retention of employees @ pharmaceutical industry project report mba markting

Retention of employees in pharmaceutical industry

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 : Bangalore

Research approach : Survey method

Research Instrument : Questionnaire

Sample Plan : Personal Interview

.Sampling method : SPSS student version software

Sample size : 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

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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

¨ introducing new policies, strategies, etc

Only one performance indicator was below the mean of the scale (3); that was

“development of new production methods”.

Research findings indicated rather strong positive relationship between Employee and

organization performance at Lake chemical firms.

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 API’s & 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

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constant researching to develop new products that deliver significant value to mankind.

Lake’s 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.

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

API’s & its intermediates. Lake is highlighted on the market as one of the major producers

of Benzodiazepine series.

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 &

AustraliaSilent 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#65-047-

6559.

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 , Haloperidol-

Searle & Clonazepam- (Roche- through Nicholas Primal )] by the originators for

local & unregulated market supply

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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 micronsOGANISATIOZATION

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’

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Equipment Moc no’s Capacity

Reactor SS 316 1 600 L


Reactor GLR 1 630 L

Reactor GLR 2 1000 L

Reactor GLR 2 1600 L



Centrifuge SS 316 4 24"

Centrifuge SS 316 1 36"

Centrifuge Rubber lined 2 36"

Fluid bed drier SS 316 1 60 Kgs

Tray Drier Ms 3 48 Trays

Tray Drier(GMP

model)

SS 316 2 48 Trays

Multimillion(GMP

model)

SS 316 1 0.5mm

Sparkler

Filter(GMP

model)

SS 316 2 11 plates

Micropulveriser SS 316 3 11 plates


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 the philosophical and

professional concerns that underlie regulations and policy in this area. The report

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addresses gifts provided to individual health care professionals by representatives

of the pharmaceutical industry. Often these gifts consist of items that are designed

to enhance patient care (e.g., reflex hammers, anatomical models) or learning (e.g.,

meals at educational events, textbooks), but gifts may also be of a more personal

nature (e.g., organizers, event tickets). The promotional nature of gifts may be

subtle or obvious, depending on, for example, whether a sponsor or product name

is prominently displayed. For this report gifts are distinguished from purely

promotional items that have no intrinsic value to the recipient (e.g., product

brochures) and from compensation for professional work (e.g., honoraria). The

report discusses the definition of gifts, examines why gifts to health care

professionals from the pharmaceutical industry may be ethically problematic in the

health care setting, and reviews professional ethical guidelines and legal standards

regarding acceptance of gifts. It offers practical recommendations to guide ethical

policy within VHA. Although the analysis and recommendations offered here were

developed specifically in reference to gifts from pharmaceutical representatives,

they apply equally to gifts from representatives of medical manufacturers Gifts

provided to institutions are beyond the scope of this report.* What Is a Gift?

Webster defines a gift as: “something bestowed voluntarily and without

compensation.”12 Although this definition captures our casual understanding of a

gift as something given with no expectation that the recipient will reciprocate, it

misses much of the social aspect of gifts that make gifts from pharmaceutical

representatives to health care professionals ethically challenging. Gifts “have deep

and sometimes contradictory cultural meanings.”13 Unlike contracts, in which

parties set out clear, explicit expectations, gifts place people in binding personal

relationships that generate vague, open-ended moral obligations. The importance of

a gift lies in the personal relationship it generates, sustains, and signifies.14 Why

Are Gifts Ethically Problematic? Because gifts create relationships, health care

professionals’ acceptance of gifts from the pharmaceutical industry can be ethically

problematic in several ways. Accepting gifts risks undermining trust. It may bias

clinicians’ judgments about the relative merits of different medications. And it may

affect prescribing patterns in ways that increase costs and adversely affect access to

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care. Undermining Patient & Public Trust. Health care professionals’ fiduciary,

or trust-based, relationship with patients requires that practitioners explain the

reasons for treatment decisions and disclose any potential conflicts of interest,

including the influence of gifts. One study asked patients and physicians to rate

how appropriate it would be for a physician to accept gifts (ranging from pens to

trips) from the pharmaceutical industry, and whether they thought accepting gifts

would influence the physician’s behavior.15 With the exception of drug samples,

the patients considered gifts to be more influential than did the physicians. Almost

half of the patients who participated had not been aware that physicians received

gifts from pharmaceutical companies—and of those, 24% said that this new

knowledge changed their perception of the medical profession. Similarly, a

telephone survey of patients found that although 82% of respondents were aware

that physicians received “office-use gifts” from the pharmaceutical industry, only

about one-third were aware that physicians received personal gifts.16 Forty-two

percent believed that personal gifts adversely affect both the cost and the quality of

health care. On the basis of such data, the American College of Physicians has

concluded that “[a] significant number of patients believe that industry gifts bias

their physician’s prescribing practices and ultimately drive up medical costs.”17

Public awareness that health care professionals accept gifts from pharmaceutical

representatives may undermine trust in the profession and lead to a perceived loss

of professional integrity. VHA is a public agency and public service is considered a

public trust. Consequently, the public rightly hold VHA to a higher ethical standard

than they do private companies. As federal employees, health professionals

appointed to VHA have an obligation to ensure that citizens can have

completeBrief history of lake chemicals:

The Mill Brook sub watershed and the Blackstone River Headwaters have been

identified by the Massachusetts Executive Office of Environmental Affairs as key

priority areas to improve water quality within the Blackstone River. The Blackstone

River has been designated as a National and American Heritage River by the

National Park Service. The Blackstone River Valley National Heritage Corridor

was designated by an Act of Congress on November 10, 1986 to preserve and

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interpret for present and future generations the unique and significant value of the

Blackstone Valley. In August 1998, President Clinton declared the Blackstone

River an "American Heritage River". The National Park Service, two state

governments, dozens of local municipalities, businesses, nonprofit historical and

environmental organizations, educational institutions, many private citizens, and a

unifying commission all work together in partnerships to protect the Valley's

special identity and prepare for its future. Indian Lake is the largest body of water

located completely within the City of Worcester, Massachusetts (population of

170,000+). The 193-acre Lake with a mean depth of approximately 10 feet offers

many family activities including two public swimming beaches, picnic and

recreation areas, a public boat launch and a tennis court. Indian Lake originally

encompassed 40 acres and was surrounded by marshes and farmland. In the late

1820's during the industrial era, the Blackstone Canal was built to create a new

transportation link between Worcester, Massachusetts and Providence, Rhode

Island. The Mill Brook was dammed at Indian Lake to form the headwaters of the

Blackstone Canal and Blackstone River to control the flow of water through the

canal. In the late 1840's the Lake was used to harvest ice for local businesses. The

Upper Mill Brook Watershed area is approximately 15 square miles and extends

northerly into Holden. The main outlet from Indian Lake flows through a gated

valve in a southerly direction into Salisbury Pond and eventually into the

Blackstone River. The watershed area is heavily urbanized and the major tributary

entering into the Lake is Ararat Brook entering at the northwest corner of the Lake.

Over the past 50 years, development within the watershed has increased

dramatically which has caused increased water quality problems at Indian Lake and

its tributaries and inlets. This development has attributed to rapid sedimentation

from both upstream development and urban runoff. High phosphorous loading has

also led to eutrophication and has resulted in severe impairment of water quality,

primarily in the form of low dissolved oxygen, nuisance aquatic plants, turbidity

and organic enrichment. This has been documented in numerous studies and routine

water quality monitoring conducted by the Indian Lake Watershed Association

(ILWA) through the Blackstone Headwater Monitoring Team (BHMT) Program

BABASAB PATIL 10


and by the City Department of Public Health (DPH).Existing conditions have

substantially reduced the recreational potential of the Indian Lake. In 1978 the

Indian Lake Improvement Association was formed and in 1985, the ILWA was

incorporated as a non-profit 501(3c). The organization began as a group of

concerned residents who wanted to monitor and revive the water body and has

grown to be one of the strongest neighborhood groups in the City of Worcester,

working in cooperation with both city officials and residents to combat the effects

of development within the watershed. The ILWA now maintains a membership of

300+ members.The ILWA has completed many major tasks to protect and restore

the quality of the Lake in the recent years. These tasks include: sewered homes

along Indian Lake, dredged a portion of Indian Lake; lobbied against major land

taking for construction of Rte 190, lobbied City to repair sewer pumping station on

Holden Street, periodic treatment of Indian Lake with chemicals to control weeds;

construction of Morgan Park; completion of diagnostic feasibility studies of both

lakes; coordination of the stenciling of almost 1,500 storm drains, which ultimately

discharge into the waterbodies; gained support from the City for an annual

drawdown of Indian Lake to combat weed growth; successfully lobbied City to

pave a local roadway and long stretch of sidewalk that washed sediment into Indian

Lake during rain events; worked with the City to repair a failing septic system at

Shore Park, located on Indian Lake, coordinated funding weed control of 80% of

Indian Lake to control weed and algae growth, and continuously identify and repair

numerous illicit sanitary/storm sewer connections entering Salisbury Pond. The

ILWA meets several times per year to discuss on-going issues and projects. The

ILWA also keeps its membership of 300+ informed of important events through the

distribution of a semi-annual newsletter and provides important event, project

status and educational information. EQUIPMENT

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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. PurposeThe 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

responsibilities delegated to it by the Board from time to time consistent with the

Company’s bylaws. The powers and responsibilities delegated by the Board to the

Committee in this Charter or otherwise shall be exercised and carried out by the

Committee as it deems appropriate without requirement of Board approval, and any

decision made by the Committee (including any decision to exercise or refrain from

exercising any of the powers delegated to the Committee hereunder) shall be at the

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Equipment Capacity Nos Make

BOILER 400 KGS 1 Thermax

BOILER 600 KGS 1 Thermax

THERMOPACK 100 KGS 1 Thermax

CHILLING PLANT 40 TONS 1 Voltas

GENERATOR 125 KVA 1 Powerica

GENERATOR 185 KVA 1 Powerica

COOLING TOWER 60 TONS 1 Paharpur

ACID SCRUBBER 3000 CFM 1 Neptune

AIR HANDLING UNIT 3Apex Engineering

VACCUM PUMP 80M3/HR 5 Joyam

AIR COMPRESSOR 100 CFM 1 Ingersoll

AIR COMPRESSOR 30 CFM 2 Ingersoll

D. M. WATER PLANT 70 M3 Ion Exchange


Committee’s sole discretion. While acting within the scope of the powers and

responsibilities delegated to it, the Committee shall have and may exercise all the powers

and authority of the Board. To the fullest extent permitted by law, the Committee shall

have the power to determine which matters are within the scope of the powers and

responsibilities delegated to it.

II. MembershipThe 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. Meetings and ProceduresThe 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 Company’s 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. All non-management directors who are not

members of the Committee may attend and observe meetings of the Committee, but shall

not participate in any discussion or deliberation unless invited to do so by the Committee,

and in any event shall not be entitled to vote. The Committee may, at its discretion,

include in its meetings members of the Company’s management, any personnel employed

or retained by the Company or any other persons whose presence the Committee believes

to be necessary or appropriate. Notwithstanding the foregoing, the Committee may also

exclude from its meetings any persons it deems appropriate.The Committee shall have the

sole authority, as it deems appropriate, to retain and/or replace, as needed, any independent

counsel, consultants and other outside experts or advisors as the Committee believes to be

necessary or appropriate. The Committee may also utilize the services of the Company’s

regular legal counsel or other advisors to the Company. The Company shall provide for

appropriate funding, as determined by the Committee in its sole discretion, for payment of

compensation to any such persons retained by the Committee.The Chair shall report to the

Board following meetings of the Committee and as otherwise requested by the Chairman

of the Board.

IV. Duties and Responsibilities1. The Committee shall, at least annually, review

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the employee recruitment, hiring, development, promotion and retention policies of the

Company.2. Through an interactive process with the Company’s 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.3. To

address specific issues or problems relating to employee relations and retention 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

DutiesThe 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.Retinas-Employee Retention News: Retensa is proud to be

the company keeping you current on employee

retentiontrends,turnovertools,andtalentmanagementtactics.

Feb: Department of Small Business Services Invites Retinas to Speak at Business

Survival Conference of 175 attendees The NYC Department of Small Business Services

Flatiron BID invites Chanson Hecht, employee specialist, to speak with conference

attendees on workforce issues in an uncertain business environment. Real world scenarios

and solutions will be addressed at the Feb 25th event, such as how to reduce employee

costs without reducing productivity and what are the viable alternatives to layoffs.

Organizational Development Network Invites Retensa to Diversity PanelJan Retensa

consultant, Barbara Vigilante, was invited by the Organizational Development Network to

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take part in a panel on diversity and inclusion. Topics such as the role of diversity in talent

management and leading practices in designing, promoting and implementing diversity

initiatives will be discussed at the February 10th event.Retensa presents the Top 10

"Biggest Quits" list of 2008 Retensa presents the fourth annual review of the

most the most impact resignations of the year. 2008 was a year remembered for change.

For some, change is welcome. For others, it casts uncertainty. Stability is the new

currency, so this year's list of biggestRetention Programs to Retain Pharmaceutical

Employees:State of the Industry: In the highly regulated Pharmaceutical

Industry, jobs have become more stressful and complicated. Fierce competition has driven

salaries higher and higher and benefits must be constantly improved. Although the

Pharmaceutical Industry has lower turnover rates compared to other industries, the cost of

turnover is much greater. With strict regulations and rigid timelines, a research specialist's

resignation leaves your company with a delay in product development and a loss of talent.

Additionally, when a pharmaceutical representative leaves, they take the client

relationships with them. These stringent regulations leave employee actions vulnerable to

repercussions from their boss, the government, and sometimes even the media making

retaining talented employees invaluable. How Can Retinas Help? In order to retain your

employees and reduce turnover, a proactive approach is critical. Retensa can help your

Pharmacy organization achieve these goals by constructing an employee retention strategy

according to your company's strengths, weaknesses, budget, and goals. Recruiting, hiring,

On Boarding, and training are especially important in the Pharmaceutical Industry. An

analysis using our Emergent Employee Life Cycle can give you an accurate picture of what

current processes are successful and which ones are not as effective as they could be.

Retensa creates an action plan with clear recommendations for improvement based on

these findings. We also use exit interviews and employee engagement surveys to learn why

employees leave your company and what you can do to better retain them. Costumer

focus:To Satisfy our customers' needs and expectations

To Make commitments we fully understand and believe we can meet

To Meet all commitments to customers on time

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http://www.retensa.com/technology/employee-retention-survey.php

http://www.retensa.com/technology/outsource-exit-interview.php

http://www.retensa.com/resources/employee-life-cycle.php

http://www.retensa.com/press/2009-retensa-news/Retensa-Top-10-Biggest-Quits-List-2008.pdf

http://www.retensa.com/press/2009-retensa-news/Retensa-Top-10-Biggest-Quits-List-2008.pdf


Performance Driven:

To Verify that our products and services meet agreed requirements

To Monitor, benchmark and continuously improve our business, products, services,

organization and employees' performance

To Provide best service backup for our customers

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.

Through a quality training program, employees will learn, both the importance of quality

and how to measure it and a commitment to continually improving the quality and

reliability of Lake’s products and services. We work to offer a very low impurity profile in

our products.

About pharmaceutical promotion:

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)

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• 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,Köln, 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,

Pharmacovigilance

• Social sciences

– Psychology, Economics, Sociology, Anthropology, Management, History, Politics,

Communication Studies

• Humanities

– Logic, Ethics, Rhetoric, Epistemology, Linguistics, Semiotics, Literature, Art, Religion

• Professions

– Marketing, Public Relations, Education, Advocacy, Regulation Policing, Law,

Accounting

BABASAB PATIL 17


• Statistics

Because drug promotion is so complex this paper can only be a quick introduction

covering only the tip of the iceberg. I will have to simplify many complex issues. I

apologize for any misunderstandings or distortion that may result. The understanding of

drug promotion is also complex and difficult for the following reasons:

• The greatest obstacle to discovering the truth is being convinced that you already know it.

Many doctors believe that they all ready know everything they need to know about drug

promotion so they are not open to reconsidering their beliefs.

Peter Mansfield: Healthy Skepticism about pharmaceutical promotion page 2

• Because we swim in a see of promotion we don’t notice it, just like fish may not notice

the water that they swim in.

• The issues are not black and white.

• The conclusions from psychological research about persuasion do not fit well with the

current belief systems of many health professionals. Many reject these conclusions because

they feel wrong or difficult to believe without assessing the strength of the evidence. This

tendency of people to reject facts if they feel that they are implausible was known by the

ancients. Plato who attributed the following quote to Socrates discussing sophistry: “In

courts of justice no attention is paid whatever to the truth… all that matters is plausibility...

both prosecution and defense positively suppress the facts in favour of probability, if the

facts are improbable. Never mind the truth -- pursue probability through thick and thin in

every kind of speech; the whole secret of the art of speaking lies in consistent adherence to

this principle.” (Plato, Phaedrus 272). Thucydides wrote that "When someone finds a

conclusion agreeable, they accept it without argument, but when they finds it disagreeable,

they will bring against it all the forces of logic and reason." Modern psychologists call

these tendencies

“confirmation bias”.

• Many health professionals perceive any discussion of drug promotion to be a threat to

their freedom to choose

for themselves what to do, including whether or not to accept gifts from drug companies.

Psychological

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research has found that threats to freedom often elicit reactance. Reactance is an emotional

reaction against

threats to freedom or pressure to change. Reactance can cause people to adopt or

strengthen views contrary to

what was intended.

What is promotion?

Promotion can be defined as persuasion with the aim or effect of increasing or

decreasing the use, sales or acceptance of a product, service or idea. Promotion is a subset

of marketing. The 3 other main components of marketing are: developing the product,

pricing and distribution or placement. Thus the 4 Ps of marketing are: product, price,

promotion and place. Promotion includes many methods: advertising, sales representatives,

gifts, samples, sponsorship, public relations etc.

Do we think we are influenced?

Many studies around the world have found similar results to a study by Steinman et

al (2001). When they asked young US physicians: “How much influence do sales

representatives have on your prescribing?” the answers were: 61% none;38% a little and

1% a lot. It seems that the majority of us are confident that we are completely or nearly

completely invulnerable to promotion. However we are not so confident about our

colleagues. When asked “How much influence do sales representatives have on other

physicians’ prescribing?” the answers were: 16% none; 33% a little and 51% a lot.1 have It

is very common for humans to believe that they are at lower risk of harm than other

people. Psychologists call this the illusion of unique invulnerability. Consequently if you

think you not vulnerable to being misled by drug promotion you are in the majority.

However, there is also evidence that this illusion increases vulnerability. Overconfidence

increases vulnerability because it reduces the motivation to think carefully about

persuasive messages so they are less likely to be rejected.2 One of the main reasons why

doctors are overconfident is that they believe that their high intelligence is an adequate

protection. Recently, an Australian national GP leader for denied that doctors were be

adversely influenced by drug promotion. His main justification for this denial was that:

“Doctors have the intelligence to evaluate information from a clearly biased source.”3

BABASAB PATIL 19


However intelligence is a risk factor for overconfidence and overconfidence is the main

risk factor for being vulnerable to misleading promotion. For example, a study of internet

fraud has found that “clever people are easier to con… To do the bigger scams you need

the victims to trust their own capabilities and experience… A significant number of high-

loss cases involved specialists such as psychiatrists, psychologists and neuro-surgeons.”4

Are we influenced?

Pharmaceutical industry staff believe that drug promotion is effective because

they see sales change soon after promotional activities occur. In 1964 advertising company

executive Pierre Garai disclosed that: “As an advertising man, I can assure you that

advertising which does not work does not continue to run. If experience did not show

beyond Peter Mansfield: Healthy Skepticism about pharmaceutical promotion page 3

doubt that the great majority of doctors are splendidly responsive to current [prescription

drug] advertising, new techniques would be devised in short order.”5

Pharmaceutical companies have a legal obligation to invest money only where it is most

likely to provide the highest return on investment. In many countries they have been the

most profitable of all industries for most of the past 100 years. They only invest in

promotional activities where they have good reason to believe are likely to increase prices

and/or sales volumes. They would not invest in promotion if it did not work on average to

provide high returns on investment. Drug companies spend huge amounts on promotion in

most countries. They may spend more in the USA but that is the only country where

reliable expenditure data is available. “Pharmaceutical promotion in the United States in

2004 is as high as $57.5 billion… Excluding direct-to-consumers advertising and

promotion towards pharmacists, the industry spent around $61,000 in promotion per

practicing physician… As a percent of U.S. domestic sales of $ 235.4 billion, promotion

consumes 24.4% of the sales dollar versus 13.4% for R&D.”6 The following graph shows

the volume of prescribing of drug A in a hospital in northern USA. The doctors in that

hospital were asked if they were influenced by drug promotion. They denied it. Initially the

level of prescribing was low. It increased when the doctors received an invitation to an all

expenses paid seminar about the drug in a resort in Florida. The level of prescribing

dropped while the doctors were away at the seminar then increased even more after they

got back.7 Perhaps the initial level of prescribing was too low and the post promotion level

BABASAB PATIL 20


was more appropriate. The main point here is that doctors who believed that they were not

influenced were in fact influenced. Observational evidence such as this study is not as

conclusive as randomized controlled trials. However the industry has millions of sales

graphs similar to this one.

Are we vulnerable to being misled?

I am a member of a team doing a systematic review of studies that have

measured doctors’ exposure to promotion and measured the quality of prescribing and

analyzed the relationship between those two measures. So far we have found 7

studies -

1. Andersen M, Kragstrup J, Sondergaard J. How conducting a clinical trial affects

physicians' guideline adherence and drug preferences. JAMA. .

2. Aubrey L., Hensgen F., Sermet C. La diffusion de l’innovation pharmaceutique en

medicine liverale: revue dela literature et premiers resultants francais. Bulletin

d’information en economies de la sante.

3. Becker MH, Stolley PD, Lasagna L, McEvilla JD, Sloane LM. Differential education

concerning therapeutics and resultant physician prescribing patterns. J Med Educ..

Peter Mansfield: Healthy Skepticism about pharmaceutical promotion page 4

4. Berings D, Blondeel L, Habra ken H. The effect of industry-independent drug

information on the prescribing of benzodiazepines in general practice. Eur J Clin

Pharmacology.

5. Haayer F. Rational prescribing and sources of information.

6. Muijrers PE, Grol RP, Sijbrandij J, Janknegt R, Knottnerus JA. Differences in

prescribing between GPs: impact of the cooperation with pharmacists and impact of visits

from pharmaceutical industry representatives.

7. Spingarn RW, Berlin JA, Strom BL. When pharmaceutical manufacturers' employees

present grand rounds, what do residents remember? Acad Med. 1996 Jan;71(1):86-8.Of the

7 studies 4 found that exposure to promotion correlated with lower quality prescribing.

Two studies found no correlation. This could mean that promotion is not effective all the

time or perhaps there were effects that those 2 studies did not detect. One study found

mixed effects. Exposure to promotion was associated with higher levels of prescribing for

BABASAB PATIL 21


less common severe cases where the drug was appropriate (improving quality) but also

higher levels of prescribing for more common less severe cases where the drug was

inappropriate (decreasing quality). On the available evidence exposure to promotion can be

associated with increased or decreased quality of prescribing. It may sometimes have no

effect, in which case it is just a waste of money. It appears that overall exposure to drug

promotion may do more good than harm. There is not enough evidence of benefit to justify

doctors investing their limited time in allowing themselves to be exposed to drug

promotion. There is corruption in most professions including the medical profession.

However that is not the main problem arising from drug promotion. The main problem is

unintended bias. “Social science research shows that even when individuals try to be

objective their judgments are subject to an unconscious and unintentional self-serving

bias.”8

What percentage of promotion is potentially misleading?

The answer to this question depends on definition used. My definition is:

Promotion is potentially misleading when it omits relevant information that is needed for

good decisions or includes persuasion techniques that that have been

identified as potentially misleading in studies of logic, critical appraisal, psychology or

rhetoric. These techniques ay be

used deliberately with intent to mislead or ay be used innocently by people who have been

misled themselves. For 25 years I have been looking for an example of promotion that is

not potentially misleading. The reason I want such an example is that I want to influence

drug companies and praise is a more effective way to influence people than criticism.

However I have not been able to find any examples in Australia or any of the many other

countries I have visited. Sometimes I have found advertisements that I initially think are ok

but on loser examination I find that they had fooled me. I frequently ask audiences at the

talks I give to send an example of promotion that is not potentially misleading butnone

have been sent to me. If you see a good example please send it to me at

[email protected]. It is still possible that some promotion is ok but I think the

parentage must be very small. I conclude that the percentage of promotion is potentially

misleading is likely to be near 100%.

BABASAB PATIL 22


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 and university hospitals confer legitimacy and

prestige on pharmaceutical studies, the bulk of contract research is conducted in the private

sector by physicians in private practices or for-profit, dedicated research centers.

BABASAB PATIL 23


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; O’Neill 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 levels—the

individual and institutional—can shape the other, but each have unique implications,

particularly if trust is misplaced (O’Neill 2002). Specifically, trust in individuals may

overemphasize those actors’ intentions and motives while obscuring the effects of how

institutions structure (and limit) that trust (Shapiro 1987). For example, physicians

conducting drug trials may indeed have the best interest of human subjects in mind, but

nonetheless they have only limited jurisdiction over decision-making regarding subjects’

participation. Thus, subjects’ trust in those physicians may give them a false sense of

confidence that their wellbeing is appropriately safeguarded. Examining trust at the level

of individuals can ignore the myriad constraints that are placed on the range of individual

actions and choices.confidence in the integrity of the federal government (5 CFR

2635.101; EO 12674). Whereas the public relies on legal enforcement mechanisms to

BABASAB PATIL 24


assure that private health care organizations comply with relevant law and regulation, they

expect public agencies and employees to adopt policies that not merely follow the rule of

law but also promote its spirit by establishing goals of exemplary behavior as ethical

standards. Acceptance of any type of gift from the pharmaceutical industry by VHA

employees risks eroding public trust in VHA, possibly to a greater degree than would be

the case for employees in private agencies. More importantly, the beneficiaries of

government programs—veterans, in the case of VHA—are often more dependent on

government services than are those who rely on private programs. This greater dependence

gives rise to the government’s obligation to adhere to a stricter ethical standard. Effects on

Professional Relationships. Given the ways in which gift giving differs from entering into

a contractual relationship, gifts from pharmaceutical representatives to health care

professionals can blur the distinction between formal business exchanges and informal,

interpersonal exchanges.13 The social experience of giving and receiving gifts affects the

relationship between the two parties in complex and subtle ways. Anthropological

literature13 explains that the recipient of a gift often feels three types of obligation toward

the giver: grateful conduct (i.e., acceptance of the gift and expression of gratitude), grateful

use (i.e., in accord with the giver’s intention), and reciprocation. Obligations to accept the

gift and thank the giver and to use the gift as the giver intended stem from the purpose of

gift exchange—building personal, moral relationships. The felt obligation to reciprocate, to

give or do something in exchange for the gift is most troubling in the health care context.

As Murray notes, “Appropriate reciprocation depends on particular cultural norms and the

specifics of the relationship.”13 In the context of a gift to a health care professional from a

pharmaceutical industry representative, practitioners commonly understand that the hoped

for reciprocation involves the health care professional writing more prescriptions for the

drug(s) the representative is promoting. Bias & Conflicts of Interest. Health care

professionals may be influenced by accepting gifts in two ways. As we have noted, they

understand that prescribing selected pharmaceutical products is the industry’s preferred

form of reciprocation, and some may be influenced to do so in response to the gift

received. One study, for example, found that physicians who met with or accepted money

from representatives of pharmaceutical companies (e.g., for educational presentations)

were more likely to request that the companies’ drugs be added to a hospital pharmacy

BABASAB PATIL 25


than were colleagues who did not interact with pharmaceutical companies.18 A review of

physicians’ prescribing patterns found that usage of two drugs increased significantly

among physicians who attended “all-expense-paid” symposia at resorts sponsored by the

manufacturer of the drugs compared to their practice before the symposia.19 The majority

of physicians responding did not believe that such incentives would alter their prescribing

practices. Similarly, a recent study reported that British general practitioners who had

weekly contact with drug company representatives were more willing to prescribe new

drugs and more likely “to express views that will lead to unnecessary prescribing” than

general practitioners with less frequent contact with pharmaceutical representatives.20 The

second concern is that gifts may insidiously introduce undetected or under appreciated bias

into professionals’ assessment of the overall merit or value of promoted pharmaceutical

products. There is evidence to indicate that practitioners themselves are often poor judges

of whether or when external factors, such as gifts, influence their decision making.3, 15,

21–23 For example, 86% of respondents to a nurse practitioner and physician assistant

survey regarding pharmaceutical industry.

Retention of employees training:

Here training fits in. Many employers believe that training boosts morale,

enhances motivation, and improves personnel retention. Marriott hotels found, for

example, that effective training of its entry-level workers had a profound effect on keeping

these employees.

The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique

combination of training and employment screening. After receiving instruction in 12

essential skills, job applicants were expected to successfully demonstrate these skills. A

1992 Southport Institute study of workplace education concluded that the longer an

organization had an educational program in place for its personnel, the more likely it was

to experience lower turnover, improved morale, and reduced hostility among its people.[2]

* What else affects turnover? While there have been other reports of dramatic decreases in

employee turnover due to effective training, most of these studies lack validity since during

BABASAB PATIL 26


the periods studied there were concomitant changes that could have influenced turnover

rates. For instance, Roma Lee Taunton attempted to measure the impact of management

training on turnover among nurses. Although her findings suggested a positive cause-

effect, results may have been skewed: At the time of her study, considerable downsizing of

hospitals was taking place in her area.[2] It seems to follow that anything that increases

unemployment may also increase worker retention.

Employee selection procedures can also distort turnover studies (better selection often

results in diminished turnover). Richard Wellins is quoted as saying, "If you have a

turnover problem ... 8 of 10 times it may very well be due to selection of personnel rather

than (lack of) training."

Leadership styles and major management innovations have a significant impact on

turnover, too. Wellins found, for instance, that the turnover rate in work-team--oriented

facilities was sometimes half that of similar institutions with traditional worker-

management structures.

Almost anything that influences morale can affect turnover (salary and benefits, new

policies or practices, changes in leadership, union organizing activities, to name just a

few). If you believe employee attitude surveys truly reflect morale, and you accept the

theory that morale is an important factor in personnel retention, then there is abundant

evidence to support the fact that training positively affects holding onto employees. A

study of chain-store employees showed a marked reduction in employee dissatisfaction

after an interpersonal skills training program was implemented. Jo Westfall claims that

satisfaction surveys led to improved laboratory employee retention.

BABASAB PATIL 27


Organization chart:

BABASAB PATIL 28

HR MANEGER

HEAD BREWER

MANEGER GENERAL WORKS

MANEGER QUALITY ASSURANCE

MAINTENANCE ENGINEER

MD

JUNIR OFFICER

SENIOREXCETIVE OFFICER

TRINEE CHEMIST

EXECETIVE OFFICER

LAB ASSISTANT

MICROBIOLOGIST

MICROBIOLOGIST

MANEGER ACCOUNT

JUNIR OFFICER ACCOUNT

STORES

CLERK& OFFICE ASSISTSNT

LAB ASSISTANT OFFICE

ASSISTANT


Research Methodology:

Data Source : Primary Data (Field Survey)

Secondary data-Internet

Area of Research : Bangalore

Research approach : Survey method

Research Instrument : Questionnaire

Sample Plan : Personal Interview

.Sampling method : SPSS student version software

Sample size : 100 Respondents

BABASAB PATIL 29


1.In which of he following rewards system would you like to work?

Frequency Percent Valid Percent

Cumulative Percent

Validpiece rate system

36 36.0 36.0 36.0

fixed salary 32 32.0 32.0 68.0

fixed salary commission

20 20.0 20.0 88.0

any other 12 12.0 12.0 100.0Total 100 100.0 100.0

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.

BABASAB PATIL 30


2.Are you getting equal wages for equal work?

Frequency PercentValid Percent Cumulative Percent

Valid yes 84 84.0 84.0 84.0

no 16 16.0 16.0 100.0

Total 100 100.0 100.0

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.

BABASAB PATIL 31


3. If, not list the demand that are not so far met by the company?


Cumulative Percent

ValidHRA Increase

3 3.0 3.0 3.0

JA Increase

4 4.0 4.0 7.0

Basic 4 4.0 4.0 11.0DA 5 5.0 5.0 16.0Not responds

84 84.0 84.0 100.0

Total 100 100.0 100.0

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.

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4.If the above need fulfilled, for how many extra hours you are ready to work?


Cumulative Percent

Valid 2 hrs 45 45.0 45.0 45.0

4 hrs 44 44.0 44.0 89.0

8 hrs 5 5.0 5.0 94.0

i will not are ready to

work

6 6.0 6.0 100.0

Total 100 100.0 100.0

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

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5. Are you having job security in your company?


Cumulative Percent

Validyes 76 76.0 76.0 76.0

no 24 24.0 24.0 100.0

Total 100 100.0 100.0

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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6.Job security plays very important role to work more?


Cumulative Percent

Validstrongly agree

18 18.0 18.0 18.0

agree 58 58.0 58.0 76.0disagree 14 14.0 14.0 90.0strongly disagree

10 10.0 10.0 100.0

Total 100 100.0 100.0

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.

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7.Do you know the exact goals of your company?


Cumulative Percent

Validyes 80 80.0 80.0 80.0

no 20 20.0 20.0 100.0

Total 100 100.0 100.0

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.

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8.Do you feel are working in consonance with goals of the organization?


Cumulative Percent

ValidYes 79 79.0 79.0 79.0

No 21 21.0 21.0 100.0

Total 100 100.0 100.0

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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9. Recognition of sincere efforts motivates a person work well?


Cumulative Percent

Validstrongly gree

29 29.0 29.0 29.0

agree 59 59.0 59.0 88.0

disagree 9 9.0 9.0 97.0

strongly disagree

3 3.0 3.0 100.0

Total 100 100.0 100.0

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.

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10.The recognition of good work ,if considered for promotion, it will motivate the workers to work well


Cumulative Percent

Valid strongly agree

49 49.0 49.0 49.0

agree 41 41.0 41.0 90.0

disagree 5 5.0 5.0 95.0

strongly disagree

5 5.0 5.0 100.0

Total 100 100.0 100.0

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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11. Authority and responsibility are well balanced in our organization?


Cumulative Percent

Validstrongly agree

51 51.0 51.0 51.0


3 3.0 3.0 100.0

Total 100 100.0 100.0

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.

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12. Are you getting canteen, sanitary, quarters, medical fecility very well and those are motivating factors?


Cumulative Percent

Validstrongly agree

47 47.0 47.0 47.0


7 7.0 7.0 100.0

Total 100 100.0 100.0

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.

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13, Are happy with the position and the status of the job in which you are working?


Cumulative Percent

Validyes 81 81.0 81.0 81.0

no 19 19.0 19.0 100.0

Total 100 100.0 100.0

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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14. Work and working conditions are pleasant and interesting?


Cumulative Percent

Valid yes 80 80.0 80.0 80.0

no 20 20.0 20.0 100.0

Total 100 100.0 100.0

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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15.If not why?

Frequency Percent Valid Percent Cumulative Percent

Validplace of work is not congenial

10 10.0 10.0 10.0

strained superior and subordinate relationship

8 8.0 8.0 18.0

defective combination system

8 8.0 8.0 26.0

any other(specify) 13 13.0 13.0 39.0

not respond 61 61.0 61.0 100.0

Total 100 100.0 100.0

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.

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16. The worker wishes belong to one or other informal group in organ?


Cumulative Percent

Valid yes 90 90.0 90.0 90.0

no 10 10.0 10.0 100.0

Total 100 100.0 100.0

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.

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17.If yes, do you feel the association with the informal group motivates the employee to work well in the organization?


Cumulative Percent

Valid yes 90 90.0 90.0 90.0

no 10 10.0 10.0 100.0

Total 100 100.0 100.0

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.

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18. Are you happy other members of the group with which you are working?


Cumulative Percent

Validyes 81 81.0 81.0 81.0

no 19 19.0 19.0 100.0

Total 100 100.0 100.0

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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19.If not, why?


Cumulative Percent

Validlack of cohesion among the members

16 16.0 16.0 16.0

lack of cooperation among the

5 5.0 5.0 21.0

lack of coordination

7 7.0 7.0 28.0

any other(specify)

18 18.0 18.0 46.0

not responds 54 54.0 54.0 100.0

Total 100 100.0 100.0

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.

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20. Are you in position to work with head and heart (with devotion and happiness) in

your co?


Cumulative Percent

Valid yes 76 76.0 76.0 76.0

no 24 24.0 24.0 100.0

Total 100 100.0 100.0

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

BABASAB PATIL 49


21. if not, why?


Cumulative Percent

Validlack of efforts by management to improve employee morale

20 20.0 20.0 20.0

improper delegation system

10 10.0 10.0 30.0

imbalance between authority and responsibility

4 4.0 4.0 34.0

lack of proper encourage ti sincere workr

10 10.0 10.0 44.0

not responds 56 56.0 56.0 100.0

Total 100 100.0 100.0

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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22. Do you feel you are involved in decision making process?


Cumulative Percent

Valid yes 80 80.0 80.0 80.0

no 20 20.0 20.0 100.0

Total 100 100.0 100.0

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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23.if not, why?


Cumulative Percent

Validnegligence and unwillingness of management

1 1.0 1.0 1.0

procedural problems

6 6.0 6.0 7.0

lack of faith

7 7.0 7.0 14.0

any other specify

6 6.0 6.0 20.0

not respond

80 80.0 80.0 100.0

Total 100 100.0 100.0

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.

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24.Are you having sufficient job advancement opportunites in your company?


Cumulative Percent

Valid yes 77 77.0 77.0 77.0

no 23 23.0 23.0 100.0

Total 100 100.0 100.0

Interpretation: According to survey know that 77% are responds are yes, and 23% are no

in having sufficient job advancement opportunities in your company

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25.If not, do you feel it need for employees motivation?

Frequency

Percent Valid Percent

Cumulative

Percent

Validyes 21 21.0 21.0 21.0

no 2 2.0 2.0 23.0

3 77 77.0 77.0 100.0

Total 100 100.0 100.0

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.

BABASAB PATIL 54


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.

BABASAB PATIL 55


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

¨ introducing new policies, strategies, etc

Only one performance indicator was below the mean of the scale (3); that was

“development of new production methods”.

Research findings indicated rather strong positive relationship between Employee and

organization performance at Lake chemical firms.

BABASAB PATIL 56


BIBLIOGRAPHY

LAKE Chemical Notes

WWW.lake chemical.com

WWW.google.com

Business magazines (business times)

News papers (Economic times, Times of India).

BABASAB PATIL 57

http://WWW.google.com/


Questionnaire

1) Name: _________________________________________________

2) Age :

3) Gender: Male Female

4) Occupation: Professional Others

5) Annual Income: Below 1, 00,000 1, 00,000 – 3, 00,000

3, 00,000 – 5, 00, 000 5, 00,000 & Above

6) Address:_______________________________________________________

_______________________________________________________

_______________________________________________________

7) Contact number: _______________________________

INTERVIEW SCHEDULE FOR EMPLOYEES:

1. In which of the following reward system would you like to work?

i. Piece rate system ii. Fixed salary

BABASAB PATIL 58


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

iii. Disagree iv. Strongly disagree

7. Do you know the exact goals of your company?

i. yes ii. No

8. Do you feel are working in consonance with the goals of the organization

i. Yes ii. No

9. Recognition of sincere efforts motivates a person work well



10. The recognition of good work, if considered for promotion, it will motivate the workers to work well



11. Authority and responsibility are well balanced in our organ.



12. Are you getting canteen, sanitary, Quarters, Medical facilities very well and those are motivating factors.



13. Are you happy with the position and the status of the job in which you are working

i. Yes ii. No

14. Work and working conditions are pleasant and interesting

i. Yes ii. No

15. If not why?

i. place of work is not congenial ii. Strained superior and subordinate relationship

BABASAB PATIL 59


iii. Defective combination system iv. Any other (specify)

16. The worker wishes belong to one or other informal group in Orgn

i. yes ii. No

17. If yes, do you feel the association with the informal group motivates the employee to work well in the organization?

i. Yes ii. No

18. Are you happy other members of the group with which you are working?

i. Yes ii. No

19. If not why?

i. Lack of cohesion among the members ii. Lack of co-operation among the iii. Lack of co ordination iv. Any other specify

20. Are you in a position to work with head and heart (with devotion and happiness) in your co.,

i. yes ii. No

21. If not, why?

i. Lack of efforts by management to improve employee morale

ii. Improper delegation system

iii. Imbalance between authority and responsibility

iv. Lack of proper encourage to sincere worker

22. Do you feel you are involved in decision making process?

i. Yes ii. No

23. .If not, why?

i. Negligence and unwillingness of management

ii. Procedural problems

iii. Lack of faith

iv. Any other specify

24. Are you having sufficient job advancement opportunities in your company?

i. Yes ii. No

25. If not, do you feel it needed for employees motivation?

i. Yes ii. No

BABASAB PATIL 60


BABASAB PATIL 61

retention of employees @ pharmaceutical industry project report mba markting

Business

retention of employees

company recognition

thepharmaceutical industry

employee satisfactions

employee babasab patil

pharmaceutical firms

employee andorganization

lake chemical industry