Retentionofemployeespharmaceuticalindustryprojectreportmbamarkting 120614004929 Phpapp01

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 NRI vision care pvt. Ltd.in delhi.
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
Research Methodology:
Data Source
: Primary Data (Field Survey)

Secondary data-Internet
Area of Research
: Delhi
Research approach
: Survey method
Research Instrument
: Questionnaire
Sample Plan
: Personal Interview
.Sampling method
: SPSS student version software
Sample size
: 100 Respondents
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 NRI vision care 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
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 NRI vision care chemical firms.
Introduction:
NRI Vision Care Pvt. Ltd. is one of the fastest growing companies in India dealing in
ophthalmic, ENT & other departments. Mr. Narendra Yadav, Managing Director of NRI
Vision Care Pvt. Ltd. started this company in 1998.
Mr. Yadav has a background of almost 17 years in the field in various aspects of marketing
of these drugs. Within a short span of 17 years the company has achieved enormous growth
countrywide. NRI Vision Care Pvt. Ltd. is rapidly emerging as the market leader in the
industry with the successful launches of a series of high technology solutions and drugs for
diseases such as glaucoma, dry eye and various other eye-infections and inflammations

along with various nasal disorders, ear diseases, gynaecological infections, macular
degeneration, anaemia, dyspepsia etc.
The vision of the company is to position among the Top Brands in the Drug Industry in the
very near future. NRI Vision Care Pvt. Ltd. has a team of more than 100 dedicated field
force and managers at every level to help and assist the daily activities of field force and
thus help in achieving the desired targets, without compromising on trust, moral ethics &
quality of the manufactured drugs.
With the hard work of all NRI Vision Cares family members we are well known in some
of our countrys renowned hospitals like AIIMS, Safdarjung Hospital, RML Hospital, Guru
Nanak Eye Centre, DDU Hospital and major medical institutes of North India to name a
few and with the above mentioned vision in our mind we will reach greater heights in the
next 5 years.
Turnover
2012-2013 Rs 3,26,05,896(three Crore twenty six lakhs five thousand eight hundred and
ninety six)
2013-2014 Rs 6,70,72,596(six Crore seventy lakhs seventy two thousand five hundred and
ninety six)
Locations
We are currently operational in Delhi, Haryana, Uttar Pradesh, Himachal Pradesh,
Rajasthan, Jammu &
Kashmir, Uttaranchal, Bihar & Punjab
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
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
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 physicians 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 companiesand 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
physicians 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
EQUIPMENT
Equipment
Moc
Centrifuge
SS 316
Centrifuge
Rubber lined
Fluid bed drier
SS 316
Tray Drier
Ms
Tray Drier(GMP
SS 316
nos
1
2
1
2
2
1
2
4
1
2
1
3
2
model)
Multimillion(GMP
SS 316
0.5mm
model)
Sparkler
SS 316
11 plates
SS 316
11 plates
Reactor
SS 316
Reactor
SS 316
Reactor
GLR
Reactor
GLR
Reactor
GLR
Reactor
SS 316
Reactor
SS 316
Centrifuge
SS 316
Capacity
600 L
1100 L
630 L
1000 L
1600 L
1600 L
150 L
24"
36"
36"
60 Kgs
48 Trays
48 Trays
Filter(GMP
model)
Micropulveriser
Equipment
BOILER
BOILER
THERMOPACK
CHILLING PLANT
GENERATOR
GENERATOR
NAME
COOLING TOWER
ACID SCRUBBER
AIR HANDLING UNIT
HPLC
VACCUM PUMP
UVAIR
Spectrophotometer
COMPRESSOR
AIR COMPRESSOR
Gas chromatogram
D. M. WATER PLANT
FTIR
Capacity
Nos
400 KGS
600 KGS
100 KGS
40 TONS
125 KVA
185 KVA
Nos.
60 TONS
1
1
1
1
1
1
1
1
3
3000 CFM
1
80M3/HR
1
100 CFM
30 CFM
2
70 M3
1
5
1
2
Make
Thermax
Thermax
Thermax
Voltas
Powerica
Powerica
MAKE
Paharpur
Neptune
Apex
Engineering
Waters
Joyam
Shimadzu
Ingersoll
Ingersoll
Shimadzu
Ion Exchange
Shimadzu
Electronic Balance
Shimadzu
Humidity Chamber
C.M. Equipments
HPLC
Shimadzu
MAJOR UTILITY EQUIPMENTS (GMP

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

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
Companys 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
Committees 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
Companys 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
Companys 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 Companys 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 Companys senior management and its
Human Resources Department, provide oversight and guidance on issues including but not
limited to employee recruiting, hiring & promotions, training & development, employee
relations, work-life issues, diversity, inclusion issues, retention practices, and similar
matters with the goal of increasing employee retention and satisfaction.
3.
To address specific issues or problems relating to employee relations and retention
that may arise with the objective of identifying which procedures or policies need be
enhanced, changed or discarded and to ensure that senior management has a timely and
reasonable action plan to address the issue or problem.
4.
The Committee shall evaluate its own performance on an annual basis, including its
compliance with this Charter, and provide any written material with respect to such
evaluation to the Board, including any recommendations for changes in procedures or
policies governing the Committee. The Committee shall conduct such evaluation and
review in such manner as it deems appropriate. The Committee shall review and reassess
this Charter at least annually and submit any recommended changes to the Board for its
consideration.

V.
Delegation of 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
retention trends , turnover tools, and talent management tactics.
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
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
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 NRI vision cares 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 nonprofit 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,Kln, 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

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 dont 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,
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 highloss 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

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 linnovation pharmaceutique en
medicine liverale: revue dela literature et premiers resultants francais. Bulletin
dinformation 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
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
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
citizens trust in their health care delivery systems (e.g., Mill man 1977; Mechanic 1996;
Kao et al. 1998; ONeill 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 levelsthe
individual and institutionalcan shape the other, but each have unique implications,
particularly if trust is misplaced (ONeill 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 programsveterans, in the case of VHAare often more dependent on
government services than are those who rely on private programs. This greater dependence
gives rise to the governments 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 givers 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 exchangebuilding 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 industrys 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
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,
2123 For example, 86% of respondents to a nurse practitioner and physician assistant
survey regarding pharmaceutical industry.
Retention of employees training:

H ere 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 causeeffect, 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 workermanagement 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
MANEGER
ACCOUNT
MANEGER
QUALITY
ASSURANCE
MANEGER
GENERAL
WORKS
JUNIR
OFFICER
SENIOR
EXCETIVE
OFFICER
STORES
TRINEE
CHEMIST
EXECETIVE
OFFICER
CLERK&
OFFICE
ASSISTSNT
LAB
ASSISTANT
JUNIR
OFFICER
ACCOUNT
OFFICE
ASSISTANT
MICROBIOL
OGIST
HEAD
BREWER
MAINTENAN
CE
ENGINEER
MICROBIOL
OGIST
LAB
ASSISTANT

Research Methodology:
Data Source
: Primary Data (Field Survey)

Secondary data-Internet
Area of Research
: Bangalore
Research approach
: Survey method
Research Instrument
: Questionnaire
Sample Plan
: Personal Interview
.Sampling method
: SPSS student version software
Sample size
: 100 Respondents
1.In which of he following rewards system would you like to work?
Frequency
Percent
Validpiece rate
system
fixed salary
36
36.0
36.0
36.0
32
32.0
32.0
68.0
fixed salary
commissio
n
20
20.0
20.0
88.0
12
100
12.0
100.0
12.0
100.0
100.0
any other
Total
Valid Cumulative
Percent
Percent
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
Valid
Percent Valid Percent
Cumulative
Percent
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.
3. If, not list the demand that are not so far met by the company?
Frequency
Percent
3.0
4.0
4.0
7.0
4
5
84
4.0
5.0
84.0
4.0
5.0
84.0
11.0
16.0
100.0
100
100.0
100.0
ValidHRA
Increase
JA
Increase
Basic
DA
Not
responds
Total
Valid Cumulative
Percent
Percent
3.0
3.0
if, not list the demand that are not so far met by the company?
100
80
60
Frequency
40
20
0
HRA Increase
basic
JA Increase
not responds
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?
Valid
Frequency
Percent
Valid Cumulative
Percent
Percent
2 hrs
4 hrs
8 hrs
i will not are
ready to
work
45
44
5
6
45.0
44.0
5.0
6.0
45.0
44.0
5.0
6.0
Total
100
100.0
100.0
45.0
89.0
94.0
100.0
if the above need fulfilled, for how many extra hours you are ready to w
50
40
30
Frequency
20
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?
Validyes
no
Total
Frequency
Percent
Valid Cumulativ
Percent e Percent
76
76.0
76.0
76.0
24
24.0
24.0
100.0
100
100.0
100.0
are you having job security in your company?

80
60
Frequency
40
20
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?

Frequency
Percent
18
18.0
18.0
18.0
58
14
10
58.0
14.0
10.0
58.0
14.0
10.0
76.0
90.0
100.0
100
100.0
100.0
Validstrongly
agree
agree
disagree
strongly
disagree
Total
Valid Cumulative
Percent
Percent
job security plays very important role to work more?

70
60
50
40
30
Frequency
20
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?
Validyes
no
Total
Frequency
Percent
Valid Cumulative
Percent
Percent
80
80.0
80.0
80.0
20
20.0
20.0
100.0
100
100.0
100.0
do you know the exact goals of your company?

100
80
60
Frequency
40
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?
Frequency Percent
ValidYes
No
Total
Valid Cumulativ
Percent e Percent
79
79.0
79.0
79.0
21
21.0
21.0
100.0
100
100.0
100.0
do you feel are working in consonance with goals of the organization?

100
80
60
Frequency
40
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?

Frequency
Percent
29
29.0
29.0
29.0
59
59.0
59.0
88.0
disagree
9.0
9.0
97.0
strongly
disagree
3.0
3.0
100.0
100
100.0
100.0
Validstrongly
gree
agree
Total
Valid Cumulativ
Percent e Percent
recognition of sincere efforts motivates a person work well?

70
60
50
40
30
Frequency
20
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
Frequency
Percent
strongly
agree
49
49.0
49.0
49.0
agree
disagree
41
5
41.0
5.0
41.0
5.0
90.0
95.0
strongly
disagree
5.0
5.0
100.0
Total
100
100.0
100.0
Valid
Valid Cumulative
Percent
Percent
the recognition of good work,if considered for promotion,it will motivat

60
50
40
30
Frequency
20
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.
11. Authority and responsibility are well balanced in our organization?

Frequency
Percent
51
51.0
41
5
3
41.0
5.0
3.0
41.0
5.0
3.0
100
100.0
100.0
Validstrongly
agree
agree
disagree
strongly
disagree
Total
Valid Cumulativ
Percent e Percent
51.0
51.0
92.0
97.0
100.0
authority and responsibility are well balanced in our organization?

60
50
40
30
Frequency
20
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.
12. Are you getting canteen, sanitary, quarters, medical fecility very well and those
are motivating factors?
Frequency
Percent
47
47.0
47.0
47.0
35
11
7
35.0
11.0
7.0
35.0
11.0
7.0
82.0
93.0
100.0
100
100.0
100.0
Validstrongly
agree
agree
disagree
strongly
disagree
Total
ValidCumulative
Percent
Percent
are you getting canteen,sanitary,quarters, medical fecility very well an

50
40
30
Frequency
20
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.
13, Are happy with the position and the status of the job in which you are working?
Validyes
no
Total
Frequency
Percent
Valid Cumulativ
Percent e Percent
81
81.0
81.0
81.0
19
19.0
19.0
100.0
100
100.0
100.0
are happy with the position and the statusof the job in which you are w
100
80
60
Frequency
40
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?

Frequency
Percent
yes
80
80.0
80.0
80.0
no
20
20.0
20.0
100.0
Total
100
100.0
100.0
Valid
Valid Cumulative
Percent
Percent
work and working conditions are pleasant and interesting?

100
80
60
Frequency
40
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
Validplace of work is not
congenial
strained superior
and subordinate
relationship
defective
combination
system
any other(specify)
not respond
Total
Percent Valid Percent
10
10.0
10.0
Cumulative
Percent
10.0
8.0
8.0
18.0
8.0
8.0
26.0
13
13.0
13.0
39.0
61
61.0
61.0
100.0
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?
Frequency Percent
Valid
Valid Cumulativ
Percent e Percent
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.
17.If yes, do you feel the association with the informal group motivates the employee
to work well in the organization?
Valid
Frequency
Percent
Valid Cumulative
Percent
Percent
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?
Validyes
no
Total
Frequency
Percent
Valid Cumulative
Percent
Percent
81
81.0
81.0
81.0
19
19.0
19.0
100.0
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?

Frequency Percent
Validlack of
cohesion
among the
members
lack of
cooperation
among the
lack of
coordination
any
other(specify
)
not responds
Total
Valid Cumulative
Percent
Percent
16.0
16.0
16
16.0
5.0
5.0
21.0
7.0
7.0
28.0
18
18.0
18.0
46.0
54
100
54.0
100.0
54.0
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.
20. Are you in position to work with head and heart (with devotion and happiness) in
your co?
Valid
Frequency
Percent
Valid Cumulative
Percent
Percent
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?

Frequency Percent
Validlack of efforts by
management to improve
employee morale
20
Valid Cumulative
Percent
Percent
20.0
20.0
20.0
improper delegation
system
10
10.0
10.0
30.0
imbalance between
authority and
responsibility
lack of proper
encourage ti sincere
workr
not responds
4.0
4.0
34.0
10
10.0
10.0
44.0
56
56.0
56.0
100.0
100
100.0
100.0
Total
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?
Valid
Frequency
Percent
Valid Cumulative
Percent
Percent
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?
Validnegligence
and
unwillingne
ss of
managem
ent
procedural
problems
lack of
faith
any other
specify
not
respond
Total
Frequency
Percent
Valid Cumulative
Percent
Percent
1.0
1.0
1.0
6.0
6.0
7.0
7.0
7.0
14.0
6.0
6.0
20.0
80
80.0
80.0
100.0
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?
Valid
Frequency
Percent
Valid Cumulative
Percent
Percent
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?

Frequen Percent
Valid Cumulat
cy
Percent
ive
Percent
Validyes
no
3
Total
21
21.0
21.0
21.0
2.0
2.0
23.0
77
77.0
77.0
100.0
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:
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 NRI vision care 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
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 NRI vision care chemical firms.
BIBLIOGRAPHY
NRI VISION CARE Chemical Notes

WWW.NRI vision care.com
WWW.google.com
Business magazines (business times)
News papers (Economic times, Times of India).
Questionnaire
1) Name: _________________________________________________
2) Age :
3) Gender:
Male
Female
4) Occupation: Professional
5) Annual Income:
Below
Others
1, 00,000
3, 00,000 5, 00, 000
1, 00,000 3, 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.
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
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
11. Authority and responsibility are well balanced in our organ.
i. Strongly agree
ii. Agree
iii. Disagree
12. Are you getting canteen, sanitary, Quarters, Medical facilities very well and those are
motivating factors.
i. Strongly agree
ii. Agree
iii. 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
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

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Retention of employees in pharmaceutical industry

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Retention of employees in pharmaceutical industry

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MAJOR UTILITY EQUIPMENTS (GMP

Sparkler Filter(GMP model)

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Meetings and Procedures

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Duties and Responsibilities

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To Verify that our products and services meet agreed requirements

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

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Retention of employees in pharmaceutical industry

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Retention of employees in pharmaceutical industry

Retention of employees in pharmaceutical industry

Retention of employees in pharmaceutical industry

: Primary Data (Field Survey)

: SPSS student version software

Retention of employees in pharmaceutical industry

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piece rate system

Retention of employees in pharmaceutical industry

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Percent Valid Percent

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Retention of employees in pharmaceutical industry

i w ill not are ready

Retention of employees in pharmaceutical industry