Acme Incepta

7/25/2019 Acme Incepta

1/27

Term paper on Job

Performance and Organizational

Commitment

INCEPTA &ACME


2/27

Course Title: Organizational Behavior

Course Code:MGT-251

Section:02

Date of submission: 02-12-2015

Submitted To:

RumanaAfroze

(Senior Lecturer)

Department of Business Administration

East West ni!ersit"

Submitted b":

#$ Amrin Ra%man &'###'#**

&$ Se%eli C%o+d%ur" ,eem &'###'-&-

-$ .usrat /a%an &'###'-&0

$ Afroza ,o%al &'#--''1

1$ ,unaib A%med Saad &'#-''22

2$ S%oaib 3slam &'###'---

Letter of Transmittal

02-12-2015

To,

RumanaAfrozeSenior lecturer

!


3/27

e!artment of Bu"ine"" A#mini"tration

$a"t %e"t &niver"it'

Sub4ect: Re!ort on factor" affecting the em!lo'ee(" )o* !erformance an# organizational

commitment+

ear Ma#am

t give" u" an immen"e !lea"ure in "u*mitting to 'ou the re!ort on .actor" affecting the

em!lo'ee(" /o* !erformance an# Organizational commitment of $T an# AM$

com!anie" in the conte3t of !harmaceutical" "ector in Bangla#e"h+ 4 hich i" the to!ic of our

o*"ervation+ %hile !re!aring the re!ort, e clo"el' focu"e# on the to!ic 6 trie# to collect

mo"t com!lete information availa*le+ %e *elieve that it ill !rovi#e 'ou a clear conce!t

a*out their em!lo'ee(" )o* !erformance an# organizational commitment+

%e than7 'ou for giving u" the o!!ortunit' to #o a re!ort on the a*ove mention !oint+ Thi"

re!ort ill #efinitel' give u" e3!erience in our !rofe""ional life+ %e ill *e ala'" availa*le

for an' further 8uer' an# to an"er an' 8ue"tion" on thi" re!ort+

Than7 'ou+

9our" o*e#ient u!il ,

:+ Amrin Rahman 201;-1-10-1


4/27

Then, e oul# li7e to e3!re"" our gratitu#e to our honora*le teacher, Rumana Afroze@Senior

lecturer, $%& for her continuou" in"!iration, #irection, an# !atience+ %ithout her caring

gui#ance an# lovel' "u!!ort, it oul# not have *een !o""i*le to com!lete the hole ta"7+

M' "incere"t than7" go to our grou! mem*er ho ere involve# an# hel!e# #irectl' an#

in#irectl' in !re!aring thi" re!ort a" ell a" the facult' of *u"ine"" a#mini"tration for all the

"u!!ort a" ell a" giving u" the o!!ortunit' to !re!are thi" re!ort a" a !art of m' BBA

!rogram+ .inall', e oul# li7e to than7 our famil' for their numerou" "u!!ort in *oth

financiall' an# mentall' hich hel!" u" lot to fini"h our entire term !a!er "ucce""full'+

Executive Summary

The !ur!o"e of thi" a""ignment i" to learn a*out the factor" affect the )o* !erformance an#

organizational commitment *' com!aring the "trategie" of to com!anie" from the "ame

in#u"tr'+ The "trategie" of 53.CE8TA an# AC,E7 have *een com!are# from the

!er"!ective of organizational *ehavior+53.CE8TA an# AC,E7 *oth are "!ecializing in

me#icine" manufacturer in Bangla#e"h+ The to!ic" in thi" a""ignment cover critical inci#ent"

#


5/27

of *oth 53.CE8TA and AC,E that occurre# in the !a"t an# the com!ari"on *eteen *oth

their "trategie" a" ell their future !lan"+ Thi" a""ignment "ho" u" the influence the "trateg'

ha" on the "ucce"" or failure of com!anie" an# ho com!anie" craft "u"taina*le "trategie" that

hel! them to retain their !o"ition in the mar7et+ t al"o "ho" u" the factor" that affect the

em!lo'ee(" organizational commitment+

$


6/27

Index

C9A8TERS 8A6E .,BERS

ha!ter-1@ntro#uction 0

ha!ter-2@om!an' Overvie *#-

ha!ter->@iterature Revie ##*

ha!ter-;@TheoreticalBac7groun#

#2#

ha!ter-5@Anal'"i" #*

[email protected]#ing" &&

ha!ter-:@onclu"ion 6

Recommen#ation

&-&

Reference &1

A!!en#i3 &2

%


7/27

1. Introduction:

#$# Bac;


8/27

3nter!ie+in


9/27

2. om!any overview:

&$#$# 9istor" of 3.CE8TA:

n 1


10/27

&$&$# 9istor" of AC,E:

n 1


11/27

&$&$ Contribution to t%e Econom" of 3.CE8TA:

nce!ta i" gui#e# *' it" e3!ort mi""ion to im!rove the health an# ell-*eing of !eo!le

orl#i#e+ t" cor!orate !hilo"o!h' i" to create ne value aroun# health-relate# !ro#uct"

through "cience an# a#vance# technolog'+ %ithin nine 'ear" of "tarting e3!ort o!eration",

nce!ta no "ell" it" !ro#uct" in ;: countrie"+ Thi" ha" *ecome !o""i*le #ue to an intellectual!ool of "ome of the *e"t min#" in the countr'+ Starting in 200?, nce!ta alrea#' ha"

regi"tration of more than >00 !ro#uct" in #ifferent countrie" aroun# the glo*e+ .urther

negotiation ith !o""i*le *u"ine"" !artner" an# !ro#uct regi"tration i" going on to further the

!re"ence of the com!an' in man' more countrie"+ n /anuar' 200=, the com!an' receive#

Kertificate of GM com!lianceK from $uro!ean &nion hich *a"icall' o!ene# the #oor to

the $uro!ean mar7et for nce!ta+nce!ta currentl' "ell" it" !ro#uct in man' countrie" of A"ia,

Africa, an# entral America ha" "tarte# to "ell in atin America an# $uro!e+ nce!ta i" ta7ing

"!ecial effort" to en"ure !re"ence in the re"t of the glo*e+ urrentl' the com!an' i" e3!loring

#i"tri*utor"hi!, contract manufacturing, in licen"ing, technolog' !artner"hi! an# man' otherform" of coo!eration+ om!anie" aroun# the orl# can *enefit from !artner"hi! ith nce!ta

a" the com!an' offer" a ver' large !ortfolio of generic !ro#uct" to choo"e from+ .ocu" on

en"uring high 8ualit' an# co"t effectivene"" ma7e" our !ortfolio more attractive to !otential

cu"tomer"+


12/27

Beginning in 2000, nce!ta ha" *een launching ne an# innovative !ro#uct" at a fa"ter !ace

than it" com!etitor"+

&! to ecem*er 201; it ha" alrea#' launche# >


13/27

&$&$1 Contribution to t%e Econom" of AC,E:

The "ucce"" of The AM$ la*oratorie" t#+ in the #ome"tic mar7et !rom!te# it to e3!lore

the nternational mar7et a" ell+ n 1


14/27

". Literature #eview:

/ob 8erformance:$m!lo'ee !erformance a!!rai"al" have come in for much critici"m, an#

manager" continue to have a love-hate relation"hi! ith them+ %hat i" intere"ting i" that the

#ifferent "chool" of thought regar#ing the mea"urement of !eo!le are tie# to ver' #ifferent

orl#vie", or *elief "'"tem"+ An# thi" affect" the "ucce"" rate of #ifferent a!!roache" to

!erformance a!!rai"al in #ifferent organization"+

Should You Measure Individual People's Performance? , by Stacey Barr

/ob performance:(m a *ig fan of !o"itive fee#*ac7+ ThatJ" h' filter m' email "o onl'

"ee me""age" that inclu#e !hra"e" li7e Kgreat )o*,K Kreall' en)o'e# thatK an# K'ouJre a"

talente# a" 'ou are han#"ome+K &nfortunatel', negative fee#*ac7 N or Kcon"tructive

critici"m,K a" itJ" "nea7il' #e"cri*e# N canJt *e entirel' avoi#e#, !articularl' #uring an

annual !erformance revie, an event that generall' ran7" right *elo K"u*merge# into tu* of

#i"oriente# "or#fi"hK on the thing"-e-#onJt-li7e "cale+

Negative feedbac and !hy !e hate it ,"e#$uppe

#
http://articles.chicagotribune.com/2014-02-03/business/ct-biz-0203-work-advice-huppke-20140203_1_feedback-performance-appraisals-criticismhttp://articles.chicagotribune.com/2014-02-03/business/ct-biz-0203-work-advice-huppke-20140203_1_feedback-performance-appraisals-criticism


15/27

=r; manager" in

:1 fe#eral government organization"+ Re"ult" in#icate that certain role factor" "uch a" tenure

an# or7 overloa# an# !er"onal factor" "uch a" attitu#e toar# change an# )o* involvement

are "trong influence" on commitment+ m!lication" of the fin#ing" an# the nee# for further

theoretical an# metho#ological refinement" are #i"cu""e#+

%ssessing Personal, "ole, and &rganiational Predictors of Managerial (ommitment, by

1ohn M Stevens, 1anice M Beyer and $arrison M )rice

$. T%eoretical &ackground:

$


16/27

$# =r


17/27

ith tenure or "eniorit', an# tho"e ho are "ati"fie# ith their on level" of or7

!erformance ten# to re!ort higher level" of organizational commitment than other"K+

Thi" im!lie" that ol#er !eo!le are "een to *e more committe# to the organization than

other age grou!"+ Another !er"onal characteri"tic that ma' affect organizational

commitment i" a""ociate# ith gen#er @Me'er 6 Allen, 1


18/27

Re"ource Management+ erformance i" an im!ortant criterion for organizational outcome"

an# "ucce""+

$&$# @actors Affectin< /ob 8erformance: There are "ome factor" that affect )o*

!erformance of the em!lo'ee" in an organization+

Abilit" : The ca!acit' to learn an# !erform the ta"7" re8uire#

Standards: $3!ectation" to achieve an# gui#eline" *' hich to achieve them

no+led


19/27

'. Analysis:

1$# /ob 8erformance of AC,E:

The !eo!le of AM$ are li7e a""et" for them+ The' ala'" tr' to #o "omething for their

!eo!le for retaining them+ More )o* !erformance mean" more !ro#uctivit'+ So for the *etter

!ro#uctivit' the' nee# high )o* !erformance+ So the' !rovi#e high "alar', tran"!ortation

"'"tem, an# *etter or7ing environment ith a#vance# technolog'+ The' mea"ure the )o*

!erformance of the em!lo'ee" *a"e# on gen#er e"!eciall' for tho"e, or7ing in the

!ro#uction #e!artment an# the' thin7 that the male em!lo'ee" are more efficient than the

female mem*er" *ut the' al"o inclu#e# that the female em!lo'ee" in the R6 #e!artment are

*etter !erforme# than the male" "ince "ome recent 'ear"+

1$#$# @actors t%at affectin< t%e /ob 8erformance of AC,E:

6ender: The' mea"ure the )o* !erformance of the em!lo'ee" *a"e# on gen#er

e"!eciall' for tho"e, or7ing in the !ro#uction #e!artment an# the' thin7 that the

male em!lo'ee" are more efficient than the female mem*er" *ut the' al"o inclu#e#

that the female em!lo'ee" in the R6 #e!artment are *etter !erforme# than the male"

"ince "ome recent 'ear"+

Salar" Scale:The' con"i#er the "alar' a" a *ig factor can affect the )o* !erformance

of the em!lo'ee"+ o "alar' can #e motivate" the em!lo'ee"+ So the' can *e

#i""ati"fie# an# "itch the com!an'+

Relations%ip bet+een t%e super!isors and subordinates:Though thi" i" a *ig factor

for an organization *ut hea#" of AM$ thin7 that the' are "o motivating an# maintain

a frien#l' relation"hi! ith the em!lo'ee"+ But "ome of the em!lo'ee" "lightl'

#i"agree ith thi" factor+ So thi" can *e an affecting !oint for the )o* !erformance+

Wor;in< Sc%edule: Mo"t of the !harmaceutical com!anie" have a har# or7ing

"che#ule+ So that can al"o *e a factor of lo )o* !erformance+

@inancial Re+ard: .inancial rear# "'"tem can al"o influence the )o*

!erformance +Bonu", incentive", in"urance for the lifetime after retirement on the

*a"i" of !erformance+

(


20/27

1$& =r


21/27

1$- Lin; bet+een /ob 8erformance and =r


22/27

(. )indings:

+rom t,i- -t.d/ 0e ,a1e gotten -ome 2nding- b/ anal/zing t,i- report*

T,e-e 2nding- are completel/ from o.r per-onal point- of 1ie0* T,o-e are

gi1en belo03

T,e-e companie- pro1ide people globall/ 0it, ,ig, 4.alit/ ,ealt,

care prod.ct- at a5ordable price-*

T,e/ pro1ide emplo/ee- an enabling en1ironment t,at facilitate-

realization of t,eir f.ll potential*

Cond.ct re-earc, and de1elopment in order to f.l2ll .nmet need- of

t,e medical comm.nit/ in 6anglade-, and abroad*

T,e/ e7plore di-trib.tor-,ip8 contract man.fact.ring8 in licen-ing8

tec,nolog/ partner-,ip and man/ ot,er form- of cooperation*

+oc.- on en-.ring ,ig, 4.alit/ and co-t e5ecti1ene-- ma9e- o.rportfolio more attracti1e to potential c.-tomer-*

Incepta al0a/- prefer- /o.ng and energetic gro.p of people for t,eir

compan/:- mid;le1el and 0or9er;le1el management and ACME ,a-

de-igned t,eir mid;le1el management 0it, e7perienced people8

along 0it, /o.ng emplo/ee-*

T,e-e companie- don:t ,a1e an/ gender di-crimination at t,eir

midle1el management*

Incepta moti1ate- t,eir emplo/ee- b/ t,eir brand 1al.e on t,e ot,er

,and ACME moti1ate- t,eir emplo/ee- b/ -,o0ing concern- to0ard-

emplo/ee-: p-/c,ological i--.e-*

T,ere are -peci2c training department- for emplo/ee- and

e7ec.ti1e- in t,e-e companie-*

Important deci-ion- are ta9en b/ t,e compan/:- top le1el

management*

T,e/ gi1e 1ario.- performance apprai-al- to t,eir emplo/ee-8 -.c,

a- monetar/ and p-/c,ologicall/*


23/27

*.1 onclusion:

t(" a commitment to the "ociet' that the com!an' #onate" me#icine to the Government

Relief .un# #uring natural #i"a"ter+ nce!ta al"o !rovi#e" financial a""i"tance for e3!en"ive

treatment inclu#ing heart an# cancer an# #i"*ur"e" it" cor!orate Ha7at for relief of #i"tre""e#

!eo!le ever' 'ear+ Acme 6 nce!ta al"o !ro#uce" life-"aving Kim!ort-"u*"titute me#icine"K at

affor#a*le !rice for the !eo!le of Bangla#e"h a" an e3!re""ion of true love an# com!a""ion

for the !eo!le+ The' "trongl' *elieve" that commitment toar#" !eo!le an# the "ociet' a" a

hole !o"itivel' contri*ute" toar#" it" *u"ine"" o*)ective+

$m!lo'ee" are the core ca!ital of Acme 6 nce!ta harmaceutical" t#+ The' continuou"l'nurture an# motivate our human a""et"+ A career ith Acme 6 nce!ta mean" an o!!ortunit'

for am!le learning 6 groth+ Both of the om!an' !rovi#e" #iver"e o!!ortunitie",

!rofe""ional management, an# com!etitive "alarie" along ith "!ecial rear#"+ At Acme 6

nce!ta harmaceutical", 'ou ill get to meet "ome of the fine"t *rain" in the !harmaceutical"

in#u"tr'+

!"


24/27

*.2 #ecommendation:

The #evelo!ment of harmaceutical in#u"tr' in Bangla#e"h #ate" *ac7 to earl' 50C"

%hen "everal national com!anie" "tarte# o!eration an# no there are lot" of o!!ortunitie" forthi" "ector an# entre!reneur" are *eing more encourage# in thi" "ector+ $TA6AM$

om!an' "trive" to "u!!ort communit' here the' live an# al"o the nation a" far a" !o""i*le

in time" of nee#+ Iere are "ome overall recommen#ation" for $TA harmaceutical t#D

$TA harmaceutical" t#+ 6AM$ !harmaceutical" t#+ "houl# !re"ence more

in the #i"trict ton an# in "ome im!ortant rural area" a" the"e mar7et" are "till

unta!!e#+

oo7ing for co"t effective "ource" of ra material" to *ring #on the !ro#uct co"t+

The' can !rovi#e fun# in e#ucational initiative" in thera!eutic area, #i"ea"e

revention+

$TA6AM$ in#u"tr' "houl# !la' an im!ortant role in e#ucating healthcare

!ractitioner" on emerging treatment" an# technologie"+

n a##ition to *roa#er e#ucational initiative", it i" al"o recommen# that the' can u"e

their RS fun#ing for e#ucation #irecte# at the local communit' level

More em!ha"i" on "ervice oriente# a!!roach to overcome !rice o*)ection *' #octor"

through relation"hi! *uil#ing+

More "trategie" colla*oration ith other foreign manufacturer" i" nee#e# to gain

acce"" to technolog' an# re"ource"+

More fle3i*le functional !olicie" are nee#e# to match the changing environment of

the in#u"tr'+

The' can ta7e initiative for fiel# activitie" among 'ounger generation of !re"cri*er"

hich ill hel! to *uil# !otential future !re"cri*er"+

Ma7e !u*lic all re"ult", inclu#ing negative or unfavora*le one", in a timel' fa"hion

hile avoi#ing re#un#anc'+

Tran"!arentl' re!ort "tati"tical metho#" u"e# in anal'"i"+

!#


25/27

#eference:

Boo; Reference:

=risited Website:

%ttps:en$+i;ipedia$or


26/27

A!!endix:.$B: T%e ori+o 'ou thin7 em!lo'ee"( commitment to the com!an' i" influencing their !erformanceP

!%


27/27

ontri+utions of t%e Team ,em+ers:

,embers 3D .=$ C=.TR3BT3=.S

Amrin Rahman 201;-1-10-1

Documents

Acme Incepta