rm tp rahul sharma a21

8/8/2019 RM TP Rahul Sharma A21

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

Course Code: 516

Course Instructor: Mr. Chandra Shekhar Dogra

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

Students Roll No. RR1907A21 Section No. : 1907

Declaration:

I declare that this assignment is my individual work. I have not copied from any other

students work or from any other source except where due acknowledgment is made

explicitly in the text, nor has any part been written for me by another person.

Students Signature: Rahul Sharma

Evaluators comments:

Marks obtained: Out of:


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Introduction:

This Thing Called a Brand

The first question that comes to mind when we talk about brands is -what is a

brand?- A brand is the perception of a product or service by its customers. Otherthings that come to mind when we talk about brands is the company name, its logo,

its advertising and the slogans used. It is very easy to concentrate on customers,

but what about the employees - they have to carry out your business's day-today

activities and make your company's brand image sustainable in the first place.

The Customer Focus

Have you realized that most companies focus their branding only on customers?

Though this is the common trend, it is not completely the right thing to do. It isadvisable to all those marketing executives and marketing experts out there to do

branding on two levels (i.e. the customer's point of view), and focus on the

employees as well. As a small business owner, it is important that you manage

your brand from both the customer and employee angle. This is because

irrespective of what you are selling or serving, your brand is the magnet that pulls

customers and employees to your business. So if you manage to brand your

company well for your employees, they will manage your brand appropriately for

your customers.

A good brand will attract customers. This is because customers are attractedtowards the emotional aspect or the logical aspect of a brand and its product or

service. You as a business owner or marketing executive for your company have to

be really good at positioning your brand. While you are positioning your brand,

also remember to promote the right image of your brand to your customers. This

means doing some extra work in terms of consumer behavioral surveys, but at the

end of it isn't it worth it to have a happy, satisfied and loyal customer?

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

your customer. The customer starts perceiving your brand from the minute they set

foot into your store. They are observing and creating a brand image based on

customer service, store appearance, and quality of products. The brand experience

does not stop the minute the customer is out of the store. They are still judging you

on after sales-service, product quality and attitude of the employees.


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Branding Employees: Just because you have created a good brand for your

customers does not mean your brand appeals to your employees. Remember that

your employees are just as important to your brand as your customers. Your

products may be great, your company maybe technologically advanced but what

happens to your company's brand image if you have unhappy employees? Your

company is going to be at a complete standstill if all your employees go on strike.

Your company works on the basis of your employees.

It is fair to say that your employee branding is all about your people skills. So how

do you manage your employee branding? You have a proper recruitment process,

have a good training program for your employees and over and above all, have a

good company environment that is employee-friendly. This means that you must

keep your employees happy. You can do this by motivating employees,

encouraging teamwork and by appointing a rewards and recognition program

where the efforts of employees are acknowledged and recognized. All this willcreate a sense of loyalty towards the company by your employees and this will be

evident to your customers.

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

company based on the attitudes of the employees. So if you focus some of your

branding efforts on your employees, you will be doing your business a favor. It

may sound counterintuitive, but try it - it works! So this is based on employee

satisfaction which is a part of employee branding.

Acknowledgement:

Before I go on to elaborate and explain this exhaustive piece of work, I would first

and foremost like to express my heartfelt gratitude to a few people who have

contributed to the successful completion of my thesis. Heading the list is my guide

LECT. CHANDRA SHEKHAR without whose invaluable support and constant

guidance this thesis would not have seen the light of day.

I would like to thanks Mr. Kulvinder singh (Vice President) and Mr. Fuljit Singh

(HR Manager) Of BAINS PHARMACEUTICAL LTD. And all the respondents

who spent their valuable time to reply of my questions and therefore helped mereach a conclusion. And lastly to my parents who bear the expense of my project.

Employee Satisfaction Surveys: The most common purpose for surveying

employees is satisfaction. Employee satisfaction surveys deal with workplace

issues, such as benefits, commitment to diversity, and effective communications.

The data from these surveys helps paint a portrait of employee attitudes and


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opinions. These kinds of surveys are particularly useful after a company has

undergone some sort of change, such as a layoff, an acquisition, or a new

department head. They also help employers isolate the root causes of persistent

problems, such as low productivity or high expenses.

Employee satisfaction surveys help employers measure and understand their

employees' attitude, opinions, motivation, and general satisfaction with their work

environment. Use employee satisfaction surveys to inform employee decision

making, benefits, work needs and more.

Employee satisfaction surveys provide valuable data that can ultimately save

your company money. Our employee satisfaction surveys can:

Measure employee satisfaction levels.

Track changes in employee satisfaction over time.

Improve overall satisfaction and retention.

Company Profile:

Bains Pharmaceutical Industries Ltd. Is a global pharmaceutical company

specializing in the development, production and marketing of generic and

proprietary branded pharmaceuticals as well as active pharmaceutical ingredients.

Bains is among the top 20 pharmaceutical companies and among the largest

generic pharmaceutical companies in the world.

The backbone of Bains Pharmaceutical Industries is its world-leading generic

pharmaceuticals business. Through subsidiary Bains Pharmaceuticals USA, the

company makes generic versions of brand-name antibiotics, heart drugs, heartburn

medications, and more -- in all about 300 generic products. Bains US genericproducts include equivalents of such blockbusters as antidepressant Prozac and

cholesterol drug Mevacor.

The company, India top drug maker, also develops and manufactures proprietary

drugs, including multiple sclerosis treatment Copaxone and Parkinson's disease


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treatment Azilect. Its active pharmaceutical ingredients division makes drug

components for Bains and other pharmaceutical manufacturers.

EXECUTIVESUMMARY

The compiled report signifies level of employee satisfaction in BAINS

PHARMACEUTICALS LTD. Most of the employees are satisfied with this

company. Company has a very good image among its employees.

Most of the employees know companys strategy; they have confidence in its

leadership. Employees are satisfied with this company. Most of the Employees are

getting appropriate recognition for their contribution. BAINS providing fair salary

to its employees for their work.

BAINS as an organization really has a very bright future because of its

environment.

Organization is like a family where employees have to put share of responsibilities

and work in accordance with the organization goal. As far as employer-employee

relationship is concerned working in BAINS is very satisfactory. People always get

chance to show their talents and get recognized. Management is quit approachable.

: According to a report it was observed that some of the company are facing the

problems of employee unsatisfaction, most of the employees are leaving theirorganizations and there is a high turnover. (Management Dilemma)


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Objectives of the Survey:

Measure job satisfaction of the employees of BAINSPHARMACEUTICALS LTD.

To assess the general attitude of the employees towards BAINSPHARMACEUTICALS LTD.

To assess the level of commitment across process and facilities.

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

To help the management of the company to know about the actions to betaken to increase the level of satisfaction of the employees.

Limitations of the study:

The study is confined to BAINS PHARMACEUTICAL only.

There is a possibility of sampling error.

The responses of the customer may not be genuine.

The questions in the questionnaire may not be comprehensive.

Hypothesis:

(Ho)Null Hypotheses: Employees of BAINS PHARMACEUTICAL are notsatisfied from their organization.

(Ha)Alternate Hypotheses: Employees of the BAINS PHARMACEUTICAL

are satisfied from organization.

Literature Review

Following are the articles which supports the research :

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

Abstract:. The purpose of his paper is to show that the rational and emotional

triggers associated with customer loyalty and employee engagement can be

measured in a macro manner through mathematical indexing. Other stakeholder

groups, particularly employees and customers, have become empowered under

these current corporate conditions. For this reason, establishing high levels of


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customer loyalty and employee engagement are leading determinants of brand

performance. By shedding light on changes in the modern marketplace, this article

can help shape thinking on effective ways to leverage human capital in order to

maintain and grow brand and reputation.

Article: Factors that Influence Retention and Professional Development of

Social Workers

Abstract: The following article relates that the profession of social work is

becoming increasingly involved in empowerment for its members as employers

become more invested in promoting employee satisfaction. This is occurring at a

crucial time in which predictions are that the profession will be heading into a

shortage of workers. The experiences of the social work staff at Virginia

Commonwealth University Medical Center in Richmond, Virginia, illustrate theprocess as efforts combine to create new paths to career development for

"frontline" clinicians. The work of the Retention Committee in the Department of

Care Coordination began due to staff members' dissatisfaction with opportunity for

advancement, pay disparity, and inequitable distribution of workload. This article

will present the history, efforts, and outcome of the Social Work Retention

Committee at VCU Medical Center.

Article: The Relationship between Job Insecurity and Employability and

Well-Being among Finnish Temporary and Permanent Employees.

Abstract: The present article investigates the relationship between temporary and

permanent employees' job insecurity and employability and their well-being. We

hypothesize that job insecurity relates negatively to job satisfaction and self-rated

health status among permanent but not temporary employees. Employability is

hypothesized to contribute more in explaining job satisfaction and self-rated health

status among temporary compared with permanent employees. Using a

representative sample of Finnish employees (N = 4,104), the results show that

quantitative job insecurity relates negatively to job satisfaction, and that qualitative

job insecurity relates negatively to self-rated health status among permanent but

not temporary employees. No such interactions between employment contract type

and employability are found.


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Article: Insurance company Employees financial expertise and practices:

implications on benefit participation and satisfaction.

Abstract: The nature of the employment relationship is undergoing fundamental

changes that have implications for how companies attract, motivate, and retaintalent. The bond between employer and employee has shifted from a long-term

relationship involving loyalty and commitment to a contract-like economic

exchange When employees do not have the financial skills to evaluate the benefits

options that are available to them, they will push for more benefits, feel less

financially secure, and be more dissatisfied with their place of work. As employee

benefit costs and complexity continue to escalate, employer-sponsored financial

education has proliferated and finding answers to knowledge-based employee

benefit research questions has grown in importance. This article contributes to the

relatively new program of research on financial literacy by analyzing insurance

company employees' benefits-related financial expertise and practices.

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

intensification of work

Abstract: This article examines an unanticipated consequence of adopting flexible

working practices -- that of work intensification. Based on a study of professional

workers and in line with other studies, we present evidence showing that flexible

workers record higher levels of job satisfaction and organizational commitment

than their non-flexible counterparts. However, we also report evidence of work

intensification being experienced by both those who work reduced hours and those

who work remotely. We identify three means by which this intensification occurs -

- imposed intensification, enabled intensification and intensification as an act of

reciprocation or exchange. We argue that the apparent paradox of high job

satisfaction and organizational commitment, alongside work intensification can be

explained by employees trading flexibility for effort. Using social exchange theory

we propose that employees respond to the ability to work flexibly by exertingadditional effort, in order to return benefit to their employer.

Article: Understanding employee-level dynamics within the merger and

acquisition process.


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Abstract: Given the challenge companies face in combining organizations in the

merger and acquisition (M&A) process, this article presents a model that explores

the potential determinants of success in the company blending (acculturation)

process. The model examines the effect of employee-level factors and perceptions

of managerial behaviors during the M&A process. Utilizing data from 254employees that recently experienced an M&A, the authors tested for managerial

guided, direct and indirect impacts on employee-level dynamics (job satisfaction

and organizational citizenship behaviors) which are believed to affect the

successful co-mingling of two previously independent organizations. The authors

highlight the key role that employee identification with the new consolidated

organization plays, most notably organizational citizenship. Lastly, attention is

drawn to the importance of management's perceived competence and procedural

justice toward employee-level factors. The article concludes with specificmanagerial suggestions for improving M&A acculturation outcomes.

Article: Raise Employee Morale.

Abstract: This article discusses what home builders can do to promote employee

satisfaction today, given the current market environment. They are: 1. Study up on

motivation. 2. Hire the right people from the start. 3. Manage better and more

clearly. 4. Do not overcommunicate. 5. Have a plan and stick to it. 6. Take your

own medicine. 7. Loudly celebrate the small wins along the way.

Article: Employee Based Brand Equity: A Third Perspective.

Abstract: Despite academics and practitioners alike promoting the positive

outcomes of employees being aware of the organization's brand in the context of

their work environment, there appears to be no evidence thus far to understand the

impact of such brand building efforts from an employee perspective. This article

promotes that there is, in fact, a third perspective of brand equity, that being

Employee Based Brand Equity (EBBE). In particular, a framework of EBBE

dimensions is developed herein, thus representing a significant contribution to the

marketing literature and holding strong relevance for service organizations around

the globe. The benefits derived from such a framework and, thereby, delivering

value to the organization are manifested in brand citizenship behaviors, employee

satisfaction and intention to stay with the organization, as well as positive


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employee word of mouth. This article sets the scene for future research within this

important, but neglected, research domain.

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

Abstract:The purpose of this article is to report findings from a major study intoflexible working and to examine the link with employee engagement. The study

was conducted within seven case organizations using a mixed method of semi-

structured interviews and an electronic questionnaire. The findings show that

flexible working has an impact on employee engagement through a positive

relationship with organizational commitment, job satisfaction and employee

discretionary behavior.

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

attitudes and beliefs.

Abstract: The aim of this article is to present the views of senior staff and trainee

managers in the financial-services sector in relation to experiential learning. This

article garners information from small-scale empirical research, using

questionnaires to senior staff and managers of various corporations in the Attica

region of Greece. This article reveals that younger trainees tend to be more

satisfied than older people with the training they receive. Male trainees are less

satisfied than female trainees. Participants with one-ten years of experience state ahigher satisfaction rate with respect to the delivery and organization of programs

than participants with 11-20 years of experience. Female trainees seem to have a

greater desire for experiential learning than male trainees. This article demonstrates

that the training environment and level of communication between the trainer and

participants are important factors encouraging trainees' active participation. This

article contends that experiential-learning techniques tend to be more consistent

with the principles of adult education and learning.

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

Abstract: There are three purposes to this article: first, to offer a training approach

to employee learning and performance improvement that makes use of a step-by-

step process of skill/knowledge creation. The process offers follow-up

opportunities for skill maintenance and improvement; second, to explain the


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conceptual bases of the approach; and third, to demonstrate the efficacy of the

approach as it is applied in the field. The methodology consists of two major

features: the explication of how the template approach is applied, in general; and

then the performance of two groups of employees is compared following training.

One group was trained in the template approach while the other group was trainedusing more traditional methods. Conventional performance measures were used to

assess group differences. Following training the two employee groups were

compared. The hypotheses stated that there would be no differences in

performance on these measures: gross sales attained; manager rating of employee

performance; and customer satisfaction with regard to sales representative's;

product knowledge; helpfulness in the business context; and overall performance.

Significant differences were noted for manager rating, product knowledge, and

overall performance. This study was exploratory in nature with a limited range ofperformance measures. The sample sizes were not large. The use of different pairs

of trainers for the sub-samples helps to dampen trainer bias but helps create

differences in training conditions that could influence employee learning and

performance. Study results demonstrate that the training approach has merit and

warrants further study. The study depicts how a partnership among trainers,

managers, and employees can lead to successful training outcomes. The training

approach has substantial implications for management development regarding

learning and change. The template approach adds to the repertoire of training

methods. It also helps to reinforce the growing body of research that bases learning

and performance improvement on script-based methods.

Article: Creating culture of Health.

Abstract: For decades, employers have focused on reducing health care costs, not

on the value of employee health to the business enterprise. As workforce

productivity becomes a key differentiator in today's knowledge-based economy,

the health and well-being of employees has become a source of value, not just an

expense. Leading companies are recognizing this fact and embracing workforce

health as a key part of their corporate mission creating a "culture of health" that is

committed to maximizing not only corporate financial success, but also the health

of their people. In fact, studies demonstrate that those organizations with superior

health and productivity practices deliver more revenue per employee, higher

shareholder returns and greater employee satisfaction. And, employees benefit


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from improved health at home as well as on the job. This article examines the cost

of poor health, the culture of health premise and key considerations for the

pragmatic employer interested in the topic.

Article: Pay Me More: What Companies Need to Know About Employee PaySatisfaction.

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

professionals because low pay satisfaction may lead to absenteeism, lack of

commitment, lowered productivity and increased turnover. A recent job

satisfaction survey conducted by the Society of Human Resource Management

suggests HR managers do not perceive the importance of pay in impacting

employee satisfaction. While employees rated compensation as first or second for

job satisfaction, HR professionals rated relationships with the supervisor higherthan pay. This article investigates how pay satisfaction is measured using the Pay

Satisfaction Questionnaire (PSQ), a frequently used instrument in pay satisfaction

surveys. The PSQ assesses benefits, pay levels, raises and administration or

structure of the pay system to measure pay satisfaction. In addition, this article

analyzes the standards of comparisons used by employees when deciding pay

satisfaction and the relationship between union membership and pay satisfaction.

Practical recommendations are given for openness and fairness in pay to increase

pay satisfaction perceptions among employees.

Article: Manage Your Energy, Not Your Time.

Abstract: Time is a finite resource, but energy is different. It has four wellsprings

- the body, emotions, mind, and spirit - and in each, it can be systematically

expanded and renewed. In this article, Schwartz, founder of the Energy Project,

describes how to establish rituals that will build energy in the four key dimensions.

For instance, harnessing the body's ultradian rhythms by taking intermittent breaks

restores physical energy. Rejecting the role of a victim and instead viewing events

through three hopeful lenses defuses energy-draining negative emotions. Avoiding

the constant distractions that technology has introduced increases mental energy.

And participating in activities that give you a sense of meaning and purpose boosts

the energy of the spirit. The new workday rituals succeed only if leaders support

their adoption, but when that happens, the results can be powerful. A group of


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Wachovia Bank employees who went through an energy management program

outperformed a control group on important financial metrics like loans generated,

and they reported substantially improved customer relationships, productivity, and

personal satisfaction.

Article: Getting the right people doing the right things.

Abstract: Getting the right people doing the right things at the right time is

fundamental to profit, job satisfaction and sustainability for any business. This

article describes best practice for staff management in rural operations and

highlights areas where people managers need to develop their strategies and skills.

It's an accumulation of the experience and insight the author has gathered through

working with leading, large-scale primary sector operations internationally as well

as direct application in his own business. Success is built on four key components:1. positioning the business as an employer of choice, 2. effective staff selection, 3.

choosing the right personality for the job and the team - and managing them

accordingly, and 4. proactive relationship management. In an economy with record

low unemployment and a work force with ample career choice, attracting quality

staff is an increasing challenge. This has impact at both industry and individual

business levels.

Article: EMPLOYEE COMMUNICATION IS no small WONDER.

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

posited that owners and managers of small firms have more independent

management styles, they recognize the value of communication, and they value the

trust and community that are built on the foundation of communication. Eight

years later, a new IABC Research Foundation study, "Employee Communication

Practices in Small Businesses," confirms those statements, reporting that for

owners and managers of small businesses, best practices in employee

communication include a combination of strategies that grows and changes along

with the company. The findings also suggest connections between greater profit

margins and employee communication within small and medium-size enterprises.

Many respondents indicated that their company does not formally evaluate its

employee communication practices but they claim to know which practices appear


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to be most successful because of employee retention rates, employee satisfaction

and engagement with the firm.

Article: The practice of engagement.

Abstract: Employee engagement has become important in conceptualizing and

measuring the impact of human capital in organizations and in the integration of

many different aspects of HR -- employee satisfaction, commitment, motivation,

involvement and the psychological contract, as well as features such as job design

and total rewards. Members of the HR Centre of Excellence at Henley

Management College identified the development of employee engagement as a key

issue for them and commissioned research that focused, as a first step, on

identifying current practice in engaging people. This article considers the key

findings of this initial research and the model of engagement that was developed as

a result. This research suggests that while employee engagement is a desirable

goal, it should not become an end in itself. Organizations should be clear on its

strategic purpose and why matters.

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

Abstract: The purpose of this article is to assess the influence of different forms of

organizational representation on the provision of work-life balance employment

policies. The article uses on-site semi-structured interviews with employees, HR

and line managers and trade union representatives in four case studies as well as

survey responses from a total of 17 institutions in the financial services sector.

Employees do influence work-life balance issues in the financial services sector,

and work-life balance initiatives had greater breadth, codification and quality

where independent unions were recognized. In all cases however, the extent of

departure from minimal statutory levels of provision was not great. The nature of

the study and its focus on Scotland may limit the generalisability of the findingsinto other sectors or regions. In light of the evolving work-life balance legislative

framework, this article should be of practical interest to trade unions, practitioners

and academics. It demonstrates that organizations and unions need to retain and

develop a focus on work-life balance applications. The article indicates the

prevalence of management control of the work-life balance agenda and


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management's discretion in the operation of work-life issues. Employees and their

representatives accepted this control, and their private individualized responsibility

for balancing work and life, without challenge. These results inform current

understanding of how work-life balance legislation, based on a voluntarist agenda,

translates into practice.

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

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

perception of learning between occupational satisfaction, affective reactions, utility

reactions and perceived training transfer. The participants in the study were 185

Portuguese teachers who attended a professional training programme. The results

of this study show that occupational satisfaction, affective and utility reactions are

associated with perception of learning and perceived training transfer.Furthermore, the results also reveal that perception of learning fully mediates the

relationship between occupational satisfaction and perceived training transfer and

partially mediates the relationship between affective reactions, utility reactions and

perceived training transfer. Results are based on self-reported measures to evaluate

training transfer. Organisations interested in maximising their return on investment

on training and development should regularly monitor the employees' level of

satisfaction with their occupation and determine whether new actions need to be

taken regarding human resources practices or the working conditions. To enhancetraining transfer, careful attention should be given to the training design in order to

ensure that it reflects the trainees' needs previously identified and to guarantee that

trainees acquire a good level of learning in the programme.

Article: Increasing human and social capital by applying job embeddedness

theory.

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

obvious (recruiting, selecting, and training expenses) and other are not so obvious

(diminished customer service ability, lack of continuity on key projects, and loss of

future leadership talent). Understanding the value inherent in attracting and

keeping excellent employees is the first step toward investing systematically to

build the human and social capital in an organization. The second step is to identify

retention practices that align with the organization's strategy and culture. This


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article presents a framework for creating this alignment--a theory the authors call

job embeddedness. Across multiple industries, job embeddedness is a stronger

predictor of important organizational outcomes, such as employee attendance,

retention and performance than the best, well-known and accepted psychological

explanations (e.g., job satisfaction and organizational commitment). The third stepis to implement the ideas. The article discusses examples from the Fortune 100

Best Companies to Work For and many others to demonstrate how job

embeddedness theory can be sued to build human and social capital by increasing

employee retention.

Research Methodology:

Research Process:

Different steps are to be followed in the research process and they are explaines as

follows:

Problem Solving:

This is the basic step in the research process. It is well said, A problem well

defined is half solved here the problem is To analyze the attitudes of the

employees regarding the various benefits provided to them by BAINSPHARMACEUTICAL LTDLTD.

Research Design:

Once the problem is defined the next step is the Research Design. Research design

is the basic framework, which provides guidelines for the rest of the research

process.

The research design for this project is descriptive research design as descriptive

studies attempt to obtain a complete and accurate description of this situation. So

in this study full description of the attitudes of the employees regarding the

benefits provided to them will be known so it is a descriptive study.


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Sampling Design:

The sampling design used in this project is QUOTA SAMPLING, as the sample of

the employees for the survey were selected from the organization from different

quotas as some managers were intervened, some executives and few operators.

Population:

The total element of the universe from which the sample is to be selected to be

studied is known as population. The populations of my research are the employees

of BAINS PHARMACEUTICAL LTD.

Sample Size:

The sample sizes for my project are 20 employees working in the organization,

Data Collection:

Following are the sources for the collection of data:

Primary source

Secondary source

Data collection Method:

There are three main methods of data collection

Observation

Experimentation

Survey: Direct interview method

I have selected survey method of data collection.

This is one of the common and widely used methods for primary data collection.

We can gather wide range of valuable information about the behavior of the

employees viz. attitude, motive and options etc.

QUESTIONNAIRE:


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BAINS PHARMACEUTICAL LTD.

(EMPLOYEE SATISFACTION SURVEY)

Good morning, Im Rahul SharmaFrom Lovely Business School

(jalandhar) Im doing a survey on employees satisfaction.

Name

Age.

21 to 34

35 to 44

45 to 54

55 or older

Sex.

Male

Female

Signature.


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1.How long has you worked for BAINS PHARMACEUTICALS LTD.?

Less than one year

One year to less than two years

Two years to less than five years

Five years to less than ten years

Ten years or more

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

an Employee?

(a) Very Satisfied

(b) Satisfied

(c) Neither Satisfied nor dissatisfied

(d) Dissatisfied

(e) Very Dissatisfied

3. How satisfied are youthatyou understand the long-term strategy ofBAINS

PHARMACEUTICALS LTD.?

(a) Very Satisfied

(b) Satisfied


(d) Dissatisfied



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4. Do you understand what Company BAINS PHARMACEUTICALS LTD. as a

Company, is trying to achieve?

(a) Yes

(b) No

5. Do your work gives you a feeling of personal Accomplishment?

(a) Yes

(b) No

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

(a) Yes

(b) No

7. How much confidence you have in the leadership ofBAINS

PHARMACEUTICALS LTD.?

(a) More than Enough

(b) Enough

(c) Less than Enough

8. Your role at BAINS PHARMACEUTICALS LTD.

(a) Do you have enough authority to make decisions you need

to Make?

(a) Yes

(b) No

(b) How satisfied are you with the type of work that you do?

(a) Very Satisfied


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(b) Satisfied


(d) Dissatisfied


9. Did BAINS PHARMACEUTICALS LTD. Provide as much initial training as

you needed?

(a) Yes

(b) No

10. Pay and Benefits

(a) Is your salary fair for your responsibilities?

(a) Yes

(b) No

(b) Are there any benefits you would like added to BAINS

PHARMACEUTICALS LTD. benefits package?

Yes What would you like added?

______________________________________________________

No

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

satisfaction as an employee?

.


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: Analization of the Questionnaire by SPSS Software :

Interpretation: In the following graph it is shown that male gender have more

than 10 years experience in the company as compare to female employees.

Female have five years to less than 10 years experience.


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Interpretation:

People within the age group of >20 have a mean monthly salary of greater

than 4000, and people which lies under the age group from 20-39 is greater

than 2000, and people within the age group of 40-49 have the highest mean

monthly salary.

Recommendations: the company should improve their packages for lower age

group employees.


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age of the respondent * timeperiod of the emplyee Crosstabulation

Count

timeperiod of the employee

Total

lessthan oneyear

one yearto lessthan twoyears

two yearto lessthan fiveyears

fiveyears tolessthan tenyears

morethan tenyears

age of therespondent

< 20.00 1 2 3 0 0 6

20.00 -39.00

3 1 4 1 1 10

40.00 -

59.00

0 3 0 1 0 4

Total 4 6 7 2 1 20

gender of the respondent * monthly salary of the respondentCrosstabulation

Count

monthly salary of the respondent

Total15000 20000 25000 30000 40000 30000 40000

gender of therespondent

Male 3 4 3 0 0 1 1 12

female 2 1 1 2 1 1 0 8

Total 5 5 4 2 1 2 1 20

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

3earns15000, 4 earns 20000, 3 earns 25000, and 2 earns 30000 and 40000. Out

of 8 females 2,2, earns 15000 and 30000 and other earns other salaries.


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Correlations


monthlysalary oftherespondent


PearsonCorrelation

1 .119

Sig. (2-tailed) .618

N 20 20


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monthly salary ofthe respondent

PearsonCorrelation

.119 1

Sig. (2-tailed) .618

N 20 20

Interpretation: Male stands in three category i.e. they are neither satisfied nor

dissatisfied, satisfied and dissatisfied. And female are only very dissatisfied.

Males have more satisfaction than females.

Recommendation: Company should focus on female employees opportunities.


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Interpretation: Male genders have more mean monthly salary in comparision

than female mean monthly salary. Male have more than 5000 mean salary.and

female have less than 4000 mean salary.


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CONCLUSION & IMPLICATIONS

The present report indicates that the following features:-

1. Better job opportunities & pay are the main reasons for greater satisfaction

level of the employees.

2. The employees feel valued by their employer.

3. The working environment in the company also makes them to connect theirjob.

4. Performance Appraisals are given at regular intervals so that the Employee feel

motivated for its work.

5. The work schedule is very much flexible & Stressless.

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

stay in the company starting form recruitment and selection of employees,

providing an effective pay packages and compensation, outlining an efficient

career development path for employees and most importantly catering to their

emotional, mental and family needs. Also practices should be followed to bring

the ex-employees back in the company.

Reference:

http://proquest.umi.com/pqdweb?SQ=employee+satisfaction&DBId=-

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rm tp rahul sharma a21

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