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Contents

1.INTRODUCTION:............................................................................................................................................ 1 1.1 EMPLOYEE JOB SATISFACTION ............................................................................................................. 2 1.1.1 FULFILLMENT SATISFACTION .......................................................................................................... 3 1.1.2THE DIFFERENT PERSPECTIVES OF EMPLOYEES AND HR PROFESSIONALS............................... 4 1.1.3ELEMENTS OF JOB SATISFACTION ................................................................................................... 6 1.1.4EMPLOYEE ATTITUDES AND JOB SATISFACTION ............................................................................ 8 2.OBJECTIVES OF THE STUDY .................................................................................................................... 14 3.SCOPE OF THE STUDY................................................................................................................................ 15 3.1LIMITATIONS OF THE STUDY. ............................................................................................................... 15 4.COMPANY PROFILE AND ORGANIZATION STUDY ............................................................................. 16 4.1EXPANSION, GLOBALIZATION AND DIVERSIFICATION: ................................................................ 22 4.2MAIN OBJECTIVES OF THE COMPANY: ............................................................................................... 25 4.2.1UNITS OF NATCO ............................................................................................................................ 27 4.2.2NATCO COMMITMENTS:................................................................................................................... 30 5.METHODOLOGY AND SAMPLING ........................................................................................................... 32 5.1DATA COLLECTION : .............................................................................................................................. 32 5.2RESEARCH DESIGN ................................................................................................................................. 32 5.3SAMPLING DESIGN: ................................................................................................................................ 33 6.ANALYSIS & INTERPRETATION .............................................................................................................. 33 7.CONCLUSION ............................................................................................................................................... 60 8.SUGGESTIONS FOR FURTHER STUDY .................................................................................................... 61 9.APPENDICES ................................................................................................................................................. 62 APPENDIX A- ORGANIZATIONAL STRUCTURE OF NATCO LTD. .......................................................................... 62 APPENDIX B ..................................................................................................................................................... 63 QUESTIONNAIRE FOR MANAGERS ......................................................................................................... 63 QUESTIONNAIRE FOR WORKERS ............................................................................................................ 65 10.BIBLIOGRAPGHY ...................................................................................................................................... 66

1. INTRODUCTION:
1.1 EMPLOYEE JOB SATISFACTION

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Job satisfaction is of interest to sociologists in its own right as a measure of subjective well-being and as an indicator of job quality. It is of interest to economists, partly in its own right as one measure of worker utility, but also because reported satisfaction is a good predictor of labor market behavior and, in particular, job quits. The early literature raised a possible objection to the predictive power of expressed satisfaction, namely that data limitations meant that satisfaction may simply proxy unobserved objective factors, such as modes of supervision or physical working conditions. Nevertheless, job satisfaction is closely linked to objective features of individuals working experiences, including features that employers have control over. Rapid market change, disruptive technologies, and opportunities available to your key talent have forced organizations to reexamine the connections between business performance, leadership, and employee satisfaction. So, where will the next force for performance improvement come from? Where can organizations find sources of sustainable (not temporary) competitive advantage? In a series of 14 individual studies, Wilson Learning Worldwide has found one answer Fulfillment Satisfaction. Our research has repeatedly shown that there is a direct correlation between
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employee Fulfillment Satisfaction and job performance. These studies have shown that, on average, 39% of the workforce bottom line can be attributed to employee Fulfillment Satisfaction. This research could not be more timely. A Gallup poll showed that 55% of employees say they are not engaged in their work, and turnover among executives and managers is at an all-time high (SHRM research). Furthermore, our research has clarified the greatest source of employee fulfillment. The single most important factor in creating a sense of fulfillment is the leadership skills of an employees manager. This finding has significant implications for the importance of the role of the manager and how effective he or she is in creating Fulfillment Satisfaction. 1.1.1 Fulfillment Satisfaction We call our approach Fulfillment Satisfaction (or, just fulfillment) to differentiate it from the traditional definition of satisfaction (that is, satisfaction as being comfortable). It is our belief that, if you can identify and measure a more meaningful definition of satisfaction, you will find a closer causal relationship to organizational performance. We began our research by identifying the principal elements of fulfillment, empowerment, and engagement. We identified five: Satisfaction with the job: To be fulfilled, people need to value their day-to-day work activities. People need to have a sense of accomplishment or pleasure from the work itself. Satisfaction with relationships: People also need to value the relationships they have on the job to be fulfilled. People want to like working with their coworkers. While people know that conflicts will arise, they want to be assured that the focus is not on the interpersonal differences, but the task differences. Satisfaction with leadership: If people do not think that they are being managed or led effectively, it is hard to have fulfillment in the work. Knowing that others are satisfied in their work: One of the key findings from our research is the importance of the open expression of fulfillment in the workplace. Knowing that others gain fulfillment in their work is a powerful motivator.

Knowing that others are satisfied with the organizations leadership: It is difficult to be fulfilled if there is not open trust and support for leadership. Equally, when that open trust and support is present, it helps create an environment where people feel empowered and willing to give their full engagement. This combination of both personal satisfaction and communication of group satisfaction is a critical distinction between Fulfillment Satisfaction and traditional definitions of satisfaction. In todays work environment, few objectives are met solely through one individuals efforts. In addition, as people work together in group settings, they are likely to influence each others attitudes and beliefs. Because of the roles that teamwork and joint effort play in organizational success today, tapping into these elements seems critical. One might feel personally satisfied, but not perceive satisfaction in others. As a result, the overall sense of fulfillment that one feels will be diminished. Organizations that encourage open communication, where employees discuss their level of satisfaction, promotes high performance. 1.1.2 The Different Perspectives of Employees and HR Professionals The recruitment and retention of qualified, skilled employees is the foundation of any business, small or large. Research indicates that employees who are satisfied with their jobs are more likely to stay with their employers. Keeping a cadre of happy and motivated employees, however, is often elusive as the expectations of employees shift. These changing expectations stem from demographic trends, such as growing numbers of Generation Y employees (those born after 1981) and women entering the workforce, caring for elderly parents, and more general changes in society, such as increased stress levels as employees attempt to juggle work and personal responsibilities. As life becomes more challenging, employees may become more stressed. Therefore, the factors long thought to satisfy employees may be shifting, depending on attributes such as the gender and age of employees. In addition to demographic factors, the economic landscape in which most U.S. and global companies are operating is of particular interest this year. Employees go to work not knowing what to expect; hiring freezes and layoffs lead to taxed resources and diminished employee morale. HR professionals are an important organizational link to the human capital embodied by employees. Therefore, as organizations face fiscal constraints, the role of HR becomes even
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more crucial in helping companies balance the necessity to reduce operating costs while maintaining employee motivation and satisfaction on the job. This report compares the responses of HR professionals and employees in an effort to understand the similarities and differences between these two vantage points. HR professionals are strategically primed to serve as a voice for employees. In addition, as individuals most heavily involved in recruitment, retention and performance management, HR professionals benefit by knowing which factors employees value most. Yet, this is sometimes difficult because understanding what satisfies employees is a dynamic and evolving process. HR professionals need to know that the programs they are promoting for employees are indeed important to them. One way for HR professionals to gauge their knowledge of employee needs is to recognize the degree to which their perceptions are accurate when matched up against employees perceptions. While collecting only employee data on job satisfaction would provide useful information for HR professionals, another piece of the puzzle is found in a direct comparison of the two groups perceptions. In order to make meaningful comparisons, it is important to consider the employees represented in this study. HR professionals were asked to report on employees in their organizations, i.e., the entire workforce, including both exempt and nonexempt workers. With this in mind, it is accurate to say that the profile of employees from the HR professionals perspective tends to be a more generalized and inclusive category. Employee data were analyzed by demographic variables such as employee age, gender and job tenure. These types of analyses are useful because they highlight that not all employees have the same preferences with respect to job satisfaction. HR professionals who are aware of the needs of different groups by age, gender and job tenure may be able to develop programs that appeal to certain groups more than others. For example, if an organization has high turnover among employees 35 years of age and younger, it would be useful to know what factors affect their satisfaction the most and how the organization can offer programs that appeal to this segment of its workforce.

1.1.3 ELEMENTS OF JOB SATISFACTION The following 24 elements of job satisfaction, and eight special compensation and benefits elements, are examined in this report: Career Development 1. Organizations commitment to professional development 2. Career advancement opportunities within the organization 3. Career development opportunities for learning and professional growth (mentorships, cross training, etc.) 4. Job-specific training 5. Opportunities to network with others (within or outside the organization) to help in advancing ones career 6. Opportunities to use skills and abilities in work. 7. Paid training and tuition reimbursement programs

Relationship With Management 8. Communication between employees and senior management 9. Autonomy and independence to make decisions 10. Management recognition of employee job performance (feedback, incentives, rewards) 11. Relationship with immediate supervisor Compensation and Benefits 12. Compensation/pay y y Base rate of pay Opportunities for variable pay (bonuses, commissions, other variable pay, monetary rewards for ideas or suggestions) y y Stock options Being paid competitively with the local market

13. Benefits y Health care/medical benefits


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Family-friendly benefits (life insurance for dependents, subsidized child care, elder care referral service, etc.)

y y

Paid time off (vacation, holidays, sick days, personal days, etc.) Retirement benefits (defined contribution plans such as 401(k) and other defined plans such as pensions)

14. Flexibility to balance life and work issues (alternative work arrangements, including job sharing, flex schedules, telecommuting, etc.) Work Environment 15. Feeling safe in the work environment 16. Job security 17. Meaningfulness of job (understanding how job contributes to society as a whole) 18. Organizations commitment to corporate social responsibility (balancing financial performance with contributions to the quality of life of its employees, the local community and society at large) 19. Organizations commitment to a green workplace (environmentally sensitive and resource efficient) 20. Overall corporate culture (organizations reputation, work ethics, values, working conditions, etc.) 21. Relationships with co-workers 22. Contribution of work to organizations business goals 23. The work itself (it is interesting, challenging, exciting, etc.) 24. Variety of work (working on different projects, using different skills)

1.1.4 EMPLOYEE ATTITUDES AND JOB SATISFACTION Happy employees are productive employees. Happy employees are not productive employees. We hear these conflicting statements made by HR professionals and managers in organizations. There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction even at a time when employees are increasingly important for organizational success and competitiveness. Therefore, the purpose is to provide greater understanding of the research on this topic and give recommendations related to the major practitioner knowledge gaps. The major practitioner knowledge gaps in this area are: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Within each gap area, we provide a review of the scientific research and recommendations for practitioners related to the research findings. In the final section, additional recommendations for enhancing organizational practice in the area of employee attitudes and job satisfaction are described, along with suggestions for evaluating the implemented practices. Before beginning, we should describe what we mean by employee attitudes and job satisfaction. Employees have attitudes or viewpoints about many aspects of their jobs, their careers, and their organizations. However, from the perspective of research and practice, the most focal employee attitude is job satisfaction. Thus, we often refer to employee attitudes broadly , although much of our specific focus will concern job satisfaction.

Gap 1The Causes of Employee Attitudes The first major practitioner knowledge gap we will address is the causes of employee attitudes and job satisfaction. In general, HR practitioners understand the importance of the work situation as a cause of employee attitudes, and it is an area HR can help influence through organizational programs and management practices. However, in the past two decades, there have been significant research gains in understanding dispositional and cultural influences on job satisfaction as well, which is not yet well understood by practitioners. In addition, one of the most important areas of the work situation to influence job satisfactionthe work itselfis often overlooked by practitioners when addressing job satisfaction.

Dispositional Influences Several innovative studies have shown the influences of a persons disposition on job satisfaction. One of the first studies in this area (Staw & Ross, 1985) demonstrated that a persons job satisfaction scores have stability over time, even when he or she changes jobs or companies.

Cultural Influences In terms of other influences on employee attitudes, there is also a small, but growing body of research on the influences of culture or country on employee attitudes and job satisfaction. The continued globalization of organizations poses new challenges for HR practitioners, and the available research on cross-cultural organizational and human resources issues can help them better understand and guide practice.

Work Situation Influences As discussed earlier, the work situation also matters in terms of job satisfaction and organization impact. Contrary to some commonly held practitioner beliefs, the most notable situational influence on job satisfaction is the nature of the work itselfoften called intrinsic job characteristics. Research studies across many years, organizations, and types of jobs show that when employees are asked to evaluate different facets of their job such as supervision, pay, promotion opportunities, coworkers, and so forth, the nature of the work itself generally emerges as the most important job facet (Judge & Church, 2000; Jurgensen, 1978). This is not to say that well-designed compensation programs or effective supervision are unimportant; rather, it is that much can be done to influence job satisfaction by ensuring work is as interesting and challenging as possible. Unfortunately, some managers think employees are most desirous of pay to the exclusion of other job attributes such as interesting work. Of all the major job satisfaction areas, with the nature of the work itself which includes job challenge, autonomy, variety, and scopebest predicts overall job satisfaction, as well as other important outcomes like employee retention (e.g., Fried & Ferris, 1987; Parisi & Weiner, 1999; Weiner, 2000). Thus, to understand what causes people to be satisfied with their jobs, the nature of the work itself is one of the first places for practitioners to focus on.

Gap 2The Results of Positive or Negative Job Satisfaction A second major practitioner knowledge gap is in the area of understanding the consequences of job satisfaction. We hear debates and confusion about whether satisfied employees are productive employees, and HR practitioners rightfully struggle as they must reduce costs and are concerned about the effects on job satisfaction and, in turn, the impact on performance and other outcomes. The focus of our discussion in this section is on job satisfaction, because this is the employee attitude that is most often related to organizational outcomes. Other employee attitudes, such as organizational commitment, have been studied as well, although they have similar relationships to outcomes as job satisfaction.

Job Satisfaction and Job Performance The study of the relationship between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the notion that a happy worker is a productive worker. Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent relationship between job satisfaction and performance.

Job Satisfaction and Life Satisfaction An emerging area of study is the interplay between job and life satisfaction. Researchers have speculated that there are three possible forms of the relationship between job satisfaction and life satisfaction: (1) spillover, where job experiences spill over into non-work life and vice versa; (2) segmentation, where job and life experiences are separated and have little to do with one another; and (3) compensation, where an individual seeks to compensate for a dissatisfying job by seeking fulfillment and happiness in his or her non-work life and vice versa.

Job Satisfaction and Withdrawal Behaviors Numerous studies have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees (e.g., Hackett & Guion, 1985; Hulin, Roznowski, & Hachiya, 1985; Kohler & Mathieu, 1993). Job satisfaction shows correlations with turnover and

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absenteeism in the .25 range. Job dissatisfaction also appears to be related to other withdrawal behaviors, including lateness, unionization, grievances, drug abuse, and decision to retire. Hulin et al. (1985) have argued that these individual withdrawal behaviors are all manifestations of job adaptation and have proposed that these individual behaviors be grouped together. Because the occurrence of most single withdrawal behaviors is quite low, looking at a variety of these behaviors improves the ability for showing the relationship between job attitudes and withdrawal behaviors (Hulin, 1991). Rather than predicting isolated behaviors, withdrawal research and applied practice would do better, as this suggests, to study patterns in withdrawal behaviorssuch as turnover, absenteeism, lateness, decision to retire, etc. together.

Gap 3How To Measure and Influence Employee Attitudes

The third major practitioner knowledge gap is in the area of how to measure and influence employee attitudes. There are a number of possible methods for measuring employee attitudes, such as conducting focus groups, interviewing employees, or carrying out employee surveys. Of these methods, the most accurate measure is a well-constructed employee attitude survey. Thus, we first provide an overview of the major research on employee attitude surveys. To positively influence employee attitudes, understanding of some of the research already discussed is important. In addition, knowledge of important considerations for analyzing employee survey results is essential for taking appropriate steps to improve attitudes. Finally, practitioners often use survey feedback discussion meetings as a means for acting on employee attitude surveys the final part of this section addresses research related to this topic and the most important ways to support action.

Employee Attitude Surveys Two major research areas on employee attitude surveys are discussed below: employee attitude measures used in research and facet versus global measures. The areas discussed are not meant to provide knowledge of all relevant considerations for designing employee surveys, but rather provide background on the research and an overview of some major areas of study. There are two additional issues with measuring employee attitudes that have been researched and provide potentially useful knowledge for practitioners. First, measures of job satisfaction can be faceted
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(such as the JDI)whereby they measure various dimensions of the jobwhile others are globalor measure a single, overall feeling toward the job. An example of a global measure is Overall, how satisfied are you with your job? Second, while most job satisfaction researchers have assumed that overall, single item measures are unreliable and therefore should not be used, this view has not gone unchallenged. Wanous, Reichers, and Hudy (1997) found that the reliability of single item measures of job satisfaction is .67. For the G. M. Faces scale, another single-item measure of job satisfaction that asks individuals to check one of five faces that best describes their overall satisfaction the reliability was estimated to be .66. Based on the research reviewed, there is support for measuring job satisfaction with either a global satisfaction question or by summing scores on various aspects of the job. Therefore, in terms of practice, by measuring facets of job satisfaction, organizations can obtain a complete picture of their specific strengths and weaknesses related to employee job satisfaction and use those facet scores for an overall satisfaction measure, or they can reliably use overall satisfaction questions for that purpose.

Analyzing and Interpreting Survey Results for Action Effective analysis and interpretation of employee attitude survey data is necessary in order to understand the results and, in turn, take appropriate actions to improve employee attitudes and job satisfaction. Research on employee attitude measurement and statistical analyses is a key contribution of the field of psychology.

How to Close the Gaps and Evaluate the Effectiveness of Practice Throughout this study, as we discussed the relevant research for each of the three knowledge gaps, we provided suggestions for closing the gaps. In this section, we offer some final suggestions, as well as ideas for evaluating the effectiveness of implemented practices. One important way to close the gap between research and practice is to be better informed about the research. Given the demands on HR practitioners time, this is a difficult task, yet one that is increasingly expected of HR professionals. Today, organizations need more from HR than someone to administer the tactical aspects of an employee survey and to check that managers are holding feedback discussions and have action plans. Organizations need HR practitioners who know how to develop effective and research-based employee attitude measures, understand and
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derive valuable insights from the data, and use the results to improve employee attitudes and job performance and help lead organizational change. There are many excellent and emerging ways to gain this knowledgeprofessional HR organizations (e.g., the Society for Human Resource Management) are increasingly offering ways to get summarized research information, and new ways to gain knowledge through online and other methods are emerging. Another suggestion relates to improving knowledge of basic statistics. The need to measure, understand, and improve employee attitudes is essential for organizations of today. Yet, without the numeric comfort needed to fully understand and discuss employee attitude measurements, what they mean, and how they relate to other business measures, HR cannot be at the table to assist with achieving this goal. Greater insights on the relationship between employee attitudes and business performance will assist HR professionals as they strive to enhance the essential people side of the business in a highly competitive, global arena.

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2.OBJECTIVES OF THE STUDY


 To study the need and importance of EMPLOYEE JOB SATISFACTION.  To study the safety and healthy work environment is an obvious element contributing to job satisfaction or not.  To make analysis regarding the satisfaction level of the employees towards the organization.  To find the new ways to improve job satisfaction.  To make some of the effective suggestions to the management of NATCO Pharma Limited.

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3.SCOPE OF THE STUDY


y y The Scope of the study is confined to the job satisfaction of the employees. The samples taken include all managerial and non-managerial employees of the NATCO PHARMA LIMITED.

3.1 LIMITATIONS OF THE STUDY.  Since the research is done using sampling techniques, the data collected may not be accurate and complete.  The data given by the employees are based on the individual perceptions and may not be reliable.  The data collected from the questionnaire is limited and is confined to the questions with regards to the questionnaire.  Since many of the workers are illiterate there is a great scope for the information given by them to be inaccurate.  Newly recruited employees could not complete the questionnaire in a confident way.  The sample chosen for the study was 100 out of 1100 employees.

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4.COMPANY PROFILE AND ORGANIZATION STUDY


1. COMPANY 2. NATURE 3. DATE OF INCORPORATION 4. PLACES OF REGISTRATION 5. LOCATION : : : NATCO PHARMA LTD PRIVATE LTD 19-09-1981 : : ANDHRA PRADESH ADMN OFFICE NATCO HOUSE, ROAD NO 2, BANJARA HILLS, HYDERABAD. 6. SHARE CAPITAL : AUTHORISED 10,00,00,000

7. current turn over above US$ 100 million. NATCO Pharma Limited is an Indian enterprise molded by global aspirations. This has always demanded a preparedness and long- term organizational vision that can encompass the turbulences and paradoxes of shifting terms and terrain's of business. Beginning: - NATCO PHARMA was promoted by Mr. V.C. Nannapaneni in the year 1981 as a Private Limited Company to be in the business of Research, Developing, Manufacturing and Marketing of Pharmaceutical Substances and Finished Dosage forms for Indian and International markets. NATCO PHARMA began operations in 1984 in Andhra Pradesh, India.

The Journey:- NATCO PHARMA was ranked 82nd in sales among Indian
Pharmaceutical companies in 1994. NATCO also has the credit of being one of the largest contract manufacturers in India. Some of the well-known companies like Ranbaxy, Dr. Reddy's Laboratories, John Wyeth etc. get their products manufactured.
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Today: NATCO PHARMA LIMITED, which began its operations as a single unit with 20 employees, today has four manufacturing facilities and employs around 1500 people. It has an on-line data for analysis and decision making. Consistently ranked among the fastest growing pharmaceutical companies in the country, Natco is utilizing its collective experience to kick start its future plans as a global company. Respected for Quality, Performance, Care, Responsibility and for creation and maximization of wealth for its Shareholders NATCO Pharma Limited, the post-merger organization represents a strategic stage in NATCOs constant evolution as the Complete Pharma Company. MISSION: An Indian pharmaceutical industry, with significant international presence. Today it is more innovative and active than ever across the entire spectrum in pharmaceuticals - from basic research, bulk actives & intermediates to finished dosage forms and clinical trials. In the emerging industry patterns of the twenty-first century, based on new technologies, NATCO recognizes that innovative product development has to be complemented with cost effective therapeutic solutions to address a better informed and a more demanding fraternity. To achieve this, the company has harnessed all its strengths compact productive teams, modern facilities. It commands over chemical technologies and economies of scale - into a synergistic organic entity, continuously creating and nurturing high quality products and technologies. NATCO believes that in the new order of symbiotic drug industry, it will emerge a powerful player with specialized skills to address encompassing opportunities in pharmaceuticals. Attracting industry leaders with the constancy of its purpose. NATCO's emergence from a major business reengineering exercise further fuels its ambition to be among the select top leaders in the industry with the power to turn shared DREAMS into REALITY. VISION NATCO will be the global organization most respected for quality, service and social commitment in health care and other areas of business.

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NATCO is a group of companies associated with 1. NATCO PHARMA LIMITED 2. NATCO PHARMA DIVISION 3. NATCO CHEMICAL DIVISION 4. TIME CAP PHARMA LABS PVT.LTD 5. K.N. BIOTECH PVT.LTD 6. NATCO CHEMICAL AND R&D DIVISION MANUFACTURING FACILITIES FORMULATION PARENTERALS BULK DRUGS R&D MANUFACTURING LOCATIONS: KOTHUR: The company has one manufacturing factory at Kothur, situated in 52, 80 sq. m site. This factory has attained the ISO-9002, 14002 certification and it is engaged in the manufacturing of tablets, capsules, liquids and drug syrups. The biotechnology unit of NATCO is located at Kothur. This factory is one of the few factories available in India, which manufactures fungal diastase for digestive image. It is equipped with one of the finest equipments and technology. MEKAGUDA: This factory is a chemical division located at Mekaguda spread over 100 acres; this factory incorporates the latest technology and immense capacities. It is one of the latest synthetic

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bulk activities manufacturing units in India. This factory also possesses an effluent treatment plant which adds miles in the direction of being environmentally friendly. NAGARJUNA SAGAR: This factory is a parental division located at Nagarjuna Sagar, which is around 180km from Hyderabad. This factory is one of the biggest single unit manufactures for the manufacturing of small and large volume parentarals. SANATH NAGAR: This is chemical and R&D division located at Sanath nagar, Hyderabad. It is the only manufacturing factory in India that manufactures the worlds best known anti depressant fluoxetine, HCL. It also manufactures other bulk drugs including isosorbides etc. INFRASTRUCTURE: y y y y y y y 30,000 sq. ft of Laboratory Space. 30,000 sq. ft space available for further expansion. 7 Laboratories for synthesis 4 Laboratories for analytical method development and analytical instrumentation. A Laboratory for natural actives and Biotech oriented research. Centralized library housing over 3000 books, journals, periodicals etc. Computer Database for on line literature search and patent scan.

RESEARCH AND DEVELOPMENT: NATCO`s research and development effort is multi disciplinary. With the help of NATCO research centre, centralized support, networking and integration of group requirements is facilitated. The center has a core team of dedicated scientists backed by advanced facilities and equipments. Currently R&D is involved in the development of new controlled release drug delivery system which include specialized gels, micro/nano sponges and liposomes technologies. The

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company conducts research in peptide synthesis through fermentation process, microbiological and through stain improvement techniques are also undertaken. NATCO has been sanctioned an assistance of Rs.130 lakhs RESEARCH under the SPONSERED

AND DEVELOPMENT PROGRAMME(SPREAD) by industrial credit and

investment corporation of India for carrying research projects in association with leading National Research Labs. NATCO conducts research in peptide synthesis along with Center for Cellular and Molecular Biology, Hyderabad. NATCO works in close collaboration with Central Leather Research Institute, Madras for the development or oral vaccines. NATCO has entered in strategic alliance with Hyderabad Central University and Birla Institute of Technology and Science, Pilani to conduct research in the field of Synthetic chemistry. NATCO out sources selective research and development project to Nizam`s Institute of Medical Sciences, Hyderabad. OPERATIONAL REVIEW & FUTURE OUTLOOK NATCO is the current leader in Oncology segment. Generic formulations from NATCO are launched in USA, Canada and few countries in EU.

FINISHED DOSAGE FORMULATION DIVISIONThe finished dosage formulation unit has turned out exceptionally good performance, basically driving by the oncology segment. The company continues to make in road into the segment and now starts as number one in terms of revenues, from amongst the Indian companies operating in the segment. Revenues from this segment have crossed Rs. 6 crores per month and are likely to grow further. During the year 2006-07 revenue from the oncology segment alone grew to rupees 56 crores from rupees 33 crores during 2006. Revenues from the formulation division grew to rupees 102 crores. The year 2007 witnessed the launch of number of products both in oncology and non-oncology segments.

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Some of the significant launches include BANDRONE (injection and tablets) and BORTENNTS & PAMNAT injections in the oncology segments and anorest tablets in nononcology segments. The company has also launched TARANA, world class oral contraceptives for women, with fewer side effects. It is a combination of drospironene 3mg and ethinyl estradlol 0.03mg. it is first international brand.

Finished Dosage Facility:


1. US FDA 2. UK, MHRA 3. TGA,AUSTRALIA 4. HEALTH CANADA 5. GERMAN HEALTH AUTHORITY 6. DANISH HEALTH MINISTRY 7. INFARMED PORTUGAL 8. GREECE HEALTH AUTHORITY 9. BYELORUSSIAN HEALTH MINISTRY

Bulk Activities Facility:


1.US FDA 2. GERMAN HEALTH AUTHORITY 3.TGA, AUSTRALIA

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4.1 EXPANSION, GLOBALIZATION AND DIVERSIFICATION: NATCO as a part of globalization plant finalized an investment proposal for setting up a formulation unit in New Jersey, USA at an estimate cost of US $ 6 Million. The EXIM Bank of India is likely to fund team loan finance equivalent to US $ 4.08 Million and the company will invest the balance. The proposed US project is expected to be highly beneficial to the company both financially and technologically, besides earning foreign exchange to our country. INTERNATIONAL BUSINESS: NATCO pharma services markets are across the globe. Some of the countries where its presence is felt are USA , UK, Canada, Columbia, Brazil, Spain, Denmark, Ireland, Greece, Bangladesh, China , Hong Kong, Belgium, Russia, Cyprus, Pakistan, Italy, South Africa, Egypt, Poland, Australia etc. NATCO pharma is one of the first Indian companies to set up a unit in USA: NATCO PHAMALLIC (New Jersey) The exports have shown a study increase in previous years. NATCO pharma production facility has received the World Health Organization (WHO) Certificate manufacturing practice (GMP). NATCO pharma has a distinction of launching the formulations of Samaritan the first Anti Migraine for the first time in Asia. NATCO pharma is one of the first Indian Companies to have achieved ISO 9002 certification for its quality standards. NATCO pharma has pioneered and developed the concept of time-release dosage preparation for which it has earned enormous goodwill in India. The company today is specially recognized with time release preparation. RETAIL BUSINESS With a view to find a suitable channel for the companys product in USA and in order to gain first hand knowledge about US market. It has found its appropriate market to enter for maintaining good

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retail space in USA through acquisition of drug stores. It owns and operates retail pharmacy store- called Nicks drugs in downtown New York, USA. MARKETING For NATCO, marketing involves the challenges of giving care, concern and responsibility in a wider range. The demands of optimization in such a scenario have been met by NATCO through efficient online information network. NATCO is constantly upgrading its logistics from global perspectives to achieve this end.

Domestic Marketing
1. Domestic Generic and Branded formulation 2. Domestic bulk drugs 3. Contract manufacturing marketing networks

International Marketing
NATCOS growing international presence currently focuses on the consolidation and expansion of business in India and US. A multi pronged strategy including joint venture, acquisition, marketing alliances, manufacturing tie-ups, custom synthesis and other collaborative ventures are being pursued for long term growth. 1. Export generic formulation 2. Export bulk drug 3. Export horizon

NATCOs therapeutic areas of interest:


Oncology Anti Depressants Antimigraine Anti-Asthma Urology Gastro intestinal disorders.
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DEPARTMENTS IN NATCO: y y y y y y y y y y y y y y Personnel Department Purchase Department Marketing Department Finance Department R&D Department Stores Department Production Department Operations Department Maintenance Department Safety Department Electrical Department Civil Department Quality Control Department E.T.P Department

BENEFITS FOR EMPLOYEES IN NATCO: y y y LTA - Leave Travel Assistance PF - Provident Fund

GPA- Group Personal Accident Policy

NEW PROJECTS Future-Focused Organizations understand core competencies not to mean repetitive activities that have meant past profits ;but the ability to concentrate in undisputed streams towards new frontiers , the collective experience of a radical past.

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To connect to respond to galvanize accumulated momentum on to terrain that unleashes its full potential. This is what the credo of NATCO demands. Into its second decade NATCO`s new projects display tenacity whose fruitfulness thus far guarantees a rewarding future.

SIGNIFICANT PRODUCTS OF THE COMPANY: y y y y y CIPRONAT NATCOLD PLUS CETRINAT FEONAT AMINAT AMOXINAT SPARNAT CEPHLENAT OMENAT RANDINAT

POPULAR MEDICINES OF NATCO: y y y y VEENAT CETRONAT ZOLDONAT ONENAT

4.2 MAIN OBJECTIVES OF THE COMPANY:

y y

To increase market share from 0.6 percent to 1.1 percent. The goals of the future are launching high technology; specialized products balanced by high technology and mass redact in order to increase sales, market share and returns.

To carry on the business of deal in finished drugs and pharmaceuticals, bulk drugs, fuel chemicals, ayurvedic and cosmetics. To do all kinds of consultancy services in pharmaceuticals and carry on research to do loan licensing. Manufacturing act as advisor for such of those industrial organization and research labs who may desire these services in pharmaceuticals.

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The company intends to extract maximum advantage from its R&D wing and from the collaborative research it is undertaking with leading research organization such as CCMB (Centre for Cellular and Molecular Biology), CLRI (Center Leather Research Institute) etc.

NATCOS BUSINESS DEVELOPMENT STRATEGY It focuses on identifying and developing the existing and future product pipeline. Natco is interested in pursuing co-development with pharmaceutical companies in the areas of finished dosage formulations. EXPORTS NATCO is the next foreign exchange earner for the last ten years. NATCO currently focused on the consolidation and offices in India and USA facilitate expansion of business. The following are the exports for the Five years. SALES : : : : : PROFITS : : : : : 1991 10,47,41,325 11,65,52,224 25,40,00,735 35,27,92,343 65,27,27,000 20,48,609 35,44,362 72,66,640 1,41,46,553 7,80,95,000

92 93 94 95 1991 92 93 94 95 -

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EXPORTS SALES TURN OVER: YEAR 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 EXPORT TURN OVER IN Rs 38,99,42,000 57,38,02,720 62,24,70,874 87,78,03,662 100,01,00,100

PROFITS: YEAR 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 AMOUNT IN LAKHS 11.1 53.8 156.0 871.0 1399.0

4.2.1 UNITS OF NATCO NATCO PHARMA LIMITED, which began its operation as a single unit with 20 employees, today has four manufacturing facilities and employees around 2000 people. Head Office Unit I and IV Unit II Unit III NATCO Research Centre New Unit NATCO House, Banjara Hills Kothur,Pharma Division Nagarjuna Sagar,Parental Mekaguda Sanath Nagar Dehradoon, Pharma Division

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ACHIEVEMENTS y y y y

OF NATCO

Incorporated in 1981 for manufacture of Pharmaceutical formulations First Full year in operations-1984-Sales Rs.0.5 Million. Pioneered Timed Release, a delayed acting sustained release Technology. Achieve a rare feat of introducing the largest array of timed release products based on Zero order release concept of Micro Dialysis Cell Technology.

y y

Stated Parental manufacturing facility at Nagarjuna Sagar, India-1986 Acquired Dr.Kranth Pharma chemical labs, a small bulk drug manufacturer, now known as NATCO Research Center.

Established bulk drug and intermediate facility of Mekaguda ,India this facility is TGA approved, and certified for its Environmental Management Systems(ISO-14001)

(Today its a US-FDA approved plant) y y y y y State of the art manufacturing facilities CGMP, ISO 9002 Certified dosage facility. A wide distribution net work, India and International. Merged three of the group companies with the Parent, NATCO Pharmacy Limited-1995. Granted US patent for its manufacturing process of Omeprazole. Launched Anti-Cancer drug Imatinib Mesylate 100 mg capsules under the brand name VEENAT process developed in house.

HR POLICY IN NATCO

The NATCO recognizes the importance of skilled man power and fully believes in development of available man power in the organization.

The company recruits the man power based on man power planning or requirements that arise with the increased quantum of work or vacancies created by exit of employees.

The company believes in development and training the available manpower to the maximum possible extent.

NATCO extend training and development activity to each and every employee of it.

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The training shall be imported on the basis of planned schedule after valuation of training needs at the individual and at group levels.

The training system assess knowledge, skills, and behavior-based on needs of the human resources.

The training will be given on the job through 2 models i.e. (a) External Training (b) In-house Training

The company recruits the personal purely based on educational qualification and performance in the final interview.

NATCO TRUST: NATCO TRUST was established with the objective of roving the quality of life of the rural and urban people in the areas of health, education, sanitation and for over all development. It is a non-profit charitable organization. The policies which are implemented by NATCO Pharma are y y y y y y y Children Educational Policy Loan Staff Advancement Policy Marriage Gift Policy Medical Policy-12.5%-Basic + D.A Accommodation Policy-Kothur and Mekaguda House wives, Children Training Policy Leave Travelling Allowance Policy

AWARDS RECEIVED: y y y y y Best Invention Award for invention of anti-cancer drug called Imatinib Mesylate. WHO Certificate for current good manufacturing practices (CGMP). ISO 9002 Certification in 1994 ISO 14002 Certification in 2003. National Award to Small Scale Entrepreneur, 1986 instituted by Government of India, Ministry of Industries, Small Industries Development Organization.

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All India Industrial Exhibitions (AIIE), 1986 Award for best imports substitution, best new product.

y y

National Unity Award. Industrial Promotion Selection Award 1988 for perfect controlled drug delivery system by government of AP.

Federation of Andhra Pradesh Chamber of Commerce and Industry (FAPCCI) for best scientist.

4.2.2 NATCO COMMITMENTS: HEALTH AWARENESS: y The Trust is actively involved in government initiated Polio Awareness Campaign in the above districts. y Has initiated a campaign for polio effected individuals by providing light weight FRO caliper for around 1250 individuals who can walk now y The Trust has been actively engaged in rendering infrastructure support (by donating medical equipment and machinery) to reputed hospitals such as CARE, LV Prasad Eye Research Institute, Sir Ronald Ross Institute for Tropical Diseases and to Indo American Cancer Research Institute. y The Trust is a regular supporter to patients suffering from cancer by donating cancer medicines manufactured by NATCO Pharma Limited. y Every month the Trust supports surgery of a minimum of five children suffering from Cardiac problems by bearing the relevant cost at NIMS Hospital, Hyderabad y Children below 15 years suffering from Leukemia are provided with medical support at M.N.J. Institute of Oncology, Hyderabad. y Under the Governments Care and support program to HIV/AIDS patients, medical support is provided to the patients, while their children are provided with food at the Tuberculosis and Chest Diseases Hospital, Hyderabad. Identification of health disorders among the children in a phased manner in and around 150 Government schools at and around Hyderabad.
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y y

Organization of Rural health awareness camps. A health center at Mekaguda Village at Kothur Mandal is organized on a monthly basis, covering 12 villages where Immunization, Anti-natal Check up, Health Check ups are carried out. Around 1500 patients visit every month.

The Trust is associated with the urban Health Center which co-ordinates health services in identified slums.

Infrastructure support to the Government Chest Hospital by providing Flow Cytometer which helps in investigation for HIV patients to tests their viral count

EDUCATION AWARENESS: y Under No to Child Labor program, the meritorious children are supported with scholarships to pursue education. y The Trust runs a Childs Friendly Education center at one of the remote villages in Kothur Mandal at Mahaboob nagar District. y y y It also runs an alternate school as a rehabilitation program for child labor. The Trust supports education of around 400 poor tribal children. Water Sanitation facilities were provided to around 20 government schools, to fulfil the basic requirements of children; y The Trust also supports Government Social welfare Hostels in bettering the available infrastructure facilities. The physical metamorphosis that has been brought about in the Villages where the Trust has been operating, such as roads, Electricity, Hospital facilities etc., is one of the proud and pioneering achievements of the mission in connecting villages to the nearest towns and to the city through a network system that initiated the development of the villages. The Trust is actively and closely associated with the Nizams Institute of Medical Sciences and has been carrying out various activities in collaboration with it.

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5. METHODOLOGY AND SAMPLING


5.1 DATA COLLECTION: The data that is been collected for the study is from primary data and secondary data. A random sampling method is taken for the study. PRIMARY DATA Primary data are those which are collected afresh and that happens to be original in character. The primary data will be collected through a questionnaire and personal interaction. The data will be collected through questionnaire method because exact information can be obtained. This is more useful rather than adopting any other method. The primary data can be collected by the following methodsQUESTIONNAIRE Under this method a well-structured questionnaire is prepared covering all aspects with respect to the related topics. This contains close-ended questions. In the close-ended questions the respondent has to answer the questions within the choice specified. By distributing the questionnaire to the respondent the data is collected. OBSERVATION METHOD By observing the activities being performed by the organization, the data is collected. Care should be taken that the activity should be observed for one complete work life style. SECONDARY DATA The secondary data has been collected from different sources like NATCO PHARMA LTD manuals, files from different sections/cells, branches and reading material from different departments in NATCO PHARMA LTD. 5.2 RESEARCH DESIGN SAMPLE STUDY The study was conducted by taking random sampling method. The present study is intended to analyze the employee satisfaction at NATCO Pharma LTD. Due to the
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availability of limited time and other reasons, the analysis was conducted with sample size of 70 employees.

5.3 SAMPLING DESIGN:

Simple random sampling is a technique of drawing the sample in such a way that each unit of the population having an equal and independent of chance. Sample size: 70 Statistical Tool: Random sampling method Sample Unit: People belonging to all designations

6. ANALYSIS & INTERPRETATION


Below are the questions asked to the staff and managers at MEKAGUDA plant. The department covered includes Production dept: 18 Maintenance dept: 12 Quality assurance dept: 10 Stores dept: 10 Quality control dept: 20 A total of 70 employees which included the staff and the executives were the respondents. The age of the employees ranged between 26-50 yrs. The experience of the employees also mattered a lot while taking the samples, a wide range of experienced employees was considered. There were employees with 25 yrs of experience and also 3 to 4 yrs of experience.

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1) I am clear about my role, responsibility and expected outcome. Attitude Strongly agree No. of Respondents Percentage 37% 46% 8% 3% 6% 100 26 32 6 2 Agree Neutral Disagree Strongly disagree 4 70 Total

The above diagram reveals that 46% of the employees (staff & executives) know their role and responsibilities, but they desire for more clarity. 37% are very sure of their roles and responsibilities, 3% of them are not known about their roles and responsibilities and 6% of them are not at all sure of their roles, and 8% of them are uncertain about their role and responsibilities. So we can infer that majority of them are clear about their roles and responsibilities.

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2) .I am being involved in the decision been taken regarding my job, department or within my boundary. Attitude Strongly agree 16 Agree Neutral Disagree Strongly disagree 4 Total

No of respondents Percentage 23%

36

70

51%

11%

9%

6%

100

2.Involvement in Decision Making


1 2 3 6% 23% 9% 11% 4 5

51%

The above diagram reveals that 51% of the employees are involved in the decision making of their departmental organizational activities. while the other 23% people felt that they are absolutely involved and 6% employees feel that they are not at all counted into the decision making process and 9% of them feel that they are not called for in the decision taking. Only 11 % feel their uncertainty about the involvement in organization's decision making process. So, we can infer that majority of them are being made to involve in the decision making process.

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3) My job helps me in learning along with individual growth in the organization. Attitude No of respondents Percentage Strongly agree 36 51% Agree 24 34% Neutral 4 6% Disagree 4 6% Strongly disagree 2 3% Total 70 100

3. Learning and Growing


1 2 3 4 5 6% 3% 6%

51% 34%

The above diagram reveals that: 51% of the employees strongly believe that they have a scope to learn while growing in the organization, where as 34% of the employees feel that the organization helps them to learn along with their growth. 6% of the employees believe that there is no considerable learning taking place in the organization 3% of the employees strongly feel there is no learning taking place. The remaining 6% are neutral about their feelings towards learning aspect in the organization. We can infer that the majority of the employees strongly believe that there is a scope to learn while growing in the company.

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4) There is a same level of enthusiasm and excitement retained from the day-1 of joining. Attitude No of respondents Percentage Strongly agree 4 6% Agree 32 46% Neutral 12 17% Disagree 2 3% Strongly disagree 20 28% Total 70 100

4. Level of Enthusiasm and Excitement


1 2 3 4 5

6%

28%

46% 17% 3%

The above diagram suggests that: 46% of the employees believe that the same level of enthusiasm and excitement is retained from the day one of joining. 6% strongly opine that not only the same level of excitement is retained but also there is a positive increase. 17% are uncertain and neutral in their opinion. 3% believe that the same level of enthusiasm is not retained. 6% believe that the enthusiasm levels have decreased. Hence we can infer that the majority has not seen increased levels of enthusiasm but the same levels have been maintained.

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5) I often get to see job rotation in your organization?

Attitude No of respondents Percentage

Strongly agree 6 9%

Agree 28 40%

Neutral 24 34%

Disagree 8 11%

Strongly disagree 4 6%

Total 70 100

The above diagram suggests that 9% strongly believe that job rotation is seen more often in their organization. 40% feel that there is enough job rotation seen in the organization. 34% are unsure and uncertain about it. 11% feel they do not get to do different works. 6% strongly feel there is no job rotation seen in the organization.

Hence we can infer that job rotation is seen often in the organization.

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6) Rate your exposure to personality development and motivational seminars Attitude No of respondents Percentage Strongly agree 10 14% Agree 24 34% Neutral 26 37% Disagree 6 9% Strongly disagree 4 6% Total 70 100

6.Exposure to Motivational Seminars


1 2 3 6% 14% 34% 9% 4 5

37%

The above diagram suggests that: 14% believe that there is high amount of exposure to motivational seminars. 34% believe that there is required amount of exposure to motivational and personality development seminars. 37% are uncertain to give their opinion. 9% feel there is no exposure to any kind of seminars. 6% feel that there is no scope and exposure to motivational seminars.

Hence we can infer that the majority of the employees neither agree nor disagree and are neutral about the levels of exposure to motivational seminars.

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7) I know about the company policies well due to the transparency maintained here. Attitude No of respondents Percentage Strongly agree 24 34% Agree 28 40% Neutral 14 20% Disagree 2 3% Strongly disagree 2 3% Total 70 100

7.Level of Transparency in organizational policies


1 2 3 4 5 3% 3% 34% 20%

40%

The above diagram suggests that: 34% of the employees strongly feel that there is satisfactory level of transparency in the policies followed in the organization. 40% of them feel that transparency is followed in the organizational policies. 20% neither agree nor disagree in their opinion. 3% feel that there is no transparency maintained in the policies. The remaining 3% strongly feel that the level of transparency maintained is less.

Hence we can infer that: The majority of the employees feel that there is required amount of transparency maintained in the organizational policies.

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8) I think the Decentralized management is beneficial to the employees. Attitude No of respondents Percentage Strongly agree 10 14% Agree 36 52% Neutral 14 20% Disagree 8 11% Strongly disagree 2 3% Total 70 100

8.Decentralized management-beneficial or not


1 2 3 3% 14% 11% 20% 52% 4 5

The above diagram suggests that: 14% of the employees strongly believe that decentralized management is highly beneficial to them in their organization. 52% feel decentralized management is beneficial to the employees. 20% neither agree nor disagree with the statement. 11% feel decentralized management is not beneficial and appropriate in their organization. 3% strongly feel that it is not at all beneficial.

Hence we can infer that: The majority of the employees feel that decentralized management is beneficial and appropriate in their Organization.

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9) I know the two-way communication (top-down, bottom-up) is effective in the organization. Attitude No of respondents Percentage Strongly agree 18 26% Agree 32 46% Neutral 14 20% Disagree 4 5% Strongly disagree 2 3% Total 70 100

9.Effective two way communication


1 2 3 3% 26% 4 5% 20% 5

46%

The above diagram suggests that: 26% strongly feel that there is effective two way communication taking place in the organization. 46% agree that there is effective employee and employer communication. 20% neither agree nor disagree. 5% feel that communication is not effective. 3% strongly feel that communication is ineffective. Hence we can infer that The majority i.e. 46% agrees that there is effective communication taking place between the employee and employer.

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10 ) The work environment is competent for the employee to exhibit his skills in the organization. Attitude No of respondents Percentage Strongly agree 16 23% Agree 38 56% Neutral 8 12% Disagree 2 3% Strongly disagree 4 6% Total 70 100

10.Competitive work environment


1 2 3 6% 23% 4 5 3% 12%

56%

The above diagram suggests that: 23% of employees strongly feel that there is competitive work environment in the organization. 56% feel that work environment is competitive enough. 12% neither agree nor disagree. 3% do not feel that there is competitive work environment in the organization. 6% strongly feel that there is not enough competition in the work place.

Hence we can infer that The majority, i.e. 56% of the employees feels that work environment is competitive.

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11) Pay for Performance is justified in my organization

Attitude No of respondents Percentage

Strongly agree 22 31%

Agree 26 37%

Neutral 16 23%

Disagree 4 6%

Strongly disagree 2 3%

Total 70 100

11. Pay for Performance


1 2 3 3% 31% 4 6% 23% 5

37%

The above diagram depicts that: 31% of employees strongly feel that pay for performance is apt for the organization. 37% feel that their performance is recognized and rightly paid. 23% neither agree nor disagree. 6% do not feel that pay for performance is apt in the organization. 3% strongly feel that pay for performance is not apt for the organization. Hence we can infer that: 37% of the employees, the majority feels their performance is recognized and rightly paid.

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12) Rate the frequency of training and development programs for the employees in the organization. Attitude No of respondents Percentage Strongly agree 38 54% Agree 26 37% Neutral 2 3% Disagree 2 3% Strongly disagree 2 3% Total 70 100

12. Training and Development Programs


1 2 3 4 5 3% 3% 3%

54%

37%

The pie diagram depicts that: 54% of the employees strongly believe that there is high frequency of training and development programs made available to them. 37% agree that there is reasonable amount of training given to the employees. 3% have a neutral opinion. 3% feel there are not enough training and development programs given to them. 3%strongly feel that there is no sufficient training given. Hence we can infer that: 54% of the employees, the majority feel that there is high frequency of training and development programs made available to them.
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13) I feel my work adds value to the organization Attitude No of respondents Percentage Strongly agree 26 36% Agree 34 47% Neutral 6 8% Disagree 4 6% Strongly disagree 2 3% Total 70 100

13. My work adds value to the organization


1 2 3 4 5 8% 36% 3% 6%

47%

The above diagram depicts that: 36%of the employees strongly agree and believe that their work adds value to the organization. 47% feel their work adds considerable value to the organization. 8% are neutral in their opinion. 6% feel their work doesnt add much value to the organization. The remaining 3% strongly feel there is no importance and value added to the organization through their work. Hence we can infer that: The majority of the employees feel that their work adds considerable value to the organization.

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14) The present appraisal system has helped me in my career growth. Attitude No of respondents Percentage Strongly agree 28 40% Agree 26 37% Neutral 12 17% Disagree 2 3% Strongly disagree 2 3% Total 70 100

14.Performance Appraisal System effectiveness


1 2 3 4 5 3% 3% 40% 17%

37%

The above diagram depicts that: 40% of the employees strongly feel that the performance appraisal system helped them in their career growth. 37% feel the P.A system has helped them in their career growth. 17% neither agree nor disagree. 3% feel that the P.A system dint help them in their career growth. The remaining 3% strongly feel that the P.A system has to be more effective. Hence we can infer that:

The majority of the employees feel that the performance appraisal system has helped them in their career growth.
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15) Mostly, I am happy coming to the office. Attitude No of respondents Percentage Strongly agree 32 40% Agree 26 37% Neutral 6 17% Disagree 2 3% Strongly disagree 4 3% Total 70 100

15.Happy to come to the office


1 2 3 4 5 3% 6% 46% 37% 8%

The above diagram depicts that: 46% of the employees have a very happy feeling when they come to office. 37% feel happy about coming to office. 8% are neither happy nor sad about coming to office. 3% feel sad while coming to the office. 6% are frustrated when they come to office.

Hence we can infer that: The majority of the employees are very happy and cheerful when they come to office.

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ANALYSIS II Below are the questions for the workers. A total of 30 workmen were interviewed. The workmen belonged to all the departments. The main concentration was on the Production dept, stores dept and maintenance dept.

1. I am happy with my employment. Attitude Yes No Total No. of respondents 24 6 30 Percentage 80% 20% 100

Happy with my employment

20 10 0

12 3

1 Series1 Series2

The above diagram reveals that 80% of the workers are happy about their employment. 20% are not happy with their employment. We can infer that most of the workers are happy with their employment.

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2. I have emotional attachment with my organization. Attitude Yes No Total No. of respondents 28 2 30 Percentage 93% 7% 100

Emotional attachment with the organisation


14 15 10 1 5 0 1 Series1 Series2

Here, the above diagram shows that 93%of the workers said they have emotional attachment with their organization. 7% do not feel emotionally attached. Hence we can infer that most of the workers feel emotionally attached to their organization.

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3. I am valued as an individual in the organization. Attitude Yes No Total No. of respondents 22 8 30 Percentage 73% 27% 100

Valued as an individual
11 15 10 5 0 1 Series1 Series2 4

The above diagram illustrates that 73% of workers believe they are valued as an individual in their organization. 27% feel they are not valued. We can infer that the majority of the workers believe they are valued as an individual.

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4. I feel my job is secured as long as I perform well Attitude Yes No Total No. of respondents 26 4 30 Percentage 86% 14% 100

Security of the job.


13 15 10 2 5 0 1 Series1 Series2

The above diagram explains that 86% of the workers feel their job is secured as long as they perform well. 14% feel their job is not secured. We can infer that the majority of the workers believe their job is secured as long as they perform well.

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5 . I am happy about all the welfare schemes available in the organization.

Attitude Yes No Total

No. of respondents 24 6 30

Percentage 80% 20% 100

we lfa re s che me s
12 15 10 5 0 1 Series1 Series2 3

The above diagram reveals that 80% of the workers are happy wih the welfare schemes made available to them. 20% are dissatisfied. So, The majority of the workers are satisfied with their welfare schemes.

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6 .I am satisfied with safety measurements at my organization.

Attitude Yes No Total

No. of respondents 26 4 30

Percentage 86% 14% 100

safety measures.
13 15 10 2 5 0 1 Series1 Series2

This diagram shows that 86% of the workers are happy and feel safe with the current safety measures. 14% are not happy with the safety measures maintained at the organization. We can infer that safety measurements are taken at every stage in the organization.

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7. There is a good relationship with my immediate supervisor and coworkers.

Attitude Yes No Total

No. of respondents 20 10 30

Percentage 66% 34% 100

Relationship with supervisor and co-worker.


10 10 5 0 1 Series1 Series2 5

The above diagram illustrates that 66% of the employees feel that they have a good relationship with their superiors and co-workers. The 34% feel the relationship is not effective and beneficial. We can infer the majority have a good relationship with their superior and co workers.

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8. I am utilizing all the working time for productivity purpose without wasting working hours.

Attitude Yes No Total

No. of respondents 24 6 30

Percentage 80% 20% 100

Utilization of working hours.


12 15 10 5 0 1 Series1 Series2 3

The above diagram reveals that 80% of the workers get to utilise their working hours effectively. The remaining 20% feel there is no effective utilisation of working hours. The majority are happy and also utilise their working hours to the fullest.

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9. I am communicated about the changes made by the organization.

Attitude Yes No Total

No. of respondents 22 8 30

Percentage 73% 27% 100

communicated about changes in the organization.


15 10 5 0 1 Series1 Series2 11

The diagram shows that 73% of the workers feel that they are being communicated about the changes made in the organisation. The remaining 27% feel they are not being communicated about the changes made in the organization. Hence we can conclude that the majority of the workers are aware and being communicated about the changes being made in the organization.

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10. I am ready to put in extra efforts for the growth of your organization.

Attitude Yes No Total

No. of respondents 26 4 30

Percentage 86% 14% 100

Ready to put in extra efforts


13 15 10 2 5 0 1 Series1 Series2

The above diagram depicts that 86% of the employees are very much ready to put in extra efforts to complete their task. Whereas 14% of them feel that they are not ready to put extra efforts. We can infer that most of them are dedicated towards their work and are ready to do extra work.

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FINDINGS

 Senior officer/ executives in this organization take active interest in their juniors and help them to learn their job.  75% of employees opinion in the organization is that they have freedom to express their ideas during meetings.  This organization ensures employees welfare to such an extent that the employees can save a lot of their mental energy for work purpose.  80% of employees opinion is that the safety and health training programs are conducted effectively.  People lacking competencies in doing their jobs are helped to acquire competence rather than being left unattended  There is an appraisal system in the organization to reward any good work done or contribution made by employees.  The employees are satisfied with the present pay and employee welfare facilities.  The workers are made permanent once they are into the organization, and the facilities are provided up to their satisfaction.

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7. CONCLUSION
After conducting an intense study on employee satisfaction in NATCO we have arrived at the following conclusion   There is a high level of awareness among the employees with respect to benefit and loans provided in the organization. Majority of the employees is satisfied with the benefits provided by the company. The satisfaction of employees at NATCO was found to be good.

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8. SUGGESTIONS FOR FURTHER STUDY


 Job rotation in this organization should facilitate employees development.  The language in which training is imparted should be understood by one and all.  It is better to give more preference to in house experts, as they are more aware of existing loopholes in the organization.  The workers permanency should be made within their five months of joining into the company according to the labor laws.  The psychological climate is to be improved in this organization, so that it facilitates any employee in developing himself by updating knowledge and skills related to their job. The promotion decision should be based on suitability of the promotion rather than on appraisal system.  Motivational activities and policies should be implemented regularly in order to motivate the employees.  Suggestion box could be used to gather information about training from employees to encourage participation. Good suggestion can be rewarded.

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9.APPENDICES
Appendix A- Organizational Structure of NATCO Ltd.

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Appendix B
QUESTIONNAIRE FOR MANAGERS

All information given by you will be handled with extreme caution and confidentiality will be maintained. Kindly fill in all details as per instructions given. Personal Particulars Age Experience Department Designation : : : :

Rate on a scale of 1 to 5 1-strongly disagree 2-disagree 3-neutral 4-agree 1 QUESTIONS TO BE ANSWERED 1. How clear are you about your role, responsibility and expected outcome? 2. Do you think you are being involved in the decision been taken regarding your job, department or within your boundary? 3. Does your job help you in learning while you are growing in the company? 4. Is the same level of enthusiasm and excitement retained from the day-1 of joining? 5. How often do you see job rotation in your organization? 6. Rate your exposure to personality development and motivational seminars? 7. What do you think is the level of transparency maintained by the company in its policies? 8. To what extent, you think is decentralized (giving authority to individuals) management beneficial to the employees? 9. How well do you think the two way communication (top-down, bottom-up) is
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5-strongly agree 2 3 4 5

effective in the organization? 10. How competitive is the work environment for the employee to exhibit his skills in the organization? 11. How well is pay for performance justified in your organization? 12. Rate the frequency of training and development programs for the employees in the organization. 13. Do you feel your work adds value to the organization? 14. Has the present appraisal system helped you in your career growth? 15. Mostly, How happy do you feel coming to the office:

Very Happy

---

Happy Neutral Sad

Frustrated

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QUESTIONNAIRE FOR WORKERS

Age: Experience: Answer in yes or no 1. Are you happy with your employment?

2.

You have emotional attachment with your organization?

3. I am valued as an individual in the organization

4. Do you feel your job is secured as long as you perform well?

5. Are you happy about all the welfare schemes available in your organization?

6. Are you satisfied with safety measurements at your organization?

7. Is there a good relationship with your immediate supervisor and co-workers?

8. Are you utilizing all your working time for productivity purpose without wasting working hours?

9. Are you communicated about the changes made by the organization?

10. Are you ready to put in extra efforts for the growth of your organization?

NOTE: The questions were translated in the local language (telugu) for the workers understanding.

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10.BIBLIOGRAPGHY
Books: y Essentials of Human resource Management and Industrial Relations, Rao, Subba.P, Himalaya Publishing House, 3rd Revised and Enlarged Edition y Human Resource Management, Aswathappa.K , Tata McGraw Hill Publications, 5TH edition y Personnel /Human Resource Management, David A. Decenzo & S.P Robbins

Articles: 1. Valentini, E., Psychological factors in job satisfaction , Quaderni di ricerca No. 225, Department of Economics, Marche Polytechnic University, 2005, available at:
http://dea.univpm.it/quaderni/pdf/225.pdf

2. Schmidt, S.W., The relationship between satisfaction with on-the-job training and overall job
satisfaction , Paper presented at the Midwest Research-to-Practice Conference in Adult, Continuing, and Community Education, Indiana University, Indianapolis, 2004, available at: http://www.iupui.edu/~adulted/mwr2p/program/Proceedings/Schmidt.pdf

3. Harter, J. W., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268279. Websites www.natcopharma.com www.citehr.com

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