Causes of Dissatisfaction Medical Representative Officer in Bangladesh

Cause of Job Dissatisfaction of Medical Representative Officer In Bangladesh.

Prepared By : Md. Mazedur Rahman 112-11-2160 Md. Rakib Hasan 111-11-2018 Shuvra Kumer Das 112-11-2173 Md. Alamin khan 112-11-2158

Course Title: Organizational Behavior
Course Code: MGT-202
Sec: D

Daffodil International University
Faculty of Business & Economic,
Department Of Business Administration.

Date of Submission: 20/12/12

Table of Contents
Introduction ………………………………………………………………………....01
Objective of the study ………………………………………………………02
Methodology of Data Collection ………………………………….. 02
Limitations of the study …………………………………………....02 Analysis and Interpretation ………………………………………………...02
Findings.................................………………………………...…………………….…03
Employees Job Dissatisfaction in Pharmaceuticals Company …………..03
Descriptive Statics (causes) ………………………………………………...04 Overall Job Satisfaction …………………………………………………… Sales Force Officer’s Appraisal Process in BD ………………………….. Recommendation ………………………………………………………………....
CONCLUSIONS …………………………………………………………………
APPENDIX: 01 …………………………………………………………………. Employees’ Satisfaction Interview Schedule ……………….

Introduction
Medical representative has to sell products of Pharmaceutical companies or drug manufacturers. He has to go to doctors and medical shops to sell drugs and promote drugs. He will ask physicians to refer his drugs for the patient. He will give some free samples etc.
Medical representatives are the key contacts between the pharmaceutical industry and the medical profession. They have the responsibility of promoting their companies major products directly to GP's and hospital doctors. They do this via face to face meetings or medical presentations at various types of meetings. All representatives tend to work what is a called a 'territory'. A territory is your area, or you and your territory team area. As sometimes companies have double manned territories rather than single manned territories. The territory size, geography etc varies according to companies. The day to day work of the representative tends to be target based around, sales, call rates and other objectives set around individual personal development plans.

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Objective of the study:
The objectives of this study are: * To study the present appraisal system in the pharmaceutical companies [both national & multinational] in order to get an overall summery on performance appraisal process; * To examine the employee’s attitude towards the effectiveness of the appraisal system practiced by the pharmaceutical company; * To analyze the findings and thereby draw some implications in order to make the performance appraisal process for the companies to be more effective and efficient. * To assess the dissatisfaction level of employees in Pharmaceutical industry * To identify the factors which Cause the job dissatisfaction of employees * To identify the factor which improves the dissatisfaction level of employees
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Methodology of Data Collection
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Both primary and secondary sources of information have been considered as a data collection process. Primary data was collected through checklist and personnel interview.
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The secondary information of the study was collected from the site visit , web sites, published literature, research papers and, various reports (internal and external) of the sample firms. Qualitative technique was used to analyze the collected data.
Limitations of the study
The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy can’t be assured. The researcher was carried out in a short span of time, where in the researcher could not widen the study. The study could not be generalized due to the fact that researcher adapted personal interview method.

ANALYSIS AND INTERPRETATION:
The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data and organizing them in such a manner that they answer the research questions.
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Findings
This section will try to highlight and discuss the results and the findings based on the analysis done on the data collected from respondents. This research focuses on the factors affecting employee job dissatisfaction in selected pharmaceuticals company. The discussion then will try to accomplish all the objectives of the study. In this instance, for simplicity of analysis and findings, this part focuses on the levels of employee job satisfaction, dissatisfaction & performance appraisal procedures in Pharmaceuticals Company and discussion.
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Employees Job Dissatisfaction in Pharmaceuticals Company MRO
This part discusses the respondents’ overall perception of employee job dissatisfaction in Pharmaceuticals Company and sub-dimensions such as pay and promotion, job security, work conditions, fairness and relationship with co-workers and management. The findings are presented in frequencies and percentages.

Chart 2: Overall level of employee dissatisfaction in Pharmaceutical Companies MRO

In terms of working conditions, pay and promotion, job security and relationship with co-workers the study found that the level of employee job satisfaction is “neither happy nor unhappy” and in terms of relationship with immediate supervisor the level of employee job satisfaction is “somewhat unhappy”. Overall level of Employee (MRO) dissatisfaction in pharmaceutical companies, the study found that the average mean is 61%, so the overall level of employee job dissatisfaction is “neither happy nor unhappy”.
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Descriptive Statics
Key Reasons for Job Dissatisfaction and Poor Employee Performance:
Level on Pay and Promotion In terms of level on pay back in pharmaceuticals companies, the study found that 17 respondents perceived pay and promotion to be “neither happy or unhappy”, 10 of the respondents perceived the pay and promotion to be “somewhat happy “and 02 respondents perceived pay and promotion to be “somewhat unhappy”. Only a few 1and 1of the respondents rated the pay and promotion as “very unhappy” and “very happy”. At last, the mean score is 3.02, so the pay and promotion is “somewhat unhappy”. According to a mean score of 3.02, we can see that pay and promotion influences job satisfaction in pharmaceuticals companies.
Level on work conditions
In terms of level on work conditions in pharmaceuticals companies, the study found that 02 respondent’s perceived atmosphere to be “Neutral”. About 01 respondents perceived the work conditions to be “happy”, while respondents perceived work conditions as “unhappy” .A few, 17 respondents rated the work conditions as “very unhappy” and “very happy” 5. At last, the mean score is 3.01, so the work conditions are “neither happy nor unhappy”. Looking at the mean score of 3.10, we can see that work conditions influence job satisfaction in pharmaceuticals companies.
Unfairness:
In terms of level about fairness in pharmaceuticals companies, the study found that 04 respondents perceived fairness to be “neither happy nor unhappy”, 03 respondents perceived the fairness to be “somewhat happy”, while 16 respondents perceived fairness as “somewhat unhappy”. A few 07 respondents rated the fairness as “very unhappy” and 0 respondents are “very happy”. Finally, the mean score is 3.02, so the fairness is “neither happy nor unhappy”. According to the mean score of 3.02, we can see that fairness influences job satisfaction in pharmaceuticals companies.
Level on Relationship with co-workers:
In terms of level on relationship with co-workers in pharmaceuticals companies, the study found that 03 respondents perceived relationship with co-workers to be “neither happy or unhappy”, 02 respondents perceived the relationship with co-workers to be “somewhat happy “and 17 respondents “somewhat unhappy”. Only 07 respondent rated the relationship with co-workers “very unhappy” and 01 respondents were “very happy”. At last, the mean score is 3.30, so the relationship with co-workers is “somewhat unhappy”. According to a mean score of 3.30, we can see that relationship with co-workers influences job satisfaction in pharmaceuticals companies.

Level on Relationship with immediate supervisor
In terms of level on relationship with immediate supervisor in pharmaceuticals companies, the study found that 03 respondents perceived relationship with immediate supervisor in pharmaceuticals companies to be “neither happy or unhappy” 07 respondents perceived relationship with immediate supervisor as in pharmaceuticals companies to be “somewhat happy”, while 19 respondents perceived relationship with immediate supervisor in pharmaceuticals companies as “somewhat unhappy”. 8 respondents rated relationship with immediate supervisor as “very unhappy” and 4 rated it as “very happy”. Finally, the mean score is 2.81, so relationship with immediate supervisor in pharmaceuticals companies is “somewhat unhappy”. According to the mean score of 2.81, we can see that relationship with immediate supervisor influences job satisfaction in pharmaceuticals companies.

Workforce Diversity Workplace politics and inability on the part of an employee (MRO) to suit with the office environment is another reason for job dissatisfaction. This minimizes his efficiency and productivity.
Limited Career Growth and Advancement
A lack of career growth and advancement is another reason why workers are dissatisfied at their jobs. Employees (MRO) who feel stuck in their job position are less motivated to maintain high productivity than those who do not. Workers feel valued when employers include them in their long-term plans and show their appreciation through promotions. Employees (MRO) who move up in an company and receive just compensation to reflect their title and responsibility changes usually commit themselves to the company for the long term.
Job Security
Not knowing whether their job will be available in the next six months, year or even 30 days is one of the reasons why people hate their job. The lack of job security causes worry and anxiety, and many workers dread reporting to work under those circumstances.
Lack of Interest
A lack of interest in the work is another reason why employees are unhappy. Most employees want to perform job duties that are engaging and challenging. Monotonous work causes an employee to experience boredom. Bored and unchallenged employees experience little incentive to concern themselves with workplace productivity.

Poor Management
The management team plays an important role within an Pharmaceutical Company’s. Managers are responsible for motivating employees, planning, organizing and controlling within the Company. A key reason employees perform poorly in the workplace is poor management. Managers with poor leadership skills tend to offer little feedback on employees’ performances. Micromanaging and dictating to employees instead of motivating them can cause a decrease in employee productivity. Some company possess highly political cultures that tend to discourage workers from believing the roles they fill are important to the Company.
Job Location
Whether it’s commuting far away, or living in a city that’s not compatible with your personality or lifestyle, the location of your job has an impact on your overall job dissatisfaction. Many workers surveyed in the report published by The Conference Board were dissatisfied with jobs located in major cities. The happiest employees lived and work in “low-key” areas of the country.
Work Is Not Meaningful
In the end, an employee who takes on a job that is not meaningful will hate it at some point. Even the highest paying jobs are subject to high turnover, and one of the primary reasons is because the work is not meaningful. You’re more likely to love your job if it’s meaningful work.
These are the top 11 reasons why people hate their jobs, but the list could go on. If you find yourself in that predicament, it’s time to assess the situation and determine whether it’s time to find the job you love, or strike out on your own.
Lack of proper training system
An MRO who has a different educational background but has unfortunately landed in a different profession is seen to develop some kind of dissatisfaction towards the work. This is natural as the employee (MRO) is unable to match his preference for that kind of job.
Sales Force Officer’s Appraisal Process in BD
In case of measuring the performance of sales force officer following adjectives are considered: target achievement (give percentage if available), product knowledge, market knowledge, customer relations (doctors, chemists etc.), selling skills (detailing, listening & closing), knowledge of competition, achievement of work assigned (doctors/chemist calls), ability to organize work, initiative, quality of reporting, attitude towards superiors & colleagues, active participation in conference & meeting, effective utilization of promotional materials, trustworthiness and integrity and, attention to safe working.
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Overall Summary [Employee Job Dissatisfaction] 1. Dissatisfaction with Interpersonal Relations
Table-1 shows the Dissatisfaction level of entry level officers with factor of interpersonal relations. Table shows that majority of the respondents 50% (20% highly dissatisfied and 30% dissatisfied) in local and 34% (0% highly dissatisfied and 34% dissatisfied) in multinational are satisfied with interpersonal relations in organizations. In summing up it can be inferred that both local and multinational organizations are having good culture offering interpersonal relations.
Table 1: Dissatisfaction with Interpersonal Relations [sales representative]

Level ofSatisfaction | Local Organization | MultinationalOrganization | Total Organization | | Number | Percent | Number | Percent | Number | Percent | HighlyDissatisfied | 04 | 20 | Nil | Nil | 4 | 16 | Dissatisfied | 6 | 30 | 02 | 34 | 8 | 30 | Undecided | 2 | 10 | 01 | 16 | 3 | 12 | Satisfied | 3 | 15 | 03 | 50 | 6 | 23 | Highly Satisfied | 5 | 25 | 0 | 0 | 5 | 19 | Total | 20 | 100 | 6 | 100 | 26 | 100 |

2. Dissatisfaction with Compensation Package (salary, fringe benefits)
Table 2 reveals the results of dissatisfaction of middle & entry level managers regarding compensation and reward packages being offered by the organizations. It reveals that managers of both local and multinational organizations are not happy with the rewards offered by the organizations; as dissatisfied managers are 67% (12% highly dissatisfied and 55% are dissatisfied) in local and 66% (22% highly dissatisfied and 44% dissatisfied) in multinational organizations. It reveals that compensation packages are not sufficient in both organizations, but local organizations are relatively low paying organizations. When we look at the satisfied mangers, the satisfied managers are 22% in multinational organizations, while that ratio is only 7% in local organizations. This proves that multinational organizations are relatively offering better packages.

Table 2: Dissatisfaction with Compensation Package (salary & fringe benefits) Level ofSatisfaction | LocalOrganization | Multinational
Organization | Total Organization | | Number | % | Number | % | Number | % | HighlyDissatisfied | 02 | 12 | 2 | 22 | 04 | 16 | Dissatisfied | 9 | 55 | 4 | 44 | 13 | 52 | Undecided | 03 | 20 | 1 | 12 | 4 | 16 | Satisfied | 1 | 7 | 2 | 22 | 3 | 12 | Highly Satisfied | 01 | 6 | 0 | 0 | 1 | 4 | Total | 16 | 100 | 9 | 100 | 25 | 100 |

3. Dissatisfaction with Professional Effectiveness
Dissatisfaction level of is given in table 3. Results reveal that majority of the respondents 54% (23% highly dissatisfied and 31% dissatisfied) in local and 32% (0% highly satisfied and 30% dissatisfied) in multinationals are dissatisfied with the professional effectives offered by their organizations. It shows that managers are provided with the professional development opportunities and they are professionally effectiveness.

Table 3: Satisfaction with Professional Effectiveness Level ofSatisfaction | LocalOrganization | Multinational
Organization | Total Organization | | Number | % | Number | % | Number | % | HighlyDissatisfied | 3 | 23 | 0 | 0 | 3 | 10 | Dissatisfied | 04 | 31 | 03 | 30 | 7 | 34 | Undecided | 06 | 54 | 7 | 70 | 13 | 56 | Total | 13 | 100 | 10 | 100 | 23 | 100 |

4. Overall Job Dissatisfaction
Table-4 shows the overall job satisfaction of middle level mangers. It reveals that 71% (35% highly satisfied and 36% satisfied) in local and 50% (0% highly satisfied and 50% satisfied) in multinational organizations are dissatisfied with their job. It shows that majority of middle level managers are dissatisfied but the dissatisfaction level of middle level managers is slightly high in the multinational organizations.
Table4: Overall Job Dissatisfaction Level of | Local Organizations | Multinational Organizations | Total Organizations | Satisfaction | Number | Percent | Number | Percent | Number | Percent | Highly Dissatisfied | 6 | 35 | Nil | Nil | 6 | 29 | Dissatisfied | 6 | 36 | 2 | 50 | 8 | 38 | Undecided | 5 | 29 | 2 | 50 | 7 | 67 | Total | 17 | 100 | 4 | 100 | 21 | 100 |

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CONCLUSIONS
Employee job satisfaction can improve service quality and increase employee satisfaction. In this circumstance, policy makers and managers have turned their attention to provide different kinds of facilities to their employees in order to satisfy their employees. This study tested factors affecting job dissatisfaction for pharmaceuticals companies. The results suggest that the factors had satisfactorily explained job dissatisfaction and that the policy makers and managers should focus on the factors that affect employee job satisfaction, if they want to enhance their businesses. Based on the results for the standardized values, we are able to see that work conditions, fairness, promotion, and pay, are key factors affecting pharmaceuticals companies employees’ job dissatisfaction. Money is a good motivator, actually all employees’ work for money, employees need the money, a good salary and good compensations are key factors in satisfying the employee. The factor of work conditions is also proven to have significant influence over the pharmaceuticals companies. The physical design of the place does have certain impacts on job satisfaction. Because the work conditions in the pharmaceuticals companies include the employee relationships and work environment, all these factors relate to employee job satisfaction. A good performance appraisal system, work environment and good work conditions can increase employee job satisfaction and the employees will try to give their best which can increase the employee work performance.
Results of the study reveal that middle level managers are satisfied in both local and multinational organizations; but mangers of multinational organizations are slightly more satisfied then the local organization managers. When mangers were inquired for all the dimensions of organizational climate it was found that there was not much difference in both local and multinational organizations on the facets of organizational climate except for pay and reward system. Middle level mangers of local organizations were not satisfied with the pay and reward system but the employees of the multinational organizations show that pay and reward system in their organizations are good and fair.

APPENDIX: 01

Employees’ Dissatisfaction Interview Schedule:
The following questions are designed only for research purpose. The researcher has no intention to represent this information negatively in his paper. The information will be kept confidently. For the following questions, respondents should be asked to indicate whether they agree (A), Disagree (D), Strongly Agree (SA), Strongly Disagree (SD), or are Neutral (N).
Name:
Age:
Designation:
Department:

SL | SURVEY QUESTION | SA | A | N | D | SD | Level on work conditions | 1 | I am dissatisfied with the working environment of the company. | | | | | | 2 | I am satisfied with job location. | | | | | | 3 | I am dissatisfied with the present working hour. | | | | | | 4 | I am dissatisfied & able to maintain a healthy balance between work and family life. | | | | | | 5 | I have an annual set of performance standards. | | | | | | Level on Pay and Promotion | 6 | I am satisfied with the existing salary structure of the company. | | | | | | 7 | I am satisfied with the compensation I get & I think it matches with my responsibility. | | | | | | 8 | Our company maintains salary levels that compare well to other companies in this area. | | | | | | Level on Fairness | 9 | I am happy with my work responsibilities. | | | | | | 10 | I am satisfied with the present performance appraisal policy of the company. | | | | | | 11 | I am satisfied and think I've been awarded right set of duties, as per my ability. | | | | | | 12 | I feel there is adequate opportunity for me to move to a better job within the company. | | | | | | Level on Job Security | 13 | The company has adequate safety & health standard. | | | | | | 14 | I am satisfied with long term benefit & insurance policies of the company. | | | | | | Level on Relationship with Co-workers | 15 | The employees in my department work well in a team. | | | | | | 16 | My department is well organized for the work it does. | | | | | | 17 | I receive co-operation from all other departments. | | | | | | Level on Relationship with Immediate supervisor | 18 | My Supervisor recognizes my performance. | | | | | | 19 | I receive regular Job performance feedback. | | | | | | 20 | The company recognizes the accomplishment of employees. | | | | | |