Reenu

8/3/2019 Reenu

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A REPORTA REPORT MAIETMAIET business schoolbusiness school

ON

By:

RENU KUMARI

Submitted To:

Mr. ST Kalairaj Mrs. Shikha Sharma

AGM Market Research MAIET Business SchoolPanacea Biotech JAIPUR

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A REPORTA REPORT

ON

SAMPLE SIZE: 130CENTER: JAIPUR

SAMPLE UNIT: Medical Representatives (100)

Sales Manager (30)

Market Research Department

Panacea Biotec limited

B1-Extn./G3, MCIE

Mathura Road

New Delhi-110044

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AcknowledgementAcknowledgement

I take this opportunity to express my sincere gratitude to MAIET Business

School, JAIPUR for providing me with the opportunity to explore the corridors of

the Corporate World and gather invaluable information & practical experience via

such summer training project in Human Resource Management.

I am thankful to all the people who gave so generously their time, energy and

resources for the accomplishment of my research to this stage. I would like to

thank all Medical Representatives and Sales Managers of various Pharma

Companies in JAIPUR region who have filled my questionnaire during the field

work.

The main foundation of this research is employee satisfaction survey done by me.

This research had given me the inputs to find how strongly MRs of different

companies are satisfied & motivated by their respective companies.

It was pleasure working under guidance of Mr. ST Kalairaj (AGM Market

Research) and Mr. Anurag Sarikwal from Panacea Biotec. Their sound advice

has been well taken by me and it is largely due to their patience that I was able to

accomplish my target. Both of them have been most accommodating and

supportive and have literally gone out of their way to make my experience apleasant one.

I take the privilege of offering deep sense of gratitude and indebt ness to Mrs.SHIKHA SHARMA from MAIET Business School Jaipur for their support andguidance during my project.

During the course of my project I have had a positive response and assistance

from all quarters. Finally I would like to thank IBS-Gurgaon Computer Lab and

library to provide me with necessary facilities to efficiently go about my project.

RENU KUMARI

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TABLE OF CONTENTS:

AcknowledgementAbstractI. Introduction

i) Overview of Indian Pharmaceutical Industryii) About the Organization: Panacea Bioteciii) Executive Summaryiv) Scope of the Studyv) Objective of the studyvi) Limitations of the Study

II Main Text

i) Need for Motivationii) Understanding Motivationiii) Employee Motivationiv) Theories of Motivation (History of Motivation)v) Content Theories of Motivationvi) Process Theories of Motivationvii) Other Theories of Motivation

II Research Methodology adoptedIII Questionnaire DesigningIV Data Analysis

i) Analysis for MR Questionnaireii) Analysis for Sales Manager Questionnaire

V ConclusionVI SuggestionsVII What I had learned from my Project?VIII References and Sources of Information

IX AppendicesAppendix I: Questionnaire MRAppendix II: Questionnaire SM

iii) Appendix III : List of Hospitals Covered

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Content

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Abstract

Motivation is a problem and organizations keep looking for a solution. Managerscontinue to search for innovative ways to motivate their employees and that a

significant proportion of today’s employees seem to be unmotivated. When it is acase of growing Pharmaceutical Industry in India where attrition rate is as high as30-40% motivating employees is a serious issue to retain them in the companyand to prevent the wastage and use at the fullest of the resources of their talent.Coming to my project where I tried to collect the key drivers of employeemotivation especially for MR in pharmaceutical Industry. Study not only defines thevarious factors of motivation for MR but also helps in analyzing them todifferentiate them in terms of Hygiene and Motivators. The study covering theHospitals at Delhi and NCR region and different Pharma Companies in the sameregion considering a sample of 123 MR, 62 Sales Managers and 10 HRManagers. Where the data is collected in a survey cum interview process using a

well-designed questionnaire customized as per set of respondents.Findings of the study reveals that Career Opportunities, recognition/praise, money,drive for achievement are the major factors of motivation for MR, where SalesManager and HR people too feel the same. Whereas on the other side workingenvironment, supervisor relationship, self-motivation and job security are on theother side of coin. At the end it can be said that Career Opportunities, Recognition,Money, Drive for achievement are the motivators and the rest of the above factorsfalls in the category of hygiene factors.

Among the top rated companies, MNC are leading the way especially Eli Lilly,Ranbaxy, Glaxo, Merck, Astra Zeneca and Torrent are top among them on the

other side Indian Companies like Lupin, Cipla, Intas and Aristo are the favorite.Study also brings into light that for most of the MR non-achievement of targets,non-recognition of achievement are the major de-motivating factors. The alsobelieve that by proper training to deal with customers so that they could achievetheir targets well, improvement in pay package and incentive program canovercome this problem to a large extent and expects that Company should think inthese regards.

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Industry Overview- Indian Pharmaceutical IndustryIndustry Overview- Indian Pharmaceutical Industry

“The Indian pharmaceutical industry is a success story providing employment for millions and

ensuring that essential drugs at affordable prices are available to the vast population of this sub-

continent.”

Richard Gerster

The Indian Pharmaceutical Industry today is in the front rank of India’s science-based industries with wide ranging capabilities in the complex field of drugmanufacture and technology. A highly organized sector, the Indian PharmaIndustry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percentannually. It ranks very high in the third world, in terms of technology, quality andrange of medicines manufactured. From simple headache pills to sophisticatedantibiotics and complex cardiac compounds, almost every type of medicine is nowmade indigenously.

Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many unitsapproved by regulatory authorities in USA and UK. International companiesassociated with this sector have stimulated, assisted and spearheaded thisdynamic development in the past 53 years and helped to put India on thepharmaceutical map of the world. The Indian Pharmaceutical sector is highlyfragmented with more than 20,000 registered units. It has expanded drastically inthe last two decades. The leading 250 pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share. It is anextremely fragmented market with severe price competition and government pricecontrol.

The pharmaceutical industry in India meets around 70% of the country's demandfor bulk drugs, drug intermediates, pharmaceutical formulations, chemicals,tablets, capsules, orals and injectibles. There are about 250 large units and about8000 Small Scale Units, which form the core of the pharmaceutical industry inIndia (including 5 Central Public Sector Units). These units produce the completerange of pharmaceutical formulations, i.e., medicines ready for consumption bypatients and about 350 bulk drugs, i.e., chemicals having therapeutic value andused for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial licensing for

most of the drugs and pharmaceutical products has been done away with.Manufacturers are free to produce any drug duly approved by the Drug ControlAuthority. Technologically strong and totally self-reliant, the pharmaceuticalindustry in India has low costs of production, low R&D costs, innovative scientificmanpower, strength of national laboratories and an increasing balance of trade.The Pharmaceutical Industry, with its rich scientific talents and researchcapabilities, supported by Intellectual Property Protection regime is well set to takeon the international market.

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ADVANTAGE INDIA

Competent workforce: India has a pool of personnel with high managerial andtechnical competence as also skilled workforce. It has an educated work force andEnglish is commonly used. Professional services are easily available.

Cost-effective chemical synthesis: Its track record of development, particularlyin the area of improved cost-beneficial chemical synthesis for various drugmolecules is excellent. It provides a wide variety of bulk drugs and exportssophisticated bulk drugs.

Legal & Financial Framework: India has a 53 year old democracyand hence hasa solid legal framework and strong financial markets. There is already anestablished international industry and business community.

Information & Technology: It has a good network of world-class educational

institutions and established strengths in Information Technology.

Globalization: The country is committed to a free market economy andglobalization. Above all, it has a 70 million middle class market, which iscontinuously growing.

Consolidation: For the first time in many years, the international pharmaceuticalindustry is finding great opportunities in India. The process of consolidation, whichhas become a generalized phenomenon in the world pharmaceutical industry, hasstarted taking place in India.

THE GROWTH SCENARIO

India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percentper year. It is one of the largest and most advanced among the developingcountries.

Over 20,000 registered pharmaceutical manufacturers exist in the country. Thedomestic pharmaceuticals industry output is expected to exceed Rs260 billion inthe financial year 2002, which accounts for merely 1.3% of the globalpharmaceutical sector. Of this, bulk drugs will account for Rs 54 bn (21%) andformulations, the remaining Rs 210 bn (79%). In financial year 2001, imports wereRs 20 bn while exports were Rs87 bn.

Efforts by the Indian government.

The Indian government is encouraging private and public sectors as well asforeign investors to increase investments in pharmaceutical R&D. Some positivesteps taken by the Indian government in recent years include:

Recognition of the pharmaceutical industry as a knowledge-based industry

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Reduction in interest rates for export financing

Additional tax deductions for R&D expenses

Reduction in the price control of pharmaceuticals.

As an example, the import duty surcharge of 3.5% on vaccines and life-savings

drugs has been removed. A 10% surcharge on custom duty has also been scuttled(9). Small-scale industry exemptions have led to the proliferation of smallformulation manufacturers and low-cost drug manufactures.DPCO (Drug Price Control Order) came into existence in 1970 and thereafter was

revised in 1979, 1987, and 1995. DPCO controls the domestic prices of major bulkdrugs and their formulation (10). In 1970, all drug prices were controlled by DPCO.The numbers of drugs ruled by price controls were 370, 143 and 76 in 1979, 1987,and 1995, respectively. DPCO oversees all formulations containing bulk drugsspecified in the first schedule. DPCO 1995 gives a uniform maximum allowablepost manufacturing expense (MAPE) of 100% as compared with earlier MAPE of 75% for some of the drugs. The retail price (RP) of a DPCO formulation is

calculated by the following formula

RP = (MC +CC +PM +PC) × 2 + excise duty

Excise duty in which MC is the material cost, including cost of bulkdrugs/excipients and process losses; CC is the conversion cost; PM is the cost of packing material including process losses; and PC is the packaging charges.DPCO applies only to allopathic drugs.

Efforts by the Indian pharmaceutical industry.

The IPI, seeking to take full advantage of benefits offered by the government, hasbeen allocating money to R&D. Its focal points are drug discovery, development of drug delivery systems, biotechnology, and bio-informatics. Companies arereevaluating their strengths and emphasizing product segments that are profitableto the company. Many companies are trimming their portfolios to focus onparticular therapeutic segments. Pharmaceutical marketing is also changingrapidly, and pharmaceutical companies are making elaborate marketing efforts.Companies such as Sun Pharma, Nicholas Piramal, and Dr. Reddy’s Laboratorieshave opted for brand/company acquisition to increase therapeutic reach andmarket penetration. Such specialization would make the entry of MNCs difficult.Some theorize that companies with a strong marketing force would be attractive

for possible take-over.Many pharmaceutical companiesare entering into marketing arrangements such as Hoechst Marion’s agreementwith Nicholas Piramal and Ranbaxy’s pact with Cipla, Glaxo, and Hoechst Marion.Recent mergers and acquisitions include Nicholas Piramal’s acquisition of RocheProducts, a company mainly involved in diagnostic products and Zydus Cadila’sacquisition of German Remedies in India. Sanofi Synthelabo, the second largestpharmaceutical

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company in France, will buy out Ahmedabad-based Torrent Pharmaceuticals.Veryrecently, Dr. Reddy’s Laboratories signed a definitive agreement to acquire 100%of Meridian.

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About the Organization

PANACEA BIOTEC-PANACEA BIOTEC-In Support of lifeIn Support of life

MissionIn Support of Life Vision

A Leading Healthcare company Goal To establish leadership in all Therapeutic areas through Novel therapies and education

ObjectiveTo be globally present as a healthcare company

The role of a health management company is highly crucial in a developingcountry like India having a huge population of over 1000 million. On one handmorbidity and mortality is much higher; on the other hand per capita expenditure isfar less than many developed countries of the world. Global companies have beendominating the Indian pharmaceutical and health industry since its independencein 1947 for over 5 decades. However, in the last 2 decades, Indian companieshave made a significant progress in providing much needed health solutions to thepeople of India. Their significant role is being recognized in various international

markets as well. Though product quality is quintessential, especially in healthproducts- affordability by the masses is also a crucial factor that would support thecause of a healthy living. Panacea Biotec has emerged as a leading healthmanagement company of India addressing both areas of concern.

Panacea Biotec is one of the leading and fastest growing health companies,involved in research, production and marketing of ethical pharmaceuticals,vaccines, and biopharmaceuticals products. Panacea Biotec is a proactivecustomer centric company and lays emphasis on innovation and quality.

Panacea Biotec is ranked 43rd in terms of retail sales audit (IMS-ORG April 2004,

MAT)and 38th in prescription audit (CMARC, Nov’03-Feb’04).Panacea Biotec is ranked 2nd amongst 200 biotechnology companies in India.(Biospectrum, Vol. –1, Issue 7, September 2003).Panacea Biotec also features in first 250 companies in the D&B’s annual report“India’s top 500 companies”.

Panacea Biotec manufactures and markets branded vaccines, pharmaceuticaland biotechnology-based products of international quality. The manufacturing

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plant for Vaccines in the capital of India, New Delhi is prequalified by WHO for supply to U.N. Agencies. Panacea Biotec meets most of the state requirements of OPV under Pulse

Polio Program in India. The plant for manufacture of pharmaceutical formulationsgot commissioned in 1989 in New Delhi. It is equipped with latest and mostmodern machinery, equipments and infrastructure to roll out products as per company’s stringent Quality Policy. The big thrust came in 1993, with focus onbiological and biotechnology based products, in addition to pharmaceuticalformulations.

The year 1995 saw the merger of its vaccines and pharmaceutical operations intoone conglomerate named Panacea Biotec. It has since then been pursuing itsmission - In Support Of Life - more vigorously and consistently by identifyingkey therapeutic gaps in disease management and providing innovative, yetaffordable drug therapies. In the same year Panacea Biotec forayed into Pain

Management, Organ Transplant & Diabetes Management segments byintroducing the unique Non- Steroidal anti-inflammatory Drug -Nimulid(Nimesulide), Panimun Bioral (Cyclosporin) and Glizid (Gliclazide) respectively. Italso came out with its first public issue on 25.09.1995. Since then it has introducedmany more products in its portfolio and earned prestigious international patents for its technology in drug delivery systems. Today, Nimulid, Panimun Bioral andGlizid are brand leaders in their respective therapeutic categories in India.

With a special focus on biotechnology, Panacea Biotec has been makingconcerted efforts to improve the repertoire of its vaccines. A host of new vaccinesemploying genetic engineering and recombinant technology are being developed.The Hepatitis B vaccine- Enivac HB is being manufactured in collaboration with

CIGB (Center for Genetic Engineering and Biotechnology), Havana, Cuba- a worldleader in biotechnology.

Panacea Biotec is only one of the few health management companies which isstrategically poised to take up new challenges in the post WTO era. TodayPanacea Biotec has more than 150 scientists in 3 state of the art R&D centers inthe field of Pharmaceuticals, Biopharmaceuticals & Vaccines. The company is nowbuilding it's 4th R&D center in Drug Discovery at Mohali near Chandigarh (Punjab).This R&D center is expected to be functional by Q4 in the year 2005.

Panacea Biotec has continued its trend of steady and consistent growth over the

years. The total turnover in the financial year 2003-04 has been Rs. 2,715 Million.The sales of branded formulations in year 2003-04 increased to Rs. 1,115 millionas against Rs. 993 million during the previous year thus recording a growth of 12.28% over the previous year, much higher than the industry growth of 7.3%.

The company has more than 2000 employees on its rolls. Out of this, around 1000are field sales personnel who promote the products of its five Strategic BusinessUnits (SBU's) - Pro, Grow, Diacar, Critical Care & Bestonhealth to the medical

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profession. Besides Pain Management, Diabetese Management and Vaccines, thecompany has significant presence in other therapeutic areas, namely, OrganTransplantation, Osteoporosis, Antibacterial Therapy, Tuberculosis &Gastrointestinal. The company has worldwide patents for many of its products.

The Company has its

• Registered Office at Ambala-Chandigarh National Highway, Lalru, DistrictPatiala 140501, Punjab, IndiaPhone : +91-1762- 505900 (30 lines)Fax : +91-1762- 505900

Email : [email protected], [email protected]• Head Office at B-1 Extn. / A-27, Mohan Co-operative Industrial Estate,Mathura Road, New Delhi- 110044, India.Phone : +91-11- 51678000, 51679000, 26945270, 26974500Fax : +91-11-51044550Email : [email protected]

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Illustration: I.ii.1

mailto:[email protected]




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Executive Summary

The findings of the study reveal some important facts and figures. They are asfollows:

More than 90% of the total respondents including MR, Sales Manager andHR People ranked Career Opportunities as the foremost factor of motivation for MR and is ranked 1 by the respondents. Other factors of motivation include Money/Pay Package, Recognition/Praise, Drive for achievement and Knowledge gaining.

Company’s Reputation, Career Opportunities and Salary Package are theimportant attributes for evaluating a company when looking for a job as aMR. Only 1% of them believe that it’s a profession by chance. Where BSc isthe major qualification requirement for MR and for Sales Manager it variesbetween BSc and MBA.

Most of the MR give Better job/Career Opportunity (73%), Higher Pay/benefits (43%) as the major reasons for leaving a job .Even the HRmanagers of the company do feel the same when they conduct exitinterviews for their MR. On the other side Company’s Work Culture (53%)and Career Advancement Opportunities (47%) account for key forcesbehind retention of employees in the company.

Cipla, Eli Lilly, Glaxo Smithkline, Lupin, Pfizer, Torrent, FDC, Zydus Cadila,Ranbaxy and Novartis are the companies which are rated 10(highest) bytheir MR as well as SM for their Recruitment Program.

Also most of the respondents believe that their recruitment program is quitean average one on the difficulty level its only Eli Lilly, Pfizer, FDC like MNCwhich are rated as stringent recruitment program by their employees. For eliLilly the major source for recruitment is the external recruitment using jobportals, the company’s own website and campus recruitments for the postof MR recruited as Trainee Territory business Manager and for SalesManager its mostly internal recruitment using promotions.

When asked about the benefits the Medical Representatives getting out of appraisals in the companies 52% of them responded for hike in salary

package and incentives, 14.5% says it gives promotions, 12% of them say itgives us areas of improvement in our performance based on which we cando our own SWOT Analysis (12%) and ranking in the company.

Most of the respondents rated the monetary benefits they are getting fromtheir companies as average or very good in which the percentage is quitehigh for MNC and among Indian Companies its Ranbaxy, Cipla, Aristo,Alkem, Lupin, Sun Pharma are among the top.

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For most of the respondents the Annual Salary for MR falls under the slabof Rs. 1-1.5 lakhs, which is believed to be the industry standard but for some companies like Cipla, Aventis, Zydus Cadila, Torrent, sun Pharma, Dr Reddy, Glenmarck are having annual salary under the slab of Rs1.5-1.75whereas there are companies like Eli Lilly having 1.8 Lakhs, Astra Zeneca

and Nicholas Parimal providing 2 Lakhs per annum. While on the other sidewe also recorded Companies like Emcure, Intas and Prochem givingsalaries even less than Rs 1 Lakhs per annum. Whereas the incentives areranging between Rs 0.40-0.6 lakhs per annum and the companies profilesare same as that annual salary where Astra Zeneca, Dr Reddy, Torrent areproviding incentives of Rs 1 lakhs per annum also.

Coming to annual salary for Managers its as follows:

For divisional Managers its falling under Rs 1.75-2.5 lakhs

For Sales Manager its Rs 4.5-5 Lakhs Annum

For Regional Managers its Rs 2.0 Lakhs per annum and for Area

Managers its between Rs 1.9 to 2.6 Lakhs per annum.

75% of the MR believes that their customer coverage is quite a comfortableone, its difficult in the beginning but as you become older you become quitehabitual and customers are easily traceable.

Coming to the call status 12 is the average daily calls for doctors and 5 for chemists by MR, this value reaches to an average of 250 calls per monthfor doctors and 100 for chemists. Where these MR are mostly providingFree Samples (108%) as the belongings from the company and the rest thelist is quite big including all gifts, pamphlets, literature etc.

Findings also show that more tan 75% of the respondents responded for open relationships between their Supervisors and Sub-ordinates andfriendly between the peers.

According to MR good incentives, better pay package, better training andcareer opportunities are few of the additions if made in motivational policieswill provide more benefits for MR and according to Sales Manager wherethe responses are almost same including better working environment andopportunities for self development need to be added while framing thepolicies to motivate MR. But an interesting fact came out to be that out of

the total respondents 13% of them say that they do not require anyadditions they are quite satisfied with what they are getting from their company.

Most of the respondents provide ratings for their companies to be betweenaverage to good i.e. between 6-8 and the few which are rated highest evenby their HR people are Eli Lilly, Mankind, Ranbaxy, Aventis, Lupin,Cipla.The reasons which most of the respondents providing are the Salary

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Package, Incentives, Work Culture, Growth Prospects which accounted for more than 50% of the total responses and on the HR side reasons arealmost same including the one provided by the Eli Lilly that they believe inempowerment of employees and fulfilling of promises.

When asked about the cause of discouragement in the job are Customer arrogance, Non achievement of targets, non recognition of achievementand work pressure are major reasons for which most of the respondentsagreed for. They believe that by proper management concern, Better training for personality development and customer handling, rewards andincentives to be more performance based and also by better marketingschemes for customers will solve the problem to a greater extent.

When asked about the top rated companies most of the respondentsprovide Glaxo(74.5%), Ranbaxy(74%), Pfizer(69%), Aventis(53%), Astra

Zeneca(50%), Eli Lilly(44%), Cipla(40%) are the leading ones where Eli Lillyis the most favorite among MR having maximum14% of votes and Ranbaxywith 66% of the Sales Manager’s votes. Also they are sharing the sameposition of top of the mind companies for HR people with 77.5% of votes.

When asked for reasons behind such a rating most of them replies GoodPay Package, Reputation, Working environment, growth opportunities, HRpolicies and good products are the common attributes among thesecompanies.

Hence the whole of the study reveals that money and Career opportunities alongwith social need for recognition and proud of working in a reputed company arethe major factors of motivation for MR where career opportunities, recognition andpay package are the factors for which company can work and are intrinsic for thembut company’s reputation is the one which will built on time and more or lessdepends upon its business but if the company is small and have good policies ittoo can achieve good heights.

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Scope of the study

Today’s employees are not only workers but knowledge workers, thus they oughtto be motivated .Since the project in a broader sense touching to major factors of motivation and the motivational needs for MR in different Pharma companies.Hence the findings of the project not only provide the data about the motivationalneeds but also help in dealing with many problems which today Pharmacompanies are facing, like:

High Attrition rate among MR in Pharmaceutical industry.

Shortage of skilled and smart field work staff for Pharma companiesespecially MR.

Gaining employee satisfaction and belongingness for the company

Since all the companies are interested about knowing the expectation of their employees and also about the gaps between expectations and deliverables of benefits by Pharma companies hence this project will serve as a great valueaddition for the HR Deptt of these Pharma companies. As motivated employeesnot only build company’s repo with Word of Mouth references but also improvesthe performance and efficiency of the company thus leading to more customer satisfaction and hence increasing the market share of the company.The study is dealing with three set of respondents mainly MR (field officers), firstand second line Managers (Area Managers/ Regional Managers) and HR peopleof respective companies. Thus information from these will serve highly valuable for

any company or management trainee like me.

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Objectives Of the Study:

In today’s competitive world where everything is so uncertain and the competition

is so intense that its always making you stand on your knees foe every change.When your technology and physical attributes get easily copied by the competitorsit’s only the skills of your employees and their belongingness with you which canmake the difference at every step. Pharma industry is the knowledge industry it,the more competitive you are if you have competitive force with well retained andempowered employees having good skill set and learning experience.Thus its imperative to say that motivating the employees is an important task aswell as a must for companies. But for designing any motivation program itsimportant to analyze the needs of the people because if policies are not alignedwith the needs the whole system will prove to be a failure.This is the area where our study is actually working on. It’s not only defining the

various factors of motivation personnel to MR in different Pharma companies butalso analyzing these factors and various initiatives by different Pharma companiesin this regards.Through a interactive field survey with both field staff including first line managersand MR and HR people of the respective Pharma companies to collect informationabout the factors of motivation for MR, feelings of both managers and HR peopleregarding these factors and the various activities companies are doing to achieveand match the expectations of the employees regarding these factors. I a broader sense we have listed out the major objectives of our study as:

To study the various factors for motivation for employees in different

Pharma firms. What are the personnel motivating factors for different

employees?

What according to the HR department of the companymotivates employee to work?

Analyze the employees and employers expectations for motivational needs.

How the personnel motivational needs of employees arealigned to company's delivered values?

Do the various fringe benefits provided by the company totheir employees provide satisfaction to employees?

Where the gap lies and how the employee’s suggestions canovercome this?

Suggesting a framework for motivational policies to give employeesmaximum satisfaction.

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Limitations of the Study

There is no job which finishes without any hurdles and limitations. So is my

project, when I was carrying out my study I too had to face many limitations whichare sometime out of my control and some because of the procedures we follow asa byproduct of our methodology. My aim was to minimize the effect of theselimitations with proper consultation with our company and faculty guide as well aswith proper precautions and concentration in my work.Since the sample size of my study is quite big hence possibility of errors are alsothere. The error may be due to the quite a big variety of people I ma dealing with,their characteristics and opinions effects the findings of my project. Some of themajor limitations I had to face during the study are:

ℵ Since the findings of the project totally depend upon the responses of the

respondents hence the possibility of having less qualitative result is veryhigh.

ℵ Respondent’s answers to the questionnaire more or less depend upon their moods at the time of interview.

ℵ Companies policies and regulations against disclosing the variousnecessary information also affects the quality of data.

ℵ Since the survey deals with MR hence sometimes questionnaire remainshalf-filled or even lead to missed call as the survey time clashes with thecall timing of MRs.

ℵ Also we are new to the survey process and questionnaire designing andlack of experience had wasted quite a valuable time of mine in getting theperfection at my work.

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Need for MotivationNeed for Motivation

'Motivation' has common roots with 'motor,' 'momentum,' 'motion,' 'mobile,' etc. allwords that denote movement, physical action. An essential feature of motivation

is physical action. Motivation isn't about what people think or feel but what theyphysically do. When motivating people to get results, challenge them to take thoseactions that will realize those resultsA number of early conceptualizations of job performance posited that both abilityand motivation would jointly contribute to job performance. While there is a generalconsensus that the construct of motivation includes components of direction,amplitude and persistence. When motivation isn’t clearly defined, the notion thatperformance reflects ability and motivation begs the question of what the measureof motivation might be. Therefore, it is important to consider relevant motivationalcharacteristics to understand job performance and early career successfully.The contribution of General Cognitive Ability (GCA) and motivation to performance

suggests and interaction effect o9f the type of proposed by early industrialpsychologists. Each component by itself may not strongly predict performance andultimately career attainment. A person with very high GCA who is highlyunmotivated may find creative ways to be lazy and does not perform well. Similarlyand industrial person with very low cognitive abilities should account for variationin performance only when motivation is considered.

PERFORMANCE = ABILITYPERFORMANCE = ABILITY × MOTIVATIONMOTIVATION

Also the fullest representation of humanity show people to be curios, vital and self motivated. At their best they are agentic and inspired and striving to learn, extendthemselves, master new skills and apply their talent responsibly.

Now in uncertain economy of the 21st century , more than ever, organizations facethe dilemma of becoming more effective by improving performance, but withoutincreasing costs. Since this is an era of artificial intelligence-computer aideddesigns, computer aided manufacturing and e-business- the typical response inrecent year has been downsizing, e-engineering and the extensive use of product,process and information technology. However largely overlooked and evendegraded by downsizing, e-engineering and the spur for the use of informationtechnology have been human resource and the role they can play in meetingcompetitive demands.One possible answer to this paradox is that we have tended to take a negative

rather than a proactive positive approach to both academic and practice sides of managing work performance. As Bandura (1986) suggests,” unless people belief that they can produce desired effects and forestall undesired ones by their actions,they have little incentive to act. Whatever other factors may operate as motivators,they are rooted in the core belief that one has the power to produce desiredresults’.In addition, people with a positive frame of mind, those on the motivation path, feelmore in control of their lives. They don’t react like victims when they have a

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setback. They cheerfully regroup and try again. Their positive attitude preparesthem to take charge of their own work. They are confident they can do better. Theylook within themselves for

the answers. They are easy to motivate because you can tap into their own

internal, or intrinsic, motivation. But people with a negative frame of mind feel likebad things happen to them. They feel helpless instead of in control. Minor setbacks knock them off course for long periods of time. And they do not respondwell to appeals to their internalmotivation. They require large doses of external pressure form their managers tokeep them going. And that’s no fun for managers. You don’t want to have to pushyour people up hill. You want them to pull you up hill. So it’s vital to build the rightemotional foundations for motivation by getting your people into a positive frame of mind.

The greatest motivational act one person can do for another is to listen.

- Roy E. Moody, President, Roy Moody and Associates

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Understanding MotivationUnderstanding Motivation

The term “motivation” was originally derived from Latin word movere, which means‘to move’. However this one word is obviously an inadequate definition for our purpose here. What is needed is description that sufficiently covers the variouscomponents and processes associated with how human behavior is activated.When we discuss motivation we are primarily concerned with

1. What energizes human behavior, Intensity ?2. What directs or channels such behavior, Direction?3. How this behavior is maintained or sustained, Persistence?

Each of these three components represents an important factor in our understanding of human behavior at work. First, this conceptualization points toenergetic forces within individuals that drive them to behave in certain ways andenvironmental forces that often trigger these drives. Second, there is the notion of goal orientation on the part of individuals; their behavior is directed towards

something. Third, this way of viewing motivation contains a systems orientation;that is, it considers those forces in individuals and their surroundings that feedbackto the individual either to reinforce the intensity of their drive and direction to their energy or to dissuade them from their course of action and redirects their efforts.These three components of motivation appear again and again in the theories andour research.

According to Stephen P. Robbins, motivation is:‘the process that account for an individual’s intensity, direction and

persistence of efforts towards attaining a goal.’

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Employee Motivation

Employee motivation is a mystery for many managers. But, it doesn't have to be.Instead, understanding how motivation impacts employee performance, andunderstanding how to use motivation to improve performance can be reduced to

five master keys. Organizations desiring to improve employee motivation need asystem in place that consistently rewards employee achievements. I'm alwayssurprised how few organizations have such a system.

However, not all employees respond to the same motivations. Each personhas his or her own likes and dislikes, passions, interests and desires. The role of the successful manager is to learn how to identify what motivates each employee,and learn how to leverage those motives to simultaneously fulfill the goals of theorganization, as well as the goals of each employee.The five key employee motivation factors include: satisfaction, appreciation,recognition, inspiration and compensation.

1. Employee Motivation by Building Satisfaction

Regardless your business, the only way to generate sustained profits is to build awork environment that attracts, focuses, and keeps talented employees. In other words, they have to be motivated to show up, get committed and perform at a levelof excellence.

Employee motivation as it relates to employees satisfaction is vitally important.And, it goes way beyond just a "happier workforce." Why? Because there is anundeniable link between satisfied, motivated employees, and satisfied customers.

In other words, focus on creating satisfied employees, focus on employeemotivation, and those motivated, satisfied employees will take care of your customers.

2. Employee Motivation through Genuine Appreciation

At times, managers unknowingly sabotage employee motivation by failing torecognize the positive behaviors and achievements of their employees. As aresult, employees don't know whether or not they are doing a good job.Fortunately, savvy managers can improve employee motivation by rewardingemployees with personal attention. This can include a pat on the back, a hand-

written note, or a quick comment in the hall.

When showing appreciation, be specific. Instead of just saying, "We really aregrateful for the good job you do around here," the approach might be, "I reallyappreciate how you handled the Franklin Industries account last week when wehad to really rush to dispatch their order in two days. Your effort really made adifference." By being specific, the employer comes across as much more sincere,and the employee realizes their actions are truly being watched. And, a highlylevel of employee motivation is the natural result.

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3. Employee Motivation through Recognition

Many people will do for recognition what they will not do for money. And, this isthe manager's secret weapon for employee motivation. Some people aremotivated by the opportunity to get their name on the wall, receive a trophy at an

annual banquet, or see their name in the company newsletter. It gives them an"emotional payoff" for their actions.Look for ways to increase employee motivation by recognizing excellence in theworkplace. Ring a bell every time an individual or team hits the production target.Put up posters with the photographs of team members who have had the mostdays without accidents. Give out awards for attendance records. Just dosomething. It is so inexpensive, yet highly effective in your efforts of employeemotivation.

4. Employee Motivation through Inspiration

Inspiration comes from leadership. This form of employee motivation includes thecompany's mission, purpose and goals. People want to be part of an organizationthat is going somewhere, that stands for something, and that provides ameaningful service to the marketplace. If you want to lead an inspired, mission-guided organization, follow these steps and watch employee motivation improvedramatically.

1. Have a clear mission - in other words, know where you are going.2. Be excited and passionate about your mission. After all, if you don't get

excited, they won't either.3. Be able to communicate the mission, its value to the marketplace. In other

words, why it's worthwhile.4. Make sure everyone in the organization understands and can communicatethe mission.

5. Be sure employees understand how they fit into the process of fulfilling theorganization's mission.

6. Make the connection between the mission and the individual values andgoals of your employees.

7. Keep your mission in front of everyone in the organization.

5. Employee Motivation through Compensation

Some employees are motivated by money. In fact, most are motivated by money;at least for their basic needs. Employee motivation through compensation cancome in the form of raises, performance bonuses, profit sharing, or any number of "extra benefits" like, automobiles, vacations, or other tangible items purchased andused as rewards.There are two factors which operate to determine if an employee will be a"problem" employee or if they will be a "motivated" employee. One of these factorshas to do with meeting needs and achieving goals--Getting that BMW, swimming

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pool, etc. The other factor has to do with how meaningful the work is and whether the person feels they are appreciated for what they do.

Rewards work well when they stimulate high involvement on the part of employees. You don’t get high involvement unless you’ve taken care of the basicsfirst. But when you do, then rewards work very well indeed. What does high

involvement mean? Specifically, employees need to be engaged with the rewardor recognition system on two dimensions: rational and emotional. Only when youhave high involvement on both do you get a motivational bang for your rewardbuck, as the HIAM Grid portrays. If you’ve done your homework as described inearlier sessions, it should be fairly easy to find a reward or recognition method thatgenerates high involvement. But if not, no amount of creative effort now willproduce the involvement you need to make a program succeed. As the gridshows, reward and recognition methods that do not win employee involvement oneither the rational or emotional dimensions will not get any attention. They will tendto be ignored. But it could and often is worse! If you generate involvement on onlyone of the two dimensions, you will get some attention but it won’t add up to a

positive response. You are likely, in fact, to see inappropriate or even negativeresponses to the rewards. They won’t have the desired effect, but they may haveother less desired affects.

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Theories of MotivationTheories of Motivation

History of Motivation

Most psychological theories of motivation both early and contemporary have their

roots at least to some extent in the Principle of hedonism. It briefly definesthat individuals by nature tend to seek pleasure and avoid pain. Hedonismassumes certain degree of conscious behavior on part of individualwhereby they make intentional decisions or choices concerning futureaction. The earliest approach towards the theory of motivation is based onconcept of instinct.

Instinct Theories

While not injecting the notion of hedonism, psychologists like James, Freud andMc Dougall posited two additional variables that were crucial to our

understanding of behavior: instinct and unconditional motivation.

Instead of seeing behavior as highly rational, these theorists saw much of its asresult of instinct. Mc. Dougall defined it as” an inherited or innatepsychophysical disposition which determines its possessor to perceive, or pay attention to, objects of certain class, to experience an emotionalexcitement of a particular quality upon perceiving such an object, and to actin regard to in a particular manner or at least to experience a impulse of such action.” He saw instinct purposive and goal-directed other instincttheorists like James, defined concept more in terms of blind and mechanicalaction. James (1890) included in his list of instincts the following:

locomotion, curiosity, sociability, love, fear, jealousy and sympathy. Theybelieve instincts are prime determinants of human behavior.

The second major concept is of unconscious motivation. It was Freud (1915) whomost ardently advocated the existence of this phenomenon. He argued thatmost potent behavioral tendencies are not necessarily those that individualsconsciously determine would be in their best interests. Individuals are notalways aware of their desires and interests. Thus a major factor seen herein human motivation resulting from forces unknown to individual like slip of tongue (Freudian slips) and dreams.

Drive and Reinforcement Theories

Drive theory generally assumed that decisions concerning present are based ionlarge part on the consequences, individuals would tend to repeat suchactions, where past actions led to negative consequences or punishment,individuals would tend to avoid repeating them. This position waselaborated in “Law of Effect”. The term drive was described as reservoir of energy that impels an organism to behave in certain ways. With theintroduction of the concept of drive it now became possible for

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psychologists to predict in advance at least in theory not only what goals anindividual would strive towards but also the strength of the motivationtowards such goals. Hull in 1943 set an equation to individual “impetus torespond”:

Effort = Drive × Habit

“Habit” was seen as the strength of relationship between past stimulus andresponse (S-R) . Thus a motivation to seek employment would be seenaccording to this theory as multiplicative function of the intensity of the needof money (drive) and the strength of the feeling that work has beenassociated with the receipt of money in past (habit). Later in response tothis Hull (1952) somewhat modified his position. Instead of posting thatbehavior was wholly a function of antecedent conditions (such as pastexperience) he added incentive variable to his equation. His later formulation was read as:

Effort = Drive × Habit × Incentive

Classifying Needs

People seem to have different wants. This is fortunate, because in markets thiscreates the very desirable situation where, because you value stuff that I have butyou don't, and I value stuff that you have that I don't, we can trade in such a waythat we are both happier as a result.

But it also means we need to try to get a handle on the whole variety of needs and

who has them in order to begin to understand how to design organizations thatmaximize productivity.

Part of what a theory of motivation tries to do is explaining and predicts who haswhich wants. This turns out to be exceedingly difficult.

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Content Theories Of Motivation

They assume that factors of motivation exist within the individual that energize,direct and sustain behavior. These approaches to motivation areconcerned with the identification of important internal elements and theexplanation of how these elements may be prioritized within the individual.

1. Maslow Hierarchy Of needs

Specific examples of these types are given below, in both the work and homecontext. (Some of the instances like "education" are actually the satisfiers of theneed.)

Need Home Job

self-actualization

education, religion,hobbies, personal growth

training, advancement, growth,creativity

esteemapproval of family, friends,community

recognition, high status,responsibilities

belongingness family, friends, clubs teams, depts, coworkers, clients,supervisors, subordinates

safetyfreedom from war, poison,violence

work safety, job security, healthinsurance

physiological food water sex Heat, air, base salary

According to Maslow, lower needs take priority. They must be fulfilled before theothers are activated. There is some basic common sense here -- it's pointless toworry about whether a given color looks good on you when you are dying of

starvation, or being threatened with your life. There are some basic things thattake precedence over all else.

Or at least logically should, if people were rational. But is that a safe assumption?According to the theory, if you are hungry and have inadequate shelter, you won'tgo to church. Can't do the higher things until you have the lower things. But thepoor tend to be more religious than the rich. Both within a given culture, andacross nations. So the theory makes the wrong prediction here.

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Cultural critique: Does Maslow's classification really reflect the order in whichneeds are satisfied, or is it more about classifying needs from a kind of "tastefulness" perspective, with lofty goals like personal growth and creativity atthe top, and "base" instincts like sex and hunger at the bottom? And is self-actualization actually a fundamental need? Or just something that can be done if

you have the leisure time?

2. Alderfer's ERG theory

Alderfer classifies needs into three categories, also ordered hierarchically:

• growth needs (development of competence and realization of potential)• relatedness needs (satisfactory relations with others)• existence needs (physical well-being)

This is very similar to Maslow -- can be seen as just collapsing into three tiers. But

maybe a bit more rational. For example, in Alderfer's model, sex does not need tobe in the bottom category as it is in Maslow's model, since it is not crucial to (theindividual's) existence. (Remember, this about individual motivation, not species'survival.) So by moving sex, this theory does not predict that people have to havesex before they can think about going to school, like Maslow's theory does.

Alderfer believed that as you start satisfying higher needs, they become moreintense (e.g., the power you get the more you want power), like an addiction.

Do any of these theories have anything useful to say for managing businesses?Well, if true, they suggest that

• Not everyone is motivated by the same things. It depends where you are inthe hierarchy (think of it as a kind of personal development scale)

• The needs hierarchy probably mirrors the organizational hierarchy to acertain extent: top managers are more likely to motivate by self-actualization/growth needs than existence needs. (But try telling Bill Clintonthat top executives are not motivated by sex and cheeseburgers...)

3. Mc Clelland’s Learned Needs Theory

Some needs are acquired as a result of life experiences

• Need for achievement, accomplish something difficult. as kids encouragedto do things for themselves.

• Need for affiliation, form close personal relationships. as kids rewarded for making friends.

• Need for power, control others. as kids, able to get what they want throughcontrolling others.

Again similar to Maslow and Alderfer.

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These needs can be measured using the TAT (Thematic Apperception Test),which is a projection-style test based on interpreting stories that people tell about aset of pictures.

4. Herzberg’s Two Factor theory

According to Herzberg, two kinds of factors affect motivation, and they do it indifferent ways:

• Hygiene factors. These are factors whose absence motivates, but whosepresence has no perceived effect. They are things that when you take themaway, people become dissatisfied and act to get them back. A very goodexample is heroin to a heroin addict. Long term addicts do not shoot up toget high; they shoot up to stop being sick -- to get normal. Other examples

include decent working conditions, security, pay, benefits (like healthinsurance), company policies, interpersonal relationships. In general, theseare extrinsic items low in the Maslow/Alderfer hierarchy.

• Motivators. These are factors whose presence motivates. Their absencedoes not cause any particular dissatisfaction, it just fails to motivate.Examples are all the things at the top of the Maslow hierarchy, and theintrinsic motivators.

So hygiene factors determine dissatisfaction, and motivators determinesatisfaction. The two scales are independent, and you can be high on both.

If you think back to the class discussion on power, we talked about a baselinepoint on the well-being scale. Power involved a threat to reduce your well-being,causing dissatisfaction. Hence, power basically works by threatening to withholdhygiene factors. Influence was said to fundamentally be about promisingimprovements in well-being -- when you are influenced to do something, it isbecause you want to, not because you were threatened. Influence basically worksby offering to provide motivators (in Hertzberg’s terms).

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Process Theories of Motivation

The attempt to describe how behavior is energized directed and sustained. Thesetheorists place heavy emphasis on describing the functioning of theindividual’s decision system as it relates to behavior.

1. Cognitive Evaluation Theory

This theory suggests that there are actually two motivation systems: intrinsic andextrinsic that corresponds to two kinds of motivators:

• Intrinsic motivators : Achievement, responsibility and competence.

Motivators that come from the actual performance of the task or job -- theintrinsic interest of the work.

• Extrinsic : pay, promotion, feedback, working conditions -- things that comefrom a person's environment, controlled by others.

One or the other of these may be a more powerful motivator for a givenindividual. Intrinsically motivated individuals perform for their own achievementand satisfaction. If they come to believe that they are doing some job because of the pay or the working conditions or some other extrinsic reason, they begin tolose motivation. The belief is that the presence of powerful extrinsic motivatorscan actually reduce a person's intrinsic motivation, particularly if the extrinsic

motivators are perceived by the person to be controlled by people. In other words, a boss who is always dangling this reward or that stick will turn off theintrinsically motivated people. Cognitive Evaluation is occasionally also calledSelf-Perception Theory , although this confuses it with Bem's Self-Perception Theory .

Example

If you tell me that I have to run for President, I will not exactly throw my heart intothe job. If, however, you tell me how the local council is looking for someone likeme, who wants to help in local schools, then I'll be there before you have finished

the sentence! Actually, when you ask someone to do something, if you want themto be motivated then ensure that it falls within their current level of competency.

2. Vroom’s Expectancy Theory

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This theory is meant to bring together many of the elements of previous theories. Itcombines the perceptual aspects of equity theory with the behavioral aspects of the other theories. Basically, it comes down to this "equation":

M = E× I× V or

Motivation = expectancy × instrumentality × valence

M (motivation) = is the amount a person will be motivated by the situation theyfind themselves in. It is a function of the following.

E (expectancy) = the person's perception that effort will result in performance. Inother words, the person's assessment of the degree to which effort actuallycorrelates with performance.

I (instrumentality) = the person's perception that performance will be

rewarded/punished. I.e., the person's assessment of how well the amount of reward correlates with the quality of performance. (Note here that the model isphrased in terms of extrinsic motivation, in that it asks 'what are the chances I'mgoing to get rewarded if I

do good job?'. But for intrinsic situations, we can think of this as asking 'how goodwill I feel if I can pull this off?').

V(valence) = The perceived strength of the reward or punishment that will resultfrom the performance. If the reward is small, the motivation will be small, even if expectancy and instrumentality are both perfect (high).

4. Porter-Lawler Model

They agree with Vroom that employee effort is jointly determined by thevalence that employees place a certain outcomes and the degree to whichpeople believe that their efforts will lead to the attainment of these rewards.However, Porter and Lawler emphasize that effort may not necessarily result inperformance. For two reasons:

1. Individual may not have the ability to accomplish to the tasks thatcontributes to his/her job. In this case even if employee is highly motivatedperformance may not obtain.

2. The person may not have a good understanding of the task to beperformed.

In addition, this model highlights the point that performance and satisfactionmay not necessarily be related to each other. They defined satisfaction as”

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extent to which the rewards actually received meets or exceeds the perceivedequitable level of rewards.” Furthermore, the model indicates that the nature of task has implications for the satisfaction-performance linkages. Also,employee’s self rating of performance have a major impact on their beliefsabout the level of rewards are equitable. The theory points that rewards are not

evaluated in absolute terms rather they are assessed subjectively .This modelcan provide managers with a useful basis for analyzing and understandingmotivational situations in organizational settings. In addition this modelprovides guidelines for how organizations can critically evaluate theeffectiveness of their current reward policies and practices.

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Abilities & traits Perceived

EquitableRewards

4 8Value of reward

Efforts Performance

(accomplishment)

Performance

(accomplishment)

Intrinsic

Rewards

Intrinsic

Rewards

Extrinsic

Rewards

Extrinsic

Rewards

SatisfactionSatisfaction

Perceived

effort→ reward

probability

Perceived

effort→ reward

probability

Role

Perceptio

n

Role

Perceptio

n

3

25

67A

7B

9

1

The Porter-Lawler Model of work MotivationIllustration: I.vi.1

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Other Theories Of motivation To Work

1. Equity Theory

Suppose employee A gets a 20% raise and employee B gets a 10% raise. Willboth be motivated as a result? Will A be twice as motivated? Will be B benegatively motivated?

Equity theory says that it is not the actual reward that motivates, but theperception, and the perception is based not on the reward in isolation, but incomparison with the efforts that went into getting it, and the rewards and efforts of others. If everyone got a 5% raise, B is likely to feel quite pleased with her raise,even if she worked harder than everyone else. But if A got an even higher raise, Bperceives that she worked just as hard as A, she will be unhappy.

In other words, people's motivation results from a ratio of ratios: a personcompares the ratio of reward to effort with the comparable ratio of reward to effortthat they think others are getting.

Of course, in terms of actually predicting how a person will react to a givenmotivator, this will get pretty complicated:

1. People do not have complete information about how others are rewarded.So they are going on perceptions, rumors, and inferences.

2. Some people are more sensitive to equity issues than others3. Some people are willing to ignore short-term inequities as long as they

expect things to work out in the long-term.

2. Reinforcement Theory

Operant Conditioning is the term used by B.F. Skinner to describe the effects of the consequences of a particular behavior on the future occurrence of that

behavior. There are four types of Operant Conditioning: Positive Reinforcement,Negative Reinforcement, Punishment, and Extinction. Both Positive andNegative Reinforcement strengthen behavior while both Punishment andExtinction weaken behavior.

• Positive reinforcement. Strengthening a behavior. This is the process of getting goodies as a consequence of a behavior. You make a sale, you geta commission. You do a good job; you get a bonus & a promotion.

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• Negative reinforcement. Strengthening a behavior. This is the process of having a stressor taken away as a consequence of a behavior. Long-termsanctions are removed from countries when their human rights recordsimprove. (You see how successful that is!). Low status as geek at SalomonBrothers is removed when you make first big sale.

• Extinction. Weakening a behavior. This is the process of getting no goodieswhen do a behavior. So if person does extra effort, but gets no thanks for it,they stop doing it.

• Punishment. Weakening a behavior. This is the process of getting apunishment as a consequence of a behavior. Example: having your paydocked for lateness.

Apply Withhold

Reward

positivereinforcement(raise abovebaseline)

negative reinforcement (raise up tobaseline)

Stressor

punishment(bring downbelowbaseline)

extinction (stay at baseline)

Reinforcement schedules.

The traditional reinforcement schedule is called a continuous reinforcementschedule. Each time the correct behavior is performed it gets reinforced.

Then there is what we call an intermittent reinforcement schedule. There arefixed and variable categories.

The Fixed Interval Schedule is where reinforcement is only given after a certain

amount of time has elapsed. So, if you decided on a 5 second interval then eachreinforcement would occur at the fixed time of every 5 seconds.

The Fixed Ratio Schedule is where the reinforcement is given only after apredetermined number of responses. This is often seen in behavior chains wherea number of behaviors have to occur for reinforcement to occur.

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The Variable Interval Schedule is where the reinforcement is given after varyingamounts of time between each reinforcement.

The Variable Ratio Schedule is where the reinforcement is given after a varyingnumber of correct responses.

Fluctuating combinations of primary and secondary reinforces fall under other terms in the variable ratio schedule; For example, Reinforces deliveredintermittently in a Randomized Order (RIR) or Variable Ratio with ReinforcementVariety (VRRV).

Fixed Variable

Interval

give rewardafter firstproper

responsefollowing aspecified timeperiod

(yearly raise)

[short term]

give reward after a certain amt of time w/ the amtchanging before the next reward

(unexpected bonus based on merit)

[medium term]

Ratio

punishment(subtract frombaseline)

(commissionsor pieceworkpay)

[medium term]

give reward after a number of responses, w/ that no.

changing before the next reward

(team-based bonus)

[long term]

3. Traditional theory 'X'

This can best be ascribed to Sigmund Freud who was no lover of people, and wasfar from being optimistic. Theory X assumes that people are lazy; they hate workto the extent that they avoid it; they have no ambition, take no initiative and avoidtaking any responsibility; all they want is security, and to get them to do any work,they must be rewarded, coerced, intimidated and punished. This is the so-called'stick and carrot' philosophy of management. If this theory were valid, managerswill have to constantly police their staff, which they cannot trust and who will refuse

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to cooperate. In such an oppressive and frustrating atmosphere, both for themanager and the managed, there is no possibility of any achievement or any creative work . But fortunately, as we know, this is not the case.

4. Theory 'Y' - Douglas McGregor

This is in sharp contrast to theory 'X'. McGregor believed that people want to learnand that work is their natural activity to the extent that they develop self-disciplineand self-development. They see their reward not so much in cash payments as inthe freedom to do difficult and challenging work by them. The manager’s job is to'dovetail' the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met andwith imagination and sincerity, the enormous potential can be tapped. Does itsound too good to be true? It could be construed; by some, that Theory 'Y'

management is soft and slack. This is not true and the proof is in the 'pudding', for it has already proved its worth in the USA and elsewhere. For best results, thepersons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently 'absent' from group meetings so they candiscuss the matters freely and help select and 'groom' a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it ishoped) enjoy watching the development and actualization of people, as if, bythemselves. Everyone and most of all the organizations, gains as a result.

5. Theory 'Z' - Abraham Maslow

This is a refreshing change from the theory X of Freud, by a fellow psychologist,Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basementand takes us out into the fresh, open, sunny and cheerful atmosphere. He is themain founder of the humanistic school or the third force who holds that all the goodqualities are inherent in people, at least, at birth, although later they are graduallylost.

Maslow's central theme revolves around the meaning and significance of humanwork and seems to epitomize Voltaire's observation in Candide, 'work banishesthe three great evils -boredom, vice and poverty'. The great sage Yajnavalkyaexplains in the Brihadaranyaka Upanishad that by good works a man becomes

holy, by evil works evil. A mans personality is the sum total of his works and thatonly his works survive a man at death. This is perhaps the essence of Maslow'shierarchy of needs theory, as it is more commonly know.

Maslow's major works include the standard textbook (in collaboration withMittlemann), Principles of Abnormal Psychology (1941), a seminal paper, 'ATheory of Human Motivation' (1943) and the book, Eupsychian Management(pronounced yew-sigh-keyan) published in 1965. Maslow's theory of human

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motivation is, in fact, the basis of McGregor's theory 'Y' briefly described above.The basic human needs, according to Maslow, are:

• physiological needs (Lowest)• safety needs;•

love needs;• esteem needs; and• self-actualization needs (Highest)

Mans behavior is seen as dominated by his unsatisfied needs and he is a'perpetually wanting animal', for when one need is satisfied he aspires for the nexthigher one. This is, therefore, seen as an ongoing activity, in which the man istotally absorbed in order to attain perfection through self-development.

The highest state of self-actualization is characterized by integrity, responsibility,magnanimity, simplicity and naturalness. Self-actualizers focus on problems

external to themselves. His prescription for human salvation is simple, but noteasy: 'Hard work and total commitment to doing well the job that fate or personaldestiny calls you to do, or any important job that "calls for" doing'.

Maslow has had his share of critics, but he has been able to achieve a refreshingsynthesis of divergent and influential philosophies of:

• Marx - economic and physical needs;• Freud - physical and love needs;• Adler - esteem needs;• Goldstein - self-actualization.

A picture showing a approach of Theory X and Theory Y

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Illustration II.vii.1

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Research Methodology

Study of literature related to motivation, its sources, factors affecting it andvarious methods used by organizations to motivate their employees fromvarious books on motivation and articles on internet and magazines.

Developing the checklist of information required for the project.

Selection of target audiences and respondents. Here in this project thereare two respondents they are:

Medical Representatives or MR

Sales Managers or Line Managers

Gather the information related to

Addresses of all the hospitals in JAIPUR.

Developing a questionnaire based in above studied literature andinformation gathered.

Actual sample size of respondents is 130(including MR , sales managers).

Information will be collected through interviews and questionnaires.

Pilot testing of questionnaire at BATRA HOSPITAL, DELHI and finalizationof the questionnaire and fieldwork plan.

Field work of carrying out the survey according to the field plan as :

Week I : Hospitals at SRS Road , Chandpole& JLN Marg

Week II : Hospitals at Mansarover , Lal Kothi and BS Road

Week III : Malviya Industrial area, Malviya Nagar & Kanota Bagh

Week IV : Hospitals at Sitapura , Tonk Road & Malviya Nagar

Week V : Hospitals at JLN Marg & Chandpole Preparation of data tables and analysis of the information gathered using

SPSS package.

Report Writing.

Research Design:

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Exploratory Cum Descriptive study has been adopted for the study to analyze anddefine the factors of motivation intrinsic and extrinsic for MR in pharmaceuticalindustry.

Sampling:

Simple Random Sampling has been adopted

Sample size: Jaipur (130 )

Sample Type:

Medical Representatives: 100

Sales Manager: 30

DATA COLLECTION METHOD:

Structured questionnaire was designed for data collection.

Personal interview was conducted for collecting information

The study was carried out in a form of survey process.

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Questionnaire Designing

No survey can achieve success without a well-designed questionnaire.Questionnaire design is more of an art than a science. A well designedquestionnaire should have the following attributes:

1. A well-designed questionnaire should meet the research objectives. Everysurvey is bound to leave some questions unanswered and provide a need for further research but the objective of good questionnaire design is to 'minimize'

these problems.

2. It should obtain the most complete and accurate information possible. Thequestionnaire designer needs to ensure that respondents fully understand thequestions and are not likely to refuse to answer, lie to the interviewer or try toconceal their attitudes. A good questionnaire is organized and worded toencourage respondents to provide accurate, unbiased and complete information.

3. A well-designed questionnaire should make it easy for respondents to give thenecessary information and for the interviewer to record the answer and it shouldbe arranged so that sound analysis and interpretation are possible.

4. It would keep the interview brief and to the point and be so arranged that therespondent(s) remain interested throughout the interview.

There are nine steps involved in the development of a questionnaire:

1. Decide the information required.2. Define the target respondents.

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3. Choose the method(s) of reaching your target respondents.4. Decide on question content.5. Develop the question wording.6. Put questions into a meaningful order and format.7. Check the length of the questionnaire.

8. Pre-test the questionnaire.9. Develop the final survey form

Keeping in view of all the above points we have designed our questionnaire for study different for different class of respondents i.e. separate questionnaire for both Medical Representatives, Sales Manager & Human Resource Manager. (See

Appendix 1,2 and 3 for questionnaires for MR, Sales Manager and HR people)

Data Analysis

Analysis for Medical Representatives Questionnaires:Analysis for Medical Representatives Questionnaires:

Qualification n=100

Count Column Total N %

Graduate 3 3

BSc 56 56

Bcom 8 8

BA 5 5MBA 1 1

PG Diploma 8 8

BSc Pharma 13 13

MSc 2 2

BBA 1 1

MCom 1 1

MA 2 2

Rank top five among following factors important to you while choosing your career?

n=100 Count Column Total N %

Q1 Career Opportunitries 92 92

Money or pay package 88 88

Knowledge gaining 70 70

Recognition/Praise 43 43

Comfortable working environment 42 42

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Drive for Achievement 38 38

Job Security 31 31

Self Motivation 28 28

Helping medical professionals 24 24

Social affiliation or socialacceptance 19 19

Balancing health and job profile 13 13Materials/Possessions 6 6

other 1 1

Q2 About your previous job:

If worked anywhere before joining the current company

Industry n=100

Responses Frequency Percentage

Same 61 87

DNA

Related 4 6Totally

Different 3 4

No. of yearsworked n=100


4.00 2 3

0.00 1 1

1.50 16 23

0.50 13 19

1.00 13 19

2.00 7 100.70 5 7

2.50 4 6

3.00 3 4

0.80 2 3

0.20 1 1

3.50 1 1

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4.00 1 1

4.50 1 1

5.00 1 1

7.00 1 1

Company Name where you had worked earlier:

Company Name n=100


Intas

Sun 6 9Glaxo 4 6

Ajanta Pharma 4 6

Wizard Biotech (P) Ltd 3 4Blue Cross 3 4

FDC 3 4Alkem Labs 2 3

Prochem 2 3

Panasonic 2 3Troika Pharma 2 3

Franco Indian Pharma 2 3Centaur Labs 2 3Rajasthan Travel Service 1 1

Rass Pharma 1 1Sartorius India Pvt Ltd 1 1

Ind -Swift Ltd 1 1

Capital Solutions DSA of Associates Finance 1 1Meyers Vitabiotics 1 1

USV 1 1

Morepen Labs Ltd 1 1FEDex 1 1

Unichem Lab 1 1Heinz India(P) Ltd 1 1

Macleods 1 1

Punwire Telecom Services 1 1Talent Imbia 1 1

Olcare Lab 1 1

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Harvey India Pharma 1 1Ranbaxy 1 1Unisearch Pharma 1 1Himalaya Drug Co. 1 1Dr.Reddys 1 1

Wockardt Ltd 1 1Friends Pharma 1 1HLL 1 1Keywest Pharma 1 1Sysmed Lab Pvt Ltd 1 1Unimarck Healthcare 1 1Synchem Pharma 1 1IPCA 1 1Johnson &Johnson 1 1Citadel Aurobindo 1 1Alembic 1 1Zydus Alidac 1 1German Remedies 1 1Torrent 1 1Cipla 1 1Emcure 1 2Cerespin Health Care 0 0Novo Nordisk 0 0Cadbury 0 0Airtel 0 0Prem Pharma 0 0Juggat Pharma 0 0CDFL 0 0

Systopic 0 0VHB Lifesciences 0 0Khandelwal Labs 0 0Lupin 0 0Tiscon 0 0Elder 0 0Nester Pharma 0 0Neon Labs 0 0Gladium Pharma 0 0P&G 0 0Synder Healthcare 0 0Kopan 0 0Panacea 0 0Sigma Labs 0 0Mirza Taners Ltd 0 0Fourrts 0 0Microwave Communications 0 0Microlabs 0 0JB Chemicals 0 0Axon Healthcare 0 0Nicholas Parimal 0 0Shruti Medisciences 0 0

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Bharat Motors 0 0Claris Lifesciences 0 0Cadila 0 0Recstart 0 0Jagson pal pharma 0 0RPG Lifesciences 0 0

Aristo 0 0Norma DND 0 0British Biologicals 0 0

Q3 Why did you left that company

n=100Responses Frequency Percentage

DNA Better job opportunity 51 73Higher Pay 30 43Benefits 7 10Conflict with manager 5 7Company Instability 4 6Career Change 2 3Relocation 2 3Better work environment 2 3

For good position/job profile 2 3Company is a franchisee 2 3To a reputed company 1 1For better professional hike 1 1Company policy to transfer employees when become old 1 1Timing Problem 1 1

Q4 Why did you join this company (where you are presently working) ?


Q4 Career opportunities 59 59

Company reputation/name 41 41

Attractive Salary 33 33

Referred by a friend 11 11

Completed any course had to take acourse 11 11

Comfortable and easy job 4 4

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Advertisement 2 2

Good Atmosphere 1 1

Offer by the company 0 0

Campus Placement 0 0

By chance 0 0

Professional hike 0 0

Q5 What is making you stay in this company?


Q5 Career Advancement 48 48

Work Culture 34 34

Reputation of the

company 27 27Job Itself 18 18

Compensation/benifits 17 17

Supervisor Relations 12 12

Good environment 0 0

Q6 How will you rate the recruitment program of your company on a10-point scale(10-highest)?

n=100Percentage


Q6 8 28 2810 26 26

7 24 24

9 13 13

6 7 7

5 2 2

Q7 Does the recruitment program of your company reflect the job profile?

Q7 Yes

Count Column Total N %95 100

Q8 How many times a year company had appraisals?

n=100Percenatge


Q8 Once 40 40

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Quarterly 25 25

ProfitBased 19 19

Twice 7 7

Others 6 6

Q9 What benefits you get from these appraisals?


Q9 Salary Increment 45 45

Promotion 22 22

Incentives 18 18

Monetary Benefits 12 12

Individual development plan 8 8

Career Advancement 5 5Recognition 5 5

Growth Opportunities 3 3

Increments 3 3

Gifts 2 2

No direct benefit 2 2

Performance Enhancement 2 2

Motivation 2 2

Gold medal 1 1

Reputation in company 1 1

Self -Appraisal including level of confidence&competency of 1 1

Job Record 1 1Only salary 1 1

Appreciation from bosses 1 1

Area of improvement 1 1

More skillful 1 1

Don't know 1 1

Trips 0 0

Feedback on performance 0 0

Incentives given based on the ranking 0 0

Ranking in the company 0 0

Mediclaim policies 0 0

Training needs 0 0

Strengths and weaknesses 0 0Job satisfaction 0 0


Job security 0 0

Q 10 n=100Mean Median Minimum Maximum

Q10_An.Salary(MR)(lakhs) 1 1 0 3

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n=100Mean Median Minimum Maximum

Q10_MT Pay(lakhs) 1 1 0 2


Q10_AnIncen(lakhs) 1 1 0 2

n=100Mean Minimum Maximum

Q10_no. Incen 4 1 12

Q11 How do you rate the monetary benefits overall?


Q11 Okay 59 59

Very Good 34 34

Not sogood 6 6

Poor 0 0

Q12 How many promotions you have got since the day of joining the companyand when?


Q12_no.promotions 1 27 27

2 9 9

3 6 6

Q 13 How do you consider your customer coverage ?


Q13 Comfortable 64 64

Difficult 25 25

Very Easy 6 6

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Verydifficult 4 4

Q14 What kind of customer segment (specialty) do you have?

Doctors n=100 Count Column Total N %

Q14 Gastro 83 83

Physicians 75 75

Gynac 65 65

Ortho 52 52

Surgeons 35 35

Peditrician 34 34

GP 24 24

Nuero 20 20

ENT 18 18

Cardio 18 18Skin|\ Derma 10 10

Dentists 10 10

Urologists 10 10

Diabetic 10 10

Psyhologists 9 9

Nephrologists 6 6

Opthal 4 4

Medicine 4 4

Endocrionologists 4 4

MD 4 4

Chest Physicians 3 3

Oncologists 3 3

RMP 2 2

Rhuemologists 2 2

HIV Practitioner 2 2

Anaesthetic 1 1

TB Care 1 1

Intensivists 1 1

Plastic Surgeons 1 1

Peeds 1 1

Child Specialists 0 0

CIVS 0 0

Orologists 0 0

Consultants 0 0

PG 0 0

SR 0 0

JR 0 0

Chemists n=100

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Q14_b_1(chem) All 80 80

Stockists 3 3

Retailer 2 2

A 2 2

A+ 1 1

Hospital Chemists 1 1Wholeseller 1 1

Trade Stockist 0 0

Govt/SUdispenseries 0 0

Sub Stockists 0 0

B 0 0

C 0 0

Q15 How many customers you have to call on?

In a dayDoctors n=100


Q15_no of calls_daily(doc) 10 40 40

12 36 36

11 7 7

8 3 3

9 2 2

7 2 220 1 1

18 1 1

15 1 1

14 1 1

13 1 1

6 1 1

5 1 1

Chemists n=100Count Column Total N %

Q15_no of calls_daily(chem) 5 42 426 17 17

8 9 9

4 8 8

7 6 6

10 5 5

3 4 4

30 1 1

25 1 1

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20 1 1

16 1 1

B In a month


Q15 no. of calls_tot(doc) 300 14 14

360 8 8

240 7 7

150 7 7

270 6 6

260 5 5

250 5 5

100 5 5

200 4 4

450 3 3

220 3 3

140 3 3

330 2 2

125 2 2

110 2 2

420 1 1

400 1 1

375 1 1

315 1 1

310 1 1

254 1 1

252 1 1

234 1 1

225 1 1

210 1 1

160 1 1

144 1 1

120 1 1

Chemists n=100

Count Column Total N %Q15 no of calls_tot(che) 200 17 17

150 16 16

300 11 11

100 10 10

250 8 8

180 7 7

120 5 5

210 3 3

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90 2 2

240 1 1

130 1 1

127 1 1

75 1 1

72 1 1

C No. of Repeat Calls


Q15_calls_repeat(doc) 2 37 37

4 11 11

3 10 1050 9 9

5 7 7

15 3 3

7 3 3

40 2 2

30 2 2

25 2 2

20 2 2

200 1 1

100 1 1

75 1 1

60 1 145 1 1

35 1 1

10 1 1

1 1 1

Chemists n=100 Count Column Total N %

Q15_calls_repeat(chem) 2 31 31

3 24 24

5 9 9

10 5 54 4 4

1 4 4

100 3 3

40 2 2

80 1 1

75 1 1

50 1 1

20 1 1

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8 1 1

6 1 1

Q16(a) What kind of treatment do you generally get from your customers ?


Q16a_d Good 52 52

Very Good 5 5

Friendly 4 4

Professional Treatment 4 4

Better 3 3

Normal 3 3

General 3 3

Fair 3 3

O.K 3 3

Kind attention 2 2

Satisfactory 2 2

Helpful 2 2

Polite behaviour 1 1

Very interesting 1 1

Poor 1 1

Excellent 1 1

Comfortable 1 1

Average 1 1

Dr. discuss relevant specific details on timelyreach 1 1

Responding 0 0

Positive 0 0

Chemists n=100Count Column Total N %

Q16a_c Good 34 34

Fair 10 10

O.K 10 10

General 6 6Normal 5 5

Very good 4 4

Average 3 3

Friendly 3 3

Comfortable 2 2

Responding 1 1

Polite behaviour 1 1

Kind attention 1 1

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Satisfactory 1 1

Excellent 1 1

Nice 1 1

Helpful 1 1

Commonly hello 1 1

Positive 0 0

16(b)What steps or actions have you taken to improve therelationships with them ?


Q16b Regular calls& Visits 39 39

Compliments & Gifts 23 23

Personal Relationship 11 11

Wishes on B'Day &MA 8 8Good presentaion & Communication skills 6 6

Time & Respect 5 5

Good relation 3 3

Good Behaviour 3 3

Customer Relationship Program 3 3

Good Services 2 2

Friendly Environment 2 2

Provide update product information 2 2

Convince about company & products 2 2

Identify & Satisfy the need 1 1

Visit at home 1 1

Good &Correct feedback is rare 1 1Understand mindset of doctors 1 1

Q17 What kind of authority you get while dealing with your customers?


Q17 Free Samples 83 83

Discounts 17 17Gifts/Sales Campaign 9 9

Credit 9 9

Literature 5 5

CD'S containing scientific information 2 2

Pamplates/information related to products 2 2

Brochure & Catalogue 1 1

Depends upon schemes 1 1

Participation in academic conferences 1 1

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Resolving customer queries 0 0

Q18 What is your relationship with your supervisors ?


Q18a Open 67 67

Casual 18 18

Formal 11 11

Stringent 3 3

Q19 What is your relationship with your peers ?


Q19a Friendly 83 83

Work Related 16 16

Q20 How many meetings you usually have in a year ?:


Q20 More number of meetings 81 81

Twice 13 13

Once 5 5

Q 21 What kind of meetings you have attended in last one year ?


Q21_type_meet_1 Product Launch 99 99

Budget/Target 0 0

Doctor Conferences 0 0

Sales Cycle 0 0


Q21_type_meet_1(num) 1 22 22

2 21 21

3 13 13

4 11 11

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5 4 4

20 1 1

7 1 1

6 1 1


Q21_type_meet_2 Sales Cycle 99 99

Budget/Target 0 0


Product Launch 0 0


Q21_type_meet_2(num) 4 34 343 18 18

2 11 11

1 11 11

6 5 5

5 5 5

12 4 4

9 1 1

7 1 1


Q21_type_meet_3 Doctor Conferences 96 96

Budget/Target 0 0

Sales Cycle 0 0

Product Launch 0 0


Q21_type_3num 2 14 14

1 14 14

3 12 12

5 8 8

4 8 8

6 3 3

10 2 2

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25 1 1

8 1 1


Q21_type_meet_4 Budget/Target 98 98


Sales Cycle 0 0

Product Launch 0 0


Q21_type_meet_4num 1 36 36

2 20 20

3 8 812 4 4

7 1 1

6 1 1

5 1 1

4 1 1

Q 22 Tell me something about your company ?


Q22 MNC 48 48

Pvt Ltd 34 34

Indian 31 31

Public Ltd 7 7

Family Owned 0 0

Q23 No. of employees ?

(A) Sales : TotalYour cityAll India

(B) Non Sales : TotalYour cityAll India

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Q23_salestot 325 1 1


Q23_salesAI 250 5 5

500 3 3

150 3 3

5000 2 2

4500 2 2

1200 2 2

1000 2 2

450 2 2

240 2 2

130 2 2

6000 1 14000 1 1

3000 1 1

2000 1 1

1400 1 1

1300 1 1

1250 1 1

800 1 1

700 1 1

585 1 1

512 1 1

470 1 1

375 1 1350 1 1

300 1 1

230 1 1

215 1 1

210 1 1

200 1 1

184 1 1

50 1 1

22 1 1


Q23_S_City 4 23 23

3 13 13

15 10 10

6 10 10

5 7 7

2 5 5

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20 4 4

10 4 4

35 3 3

7 3 3

30 2 2

16 2 2

12 2 250 1 1

25 1 1

19 1 1

17 1 1

13 1 1

11 1 1

9 1 1

8 1 1

1 1 1


Q23_NS_AI 1000 3 3

2000 2 2

600 2 2

300 2 2

8000 1 1

950 1 1

900 1 1

750 1 1

200 1 1

100 1 1

50 1 1

12 1 1

10 1 1


Q23_NS_City 15 6 6

10 5 5

20 4 4

4 4 4

6 3 3

5 3 3

2 3 3

1 3 3

3 2 2

200 1 1

25 1 1

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18 1 1

12 1 1

8 1 1

7 1 1

Q24 According to you how motivational policies are framed to give employees amaximum benefits.


Q24 Good incentives 34 34

Better pay package 26 26

Good working environment 19 19

Promotions 14 14

Better Training 13 13


Increments 7 7

Special gifts to every employee 6 6

Healthy work culture 4 4

Personality Development Program 3 3


Provision for promotional inputs 2 2

Policies related to product benefit & itsservices 2 2

Sound scietific knowledge 2 2

Co-operation 2 2

Time to time meetings 2 2

Rewards 2 2

Inhouse Promotions 2 2

Positive Thinking 2 2

Good Literature/briefing about the product 2 2

Career Opportunities 2 2

Morale Boost 2 2

Challenges in targets 1 1

Product launching gifts 1 1

Customised policy restricted to individualneeds 1 1

Creating intermediatery posts 1 1

Informal Relations 1 1

Decrease no. of calls 1 1

Discipline 1 1

Good Supervision 1 1

Monthly visits by seniors 1 1


Appreciation Letters 1 1

Personality Development 1 1

Job Security 1 1

Rognition 1 1

Medical Policies 1 1

More work improvement 1 1

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Less Micromanagement 0 0

Increase in job autonomy 0 0

Higher Mgmt decision 0 0

Salary should be according to the work area 0 0

Rational Targets 0 0

Recreation Activities 0 0

Identify MR needs 0 0Satisfied with the company 0 0

Better HR Policies 0 0

Company Reputation 0 0

Feedback from employees 0 0

Good Job Profile 0 0

Quantity X Quality = Sales 0 0

Management Concern 0 0

Insurance and other benefits 0 0

Salary should increase quarterly 0 0

Open and transparent culture 0 0

More performance based incentives 0 0

More employee friendly policies 0 0

Q25 How long do you plan to continue your career with this company?


Q25 Don’t Know 53 53

More than five years 20 20

One to two year 12 12

Two to five years 8 8Less than a year 5 5

Q26 Would you recommend employment to a friend in your current company?


Q26 Definitely will 54 54Probably will 21 21

May be 20 20

Definitely not 3 3

Probably not 1 1

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Q27 On the basis of current motivation policies how will you rate your companyon a 10-point scale (10-highest) and why?

RatingCount Column Total N %

Q27_rating 10 29 29

8 22 22

7 22 22

9 9 9

5 9 9

6 6 6

1 1 1

Reasonsn=100

CountColumn Total N%

Q27_reason Friendly Environment 16 16

Good work culture 10 10

Company reputation 6 6

Company lucerative policies 5 5

Good Incentives 5 5

Monetary benefits 4 4

Getting inputs to serve customers well 3 3

Motivation 3 3Good Package 3 3

Good Brands and Products 3 3

Promotion 2 2


Very much satisfied 2 2

Employee Oriented 2 2

Good HR Policies 2 2

No-1 in manufacturing cephalosporin 1 1

Inhouse promotion 1 1

Openness & Transparency 1 1

Practical Approach 1 1

Team work 1 1Increments 1 1

India's leading biotech company 1 1

Job satisfaction 1 1

Unsatisfied with the working environment unlikemoney 1 1

Regards to company 1 1

No provision for gifts & samples 1 1

Lack of management concern 1 1

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Improvement in recognition 1 1

Good quality products 1 1

Fast growing company 1 1

Employees are self motivated 1 1

Timely increase in salary 1 1

Good Reputed 0 0

Job Security 0 0Improvement in training of MR 0 0

Highly satisfied 0 0

Poor work culture 0 0


Opportunities do not come very fast 0 0

Good Company 0 0

Execution of strategyare not good 0 0

Good distribution system 0 0

Good marketing strategy 0 0

Trips on basis of performance 0 0

Promotion based on independent performance 0 0

Less work pressure 0 0

Training is good 0 0

Lack of career opportunities and growth 0 0

reputation is not good 0 0

Lack of professionalism 0 0

Incentives are poor 0 0

Package is not par as per industry standard 0 0

Recognition 0 0

Medical/Insurance/Other Benefits 0 0

Incentives linked to performance 0 0

Good target achievement 0 0

MNC Company 0 0

Market leader in its segment 0 0

Consideration from management 0 0

Good growth prospects 0 0

Good Back up 0 0

Q28 What discourages you in your current profession?n=100


Q28 Nothing 19 19

Long wait for customers 9 9

Time Schedule 6 6

Customer Arrogance 5 5

Competition 4 4

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Gift minded customers are not favourable 3 3

Number of meetings 3 3

Waiting & Travelling time 3 3

No time for family 3 3

Writing Work 3 3

Poor Salary Package 3 3

Improper distribution of drugs 2 2Working Hours 2 2

Non-achievement of targets 2 2

Position of MR in general people 2 2

Dilution of professionalism due to local players 1 1

Not giving business 1 1

Commissions 1 1

Unrealistic behaviour of managers 1 1

Standing against not so qualified professionals 1 1

Me-too Companies 1 1

No job security 1 1

Daily reports 1 1

Transport facility 1 1

Doctors call 1 1

Working culture of other companies & standards 1 1

Lack of opportunity & money 1 1

Narrow minded customers 1 1

Moving job 1 1

Working Style 1 1

Management non co-operation 1 1

Unnecessary work pressure 1 1

Mentality of people 0 0

Social unavailability 0 0

Higher micro-management 0 0

Increase in politics in the organization 0 0

Age factor because of moving job 0 0

Activities which do not fall in the job profile 0 0

Irrational Targets 0 0

Incentives are not distributed timely 0 0

Big and heavy bag 0 0

Evening Working 0 0

Non recognition of achievement 0 0

Lack of respect for employees 0 0

Lack of career opportunities or growth 0 0

Less Monetary benefits 0 0

Q29 Does your work provide inner satisfaction or just fulfill your economic needs ?

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Q29 Inner Satisfaction 77 77

Economic needs 49 49

Q30 What do you think the company should do to prevent this ?


Q30 Good Salary Package 6 6


Personal Development Program 3 3Monetary benefits 3 3

Provision of samples & gifts 2 2

Less Pressure 2 2

Require policies according to employees satisfaction 2 2

Can't be changed 2 2

Training to deal customers better 2 2

Some leisure time 1 1

Compensation 1 1

Require attractive gifts 1 1

Market Oriented 1 1

Authority 1 1

Career Advancement 1 1Reduction of sales pressure 1 1

Incentives 1 1

Time Schedule 1 1

Good working culture 1 1

Suggestions of employees 1 1

Strategy & norms according to requirements 1 1

Internal promotions 1 1

Job Security 1 1

Good analytical format 1 1

Supporting &Helping 1 1

Timely Promotion 1 1

Analyzing MR needs 1 1Govt should made proper regulations for Pharma companies 0 0

Better distribution of work areas 0 0

Mature in activities 0 0

Targets to be rationally made 0 0

Hiring external agencies to reduce work of MR which do not f 0 0

Stopping illegal actions of companies 0 0

By improvement in job profile 0 0


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Timely distribution of incentives 0 0

Incentives to be more performance based 0 0

Not in hand of the company 0 0

No evening working 0 0



Policies should be made easy to understand 0 0Policies should be more like pharma company then FMCG 0 0

Provide good career opportunities/growth 0 0

Provide particular area of working 0 0

Good Products 0 0

Company reputation 0 0

Marketing Schemes 0 0

Q31 In the Pharmaceuticals industry which company according to youis your dream company you like to work in and why ?


Q31_name Ranbaxy 10 10

Pfizer 10 10

Glaxo 9 9

Aventis 6 6

Macleods 4 4

Zydus Cadila 4 4

Novo Nordisk 3 3

Lupin Pharma 3 3

Nutricorp Healthcare 2 2Alembic 2 2

Intas 2 2

Chirone 2 2

German Remedies 2 2

Sun 2 2

Johnson & Johnson 2 2

Cipla 2 2

Eli Lilly 2 2

Nicholas Parimal 2 2

Astra Zenecea 2 2

Unichem 1 1

Aristo 1 1Meyer 1 1

3M India Ltd 1 1

Emcure Pharma 1 1

Apex 1 1

Nestle 1 1

Bayer 1 1

J.B Chemicals & PharmaceuticalLtd 1 1

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Fulford Biological Division 1 1

Idol Biotec(P) Ltd 1 1

PSS 1 1

Lyka Hetero Healthcare Ltd 1 1

Wockhardt 1 1

Mankind 1 1

Solvay 1 1Serdia 1 1

Biocon 1 1

Ferring Pharmaceutical 0 0

Indechem 0 0

True Care 0 0

Dabur 0 0

Indswift 0 0

Torrent 0 0

BMS 0 0

USV 0 0

Dr. Reddy Laboratories 0 0

E-Merck 0 0

Franco 0 0

Glenmarck 0 0

Novartis 0 0

Merck 0 0

Dumex 0 0

VHB Lifesciences 0 0

Alcon 0 0


Q31_reason Only Indian MNC Company 0 0

I love the company where I am working 0 0

Less work pressure 0 0

Enjoyful work life 0 0

Working is very antifuristic 0 0

Highly Employee friendly 0 0

Can work for a long life 0 0

Professional in attitude 0 0

Just believe in what I am getting is best(positive inattitude 0 0

Working with it gives a feeling of proud 0 0

Ethical company 0 0Scientific Oriented Products 0 0

Latest Technology 1 1


Job Satisfaction 1 1

Not Interested in Dream Company 1 1

Interested in Super Specialised Segments 1 1

Promotions 1 1

Good Product Specific Strategy 1 1

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Leading Biotech Company 1 1

Research Oriented Company 1 1

Scientific selling 1 1

Good incentives 2 2

Good ranked company/No 1 ranked company 2 2

Fastest growing company 2 2

Good R&D 2 2Working with it gives a feeling of satisfaction 2 2

Good Products 2 2

Good monetary and other benefits 4 4

Job Security 5 5

Good Working Atmosphere 6 6

Can work for a long life 6 6


MNC Company 8 8

Good opportunities for growth 8 8

Good salary package 9 9

Good Reputation 15 15

Analysis for Sales Manager QuestionnaireAnalysis for Sales Manager Questionnaire

Designationn=30


Area Manager/District Manager 16 53

Regional Sales Manager 7 23

Field Sales Executive 5 17

Business Head 1 3

Sales Manager 1 3

Institutional Manager 0 0

Marketing Manger 0 0

Assistant Sales Manager 0 0

Medical Representative 0 0

Zonal/divisional/Territory 0 0

DNA 0 0

Qualification


BSc 13 43

Graduate 4 13

MBA 3 10

MSc 2 7

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BCom 2 7

MA 1 3

BCA 1 3

M. Com 1 3

BSc Pharma 1 3

Diploma in Pharmacy 1 3

BA 1 3DNA 0 0

Q1 What motivates your Medical Representatives according to your personnel

preferences? (Rank top five among them)


Q1 Career Opportunitries 27 90

Money or pay package 25 83

Recognition/Praise 20 67


Self Motivation 15 50

Job Security 10 33

Comfortable working environment 9 30

Drive for Achievement 8 27

Helping medical professionals 5 17

Balancing health and job profile 4 13

Social affiliation or social acceptance 3 10

Materials/Possessions 2 7

other 0 0

DNA 0 0

Q2 How many MR are working under your supervision?


No. opf MR working under supervision 5 7 23

4 5 17

6 3 10

2 3 10

3 2 7

1 2 7

24 1 3

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23 1 3

22 1 3

20 1 3

12 1 3

10 1 3

9 1 3

8 1 3

Q3How is the working environment at you work place?

n=30

Count Column Total N %Working Environment Friendly 23 77

Formal 4 13

Semiformal 3 10

Informal 0 0

DNA 0 0

Q4 How is your relationship with your Medical Representatives?


Relationship with Supervisor Open 23 77

Formal 4 13

Stringent 3 10

Casual 0 0

DNA 0 0

Q5 How do you reinforce your MRs to perform better?


Q5 Incentives 16 53

Performance Based Rewards 13 43

Coaching & Guiding 1 3

Promotion 0 0

Councselling 0 0

Company Policy 0 0

Discipline 0 0

Recognition 0 0

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Work on basics 0 0

Future Opportunities 0 0

Future Opportunities 0 0

Friendly Talks 0 0

Pay Increase 0 0

Commissions 0 0

DNA 0 0

Q6 How is the recruitment program at your company?


Recruitment Program at your Company Average 17 57

Stringent 12 40

Easy to getthrough 1 3

DNA 0 0

Q7 Is the recruitment program of your company aligned with the type of job profileyou offer to your Medical representatives?

n=30

Count Column Total N %Q7 9 7 23

7 6 20

5 5 17

8 4 13

6 4 13

10 2 7

4 1 3

Q8 How did you reach at this position?


By Promotion 26 87

By direct appointment 4 13

DNA 0 0

Q9 If Promotion then what is your earlier Designation

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ns=30 Count Column Total N %

Medical Representative 23 77

Marketing Manger 1 3

Business Head 1 3

Area Manager/Districty Manager 1 3

Sales Manager 1 3

Field Sales Executive 0 0

Institutional Manager 0 0

Asistant Sales Manager 0 0

Regional Sales Manager 0 0

Zonal/divisional/Territory 0 0

DNA 0 0

Q10 How many meetings did you usually plan with your MR?


Less than 12 15 50

12 7 23

12-24 5 17

more than 24 3 10

DNA 0 0

Q11 What things do you usually discuss during the meetings with the employees?

n=30 Count Table Response % (Base: Count)

Suggestions and feedbacks from MR 22 73

Resolving their Queries 20 67

company Policies 17 57

Rewarding the good performer 16 53

New Products 14 47

New Sales Target 14 47

Training needs of MR 3 10

Market Environment 0 0

Future Targets 0 0

DNA 0 0

Q12 Tell me something about your company


Indian 11 37

Pvt Ltd 10 33

Public Ltd 5 17

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MNC 3 10

Family Owned 1 3

DNA 0 0

Q13 No. of Employees:

Sales: TotalYour cityAll India

Non Sales :TotalYour cityAll India


Q13_sales tot(crores) 35 1 3

12 1 33 1 3


Q13_sales AI(crores) 350 2 7

500 1 3

70 1 3


Q13_S_City 6 4 13

5 4 13

18 2 7

10 2 7

9 2 7

8 2 7

4 2 7

3 2 7

35 1 3

28 1 3

25 1 324 1 3

23 1 3

13 1 3


Q13_N.Sales_tot 600 1 3

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Q13_NS_AI 1000 1 3

200 1 3

100 1 3

70 1 3


Q13_NS_City 5 3 10

3 2 7

2 2 7

100 1 3

19 1 3

12 1 3

10 1 37 1 3

4 1 3

Q14 Could you specify the monetary benefits and incentives?

Medical Representativesn=30

Q14 Mean Median Minimum Maximum

_ An.Salary(MR)(lakhs) 1 1 0 4


Q14_MT Pay(lakhs) 1 1 0 2


Q14_An Incen e 0 0 2

n=30Median Minimum Maximum

Q14_no. Incen 4 1 12

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Q15 Could you specify the monetary benefits and incentives?

Sales Managers

n=30

Q15 Avg An. Salary Mean Median Minimum Maximum

2 2 1 4

n=30

Q15 Avg An. Perks Mean Median Minimum Maximum

1 1 0 4

n=30

Q15 Avg An. Incentives Mean Median Minimum Maximum

1 0 0 3

Q16 How do you rate the monetary benefits overall ?


Q16 Okay 17 57

Very Good 13 43

Poor 0 0Not so Good 0 0

DNA 0 0

Q17 According to you how motivational policies are framed to give MR maximumbenefits ?

n=30

CountTable Response% (Base: Count)

Q17 Better Incentives 11 41

Better Pay Package 8 30Promotions 4 15

Training 4 15


Healthy Working Environment 3 11

Personal Relationship 2 7

Timely motivation 2 7

Work Culture 2 7

Job Security 1 4

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Hard work 1 4

Product Knowledge 1 4

Strategy implementation 1 4

Policies depend on job proifile of experienced salesmanager 1 4

Increments proportional to Achievements 1 4

Spillage 1 4Timely distribution of incentives 1 4

Performance based rewards 1 4

Taking Feedbacks 0 0

Empowerment 0 0

Counscelling 0 0

Free gifts for customers 0 0

Recognition 0 0

receation and get together parties 0 0

Better hikes in incentives while moving up in thehierarchy 0 0

Identify weaknesses 0 0

Learning 0 0Rational Targets 0 0

Balance between job stress and sales targets 0 0

Identify MR needs 0 0

Feedback from employees 0 0

Self Development 0 0

Periodic Development 0 0

Depends upon person and situation 0 0

Career Advancement 0 0

Good Products 0 0

Written tests to increase knowledge 0 0

Transparency in policies and procedures 0 0

Management Concern 0 0Foreign Trips 0 0

Better Marketing Schemes 0 0

DNA 0 0

Q18 What are the parameters for the judgement of MR’s performance ?n=30

CountTable Response % (Base: Count)

Q18 Number of Dr./ Ch. call 3 20

Product Knowledge 2 13

Sales achievement 2 13

Suggestions 1 7

Honesty 1 7

Active field work 1 7

Acceptance in the market 1 7

Interaction in meeting 1 7

Attitude 1 7

Participation in field & meeting 1 7

Feed back 1 7

New product performance 1 7

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Desire to grow 1 7

Regularity 1 7

Policy Implementation 1 7

Overall knowledge & ability to do work 1 7

Performance 0 0

Customer relationship 0 0

Communication 0 0Target Vs Achievement 0 0

Involvement in field work 0 0

Sales figure 0 0

Sincerity 0 0

Doctors report 0 0

Sales effort in field 0 0

Achievement of target 0 0

Q19 What are the sources of informations generally you seek to evaluate theperformance of MR’s ?


Q19Chemists, Retailers,Wholeseller,Doctors 10 33

Daily Reports 6 20

Sales Target 6 20

Datas 2 7

Sales Analysis 2 7

Through Market 2 7

Work in field 2 7

Number of calls 2 7

Performance 1 3Medical stores 1 3

Attitude towards job 1 3

Personal relations with other MR'S 1 3

Counscelling 1 3

Working feedback 1 3

Monthly Achievement Report 1 3

Q20 What kind of shortcomings do you observe with your MR’s ? What would you

suggest to overcome them ?

Shortcomingsn=30


Q20a_sJump to companies for littlebenefit 2 7

Lack of SMART hard work 2 7

Lack of product knowledge 2 7

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Way of commmunication 2 7

Lack of motivation 2 7

Not sales oriented 1 3

Casual approach towards work 1 3

Negative Thinking 1 3

Lack of confidence 1 3

Hesitation 1 3Lack of hard work 1 3

Non-Achievement of target 1 3

Hesitation of top doctors 1 3

Unplanned working 1 3

Lack of scientific knowledge 1 3

Lack of language proficiency 0 0

Way of working in market 0 0

Objection handling 0 0

Solutions n=30 Count Column Total N %

Q20a_solution Be positive 2 7

Motivate them to work hard 2 7

Loyality 1 3

Calculative working 1 3

Improve skills 1 3

Counscelling 1 3

Good relationship 1 3

Information from market/ retailers 1 3

Product knowledge 1 3

Plan work in advance on paper 1 3Training 1 3

Knowledge should be regularly updated 1 3

Communication 0 0

Language proficiency 0 0

Q21 How long career path do you plan for employees as MR ?


Q21 two-five year 9 30

one-two year 8 27

don' t know 6 20

more than five years 5 17Less than a year 1 3

Q22 How will you rate your company on the basis of current motive policies on 10-point scale( 10-highest) and why ?

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Ratingn=30

Count Column Total N %Q22_rating 5 7 23

8 6 20

10 5 17

9 5 17

7 5 17

6 2 7

Reasonsn=30

CountColumn TotalN %

Q22 Working Environment 8 27Good Incentives 6 20

Good Policies 4 13

Incentives are not planned 3 10

Welfare of Employees 2 7

Promotions 2 7


Positive motivation plans 2 7

Faster Growing Company 2 7

Result Oriented 1 3

Lack of motivation policies 1 3

Benefits on time 1 3

Good Increment Policy 1 3Correction of remuneration 1 3

Development policies are not par 1 3

Good growth opportunities 1 3

Good Products 1 3

Good Salary Package 0 0

Hike in salary should be sound when moving upin hierarchy 0 0

Lack of transparency 0 0

Less Management Concern 0 0

Empowering Employees 0 0

Good among MNC in India 0 0

Feedback from employees 0 0Incentives are well linked to targets 0 0

Less Conducive Environment 0 0

Development is not par compared to other companies inthe ind 0 0

Low rention ratio 0 0

Employee Orientied 0 0

Training is not good 0 0

Good Training 0 0

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Lack of career opportunities 0 0

Lack of transparency in company policies andprocedures 0 0

Trust 0 0

Marketing Strategy 0 0

Less salary 0 0

Appreciation from bosses 0 0Reputation 0 0

Customer Oriented Products/Schemes 0 0

Not much proffessional compared to MNC 0 0

Indian Company 0 0

Q23 What according to you discourages your MR mostly ?


Q23 Working Conditions are not good 4 13Salary Package 3 10

Non Achievement 3 10

Lack of motivation or encouragement 2 7

Lack of proper response 2 7

Delay in Incentives 2 7

Incentives are not timely distributed 2 7

Recent Dr. approach towards monetary benefit 1 3

Nothing 1 3

Recognition 1 3

Lack of Communication 1 3

Hesitation 1 3

Dishonesty 1 3Negative Thinking 1 3

Busy Schedule 1 3

Deduction in Expenses 1 3

Low monetary benefits 1 3

Delay in support from Head Office 1 3

Non responding market 1 3

Non Praise of Achievement 1 3

Increasing Sales Target 1 3

Less Career Growth 1 3

Incentives less than industry standards 0 0

Conflict between job and personal issues 0 0

Missing Customer Calls 0 0Stagnation in terms of sales 0 0

Incentives are not aligned to targets 0 0

Irrational Targets 0 0

Monotonous Job 0 0

Lack of Integrity 0 0

Competition 0 0

Less Management Concern 0 0

More Work 0 0

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Job Security 0 0

Work Pressure 0 0

Customer Arrogance 0 0

Less Incentives 0 0

Q24 How do you handle such issues ?


Q24 To motivate them 10 33

Discussion with MR 3 10

Working Environment 2 7

Sincere work 1 3

Ignoring the money minded doctors 1 3

Guiding as per priority of work 1 3

Inspire to work hard 1 3

Flexibility at work 1 3Flexibility in implementation through local support 1 3

Investigation of MR'S working 1 3

Performance based rewards 1 3

Recreational Activities 1 3


Encouragement 1 3

Better Markemesting Schemes 1 3


Resolving Queries 0 0

Proper follow with head office 0 0

Better growth prospects 0 0

Empowerment 0 0More focussed on objectives 0 0

Bridging better relationship between MR & top management 0 0

Taking Feedbacks 0 0

Better job design 0 0

Rational Targets 0 0

Recognition 0 0

Good Products 0 0

Friendly Talks 0 0

Menuplating 0 0

Career Planning 0 0

Training 0 0

Timely increase in incentives 0 0Guiding them 0 0

Counscelling 0 0

Customer handling training 0 0

Transparency 0 0

Q25 Name any top five pharmaceuticals company and on what basis you arerating them ?

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Q25_comp1 Glaxo 9 30

Cipla 6 20

Ranbaxy 4 13

Pfizer 4 13

USV 2 7

Speciality Meditech Pvt Ltd 1 3

Cipla 1 3

Abott 1 3

Serdia 1 3

FDC 0 0

Elder 0 0

DRL 0 0

Macleods 0 0

Alkem 0 0

Biocon 0 0

Wockardt 0 0

IPCA 0 0

Intas 0 0

Johnson and Johnson 0 0

Bosche 0 0

Torrent 0 0

Glenmarck 0 0

Normantis 0 0

Boston 0 0

Bexter 0 0

Zydus 0 0

Unichem 0 0Sun Pharma 0 0

Lupin 0 0

Alembic 0 0

Dumex 0 0

Dr Reddys 0 0

Nicholas Parimal 0 0

Novartis 0 0

Aventis 0 0

Astra Zeneca 0 0

Merck 0 0

Eli lilly 0 0

DNA 0 0

Reasons


Q25 Policies 5 17

Good Working Environment 5 17

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Good Pay Package 5 17

Market Reputation 4 13

Recognition 3 10

Good Sales Turnover 3 10

Acceptance by customer 2 7

Good Career Growth 2 7

Satisfied Employees 2 7Good Products 2 7

Excellent customer coverage 1 3


Good product knowledge 1 3

Work culture 1 3

Well developed R&D 1 3

Jobs are rewarding 1 3

Motivation 1 3

Good Research Products 1 3

Employee Oriented 1 3

Marketing Strategy 1 3

MNC Company 1 3

Work for overall development of their people 0 0

Ethical business activities 0 0

Sucessful new product launches 0 0

Good amount of recruitment 0 0

Good Training 0 0

Professional Attitude 0 0

Good Incentives 0 0

Market Coverage 0 0

Company Policy 0 0

DNA 0 0

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Conclusion

An obvious yet overlooked fact is fact is that success on a job is facilitated or hindered by the existence or absence of support resources. A popular, althoughsimplistic, way of thinking about employees performance is a function (f) of theinteraction of ability (A) and motivation (M): that is performance-f (A×M). If either isinadequate performance will be negatively affected. An employee’s skills and

intelligence (under label ability) must be considered in addition to motivation if weare able to accurately predict employee performance. But a piece of puzzle is stillmissing i.e. we need to add opportunity to perform (O) to our equationperformance=f (A×M×O). This new variable in the equation of performance is thefinding of our study. The results shows that for most of the MR career opportunities, recognition, and money are the prime and the most effectivemotivators , HR people and sales managers do feel the same but the gap still liesthere and that is nothing more that opportunity to perform. This can be facilitatedby better training programs, more customized incentive plans as per the workareas and by providing rational targets to these MR.

Although MR provides quite a good rating to their companies but when it comes totheir Dream Companies or the Companies they would like to work on or the Toprated Companies as per the Managers they are few who choose their owncompany where they are actually working. This is an important conclusion to bedrawn despite of some top rated MNC Companies but they are still not on top of the mind of their employees. Among the Indian Companies MR are more inclinedfor MNC ones because they believe their salary package, career opportunities andrecognition for achievement is at higher side and they believe in empowerment of employees and giving their MR enough job autonomy under the boundaries of their job profile.

Among Indian Companies Ranbaxy, Cipla, Lupin are favored for their Work culturebut for rest of them unprofessional attitude and even the work culture is the reasonfor de-motivation among MR. Here for MR working environment is the relationshipwith their superiors and companies way of doing their routine work for MR if itsSample distribution, training programs, documentation of MR work and their feedbacks.

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Coming to other findings of the study as stated in the analysis part MNCCompanies are the most rated companies among both MR and Sales Peoplebecause of their package, work culture, opportunities of growth and their HRpolicies, this can be easily reflected in the attrition rate at these companies whichis not more that 10% in any of these companies whereas among Indian ones its as

high as 40% which is quite a big amount. The most loved among MNC are Eli Lilly,Astra Zeneca, Nicholas, Pfizer, Glaxo Smithkline, Aventis and Novartis.

An interesting thing which came out of the study that the job of a MR is quite un-predictive by the time he is getting promotions he is there in the company and after that he leaves for most of the cases the reason is higher pay and once againcareer opportunities and hence what we have stated above that by givingopportunities for growth and development and bringing transparency in thecompany policies and believing in empowerment of employees companies areable to manage the third variable that is opportunity to perform which will not onlyeffect their performance but also bring a belonging for the company. Indian

companies need to work hard in that regards otherwise the MNC will sweep awaythem from the market.Because a successful company is a company which has its employees happy ashappy employees accounts for both profits as well as reputation of the company

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Suggestions

We have in our study presented a lot of suggestions from MR and their expectations from the company which could be a framework for better motivationalpolicies. While its always dangerous as well as difficult to synthesize a largenumber of complex ideas into a few simple guidelines, the following suggestionssummarize the essence of our findings as follows:

Recognize individual differences: Employees have different needs, don’ttreat them alike. Moreover, spend the time necessary to understand what isimportant to each of the employee. This will allow you to better customizethe goals and incentive plans for the MR.

Use feedback: For any policy or new framework ask their feedback as theyare directly dealing with the customers and are present on the market andthe field unlike other management people, hence their feedback andsuggestions will bring a real-time scenario of the market.

Allow MR to participate in decisions that affect them: especially whensetting their targets and work are plans so that their suggestions not onlybring satisfaction but also a feeling of belongingness as well asresponsibility for their job.

Link rewards to performance: It is very important that not even a singlecell of their performance matrix get unfilled by the recognition. Targetachievement is necessary but small achievements should also be aconcerned for the company as every call at their job gives company some

benefit. This can be done by preparing a proper equation for their incentiveplan and performance structure considering a third fixed variable for area of work as work areas also affects their performance at jobs.

Last but not the least MR should be treated as are assets for thecompany: they should be evaluated and maintained properly otherwise thedisequilibrium between their individual needs and company’s deliverableswill slowly and slowly rotten the roots of the company.

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What I had learned from my Project?

There is no learning if there are no mistakes or hurdles in the path of any job. Welearn from our mistakes. During the course of any project apart from the findingsthere are set learnings during the working phase which not only helps in

experience gaining and knowledge build up but also helps in overall personalitydevelopment. It was a wonderful experience during the course of my project. Notonly I had learned some good Market Research Techniques but the project hadalso helped in building my Communication and soft skills. As during the project Icame across a variety of people with different mindset and characteristics dealingwith these different people and extracting information from them in a professionaland ethical way with least possibility of error is itself a great learning experience. Other important learnings from the project are:

• The most important learning from the project is about motivation and how

the theory is actually practiced in practical.• While working on during the project I came across the real scenario in a

corporate world i.e. how things actually work , what is the code of conductand etc

• For any field work activity the foremost important thing is a well builtquestionnaire which involves a lot of skills and experience, this is my firstchance when I was designing the questionnaire for my survey process, Icame across many hurdles and many problem areas and dealing themimproves my skills and a good learning experience of designing an practicalquestionnaire for survey.

• Major learning from this project is the knowledge of various factors of

motivation for people working on field as MR in pharmaceutical industry.• Project also involves the analysis of data using SPSS package, learning

working on SPSS is itself a knowledge gaining and also a add on to skillsand strength.

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Sources & References:

Books:

Organizational Behavior

By: Stephens Robbins

Advances in Qualitative Organizational Research Vol.4By: John A Wagner III , Jean M Brutnek, Kimberley D Elspach

Measuring and improving employee motivationBy: Peter Fargus

Effective MotivationBy: John Adair

Harward Business Review on Motivation

Motivating & Retaining EmployeesBy: Barbara A Glanz

Motivation and Work Behavior By: Lyman w. Porter, Gregory a. Bigley, Richard M. Steers

The 7 Habits of Highly Effective PeopleBy: Stephen Covey

Motivation to workBy: Frederick Herzberg, Bernard Mausner, Barbara Bloch

Synderman

Internet:

www.infosurv.com

www.hbr.org

www.google.com

http://changingminds.org/explanations/theories/a_motivation.htm

www.businesstitles.com

www.psychonomics.de/article/articleview/98/2/46

www.performanceforum.com

www.hrresults.com

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http://www.infosurv.com/

http://www.hbr.org/

http://www.google.com/


http://www.businesstitles.com/

http://www.psychonomics.de/article/articleview/98/2/46

http://www.performanceforum.com/

http://www.hrresults.com/

http://www.infosurv.com/

http://www.hbr.org/

http://www.google.com/


http://www.businesstitles.com/

http://www.psychonomics.de/article/articleview/98/2/46

http://www.performanceforum.com/

http://www.hrresults.com/

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www.questionpro.com

www.surveydesign.com

www.PeopleBuilders.com

www.pharmabiz.com

www.allsites.com

www.indmedica.com

AppendicesAppendices

Appendix I

Questionnaire for Medical Representatives

Name:

Company: Division:

Designation:

Work Experience: Working Since: ________ At the Present Profession: ________

Total: _____

Contact No. : ___________________ E-mail ID: _____________________________ Basic Qualification: ________________________________

1. Rank top five among following factors important to you while choosing your

career?

______ Career Opportunities

______ Comfortable working environment

______ Balancing health and job profile

______ Knowledge gaining

______ Materials/Possessions ______ Recognition/Praise

______ Job Security

______ Money or pay package

______ Social affiliation or social acceptance ______ Drive for Achievement

______ Helping medical professionals

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http://www.questionpro.com/

http://www.surveydesign.com/

http://www.peoplebuilders.com/

http://www.pharmabiz.com/

http://www.allsites.com/

http://www.indmedica.com/

http://www.questionpro.com/

http://www.surveydesign.com/

http://www.peoplebuilders.com/

http://www.pharmabiz.com/

http://www.allsites.com/

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______ Self Motivation

______ Others ___________________________________________________

2. About your previous job:a. Did you worked in any other company before here?

□Yes □ No

b. If yes please specify the name of the

company__________________________

c. Industry? □Same □Related □Totally Different

d. No. Of years worked in that company:___________________

3. Why did you left that company (choose the appropriate options)

□Higher Pay □Benefits □Conflicts with Peers

□Conflict with manager □Better Job Opportunity □Company instability

□Career Change □Relocation

Other_____________________________________________________________

4. What attracted you to join this company?

□Completed any course, had to take a job □Referred by a friend

□Attractive Salary □Company’s reputation/Name □Career Opportunities

□Advertisement □Comfortable and easy job

Others __________________________________________________________

5. What is making you to stay in this company?

□Job itself □Supervisor relations □Compensation / benefits

□Work Culture □Career advancement □Reputation of the company

Other __________________________________________________________

6. How will you rate the recruitment program of your company on a10-point scale (10-

highest)? ____________________________

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7. Does the recruitment program of your company reflect the job profile?

□Yes □ No

8. How many times a year company had appraisals?

□Once □Twice □Quarterly □Profit based □Other____________

9. What benefits you get from appraisals?

___________________________________________________________________ ___________________________________________________________________

________________________________________________________________

10. Could you specify the monetary benefits and incentives?

Your average annual salary: ____________________

Pay a new entrant as management trainee gets: _________________ Average annual incentives one get as MR: ________________

No. Of times incentives are distributed in a year? ____________

11. How do you rate them overall?

□Very Good □Okay □ Not so Good □Poor

12. How many promotions you have got since the day of joining the company andwhen?

______________________________________________________________________

______________________________________________________________________

___________________________________________________________________

13. How do you consider your customer coverage?

□Very easy □Comfortable □Difficult □Very Difficult

14. What kind of customer segment (specialty) do you have?

Doctors: 1__________ 2 __________ 3 __________ 4 __________ 5 __________

Chemist: 1 __________ 2 __________ 3 __________ 4 __________ 5 __________

15. How many customers you have to call on?a. In a day? Doctors _________ Chemists __________

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b. Total number of customers to be covered in a month?

Doctors Chemists

Segments No. Of calls Segments No. of calls

1.

2.

3.4.

5.

c. No. Of repeat calls: Doctors _________ Chemists _____________

16 (a) What kind of treatment do you generally get from your customers ?

Drs.Chemists

(b) What steps or actions have you taken to improve the relationship with them /

17. What kind of authority you get while dealing with your customers?

□ Free samples □Credit □Discounts

Other________________________________________________________

18. What is your relationship with your supervisors?

□Open □Casual □Formal □Stringent

19. What is your relationship with your peers?

□Friendly □Work related

20. How many meetings you usually have in a year?

□Once □Twice □More No. of meetings____________

21. What kind of meetings you have attended in last one year?

□Product Launch meetings No. of meetings___________

□Sales/Cycle meetings No. of meetings___________

□Doctor Conferences No. of meetings___________

□Budget/target meetings No. of meetings___________

22. Tell me something about your company:

□ Indian □MNC □Public Ltd □Pvt Ltd

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□Family Owned

23. No. Of employees:

a. Sales: Total ______

Your City_______ All India ________ b. Non-Sales: Total_______

Your City_______ All India________

24. According to you how motivational policies are framed to give employees a

maximum benefits.

___________________________________________________________________ ___________________________________________________________________

___________________________________________________________________ _______________________________________________________________

25. How long do you plan to continue your career with this company?

□Less than a year □One to two years □Two to five years

□More than five years □Don't know

26. Would you recommend employment to a friend in your current company?

□Definitely not □Probably not □May be □Probably will □Definitely will

27. On the basis of current motivation policies how will you rate your company on a 10- point scale (10-highest) and why?

Rating: ______________________________________________________________ R

easons: _______________________________________________________________ ______________________________________________________________________

_________________________________________________________________

28. What discourages you in you current profession? _______________________________________________________________________

29 Does your work provide inner satisfaction or just fulfill your economic needs ? _______________________________________________________________________

30. What do you think the company should do to prevent this?

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_________________________________________________________________________

_______________________________________________________________________

31. In the pharmaceuticals industry which company according to you is your dream

company you like to work in and why?

COMPANY NAME: ______________________________________________________

Why?

_________________________________________________________________________ _________________________________________________________________________

______________________________________________________________________

Appendix II

Questionnaire for Sales Manager

Name:

Company: Division:

Designation:

Work Experience: Working Since: ________ At the Present Profession: ________

Total: _____

Contact No. : ___________________ E-mail ID: _____________________________

Basic Qualification: ________________________________

1. What motivates your Medical Representatives according to your personnel

preferences? (Rank top five among them)

_____ Career Opportunities

______ Comfortable working environment

______ Balancing health and job profile

______ Knowledge gaining ______ Materials/Possessions

______ Recognition/Praise

______ Job Security

______ Money or pay package ______ Social affiliation or social acceptance

______ Drive for Achievement

______ Helping medical professionals

______ Self Motivation ______ Others ___________________________________________________

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2. How many MR are working under your supervision?

__________________________________________

3. How is the working environment at you work place?

□Friendly

□Informal

□Formal

□Semiformal

4. What is your relationship with your Medical Representatives?

□Open □Casual □Formal □Stringent

5. How do you reinforce your MRs to perform better?

□Incentives

□Performance based rewards

□Commissions □Pay increase

Others _________________________________________________________

6. How is the recruitment program at your company?

□Stringent □Average □Easy to get through

7. Is the recruitment program of your company aligned with the type of job profile you

offer to your Medical representatives?

Low alignment High Alignment

1□ 2□ 3□ 4□ 5□ 6□ 7□ 8□ 9□ 10□

8. How did you reach at this position?

□By Promotion □By direct appointment

9. If promotion then what is your earlier designation?

_____________________________________________________________________

10. How many meetings did you usually plan with your MR?

□less than 12 □12 □12-24 □more than 24

11. What things do you usually discuss during the meetings with the employees?

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□Company Policies □ New Sales Target □ New Products

□Rewarding the good performer □Suggestions and feedbacks from MR

□Resolving their Queries

□Training needs of MR

Other _______________________________________________________________

12. Tell me something about your company:

□ Indian □MNC □Public Ltd □Pvt Ltd □Family Owned

13. No. Of employees:

a. Sales: Total ______

Your City_______ All India ________ b. Non-Sales: Total_______

Your City_______ All India________

14. Could you specify the monetary benefits and incentives?

Average salary you give to your MR: ____________________

Pay a new entrant as Management trainee gets: _________________ Average annual incentives one get as MR: ________________

No. Of times incentives are distributed in a year? ____________

15. Please the monetary benefits you get:

Your average annual salary: ___________________

Average annual perks: _______________________ Average annual incentives you get: _______________

16. How do you rate the monetary benefits overall?

□Very Good □Okay □ Not so Good □Poor

17. According to you how motivational policies are framed to give MR maximum benefits.

______________________________________________________________________

______________________________________________________________________ ___________________________________________________________________

18 What are the parameters for the judgement of MR's performance ?_____________________________________________________________________

19 What are the sources of informations generally you seek to evaluate the performance

of MR’s ? ________________________________________________________________________

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20 What kind of short comings do you observe with your MR’s ? What would you suggest

to overcome them ? ________________________________________________________________________

21. How long career path do you plan for employees as MR?

□Less than a year □One to two years □Two to five years

□More than five years □Don't know

22. How will you rate your company on the basis of current motivation policies on a10-point scale (10-highest) and why?

Rating: ______________________________________________________________ R easons: _______________________________________________________________ ______________________________________________________________________

__________________________________________________________________

23. What according to you discourages your MR mostly? _________________________________________________________________________

_______________________________________________________________________

24. How do you handle such issues?

_________________________________________________________________________ ______________________________________________________________________

25. Name any top five pharmaceuticals company and what basis you are rating them?

1. _________________________ 2. _________________________

3. _________________________

4. _________________________ 5. _________________________

Reasons: _________________________________________________________________

_________________________________________________________________________

______________________________________________________________________

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Appendix IV

List of Companies

S No. Company

1 ABBOTT2 ALEMBIC3 ALKEM LABORATORIES4 ARISTO PHARMA

5 ASTRA ZENECA6 ASTRAZENECA PHARMA IND LT7 AVENTIS8 BE9 BLUE CROSS

10 CADILA PHARMA11 CIPLA12 CONCEPT13 DR. REDDY'S LABORATORY14 ELDER PHARMA15 ELI LILLY

16 EMCURE PHARMA17 FDC LIMITED18 FRANCO INDIAN19 FULFORD20 GERMAN REMEDIES21 GLAXO22 GLENMARK PHARMA23 INDOCO

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24 INTAS25 IPCA LABS26 JANSSEN CILAG27 LUPIN LABS28 MACLEODS PHARMACEU. LTD.

29 MANKIND30 MERCK LTD.(INDIA)31 MICRO LABS32 NICHOLAS PIRAMAL33 NOVARTIS34 PARKE DAVIS35 PFIZER36 PLETHICO37 RANBAXY38 RAPTAKOS BRETT39 SERDIA

40 SOLVAY PHARMA INDIA LTD41 SUN PHARMA42 THE HIMALAYA DRUG COMPANY43 TORRENT PHARMA45 U.S.V. LIMITED46 UNICHEM LABS47 WOCKHARDT48 WYETH LIMITED49 ZYDUS CADILA50 SYNCHEM PHARMA

51 UNIMARCK HEALTHCARE LTD.52 SYSMED LAB. PVT. LTD.53 KEYWEST PHARMA54 BLUECROSS55 HLL56 WIZARD BIOTECH PVT LTD57 FRIENDS PHARMA58 WOCKHARD LTD59 DR. REDDY’S60 HIMALAYA DRUG COMPANY61 UNISEARCH PHARMA

62 HARVEYINDIA PHARMA63 AJANTA PHARMA64 OLCARE LAB65 TALENT IMBIA66 CERESPIN HEALTHCARE67 HEINZ INDIA PVT LTD68 UNICHEM LAB69 MOREPEN LAB LTD

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70 RASS PHARMA71 FRANKO INDIAN PHARMA

Appendix V

Hospitals Covered for Data Collection

S No. Hospital Name Area WEEK No.1 Batra Hospital Delhi Pilot calls/ Week I

2 SMS Hospital SRS Road Week I

3 Janana Hospital Chandpole Week I

4 Jaipuria Hospital JLN Marg Week I5 Saket Hospital Mansarover Week II

6 Jaipur Hospital Lal Kothi Week II

7 Santokba Durlabjhi Hospital BS Road Week II

8 Apex Hospital Malviya Industrial area Week III

9 Rungta Hospital Malviya Nagar Week III

10 Soni Hospital Kanota Bagh Week III

11 Mahatma Gandhi Hospital Sitapura Week IV

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