contoh thesis1

8/18/2019 contoh thesis1

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ABSTRACT

The Pharmaceutical sector plays a vital role in underpinning the economic

development of a country. This study attempts to evaluate job satisfaction ofemployees in di erent pharmaceutical companies. It focuses on the relativeimportance of job satisfaction factors and their impacts on the overall jobsatisfaction of employees. It also investigates the impacts of pharmaceuticaltype, work experience, age, and sex di erences on the attitudes toward job

atisfaction. The result shows that salary, e!ciency in work, fringe supervision,and co"worker relation are the most important factors contributing to jobsatisfaction. The overall job satisfaction of the employees in pharmaceuticalsector is at the positive level. The nature of business operation, the work cultureand the level of job satisfaction have undergone sea change for the

pharmaceutical companies. #s a business proposition initiated huge investmentwhereas majority of their stocks is going down bringing a high level ofapprehension related to job security among its employees. This research paperhighlights some of these problems and presents a picture of level of jobsatisfaction among employees of pharmaceutical companies. It also identi$esuni%ue issues of job satisfaction in the companies. Pharmaceuticals &ompaniesare selected for the research because they are currently undergoing continuedexpansion. In order to gain competitive advantage and adapt to the dramaticchanging environment, it is important for them to achieve managemente!ciency by increasing employee satisfaction in the organisation. 'ence thisresearch was mainly undertaken to investigate on the signi$cance of factorssuch as working conditions, pay and promotion, job security, fairness,relationship with co"workers and supervisors in a ecting the job satisfaction.This paper presents a comprehensive diagnosis of job satisfaction indices of

pharmaceutical business, the factors causing the dissatisfaction ( suggestions toimprove them.

Keywords: )ob atisfaction, )ob *issatisfaction, +otivation.

1. INTRODUCTION

Job satisfaction describes how content an individual is with his or her job. It is arelatively recent term since in previous centuries the jobs available to aparticular person were often predetermined by the occupation of that person’sparent. There are a variety of factors that can in uence a person’s level of jobsatisfaction. Some of these factors include the level of pay and bene ts, theperceived fairness of the promotion system within a company, the uality of thewor!in" conditions, leadership and social relationships, the job itself #the varietyof tas!s involved, the interest and challen"e the job "enerates, and the clarity ofthe job description$re uirements%. The happier people are within their job, themore satis ed they are said to be. Job satisfaction is not the same as motivation,althou"h it is clearly lin!ed. Job desi"n aims to enhance job satisfaction andperformance methods include job rotation, job enlar"ement and job enrichment.&ther in uences on satisfaction include the mana"ement style and culture,


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employee involvement, empowerment and autonomous wor!"roups. Jobsatisfaction is a very important attribute which is fre uently measured byor"ani'ations. The most common way of measurement is the use of ratin" scaleswhere employees report their reactions to their jobs. (uestions relate to relate of pay, wor! responsibilities, variety of tas!s, promotional opportunities the wor!itself and co)wor!ers. Some uestioners as! yes or no uestions while others as!to rate satisfaction on * + scale where * represents -not all satis ed and represents -e/tremely satis ed .

1.1 Background of t e Study

0eople mana"ement is an important aspect of or"anisational processes. Thisemanated from the reco"nition that the human resources of an or"anisation andthe or"anisation itself are synonymous. 1 well)mana"ed business or"anisationnormally considers the avera"e employees as the primary source of productivity"ains. These or"anisations consider employees rather than capital as the corefoundation of the business and contributors to rm development. To ensure theachievement of rm "oals, the or"anisation creates an atmosphere ofcommitment and cooperation for its employees throu"h policies that facilitateemployee satisfaction. Satisfaction of human resource nds close lin!s to hi"hlymotivated employees. 2otivated employees then develop loyalty or commitmentto the rm resultin" to "reater productivity and lower turnover rates.

3owever, even with the widespread reco"nition of the importance of facilitatin"

the relationship between job satisfaction and motivation in facilitatin"or"ani'ational commitment, there are varyin" perspectives on the means ofdoin" this. The earliest strate"y is to use wa"e increases to lin! job satisfactionand motivation to or"ani'ational commitment #3ill 4 5iens)Tuers 6776%. 5ith thereco"nition that this is not enou"h to brin" about motivation e/pressed in jobsatisfaction, other perspectives emer"ed "ivin" particular importance to thetrainin" and s!ills development of employees #5oodru8e 6777% applied throu"hthe underlyin" principle of continuous or"anisational learnin". Since this coversonly an aspect of human resource mana"ement, a holistic approach emer"edthat tar"ets the development of a certain uality of employment life #9hampion)

3u"hes 677*% that covers fair wa"es, bene ts, other employment conditions,and career development to support the facilitation of motivation and jobsatisfaction directed towards or"anisational commitment.

This means that achievin" motivation and job satisfaction to developor"ani'ational commitment is not simple or easy and wor!s accordin" to theconte/t of individual rms. 1lthou"h, there are best practices within industries, itis up to the individual or"anisations to determine which human resourcestrate"ies meet its needs and objectives. To determine the manner thatindividual industries develop and achieve or"ani'ational commitment throu"h

job satisfaction and motivation, the study will investi"ate in)depth the humanresource strate"ies of Incepta 0harmaceuticals :imited, 1pe/ 0harma 4 ;e/imco0harmaceuticals :imited.


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1.! O"#ect$%e of t e study

The objective of the study is as follows<

To assess the satisfaction level of employees in 0harmaceutical industry

To identify the factors which influence the job satisfaction of employees

To identify the factor which improves the satisfaction level of employees

1.& Sco'e of t e study

This study emphasis in the followin" scope<

To identify the employees level of satisfaction upon that job.

This study is helpful to that or"ani'ation for conductin" further research.

It is helpful to identify the employer’s level of satisfaction towards welfaremeasure.

This study is helpful to the or"ani'ation for identifyin" the area ofdissatisfaction of job of the employees.

This study helps to ma!e a mana"erial decision to the company.

1.& ($)$tat$ons of t e study

The survey is subjected to the bias and prejudices of the respondents. 3ence*77= accuracy can’t be assured.

The researcher was carried out in a short span of time, where in theresearcher could not widen the study.

The study could not be "enerali'ed due to the fact that researcher adaptedpersonal interview method.

1.* +et odo,ogy

1 descriptive research desi"n with survey method is applied in the study. Theresearcher has used both the primary and the secondary data for the purpose ofthis study. Secondary data were collected from available boo!s, publications,research studies, articles and websites.

1 closed)ended interview)schedule was desi"ned to collect primary data.Incepta, ;e/imco 4 1pe/ 0harma are selected to collect primary data and the

researcher visited each pharmaceutical to tal! informally with pharmaceuticalo>cials for collectin" information re"ardin" job satisfaction. 1fter collectin" all


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necessary data, data have been analy'ed and tabulated descriptively. 1nd, thistabulated information used to measure perceived satisfaction and dissatisfactionlevel of the employees. To measure the satisfaction level a point scale hasbeen used which is denoted by *?S@, 6?@, A?B, C?1, and ?S1.

!. R- I-/ O0 (IT-RATUR-

The study of job satisfaction is a topic of wide interest to both people who wor!in or"ani'ations and people who study them. Job satisfaction has been closelyrelated with many or"ani'ational phenomena such as motivation, performance,leadership, attitude, con ict, moral etc. Desearchers have attempted to identifythe various components of job satisfaction, measure the relative importance ofeach component of job satisfaction and e/amine what e8ects these componentshave on employees’ productivity.

Spector #*EEF% refers to job satisfaction in terms of how people feel about their jobs and di8erent aspects of their jobs. Gllic!son and :o"sdon #6776% support thisview by de nin" job satisfaction as the e/tent to which employees li!e theirwor!. Schermerhorn #*EEA% de nes job satisfaction as an a8ective or emotionalresponse towards various aspects of an employee’s wor!. 9.D.Deilly#*EE*%de nes job satisfaction as the feelin" that a wor!er has about his job or a "eneralattitude towards wor! or a job and it is in uenced by the perception of one’s job.

J.0. 5anous and G.G. :awler #*EF6% refers job satisfaction is the sum of job facetsatisfaction across all facets of a job. 1braham 2aslow#*E C% su""ested thathuman needa from a ve)level hierarchy ran"in" from physiolo"ical needs,safety, belon"in"ess and love, esteem to self)actuali'ation. ;ased on 2aslow’s

theory, job satisfaction has been approached by some researchers from theperspective of need ful llment #Huhlen, *E A 5orf, *EF7 9onrad et al., *EK %

Job satisfaction and dissatisfaction not only depends on the nature of the job, italso depend on the e/pectation what’s the job supply to an employee #3ussami,677K%. :ower convenience costs, hi"her or"ani'ational and social and intrinsicreward will increase job satisfaction #2ulin"e and 2ullier, *EEK 5illem et al.,677F%. Job satisfaction is comple/ phenomenon with multi facets #Lisher and:oc!e, *EE6 Mie and Johns, 6777% it is in uenced by the factors li!e salary,wor!in" environment, autonomy, communication, and or"ani'ational

commitment #:ane, Gsser, 3olte and 1nne, 67*7 Nidal, Nalle and 1ra"On, 677FLisher and :oc!e, *EE6 Mie and Johns, 6777%.

@i8erent people interpret compensation di8erently. In this paper compensation,reward, reco"nition, and wa"es are terms used in di8erent situations #Pobal,*EEK%. The compensation is de ned by 1merican 1ssociation is -cash and non)cash remuneration provided by the employer for services rendered #191, p. E%.Salary was found to be the prime factor for the motivation and job satisfaction ofsalaried employees of the automobile industry from the results of the survey byHathawala, 2oore and Glmuti #*EE7%. The survey tried to asses the various jobcharacteristics and the way the employees ran!ed them as motivators andsatis ers. The results showed that compensation was ran!ed as the number one

job element for job satisfaction and increase in salary for performance was


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ran!ed as the number one job element for motivation. 9ompensation is veryvaluable tool for retention and turnover. It is also a motivator for an employee incommitment with the or"ani'ation which in result enhances attraction andretention #Pobal, *EEK 2oncar' et al., 677E 9hiu et al., 6776%. It also wor!s ascommunicator when it is "iven to employee a"ainst his services which showshow much an employee is valuable for its or"ani'ation #Pobal, *EEK%.

The mentorin" is used for development)orientation #Scandura and 5illiams,677C%. 5hen a supervisor provides mentorin", the relationship a8ects theprotQ"Qs s!ill development and intentions to remain with the employer#2c2anus and Dussell, *EEF%. &n the other hand non)supervisory mentor mayincrease mentee’s con dence by providin" access to outside or"ani'ation#Scanduraa and 5illiams, 677C%. The immediate supervisor support is veyimportant in or"ani'ational chan"e. 1lthou"h the support of supervisor is notvery crucial in satisfaction but it has positive impact on satisfaction #Rri>n,

0atterson and 5est, 677*%. 1ccordin" to 9ha!rabarty, &ubre, and ;rown #677K%-perhaps the nest way in which supervisors can portray himself as a role modelis to personally demonstrate proper techni ues so that employee couldunderstand how job should be done. J.@. 0olitis #677*% has e/amined the rolesplayed by leadership in the process of !nowled"e ac uisition and a survey wascarried out on 66F persons who have been en"a"ed in !nowled"e ac uisitionactivities to e/amine the relationship between leadership styles and !nowled"eac uisition attributes. The results showed that the leadership styles that involvehuman interaction and encoura"e participative decision)ma!in" are relatedpositively to the s!ills essential !nowled"e ac uisition.

1ccordin" to the study conducted by Lriedlander and 2ar"ulies #*E E%, it wasdiscovered that mana"ement 4 friendly sta8 relationships contribute to the levelof job satisfaction. 3owever, this result contradicts with view of 3er'ber" #*E %who supported the view that supervision is irrelevant to the level of jobsatisfaction.

1ccordin" to Lrame #677C% wor! conditions are de ned as an employee’s wor!place, wor! instruments, the wor! itself, or"ani'ation policy, and or"ani'ationalrules. 1rnold and Leldman #*EE %, promoted factors such as temperature,li"htin", ventilation, hy"iene, noise, wor!in" hours, and resources as part of

wor!in" conditions.

The wor!er would rather desire wor!in" conditions that will result in "reaterphysical comfort and convenience. The absence of such wor!in" conditions,amon"st other thin"s, can impact poorly on the wor!er’s mental and physicalwell)bein" #;aron and Rreenber", 677A%. Dobbins #677*% advocates that wor!in"conditions will in uence job satisfaction, as employees are concerned with acomfortable physical wor! environment. In turn this will render a more positivelevel of job satisfaction. 1rnold and Leldman #*EE % shows that factors such astemperature, li"htin", ventilation, hy"iene, noise, wor!in" hours, and resourcesare all part of wor!in" conditions. Gmployees may feel that poor wor!in"


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conditions will only provo!e ne"ative performance, since their jobs are mentallyand physically demandin".

1ccordin" to James ;rown #677F%, he de nes fairness as e ual treatment,receivin" the same services and bene ts as other people. Lairness means

di8erent thin"s to di8erent people, and our view of whether or not somethin" isfair often depends on the circumstances #Hlesh, J. *EFE%. 9ompetent employeesare essential to the success of any or"ani'ation. 1n important factor drivin"satisfaction in the service environment is service uality. &ne school of thou"htrefers to service uality as a "lobal assessment about a service cate"ory or aparticular or"ani'ation #0P;, *EKK%. Decently, it has been ar"ued thatsatisfaction is "enerally viewed as a broader concept and service uality is acomponent of satisfaction #Peithaml 4 ;itner, 677A%. This is because satisfactionderives from various sources, such as service encounter satisfaction and overallsatisfaction. In other words, a little satisfaction from each service encounter

leads to overall satisfaction with the service. Narious studies discussed showsthat job satisfaction has been studied with relevance to co)wor!er behaviorsupervisor behavior, pay and promotion, or"ani'ational factors and other wor!related factors. In some studies the employees were hi"hly satis ed orotherwise. The aim of this study is to determine the factors a8ectin" employee

job satisfaction in pharmaceuticals 9ompanies.

&. 2AR+AC-UTICA( INDUSTR3 IN BAN4(AD-S2

In ;an"ladesh the pharmaceutical industry comprises of about 6K lar"e andsmall companies. 1ccordin" to ;0I of @ecember 6776, the mar!et status of the

industry is as follows. The mar!et si'e is appro/imately Ta!a ;illion with a"rowth rate of appro/imately * .K=. @omestic companies are currentlydominatin" the pharmaceutical mar!et. The local companies control about FK=of the total mar!et.

*. ANA(3SIS AND INT-R R-TATION

The data after collection is to be processed and analy'ed in accordance with theoutline and down for the purpose at the time of developin" research plan.

Technically spea!in", processin" implies editin", codin", classi cation andtabulation of collected data so that they are amenable to analysis. The termanalysis refers to the computation of certain measures alon" with searchin" forpattern "roups. Thus in the process of analysis, relationship or di8erence shouldbe subjected to statistical tests of si"ni cance to determine with what validitydata can be said to indicate any conclusions.

The analysis of data in a "eneral way involves a number of closely relatedoperations, which are performed with the purpose of summari'in" the collecteddata and or"ani'in" them in such a manner that they answer the research

uestions. In this study the researcher followed above process carefully and it ispresented in this chapter

*.1 0$nd$ngs


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This section will try to hi"hli"ht and discuss the results and the ndin"s based onthe analysis done on the data collected from respondents. This research focuseson the factors a8ectin" employee job satisfaction in selected pharmaceuticalscompany. The discussion then will try to accomplish all the objectives of thestudy. In this instance, for simplicity of analysis and ndin"s, this part focuses onthe levels of employee job satisfaction in 0harmaceuticals 9ompany anddiscussion. 0harmaceuticals company survey responses are the fre uencies thatsimply refer to the number of times various subcate"ories of certain factorsoccur #in this study, the demo"raphic factors% from which the percenta"e and thecumulative percenta"e of their occurrence can be easily calculated. Thedescriptive statistics will present the feel of the data that "ives preliminary ideashow "ood the scales are, how well the codin" and enterin" of data has beendone, and the central tendency of the research variables.

*.! -)',oyees 5o" Sat$sfact$on $n ar)aceut$ca,s Co)'any

This part discusses the respondents’ overall perception of employee jobsatisfaction in 0harmaceuticals 9ompany and sub)dimensions such as pay andpromotion, job security, wor! conditions, fairness and relationship with co)wor!ers and mana"ement. The ndin"s are presented in fre uencies andpercenta"es.

*.!.1 -)',oyee Sat$sfact$on $n ar)aceut$ca,s Co)'any

Table 6< &verall level of employee satisfaction in 0harmaceutical 9ompanies Lactors in uencin" jobsatisfaction

2ean

5or!in" 9ondition 6=

0ay and 0romotion 7.C=

Lairness 7.C=

Job Security *=

Delation with 9o)wor!ers =

Delation with Supervisor .6=

1vera"e *=

*.& Descr$'t$%e Stat$cs

*.&.1 (e%e, on work cond$t$ons.

In terms of level on wor! conditions in pharmaceuticals companies, the studyfound that CC respondent’s perceived atmosphere to be -Beutral . 1bout 6Erespondents perceived the wor! conditions to be -happy , while * respondentsperceived wor! conditions as -unhappy .1 few, F respondents rated the wor!conditions as -very unhappy and -very happy . 1t last, the mean score isA.7*, so the wor! conditions are -neither happy nor unhappy . :oo!in" at themean score of A.*7, we can see that wor! conditions in uence job satisfaction inpharmaceuticals companies. #See, 1ppendi/)76%

*.&.! (e%e, on ay and ro)ot$on


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In terms of level on pay bac! in pharmaceuticals companies, the study foundthat CE respondents perceived pay and promotion to be -neither happy orunhappy , 6* of the respondents perceived the pay and promotion to be-somewhat happy -and 6* respondents perceived pay and promotion to be-somewhat unhappy . &nly a few C and of the respondents rated the pay andpromotion as -very unhappy and -very happy . 1t last, the mean score is A.76,so the pay and promotion is -somewhat unhappy . 1ccordin" to a mean score ofA.76, we can see that pay and promotion in uences job satisfaction inpharmaceuticals companies. #See, 1ppendi/)7A%

*.&.& (e%e, on 0a$rness

In terms of level about fairness in pharmaceuticals companies, the study foundthat * respondents perceived fairness to be -neither happy nor unhappy , 6Crespondents perceived the fairness to be -somewhat happy , while *respondents perceived fairness as -somewhat unhappy . 1 few respondentsrated the fairness as -very unhappy and A respondents are -very happy .Linally, the mean score is A.76, so the fairness is -neither happy nor unhappy .1ccordin" to the mean score of A.76, we can see that fairness in uences jobsatisfaction in pharmaceuticals companies. #See, 1ppendi/)7C%

*.&.* (e%e, on 5o" Secur$ty

In terms of level on job security in pharmaceuticals companies, the study foundthat 7 respondents perceived job security in pharmaceuticals companies to be-neither happy nor unhappy , 6C respondents perceived job security in

pharmaceuticals companies to be -somewhat happy , while *F respondentsperceived job security in pharmaceuticals companies as -somewhat unhappy . respondents rated job security as -very unhappy and C respondents were -veryhappy . Linally, the mean score is A.7K, so job security in pharmaceuticalscompanies is -neither happy nor unhappy . 1ccordin" to the mean score of A.7 ,we can see that job security in uences job satisfaction in pharmaceuticalscompanies. #See, 1ppendi/)7 %

*.&.6 (e%e, on Re,at$ons $' w$t co7workers

In terms of level on relationship with co)wor!ers in pharmaceuticals companies,

the study found that C6 respondents perceived relationship with co)wor!ers to be-neither happy or unhappy , 6 respondents perceived the relationship with co)wor!ers to be -somewhat happy -and *E respondents -somewhat unhappy .&nly * respondent rated the relationship with co)wor!ers -very unhappy and *Arespondents were -very happy . 1t last, the mean score is A.A7, so therelationship with co)wor!ers is -somewhat unhappy . 1ccordin" to a mean scoreof A.A7, we can see that relationship with co)wor!ers in uences job satisfactionin pharmaceuticals companies. #See, 1ppendi/)7 %

*.&.8 (e%e, on Re,at$ons $' w$t $))ed$ate su'er%$sor

In terms of level on relationship with immediate supervisor in pharmaceuticalscompanies, the study found that CE respondents perceived relationship with


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immediate supervisor in pharmaceuticals companies to be -neither happy orunhappy *C respondents perceived relationship with immediate supervisor as inpharmaceuticals companies to be -somewhat happy , while 6 respondentsperceived relationship with immediate supervisor in pharmaceuticals companiesas -somewhat unhappy . K respondents rated relationship with immediatesupervisor as -very unhappy and C rated it as -very happy . Linally, the meanscore is 6.K*, so relationship with immediate supervisor in pharmaceuticalscompanies is -somewhat unhappy . 1ccordin" to the mean score of 6.K*, we cansee that relationship with immediate supervisor in uences job satisfaction inpharmaceuticals companies. #See, 1ppendi/)7F%

*.* Conc,us$on

Gmployee job satisfaction can improve service uality and increase employeesatisfaction. In this circumstance, policy ma!ers and mana"ers have turned theirattention to provide di8erent !inds of facilities to their employees in order tosatisfy their employees. This study tested factors a8ectin" job satisfaction forpharmaceuticals companies. The results su""est that the factors hadsatisfactorily e/plained job satisfaction and that the policy ma!ers and mana"ersshould focus on the factors that a8ect employee job satisfaction, if they want toenhance their businesses. ;ased on the results for the standardi'ed values, weare able to see that wor! conditions, fairness, promotion, and pay, are !eyfactors a8ectin" pharmaceuticals companies employees’ job satisfaction. 2oneyis a "ood motivator, actually all employees’ wor! for money, employees need themoney, a "ood salary and "ood compensations are !ey factors in satisfyin" theemployee. 5e can increase the employee salary and compensation to motivatethe employee, the "ood pay bac! can be one of the !ey factors a8ectin" jobsatisfaction, also in this way one can increase the service uality andor"ani'ational performance. The factor of wor! conditions is also proven to havesi"ni cant in uence over the pharmaceuticals companies. The physical desi"n of the place does have certain impacts on job satisfaction. ;ecause the wor!conditions in the pharmaceuticals companies include the employee relationshipsand wor! environment, all these factors relate to employee job satisfaction. 1"ood wor! environment and "ood wor! conditions can increase employee jobsatisfaction and the employees will try to "ive their best which can increase theemployee wor! performance. The importance and the need is thereforedescribin" or de nin" the physical environment by identifyin" those elements ordimensions that ma!e up the physical environment. Therefore, in the

uestionnaires several elements have been de ned such as cleanliness, li"htin",noise, and furniture arran"ements. These elements are the determinant ofwhether it a8ects employee’s satisfaction. In pharmaceuticals companies, theemployees hope they all receive e ual treatment with respect to pay orpromotion. If pharmaceuticals companies create a fair competitive environment,li!e fair treatment, fair compensation, fair wor! hours, these will improveemployee job attitudes fairness can also motivate employees to be hardwor!in". 1fter this consideration, we can see that fairness can increase employee

job satisfaction satis ed employees o8er "ood services for the or"ani'ation. Thiscan increase or"ani'ational performance, so fairness is a !ey factor a8ectin" job


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satisfaction in pharmaceuticals companies. In pharmaceuticals companies jobsecurity as an aspect of job satisfaction was more important to male employeesthan to female employees. Gmployees from medium) and lar"e)sta8)si'edor"ani'ations, compared with those from small sta8)si'ed or"ani'ations, weremore li!ely to cite job security as a very important contributor to their jobsatisfaction.

*.6 Reco))endat$on

&pportunities for future study have emer"ed as a result of this study. In additionto overcomin" the limitations of data "atherin", additional research is needed toobserve the relationships between job satisfaction and wor! conditions, pay andpromotion, fairness, job security, relationship with supervisor and co)wor!ers.

The limitations have contributed to the lac! of arrivin" at many stron"lystatistically proven ndin"s and conclusions. Lor future research the followin"su""estions should be considered<

*% It is su""ested that for future research a proportionate strati ed randomsample be used to compare several public sector institutions usin" a lar"ersample.

6% The research is needed to further investi"ate the potential relationships anda8ects these variables and other e/traneous variables, such as role ambi"uity,

job level, contin"ent rewards and co)wor! have on job satisfaction.

A% (ualitative investi"ators must conduct research re"ardin" the job satisfactionof pharmaceuticals companies. This research method will provide a di8erentperspective of employees, job satisfaction and contribute a more in)depthunderstandin" of how employees view their job.

;ased on this study, and analysis of factors a8ectin" pharmaceuticalscompanies’ employee’s job satisfaction, this paper ma!es the followin"recommendations to the policy ma!ers and mana"ers of the pharmaceuticalscompanies<

*% 9reate favorable wor! conditions for the company. Ruide the employee tocommunicate e8ectively, build a "ood interpersonal environment within the

company, in order to create "ood wor! conditions.6% To improve the pay treatment of pharmaceuticals companies employees.0harmaceuticals companies should improve the overall salary pac!a"es ofemployees on the other hand, two shifts or three shifts is a way to reduce thewor!load of employees.

A% To improve fairness in pharmaceuticals companies, create a scienti cperformance appraisal system in the or"ani'ation. tili'e the other developedcountries’ scienti c performance systems, and use these systems to evaluateemployee wor! performance and evaluate employee service uality.


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C% Gnsure ri"htsi'in" strate"y within the or"ani'ation where have shorta"e ofemployees and train)up them appropriately for future positions.


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contoh thesis1

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