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INTRODUCTION
"People don't leave their jobs, they leave their managers."
Although committed and loyal employees are the most influential factor to
becoming an employer of choice, it's no surprise that companies and
organizations face significant challenges in developing energized and
engaged workforces. However, there is plenty of research to show that
increased employee commitment and trust in leadership can positively
impact the company's bottom line. In fact, the true potential of an
organization can only be realized when the productivity level of all
individuals and teams are fully aligned, committed and energized to
successfully accomplish the goals of the organization.
As a result, the goal of every company should be to improve the desire of
employees to stay in the relationship they have with the company. When
companies understand and manage employee loyalty - rather than retention
specifically - they can reap benefits on both sides of the balance sheet i.e.,
revenues and costs.
On the revenue side of the balance sheet, loyal and committed employees
are more likely to go "above and beyond" to meet customer needs and are
highly motivated to work to the best of their ability.
On the cost side, loyal employees stay longer, resist competitive job offers,
do not actively look for other employment and recommend the company to
others as a good place to work. These four behaviors positively influence the
cost side of the balance sheet.
EMPLOYEE SATISFACTION
In other words, rather than focusing only on retention (that is, trying to retain
employees who have already decided to leave), organizations should
proactively
recognize
the
benefits
of
understanding,
managing
and
Broadly-defined
responsibilities
rather
than
narrowly-defined
job
functions
EMPLOYEE SATISFACTION
Provide
employees
with
well-defined
career
paths
(including
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
place.
employees?
Satisfaction with HR Policies and Procedures
How confident is the employee about the Companys ability to reach its
Goal?
Compensation and Benefits
Whether the company has made reasonable efforts to allow its
EMPLOYEE SATISFACTION
Survey was conducted in 30 days due to which Employees did not get
questions.
Study is restricted to Hyderabad plant and had taken less sample size
as most of the employees are unable to provide the data.
EMPLOYEE SATISFACTION
REVIEW OF LITERATURE
JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to
be. Job satisfaction is not the same as motivation, although it is clearly
linked. Job design aims to enhance job satisfaction and performance,
methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work groups. Job
satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate
to
rate
of
pay,
work
responsibilities,
variety
of
tasks,
promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1
represents "not at all satisfied" and 5 represents "extremely satisfied").
The concept of job satisfaction traditionally has been of great interest to
social scientists concerned with the problems of work in an industrial society.
A
number
of
consequences
have
been
shown
to
result
from
job
EMPLOYEE SATISFACTION
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of ones job; an affective reaction to ones job; and an
attitude towards ones job.
History
One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers productivity. These studies
ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that
this increase resulted, not from the new conditions, but from the knowledge
of being observed. This finding provided strong evidence that people work
for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform
any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The
initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with
new questions to answer regarding job satisfaction. It should also be noted
that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the
tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory,
laid the foundation for job satisfaction theory. This theory explains that
people seek to satisfy five specific needs in life physiological needs, safety
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine ones
disposition towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the
belief in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on
job outcomes, including job satisfaction. The model states that there are five
core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (job
satisfaction,
absenteeism,
work
motivation,
etc.).
The
five
core
job
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
Research, however, indicates that no simple and direct link exists between
individual job satisfaction at one point in time and work performance at a
later point. This conclusion is widely recognized among OB scholars, even
though some evidence suggests that the relationship holds better for
professional or higher level employees than for nonprofessionals or those at
lower job levels. Job satisfaction alone is not a consistent predictor of
individual work performance.
Argument:
Performance
Causes
Satisfaction:
If high levels
of
E.
Lawler
and
Lyman
Porter,
maintains
that
performance
EMPLOYEE SATISFACTION
consider
satisfaction
and
performance
as
two
separate
but
Earnings or benefits
Job quality or workplace support
Lack of appreciation
Stagnation or no growth
Lack of freedom
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
Seven social learning processes and strategies were identified that relate to
Job Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organization
EMPLOYEE SATISFACTION
These seven elements of Job Satisfaction and Morale align with components
of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed
to be necessary for job satisfaction and the motivation to perform ones job
well.
For
instance,
Conditions
of
Service,
Recognition
&
Reward,
EMPLOYEE SATISFACTION
personnel now have much higher expectations of being able to balance their
personal life with work commitments. Thus, many comments occurred in the
interviews that related to
family friendly policies in the service, for example:
Id leave if thats whats necessary because I have to put my family first
now.
I dont think [this service] has found a method to address women who want
to have families
My partner and I have not lived in the same state since95its just not a
sacrifice Im prepared to keep making.
The shrinking labour market available for recruiting new staff led to the
civilianisation of some military billets, the billets which were often perceived
to be the jewels in the crown as far as military postings are concerned.
Although it was recognized that the civilians formed an important part of the
service, there seemed to be some degree of resentment:
[There is] the perception that civilians were taking over the organizationa
lot of things we used to do is now being taken over by civiliansWe had
people come in and werent trained to the same level as the [service]
people. It meant then the [uniformed] people had to take up the slack.
Two quality of work issues emerged from the interviews: having interesting
and challenging work (which is discussed under the heading of job
significance), and the change in the way things are manufactured and
repaired. An example relating to the latter is:
The techniciansare very much monkey see monkey do these dayshell
learn to replace boxes. Thats his career.
EMPLOYEE SATISFACTION
This change in the way things are replaced rather than repaired has a
significant impact on job design and it may be necessary to re-design other
aspects of maintenance-type jobs to sustain interest and variety.
Due to the changing economic climate there were changes introduced to
promotion and advancement policies. This has impacted heavily on officers'
perceptions of conditions of service:
I have a letter from the Chief of Defence Force (CDF) telling me that I can
expect probably two jobs in rank and then its up or out.I have no
security of tenure here, whereas before I was promoted to this rank I
probably did.
Many interviewees indicated they had planned to stay until they were 55
years old, but that they now felt that this was not possible. Interestingly, this
has been compounded by the policy of the service whereby some talented
young people are being given fast track promotions, and by the perception
that if you have not reached a particular rank by a certain age then you are
wasting your time staying in the service.
With the downsizing policies that plague most government and private sector
organisations, the culture to work long hours seems to be heavily
entrenched. This occurs both at junior and senior ranks. The research data
points to the general perception that junior staff will be told to go home, but
that no-one tells the senior ranks to go home and not to work such long
hours.
The quantitative survey canvassed opinions on having sufficient resources to
do your work, and the workload.
Sixty-two percent and 72%, respectively, of respondents were satisfied with
the level of resourcing and the workload, indicating that this factor is not
adversely affecting Job Satisfaction and Morale.
Recognition and Reward
EMPLOYEE SATISFACTION
The lack of proper recognition for a job well done seems to be an endemic
problem for many organisations (Mitchell, 2000). The research data indicates
that the lack of recognition and extrinsic reward for ones work is mainly due
to the system because rules and regulations largely prevent supervisors from
offering encouragement awards (such as gift vouchers) in recognition of a
job well done. Most interviewees talked about the use of promotion as a
reward, but also emphasised that not everyone who is capable is going to be
promoted because there are not enough positions available.
Interviewees also commented that the existing honours and awards system
is complex. The research team was told that due to a heavy workload
commendations are not written (only one or two people seem to be writing
up 90% of the commendations), and as a consequence there are probably a
large number of exceptional people who are missing out. Quotes typical of
those about the honours and awards system are:
The honours and awards system is quite a complex one but its one of the
most publicly and visibly recognised way of getting reward.
"Conspicuous service medals and the Australia Day Medals theres a
general avoidance of
people [in this HQ] getting those sort of things because its then seen as
being nepotistic, if the head shed [HQ] gets all the kudos.
There were also a number of comments about inadequate feedback:
Ive been here for three months and I dont get any feedback on the work
that Ive doneI presume its been OK because they havent come back to
me and said Youre hopeless.
On the matter of intrinsic reward, typical comments were:
Its been very rewarding personally, professionally, if not financially, but Ive
done a lot of really interesting things.
EMPLOYEE SATISFACTION
You get offered good opportunities because youre good doing that stuff
and youre working hard..
Such comments indicate that some have specifically joined the military
because of intrinsic rewards such as a wide variety of jobs and opportunities.
Organizational Loyalty to Workers
The prevailing economic climate has led many organizations onto a path of
implementing efficiency measures. Restructuring, frequent organizational
changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne
surprising, therefore, that there is the perception that the organization is less
loyal to workers now than in the past as illustrated by the following
comment:
Well hang on, there aint no loyalty here, and Im busting my buns and have
for the past 30
something year, always been a workaholic and always delivered 150%.
The other aspect of organisational loyalty raised during interviews related to
the contract of trust between leaders and staff being broken:
[There is the] expectation that theres going to be more money put into
people and the only place they can get that money from, because they cant
go across to the government say we need more money The only way they
can get it is out of operating costs.
We keep saying that people are the backbone of [this service], but there is a
general feeling out there that that is a platitude and we dont really live up to
that.
Loyalty to the Organization
According to Reichheld (2001) unless leaders of an organization have built
relationships on loyalty then nothing will keep staff and other stakeholders
from jumping ship the instant a better opportunity comes along. This is likely
to be reflected in the level of job satisfaction and staff retention rates, and
EMPLOYEE SATISFACTION
involves staff being loyal to the organisation and the organisation being loyal
to staff. Reichheld (2001) also states that true employee loyalty includes
responsibility and accountability for building successful, mutually valuable
relationships. Many of the interviewees considered themselves loyal to the
service, were happy, and would stay with the service forever, if they could:
Imsort of very proud to be wearing the uniform and I knew it was
something that I wanted to do when I was in high school.
Im probably actually quite loyal to the organisation, shared objectives you
know it would take a long period of not having a good time. Its not just a
case of I didnt enjoy the last six months.
There were, however, some mixed messages from people who perceived
themselves as extremely loyal to the service and yet they were leaving it:
Im leaving but Ive actually really enjoyed it. Its the best place that Ive
worked with Defence
Im really glad I worked here and Ive got this loyalty to the service, which is
making me sad to leave.
there is a simmering air of discontentment and unhappiness and theres
also this underpinning loyalty and love for the service.
In the quantitative survey only 15% of respondents indicated that they would
not consider a career outside Defence. This could lead to a serious problem
should those remaining 85% employees act upon it and leave the
Department. Despite the mixed messages concerning loyalty to the service,
and despite the fact that staff still indicated they are leaving, there is a clear
sense of loyalty to the service.
Workplace design
The physical design of a workplace impacts on the behaviours that occur in
that space. Fifty-nine percent of respondents to the quantitative survey
found the work environment too noisy, and only 45% indicated they could
EMPLOYEE SATISFACTION
work effectively in the open plan environment. From the interview data it
became apparent that the preferred solution to this was to book a quiet
conference
room
and
work
there.
Interestingly,
some
interviewees'
EMPLOYEE SATISFACTION
actually getting out there and doing what you are trained to do is
remarkable.
Others talked about a lack of challenge and job significance as a reason for
leaving:
More administration, its a day-to-day task that doesnt contribute to the
bigger goal doesnt have a big impact on any projects whatever.
The research data clearly points to lack of job significance as a main reason
for those who leave the service.
Performance Management
Assessment, reporting and performance management form a significant part
of the overall management of military personnel throughout their careers.
Issues raised in relation to performance management of individuals are
indicated by the following comments:
Evaluation of personnel and reports were not handed in on time and as a
result some people missed [out] on advancement.
It doesnt say anything about, you know, congratulations, well done, or
how valued you are to the organisation. What it says is that "Now that you're
here, perform or youre out.
Individuals identified the following as important in their performance
management: realistic goals, trust, making sure your performance is fully
recorded, and the linking of the financial and performance
EMPLOYEE SATISFACTION
suggest
that
Conditions
of
Service,
Recognition
&
Reward,
INDUSTRY PROFILE
EMPLOYEE SATISFACTION
The
Indian
pharmaceutical
industry
is
success
story
providing
EMPLOYEE SATISFACTION
drug
intermediaries,
pharmaceutical
formulations,
chemicals,
tablets,
Authority.
Technologically
strong
and
totally
self-reliant,
the
pharmaceutical industry in India has low costs of production, low R&D costs,
innovative scientific manpower, strength of national laboratories and an
increasing balance of trade.
ADVANTAGE INDIA
Competent workforce: India has a pool of personnel with high managerial
and technical competence as also skilled workforce. It has an educated work
force
Professional
services
Cost-effective
chemical
are
synthesis:
Its
easily
track
record
available.
of
development,
exports
sophisticated
bulk
drugs.
Legal & Financial Framework: India has a 53-year-old democracy and hence
has a solid legal framework and strong financial markets. There is already
an
established
Information
&
international
Technology:
industry
It
has
and
business
community.
good
network
of
world-class
For
the
first
time
in
many
years,
the
international
which
has
become
industry,
has
generalized
started
taking
phenomenon
place
in
India.
in
EMPLOYEE SATISFACTION
of the
Rs 54 bn (21%) and
imports
were
Rs20bn
while
exports
year
were
Rs87bn.
Indian
and
distributes
risks,
its
forward
and
backward
integration
capabilities, its R&D, its consolidation through mergers and acquisitions, comarketing and licensing agreements.
RESEARCH & DEVELOPMENT
EMPLOYEE SATISFACTION
pharmaceutical
advances
for
considerable
improvement
in
life
expectancy and health all over the world are the result of a steadily
increasing
investment
in
research.
There
is
considerable
scope
for
The R & D
Outsourcing
Management
Association
and
EMPLOYEE SATISFACTION
cost-effective
clinical
trial
research.
It
has
an
excellent
record
of
affiliates.
EMPLOYEE SATISFACTION
export
sales
due
to
many
factors.
Domestic Trade
More than 85% of the formulations produced in the country are sold in the
domestic market. India is largely self-sufficient in formulations; Some life
saving, new generation under-patent formulations continue to be imported
(by MNCs) which then market them in India. Overall, the size of domestic
formulations
market
is
around
Rs160bn
and
growing
at
10%.
Exports
Over 60% of Indias bulk drug production is exported. The balance is sold
locally to other formulators. Indias pharmaceutical exports are to the tune of
Rs87bn, of which formulations contribute nearly 55% and the rest 45%
comes from bulk drugs. In financial year 200, exports grew by 21%. Indias
pharmaceuticals imports were to the tune of Rs20.3bn in FY2001. Imports
have registered a CAGR of only 2% in the past 5 years. Import of bulk drugs
have slowed down in the recent years.
The Indian pharmaceutical industry has shown tremendous progress in terms
of infrastructure development, technology base creation and a wide range of
production. The industry now produces bulk drugs belonging to all major
therapeutic groups. Strong scientific and technical manpower and pioneering
work done in process development have contributed to this.
TECHNOLOGICAL STRENGTHS
The following form the basis of the technological strengths of the Indian
pharmaceutical industry:
EMPLOYEE SATISFACTION
Homeopathic Medicines
Merchant Traders
Miscellaneous Chemicals
EMPLOYEE SATISFACTION
Homeopathic Medicines
Merchant Traders
Miscellaneous Chemicals
EMPLOYEE SATISFACTION
COMPANY PROFILE
HETRO DRUGS LIMITED is a name, epitomizes hard work, experience and
success. A relatively young company that is making its presence felt and
making rapid progress nationally and internationally. Involved in the
EMPLOYEE SATISFACTION
HETERO GROUP
EMPLOYEE SATISFACTION
HETERO LABS
SYMED LABS
GENX PHARMA
The spirit and brain behind the story of hetero is its founder Dr. BPS
Reddy, a scientist who started the company drawing immense from
the vast and rich experience he gained during his stint laboratory
where he was instrument in developing and commercializing
processes of several APIs.
The untiring efforts of the chairman saw hetero develop process for
several products at relatively low cost, thus making it possible for
several life saving drugs to be available at affordable prices meeting
all the regulatory and quality norms.
VISION&VALUES
EMPLOYEE SATISFACTION
QUALITY
EMPLOYEE SATISFACTION
The approval of heteros API facility by USFDA and finished dosage facility
buy WHO bear a testimony to this fact. All the activities at Hetero right from
the receipt of raw materials to dispatch of the finished products are carried
out in accordance to a well-oiled quality management system. The
importance of having a strong quality based system has been recognized by
the organization due to which every individual in each department
understands his/her responsibilities and carries them out with utmost care
avoiding any confusion, thus delivering the best results. In addition, talking
about quality of the product itself, the company has evolved the systems to
implement GMPs in the manufacture of the product to protect the safety,
quality and integrity. The approval of Heteros API Facility by USFDS and
Finished Dosage Facility by WHO bear a testimony to this fact.
RESEARCH AND DEVELOPMENT
Heteros emphasis has always been on Research and Development. The
emphasis was to ensure that the processes being adopted for the products
are cost effective, safe to handle and with optimum advantage in terms of
yield and quality. Having laid solid foundation towards the end heteros R&D
approach has also taken cognizance of the present scenario where stringent
patent regime is under implementation heteros team of scientists has been
and is involved in developing non-in fringing process for its products. With its
ability to explore new heights and achieve the best hetero has been able to
file patents for several of its processes.
Hetero research capabilities have been proven with its ability to carry out a
wide range of reactions, which are difficult to carry out. Given its research
capabilities, Hetero has today initiated contract research. Towards the end,
the company has already evolved its strategies and is into discussions with
renowned companies for carrying out the contract research. In addition to
the above, the company is now on the threshold of commencing basic
research activities to develop and screen new chemical entities for different
therapeutic categories.
EMPLOYEE SATISFACTION
STRENGTHS:
reduction,
product
development,
quality
improvement,
import
EMPLOYEE SATISFACTION
Product
Therapeutic Use
Donepezil Hcl
Anti-Alzhemers
Nitazoxanide
Tolterodine Tartrate
Antiriarrheals
Urinary incontinence
EMPLOYEE SATISFACTION
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problem; it may be understood as a science of studying how research is done
scientifically. Thus where we talk of research methodology we not only take
of research method, but also consider the logic behind the methods we use
in the context of our research study and explain why we are using the
particular method.
Research design
After having defined the objective the next is to formulate steps, which will
specify the ways of achieving the primary and secondary objectives.
Generally the data collection method and sampling plan are the main
elements that constitute the research design.
Research design provides smooth operations yielding maximal information
with minimum expenditure of effort time and money.
Research design has a plan in advance of data collection analysis for our
research report.
A research design is the logical and systematic planning and directing piece
of research.
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
Here the secondary data was collected from web sites, journals and books.
Sample
A sample is a segment of the population selected to represent the population
as a whole.
Sample size
The study of Employee Satisfaction was done with a sample size of 21
Employees who were at least three years old in the organization.
RESEARCH INSTRUMENT:
The research instrument used for collecting the data is questionnaire.
Questionnaire:
The Questionnaire is prepared in an organized and thorough manner and
reframed accordingly after considering all the required aspects of the
attrition analysis, using last years data. The scale ranges from a score of 1
for Strongly Agree to a score of 6 for Unable to Rate.
Parameters Used For the Survey
The primary data about Employee Satisfaction is collected from Employees
using a structured Questionnaire which contained both open ended as well
as closed ended Questions. A questionnaire of questions was designed
keeping in view the objectives and other aspects which are mentioned below
General
Work Environment
Compensation and Benefits
Respect for Employees
Respect for Management
Opportunities for Growth
Teamwork
Communication
EMPLOYEE SATISFACTION
Feed back
Closing
Our motive was to cover all the areas which were related to Employees and
measure his/her satisfaction level in those areas.
To carry out the survey we prepared the questionnaire divided into various
sections and we uploaded the questionnaire into the website and the survey
would be active for a stipulated period of time.
STATISTICAL TOOLS USED FOR ANALYSIS:
After data collection, statistical tools are used for analyzing the data and
results are obtained. From the obtained results, findings and suggestions can
be done.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
4. My workplace is safe.
S No.
Attributes
No. of employees
Strongly Agree
13
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
EMPLOYEE SATISFACTION
Unable to Rate
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Strongly Agree
15
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Team work
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
S No.
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
EMPLOYEE SATISFACTION
Strongly Disagree
Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
S No.
Attributes
No. of employees
Strongly Agree
16
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
24.
Management
communicates
well
with
the
rest
organization.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
of
the
EMPLOYEE SATISFACTION
Feed back
This section deals with concept of taking feedback from the employees of
Hetero Drugs.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
EMPLOYEE SATISFACTION
Strongly Disagree
Unable to Rate
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
EMPLOYEE SATISFACTION
S No.
Attributes
No. of employees
Yes
20
No
EMPLOYEE SATISFACTION
FINDINGS
After being a part of entire survey i.e. from preparation of questionnaire to
the preparation of final report, I was able to identify the benefits from the
survey conducted and also recognized some of the areas where Employees
showed dissatisfaction, which are as follows:
1. Employees were pleased to work with Hetero Drugs.
2. People expressed their confidence in management of Hetero Drugs
3. Most of the Employees were not clear about the mission & vision
statement of Hetero Drugs.
4. Employees are not comfortable with the work place.
EMPLOYEE SATISFACTION
EMPLOYEE SATISFACTION
SUGGESTIONS
After the successful completion of the survey i.e. when all Employees
submitted their feedback we analyzed it in following ways
Consolidated report of all the Employees taken and difficulties faced by them
were taken into consideration. Then team wise about the perception and
problems faced in teams were analyzed. Then reports were divided according
to gender and analyzed and finally reports according to seniority were
prepared from which the consolidated report that had been enclosed shows
the overall levels of Employee Satisfaction at Hetero Drugs Ltd.,
After analyzing the consolidated report, I thought the below suggestions
given by me would help Hetero Drugs to create an amicable & peaceful
environment where people feel proud to work.
The recommendations are follows:
1. Some of the questions for which negative feedback was expected were
deleted , in my view when they were planning to take an overall
opinion about employee satisfaction levels all the factors related to
employee satisfaction should be covered.
2. Quick and prompt action should be taken for the areas found in
Employee feedback which need improvement.
3. Employee should be given more time to fill up the survey.
4. Recent training and development sessions were useful to employees.
Most of them felt that the training sessions should continue and this
session should focus more on their technical and soft skills.
5. In spite of company providing many benefits to employees, most of
them are not happy with benefits plans of the company, I would like to
EMPLOYEE SATISFACTION
QUESTIONNAIRE
Please provide the following information
EMPLOYEE SATISFACTION
_________________________________________________________
Designation
_________________________________________________________
Work Environment
This section is related to the facilities at your workplace and the resources
available to you to do your job
1. I have the resources I need to do my job well.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
4. My workplace is safe.
a) Strongly Agree
b) Moderately Agree
c) Neutral
EMPLOYEE SATISFACTION
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
EMPLOYEE SATISFACTION
b) Moderately Agree
c) Neutral
f) Unable to Rate
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
12. Give us your final feedback in detail about how satisfied are you
with
your
salary.
______________________________________________________________________________
____________________________________________________________________________
Respect for Employees
This section deals with the organization attitude towards its employees.
13. My Superiors & Management values my talents and the
contribution I make.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
EMPLOYEE SATISFACTION
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
EMPLOYEE SATISFACTION
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
Teamwork
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
EMPLOYEE SATISFACTION
Communication
24.
Management
communicates
well
with
the
rest
of
the
organization.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Feedback
This section deals with concept of taking feedback from the employees of
Hetero Drugs.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
b) Moderately Agree
c) Neutral
f) Unable to Rate
EMPLOYEE SATISFACTION
b) No
30. Is there anything else that you would like to share on the
employee satisfaction?
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________________________
BIBLIOGRAPHY
Aswathappa k., Human Recourse & Management, 2003, Pg (244 to 245)
Khan N.V., Personal management, 2006, Pg (132 to 134)
Gupta K. Shashi & Joshi Rosy, Human Recourse Management, 2008, Pg (20.9
to 20.17)
EMPLOYEE SATISFACTION
30
Rao Subba P., Essential of HRM & Industrial Relationships, 2005, Pg (480 to
482)
Velnampy T., "Job Attitude and Employees Performance of Public Sector
Organizations in
Workplace Employment Relations Survey", Human Resource Management
Journal, Vol. 18, Issue-2, 2008, Pg (97195)
K.K.Jain, Fauzia Jabeen, Vinita Mishra & Naveen Gupta, " Job Satisfaction as
Related to
Hardik Shah & Hiral Shah, "Job Satisfaction and Fatigue Study", SCMSCOCHIN Journal
Organisational Behaviour by L.M. Prasad.
Sons 1997.
Websites:
www.heterodrugs.com
www.google.co.in
www.wikipedia.in
www.humanresourcesabout.com
www.surveymonkey.com