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Executive Summary
The pharmaceutical industry spends billions of dollars annually on gifts to physicians often these gifts consist of items that are designed to enhance patient care (e.g., anatomical oodles) or learning (e.g., textbooks), but gifts may also be of a more personal nature (e.g., vent tickets). Serious ethical concerns have been raised that gifts from the pharmaceutical industry to individual health care professionals risk compromising health care providers professional objectivity and integrity, and/or undermining their fundamental ethical commitment to putting the interests of patients first. This report discusses the special nature of gift relationships, examines why gifts to health care professionals from the pharmaceutical industry may be ethically problematic, and reviews professional ethical guidelines and legal standards regarding acceptance of gifts. Project report on :Retention of employees in pharmaceutical industry
Objectives: 1. To study on Employee satisfactions level in lake chemical industry pvt ltd in Bangalore 2. To know job satisfaction level existing employee in industry. 3. To Know the authority and responsibility of the industry. 4. To know the relationship between company and employee
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Research Methodology:
Data Source : Primary Data (Field Survey) Secondary data-Internet Area of Research Research approach Research Instrument Sample Plan .Sampling method Sample size : Bangalore : Survey method : Questionnaire : Personal Interview : SPSS student version software : 100 Respondents
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Findings:
In company the coordination is very good between the employees and management. In the company the employee satisfaction with there job. The mutual coordination between the members in company. The rewards systems are in the company is very piece rate system The company has giving equal wages to the employee. The company recognition of sincere efforts to motivate the employee in organization. The present working condition is very good in lake chemical industry. The employees have facing problem with decision making process to progress there company.
Suggestions:
The company has focus on giving extra security to employee in inside the organization The company having aware of exact goals of there industry. To motivate employee the company having giving extra benefit to improve Working condition in company.
CONCLUSION:
Assessment of overall performance of the pharmaceutical firms, as perceived by research sample, was relatively high;, only learning/ growth/ innovation dimension got an assessment below high level. Performance measures which were assessed a little below high level were: Resources acquisition and utilization Employees satisfaction attracting new customers
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Introduction:
Lake Chemicals was established in 1992 in association with Micro lab Group (the fastest growing company among the top 20 companies in India as per the ORG rating). Lake primarily intends to capture the specialized quality Bulk Drugs market and envisages an enormous growth prospect in India and across the world. Lake Chemicals Pvt Ltd, a Bangalore based company situated in the southern part of India, popularly known as Silicon Valley of Asia. Lake is a leading manufacturer of psychotic APIs & its intermediates. Lake is highlighted on the market as one of the major producers of Benzodiazepine series. Lake has grown a long way to have a good presence in regulated markets. Lake intents to achieve a stronghold in the US & other regulated markets like Europe, Australia etc. Lake is gearing up for a US FDA approval for its range of Benzodiazepine series and has filed CTD to various health authorities of Europe and is in a final process of submission to EDQM. Lake has Global presence in Singapore, Hong Kong,Brazil,andalsoIsrael. Lake has considerable strengths and a growing presence in the world's key pharmaceutical markets, equipped for product development with complex chemistry, a talented and dedicated workforce and a leading portfolio of products with many more in the pipeline. Lake continues to ensure that we have the right resources to produce the right quality of the niche products and projects that we have underway or will be bringing on board. Over the next few years, we intend to build on our strengths and launch successful products by constant researching to develop new products that deliver significant value to mankind. Lakes accomplishments over the past few years speak a great volume about its talented team of employees, who have firmly embraced the Company's vision. Growth is due to the management guidance & team contributions with an ongoing support from both ends.
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Our vision
To become a more globally focused and integrated company with a number of successful API to meet the needs of regulated markets like US, Europe & Australia
Silent feature:
Lake is a WHO GMP certified facility. Having a finished goods handling area with a class 1,00,000 air handling. We have been awarded the export house status based on our export performance by the Govt. of India. Possesses a sophisticated manufacturing facility as we are gearing-up to enter the US Market in the near future Registered at international recognized DUN & Bradstreet D&B D-U-N-S#65-0476559. Exporting to about 30 countries including regulated and non-regulated markets Lake Intends to file CTD of 5 products to EQQM for grant of COS in the near future An approved source of a couple of products [Lorazepam - Wyeth , HaloperidolSearle & Clonazepam- (Roche- through Nicholas Primal )] by the originators for local & unregulated market supply Facility is built as per ICH guidelines with a focus to get into the US market with the Benzodiazepine range of products Equipped with an in-house jet-mill and can offer micro ionized grade with the finest particle size of 100% less than 10 microns BABASAB PATIL 5
OGANISATIOZATION PROFILE:
Health care professionals who prescribe pharmaceutical products base their prescription decisions on many factors including effectiveness, safety, and cost. In an effort to influence practitioners prescribing practices, the pharmaceutical industry employs diverse marketing and promotional strategies, among them offers of free drug samples, educational materials, meals, and other forms of gifts. These efforts are both intensive and expensive. In 2001 the drug industry spent more than $16 billion on visits to physicians offices. In the last five years the number of pharmaceutical company sales representatives in the U.S. has increased from 42,000 to 88,000.1 Some 80% of physicians report having been offered cash or gifts from pharmaceutical industry representatives.2 Many physicians meet with pharmaceutical industry representatives four or more times per month.3 Serious ethical concerns have been raised about these contacts between the pharmaceutical industry and individual health care professionals, especially when gifts are involved.4-9 The practice of accepting gifts from pharmaceutical industry representatives risks compromising health care providers professional objectivity and integrity, and undermining their fundamental ethical commitment to putting the interests of patients first. Gift incentives to participate in continuing professional education programs are the wrong incentives for health care professionals and trainees, who should be independently motivated to participate in lifelong learning.7 And there are economic consequences when the costs of gifts are passed along to patients, health care institutions, and third-party payers in the form of higher prices for drugs. Escalating drug costs may ultimately result in limitations on access to care. Federal regulations (at 5 CFR, Part 2635) establish standards for conduct in relation to gifts for all federal employees. But anecdotal reports from the field indicate that beyond these mandated thresholds, local facilities policies about accepting gifts from the pharmaceutical industry vary widely within VHA. To address this state of affairs, new national policy limits the access representatives of the pharmaceutical industry may have to facilities and staff.* This national guidance provides a foundation for the development of more uniform local policies throughout the system. This report by the VHA National Ethics Committee examines the values at stake in relationships between practitioners and the pharmaceutical industry from the perspective of health care ethics. Its goal is to clarify
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Equipment Reactor Reactor Reactor Reactor Reactor Reactor Reactor Centrifuge Centrifuge Centrifuge Fluid bed drier Tray Drier Tray Drier(GMP model) Multimillion(GMP model) Sparkler Filter(GMP model) Micropulveriser
Moc
SS 316 SS 316 GLR GLR GLR SS 316 SS 316 SS 316 SS 316 Rubber lined SS 316
Ms
SS 316 SS 316 SS 316 SS 316
nos 1 2 1 2 2 1 2 4 1 2 1 3 2 1 2 3
Capacity
600 L 1100 L 630 L 1000 L 1600 L 1600 L 150 L 24" 36" 36" 60 Kgs 48 Trays 48 Trays 0.5mm 11 plates 11 plates
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NAME
Nos.
MAKE
HPLC UV Spectrophotometer Gas chromatogram FTIR Electronic Balance Humidity Chamber HPLC
1 1 2 1 2 1 2
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Equipment BOILER BOILER THERMOPACK CHILLING PLANT GENERATOR GENERATOR COOLING TOWER ACID SCRUBBER AIR HANDLING UNIT VACCUM PUMP AIR COMPRESSOR AIR COMPRESSOR D. M. WATER PLANT
Capacity 400 KGS 600 KGS 100 KGS 40 TONS 125 KVA 185 KVA 60 TONS 3000 CFM
Nos 1 1 1 1 1 1 1 1 3
Make Thermax Thermax Thermax Voltas Powerica Powerica Paharpur Neptune Apex Engineering Joyam Ingersoll Ingersoll Ion Exchange
5 1 2
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CHARTER OF THE EMPLOYEE DEVELOPMENT AND RETENTION COMMITTEE OF MEDICIS PHARMACEUTICAL CORPORATION:
This Employee Development and Retention Committee Charter was adopted by the Board of Directors (the Board) of Medicis Pharmaceutical Corporation (the Company) on July 9, 2006.
I.
Purpose
The purpose of the Employee Development and Retention Committee (the Committee) of the Board of the Company is to review and provide guidance concerning the recruiting, hiring, training, promotion and retention of employees and managers. In addition to the powers and responsibilities expressly delegated to the Committee in this Charter, the Committee may exercise any other powers and carry out any other
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II.
Membership
The Board will appoint the members of the Committee. There will be a minimum of two members of the Committee. Each member of the Committee will be a non-management member of the Board.
III.
The Chairperson (or in his or her absence, a member designated by the Chairperson) shall preside at each meeting of the Committee and set the agendas for Committee meetings. The Committee shall have the authority to establish its own rules and procedures for notice and conduct of its meetings so long as they are not inconsistent with any provisions of the Companys bylaws that are applicable to the Committee. The Committee shall meet at least one time per year and more frequently as the Committee deems necessary or desirable.
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IV. 1.
Duties and Responsibilities The Committee shall, at least annually, review the employee recruitment, hiring,
development, promotion and retention policies of the Company. 2. Through an interactive process with the Companys senior management and its
Human Resources Department, provide oversight and guidance on issues including but not limited to employee recruiting, hiring & promotions, training & development, employee relations, work-life issues, diversity, inclusion issues, retention practices, and similar matters with the goal of increasing employee retention and satisfaction.
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that may arise with the objective of identifying which procedures or policies need be enhanced, changed or discarded and to ensure that senior management has a timely and reasonable action plan to address the issue or problem. 4. The Committee shall evaluate its own performance on an annual basis, including its
compliance with this Charter, and provide any written material with respect to such evaluation to the Board, including any recommendations for changes in procedures or policies governing the Committee. The Committee shall conduct such evaluation and review in such manner as it deems appropriate. The Committee shall review and reassess this Charter at least annually and submit any recommended changes to the Board for its consideration.
V.
Delegation of Duties
The Committee may delegate its responsibilities under this Charter to a subcommittee comprised of one or more members of the Committee. The creation of such a subcommittee, as well as its purpose, will be reported to the Board of Directors. The Committee will also carry out such duties that may be delegated to it by the Board.
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Performance Driven:
To Monitor, benchmark and continuously improve our business, products, services, organization and employees' performance To Provide best service backup for our customers To Verify that our products and services meet agreed requirements
Commitment to Quality:
Quality values are internalized at every level of the organization. Our approach to communicating and implementing these values is one of encouragement, education and training rather than making policies. Ongoing education and individual support provide employees with the tools, confidence, and motivation they need to implement quality philosophy.
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General Practitioner in Willunga, a village 50 km south of Adelaide, South Australia paid one day per week. Lecturer in the Discipline of General Practice, University of Adelaide paid one day per week. My duties include developing a Treatment Decision Education Collaboration (TDEC) National Institute of Clinical Studies (NICS) Fellow 2.5 days per week. My project is to develop a website to assist GPs to evaluate the usefulness of drug promotion compared to Therapeutic Guidelines. Director, Healthy Skepticism Inc unpaid. Healthy Skepticism is an international non-profit organization with the main aim of improving health by reducing harm from misleading drug promotion. I am currently on a 23 city tour of Europe and the USA from April 20 June 25, 2008 with stops in these cities: Helsinki, Manchester, Leeds, London, Oxford, Berlin, Verona, Glasgow, Belfast, Geneva, Lausanne, Madrid,Kln, Mainz, Washington, Boston / Pawtucket, Chicago, New York, Seattle, San Francisco / Davis, Hobart I am much obliged [old fashioned English for thank you] to my major sponsors: IQWiG [German Institute for Quality and Efficiency in Health Care] SSMI [Swiss Society of Internal Medicine] Why is drug promotion a difficult topic? Understanding drug promotion is not rocket science. It is a much more complicated and difficult topic. Understanding drug promotion requires understanding insights from many different fields of study. The more I learn from these any fields the more I realize that I have much more to learn. The useful fields of study include: Medicine and Pharmacy Pharmacology, Epidemiology, Public Health, Evidence Based Medicine, Drug Evaluation,
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Overview of pharmaceutical:
Clinical research and development in the drug industry must be understood in the current political and economic context of medical neoliberalism (Fisher 2007a; forthcoming). In the US, neoliberalism is the guiding ideology behind economic policies that emphasize a reduction in social services provided by the state and an increase in the role of the private (for-profit) sector in the provision of social goods, such as health care, welfare, and education (Monahan 2006). Medical neoliberalism, in particular, is manifest in a consumer model of health characterized by an inequitable distribution of services according to who can pay for different kinds of care (Frank 2002). The pharmaceutical industry benefits from neoliberal forms of health care because un(der)insured populations in the US can be recruited as human subjects into clinical trials in exchange for limited, medical attention for the duration of studies (Fisher 2007b).5 In addition, many health care providers are looking for new ways to increase their revenue through a diversification of services (Gray 1993). In this climate, physicians become targeted as potential investigators on pharmaceutical studies (Pham et al. 2004). The resulting organization of clinical trials has important implications for relationships of trust in drug development. Pharmaceutical clinical trials are characterized as contract research. Unlike investigator-initiated research, those conducting pharmaceutical studies rarely have any role in defining the research questions, designing the protocols, or analyzing the results. Instead, scientists and researchers at pharmaceutical companies determine these elements of clinical trials, and clinicians are then hired to execute the protocols using their patients as subjects. Although physicians at academic medical centers BABASAB PATIL 28
Conceptual framework:
The concept of trust provides a useful lens for exploring relationships among pharmaceutical companies, clinicians (i.e., physicians and research coordinators), and human subjects engaged in drug development. In the majority of scholarship on trust in medicine, the focus is primarily trained on patients trust in their personal care providers, human subjects trust in the researchers or institutions conducting clinical trials, and citizens trust in their health care delivery systems (e.g., Mill man 1977; Mechanic 1996; Kao et al. 1998; ONeill 2002; Allsop 2006). Yet, for pharmaceutical clinical trials to operate effectively, clinicians must trust the pharmaceutical companies with which they are working and pharmaceutical companies must trust the clinicians and human subjects. With each of these relationships, trust is multifaceted and negotiated as individuals respond to their own and others institutional opportunities and constraints. Several modes of trust are critical for the success of clinical development. In the clinical trials industry as seen elsewhere, trust is necessary to ensure effective cooperation of all relevant actors and organizations (see Luhmann 1979; La Porta et al. 1997). One way of understanding this dynamic is to distinguish between how trust is constituted differently in individuals and institutions. This difference in types of trust is important because both levelsthe individual and institutional can shape the other, but each have unique implications, particularly if trust is misplaced (ONeill 2002). Specifically, trust in individuals may overemphasize those actors intentions
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Organization chart:
MD
HR MANEGER
MANEGER ACCOUNT
HEAD BREWER
JUNIR OFFICER
MAINTENAN CE ENGINEER
Research Methodology:
Data Source : Primary Data (Field Survey) Secondary data-Internet Area of Research Research approach Research Instrument Sample Plan .Sampling method Sample size : Bangalore : Survey method : Questionnaire : Personal Interview : SPSS student version software MICROBIOL : 100 Respondents OGIST
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Frequency Validpiece rate system fixed salary fixed salary commission any other Total 36 32 20
Valid Cumulative Percent Percent 36.0 32.0 20.0 36.0 68.0 88.0
12 100
12.0 100.0
12.0 100.0
100.0
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any other
fixed salary
Interpretation:
From above table show that 36% respondent are reward system kike would be piece rate system, 32% fixed salary ,20% fixed and commission,12% any other.
2.Are you getting equal wages for equal work? Frequency Percent Valid Percent Cumulative Percent
Valid
yes no Total
84 16 100
84.0 100.0
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yes
Interpretation: From above table show that out of 100 respondents are response 84% Are Getting equal wage for equal work. And remaining are 16% are no.
3. If, not list the demand that are not so far met by the company?
Valid Cumulative Percent Percent 3.0 3.0 4.0 4.0 5.0 84.0 100.0 7.0 11.0 16.0 100.0
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if, not list the demand that are not so far met by the company?
100
80
60
40
Frequency
20
if, not list the demand that are not so far met by the company?
Interpretation From above table show that 84% are satisefy with equal salary Only 16% are not happy with salary they demand for 3% HRA increase, 4% JA increase And basic, 5% DA increase.
4.If the above need fulfilled, for how many extra hours you are ready to work?
Frequency Valid 2 hrs 4 hrs 8 hrs i will not are ready to work Total 45 44 5 6 Percent 45.0 44.0 5.0 6.0 Valid Cumulative Percent Percent 45.0 44.0 5.0 6.0 45.0 89.0 94.0 100.0
100
100.0
100.0
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if the above need fulfilled, for how many extra hours you are ready to w
50
40
30
20
Frequency
10
if the above need fulfilled, for how many extra hours you are ready to w
Interpretation: From above table has show that if the needs are to be fulfilled. The respondent are response 45% are 2hrs,44% are 4hrs, 5% are 8hrs,and remaining 6% are I will not ready work are response
5. Are you having job security in your company? Frequency Percent Valid Cumulativ Percent e Percent
Validyes no Total
76 24 100
76.0 100.0
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60
40
Frequency
20
0 yes no
Interpretation:
According to survey I have know that at 76% are respondents are having job security in company and 24% are not having any security in that company.
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Frequency
Interpretation:
According to survey I have know that out 100 respondents are job is security plays very important role to work in company 18% are strongly agree 58% are agree, 14% are dis agree, 10 % are strongly dis agree.
of your company?
Frequency Percent Valid Cumulative Percent Percent
Validyes no
80 20
80.0 20.0
80.0 20.0
80.0 100.0
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80
60
40
Frequency
20
0 yes no
Interpretation: According to survey i know that the responds 80% are know the exact goals of company, and 20% are not exact goals of company.
8.Do you feel are working in consonance with goals of the organization?
Frequency Percent Valid Cumulativ Percent e Percent
ValidYes No Total
79 21 100
79.0 100.0
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80
60
40
Frequency
20
0 yes no
Interpretation:
According to survey out 100 respondent are feel working in consonance with go with goals of the organization 79% are respondents yes, and remaining responded are 21% no
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Frequency
Interpretation:
According to survey know that recognition of sincere efforts motivate a person work well out 100 respondents are 29% are strongly agree, 59 % are agree 9% are dis agree and remaining strongly disagree.
10.The recognition of good work ,if considered for promotion, it will motivate the workers to work well
Frequency Valid strongly agree agree disagree strongly disagree 49 41 5 5 Percent 49.0 41.0 5.0 5.0 Valid Cumulative Percent Percent 49.0 41.0 5.0 5.0 49.0 90.0 95.0 100.0
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50
40
30
20
Frequency
Interpretation: According to survey the strongly recognition of good work, if considered for promotion, it will motivate workers to work well, 49% are strongly dis agree 41% are agree, 5% are disagree and strongly disagree.
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50
40
30
20
Frequency
Interpretation: According to survey out 100 respondents are responds Authority and responsibility are balanced in their organization 51 % are strongly agree, 41% are agree 5% are disagree,3% are strongly disagree.
12. Are you getting canteen, sanitary, quarters, medical fecility very well and those are motivating factors?
Frequency Validstrongly agree agree disagree strongly disagree 47 35 11 7 Percent 47.0 35.0 11.0 7.0 Valid Cumulative Percent Percent 47.0 35.0 11.0 7.0 47.0 82.0 93.0 100.0
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40
30
20
Frequency
10
Interpretation:
According to survey out respondents are responds getting canteen, sanitary, quarters medical facility. 47% are strongly agree, 35% are agree, 11% are disagree and remaining 7% are strongly disagree.
13, Are happy with the position and the status of the job in which you are working?
Frequency Validyes no Total 81 19 100 Percent 81.0 19.0 100.0 Valid Cumulativ Percent e Percent 81.0 19.0 100.0 81.0 100.0
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are happy with the position and the statusof the job in which you are w
100
80
60
40
Frequency
20
0 yes no
are happy with the position and the statusof the job in which you are wo
Interpretation: According to survey I know that the respondents are happy with position and status of the job in which are working at 81% are yes, 19% are no.
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80
60
40
Frequency
20
0 yes no
Interpretation: According to survey the responds are working and working condition are pleasant and interesting 80% are yes, 20% are no.
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if not why?
defective combinatio
Interpretation: According to survey 10% are place of work is not congenial 8% are strained superior relationship and defective combination system 13% are any other and 61% are not responds.
16. The worker wishes belong to one or other informal group in organ?
Frequency Percent Valid Cumulativ Percent e Percent 90.0 90.0
Valid
yes
90
90.0
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yes
Interpretation: According to survey I know that the respondents are worker wisher belongs to one and another informal group in the organization 90% are response yes, 10% are no.
17.If yes, do you feel the association with the informal group motivates the employee to work well in the organization?
Frequency Percent Valid Cumulative Percent Percent
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if yes, do you feel the association with the informal group motivates th
no
yes
Interpretation: According to survey know that the 90% are responds are yes for they feel the association with the informal group motivate the employee to work well in organization and remaining 10% are no.
18. Are you happy other members of the group with which you are working?
Frequency Percent Valid Cumulative Percent Percent 81.0 81.0
Validyes
81
81.0
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are you happy other members of the group with which you are working?
no
yes
Interpretation: According to survey I have know that 81% are responds are happy with the work with other member in the organization. And 19% are against.
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if not,why?
lack of cooperation
any other(specify)
Interpretation;
According to survey know that 61% are lack of cohesion among the members, 5% are lack of cooperation among members, 7% are lack of coordination ,18% are any specify and 54% are not responds.
20. Are you in position to work with head and heart (with devotion and happiness) in your co?
Frequency Percent Valid Cumulative Percent Percent
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are you in position to work with head and heart(with devotion and happin
no
yes
Interpretation: According to survey knot that respondents are position with head and heart (with devotion and happiness) with company at 76% are yes, 24% are no
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if not, why?
lack of efforts by m
Interpretation:
According to survey most respondents are 56% are not responds 20% are lank of efforts by management 10% are improper delegation 4% are imbalance between authority and responsibility, 10% are lack proper encourage increase work.
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yes
Interpretation; From above table show that out 100 respondents are responds they feel involved in decision making processes at 80% are yes. And 20% are no.
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if not, why?
negligence and unw il procedural problems lack of faith any other specify
not respond
Interpretation: According to survey I know that 80% are not responds for this question but 1%,6%,7%,6%, negligence and unwillingness of management, procedural problems, lack of faith, any other specify. 24.Are you having sufficient job advancement opportunites in your company?
Frequency Valid yes no Total 77 23 100 Percent 77.0 23.0 100.0 Valid Cumulative Percent Percent 77.0 23.0 100.0 77.0 100.0
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yes
Interpretation: According to survey know that 77% are responds are yes, and 23% are no in having sufficient job advancement opportunities in your company
25.If not, do you feel it need for employees motivation? Frequen Percent Valid Cumulat cy Percent ive Percent
Validyes 21 21.0 21.0 21.0
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no
not respond
Interpretation: According to survey know that 21% are responds are feel it need for employees motivation, and 2% are no and remaining are not responds.
Findings:
In company the coordination is very good between the employees and management. In the company the employee satisfaction with there job. The mutual coordination between the members in company.
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Suggestions:
The company has focus on giving extra security to employee in inside the organization The company having aware of exact goals of there industry. To motivate employee the company having giving extra benefit to improve Working condition in company.
CONCLUSION:
Assessment of overall performance of the pharmaceutical firms, as perceived by research sample, was relatively high, only learning/ growth/ innovation dimension got an assessment below high level. Performance measures which were assessed a little below high level were: Resources acquisition and utilization Employees satisfaction
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BIBLIOGRAPHY
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Questionnaire
1) Name: _________________________________________________ 2) Age : 3) Gender: Male Female
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INTERVIEW SCHEDULE FOR EMPLOYEES: 1. In which of the following reward system would you like to work? i. Piece rate system ii. Fixed salary iii. Fixed salary+ Commission iv. Any other 2. Are you getting equal wages for equal work? i. Yes ii. No 3. If not, list the demands that are not so far met by the company. i. HRA increase ii. JA increase iii. Basic iv. DA 4. If the above need fulfilled, for how many extra hrs you are ready to work? i. 2Hrs ii.4Hrs iii.8Hrs iv. I will not are ready to work?
5. Are you having job security in your company? i. Yes ii. No 6. Job security plays very important role to work more i. Strongly agree ii. Agree
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