Project Certificate (1).docx

A PROJECT REPORT ON

EMPLOYEE MOTIVATION IN

Dr Reddy’s laboratories Ltd BY

KRANTHI KIRAN KUMAR.B H.T. NO: 151216672037

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE MASTER’S DEGREE IN BUSINESS ADMINISTRATION

(2016-2018) Department of Business Administration RAJA BAHADUR VENKATA RAMA REDDY INSTITUTE OF TECHNOLOGY (Affiliated to Osmania University) HYDERABAD.

DECLARATION I, the undersigned, hereby declare that the project report entitled “EMPLOYEE MOTIVATION” carried out at Dr Reddy’s laboratories Ltd. Is my original work written and submitted by me in partial fulfillment of requirements for the award of Master`s Degree in Business Administration of Osmania University, Hyderabad. I also declare that this project has not been submitted earlier in any other university or institution or diploma

Name and Address B KRANTHI KIRAN

13-4-545/4/1 JIYAGUDA, 2J BUS STOP, HYDERABAD PIN CODE- 500006

Signature of the student

CERTIFICATE Date:

This is to certify that the project work entitled EMPLOYEE MOTIVATION with reference to Dr Reddy’s laboratories Ltd is a bona fide work done by B KRANTHI KIRAN, student of MBA (2016-18) Regd No.151216672037 under my guidance and supervision, submitted in partial fulfillment of the requirement for the award of Degree of Master of Business Administration, Osmania University Hyderabad. This has not been submitted to any other university or institution for the award of any Degree/ Diploma Certificate.

INTERNAL PROJECT GUIDE

EXTERNAL EXAMINER

HEAD OF THE DEPARTMENT

PRINCIPAL

ACKNOWLEDGEMENT I take this opportunity to extend my profound thanks and deep sense of gratitude to the authorities of Dr Reddy’s laboratories

Ltd. For giving me the

opportunity to undertake this project works in their esteemed organization. I sincerely thanks to Mrs. G.Sumavally, principal, RBVRRIT, ABIDS, for the kind encouragement and constant support extended in completion of this project work. I would like to say special thanks my guide Mrs.B. Neeraja, HOD .for the valuable suggestions and being instrumental in giving shape to the project. I'm thankful to Mrs.T.Chandana, librarian for helping me to locate relevant material I am also thankful to all those who have incidentally helped me, through their valued guidance, co-operation and unstinted support during the course of my project.

ABSTRACT Motivation refers to the drive and efforts to satisfy a want or goal. Once the employee has been Selected and Trained, he is then Motivated towards to perform to his level best in the work environment. Motivation is the step where the management finds out how effective it has been at hiring and placing employee The main objective of this project is to give a clear picture of the MOTIVATION conducted in DRL various techniques are used while evaluating Motivation of employees. Apart from this it also gives mirror image of the problems, feedback, satisfaction and suggestions of employees while going through this process. The objective of the study is to measure the level of Motivation of employees working at DRL, Hyderabad. Care has been taken to cover a wide cross-section of employees as a sample, varying from senior management level to lower level. Once the employee has been Selected, Trained and Motivated, he is then approved for his Performance Appraisal is the step where the management finds out how effective it has been at hiring and placing employee.

INDEX S.No:

CONTENTS

CHAPTER-I 

PAGE NO. 1-8

INTRODUCTION

Scope of the Study Objectives of the Study Methodology of the Study Limitations of the Study CHAPTER-II

9-22 REVIEW OF LITERATURE

CHAPTER-III 

23-38 COMPANY PROFILE

CHAPTER-IV 

39-54 DATA ANALYSIS AND

INTERPRETATION CHAPTER-V 

55-60 FINDINGS,CONCLUSIONS,

SUGGESTIONS  

BIBLIOGRAPHY QUESTIONNAIRE

List of tables

List of figures

CHAPTER I INTRODUCTION

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource Management is primarily concerned with the people’s dimension in the organization. It is crucial sub-system process of management. The success or failure of organization not only depends on material, machines and equipment but also on the personnel who are put in the best efforts for an efficient performance at job. Human Resource Management refers to the set of activities, programs and functions designed and carried out in order to maximize both employees as well as organizational effectiveness. Human resource or personnel management is the sense of getting things done through people. It's an essential part of every manager's responsibilities. Human Resource Management means employing people, developing their resources, utilizing, maintaining, and compensating the Human Resources resulting in creating and development of Human Relations with a view to contribute proportionately to the organizational individuals and skills. As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs", i.e., neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.

NATURE AND SCOPE OF HUMAN RESOURCE:

People in the organization manifest themselves not only through individual sections but also through group interactions. When individuals come to work place, they come with not only technical skills, knowledge etc. but also with their personal feelings, perception, desires, motives, attitude, values etc. Therefore, employee management in an organization does mean management of not only technical skills but also other factors of Human Resources.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:  To create and utilize an able and motivated work force, to accomplish the basic organizational goals.  To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization.  To create facilities and opportunities for individual or group development so as to match it with the growth of the organization.  To identify and satisfy individual and group needs by providing adequate and equitable wages, incentive, employee benefits and social security.

MOTIVATION

Motivation refers to the drive and efforts to satisfy a want or goal. Once the employee has been Selected and Trained, he is then Motivated towards to perform to his level best in the work environment. Motivation is the step where the management finds out how effective it has been at hiring and placing employee. Motivation is simply - The reason for an action - That which gives purpose and direction to behavior. Motivation is “WHAT drives you” to behave in a certain way or to take a particular action. It is your WHY.

TYPES OF MOTIVATION:

(1) Achievement Motivation: It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own shake and not for the rewards that accompany it. It is similar to ‘Kaizen’ approach of Japanese Management.

(2) Affiliation Motivation: It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and cooperation. (3) Competence Motivation: It is the drive to be good at something, allowing the individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to be creative when confronted with obstacles. They learn from their experience. (4) Power Motivation: It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so. (5) Attitude Motivation: Attitude motivation is how people think and feel. It is their self confidence, their belief in them, their attitude to life. It is how they feel about the future and how they react to the past. (6) Incentive Motivation: It is where a person or a team reaps a reward from an activity. It is “You do this and you get that”, attitude. It is the types of awards and prizes that drive people to work a little harder. (7) Fear Motivation: Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run.

IMPORTANCE AND PURPOSE:

People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them. From a manager's perspective, it is important to understand what prompts people, what influences them, and why they persist in particular actions like retaining good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details.

OBJECTIVE OF THE STUDY

The main objective of this project is to give a clear picture of the MOTIVATION conducted in DR REDDY’S LABORATORIES

LTD. Various

techniques are used while evaluating Motivation of employees. Apart from this it also gives mirror image of the problems, feedback, satisfaction and suggestions of employees while going through this process. The objective of the study is to measure the level of Motivation of employees working at DR REDDY’S LABORATORIES LTD, Hyderabad. Care has been taken to cover a wide cross-section of employees as a sample, varying from senior management level to lower level. For an Organization like DR REDDY’S LABORATORIES

LTD, where

Performance plays a vital role in identification and implementation of various projects, proper motivation of the employees is crucial for the achievement of the objectives of the Organization. Keeping in view an important role it played to enhance the productivity of the Organization; the current study of organization study has been taken up. Being a study based on primary data collection, the data interpretation shall yield useful information throwing new sights with reference to the policy of formulation.

METHODOLOGY OF STUDY

SOURCE OF INFORMATION:

The source through which data collected was: 1) Primary source 2) Secondary source

►Primary source: Primary source include the respondents from whom the required information was collected directly and their personal opinion was regarded. There was no force on the respondents while collecting the data. The data was also collected through personal interview. ►Secondary source: Secondary source include people, personal, manual, magazines and the concerned literature on the subject.

SAMPLING DESIGN 

The method of sampling used was random sampling. The respondents were chosen at random due to busyness and non-availability of the employees.



The aim of the study was to cover employees at all hierarchy level. Therefore, the sample of the respondents was chosen at each level of the hierarchy in all the departments and services.



The sample size was taken as 100.



The sample design included the respondents from head level to the lower division clerk (LDC); so that the parameters for the study are generalized for all the levels in the Organization.

TOOLS FOR DATA COLLECTION: Tools used for data collection are as follows: I. Discussion (unstructured discussion) II. Questionnaires (structured discussion)

I. Unstructured discussions: Under this method of data collection, the researchers personally interview the respondents to gather the information. The respondents were asked to present their

views and opinions about the Motivation system in the Organization. The opinions of the respondents were used as the primary source of information preparing the study report. Sometimes the precious information cannot be collected from the structured Questionnaire because it has only limited questions at that time information cannot be collected through this method. II. Structured Questionnaire: It is usually associated with the self administrated tools with item of the closed or fixed alternative type. The respondents feel grater confidence in the anonymity of questionnaire than in that of any interview. It places less pressure on the subject of immediate response. These were the reasons for choosing questionnaire as one of the tools for data collection. The questionnaires of two types of questions: a) Closed-ended questions. b) Open-ended questions. a) Closed-ended questions: Questions consist of multiple choices, which offer the respondents with a choice of specific answer. b) Open-ended questions: In this type, space is provided for the respondent to give the response.

DATA COLLECTION:

Study on Motivation has been carried out by the questionnaire of 15 questions related to various aspects of Motivation circulated among 100 employees of the Company at DR REDDY’S LABORATORIES LTD.

Before preparing the actual questionnaire discussions have been conducted. The headings under the questionnaire cover wide area like employee responsibilities, process task, risk, suggestions and utilization of resources.

LIMITATIONS OF THE STUDY:



The response of various employees could be subjected to bias.



Questionnaire consists of limited questions.



Rational behavior of the sample.



Resource constraints: a) Time b) Money c) People



Some people may not be aware of Motivation system.



Some people may not trust the methods followed for their Motivation.



The study is conducted for a short period of nearly 1.5 months.

Period of the study: The project duration for the period of 45 days

CHAPTER II REVIEW OF LITERATURE

In a complex and dynamic environment, leader of the organization used to create the environment in which employee feel trusted and are empowered to take decisions in the organization which leads to enhance motivation level of employee and ultimately organizational performance are enhanced. Smith and Rupp (2003) stated that performance is a role of individual motivation; organizational strategy, and structure and resistance to change, is an empirical role relating motivation in the organization. Likewise, Luthans and Stajkovic (1999) concluded that advancement of human resources through rewards, monetary incentives, and organizational behavior modification has generated a large volume of debate in the human resource and sales performance field. According to Orpen (1997) better the relationship between mentors and mentees in the formal mentoring program, the more mentees are motivated to work hard and committed to their organization. Likewise, Malina and Selto (2001) conducted a case study in one corporate setting by using balance score card (BSC) method and found out that organizational outcomes would be greater if employees are provided with positive motivation. The establishment of operations-based targets will help the provision of strategic feedback by allowing the evaluation of actual performance against the operations-based targets. Goal-directed behavior and strategic feedback are expected to enhance organizational performance (Chenhall 2005). Kunz and Pfaff (2002) stated no substantive reason to fear an undermining effect of extrinsic rewards on intrinsic motivation. Decoene and Bruggeman (2006) in their study developed and illustrated a model of the relationship between strategic alignment, motivation and organizational performance in a BSC context and find that effective strategic alignment empowers and motivates working executives. Leaders motivate people to follow a participative design of work in which they are responsible and get it together, which make them responsible for their performance.

Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of employee motivation and achievement which, in turn, can advance to important returns in terms of firm-level performance.

Garg and Rastogi (2006) identified the key issues of job design research and practice to motivate employees’ performance and concluded that a dynamic managerial learning framework is required to enhance employees’ performance to meet global challenges. Vuori and Okkonen (2012) stated that motivation helps to share knowledge through an intra-organizational social media platform which can help the organization to reach its goals and objectives. Den and Verburg (2004) found the impact of high performing work systems, also called human resource practices, on perceptual measures of firm performance. Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and seek to find meaning and purpose in their work, and an aspiration to be part of a community, hence making their jobs worthwhile and motivating them to do at a high level with a view to personal and social development. According to McCormick and Tifflin (1979), motivation can be either intrinsic or extrinsic. Intrinsic motivation stems from motivations that are inherent in the job itself and which the individual enjoys as a result of successfully completing the task or attaining his goals. While extrinsic motivations are those that are external to the task of the job, such as pay, work condition, fringe benefits, security, promotion, contract of service, the work environment and conditions of work. Such tangible motivations are often determined at the organizational level, and may be largely outside the control of individual managers. Intrinsic motivation on the other hand are those rewards that can be termed “psychological motivations” and examples are opportunity to use one’s ability, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner. According to Dessler (1980) motivation is both one of the simplest and most complex of management jobs. It is simple because people are basically motivated or driven to behave in a way which will lead to rewards. Daschler and Ninemeier (1984) said “Motivation is a state or force within an individual that makes the employee act in a way designed to achieve some goal. Taking this broad definition and putting it into the context of supervision, motivation is what the supervisor does to encourage and influence other people to take necessary action”. Kovach (1987) stated that motivation is the force within a person that makes him/her act in a certain way to achieve some goal. Motivation is, in fact, an internally generated forces or drive within the individual which provides an incentive for the employee to act. Research

suggests that as employees' income increases, money becomes less of a motivator and as employees get older, interesting work becomes more of a motivator. According to Drummond (1990) motivation is in the individual and helps to explain behavior. Motivation is an intricate inside process with three components: what drives the individual to behave in certain ways, what steers the behavior, and what maintains the behavior. To satisfy the employees’ need is very difficult because each employee has different characteristics that affect behavior. The factors that organizations have to be concerned with are self-concept, attitudes, values, interests, feelings, personality, and life experiences. They have to encourage employees through a positive organizational climate that is motivating. This is due, in part, to the fact that what motivates employee changes constantly Bowen & Radhakrishna (1991). It is not possible to understand, explain or predict human behavior without some knowledge of motivation” Cai (1993). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers Bedeian (1994). Bong (1996) generally, motivation models may be classed as belonging to one of two theoretical orientation groups – cognitive models and social-cognitive models. Cognitive models of motivation “place greater weight on understanding learners’ covert thought processes, often overlooking the impact of social and contextual variables” i.e. they focus on the individual characteristics at the expense of the job and work environment characteristics. Young (2001) suggests that motivation can be defined in a variety of ways, depending on who you ask. Ask someone on the street, you may get a response like “it’s what drives us” or “it’s what makes us do the things we do.” Therefore motivation is the force within an individual that account for the level, direction, and persistence of effort expended at work.” It is important to note, however, that Frey uses the term external intervention.

According to Frey, intrinsic motivation is not only influenced by external rewards but also by regulations and commands. In Frey’s definition, intrinsic motivation has ‘acquired the meaning of being motivated to do something without being forced by commands and without being paid to do it’. In order to be able to understand how changes in organizations may affect employee performance it is of great importance to understand the effects that changes in the organization may have on employee motivation. While employees might be able to perform a certain job, if they aren’t willing to give their utmost while doing this, employee performance will be low. Employee motivation, therefore, is an important determinant of performance at the workplace Houkes (2001).

Around the 1960s it became popular to look upon motivation in terms of human potential. Although the human relations school represented a considerable advancement on traditional thinking, it could also not provide a complete explanation for of behaviour in the workplace. It gradually made way for the human potential model. According to theorists like McGregor, Maslow, Argyris and Likert, the human relations view simply allowed for a more sophisticated way than financial reward to manipulate the worker. They maintained that a worker is motivated by much more than just money or satisfying social relationships, and that especially a sense of achievement resulting from performing meaningful and challenging work is a potent employee need. They also argued that people are already motivated to perform their tasks effectively, and do not necessarily regard work as unwanted or unpleasant. This school of thought remains dominant in motivation theorizing and application today. Cofer and Appley (1968) provided an interesting account of the early historical development of the employee motivation concept. They dated interest in motivational phenomena back to Darwin and Freud, and held that it is probably true that the form of the early dominant motivation questions stemmed largely from concepts relating to Darwinian evolution. Freud, and various others, was influenced by these concepts. Beach (1980) saw motivation as a willingness to expend energy to achieve a goal or reward. This author took somewhat of a behaviorist approach in stating that behavior that is perceived to be rewarding will be repeated, whereas behavior that goes unrewarded or is punished, tends to be extinguished. He recognizes intrinsic motivation related to the job content, and that which occurs when people perform an activity from which they derive satisfaction from simply engaging in the activity itself. Further he regarded extrinsic motivation as related to the job environment, which provides a person with the incentives and rewards he or she receives after having performed the work. Beck (1983) expressed a similar view, and stated that motivation is concerned with explaining the variation in behavior, such as why some people work harder than others. Work characteristics in this regard refer to specific characteristics of a person’s job, for example its task variety, whereas personal characteristics include those determined by a person’s personality, for example an intrinsic need for achievement. Van Niekerk (1987) saw work motivation as the creation of work circumstances that influence workers to perform a certain activity or task of their own free will, in order to reach the goals of the organization, and simultaneously satisfy their own needs. In the field of organization psychology, work motivation is clearly approached from several angles. As a

result, a single comprehensive definition of motivation, which covers all purposes in the field, is not possible. Du Toit (1990) added that three groups of variables influence work motivation, namely individual characteristics, such as people’s own interests, values and needs, work characteristics, such as task variety and responsibility, and organizational characteristics, such as its policies, procedures and customs. The concept of motivation is therefore particularly useful in its ability to increase general understanding and prediction of behavior. Gouws (1995) defined motivation as an inner wish or urge that originates with an individual, either consciously or unconsciously, to complete a task successfully because it is enjoyable, and not necessarily for what will be received in return. Petri (1996) also regarded motivation as the forces acting on or within a person to initiate and direct behavior. It explains differences in intensity of behavior, and why behavior occurs in one situation, but not in another. Pinder (1998) contended that an essential feature of this definition is that work motivation is an invisible, internal and hypothetical construct, and that researchers therefore have to rely on established theories to guide them in the measurement of observable manifestations of work motivation. In terms of equity theory for example, work motivation is expected to manifest in both attitudinal (e.g. job satisfaction) and behavioral (e.g. performance) measures, whereas in terms of goal-setting theory the primary manifestation of motivation is behavioral (e.g. enhanced performance when ability remains unchanged). Pinder (1998) described work motivation as the set of internal and external forces that initiate work-related behavior, and determine its form, direction, intensity and duration. The concept focuses on events and phenomena of the work context only, and includes the influence on work behavior of both environmental forces and those inherent in the person. Schultz and Schultz (1998), regarded motivation as simply the personal and workplace characteristics that explain why people behave the way they do on the job. Spector (2003) described motivation as an internal state that induces a person to engage in particular behaviors, and held that motivation may be viewed from two angles. On the one hand, motivation encompasses direction, where a particular behavior is selected from a choice of behaviors. It refers to the amount of effort put into a task, and persistence, which denotes the person’s continuing engagement in the selected behavior. On the other hand, motivation is also concerned with a desire to achieve a certain goal, which derives from the particular individual’s own needs and desires.

Bruce and Pepitone (1999) propose an interesting viewpoint according to which managers cannot motivate employees; managers can only influence what employees are motivated to do. The role of facilitating quality subordinate-superior communication at various levels effectively employing a wide range of communication channels has been praised by Shields (2007) in terms of its positive contribution in boosting employee morale. Shields (2007) stresses two specific advantages of such a practice that relate to offering employees a chance to raise their concerns and put across their points regarding various aspects of their jobs, as well as, supplying them with the feeling of engagement and appreciation. According to Lockley (2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. Lockley (2012) warns that in order for motivational aspects of training and development initiatives to be increased, ideally they need to be devised and implemented by a third party with relevant competency and experience. Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organizations, however, at the same time; many organizations are left behind from benefiting from such opportunities. An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices. Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible motivational tools such as celebrations of birthdays and other important dates with the participation of whole team According to Thomas (2009) the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as

the major obstruction for management in engaging in employee motivation in an effective manner. Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular. Namely, culture can be explained as knowledge, pattern of behavior, values, norms and traditions shared by members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a major obstruction in the way of successful employee motivation. Lockley (2012) by insisting that certain practices such as engaging in constructive arguments and dialogues in workplace can prove to be highly motivational for the representatives of Western culture, whereas the same set of practices can prove to be counter-productive for employees from Asian countries due to vast cross-cultural differences. Llopis (2012) draws attention to the increasing relevance of the work-life balance problem for modern employees and stresses its negative impact on the level of employee motivation. Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of worklife balance in personal level, management investment on the level of employee motivation can be wasted.

THEORIES OF MOTIVATION

1. Abraham Maslow’s “Need Hierarchy Theory”: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human

needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are:

(i) Physiological needs: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or Safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. (v) Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving one’s potential and self-fulfillment. It is to maximize one’s potential and to accomplish something.

As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. This can be attributed to the theory’s intuitive logic and ease of understanding. However, research does not validate these theories. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. 2. “Theory X and Theory Y” of Douglas McGregor: McGregor, in his book “The Human side of Enterprise” states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under the assumptions of theory X:



Employees inherently do not like work and whenever possible, will attempt to avoid it.



Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals.



Employees avoid responsibilities and do not work fill formal directions are issued.



Most workers place a greater importance on security over all other factors and display little ambition.

In contrast under the assumptions of theory Y: 

Physical and mental effort at work is as natural as rest or play.



People do exercise self-control and self-direction and if they are committed to those goals.



Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization.



That the way the things are organized, the average human being’s brainpower is only partly used.

On analysis of the assumptions it can be detected that theory X assumes that lowerorder needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to enforce obedience” and the “right to command.” In contrast Theory Y organizations can be described as “participative”, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. 3. Frederick Herzberg’s motivation-hygiene theory : Frederick’s theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfies for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: “What do people want from their jobs?” From the responses received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the

organization is natural and the presence of the same does not lead to motivation. However, there no presence leads to demotivation.

Examples of Hygiene factors are: Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration. Examples of Motivational factors are: Growth prospectus, job advancement, responsibility, challenges, recognition and achievements. 4. Contributions of Elton Mayo : The work of Elton Mayo is famously known as “Hawthorne Experiments.” He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were : 

People are motivated by more than pay and conditions.



The need for recognition and a sense of belonging are very important.



Attitudes towards work are strongly influenced by the group.

5. Vroom’s Expectancy theory: An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Effort -------> Performance linkage (How hard will I have to work?) Performance

------->

Reward

linkage

(What

is

the

reward?)

Attractiveness (How attractive is the reward?)

The most widely accepted explanations of motivation have been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore: Motivation = Valence x Expectancy The theory focuses on three things: 

Efforts and performance relationship



Performance and reward relationship



Rewards and personal goal relationship

This leads us to a conclusion that:

6.Clayton Alderfer’s ERG Theory Or Three Needs Theory: Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence – Relatedness – Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are : 1. In an individual, more than one need may be operative at the same time. 2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. 3. It also contains the frustration-regression dimension. OBJECTIVES OF MOTIVATION

■ To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. ■ Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which

particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels. ■ As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation. ■ Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management. ■ Increasingly the influence of behavioral science discoveries are becoming important not merely because of the widely-acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks. ■ The former demand better-educated, mobile and multi-skilled employees much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees. ■ Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy.

REQUIREMENT FOR MOTIVATION



We have to be Motivated to Motivate



Motivation requires a goal



Motivation once established, does not last if not repeated



Motivation requires Recognition



Participation has motivating effect



Seeing ourselves progressing Motivates us



Challenge only motivates if you can win



Everybody has a motivational fuse i.e. everybody can be motivated Group belonging motivates

USES OF MOTIVATION 

Motivation helps an employee to perform at his potential best.



Supervision is not required for a self-motivated employee.



Motivation drives a person to achieve the prescribed goals.



Proper motivation creates a competitive spirit among the employees in the organization.



Motivation is the only tool to control an employee’s actions without continuous supervision.

MOTIVATION IN DR REDDY’S LABORATORIES LTD

Performance of the employees is to be critically assessed to provide adequate growth opportunity to those with potential for assuming higher responsibilities as well as for eliminating the deficiencies in the way of effective performance of the responsibilities assigned. Once the performance of a employee is assessed, the results are analyzed and decided whether there is requirement for the motivation activities to make the under performing employees to perform better. The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines.In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced.

Performance is considered to be a function of ability and motivation, thus: Job performance = f (ability) (motivation)

Why study and apply employee motivation principles?

Quite apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and creative. The inverse also holds true. The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization.

DR REDDY’S LABORATORIES LTD follows the following methods to motivate their employees:

(1) Treat staff well: Subordinates have to be treated with diligence. The manager has to stay friendly as well as maintain a level of distance with his staff. It’s a tricky ground to tread. The staff looks up on the manager as their leader. They expect maturity, rationality and understanding from their superiors. Simple things like calling people by their first name, chatting about their families for a while or even a general inquiry about their well-being, brings in a feeling of belongingness. Small gestures of this type help in building up of a cordial relationship. (2) Think like a winner: A manager has to handle two situations, “The Winning” and “The loosing”. The crux is to think like a winner even when all the odds seem against you. It is necessary to equip yourself with all the tools of a winner. Always remember that winning and loosing rotate in a cycle. If you have been losing from a long time you are very near the winning edge. (3) Recognize the differences: All the employees in the organization vibrate to a different pace. A treatment that motivates one may demotivation the other. Understanding the difference in temperament in between the individuals is important. 4) Set realistic goals: Set moderate goals. Setting too high a task creates a feeling of non-achievement, right from the beginning itself. The goals set should be such which seem feasible to the employees to be achieved. A slightly higher target than expected provides a challenge.

(5) Prevent Demotivation : A job of the manager is to motivate people. His task requires him to punish and penalize people. This might create resentment in the mind of the staff members, which may affect the productivity of the workforce. Henceforth, care should be taken, that punishment and penalties are used as a controlling technique and that they do not demotivation. (6) Job-financial enrichment and small job changes are handy: To make job more effective and to break the monotonous routine, small task additions and minor changes are always welcome. Even small suggestions of the manager seem valuable to the employees. A few challenges in the same job can enrich it. (7) Non-financial rewards: Monetary rewards have always had a high motivational capacity. But non-monetary rewards are equally helpful. A thank you note, a letter of appreciation or even few words of praise can help smoothen the creases between the different levels of management.

CHAPTER III

COMPANY PROFILE

INTRODUCTION TO PHARMACEUTICAL INDUSTRY Pharmaceuticals Pharmaceuticals are medicinally effective chemicals, which are converted to dosage forms suitable for patients to imbibe. In its basic chemical form, pharmaceuticals are called bulk drugs and the final dosage forms are known as formulations. Usage of pharmaceuticals is governed by the underlying medical science. The four primary medical sciences are as under. 

Allopathy or modern medicine has gained global popularity.



Ayurveda, an ancient Indian science, mainly used herbal remedies.



Unani, having Chinese origin, is prevalent in South East Asia.



Homeopathy, founded by a German physician, was fairly popular in the early 19th century. World – Over, the pharmaceuticals industry is focused on Allopathy, the most

modern medical science. Other modes of medical treatment such as Homeopathy, Ayurveda and

Unani

are

more

prevalent

in

third

world

countries.

BULK DRUGS Bulk drugs are medicinally effective chemicals. They are derived from 4 types of intermediates (Raw materials), namely 

Plant derivatives (herbal products)



Animal derivatives e.g. insulin extracted from bovine pancreas



Synthetic chemicals



Biogenetic (human) derivatives e.g. Human insulin

Bulk drug discovery requires intensive and expensive research. New drugs are patented by the innovator to ensure commercial gains on his R&D investment. When a drug goes off patent it becomes generic. Bulk drugs can be broadly categorized as 

Under patent



Generic or off patent.

A patent provides exclusivity of manufacturing / licensing to the discoverer i.e. patent holder for a stipulated time period.

FORMULATIONS Doctors Post-diagnose to cure a disease or disorder in the patient primarily prescribes formulations. To prevent misuse/incorrect administration, most formulations are disbursed by pharmacies only under medical prescription and these are called ethical products. However, some formulations such as pain balms, health tonics etc. can also be purchased by users directly. These are called over-the-counter (OTC) products. Formulations can be categorized as per the route of administration to patients, viz. 

Oral i.e. tablets, syrup, capsules, powders etc. taken internally.



Topical i.e. ointments, creams, liquids, aerosols that are applies on the skin.



Parenterals i.e. sterile solutions injected in an intravenous or intramuscular fashion.



Others such as eye-drops, pessaries, surgical dressings etc.

I.2. INDIAN PHARMACEUTICAL INDUSTRY

The Indian Pharmaceutical Industry today is in the front rank of India’s sciencebased industries with wide ranging capabilities in the complex field of drug manufacture and technology. 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 medicines is now made in India. The organized sector of the Pharmaceutical Industry has played a key role in promoting and sustaining development in this vital field. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past fifty-three years and helped to put India on the pharmaceutical map of the world. The Pharmaceutical

Industry in India provides excellent facilities. It has quality producers and regulatory authorities in USA and UK approve many units. The Indian market has some unique advantages. India has a 53-year-old democracy. It has an educated work force and English is commonly used. It has a solid legal framework and strong financial markets. Professional services are easily available. There is already an established international industry and business community. It has a good network of worldclass educational institutions and established strengths in Information Technology. The country is now committed to a free market economy and globalization. Above all, it has a 70 million middle class market, which is continuously growing. 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 Pharmaceutical Industry, with its rich scientific talents and research capabilities, supported by Intellectual Property Protection regime, is well set to mark its place as a Sunrise industry. India is on the threshold of biotechnology resolution vast changes to facilities growth are taking place in the country the advantages the country was are the large pool of scientific talent available at reasonable cost a wealth of R &D institutions. The respondent of Bio-technology under the ministry of science & technology Govt. of India, set up in 1986 has promoted and accelerated the pace of development of Biotechnology in India. The department has founded several R &D project, demonstrating and infrastructure facilities around the country. The India pharmaceutical industry today is in the front rank of India’s today is in the front rank of India’s science based Industries with wide ranging capacities in the complex field of drug mfg& tech at ranks very high in this world, in term of technology, quality and range of medicines mfg. History Phase I - The beginning 1850 – MNC’s Import bulk drugs and self formulations. 1954 - Indian Govt. intervenes in the industry of restrict import and promote self – Reliance 1958 - Soviet union recommends that India set up units to Mfg.

 Antibiotics  Synthetic drugs  Vitamins  Surgical and medical equipment

Phase 2 Restrictive policy

1970- Process potent act introduced 1975-FERA limits foreign holdings in Indian companies to 40% 1976-MNC’s are required to produced 20% of the bulk drug in India 1979-Drug and price control introduced.

Phase -3 1994-DPCO Relaxed  FERA relaxed  MNC’s not forced to Mfg bulk drugs  Govt. to recognize product contents by year 2005 1995- MNC Interests in India Setup

Indian Pharma R&D SWOT Strong Chemistry Strengths  Mature Industry with strong mfg base with capacity to produce quality drugs at relatively lower costs.  A very rich base of Traditional knowledge in the Therapentics i.e. Ayurveda, Sidha, Unani.  Well developed Engg. base to produce wide range of Pharmaceutical equipment and machinery  Abundance of S&T talent and infrastructure

 Successful experience in innovative process chemistry  Access to branch bank of internationally acclaimed NRI, S&T Professionally Weakness  Sub- Critical R&D Investments  Lock of Innovative R &D culture in industry.  Poor networking among constituents in the innovation chain  Inadequate framework for clearance of new drug investigation & registration  Inadequate trained manpower in emerging areas. Opportunities  Due to rising cost of R &D overseas greater tendency towards out sourcing and networking.  Expertise to blend knowledge of traditional medicine with modern sciences  Increasing competence in biology, immunology, and biotech  Early R&D wins boosting confidence  Large no. Of Patients covering wide range of diseases  Potential for clinical research and initiating clinical trail  Opportunities to improve quality standards Threats  Inability to cope-up units the rapidly changing new drug discovery tech and process at the global level  Rapidly changing standards of quality and Mfg at the international level  Lack of clearly articulated and facilitative national IPR policies.  Lack of strategy to bring convergence between aspirations of the “Small” and Big players.  Reducing tariff levels and dumps can be treat to survivals of products and industry

Factors favoring Indian pharmaceutical industry  Competent work force  Cast-effective chemical synthesis  Legal & financial frame work  Information & technology  Globalization  Consolidation

Industry structure The P.I is very aptly described as a ‘Life-line’ industry it plays vital role in alleviating the sufferings of millions of people and controlling various oilmen’s that afflict human beings 3 main sectors 

The public sector



The Indian Private sector



The foreign sector

There are 24,000 firms engaged in the production of drugs and pharmaceuticals

Policies & Regulations  Drugs prices control order (DPCO-1979)  General Agreement on tariff and trade (GATT- April 1994)  Implications of the WTO 

On prices of Drugs



On R&D

 The Indian Patent act (IPA -1970)

Vision after 2006

With the mark of industrial revolution in the 19th century there came LPG i.e., Liberalization, Globalization, Privatization, as obvious is led way to trade Mal-practices. Thus the need for some International agreements and between the various Nations to protect and safeguard the trading rights & interest i.e. was felt.

The most remarkable of this is the GATT. Which came into the existence in the year 1947 through International trade was regulated in accordance with the terms of this agreement but a need to upgrade it to meet the ends of international trade.

The situation has changed with the emergence of innovation-driven global drug markets. At the international level, the pharmaceutical market accounts for nearly a quarter of the entire healthcare sector and has been growing impressively owing to changing demographics and patient profiles (ageing, lifestyles and obesity-lined disorders) and increased health awareness amongst patients. The industry is providing innovative cures for various ailments. Per capital spending on pharmaceuticals has been increased from $72 in 2000 to $87 in 2002 around the world.

Indian’s $10-billion worth pharmaceutical industry ranks fourth globally in terms of volume and thirteenth in terms of value. The country also accounts for the largest number of drugs approved by the United States Food and Drug Administration (FDA) outside America. However, India, which has 16 percent of the world population, produces only 1.2 per cent of the global output of pharmaceuticals and the annual per capita consumption of drugs in India is one of the lowest in the world at $3.

Outsourcing of clinical trials and drug research India is becoming the world’s back office. The question now arises whether the country will also become a powerhouse for the outsourcing of drug research, clinical trials and manufacturing. Trends already emerging suggest the answer is ‘yes,’ but significant underlying differences indicate that India’s IT experience may not prove cal industry. One difference between these two industries relates to out-put characteristics. Indian IT industry outsourcing growth has been driven almost entirely by the sales of commodity services as a result of its incredible cost advantage. In contrast, India’s leading pharmaceutical firms already have achieved a level of sophistication that goes well beyond the ability simply to perform routine tasks for contractors in other countries. As a result, these companies are becoming welcome partners with some of the world’s leading pharmaceutical firms.

Ranbaxy, for example, has recently signed an agreement with GlaxSmithKline (GSK) to commercialize compounds they develop together-although the two companies were

locked in a patent usually. Prospects for the Indian pharmaceutical industry will be bright if it can move beyond the commodity production model and share in the significant financial benefits stemming from co-development and ownership of new, patented products. Another difference is the high degree of regulation the pharmaceutical industry faces. Unlike IT mutually all aspects of the pharmaceutical industry are tightly regular from R&D through production, sales and marketing. The most by hurdle to clear is getting marketing approval, both locally and in many markets abroad and, in particular in the United States, where the firm and Drug Administration erects barriers to entry by requiring cost and timeconsuming clinical tribal demonstrate new product safety a efficacy.

But while regulation poses challenges, it also brings opportunities. In the recent past, India has become a major centre for administers clinical trials. The main attraction is the potential to save time and money, with drug tests requiring on one-third to one-half of the cost and duration that would be involved in Europe or the United States. To the extent that Indian pharmaceutical companies maintain a competitive advantage with respect to clinical trials, and regulation could be viewed as the cloud with the silver lining.

A final difference relates to International competition. In global outsourcing, India is the undisputed leader. In contrast, the Indian pharmaceutical industry is likely to face fierce competition from Chinese pharmaceutical and biotech companies.

If China emerges a key force in this industry, it could exert a huge downward pressure on prices. Particularly in the development of biotech drugs, China appears to the ahead of India, having been the only country in the developing world to participate in the international Human Genome Project.

Spurious drugs The spurious drug industry is becoming well established in India. According to the World Health-organization (WHO) 2001 statistics, 35 per cent of the world’s spurious drugs are produced in India, followed by Nigeria at 23 percent. Spurious drugs are life threatening, and not life-saving, drugs.

Unlike other cases, where the consumers knows is intent, the spurious drug industry thrives on consumers ignorance, lack of stiff penalty for indulging in such activity and finally on lax regulatory system. Packaging is so perfect that distinguishing a spurious drug from a genuine one is almost impossible. Re usage of drugs past their expiry date is yet another menace. Nearly seven out of ten drugs have been found to be of less potency. Generally, state governments settle for tenders quoting the lowest bid. But quality is more important than price. Filling spurious drugs in used medicine bottles is another modus operandi. Cheaper substitutes for biotech drugs constitute another area of concern. Thus, spurious drugs clam a market share of 20 percent of the total drug market in India.

Herbal Medicines Currently, India exports herbal materials and medicines worth around Rs 12 billion in comparison to China’s Rs 200 billion equivalents of plant-based exports including raw drugs and therapeutics. Of course, while most of the Chinese plant drug products are made from herbs grown commercially on farms, thereby giving them standardization in quality, Indian plant drugs are normally made from herbs collected from the wild. The centre has set up the National Medicinal Plants Board, under which 13 state boards have been setup. The everincreasing need for medicinal plants has prompted states like Kerala to consider agri-export zones exclusively for medicinal plants. Impressive progress There are around 250 large units and 8000 small-scale units that form the core of the pharmaceutical industry in India. These meet around 70 percent of the country’s demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles.

Foreign Investment The industry is not happy over the government’s decision to raise the foreign direct investment (FDI) ceiling limit from 74 per cent to 100 per cent.

With unconditional opening up of the Pharma sector, multinationals may route their new products through their 100 per cent subsidiary, thus jeopardizing the interests of the existing units and their share-holders. Impact of globalization Beginning January 1, 2005, India opted for a new world order and abandoned its decades-old drug policy. The union government issued an ordinance o amend the Indian Patents Act 1970 to introduce product patent for drugs. In the past, the government granted patents to companies only on the process used to manufacture them, and not on the final product. When the patents act was amended—first in 1999 and then in 2002—the government promised that the third amendment would address social concerns. Critics say that the government has paid no attention to this objective. After January 1, 2005, India has been obliged to implement a globally harmonized product patent regime. Now, the country is not allowed to manufacture market or import a patented drug, except under license from the patentee. Of course, the Doha declaration at eh Fourth Inter-ministerial Conference of the World Trade Organization (WTO) reiterated that public health needs, would be given priority over private rights granted under the patent system. Drugs worth around Rs 30 billion, representing around 15 per cent of the domestic pharmaceutical market, have come under patent protection. This essentially means that generic versions of these drugs being sold in the domestic market will have to be withdrawn. The country’s official version is that globalization is not going to raise drug prices, the reason 97 per cent of the drugs in India are off patents. The twelve anti0retro-viral drugs, most used for AIDS and manufactured in India, cannot be patented as they are pre-1995 inventions. India will continue to manufacture, use and export them without hindrance.

Dr Reddy’s laboratories Ltd Introduction Dr Reddy’s laboratories were founded by Dr. Anji Reddy, an entrepreneur-scientist, in 1984. The DNA of the company is drawn from its founder and his vision to establish India’s first discovery led global pharmaceutical company. In fact, it is this spirit of entrepreneurship that has shaped the company to become what it is today.

Dr. Anji Reddy, having moved out of Standard Organics Limited, a company he had successfully co-founded, started Dr. Reddy’s Laboratories with $ 40,000 in cash and $120,000 in bank loan! Today, the company with revenues of Rs.1947 crore (US $446 million), as of fiscal year 2005, is India’s second largest pharmaceutical company and the youngest among its peer group.

The company has several distinctions on its credit. Being the first pharmaceutical company from Asia Pacific (outside Japan) to be listed on the New York Stock Exchange (on April 11, 2001) is only one among them and as always. Dr. Reddy’s chose to do it in the most difficult of circumstances against widespread skepticism. Dr. Reddy’s chose up trumps not only having its stock oversubscribed but also becoming the best performing IPO that year.

Dr. Anji Reddy is well known for his passion for research and drug discovery. Dr. Reddy’s started its drug discovery programme in 1993 and within three years it achieved its first breakthrough by out licensing as anti-diabetes molecule to Novo Nordisk in March 1997. With this very small but significant step, the Indian industry went through a paradigm shift in its image from being known as just ‘copycats to ‘innovators’! Through its success, Dr. Reddy’s pioneered drug discovery in India. There are several such inflection points in the company’s evolution from a bulk drug (AP) manufacturer into a vertically integrated global pharmaceutical company today.

Today, the company manufactures and markets API (Bulk Actives), Finished Dosages and Biologics in over 100 countries worldwide, in addition to having a very promising Drug Discovery Pipeline. When Dr. Reddy’s started its first big move in 1986 from manufacturing and marketing bulk actives to the domestic (Indian) market to manufacturing and exporting difficult-to-manufacture bulk actives such as Methyldopa to highly regulated overseas markets, it had to not only overcome regulatory and legal hurdles but also battle deeply entrenched mind-set issued of Indian Pharma being seen as producers of ‘cheap’ and therefore ‘low quality’ pharmaceuticals. Today, the Indian Pharma industry, in stark contrast, is known globally for its proven high quality-low cost advantage in delivering safe and effective pharmaceuticals. This transition, a tough and often-perilous one, was made possible thanks to the pioneering efforts of companies such as Dr. Reddy’s.

Today, Dr. Reddy’s continues its journey. Leveraging on its ‘Low Cost, High Intellect’ advantage. Foraying into new markets and new businesses. Taking on new challenges and growing stronger and more capable. Each failure and each success renewing the sense of purpose and helping the company evolve.

With over 950 scientists working across the globe, around the clock, the company continues its relentless march forward to discover and deliver a breakthrough medicine to address an unmet medical need and make a difference to people’s lives worldwide. And when it does that, it would only be the beginning and yet it would be the most important step. As Lao Tzu wrote a long time ago, ‘Even a 1000 mile journey starts with a single step.

Location DRL was recently restructured Into SBU’s (Strategic Business unit) as followings 1. SBU Bulk activities 2. SBU Branded Formulations.

3. SBU generic formulations 4. SBU emerging business 5. SBU R & D Based on the nature of business each SBU is defined as a separate entity on the lines of profit center concept. The corporate office of Dr. Reddy's Laboratories ltd. is located at Ameerpet, Hyderabad. The SBU bulk is having six units out of which

3 units are located at Bollaram, Medak district. 1 unit at Jeedimetla, Qutubllapur mandal, Hyderabad. 1 unit at Paidibheemavaram, Srikakulam district.

1 unit at Miriyalaguda, Nalgonda district. Punch line Life.Research.Hope. DRL’s core purpose To help people lead healthier lives DRL’s mission To be the first Indian pharmaceutical company that successfully takes its products from discovery to commercial launch globally. DRL’s core values We strive for excellence in everything we think, say and do. The values that guide our thoughts and actions are 1. Quality 2. Innovation and continuous learning 3. Truth and Integrity 4. Respect for individual 5. Harmony and Social Responsibility FINANCIAL POSITION DRL began as a bold venture into the private pharmaceutical market and is today the third largest pharmaceutical company in India. The initial investment of the project was Rs.15 crore. The current annual turnover are about Rs.900 crore & the current annual turning over of SBU bulk is about Rs.470 crore. DRL has sufficient technical infrastructure and trained manpower for converting its core strengths into opportunities.

RESEARCH & DEVELOPMENT DRL has been one of the pioneers of R&D in India. Established in late 1980’s the research & development division has acquired the status of full-fledged research organization, developed proprietary processors for organic & custom made intermediates. R&D plays an active role in selection of new products & non-infringing routes to manufacture products. It also sets the pace for development & launch of products at right time in the right form & at right place. It has nearly 200 qualified scientists working a process innovation & simplification, cycle & manufacturing, time reduction, waste & energy reduction & continuous process improvement. It is also planning to open a satellite research centre at Atlanta.

INTERNATIONAL OPERATIONS DRL Ltd. has a total of six wholly owned subsidiaries in US, France, Netherlands, Singapore & Hongkong besides three joint ventures in Brazil, Moscow & republic of Uzbekistan & manufacturing facility in China. It also has representative offices in Romania, Ukraine, Vietnam & Kazakistan. The company is in the final stage of setting up a joint venture in China. It has registered 470 products in 28 countries so far & 80 products are in advanced stage of registration. DRL exports it’s reverse engineered under patent bulk drugs, which give higher margins, compared to generics, to countries without stringent patent laws. SERVICES TO THE SOCIETY Apart from making great strides in Indian pharmaceutical industry Dr.Reddy had also made significant contributions to the society. He established Dr.Reddy’s foundation, which touched the lives of thousands of rural women and their families and hundreds of street children in the twin cities of Hyderabad and Secunderabad. This foundation has also undertook child and police (CAP) project which is aimed at withdrawing children from hazardous jobs as getting them into main streams of the society by eradicating child labour. Dr. Reddy’s Foundation

At Dr. Reddy’s we believe that for any development to be sustainable. People need to be empowered to support themselves in the first place. The company also believes that in every human being and organization there is a latent need to ‘give back to society’.

It is with this perspective that Dr. Reddy’s Foundation was incepted by Dr. K. Anji Reddy, Chairman of Dr. Reddy’s Laboratories, in 1996.

In Dr. K. Anji Reddy’s own words, “The Foundation is a laboratory for catalyzing innovative, reproducible and sustainable experiments for social change. For social metamorphosis to be faster and sustainable we realized the need for collective ownership, and identified our role in catalyzing the process. The Foundation is a realization of my childhood dream to help in poverty alleviation. It is also an expression of my gratitude to the society that has been supporting my company’s meteoric growth.

Dr. Kallam. Anji Reddy Chairman, Dr. Reddy’s Laboratories Limited

K. Anji Reddy (B.Sc.-Tech in Pharmaceuticals and Fine chemicals from Bombay University and PhD in Chemical Engineering from National Chemical Laboratory, Pune, 1969) is the founder Chairman of Dr. Reddy’s Laboratories Limited (Dr. Reddy’s). He served in the state-owned Indian Drugs and Pharmaceuticals Limited (1969-75), was founderManaging Director of Uniloids Ltd (1976-80) and Standard Organics Limited (1980-84), before founding Dr. Reddy’s in 1984

Under Dr. Anji Reddy’s leadership, Dr. Reddy’s has

become a pioneer and a

trendsetter in the Indian Pharmaceutical industry. It has turned the Indian bulk drug industry from import-dependent in mid-80s to self-reliant in mid-90s and finally into the exportoriented industry that it is today. Dr. Reddy’s has become the first company to take up drug discovery research in India (1993) and has led the industry from being-dubbed as ‘copycats’ for several years to now being acknowledged as ‘Innovators’. Dr. Reddy’s was listed on the New York Stock Exchange – the first non-Japanese Asian pharmaceutical company to list on NYSE – in April 2001 (RDY).

Dr. Reddy is a serving member of the Prime Minister’s Council on Trade & Industry, Government of India, and has been nominated to the Board of National Institute of Pharmaceutical Education and Research (NIPER). He is also a Member of the Board of Governors of institute of Chemical Technology, University of Mumbai. Dr. Reddy chairs the Governing Body of Hyderabad Eye Research Foundation and also serves on the Board of Vision Research Foundation, Chennai. Naandi Foundation, a not-for-profit development institution that strives for eradication of poverty has Dr. Reddy as its founding father. He is also founder-Chairman of Dr. Reddy’s Foundation for human $ Social Development, a social arm of Dr. Reddy’s, which acts as a catalyst of change to achieve sustainable development. Dr. Reddy has been the recipient of several awards and honors. Notable among them are the Sir PC Ray award, twice conferred on Dr. Reddy be Indian Chemical Manufacturers Association (1984, 1992) and the Federation of Asian Pharmaceutical Associations (FAPA)’s FAPA- Ishidate Award for Pharmaceutical Research in 1998. He was voted Businessman of the Year by India’s leading business magazine Business India in the year 2001. For his pioneering work and introduction of affordable medicine, CHEMTECH Foundation has bestowed on him the Achiever of the Year award in the year 2000 and the ‘Hall of Fame’ award in 2005, for his Entrepreneurship, Leadership and thrust on Innovation. Awards & Accolades

 The Appreciation Certificate of the District Collector for being the “Best Clean Production Industry” for the year 2006 awarded to API Unit-V.

 The Cll “Southern Region Leadership Excellence Award” is won by Dr. Reddy’s for the year 2005.

 The Cll “National Award for ‘Excellence in Water Management” for the year 2005 is won by both API Unit-all as well as API Unit-VI.

 The Generics Unit or Dr. Reddy’s achieves the new ISO 140012004 standard on 9th June, 2005.  The “Greentech Environmental Excellence Silver Award” for the year

2004-05 is won by API-Global Business Unit

CHAPTER IV DATA ANALISYS

& INTERPRETATION

1. How do you feel working in DR REDDY’S LABORATORIES LTD? Satisfied [ ]

Partially Satisfied [ ]

Not Satisfied [ ]

Cannot Say [ ]

Table 1 Work Satisfaction S.NO.

Options

Percentage of respondents

1.

Satisfied

93%

2.

Partly Satisfied

7%

3.

Not Satisfied

0%

4.

Cannot Say

0%

FIG. 1 Work Satisfaction

93%

7% 0%

Satisfied Partly Satisfied

INTERPRETATION: It has been observed in DR REDDY’S LABORATORIES LTD that 93% of employees are satisfied and 7% are partly satisfied working in DR REDDY’S LABORATORIES LTD.

2. Are the employees in your organization fully motivated at work place? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

82%

2.

No

18%

18% Yes No

82%

INTERPRETATION:

It has been observed that 82% of the employees feel that they are fully motivated at work place and 18% does not feel so.

3. Do you think Organization spends enough time for employees? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

84%

2.

No

16%

16%

Yes No

84%

INTERPRETATION:

It has been observed that 84% of the employees feel that organization spends time for employees and 16% do not feel.

4. Does the Management conduct motivation programs to improve your Performance? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

71%

2.

No

29%

29% Yes No

71%

INTERPRETATION:

It has been observed that 71% feels that Management conduct motivation programs to improve their performance and 29% do not feel so.

5. Specify two attributes, the presence of which will motivate you and make Your daily work pleasurable. Superior support [ ]

Decision making [ ]

Work environment [ ]

Cooperation [ ]

S.NO.

Options

Percentage of respondents

1.

Superior Support

25%

2.

Decision Making

14%

3.

Work Environment

21%

4.

Cooperation

40%

Cooperation

21%

25%

14%

Superior support Work environment

40%

INTERPRETATION:

Decision making

It has been observed that 40% employees feel cooperation will motivate, 25% feel Superior support, 21% feel work environment, 14% feel decision making is required. 6. Does the Performance Appraisal system adopted by the management Motivate you? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

74%

2.

No

26%

26% Yes No

74%

INTERPRETATION:

It has been observed that 74% of the employees feel that the Performance Appraisal system adopted by the management motivates them and 26% do not feel so.

7. Do you feel the need to have Counseling and Career planning? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

96%

2.

No

4%

4% 96%

INTERPRETATION:

Yes No

It has been observed that 96% of the employees feel the need to have Counseling and Career Planning and 4% do not feel the need.

8. Do you maintain sound relationship with all you Peers, Superiors and Subordinates? Yes [ ]

No [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

100%

2.

No

0%

100%

0%

Yes

No

INTERPRETATION: It has been observed that 100% of the employees say yes for sound relationship between Peers, Supervisors and Subordinates.

9. Do you think that the level of Communication and interaction between your Superior and you be easy to understand? yes [ ] No [ ]

S.NO.

Options

Percentage of respondents

1.

yes

71%

2.

no

29%

29% yes no

71%

INTERPRETATION:

It has been level of Communication and interaction during Performance Appraisal is satisfactory, 71% feel yes, 29% fell no

10. How much freedom is there in your job? Very much [ ]

Average [ ]

Very little [ ]

S.NO.

Options

Percentage of respondents

1.

Very much

20%

2.

Average

50%

3.

Very little

30%

30%

20% Average Very little Very much

50%

INTERPRETATION:

It has been observed that 20% of the employees are given very much freedom in their job, half of the majority feel that there is not enough freedom and 30% feel very little freedom in the job.

11. Are you given authority to participate in decision making? Yes [ ]

No [ ]

Not applicable [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

40%

2.

No

40%

3.

Not applicable

20%

40%

20%

No Yes

40%

INTERPRETATION:

It has been observed that 40% of the employees are given the authority to participate in decision making, 40% are not and 20% say that it is not applicable to them.

12. Do you think that your skills are utilized properly by the management? Yes [ ]

No [ ]

Not always [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

60%

2.

No

31%

3.

Not always

9%

31%

9%

Yes No Not always

60%

INTERPRETATION:

It has been observed that 60% of the employees think that skills are utilized by the management, 31% say no and 9% are neutral.

13. As a leader, on what basis would you like to divide the work? Seniority [ ] Competence [ ]

S.NO.

Previous performance [ ] Not applicable [ ]

Options

Percentage of respondents

1.

Seniority

23%

2.

Previous Performance

30%

3.

Competence

47%

4.

Not applicable

0%

Competence

30%

Previous performance

23% 0% 47%

Seniority Not applicable

INTERPRETATION:

It has been observed that 47% of the employees perceive that work should be divided on the basis of competence, 30% on the basis of previous performance and 23% on seniority.

14. Do the fringe benefits given in your organization motivate you? Yes [ ]

No [ ]

Neutral [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

62%

2.

No

18%

3.

Neutral

20%

20% No

62%

18%

INTERPRETATION:

It has been observed that majority of employees are given the authority to participate in decision making, 50% are not and 10% say that it is not applicable to them.

15. Are your family members happy with your day-to-day job?

Yes [ ]

No [ ]

To some extent [ ]

S.NO.

Options

Percentage of respondents

1.

Yes

87%

2.

No

5%

3.

To some extent

8%

8% 87%

5%

No Yes To some extent

INTERPRETATION:

It has been observed that almost all employee’s families are happy with their day-to-day job.

CHAPTER V FINDINGS SUGGESTIONS & CONCLUSION

FINDINGS 

Rewards should be given to outstanding performances.



The Organization should recognize the merit of work and should appreciate them to motivate the employees.



For encouraging the best employees, the Organization should further increase the monitory incentives scheme.



More competitions have to be conducted to excavate the abilities, skills, Excellencies of the employees.

SUGGESTIONS The following are the suggestions given by the employees:  Professional and functional Training is needed.  Recognize individual differences  Match people to jobs  Use goals  Individualize rewards  Link rewards to performance  Check the system for equity  Don't ignore money

CONCLUSIONS 1. From the study conducted, the following conclusions can be made 2. The main resource of DR REDDY’S LABORATORIES

LTD, Human Resource is not

used to the extent it should be. 3. DR REDDY’S LABORATORIES

LTD is having a good blend of executives who are

able to motivate the employees in achieving the Organizational goals. But……… 4. There is no simple answer to the question of how to motivate people. Can money motivate? Yes, but money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation and this is balanced by some of the practical factors which can lead to excellence. Human resource remains the focal point and leadership the critical component, and motivation has to be 'tailored' to each individual.

BIBLIOGRAPHY

BOOKS & JOURNALS Bratton, J. and Gold, J. (2000). Human resource management. Mahwah, N.J.: Lawrence Erlbaum. Saunders, M., Lewis, P. and Thornhill, A. (2007). Research methods for business students. Harlow, England: Financial Times/Prentice Hall.

Herzberg, F. (1982). The managerial choice. Salt Lake City, Utah: Olympus Pub. Co. Latham, G. (2007). Work motivation. Thousand Oaks (Calif.) [etc.]: Sage Publications. Mullins, L. (2007). Work motivation and job satisfaction.

WEBSITES https://www.google.co.in/ https://www.wikipedia.org/ https://www.inc.com/encyclopedia/employee-motivation.html https://inside.6q.io/employee-motivation-important/ https://bizfluent.com/about-5387352-definition-employee-motivation.html

ANNEXURE

QUESTIONNAIRE

1. How do feel working in DR REDDY’S LABORATORIES LTD? Satisfied [ ]

Partially Satisfied [ ]

Not Satisfied [ ]

Cannot Say [ ]

2. Are the employees in your organization fully motivated at work place? Yes [ ]

No [ ]

3. Do you think Organization spends enough time for employees? Yes [ ]

No [ ]

4. Does the Management conduct motivation programs to improve your Performance? Yes [ ]

No [ ]

5. Specify two attributes, the presence of which will motivate you and make Your daily work pleasurable. Superior support [ ] Work environment [ ]

Decision making [ ] Cooperation [ ]

6. Does the Performance Appraisal system adopted by the management Motivate you? Yes [ ]

No [ ]

7. Do you feel the need to have Counseling and Career planning? Yes [ ]

No [ ]

8. Do you maintain sound relationship with all you Peers, Superiors and Subordinates? Yes [ ]

No [ ]

9. Do you think that the level of Communication and interaction between your Superior and you be easy to understand? Very good [ ] Adequate [ ]

Good [ ] Satisfactory [ ]

10. How much freedom is there in your job? Very much [ ]

Average [ ]

Very little [ ] 11. Are you given authority to participate in decision making? Yes [ ]

No [ ]

Not applicable [ ]

12. Do you think that your skills are utilized properly by the management? Yes [ ]

No [ ]

Not always [ ] 13. As a leader, on what basis would you like to divide the work? Seniority [ ]

Previous performance [ ]

Competence [ ]

Not applicable [ ]

14. Do the fringe benefits given in your organization motivate you? Yes [ ]

No [ ]

Neutral [ ] 15. Are your family members happy with your day-to-day job? Yes [ ]

No [ ]