“Retention of employees in pharmaceutical industry

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, andor undermining their
fundamental ethical commitment to putting the interests of patients first. This report
discusses the special nature of gift relationships, examines !hy gifts to health care
professionals from the pharmaceutical industry may be ethically problematic, and revie!s
professional ethical guidelines and legal standards regarding acceptance of gifts.
"roject report on :-
#Retention of employees in pharmaceutical industry”
$bjectives%
&. To study on 'mployee satisfactions level in lake chemical industry pvt ltd in
(angalore
). To kno! job satisfaction level existing employee in industry.
*. To +no! the authority and responsibility of the industry.
,. To kno! the relationship bet!een company and employee
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Retention of employees in pharmaceutical industry
-esearch .ethodology%
/ata Source % "rimary /ata (0ield Survey)
Secondary data12nternet
3rea of -esearch % (angalore
-esearch approach % Survey method
-esearch 2nstrument % 4uestionnaire
Sample "lan % "ersonal 2ntervie!
.Sampling method % S"SS student version soft!are
Sample si5e % &66 -espondents
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Retention of employees in pharmaceutical industry
Findings%
? 2n company the coordination is very good bet!een the employees and management.
? 2n the company the employee satisfaction !ith there job.
? The mutual coordination bet!een the members in company.
? The re!ards systems are in the company is very piece rate system
? The company has giving e7ual !ages to the employee.
? The company recognition of sincere efforts to motivate the employee in
organi5ation.
? The present !orking condition is very good in lake chemical industry.
? The employees have facing problem !ith decision making process to progress there
company.
Suggestions
? The company has focus on giving extra security to employee in inside the
organi5ation
? The company having a!are of exact goals of there industry.
? To motivate employee the company having giving extra benefit to improve
8orking condition in company.
!"#!L$SI"#
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Retention of employees in pharmaceutical industry
3ssessment of overall performance of the pharmaceutical firms, as
perceived by research sample, !as relatively high9, only learning gro!th innovation
dimension got an assessment belo! high level. "erformance measures !hich !ere assessed
a little belo! high level !ere%
: -esources ac7uisition and utili5ation
: 'mployees’ satisfaction
: attracting ne! customers
: introducing ne! policies, strategies, etc
$nly one performance indicator !as belo! the mean of the scale (*)9 that !as
#development of ne! production methods;.
-esearch findings indicated rather strong positive relationship bet!een 'mployee and
organi5ation performance at <ake chemical firms.
Introduction
<ake =hemicals !as established in &>>) in association !ith .icro lab ?roup (the
fastest gro!ing company among the top )6 companies in 2ndia as per the $-? rating).
<ake primarily intends to capture the speciali5ed 7uality (ulk /rugs market and envisages
an enormous gro!th prospect in 2ndia and across the !orld. <ake =hemicals "vt <td, a
(angalore based company situated in the southern part of 2ndia, popularly kno!n as
Silicon @alley of 3sia. <ake is a leading manufacturer of psychotic 3"2’s A its
intermediates. <ake is highlighted on the market as one of the major producers of
(en5odia5epine series. <ake has gro!n a long !ay to have a good presence in regulated
markets. <ake intents to achieve a stronghold in the BS A other regulated markets like
'urope, 3ustralia etc. <ake is gearing up for a BS 0/3 approval for its range of
(en5odia5epine series and has filed =T/ to various health authorities of 'urope and is in a
final process of submission to '/4.. <ake has ?lobal presence in Singapore, Cong
+ong,(ra5il,andalso2srael.
<ake has considerable strengths and a gro!ing presence in the !orldDs key pharmaceutical
markets, e7uipped for product development !ith complex chemistry, a talented and
dedicated !orkforce and a leading portfolio of products !ith many more in the pipeline.
<ake continues to ensure that !e have the right resources to produce the right 7uality of the
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Retention of employees in pharmaceutical industry
niche products and projects that !e have under!ay or !ill be bringing on board. $ver the
next fe! years, !e intend to build on our strengths and launch successful products by
constant researching to develop ne! products that deliver significant value to mankind.
<ake’s accomplishments over the past fe! years speak a great volume about its talented
team of employees, !ho have firmly embraced the =ompanyDs vision. ?ro!th is due to the
management guidance A team contributions
!ith an ongoing support from both ends.
<ake =hemicals "vt <td, a (angalore based company situated in the southern part of 2ndia,
popularly kno!n as Silicon @alley of 3sia. <ake is a leading manufacturer of psychotic
3"2’s A its intermediates. <ake is highlighted on the market as one of the major producers
of (en5odia5epine series.
"ur vision
? To become a more globally focused and integrated company !ith a number of
successful 3"2 to meet the needs of regulated markets like BS, 'urope A 3ustralia
Silent feature
? <ake is a 8C$ ?." certified facility.
? Caving a finished goods handling area !ith a class &,66,666 air handling.
? 8e have been a!arded the export house status based on our export performance by
the ?ovt. of 2ndia.
? "ossesses a sophisticated manufacturing facility as !e are gearing1up to enter the
BS .arket in the near future
? -egistered at international recogni5ed /BE A (radstreet /A( /1B1E1SFGH16,I1
GHH>.
? 'xporting to about *6 countries including regulated and non1regulated markets
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? <ake 2ntends to file =T/ of H products to '44. for grant of =$S in the near
future
? 3n approved source of a couple of products J<ora5epam 1 8yeth , Caloperidol1
Searle A =lona5epam1 (-oche1 through Eicholas "rimal )K by the originators for
local A unregulated market supply
? 0acility is built as per 2=C guidelines !ith a focus to get into the BS market !ith
the (en5odia5epine range of products
? '7uipped !ith an in1house jet1mill and can offer micro ioni5ed grade !ith the
finest particle si5e of &66L less than &6 microns
"%A#ISATI"&ATI"# PR"FILE
Cealth care professionals !ho prescribe pharmaceutical products base their
prescription decisions on many factors including effectiveness, safety, and cost. 2n 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. 2n
)66& the drug industry spent more than M&G billion on visits to physicians’ offices. 2n the last
five years the number of pharmaceutical company sales representatives in the B.S. has
increased from ,),666 to NN,666.& Some N6L of physicians report having been offered cash
or gifts from pharmaceutical industry representatives.) .any physicians meet !ith
pharmaceutical industry representatives four or more times per month.* Serious ethical
concerns have been raised about these contacts bet!een the pharmaceutical industry and
individual health care professionals, especially !hen gifts are involved.,1> 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. ?ift incentives to participate in
continuing professional education programs are the !rong incentives for health care
professionals and trainees, !ho should be independently motivated to participate in lifelong
learning.I 3nd there are economic conse7uences !hen the costs of gifts are passed along to
patients, health care institutions, and third1party payers in the form of higher prices for drugs.
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'scalating drug costs may ultimately result in limitations on access to care. 0ederal
regulations (at H =0-, "art )G*H) establish standards for conduct in relation to gifts for all
federal employees. (ut anecdotal reports from the field indicate that beyond these mandated
thresholds, local facilities’ policies about accepting gifts from the pharmaceutical industry
vary !idely !ithin @C3. To address this state of affairs, ne! national policy limits the
access representatives of the pharmaceutical industry may have to facilities and staff.O This
national guidance provides a foundation for the development of more uniform local policies
throughout the system. This report by the @C3 Eational 'thics =ommittee examines the
values at stake in relationships bet!een practitioners and the pharmaceutical industry from
the perspective of health care ethics. 2ts 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.
$ften 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., organi5ers, event tickets). The promotional
nature of gifts may be subtle or obvious, depending on, for example, !hether a sponsor or
product name is prominently displayed. 0or 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 !ork (e.g., honoraria). The report discusses the
definition of gifts, examines !hy gifts to health care professionals from the pharmaceutical
industry may be ethically problematic in the health care setting, and revie!s professional
ethical guidelines and legal standards regarding acceptance of gifts. 2t offers practical
recommendations to guide ethical policy !ithin @C3. 3lthough the analysis and
recommendations offered here !ere developed specifically in reference to gifts from
pharmaceutical representatives, they apply e7ually to gifts from representatives of medical
manufacturers ?ifts provided to institutions are beyond the scope of this report.O 'hat Is a
%ift( Webster defines a gift as% #something besto!ed voluntarily and !ithout
compensation.;&) 3lthough this definition captures our casual understanding of a gift as
something given !ith no expectation that the recipient !ill reciprocate, it misses much of the
social aspect of gifts that make gifts from pharmaceutical representatives to health care
professionals ethically challenging. ?ifts #have deep and sometimes contradictory cultural
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meanings.;&* Bnlike contracts, in !hich parties set out clear, explicit expectations, gifts
place people in binding personal relationships that generate vague, open1ended moral
obligations. The importance of a gift lies in the personal relationship it generates, sustains,
and signifies.&, 'hy Are %ifts Ethically Pro)lematic( (ecause gifts create relationships,
health care professionals’ acceptance of gifts from the pharmaceutical industry can be
ethically problematic in several !ays. 3ccepting gifts risks undermining trust. 2t may bias
clinicians’ judgments about the relative merits of different medications. 3nd it may affect
prescribing patterns in !ays that increase costs and adversely affect access to care.
$ndermining Patient * Pu)lic Trust+ Cealth care professionals’ fiduciary, or trust1based,
relationship !ith patients re7uires that practitioners explain the reasons for treatment
decisions and disclose any potential conflicts of interest, including the influence of gifts. $ne
study asked patients and physicians to rate ho! appropriate it !ould be for a physician to
accept gifts (ranging from pens to trips) from the pharmaceutical industry, and !hether they
thought accepting gifts !ould influence the physician’s behavior.&H 8ith the exception of
drug samples, the patients considered gifts to be more influential than did the physicians.
3lmost half of the patients !ho participated had not been a!are that physicians received gifts
from pharmaceutical companiesPand of those, ),L said that this ne! kno!ledge changed
their perception of the medical profession. Similarly, a telephone survey of patients found
that although N)L of respondents !ere a!are that physicians received #office1use gifts; from
the pharmaceutical industry, only about one1third !ere a!are that physicians received
personal gifts.&G 0orty1t!o percent believed that personal gifts adversely affect both the cost
and the 7uality of health care. $n the basis of such data, the 3merican =ollege of "hysicians
has concluded that #JaK significant number of patients believe that industry gifts bias their
physician’s prescribing practices and ultimately drive up medical costs.;&I "ublic a!areness
that health care professionals accept gifts from pharmaceutical representatives may
undermine trust in the profession and lead to a perceived loss of professional integrity. @C3
is a public agency and public service is considered a public trust. =onse7uently, the public
rightly hold @C3 to a higher ethical standard than they do private companies. 3s federal
employees, health professionals appointed to @C3 have an obligation to ensure that citi5ens
can have complete
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Brief history of la,e chemicals
The .ill (rook sub !atershed and the (lackstone -iver Cead!aters have been identified by
the .assachusetts 'xecutive $ffice of 'nvironmental 3ffairs as key priority areas to improve
!ater 7uality !ithin the (lackstone -iver. The (lackstone -iver has been designated as a
Eational and 3merican Ceritage -iver by the Eational "ark Service. The (lackstone -iver
@alley Eational Ceritage =orridor !as designated by an 3ct of =ongress on Eovember &6,
&>NG to preserve and interpret for present and future generations the uni7ue and significant
value of the (lackstone @alley. 2n 3ugust &>>N, "resident =linton declared the (lackstone
-iver an Q3merican Ceritage -iverQ. The Eational "ark Service, t!o state governments,
do5ens of local municipalities, businesses, nonprofit historical and environmental
organi5ations, educational institutions, many private citi5ens, and a unifying commission all
!ork together in partnerships to protect the @alleyDs special identity and prepare for its future.
2ndian <ake is the largest body of !ater located completely !ithin the =ity of 8orcester,
.assachusetts (population of &I6,666R). The &>*1acre <ake !ith a mean depth of
approximately &6 feet offers many family activities including t!o public s!imming beaches,
picnic and recreation areas, a public boat launch and a tennis court. 2ndian <ake originally
encompassed ,6 acres and !as surrounded by marshes and farmland. 2n the late &N)6Ds during
the industrial era, the (lackstone =anal !as built to create a ne! transportation link bet!een
8orcester, .assachusetts and "rovidence, -hode 2sland. The .ill (rook !as dammed at
2ndian <ake to form the head!aters of the (lackstone =anal and (lackstone -iver to control
the flo! of !ater through the canal. 2n the late &N,6Ds the <ake !as used to harvest ice for
local businesses. The Bpper .ill (rook 8atershed area is approximately &H s7uare miles and
extends northerly into Colden. The main outlet from 2ndian <ake flo!s through a gated valve
in a southerly direction into Salisbury "ond and eventually into the (lackstone -iver. The
!atershed area is heavily urbani5ed and the major tributary entering into the <ake is 3rarat
(rook entering at the north!est corner of the <ake.
$ver the past H6 years, development !ithin the !atershed has increased dramatically !hich
has caused increased !ater 7uality problems at 2ndian <ake and its tributaries and inlets. This
development has attributed to rapid sedimentation from both upstream development and
urban runoff. Cigh phosphorous loading has also led to eutrophication and has resulted in
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severe impairment of !ater 7uality, primarily in the form of lo! dissolved oxygen, nuisance
a7uatic plants, turbidity and organic enrichment. This has been documented in numerous
studies and routine !ater 7uality monitoring conducted by the 2ndian <ake 8atershed
3ssociation (2<83) through the (lackstone Cead!ater .onitoring Team ((C.T) "rogram
and by the =ity /epartment of "ublic Cealth (/"C).
'xisting conditions have substantially reduced the recreational potential of the 2ndian <ake. 2n
&>IN the 2ndian <ake 2mprovement 3ssociation !as formed and in &>NH, the 2<83 !as
incorporated as a non1profit H6&(*c). The organi5ation began as a group of concerned
residents !ho !anted to monitor and revive the !ater body and has gro!n to be one of the
strongest neighborhood groups in the =ity of 8orcester, !orking in cooperation !ith both
city officials and residents to combat the effects of development !ithin the !atershed. The
2<83 no! maintains a membership of *66R members.
The 2<83 has completed many major tasks to protect and restore the 7uality of the <ake in
the recent years. These tasks include% se!ered homes along 2ndian <ake, dredged a portion of
2ndian <ake9 lobbied against major land taking for construction of -te &>6, lobbied =ity to
repair se!er pumping station on Colden Street, periodic treatment of 2ndian <ake !ith
chemicals to control !eeds9 construction of .organ "ark9 completion of diagnostic feasibility
studies of both lakes9 coordination of the stenciling of almost &,H66 storm drains, !hich
ultimately discharge into the !aterbodies9 gained support from the =ity for an annual
dra!do!n of 2ndian <ake to combat !eed gro!th9 successfully lobbied =ity to pave a local
road!ay and long stretch of side!alk that !ashed sediment into 2ndian <ake during rain
events9 !orked !ith the =ity to repair a failing septic system at Shore "ark, located on 2ndian
<ake, coordinated funding !eed control of N6L of 2ndian <ake to control !eed and algae
gro!th, and continuously identify and repair numerous illicit sanitarystorm se!er
connections entering Salisbury "ond. The 2<83 meets several times per year to discuss on1
going issues and projects. The 2<83 also keeps its membership of *66R informed of
important events through the distribution of a semi1annual ne!sletter and provides important
event, project status and educational information.
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E-$IP.E#T
BABASAB PATIL &&
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Retention of employees in pharmaceutical industry
BABASAB PATIL &)

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0T2- & Shimad5u
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Cumidity =hamber & =... '7uipments
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MAJOR UTILITY EQUIPMENTS (GMP
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$ctagonal (lender SS *&G ) ,66 <
Sifter SS *&G ) *6#
Sparkler 0ilter(?." model) SS *&G ) && plates

Retention of employees in pharmaceutical industry
BABASAB PATIL &*

E/uipment !apacity #os .a,e

($2<'- ,66 +?S & Thermax
($2<'- G66 +?S & Thermax
TC'-.$"3=+ &66 +?S & Thermax
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?'E'-3T$- &)H +@3 & "o!erica
?'E'-3T$- &NH +@3 & "o!erica
=$$<2E? T$8'- G6 T$ES & "aharpur
3=2/ S=-B(('- *666 =0. & Eeptune
32- C3E/<2E? BE2T *
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@3==B. "B." N6.*C- H Soyam
32- =$."-'SS$- &66 =0. & 2ngersoll
32- =$."-'SS$- *6 =0. ) 2ngersoll
/. .. 83T'- "<3ET I6 .* 2on 'xchange
Retention of employees in pharmaceutical industry
!1ARTER "F T1E E.PL"2EE 3E4EL"P.E#T A#3
RETE#TI"# !"..ITTEE "F .E3I!IS P1AR.A!E$TI!AL
!"RP"RATI"#
This 'mployee /evelopment and -etention =ommittee =harter !as adopted by the (oard
of /irectors (the #(oard of .edicis "harmaceutical =orporation (the #=ompany on
Suly >, )66G.

I+ Purpose
The purpose of the 'mployee /evelopment and -etention =ommittee (the #=ommittee
of the (oard of the =ompany is to revie! and provide guidance concerning the recruiting,
hiring, training, promotion and retention of employees and managers.
2n addition to the po!ers and responsibilities expressly delegated to the =ommittee in this
=harter, the =ommittee may exercise any other po!ers and carry out any other
responsibilities delegated to it by the (oard from time to time consistent !ith the
=ompany’s byla!s. The po!ers and responsibilities delegated by the (oard to the
=ommittee in this =harter or other!ise shall be exercised and carried out by the
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=ommittee as it deems appropriate !ithout re7uirement of (oard approval, and any
decision made by the =ommittee (including any decision to exercise or refrain from
exercising any of the po!ers delegated to the =ommittee hereunder) shall be at the
=ommittee’s sole discretion. 8hile acting !ithin the scope of the po!ers and
responsibilities delegated to it, the =ommittee shall have and may exercise all the po!ers
and authority of the (oard. To the fullest extent permitted by la!, the =ommittee shall
have the po!er to determine !hich matters are !ithin the scope of the po!ers and
responsibilities delegated to it.

II+ .em)ership
The (oard !ill appoint the members of the =ommittee. There !ill be a minimum of t!o
members of the =ommittee. 'ach member of the =ommittee !ill be a non1management
member of the (oard.

III+ .eetings and Procedures
The =hairperson (or in his or her absence, a member designated by the =hairperson) shall
preside at each meeting of the =ommittee and set the agendas for =ommittee meetings.
The =ommittee shall have the authority to establish its o!n rules and procedures for notice
and conduct of its meetings so long as they are not inconsistent !ith any provisions of the
=ompany’s byla!s that are applicable to the =ommittee.
The =ommittee shall meet at least one time per year and more fre7uently as the =ommittee
deems necessary or desirable.
3ll non1management directors !ho are not members of the =ommittee may attend and
observe meetings of the =ommittee, but shall not participate in any discussion or
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deliberation unless invited to do so by the =ommittee, and in any event shall not be entitled
to vote. The =ommittee may, at its discretion, include in its meetings members of the
=ompany’s management, any personnel employed or retained by the =ompany or any
other persons !hose presence the =ommittee believes to be necessary or appropriate.
Eot!ithstanding the foregoing, the =ommittee may also exclude from its meetings any
persons it deems appropriate.
The =ommittee shall have the sole authority, as it deems appropriate, to retain andor
replace, as needed, any independent counsel, consultants and other outside experts or
advisors as the =ommittee believes to be necessary or appropriate. The =ommittee may
also utili5e the services of the =ompany’s regular legal counsel or other advisors to the
=ompany. The =ompany shall provide for appropriate funding, as determined by the
=ommittee in its sole discretion, for payment of compensation to any such persons retained
by the =ommittee.
The =hair shall report to the (oard follo!ing meetings of the =ommittee and as other!ise
re7uested by the =hairman of the (oard.
I4+ 3uties and Responsi)ilities
&. The =ommittee shall, at least annually, revie! the employee recruitment, hiring,
development, promotion and retention policies of the =ompany.
). Through an interactive process !ith the =ompany’s senior management and its
Cuman -esources /epartment, provide oversight and guidance on issues including but not
limited to employee recruiting, hiring A promotions, training A development, employee
relations, !ork1life issues, diversity, inclusion issues, retention practices, and similar
matters !ith the goal of increasing employee retention and satisfaction.
*. To address specific issues or problems relating to employee relations and retention
that may arise !ith the objective of identifying !hich procedures or policies need be
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Retention of employees in pharmaceutical industry
enhanced, changed or discarded and to ensure that senior management has a timely and
reasonable action plan to address the issue or problem.
,. The =ommittee shall evaluate its o!n performance on an annual basis, including its
compliance !ith this =harter, and provide any !ritten material !ith respect to such
evaluation to the (oard, including any recommendations for changes in procedures or
policies governing the =ommittee. The =ommittee shall conduct such evaluation and
revie! in such manner as it deems appropriate. The =ommittee shall revie! and reassess
this =harter at least annually and submit any recommended changes to the (oard for its
consideration.
4+ 3elegation of 3uties
The =ommittee may delegate its responsibilities under this =harter to a subcommittee
comprised of one or more members of the =ommittee. The creation of such a
subcommittee, as !ell as its purpose, !ill be reported to the (oard of /irectors. The
=ommittee !ill also carry out such duties that may be delegated to it by the (oard.
-etinas1'mployee -etention Ee!s%
-etensa is proud to be the company keeping you current on employee
retentiontrends,turnovertools,andtalentmanagementtactics.
0eb%
/epartment of Small (usiness Services 2nvites -etinas to Speak at (usiness
Survival =onference of &IH attendees The ET= /epartment of Small (usiness Services
0latiron (2/ invites =hanson Cecht, employee specialist, to speak !ith conference
attendees on !orkforce issues in an uncertain business environment. -eal !orld scenarios
and solutions !ill be addressed at the 0eb )Hth event, such as ho! to reduce employee
costs !ithout reducing productivity and !hat are the viable alternatives to layoffs.
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$rgani5ational /evelopment Eet!ork 2nvites -etensa to /iversity "anelSan -etensa
consultant, (arbara @igilante, !as invited by the $rgani5ational /evelopment Eet!ork 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 !ill be discussed at the 0ebruary &6th event.
Retensa presents the Top 56 7Biggest -uits7 list of 8669
-etensa presents the fourth annual revie! of the most the most impact
resignations of the year. )66N !as a year remembered for change. 0or some, change is
!elcome. 0or others, it casts uncertainty. Stability is the ne! currency, so this yearDs list of
biggest
Retention Programs to Retain Pharmaceutical Employees
State of the Industry
2n the highly regulated "harmaceutical 2ndustry, jobs have become more stressful
and complicated. 0ierce competition has driven salaries higher and higher and benefits
must be constantly improved. 3lthough the "harmaceutical 2ndustry has lo!er turnover
rates compared to other industries, the cost of turnover is much greater. 8ith strict
regulations and rigid timelines, a research specialistDs resignation leaves your company
!ith a delay in product development and a loss of talent. 3dditionally, !hen a
pharmaceutical representative leaves, they take the client relationships !ith 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.
1o: !an Retinas 1elp( 2n order to retain your employees and reduce turnover, a
proactive approach is critical. -etensa can help your "harmacy organi5ation achieve these
goals by constructing an employee retention strategy according to your companyDs
strengths, !eaknesses, budget, and goals. -ecruiting, hiring, $n (oarding, and training are
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Retention of employees in pharmaceutical industry
especially important in the "harmaceutical 2ndustry. 3n analysis using our 'mergent
'mployee <ife =ycle can give you an accurate picture of !hat current processes are
successful and !hich ones are not as effective as they could be. -etensa creates an action
plan !ith clear recommendations for improvement based on these findings. 8e also use
exit intervie!s and employee engagement surveys to learn !hy employees leave your
company and !hat you can do to better retain them.
=ostumer focus%
• To Satisfy our customersD needs and expectations
• To .ake commitments !e fully understand and believe !e can meet
• To .eet all commitments to customers on time
Performance 3riven
? To @erify that our products and services meet agreed re7uirements
?
To .onitor, benchmark and continuously improve our business, products, services,
organi5ation and employeesD performance
? To "rovide best service backup for our customers
!ommitment to -uality
4uality values are internali5ed at every level of the organi5ation. $ur approach to
communicating and implementing these values is one of encouragement, education and
training rather than making policies. $ngoing education and individual support provide
employees !ith the tools, confidence, and motivation they need to implement 7uality
philosophy.
BABASAB PATIL &>
Retention of employees in pharmaceutical industry
Through a 7uality training program, employees !ill learn, both the importance of 7uality
and ho! to measure it and a commitment to continually improving the 7uality and
reliability of <ake’s products and services. 8e !ork to offer a very lo! impurity profile in
our products.
A)out pharmaceutical promotion


?eneral "ractitioner in 8illunga, a village H6 km south of 3delaide, South 3ustralia
paid one day per !eek. <ecturer in the /iscipline of ?eneral "ractice, Bniversity of
3delaide paid one day per !eek. .y duties include developing a Treatment /ecision
'ducation =ollaboration (T/'=)
U Eational 2nstitute of =linical Studies (E2=S) 0ello! ).H days per !eek. .y project is to
develop a !ebsite to assist ?"s to evaluate the usefulness of drug promotion compared to
Therapeutic ?uidelines.
U /irector, Cealthy Skepticism 2nc unpaid. Cealthy Skepticism is an international non1
profit organi5ation !ith the main aim of improving health by reducing harm from
misleading drug promotion. 2 am currently on a )* city tour of 'urope and the BS3 from
3pril )6 V Sune )H, )66N !ith stops in these cities%
Celsinki, .anchester, <eeds, <ondon, $xford, (erlin, @erona, ?lasgo!, (elfast, ?eneva,
<ausanne, .adrid,+Wln, .ain5, 8ashington, (oston "a!tucket, =hicago, Ee! Tork,
Seattle, San 0rancisco /avis, Cobart 2 am much obliged Jold fashioned 'nglish for
#thank you;K to my major sponsors%
U 248i? J?erman 2nstitute for 4uality and 'fficiency in Cealth =areK
U SS.2 JS!iss Society of 2nternal .edicineK
'hy is drug promotion a difficult topic(
Bnderstanding drug promotion is not rocket science. 2t is a much more complicated
and difficult topic. Bnderstanding drug promotion re7uires understanding insights from
many different fields of study. The more 2 learn from these any
fields the more 2 reali5e that 2 have much more to learn. The useful fields of study include%
BABASAB PATIL )6
Retention of employees in pharmaceutical industry
U .edicine and "harmacy
V "harmacology, 'pidemiology, "ublic Cealth, 'vidence (ased .edicine, /rug
'valuation,
"harmacovigilance
U Social sciences
V "sychology, 'conomics, Sociology, 3nthropology, .anagement, Cistory, "olitics,
=ommunication Studies
U Cumanities
V <ogic, 'thics, -hetoric, 'pistemology, <inguistics, Semiotics, <iterature, 3rt, -eligion
U "rofessions
V .arketing, "ublic -elations, 'ducation, 3dvocacy, -egulation "olicing, <a!,
3ccounting
U Statistics
(ecause drug promotion is so complex this paper can only be a 7uick introduction
covering only the tip of the iceberg. 2 !ill have to simplify many complex issues. 2
apologi5e for any misunderstandings or distortion that may result. The understanding of
drug promotion is also complex and difficult for the follo!ing reasons%
U The greatest obstacle to discovering the truth is being convinced that you already kno! it.
.any doctors believe that they all ready kno! everything they need to kno! about drug
promotion so they are not open to reconsidering their beliefs.
"eter .ansfield% Cealthy Skepticism about pharmaceutical promotion page )
U (ecause !e s!im in a see of promotion !e don’t notice it, just like fish may not notice
the !ater that they s!im in.
U The issues are not black and !hite.
U The conclusions from psychological research about persuasion do not fit !ell !ith the
current belief systems of many health professionals. .any reject these conclusions because
they feel !rong or difficult to believe !ithout assessing the strength of the evidence. This
tendency of people to reject facts if they feel that they are implausible !as kno!n by the
ancients. "lato !ho attributed the follo!ing 7uote to Socrates discussing sophistry% #2n
courts of justice no attention is paid !hatever to the truthX all that matters is plausibility...
BABASAB PATIL )&
Retention of employees in pharmaceutical industry
both prosecution and defense positively suppress the facts in favour of probability, if the
facts are improbable. Eever mind the truth 11 pursue probability through thick and thin in
every kind of speech9 the !hole secret of the art of speaking lies in consistent adherence to
this principle.; ("lato, "haedrus )I)). Thucydides !rote that Q8hen someone finds a
conclusion agreeable, they accept it !ithout argument, but !hen they finds it disagreeable,
they !ill bring against it all the forces of logic and reason.Q .odern psychologists call
these tendencies
#confirmation bias;.
U .any health professionals perceive any discussion of drug promotion to be a threat to
their freedom to choose
for themselves !hat to do, including !hether or not to accept gifts from drug companies.
"sychological
research has found that threats to freedom often elicit reactance. -eactance is an emotional
reaction against
threats to freedom or pressure to change. -eactance can cause people to adopt or
strengthen vie!s contrary to
!hat !as intended.
'hat is promotion(
"romotion can be defined as persuasion !ith the aim or effect of increasing or
decreasing the use, sales or acceptance of a product, service or idea. "romotion is a subset
of marketing. The * other main components of marketing are% developing the product,
pricing and distribution or placement. Thus the , "s of marketing are% product, price,
promotion and place. "romotion includes many methods% advertising, sales representatives,
gifts, samples, sponsorship, public relations etc.
3o :e thin, :e are influenced(
.any studies around the !orld have found similar results to a study by Steinman et
al ()66&). 8hen they asked young BS physicians% #Co! much influence do sales
representatives have on your prescribingY; the ans!ers !ere% G&L none9*NL a little and
&L a lot. 2t seems that the majority of us are confident that !e are completely or nearly
completely invulnerable to promotion. Co!ever !e are not so confident about our
BABASAB PATIL ))
Retention of employees in pharmaceutical industry
colleagues. 8hen asked #Co! much influence do sales representatives have on other
physicians’ prescribingY; the ans!ers !ere% &GL none9 **L a little and H&L a lot.& have 2t
is very common for humans to believe that they are at lo!er risk of harm than other
people. "sychologists call this the illusion of uni7ue invulnerability. =onse7uently if you
think you not vulnerable to being misled by drug promotion you are in the majority.
Co!ever, there is also evidence that this illusion increases vulnerability. $verconfidence
increases vulnerability because it reduces the motivation to think carefully about
persuasive messages so they are less likely to be rejected.) $ne of the main reasons !hy
doctors are overconfident is that they believe that their high intelligence is an ade7uate
protection. -ecently, an 3ustralian national ?" leader for denied that doctors !ere be
adversely influenced by drug promotion. Cis main justification for this denial !as that%
#/octors have the intelligence to evaluate information from a clearly biased source.;*
Co!ever intelligence is a risk factor for overconfidence and overconfidence is the main
risk factor for being vulnerable to misleading promotion. 0or example, a study of internet
fraud has found that #clever people are easier to conX To do the bigger scams you need
the victims to trust their o!n capabilities and experienceX 3 significant number of high1
loss cases involved specialists such as psychiatrists, psychologists and neuro1surgeons.;,
Are :e influenced(
"harmaceutical industry staff believe that drug promotion is effective because
they see sales change soon after promotional activities occur. 2n &>G, advertising company
executive "ierre ?arai disclosed that% #3s an advertising man, 2 can assure you that
advertising !hich does not !ork does not continue to run. 2f experience did not sho!
beyond "eter .ansfield% Cealthy Skepticism about pharmaceutical promotion page *
doubt that the great majority of doctors are splendidly responsive to current Jprescription
drugK advertising, ne! techni7ues !ould be devised in short order.;H
"harmaceutical companies have a legal obligation to invest money only !here it is most
likely to provide the highest return on investment. 2n many countries they have been the
most profitable of all industries for most of the past &66 years. They only invest in
promotional activities !here they have good reason to believe are likely to increase prices
andor sales volumes. They !ould not invest in promotion if it did not !ork on average to
provide high returns on investment. /rug companies spend huge amounts on promotion in
BABASAB PATIL )*
Retention of employees in pharmaceutical industry
most countries. They may spend more in the BS3 but that is the only country !here
reliable expenditure data is available. #"harmaceutical promotion in the Bnited States in
)66, is as high as MHI.H billionX 'xcluding direct1to1consumers advertising and
promotion to!ards pharmacists, the industry spent around MG&,666 in promotion per
practicing physicianX 3s a percent of B.S. domestic sales of M )*H., billion, promotion
consumes ),.,L of the sales dollar versus &*.,L for -A/.;G The follo!ing graph sho!s
the volume of prescribing of drug 3 in a hospital in northern BS3. The doctors in that
hospital !ere asked if they !ere influenced by drug promotion. They denied it. 2nitially the
level of prescribing !as lo!. 2t increased !hen the doctors received an invitation to an all
expenses paid seminar about the drug in a resort in 0lorida. The level of prescribing
dropped !hile the doctors !ere a!ay at the seminar then increased even more after they
got back.I "erhaps the initial level of prescribing !as too lo! and the post promotion level
!as more appropriate. The main point here is that doctors !ho believed that they !ere not
influenced !ere in fact influenced. $bservational evidence such as this study is not as
conclusive as randomi5ed controlled trials. Co!ever the industry has millions of sales
graphs similar to this one.
Are :e vulnera)le to )eing misled(
2 am a member of a team doing a systematic revie! of studies that have
measured doctors’ exposure to promotion and measured the 7uality of prescribing and
analy5ed the relationship bet!een those t!o measures. So far !e have found I
studies 1
&. 3ndersen ., +ragstrup S, Sondergaard S. Co! conducting a clinical trial affects
physiciansD guideline adherence and drug preferences. S3.3. .
). 3ubrey <., Censgen 0., Sermet =. <a diffusion de l’innovation pharmaceuti7ue en
medicine liverale% revue dela literature et premiers resultants francais. (ulletin
d’information en economies de la sante.
*. (ecker .C, Stolley "/, <asagna <, .c'villa S/, Sloane <.. /ifferential education
concerning therapeutics and resultant physician prescribing patterns. S .ed 'duc..
"eter .ansfield% Cealthy Skepticism about pharmaceutical promotion page ,
BABASAB PATIL ),
Retention of employees in pharmaceutical industry
,. (erings /, (londeel <, Cabra ken C. The effect of industry1independent drug
information on the prescribing of ben5odia5epines in general practice. 'ur S =lin
"harmacology.
H. Caayer 0. -ational prescribing and sources of information.
G. .uijrers "', ?rol -", Sijbrandij S, Sanknegt -, +nottnerus S3. /ifferences in
prescribing bet!een ?"s% impact of the cooperation !ith pharmacists and impact of visits
from pharmaceutical industry representatives.
I. Spingarn -8, (erlin S3, Strom (<. 8hen pharmaceutical manufacturersD employees
present grand rounds, !hat do residents rememberY 3cad .ed. &>>G San9I&(&)%NG1N.$f the
I studies , found that exposure to promotion correlated !ith lo!er 7uality prescribing.
T!o studies found no correlation. This could mean that promotion is not effective all the
time or perhaps there !ere effects that those ) studies did not detect. $ne study found
mixed effects. 'xposure to promotion !as associated !ith higher levels of prescribing for
less common severe cases !here the drug !as appropriate (improving 7uality) but also
higher levels of prescribing for more common less severe cases !here the drug !as
inappropriate (decreasing 7uality). $n the available evidence exposure to promotion can be
associated !ith increased or decreased 7uality of prescribing. 2t may sometimes have no
effect, in !hich case it is just a !aste of money. 2t 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 allo!ing themselves to be exposed to drug
promotion. There is corruption in most professions including the medical profession.
Co!ever that is not the main problem arising from drug promotion. The main problem is
unintended bias. #Social science research sho!s that even !hen individuals try to be
objective their judgments are subject to an unconscious and unintentional self1serving
bias.;N
'hat percentage of promotion is potentially misleading(
The ans!er to this 7uestion depends on definition used. .y definition is%
"romotion is potentially misleading !hen it omits relevant information that is needed for
good decisions or includes persuasion techni7ues that that have been
identified as potentially misleading in studies of logic, critical appraisal, psychology or
rhetoric. These techni7ues ay be
BABASAB PATIL )H
Retention of employees in pharmaceutical industry
used deliberately !ith intent to mislead or ay be used innocently by people !ho have been
misled themselves. 0or )H years 2 have been looking for an example of promotion that is
not potentially misleading. The reason 2 !ant such an example is that 2 !ant to influence
drug companies and praise is a more effective !ay to influence people than criticism.
Co!ever 2 have not been able to find any examples in 3ustralia or any of the many other
countries 2 have visited. Sometimes 2 have found advertisements that 2 initially think are ok
but on loser examination 2 find that they had fooled me. 2 fre7uently ask audiences at the
talks 2 give to send an example of promotion that is not potentially misleading butnone
have been sent to me. 2f you see a good example please send it to me at
peterZhealthyskepticism.org. 2t is still possible that some promotion is ok but 2 think the
parentage must be very small. 2 conclude that the percentage of promotion is potentially
misleading is likely to be near &66L.
"vervie: of pharmaceutical
=linical research and development in the drug industry must be understood in the current
political and economic context of medical neoliberalism (0isher )66Ia9 forthcoming). 2n
the BS, neoliberalism is the guiding ideology behind economic policies that emphasi5e a
reduction in social services provided by the state and an increase in the role of the private
(for1profit) sector in the provision of social goods, such as health care, !elfare, and
education (.onahan )66G). .edical neoliberalism, in particular, is manifest in a consumer
model of health characteri5ed by an ine7uitable distribution of services according to !ho
can pay for different kinds of care (0rank )66)). The pharmaceutical industry benefits
from neoliberal forms of health care because un(der)insured populations in the BS can be
recruited as human subjects into clinical trials in exchange for limited, medical attention
for the duration of studies (0isher )66Ib).H 2n addition, many health care providers are
looking for ne! !ays to increase their revenue through a diversification of services (?ray
&>>*). 2n this climate, physicians become targeted as potential investigators on
pharmaceutical studies ("ham et al. )66,). The resulting organi5ation of clinical trials has
important implications for relationships of trust in drug development. "harmaceutical
clinical trials are characteri5ed as [contract research.’ Bnlike investigator1initiated research,
BABASAB PATIL )G
Retention of employees in pharmaceutical industry
those conducting pharmaceutical studies rarely have any role in defining the research
7uestions, designing the protocols, or analy5ing the results. 2nstead, 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. 3lthough
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 for1profit, dedicated research centers.
!onceptual framer,
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. 2n 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
citi5ens’ trust in their health care delivery systems (e.g., .ill man &>II9 .echanic &>>G9
+ao et al. &>>N9 $’Eeill )66)9 3llsop )66G). Tet, for pharmaceutical clinical trials to
operate effectively, clinicians must trust the pharmaceutical companies !ith !hich they are
!orking and pharmaceutical companies must trust the clinicians and human subjects. 8ith
each of these relationships, trust is multifaceted and negotiated as individuals respond to
their o!n and others’ institutional opportunities and constraints. Several modes of trust are
critical for the success of clinical development. 2n the clinical trials industry as seen
else!here, trust is necessary to ensure effective cooperation of all relevant actors and
organi5ations (see <uhmann &>I>9 <a "orta et al. &>>I). $ne !ay of understanding this
BABASAB PATIL )I
Retention of employees in pharmaceutical industry
dynamic is to distinguish bet!een ho! trust is constituted differently in individuals and
institutions. This difference in types of trust is important because both levelsPthe
individual and institutionalPcan shape the other, but each have uni7ue implications,
particularly if trust is misplaced ($’Eeill )66)). Specifically, trust in individuals may
overemphasi5e those actors’ intentions and motives !hile obscuring the effects of ho!
institutions structure (and limit) that trust (Shapiro &>NI). 0or example, physicians
conducting drug trials may indeed have the best interest of human subjects in mind, but
nonetheless they have only limited jurisdiction over decision1making regarding subjects’
participation. Thus, subjects’ trust in those physicians may give them a false sense of
confidence that their !ellbeing is appropriately safeguarded. 'xamining 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 (H =0-
)G*H.&6&9 '$ &)GI,). 8hereas the public relies on legal enforcement mechanisms to
assure that private health care organi5ations comply !ith relevant la! and regulation, they
expect public agencies and employees to adopt policies that not merely follo! the rule of
la! but also promote its spirit by establishing goals of exemplary behavior as ethical
standards. 3cceptance of any type of gift from the pharmaceutical industry by @C3
employees risks eroding public trust in @C3, possibly to a greater degree than !ould be
the case for employees in private agencies. .ore importantly, the beneficiaries of
government programsPveterans, in the case of @C3Pare often more dependent on
government services than are those !ho rely on private programs. This greater dependence
gives rise to the government’s obligation to adhere to a stricter ethical standard. Effects on
Professional Relationships. ?iven the !ays in !hich gift giving differs from entering into
a contractual relationship, gifts from pharmaceutical representatives to health care
professionals can blur the distinction bet!een formal business exchanges and informal,
interpersonal exchanges.&* The social experience of giving and receiving gifts affects the
relationship bet!een the t!o parties in complex and subtle !ays. 3nthropological
literature&* explains that the recipient of a gift often feels three types of obligation to!ard
the giver% grateful conduct (i.e., acceptance of the gift and expression of gratitude), grateful
use (i.e., in accord !ith the giver’s intention), and reciprocation. $bligations to accept the
gift and thank the giver and to use the gift as the giver intended stem from the purpose of
BABASAB PATIL )N
Retention of employees in pharmaceutical industry
gift exchangePbuilding 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.
3s .urray notes, #3ppropriate reciprocation depends on particular cultural norms and the
specifics of the relationship.;&* 2n 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 !riting more prescriptions for the
drug(s) the representative is promoting. Bias & Conflicts of Interest. Cealth care
professionals may be influenced by accepting gifts in t!o !ays. 3s !e have noted, they
understand that prescribing selected pharmaceutical products is the industry’s preferred
form of reciprocation, and some may be influenced to do so in response to the gift
received. $ne study, for example, found that physicians !ho met !ith or accepted money
from representatives of pharmaceutical companies (e.g., for educational presentations)
!ere more likely to re7uest that the companies’ drugs be added to a hospital pharmacy than
!ere colleagues !ho did not interact !ith pharmaceutical companies.&N 3 revie! of
physicians’ prescribing patterns found that usage of t!o drugs increased significantly
among physicians !ho attended #all1expense1paid; symposia at resorts sponsored by the
manufacturer of the drugs compared to their practice before the symposia.&> The majority
of physicians responding did not believe that such incentives !ould alter their prescribing
practices. Similarly, a recent study reported that (ritish general practitioners !ho had
!eekly contact !ith drug company representatives !ere more !illing to prescribe ne!
drugs and more likely #to express vie!s that !ill lead to unnecessary prescribing; than
general practitioners !ith less fre7uent contact !ith pharmaceutical representatives.)6 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 !hether or !hen external factors, such as gifts, influence their decision making.*, &H,
)&V)* 0or example, NGL of respondents to a nurse practitioner and physician assistant
survey regarding pharmaceutical industry.
Retention of employees training
BABASAB PATIL )>
Retention of employees in pharmaceutical industry
1ere training fits in. .any employers believe that training boosts morale,
enhances motivation, and improves personnel retention. .arriott hotels found, for
example, that effective training of its entry1level !orkers had a profound effect on keeping
these employees.
The 0lorida "o!er =orp. reduced its annual turnover rate from ,NL to >L using a uni7ue
combination of training and employment screening. 3fter receiving instruction in &)
essential skills, job applicants !ere expected to successfully demonstrate these skills. 3
&>>) Southport 2nstitute study of !orkplace education concluded that the longer an
organi5ation had an educational program in place for its personnel, the more likely it !as
to experience lo!er turnover, improved morale, and reduced hostility among its people.J)K
O 8hat else affects turnoverY 8hile 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 !ere concomitant changes that could have influenced turnover
rates. 0or instance, -oma <ee Taunton attempted to measure the impact of management
training on turnover among nurses. 3lthough her findings suggested a positive cause1
effect, results may have been ske!ed% 3t the time of her study, considerable do!nsi5ing of
hospitals !as taking place in her area.J)K 2t seems to follo! that anything that increases
unemployment may also increase !orker retention.
'mployee selection procedures can also distort turnover studies (better selection often
results in diminished turnover). -ichard 8ellins is 7uoted as saying, Q2f you have a
turnover problem ... N of &6 times it may very !ell be due to selection of personnel rather
than (lack of) training.Q
<eadership styles and major management innovations have a significant impact on
turnover, too. 8ellins found, for instance, that the turnover rate in !ork1team11oriented
facilities !as sometimes half that of similar institutions !ith traditional !orker1
management structures.
3lmost anything that influences morale can affect turnover (salary and benefits, ne!
policies or practices, changes in leadership, union organi5ing activities, to name just a
BABASAB PATIL *6
Retention of employees in pharmaceutical industry
fe!). 2f 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. 3
study of chain1store employees sho!ed a marked reduction in employee dissatisfaction
after an interpersonal skills training program !as implemented. So 8estfall claims that
satisfaction surveys led to improved laboratory employee retention.
$rgani5ation chart%
BABASAB PATIL *&
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Retention of employees in pharmaceutical industry
-esearch .ethodology%
/ata Source % "rimary /ata (0ield Survey)
Secondary data12nternet
3rea of -esearch % (angalore
-esearch approach % Survey method
-esearch 2nstrument % 4uestionnaire
Sample "lan % "ersonal 2ntervie!
.Sampling method % S"SS student version soft!are
Sample si5e % &66 -espondents
BABASAB PATIL *)
.2=-$(2$<
$?2ST
Retention of employees in pharmaceutical industry
5+In :hich of he follo:ing re:ards system uld you li,e to r,?
Frequency Percent Valid
Percent
Cumulative
Percent
Validpiece rate
system
36 36.0 36.0 36.0
fixed salary 32 32.0 32.0 68.0
fixed salary
commissio
n
20 20.0 20.0 88.0
any oter !2 !2.0 !2.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL **
Retention of employees in pharmaceutical industry
in #ic of e follo#in$ re#ards system #ould you li%e to #or%?
any oter
f ixed salary&commiss
f ixed salary
piece rate system
Interpretation:
0rom above table sho! that *GL respondent are re!ard system kike
!ould be piece rate system, *)L fixed salary ,)6L fixed and commission,&)L any other.

2.Are you getting e/ual :ages for e/ual r,(
Frequency Percent Valid Percent Cumulative
Percent
Valid yes 8' 8'.0 8'.0 8'.0
no !6 !6.0 !6.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL *,
Retention of employees in pharmaceutical industry
are you $ettin$ equal #a$es for equal #or%?
no
yes
Interpretation
0rom above table sho! that out of &66 respondents are response N,L
3re ?etting e7ual !age for e7ual !ork. 3nd remaining are &GL are no.

;+ If< not list the demand that are not so far met )y the company?
Frequency Percent Valid
Percent
Cumulative
Percent
Valid()*
+ncrease
3 3.0 3.0 3.0
,*
+ncrease
' '.0 '.0 -.0
.asic ' '.0 '.0 !!.0
/* 0 0.0 0.0 !6.0
1ot
responds
8' 8'.0 8'.0 !00.0
"otal !00 !00.0 !00.0
BABASAB PATIL *H
Retention of employees in pharmaceutical industry

if2 not list te demand tat are not so far met 3y te company?
if2 not list te demand tat are not so far met 3y te company?
not responds
/*
3asic
,* +ncrease
()* +ncrease
F
r
e
q
u
e
n
c
y
!00
80
60
'0
20
0
2nterpretation
0rom above table sho! that N,L are satisefy !ith e7ual salary
$nly &GL are not happy !ith salary they demand for *L C-3 increase, ,L S3 increase
3nd basic, HL /3 increase.
=+If the a)ove need fulfilled< for ho: many extra hours you are ready to r,(
Frequency Percent Valid
Percent
Cumulative
Percent
Valid 2 rs '0 '0.0 '0.0 '0.0
' rs '' ''.0 ''.0 84.0
8 rs 0 0.0 0.0 4'.0
i #ill not are
ready to
#or%
6 6.0 6.0 !00.0
"otal !00 !00.0 !00.0
BABASAB PATIL *G
Retention of employees in pharmaceutical industry

if te a3ove need fulfilled2 for o# many extra ours you are ready to #
if te a3ove need fulfilled2 for o# many extra ours you are ready to #
i #ill not are ready 8 rs ' rs 2 rs
F
r
e
q
u
e
n
c
y
00
'0
30
20
!0
0
2nterpretation%
0rom above table has sho! that if the needs are to be fulfilled. The
respondent are response ,HL are )hrs,,,L are ,hrs, HL are Nhrs,and remaining GL are
2 !ill not ready !ork are response
0+ Are you having >o) security in your company(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Validyes -6 -6.0 -6.0 -6.0

no 2' 2'.0 2'.0 !00.0

Total !00 !00.0 !00.0
BABASAB PATIL *I
Retention of employees in pharmaceutical industry

are you avin$ 5o3 security in your company?
are you avin$ 5o3 security in your company?
no yes
F
r
e
q
u
e
n
c
y
80
60
'0
20
0
Interpretation
3ccording to survey 2 have kno! that at IGL are respondents are having
job security in company and ),L are not having any security in that company.
?+@o) security plays very important role to r, more(
Frequency Percent Valid
Percent
Cumulative
Percent
Validstron$ly
a$ree
!8 !8.0 !8.0 !8.0
a$ree 08 08.0 08.0 -6.0
disa$ree !' !'.0 !'.0 40.0
stron$ly
disa$ree
!0 !0.0 !0.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL *N
Retention of employees in pharmaceutical industry
5o3 security plays very important role to #or% more?
5o3 security plays very important role to #or% more?
stron$ly disa$ree disa$ree a$ree stron$ly a$ree
F
r
e
q
u
e
n
c
y
-0
60
00
'0
30
20
!0
0
Interpretation:
3ccording to survey 2 have kno! that out &66 respondents
are job is security plays very important role to !ork in company &NL are strongly agree
HNL are agree, &,L are dis agree, &6 L are strongly dis agree.
7+3o you ,no: the exact goals of your company(
Frequency Percent Valid
Percent
Cumulative
Percent
Validyes 80 80.0 80.0 80.0
no 20 20.0 20.0 !00.0
BABASAB PATIL *>
Retention of employees in pharmaceutical industry
"otal !00 !00.0 !00.0

do you %no# te exact $oals of your company?
do you %no# te exact $oals of your company?
no yes
F
r
e
q
u
e
n
c
y
!00
80
60
'0
20
0
Interpretation
3ccording to survey i kno! that the responds N6L are kno! the exact
goals of company, and )6L are not exact goals of company.
8+3o you feel are r,ing in consonance :ith goals of the organiAation(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Valid6es -4 -4.0 -4.0 -4.0
1o 2! 2!.0 2!.0 !00.0
"otal !00 !00.0 !00.0
BABASAB PATIL ,6
Retention of employees in pharmaceutical industry

do you feel are #or%in$ in consonance #it $oals of te or$ani7ation?
do you feel are #or%in$ in consonance #it $oals of te or$ani7ation?
no yes
F
r
e
q
u
e
n
c
y
!00
80
60
'0
20
0
+nterpretation8
3ccording to survey out &66 respondent are feel !orking in consonance !ith
go !ith goals of the organi5ation I>L are respondents’ yes, and remaining responded are
)&L no
9+ Recognition of sincere efforts motivates a person r, :ell(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Validstron$ly
$ree
24 24.0 24.0 24.0
a$ree 04 04.0 04.0 88.0
disa$ree 4 4.0 4.0 4-.0
stron$ly
disa$ree
3 3.0 3.0 !00.0
"otal !00 !00.0 !00.0
BABASAB PATIL ,&
Retention of employees in pharmaceutical industry

reco$nition of sincere efforts motivates a person #or% #ell?
reco$nition of sincere efforts motivates a person #or% #ell?
stron$ly disa$ree disa$ree a$ree stron$ly $ree
F
r
e
q
u
e
n
c
y
-0
60
00
'0
30
20
!0
0
Interpretation
3ccording to survey kno! that recognition of sincere efforts motivate a
person !ork !ell out &66 respondents’ are )>L are strongly agree, H> L are agree >L are
dis agree and remaining strongly disagree.
10+The recognition of good r, <if considered for promotion< it :ill motivate the
r,ers to r, :ell
Frequency Percent Valid
Percent
Cumulative
Percent
Valid stron$ly
a$ree
'4 '4.0 '4.0 '4.0
a$ree '! '!.0 '!.0 40.0
disa$ree 0 0.0 0.0 40.0
stron$ly
disa$ree
0 0.0 0.0 !00.0
BABASAB PATIL ,)
Retention of employees in pharmaceutical industry
"otal !00 !00.0 !00.0

te reco$nition of $ood #or%2if considered for promotion2it #ill motivat
te reco$nition of $ood #or%2if considered for promotion2it #ill motivat
stron$ly disa$ree disa$ree a$ree stron$ly a$ree
F
r
e
q
u
e
n
c
y
60
00
'0
30
20
!0
0
+nterpretation8
3ccording to survey the strongly recognition of good !ork, if considered for
promotion, it !ill motivate !orkers to !ork !ell, ,>L are strongly dis agree ,&L are
agree, HL are disagree and strongly disagree.
55+ Authority and responsi)ility are :ell )alanced in our organiAation(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Validstron$ly
a$ree
0! 0!.0 0!.0 0!.0
a$ree '! '!.0 '!.0 42.0
disa$ree 0 0.0 0.0 4-.0
stron$ly
disa$ree
3 3.0 3.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL ,*
Retention of employees in pharmaceutical industry
autority and responsi3ility are #ell 3alanced in our or$ani7ation?
autority and responsi3ility are #ell 3alanced in our or$ani7ation?
stron$ly disa$ree disa$ree a$ree stron$ly a$ree
F
r
e
q
u
e
n
c
y
60
00
'0
30
20
!0
0
Interpretation
3ccording to survey out &66 respondents are responds 3uthority and
responsibility are balanced in their organi5ation H& L are strongly agree, ,&L are agree
HL are disagree,*L are strongly disagree.
58+ Are you getting canteen< sanitary< /uarters< medical fecility very :ell and those
are motivating factors(
Frequency Percent Valid
Percent
Cumulative
Percent
Validstron$ly
a$ree
'- '-.0 '-.0 '-.0
a$ree 30 30.0 30.0 82.0
disa$ree !! !!.0 !!.0 43.0
stron$ly
disa$ree
- -.0 -.0 !00.0
BABASAB PATIL ,,
Retention of employees in pharmaceutical industry
"otal !00 !00.0 !00.0

are you $ettin$ canteen2sanitary2quarters2 medical fecility very #ell an
are you $ettin$ canteen2sanitary2quarters2 medical fecility very #ell an
stron$ly disa$ree disa$ree a$ree stron$ly a$ree
F
r
e
q
u
e
n
c
y
00
'0
30
20
!0
0
Interpretation:
3ccording to survey out respondents’ are responds getting canteen, sanitary,
7uarters medical facility. ,IL are strongly agree, *HL are agree, &&L are disagree and
remaining IL are strongly disagree.
132 Are happy :ith the position and the status of the >o) in :hich you are r,ing(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Validyes 8! 8!.0 8!.0 8!.0
no !4 !4.0 !4.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL ,H
Retention of employees in pharmaceutical industry
are appy #it te position and te statusof te 5o3 in #ic you are #o
are appy #it te position and te statusof te 5o3 in #ic you are #o
no yes
F
r
e
q
u
e
n
c
y
!00
80
60
'0
20
0
Interpretation

3ccording to survey 2 kno! that the respondents’ are happy !ith position and
status of the job in !hich are !orking at N&L are yes, &>L are no.
5=+ 'or, and r,ing conditions are pleasant and interesting(
Frequency Percent Valid
Percent
Cumulative
Percent
Valid yes 80 80.0 80.0 80.0
no 20 20.0 20.0 !00.0
"otal !00 !00.0 !00.0

BABASAB PATIL ,G
Retention of employees in pharmaceutical industry
#or% and #or%in$ conditions are pleasant and interestin$?
#or% and #or%in$ conditions are pleasant and interestin$?
no yes
F
r
e
q
u
e
n
c
y
!00
80
60
'0
20
0
2nterpretation%
3ccording to survey the responds are !orking and !orking condition
are pleasant and interesting N6L are yes, )6L are no.
5B+If not :hy(
0re7uency "ercent @alid "ercent =umulative
"ercent
Validplace of !ork is not
congenial
!0 !0.0 !0.0 !0.0
BABASAB PATIL ,I
Retention of employees in pharmaceutical industry
strained superior
and subordinate
relationship
8 8.0 8.0 !8.0
defective
combination
system
8 8.0 8.0 26.0
any other(specify) !3 !3.0 !3.0 34.0
not respond 6! 6!.0 6!.0 !00.0
Total !00 !00.0 !00.0

if not #y?
not respond
any oter9specify:
defective com3inatio
strraned superior an
place of #or% is not
Interpretation
3ccording to survey &6L are place of !ork is not congenial NL are
strained superior relationship and defective combination system &*L are any other and
G&L are not responds.
5?+ The r,er :ishes )elong to one or other informal group in organ(
Frequency Percent Valid
Percent
Cumulativ
e Percent
Valid yes 40 40.0 40.0 40.0
BABASAB PATIL ,N
Retention of employees in pharmaceutical industry
no !0 !0.0 !0.0 !00.0
"otal !00 !00.0 !00.0

te #or%er #ises 3elon$ to one or oter informal $roup in or$an?
no
yes
Interpretation
3ccording to survey 2 kno! that the respondents are !orker !isher
belongs to one and another informal group in the organi5ation >6L are response yes, &6L
are no.
5C+If yes< do you feel the association :ith the informal group motivates the employee
to r, :ell in the organiAation(
BABASAB PATIL ,>
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Valid yes 40 40.0 40.0 40.0
no !0 !0.0 !0.0 !00.0
"otal !00 !00.0 !00.0

if yes2 do you feel te association #it te informal $roup motivates t
no
yes
Interpretation
3ccording to survey kno! that the >6L are responds are yes for they feel the
association !ith the informal group motivate the employee to !ork !ell in organi5ation
and remaining &6L are no.
59+ Are you happy other mem)ers of the group :ith :hich you are r,ing(
BABASAB PATIL H6
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Validyes 8! 8!.0 8!.0 8!.0
no !4 !4.0 !4.0 !00.0
"otal !00 !00.0 !00.0

are you appy oter mem3ers of te $roup #it #ic you are #or%in$?
no
yes
Interpretation
3ccording to survey 2 have kno! that N&L are responds are happy !ith the
!ork !ith other member in the organi5ation. 3nd &>L are against.
5D+If not< :hy(
BABASAB PATIL H&
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Validlac% of
coesion
amon$ te
mem3ers
!6 !6.0 !6.0 !6.0
lac% of
cooperation
amon$ te
0 0.0 0.0 2!.0
lac% of
coordination
- -.0 -.0 28.0
any
oter9specify
:
!8 !8.0 !8.0 '6.0
not responds 0' 0'.0 0'.0 !00.0
"otal !00 !00.0 !00.0

if not2#y?
not responds
any oter9specify:
lac% of coordination
lac% of cooperation
lac% of coesion amo
+nterpretation;
3ccording to survey kno! that G&L are lack of cohesion among the members,
HL are lack of cooperation among members, IL are lack of coordination ,&NL are any
specify and H,L are not responds.
BABASAB PATIL H)
Retention of employees in pharmaceutical industry
86+ Are you in position to r, :ith head and heart E:ith devotion and happinessF in
your co(
Frequency Percent Valid
Percent
Cumulative
Percent
Valid yes -6 -6.0 -6.0 -6.0
no 2' 2'.0 2'.0 !00.0
"otal !00 !00.0 !00.0

are you in position to #or% #it ead and eart9#it devotion and appin
no
yes
Interpretation
3ccording to survey knot that respondents’ are position !ith head and heart
(!ith devotion and happiness) !ith company at IGL are yes, ),L are no
85+ if not< :hy(
BABASAB PATIL H*
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Validlac% of efforts 3y
mana$ement to improve
employee morale
20 20.0 20.0 20.0
improper dele$ation
system
!0 !0.0 !0.0 30.0
im3alance 3et#een
autority and
responsi3ility
' '.0 '.0 3'.0
lac% of proper
encoura$e ti sincere
#or%r
!0 !0.0 !0.0 ''.0
not responds 06 06.0 06.0 !00.0
"otal !00 !00.0 !00.0

if not2 #y?
not responds
lac% of proper encou
im3alance 3et#een au
improper dela$ation
lac% of eff orts 3y m
Interpretation
3ccording to survey most respondents are HGL are not responds )6L
are lank of efforts by management &6L are improper delegation ,L are imbalance
bet!een authority and responsibility, &6L are lack proper encourage increase !ork.

! 3o you feel you are involved in decision ma,ing process?
BABASAB PATIL H,
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Valid yes 80 80.0 80.0 80.0
no 20 20.0 20.0 !00.0
"otal !00 !00.0 !00.0

do you feel you are involved in decision ma%in$ process?
no
yes
Interpretation"
0rom above table sho! that out &66 respondents are responds they feel
involved in decision making processes at N6L are yes. 3nd )6L are no.
3!i# not$ %&y?
BABASAB PATIL HH
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Validne$li$ence
and
un#illin$ne
ss of
mana$em
ent
! !.0 !.0 !.0
procedural
pro3lems
6 6.0 6.0 -.0
lac% of
fait
- -.0 -.0 !'.0
any oter
specify
6 6.0 6.0 20.0
not
respond
80 80.0 80.0 !00.0
"otal !00 !00.0 !00.0

if not2 #y?
not respond
any oter specif y
lac% of fait
procedural pro3lems
ne$li$ence and un#il
Interpretation
3ccording to survey 2 kno! that N6L are not responds for this 7uestion
but &L,GL,IL,GL, negligence and un!illingness of management, procedural problems,
lack of faith, any other specify.
8=+Are you having sufficient >o) advancement opportunites in your company(
BABASAB PATIL HG
Retention of employees in pharmaceutical industry
Frequency Percent Valid
Percent
Cumulative
Percent
Valid yes -- --.0 --.0 --.0
no 23 23.0 23.0 !00.0
"otal !00 !00.0 !00.0

are you avin$ sufficient 5o3 advancement opportunites in your company?
no
yes
Interpretation
3ccording to survey kno! that IIL are responds are yes, and )*L are no
in having sufficient job advancement opportunities in your company
8B+If not< do you feel it need for employees motivation(
BABASAB PATIL HI
Retention of employees in pharmaceutical industry

Frequen
cy
Percent Valid
Percent
Cumulat
ive
Percent
Validyes 2! 2!.0 2!.0 2!.0
no 2 2.0 2.0 23.0
3 -- --.0 --.0 !00.0
Total 100 100!0 100!0

if not2 doy feel it neede for empoloyees motivation?
not respond
no
yes
2nterpretation%
3ccording to survey kno! that )&L are responds are feel it need for
employees motivation, and )L are no and remaining are not responds.
Findings%
BABASAB PATIL HN
Retention of employees in pharmaceutical industry
? 2n company the coordination is very good bet!een the employees and management.
? 2n the company the employee satisfaction !ith there job.
? The mutual coordination bet!een the members in company.
? The re!ards systems are in the company is very piece rate system
? The company has giving e7ual !ages to the employee.
? The company recognition of sincere efforts to motivate the employee in
organi5ation.
? The present !orking condition is very good in lake chemical industry.
? The employees have facing problem !ith decision making process to progress there
company.
Suggestions
? The company has focus on giving extra security to employee in inside the
organi5ation
? The company having a!are of exact goals of there industry.
? To motivate employee the company having giving extra benefit to improve
8orking condition in company.

BABASAB PATIL H>
Retention of employees in pharmaceutical industry
!"#!L$SI"#
3ssessment of overall performance of the pharmaceutical firms, as perceived
by research sample, !as relatively high, only learning gro!th innovation dimension got
an assessment belo! high level. "erformance measures !hich !ere assessed a little belo!
high level !ere%
: -esources ac7uisition and utili5ation
: 'mployees’ satisfaction
: attracting ne! customers
: introducing ne! policies, strategies, etc
$nly one performance indicator !as belo! the mean of the scale (*)9 that !as
#development of ne! production methods;.
-esearch findings indicated rather strong positive relationship bet!een 'mployee and
organi5ation performance at <ake chemical firms.
BABASAB PATIL G6
Retention of employees in pharmaceutical industry
BIBLI"%RAP12
? <3+' =hemical Eotes
? 888.lake chemical.com
? 888.google.com
? (usiness maga5ines (business times)
? Ee!s papers ('conomic times, Times of 2ndia).
BABASAB PATIL G&
Retention of employees in pharmaceutical industry
-uestionnaire
5F #ame GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG
8F Age
;F %ender .ale Female
=F "ccupation Professional "thers

BF Annual Income Belo: 5< 66<666 5< 66<666 H ;< 66<666
;< 66<666 H B< 66< 666 B< 66<666 * A)ove
?F AddressGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG
GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG
GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG
CF !ontact num)er GGGGGGGGGGGGGGGGGGGGGGGGGGGGGGG
I#TER4IE' S!1E3$LE F"R E.PL"2EES
&. 2n !hich of the follo!ing re!ard system !ould you like to !orkY
i. "iece rate system ii. 0ixed salary
iii. 0ixed salaryR =ommission iv. 3ny other
). 3re you getting e7ual !ages for e7ual !orkY
BABASAB PATIL G)
Retention of employees in pharmaceutical industry
i. Tes ii. Eo
*. 2f not, list the demands that are not so far met by the company.
i. C-3 increase ii. S3 increase iii. (asic iv. /3
,. 2f the above need fulfilled, for ho! many extra hrs you are ready to !orkY
i. )Crs ii.,Crs
iii.NCrs iv. 2 !ill not are ready to !orkY
H. 3re you having job security in your companyY
i. Tes ii. Eo
G. Sob security plays very important role to !ork more
i. Strongly agree ii. 3gree
iii. /isagree iv. Strongly disagree
I. /o you kno! the exact goals of your companyY
i. yes ii. Eo
N. /o you feel are !orking in consonance !ith the goals of the organi5ation
i. Tes ii. Eo
>. -ecognition of sincere efforts motivates a person !ork !ell
i. Strongly agree ii. 3gree
iii. /isagree iv. Strongly disagree
&6. The recognition of good !ork, if considered for promotion, it !ill motivate the
!orkers to !ork !ell
i. Strongly agree ii. 3gree
iii. /isagree iv. Strongly disagree
&&. 3uthority and responsibility are !ell balanced in our organ.
i. Strongly agree ii. 3gree
iii. /isagree iv. Strongly disagree
&). 3re you getting canteen, sanitary, 4uarters, .edical facilities very !ell and those are
motivating factors.
i. Strongly agree ii. 3gree
iii. /isagree iv. Strongly disagree
&*. 3re you happy !ith the position and the status of the job in !hich you are !orking
i. Tes ii. Eo
&,. 8ork and !orking conditions are pleasant and interesting
i. Tes ii. Eo
&H. 2f not !hyY
i. place of !ork is not congenial ii. Strained superior and subordinate relationship
iii. /efective combination system iv. 3ny other (specify)
&G. The !orker !ishes belong to one or other informal group in $rgn
BABASAB PATIL G*
Retention of employees in pharmaceutical industry
i. yes ii. Eo
&I. 2f yes, do you feel the association !ith the informal group motivates the employee to
!ork !ell in the organi5ationY
i. Tes ii. Eo
&N. 3re you happy other members of the group !ith !hich you are !orkingY
i. Tes ii. Eo
&>. 2f not !hyY
i. <ack of cohesion among the members ii. <ack of co1operation among the
iii. <ack of co ordination iv. 3ny other specify
)6. 3re you in a position to !ork !ith head and heart (!ith devotion and happiness) in
your co.,
i. yes ii. Eo
)&. 2f not, !hyY
i. <ack of efforts by management to improve employee morale
ii. 2mproper delegation system
iii. 2mbalance bet!een authority and responsibility
iv. <ack of proper encourage to sincere !orker
)). /o you feel you are involved in decision making processY
i. Tes ii. Eo
)*. .2f not, !hyY
i. Eegligence and un!illingness of management
ii. "rocedural problems
iii. <ack of faith
iv. 3ny other specify
),. 3re you having sufficient job advancement opportunities in your companyY
i. Tes ii. Eo
)H. 2f not, do you feel it needed for employees motivationY
i. Tes ii. Eo

BABASAB PATIL G,
Retention of employees in pharmaceutical industry
BABASAB PATIL GH

doc_625815742.doc