sample of Finnish employees (N = 4,104), the results show that
quantitative job insecurity relates negatively to job satisfaction, and that qualitative
job insecurity relates negatively to self-rated health status among permanent but
not temporary employees. No such interactions between employment contract type
and employability are found.
Article: Insurance company Employee’s financial expertise and practices:
implications on benefit participation and satisfaction.
Article: Doing more with less? Flexible working practices and the
intensification of work
Abstract: This article discusses what home builders can do to promote employee
satisfaction today, given the current market environment. They are: 1. Study up on
motivation. 2. Hire the right people from the start. 3. Manage better and more
clearly. 4. Do not overcommunicate. 5. Have a plan and stick to it. 6. Take your
own medicine. 7. Loudly celebrate the small wins along the way.
Abstract: The purpose of this article is to report findings from a major study into
flexible working and to examine the link with employee engagement. The study
was conducted within seven case organizations using a mixed method of semi-
structured interviews and an electronic questionnaire. The findings show that
flexible working has an impact on employee engagement through a positive
relationship with organizational commitment, job satisfaction and employee
discretionary behavior.
Abstract: The aim of this article is to present the views of senior staff and trainee
managers in the financial-services sector in relation to experiential learning. This
article garners information from small-scale empirical research, using
questionnaires to senior staff and managers of various corporations in the Attica
region of Greece. This article reveals that younger trainees tend to be more
satisfied than older people with the training they receive. Male trainees are less
satisfied than female trainees. Participants with one-ten years of experience state a
higher satisfaction rate with respect to the delivery and organization of programs
than participants with 11-20 years of experience. Female trainees seem to have a
greater desire for experiential learning than male trainees. This article demonstrates
that the training environment and level of communication between the trainer and
participants are important factors encouraging trainees' active participation. This
article contends that experiential-learning techniques tend to be more consistent
with the principles of adult education and learning.
Abstract: There are three purposes to this article: first, to offer a training approach
to employee learning and performance improvement that makes use of a step-by-
step process of skill/knowledge creation. The process offers follow-up
opportunities for skill maintenance and improvement; second, to explain the
conceptual bases of the approach; and third, to demonstrate the efficacy of the
approach as it is applied in the field. The methodology consists of two major
features: the explication of how the template approach is applied, in general; and
then the performance of two groups of employees is compared following training.
One group was trained in the template approach while the other group was trained
using more traditional methods. Conventional performance measures were used to
assess group differences. Following training the two employee groups were
compared. The hypotheses stated that there would be no differences in
performance on these measures: gross sales attained; manager rating of employee
performance; and customer satisfaction with regard to sales representative's;
product knowledge; helpfulness in the business context; and overall performance.
Significant differences were noted for manager rating, product knowledge, and
overall performance. This study was exploratory in nature with a limited range of
performance measures. The sample sizes were not large. The use of different pairs
of trainers for the sub-samples helps to dampen trainer bias but helps create
differences in training conditions that could influence employee learning and
performance. Study results demonstrate that the training approach has merit and
warrants further study. The study depicts how a partnership among trainers,
managers, and employees can lead to successful training outcomes. The training
approach has substantial implications for management development regarding
learning and change. The template approach adds to the repertoire of training
methods. It also helps to reinforce the growing body of research that bases learning
and performance improvement on script-based methods.
Abstract: For decades, employers have focused on reducing health care costs, not
on the value of employee health to the business enterprise. As workforce
productivity becomes a key differentiator in today's knowledge-based economy,
the health and well-being of employees has become a source of value, not just an
expense. Leading companies are recognizing this fact and embracing workforce
health as a key part of their corporate mission creating a "culture of health" that is
committed to maximizing not only corporate financial success, but also the health
of their people. In fact, studies demonstrate that those organizations with superior
health and productivity practices deliver more revenue per employee, higher
shareholder returns and greater employee satisfaction. And, employees benefit
from improved health at home as well as on the job. This article examines the cost
of poor health, the culture of health premise and key considerations for the
pragmatic employer interested in the topic.
Article: Pay Me More: What Companies Need to Know About Employee Pay
Satisfaction.
Abstract: Time is a finite resource, but energy is different. It has four wellsprings
- the body, emotions, mind, and spirit - and in each, it can be systematically
expanded and renewed. In this article, Schwartz, founder of the Energy Project,
describes how to establish rituals that will build energy in the four key dimensions.
For instance, harnessing the body's ultradian rhythms by taking intermittent breaks
restores physical energy. Rejecting the role of a victim and instead viewing events
through three hopeful lenses defuses energy-draining negative emotions. Avoiding
the constant distractions that technology has introduced increases mental energy.
And participating in activities that give you a sense of meaning and purpose boosts
the energy of the spirit. The new workday rituals succeed only if leaders support
their adoption, but when that happens, the results can be powerful. A group of
Wachovia Bank employees who went through an energy management program
outperformed a control group on important financial metrics like loans generated,
and they reported substantially improved customer relationships, productivity, and
personal satisfaction.
Abstract: Getting the right people doing the right things at the right time is
fundamental to profit, job satisfaction and sustainability for any business. This
article describes best practice for staff management in rural operations and
highlights areas where people managers need to develop their strategies and skills.
It's an accumulation of the experience and insight the author has gathered through
working with leading, large-scale primary sector operations internationally as well
as direct application in his own business. Success is built on four key components:
1. positioning the business as an employer of choice, 2. effective staff selection, 3.
choosing the right personality for the job and the team - and managing them
accordingly, and 4. proactive relationship management. In an economy with record
low unemployment and a work force with ample career choice, attracting quality
staff is an increasing challenge. This has impact at both industry and individual
business levels.
Abstract: The purpose of this article is to assess the influence of different forms of
organizational representation on the provision of work-life balance employment
policies. The article uses on-site semi-structured interviews with employees, HR
and line managers and trade union representatives in four case studies as well as
survey responses from a total of 17 institutions in the financial services sector.
Employees do influence work-life balance issues in the financial services sector,
and work-life balance initiatives had greater breadth, codification and quality
where independent unions were recognized. In all cases however, the extent of
departure from minimal statutory levels of provision was not great. The nature of
the study and its focus on Scotland may limit the generalisability of the findings
into other sectors or regions. In light of the evolving work-life balance legislative
framework, this article should be of practical interest to trade unions, practitioners
and academics. It demonstrates that organizations and unions need to retain and
develop a focus on work-life balance applications. The article indicates the
prevalence of management control of the work-life balance agenda and
management's discretion in the operation of work-life issues. Employees and their
representatives accepted this control, and their private individualized responsibility
for balancing work and life, without challenge. These results inform current
understanding of how work-life balance legislation, based on a voluntarist agenda,
translates into practice.
Research Methodology:
Research Process:
Different steps are to be followed in the research process and they are explaines as
follows:
Problem Solving:
This is the basic step in the research process. It is well said, “A problem well
defined is half solved” here the problem is “To analyze the attitudes of the
employees regarding the various benefits provided to them by BAINS
PHARMACEUTICAL LTDLTD.”
Research Design:
Once the problem is defined the next step is the Research Design. Research design
is the basic framework, which provides guidelines for the rest of the research
process.
The research design for this project is descriptive research design as descriptive
studies attempt to obtain a complete and accurate description of this situation. So
in this study full description of the attitudes of the employees regarding the
benefits provided to them will be known so it is a descriptive study.
Sampling Design:
The sampling design used in this project is QUOTA SAMPLING, as the sample of
the employees for the survey were selected from the organization from different
quotas as some managers were intervened, some executives and few operators.
Population:
The total element of the universe from which the sample is to be selected to be
studied is known as population. The populations of my research are the employees
of BAINS PHARMACEUTICAL LTD.
Sample Size:
The sample sizes for my project are 20 employees working in the organization,
Data Collection:
Primary source
Secondary source
Observation
Experimentation
This is one of the common and widely used methods for primary data collection.
We can gather wide range of valuable information about the behavior of the
employee’s viz. attitude, motive and options etc.
QUESTIONNAIRE:
BAINS PHARMACEUTICAL LTD.
Name ……………………………………………
Age………………………………………….
21 to 34
35 to 44
45 to 54
55 or older
Sex….
Male
Female
Signature…………………….
1.How long has you worked for BAINS PHARMACEUTICALS LTD.?
an Employee?
(b) Satisfied
(d) Dissatisfied
3. How satisfied are you that you understand the long-term strategy of BAINS
PHARMACEUTICALS LTD.?
(b) Satisfied
(d) Dissatisfied
(b) Are there any benefits you would like added to BAINS
PHARMACEUTICALS LTD. benefits package?
Interpretation: In the following graph it is shown that male gender have more
than 10 years experience in the company as compare to female employees.
Female have five years to less than 10 years experience.
Interpretation:
People within the age group of >20 have a mean monthly salary of greater
than 4000, and people which lies under the age group from 20-39 is greater
than 2000, and people within the age group of 40-49 have the highest mean
monthly salary.
Recommendations: the company should improve their packages for lower age
group employees.
age of the respondent * timeperiod of the emplyee Crosstabulation
Count
timeperiod of the employee
five
one year two year years to
less to less to less less more
than one than two than five than ten than ten
year years years years years Total
age of the < 20.00 1 2 3 0 0 6
respondent 20.00 -
3 1 4 1 1 10
39.00
40.00 -
0 3 0 1 0 4
59.00
Total 4 6 7 2 1 20
Interpretation: Male stands in three category i.e. they are neither satisfied nor
dissatisfied, satisfied and dissatisfied. And female are only very dissatisfied.
Males have more satisfaction than females.
Recommendation: Company should focus on female employees opportunities.
Interpretation: Male genders have more mean monthly salary in comparision
than female mean monthly salary. Male have more than 5000 mean salary.and
female have less than 4000 mean salary.
CONCLUSION & IMPLICATIONS
1. Better job opportunities & pay are the main reasons for greater satisfaction
level of the employees.
2. The employees feel valued by their employer.
3. The working environment in the company also makes them to connect their
job.
4. Performance Appraisals are given at regular intervals so that the Employee feel
motivated for its work.
5. The work schedule is very much flexible & Stressless.
Reference:
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