Motivator and Hygiene Factors Explaining Overall Job Satisfaction among Pharmaceutical Sales Representatives

Abstract:
The purpose of this study is to (1) quantify differences in overall job satisfaction among pharmaceutical workers related to motivational and hygiene factors, and (2) examine whether population subgroups differ statistically in terms of overall job satisfaction. Statistical analysis uses descriptive statistics, independent sample t-tests, and stepwise regression. Sales personnel in pharmaceutical companies are reported to have the lowest level of hiring motivation, and "operational methods" the highest level of hiring motivation.
The results of the study show that motivational and hygiene factors range from moderate to significant.
Attitudes towards overall job satisfaction. Five different reasons for working, such as "growth"
Colleagues, promotion opportunities, rewards, recognition and job security
The contribution of 71 percent variability to overall sales job satisfaction was an important predictor. The study concluded that demographic variables did not significantly contribute to the overall job satisfaction of field workers.
keywords
Motivating factors, hygiene issues, overall job satisfaction.

introduction
Thousands of published research articles and research reports claim that job satisfaction is related to performance, productivity, organizational commitment, employee retention, and employee turnover. Job satisfaction is considered an important factor in almost all industries and the need for job satisfaction is becoming increasingly important in Pakistan's pharmaceutical industry due to intense competition, changes in organizational goals and socio-economic conditions.
Dissatisfied salespeople not only incur huge recruiting and training costs, but also make it difficult for management to rebuild the sales force, win market share from competitors, and rebuild customer relationships. Thus, improving the satisfaction of soldiers on the front lines is a major challenge for pharmaceutical companies to gain a sustainable competitive advantage, increase market share and build long-term relationships with key customers.
Job satisfaction is the attitude that develops when an employee feels
Trust his feelings, behavior and actions. Locke (1976) defines job satisfaction as a state of mind resulting from the evaluation of work experience. Porter, Lawler, and Heckman (1975) found that job satisfaction is determined by the difference between the amount of value a worker receives and the amount of results they think they should receive. The Hawthorne study has played the largest role in the study of job satisfaction. In these studies (1924-1933), the researchers tried to identify the effect of lighting on labor productivity. The study concluded that changing working conditions temporarily increases productivity (the so-called hawthorn effect). The results of the study were then questioned on the grounds that the increase in performance was due to observations rather than new conditions. This study paved the way for researchers to look at factors other than pay to determine job satisfaction. The scientific leadership of Frederick Winslow Taylor has also had a major impact on job satisfaction research. This contributes to major changes in the philosophy of industrial production. At first, the principles of management science guarantee increased productivity, but later employees feel dissatisfied, and researchers have to deal with new questions of job satisfaction.

The elusive nature of job satisfaction has led to the development of various theories. Some theories of job satisfaction include affect theory (Locke, 1976), equity theory (Mowday, 1992), and two factor theory (Herzberg, Mausner & Snyderman, 1959). According to the affect theory, job satisfaction is determined by the difference between what the employee wants from the job and what he gets from the job. In addition, the theory states how much the employee appreciates this factor of work and how satisfied / dissatisfied he is when expectations are not met. Equity theory states that employees compare their cost-benefit ratios with the cost-benefit ratios of other employees. If the employee believes that the ratio is equal to the share of other relevant persons, then he understands that there is justice, and there is the justice of the state. However, inequality is when relationships are viewed as unequal, resulting in a feeling of less or more reward. Perceptions of fairness are associated with job satisfaction, while perceptions of unfairness are
job dissatisfaction. The two-factor theory of job satisfaction is related to job satisfaction research (Stears and Porter, 1992). The basis of the two-factor theory (Herzberg et al., 1959) is that job satisfaction and dissatisfaction are associated with individual labor factors. Researchers have hypothesized that determinants of job satisfaction are job content-related factors such as the job itself, promotion, responsibility, achievement, and recognition. Sources of job dissatisfaction are factors related to work context such as B. Supervision, compensation, interpersonal relationships, employment status, politics and administration.
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