A REPORT

business school

MAIET

ON

By:

RENU KUMARI

Submitted To:

Mr. ST Kalairaj AGM Market Research

Panacea Biotech

Mrs. Shikha Sharma MAIET Business School

JAIPUR

A REPORT ON

SAMPLE SIZE: 130 CENTER: JAIPUR

SAMPLE UNIT: Medical Representatives (100)

Sales Manager (30)

Market Research Department

Panacea Biotec limited B1-Extn./G3, MCIE Mathura Road New Delhi-110044

Acknowledgement
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 a pleasant 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 and guidance 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

TABLE OF CONTENTS: Content Acknowledgement Abstract I. Introduction i) Overview of Indian Pharmaceutical Industry ii) About the Organization: Panacea Biotec iii) Executive Summary iv) Scope of the Study v) Objective of the study vi) Limitations of the Study II Main Text i) ii) iii) iv) v) vi) vii) Need for Motivation Understanding Motivation Employee Motivation Theories of Motivation (History of Motivation) Content Theories of Motivation Process Theories of Motivation Other Theories of Motivation

II III IV

Research Methodology adopted Questionnaire Designing Data Analysis i) Analysis for MR Questionnaire ii) Analysis for Sales Manager Questionnaire Conclusion Suggestions What I had learned from my Project? References and Sources of Information

V VI VII VIII i) ii)

IX Appendices Appendix I: Questionnaire MR Appendix II: Questionnaire SM iii) Appendix III : List of Hospitals Covered

Abstract
Motivation is a problem and organizations keep looking for a solution. Managers continue to search for innovative ways to motivate their employees and that a significant proportion of todays employees seem to be unmotivated. When it is a case of growing Pharmaceutical Industry in India where attrition rate is as high as 30-40% motivating employees is a serious issue to retain them in the company and 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 employee motivation especially for MR in pharmaceutical Industry. Study not only defines the various factors of motivation for MR but also helps in analyzing them to differentiate them in terms of Hygiene and Motivators. The study covering the Hospitals at Delhi and NCR region and different Pharma Companies in the same region considering a sample of 123 MR, 62 Sales Managers and 10 HR Managers. 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 Sales Manager and HR people too feel the same. Whereas on the other side working environment, supervisor relationship, self-motivation and job security are on the other 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 factors falls 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 also believe that by proper training to deal with customers so that they could achieve their targets well, improvement in pay package and incentive program can overcome this problem to a large extent and expects that Company should think in these regards.

Industry 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 subcontinent.

Richard Gerster

The Indian Pharmaceutical Industry today is in the front rank of Indias sciencebased industries with wide ranging capabilities in the complex field of drug manufacture and technology. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made 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 units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has expanded drastically in the 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 an extremely fragmented market with severe price competition and government price control. The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical industry in India (including 5 Central Public Sector Units). These units produce the complete range of pharmaceutical formulations, i.e., medicines ready for consumption by patients and about 350 bulk drugs, i.e., chemicals having therapeutic value and used 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 Control Authority. Technologically strong and totally self-reliant, the pharmaceutical industry in India has low costs of production, low R&D costs, innovative scientific manpower, strength of national laboratories and an increasing balance of trade. The Pharmaceutical Industry, with its rich scientific talents and research capabilities, supported by Intellectual Property Protection regime is well set to take on the international market. 6

ADVANTAGE INDIA Competent workforce: India has a pool of personnel with high managerial and technical competence as also skilled workforce. It has an educated work force and English is commonly used. Professional services are easily available. Cost-effective chemical synthesis: Its track record of development, particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules is excellent. It provides a wide variety of bulk drugs and exports sophisticated bulk drugs. Legal & Financial Framework: India has a 53 year old democracyand hence has a solid legal framework and strong financial markets. There is already an established 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 and globalization. Above all, it has a 70 million middle class market, which is continuously growing. Consolidation: For the first time in many years, the international pharmaceutical industry is finding great opportunities in India. The process of consolidation, which has become a generalized phenomenon in the world pharmaceutical industry, has started taking place in India. THE GROWTH SCENARIO India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percent per year. It is one of the largest and most advanced among the developing countries. Over 20,000 registered pharmaceutical manufacturers exist in the country. The domestic pharmaceuticals industry output is expected to exceed Rs260 billion in the financial year 2002, which accounts for merely 1.3% of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%). In financial year 2001, imports were Rs 20 bn while exports were Rs87 bn. Efforts by the Indian government. The Indian government is encouraging private and public sectors as well as foreign investors to increase investments in pharmaceutical R&D. Some positive steps taken by the Indian government in recent years include: Recognition of the pharmaceutical industry as a knowledge-based industry 7

 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 small formulation 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 bulk drugs 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 drugs specified in the first schedule. DPCO 1995 gives a uniform maximum allowable post 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 bulk drugs/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, has been allocating money to R&D. Its focal points are drug discovery, development of drug delivery systems, biotechnology, and bio-informatics. Companies are reevaluating their strengths and emphasizing product segments that are profitable to the company. Many companies are trimming their portfolios to focus on particular therapeutic segments. Pharmaceutical marketing is also changing rapidly, and pharmaceutical companies are making elaborate marketing efforts. Companies such as Sun Pharma, Nicholas Piramal, and Dr. Reddys Laboratories have opted for brand/company acquisition to increase therapeutic reach and market 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 companies are entering into marketing arrangements such as Hoechst Marions agreement with Nicholas Piramal and Ranbaxys pact with Cipla, Glaxo, and Hoechst Marion. Recent mergers and acquisitions include Nicholas Piramals acquisition of Roche Products, a company mainly involved in diagnostic products and Zydus Cadilas acquisition of German Remedies in India. Sanofi Synthelabo, the second largest pharmaceutical

company in France, will buy out Ahmedabad-based Torrent Pharmaceuticals.Very recently, Dr. Reddys Laboratories signed a definitive agreement to acquire 100% of Meridian.

About the Organization PANACEA BIOTEC-In Support of life

Mission In Support of Life Vision A Leading Healthcare company Goal To establish leadership in all Therapeutic areas through Novel therapies and education Objective To be globally present as a healthcare company The role of a health management company is highly crucial in a developing country like India having a huge population of over 1000 million. On one hand morbidity and mortality is much higher; on the other hand per capita expenditure is far less than many developed countries of the world. Global companies have been dominating the Indian pharmaceutical and health industry since its independence in 1947 for over 5 decades. However, in the last 2 decades, Indian companies have made a significant progress in providing much needed health solutions to the people of India. Their significant role is being recognized in various international markets as well. Though product quality is quintessential, especially in health products- affordability by the masses is also a crucial factor that would support the cause of a healthy living. Panacea Biotec has emerged as a leading health management 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 proactive customer 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, Nov03-Feb04). 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&Bs annual report Indias top 500 companies. Panacea Biotec manufactures and markets branded vaccines, pharmaceutical and biotechnology-based products of international quality. The manufacturing 10

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 formulations got commissioned in 1989 in New Delhi. It is equipped with latest and most modern machinery, equipments and infrastructure to roll out products as per companys stringent Quality Policy. The big thrust came in 1993, with focus on biological and biotechnology based products, in addition to pharmaceutical formulations. The year 1995 saw the merger of its vaccines and pharmaceutical operations into one conglomerate named Panacea Biotec. It has since then been pursuing its mission - In Support Of Life - more vigorously and consistently by identifying key therapeutic gaps in disease management and providing innovative, yet affordable drug therapies. In the same year Panacea Biotec forayed into Pain Management, Organ Transplant & Diabetes Management segments by introducing the unique Non- Steroidal anti-inflammatory Drug -Nimulid (Nimesulide), Panimun Bioral (Cyclosporin) and Glizid (Gliclazide) respectively. It also came out with its first public issue on 25.09.1995. Since then it has introduced many more products in its portfolio and earned prestigious international patents for its technology in drug delivery systems. Today, Nimulid, Panimun Bioral and Glizid are brand leaders in their respective therapeutic categories in India. With a special focus on biotechnology, Panacea Biotec has been making concerted efforts to improve the repertoire of its vaccines. A host of new vaccines employing 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 world leader in biotechnology. Panacea Biotec is only one of the few health management companies which is strategically poised to take up new challenges in the post WTO era. Today Panacea Biotec has more than 150 scientists in 3 state of the art R&D centers in the field of Pharmaceuticals, Biopharmaceuticals & Vaccines. The company is now building 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 million as 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 1000 are field sales personnel who promote the products of its five Strategic Business Units (SBU's) - Pro, Grow, Diacar, Critical Care & Bestonhealth to the medical 11

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

Illustration: I.ii.1 The Company has its Registered Office at Ambala-Chandigarh National Highway, Lalru, District Patiala 140501, Punjab, India Phone : +91-1762505900 (30 lines) Fax : +91-1762505900 Email : lalrupanacea@pblintranet.com, panacea.lalru@rme.sril.in Head Office at B-1 Extn. / A-27, Mohan Co-operative Industrial Estate, Mathura Road, New Delhi110044, India. Phone : +91-11- 51678000, 51679000, 26945270, 26974500 Fax : +91-11-51044550 Email : corporate@pblintranet.com

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Executive Summary
The findings of the study reveal some important facts and figures. They are as follows: More than 90% of the total respondents including MR, Sales Manager and HR 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. Companys Reputation, Career Opportunities and Salary Package are the important attributes for evaluating a company when looking for a job as a MR. Only 1% of them believe that its a profession by chance. Where BSc is the major qualification requirement for MR and for Sales Manager it varies between 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 HR managers of the company do feel the same when they conduct exit interviews for their MR. On the other side Companys Work Culture (53%) and Career Advancement Opportunities (47%) account for key forces behind 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) by their MR as well as SM for their Recruitment Program. Also most of the respondents believe that their recruitment program is quite an average one on the difficulty level its only Eli Lilly, Pfizer, FDC like MNC which are rated as stringent recruitment program by their employees. For eli Lilly the major source for recruitment is the external recruitment using job portals, the companys own website and campus recruitments for the post of MR recruited as Trainee Territory business Manager and for Sales Manager 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 it gives us areas of improvement in our performance based on which we can do our own SWOT Analysis (12%) and ranking in the company. Most of the respondents rated the monetary benefits they are getting from their companies as average or very good in which the percentage is quite high for MNC and among Indian Companies its Ranbaxy, Cipla, Aristo, Alkem, Lupin, Sun Pharma are among the top. 13

 For most of the respondents the Annual Salary for MR falls under the slab of 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 Rs1.5-1.75 whereas there are companies like Eli Lilly having 1.8 Lakhs, Astra Zeneca and Nicholas Parimal providing 2 Lakhs per annum. While on the other side we also recorded Companies like Emcure, Intas and Prochem giving salaries even less than Rs 1 Lakhs per annum. Whereas the incentives are ranging between Rs 0.40-0.6 lakhs per annum and the companies profiles are same as that annual salary where Astra Zeneca, Dr Reddy, Torrent are providing 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 comfortable one, its difficult in the beginning but as you become older you become quite habitual 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 month for doctors and 100 for chemists. Where these MR are mostly providing Free Samples (108%) as the belongings from the company and the rest the list 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 and friendly between the peers. According to MR good incentives, better pay package, better training and career opportunities are few of the additions if made in motivational policies will provide more benefits for MR and according to Sales Manager where the responses are almost same including better working environment and opportunities for self development need to be added while framing the policies 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 any additions they are quite satisfied with what they are getting from their company. Most of the respondents provide ratings for their companies to be between average to good i.e. between 6-8 and the few which are rated highest even by their HR people are Eli Lilly, Mankind, Ranbaxy, Aventis, Lupin, Cipla.The reasons which most of the respondents providing are the Salary 14

Package, Incentives, Work Culture, Growth Prospects which accounted for more than 50% of the total responses and on the HR side reasons are almost same including the one provided by the Eli Lilly that they believe in empowerment 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 achievement and work pressure are major reasons for which most of the respondents agreed for. They believe that by proper management concern, Better training for personality development and customer handling, rewards and incentives to be more performance based and also by better marketing schemes for customers will solve the problem to a greater extent. When asked about the top rated companies most of the respondents provide Glaxo(74.5%), Ranbaxy(74%), Pfizer(69%), Aventis(53%), Astra Zeneca(50%), Eli Lilly(44%), Cipla(40%) are the leading ones where Eli Lilly is the most favorite among MR having maximum14% of votes and Ranbaxy with 66% of the Sales Managers votes. Also they are sharing the same position 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 Good Pay Package, Reputation, Working environment, growth opportunities, HR policies and good products are the common attributes among these companies. Hence the whole of the study reveals that money and Career opportunities along with social need for recognition and proud of working in a reputed company are the major factors of motivation for MR where career opportunities, recognition and pay package are the factors for which company can work and are intrinsic for them but companys reputation is the one which will built on time and more or less depends upon its business but if the company is small and have good policies it too can achieve good heights.

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Scope of the study

Todays employees are not only workers but knowledge workers, thus they ought to 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 motivational needs but also help in dealing with many problems which today Pharma companies are facing, like: High Attrition rate among MR in Pharmaceutical industry. Shortage of skilled and smart field work staff for Pharma companies especially 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 value addition for the HR Deptt of these Pharma companies. As motivated employees not only build companys repo with Word of Mouth references but also improves the 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), first and second line Managers (Area Managers/ Regional Managers) and HR people of 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 todays 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 competitors its only the skills of your employees and their belongingness with you which can make 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 and empowered employees having good skill set and learning experience. Thus its imperative to say that motivating the employees is an important task as well as a must for companies. But for designing any motivation program its important to analyze the needs of the people because if policies are not aligned with the needs the whole system will prove to be a failure. This is the area where our study is actually working on. Its not only defining the various factors of motivation personnel to MR in different Pharma companies but also analyzing these factors and various initiatives by different Pharma companies in this regards. Through a interactive field survey with both field staff including first line managers and MR and HR people of the respective Pharma companies to collect information about the factors of motivation for MR, feelings of both managers and HR people regarding these factors and the various activities companies are doing to achieve and 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 company motivates employee to work? Analyze the employees and employers expectations for motivational needs. How the personnel motivational needs of employees are aligned to company's delivered values? Do the various fringe benefits provided by the company to their employees provide satisfaction to employees? Where the gap lies and how the employees suggestions can overcome this? Suggesting a framework for motivational policies to give employees maximum 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 which are sometime out of my control and some because of the procedures we follow as a byproduct of our methodology. My aim was to minimize the effect of these limitations with proper consultation with our company and faculty guide as well as with proper precautions and concentration in my work. Since the sample size of my study is quite big hence possibility of errors are also there. 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 the major limitations I had to face during the study are: Since the findings of the project totally depend upon the responses of the respondents hence the possibility of having less qualitative result is very high. Respondents answers to the questionnaire more or less depend upon their moods at the time of interview. Companies policies and regulations against disclosing the various necessary information also affects the quality of data. Since the survey deals with MR hence sometimes questionnaire remains half-filled or even lead to missed call as the survey time clashes with the call timing of MRs. Also we are new to the survey process and questionnaire designing and lack of experience had wasted quite a valuable time of mine in getting the perfection at my work.

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Need for Motivation

'Motivation' has common roots with 'motor,' 'momentum,' 'motion,' 'mobile,' etc. all words that denote movement, physical action. An essential feature of motivation is physical action. Motivation isn't about what people think or feel but what they physically do. When motivating people to get results, challenge them to take those actions that will realize those results A number of early conceptualizations of job performance posited that both ability and motivation would jointly contribute to job performance. While there is a general consensus that the construct of motivation includes components of direction, amplitude and persistence. When motivation isnt clearly defined, the notion that performance reflects ability and motivation begs the question of what the measure of motivation might be. Therefore, it is important to consider relevant motivational characteristics 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 industrial psychologists. Each component by itself may not strongly predict performance and ultimately career attainment. A person with very high GCA who is highly unmotivated may find creative ways to be lazy and does not perform well. Similarly and industrial person with very low cognitive abilities should account for variation in performance only when motivation is considered. PERFORMANCE = ABILITY MOTIVATION 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, extend themselves, master new skills and apply their talent responsibly. Now in uncertain economy of the 21st century , more than ever, organizations face the dilemma of becoming more effective by improving performance, but without increasing costs. Since this is an era of artificial intelligence-computer aided designs, computer aided manufacturing and e-business- the typical response in recent year has been downsizing, e-engineering and the extensive use of product, process and information technology. However largely overlooked and even degraded by downsizing, e-engineering and the spur for the use of information technology have been human resource and the role they can play in meeting competitive 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 desired results. In addition, people with a positive frame of mind, those on the motivation path, feel more in control of their lives. They dont react like victims when they have a 19

setback. They cheerfully regroup and try again. Their positive attitude prepares them to take charge of their own work. They are confident they can do better. They look 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 like bad 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 respond well to appeals to their internal motivation. They require large doses of external pressure form their managers to keep them going. And thats no fun for managers. You dont want to have to push your people up hill. You want them to pull you up hill. So its vital to build the right emotional 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

Illustration: II.ii.1

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Understanding 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 various components 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 to energetic forces within individuals that drive them to behave in certain ways and environmental 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 feedback to 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 and our research. According to Stephen P. Robbins, motivation is: the process that account for an individuals 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, and understanding how to use motivation to improve performance can be reduced to five master keys. Organizations desiring to improve employee motivation need a system in place that consistently rewards employee achievements. I'm always surprised how few organizations have such a system. However, not all employees respond to the same motivations. Each person has 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 the organization, 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 a work 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 level of 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 an undeniable link between satisfied, motivated employees, and satisfied customers. In other words, focus on creating satisfied employees, focus on employee motivation, 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 to recognize the positive behaviors and achievements of their employees. As a result, employees don't know whether or not they are doing a good job. Fortunately, savvy managers can improve employee motivation by rewarding employees with personal attention. This can include a pat on the back, a handwritten note, or a quick comment in the hall. When showing appreciation, be specific. Instead of just saying, "We really are grateful for the good job you do around here," the approach might be, "I really appreciate how you handled the Franklin Industries account last week when we had to really rush to dispatch their order in two days. Your effort really made a difference." By being specific, the employer comes across as much more sincere, and the employee realizes their actions are truly being watched. And, a highly level of employee motivation is the natural result. 22

3. Employee Motivation through Recognition Many people will do for recognition what they will not do for money. And, this is the manager's secret weapon for employee motivation. Some people are motivated 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 the workplace. 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 most days without accidents. Give out awards for attendance records. Just do something. It is so inexpensive, yet highly effective in your efforts of employee motivation. 4. Employee Motivation through Inspiration Inspiration comes from leadership. This form of employee motivation includes the company's mission, purpose and goals. People want to be part of an organization that is going somewhere, that stands for something, and that provides a meaningful service to the marketplace. If you want to lead an inspired, missionguided organization, follow these steps and watch employee motivation improve dramatically. 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 communicate the mission. 5. Be sure employees understand how they fit into the process of fulfilling the organization's mission. 6. Make the connection between the mission and the individual values and goals 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 can come in the form of raises, performance bonuses, profit sharing, or any number of "extra benefits" like, automobiles, vacations, or other tangible items purchased and used 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 factors has to do with meeting needs and achieving goals--Getting that BMW, swimming 23

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.

Illustration: II.iii.1 Rewards work well when they stimulate high involvement on the part of employees. You dont get high involvement unless youve taken care of the basics first. But when you do, then rewards work very well indeed. What does high involvement mean? Specifically, employees need to be engaged with the reward or recognition system on two dimensions: rational and emotional. Only when you have high involvement on both do you get a motivational bang for your reward buck, as the HIAM Grid portrays. If youve done your homework as described in earlier sessions, it should be fairly easy to find a reward or recognition method that generates high involvement. But if not, no amount of creative effort now will produce the involvement you need to make a program succeed. As the grid shows, reward and recognition methods that do not win employee involvement on either the rational or emotional dimensions will not get any attention. They will tend to be ignored. But it could and often is worse! If you generate involvement on only one of the two dimensions, you will get some attention but it wont add up to a positive response. You are likely, in fact, to see inappropriate or even negative responses to the rewards. They wont have the desired effect, but they may have other less desired affects.

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Theories 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 defines that individuals by nature tend to seek pleasure and avoid pain. Hedonism assumes certain degree of conscious behavior on part of individual whereby they make intentional decisions or choices concerning future action. The earliest approach towards the theory of motivation is based on concept of instinct. Instinct Theories While not injecting the notion of hedonism, psychologists like James, Freud and Mc 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 as result of instinct. Mc. Dougall defined it as an inherited or innate psychophysical disposition which determines its possessor to perceive, or pay attention to, objects of certain class, to experience an emotional excitement of a particular quality upon perceiving such an object, and to act in regard to in a particular manner or at least to experience a impulse of such action. He saw instinct purposive and goal-directed other instinct theorists like James, defined concept more in terms of blind and mechanical action. James (1890) included in his list of instincts the following: locomotion, curiosity, sociability, love, fear, jealousy and sympathy. They believe instincts are prime determinants of human behavior. The second major concept is of unconscious motivation. It was Freud (1915) who most ardently advocated the existence of this phenomenon. He argued that most potent behavioral tendencies are not necessarily those that individuals consciously determine would be in their best interests. Individuals are not always aware of their desires and interests. Thus a major factor seen here in 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 ion large part on the consequences, individuals would tend to repeat such actions, where past actions led to negative consequences or punishment, individuals would tend to avoid repeating them. This position was elaborated in Law of Effect. The term drive was described as reservoir of energy that impels an organism to behave in certain ways. With the introduction of the concept of drive it now became possible for 25

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

Effort = Drive Habit

Habit was seen as the strength of relationship between past stimulus and response (S-R) . Thus a motivation to seek employment would be seen according to this theory as multiplicative function of the intensity of the need of money (drive) and the strength of the feeling that work has been associated with the receipt of money in past (habit). Later in response to this Hull (1952) somewhat modified his position. Instead of posting that behavior was wholly a function of antecedent conditions (such as past experience) 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 this creates the very desirable situation where, because you value stuff that I have but you don't, and I value stuff that you have that I don't, we can trade in such a way that 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 that maximize productivity. Part of what a theory of motivation tries to do is explaining and predicts who has which wants. This turns out to be exceedingly difficult.

26

Content Theories Of Motivation

They assume that factors of motivation exist within the individual that energize, direct and sustain behavior. These approaches to motivation are concerned with the identification of important internal elements and the explanation 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 home context. (Some of the instances like "education" are actually the satisfiers of the need.) Need selfactualization esteem belongingness safety physiological Home Job advancement, high growth, status,

education, religion, training, hobbies, personal growth creativity

approval of family, friends, recognition, community responsibilities family, friends, clubs

teams, depts, coworkers, clients, supervisors, subordinates

freedom from war, poison, work safety, job security, health violence insurance food water sex Heat, air, base salary

According to Maslow, lower needs take priority. They must be fulfilled before the others are activated. There is some basic common sense here -- it's pointless to worry 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 that take 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't go to church. Can't do the higher things until you have the lower things. But the poor tend to be more religious than the rich. Both within a given culture, and across nations. So the theory makes the wrong prediction here. 27

Cultural critique: Does Maslow's classification really reflect the order in which needs are satisfied, or is it more about classifying needs from a kind of "tastefulness" perspective, with lofty goals like personal growth and creativity at the top, and "base" instincts like sex and hunger at the bottom? And is selfactualization 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 to be in the bottom category as it is in Maslow's model, since it is not crucial to (the individual's) existence. (Remember, this about individual motivation, not species' survival.) So by moving sex, this theory does not predict that people have to have sex before they can think about going to school, like Maslow's theory does. Alderfer believed that as you start satisfying higher needs, they become more intense (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 in the hierarchy (think of it as a kind of personal development scale) The needs hierarchy probably mirrors the organizational hierarchy to a certain extent: top managers are more likely to motivate by selfactualization/growth needs than existence needs. (But try telling Bill Clinton that top executives are not motivated by sex and cheeseburgers...)

3. Mc Clellands Learned Needs Theory Some needs are acquired as a result of life experiences

Need for achievement, accomplish something difficult. as kids encouraged to 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 through controlling others.

Again similar to Maslow and Alderfer. 28

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 a set of pictures.

4. Herzbergs Two Factor theory According to Herzberg, two kinds of factors affect motivation, and they do it in different ways:

Hygiene factors. These are factors whose absence motivates, but whose presence has no perceived effect. They are things that when you take them away, people become dissatisfied and act to get them back. A very good example is heroin to a heroin addict. Long term addicts do not shoot up to get high; they shoot up to stop being sick -- to get normal. Other examples include decent working conditions, security, pay, benefits (like health insurance), company policies, interpersonal relationships. In general, these are extrinsic items low in the Maslow/Alderfer hierarchy. Motivators. These are factors whose presence motivates. Their absence does not cause any particular dissatisfaction, it just fails to motivate. Examples are all the things at the top of the Maslow hierarchy, and the intrinsic motivators.

So hygiene factors determine dissatisfaction, and motivators determine satisfaction. 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 baseline point on the well-being scale. Power involved a threat to reduce your well-being, causing dissatisfaction. Hence, power basically works by threatening to withhold hygiene factors. Influence was said to fundamentally be about promising improvements in well-being -- when you are influenced to do something, it is because you want to, not because you were threatened. Influence basically works by offering to provide motivators (in Hertzbergs terms).

29

Process Theories of Motivation

The attempt to describe how behavior is energized directed and sustained. These theorists place heavy emphasis on describing the functioning of the individuals decision system as it relates to behavior. 1. Cognitive Evaluation Theory This theory suggests that there are actually two motivation systems: intrinsic and extrinsic 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 -- the intrinsic interest of the work. Extrinsic: pay, promotion, feedback, working conditions -- things that come from a person's environment, controlled by others.

One or the other of these may be a more powerful motivator for a given individual. Intrinsically motivated individuals perform for their own achievement and 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 to lose motivation. The belief is that the presence of powerful extrinsic motivators can 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 the intrinsically motivated people. Cognitive Evaluation is occasionally also called Self-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 into the job. If, however, you tell me how the local council is looking for someone like me, 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 them to be motivated then ensure that it falls within their current level of competency.

2. Vrooms Expectancy Theory

30

This theory is meant to bring together many of the elements of previous theories. It combines 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 they find themselves in. It is a function of the following. E (expectancy) = the person's perception that effort will result in performance. In other words, the person's assessment of the degree to which effort actually correlates 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 is phrased in terms of extrinsic motivation, in that it asks 'what are the chances I'm going to get rewarded if I do good job?'. But for intrinsic situations, we can think of this as asking 'how good will I feel if I can pull this off?'). V(valence) = The perceived strength of the reward or punishment that will result from 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 the valence that employees place a certain outcomes and the degree to which people believe that their efforts will lead to the attainment of these rewards. However, Porter and Lawler emphasize that effort may not necessarily result in performance. For two reasons: 1. Individual may not have the ability to accomplish to the tasks that contributes to his/her job. In this case even if employee is highly motivated performance may not obtain. 2. The person may not have a good understanding of the task to be performed. In addition, this model highlights the point that performance and satisfaction may not necessarily be related to each other. They defined satisfaction as 31

extent to which the rewards actually received meets or exceeds the perceived equitable level of rewards. Furthermore, the model indicates that the nature of task has implications for the satisfaction-performance linkages. Also, employees self rating of performance have a major impact on their beliefs about the level of rewards are equitable. The theory points that rewards are not evaluated in absolute terms rather they are assessed subjectively .This model can provide managers with a useful basis for analyzing and understanding motivational situations in organizational settings. In addition this model provides guidelines for how organizations can critically evaluate the effectiveness of their current reward policies and practices.

Value of reward

Abilities & traits

Perceived Equitable Rewards Intrinsic 7A Intrinsic Rewards Rewards Extrinsic Extrinsic Rewards Rewards
7B

Efforts

6 Performance Performance (accomplishment) (accomplishment)

Satisfaction Satisfaction

2 Perceived Perceived effort reward effort reward probability probability

Role 5 Role Perceptio Perceptio nn

The Porter-Lawler Model of work Motivation

Illustration: I.vi.1

32

Other Theories Of motivation To Work

1. Equity Theory Suppose employee A gets a 20% raise and employee B gets a 10% raise. Will both be motivated as a result? Will A be twice as motivated? Will be B be negatively motivated? Equity theory says that it is not the actual reward that motivates, but the perception, and the perception is based not on the reward in isolation, but in comparison 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, B perceives 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 person compares the ratio of reward to effort with the comparable ratio of reward to effort that they think others are getting. Of course, in terms of actually predicting how a person will react to a given motivator, 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 others 3. 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 and Negative Reinforcement strengthen behavior while both Punishment and Extinction 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 get a commission. You do a good job; you get a bonus & a promotion. 33

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

Extinction. Weakening a behavior. This is the process of getting no goodies when 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 a punishment as a consequence of a behavior. Example: having your pay docked for lateness. Apply Withhold

Reward

positive reinforcement negative reinforcement (raise up to (raise above baseline) baseline) punishment (bring down extinction (stay at baseline) below baseline)

Stressor

Reinforcement schedules. The traditional reinforcement schedule is called a continuous reinforcement schedule. Each time the correct behavior is performed it gets reinforced. Then there is what we call an intermittent reinforcement schedule. There are fixed 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 each reinforcement would occur at the fixed time of every 5 seconds. The Fixed Ratio Schedule is where the reinforcement is given only after a predetermined number of responses. This is often seen in behavior chains where a number of behaviors have to occur for reinforcement to occur.

34

The Variable Interval Schedule is where the reinforcement is given after varying amounts of time between each reinforcement. The Variable Ratio Schedule is where the reinforcement is given after a varying number of correct responses. Fluctuating combinations of primary and secondary reinforces fall under other terms in the variable ratio schedule; For example, Reinforces delivered intermittently in a Randomized Order (RIR) or Variable Ratio with Reinforcement Variety (VRRV). Fixed Variable

give reward after first proper give reward after a certain amt of time w/ the amt response changing before the next reward following a Interval specified time (unexpected bonus based on merit) period (yearly raise) [short term] punishment (subtract from give reward after a number of responses, w/ that no. baseline) changing before the next reward Ratio (commissions (team-based bonus) or piecework pay) [long term] [medium term] [medium term]

3. Traditional theory 'X' This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking 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, managers will have to constantly police their staff, which they cannot trust and who will refuse 35

to cooperate. In such an oppressive and frustrating atmosphere, both for the manager 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 learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by them. The managers 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 and with imagination and sincerity, the enormous potential can be tapped. Does it sound 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, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently 'absent' from group meetings so they can discuss 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 is hoped) enjoy watching the development and actualization of people, as if, by themselves. 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 basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force who holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost. Maslow's central theme revolves around the meaning and significance of human work and seems to epitomize Voltaire's observation in Candide, 'work banishes the three great evils -boredom, vice and poverty'. The great sage Yajnavalkya explains 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 that only his works survive a man at death. This is perhaps the essence of Maslow's hierarchy of needs theory, as it is more commonly know. Maslow's major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, 'A Theory of Human Motivation' (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslow's theory of human 36

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 next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally 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 not easy: 'Hard work and total commitment to doing well the job that fate or personal destiny 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 refreshing synthesis 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 Illustration II.vii.1 37

Research Methodology
Study of literature related to motivation, its sources, factors affecting it and various methods used by organizations to motivate their employees from various 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 there are 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 and information 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 finalization of 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:

38

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

39

Questionnaire Designing

No survey can achieve success without a well-designed questionnaire. Questionnaire design is more of an art than a science. A well designed questionnaire should have the following attributes: 1. A well-designed questionnaire should meet the research objectives. Every survey 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. The questionnaire designer needs to ensure that respondents fully understand the questions and are not likely to refuse to answer, lie to the interviewer or try to conceal their attitudes. A good questionnaire is organized and worded to encourage respondents to provide accurate, unbiased and complete information. 3. A well-designed questionnaire should make it easy for respondents to give the necessary information and for the interviewer to record the answer and it should be 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 the respondent(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. 40

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: Qualification n=100
Count Column Total N % Graduate 3 3 BSc 56 56 Bcom 8 8 BA 5 5 MBA 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

41

Drive for Achievement Job Security Self Motivation Helping medical professionals Social affiliation or social acceptance Balancing health and job profile Materials/Possessions other

38 31 28 24 19 13 6 1

38 31 28 24 19 13 6 1

Q2 About your previous job:

If worked anywhere before joining the current company Industry Responses Same DNA Related Totally Different No. of years worked Responses 4.00 0.00 1.50 0.50 1.00 2.00 0.70 2.50 3.00 0.80 0.20 3.50 n=100 Percentage 87 6 4

Frequency 61 4 3

Frequency 2 1 16 13 13 7 5 4 3 2 1 1

n=100 Percentage 3 1 23 19 19 10 7 6 4 3 1 1 42

4.00 4.50 5.00 7.00

1 1 1 1

1 1 1 1

Company Name where you had worked earlier: Company Name Responses
Intas Sun Glaxo Ajanta Pharma Wizard Biotech (P) Ltd Blue Cross FDC Alkem Labs Prochem Panasonic Troika Pharma Franco Indian Pharma Centaur Labs Rajasthan Travel Service Rass Pharma Sartorius India Pvt Ltd Ind -Swift Ltd Capital Solutions DSA of Associates Finance Meyers Vitabiotics USV Morepen Labs Ltd FEDex Unichem Lab Heinz India(P) Ltd Macleods Punwire Telecom Services Talent Imbia Olcare Lab

Frequency 6 4 4 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

n=100 Percentage 9 6 6 4 4 4 3 3 3 3 3 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 43

Harvey India Pharma Ranbaxy Unisearch Pharma Himalaya Drug Co. Dr.Reddys Wockardt Ltd Friends Pharma HLL Keywest Pharma Sysmed Lab Pvt Ltd Unimarck Healthcare Synchem Pharma IPCA Johnson &Johnson Citadel Aurobindo Alembic Zydus Alidac German Remedies Torrent Cipla Emcure Cerespin Health Care Novo Nordisk Cadbury Airtel Prem Pharma Juggat Pharma CDFL Systopic VHB Lifesciences Khandelwal Labs Lupin Tiscon Elder Nester Pharma Neon Labs Gladium Pharma P&G Synder Healthcare Kopan Panacea Sigma Labs Mirza Taners Ltd Fourrts Microwave Communications Microlabs JB Chemicals Axon Healthcare Nicholas Parimal Shruti Medisciences

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

44

Bharat Motors Claris Lifesciences Cadila Recstart Jagson pal pharma RPG Lifesciences Aristo Norma DND British Biologicals

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

Q3 Why did you left that company

Responses DNA Better job opportunity Higher Pay Benefits Conflict with manager Company Instability Career Change Relocation Better work environment For good position/job profile Company is a franchisee To a reputed company For better professional hike Company policy to transfer employees when become old Timing Problem Frequency 51 30 7 5 4 2 2 2 2 2 1 1 1 1 n=100 Percentage 73 43 10 7 6 3 3 3 3 3 1 1 1 1

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

n=100
Q4 Career opportunities Company reputation/name Attractive Salary Referred by a friend Completed any course had to take a course Comfortable and easy job Count Column Total N % 59 59 41 41 33 33 11 11 11 4 11 4

45

Advertisement Good Atmosphere Offer by the company Campus Placement By chance Professional hike

2 1 0 0 0 0

2 1 0 0 0 0

Q5 What is making you stay in this company? n=100

Q5 Career Advancement Work Culture Reputation of the company Job Itself Compensation/benifits Supervisor Relations Good environment Count Column Total N % 48 48 34 34 27 18 17 12 0 27 18 17 12 0

Q6 How will you rate the recruitment program of your company on a10-point scale
(10-highest)? n=100 Percentage
Q6 8 10 7 9 6 5 Count Column Total N % 28 28 26 26 24 24 13 13 7 7 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=100 Percenatge

Q8 Once Count Column Total N % 40 40

46

Quarterly Profit Based Twice Others

25 19 7 6

25 19 7 6

Q9 What benefits you get from these appraisals? n=100

Q9 Salary Increment Promotion Incentives Monetary Benefits Individual development plan Career Advancement Recognition Growth Opportunities Increments Gifts No direct benefit Performance Enhancement Motivation Gold medal Reputation in company Self -Appraisal including level of confidence &competency of Job Record Only salary Appreciation from bosses Area of improvement More skillful Don't know Trips Feedback on performance Incentives given based on the ranking Ranking in the company Mediclaim policies Training needs Strengths and weaknesses Job satisfaction Knowledge gaining Job security Count Column Total N % 45 45 22 22 18 18 12 12 8 8 5 5 5 5 3 3 3 3 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0

Q 10

n=100

Mean Median Minimum Maximum Q10_An.Salary(MR)(lakhs) 1 1 0 3

47

n=100
Mean Median Minimum Maximum Q10_MT Pay(lakhs) 1 1 0 2

n=100
Mean Median Minimum Maximum Q10_An Incen(lakhs) 1 1 0 2

n=100
Q10_no. Incen Mean Minimum Maximum 4 1 12

Q11 How do you rate the monetary benefits overall? n=100

Q11 Okay Very Good Not so good Poor Count Column Total N % 59 59 34 34 6 0 6 0

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

n=100
Count Column Total N % Q12_no. promotions 1 2 3 27 9 6 27 9 6

Q 13 How do you consider your customer coverage ? n=100

Q13 Comfortable Difficult Very Easy Count Column Total N % 64 64 25 25 6 6

48

Very difficult

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 18 Skin|\ 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
49

Q14_b_1(chem) All Stockists Retailer A A+ Hospital Chemists Wholeseller Trade Stockist Govt/SU dispenseries Sub Stockists B C

Count Column Total N % 80 80 3 3 2 2 2 2 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0

Q15 How many customers you have to call on? In a day Doctors
Q15_no of calls_daily(doc) 10 12 11 8 9 7 20 18 15 14 13 6 5 40 36 7 3 2 2 1 1 1 1 1 1 1

n=100
Count Column Total N % 40 36 7 3 2 2 1 1 1 1 1 1 1

Chemists
Q15_no of calls_daily(chem) 5 6 8 4 7 10 3 30 25

n=100
Count Column Total N % 42 42 17 17 9 9 8 8 6 6 5 5 4 4 1 1 1 1

50

20 16

1 1

1 1

In a month

Doctors
Q15 no. of calls_tot(doc) 300 360 240 150 270 260 250 100 200 450 220 140 330 125 110 420 400 375 315 310 254 252 234 225 210 160 144 120

n=100
Count Column Total N % 14 14 8 8 7 7 7 7 6 6 5 5 5 5 5 5 4 4 3 3 3 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Chemists
Q15 no of calls_tot(che) 200 150 300 100 250 180 120 210

n=100
Count Column Total N % 17 17 16 16 11 11 10 10 8 8 7 7 5 5 3 3

51

90 240 130 127 75 72

2 1 1 1 1 1

2 1 1 1 1 1

No. of Repeat Calls

Doctors
Q15_calls_repeat(doc) 2 4 3 50 5 15 7 40 30 25 20 200 100 75 60 45 35 10 1

n=100
Count Column Total N % 37 37 11 11 10 10 9 9 7 7 3 3 3 3 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Chemists
Q15_calls_repeat(chem) 2 3 5 10 4 1 100 40 80 75 50 20

n=100
Count Column Total N % 31 31 24 24 9 9 5 5 4 4 4 4 3 3 2 2 1 1 1 1 1 1 1 1

52

8 6

1 1

1 1

Q16(a) What kind of treatment do you generally get from your customers ? Doctors
Q16a_d Good Very Good Friendly Professional Treatment Better Normal General Fair O.K Kind attention Satisfactory Helpful Polite behaviour Very interesting Poor Excellent Comfortable Average Dr. discuss relevant specific details on timely reach Responding Positive

n=100
Count Column Total N % 52 52 5 5 4 4 4 4 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 0 0

Chemists
Q16a_c Good Fair O.K General Normal Very good Average Friendly Comfortable Responding Polite behaviour Kind attention

n=100
Count Column Total N % 34 34 10 10 10 10 6 6 5 5 4 4 3 3 3 3 2 2 1 1 1 1 1 1

53

Satisfactory Excellent Nice Helpful Commonly hello Positive

1 1 1 1 1 0

1 1 1 1 1 0

16(b)What steps or actions have you taken to improve the relationships with them ? n=100
Q16b Regular calls& Visits Compliments & Gifts Personal Relationship Wishes on B'Day &MA Good presentaion & Communication skills Time & Respect Good relation Good Behaviour Customer Relationship Program Good Services Friendly Environment Provide update product information Convince about company & products Identify & Satisfy the need Visit at home Good &Correct feedback is rare Understand mindset of doctors Count Column Total N % 39 39 23 23 11 11 8 8 6 6 5 5 3 3 3 3 3 3 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1

Q17 What kind of authority you get while dealing with your customers? n=100
Q17 Free Samples Discounts Gifts/Sales Campaign Credit Literature CD'S containing scientific information Pamplates/information related to products Brochure & Catalogue Depends upon schemes Participation in academic conferences Count Column Total N % 83 83 17 17 9 9 9 9 5 5 2 2 2 2 1 1 1 1 1 1

54

Resolving customer queries

Q18 What is your relationship with your supervisors ? n=100

Q18a Open Casual Formal Stringent Count Column Total N % 67 67 18 18 11 11 3 3

Q19 What is your relationship with your peers ? n=100

Q19a Friendly Work Related Count Column Total N % 83 83 16 16

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

n=100
Count Column Total N % 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 ? n=100
Q21_type_meet_1 Product Launch Budget/Target Doctor Conferences Sales Cycle Count Column Total N % 99 99 0 0 0 0 0 0

n=100
Q21_type_meet_1(num) 1 2 3 4 Count Column Total N % 22 22 21 21 13 13 11 11

55

5 20 7 6

4 1 1 1

4 1 1 1

n=100
Count Column Total N % Q21_type_meet_2 Sales Cycle 99 99 Budget/Target 0 0 Doctor Conferences 0 0 Product Launch 0 0

n=100
Q21_type_meet_2(num) 4 3 2 1 6 5 12 9 7 Count Column Total N % 34 34 18 18 11 11 11 11 5 5 5 5 4 4 1 1 1 1

n=100
Count Column Total N % Q21_type_meet_3 Doctor Conferences 96 96 Budget/Target 0 0 Sales Cycle 0 0 Product Launch 0 0

n=100
Q21_type_3num 2 1 3 5 4 6 10 Count Column Total N % 14 14 14 14 12 12 8 8 8 8 3 3 2 2

56

25 8

1 1

1 1

n=100
Q21_type_meet_4 Budget/Target Doctor Conferences Sales Cycle Product Launch Count Column Total N % 98 98 0 0 0 0 0 0

n=100
Q21_type_meet_4num 1 2 3 12 7 6 5 4 Count Column Total N % 36 36 20 20 8 8 4 4 1 1 1 1 1 1 1 1

Q 22 Tell me something about your company ? n=100

Count Column Total N % 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 : Total Your city All India

(B) Non Sales : Total Your city All India

57

n=100
Count Column Total N % Q23_salestot 325 1 1

n=100
Q23_salesAI 250 500 150 5000 4500 1200 1000 450 240 130 6000 4000 3000 2000 1400 1300 1250 800 700 585 512 470 375 350 300 230 215 210 200 184 50 22 Count Column Total N % 5 5 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

n=100
Q23_S_City Count Column Total N % 4 23 23 3 13 13 15 10 10 6 10 10 5 7 7 2 5 5

58

20 10 35 7 30 16 12 50 25 19 17 13 11 9 8 1

4 4 3 3 2 2 2 1 1 1 1 1 1 1 1 1

4 4 3 3 2 2 2 1 1 1 1 1 1 1 1 1

n=100
Q23_NS_AI 1000 2000 600 300 8000 950 900 750 200 100 50 12 10 Count Column Total N % 3 3 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

n=100
Q23_NS_City 15 10 20 4 6 5 2 1 3 200 25 Count Column Total N % 6 6 5 5 4 4 4 4 3 3 3 3 3 3 3 3 2 2 1 1 1 1

59

18 12 8 7

1 1 1 1

1 1 1 1

Q24 According to you how motivational policies are framed to give employees a
maximum benefits. n=100
Q24 Good incentives Better pay package Good working environment Promotions Better Training Monetary Benefits Increments Special gifts to every employee Healthy work culture Personality Development Program Friendly Environment Provision for promotional inputs Policies related to product benefit & its services Sound scietific knowledge Co-operation Time to time meetings Rewards Inhouse Promotions Positive Thinking Good Literature/briefing about the product Career Opportunities Morale Boost Challenges in targets Product launching gifts Customised policy restricted to individual needs Creating intermediatery posts Informal Relations Decrease no. of calls Discipline Good Supervision Monthly visits by seniors Doctor Conferences Appreciation Letters Personality Development Job Security Rognition Medical Policies More work improvement Count Column Total N % 34 34 26 26 19 19 14 14 13 13 8 8 7 7 6 6 4 4 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

60

Less Micromanagement Increase in job autonomy Higher Mgmt decision Salary should be according to the work area Rational Targets Recreation Activities Identify MR needs Satisfied with the company Better HR Policies Company Reputation Feedback from employees Good Job Profile Quantity X Quality = Sales Management Concern Insurance and other benefits Salary should increase quarterly Open and transparent culture More performance based incentives More employee friendly policies

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q25 How long do you plan to continue your career with this company? n=100
Count Column Total N % Q25 Dont Know 53 53 More than five years 20 20 One to two year 12 12 Two to five years 8 8 Less than a year 5 5

Q26 Would you recommend employment to a friend in your current company? n=100
Q26 Definitely will Probably will May be Definitely not Probably not Count Column Total N % 54 54 21 21 20 20 3 3 1 1

61

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

Rating
Q27_rating 10 8 7 9 5 6 1 Count Column Total N % 29 29 22 22 22 22 9 9 9 9 6 6 1 1

Reasons n=100
Q27_reason Friendly Environment Good work culture Company reputation Company lucerative policies Good Incentives Monetary benefits Getting inputs to serve customers well Motivation Good Package Good Brands and Products Promotion Appreciation from bosses Very much satisfied Employee Oriented Good HR Policies No-1 in manufacturing cephalosporin Inhouse promotion Openness & Transparency Practical Approach Team work Increments India's leading biotech company Job satisfaction Unsatisfied with the working environment unlike money Regards to company No provision for gifts & samples Lack of management concern Column Total N Count % 16 16 10 10 6 6 5 5 5 5 4 4 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

62

Improvement in recognition Good quality products Fast growing company Employees are self motivated Timely increase in salary Good Reputed Job Security Improvement in training of MR Highly satisfied Poor work culture Knowledge gaining Opportunities do not come very fast Good Company Execution of strategyare not good Good distribution system Good marketing strategy Trips on basis of performance Promotion based on independent performance Less work pressure Training is good Lack of career opportunities and growth reputation is not good Lack of professionalism Incentives are poor Package is not par as per industry standard Recognition Medical/Insurance/Other Benefits Incentives linked to performance Good target achievement MNC Company Market leader in its segment Consideration from management Good growth prospects Good Back up

1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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

Q28 Nothing Long wait for customers Time Schedule Customer Arrogance Competition Count Column Total N % 19 19 9 9 6 6 5 5 4 4

63

Gift minded customers are not favourable Number of meetings Waiting & Travelling time No time for family Writing Work Poor Salary Package Improper distribution of drugs Working Hours Non-achievement of targets Position of MR in general people Dilution of professionalism due to local players Not giving business Commissions Unrealistic behaviour of managers Standing against not so qualified professionals Me-too Companies No job security Daily reports Transport facility Doctors call Working culture of other companies & standards Lack of opportunity & money Narrow minded customers Moving job Working Style Management non co-operation Unnecessary work pressure Mentality of people Social unavailability Higher micro-management Increase in politics in the organization Age factor because of moving job Activities which do not fall in the job profile Irrational Targets Incentives are not distributed timely Big and heavy bag Evening Working Non recognition of achievement Lack of respect for employees Lack of career opportunities or growth Less Monetary benefits

3 3 3 3 3 3 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 3 3 3 3 3 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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

64

n=100
Count Column Total N % Q29 Inner Satisfaction 77 77 Economic needs 49 49

Q30 What do you think the company should do to prevent this ? n=100
Count Column Total N % Q30 Good Salary Package 6 6 Friendly Environment 5 5 Personal Development Program 3 3 Monetary 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 1 Reduction 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 1 Govt 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 Appreciation from bosses 0 0

65

Timely distribution of incentives Incentives to be more performance based Not in hand of the company No evening working Good HR Policies Management Concern Policies should be made easy to understand Policies should be more like pharma company then FMCG Provide good career opportunities/growth Provide particular area of working Good Products Company reputation Marketing Schemes

0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0

Q31 In the Pharmaceuticals industry which company according to you is your dream company you like to work in and why ? n=100
Q31_name Ranbaxy Pfizer Glaxo Aventis Macleods Zydus Cadila Novo Nordisk Lupin Pharma Nutricorp Healthcare Alembic Intas Chirone German Remedies Sun Johnson & Johnson Cipla Eli Lilly Nicholas Parimal Astra Zenecea Unichem Aristo Meyer 3M India Ltd Emcure Pharma Apex Nestle Bayer J.B Chemicals & Pharmaceutical Ltd Count Column Total N % 10 10 10 10 9 9 6 6 4 4 4 4 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

66

Fulford Biological Division Idol Biotec(P) Ltd PSS Lyka Hetero Healthcare Ltd Wockhardt Mankind Solvay Serdia Biocon Ferring Pharmaceutical Indechem True Care Dabur Indswift Torrent BMS USV Dr. Reddy Laboratories E-Merck Franco Glenmarck Novartis Merck Dumex VHB Lifesciences Alcon

1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

n=100
Q31_reason Only Indian MNC Company I love the company where I am working Less work pressure Enjoyful work life Working is very antifuristic Highly Employee friendly Can work for a long life Professional in attitude Just believe in what I am getting is best(positive in attitude Working with it gives a feeling of proud Ethical company Scientific Oriented Products Latest Technology Good HR Policies Job Satisfaction Not Interested in Dream Company Interested in Super Specialised Segments Promotions Good Product Specific Strategy Count Column Total N % 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 1 1 1 1 1 1

67

Leading Biotech Company Research Oriented Company Scientific selling Good incentives Good ranked company/No 1 ranked company Fastest growing company Good R&D Working with it gives a feeling of satisfaction Good Products Good monetary and other benefits Job Security Good Working Atmosphere Can work for a long life Good work culture MNC Company Good opportunities for growth Good salary package Good Reputation

1 1 1 2 2 2 2 2 2 4 5 6 6 6 8 8 9 15

1 1 1 2 2 2 2 2 2 4 5 6 6 6 8 8 9 15

Analysis for Sales Manager Questionnaire

Designation n=30
Area Manager/District Manager Regional Sales Manager Field Sales Executive Business Head Sales Manager Institutional Manager Marketing Manger Assistant Sales Manager Medical Representative Zonal/divisional/Territory DNA Count Column Total N % 16 53 7 23 5 17 1 3 1 3 0 0 0 0 0 0 0 0 0 0 0 0

Qualification n=30
BSc Graduate MBA MSc Count Column Total N % 13 43 4 13 3 10 2 7

68

BCom MA BCA M. Com BSc Pharma Diploma in Pharmacy BA DNA

2 1 1 1 1 1 1 0

7 3 3 3 3 3 3 0

Q1 What motivates your Medical Representatives according to your personnel preferences? (Rank top five among them) n=30
Count Column Total N % Q1 Career Opportunitries 27 90 Money or pay package 25 83 Recognition/Praise 20 67 Knowledge gaining 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? n=30

No. opf MR working under supervision 5 4 6 2 3 1 24 Count Column Total N % 7 23 5 17 3 10 3 10 2 7 2 7 1 3

69

23 22 20 12 10 9 8

1 1 1 1 1 1 1

3 3 3 3 3 3 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? n=30

Count Column Total N % 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? n=30

Count Column Total N % 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

70

Work on basics Future Opportunities Future Opportunities Friendly Talks Pay Increase Commissions DNA

0 0 0 0 0 0 0

0 0 0 0 0 0 0

Q6 How is the recruitment program at your company? n=30

Recruitment Program at your Company Average Stringent Easy to get through DNA Count Column Total N % 17 57 12 40 1 0 3 0

Q7 Is the recruitment program of your company aligned with the type of job profile you offer to your Medical representatives? n=30
Q7 9 7 5 8 6 10 4 Count Column Total N % 7 23 6 20 5 17 4 13 4 13 2 7 1 3

Q8 How did you reach at this position? n=30

By Promotion By direct appointment DNA Count Column Total N % 26 87 4 13 0 0

Q9 If Promotion then what is your earlier Designation 71

ns=30
Medical Representative Marketing Manger Business Head Area Manager/Districty Manager Sales Manager Field Sales Executive Institutional Manager Asistant Sales Manager Regional Sales Manager Zonal/divisional/Territory DNA Count Column Total N % 23 77 1 3 1 3 1 3 1 3 0 0 0 0 0 0 0 0 0 0 0 0

Q10 How many meetings did you usually plan with your MR? n=30
Less than 12 12 12-24 more than 24 DNA Count Column Total N % 15 50 7 23 5 17 3 10 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 n=30

Indian Pvt Ltd Public Ltd Count Column Total N % 11 37 10 33 5 17

72

MNC Family Owned DNA

3 1 0

10 3 0

Q13 No. of Employees: Sales: Total Your city All India Non Sales :Total Your city All India n=30
Count Column Total N % Q13_sales tot(crores) 35 1 3 12 1 3 3 1 3

n=30
Q13_sales AI(crores) 350 500 70 Count Column Total N % 2 7 1 3 1 3

n=30
Q13_S_City 6 5 18 10 9 8 4 3 35 28 25 24 23 13 Count Column Total N % 4 13 4 13 2 7 2 7 2 7 2 7 2 7 2 7 1 3 1 3 1 3 1 3 1 3 1 3

n=30
Count Column Total N % Q13_N.Sales_tot 600 1 3

73

n=30
Q13_NS_AI 1000 200 100 70 Count Column Total N % 1 3 1 3 1 3 1 3

n=30
Q13_NS_City 5 3 2 100 19 12 10 7 4 Count Column Total N % 3 10 2 7 2 7 1 3 1 3 1 3 1 3 1 3 1 3

Q14 Could you specify the monetary benefits and incentives? Medical Representatives n=30
Q14 Mean Median Minimum Maximum _An.Salary(MR)(lakhs) 1 1 0 4

n=30
Mean Median Minimum Maximum Q14_MT Pay(lakhs) 1 1 0 2

n=30
Mean Median Minimum Maximum Q14_An Incen e 0 0 2

n=30
Q14_no. Incen Median Minimum Maximum 4 1 12

74

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 ? n=30
Count Column Total N % Q16 Okay 17 57 Very Good 13 43 Poor 0 0 Not so Good 0 0 DNA 0 0

Q17 According to you how motivational policies are framed to give MR maximum benefits ? n=30
Q17 Better Incentives Better Pay Package Promotions Training Monetary Benefits Healthy Working Environment Personal Relationship Timely motivation Work Culture Job Security Table Response Count % (Base: Count) 11 41 8 30 4 15 4 15 3 11 3 11 2 7 2 7 2 7 1 4

75

Hard work Product Knowledge Strategy implementation Policies depend on job proifile of experienced sales manager Increments proportional to Achievements Spillage Timely distribution of incentives Performance based rewards Taking Feedbacks Empowerment Counscelling Free gifts for customers Recognition receation and get together parties Better hikes in incentives while moving up in the hierarchy Identify weaknesses Learning Rational Targets Balance between job stress and sales targets Identify MR needs Feedback from employees Self Development Periodic Development Depends upon person and situation Career Advancement Good Products Written tests to increase knowledge Transparency in policies and procedures Management Concern Foreign Trips Better Marketing Schemes DNA

1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q18 What are the parameters for the judgement of MRs performance ? n=30 Count Table 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

76

Desire to grow Regularity Policy Implementation Overall knowledge & ability to do work Performance Customer relationship Communication Target Vs Achievement Involvement in field work Sales figure Sincerity Doctors report Sales effort in field Achievement of target

1 1 1 1 0 0 0 0 0 0 0 0 0 0

7 7 7 7 0 0 0 0 0 0 0 0 0 0

Q19 What are the sources of informations generally you seek to evaluate the performance of MRs ? n=30
Count Column Total N % Chemists, Retailers,Whole Q19 seller,Doctors Daily Reports Sales Target Datas Sales Analysis Through Market Work in field Number of calls Performance Medical stores Attitude towards job Personal relations with other MR'S Counscelling Working feedback Monthly Achievement Report 10 6 6 2 2 2 2 2 1 1 1 1 1 1 1 33 20 20 7 7 7 7 7 3 3 3 3 3 3 3

Q20 What kind of shortcomings do you observe with your MRs ? What would you suggest to overcome them ? Shortcomings n=30
Count Column Total N % Jump to companies for little Q20a_s benefit Lack of SMART hard work Lack of product knowledge 2 2 2 7 7 7

77

Way of commmunication Lack of motivation Not sales oriented Casual approach towards work Negative Thinking Lack of confidence Hesitation Lack of hard work Non-Achievement of target Hesitation of top doctors Unplanned working Lack of scientific knowledge Lack of language proficiency Way of working in market Objection handling

2 2 1 1 1 1 1 1 1 1 1 1 0 0 0

7 7 3 3 3 3 3 3 3 3 3 3 0 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 3 Training 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 ? n=30
Count Column Total N % Q21 two-five year 9 30 one-two year 8 27 don' t know 6 20 more than five years 5 17 Less than a year 1 3

Q22 How will you rate your company on the basis of current motive policies on 10point scale( 10-highest) and why ? 78

Rating n=30
Q22_rating Count Column Total N % 5 7 23 8 6 20 10 5 17 9 5 17 7 5 17 6 2 7

Reasons n=30
Q22 Working Environment Good Incentives Good Policies Incentives are not planned Welfare of Employees Promotions Monetary benefits Positive motivation plans Faster Growing Company Result Oriented Lack of motivation policies Benefits on time Good Increment Policy Correction of remuneration Development policies are not par Good growth opportunities Good Products Good Salary Package Hike in salary should be sound when moving up in hierarchy Lack of transparency Less Management Concern Empowering Employees Good among MNC in India Feedback from employees Incentives are well linked to targets Less Conducive Environment Development is not par compared to other companies inthe ind Low rention ratio Employee Orientied Training is not good Good Training Column Total Count N % 8 27 6 20 4 13 3 10 2 7 2 7 2 7 2 7 2 7 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

79

Lack of career opportunities Lack of transparency in company policies and procedures Trust Marketing Strategy Less salary Appreciation from bosses Reputation Customer Oriented Products/Schemes Not much proffessional compared to MNC Indian Company

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

Q23 What according to you discourages your MR mostly ? n=30

Q23 Working Conditions are not good Salary Package Non Achievement Lack of motivation or encouragement Lack of proper response Delay in Incentives Incentives are not timely distributed Recent Dr. approach towards monetary benefit Nothing Recognition Lack of Communication Hesitation Dishonesty Negative Thinking Busy Schedule Deduction in Expenses Low monetary benefits Delay in support from Head Office Non responding market Non Praise of Achievement Increasing Sales Target Less Career Growth Incentives less than industry standards Conflict between job and personal issues Missing Customer Calls Stagnation in terms of sales Incentives are not aligned to targets Irrational Targets Monotonous Job Lack of Integrity Competition Less Management Concern More Work Count Column Total N % 4 13 3 10 3 10 2 7 2 7 2 7 2 7 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

80

Job Security Work Pressure Customer Arrogance Less Incentives

0 0 0 0

0 0 0 0

Q24 How do you handle such issues ? n=30

Count Column Total N % 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 3 Flexibility in implementation through local support 1 3 Investigation of MR'S working 1 3 Performance based rewards 1 3 Recreational Activities 1 3 Management Concern 1 3 Encouragement 1 3 Better Markemesting Schemes 1 3 Good work culture 0 0 Resolving Queries 0 0 Proper follow with head office 0 0 Better growth prospects 0 0 Empowerment 0 0 More 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 0 Guiding 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 are rating them ? 81

n=30
Count Column Total N % 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 0 Sun 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 n=30
Q25 Policies Good Working Environment Count Column Total N % 5 17 5 17

82

Good Pay Package Market Reputation Recognition Good Sales Turnover Acceptance by customer Good Career Growth Satisfied Employees Good Products Excellent customer coverage Monetary benefits Good product knowledge Work culture Well developed R&D Jobs are rewarding Motivation Good Research Products Employee Oriented Marketing Strategy MNC Company Work for overall development of their people Ethical business activities Sucessful new product launches Good amount of recruitment Good Training Professional Attitude Good Incentives Market Coverage Company Policy DNA

5 4 3 3 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0

17 13 10 10 7 7 7 7 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0

83

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, although simplistic, way of thinking about employees performance is a function (f) of the interaction of ability (A) and motivation (M): that is performance-f (AM). If either is inadequate performance will be negatively affected. An employees skills and intelligence (under label ability) must be considered in addition to motivation if we are able to accurately predict employee performance. But a piece of puzzle is still missing i.e. we need to add opportunity to perform (O) to our equation performance=f (AMO). This new variable in the equation of performance is the finding of our study. The results shows that for most of the MR career opportunities, recognition, and money are the prime and the most effective motivators , HR people and sales managers do feel the same but the gap still lies there and that is nothing more that opportunity to perform. This can be facilitated by better training programs, more customized incentive plans as per the work areas and by providing rational targets to these MR. Although MR provides quite a good rating to their companies but when it comes to their Dream Companies or the Companies they would like to work on or the Top rated Companies as per the Managers they are few who choose their own company where they are actually working. This is an important conclusion to be drawn 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 inclined for MNC ones because they believe their salary package, career opportunities and recognition 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 culture but for rest of them unprofessional attitude and even the work culture is the reason for de-motivation among MR. Here for MR working environment is the relationship with their superiors and companies way of doing their routine work for MR if its Sample distribution, training programs, documentation of MR work and their feedbacks.

84

Coming to other findings of the study as stated in the analysis part MNC Companies are the most rated companies among both MR and Sales People because of their package, work culture, opportunities of growth and their HR policies, this can be easily reflected in the attrition rate at these companies which is 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 unpredictive 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 again career opportunities and hence what we have stated above that by giving opportunities for growth and development and bringing transparency in the company policies and believing in empowerment of employees companies are able to manage the third variable that is opportunity to perform which will not only effect their performance but also bring a belonging for the company. Indian companies need to work hard in that regards otherwise the MNC will sweep away them from the market. Because a successful company is a company which has its employees happy as happy employees accounts for both profits as well as reputation of the company

85

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 motivational policies. While its always dangerous as well as difficult to synthesize a large number of complex ideas into a few simple guidelines, the following suggestions summarize the essence of our findings as follows: Recognize individual differences: Employees have different needs, dont treat them alike. Moreover, spend the time necessary to understand what is important to each of the employee. This will allow you to better customize the goals and incentive plans for the MR. Use feedback: For any policy or new framework ask their feedback as they are directly dealing with the customers and are present on the market and the field unlike other management people, hence their feedback and suggestions will bring a real-time scenario of the market. Allow MR to participate in decisions that affect them: especially when setting their targets and work are plans so that their suggestions not only bring satisfaction but also a feeling of belongingness as well as responsibility for their job. Link rewards to performance: It is very important that not even a single cell of their performance matrix get unfilled by the recognition. Target achievement is necessary but small achievements should also be a concerned for the company as every call at their job gives company some benefit. This can be done by preparing a proper equation for their incentive plan 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 the company: they should be evaluated and maintained properly otherwise the disequilibrium between their individual needs and companys deliverables will slowly and slowly rotten the roots of the company. 86

What I had learned from my Project?

There is no learning if there are no mistakes or hurdles in the path of any job. We learn from our mistakes. During the course of any project apart from the findings there are set learnings during the working phase which not only helps in experience gaining and knowledge build up but also helps in overall personality development. It was a wonderful experience during the course of my project. Not only I had learned some good Market Research Techniques but the project had also helped in building my Communication and soft skills. As during the project I came across a variety of people with different mindset and characteristics dealing with these different people and extracting information from them in a professional and 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 conduct and etc For any field work activity the foremost important thing is a well built questionnaire which involves a lot of skills and experience, this is my first chance when I was designing the questionnaire for my survey process, I came across many hurdles and many problem areas and dealing them improves my skills and a good learning experience of designing an practical questionnaire 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 skills and strength.

87

Sources & References:

Books: Organizational Behavior By: Stephens Robbins Advances in Qualitative Organizational Research Vol.4 By: John A Wagner III , Jean M Brutnek, Kimberley D Elspach Measuring and improving employee motivation By: Peter Fargus Effective Motivation By: John Adair Harward Business Review on Motivation Motivating & Retaining Employees By: Barbara A Glanz Motivation and Work Behavior By: Lyman w. Porter, Gregory a. Bigley, Richard M. Steers The 7 Habits of Highly Effective People By: Stephen Covey Motivation to work By: Frederick Herzberg, Bernard Mausner, Barbara 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 88

Bloch

www.questionpro.com www.surveydesign.com www.PeopleBuilders.com www.pharmabiz.com www.allsites.com www.indmedica.com

Appendices

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

89

______ Self Motivation ______ Others ___________________________________________________ 2. About your previous job: a. Did you worked in any other company before here?

Yes
c. Industry?

No Related Totally Different

b. If yes please specify the name of the company__________________________

Same

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 Companys 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 (10highest)?

____________________________
90

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 and when? ______________________________________________________________________ ______________________________________________________________________ ___________________________________________________________________ 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 __________ 91

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 Friendly Once

Casual

Formal Work related

Stringent

19. What is your relationship with your peers?

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

Twice

More No. of meetings____________

No. of meetings___________ No. of meetings___________ No. of meetings___________ No. of meetings___________

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

Product Launch meetings Sales/Cycle meetings Doctor Conferences Budget/target meetings Indian MNC

22. Tell me something about your company:

Public Ltd

Pvt Ltd
92

Family Owned
23. No. Of employees: a. Sales: Total ______ Your City_______ b. Non-Sales: Total_______ Your City_______ All India ________ 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 More than five years

One to two years Don't know

Two to five years

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 10point 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? 93

_________________________________________________________________________ _______________________________________________________________________ 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 ___________________________________________________ 94

2. How many MR are working under your supervision? __________________________________________ 3. How is the working environment at you work place?

Friendly Open

Informal Casual

Formal Formal

Semiformal Stringent

4. What is your relationship with your Medical Representatives?

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

Incentives Commissions Stringent

Low alignment 1

Performance based rewards Pay increase Average Easy to get through

High Alignment 3

Others _________________________________________________________ 6. How is the recruitment program at your company?

7. Is the recruitment program of your company aligned with the type of job profile you offer to your Medical representatives?

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
95

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

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_______ b. Non-Sales: Total_______ Your City_______

All India ________ 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 MRs ? ________________________________________________________________________ 96

20 What kind of short comings do you observe with your MRs ? What would you suggest to overcome them ? ________________________________________________________________________ 21. How long career path do you plan for employees as MR?

Less than a year More than five years

One to two years Don't know

Two to five years

22. How will you rate your company on the basis of current motivation policies on a 10-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:_________________________________________________________________ _________________________________________________________________________ ______________________________________________________________________

97

Appendix IV
List of Companies

S No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Company
ABBOTT ALEMBIC ALKEM LABORATORIES ARISTO PHARMA ASTRA ZENECA ASTRAZENECA PHARMA IND LT AVENTIS BE BLUE CROSS CADILA PHARMA CIPLA CONCEPT DR. REDDY'S LABORATORY ELDER PHARMA ELI LILLY EMCURE PHARMA FDC LIMITED FRANCO INDIAN FULFORD GERMAN REMEDIES GLAXO GLENMARK PHARMA INDOCO 98

24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69

INTAS IPCA LABS JANSSEN CILAG LUPIN LABS MACLEODS PHARMACEU. LTD. MANKIND MERCK LTD.(INDIA) MICRO LABS NICHOLAS PIRAMAL NOVARTIS PARKE DAVIS PFIZER PLETHICO RANBAXY RAPTAKOS BRETT SERDIA SOLVAY PHARMA INDIA LTD SUN PHARMA THE HIMALAYA DRUG COMPANY TORRENT PHARMA U.S.V. LIMITED UNICHEM LABS WOCKHARDT WYETH LIMITED ZYDUS CADILA SYNCHEM PHARMA UNIMARCK HEALTHCARE LTD. SYSMED LAB. PVT. LTD. KEYWEST PHARMA BLUECROSS HLL WIZARD BIOTECH PVT LTD FRIENDS PHARMA WOCKHARD LTD DR. REDDYS HIMALAYA DRUG COMPANY UNISEARCH PHARMA HARVEYINDIA PHARMA AJANTA PHARMA OLCARE LAB TALENT IMBIA CERESPIN HEALTHCARE HEINZ INDIA PVT LTD UNICHEM LAB MOREPEN LAB LTD 99

70 RASS PHARMA 71 FRANKO INDIAN PHARMA

Appendix V
Hospitals Covered for Data Collection

S No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Hospital Name
Batra Hospital SMS Hospital Janana Hospital Jaipuria Hospital Saket Hospital Jaipur Hospital Santokba Durlabjhi Hospital Apex Hospital Rungta Hospital Soni Hospital Mahatma Gandhi Hospital Khandka Hospital Apollo Hospital JK loan Hospital Janana Hospital Delhi

Area
SRS Road Chandpole JLN Marg Mansarover Lal Kothi BS Road Malviya Industrial area Malviya Nagar Kanota Bagh Sitapura Tonk Road Malviya Nagar JLN Marg Chandpole

WEEK No.
Pilot calls/ Week I Week I Week I Week I Week II Week II Week II Week III Week III Week III Week IV Week IV Week Iv Week V Week V

100