TO STUDY THE IMPACT OF WORK

PRACTICES ON WORK MOTIVATION AND

JOB SATISFACTION

SUMMER TRAINING REPORT

MASTERS OF BUSINESS ADMINISTRATION

SUBMITTED BY: ABHINAV AGGARWAL

Roll No: 18157

UNIVERSITY INSTITUTE
OF
APPLIED MANAGEMENT SCIENCES
PANJAB UNIVERSITY

ACKNOWLEDGEMENT
This training marks the end of a long and eventful journey for which there are many people
that I would like to acknowledge for their support along the way. With the immense joy of
completion of my project, I would like to acknowledge all the people whose major and minor
contributions have enabled me to see this wonderful day of my life.
First of all with limitless humility, I would like to thank god who is full of compassion and
mercy who bestowed me with enough health and courage to accomplish this task.
I express my deep sense of gratitude to my Project Guide Mr. Akash Deep Sharma has spent
his valuable time in the bringing up of this work, I found myself lucky to work and learn
under his wonderful guidance. I thank him for his support, cooperation and patience with me.
I am also very thankful to Ms. Parul Assistant HR. Head ISLL to help me throughout my
training.
My sincere thanks and due regards to Director, Dr. Sanjeev Sharma, Department of
UIAMS, Panjab University, Chandigarh. For his cooperation and providing me with all
possible helps from the department.
I thank to my parents who helped me a lot in my task and who are not only my inspiration but
my strength in every step of my life.
During this project work I came to know about various things and it increased my knowledge
a lot.

(ABHINAV AGGARWAL )

i|Page

CERTIFICATE FROM THE CANDIDATE

I, Abhinav Aggarwal student of MBA (Pharmaceutical Management) Roll No. 18157, do

hereby certify that the Project work titled "To study of the impact of work practices on
work motivation and job satisfaction" is a bonafide work carried out by me.

Signature of the candidate:

________________________
NAME: ABHINAV AGGARWAL
Branch: MBA (Pharmaceutical Management)
Roll No. 18157

DATE: _____________
PLACE: ____________

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TABLE OF CONTENTS
S.No.

Content

Page
No.

1.

ABSTRACT OF RESEARCH

2.

INTRODUCTION

3.

INTRODUCTION TO ORGANIZATION

4.

SCOPE OF THE PROJECT

19

5.

NEED OF THE STUDY

20

6.

LITERATURE REVIEW

21

7.

RESEARCH METHODOLOGY

7.1

PROBLEM FORMULATION

27

7.2

OBJECTIVES

27

7.3

SAMPLING

27

7.4

MEASURES

28

8.

ANALYSIS AND FINDINGS

31

9.

CONCLUSION

43

10.

RECOMMENDATIONS

45

11.

LIMITATIONS OF THE STUDY

46

12.

ANNEXURE

47

13.

APPENDIX

53

14.

BIBLIOGRAPHY

61

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27-30

ABSTRACT
This Research attempts to propose a conceptual framework consisting of Work practices,
Work motivation and Job satisfaction, and to explain the relationships among these variables.
Work practices such as Superior-subordinate relationship, work life balance, work politics etc
played an important role to employees Work motivation and Job satisfaction because if these
practices are not favourable to the employee it would lead to low rate of both work
motivation and job satisfaction
A total of 50 responses from ISLL R&D plant was collected and analyzed objectively. It was
found that Work practices have significant association with work motivation and job
satisfaction. Through previous study in the organisation it was postulate that work motivation
and job satisfaction are critical area of employee retain ability.
Therefore if we may obtain the impact and correlation of these two significant variables with
work practices of organisation it may postulate that positive shift in work practices will help
to create better scores on work motivation and job satisfaction amongst employees which in
turn may have prolonged retain ability of such employees in particular location.

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INTRODUCTION
In todays businesses, the right approach and management of the companys employees can
greatly affect the companys overall performance. The greatest asset of any industry is the
human resource. Frontline employees are the means by which an organization delivers its
services to customers. Human resources may be defined as the total knowledge, abilities,
talents, skills, creative and aptitudes of an organization's workforce, as well as the attitudes,
values, approaches and beliefs of the individuals involved in the affairs of the organization. It
is the sum total of inherent abilities, acquired knowledge and skills represented by the talents
and aptitudes of the persons employed in the organization.
The success of a company largely depends upon the human resources. Human Resources
function is the blood line of every organization that keeps an organization together and
progressive.
The management of people at work is an integral part of the management process. To
understand the critical importance of people in the organization is to recognize that the
human element and the organization are synonymous. A well managed organization usually
sees an average worker as the root source of quality and productivity gains. Such
organizations do not look to capital investment, but to employees, as the fundamental source
of improvement. An organization is effective to the degree to which it achieves its goals. An
effective organization will make sure that there is a spirit of cooperation and sense of
commitment and satisfaction within the sphere of its influence. In order to make employees
satisfied and committed to their jobs, there is need for strong and effective motivation at the
various levels, departments, and sections of the organization.
Motivation is a psychological process. The definition of motivation starts with the root word,
motive. Websters Dictionary defines motive as, something that causes a person to act.
Therefore, motivation can be defined as, the act of providing motive that causes someone to
act. In other words, motivation causes someone to act and someone else cannot make
someone motivated. It is the discretion of the person to decide if they are going to be
motivated or not. Motivated and unmotivated are not opposites, but instead, there are
determining factors that could cause someone to be unmotivated, such as life events and
attitudes towards a specific job.

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With relation to the workplace, Motivation can be defined as, predisposition to behave in a
purposeful manner to achieve specific, unmet needs and the will to achieve, and the inner
force that drives individuals to accomplish personal organizational goals . A person becomes
motivated in order to achieve their own personal goals as well as the organizational goals.
The more motivated the employees are, the more likely they are to have organizational
commitment. This will meet some of the unmet needs, and connect them with the
organization.
Apart from work Motivation, Job satisfaction is also important for the success of the
organization. Job satisfaction represents a combination of positive or negative feelings that
employees have towards their work. Meanwhile, when an employee is employed in a
business organization, brings with it the needs, desires and experiences which determinates
expectations that he has with the organization. Job satisfaction represents the extent to which
expectations match with the reality. Job satisfaction is closely linked to that individual's
behaviour in the work place. Job satisfaction is an employees sense of achievement and
success on the job. It is generally perceived to be directly linked to productivity as well as to
personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being
rewarded for ones efforts. Job satisfaction further implies enthusiasm and happiness with
ones work. Job satisfaction is the key ingredient that leads to recognition, income,
promotion, and the achievement of other goals that lead to a feeling of fulfilment.
The level of motivation and job satisfaction is impacted by various work practices or HR
policies within the organization.
Why are employees in some companies happy to stick with the company while others look
for a change? The reason is that some companies know how to take good care of their
employees and provide a working environment that helps them retain their identity, while
proving themselves and growing along with the company. In short, some companies adopt
better HR work practices while others are unable to understand the crux.
HR work practices adopted in the organization impacts level of work motivation and Job
satisfaction. This study has been conducted to analyse the Impact of HR work practices on
work motivation and Job satisfaction.
In order to study the impact Firstly we have to understand what exactly HR work practices
mean and what are the normal HR work practices that an organization adopts.
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HR Work Practices:
A practice could simply be defined as a method, procedure, process, or rule used in a
particular field or profession; a set of these regarded as standard. Various organizations use a
set of HR practices to implement all of their HR plans in direction of achieving the overall
organizational objectives. Over the last decade, India's vast manpower has played an
instrumental role in its economic success story. Indeed, the success of Indian companies is
not based on superior access to raw materials or technology or patents, but fundamentally
upon human skills. The synergy between the strategic planning and innovative HRM
practices will be pivotal as Indian Inc. embarks itself on the global journey.
Healthy Work practices are vital for development of organization. Some of the important
Work Practices are Sub-supervisor relationship, Communication within organization, Work
place conditions, Work Life balance, Work politics etc.
Sub-supervisor relationship:
The relationship between superior and subordinates should be good. Although the superiorsubordinate relationship is complex, it is filled with many opportunities for both to make the
relationship meaningful and productive. Superiors examination of their beliefs about
subordinates as well as subordinates determination of the bases of their assumptions about
superiors addresses fundamental aspects of the relationship. Both the superior's and the
subordinate's understanding of the complexity of authority lays the groundwork for reflective
inquiry by superiors and risk taking by subordinates. In this competitive environment,
without both good superiors and good subordinates organizations will suffer immensely.
Acknowledging that the relationship requires careful management is the first step in making
it mutually successful.
Communication within organization:
Communication in organizations encompasses all the means, both formal and informal, by
which information is passed up, down, and across the network of managers and employees in
a business. These various modes of communication may be used to disseminate official
information between employees and management, to exchange hearsay and rumors, or
anything in between. The challenge for businesses is to channel these myriad
communications so they serve to improve customer relations, bolster employee satisfaction,
4|Page

build knowledge-sharing throughout the organization, and most importantly, enhance the
firm's competitiveness.
There should be effective communication within the organization, All forms of
communication, even the lack of it, can have an impact. For example, A stiffly worded,
legalistic memo to employees telling them not to talk to the press about impending litigation
could be interpreted as admitting that the company did something wrong. Management's
repeated "no comments" to employees and the press on rumored merger talks may only fuel
speculation about company suitors, how much the company will sell for, and how many
employees will be laid off.
Communication should be seen as a continuous, systematic process by which interested
parties within the company learn what they need (or, in some cases, want) to know. While not
all information is appropriate for all people to know, in general open and free
communications should be encouraged within and across all levels and divisions of the
enterprise.
Communication in organizations should easy and understandable. Management terms and
jargon or stiff or flowery language may contribute to the impression among employees that
management is talking down to them, or may simply loose their interest and defeat the
purpose. Management should obtain and analyze feedback about the state of communications
at their company.
Work place conditions:
The work environment and work place conditions within the organization should be
employee friendly, Attractive and supportive. An attractive and supportive work
environment refers to the quality dimension of work. In this regard, an attractive and
supportive work environment can be described as an environment that attracts individuals
into work, encourages them to remain in the workforce and enables them to perform
effectively. The supportive work environments provide conditions that enable employees to
perform effectively, making best use of their knowledge, skills and competences and the
available resources in order to provide high-quality services.

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Work Life balance:

Work-life balance is about creating and maintaining supportive and healthy work
environments, which will enable to have balance between work and personal responsibilities
and thus strengthen employee loyalty and productivity. Todays employees have many
competing responsibilities such as work, children, housework, volunteering, spouse and
elderly parent care and this places stress on individuals, families and the communities in
which they reside. Work-life conflict is a serious problem that impacts employees, their
employers and communities. Long work hours and highly stressful jobs not only hamper the
ability to harmonize work and family life but also are associated with health risks, such as
increased smoking and alcohol consumption, weight gain and depression. Work life conflict
has been associated with numerous physical and mental health implications.
When employees are balanced, everything in the organization is balanced! When stress is
managed, a more positive mood occurs which helps to protect physical and mental health. A
happy, relaxed team becomes more a positive and productive team.
Work Politics:
Office politics are the strategies that people play to gain advantage, personally or for a cause
they support. The term often has a negative connotation, in that it refers to strategies people
use to seek advantage at the expense of others or the greater good. In this context, it often
adversely affects the working environment and relationships within it. Good "office politics",
on the other hand, help you fairly promote yourself and your cause, and is more often called
networking and stakeholder management.
The study has been conducted to evaluate the impact of above mentioned HR practices
on Work motivation and Job satisfaction.

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INTRODUCTION TO ORGANIZATION

HISTORY
Swift is the fastest flying bird on earth. It is the philosophy behind the genesis of the name
Ind-Swift Ltd Incepted in 1986 when three visionaries the Mehtas, the Munjals and the Jains,
all 1st generation entrepreneurs visualized the business. Even with limited resources, the
vision was to develop a Pharma enterprise with its body spread internationally and soul
rooted in ethics. Today with strong business acumen, apart from pharmaceutical business Indswift has also progressively forayed in diversification into multifarious fields viz
Infrastructure, Printing & Packaging and Stationary, Education, and Media Publication with
its every unit as an independent profit earning centre. It is indeed a proud moment for us
today, starting as a small domestic company in 1986 we have transformed into a truly global
organisation with its operations and product range in more than 50 countries. Ind-Swift today
is 2000 Crore group, moving forward and still growing to new dimensions and spheres every
day.
COMPANY PROFILE
Ind-Swift is Chandigarh based pharmaceutical company, established in 1986 with a mission
of winning global customers through innovative pharmaceutical products. Three visionaries

7|Page

Jains, Mehtas and Munjals, dedicated themselves to work for humanitys quest for longer,
happier and healthier lives.

Ind-swift is a research driven forward looking pharmaceutical company with world class
expertise in finished goods dosage and active pharmaceutical ingredients (APIs)and herbal
products Ind-swift is ISO 9001-2008, WHO GMP certified and is listed on Bombay Stock
Exchange and National Stock Exchange. Ind-swift has been ranked 35th among top Indian
Pharmaceutical companies. At Ind-swift we ensure value for money and customer satisfaction
globally , in doing so we have delivered long term profitable returns to our investors, value to
our partners and rewarding careers to our employees. Ind-swift is proud to be the second
largest drug manufacturers of North India. Our multipurpose; multiplication manufacturing
set-ups are spread across the lush-green plains of northern India. The facilities are built
according to current guidelines of MHRA, EU, WHO, and accreditations with ISO 14000
The company has dedicated research and development department well equipped with the
latest equipments and supported by a large pool, of scientists who continuously work towards
new pharma products.
The company possess portfolio of 750 products with presence in high growth therapeutic
segments of Cardiology, Diabetology, Anti depressant, anti-allergic, Anti- infective,
Neurology & Oncology with a nationwide distribution network. Apart from being among top
Indian pharma companies, Ind-swift has also progressively embarked in diversification into
multifarious fields viz infrastructure, printing packaging and stationery, education, and media
publication

with

its

every

unit

as

an

independent

profit

earning

centre.

Life is the most precious thing on earth, to serve the same, we at Ind-swift are committed to
give our unflinching efforts, support and dedication for the service of humanity by
developing innovative, therapies and process to produce safe effective and consistent quality
pharmaceutical products delivering across the globe hence making healthier and happier
world "Because Life is precious".
Ind-Swift Group, a legendary forename in the world Class Pharmaceutical Industry who has
broaden its horizons by plucking profound & sparkling footprints on multifarious diversified
fronts, whilst going steadily and surely, scripting a success story filled with enviable
milestones and pioneering break through and has subsequently emergent as a group with an
8|Page

annual turnover of 1000 Crore. Ind-Swift laboratories has fast evolved towards a business
model that is focused on deep-rooted domestic presence and leveraged on high-value mature
regulated markets along with considerable growth in emerging markets:

Ind-Swift laboratories ltd. (manufacturer of APIs)

Ind-Swift ltd. (manufacturer of finished dosage forms)

Ind-Swift laboratories inc.(US Subsidiary)

With manufacturing sites at 6 different locations across India and an independent State-ofthe-Art R&D centre, the group has embarked upon a journey to establish itself as reliable
partner in the global Pharmaceutical Industry. In-House capabilities for Development of
APIs, Finished Dosage Forms, Non-Infringing Processes & World Class facilities for
Contract Manufacturing are the inherent strengths.
MISSION
Winning Global Customers through innovative quality pharmaceutical products
VISION AND VALUE
1. Consistent Profitable Performance: Commitment to maximize the wealth of
shareholders and catering to the interests of customers and employees.
2. Innovation to Nurture Good Partnerships with Customers: Develop therapies and
processes and provide services of the highest value to nurture good partnerships with
customers.
3. Responsibility towards Environment, Safety and Health: Nurturing the undying spirit
for researching active substances to combat disease, protect the environments we inhabit
and the society we serve.
4. Valuing the Ability to Excel, Integrity, Knowledge, Skill, Diversity and Team work
in Employees: Treat everyone fairly and with respect to create an environment of mutual
respect, encouragement and teamwork.

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RESEARCH & DEVELOPMENT ACTIVITIES

There is an independent R&D department in this company. It has been recognized by The
Ministry of Science and Technology Govt. of India. It covers total area of approx. 35000 sq.ft
and is engaged in different therapeutic technology. Bulk Actives are available to their
customers are provided on competitive prices thanks to their expertise in organic synthesis
and process development complemented by a controlled supply chain. There is also a
Manpower-100 scientists including 25 PhDs., Chemical Research Labs (4)., Analytical
research Lab.
A team of scientific pharmaceutical experts who continuously conduct research &
development programs for improving quality of products, reduction of cost,
Adaptation of products that are free of intellectual property rights and innovative products.
These efforts have enabled the company to add new products to its product lines every year to
the benefit of the common men of the country and the shareholders. The success in this field
has secured the leading position for the company in the pharmaceutical sector.
HUMAN RESOURCES
Human resource management is a key focus area for the company and the company has been
making constant to attract and retail talent. The company invests in the training and
development needs of its employees through tailor made programs and extensive workshops.
Focused initiatives were undertaken to improve HR process tools and techniques. The
numbers of employee currently were 1670.

QUALITY ASSURANCE AND QUALITY CONTROL

Quality is the mainstay of our competitiveness. At Ind-Swift, we take considerable focus in
adherence to the QA policies. Our policies direct our operation to constantly create an
environment of quality and compliance in line with the best recognized global practices.
Quality Assurance, though an independent function, works as an interface between R&D and
manufacturing strictly abiding with the standardized quality system, providing consistency,
effectiveness and efficiency for all manufacturing activities of APIs across all our
manufacturing locations.

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Focused on:

Establishing Quality Standards

Training personnel

Developing processes to achieve set standards

Close Monitoring Consistency at every stage

It engages itself towards driving the quality philosophy of the organization and assuring that
the global standards of cGMP are implemented in form and spirit at every level and during
each process.
Our systems & policies bring effectiveness through periodic quality reviews, periodic audits,
review of compliance to regulatory inspections and customer audits. focuses on review of
failures, rejections, market complaints, deviations, non-compliances, product stability and
various corrective & preventive actions planning.
Our endeavour is to constantly achieve QUALITY EXCELLENCE.
REGULATORY COMPLIANCE
The company systems act as a guiding tool for the product development, manufacturing,
distribution and these functions are carried out in accordance with the regulatory
requirements of the specific country. The regulatory department at Ind-Swift acts as an
interface with the R&D, Manufacturing & Marketing and keeps itself abreast of the latest
regulatory guidelines of the health authorities such as US-FDA, EDQM, TGA etc.
Our regulatory process also covers:

Submission of product registration applications in the form of CTD-Dossiers,

marketing applications, ANDA, NDA etc.

Response to queries or deficiencies from regulatory bodies / customers. Inspections

and inspection reports.

Post approval / marketing surveillance by regulatory bodies.

Submission of annual updates to regulatory bodies.

Ind-Swift Ltd. (ISL)

Ind-Swift Limited was incorporated as a public limited company on June 6, 1986 under the
Companies Act 1956. It is the flagship company of India based Ind Swift Group. Ind-Swift
Limited is a north India based pharmaceutical company.
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Ind-Swift Limited manufactures and markets finished dosage forms, through its different
divisions, focusing on the needs of various therapeutic segments. The divisions include the
following: Super Specialty, Animal Division, Diagnosis, Institutions, Agile, Bio Sciences,
Ethical, Health Care, Max Care, Mega care, Neuro and Resurgence.
Manufacturing of Pharmaceutical finished dosage are carried out at 7 state-of-the art
manufacturing facilities which are second to the none are duly certified and approved by
WHO GMP & spread over an area of 12, 00, 000 sq. ft. with manufacturing capacities
confirming to stringent TGA, MHRA, USFDA approvals; possessing an installed capacities
of 3 billion units comprising tablets, capsules, ointments, injectables, liquids & dry syrup (all
latest formulations with a marketing network).
R&D: Panchkula
Head Office: Panchkula
Ind-Swift Laboratories Ltd. (ISLL)
ISLL is a part of the Ind-swift Group and is based at Chandigarh, India. It has been promoted
by Ind-Swift Limited in a joint venture with the Punjab State Industrial Development
Corporation Limited (PSIDC). The group has established a strong reputation as innovators in
the Indian pharmaceutical industry. Ind-Swift group was established in 1986. Ind-Swift group
has its hold in various fields:
1. Education institution: Swift group of colleges
2. Printing, Publishing & Advertising:
a) Mansa print & publishers Ltd. (2003)
b) 3M Advertisers & Publishers Ltd. (2010)
3. Finance: Microfinance
4. Real estates: Regalia Tower
6. Pharmaceuticals:
a) Ind-Swift Ltd. (ISL)
b) Ind-Swift Laboratories Ltd.
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AREA WISE DIVISION

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INTRODUCTION TO IND-SWIFT LABORATORIES LIMITED

Ind-Swift Laboratories Limited was established in 1995 and has fast evolved towards a
business model that is focused on deep-rooted domestic presence and leveraged on high value
mature regulated markets along with the considerable growth in emerging markets. Ind- Swift
is a research driven forward looking pharmaceutical company with world class expertise in
finished good dosage and Active Pharmaceutical Ingredients

(APIs) and Herbal

products.
Ind-Swift is fastest growing active Pharmaceutical ingredient (API) and contract research and
manufacturing services (CRAMS) company, based in Chandigarh, North INDIA. ISLL was
established in 1995 and is listed on Mumbai and Luxemberg stock exchanges. ISLLs
commercial manufacturing facility at Derabassi, Punjab. The company possess a portfolio of
750 products with presence in high growth therapeutic segments of Cardiology, Diabetology,
Anti- depressant, Anti-allergic, Anti- infective, Neurology, and Oncology with nationwide
distribution network.
Ind-Swift has also been diversified into multifarious fields like infrastructure, printing
packaging, stationary, education and media publication with its every unit as an independent
profit earning centre. The company has five plants which include multi-purpose, multilocation facilities spread across northern India.
Ind-Swift has been ranked 35th in the Indian pharmaceutical industry and is the second
largest among the drug manufacturers in India (North India). It has spread its network
across 45 countries.
Ind-Swift Laboratories Ltd. went public in 1995 and concentrated on the manufacturing of
Active Pharmaceutical Ingredients (API). Its strength in organic synthetic chemistry resulted
in the company emerging as the pioneer for a number of products both in the national and
international markets. As the company built up vast skills in the area of research and
development, quality systems as well as matters relating to regulatory compliance, it began
establishing a presence in the highly regulated markets of the world.
Over a short period of time, Ind-Swift Laboratories Ltd. has emerged as a respectable and
dependable supplier of Bulk-Actives in more than 40 countries. Not only are the company's
plants built as per USFDA, the company employs current Good Manufacturing Practices

14 | P a g e

(cGMP) also, which are recognized and accepted in the stringent regulated markets. This
includes a responsible commitment to the environment. To leverage its quality commitment,
the Company has drawn out a long term strategy of emerging as a powerful force in the
regulated markets as drugs worth over US$ 80 billion goes off patent during this decade.
The company's shares are listed on the Bombay, National, Ludhiana and Delhi stock
exchanges.
Product range of the company includes:

Macrolide antibiotics

Cardiovascular

Anti histamine

Anti diabetic

Analgesic

Aromatase inhibtors

Anti depressant

Alcohol absistence

Manufacturing
Ind-Swift's manufacturing facilities has grown over the years to accommodate a wide range
of products. However, even with the spiraling increase in production, it has never
compromised on Quality, which has always remained its mantra.
The company has put to operation three new manufacturing facilities covered under its Rs 1
billion expansion plans. The three facilities were a dedicated facility to manufacture Statins
(installed capacity of 40TPA) , a new dedicated facility for an Anti-Histamine drug ( installed
capacity 27 TPA) and a New API facility at Samba, Jammu (installed capacity of 50TPA ) .
All these facilities conform to USFDA standards and have been put to commercial
production. The new facility at Jammu is situated in a tax free zone and shall be entitled to
tax holiday for a period of ten years.

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Strict Quality Control

Equipped with state-of-the-art quality testing equipment and well trained personnel, IndSwift maintains strict quality control, storage to delivery in accordance with GMP and ISO
9002.Quality of products meet the respective requirement of USP/BP/EP/JP etc., as per the
international quality standards.
Corporate Social Responsibility
Corporate Social Commitment and Public Service is at the upmost priority list of the
company. Over the years, serious efforts have been directed towards making a meaningful
contribution to uplifting and transforming the lives of the community and the
underprivileged. The Company is also extremely conscious of its duty and responsibility
towards the environment. We continue to make sincere efforts to promote good health, social
development and better environment, through various Company programs that contribute to
sustainable, all round growth.
Community services:

Construction of Bus Stop / Rain Shelter

Sponsored Medical Check Up Camps

Sponsor Education Awareness Camp

Scholarship for meritorious Science students

Development of landscaped parks

Construction of Religious Place

Construction of part of School Building

Aid to local "Mahila Mandal Sewing Center

Contribute in Religious Festival

Promotion of Sports among the Youth:

Sports kits given to rural youth clubs in the area

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Development of Valley Ball Ground

Sponsored Inter Village Cricket Tournament for Rural Youth

R&D: Mohali
Head Office: Manimajra
Units: Essex Biosciences
Helcyon Biosciences
Manufacturing Plants:
Derabassi (1)
Jammu (1)
Marketing Offices:
1) India: New Delhi, Mumbai
2) U.S.A.: Las Vegas
3) Russia: Moscow
AWARDS AND ACHIEVEMENTS:

MOST PROMISING ENTRANT INTO THE BIG LEAGUE, AWARD at 5th

Annual Pharmaceutical Leadership Summit & Business Leadership Award
2012 held in Mumbai on 21 September 2012.

ISO 9001-2008 by BSI (British Standards Institution)

R&D Centre approved &recognized by DSIR and is also USFDA Registered.

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Employee Subgroups
The employee group allows you to divide your employees into groups and allows you to
define their relationship to the enterprise:-

Code

G0

Description

Directors- (MD/VC/Director Incharge)

Top Management- CFO/CTO/President/Sr.

G1

President/V.P/Sr. V.P/ Director (Operations)

G2

Senior Management- 1 (Sr. G.M. /G.M.)

G3

Senior Management-II (DGM/AGM

G4

Middle Management- 1 (Sr. Mgr./Mgr./ Group

Leader)

G5

Middle Management-II (A.M. /D.M.)

Junior Management- (Jr.Exe. /Sr. Exe. Or Engr. /

G6

Sr. Engr. Or Scientist/ Sr. Scientist Or Research

Associate/ Sr. Research Associate)
Staff- (From Trainee upto Sr. Officer / Sr.

G7

Accountant / Sr. chemist/ Sr. Supervisor/ Sr.

Assistant/ Exe. Asstt. / P.A./ Front Office Exe. /
Receptionist etc.
Worker- (From worker Trainee upto Sr. Operator/

G8

Sr. Filter/ Sr. Technician./ Sr. Electrician/ Sr.

Operating Technician/ Peon/ Helper/ Driver/ Mail/
Care Taker

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SCOPE OF THE PROJECT

Project looks at the two most important dimensions of work practices concern i.e. employee
work motivation and job satisfaction. Implementing work practices in any organization is an
expensive and responsive act. Its a type of investment for any organization, so its very
important for to analyze the return of this investment. If employees of organization get
motivated to work due to work practices of organization then this situation could be taken as
a justification for the expenditure on HR efforts of that particular organization.
Through previous research it has been attributed that if employees get motivated to work then
they also develop loyalty towards the organization which is an important concern for any
organization. This important issue has been taken up in the project. By taking the example of
ISLL R&D Plant in the project, it has been tried to set up an equation between work
practices, work motivation and job satisfaction so that any organization could use this
information to analyse/justify their work practices and expenditure incurring upon them.

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NEED OF THE STUDY

At any workplace work practices are considered to be the major factor that may put
significant impact on motivation towards work and satisfaction towards job in employees.
ISLL is an organization that spread across different geographic location in north India.
Group is having more than 10 different manufacturing sites that are regulated from the
corporate office situated in Chandigarh.
Group practices most of the modern management practices to optimally utilize manpower
material, capital and other resources. All people processes and performances are linked with
one another through tools of modern practices like score cards, competencies map, ARS
based PMS etc.
Organisation major intellectual innovations come from dedicated R&D centre located at
Mohali. ISLL spent 13-15% of net profit on R&D effects that critically highlights the
importance of the centre for further.
Employees working in R&D centre are intellectual work force selected from the most critical
talents of the country, therefore it is very imp to stabilise and retain these variables employees
in organisation for good tenure.
Keeping above background in notice this project was initiated with an objective in focus-to
study the impact of work practices on job satisfaction and work motivation.
In this project through descriptive method of research it was aimed to understand the impact
of work practices of R&D centre on levels of motivation an satisfaction in employees.

20 | P a g e

LITERATURE REVIEW
A large body of research has documented that the way in which a firms human resources are
managed is important for its competitiveness. This is especially important since it has been
asserted that collectively a firms employees can provide one of the most important sources of
competitive advantage (e.g., Lado & Wilson, 1994; Guest, 1997; Barney & Wright, 1998) and
thus it is important for a firm to carefully choose the human resource management practices
which will make the most of this valuable resource.
Indeed, the choice of HRM practices is very important since a firms human resources not
only have a great potential to produce great benefits, but are also one of the largest costs
which can be controlled and adopted. However, while the importance of choice of HRM
practices is now well accepted, there is not sufficient understanding of specifically if and how
this differs across countries. As Newman and Nollen (1997:753) stated, until recently, the
dominance of American management theory led to a belief that one size fits allthat
effective US management practices will be effective elsewhere. This view is now being
seriously questioned. There is increasing evidence that management theory and practice that
works in the US may not be optimal in other settings (Boyacigiller et al, 2004; Hofstede,
1993) due to cultural and institutional (DiMaggio & Powell, 1983; North, 1990) differences.
This insight is particularly critical given the fact that the world is becoming increasingly
international and as a result most business is taking on some international dimension. Indeed,
an increasing number of companies now have employees in multiple countries. However, our
understanding of how location affects which systems of HRM practices are most effective in
different countries has not kept pace with business international expansion. Thus, it is
increasingly important to develop a detailed understanding of the extent that the same or
different HRM practices best contribute to superior performance in different countries.
Most previous literature on the relationship between HRM practices and firm performance
has looked at the direct relationship. However, most scholars agree that there are probably
mediating variables through which HRM practices affect firm performance. As Wright and
Gardner (2000:4) write, One of the first issues that must be settled in the effort to understand
how HR practices impact performance is to theorize the means through which this
relationship occurs, in essence specifying the intervening variables between the measure of
HR practices and the measure of firm performance.
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Indeed, there have been many calls for scholars to open up the black box between HRM
practices and firm performance and this is another challenge that this research takes up.
Perhaps scholars have focused on the direct relationship because it is much simpler to analyze
statistically than more complicated indirect models. With the help of theory and the structural
techniques, my study attempts to open up the black box between HRM practices and firm
performance and investigates the role that employee motivation retention as mediating
variables.
The linkage
There is a large variety of human resource practices (HRPs) (Agarwala, 2003; Griffeth, Hom,
& Gaertner, 2000; Gould-Williams, 2003; Paul & Anantharaman, 2003; Tzafrir, 2005;
Whitener, 2001). However, which HRPs, in isolation or bundled, aim at the retention of older
workers? Moreover, Khilji and Wang (2006) rightfully stated that understanding the HRperformance relationship requires a detailed analysis of intended and implemented HRPs.
Intended HRPs are the practices formulated by the policy-makers (HR managers and senior
managers). Implemented HRPs refer to practices operationalized in organizations and
experienced by employees. Whereas HR professionals have detailed information on intended
HRPs for motivating and retaining the workers, the ideal respondents to measure the
existence of effective practices (i.e., implemented HRPs) are the beneficiaries of such
practices, i.e., current workers.
Intention to stay with the organization is strongly linked to work motivation (Kuvaas, 2006;
Maertz Jr. & Griffeth, 2004; Richer, Blanchard, & Vallerand, 2002). Therefore, HR
professionals, challenged to retain the workers, are aided by work motivation theory
proposing when and which HR practices are most likely to enhance work motivation and
performance.
Background in theory
A belief that employees performance has critical implications for a firms performance has
been common among academics and practitioners for many years (Huselid, 1995). However,
interest in which HRM practices facilitate maximum employee performance, and thus in turn
organization performance, has intensified more recently as scholars have suggested that
collectively a firms employees can provide a key unique source of competitive advantage.
Indeed, the realization that human resources can be a source of competitive advantage and
22 | P a g e

firm performance has led to expanded research in the field of strategic human resource
management.
Wright, McMahan and McWilliams (1994: 298) define strategic human resource management
as the pattern of planned human resource deployments and activities intended to enable an
organization to achieve its goals. Because firm performance stands out as a major
organizational goal, developing a better understanding of the relationship between human
resource practices and firm performance is an important goal for research in this area. Many
studies have been conducted that examine the linkage between investments in human resources
and firm performance.
The majority of this research reports a positive relationship between so-called high
performance work practices (Huselid, 1995) and different measures of firm financial
performance. Most of the studies in this stream of research have been based on US data (e.g.,
Arthur, 1994; Huselid, 1995; McDuffie, 1995; Delery & Doty, 1996); however some studies
have also been conducted based on data from other countries (e.g., Ngo et. al., 1998; Bae &
Lawler, 1998; Fey & Bjrkman, 2001). However, recently this line of research has received
some criticism (e.g., Gardner et al., 2001; Guest, 2001; Truss, 2001).
Methodological questions have been raised by a number of scholars, and the existence of a
universal set of high performance work practices suitable for all situations and national
contexts has been questioned (Delery & Doty, 1996; Schneider & Barsoux, 2003). Although
there may be some areas of universality in human resource management, it may well be that
geographical settings affect which HRM practices are suitable. Likewise, on the
methodological side, it may well be that a direct relationship between HRM practices and
firm performance is too simplistic and that mediating variables are needed.
HR practices
A practice could simply be defined as a method, procedure, process, or rule used in a
particular field or profession; a set of these regarded as standard. Various organizations use a
set of HR practices to implement all of their HR plans in direction of achieving the overall
organizational objectives. Over the last decade, India's vast manpower has played an
instrumental role in its economic success story. Indeed, the success of Indian companies is
not based on superior access to raw materials or technology or patents, but fundamentally

23 | P a g e

upon human skills. The synergy between the strategic planning and innovative HRM
practices will be pivotal as Indian Inc. embarks itself on the global journey.
As emphasized by Huselid (1995), HRM practices influence employee skills and
competencies through the development of a firms human capital. Performance appraisal
systems help employees obtain feedback on their performance and identify ways to enhance
competencies that are useful for the company. Most performance appraisal systems establish
objectives for employees, establishing targets for the self-development and training of each
employee. Investments in employee training are also beneficial in enhancing the human
capital of the firm (Becker, 1975). As Becker (1975:19) writes: Most on-the-job training
presumably increases the future marginal productivity of workers in the firms providing it."
In general, a positive relationship has been established between employee training and
organizational performance (e.g., Delaney & Huselid, 1996; Koch & McGrath, 1996).
Several HRM practices may influence individual performance by providing incentives that
elicit the appropriate behavior. Such incentive systems may include performance-based
compensation that promotes the desired behavior and the use of internal promotion systems
that focus on employee merit and help employees to overcome invisible barriers to their
career growth (Huselid, 1995). Indeed, when an employee understands that his/her results
will form the basis of promotion decisions, this provides extra motivation compared to the
situation when an employee is not sure how promotion decisions will be made or when
decisions are made based on relationships, organizational tenure, employee age, or other
factors.
Most studies have included performance-based compensation as a high performance HRM
practice (e.g., Arthur, 1994; Huselid, 1995; McDuffie, 1995; Delery & Doty, 1996). Systems
that link individual compensation with individual performance, with performance of the
group to which s/he belongs, or with performance of the whole organization may all
contribute to creating additional efforts on the part of the focal employee (Lawler, 1981).
Although from an expectancy theory point of view, it is the existence of a clear linkage
between individual effort and reward that matters, from an equity theory (and organizational
justice) perspective the main question is whether employees perceive that they receive the
rewards that they are entitled to based on their contribution to the organization. Both
24 | P a g e

perspectives would lead us to expect a positive relationship between performance-based

compensation systems and employee efforts.
Previous research has also shown that employees are more motivated when they know what
is going on in the firm. Sharing of information on, for example, strategy and company
performance conveys to the employees that they are trusted. Further, it is important that
employees know what is going on in a firm so that they can use the knowledge that resides in
the firm to its fullest potential (Pfeffer, 1998). As a result, extensive intra-organizational
communication is also likely to contribute to employee motivation.
Motivation
Pinder (1998) describes work motivation as the set of internal and external forces that initiate
work-related behavior and determine its form, direction, intensity, and duration. This
definition recognizes the impact of environmental factors such as organizational incentives or
HRM practices as influencing the motivation of employees. The idea that employee
motivation should be linked to performance is well documented (e.g., Locke and Latham,
1990; Barrick and Mount, 1993). Indeed, it seems fairly intuitive that, all things being equal,
if employees are highly motivated and thus work harder, this combination should result in
superior performance. However, at times the results for this relationship have not been as
strong as might be expected (OReilly, 1991). We assert that these weaker results may be
evidence for the need to include ability as a moderating variable and interaction (as we do in
this study and will discus more in the next section) in the relationship between motivation
and performance. Based on the above we hypothesize that Employee motivation is positively
related to firm performance.
HR Practice-Motivation
Many past studies have analyzed the linkage between either the entire system of HRM
practices represented as an aggregate index of the average extent that HRM practices are used
in the firm and firm performance or specific individual HRM practices and firm performance.
However, as Becker and Huselid (1998) noted, it is more appropriate to study the influence of
each element of a human resource system on firm performance simultaneously in one model
because when one examines just one element in isolation the effect of the other HRM
practices is not controlled. This is the approach that this study takes.

25 | P a g e

Further, it has been examine how HRM practices affect firm performance. As depicted in
theoretical model below, HRM practices affect employee ability and motivation which in turn
affect firm performance. I have chosen motivation as the mediating variable as HRM clearly
tries to enhance these employee outcomes (Guest, 1997) and there is substantial evidence
which supports that employees need to have motivation to perform well (e.g., Heider, 1958;
Baldwin, 1959; OReilly & Chatman, 1994).
Through this study I suggest that HRM practices are important levers through which firms
can increase employee motivation and ability to engage in behaviours that contribute to the
achievement of a firms goals. In his influential study of the impact of high performance
work practices on corporate financial performance, Huselid (1995) factor-analyzed a number
of HRM practices and categorized practices into two categories that he called employee skills
and employee motivation. He found considerable support for the hypothesis that investment
in HRM practices is associated with improvements in financial performance. While scholars
have had difficulty identifying clear bundles of HRM practices, similar results to those
obtained by Huselid (1995) have been obtained by other researchers who have also clustered
HRM practices in bundles, capturing those that influence employees ability and those that
have an impact on employees motivation (e.g., Delaney & Huselid, 1996; McDuffie, 1995).
Thus, there is some evidence to suggest that one set of HRM practices seems to be associated
with motivation and a second set of HRM practices is associated with ability.

26 | P a g e

RESEARCH METHODOLOGY
There are two types of research problems, viz., those which relate to states of nature and
those which relate to the relationships between variables. Best way to formulate a problem in
accurate concerns is through discussing it with experts. After discussing the situation in hand
with my guide and manager, at first step we understood the basic problem. This provided a
direction to follow during the research and it also helped in formulating the objectives. It was
a problem for ISLL to justify their expenditure on the work practices. Moreover, the linkage
between work practices, work motivation and job satisfaction was not clearly visible. So, in
light of this problem (and its surrounding environment), following primary objectives were
framed outObjective 1: To establish the relationship between work practices and work motivation in
employees of ISLL R&D plant .
Objective 2: To monitor the individual effects of each work practice on the work motivation
in order to identify the most positive and most negative impacts.
Objective 3: To analyse various correlation coefficients between work practices, work
motivation & job satisfaction.
Sampling
The sample size in order to conduct the research was decided upon after a lot of deliberation
on the nature of the research and the effect of various variables involved. For the research a
sample of 50 employees from various departments of ISLL R&D Plant were selected through
the technique of convenient sampling.
Composition of Sample
Total no. of respondents= 50
The sample is quite diversified in terms of age of respondents, almost all age of employees
were included in the sample. This enhanced the applicability of the data collected.

27 | P a g e

Measures
The sample that was chosen from the population was surveyed using a questionnaire that was
designed to address all the variables related to the measurement of Work motivation and Job
satisfaction and employees perceptions towards Work practices.
Questionnaire method was used for data collection and the questionnaire was developed
under noble guidance of my project guide in the organization. First of various sub-variables
associated with work practices, work motivation and job satisfaction were identified as
primary task. Then statements were formulated for measuring each sub-variable. Finally a
questionnaire that was divided into three sections was developed on following protocol(Annexure 1)
Section 1: To trace the employee attitude towards Work practices
Sub-variable

No. Of statements

1. Superior-subordinate relationship

3 statements

2. Transparent Communication

3 statements

3. Safe, healthy and happy workplace

3 statements

4. Work life balance

2 statements

5. Work politics

3 statements

6. Working conditions

3 statements

Section 2: To trace employee work motivation level

Sub-variable

No. Of statements

1. Recognition of work

3 statements

2. Career opportunity

3 statements

3. Fair feedback and evaluation

3 statements

4. Employee benefits

3 statements

Section 3: To trace job satisfaction level in employees

Sub-variable

No. Of statements

1. Sense of identification and ownership(Pride)

3 statements

2. Sense of concern and loyalty(Belongingness)

3 statements

28 | P a g e

3. Bottom to top communication

3 statements

4. Compensation

2 statements

5. Job security

2 statements

All the responses were evaluated on a five point Likert Scale. The rating scale which was
used is as follows:
1: Strongly Disagree
2: Disagree
3: Neutral
4: Agree
5: Strongly Agree
The research methodology was descriptive in nature imbibing all the quantitative aspects,
identifying gaps and finally recommending a final course of action.
The survey questionnaire was designed in such a way that it addressed both the concerns and
suggestions that the workmen might have as well as the needs of the management.
Questionnaire was kept on the basis of Likert scale only, so that analysis part could be
facilitated.
Likert summated rating method has been used and reverse scoring was carefully done while
calculating the summated scores for negative sentences. Prior to the questionnaire being
frozen and administered, constant dialogue with my project guide helped in getting valuable
inputs and feedback on the effectiveness of the questionnaire.
All the employees were surveyed in the presence of the surveyor. Once the employees had
filled out the survey questionnaire, they were also asked for their opinion on what
suggestions they had for the improvement of the workplace environment.
The suggestions of the employees, which the management deemed to be practical, were
incorporated into the recommendations.
Although survey is a self report method of data collection, the probability of inaccuracies in
the data due to Response Errors caused due to lack of understanding questions,
misunderstanding, anxiety etc. were minimized to great extent as the survey was done
personally by me for each and every employee.

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It was clearly communicated to the employees that the survey data was confidential and that
no identities would be revealed to the management. This helped in obtaining frank opinions
from the concerned workers.
Analysis of Data
All the data collected was analysed using Microsoft office Excel 2007. Statistical procedures
like correlation analysis, t-ratio analysis and average method analysis were used. Analysis has
been represented in graphical and tabular formats as and when required.

30 | P a g e

ANALYSIS AND FINDINGS

FINDINGS

Age Diversity:
The majority of respondents are young between the age of 20 to 30 years in the sample. There
are 0 senior employees belonging to the age group between 50 to 60 years.

Age
Age Group

Number of employees

% Sample

20-30

33

66%

30-40

14

28%

40-50

6%

50-60

0%

50

0%
6%
28%
20-30
30-40
66%

40-50
50-60

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Gender Diversity:
No. of male employees were more than the female employees therefore majority in fact 78%
male respondents were placed in the sample

Gender

Gender

Number of employees

% Sample

Male

39

78%

Female

11

22%

50

female
22%

male
78%

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Experience:
It was very important that the sample respondents must possess sufficient experience of
working with ISLL R&D Plant, because then only it can be expected that their responses are
realistic enough.
EXPERIENCE

Duration

Number of employees

% Sample

< 6 months

10

20%

6 mon.-1 year

12

24%

1-2 years

16%

2-3 years

8%

> 3 years

16

32%

50

< 6 months
20%

> 3 years
32%

6 mon.-1 year
24%

2-3 years
8%
1-2 years
16%

It can be clearly noted from above given figure that majority of respondents have working
experience of more than 3 years with ISLL R&D Plant. A few fresh employees have also
been included in the sample.

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Designation:
It may be noted that most of the respondent employees belonged to the G6
(Executive/Sr.Executive. Or Engr./Sr. Engr. Or Scientist/ Sr. Scientist/ Research Associate)
category followed by G7&G8

ISLL R&D Plant

Designation

Number of employees

% Sample

G8

18%

G7

16

32%

G6

21

42%

G5

8%

G4

0%

50

25
21
20
16
15

10

0
0
G8

G7

G6

34 | P a g e

G5

G4

Department:
Respondents from each department of the organization has been included in the sample, as
shown belowISLL R&D Plant
Dept.

Number of employees

%sample

CRAMS

15

30%

ARD

14

28%

CRD

14%

PURCHASE

2%

HR

2%

KILO LABS

6%

ENG.

2%

COMMERCIAL

4%

COSTING/ACCOUNTS

2%

ADMINISTRATION

2%

OTHERS

8%

50

20
10

15

14
7
1

The figure shows that in the departmental composition of sample respondents, majority of
respondents come from the CRAMS and ARD of ISLL.

35 | P a g e

ANALYSIS PART 1
The analysis of the primary data collected through survey questionnaire has been done at the
various levelsANALYSIS PART 1.1
Employee perception towards Work Practices
By using the previous studies of Watson Wyatt, few categories were recognized to classify
the employees and these categories were further adapted by using average method.
17 Statements were asked to trace down the perceptions of employees towards work practices
and 5 point Likert scale was used to get the responses, so the range comes out to be 34-170.
All those respondents who scored more than 34 are considered to have moderate perceptions
towards the work practices (For details find Appendix I). Following categories were
classified on a pre-determined basis
34-61

Very Poor Perception

62-88

Poor Perception

89-115

Average Perception

11

116-142

Moderate Perception

34

143-170

Good Perception

40

34

30
20
11
10
0

0
Very Poor
Perception

Poor Perception

Averge Perception

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Moderate
Perception

Good Perception

ANALYSIS PART 1.2

Employee perception towards work motivation
By using the previous studies of Watson Wyatt, few categories were recognized to classify
the employees and these categories were further adapted by using average method.
12 Statements were asked to trace down the perceptions of employees towards work
motivation and 5 point Likert scale was used to get the responses, so the range comes out to
be 24-120. All those respondents who scored more than 17 are considered to have average
perceptions towards work motivation. Following categories were classified on a predetermined basis

18
16
14
12
10
8
6
4
2
0

24-43

Very Poor Perception

44-62

Poor Perception

11

63-82

Average Perception

17

83-101

Moderate Perception

13

102-120

Good Perception

17
13
11

Very Poor
Perception

Poor Perception Averge Perception

37 | P a g e

Moderate
Perception

Good Perception

ANALYSIS PART 1.3

Employee perception towards job satisfaction
By using the previous studies of Watson Wyatt, few categories were recognized to classify
the employees and these categories were further adapted by using average method. 13
Statements were asked to trace down the perceptions of employees towards job satisfaction
and 5 point Likert scale was used to get the responses, so the range comes out to be 26-130.
All those respondents who scored more than 24 are considered to have average perceptions
towards job satisfaction.
Following categories were classified on a pre-determined basis.

26-47

Very Poor Perception

48-68

Poor Perception

69-88

Average Perception

24

89-109

Moderate Perception

20

110-130

Good Perception

30
24

25
20

16
15
9

10
5
1

0
Very Poor
Perception

Poor Perception Averge Perception

38 | P a g e

Moderate
Perception

Good Perception

ANALYSIS PART 2
In order to gain a comprehensive overall picture of the various parameters of work practices,
work motivation and job satisfaction the responses of the survey respondents were analyzed
and interpreted into a graphical form that shows the mean of the responses on all identified
parameters of work practices, work motivation and job satisfaction across the rating scale.
This graphical representation has shown below separately for parameters/sub-variables of
different variables.
WORK PRACTICES
9.00
8.00

7.73

7.97

7.45

7.16

7.00

6.23

6.56

6.00

SSR- Superior-Subordinate
Relation
TC- Transparent Communication

5.00

SHW- Safe, Healthy Workplace

4.00
3.00

WLB Work Life Balance

2.00

WP- Work Politics

1.00
0.00
SSR

TC

SHW

WLB

WP

WC

WC- Working Conditions

Interpretation has shown that employees largely feel that they have transparent
communication.
Employees have rated all the parameters of work practices consistently higher.
WORK MOTIVATION
7.00

6.64
6.03

6.53

6.00

5.37

5.00

RW- Recognition of Work

4.00

CO- Career Opportunity

3.00

FFE- Fair Feedback and Evaluation

2.00

EB- Employee Benefits

1.00
0.00
RW

CO

FFE

EB

39 | P a g e

 Interpretation has shown that employees largely feel that they have got Career
opportunity
Employees have rated all the parameters of work motivation consistently higher.

JOB SATISFACTION
8.00
7.00

6.53

6.68

6.7
6.24

SIO- Sense of Identification &

Ownership

6.00
4.68

5.00

SCL- Sense of Concern & Loyalty

4.00

BTC- Bottom to Top Communication

3.00

COMP- Compensation

2.00

JS- Job Security

1.00
0.00
SIO

SCL

BTC

COMP

JB SEC

Interpretation has shown that employees largely feel that they have got job security
Employees have rated all the parameters of job satisfaction consistently higher

40 | P a g e

ANALYSIS PART 3
To find out the relationship between various sub-variables of work practices, work
motivation and job satisfaction; correlation analysis was performed. Correlation analysis is
the statistical tool that we can use to describe the degree to which one variable is linearly
related to another. Frequently, correlation analysis is used in conjunction with regression
analysis to measure how well the least squares line fits the data. Correlation analysis can also
be used by itself, however, to measure the degree of association between two variables.
Correlation analysis could be performed manually by using the Pearson correlation
coefficient formula, as mentioned below-

Here r is coefficient of correlation and X & Y are two variables.

1. The sign of r indicated direction of the linear relationship between the two
variables under study.
2. The magnitude of r is a determinant of the strength of linear relationship between
the two variables under study.
In the study, we need to analyse 15 sub-variables of 3 major variables in various permutations
and combinations, so it was quite tedious to perform it manually. For simplification and
accuracy, correlation analysis has been performed using Microsoft office excel 2007.
Correlation Matrix
On the basis of various dimensions of practices, motivation and job satisfaction, total 18
variables were constructed. Then correlation coefficient was computed between pairs of each
variable. So, a total of 153 correlation coefficients were calculated and a correlation matrix
was prepared for further analysis. A copy of correlation matrix is attached in annexure 3.
Each correlation coefficient was tested for statistical significance at p<0.05.

41 | P a g e

Interpretation
Only 5 values/relations were found to be negatively correlated and all of them were
found to be statistically insignificant both at p<0.05.
All other relations were found to be positively correlated with each other i.e. on
general observation it could be interpreted that various variables of work practices,
work motivation and satisfaction are positively correlated with each other.
Three main relationships to be studied are1. Work Practices

Work Motivation

2. Work Practices

Job satisfaction

3. Work Motivation Job satisfaction

Relationship coefficient between work Practices Work motivations comes out to
be 0.67 i.e. positive and statistically significant at p<0.05. This means that work
practices put impact on motivation in positive direction and if some organization
implement nice work practices (like as taken in study) than considerable high value of
work motivation can be achieved in employees.
Relationship coefficient between work practices Job satisfaction comes out to be
0.5 i.e. positive and statistically significant at p<0.05. This means that work practices
put impact on employee retention in positive direction and if some organization
implement nice work practices (like as taken in study) than considerable level of high
job satisfaction could also be expected.
Relationship coefficient between Work Motivation Job satisfaction comes out to
be 0.458 i.e. positive and statistically significant at p<0.05. This means that
Motivation towards work certainly put impact on job satisfaction in positive direction
and if some employees of some organization are motivated towards work (that could
be achieved by implementing nice work practices) than considerable level of high
employee retention could also be expected.

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CONCLUSION
As per the survey conducted, overall score on HR Practices when plotted for 50 respondents
it has been observed that 68 % of the respondents fall in category of Moderate Perceptions
towards HR Practices and 4 % of the respondents fall above average score on measurement
scale of Work practices. So it can be concluded that there is a Moderate Perception in the
organization as far as overall HR Practices are concerned.
After noting that 68 % of employees hold moderate perceptions towards Work practices of
the organization, it has been tried to evaluate the practices that contribute minimum and that
contribute maximum in giving such results as a RCA- Root Cause Analysis.
Its noted that minimum score comes out on Work Politics and Working Conditions.
In terms of Work motivation, It has been observed that 60 % of employees hold average and
moderate score on Work Motivation Index, After observing the fact, it has been tried to
evaluate the factors that concern the most to employees while developing the feeling of
motivation with the organization. It can be observed from the data that majority of employees
has ranked EB i.e. employee benefits and RW- Recognition of Work as the least appealing
sub-variable of the work motivation Index.
In terms of Job Satisfaction, 48 % of the respondents fall in category of Neutral or Average
on satisfaction score that means they are neither fully satisfied nor unsatisfied. Following
Herzbergs theory of job satisfaction, these employees fall in a category which is very hard to
bend in favourable curve. So we conclude that
After noting that 48 % of employees hold average score on Job satisfaction Index, it has been
tried to evaluate the factors that concern the most to employees while developing the feeling
satisfaction or dissatisfaction from the job.
Its observed that minimum score obtained is on the factor of compensation and bottom to top
communication, whereas scores are pretty well on all other variables of Job Satisfaction.
Therefore it may be postulated that employees are negatively concerned about their
compensation and communication, which is putting negative impact on overall job
satisfaction Index.
Following the trend of Job Satisfaction, it has been found that majority of respondents fall in
Not disengaged but not engaged as well category. These employees can be categorized into
Inactive Job Seekers, who are not sad with their work but also not happy at the same time.
This indicate a volcanic situation which is largely depending upon the market conditions of
opportunities
Through statistical measure, Correlation we studied the relationship between Work practices,
Job satisfaction and Motivation.
As a result we can see that correlation coefficient between Work Practices and Work
Motivation comes out to be 0.67 i.e. positive relationship which is statistically significant at
43 | P a g e

p<0.05.In simple words Work Motivation is impacted by the level of work practices in the
organization.
Also It has been observed that correlation coefficient between Work Practices and Job
Satisfaction comes out to be 0.49 i.e. positive relationship which is statistically significant at
p<0.05.In simple words Job satisfaction is also impacted by level of work practices in the
organization.
Additionally we observed that correlation coefficient between Job Satisfaction and Work
Motivation comes out to be 0.80 i.e. positive relationship which is statistically significant at
p<0.05.In simple words Job Satisfaction and Work motivation are highly Co-related variables
and these impacts each other.
So overall we can say that the level of work practices in the organization impacts both the
variables that is Work motivation as well as Job Satisfaction among employees.

44 | P a g e

RECOMMENDATIONS
On the Basis of Study and Conclusions driven, it is recommended that In order to increase the
overall score on Work practices, Job Satisfaction and Work Motivation, Organization needs
to focus upon FollowingManaging Work Politics and Working Conditions:
Working conditions should be improved and there should be healthy politics within the
organization.
Strengthening Bottom to Top Communication and compensation structures:
Steps should be taken to improve bottom to Top communication within the organization and
employees should be encouraged to share their opinions and feedback without any fear. Also
Compensation packages should be improved to make them competitive as per industry
norms.
Strengthening Employee benefits:
Organization should work on improving employee benefits as it directly impacts work
motivation. Apart from salary other monetary and non monetary benefits should be provided
to employees to keep them motivated.
Proper Feedback and Recognition of Work:
Employees should be provided proper and fair feedback for their performance and
organization should work on improving performance Appraisal process and general feedback
sessions should be conducted at least once in a quarter to know the concerns and to evaluate
the overall performance of each employee. Also employees performing above average should
be recognized for their work and such employees should be awarded with bonuses or any
other non monetary benefits.

45 | P a g e

LIMITATIONS OF THE STUDY

Each and every task has certain limitations and hurdles in the course of its performance. But
this does not mean that the task should stick up whenever certain limitations come up. The
need is to try ones level best to solve incoming limitations. Few limitations of the project are
enumerated below:

This study is only limited to this company.

The method of random sampling is suitable for small population only.

To create good image, respondents may give responses that vary from the facts.

It does not ensure proportionate representation to all constituent group of population.

46 | P a g e

ANNEXURES
ANNEXURE 1
Total score computed on each scale (Work practices, work motivation & job
satisfaction) for each respondent
Respondents

Total Of WP
126

Total Of WM
82

Total Of JS
80

108

76

80

128

60

78

122

68

80

74

26

64

122

74

94

128

90

86

126

30

54

112

54

74

102

50

62

116

50

70

148

80

90

120

54

62

114

42

62

126

92

104

136

110

74

140

96

86

126

96

98

140

98

98

134

82

72

128

84

86

22

130

80

88

23

130

98

106

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21

47 | P a g e

24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50

138

96

94

112

58

68

94

66

82

132

60

72

136

106

76

132

96

100

104

78

86

118

88

90

118

78

78

118

86

86

118

64

84

112

54

72

114

82

92

136

92

104

138

52

58

102

48

62

124

82

92

140

104

96

84

38

42

84

44

76

142

88

86

124

82

92

112

74

84

128

80

96

156

116

100

122

32

58

134

70

82

48 | P a g e

ANNEXURE 2
Mean median, and mode of various statements and hence the composite means of each
sub-variable. (n=100)
Work Practices
Sub-supervisor relationship

Mean

Median

Mode

S1.1.1

My supervisor understands my problem and react appropriately to

them after properly listening to me

7.92

S1.1.2

I am comfortable in sharing my ideas, thoughts, concerns, and fears

with my supervisor

8.16

S1.1.3

I can trust my supervisor for my professional and personal life

7.12

S1.2.1

I feel that my seniors and HOD share all the information without any
hesitation or secrecy

7.2

S1.2.2

We all team mebers can freely share things with one another

8.28

S1.2.3

I feel no hesitation in approcahing my supervisor whenever I have

some doubt in mind

8.44

S1.3.1

my work place is happy and I feel motivated to come to work in the

morning

7.2

S1.3.2

people do not trust each other at my work place

7.08

S1.3.3

I feel relaxed and happy by interacting with my team members at

work

8.08

Transparent communication

Safe,healthy and happy work place

Work Life balance

S1.4.1

I am able to easily balance my work life and personal life

7.68

S1.4.2

I usually carry my office stress to my home

6.64

S1.5.1

I usually observe biasness and unfair practices while giving credit for
works being done in my office

5.88

S1.5.2

Some employees are better informed than others

6.4

Work politics

49 | P a g e

S1.5.3

I have seen or experienced punishments like transfer for the

mistakes being done by others

6.4

Working condition
S1.6.1

there is proper ventilation at my work place

5.68

S1.6.2

my work place is clean and hygenic

6.6

S1.6.3

I am provided with good quality resourses of work like material,

instruments, equipments, stationary etc

7.4

Work Motivation
Recognition of work
S2.1.1

The Company offers rewards and recognition based on performance

5.52

S2.1.2

If I do examplary work, I know it will be recognized by Senior

Management or leadership

6.12

just as my other colleques I also receive same amount of recognition

and acknowledgement from my manager

6.44

S2.1.3

Career opportunity
S2.2.1

I have adequate opportunities for professional growth in this

organization.

6.4

S2.2.2

My manager is actively interested in my professional development

and advancement.

6.88

I am encouraged to explore growth or advancement opportunities

within the organization

6.64

S2.2.3

Fair Feedback and evaluation

S2.3.1

I receive useful and constructive feedback from my manager

7.24

S2.3.2

Employee performance evaluations are fair and appropriate..

6.28

S2.3.3

I recieve time to time feedback regarding my work and proformance

6.08

5.52

Employee benefit
S2.4.1

My benefits are comparable to those offered by other organizations.

50 | P a g e

S2.4.2

I think the benefits offered by the Company meet my needs

5.36

S2.4.3

I am satisfied with the employee benefits programs offered by

company

5.24

job Satisfaction
Sense of identification and ownership(Pride)
S3.1.1

I would recommend this organization to my friends and relatives

6.04

S3.1.2

I feel that I am an important part of the Company

6.68

S3.1.3

I feel proud in telling people that I am part of ind-swift labs

6.88

Sense of concern and loyality(Belongingness)

S3.2.1

I do not agree with reasons that were provided by the employyes who
recently resigned from the organisation

5.56

S3.2.2

I feel concerned about success of my organization

7.96

S3.2.3

I am planning to continue my career with this company for a good

amount of time.

6.52

6.76

5.96

Bottom to top Communcation

S3.3.1

I can disagree with my supervisor without fear of getting in trouble.

S3.3.2

Managers communicate frequently and honestly about issues

affecting employees

S3.3.3

Senior management is genuinely interested in employee opinions and

ideas.
Compensation

S3.4.1

I feel that my salary is at par with the salary being offered by other
companies at my level

4.48

S3.4.2

salary and grading of the organization is rational and updated

4.88

Job Security
S3.5.1

I feel that my job is safe and secured in the oragization

7.04

S3.5.2

my job is not at threat whenever I commit some mistake at work

6.36

51 | P a g e

ANNEXURE 3
SSR

TC

SH WLB WP WC RW CO FFE
W

EB

SIO

SCL

BTC

COM
P

JB
SEC

WP

WM

0.556
0.602 0.29
0.102 0.36 0.22
0.201 0.35 0.27 0.16
0.236 0.32 0.32 0.27 0.30
0.594 0.46 0.41 0.07 0.22 0.60
0.527 0.28 0.52 0.08 0.32 0.53 0.78
0.647 0.36 0.56 0.01 0.28 0.52 0.80 0.87
0.288 0.11 0.27 0.03 0.28 0.55 0.70 0.60 0.68
0.352 0.10 0.46

- 0.44 0.34 0.59 0.62 0.65 0.56

0.10

0.344 0.01 0.34

- 0.27 0.19 0.43 0.67 0.70 0.47 0.64

0.18

0.506 0.31 0.39 0.05 0.16 0.37 0.73 0.68 0.72 0.61 0.62 0.62
0.110 0.02 0.35 0.05 0.15 0.53 0.56 0.53 0.56 0.74 0.50 0.32 0.52
- 0.17 0.11 0.02 0.20
0.02 0.02

0.28

0.691 0.70 0.70 0.48 0.52 0.73 0.67 0.63 0.66 0.45 0.43 0.27 0.49

0.38

0.14

0.569 0.33 0.49 0.05 0.31 0.62 0.91 0.90 0.93 0.84 0.68 0.63 0.76

0.67

0.06

0.67

0.388 0.13 0.49 0.01 0.32 0.42 0.68 0.72 0.76 0.72 0.84 0.75 0.84

0.72

0.38

0.49

0.000 -0.02 0.17 0.31 0.07 0.07 0.05

52 | P a g e

0.80

JS

APPENDIX
Academic Survey to study the impact of work practices
Jr Management (G8) Sr Management (G4)
Dear Respondent,
You are invited to participate in the following survey for generating a feedback from
the employees towards a few Work practices adopted in Ind-Swift Laboratories Limited. This
is purely a work of research for academic purposes and your personal information shall not
be used for any other purpose.
The survey is anonymous i.e. you do not need to mention anything in the survey that revels
your identity. Data obtained from this survey shall only be used in collaboration on the basis
of statistical procedures and you inputs shall not be published anywhere in isolation.
Therefore, you are requested to kindly keep your responses as genuine as it is feasible.
Survey will take 10-15 of your valuable minutes for completion. We hope that you will find it
easy to understand and complete, but if you have any queries about some statement, please
feel free to ask the Research representative for clarification.
After filling the following general information please mark your responses for the
questionnaire overleaf. Your valuable inputs shall be highly appreciated.
1. Tick your age group
1. 20-30
2. 30-40
3. 40-50
4. 50-60
2. Tick your gender
1. Male
2. Female
3. How long have your worked in your current company
1. Less than 6 months
2. 6 months- 1 year
3. 1-2 years
4. 2-3 years
53 | P a g e

5. More than 3 years

4. Please mark your Organizational group

1.

G8-Worker- (From worker Trainee upto Sr. Operator/ Sr. Filter/ Sr.

Technician./
Sr. Electrician/ Sr. Operating Technician/ Peon/ Helper/ Driver/ Mail/ Care
Taker.
2.

G7- Staff- (From Trainee upto Sr. Officer / Sr. Accountant / Sr. chemist/ Sr.
Supervisor/ Sr. Assistant/ Exe. Asstt. / P.A./ Front Office Exe. / Receptionist

etc.
3.

G6- Junior Management- (Jr.Exe. /Sr. Exe. Or Engr. / Sr. Engr. Or Scientist/

Sr.
Scientist Or Research Associate/ Sr. Research Associate)
4.

G5- Middle Management-II (A.M. /D.M.)

5.

G4- Middle Management- 1 (Sr. Mgr./Mgr./ Group Leader)

5. Please select your department

1. CRAMS
2. ARD
3. CRD
4. PROJECTS
5. PURCHASE
6. HR
7. KILO LABS
8. ENGINEERING
9. ENVIRONMENT'
10. COMMERCIAL
11. COSTING/ACCOUNTS
12. ADMINISTRATION
13. OTHERS

54 | P a g e

SECTION 1
Q1) My supervisor understands my problem and reacts appropriately to them after properly
listening to me.

Q2) I am comfortable in sharing my ideas, thoughts, concerns, and fears with my supervisor.

Q3) I can trust my supervisor for my professional and personal life.

Q4) I feel that my seniors and HOD share all the information without any hesitation or
secrecy

Q5) We all team members can freely share things with one another

Q6) I feel no hesitation in approaching my supervisor whenever I have some doubt in mind

Q7) My work place is happy and I feel motivated to come to work in the morning

Q8) People do not trust each other at my work place

55 | P a g e

Q9) I feel relaxed and happy by interacting with my team members at work

Q10) I am able to easily balance my work life and personal life

Q11) I usually carry my office stress to my home

Q12) I usually observe biasness and unfair practices while giving credit for works being
done in my office

Q13) Some employees are better informed than others

Q14) I have seen or experienced punishments like transfer for the mistakes being done by
others

Q15) There is proper ventilation at my work place

Q16) My work place is clean and hygienic

Q17) I am provided with good quality recourses of work like material, instruments,
equipments,
stationary
etc

56 | P a g e

SECTION 2
Q18) The Company offers recognition and rewards based on performance.

Q19) If I do examplary work, I know it will be recognized by Senior Management or

leadership.

Q20) Just as my other colleagues I also receive same amount of recognition and
acknowledgement from my manager

Q21) I have adequate opportunities for professional growth in this organization.

Q22) My manager is actively interested in my professional development and advancement.

Q23) I am encouraged to explore growth or advancement opportunities within the

organization

Q24) I receive useful and constructive feedback from my manager/Supervisor.

Q25) Employee performance evaluations are fair and appropriate.

57 | P a g e

Q26) I receive time to time feedback regarding my work and performance.

Q27) My benefits are comparable to those offered by other organizations.

Q28) I think the benefits offered by the Company meet my needs.

Q29) I am satisfied with the employee benefits programs offered by company

58 | P a g e

SECTION 3

Q30) I would recommend this organization to my friends and relatives

Q31) I feel that I am an important part of the Company

Q32) I feel proud in telling people that I am part of Ind-Swift labs.

Q33) I do not agree with reasons that were provided by the employees who recently
resigned from the organization

Q34) I feel concerned about success of my organization

Q35) I am planning to continue my career with this company for a good amount of time.

Q36) I can disagree with my supervisor without fear of getting in trouble.

Q37) Managers communicate frequently and honestly about issues affecting employees.

59 | P a g e

Q38) Senior management is genuinely interested in employee opinions and ideas.

Q39) I feel that my salary is at par with the salary being offered by other companies at my
level

Q40) Salary and grading of the organization is rational and updated.

Q41) I feel that my job is safe and secured in the organization.

Q42) My job is not at threat whenever I commit some mistake at work.

Thank you so much for your time and responses

60 | P a g e

BIBLIOGRAPHY
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2. Adler, N.J. International Dimensions of Organizational Behavior (2nd ed.), Boston:
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6. Becker, B. and Gerhart, B. the impact of human resource management on
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Journal 39(4): 779-801. (1996)
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39(4): 949-969. (1996)
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predictions, Academy of Management Journal 39(4): 802-835. (1996)
10. Dyer, L. and Reeves, T. 'Human resource strategies and firm performance: what do
we know and where do we need to go?' International Journal of Human Resource
Management 6: 656-670. (1995)
11. Fleishman, E.A. A relationship between incentive motivation and ability level in
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12. Gardner, T.M., Moynihan, L.M., Park, H.J. and Wright, P.M. Beginning to unlock
the black box in the HR firm performance relationship: the impact of HR practices on
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13. Guest, D. H. Human resource management and performance: a review and research
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14. http://www.indswiftltd.com/aboutus.php
15. http://www.indswiftlabs.com/

62 | P a g e