A

PROJECT REPORTON

“JOB SATISFACTION”

IN

Glenmark Pharmaceutical Ltd. Kishanpura

Submitted to Punjab Technical university, JalandharIn partial fulfillment of the requirements for the degree of

Masters in Business AdministrationBatch (2010-12)

Submitted To : Submitted By :

Ms. Geetika Sharma Pooja Sharma MBA-4TH (HR) Roll No. 104292247341

Chanakya Institute Of ManagementGharuan (Mohali)

1

CERTIFICATE

This is to certify that the research project report entitled “JOB SATISFACTION” submitted by Pooja Sharma is a bonafide piece of work conducted under my supervision and guidance. The data sources have been duly acknowledged. It may be considered for the partial fulfillment of the degree of Master of Business Administration.

PROJECT GUIDE:Ms Geetika Sharma

Lecturer (CIM)

2

ACKNOWLEDGEMENT

First of all I would like to thank GOD, who bestowed me with enough health and courage to accomplish this task.

I feel privileged in expressing my deep gratitude and thanks to HR Managers for providing me an opportunity to do the project at Glenmark Pharmaceutical Ltd.

I would like to thanks all the Head of Department and respective sectional Heads of Glenmark ltd. for their cooperation.

I feel that this acknowledgement would not be complete, if I fail to express my sincere thanks to my friends, parents, employees of Glenmark ltd. Who contributed directly or indirectly for the successful of my Research Project.

(Pooja Sharma)

3

DECLARATION

This is to certify that the Project titled “Job Satisfaction” is a bonafide work done by me, in partial fulfillment of the requirements of the degree of Masters In Business Administration.

I also declare that this project is a result of my own efforts and that has not been copied from anywhere and I have taken only citations from the literary resources which are mentioned in the Bibliography section.

PlaceDate (Pooja Sharma)

4

CONTENTSCONTENTS

Chapter 1: Introduction To The Company Profile

Chapter 2: Introduction To The Job Satisfaction

Chapter 3: Review Of Literature

Chapter 4: Scope And Objective Of The Study

Chapter 5: Research Methodology

Chapter 6: Data Analysis & Interpretation

Chapter 7: Findings Of The Study

Suggestions

Conclusion

Bibliography

5

PREFACE

Project is an important part of any professional course. The Research Project, which is incorporated in MBA course, helps the students to see for themselves how they fit in typical business enterprise.

The research project at GLENMARK ltd. gives me practical insight into the working of the company especially in the field of human resources which until now was limited to books only. But these six weeks have been special & proved to be a value addition in the field of personal management and how actually functions are performed in the organization.

The first part of the report is all about the company and its functioning, the structure and other important information regarding its incorporation.

6

CHAPTER-1

INTRODUCTION TO THE COMPANY PROFILE

GLENMARK PHARMACEUTICALS LIMITED

7

Company Background

Glenmark Pharmaceuticals Limited (Glenmark) is a leading pharmaceutical company headquarters in Mumbai, India. The company was incorporated in1977 by Gracias Saldanha. Glenmark manufactures and markets generic formulation products and active pharmaceutical ingredients (API), both in the domestic and international markets. In the formulation business, its business spans segments such as Dermatology, Internal Medicine, Pediatrics’, Gynecology, ENT and Diabetes. The company also invests in New Chemical Entity (NCE) research and has in pipeline two drug candidates in phase II trials and four drug candidates that are expected to commence phase I trial in the near future

Glenmark has four manufacturing facilities for formulations and additional three facilities for APIs. These manufacturing facilities are located in the states of Goa, Himachal Pradesh, Gujrat and Maharashtra in India. The company also owns a manufacturing facility in Sao Polo, Brazil.

Glenmark’s operations are spread across more than 80 markets for formulations business. It supplies APIs to over 45 markets.3 the company has presence in the highly regulated markets of the USA and Europe. It has incorporated subsidiaries in the UK, Switzerland, the USA and Brazil.

Glenmark Pharmaceuticals in the

8

European Union (EU)

Glenmark made a foray into the EU in 2004. Europe, contributing nearly 30 per cent in value terms to the global pharmaceutical market is the key region for the company’s international ambitions. The company eyes the generics market which is set to increase in the coming years.

Glenmark Pharmaceuticals in the UK

Glenmark operates in the UK through its subsidiary, Glenmark Pharmaceuticals (UK) Ltd. that was established in 2004.With an easy access to markets in London, the rest of the UK and the EU, this subsidiary caters to the European API and formulations market.

Glenmark is developing generics products for the European market. Glenmark’s UK subsidiary is also exploring opportunities for inorganic growth in various European countries. It recently entered into an agreement with Generics UK, a unit of Merck Kga, Germany, for joint-development, filing and marketing of eight generic dermatological products in Europe.

VISION &MISSION

9

Vision ,Mission and Values of Glenmark

Our Vision

 

To emerge as a leading integrated research – based global pharmaceutical company

 

Our Values

Achievement

We value achievement of objectives and consistently strive towards our Vision, with perseverance.

 

Respect

We respect all our stakeholders.

 

Knowledge

We value knowledge such that it empowers our people to find innovative solution to manage change.

Our Mission

1.Our mission to create more and more customer in future.

10

2. to know the customer values towards the product.

3.create value of the product in the minds of the customer

11

Formulation Business

Glenmark’s formulations business is currently organized around four regions:

India,

Asia

Latin America,

Central Eastern Europe and

Semi Regulated Markets of Africa/Asia/CI

The formulations business focuses on therapeutic areas viz. dermatology, anti-infective, respiratory, cardiac, diabetes, gynecology, CNS, and oncology. India is the largest market in terms of revenue for the organization.

The formulations business has five manufacturing facilities; three in India and two overseas. These facilities are approved by several regulatory bodies. The facility at Baddi, Himachal Pradesh, India is also approved by MHRA and USFDA for semi-solids.

The overseas facilities are situated in Brazil and the Czech Republic. While the manufacturing facility in Brazil services requirements of the Latin American region, the Czech facility services requirements of the Central Eastern Europe region. Glenmark has also invested in a dedicated R&D facility for formulations development. This R&D Centre, situated near Nashik, India is engaged in developing specialty/ branded formulations for global market.

India

12

Glenmark is a well-known brand in the Indian industry and has been operating in the market since 1977. It is a leading player in the dermatology segment. The India business contributes 30 % to the overall sales of the group. The business registered a compounded average growth of 16% for the last three years – This growth rate is significantly higher than industry growth rate.

The India formulations business operates through 12 divisions with focus on Dermatology, Gynecology, Diabetology, Cardiology, Internal medicine, ENT & Pediatrics. Glenmark markets over 300 products in India. It launched over 40 new products in last three years. The number of brands where Glenmark is No. 1 in the market are 22 and the number of brands where it is amongst top 3 in the market are 15.

Asia

Glenmark started operations in the Asian region in 80s by setting up offices in Malaysia & Sri lanka.

The company has presence in 12 markets in the region with 3 subsidiaries in Philippines, Malaysia and Thailand and 2 branch Offices in Vietnam and Cambodia. Malaysia, Vietnam, Philippines are the key focus market for Glenmark. Presently Malaysia is the largest subsidiary followed by Philippines for the region. More than 30 brands are sold in each of the focus markets and over 400 products are registered in the region.

Latin America

Glenmark has been operating in the Latin American region since early 1960.

This was primarily by way of exporting branded formulations to Caribbean markets. It was only in 2004 when the organization began to increase focus in this high-potential region through an acquisition in Brazil, the largest pharmaceutical market in the region. Presently the company operates in 12 markets in this region. Brazil is the largest subsidiary for the region and the other key focus markets are Mexico, Peru, Venezuela and Ecuador. The region has grown by a compounded average growth rate of 28 % for the last three years. Over 250 products are sold in the region.

13

Central Eastern Europe

In March 2007 Glenmark Pharmaceuticals completed the acquisition of Medicamenta as., a Czech-based pharmaceutical company. This marked the beginning of Glenmark’s presence in Central Eastern Europe, one of the most promising regions in the world for branded formulations. This was the first operational subsidiary in Europe with presence in both countries i.e. Czech Republic and Slovakia.

In July 2008, Glenmark made its entry into Poland by acquiring a portfolio of seven branded products from Actavis. The acquisition of this product portfolio went well with Glenmark’s overall strategy for increasing revenue and accelerating growth in a key strategic market like Poland.

Earlier in that same year 2008, Glenmark Pharmaceuticals began operations in Romania. The Romanian company is already marketing a number of CNS and cardiovascular products including the specialty products ‘Aflen’ and ‘Eneas’.

The total number of products sold in this region is over 25.

Manufacturing Facilities In India

Being a leading pharmaceutical company and growing every year, Glenmark has had to continuously invest in manufacturing capacity to meet growing demand for its products. The company has five manufacturing facilities.

Glenmark has three manufacturing facilities in India.

Nasik, Maharashtra

Nalagarh , Himachal Pradesh

Baddi , Himachal Pradesh

.Nasik, Maharashtra

The Nasik facility began operations in the year 1983. It is Glenmark’s first manufacturing facility.

Today the facility manufactures more than 200 products catering to the bulk of the demand for solid orals, liquid orals, and external creams and powders across 71 markets in Asia [including

14

India], Africa, CIS/Russia and Latin America This state-of-the-art facility has been approved by WHO-GMP and several international regulators across the semi-regulated markets.

Nalagarh , Himachal Pradesh- India

The Nalagarh manufacturing facility which became operational for Glenmark in May 2009 is located 60 Km from Chandigarh. It is situated in the foothills of Dauladhar range of the Himalayas in Nalagarh area of District Solan in state of Himachal Pradesh. The plant has three main sections for the manufacture of dosage forms, viz, Liquid,

Ointment/Cream, and Lotion. The facility currently manufactures a wide range of products. Presently it caters to the Indian market but it will soon service the requirements requirements of other operating emerging markets.

Baddi , Himachal Pradesh – India

This state-of-the art manufacturing facility situated in Himachal Pradesh commenced production in FY 2005–06.

The facility caters to the production of solid orals, semi-solid and liquid orals as well as external preparations like lotions, creams, etc. The facility manufactures over 300 products for India and semi-regulated markets. A section of this manufacturing facility has also been designed to cater to the needs of regulated markets for certain dosage forms.

15

CHAPTER-2

INTRODUCTION OF JOB SATISFACTION

16

JOB SATISFACTION

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job an affective reaction to one’s job; and an attitude towards one’s job . job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

Job satisfaction is a positive emotional state that occurs when a person's job seems to fulfill one's needs. It is not always related with the money factor-because some people also work to satisfy their urge to work. Dissatisfaction in a job occurs due to many factors let's take them up one by one.

Factors Influencing Job Satisfaction:-

There a number of factors which influence one's satisfaction in the job situation. They can be categorized under two broad headings.

(i) Organisational Factors.

(ii) Personal Factors.

(1) Organisational Factor :

A major amount of time is spent in the work place by all of us. The place where we spend such a lot of time should fulfill our needs to some extent. The factors related to the work place are :

Reward :

Reward includes all incentives like raise in pay, perks, facilities and promotion. The promotion factor is a major factor in job satisfaction. An employee can only achieve job satisfaction and work better when he knows that he will get his dues and raises in due time.

17

Physical Working Condition:

The physical working conditions like availability of necessary furniture, lighting facilities, work hazard* also plays a major role in the factor of job satisfaction.

Cooperation:

Cooperation and attitude of the staff members with the person is also an important factE«rintheJob'«satisfaction of the person.

(ii) Personal Factors :

Interest: Whether the nature of the work is of interesty of he employee is a question. Answer of which tells the job satisfaction of the person. The second important factor in the job satisfaction of the person. The second major factors are the personal factors.These are as follows:

Personality Traits:

Some jobs are suitable only to a certain type of personalities. For example a doctor or a sales person Job is such that they are in regular contact with general public. If they are shy in nature or cannot talk much they will not be able to be successful In that setting which will cause dissatisfaction to them. While choosing for a job one should see that they have those personality traits which are necessary for that job because matching of the personality traits with the job is very necessary.

Status and Seniority:

It has been found that the higher a person's position with in the organisation the job satisfaction reported is also high.

Life Satisfaction:

Whether the job which a person is doing giving the person life satisfaction too?Life satisfaction is a ten which is referred to Maslow’s hierarchy of need of self adualization. A person wants to establish or reach a goal in his life and it can be accomplished through the work which one is

18

doing. It is other than the monetary part. For example taking out publications or conducting researches etc.

Theories of Work Motivation

Three theories have been given on work motivation. These are

goal setting theory equity theory expectency theory

(i) Goal Setting Theory :

We are often told by our elders to do our best. The question here arises is that when can we know that we have reached the optimal level and can stop trying. The goal setting theory suggests that setting specific goals leads to high performance. A person who sets specific goal will work better than a person without goals. This theory also suggests that motivation heightens with difficulty in goal.

(ii) Equity Theory:

Ram is asked by his employer to come to the office on Sundays also. Once when his child was ill, he asked for a half day off. His employer refused to give him the leave. Now Ram denies when his employer asks him to come for some work on holidays. The equity theory proposes that in work setting employees prefer jobs in which the output is equal to input. It means that if the perceived output matters the input we achieve balance.

(iii) Expectancy Theory :

The idea behind this theory is that worker's motivation is determined by expectancy of

the outcomes in terms of salary increases, promotions etc.

desirability.

the effort to achieve them i.e. will the reflection of the work with the evaluation

19

JOB SATISFACTION: DEFINATIONS

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions most notably illumination on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity called the Hawthorne Effect. It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management Taylorism also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

20

Models of job satisfaction

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

Two-Factor Theory (Motivator-Hygiene Theory)

21

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace .This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals.

Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.).The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Communication Overload and Communication Underload.

One of the most important aspects of an individual’s work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to “the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca, Monge, & Russel, 1977).” Individuals in an organization can experience communication over-load and

22

communication under- load which can affect their level of job satisfaction. Communication overload can occur when “an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace, Monge, & Russel, 1997).” Due to this process, “given an individual’s style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individual’s ability to process them (Farace, Monge, & Russel, 1997).” According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

23

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment.

Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause.Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:

Emotional dissonance . Emotional dissonance is a state of discrepancy between public displays of emotions and an internal experience of emotions, that often follows the process of emotion regulation.Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.

Social interaction model. Taking the social interaction perspective, workers’ emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction performance of emotional labor that produces desired outcomes could increase job satisfaction.

24

Factors that negatively affect job satisfaction:

Some of the most common factors that are responsible for a decline in job satisfaction level of the employees are:

Fear of losing the job

Feeling undervalued

Lack of opportunities

Feeling like a failure

Low pay scale

Improve your job satisfaction level

Think positive

Improve your job skills

Maintain balance

What employers can do to boost the job satisfaction level of employees?

When it comes to job satisfaction, the people most affected are the employers and the managers. If the employees are not happy with their jobs, they start losing interest in work and the company has to suffer. If the employers want the workers to deliver the very best they have to make sure that their job satisfaction level is good.

In order to improve the job satisfaction level of the employees, the managers should follow some simple but very effective steps. These include:

Improving the work environment and creating a friendly workplace for the employees so that their stress level stays in control.

Providing incentives and rewards to keep the employees motivated.

25

Paying the employees what they deserve as being underpaid is the most common reason for employee dissatisfaction from job.

Keep challenging the employees and keep setting goals for them to achieve.

Encourage communication between the employees and the managers so that they know who to talk to when they have a work related problems.

26

Dealing with a Negative Work Environment

Having a positive work environment is extremely important if you want to give your best at work. If you are working in a negative environment, it not only brings down your productivity but also has an effect on your motivation level. While most of us hope that we will be provided with a healthy and positive working environment, not all of us are that lucky.

Sometime you might find yourself trapped in a negative environment which is detrimental to the quality of work and the management might not be doing anything to change the circumstance. So what can you do in such circumstances? It is not an option to leave the job as the job market in Pakistan is already tough and those who have a job want to keep holding on to their jobs. The best option in such a situation is to make some effort of your own to create a positive working environment which will boost your productivity.

Here are a few tried and tested methods which can help in building a positive atmosphere, minimizing negativity and boosting your overall morale:

27

Building a Positive Atmosphere

Establish Trust:

Be Positive when Communicating:

Share Credit:

Bond with the Co-workers:

Don’t Play the Blame Game:

Be Appreciative:

Help Your Colleagues:

Communicate Effectively at Work

Being able to communicate effectively at work is essential to any professional’s success regardless of which department he is working in. Most people do not pay much attention to their communication skills and as a result get easily overlooked at the time of annual promotions. Communication skills are not only important for interacting with the clients but also when interacting with co-workers and the boss.

Each and every day an employee has to interact with dozens of people, both inside the office and out of it. These people might be clients, colleagues, superiors, juniors, vendors, etc. Interacting with all of these people requires some level of communication skills as one has to interact with each person differently in order to get the best results.

Keep It Simple & Clear:

Clarity and simplicity are the two most important aspects of being a good and effective communicator. Using too many confusing words and uttering speeches in long sentences serve no other purpose than to confuse the listener. Be direct in whatever you have to say. If you made a mistake, there is no need to spin a story on the reasons why it happened.

Just admit your fault, excuse and make sure it never happens again. When dealing with a client, give a direct assessment of the situation so that the client can understand and participate in the discussion rather than confusing him with useless gibberish.

28

Make Your Point:

Talking about things that are not directly related to your agenda can have a negative effect as the listener will lose focus. You should state the agenda soon after you have set the ground and dwell on the important topics only. When you are articulate, the clients, boss and coworkers will take you seriously and pay more attention to your ideas.

Engage The Listener:

While being professional and articulate are important for a communicator, you need to make sure that you don’t sound cold or distant. When you are holding a conversation make sure that the listener is at ease and comfortable with the way you are talking and let him be relaxed so that he does not completely block you out.

Be a Good Listener:

The key to being an effective communicator is to become a great listener as well. Being a good listener enables you to hold the attention of the other person much longer as the other person feels involved. Whenever you are communicating with someone make sure that you give the other person a chance to express his views as well.

29

Dealing With A Difficult Coworker

During the course of professional life, one often comes across coworkers who are not so easy to get along with. Some of them can be avoided easily, yet others make it impossible for you to simply ignore them and continue your work. Most of us choose to ignore a difficult employee, even if he is directly interfering with our work, rather than confronting him. While this might be the easier solution, having a difficult coworker affects your work productivity tremendously and makes it hard for you to perform at your maximum potential in the long run.

There are many ways to deal with a difficult coworker without making a big deal and creating a bad impression on the boss.

Confront or avoid

Avoid petty arguments

Keep an open mind

Keep it to yourself

Having a healthy and positive attitude at work is essential if you wish to be productive and give the maximum possible output. If you have a colleague who disrupts the smooth flow of work and is creating unnecessary problems for you, then it is best that you tackle the problem rather than letting your work suffer. However, if the difficult coworker is not interfering with your work then it is best to simply avoid and ignore him as much as possible and focus all your energies at work.

30

CHAPTER-3

REVIEW OF LITERATUE

Review of literature

31

Frederic H. Decker AND Lauren D. Harris (2009) has

examined predictors of intrinsic job satisfaction, overall satisfaction, and intention to leave the job among  nursing assistants (NAs).Design and Methods:The  study focused on NAs who worked 30 or more hours per week in a nursing home. Data on 2,146 NAs meeting this criterion came from the 2004 National Nursing Assistant Survey, the first telephone interview survey of NAs nationwide. Regression equations were calculated in which intrinsic satisfaction, overall satisfaction, and intention to leave were dependent variables. NA attributes (e.g., job tenure and education) and extrinsic job factors (e.g., assessment of supervisor behavior, pay satisfaction, and benefits) were exogenous  variables.Results:A positive assessment of the  supervisor's behavior had the strongest association with intrinsic satisfaction. Pay satisfaction had the second strongest association with intrinsic satisfaction. Predictors with the strongest associations with intention to leave were overall and intrinsic satisfaction. Assessment of the supervisor was not associated directly with intention to leave. Assessments of the supervisor and pay may affect overall satisfaction and intention to leave in part through their direct effects on intrinsic satisfaction. Some facility and NA attributes were related to intrinsic satisfaction but not to overall satisfaction, suggesting that intrinsic satisfaction may be an intervening variable in the impact of these attributes on overall  satisfaction.Implications:Intrinsic satisfaction and  extrinsic job factors amenable to change appear central to NAs’ overall satisfaction and intention to leave. A facility may be able to improve extrinsic job factors that improve NAs’ job-related affects, including intrinsic satisfaction.

N. van SAANE (2003) describe Background Although job satisfaction research has been carried out for decades, no recent overview of job satisfaction instruments and their quality is available.

Aim The aim of this systematic review is to select job satisfaction instruments of adequate reliability and validity for use as evaluative tools in hospital environments.

Methods Systematic literature searches were performed in the Medline and PsycInfo databases. First, the construct of job satisfaction was operationalized by generating work factors from both theoretical studies and meta‐analyses or reviews of empirical studies on job satisfaction. Secondly, emphasis was placed on the internal consistency, construct validity and responsiveness of these instruments.Twenty‐nine job satisfaction instruments were retrieved in total.

Results Seven instruments met the defined reliability and validity criteria. Of the seven, the ‘Measure of Job Satisfaction’ had an adequate content validity. Only the ‘Job in General Scale’ provided data about ‘responsiveness’ to change.

Conclusion Few instruments have shown both high reliability and high validity, but little is known about their evaluative potential.

32

Bonnie Sibbald (2000) examined Background. Job satisfaction is an important determinant of physician retention and turnover, and may also affect performance.

Objective. Our aim was to investigate changes in GP job satisfaction from 1987 to 1998, covering a period of major change in the organization of British general practice.

Methods. Postal surveys of random national samples of GPs were carried out by separate groups of investigators in 1987, 1990 and 1998. In each survey, the questionnaire contained a standardized job satisfaction scale and a list of 14 job stressors. The final samples consisted of 1817 GPs in 1987 (response rate 45%), 917 GPs in 1990 (response rate 61%) and 1828 GPs in 1998 (response rate 49%).

Results. For both men and women, overall job satisfaction declined from 1987 to 1990 and then improved from 1990 to 1998, although satisfaction in 1998 remained below that in 1987. Women tended to report higher levels of satisfaction than men in all 3 years. Satisfaction with nine specific aspects of work showed dissimilar patterns of change over time. From 1987 to 1990, reported levels of stress increased for eight of 14 job stressors. Of these, three subsequently declined in 1998, two remained unchanged and three continued to increase. Of the six job stressors which showed no change from 1987 to 1990, five subsequently increased as sources of stress. Men and women differed in their sources of stress, but the differences were not consistent over time.

Conclusions. The results suggest that GP job satisfaction has improved significantly from the low point reached following the introduction of the 1990/1991 NHS reforms, although reported levels of stress in relation to many aspects of work have continued to increase. The changes are discussed within the context of wider research into the determinants of GP job satisfaction in order to anticipate the likely effects on GPs of future organizational reforms.

Corné A. M. Roelen (2008) examined Background When dissatisfaction with work precedes sickness absence, screening for satisfaction levels might usefully detect workers at risk of sickness absence.

Aim To investigate whether job satisfaction was associated with subsequent sickness absence days or episodes.

Methods A sample of workers was randomly drawn from a population of employees who had an episode of absence between January and April 2003. Job satisfaction was measured using a validated single question with a Likert-type scale ranging from 1 (very dissatisfied) to 7 (very satisfied). Job satisfaction levels were linked to the number of recorded sickness absence days and episodes in 2003, distinguishing between short (1–7 days) episodes and long (>7 days) episodes.

33

Results Of 898 questionnaires distributed, 518 (58%) were returned. The mean ± standard deviation job satisfaction level was 5.1 ± 1.4 and negatively related to the number of sickness absence days. Job satisfaction was also negatively related to the number of short episodes and long episodes of absence, but these associations were not significant.

Conclusions Job satisfaction was significantly related to total sickness absence duration. The association with the number of sickness absence episodes was weak and just below the level of statistical significance. Assessing work satisfaction levels might usefully identify those workers most likely to have the greatest sickness absence duration.

Jørn Hetland (2008)

The aim of the study was to investigate possible effects of a total smoke-ban in Norwegian bars and restaurants (introduced on June 1st 2004) on employees' job satisfaction

. A national representative sample was randomly selected from the public registry of all companies in the hospitality business. A baseline survey was conducted in May 2004, follow-up measurements were performed in September/October 2004 and May 2005. Altogether, 1525 employees agreed to participate in the baseline survey. Among respondents at baseline, 894 (59.4%) remained in the sample at the first follow-up and 758 (49.7%) at the second follow-up. Analysis of variance for repeated measures revealed a significant three-way interaction between personal smoking behaviour, attitudes towards the ban before it was enacted and time from baseline to the second follow-up. A small decline in job satisfaction was found between baseline and the first follow-up among employees who were daily smokers and had a negative attitude towards the ban. There was, however, an increase in job satisfaction between the first and second follow-up among the others (non-smokers and smokers with a positive attitude towards the ban). While job satisfaction was higher among smokers with negative attitudes towards the ban than among other employees before the ban entered into force, the opposite was the case one year later. The work environments in bars and restaurants seem to have changed towards being more satisfactory for non-smokers and smokers with positive attitudes towards the ban before it was enacted. In contrast, a small but persisting worsening of job satisfaction was found among employees that were daily smokers and had a negative attitude towards the ban.

Stewart Collins (2008)

Many pieces of research have been undertaken in recent years that consider stress in statutory social work. The research has tended, inevitably, to focus on negatives in social workers’ lives, by considering dissatisfaction with the job, absences from work and other physical, psychological and behavioural symptoms of stress. Little attention has been given in the studies of stress and social work to expanding on the positives of social work,

34

the rewards involved, high job satisfaction, the importance of how workers cope with the job, the contribution of supervision, personal and group support at work and home, alongside the positive well-being of many individual social workers. This article highlights the satisfaction social workers feel about their work, considers healthy and unhealthy coping strategies that are, and might be, used, gender differences and the importance of various forms of support from within the work setting, especially mutual group support, accompanied by individual differences linked to good self-esteem, personal hardiness and resilience.

E. Michinov and B. Chiron(2008)

Background There is an increasing awareness in the medical community that human factors are involved in effectiveness of anaesthesia teams. Communication and coordination between physicians and nurses seems to play a crucial role in maintaining a good level of performance under time pressure, particularly for anaesthesia teams, who are confronted with uncertainty, rapid changes in the environment, and multi-tasking. The aim of this study was to examine the relationship between a specific form of implicit coordination—the transactive memory system—and perceptions of team effectiveness and work attitudes such as job satisfaction and team identification.

Methods A cross-sectional study was conducted among 193 nurse and physician anaesthetists from eight French public hospitals. The questionnaire included some measures of transactive memory system (coordination, specialization, and credibility components), perception of team effectiveness, and work attitudes (Minnesota Job Satisfaction Questionnaire, team identification scale).

The questionnaire was designed to be filled anonymously, asking only biographical data relating to sex, age, status, and tenure.

Results Hierarchical multiple regression analyses revealed as predicted that transactive memory system predicted members’ perceptions of team effectiveness, and also affective outcomes such as job satisfaction and team identification. Moreover, the results demonstrated that transactive memory processes, and especially the coordination component, were a better predictor of teamwork perceptions than socio-demographic (i.e. gender or status) or contextual variables (i.e. tenure and size of team).

Conclusions These findings provided empirical evidence of the existence of a transactive memory system among real anaesthesia teams, and highlight the need to investigate whether transactive memory is actually linked with objective measures of performance.

A. N. Ofili and O. Ogbeide (2004)

Background Studies on job satisfaction and health have mainly been carried out among Caucasian populations. Similar studies are lacking in Nigeria.

35

Aim

To investigate the level of job satisfaction and its relationship to psychological disorder amongst Nigerian doctors.

Methods

All 190 doctors at the University of Benin Teaching Hospital were invited to participate in a cross-sectional study. The respondents completed two selfadministered questionnaires, a specifically designed (25-item) questionnaire and a standard instrument—the General Health Questionnaire (GHQ 28).

Results

One hundred and fifty-two doctors responded, giving a response rate of 80%. Twenty-one (14%) doctors had a GHQ score of 4 and above, and were at increased likelihood of having a psychological disorder. Fifty-four per cent were either very dissatisfied or dissatisfied with their jobs, while 30% were very satisfied or satisfied with their jobs. The proportion of doctors with GHQ scores of 4 or above increased with the level of dissatisfaction although this was not statistically significant. The crude odds ratio of psychological disorder (GHQ score 4 and above) in dissatisfied respondents compared to satisfied respondents was 2.2 (95% confidence interval = 0.6–8.4). The odds ratio remained non-significant after controlling for the presence of adolescent children, stress outside work and length of service.

Conclusion

This study showed a high rate of job dissatisfaction among Nigerian doctors compared to their European and North American counterparts. The reason for this is not altogether obvious. Further research is needed to determine the causes of job dissatisfaction amongst Nigerian doctors.

S. Bodur(2002)

The objective of the study was to identify job satisfaction levels and their causes among health care workers employed at public health centres. A survey was therefore carried out

of health care workers in 21 health centres in Konya, Turkey. The Minnesota Satisfaction Questionnaire was used to investigate job satisfaction. The satisfaction score and proportion of those satisfied were determined according to demographic features. The percentage of satisfied health care workers was 60% and the satisfaction score was 3.8 ± 0.5.

Midwives had the lowest satisfaction scores. Working environment and income were the most important factors for dissatisfaction. There was no correlation between global satisfaction and other demographic variables. These results showed that the health care workers at public health

36

centres in the province have low satisfaction scores. Improving working conditions and income may improve the overall quality of health care provision.

R. L. McNeely(1988)

Among 1,337 human service workers, older workers were significantly more job satisfied than younger workers. Although job dullness was most predictive of satisfaction for all workers, it became increasingly important in explaining job satisfaction with age. Compared to the young and middle-aged, the satisfaction of older workers was predicted by a somewhat different set of variables, none of which included demographic factors such as income, education or gender.

37

CHAPTER-4

SCOPE AND OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY:-

38

Scope of the study about the Job Satisfaction was limited to Company that is GlenmarK Pharmaceutical LTD. In Baddi only.

This study emphasis in the following scope: To identify the employees level of satisfaction upon that job.

This study is helpful to that organisation for conducting further research.

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

This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees.

This study helps to make decision to the company.

OBJECTIVES OF STUDY

To study the satisfaction of employees with regards to salary & compensation management.

To assess as the satisfaction level of employees in Glenmark Ltd.

To identify the factors which influence the job satisfaction of employees.

To know the employee satisfaction towards the development activities.

To understand the impact of job satisfaction on efficiency of employees.

To determine whether the organization is drive value satisfaction to its employees.

39

CHAPTER-5

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

40

Research Methodology is a way to systematically solve the research problem. The Research Methodology includes the various methods and techniques for conducting a Research “Marketing Research is the systematic design, collection, analysis and reporting of data and finding relevant solution to a specific marketing situation or problem”. D. Slesinger and M.Stephenson in the encylopedia of Social Sciences define Research as “the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art”.

Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. The purpose of Research is to discover answers to the Questions through the application of scientific procedures. Our project has a specified framework for collecting data in an effective manner. Such framework is called “Research Design”. The research process followed by us consists of following steps:

Research Design:-

Exploratory Research:-Exploratory research is preliminary study of an information problem about which research has little or no knowledge.It incorporates the development of concept through and assumption.

Descriptive Research:-A type of conclusive research which has as its major objective the description of something-usually market characteristics or functions. In other words descriptive research is a research where in researcher has no control over variable. He just presents the picture which has already studied.

Conclusion Oriented Research:-Research designed to assist the decision maker in the situation. In other words it is a research when we give our own views about the research.

Sample Design-Sampling can be defined as the section of some part of an aggregate or totality on the basis of which judgement or an inference about aggregate or totality is made. The sampling design helps in decision making in the following areas:-

Universe of the study-The universe comprises of two parts as theoretical universe and accessible universe

Theoretical universe- It includes all the people throughout the universe.

Accessible universe- It includes people of Glenmark Pharmaceutical Ltd.

For the purpose of job satisfaction in Glanmark Pharmaceuticals Ltd. exploratory research was conduct, a questionnaire was developed for Employees, fully capable of elucidating all types of information required for the present study.

41

Tools Data Collection

Data Source

Research Approach

Research Instruments

Sample Size

Contact Method

Sampling Units

Primary

Secondary

Survey

Questionnaire

(50-60) Employees

Personal

Employees of Different Department

Data Collection:-

Data is Methods of Data Collection- Research work is exploratory in nature. Information has been collected from both Primary and Secondary data.

Primary sources- Primary data are those, which are collected are fresh and for the first time and thus happen to be original in character. Primary data has been collected by conducting surveys through questionnaire, which include both open- ended and close-ended questions and personal and telephonic interview.

Secondary sources- Secondary data are those which have already been collected by someone else which already had been passed through the statistical process. Secondary data has been collected through magazines, websites, newspapers and journals.

42

Primary data collection

Questionnaire :-

The objective behind formation of the questionnaire was to elicit opinion of the respondent on concerned topic and to find out the willingness to be an internal faculty of their subjects. These revealed relevant information which was required for analyzing the various objectives of the study.

Interviewing and observing the respondents :-

Respondents were asked certain questions regarding of their department & observation was done to conduct on its depth study of the same, while getting questionnaire filled up by the employees.

Secondary Data Collection

Company’s Profile

Website of Acme Formulation Pvt. Ltd.

SAMPLING

43

1. Sampling area:

Following departments were chosen for survey

Recruitment & training

Finance & account

Production department

Store department

2. Sample Size:

50-60 Employees

Statistical methodology applied :

In the present work, statistical technique percentage method is used for analysis of data collected.

Percentage Method:

Percentage is calculated by the formulation P = R x 100 T

Where, P= Percentage.

R= No. of responded to the particular option.

T= Total number of respondents.

44

CHAPTER-6INTERPRETATION OF DATA

Interpretation of data

45

1 . Are you satisfied with food providing to you at company canteen?

60%

30%

8%

2%

Column1

STRONGLY SATISFIEDSATISFIEDNEUTRALSTRONGLY DISSATISFIEDDISSATISFIED

From the chart it is quite clear that food provide to the employees are good. Maximum employees are strongly satisfied and 30% employees are satisfied, 8% employees are given not any response about food provide to them.2% employees are not agree with food provide to them is very good.

46

Attribute Percentage

STRONGLY SATISFIED 60%

SATISFIED 30%

NEUTRAL 8%

STRONGLY DISSATISFIED 0%

DISSATISFIED 2%

TOTAL 100%

2. Are you satisfied with your salary according to your work load?

72%

20%

5% 3%

Column 2

MUCH SATISFIEDSATISFIEDNEUTRALSTRONGLY DISSATISFIEDDISSATISFIED

Salary is a thing which motivate to employees to give their best. In Glen mark 72% employees are much satisfied with their salary according to their work load.5% given not response that says its average and 3% employees are dissatisfied with the salary according to their work load..

47

Attribute Percentage

MUCH SATISFIED 72%

SATISFIED 20%

NEUTRAL 5%

STRONGLY DISSATISFIED 0%

DISSATISFIED 3%

TOTAL 100%

3. Are you getting timely payment of salaries/DT?

ATTRIBUTE PERCENTAGE

YES 98%

NO 2%

TOTAL 100%

98%

2%

Column 3

YESNO

From the chart it is clear that all employees getting timely payment .98% employees are agree with their salary’s payment .2% employees are disagree with it. They says some time due to some problems they get late salary.

4. What do you feel about the work load are given to do?

48

ATTRIBUTTE PERCENTAGE

HEAVY 2%

SEASONAL 2%

NORMAL 70%

LESS 11%

NOT ANY 15%

TOTAL 100%

2% 2%

70%

15%

11%

Sales

HEAVYSEASONALYNORMALLESSNOT ANY

Work load are given to employees very normal. Sometime it give heavy load on workers .15% employees says that there are not any work load .2% says it seasonal load.

5 . How your superior behaves with you?

ATTRIBUTE PERCENTAGE

STRICTLY 3%

FRIENDLY 97%

49

UNFRIENDLY 0%

BADLY 0%

TOTAL 100%

3%

97%

Column5

STRICTKYFRIENDLYUNFRIENDLYBADLY

Superior’s behavior is very friendly (97%) and some employees are response that some time employer behaves very strictly.

6 . What do you feel about job security in your organization?

ATTRIBUTE PERCENTAGE ATTRIBUTE PERCENTAGE+5 60% -1 0%

+4 20% -2 0%+3 10% -3 0%

+2 10% -4 0%

50

+1 0% -5 0%

0 0% 0%

TOTAL 100% TOTAL 0%

60%20%

10%

10%

Column6543210-1-2-3-4-5

Job security in the organization is very good .60%employees says its excellent .20% employees are fully satisfied with job security.10% employees says its average.

7. Are you feel satisfied with safety measures provide by your company?

ATTRIBUTE PERCENTAGE

MUCH SATIAFIED 62%

SATISFIED 33%

DISSATISFIED 5%

51

EXTREMELY DISSATISFIED 0%

TOTAL 100%

62%

33%

5%

Column1

MUCH SATISFIEDSATISFIEDDISSATISFIEDEXTREMELY DISSATISFIED

Maximum employees 62% are much satisfied with safety measures . 33%employees are satisfied and 5% employees are dissatisfied. Company provide good safety measures to their employees.

8. Are you satisfied with the facilities provided by your organization for workers welfare?

ATTRIBUTE PERCENTAGE

YES 95%

NO 5%

52

TOTAL 100%

95%

5%

Column1

YESNO

95% employees are satisfied by the facilities provide by organization for employees welfare.5% employees are not satisfied .maximum employees are satisfied with welfare facilities provide by organization.

9. Does the company implement change & innovation to make work easy & accurate?

ATTRIBUTE PERCENTAGE

ALWAYS 5%

SOMETIME 90%

53

RARELY 4%

NEVEER 1%

TOTAL 100%

5%

90%

4%

1%

Column1

ALWAYSSOMETIMERARELYNEVER

From the chart its clear that company implement change & innovation to make work easy & accurate.5% employees says company implement change always but 4% says its very rarely make any change .90% employees says that company make change according to need .

10. Do you get the proper medical facilities ?

ATTRIBUTE PERCENTAGE

YES 95%

54

NO 5%

TOTAL 100%

95%

5%

Sales

YESNO

Medical facilities provide to employees are very good.95% employees are much satisfied where 5% employees are dissatisfied with medical facilities.

55

CHAPTER-7

FINDINGS OF THE STUDY

Finding of the study:-

56

The employees are strongly satisfied with their salary according to their work load.

The employees are satisfied with food provide them at company canteen.

The employees are getting timely payment of salaries.

The emloyees feels that whatever the field work given by company that is normal work load.

The superior behaves with employees that is friendly.

The employees are satisfied with safety measure measures provide by your company.

SUGGESTIONS57

The company should conduct periodical survey to know the attribute of employee towards disqualify of life which leads to job satisfaction.

By giving good salary and proper caring can decrease a stress level.

The concept of participative management should be adopted.

To decrease the stress level program like Yoga, counseling should be adopted.

Special training programmed for employees should be developed.

There should be proper understanding between top level and lower level employees.

CONCLUSION

58

Most of the employee feel that their main satisfaction in life comes from their work.

There are some employee who are not in a good relations with their present employer and they need change. The safety and health conditions are to some extent in favors of the employees but It need to be worked upon. Everybody is quite happy with the fringe benefits that are given to them. Sometime all in all every employee is very satisfied with their job.

BIBLIOGRAPHY

Kothari C R, “Research Methodology methods and techniques”, New Delhi, Vishwa rakashan, pg15 to 21,72,117,118,110

59

Gupta C. B., “Human Resource Management”,New Dehli, Sultan Chand & Sons, pg 30.2-30.10,eighth edition,2007.

Ashwathapa K. “Human resource and personnel management, Tata Mcgraw Hill, New Delhi,1997.

Prasad L M,”Organisational Behaviour”New Dehli,Sultan Chand & Sons,pg 228- 237,fourth revised edition,2008.

www.glandmarkpharma.com www.glandmarkpharmacuticalltd.com

60