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Retention of employees _ pharmaceutical industry PROJECT REPORT MBA MARKTING

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Retention of employees _ pharmaceutical industry PROJECT REPORT MBA MARKTING Powered By Docstoc
					              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




     BABASAB PATIL                                                                     1
              Retention of employees in pharmaceutical industry


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                                                 2
              Retention of employees in pharmaceutical industry


   Findings:
    In company the coordination is very good between the employees and
     management.
    In the company the employee satisfaction with there job.
    The mutual coordination between the members in company.
    The rewards systems are in the company is very piece rate system
    The company has giving equal wages to the employee.
    The company recognition of sincere efforts to motivate the employee in
       organization.
    The present working condition is very good in lake chemical industry.
    The employees have facing problem with decision making process to progress there
       company.


Suggestions:
    The company has focus on giving extra security to employee in inside the
       organization
    The company having aware of exact goals of there industry.
    To motivate employee the company having giving extra benefit to improve
       Working condition in company.




CONCLUSION:
                  Assessment of overall performance of the pharmaceutical firms, as
perceived by research sample, was relatively high;, only learning/ growth/ innovation
dimension got an assessment below high level. Performance measures which were
assessed a little below high level were:
¨ Resources acquisition and utilization
¨ Employees’ satisfaction
¨ attracting new customers


     BABASAB PATIL                                                              3
              Retention of employees in pharmaceutical industry

¨ 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
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.


     BABASAB PATIL                                                                    4
                 Retention of employees in pharmaceutical industry

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 & Australia


Silent feature:
       Lake is a WHO GMP certified facility.
       Having a finished goods handling area with a class 1,00,000 air handling.
       We have been awarded the export house status based on our export performance by
        the Govt. of India.
       Possesses a sophisticated manufacturing facility as we are gearing-up to enter the
        US Market in the near future
       Registered at international recognized DUN & Bradstreet D&B D-U-N-S#65-047-
        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
       Facility is built as per ICH guidelines with a focus to get into the US market with
        the Benzodiazepine range of products
       Equipped with an in-house jet-mill and can offer micro ionized grade with the
        finest particle size of 100% less than 10 microns



       BABASAB PATIL                                                                5
                 Retention of employees in pharmaceutical industry



  OGANISATIOZATION PROFILE:
                  Health care professionals who prescribe pharmaceutical products base their
prescription decisions on many factors including effectiveness, safety, and cost. In an effort
to influence practitioners’ prescribing practices, the pharmaceutical industry employs diverse
marketing and promotional strategies, among them offers of free drug samples, educational
materials, meals, and other forms of gifts. These efforts are both intensive and expensive. In
2001 the drug industry spent more than $16 billion on visits to physicians’ offices. In the last
five years the number of pharmaceutical company sales representatives in the U.S. has
increased from 42,000 to 88,000.1 Some 80% of physicians report having been offered cash
or gifts from pharmaceutical industry representatives.2 Many physicians meet with
pharmaceutical industry representatives four or more times per month.3 Serious ethical
concerns have been raised about these contacts between the pharmaceutical industry and
individual health care professionals, especially when gifts are involved.4-9 The practice of
accepting gifts from pharmaceutical industry representatives risks compromising health care
providers’ professional objectivity and integrity, and undermining their fundamental ethical
commitment to putting the interests of patients first. Gift incentives to participate in
continuing professional education programs are the wrong incentives for health care
professionals and trainees, who should be independently motivated to participate in lifelong
learning.7 And there are economic consequences when the costs of gifts are passed along to
patients, health care institutions, and third-party payers in the form of higher prices for drugs.
Escalating drug costs may ultimately result in limitations on access to care. Federal
regulations (at 5 CFR, Part 2635) establish standards for conduct in relation to gifts for all
federal employees. But anecdotal reports from the field indicate that beyond these mandated
thresholds, local facilities’ policies about accepting gifts from the pharmaceutical industry
vary widely within VHA. To address this state of affairs, new national policy limits the
access representatives of the pharmaceutical industry may have to facilities and staff.* This
national guidance provides a foundation for the development of more uniform local policies
throughout the system. This report by the VHA National Ethics Committee examines the
values at stake in relationships between practitioners and the pharmaceutical industry from
the perspective of health care ethics. Its goal is to clarify the philosophical and professional


       BABASAB PATIL                                                                       6
                Retention of employees in pharmaceutical industry

concerns that underlie regulations and policy in this area. The report 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 care.
Undermining Patient & Public Trust. Health care professionals’ fiduciary, or trust-based,
relationship with patients requires that practitioners explain the reasons for treatment



       BABASAB PATIL                                                                    7
                 Retention of employees in pharmaceutical industry

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 complete


Brief 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 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



        BABASAB PATIL                                                                     8
                 Retention of employees in pharmaceutical industry

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
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



        BABASAB PATIL                                                                       9
                 Retention of employees in pharmaceutical industry

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.




       BABASAB PATIL                                                                    10
        Retention of employees in pharmaceutical industry

EQUIPMENT


      Equipment             Moc          no’s       Capacity
           Reactor         SS 316          1         600 L

           Reactor         SS 316          2         1100 L

           Reactor          GLR            1         630 L

           Reactor          GLR            2         1000 L

           Reactor          GLR            2         1600 L

           Reactor         SS 316          1         1600 L

           Reactor         SS 316          2         150 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       SS 316          2        48 Trays
          model)
     Multimillion(GMP      SS 316          1         0.5mm
          model)
          Sparkler         SS 316          2        11 plates
        Filter(GMP
          model)
      Micropulveriser      SS 316          3        11 plates




  BABASAB PATIL                                                 11
       Retention of employees in pharmaceutical industry




   NAME                           Nos.       MAKE



   HPLC                           1          Waters

   UV Spectrophotometer           1          Shimadzu

   Gas chromatogram               2          Shimadzu

   FTIR                           1          Shimadzu

   Electronic Balance             2          Shimadzu

   Humidity Chamber               1          C.M. Equipments

   HPLC                           2          Shimadzu




          MAJOR UTILITY EQUIPMENTS (GMP
                   EQUIPMENT)
      Equipment                   MOC       Nos   Capacity

     S.S.Reactor                  SS 316    3     1500 L
     GLR Reactor                  SS 316    2     1500 L
     Centrifuge                   SS 316    2     36 “
     Multimill                    SS 316    2
     Vacuum Tray Dryer            SS 316    2     12 Trays
     Octagonal Blender            SS 316    2     400 L
     Sifter                       SS 316    2     30“
     Sparkler Filter(GMP model)   SS 316    2     11 plates




BABASAB PATIL                                                  12
      Retention of employees in pharmaceutical industry



     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
                                            Apex
     AIR HANDLING UNIT                3
                                            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




BABASAB PATIL                                              13
                Retention of employees in pharmaceutical industry

CHARTER OF THE EMPLOYEE DEVELOPMENT AND
RETENTION COMMITTEE OF MEDICIS PHARMACEUTICAL
CORPORATION:

This Employee Development and Retention Committee Charter was adopted by the Board
of Directors (the “Board”) of Medicis Pharmaceutical Corporation (the “Company”) on
July 9, 2006.



I.      Purpose

The purpose of the Employee Development and Retention Committee (the “Committee”)
of the Board of the Company is to review and provide guidance concerning the recruiting,
hiring, training, promotion and retention of employees and managers.

In addition to the powers and responsibilities expressly delegated to the Committee in this
Charter, the Committee may exercise any other powers and carry out any other
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
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.




     BABASAB PATIL                                                                    14
              Retention of employees in pharmaceutical industry

II.      Membership

The Board will appoint the members of the Committee. There will be a minimum of two
members of the Committee. Each member of the Committee will be a non-management
member of the Board.



III.     Meetings and Procedures

The Chairperson (or in his or her absence, a member designated by the Chairperson) shall
preside at each meeting of the Committee and set the agendas for Committee meetings.
The Committee shall have the authority to establish its own rules and procedures for notice
and conduct of its meetings so long as they are not inconsistent with any provisions of the
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




       BABASAB PATIL                                                                  15
              Retention of employees in pharmaceutical industry

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 Responsibilities

1.     The Committee shall, at least annually, review the employee recruitment, hiring,
development, promotion and retention policies of the Company.

2.     Through an interactive process with the 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.




      BABASAB PATIL                                                                      16
                Retention of employees in pharmaceutical industry

V.        Delegation of Duties

The Committee may delegate its responsibilities under this Charter to a subcommittee
comprised of one or more members of the Committee. The creation of such a
subcommittee, as well as its purpose, will be reported to the Board of Directors. The
Committee will also carry out such duties that may be delegated to it by the Board.


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
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
biggest




       BABASAB PATIL                                                                    17
              Retention of employees in pharmaceutical industry

Retention 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




    BABASAB PATIL                                                                   18
                Retention of employees in pharmaceutical industry

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)




    BABASAB PATIL                                                                    19
                Retention of employees in pharmaceutical industry

• 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                                                                     20
                Retention of employees in pharmaceutical industry

• 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




     BABASAB PATIL                                                                       21
              Retention of employees in pharmaceutical industry

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                                                                      22
              Retention of employees in pharmaceutical industry

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                                                                    23
              Retention of employees in pharmaceutical industry

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                                                                    24
              Retention of employees in pharmaceutical industry

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
peter@healthyskepticism.org. 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                                                                    25
              Retention of employees in pharmaceutical industry


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                                                                      26
              Retention of employees in pharmaceutical industry




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                                                                    27
              Retention of employees in pharmaceutical industry

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                                                                       28
              Retention of employees in pharmaceutical industry

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



    BABASAB PATIL                                                                   29
              Retention of employees in pharmaceutical industry

during 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                                                                   30
         Retention of employees in pharmaceutical industry




Organization chart:

                             MD




                            HR
                          MANEGER




        MANEGER          MANEGER          MANEGER            HEAD
        ACCOUNT          QUALITY          GENERAL            BREWER
                         ASSURANCE        WORKS



         JUNIR                                               MAINTENAN
         OFFICER        JUNIR             SENIOR             CE
         ACCOUNT        OFFICER           EXCETIVE           ENGINEER
                                          OFFICER



        STORES           TRINEE           EXECETIVE          MICROBIOL
                         CHEMIST          OFFICER            OGIST




        CLERK&          LAB                                  LAB
        OFFICE          ASSISTANT         OFFICE             ASSISTANT
        ASSISTSNT                         ASSISTANT




   BABASAB PATIL                                                31
              Retention of employees in pharmaceutical industry


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                                                 32
                       Retention of employees in pharmaceutical industry




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


                                               Frequency   Percent         Valid Cumulative
                                                                         Percent   Percent
                           Valid piece rate          36       36.0           36.0         36.0
                                 system
                                fixed salary         32       32.0           32.0         68.0

                                fixed salary         20       20.0           20.0         88.0
                                commissio
                                n
                                any other            12      12.0           12.0         100.0
                                Total               100     100.0          100.0



in which of he following rewards system would you like to work?


        any other




                                                                     piece rate system

        fixed salary+commiss




        fixed salary




    Interpretation:
                          From above table show that 36% respondent are reward system kike
    would be piece rate system, 32% fixed salary ,20% fixed and commission,12% any other.



        BABASAB PATIL                                                                            33
                 Retention of employees in pharmaceutical industry



2.Are you   getting equal wages for equal work?

                              Frequency    Percent Valid 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




         are you getting equal wages for equal work?


    no




                                                                     yes




Interpretation:
                    From above table show that out of 100 respondents are response 84%
Are Getting equal wage for equal work. And remaining are 16% are no.




    BABASAB PATIL                                                                  34
                             Retention of employees in pharmaceutical industry



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



                                                          Frequency      Percent      Valid Cumulativ
                                                                                    Percent e Percent
                                  Valid HRA                          3       3.0        3.0       3.0
                                        Increase
                                        JA                           4       4.0         4.0        7.0
                                        Increase
                                        Basic                     4          4.0         4.0       11.0
                                        DA                        5          5.0         5.0       16.0
                                        Not                      84         84.0        84.0      100.0
                                        responds
                                              Total             100       100.0       100.0

                          if, not list the demand that are not so far met by the company?
                    100



                     80



                     60



                     40
Frequency




                     20



                     0
                             HRA Increase                    basic                 not responds
                                            JA Increase                    DA


                          if, not list the demand that are not so far met by the company?




            Interpretation
                                 From above table show that 84% are satisefy with equal salary
            Only 16% are not happy with salary they demand for 3% HRA increase, 4% JA increase
            And basic, 5% DA increase.




                BABASAB PATIL                                                                             35
                            Retention of employees in pharmaceutical industry




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


                                                         Frequency           Percent         Valid Cumulative
                                                                                           Percent   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          6                6.0             6.0    100.0
                                             ready to
                                                 work

                                                Total         100             100.0           100.0



                         if the above need fulfilled, for how many extra hours you are ready to w
                    50



                    40



                    30



                    20
Frequency




                    10



                     0
                                  2 hrs             4 hrs            8 hrs      i w ill not are ready


                         if the above need fulfilled, for how many extra hours you are ready to w


            Interpretation:
                              From above table has show that if the needs are to be fulfilled. The
            respondent are response 45% are 2hrs,44% are 4hrs, 5% are 8hrs,and remaining 6% are
            I will not ready work are response




                BABASAB PATIL                                                                                   36
                             Retention of employees in pharmaceutical industry




            5.   Are you having job security in your company?
                                                  Frequency    Percent      Valid Cumulativ
                                                                          Percent e Percent



                                  Valid yes               76       76.0      76.0      76.0

                                       no                 24       24.0      24.0     100.0

                                       Total             100      100.0     100.0




                          are you having job security in your company?
                     80




                     60




                     40




                     20
Frequency




                      0
                                            yes                    no


                          are you having job security in your company?




            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.




                  BABASAB PATIL                                                                37
                           Retention of employees in pharmaceutical industry



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

                                                     Frequency   Percent         Valid Cumulative
                                                                               Percent   Percent
                                 Valid strongly            18          18.0        18.0      18.0
                                       agree
                                       agree               58          58.0        58.0      76.0
                                       disagree            14          14.0        14.0      90.0
                                       strongly            10          10.0        10.0     100.0
                                       disagree
                                       Total              100      100.0         100.0



                        job security plays very important role to work more?
                   70


                   60


                   50


                   40


                   30


                   20
Frequency




                   10


                    0
                             strongly agree       agree     disagree    strongly disagree


                        job security plays very important role to work more?


            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.




                BABASAB PATIL                                                                       38
                             Retention of employees in pharmaceutical industry



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


                                                    Frequency   Percent     Valid Cumulative
                                                                          Percent   Percent



                                  Valid yes               80       80.0      80.0       80.0

                                       no                 20       20.0      20.0     100.0

                                       Total             100     100.0     100.0




                           do you know the exact goals of your company?
                     100



                     80



                     60



                     40
Frequency




                     20



                      0
                                              yes                  no


                           do you know the exact goals of your company?



            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.




                BABASAB PATIL                                                                  39
                              Retention of employees in pharmaceutical industry



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

                                                     Frequency Percent      Valid Cumulativ
                                                                          Percent e Percent


                                    Valid Yes               79     79.0      79.0      79.0

                                         No                 21     21.0      21.0     100.0

                                         Total             100    100.0     100.0




                           do you feel are working in consonance with goals of the organization?
                     100



                      80



                      60



                      40
Frequency




                      20



                       0
                                           yes                      no


                           do you feel are working in consonance with goals of the organization?



            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




                 BABASAB PATIL                                                                     40
                           Retention of employees in pharmaceutical industry



            9. Recognition of sincere efforts motivates a person work well?
                                                    Frequency   Percent        Valid Cumulativ
                                                                             Percent e Percent

                                   Valid strongly         29          29.0       29.0        29.0
                                         gree

                                         agree            59          59.0       59.0        88.0
                                         disagree          9           9.0         9.0       97.0
                                         strongly          3           3.0         3.0      100.0
                                         disagree

                                         Total           100      100.0         100.0



                        recognition of sincere efforts motivates a person work well?
                   70


                   60


                   50


                   40


                   30


                   20
Frequency




                   10


                    0
                              strongly gree      agree     disagree     strongly disagree


                        recognition of sincere efforts motivates a person work well?



            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.




                BABASAB PATIL                                                                       41
                           Retention of employees in pharmaceutical industry



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

                                                         Frequency   Percent          Valid Cumulative
                                                                                    Percent   Percent
                                 Valid        strongly         49           49.0        49.0      49.0
                                                agree
                                             agree             41           41.0        41.0      90.0
                                          disagree              5            5.0         5.0      95.0
                                           strongly             5            5.0         5.0     100.0
                                          disagree
                                                Total         100          100.0      100.0



                        the recognition of good work,if considered for promotion,it will motivat
                   60



                   50



                   40



                   30



                   20
Frequency




                   10


                    0
                             strongly agree        agree        disagree     strongly disagree


                        the recognition of good work,if considered for promotion,it will motivat


            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.




                BABASAB PATIL                                                                            42
                           Retention of employees in pharmaceutical industry




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


                                                  Frequency     Percent         Valid Cumulativ
                                                                              Percent e Percent
                                  Validstrongly           51          51.0       51.0      51.0
                                       agree
                                       agree              41          41.0        41.0       92.0
                                       disagree            5           5.0         5.0       97.0
                                       strongly            3           3.0         3.0      100.0
                                       disagree
                                       Total             100      100.0          100.0



                        authority and responsibility are well balanced in our organization?
                   60



                   50



                   40



                   30



                   20
Frequency




                   10


                    0
                             strongly agree   agree        disagree     strongly disagree


                        authority and responsibility are well balanced in our organization?




            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.




                BABASAB PATIL                                                                       43
                           Retention of employees in pharmaceutical industry



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


                                                      Frequency   Percent         Valid Cumulativ
                                                                                Percent e Percent
                                  Valid strongly            47          47.0        47.0       47.0
                                        agree
                                        agree               35          35.0        35.0       82.0
                                        disagree            11          11.0        11.0       93.0
                                        strongly             7           7.0         7.0      100.0
                                        disagree
                                        Total              100      100.0         100.0



                        are you getting canteen,sanitary,quarters, medical fecility very well an
                   50



                   40



                   30



                   20
Frequency




                   10



                    0
                             strongly agree        agree     disagree     strongly disagree


                        are you getting canteen,sanitary,quarters, medical fecility very well an




            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.




                BABASAB PATIL                                                                         44
                           Retention of employees in pharmaceutical industry


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


                                                 Frequency     Percent     Valid Cumulativ
                                                                         Percent e Percent

                                  Valid yes              81       81.0      81.0      81.0
                                       no                19       19.0      19.0     100.0
                                       Total            100      100.0     100.0



                         are happy with the position and the statusof the job in which you are w
                   100



                    80



                    60



                    40
Frequency




                    20



                     0
                                         yes                       no


                         are happy with the position and the statusof the job in which you are wo


            Interpretation:

                     According to survey I know that the respondents’ are happy with position and
            status of the job in which are working at 81% are yes, 19% are no.




                BABASAB PATIL                                                                       45
                            Retention of employees in pharmaceutical industry




            14. Work and working conditions are pleasant and interesting?

                                                      Frequency   Percent     Valid Cumulative
                                                                            Percent   Percent
                                 Valid          yes         80       80.0      80.0      80.0
                                                no          20       20.0      20.0     100.0
                                            Total          100     100.0     100.0



                          work and working conditions are pleasant and interesting?
                    100



                     80



                     60



                     40
Frequency




                     20



                      0
                                          yes                        no


                          work and working conditions are pleasant and interesting?


            Interpretation:
                                   According to survey the responds are working and working condition
            are pleasant and interesting 80% are yes, 20% are no.




                BABASAB PATIL                                                                    46
                  Retention of employees in pharmaceutical industry




15.If not why?


                                             Frequency   Percent Valid Percent      Cumulative
                                                                                       Percent
                  Valid place of work is            10     10.0             10.0         10.0
                        not congenial
                        strained superior            8      8.0               8.0        18.0
                        and subordinate
                        relationship
                        defective                    8      8.0               8.0        26.0
                        combination
                        system
                        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



                                     if not why?


                                                           place of w ork is not


                                                           strraned superior an



                                                           defective combinatio




    not respond
                                                            any other(specify)




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.


    BABASAB PATIL                                                                            47
                  Retention of employees in pharmaceutical industry




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

                                           Frequency Percent     Valid Cumulativ
                                                               Percent e Percent


                           Valid    yes           90    90.0      90.0         90.0

                                     no           10    10.0      10.0     100.0

                                   Total         100   100.0    100.0


the worker wishes belong to one or other informal group in organ?


         no




                                                                         yes




     Interpretation:
                       According to survey I know that the respondents are worker wisher
     belongs to one and another informal group in the organization 90% are response yes, 10%
     are no.




         BABASAB PATIL                                                                48
                    Retention of employees in pharmaceutical industry




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


                                            Frequency   Percent     Valid Cumulative
                                                                  Percent   Percent


                          Valid      yes          90       90.0      90.0          90.0

                                      no          10       10.0      10.0         100.0

                                    Total        100     100.0     100.0


if yes, do you feel the association with the informal group motivates th


           no




                                                                            yes




       Interpretation:
                According to survey know that the 90% are responds are yes for they feel the
       association with the informal group motivate the employee to work well in organization
       and remaining 10% are no.




           BABASAB PATIL                                                                  49
                     Retention of employees in pharmaceutical industry



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

                                          Frequency   Percent     Valid Cumulative
                                                                Percent   Percent


                           Validyes              81      81.0      81.0           81.0

                               no                19      19.0      19.0          100.0

                               Total            100     100.0     100.0




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


            no




                                                                           yes




        Interpretation:
                      According to survey I have know that 81% are responds are happy with the
        work with other member in the organization. And 19% are against.




            BABASAB PATIL                                                                50
                  Retention of employees in pharmaceutical industry




19.If not, why?


                                            Frequency Percent      Valid Cumulative
                                                                 Percent   Percent
                      Valid lack of                16    16.0       16.0      16.0
                            cohesion
                            among the
                            members
                            lack of                 5     5.0          5.0         21.0
                            cooperation
                            among the
                            lack of                 7     7.0          7.0         28.0
                            coordination
                            any                    18    18.0         18.0         46.0
                            other(specify
                            )
                            not responds           54    54.0         54.0        100.0
                                    Total         100   100.0       100.0



                                 if not,why?


                                                          lack of cohesion amo




                                                            lack of cooperation


                                                           lack of coordination

     not responds




                                                            any other(specify)




Interpretation;
              According to survey know that 61% are lack of cohesion among the members,
5% are lack of cooperation among members, 7% are lack of coordination ,18% are any
specify and 54% are not responds.


     BABASAB PATIL                                                                        51
                     Retention of employees in pharmaceutical industry




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

                                            Frequency   Percent     Valid Cumulative
                                                                  Percent   Percent

                          Valid       yes         76       76.0      76.0      76.0
                                       no         24       24.0      24.0     100.0
                                    Total        100     100.0     100.0



are you in position to work with head and heart(with devotion and happin


            no




                                                                        yes




        Interpretation:

                      According to survey knot that respondents’ are position with head and
        heart (with devotion and happiness) with company at 76% are yes, 24% are no




            BABASAB PATIL                                                                52
               Retention of employees in pharmaceutical industry



21. if not, why?

                                                  Frequency Percent      Valid Cumulative
                                                                       Percent   Percent
                   Valid lack of efforts by              20       20.0    20.0      20.0
                         management to improve
                         employee morale
                       improper delegation               10       10.0       10.0      30.0
                       system
                       imbalance between                  4         4.0       4.0      34.0
                       authority and
                       responsibility
                       lack of proper                    10       10.0       10.0      44.0
                       encourage ti sincere
                       workr
                       not responds                      56       56.0       56.0     100.0

                                          Total        100       100.0     100.0



                               if not, why?

                                                               lack of efforts by m




                                                               improper delagation

    not responds


                                                          imbalance betw een au



                                                              lack of proper encou




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.



    BABASAB PATIL                                                                             53
             Retention of employees in pharmaceutical industry



22. Do you feel you are involved in decision making process?
                                      Frequency   Percent     Valid Cumulative
                                                            Percent   Percent

                   Valid       yes          80       80.0      80.0      80.0
                                no          20       20.0      20.0     100.0
                              Total        100     100.0     100.0



do you feel you are involved in decision making process?


    no




                                                                  yes




Interpretation;
                  From above table show that out 100 respondents are responds they feel
involved in decision making processes at 80% are yes. And 20% are no.




    BABASAB PATIL                                                                  54
                  Retention of employees in pharmaceutical industry



23.if not, why?

                                         Frequency   Percent        Valid Cumulativ
                                                                  Percent e Percent
                      Valid negligence          1        1.0          1.0       1.0
                            and
                            unwillingn
                            ess of
                            managem
                            ent
                            procedural          6        6.0           6.0            7.0
                            problems
                            lack of             7        7.0           7.0           14.0
                            faith
                            any other           6        6.0           6.0           20.0
                            specify
                            not                80       80.0          80.0          100.0
                            respond
                            Total             100     100.0         100.0



                               if not, why?

                                                          negligence and unw il

                                                          procedural problems

                                                                    lack of faith


                                                               any other specify




    not respond




Interpretation:
                     According to survey I know that 80% are not responds for this question
but 1%,6%,7%,6%, negligence and unwillingness of management, procedural problems,
lack of faith, any other specify.



    BABASAB PATIL                                                                           55
                     Retention of employees in pharmaceutical industry


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


                                            Frequency   Percent     Valid Cumulative
                                                                  Percent   Percent

                         Valid        yes         77       77.0      77.0       77.0
                                       no         23       23.0      23.0     100.0
                                    Total        100     100.0      100.0



are you having sufficient job advancement opportunites in your company?


            no




                                                                        yes




        Interpretation:
                      According to survey know that 77% are responds are yes, and 23% are no
        in having sufficient job advancement opportunities in your company




            BABASAB PATIL                                                              56
                  Retention of employees in pharmaceutical industry




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

                                    Frequen Percent   Valid Cumulat
                                         cy         Percent     ive
                                                            Percent
                      Valid yes            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




  if not, doy feel it neede for empoloyees motivation?

                                                                    yes




                                                                     no




    not respond




Interpretation:

                     According to survey know that 21% are responds are feel it need for
employees motivation, and 2% are no and remaining are not responds.



    BABASAB PATIL                                                                 57
            Retention of employees in pharmaceutical industry


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                                                               58
              Retention of employees in pharmaceutical industry



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                                                                59
          Retention of employees in pharmaceutical industry



BIBLIOGRAPHY



  LAKE Chemical Notes

  WWW.lake chemical.com

  WWW.google.com

  Business magazines (business times)

  News papers (Economic times, Times of India).




 BABASAB PATIL                                                60
             Retention of employees in pharmaceutical industry

                                 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
       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.


   BABASAB PATIL                                                                  61
              Retention of employees in pharmaceutical industry

            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
        i. Strongly agree                       ii. Agree
      iii. Disagree                            iv. Strongly disagree
10. The recognition of good work, if considered for promotion, it will motivate    the
     workers to work well
        i. Strongly agree                       ii. Agree
        iii. Disagree                           iv. Strongly disagree
11. Authority and responsibility are well balanced in our organ.
        i. Strongly agree                      ii. Agree
      iii. Disagree                            iv. Strongly disagree
12. Are you getting canteen, sanitary, Quarters, Medical facilities very well and those are
     motivating factors.
        i. Strongly agree                      ii. Agree
        iii. Disagree                          iv. Strongly disagree
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
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



    BABASAB PATIL                                                                     62
             Retention of employees in pharmaceutical industry

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                                                                   63
      Retention of employees in pharmaceutical industry




BABASAB PATIL                                             64

				
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