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Homework Title / No. : Term Paper on Brand Positioning By Branding Employees.

Course Code: 516

Course Instructor: Mr. Chandra Shekhar Dogra

Date of Allotment: 12-03-2010 Date of submission: 03-05-10

Student’s Roll No. RR1907A21 Section No. : 1907

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.

Student’s Signature: Rahul Sharma

Evaluator’s comments:

Marks obtained: Out of:


Introduction:

This Thing Called a Brand

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.

The Customer Focus

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?

As we discussed earlier, branding is all about developing a complete experience for


your customer. The customer starts perceiving your brand from the minute they set
foot into your store. They are observing and creating a brand image based on
customer service, store appearance, and quality of products. The brand experience
does not stop the minute the customer is out of the store. They are still judging you
on after sales-service, product quality and attitude of the employees.
Branding Employees: Just because you have created a good brand for your
customers does not mean your brand appeals to your employees. Remember that
your employees are just as important to your brand as your customers. Your
products may be great, your company maybe technologically advanced but what
happens to your company's brand image if you have unhappy employees? Your
company is going to be at a complete standstill if all your employees go on strike.
Your company works on the basis of your employees.

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.

Believe it or not, customers sometimes decide whether or not to do business with a


company based on the attitudes of the employees. So if you focus some of your
branding efforts on your employees, you will be doing your business a favor. It
may sound counterintuitive, but try it - it works! So this is based on employee
satisfaction which is a part of employee branding.

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 help employers measure and understand their


employees' attitude, opinions, motivation, and general satisfaction with their work
environment. Use employee satisfaction surveys to inform employee decision
making, benefits, work needs and more.

Employee satisfaction surveys provide valuable data that can ultimately save
your company money. Our employee satisfaction surveys can:

 Measure employee satisfaction levels.


 Track changes in employee satisfaction over time.
 Improve overall satisfaction and retention.

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 backbone of Bains Pharmaceutical Industries is its world-leading generic


pharmaceuticals business. Through subsidiary Bains Pharmaceuticals USA, the
company makes generic versions of brand-name antibiotics, heart drugs, heartburn
medications, and more -- in all about 300 generic products. Bains US generic
products include equivalents of such blockbusters as antidepressant Prozac and
cholesterol drug Mevacor.

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

The compiled report signifies level of employee satisfaction in BAINS


PHARMACEUTICALS LTD. Most of the employees are satisfied with this
company. Company has a very good image among its employees.

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:

 Measure job satisfaction of the employees of BAINS


PHARMACEUTICALS LTD.

 To assess the general attitude of the employees towards BAINS


PHARMACEUTICALS LTD.

 To assess the level of commitment across process and facilities.

 To analyze the strengths and weakness of BAINS as an organization.

 To help the management of the company to know about the actions to be


taken to increase the level of satisfaction of the employees.
Limitations of the study:

 The study is confined to BAINS PHARMACEUTICAL only.


 There is a possibility of sampling error.
 The responses of the customer may not be genuine.
 The questions in the questionnaire may not be comprehensive.

Hypothesis:

(Ho)Null Hypotheses: Employees of BAINS PHARMACEUTICAL are not


satisfied from their organization.

(Ha)Alternate Hypotheses: Employees of the BAINS PHARMACEUTICAL


are satisfied from organization.

Literature Review

Following are the articles which supports the research :

Article: Customer loyalty and employee engagement: an alignment for value.

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.

Article: Factors that Influence Retention and Professional Development of


Social Workers

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.

Article: The Relationship between Job Insecurity and Employability and


Well-Being among Finnish Temporary and Permanent Employees.

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.

Abstract: The nature of the employment relationship is undergoing fundamental


changes that have implications for how companies attract, motivate, and retain
talent. The bond between employer and employee has shifted from a long-term
relationship involving loyalty and commitment to a contract-like economic
exchange When employees do not have the financial skills to evaluate the benefits
options that are available to them, they will push for more benefits, feel less
financially secure, and be more dissatisfied with their place of work. As employee
benefit costs and complexity continue to escalate, employer-sponsored financial
education has proliferated and finding answers to knowledge-based employee
benefit research questions has grown in importance. This article contributes to the
relatively new program of research on financial literacy by analyzing insurance
company employees' benefits-related financial expertise and practices.

Article: Doing more with less? Flexible working practices and the
intensification of work

Abstract: This article examines an unanticipated consequence of adopting flexible


working practices -- that of work intensification. Based on a study of professional
workers and in line with other studies, we present evidence showing that flexible
workers record higher levels of job satisfaction and organizational commitment
than their non-flexible counterparts. However, we also report evidence of work
intensification being experienced by both those who work reduced hours and those
who work remotely. We identify three means by which this intensification occurs -
- imposed intensification, enabled intensification and intensification as an act of
reciprocation or exchange. We argue that the apparent paradox of high job
satisfaction and organizational commitment, alongside work intensification can be
explained by employees trading flexibility for effort. Using social exchange theory
we propose that employees respond to the ability to work flexibly by exerting
additional effort, in order to return benefit to their employer.

Article: Understanding employee-level dynamics within the merger and


acquisition process.
Abstract: Given the challenge companies face in combining organizations in the
merger and acquisition (M&A) process, this article presents a model that explores
the potential determinants of success in the company blending (acculturation)
process. The model examines the effect of employee-level factors and perceptions
of managerial behaviors during the M&A process. Utilizing data from 254
employees that recently experienced an M&A, the authors tested for managerial
guided, direct and indirect impacts on employee-level dynamics (job satisfaction
and organizational citizenship behaviors) which are believed to affect the
successful co-mingling of two previously independent organizations. The authors
highlight the key role that employee identification with the new consolidated
organization plays, most notably organizational citizenship. Lastly, attention is
drawn to the importance of management's perceived competence and procedural
justice toward employee-level factors. The article concludes with specific
managerial suggestions for improving M&A acculturation outcomes.

Article: Raise Employee Morale.

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.

Article: Employee Based Brand Equity: A Third Perspective.

Abstract: Despite academics and practitioners alike promoting the positive


outcomes of employees being aware of the organization's brand in the context of
their work environment, there appears to be no evidence thus far to understand the
impact of such brand building efforts from an employee perspective. This article
promotes that there is, in fact, a third perspective of brand equity, that being
Employee Based Brand Equity (EBBE). In particular, a framework of EBBE
dimensions is developed herein, thus representing a significant contribution to the
marketing literature and holding strong relevance for service organizations around
the globe. The benefits derived from such a framework and, thereby, delivering
value to the organization are manifested in brand citizenship behaviors, employee
satisfaction and intention to stay with the organization, as well as positive
employee word of mouth. This article sets the scene for future research within this
important, but neglected, research domain.

Article: Flexible working and engagement: the importance of choice.

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.

Article: The benefits of experiential learning in corporate training: trainees'


attitudes and beliefs.

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.

Article: Training for template creation: a performance improvement method.

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.

Article: Creating culture of Health.

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: Pay satisfaction should be of concern to employers and human resource


professionals because low pay satisfaction may lead to absenteeism, lack of
commitment, lowered productivity and increased turnover. A recent job
satisfaction survey conducted by the Society of Human Resource Management
suggests HR managers do not perceive the importance of pay in impacting
employee satisfaction. While employees rated compensation as first or second for
job satisfaction, HR professionals rated relationships with the supervisor higher
than pay. This article investigates how pay satisfaction is measured using the Pay
Satisfaction Questionnaire (PSQ), a frequently used instrument in pay satisfaction
surveys. The PSQ assesses benefits, pay levels, raises and administration or
structure of the pay system to measure pay satisfaction. In addition, this article
analyzes the standards of comparisons used by employees when deciding pay
satisfaction and the relationship between union membership and pay satisfaction.
Practical recommendations are given for openness and fairness in pay to increase
pay satisfaction perceptions among employees.

Article: Manage Your Energy, Not Your Time.

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.

Article: Getting the right people doing the right things.

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.

Article: EMPLOYEE COMMUNICATION IS no small WONDER.

Abstract: "Employee Relations in Small Firms: A Micro-Business Perspective,"


posited that owners and managers of small firms have more independent
management styles, they recognize the value of communication, and they value the
trust and community that are built on the foundation of communication. Eight
years later, a new IABC Research Foundation study, "Employee Communication
Practices in Small Businesses," confirms those statements, reporting that for
owners and managers of small businesses, best practices in employee
communication include a combination of strategies that grows and changes along
with the company. The findings also suggest connections between greater profit
margins and employee communication within small and medium-size enterprises.
Many respondents indicated that their company does not formally evaluate its
employee communication practices but they claim to know which practices appear
to be most successful because of employee retention rates, employee satisfaction
and engagement with the firm.

Article: The practice of engagement.

Abstract: Employee engagement has become important in conceptualizing and


measuring the impact of human capital in organizations and in the integration of
many different aspects of HR -- employee satisfaction, commitment, motivation,
involvement and the psychological contract, as well as features such as job design
and total rewards. Members of the HR Centre of Excellence at Henley
Management College identified the development of employee engagement as a key
issue for them and commissioned research that focused, as a first step, on
identifying current practice in engaging people. This article considers the key
findings of this initial research and the model of engagement that was developed as
a result. This research suggests that while employee engagement is a desirable
goal, it should not become an end in itself. Organizations should be clear on its
strategic purpose and why matters.

Article: Work and life: can employee representation influence balance?

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.

Article: Training transfer: the mediating role of perception of learning.

Abstract: The purpose of this article is to analyse the mediating effects of


perception of learning between occupational satisfaction, affective reactions, utility
reactions and perceived training transfer. The participants in the study were 185
Portuguese teachers who attended a professional training programme. The results
of this study show that occupational satisfaction, affective and utility reactions are
associated with perception of learning and perceived training transfer.
Furthermore, the results also reveal that perception of learning fully mediates the
relationship between occupational satisfaction and perceived training transfer and
partially mediates the relationship between affective reactions, utility reactions and
perceived training transfer. Results are based on self-reported measures to evaluate
training transfer. Organisations interested in maximising their return on investment
on training and development should regularly monitor the employees' level of
satisfaction with their occupation and determine whether new actions need to be
taken regarding human resources practices or the working conditions. To enhance
training transfer, careful attention should be given to the training design in order to
ensure that it reflects the trainees' needs previously identified and to guarantee that
trainees acquire a good level of learning in the programme.

Article: Increasing human and social capital by applying job embeddedness


theory.

Abstract: Employee turnover is costly to organizations. Some of the costs are


obvious (recruiting, selecting, and training expenses) and other are not so obvious
(diminished customer service ability, lack of continuity on key projects, and loss of
future leadership talent). Understanding the value inherent in attracting and
keeping excellent employees is the first step toward investing systematically to
build the human and social capital in an organization. The second step is to identify
retention practices that align with the organization's strategy and culture. This
article presents a framework for creating this alignment--a theory the authors call
job embeddedness. Across multiple industries, job embeddedness is a stronger
predictor of important organizational outcomes, such as employee attendance,
retention and performance than the best, well-known and accepted psychological
explanations (e.g., job satisfaction and organizational commitment). The third step
is to implement the ideas. The article discusses examples from the Fortune 100
Best Companies to Work For and many others to demonstrate how job
embeddedness theory can be sued to build human and social capital by increasing
employee retention.

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:

Following are the sources for the collection of data:

Primary source

Secondary source

Data collection Method:

There are three main methods of data collection

Observation

Experimentation

Survey: Direct interview method

I have selected survey method of data collection.

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.

(EMPLOYEE SATISFACTION SURVEY)

Good morning, I’m Rahul Sharma From ‘Lovely Business School’


(jalandhar) I’m doing a survey on employee’s satisfaction.

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.?

Less than one year

One year to less than two years

Two years to less than five years

Five years to less than ten years

Ten years or more

2. Overall, how satisfied are you with BAINS PHARMACEUTICALS LTD.. as

an Employee?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

(e) Very Dissatisfied

3. How satisfied are you that you understand the long-term strategy of BAINS

PHARMACEUTICALS LTD.?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

(e) Very Dissatisfied


4. Do you understand what Company BAINS PHARMACEUTICALS LTD. as a
Company, is trying to achieve?
(a) Yes
(b) No
5. Do your work gives you a feeling of personal Accomplishment?
(a) Yes
(b) No

6. Do you receive any appropriate recognition for your contributions?


(a) Yes
(b) No

7. How much confidence you have in the leadership of BAINS


PHARMACEUTICALS LTD.?
(a) More than Enough
(b) Enough
(c) Less than Enough

8. Your role at BAINS PHARMACEUTICALS LTD.


(a) Do you have enough authority to make decisions you need
to Make?
(a) Yes
(b) No
(b) How satisfied are you with the type of work that you do?
(a) Very Satisfied
(b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied
(e) Very Dissatisfied
9. Did BAINS PHARMACEUTICALS LTD. Provide as much initial training as
you needed?
(a) Yes
(b) No

10. Pay and Benefits


(a) Is your salary fair for your responsibilities?
(a) Yes
(b) No

(b) Are there any benefits you would like added to BAINS
PHARMACEUTICALS LTD. benefits package?

Yes  What would you like added?


______________________________________________________
No 

11. What can BAINS PHARMACEUTICALS LTD. do to increase your


satisfaction as an employee?
………………………………………………………………………………………
………………………………………………………………………………………
……………………………………………….
: Analization of the Questionnaire by SPSS Software :

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

gender of the respondent * monthly salary of the respondent


Crosstabulation
Count
monthly salary of the respondent
15000 20000 25000 30000 40000 30000 40000 Total
gender of the Male 3 4 3 0 0 1 1 12
respondent female 2 1 1 2 1 1 0 8
Total 5 5 4 2 1 2 1 20

Interpretation: Under the sample of 20 respondents, out of 12 males


3earns15000, 4 earns 20000, 3 earns 25000, and 2 earns 30000 and 40000. Out
of 8 females 2,2, earns 15000 and 30000 and other earns other salaries.
Correlations
monthly
salary of
age of the the
responden responden
t t
age of the Pearson
1 .119
respondent Correlation
Sig. (2-tailed) .618
N 20 20
monthly salary of Pearson
.119 1
the respondent Correlation
Sig. (2-tailed) .618
N 20 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

The present report indicates that the following features:-

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.

However an effective retention policy could be followed to make the employees


stay in the company starting form recruitment and selection of employees,
providing an effective pay packages and compensation, outlining an efficient
career development path for employees and most importantly catering to their
emotional, mental and family needs. Also practices should be followed to bring
the ex-employees back in the company.

Reference:

http://proquest.umi.com/pqdweb?SQ=employee+satisfaction&DBId=-
1&date=ALL&onDate=&beforeDate=&afterDate=&fromDate=&toDate=&pubtitl
e=&author=&FT=0&AT=any&revType=review&revPos=all&STYPE=all&sortby
=REVERSE_CHRON&RQT=305&querySyntax=PQ&searchInterface=1&moreO
ptState=CLOSED&TS=1272884966&h_pubtitle=&h_pmid=&clientId=129893&J
SEnabled=1

http://proquest.umi.com/pqdweb?index=13&did=1996042081&SrchMode=1&sid=
1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=127288
5043&clientId=129893
http://proquest.umi.com/pqdweb?sid=1&RQT=511&TS=1272884990&clientId=1
29893&firstIndex=10
http://proquest.umi.com/pqdweb?index=24&did=1998273221&SrchMode=1&sid=
1&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=127288
5128&clientId=129893
http://proquest.umi.com/pqdweb?index=43&did=1976799481&SrchMode=1&sid=
1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=127288
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