CHAPTER 1 INTRODUCTION TO INDUSTRY

HISTORY OF INDUSTRY
The pharmaceutical industry develops, produces, and markets drugs licensed for use as medications. Pharmaceutical companies are allowed to deal in generic and/or brand medications and medical devices. They are subject to a variety of laws and regulations regarding the patenting, testing and ensuring safety and efficacy and marketing of drugs. The earliest drugstores date back to the Middle Ages since 18th AD. The first known drugstore was opened by Arabian pharmacists in Baghdad in 754,and many more soon began operating throughout the medieval Islamic world and eventually medieval Europe. By the 19th century, many of the drugstores in Europe and North America had eventually developed into larger pharmaceutical companies. Most of today's major pharmaceutical companies were founded in the late 19th and early 20th centuries. Key discoveries of the 1920s and 1930s, such as insulin and penicillin, became mass-manufactured and distributed. Switzerland, Germany and Italy had particularly strong industries, with the UK, US, Belgium and the Netherlands following suit. Legislation was enacted to test and approve drugs and to require appropriate labeling. Prescription and non-prescription drugs became legally distinguished from one another as the pharmaceutical industry matured. The industry got underway in earnest from the 1950s, due to the development of systematic scientific approaches, understanding of human biology (including DNA) and sophisticated manufacturing techniques. Numerous new drugs were developed during the 1950s and mass-produced and marketed through the 1960s. These included the first oral contraceptive, "The Pill", 1

Cortisone,

blood-pressure

drugs

and

other

heart and

medications. the

MAO

Inhibitors, chlorpromazine (Thorazine), Haldol (Haloperidol)

tranquilizers

ushered in the age of psychiatric medication. Valium (diazepam), discovered in 1960, was marketed from 1963 and rapidly became the most prescribed drug in history, prior to controversy over dependency and habituation. Attempts were made to increase regulation and to limit financial links between companies and prescribing physicians, including by the relatively new U.S. Food and Drug Administration (FDA). Such calls increased in the 1960s after the thalidomide tragedy came to light, in which the use of a new tranquilizer in pregnant women caused severe birth defects. In 1964, the World Medical Association issued its Declaration of Helsinki, which set standards for clinical research and demanded that subjects give their informed consent before enrolling in an experiment. Pharmaceutical companies became required to prove efficacy in clinical trials before marketing drugs. Cancer drugs were a feature of the 1970s. From 1978, India took over as the primary center of pharmaceutical production without patent protection. The industry remained relatively small scale until the 1970s when it began to expand at a greater rate. Legislation allowing for strong patents, to cover both the process of manufacture and the specific products, came in to force in most countries. By the mid1980s, small biotechnology firms were struggling for survival, which led to the formation of mutually beneficial partnerships with large pharmaceutical companies and a host of corporate buyouts of the smaller firms. Pharmaceutical manufacturing became concentrated, with a few large companies holding a dominant position throughout the world and with a few companies producing medicines within each country. The pharmaceutical industry entered the 1980s pressured by economics and a host of new regulations, both safety and environmental, but also transformed by new DNA chemistries and new technologies for analysis and computation. Drugs for heart disease and for AIDS were a feature of the 1980s, involving challenges to regulatory bodies and a faster approval process.

Controversy about drug development and testing

Due to accusations and findings that some clinical trials conducted or funded by pharmaceutical companies may report only positive results for the preferred medication, the industry has been looked at much more closely by independent groups and government agencies. In response to specific cases in which unfavorable data from pharmaceutical companysponsored research was not published, the Pharmaceutical Research and Manufacturers of America have published new guidelines urging companies to report all findings and limit the financial involvement in drug companies of researchers. US congress signed into law a bill which requires phase II and phase III clinical trials to be registered by the sponsor on the clinical trials.gov website run by the NIH. Drug researchers not directly employed by pharmaceutical companies often look to companies for grants, and companies often look to researchers for studies that will make their products look favorable. Sponsored researchers are rewarded by drug companies, for example with support for their conference/symposium costs. Lecture scripts and even journal articles presented by academic researchers may actually be 'ghost-written' by pharmaceutical companies. Some researchers who have tried to reveal ethical issues with clinical trials or who tried to publish papers that show harmful effects of new drugs or cheaper alternatives have been threatened by drug companies with lawsuits.

Regulatory Authorities

International Conference on Harmonisation of Technical Requirements for Registration of Pharmaceuticals for Human Use (ICH) European Medicines Agency (EMEA) Therapeutic Goods Administration (Australia) (TGA) U.S. Food and Drug Administration (FDA) Ministry of Health, Labour and Welfare (Japan) Medicines and Healthcare products Regulatory Agency (MHRA) 3

Central Drugs Standards Control Organisation (India) (CDSCO) Ukrainian Drug Registration Agency Medicines Authority (Malta)

Market leaders in terms of sales

The top 15 pharmaceutical companies by 2008 sales are: Rank Company Sales ($M) Based/Headquartered in

Pfizer

43,363

United States

GlaxoSmithKline

36,506

United Kingdom

Novartis

36,506

Switzerland

Sanofi-Aventis

35,642

France

AstraZeneca

32,516

United Kingdom

HoffmannLa Roche 30,336

Switzerland

Johnson & Johnson

29,425

United States

Merck & Co.

26,191

United States

Abbott

19,466

United States

10

Eli Lilly and Company 19,140 4

United States

Rank

Company

Sales ($M)

Based/Headquartered in

11

Amgen

15,794

United States

12

Wyeth

15,682

United States

13

Teva

15,274

Israel

14

Bayer

15,660

Germany

15

Takeda

13,819

Japan

INDIAN PHARMACEUTICAL INDUSTRY

The Indian pharmaceutical industry is the world's fourth-largest by volume and is likely to lead the manufacturing sector of India. The earliest pharmaceutical companies in India are Bengal Chemicals, East India Pharmaceutical works limited, IDPL etc. which still exist today as one of 5 governmentowned drug manufacturers. For the next 60 years, most of the drugs in India were imported by multinationals either in fully formulated or bulk form. The government started to encourage the growth of drug manufacturing by Indian companies in the early 1960s, and with the Patents Act in 1970. However, economic liberalization in 90s by the former Prime Minister P.V. Narasimha Rao and the then Finance Minister, Dr. Manmohan Singh enabled the industry to become what it is today. This patent act removed composition patents from food and drugs, and though it kept process patents, these were shortened to a period of five to seven years. The lack of patent protection made the Indian market undesirable to the multinational companies that had dominated the market, and while they streamed out. Indian 5

companies carved a niche in both the Indian and world markets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs. Although some of the larger companies have taken baby steps towards drug innovation, the industry as a whole has been following this business model until the present. India's biopharmaceutical industry clocked a 17 percent growth with revenues of Rs.137 billion ($3 billion) in the 2009-10 financial year over the previous fiscal. Bio-pharma was the biggest contributor generating 60 percent of the industry's growth at Rs.8,829 crore, followed by bio-services at Rs.2,639 crore and bio-agri at Rs.1,936 crore.

Rank

Company

Revenue 2010 (USD millions)

Cipla

1348.51

Ranbaxy

1327.56

Dr. Reddy's 1178 Laboratories

Lupin Ltd

929.84

Aurobindo Pharma

865.19

Dabur

700.3

Sun Pharmaceutical 673.99

Cadila Healthcare

629.45

Jubilant Lifesciences 561.03

10

Piramal Healthcare

480.26

11

GlaxoSmithKline 475.8 Pharmaceuticals Ltd

12

Ipca Laboratories

390

13

Wockhardt

381.23

14

Torrent Pharmaceuticals 7

380.2

15

Sterling Bio

358.1

16

Biocon

340.38

Challenges
The biotech sector faces some major challenges in its quest for growth. Chief among them is a lack of funding, particularly for firms that are just starting out. The most likely sources of funds are government grants and venture capital, which is a relatively young industry in India. Government grants are difficult to secure, and due to the expensive and uncertain nature of biotech research, venture capitalists are reluctant to invest in firms that have not yet developed a commercially viable product. As previously mentioned, India hopes to solve its funding problem by attracting overseas investors and partners. Before these potential saviors will invest significant sums in the industry, however, there needs to be better scientific and financial accountability. India is slowly working towards these goals, but it will be a while before they are up to the standards of Western investors. Indias biotech firms share another problem with their pharmaceutical cousins: a lack of qualified employees. Biotech has the additional disadvantage of competing against IT for ambitious, science-minded students but not being able to guarantee the same compensation. An aspiring researcher in India needs 710 years of education covering a range of specialties in order to qualify to work in biotech. Even if a student does choose to go on the biotech path, the ineffectual curriculum at many universities makes it doubtful as to whether he will be qualified to work in the field once finished. One estimate shows that 10% of upper-echelon biotech recruits have come from foreign countries. While this is not a problem, per se, it drives up cost in a country whose competitive advantage is based on cheap, high-quality labor. Far from ending with scientists, there is also a shortage of people with knowledge of biotechnology in related fields: doctors, lawyers, programmers, marketing personnel and others. While little has been done about the latter half of the employee crunch, the government has addressed the problem of educated but unqualified candidates in its Draft National Biotech Development Strategy. This plan included a proposal to create a National Task Force that would work with the biotech industry to revise the curriculum for undergraduate and graduate study in life sciences and biotechnology. 8

CHAPTER 2 INTRODUCTION TO COMPANY RAYMED PHARMACEUTICAS LTD

Raymed Pharmaceuticals, Ltd is a public limited company which was started in 1993 by Mr. T.K. Ruby. This pharmaceutical company deals only in medicines related to eye. The company does not manufacture but are involved in trading of medicines. It is basically a marketing firm. The headquarters of the company is in Chandigarh. The CEO of the company is Mr. T.K. Ruby. There are three Board of Directors of the company which are as follows: T.K. Ruby Vita Sharma Shivangi Sharma

MARKETS OF THE COMPANY

9

There are six main MARKETS of the company which are as follows: 1. DELHI 2. HARYANA 3. UTTAR PRADESH 4. RAJASTHAN 5. UTTRAKHAND 6. PUNJAB They have market hold in DELHI, PUNJAB and RAJASTHAN region.

PRODUCTS OF THE COMPANY

The company deals in medicines related to eyes only, like eye drops, ointments, capsules and tablets. The list of the products is as follows:

10

S.NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

PRODUCT ALLERIN EYE DROP AQUAGEL OINTMENT AQUANAC EYE DROP AQUARAY EYE DROP AQUARAY GEL EYE DROP AQUARAY PLUS EYE DROP CATARAY EYE DROP CETACOL EYE DROP CYCLORAY EYE DROP CONAZOL EYE DROP CONAZOL CAPSULE FROMELON EYE DROP FROMELON-T EYE DROPS GATIRAY EYE DROP GATIRAY-B EYE DROP ITOCIN EYE DROP KETRODEX EYE DROP KETROMIN EYE DROPS KETROMIN-O EYE DROPS OFRAY EYE/EAR DROPS OLOMED EYE DROPS NATRAY EYE DROPS PHERIN-M EYE DROP RAYCORT EYE DROP RAYCROM-4 EYE DROP RAYDEX-C EYE DROP RAYDEX-M EYE DROP RAYFLUR EYE DROP RAYMOXI EYE DROP RAYMOXI OINTMENT RAYMOXI-K EYE DROP RAYMOXI-P EYE DROP RAYMIED-P EYE DROP RAYPROST-B EYE DROP RAYBROM EYE DROP RAYSOFT OINTMENT RAYVIT CAPSULE RAYVIT PLUS CAPSULE RAYVIT-L CAPSULE RETICHLOR-H OINTMENT 11 R-SITE CAPSULE R-VIT CAPSULE SUZIN-10 TABLET

CHAPTER 3 INTRODUCTION TO TOPIC JOB SATISFACTION

Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions"

12

of satisfaction. Examination of these facet conditions is often useful for amore careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity is the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a 13

powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people and soon we will have a new and better factory"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the
worker opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

14

 Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor
who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion.

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good sales person. As much as possible, managers should match job tasks to employees' personalities.

15

Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is

Job Enrichment
Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997).Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?

16

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and

their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress-management techniques. 17

Assuring Job Satisfaction

Assuring job satisfaction, over the long term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" . Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction.

CHAPTER 4 RESEARCH METHODOLOGY NEED FOR STUDY

JOB SATISFACTION as the topic of project is appropriate as it is very essential that the employees working in a firm are satisfied with their job and other aspects relating to their job. A company can grow only if its employees work hard and they will work hard only if they have a feeling of belongingness towards the company. They will have such feeling only if the company considers them an important part. 18

So it is very essential that the opinion of employees is considered while taking significant decisions in the company. This makes them feel that they are valued by the company and their presence is being felt regardless of their position the company. Not only this, but it will help in motivating the employees so that they work relentlessly in order to achieve their goals. Thus job satisfaction should be given significance by the firms so that their company reaches heights. Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature.

OBJECTIVES OF THE STUDY

To check the degree of satisfaction of employees. To analyze the companys working environment. To find the stress level of the employees. To find that they are satisfied with their job profile or not.

19

To find that employees are working with their full capabilities or not

Scope Of The Study

The scope of the study is the importance of job satisfaction in a company. Job satisfaction is an important aspect for the employees as their output will be optimum if they are satisfied with their work environment. The management should aim at catering to the needs of their employees. Thus job satisfaction has wide scope.

20

SOURCES OF DATA
For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can be collected from various sources. The two sources which are used are given below:

1. Primary Data
The main sources of primary data are personal investigation, observation method, information from the correspondents, information from superiors of the organization.

2. Secondary Data
The main sources of secondary data are unpublished sources such as company internal reports prepared by them given to their analyst & trainees for investigation, internet sources.

Sample Size :Questionnaire is filled by 50 employees of Raymed Pharmaceuticals, Chandigarh. The questionnaire was filled in the office and vital information was collected which was then subjects to: A pilot survey was conducted before finalizing the questionnaire.

Data collection was also done with the help of personal observation.

After completion of survey the data was analyzed and conclusion was drawn. 21

TOOLS OF ANALYSIS
The tools of analysis used in the project report are pie charts which are made on the basis of the data collected from the employees of the company after being converted into percentage.

22

LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. 3. Small no. of respondents: Only 50 employees have been chosen that is small sample size and thus correct conclusions cannot be drawn. 4. Unwillingness of respondents: W h i l e c o l l e c t i o n o f t h e d a t a m a n y e m p l o y e e s were unwilling to fill the questionnaire. Respondents were having a feeling that it was wastage of time for them. 5. Small area for research: The area for study was Chandigarh, which is quite a small area to judge job satisfaction level

23

CHAPTER 5 ANALYSIS AND INTERPRETATION

1. I have been passed up at least once for a promotion in the past few years .

0% 20% Strongly agree Agree 50% Neither agree nor disagree Disagree Strongly disagree 30%

This graph shows that 0% of employees are strongly agree about the point , 20% of employees are agree on the point, 30% are neither agree nor disagree,50% are disagree and rest 0% of employees are strongly disagree 2. I spend parts of my day daydreaming about a better job
10% 0%

15%

Strongly agree Agree Neither agree nor disagree 60% Disagree Strongly disagree

15%

24

This graph shows that 60% of employees are strongly agree about the point , 15% of employees are agree on the point, 15% are neither agree nor disagree,10% are disagree and rest 0% of employees are strongly disagree. 3. I find much of my job repetitive and boring.

5% 10%

0%

10%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 75%

This graph shows that 75% of employees are strongly agree about the point , 10% of employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and rest 0% of employees are strongly disagree. 4. I am mentally and physically exhausted at the end of a day at work.
0% 0%

5% 10%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

85%

This graph shows that 85% of employees are strongly agree about the point , 10% of employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

25

5. I feel that my job has little impact on the success of the company.
0% 20% 0%

Strongly agree Agree 50% Neither agree nor disagree Disagree Strongly disagree 30%

This graph shows that 50% of employees are strongly agree about the point , 30% of employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree. 6. I have an increasingly bad attitude towards my job, boss and employer.

0% 20% 20% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

60%

This graph shows that 0% of employees are strongly agree about the point , 0% of employees are agree on the point, 20% are neither agree nor disagree,60% are disagree and rest 20% of employees are strongly disagree.

26

7. I am no longer given the resources I need to successfully do my job.

0%

10%

Strongly agree Agree 30% 60% Neither agree nor disagree Disagree Strongly disagree

This graph shows that 10% of employees are strongly agree about the point , 30% of employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree. 8. I am not being used to my full capabilities.
0% 0%

40%

40%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

20%

This graph shows that 0% of employees are strongly agree about the point , 40% of employees are agree on the point, 20% are neither agree nor disagree,40% are disagree and rest 0% of employees are strongly disagree. 27

9. I have received no better than fair evaluations recently.

0% 0% 25% 40% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

35%

This graph shows that 40% of employees are strongly agree about the point , 35% of employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree. 10. I feel as though my boss and employer have let me down.
0% 10%

35%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 55%

This graph shows that 0% of employees are strongly agree about the point , 0% of employees are agree on the point, 10% are neither agree nor disagree,55% are disagree and rest 35% of employees are strongly disagree.

28

10. I often feel overworked and overwhelmed.

0% 0%

35% 45%

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

20%

This graph shows that 45% of employees are strongly agree about the point, 20% of employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree. 11. I am frequently stressed out at work.

0% 20% Strongly agree Agree 50% 15% Neither agree nor disagree Disagree Strongly disagree

15%

This graph shows that 0% of employees are strongly agree about the point, 20% of employees are agree on the point, 15% are neither agree nor disagree,15% are disagree and rest 50% of employees are strongly disagree.

29

12. I live for weekends and days away from the job.

0%

10%

Strongly agree Agree 30% 60% Neither agree nor disagree Disagree Strongly disagree

This graph shows that 0% of employees are strongly agree about the point, 0% of employees are agree on the point, 10% are neither agree nor disagree,30% are disagree and rest 60% of employees are strongly disagree. 14. I find myself negatively comparing my situation to my peer.

0% 20%

15%

Strongly agree Agree Neither agree nor disagree 25% Disagree Strongly disagree 40%

This graph shows that 0% of employees are strongly agree about the point, 15% of employees are agree on the point, 25% are neither agree nor disagree,40% are disagree and rest 20% of the employees strongly disagree

30

15. I feel my bad days at work outweigh the good ones.

0% 0% 25% Strongly agree 45% Agree Neither agree nor disagree Disagree Strongly disagree 30%

This graph shows that 25% of employees are strongly agree about the point, 30% of employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

CHAPTER 6 FINDINGS OF STUDY

The findings related to:

31

1. I have been passed up at least once for a promotion in the past few
years. 0% of employees are strongly agree about the point , 20% of employees are agree on the point, 30% are neither agree nor disagree,50% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

2. I spend parts of my day daydreaming about a better job.

60% of employees are strongly agree about the point , 15% of employees are agree on the point, 15% are neither agree nor disagree,10% are disagree and rest 0% of employees strongly disagree.

The findings related to:

3. I find much of my job repetitive and boring.

75% of employees are strongly agree about the point , 10% of employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

4. I am mentally and physically exhausted at the end of a day at work.

85% of employees are strongly agree about the point , 10% of employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

5. I feel that my job has little impact on the success of the company.
32

50% of employees are strongly agree about the point , 30% of employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

6. I

have an increasingly bad attitude towards my job, boss and

employer. 0% of employees are strongly agree about the point , 0% of employees are agree on the point, 20% are neither agree nor disagree,60% are disagree and rest 20% of employees are strongly disagree.

The findings related to:

7. I am no longer given the resources I need to successfully do my job.

10% of employees are strongly agree about the point , 30% of employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

8. I am not being used to my full capabilities.

0% of employees are strongly agree about the point , 40% of employees are agree on the point, 20% are neither agree nor disagree,40% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

9. I have received no better than fair evaluations recently.

40% of employees are strongly agree about the point , 35% of employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

33

The findings related to: I feel as though my boss and employer have let me down.

10.

0% of employees are strongly agree about the point , 0% of employees are agree on the point, 10% are neither agree nor disagree,55% are disagree and rest 35% of employees are strongly disagree.

The findings related to:

11.

I often feel overworked and overwhelmed.

45% of employees are strongly agree about the point, 20% of employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

The findings related to:

12.

I am frequently stressed out at work.

0% of employees are strongly agree about the point, 20% of employees are agree on the point, 15% are neither agree nor disagree,15% are disagree and rest 50% of employees are strongly disagree.

The findings related to:

13.

I live for weekends and days away from the job.

0% of employees are strongly agree about the point, 0% of employees are agree on the point, 10% are neither agree nor disagree,30% are disagree and rest 60% of employees are strongly disagree.

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The findings related to:

14.

I find myself negatively comparing my situation to my peer.

0% of employees are strongly agree about the point, 15% of employees are agree on the point, 25% are neither agree nor disagree,40% are disagree and rest 20% of the employees strongly disagree

The findings related to:

15.

I feel my bad days at work outweigh the good ones.

25% of employees are strongly agree about the point, 30% of employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree

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CHAPTER 7 SUGGESTIONS AND RECOMMENDATIONS

To increase the job satisfaction level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session. Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserves it

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CHAPTER 8 CONCLUSION
Employees are not completely satisfied with their job although their salary is good enough. Employees are not getting value of their work. Most of employees think that they are not on their actual path. Most of the employees think that the organization hasnt fulfill the promises, what they do in beginning especially regarding promotion. There is negative comparison between peers especially regarding targets. They often feel overworked. A great number of employees feel that their job is repetitive and boring. They feel exhausted at the end of the day. They feel that they do not contribute much to the success of the company.

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BIBLIOGRAPHY BOOKS
1. Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition. 2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill Publication Company Ltd. 3. Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth edition. 4. Monnapa Arun, Human Resource Management ,Tata Mc Graw Hill Publication Company Ltd.

WEBSITES
a. en.wikipedia.org wiki pharmaceutical_industry b. en.wikipedia.org wiki pharmaceutical_industry_in_india c.www.indiamart.com company 2924181

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ANNEXURE QUESTIONNAIRE
NAME: . DESIGNATION: . COMPANY: . 1. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 2. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 3. I find my job repetitive and boring. Strongly Agree Agree 39

 Neither Agree nor Disagree Disagree Strongly Disagree 4. I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 5. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 6. I have an increasingly bad attitude toward my job, boss , and employer. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 7. I am no longer given the resources I need to successfully do my job. Strongly Agree 40

Agree Neither Agree nor Disagree Disagree Strongly Disagree 8. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 9. I have received no better than "fair" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 10. I feel as though my boss and employer have let me down. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 11. I often feel overworked and overwhelmed.

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Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 12. I am frequently stressed out at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 13. I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 14. I find myself negatively comparing my situation to my peers. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 15. I feel my bad days at work outweigh the good ones 42

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

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