rekha project final document

8/6/2019 Rekha Project Final Document

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Contents

1.INTRODUCTION:............................................................................................................................................ 11.1EMPLOYEEJOBSATISFACTION ............................................................................................................. 2

1.1.1FULFILLMENT 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

3.1LIMITATIONSOFTHESTUDY................................................................................................................ 15

4.COMPANY PROFILE AND ORGANIZATION STUDY ............................................................................. 16

4.1EXPANSION,GLOBALIZATION ANDDIVERSIFICATION: ................................................................ 22

4.2MAINOBJECTIVESOFTHECOMPANY: ............................................................................................... 25

4.2.1UNITS OF NATCO ............................................................................................................................ 27

4.2.2NATCO COMMITMENTS:................................................................................................................... 30

5.METHODOLOGY AND SAMPLING ........................................................................................................... 32

5.1DATACOLLECTION: .............................................................................................................................. 32

5.2RESEARCHDESIGN................................................................................................................................. 32

5.3SAMPLINGDESIGN: ................................................................................................................................ 33

6.ANALYSIS & INTERPRETATION .............................................................................................................. 33

7.CONCLUSION ............................................................................................................................................... 60

8.SUGGESTIONS FOR FURTHER STUDY.................................................................................................... 61

9.APPENDICES ................................................................................................................................................. 62

APPENDIX A-ORGANIZATIONAL STRUCTURE OFNATCOLTD........................................................................... 62

APPENDIX B ..................................................................................................................................................... 63

QUESTIONNAIRE FOR MANAGERS......................................................................................................... 63

QUESTIONNAIRE FOR WORKERS............................................................................................................ 65

10.BIBLIOGRAPGHY ...................................................................................................................................... 66


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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.


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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.


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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 Base rate of pay

y Opportunities for variable pay (bonuses, commissions, other variable pay, monetary

rewards for ideas or suggestions)

y Stock options

y Being paid competitively with the local market

13. Benefits

y Health care/medical benefits


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y Family-friendly benefits (life insurance for dependents, subsidized child care, elder care

referral service, etc.)

y Paid time off (vacation, holidays, sick days, personal days, etc.)

y 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)


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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.


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DispositionalInfluences

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.

CulturalInfluences

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.

WorkSituation 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.


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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 areconcerned 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 SatisfactionandJob 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 SatisfactionandLife 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 SatisfactionandWithdrawalBehaviors

Numerous studies have shown that dissatisfiedemployees 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.

AnalyzingandInterpretingSurvey Results forAction

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 The Scope of the study is confined to the job satisfaction of the employees.

y 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 : NATCO PHARMA LTD

2. NATURE : PRIVATE LTD

3. DATE OF INCORPORATION : 19-09-1981

4. PLACES OF REGISTRATION : ANDHRA PRADESH

5. LOCATION : 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 re-

engineering 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 30,000 sq. ft of Laboratory Space.

y 30,000 sq. ft space available for further expansion.

y 7 Laboratories for synthesis

y 4 Laboratories for analytical method development and analytical instrumentation.

y

A Laboratory for natural actives and Biotech oriented research.y Centralized library housing over 3000 books, journals, periodicals etc.

y 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 under the SPONSERED

RESEARCH 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 DIVISION-

The 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. 6crores 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 non-

oncology segments.

The company has also launched TARANA, world class oral contraceptives forwomen, 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 FDA2. UK, MHRA3. TGA,AUSTRALIA4. HEALTH CANADA5. GERMAN HEALTH AUTHORITY6. DANISH HEALTH MINISTRY7. INFARMED PORTUGAL8. GREECE HEALTH AUTHORITY9. 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 for maintaining good

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


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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 Personnel Department

y Purchase Department

y

Marketing Department

y Finance Department

y R&D Department

y Stores Department

y Production Department

y Operations Department

y Maintenance Department

y

Safety Department

y Electrical Department

y Civil Department

y Quality Control Department

y E.T.P Department

BENEFITS FOR EMPLOYEES IN NATCO:

y LTA - Leave Travel Assistance

y PF - Provident Fund

y 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 CIPRONAT AMOXINAT

y NATCOLD PLUS SPARNAT

y CETRINAT CEPHLENAT

y FEONAT OMENAT

y

AMINAT RANDINAT

POPULAR MEDICINES OF NATCO:

y VEENAT

y CETRONAT

y ZOLDONAT

y ONENAT

4.2 MAIN OBJECTIVES OF THE COMPANY:

y To increase market share from 0.6 percent to 1.1 percent.

y 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.

y 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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y 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 : 1991 - 10,47,41,325

: 92 - 11,65,52,224

: 93 - 25,40,00,735

: 94 - 35,27,92,343

: 95 - 65,27,27,000

PROFITS : 1991 - 20,48,609

: 92 - 35,44,362

: 93 - 72,66,640

: 94 - 1,41,46,553

: 95 - 7,80,95,000


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EXPORTS SALES TURN OVER:

YEAR EXPORT TURN OVER IN Rs

2001-2002 38,99,42,000

2002-2003 57,38,02,720

2003-2004 62,24,70,874

2004-2005 87,78,03,662

2005-2006 100,01,00,100

PROFITS:

YEAR AMOUNT IN LAKHS2001-2002 11.1

2002-2003 53.8

2003-2004 156.0

2004-2005 871.0

2005-2006 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 NATCO House, Banjara Hills

Unit I and IV Kothur,Pharma Division

Unit II Nagarjuna Sagar,Parental

Unit III Mekaguda

NATCO Research Centre Sanath Nagar

New Unit Dehradoon, Pharma Division


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ACHIEVEMENTS OF NATCO

y Incorporated in 1981 for manufacture of Pharmaceutical formulations

y First Full year in operations-1984-Sales Rs.0.5 Million.

y

Pioneered Timed Release, a delayed acting sustained release Technology.

y 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 Stated Parental manufacturing facility at Nagarjuna Sagar, India-1986

y Acquired Dr.Kranth Pharma chemical labs, a small bulk drug manufacturer, now known

as NATCO Research Center.

y 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 State of the art manufacturing facilities CGMP, ISO 9002 Certified dosage facility.

y A wide distribution net work, India and International.

y Merged three of the group companies with the Parent, NATCO Pharmacy Limited-1995.

y Granted US patent for its manufacturing process of Omeprazole.

y Launched Anti-Cancer drug Imatinib Mesylate 100 mg capsules under the brand name

VEENAT process developed in house.

HR POLICY IN NATCO

y The NATCO recognizes the importance of skilled man power and fully believes in

development of available man power in the organization.

y 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.y The company believes in development and training the available manpower to the

maximum possible extent.

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


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y The training shall be imported on the basis of planned schedule after valuation of training

needs at the individual and at group levels.

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

resources.

y The training will be given on the job through 2 models i.e.

(a) External Training (b) In-house Training

y 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 Children Educational Policy Loan

y Staff Advancement Policy

y

Marriage Gift Policy

y Medical Policy-12.5%-Basic + D.A

y Accommodation Policy-Kothur and Mekaguda

y House wives, Children Training Policy

y Leave Travelling Allowance Policy

AWARDS RECEIVED:

y Best Invention Award for invention of anti-cancer drug called Imatinib Mesylate.

y

WHO Certificate for current good manufacturing practices (CGMP).y ISO 9002 Certification in 1994

y ISO 14002 Certification in 2003.

y National Award to Small Scale Entrepreneur, 1986 instituted by Government of India,

Ministry of Industries, Small Industries Development Organization.


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y All India Industrial Exhibitions (AIIE), 1986 Award for best imports substitution, best

new product.

y National Unity Award.

y Industrial Promotion Selection Award 1988 for perfect controlled drug delivery system

by government of AP.

y 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 Organization of Rural health awareness camps.

y 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.

y The Trust is associated with the urban Health Center which co-ordinates health services

in identified slums.

y 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 It also runs an alternate school as a rehabilitation program for child labor.

y The Trust supports education of around 400 poor tribal children.

y 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 methods-

QUESTIONNAIRE

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

Belowarethe questions askedtothe staffandmanagers atMEKAGUDA plant. Thedepartment

coveredincludes

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) Iam clear about my role, responsibility and expected outcome.Attitude Strongly

agree

Agree Neutral Disagree Strongly

disagree

Total

No. of

Respondents

26 32 6 2 4 70

Percentage 37% 46% 8% 3% 6% 100

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) .Iam being involved in the decision been taken regarding my job, department or within my

boundary.

Attitude Strongly

agree


disagree

Total

No of

respondents

16 36 8 6 4 70

Percentage 23% 51% 11% 9% 6% 100

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 makingprocess.

So, we can infer that majority of them are being made to involve in the decision making process.

6%

9%

11%

51%

23%

2.Involvement in Decision Making

1 2 3 4 5


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3) My job helps me in learning along with individual growth in the organization.Attitude Strongly

agree


disagree

Total

No of

respondents

36 24 4 4 2 70

Percentage 51% 34% 6% 6% 3% 100

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.

3% 6%6%

34%

51%

3. Learning and Growing

1 2 3 4 5


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4) There is a same level of enthusiasm and excitement retained from the day-1 of joining.Attitude Strongly

agree


disagree

Total

No of

respondents

4 32 12 2 20 70

Percentage 6% 46% 17% 3% 28% 100

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.

28%

3%17%

46%

6%

4. Level of Enthusiasm and Excitement

1 2 3 4 5


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5) Ioften get to see job rotation in your organization?

Attitude Strongly

agree


disagree

Total

No of

respondents

6 28 24 8 4 70

Percentage 9% 40% 34% 11% 6% 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 seminarsAttitude Strongly

agree


disagree

Total

No of

respondents

10 24 26 6 4 70

Percentage 14% 34% 37% 9% 6% 100


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.

6%

9%

37%34%

14%

6.Exposure to Motivational Seminars

1 2 3 4 5


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7)Iknow about the company policies well due to the transparency maintained here.

Attitude Strongly

agree


disagree

Total

No of

respondents

24 28 14 2 2 70

Percentage 34% 40% 20% 3% 3% 100


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.

3% 3%

20%

40%

34%

7.Level of Transparency in organizational

policies

1 2 3 4 5


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8)I think the Decentralized management is beneficial to the employees.

Attitude Strongly

agree


disagree

Total

No of

respondents

10 36 14 8 2 70

Percentage 14% 52% 20% 11% 3% 100


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.


The majority of the employees feel that decentralized management is beneficial and appropriate

in their Organization.

3%

11%

20%

52%

14%

8.Decentralized management-beneficial or

not

1 2 3 4 5


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9)Iknow the two-way communication (top-down, bottom-up) is effective in the organization.

Attitude Strongly

agree


disagree

Total

No of

respondents

18 32 14 4 2 70

Percentage 26% 46% 20% 5% 3% 100


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.

3% 5%

20%

46%

26%

9.Effective two way communication

1 2 3 4 5


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10)The work environment is competent for the employee to exhibit his skills in the

organization.

Attitude Strongly

agree


disagree

Total

No ofrespondents

16 38 8 2 4 70

Percentage 23% 56% 12% 3% 6% 100


23% of employees strongly feel that there is competitive work environment in the organization.

56% feel that work environment is competitive enough.


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.

6% 3%

12%

56%

23%

10.Competitive work environment

1 2 3 4 5


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11) Pay for Performance is justified in my organization

Attitude Strongly

agree


disagree

Total

No of

respondents

22 26 16 4 2 70

Percentage 31% 37% 23% 6% 3% 100

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.


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.


37% of the employees, the majority feels their performance is recognized and rightly paid.

3% 6%

23%

37%

31%

11. Pay for Performance

1 2 3 4 5


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12)Rate the frequency of training and development programs for the employees in the

organization.

Attitude Strongly

agree


disagree

Total

No ofrespondents

38 26 2 2 2 70

Percentage 54% 37% 3% 3% 3% 100

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.


54% of the employees, the majority feel that there is high frequency of training and development

programs made available to them.

3% 3% 3%

37%54%

12. Training and Development Programs

1 2 3 4 5


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13)Ifeel my work adds value to the organization

Attitude Strongly

agree


disagree

Total

No of

respondents

26 34 6 4 2 70

Percentage 36% 47% 8% 6% 3% 100


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.


The majority of the employees feel that their work adds considerable value to the organization.

3% 6%8%

47%

36%

13. My work adds value to the organization

1 2 3 4 5


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14)The present appraisal system has helped me in my career growth.

Attitude Strongly

agree


disagree

Total

No of

respondents

28 26 12 2 2 70

Percentage 40% 37% 17% 3% 3% 100


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.


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.


The majority of the employees feel that the performance appraisal system has helped them in

their career growth.

3% 3%

17%

37%

40%

14.Performance Appraisal System

effectiveness

1 2 3 4 5


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15)Mostly, Iam happy coming to the office.

Attitude Strongly

agree


disagree

Total

No of

respondents

32 26 6 2 4 70

Percentage 40% 37% 17% 3% 3% 100


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.


The majority of the employees are very happy and cheerful when they come to office.

6%

3%

8%

37%

46%

15.Happy to come to the office

1 2 3 4 5


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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. Iam happy with my employment.

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.

0

10

20

1

12

3

Series1 Series2

Happy with my employment

Attitude No. of

respondents

Percentage

Yes 24 80%

No 6 20%

Total 30 100


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2. Ihave emotional attachment with my organization.

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.

0

5

10

15

1

14

1

Series1 Series2

Emotional attachment with the organisation

Attitude No. of

respondents

Percentage

Yes 28 93%

No 2 7%

Total 30 100


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3. Iam valued as an individual in the organization.

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.

0

5

10

15

1

11

4

Series1 Series2

Valued as an individual

Attitude No. ofrespondents

Percentage

Yes 22 73%

No 8 27%

Total 30 100


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4. I feel my job is secured as long as Iperform well

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.

0

5

10

15

1

13

2

Series1 Series2

Security of the job.


Percentage

Yes 26 86%

No 4 14%

Total 30 100


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5 . Iam happy about all the welfare schemes available in the organization.

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.

0

5

10

15

1

12

3

Series1 Series2

welfare schemes

Attitude No. of

respondents

Percentage

Yes 24 80%

No 6 20%

Total 30 100


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6 .Iam satisfied with safety measurements at my organization.

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.

0

5

10

15

1

13

2

Series1 Series2

safety measures.

Attitude No. of

respondents

Percentage

Yes 26 86%

No 4 14%

Total 30 100


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7. There is a good relationship with my immediate supervisor and co-workers.

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.

0

5

10

1

10

5

Series1 Series2

Relationship with supervisor and co-worker.


Percentage

Yes 20 66%

No 10 34%

Total 30 100


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8. Iam utilizing all the working time for productivity purpose withoutwasting working hours.

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.

0

5

10

15

1

12

3

Series1 Series2

Utilization of working hours.

Attitude No. of

respondents

Percentage

Yes 24 80%

No 6 20%

Total 30 100


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9. Iam communicated about the changes made by the organization.

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.

0

5

10

15

1

11

4

Series1 Series2

communicated about changes in the organization.

Attitude No. of

respondents

Percentage

Yes 22 73%

No 8 27%

Total 30 100


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

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.

0

5

10

15

1

13

2

Series1 Series2

Attitude No. of

respondents

Percentage

Yes 26 86%

No 4 14%

Total 30 100

Ready to put in extra efforts


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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 thanbeing 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 bemaintained. 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 5-strongly agree

QUESTIONS TO BE ANSWERED1 2 3 4 5

1. How clear are you about your role,responsibility and expected outcome?

2. Do you think you are being involvedin the decision been taken regarding your

job, department or within your boundary?3. Does your job help you in learningwhile you are growing in the company?

4. Is the same level of enthusiasm andexcitement retained from the day-1 ofjoining?

5. How often do you see job rotationin your organization?

6. Rate your exposure to personalitydevelopment and motivational seminars?

7. What do you think is the level of

transparency maintained by the company inits policies?

8. To what extent, you think isdecentralized (giving authority toindividuals) management beneficial to theemployees?

9. How well do you think the two waycommunication (top-down, bottom-up) is


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effective in the organization?

10. How competitive is the workenvironment for the employee to exhibit hisskills in the organization?

11. How well is pay for performance

justified in your organization?12. Rate the frequency of training anddevelopment programs for the employees inthe organization.

13. Do you feel your work adds value tothe organization?

14. Has the present appraisal systemhelped you in your career growth?

15. Mostly, How happy do you feelcoming to the office:

Very

Happy

Happy

---

Neutral

Sad

X

Frustrated


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QUESTIONNAIRE FOR WORKERS

Age:

Experience:

Answer in yes orno

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.,Psychologicalfactors 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., Therelationship between satisfactionwithon-the-jobtrainingandoverall 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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