Professional Documents
Culture Documents
business school
MAIET
ON
By:
RENU KUMARI
Submitted To:
A REPORT ON
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
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.
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
company in France, will buy out Ahmedabad-based Torrent Pharmaceuticals.Very recently, Dr. Reddys Laboratories signed a definitive agreement to acquire 100% of Meridian.
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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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:
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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.
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).
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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.
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
Perceived Equitable Rewards Intrinsic 7A Intrinsic Rewards Rewards Extrinsic Extrinsic Rewards Rewards
7B
Efforts
Satisfaction Satisfaction
Illustration: I.vi.1
32
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.
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
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
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
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
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
46
25 19 7 6
25 19 7 6
Q 10
n=100
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
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
48
Very difficult
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
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
2 1 1 1 1 1
2 1 1 1 1 1
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
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
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
Q23 No. of employees ? (A) Sales : Total Your city All India
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
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
Qualification n=30
BSc Graduate MBA MSc Count Column Total N % 13 43 4 13 3 10 2 7
68
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
69
23 22 20 12 10 9 8
1 1 1 1 1 1 1
3 3 3 3 3 3 3
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
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
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
72
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. 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
80
0 0 0 0
0 0 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
87
Bloch
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?
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
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?
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?
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________________________________________________________
Casual
Stringent
Twice
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
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?
_________________________________________________________________________ _______________________________________________________________________ 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
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
7. Is the recruitment program of your company aligned with the type of job profile you offer to your Medical representatives?
10
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_______
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?
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?
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
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