Retention of employees @ pharmaceutical industry project report mba markting

Retention of employees in pharmaceutical industry

Executive Summary

The pharmaceutical industry spends billions of dollars annually on gifts to
physicians often these gifts consist of items that are designed to enhance patient care (e.g.,
anatomical oodles) or learning (e.g., textbooks), but gifts may also be of a more personal
nature (e.g., vent tickets). Serious ethical concerns have been raised that gifts from the
pharmaceutical industry to individual health care professionals risk compromising health
care providers’ professional objectivity and integrity, and/or undermining their
fundamental ethical commitment to putting the interests of patients first. This report
discusses the special nature of gift relationships, examines why gifts to health care
professionals from the pharmaceutical industry may be ethically problematic, and reviews
professional ethical guidelines and legal standards regarding acceptance of gifts.

Project report on :-

“Retention of employees in pharmaceutical industry”

Objectives:

1. To study on Employee satisfactions level in lake chemical industry pvt ltd in
Bangalore
2. To know job satisfaction level existing employee in industry.
3. To Know the authority and responsibility of the industry.
4. To know the relationship between company and employee

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Research Methodology:

Data Source : Primary Data (Field Survey)

Secondary data-Internet

Area of Research : Bangalore

Research approach : Survey method

Research Instrument : Questionnaire

Sample Plan : Personal Interview

.Sampling method : SPSS student version software

Sample size : 100 Respondents

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

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

CONCLUSION:
Assessment of overall performance of the pharmaceutical firms, as
perceived by research sample, was relatively high;, only learning/ growth/ innovation
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

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¨ 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.

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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

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 Equipped with an in-house jet-mill and can offer micro ionized grade with the
finest particle size of 100% less than 10 microns

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

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throughout the system. This report by the VHA National Ethics Committee examines the
values at stake in relationships between practitioners and the pharmaceutical industry from
the perspective of health care ethics. Its goal is to clarify the philosophical and professional
concerns that underlie regulations and policy in this area. The report 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

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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
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

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value of the Blackstone Valley. In August 1998, President Clinton declared the Blackstone
River an "American Heritage River". The National Park Service, two state governments,
dozens of local municipalities, businesses, nonprofit historical and environmental
organizations, educational institutions, many private citizens, and a unifying commission all
work together in partnerships to protect the Valley's special identity and prepare for its future.

Indian Lake is the largest body of water located completely within the City of Worcester,
Massachusetts (population of 170,000+). The 193-acre Lake with a mean depth of
approximately 10 feet offers many family activities including two public swimming beaches,
picnic and recreation areas, a public boat launch and a tennis court. Indian Lake originally
encompassed 40 acres and was surrounded by marshes and farmland. In the late 1820's during
the industrial era, the Blackstone Canal was built to create a new transportation link between
Worcester, Massachusetts and Providence, Rhode Island. The Mill Brook was dammed at
Indian Lake to form the headwaters of the Blackstone Canal and Blackstone River to control
the flow of water through the canal. In the late 1840's the Lake was used to harvest ice for
local businesses. The Upper Mill Brook Watershed area is approximately 15 square miles and
extends northerly into Holden. The main outlet from Indian Lake flows through a gated valve
in a southerly direction into Salisbury Pond and eventually into the Blackstone River. The
watershed area is heavily urbanized and the major tributary entering into the Lake is Ararat
Brook entering at the northwest corner of the Lake.

Over the past 50 years, development within the watershed has increased dramatically which
has caused increased water quality problems at Indian Lake and its tributaries and inlets. This
development has attributed to rapid sedimentation from both upstream development and
urban runoff. High phosphorous loading has also led to eutrophication and has resulted in
severe impairment of water quality, primarily in the form of low dissolved oxygen, nuisance
aquatic plants, turbidity and organic enrichment. This has been documented in numerous
studies and routine water quality monitoring conducted by the Indian Lake Watershed
Association (ILWA) through the Blackstone Headwater Monitoring Team (BHMT) Program
and by the City Department of Public Health (DPH).

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Existing conditions have substantially reduced the recreational potential of the Indian Lake. In
1978 the Indian Lake Improvement Association was formed and in 1985, the ILWA was
incorporated as a non-profit 501(3c). The organization began as a group of concerned
residents who wanted to monitor and revive the water body and has grown to be one of the
strongest neighborhood groups in the City of Worcester, working in cooperation with both
city officials and residents to combat the effects of development within the watershed. The
ILWA now maintains a membership of 300+ members.

The ILWA has completed many major tasks to protect and restore the quality of the Lake in
the recent years. These tasks include: sewered homes along Indian Lake, dredged a portion of
Indian Lake; lobbied against major land taking for construction of Rte 190, lobbied City to
repair sewer pumping station on Holden Street, periodic treatment of Indian Lake with
chemicals to control weeds; construction of Morgan Park; completion of diagnostic feasibility
studies of both lakes; coordination of the stenciling of almost 1,500 storm drains, which
ultimately discharge into the waterbodies; gained support from the City for an annual
drawdown of Indian Lake to combat weed growth; successfully lobbied City to pave a local
roadway and long stretch of sidewalk that washed sediment into Indian Lake during rain
events; worked with the City to repair a failing septic system at Shore Park, located on Indian
Lake, coordinated funding weed control of 80% of Indian Lake to control weed and algae
growth, and continuously identify and repair numerous illicit sanitary/storm sewer
connections entering Salisbury Pond. The ILWA meets several times per year to discuss on-
going issues and projects. The ILWA also keeps its membership of 300+ informed of
important events through the distribution of a semi-annual newsletter and provides important
event, project status and educational information.

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EQUIPMENT

Equipment Moc no’s Capacity
Reactor SS 316 1 600 L
Reactor GLR 1 630 L
Reactor GLR 2 1000 L
Reactor GLR 2 1600 L
Centrifuge SS 316 4 24"
Centrifuge SS 316 1 36"
Centrifuge Rubber lined 2 36"
Fluid bed drier SS 316 1 60 Kgs
Tray Drier Ms 3 48 Trays
Tray Drier(GMP SS 316 2 48 Trays
model)
Multimillion(GM SS 316 1 0.5mm
P model)
Sparkler SS 316 2 11 plates
Filter(GMP
model)
Micropulveriser SS 316 3 11 plates

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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

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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
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11 plates 14


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Equipment Capacity Nos Make

BOILER 400 KGS 1 Thermax
BOILER 600 KGS 1 Thermax
THERMOPACK 100 KGS 1 Thermax
CHILLING PLANT 40 TONS 1 Voltas
GENERATOR 125 KVA 1 Powerica
GENERATOR 185 KVA 1 Powerica
COOLING TOWER 60 TONS 1 Paharpur
ACID SCRUBBER 3000 CFM 1 Neptune
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

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

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

I. 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

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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.

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.

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The Committee shall meet at least one time per year and more frequently as the Committee
deems necessary or desirable.

All non-management directors who are not members of the Committee may attend and
observe meetings of the Committee, but shall not participate in any discussion or
deliberation unless invited to do so by the Committee, and in any event shall not be entitled
to vote. The Committee may, at its discretion, include in its meetings members of the
Company’s management, any personnel employed or retained by the Company or any
other persons whose presence the Committee believes to be necessary or appropriate.
Notwithstanding the foregoing, the Committee may also exclude from its meetings any
persons it deems appropriate.

The Committee shall have the sole authority, as it deems appropriate, to retain and/or
replace, as needed, any independent counsel, consultants and other outside experts or
advisors as the Committee believes to be necessary or appropriate. The Committee may
also utilize the services of the Company’s regular legal counsel or other advisors to the
Company. The Company shall provide for appropriate funding, as determined by the
Committee in its sole discretion, for payment of compensation to any such persons retained
by the Committee.

The Chair shall report to the Board following meetings of the Committee and as otherwise
requested by the Chairman of the Board.

IV. Duties and 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

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relations, work-life issues, diversity, inclusion issues, retention practices, and similar
matters with the goal of increasing employee retention and satisfaction.

3. To address specific issues or problems relating to employee relations and retention
that may arise with the objective of identifying which procedures or policies need be
enhanced, changed or discarded and to ensure that senior management has a timely and
reasonable action plan to address the issue or problem.

4. The Committee shall evaluate its own performance on an annual basis, including its
compliance with this Charter, and provide any written material with respect to such
evaluation to the Board, including any recommendations for changes in procedures or
policies governing the Committee. The Committee shall conduct such evaluation and
review in such manner as it deems appropriate. The Committee shall review and reassess
this Charter at least annually and submit any recommended changes to the Board for its
consideration.

V. Delegation of 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:

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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

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

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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

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

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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)
• 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,

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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
• 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

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• 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
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,

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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
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

BABASAB PATIL 26


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
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

BABASAB PATIL 27


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
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

BABASAB PATIL 28


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%.

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

BABASAB PATIL 29


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.

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

BABASAB PATIL 30


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
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

BABASAB PATIL 31


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
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

BABASAB PATIL 32


second concern is that gifts may insidiously introduce undetected or under appreciated bias
into professionals’ assessment of the overall merit or value of promoted pharmaceutical
products. There is evidence to indicate that practitioners themselves are often poor judges
of whether or when external factors, such as gifts, influence their decision making.3, 15,
21–23 For example, 86% of respondents to a nurse practitioner and physician assistant
survey regarding pharmaceutical industry.

Retention of employees training:

Here training fits in. Many employers believe that training boosts morale,
enhances motivation, and improves personnel retention. Marriott hotels found, for
example, that effective training of its entry-level workers had a profound effect on keeping
these employees.

The Florida Power Corp. reduced its annual turnover rate from 48% to 9% using a unique
combination of training and employment screening. After receiving instruction in 12
essential skills, job applicants were expected to successfully demonstrate these skills. A
1992 Southport Institute study of workplace education concluded that the longer an
organization had an educational program in place for its personnel, the more likely it was
to experience lower turnover, improved morale, and reduced hostility among its people.[2]

* What else affects turnover? While there have been other reports of dramatic decreases in
employee turnover due to effective training, most of these studies lack validity since during
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

BABASAB PATIL 33


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.

Organization chart:

MD

HR
MANEGER

CLERK&
JUNIR
BABASAB PATIL MANEGER MANEGER
SENIOR
EXECETIVE MAINTENAN
34
STORES
MANEGER
OFFICE
OFFICER LAB
JUNIR
TRINEE
QUALITY OFFICE
GENERAL
EXCETIVE
OFFICER MICROBIOL
LAB
HEAD
CE
ACCOUNT
ASSISTSNT
ACCOUNT ASSISTANT
OFFICER
CHEMIST
ASSURANCE ASSISTANT
WORKS
OFFICER OGIST
ASSISTANT
BREWER
ENGINEER


Research Methodology:

Data Source : Primary Data (Field Survey)

Secondary data-Internet

Area of Research : Bangalore

Research approach : Survey method

Research Instrument : Questionnaire

BABASAB PATIL 35
MICROBIOL
OGIST


Sample Plan : Personal Interview

.Sampling method : SPSS student version software

Sample size : 100 Respondents

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

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

BABASAB PATIL 36


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.

2.Are you getting equal wages for equal work?

Frequency PercentValid Percent Cumulative
Percent

Valid yes 84 84.0 84.0 84.0

BABASAB PATIL 37


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.

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

Percent Percent
ValidHRA 3 3.0 3.0 3.0
Increase
JA 4 4.0 4.0 7.0
Increase

BABASAB PATIL 38


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.

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

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

BABASAB PATIL 39


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

5. Are you having job security in your company?

Frequency Percent Valid Cumulativ
Percent e Percent

Validyes 76 76.0 76.0 76.0

BABASAB PATIL 40


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.

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

Percent Percent
Validstrongly 18 18.0 18.0 18.0
agree
agree 58 58.0 58.0 76.0
disagree 14 14.0 14.0 90.0

BABASAB PATIL 41


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.

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

Percent Percent

BABASAB PATIL 42


Validyes 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.

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

Percent e Percent

ValidYes 79 79.0 79.0 79.0

BABASAB PATIL 43


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

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

Percent e Percent

gree

agree 59 59.0 59.0 88.0
disagree 9 9.0 9.0 97.0

BABASAB PATIL 44


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.

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

Percent Percent
Valid strongly 49 49.0 49.0 49.0
agree
agree 41 41.0 41.0 90.0

BABASAB PATIL 45


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

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.

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

Percent e Percent
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

BABASAB PATIL 46


disagree
Total 100 100.0 100.0

authority and responsibility are well balanced in our organization?
60

50

40

30

20
Frequency

10

0

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.

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

Frequency Percent ValidCumulative
Percent Percent
agree
agree 35 35.0 35.0 82.0

BABASAB PATIL 47


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

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.

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

Percent e Percent

Validyes 81 81.0 81.0 81.0
no 19 19.0 19.0 100.0
Total 100 100.0 100.0

BABASAB PATIL 48


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.

14. Work and working conditions are pleasant and interesting?

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

BABASAB PATIL 49


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.

15.If not why?

Frequency Percent Valid Percent Cumulative
Percent
Validplace of work is not 10 10.0 10.0 10.0
congenial

BABASAB PATIL 50


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.

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

Percent e Percent

Valid yes 90 90.0 90.0 90.0

BABASAB PATIL 51


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.

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

BABASAB PATIL 52


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.

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

BABASAB PATIL 53


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.

19.If not, why?

BABASAB PATIL 54


Percent Percent
Validlack 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 55


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

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

21. if not, why?

BABASAB PATIL 56


Percent Percent
Validlack 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.

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

BABASAB PATIL 57


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.

23.if not, why?

BABASAB PATIL 58


Percent Percent
Validnegligence 1 1.0 1.0 1.0
and
unwillingne
ss 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.

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

BABASAB PATIL 59


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

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

BABASAB PATIL 60


Frequen Percent Valid Cumulat
cy Percent ive
Percent
Validyes 21 21.0 21.0 21.0

no 2 2.0 2.0 23.0

3 77 77.0 77.0 100.0

Total 100 100.0 100.0

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.

Findings:

BABASAB PATIL 61

Retention of employees @ pharmaceutical industry project report mba markting

Retention of employees @ pharmaceutical industry project report mba markting

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