Académique Documents
Professionnel Documents
Culture Documents
Abstract:
Background: Employee turnover is rising despite the big effort done by Pharmaceutical
Companies
Methods : Questionnaires and interviews with 204 employees from 30 companies.
Quantitative analysis using Statistical Product and Service Solutions Software
Results : On the average (58%), show that the respondents are happy with the position
and status of their jobs, consider their job rewarding, enjoy coming to work every day, agree
that their working conditions are pleasant and interesting, agree that the salary offered is fair
as compared to their counterparts in similar jobs in other organizations, agree that they are
satisfied with the company‘s benefits, agree that their salary is fair to their peers in the
organization, and agree that their pay match job performance. Since the agreement is average,
Lebanese pharmaceutical firms still have a long way to strategize the intention to retain their
talents and to create enough motivation to avoid slipping into high turnover rates.
Conclusion : In Lebanon, Companies tend to head hunt from their competitors. Not many
companies adopt employee retention strategies, most of the organizations fall short in their
efforts to offer the necessary tools to improve, develop and retain talented employees.
Moreover, If employees feel that they are not able to use their full potential and are not heard
and valued, they are likely to leave. They need a transparent work environment to work in to
get a sense of achievement and belongingness, where they can best utilize their potential and
realize their skills.
References : http://www.iosrjournals.org/iosr-jbm/papers/Vol18-issue4/Version-
1/H1804015875.pdf
1
Ms. Bassima Hazima at the World Congress of Pharmacy and
Pharmaceutical Sciences 2018, Glasgow (Scotland), United Kingdom
References
Hejase, Hussin Jose, El Dirani, Ali, Hamdar, Bassam, & Hazimeh, Bassima (2016).
Employee Retention in the Pharmaceutical Companies: Case of Lebanon. IOSR - Journal of
Business and Management, 18(4), 58-75. DOI: 10.9790/487X-1804015875.