Motivating the Employees for Higher Productivity

Main objective of this report is to analysis Financial Backup, that Motivating the Employees of for Higher Productivity, here focus on GlaxoSmithKline Bangladesh Limited. Other objectives are find what GSK employee value as motivators and how the employees rank the existing facilities offered by GSK. Finally come out with the possible outcomes to increase motivation among the GSK employees, this will lead GSK Bangladesh LTD towards higher productivity.


The main objectives of this project were-

  1. To understand the existing productivity of GlaxoSmithKline in production department.
  2. To find out the present state of motivation of the GSK employees for higher productivity.

My objective behind doing this research is —

  • To find what GSK employee value as motivators.
  • How the employees rank the existing facilities offered by GSK.
  • To come out with the possible outcomes to increase motivation among the GSK employees, this will lead GSK Bangladesh LTD towards higher productivity.



All the secondary data, charts, and production processes so used here collected through “Lecture method” and “Face to face interview method”. In the lecture method, the persons concerned delivered their speeches related to particular topics and I had to note them down. In the face-to-face interview, method I asked the questions related to particular topics and they answered accordingly. After that, I have seen practically how things work by observations. The research on two topics was conducted by designing Combined Questionnaire (both open ended and close ended) and collecting data from those questionnaires.

The questioner is designed with both open-ended question & close-ended questions. The questions are undisguised questions, which is clear, simple & clear-cut. The questions are easily understandable, research related & based on the background analysis of the overall respondents. Most of the questions are based on (0-5) measurement scale.

The surveyed data were converted to absolute frequency, relative frequency, percentages and cumulative relative frequency. Some questions are cross-tabulated by dependent & independent variables.


Brief History of GlaxoSmithKline:

In 1873 it was originated as Joseph Nathan and company in New Zealand with the founding of a small import export company. It started its operation as a processing unit of abundant fresh milk of New Zealand. The only product it was producing was Glaxo baby food. In 1875 it started to export baby food to UK. Alec Nathan, son of Joseph Nathan, coined the name Glaxo from Glactose.

Joseph Nathan Company entered the pharmaceutical industry in 1924 with the manufacture of Ostelin, the first vitamin D preparation. The importance of the pharmaceutical market was soon realized and in 1935 Glaxo laboratories limited was founded with its head quarters at Greenford, Middlesex, London for the production any marketing of foods and pharmaceuticals.

After the 2nd world war, Glaxo developed rapidly. Glaxo laboratories limited absorbed its parent Joseph Nathan and company and became a public company in 1947.

In 1963, Edinburgh Pharmaceutical Industries Limited, which owned Duncan, Flockhart and Company Limited and Macfarlan Smith Limited, Joined Glaxo.

While reorganization was taken place, Glaxo group in 1968 acquired Farley’s Infant food limited. Glaxo entered the field of antibiotics in 1943 with the production of penicillin. It also expanded through acquisition, notably Allenn & Hanburys, probably the UK’s oldest pharmaceutical co.

It acquired 100% share, of Wellcome PLC on May 01, 1995 and formed GlaxoWellcome PLC.

In 1998, Glaxo Wellcome achieved a number of regulatory milestones for several of its key projects, such as ZEFFIX for the treatment of influenza Vaccine.

In 2000, Glaxo Wellcome and SmithKline Beecham merged to form GlaxoSmithKline a world leading research based pharmaceutical company.

Glaxo is the only British organization in the world’s top 20 pharmaceutical companies. Subsidiary companies are established over 50 countries of the world many with their own manufacturing facilities, and the group has agency representation in more than 100 offices.


GlaxoSmithKline’s Mission:

Its global quest is to improve the quality of human life by enabling people do more, feel better, and live longer.

Strategic Intent:

GSK lays down its strategies with the intention of being the Indisputable leader in the pharmaceutical sector. Indisputable in the sense of quality of the product, price, attainment of administrative operational excellence, selling and distribution network, more precisely in every sphere of its activities.

Quality Statement of GlaxoSmithKline:

Quality is at the heart of everything we do- from the discovery of the molecule, through product development, manufacture, supply and sale – and is vital to all the services that support our business performance.


An overview of GlaxoSmithKline Bangladesh Limited


GlaxoSmithKline is the leading and largest pharmaceutical company in Bangladesh. After independence of Bangladesh, it was a Glaxo subsidiary and in 1974 Glaxo Bangladesh limited was established as a Company. In 1969 a supporting factory of Glaxo Laboratories (Pakistan) Ltd. was formed in Chittagong.

In the year 1951, Glaxo Laboratories (Pakistan) Ltd. started its sales office at Chittagong. Later on Branch sales office were started in Dhaka and Khulna respectively.

The construction of Chittagong Factory Building was started in 1958 and completed in 1965. Factory started its production in 1967 with foods and pharmaceuticals.

The factory of the company is situated at Chittagong and its marketing Directorate is based in the capital city of Dhaka.

At the beginning of the factory there were around 250 workers / employees in the company. At present the employee strength of the company is about 800. It has 12 sales deports in different district towns of the country covering most of the areas of the country. It facilitated the customers to get the company products as heir premises within shortest possible time at the company cost.

GSK Bd. Ltd. produces baby foods, Glucose, Antibiotics and pharmaceuticals. It has 67 items.

In 1996 it has been incorporated as GlaxoWellcome Bangladesh Limited and in October 2002 it has been incorporated as GlaxoSmithKline Bangladesh Limited. The corporate office and Marketing division shifted to Dhaka in 1998. The factory is in a two storied building on 67000 sq. meter of land. 82% of its share belongs to group and the remaining 18% belong to the Bangladeshi companies and various individuals.


Selling and Distribution:

Before selling its product GSK makes sure that all its products are registered with drug registration according to the Drug Control Ordinance. GSK sells its product through its own sales offices. It has its own distribution network with 12 departments and a field force consisting of 125 medical representatives.


SWOT Analysis of GSK:

GSK performs SWOT analysis to assess its strengths, weaknesses, opportunities and threats.


High quality product: Very Rigid’-that’s what they say about their quality control system. Being a research based company; GSK develops its own recipes rather than buying formulas from registered drug laboratories. Before going into production, the side effects of drugs are examined carefully .They are very cautious about quality to retain their image globally rather making higher profit

Top Class R&D: As GSK is a world leader research based multinational company so it has the world best pharmaceutical researchers and labs in different part of the world and continuous of extensive research by those researcher contributions GSK new inventions, medicines which render services to the mankind.   EX- a new medicine is coming up   of GSK which will be tremendous helpful for the AIDS patients.

High level of in house knowledge and resource: As GlaxoSmithKline is the 2nd best pharmaceutical company in the world and it has world class R&D, so naturally it has supreme knowledge about pharmaceutical products and resources. This created a Strong market image all over the world.

Good Acquaintances: one of the major strength of GlaxoSmithKline Bangladesh Limited is its financial feedback and back up as it is the 2nd ranked pharmaceutical company in the world. As it has offices and plants in different leading countries so the firm has never suffered from any financial crisis.

Well-known Multinational in the pharmaceutical industries sector: GlaxoSmithKline Bangladesh limited is an emerging company in the pharmaceutical industries sector. For its multidimensional concept in the context of Bangladesh, it drew the attention of people very quickly and with in a short period of time it has gotten a wide range of customer base.

Efficient Performance: GlaxoSmithKline provides hassle free customer service to its customer base comparing to the other pharmaceutical companies of Bangladesh. The Company’s motto is to take personalized approach to the need of the customers.

Enthusiastic Workforce: The selection and recruitment of GlaxoSmithKline Bangladesh Limited emphasizes on having the skilled graduates and postgraduates who have backgrounds or job experience for that particular job. The logic behind is that GlaxoSmithKline wants to avoid the problem of garbage in and garbage out. These type young and fresh workers stimulate the whole working environment of GlaxoSmithKline.

Empowered Work Force: The human resource of GlaxoSmithKline is extremely well thought and perfectly managed .As from the very first the top management believed in empowered employees. This empowered environment makes GlaxoSmithKline Bangladesh Limited a better place for the employees. The employees aren’t suffocated with authority but are able to grow as the organization matures. They feel proud to be a part of the organization.

Equalization: At GlaxoSmithKline Bangladesh Limited, workshops are conducted periodically. In the workshops, all the executives participate as equals; the executives are free to challenge top managers with ideas openly.

Distinct Operating procedures: GlaxoSmithKline Bangladesh has distinct operating procedures. Production capacity and demand of customers are assessed by GlaxoSmithKline helps to decide how much to produce with in a one business year.

Distinct Schedule: Everyone in the GlaxoSmithKline Bangladesh Limited from the appraiser to top management has to work to the same schedule toward a different aspect of the same goal, interfacing simultaneously at all level over quite a long period of time.

Training and educational program for all employee: To ensure the supremecy GlaxoSmithKline always arrrange training and educational programs for continous upgradation for their employees .



Raw material restrictions:  GlaxoSmithKline just cannot use raw materials from any source though it might be cheaper than present source.

Prolong decision making: As GSK is a  world leader research based multinational company so to a certain extent they cannot compete with the local pharmaceutical company in Bangladesh because for GSK it needs to under go at least 5-6 years extensive research to lunch a new product.

Lower degree of customer’s Confidence: To the citizens of Bangladesh, GlaxoSmithKline is not uniquely dominated in the field of pharmaceutical industry. Additionally because of the dominant existence of Square, Beximco pharma people are indifferent in buying medicine from GlaxoSmithKline Bangladesh Limited after providing the highest quality products. So existence of the giant competitor GlaxoSmithKline business growth is in under pressure.



High Demand of Quality Medicines: Next to fooding, clothing and housing, health treatment is a basic need of people. The most important thing of a human being is his or her health. Since health treatment is one of the basic needs of people, there is always a high demand of quality medicines, the prime output of GlaxoSmithKline.

Absence of Substitute products: As GlaxoSmithKline is the worlds best research based pharmaceutical company so continuously it has coming up with lot of innovations and inventions .So considering these new products local pharmaceutical company’s are totally unmatched with the GlaxoSmithKline regarding innovations and inventions.

A Strong Network: One of the major positive aspects of GlaxoSmithKline Bangladesh Limited is its worldwide network. Established of different R&D, biotechnology, clinical development, actives supply, product supply and management know-how in different countries facilitate to run the whole operation efficiently.

Contract Manufacturing: Speed of implementation at contractor site is faster then in-house and cheaper as the GlaxoSmithKline Bangladesh limited doesn’t have to invest huge amount to install machines and support systems to produce those products. .



Pricing: As GlaxoSmithKline Bangladesh Ltd ensures High quality product and raw materials, so its products price is comparatively high then other local brands. Due to this reason Present customers are switching over to other local brands like Beximco pharma, Square Pharma etc.

Ethical Standard: Company ethical issues are so sound that GSK cannot perform any unethical task to manage drug administration and other tribulations to maximize profit.

Bangladesh Government’s regulation: Government regulation can be a big threat, if the government implements restriction to the multinationals to improve the local national pharmaceutical brands.


The Study of Productivity and Motivational factors of GSK


Motives are the main springs of action in people. The leader who wishes to incite his men to reach an objective must hold out the promise of reward once the objective is attained. What rewards do people seek in life? The answer is that they seek to fulfill their wants, drives and needs.

The term “motive” implies an action to satisfy a “need”. Psychologists often use the term need, wants, drives and motives” interchangeably. Motivation can be defined as a willingness to extend energy to achieve a goal or reward. As Burleson has defined the term, a motive” is an inner state that energizes, activates or moves (hence ‘motivation’) and that directs or channels behavior toward goals. In entire class of drives, desires, needs, wishes and similar forces.

The concept of motivation is central to this goal. This term is used in management theory to describe forces within the individual that account for the level, direction and persistence of effort expended at work. Simply put a highly motivated persons work hard at a job an unmotivated person does not. A manager who leads through motivation does so by creating condition under which other people feel inspired to work hard. Obviously, a highly motivated workforce is indispensable if high performance outcomes are to be achieved consistently in organizations.

Theories of Motivation:

Motivation is a very dynamic way of life and researches conducted continuously on the basic fundamental question of how to motivate people. Different writers have given answer of the question in different ages in different ways. All these opinions of all the writers of different ages grouped on age basis and such motivational theories categorized in three:-

  1. Early or ancient theory
  2. Monistic or classical theory, and
  3. Modern theory.

A) ANCIENT THEORY: Theories of motivation before industrial revolution were known as ancient theory of motivation. In those days, men were considered as machines. Supplies of laborers were more than requirement. Industrialist did not bother to motivate the worker.

B) CLASSICAL THEORY: This theory comes up during the industrial revolution. Frederick Winslow Taylor was the main exponent of this theory. The theorists assumed men as:

  1. Men are crazy and wanting beings
  2. Men like money more than anything
  3. Men are economic men
  4. Men are obedient do not have personality and could be enslaved
  5. Men are ambitionless

The theorists assumed that motivation is M = E + V, Where M stands for motivation, E for expectation and V for variety of needs. Based on the above principles, Taylor established his piece- rate system-whoever works more will get more money.

C) MODERN THEORY: The modern thought of motivation recognized as modern theory. The theorists claimed that men are only economic men until their physiological needs are fulfilled. It is seen that when these needs are satisfied & one has reached the subsistence level men will react to other needs. It is observed that man is not generally economic in nature.


The Two-Factor Theory:

Fredrick Herzberg two-factor theory is another framework for understanding the motivational implication of environments. (Wiley 1967). The theory was developed from the pattern identified in the response, almost everyone to questions about their work. When questioned about what turned them on they tended to identify things relating to the nature of the job itself. Herzberg calls these satisfier factors. When questioned about what turned them off, they tended to is identifying things relating more to the work setting. Herzberg calls this hygienic factor. (Winter 1974).

Hygienic Factors: Sources of Job Dissatisfaction:

The two-factor theory associates hygiene factors or source of job dissatisfaction with the aspect of the job context. This is job satisfier are considered more likely to be a part of the work setting than of the nature of the work itself. They include such part of the work setting than of the nature of the work itself. They include such things. As

  • Work conditions.
  • Interpersonal relations.
  • Organizational policies and administration.
  • Technical quality of supervision.
  • Base wage or salary.

Remember in Herzberg two-factor theory, hygienic factor exist in job context and affects job dissatisfaction. Improving them such as by adding piped in music or implementation a no smoking policy can make people less dissatisfied with this background aspect of their work. According to Herzberg, the real key of job satisfaction is different set of factors and must be mentioned to the managers by a very different set of managerial initiatives. (Schermerhorn 1996)

Satisfier Factor: Source of Job satisfaction:

To really improve on satisfaction in the workplace; Herzberg advised managers to shift their attention away from the hygienic factors and towards the satisfier factors. As part of job, content the satisfier factor deal with what people actually do in their work. By making improvement in what people are asked to do their jobs, Herzberg suggests that job satisfaction and performance can be raised. The important satisfaction factors include such things as:

  • Sense of achievement
  • Feeling of recognition.
  • Sense of responsibility
  • Opportunity for advancement.
  • Feeling of personal growth.

Herzberg two-factor theory is a useful reminder that there are two important aspect of all jobs (1) what people do in terms of job task- job content and (2) the work setting in which they do it- job context. His advice to the managers is two fold; (1) always correct poor hygienic to eliminate the source of job dissatisfaction in the work unit. In addition (2) be sure to build satisfier factors into job context to maximize opportunities for job satisfaction. The two-factor theory cautions managers not to expect too much by the way of motivational improvements from investments in such things as special office fixtures, attractive lounge for breaks and even high base salaries. Instead, it focuses on the nature of the job itself and directs attention to ward such things as responsibility and opportunity for the personal growth and development. These are things by the way that are consistent with the job enrichment and self managing team concept and with many current directions of empowerment in the new workplace. (Schermerhorn 1996).



Herzberg’s theory has been criticized as:-

  • It ignores the situational variables.
  • It assumes a positive relationship between motivation and productivity which is not true- this implicit.
  • The research methodology that Herzberg followed was not entirely suitable and could not accept all the charitable factors and conditions. There was no methodology to find out the escapists.
  • An overall measure was taken- but a person may like part of his job.
  • His questionnaire methods tended to prejudice the result.
  • Integration of Maslow and Herzberg “In a motivating situation, if you know what are the high strength needs (Maslow) of the individuals you want to influence, then you should be able to determine what goals (Herzberg) you could provide in the environment to motivate those individuals, At the same time, if you know what goals these people want to satisfy, you can predict what their high strength needs are”.


Hierarchy of Needs Theory:

Abraham Maslow’s theory of human needs was introduced as an important foundation in the history of management thought. You should recall that according to his hierarchy of human needs, lower order needs include physiological, safety and social concerns, and higher order needs include esteem and self-actualization concerns, and higher order needs represent a persons desire for social and physical well-being the higher order needs represents a person’s desire for psychological development and growth. (Richard D. Irwin 1965)

Two principles are central to Maslow’s theory about how these needs affect human behavior. The deficit principle holds that a satisfied need is not a motivation of behavior. People are expected to act in a way that satisfies deprived needs- that is, needs for which a deficit exist. The progression principle holds that a need at one level does not become activated until the next lower level need is already satisfied. People are expected to advance step by step by the hierarchy in their search for need satisfaction. At the level of self actualization the more these needs are satisfied the stronger they are supposed to grow. According to Maslow, a person should continue to be motivated by opportunities for self-fulfillment as long as the other needs remain satisfied.

Although research has not verified the strict deficit and progression principles just presented, Maslows ideas are very helpful for understanding the needs of people at work and for determining what can be done to satisfy them. His theory advises managers to recognize the deprived needs may negatively influence attitudes and behaviors. By the same token, providing opportunities for need satisfaction may have positive motivation consequences. Fig 1 is an example of how managers can use Maslow’s ideas to better meet the needs of their subordinates. Notice that the higher order self-actualization needs are served entirely by intrinsic rewards. The esteem needs are served solely by extrinsic rewards.




Measurement of Productivity:

Measuring and comparing productivity at a practical level is very hard and sometimes it can provide problems, for instance, when there are several inputs and outputs, it can be difficult to combine them into common units of measure, etc. Because of these types of problems, productivity is measured in various ways, depending on the circumstance.

There are some common ways of measuring productivity. One of them is the output/labor ratio: units of output produced/persons-hours of labor used.

At a macro level, this ratio has been used to compare different production systems that make commodity-type products. This ratio is most useful in operations management for evaluating the performance of individual machines or departments over time or for comparing the performance of individuals performing the same tasks. Another of them is output value/labor ratio: monetary value of output produced/person-hours of labor used. This tool used when a variety of products is produced and the quality and mix change over time and output need to be converted to a common measure. Value- added/labor ratio is another way of measuring productivity. It means monetary value of out put-cost of inputs excluding labor. By this measurement company can measures how much additional value created by the company’s workers, not those of its suppliers; which calculated by value/labor ratio.

Although productivity measures have some benefits, they seem to be most appropriate for comparisons among homogenous situations. A major danger in using productivity measures at the division or company level is that they can often be improved by shrinking operations that gives company shot term profit maximization but long-term profitability is fated. To avoid this situation, organizations needs to improve work and adopt better technologies. These actions create long-term productivity increases that are healthier not only for the company but for the economy as whole.


Production Department of GSK

GlaxoSmithKline Limited is a productive unit and it produces pharmaceutical products. Since it is a drug manufacturing industry, it has the ethical responsibility to place the products before the customers in pure, totally safe and active form. Moreover, it has to observe Govt. regulations in this regard.


The Production department of GlaxoSmithKline Bangladesh Limited has the following broad objective to pursue-

  • To ensure timely production.
  • To ensure prescribed quality.
  • To ensure proper Specification of bulk and finished goods.
  • To achieve & maintain consumer’s trust.
  • To make the maximum use of company’s resources.


In any organization, the production department has the responsibility of fulfilling the demands of marketing and sales unit. The achievement of the corporate goal is dependent on the efficiency of this department to a large extent. The greater the efficiency, the more will be the company’s ability to penetrate in to the market. This department has the following functions to carry out-

  •  To establish manufacturing formula & methods.
  • To manufacture drugs, foods, medicines.
  • To train employees particularly those working in the production floor.
  • To develop packaging components for finished products.



Measurement of Productivity by GSK:

GSK uses modern technologies for higher productivity. To calculate the productivity they follow the output/labor ratio. In general, to calculate productivity, GSK first identify the (A) total clock time available and then calculate the (B) total time spend for break and other purpose like machine adjustments. After this, they deduct (A) from (B) and find out standard available working time per persons. The GSK management has a standard output rate per day and they divide that with the available working hours.


Feeling about the decisions of the supervisor:

100% of the respondents have remark their supervisor’s decision as fair. A good and fair supervisor is quite important for an organization for higher productivity. If employees feel that their supervisor treats them unfairly, the motivation for work will decrease which will affect the total productivity of the company.


Job is challenging:

Among the total respondents 72% think that the goals set to them are normal and about 18% thinks that the goals set to them are very challenging and 10% remark as easy. In this case, the researcher found that the average respondents judge the goal as normal that the top management set to them.

It is always an excellent idea to set challenging goals for the employees, as long as they are viewed as realistic and attainable, more difficult goals lead to higher performance than easy goals. People work harder for goals that they accept and believe in; they tend to resist if goals forced on them.

Interesting work:

64% of the respondents remarks their work as interesting, 18% remark as very interesting and 18% remark as, as usual.


Participate of employees in making decision for setting goals/objective for them:

This involvement in goal settings is important to motivate employees for higher productivity. If employees are involved, in selecting their goals beside the management, they will feel the job as their own job and they will do it with sincerity. Here, among the 100%, 45% remarks that they always and sometimes participate in settings goals and 10% remarks they never participate.

Goals that employees have some responsibility in setting are much more likely to be achieved than those are, which are imposed. And those goals do become effective motivators. There must be a common goal, an objective, or even a cause to fight for .It is utterly impossible to motivate an employee or a team of employees without one of those three things. The goal must be created such a way that serves the purpose of the organization and at the same time the employee or the team of employees. It is no good imposing a goal onto an employee or a team that stimulates or interests the top management, the leader, but does not interest or stimulate the employees or the participants. So here, it is praiseworthy that the GSK top management involving their employees while setting goals for them.

Future prospects in the company: viewpoint of the employees:

45% of the respondents see a bright future of themselves in the company whereas 18% see very bright and 27% respondents are not sure about it. In this case, the researcher found that the average respondents believe that they have a bright future working for GSK, Bangladesh.

Competition is really high and the promotion will be given to those who have got good educational background, have shown outstanding performance, able to increase the productivity etc .Off course there will be some employees who will not able to perform according to the GSK management expectation, not only that their education background also doesn’t permit to offer them higher designation with higher responsibilities by giving promotions. However, when these employees will feel that they have no future in GSK then off course they will be de-motivated. The ‘no future here’ feeling can be managed and diminished by good management. If the GSK higher management is aware that for some employees there may not be career advancements or opportunities within their organization, they can at least provide the stimulus and motivation that reduces that no-future-here feeling. They can do this by providing recognition for jobs done well, by changing and sharing responsibilities, by involvement in decision-making and per-haps most importantly, by providing training opportunities. Therefore, it is motivating for the employees as GSK management has designed a excellent career path for their employees.


Opinion about supervisor:

63% of the employees are satisfied with the supervisor and 27% are very satisfied.

Recognition of effort in the performance appraisal:

Among the total respondents, 56% think that when they give the highest effort it is recognized in their performance appraisal often, about 10% are uncertain about the situation and about 27% think it always recognized. In this case the researcher found that the average respondents believe that it is included in their performance appraisal when they give optimum effort. The employee will be motivated to exert a high level of effort when he or she believes that effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards like a bonus, a salary increase, or a promotion; and that the rewards will satisfy the employee’s personal goal.


Good performance appraisal and organizational reward:

Among the total respondents, 63% think that when they have a good performance appraisal, sometimes it leads to organizational reward, about 10% are uncertain about the situation and 27% think it leads always. In this case, the researcher found that the average respondents believe that they will be rewarded if they have got good performance appraisal. When employees perform well in the organization the top Management must ensure those employees getting something they want. These rewards must be perceived as being directly attributable to their performance. Only by creating and supporting the performance-reward link will both the employee be motivated and rewarded and the organization will be more productive and moving towards meeting its goals. So it is very much appreciable that the top management of GSK always judges the employee performance by their outstanding appraisal system.


Satisfactory working condition (Physical facilities) of the organization:

Among the total respondents, 63% think the working condition (Physical facilities) of GSK, Bangladesh is satisfactory, while 10% are not sure however, 27% are very satisfied.

As GSK management has created an outstanding working environment that will attract, keep and motivate GSK employees, and also give employees a sense of pride and purpose in what they do.

Happy employees make productive employees. One of the most important factors is the work environment itself-how employees feel about the company. Seeking ways to motivate and build worker morale pays dividends

I think providing a positive work environment pays off financially to the GSK management because most employers do not know how much turnover is costing them.

Employees feeling about the company:

In GSK, the employee feels that they are:

A) Taken care of B) Taken advantage of C) Dispensable

It is amazing that among the total respondents, 95% think the GSK has been taken good care of them however only 5% think taken advantage of.

Have clear systems for referring up, where one can safely ask someone above if not   sure of what to do:

Among the total respondents, 72% think that they can take suggestions very easily when they are confused with anything in their work and about 28% think that they can ask for clarification easily when they are confused with anything. In this case, the researcher found that the average respondents believe that they can ask for clarification very easily when they are in confused situation.

Feeling constrained by too many unnecessary rules:

Among the total respondents 72% think that they don’t feel constrained by too many unnecessary rules, and about 28% rated that they have feeling otherwise. In this case, the researcher found that the average respondents believe that the GSK management doesn’t impose any unnecessary rules on them.

All treated fairly:  employees do not see or experience inequality:

Among the total respondents 90% think that they are fairly treated by GSK management and about 10% rated that they are not sure about what they are getting from he management .In this case the researcher found that maximum of the respondents believe that they are getting satisfactory treatment from the GSK management working for GSK, Bangladesh.

When an employee genuinely feels unimportant or ill-treated he/she will definitely be de-motivated .So it is very important for the top management to see that the employees are always valued and fairly treated. Motivation and commitment are likely to be enhanced if employees feel that they are valued and fairly treated. This means investing in their success , trusting and empowering them, giving them the opportunity to be involved in matters with which they are concerned, keeping them fully in the picture , treating them fairly and providing them with rewards (financial and non-financial) which demonstrate the extent to which they are valued. But after the research it is really appreciable to find out GSK management is treating there executives with real care.


Any criticism of ones performance / manner given in:

Among the total respondents, 81% any criticism of their performance or manner is done privately by the GSK management and about 29% think that the GSK management tells regarding their performance or manner both in private and in public does criticism. In this case, the researcher found that the average respondents believe that the top management of GSK, Bangladesh always criticizes their employees regarding their performance or manner privately. This is a good sign, the researcher praises the effort of the management for criticizing their employees about their poor performance of manner privately because if a worker criticizes or yelled a manager in front of that worker junior officers or colleagues than the worker will feel embarrassed and demoralized and his motivation will be extremely affected.


Always feel free to express ones opinion without fear of being marginalized or losing favor:

Among the total respondents, 54% think that they can express their opinion without fear of being marginalized or losing favor always, about 45% rated that they can sometimes free to express their opinion not always.  In this case, the researcher found that the average respondents believe that they can express their opinion without any fear of losing favor. The researcher believes it’s a great sign because if the employees can open up with their opinions to their bosses, it will create a bridge of relationship among them and these employees will be able to work as a team and naturally there will be more understanding between them and team synergy will increase which will highly benefit the GSK, Bangladesh ultimately.


Level satisfaction with the present transportation facilities that offered:

Among the total respondents, 19% are very satisfied with the present transportation facilities that are offered to them and 81 % are satisfied about it with the transportation facilities of GSK, Bangladesh Ltd.   In this case, the researcher found that the average respondents believe that the top management has provided them satisfactory transportation facilities.


Level satisfaction with the present medical facilities that offered:

Among the total respondents, 54% is happy and satisfied with the medical benefit they are getting from the GSK, Bangladesh Ltd, 26% are very satisfied and 10% are not sure.   It can be said here that health is the ultimate thing to a human being, if it can be taken good care off than that person will easily be able to serve with full potential.


Consider the old age benefits are satisfactory:

Among the total respondents, 27% are very satisfied with the present old age benefits and 27 % are not sure about it probably they have not experienced the situation whereas 46% are satisfied. In this case, the researcher found that the average respondents are quite satisfied with the present old age benefits offering to them by GSK, Bangladesh.

Consider the early retirement benefit is attractive:

Among the total respondents 10% think early retirement benefit are very attractive,  about 16% rated as attractive, 46% rated as ordinary and   28% think that they are never and not at all attractive. In this case, the researcher found that the average respondents are not eager about the early retirement so they are not interested to pursue those benefits.


Have opportunity to improve ones skills:

45% of the respondents feel that they have a lot of scope to improve their skills whereas 10% feels they don’t have and other 45% feels they have some sort of scope to improve their skills.


The areas of GSK that attracts their employees:

  • GSK is an excellent organization for learning & development.
  • GSK is highly ethical & knowledgeable company
  • GSK s vision is very much clear.
  • Job security
  • Talented & experience bosses
  • Good performance is rewarded
  • Healthy working condition & factory culture
  • Commitment to the total quality


This part divided into two parts, in the first part as recommendations I have given those, which I gather from my questionnaire survey, and at the second part, I have given those, which I got from face to face interview and observations and I felt GSK need to consider.


Recommendation from the respondent:

The GSK employees feel where GSK needs Improvement:-

  • Introduce with modern technologies
  • Communication skill
  • Importance should be given to young management staff
  • Expand the motivation process
  • Develop mentality to work as a team then the individual
  • Compensation & benefit should be revised/ updated with other good organization.
  • Sense of urgency & mindset


Recommendation from the researcher:

Compensation & old age benefit should be revised / updated with other good organization:

Compare to other multinationals GSK lacks benefits in some sectors; old age benefits; this thing need to closely work it out by the Top management of GSK. In the questionnaire survey I found that, the old age benefit is ranked as the least attractive benefit to the employees providing by GSK; whereas almost every employees look forward toward this benefits for there old age. Therefore, more facilities that are similar at least not more but like the other multinational in Bangladesh GSK need to give to increase their productivity.

The work itself:

While recruiting the employees, the GSK management needs to think and give special attentions to certain things like employees who are in positions they are just not suitable for that position, will always be difficult to motivate, and may never produce the quality of work and productivity the GSK management  wants.

Job description: GSK management gives clear guidelines and adequate training; all give a feeling of security, without which motivation suffers;

Interesting Routine jobs: Interesting routine jobs can made more pleasant by communicating to people what an important contribution they make; if the routine job is not interesting employee will feel bore and productivity will decrease.

Environment: Things will be better if you have sufficient space (both to work, to interact –or to get away from –others) comfortable seating and the occasional cup of coffee or tea, good meeting areas. Communication is influenced by environment also. I closely observed the facilities of the GSK, Bangladesh Chittagong site and come to a outcome that though the GSK management had already successfully provided all the facilities regarding physical infrastructure and environment is concern, in the meeting room of the employees there should be more reading materials and the size of changing room of the work place need to increase.

GSK management made motivation a habit, and go about it in the right way, they may be surprised by what they can achieve with it .This motivation process is continuous. The observation and measurement of the established motivational climate must be regular; action to maintain or improve must present in the process. The first step is the most difficult .If later, having made some changes, the GSK management will find the motivation of their employees are improving , and the final result may be so amazing that the GSK management  can congratulate both their employees  and themselves  for making it happen






GlaxoSmithKline is one of the most prominent multinational Pharmaceuticals Company in Bangladesh was established to provides a good and sound health protection medicine to our people. Being a multinational company it faces some restrictions by local drug administration, as there is a bar to produce some costly but profitable products that are produced by local companies. Moreover, its standard operating procedures products manufacturer it is always concerned about the highest quality of its products. Now it is not utilizing its full production capacity. Because of its firm attitude toward quality, its production cost is increased and hence it is becoming in competitive in the market for some products. It can regain it market share if it can procure raw materials at lower cost. Moreover, it needs to take aggressive sales promotion program to increase sales.

In time, it can be said that GlaxoSmithKline Bangladesh Limited has created leadership position in pharmaceutical field through its high quality products, services, and research and development programs. However, it should maintain its existing goodwill as well as improve its market share to survive.