Professional Documents
Culture Documents
Employee Motivation
Employee Motivation
PROJECT REPORT
ON
EMPLOYEE MOTIVAT ION
At
DR.REDDYS LAB
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR
AWARD OF THE
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
2014-2016
BY
M. SREESHA
(HT-228014672010)
UNDER THE SUPERVISION OF
K.NEELIMA REDDY
DECLARATION
I M. SREESHA hereby declare, to the best of my knowledge and belief, that this project
titled, EMPLOYEE MOTIVATION AT DR.REDDYS LAB is an original work done
by me, submitted to the OSMANIA UNIVERSITY in partial fulfillment of the
requirements
for
the
award
of
the
degree
of
MASTER
OF
BUSINESS
ADMINISTRATION, for the academic Year 2014-2016. I also further declare that this
project work has neither been reproduced nor submitted elsewhere to any other university
for any other purpose, to the best of my knowledge and belief.
Place:
Date:
Page 2
COMPANYLETTERHEAD
Page 3
COLLEGELETTERHEAD
Page 4
ABSTRACT
In our day to day life, whether you are working for an organization or are doing your own
business or are responsible for your household work, the most common thing many times
is that you get depressed while doing your work. A depressed employee in any
organization is a common sight. Dejected employees, depressed employees, unmotivated
employees, desolate employees, morose looking employees are very harmful to any
organization as they not only decrease the productivity but they also create an atmosphere
in which other colleagues may also feel de-motivated & dejected. Similarly if you run
your own business & remain depressed while doing your work, certainly you shall not
achieve that much in your business if you would have been highly motivated & energetic.
Performance is considered to be a function of ability and motivation To
study about decision-making and streamlining the processes.
To identify services to both executive and Non- executive employees
and staff members.
To know the accuracy of the employee life cycle management.
To
Building
stronger,
lifelong
relationships
within
and
outside
organization community.
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ACKNOWLEDGEMENT
profound
gratitude,
express
my
sincere
thanks
to
REDDY,
Lecturer
and
guide
for
valuable
guidance
and
NAME:
SREESHA
M.
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CONTENTS
Chapter 1
Introduction
Scope of the study
Objectives of the Study
Significance of the study
Sample design
Limitations of the study
Chapter 2
Review of literature
Chapter-3
Industry Profile
Company Profile
Organization structure & chart
Introduction
Chapter 4
Chapter 5
Annexure
Questionnaire
Bibliography
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CHAPTER - I
INTRODUCTION
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INTRODUCTION
Getting people to do their best work, even in trying circumstances, is one of managers
most enduring and slippery challenges. Indeed, deciphering what motivates us as human
beings is a centuries-old puzzle. Some of historys most influential thinkers about human
behavioramong them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow
have struggled to understand its nuances and have taught us a tremendous amount about
why people do the things they do.
Such luminaries, however, didnt have the advantage of knowledge gleaned from modern
brain science. Their theories were based on careful and educated investigation, to be sure,
but also exclusively on direct observation. Imagine trying to infer how a car works by
examining its movements (starting, stopping, accelerating, and turning) without being able
to take apart the engine.
Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and
evolutionary psychology has allowed us to peek under the hood, so to speakto learn
more about the human brain. Our synthesis of the research suggests that people are guided
by four basic emotional needs, or drives, that are the product of our common evolutionary
heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven:
How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce
goods, including intangibles such as social status); bond (form connections with
individuals and groups); comprehend (satisfy our curiosity and master the world around
us); and defend (protect against external threats and promote justice). These drives
underlie everything we do.
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Managers attempting to boost motivation should take note. Its hard to argue with the
accepted wisdombacked by empirical evidencethat a motivated workforce means
better corporate performance. But what actions, precisely, can managers take to satisfy the
four drives and, thereby, increase their employees overall motivation?
In our day to day life, whether you are working for an organization or are doing your own
business or are responsible for your household work, the most common thing many times
is that you get depressed while doing your work. A depressed employee in any
organization is a common sight. Dejected employees, depressed employees, unmotivated
employees, desolate employees, morose looking employees are very harmful to any
organization as they not only decrease the productivity but they also create an atmosphere
in which other colleagues may also feel de-motivated & dejected. Similarly if you run
your own business & remain depressed while doing your work, certainly you shall not
achieve that much in your business if you would have been highly motivated & energetic.
Now, De-motivation, Depression, Dejection, Desolation all these D-words relates to your
mind or relate to your mental position. It's only your MIND that gets depressed, dejected.
You may be physically fit with blood oozing in your nerves, but if you are not well with
your MIND then you are certainly not going to perform to your full potential. Mental
health is where the key to success lies. If you are mentally supercharged then you can
achieve any milestone in spite of having any physical inadequacy.
The definition of motivation is to give reason, incentive, enthusiasm, or interest that
causes a specific action or certain behavior. Motivation is present in every life function.
Simple acts such as eating are motivated by hunger. Education is motivated by desire for
knowledge. Motivators can be anything from reward to coercion.
There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is
internal. It occurs when people are compelled to do something out of pleasure,
importance, or desire. Extrinsic motivation occurs when external factors compel the
person to do something. However, there are many theories and labels that serve as sub
tittles to the definition of motivation. For example: "I will give you a candy bar if you
clean your room." This is an example of reward motivation.
A common place that we see the need to apply motivation is in the work place. In the work
force, we can see motivation play a key role in leadership success. A person unable to
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grasp motivation and apply it, will not become or stay a leader. It is critical that anyone
seeking to lead or motivate understand "Howletts Hierarchy of Work Motivators."
Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of
"Howletts Hierarchy" When these needs are achieved; the person moves up to level four
and then five. However, if levels one through three are not met, the person becomes
dissatisfied with their job. When satisfaction is not found, the person becomes less
productive and eventually quits or is fired. Achievement, advancement, recognition,
growth, responsibility, and job nature are internal motivators. These are the last two levels
of "Howletts Hierarchy." They occur when the person motivates themselves (after external
motivation needs are met.) An employer or leader that meets the needs on the "Howletts
Hierarchy" will see motivated employees and see productivity increase. Understanding the
definition of motivation, and then applying it, is one of the most prevalent challenges
facing employers and supervisors. Companies often spend thousands of dollars each year
hiring outside firms just to give motivation seminars.
Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part
of the teachers job is to provide an environment that is motivationally charged. This
environment accounts for students who lack their own internal motivation. One of the first
places people begin to set goals for themselves is in school. Ask any adult: "What is the
main thing that motivates you." Their answer will most likely be goals. Even the simplest
things in life are the result of goal setting. A person may say, "I want to save 300.00 for a
new T.V." Well, that is a goal. School is where we are most likely to learn the correlation
between goals, and the definition of motivation. That correlation is what breeds success.
So, as you can see, motivation is what propels life. It plays a major role in nearly
everything we do. Without motivation, we would simply not care about outcomes, means,
accomplishment, education, success, failure, employment, etc. Then, what would be the
point?
Human nature can be very simple, yet very complex too. An understanding and
appreciation of this is a prerequisite to effective employee motivation in the workplace
and therefore effective management and leadership
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Frederick W. Taylor
Page 12
Monetary
Scientific
Scientific
Management
Management
Rewards
Personal
Productivity
Highly
Satisfied
Area of
Satisfaction
Achievement
Recognition
Responsibility
Work itself
Personal growth
Motivators Influence
Satisfaction Level
Neither Satisfied
Hygiene Factors
Nor Dissatisfied
Area of
Dissatisfaction
Highly
Dissatisfied
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal relationships
Hygiene Factors
Influence Satisfaction
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Conditions
Pay
Status
Achievement
Recognition
Growth/Advancement
Security
Company policies
Hygiene Factors
Motivation factors
McGregors
Assumptions
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Theory X Employees
Theory Y Employees
Dislike work
Enjoy work
Motivated by threats
Committed to goals
Avoid responsibilities
Accept responsibilities
Value security
These articles on motivation theory and practice concentrate on various theories regarding
human nature in general and motivation in particular. Included are articles on the practical
aspects of motivation in the workplace and the research that has been undertaken in this
field, notably by Douglas McGregor (theory y), Frederick Herzberg (two factor motivation
hygiene theory,) Abraham Maslow (theory z, hierarchy of needs), Elton Mayo (Hawthorne
Experiments) Chris Argyris Rensis Likert and David McClelland (achievement
motivation.)
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Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There are
many options and an uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.
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Restructuring jobs
These are the basic strategies, though the mix in the final 'recipe' will vary from workplace
situation to situation. Essentially, there is a gap between an individuals actual state and
some desired state and the manager tries to reduce this gap.
Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in
a specific way towards goals specifically stated by the motivator. Naturally, these goals as
also the motivation system must conform to the corporate policy of the organization. The
motivational system must be tailored to the situation and to the organization.
In one of the most elaborate studies on employee motivation, involving 31,000 men and
13,000 women, the Minneapolis Gas Company sought to determine what their potential
employees desire most from a job. This study was carried out during a 20 year period from
1945 to 1965 and was quite revealing. The ratings for the various factors differed only
slightly between men and women, but both groups considered security as the highest rated
factor. The next three factors were;
advancement
type of work
Surprisingly, factors such as pay, benefits and working conditions were given a low rating
by both groups. So after all, and contrary to common belief, money is not the prime
motivator. (Though this should not be regarded as a signal to reward employees poorly or
unfairly.)
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The concept of employee motivation is not at all a new idea. It has been around as long as
there have been employees and employers. While the concept itself is not new, new
research and awareness have made new aspects of employee motivation not only a
possibility, but a reality in the world today.
It was not at all uncommon in the past for an employer to offer some system of rewards
and privileges as a means of employee motivation. Recent thinking however has given
way to the fact that this process may actually alienate other workers who, for whatever
reason, may not be as capable in a particular field or endeavor. Ultimately, the belief was
that this was actually contrary to effective employee motivation and in reality, decreased
employee productivity. Since the main idea behind employee motivation is to increase
worker productivity, this was seen as very limited in scope and detrimental in the long run
regarding employer-employee relations.
Recent beliefs and ideas have introduced new concepts to the field of employee
motivation. One of the most common new areas of growth in the area of employee
motivation is through the use of work teams.
This concept of employee motivation had its major start in the aerospace industry. It
allowed a group of dedicated employees to focus together as a team on any given project.
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This idea of employee motivation worked especially well since it allowed for creative
input from a number of employees without restricting the thought of any single person or
alienating any one employee in particular. When the projects went well, the employees
were celebrated as a group or as a team, offering employee motivation to the whole group
instead of to any one individual.
This concept of employee motivation has since evolved and become common in many
fields of study. There are a number of seminars offered which are specifically designed
and promoted as a means to offer not only employee motivation, but to create an
atmosphere of team work that is surprisingly beneficial to worker productivity. By
allowing the people to work together as teams, and as is often the case in these seminars,
making any one employees success dependent on the ability of the team as a whole, the
workers are unified and become more closely knit and function much better together. This
has had profound and far reaching effects in the area of employee motivation.
People are motivated by many things, but most motivations fall into two broad categories.
These are the desire to move to something desirable, or to escape from something
undesirable. And whether we're motivated to or from is determined at least as much by our
particular character as the circumstances we experience.
Considering that our focus tends to realize itself (the so-called law of attraction) it's clear
that a to-mentality is preferable to a from. However, we cannot simply change our
character, and the motivation issue becomes one of making the best of what we are. As
with much of the process of effectiveness the key is knowing yourself, ie the character you
have been blessed with for this incarnation.
The from-motivated person is essentially unhappy. They tend to believe the old myth that
the other man's grass is always greener. The problem with this way of being is that their
will is unguided. They don't like what they have and so jump to anything else. So long as
it's different, it must be better. But it isnt necessarily so...
The problem with the from mentality is that it too often pays too little attention to what it's
moving to - the frying pan to the fire phenomenon. The from motivated tend to be
pessimistic, maybe even depressive, focusing on the negatives of their current situation.
Whatever your current situation it is inevitably imperfect. Life is difficult and filled with
problems to be overcome. That's how we learn, and learning is why we're here. It's not
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wrong to try to better our present circumstances; it's our very reason for being. But by
focusing our thoughts on what we want to escape so we tend to create the same conditions
in our new situation. The form motivated person will move in any of the 359 degrees that's
not where they're going now. The desire for change for change sake, without due
consideration to how we'd like our circumstance to be, is erroneous.
If you have a tendency to move away from that which you dislike, you're probably not the
most detailed of planners. At least be sure to consider your proposed direction long
enough to ensure it offers a likely improvement over what you're trying to leave.
In contrast the to motivated tend to be optimists, focusing on their positives and their
potential to exploit them. For a start their thoughts are on where they'd like to be, and by
that very process so that desired reality begins to come about. The to motivated person
may be dissatisfied with their present conditions, but they will recognize the positives as
well as the negatives. They will have a good self-knowledge and be well informed of the
available options. Having researched the best of those that appeal, they will be in a
position to make an informed choice of a pathway that will yield experience, satisfaction,
and some possibility of success (however that be measured). They will move in the precise
direction most likely to yield "success".
Whether your motivation is to or from, be happy that you are motivated at all - you at least
have a purpose and reason to live. If we should ever lose all motivation our very purpose
ceases and our reason for being vanishes - this is the time to seek professional help. But
barring this, let's be sure our admirable motivation is channeled towards an appropriate
goal.
In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation
one must understand human nature itself. And there lies the problem!
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OBJECTIVES
The main objective of this project is to construct a complete employee
motivation system that automates the vital management processes in the
organization. This can be achieved through:
To study about decision-making and streamlining the processes.
To identify services to both executive and Non- executive employees
and staff members.
To know the accuracy of the employee life cycle management.
To
Building
stronger,
lifelong
relationships
within
and
outside
organization community.
METHODOLOGY:
This chapter includes various tools and techniques that are used by the
investigator that the method followed in processing research survey.
Methodology includes a systematic way of collecting the data through sample
design, analyzing it, processing the data and interpreting the data for
requirement.
TITLE OF THE STUDY:
Employee Motivation at Dr. Reddy Labs
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POPULATION:
Dr. Reddy's Laboratories consists of 300 employees.
SAMPLE SIZE:
The sample size consists of 100 employees.
SAMPLING TECHNIQUE:
A convenience sampling method was adopted to conduct the study.
AREA OF STUDY:
The study has been conducted in Dr. Reddy's Laboratories Limited,
Bollaram, Medak Dist.
DATA COLLECTION:
Primary Data
Primary data pertaining to quality of work-life of the employees is
collected through:
Personal Interviews
Secondary data
Secondary
data
pertaining
to
quality
of
work-life
of
the
The
The questionnaire used is a structured and closed end one. It is one on which
there are definite, concrete and pre determined question. Rating scale is
used in the questionnaire. The respondents are given a scale of
A. Strongly agree
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B. Agree
C. Disagree
D. Strongly disagree
LIMITATIONS OF THE STUDY
1. In DRL employees work in three shifts viz. A, B and C. It is not possible
to
meet them at their work place.
2. There is no scope to talk freely with the employees.
3. The study is restricted to the employees of DRL.
4. The employees are fear of giving facts and right information.
5. The study is limited to UNIT II only.
CHAPTER-II
REVIEW OF LITERATURE
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EMPLOYEE MOTIVATION
Form
- Duration
Direction
- Intensity
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Equity Theory
Expectancy Theory
Reinforcement theory
Agency Theory
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study 2 hours every day for my finance class, will I earn an A grade?
Expectancy
Theory Applications for Managers
Managing Valence
Managing Instrumentality
Managing Expectancy
Page 26
MASLOWS LAW:
SelfActualizatio
n
Self-Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Page 27
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CHAPTER-III
INDUSTRY/COMPANY PROFILE
Chapter-3: profile
Page 29
BULK DRUGS
Bulk drugs are medicinally effective chemicals. They are derived from 4 types of
intermediates (Raw materials), namely
1. Plant derivatives (herbal products)
2. Animal derivatives e.g. insulin extracted from bovine pancreas
3. Synthetic chemicals
4. Biogenetic (human) derivatives e.g. Human insulin
Bulk drug discovery requires intensive and expensive research. So new drugs are
patented 1 by the innovator to ensure commercial gains on his R & D
investment. When a drug goes off patent it becomes generic. Bulk drugs can be
broadly categorized as
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1
2
Under patent
Generic or off patent.
FORMULATIONS
Doctors Post-diagnose to cure a disease or disorder in the patient primarily
prescribes
formulations.
To
prevent
misuse/incorrect
administration,
most
Topical i.e. ointments, creams, liquids, aerosols that are applies on the skin.
The Indian Pharmaceutical Industry today is in the front rank of India's sciencebased industries with wide ranging capabilities in the complex field of drug
manufacture and technology. It ranks very high in the third world, in terms of
technology, quality and range of medicines manufactured. From simple headache
Page 31
The Pharmaceutical Industry, with its rich scientific talents and research capabilities,
supported by Intellectual Property Protection regime, is well set to mark its place as a
Sunrise industry.
Page 32
COMPANY PROFILE
DR.REDDYS LAB
Company Profile
Page 33
Dr.Reddy's laboratory Ltd. was established in Feb 1984 by Dr. Anji Reddy,
chairman, a Ph.D. from National Chemical Laboratories, Pune with a vision to
become the leading global pharmaceutical company.
Dr.Reddy's group was founded to create & deliver innovative health care.
Production of bulk drug Methyidopa (for cardiac patients) commenced at its
Hyderabad plant in 1985.With in a year DRL became the first Indian Company to
export the drug to Europe. In 1986, the company acquired a bulk drug company
at Hyderabad, viz. Benzex Labs. This factory was modernized and is now DRL's unit
2(bulk). In the same year, DRL started manufacturing formulations. USDFA
approval was received in 1987 and exports to USA commenced.
In 1993, it purchased the facilities of Krishna Alchemy in Hyderabad - upgraded it
and made it unit 3. DRL is one of the leading Indian Pharma companies, which
successfully transformed itself from a reverse engineering and bulk drug company
to a research driven; formulation based pharmaceutical company in the past 4
years.
DRL
has
major
presence
in
anti-infective,
gastrointestinal,
pain
Central
Europe,
countries, Brazil, China, Middle East, South Africa, and South East Asia.
LOCATION:
DRL was recently restructured into SBU's (Strategy Business Units) as follows
1. SBU bulk activities
2. SBU branded formulations
3. SBU generic formulations
4. SBU emerging business
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CIS
5. SBU R & D
Based on the nature of business each SBU is defined as a separate entity on the
lines of profit center concept.
The corporate offi ce of Dr.Reddy's Laboratories ltd. is located at
Ameerpet, Hyderabad. The SBU bulk is having six units out of which 3 units are
located at Bollaram, Medak district. 1 unit at Jeedimetla, Qutubllapur mandal,
Hyderabad. 1 unit at Paidibheemavaram, Srikakulam district. 1 unit at Miriyalaguda,
Nalgonda district.
Punch line
Life. Research. Hope
DRL'SCORE PURPOSE
To help people lead healthier lives
DRL'S MISSION
To be the first Indian pharmaceutical company that successfully takes its
products from discovery to commercial launch globally.
DRL'S CORE VALUES
We strive for excellence in everything we think, say and do. The values
that guide our thoughts and actions are
1. Quality
2. Innovation and continuous learning
3. Truth and Integrity
4. Respect for individual
5. Harmony and Social Responsibility
DEPARTMENTS
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1. Human Resources
2. Finance
3. Quality Control
4. Quality Assurance
5. Technical Services
6. Central Technical Services
7. Production
8. Research & Development
FINANCIAL POSITION
DRL began as a bold venture into the private pharmaceutical market and is
today the third largest pharmaceutical company in India. The initial investment of
the project was Rs.15 crore. The current annual turn over are about Rs.900 crore
& the current annual turning over of SBU bulk is about Rs.470 crore.
DRL has sufficient technical infrastructure and trained manpower for
converting its core strengths into opportunities.
products & non-infringing routes to manufacture products. It also sets the pace
for development & launch of products at right time in the right form & at right
place.
It has nearly 200 qualified scientists working an process innovation &
simplification, cycle & manufacturing, time reduction, waste & energy reduction &
continuous process improvement. It is also planning to open a satellite
research centre at Atlanta. This centre will focus specifically on target based
research that will be a step ahead in its values chain of basic research that is
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currently analogue based. Ten scientists will man this centre. DRL's biotech
research laboratory is to start functioning in the US soon.
INTERNATIONA OPERATIONS:
DRL Ltd. has a total of six wholly owned subsidiaries in US, France,
Netherlands, Singapore & Hong Kong besides three joint ventures in Brazil,
Moscow & republic of Uzbekistan & manufacturing facility in China. It also has
representative offices in Romania, Ukraine, and Vietnam & Kazakhstan. The
company is in the final stage of setting up a joint venture in China. It has
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issuing
of memos,
preparation
of pay sheets,
accident
reports,
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Page 39
Develop & nurture leaders who shall bring out the best in themselves &
others who are builders & enablers of system's & work culture.
better the quality of products produced. Ensure optimum training to all personnel
accountable for quality related activities. Maintain mutually beneficial relationship
with vendors, enrich the quality of life of employees & provide lasting value to
shareholders.
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SAFETY PHILOSOPHY
Every employee should contribute in keeping the workplace clean & tidy.
ANKUR - INHOUSE LEARNING CENTRE
Ankur stands for SPROUT, which means beginning of growth or germination
from a bud. Ankur, the learning centre of Dr.Reddy's group aims at providing
learning resources for self development & potential infolding through shared
learning & self learning. Vision of Ankur is to involve people to unable Dr.Reddy's
family to be the best learning organization.
OUTLOOK
DRL forecasts 20-25% growth in near future. DHL's strategic intent is to widen its
formulations business through investment in brand building, launching new
products, acquisition & revamping of marketing networks.
DRL has consolidated its position in domestic formulation market through
aggressive product launches as well as acquisitions. The recent takeover of American
remedies will help it achieve the targeted growth of 25% pa with focus being on
formulations. The company has written off all its dud investments in unrelated areas.
Page 41
BOARD OF DIRECTORS
Dr Reddys Board of Directors comprises eminent individuals from diverse fields. The Board
acts with autonomy and independence in exercising strategic supervision, discharging its
fiduciary responsibilities, and in ensuring that the management observes the highest standards of
ethics, transparency and disclosure.
Our directors are experts in the diverse fields of medicine, chemistry and
medical research,
human
resource development, business strategy, finance, and economics. They review all significant
business decisions, including strategic and regulatory matters. Every member of the Board,
including the non-executive directors, has full access to any information related to our company.
Committees appointed by the Board focus on specific areas, take decisions within the authority
delegated to them and make specific recommendations to the Board on matters in their areas or
purview.
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Management Committee
Audit Committee
Dr. Omkar Goswami (Chairman)
Kalpana Morparia
G V Prasad
Ravi Bhoothalingam
P N Devarajan
Compensation Committee
Investment Committee
G V Prasad (Chairman)
Kalpana Morparia
Satish Reddy
P N Devarajan
P N Devarajan
Dr. JP Moreau
Governance Committee
P N Devarajan (Chairman)
G V Prasad
Satish Reddy
Page 43
SUSTAINABILITY AWARDS
Yea
r
Awards
Unit
FTO -
certificate
from
APPCB
for
meritorious
5
performance
API
API
API - II
API - II
API
API
API - II
API
VI
API
VI
2006 Appreciation certificate from APPCB in the category of best clean API
production industries for its effective environmental pollution control V
Page 44
measures
2007 Appreciation certificate from APPCB for its best green belt development
API -
AGaWe at Dr. Reddys take pride in the companys mission to help people lead healthier lives.
This objective is achieved by increasing access and affordability of medicines through the
companys generics, API and branded generics products, and by addressing unmet medical needs by
innovation through its Specialty and NCE businesses.
Page 45
DRL MILESTONES
Page 46
Page 47
Page 48
GENERICS
Launch at least 40-50 high volume /impact products over next 5 years
Page 49
SPECIALTY
Aspiration: Attain sustainable revenues of over $500 million
Maximize revenues from salts / combos
Build a sustainable business by identifying and developing NDDS and other
Opportunities
Page 50
DISCOVERY R&D
Co-developing 3 molecules in the next 3 years, and out licensing all others
after Phase 2a
In licensing of projects to augment pipeline
Focus on 5 TAs: Diabetes, CV, arthritis, cancer, pain
Develop Skills for taking NCE to market
A mix of first in class and analogue projects required for risk mitigation
Leverage presence in the US for access to critical skills and India for scale and
agility
DOMESTIC COMPETITION
Within India, DRLs largest rivals are Cipla and Ranbaxy. In 1935 Cipla was
incorporated as a public limited company. Over six decades, Cipla set up plants at 5
locations and employed around 2200 people. In-house R&D was established in
1952. Cipla was aggressively expanding its reach in high margin therapeutic areas
like cardiovascular, diabetic, anti asthma inhalers and central nervous system to
boost domestic sales. With marketing JVs in major markets across Europe, Australia,
South East Asia, Africa and US, Ciplas exports had grown at more than 50% over
the last two years. The company had consistently produced modern drugs at a
comparatively lower price in the domestic market.
Page 51
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Chapter IV
EMPLOYEE
MOTIVATION AT DRL
Page 53
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Livelihoods Creation
Education
LIVELIHOODS CREATION
The Livelihood Advancement Business School
The idea of providing sustainable livelihoods began on a modest note in 1996, with
programs for guiding children at risk (including child labour) into mainstream
Page 55
education through bridge schools. As these programs adversely impacted the family
income of these children, DRF conceived the idea of providing vocational skills to
their above-18 siblings. Under a program titled Urban Neighborhoods Sanitation
Program, DRF trained a few young street dwellers in Hyderabad to become microentrepreneurs with responsibility for keeping individual colonies free of garbage.
The municipality provided tricycles for garbage collection, while the colony dwellers
paid the entrepreneurs for their services. The program was scaled up to 10 other
cities / towns in Andhra Pradesh, in collaboration with UNICEF.
Buoyed by this success, DRF widened its skill development programs to include
hospital health care workers, office assistants, domestic workers, home nurses and
computer operators. In 1999, all these programs were brought under one umbrella,
which was appropriately christened the Livelihoods Advancement Business School
(LABS).
LABS addresses the needs of youth (18-35 years) who are constrained by low
income levels, inadequate skills, irregular employment, absence of opportunities for
training and development, indebtedness and little bargaining power at the
economic / social level. To enable them to gain a foothold in the competitive job
market, LABS gives them livelihood and soft skills in an environment of interactive
learning and mentoring that develops their inherent capabilities. Operational in over
120 centres across India, this one-of-its-kind business school tells the collective
success story of tens of thousands of economically disadvantaged youth, and of
their journey to self-respect and financial independence.
WHAT SETS LABS APART?
LABS training courses are of 3-4 months duration, in which the aspirants are given
technical inputs prepared in consultation with industry experts and professionals.
The classroom sessions are supplemented with practical training, for which state-ofthe-art equipment and teaching software is provided.
The aspirants are encouraged to identify their strengths, work on their limitations,
articulate their perceptions and values, and acquire the breadth of vision to respect
divergent points of view. To enable them to face the world confidently, they are
Page 56
Page 57
with
industry
professionals,
the
training
courses
to
be
implemented are arrived at. Experts from the respective fields help in the
development of the relevant curriculum, which includes life skill modules.
Induction: After the interest inventory check, the candidates are counselled
by their facilitators and put through an induction program to align them with
the LABS process and help them articulate their aspirations.
Page 58
help is also taken to plan new programs and identify potential beneficiaries.
An Alumni Service Cell has been set up to serve as a strong interactive
platform for exchanging ideas / information on job avenues for the alumni as
well as current trainees. It also helps alumni at entry-level positions to
advance further in their careers.
EDUCATION
The same inclusive philosophy drives DRFs educational interventions as well. It
fights child labour and strives to provide quality education to children who are
deprived of it. Using schools as community learning resource centres, it develops
local knowledge and leadership, and implements innovative schooling strategies in
association with the mainstream education system.
specialists.
requirements
of
The
ERC
also
neighborhood
fulfils
schools,
the
apart
academic
from
and
pedagogical
supporting
them
in
DRFs major involvement is with young adults who have had to drop out of the
school system, and are left with few opportunities for further education. To equip
them with skills relevant to their needs and aspirations, DRF has set up Yuva
Centers in Hyderabad. The Centers serve as platforms for the youth to identify their
capacities and enable them to become self-reliant and responsible citizens. The
integrated learning process includes regular academics, soft skills, and career
guidance and computer education. Catering to the 13-18 years age group (including
adolescent dropouts, never-been-to-school adolescents, child labor and adolescent
girls working as domestic help), the Centers run bridge courses to mainstream them
Page 59
in age-appropriate classes, and also prepare 15+ age group children for the Class X
(SSC) Board exam. Never-been-to-school adolescents are put through a Foundation
Course, which focuses on building their language skills, basic Math, Communicative
English, basic computer skills, environmental sciences, health education and life
skills. Girls employed as domestic maids in particular, are helped to appear through
the open school society.
Transit Schools
DRF has set up two Residential Bridge Course (RBC) centers in RR District, in
collaboration with Sarva Siksha Abhiyan. Children in the 9-14 years age group from
DRFs transit schools are mobilized into these RBC centers, and put through a basic
bridge course (in Math, English and Telugu), in addition to being engaged in some
extra-curricular activities.
Transit Home
DRF has also set up a transit home in Hyderabad, in association with National Child
Labour Project (NCLP) and International Labour Organization. An enforcement team
from NCLP identifies children engaged in child labour, takes them out of the
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workplace, initiates legal proceedings against the employer, and provides transit
accommodation to the children in the transit home. After obtaining the parents
consent for their education in the presence of the Project Director NCLP, the
children are mobilized into the RBC centers run by DRF.
These are a novel initiative by DRF to bring quality education to all children in the
neighborhood. The schools address the rising demand for English-medium
education
from
marginalized
lower-income
communities.
Four
Pudami
Located at Hyderabad, the Kallam Anji Reddy Vidyalaya has a current strength of
over 1500 students ranging from Kindergarten to Class X. Instruction is offered in
both English and Telugu media.
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The Kallam Anji Reddy Vocational Junior College at Hyderabad offers the following
government-recognized, 2-year vocational courses at the Intermediate level:
Automobile Engineering Technician, Computer Graphics & Animation, Computer
Science & Engineering, Hotel Operations and Multi-Purpose Health Worker. The
students are also encouraged to undergo bridge courses (equivalent to the MPC
and BiPC courses offered by regular Intermediate colleges), which will help them
pursue engineering / paramedical degrees. In association with Cisco, a 3-month
course in IT hardware and networking is also offered.
Altius
Located in the Kallam Anji Reddy Vidyalaya campus at Hyderabad, Altius is a skill
advancement school that helps graduates, post-graduates and diploma holders
access various placement / career advancement opportunities by providing them
with employability skills. It offers training in Medical Transcription, Call Center and
Accountancy packages, in addition to Communicative English, soft skills and basic IT
skills. These programs are offered as individual or complete packages, including
placement assistance. Altius has developed special training modules for junior
college students, and also offers customized training programs to enable employees
to improve their workplace performance.
Tribal Schooling Program
Under a special initiative for the Koya and Kondareddy tribes in Khammam District
(AP), DRF has developed learning material for the tribal youth in their local dialects
Page 62
Chapter V
DATA ANALYSIS AND
INTERPRETATION
Page 63
DATA ANALYSIS
This chapter includes various tools and techniques that are used by the
investigation that the method followed in processing the research survey
methodology includes a systematic way of collecting the data through sample
design, analyzing it processing the data interpreting the data for requirement.
Collected data will be classified, tabulated and percentages are calculated. These
percentages are depicted through bar and pie charts.
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Employee
Percentage%
Strongly agree
45
45
Agree
30
30
Disagree
20
20
100
100
Strongly disagree
Total
PERCENTAGE
INTERPRETATION:
Page 65
From the above table it is evident that it is 45% of employee are strongly agree ,
30% of employee are agree, 20% of employee are disagree, and 5% of employee
are strongly disagree. This leads to a conclusion that most of employee are exerts
those efforts in during the work.
Employee
Percentage%
Page 66
Strongly agree
40
40
Agree
40
40
Disagree
20
20
100
100
Strongly disagree
Total
PERCENTAGE
INTERPRETATION:
From the above table it is evident that 40% of employees strongly agree, 40% of
employees are agree and 20%of employee disagree. This leads to a conclusion that
most of employee are feel that if they work hard that leads high pay.
Employee
Percentage%
Page 67
Strongly agree
35
35
Agree
50
50
10
10
100
100
Disagree
Strongly disagree
Total
INTERPRETATION:
From the above table it is evident that 50%of employees are agree, 30% of
employees are strongly agree, 10%of employees are strongly disagree and 5%of
Page 68
employees are disagree .This leads to conclusion that most of employees favorite
day is pay day.
Q.4. people should always keep their eye and ears open
for better job opportunities
Page 69
Nature of
responds
Employee
Percentage%
Strongly agree
75
75
Agree
15
15
Disagree
10
10
Strongly
disagree
Total
100
100
INTERPRETATI
ON:
Page 70
From the above table it is evident that 75% of employees strongly agree, 15% of
employees agree, 10% of employees disagree. This leads to a conclusion that most
of employee more interest in new job opportunities.
Nature of
responds
Employee
Percentage%
Strongly agree
55
55
Agree
25
25
Disagree
20
20
Strongly disagree
Total
100
100
Page 71
INTERPRETATION:
From the above table it is evident that 55%of employee are strongly agree, 25%of
employee are agree , 20%of employee disagree. This leads to a conclusion that
most of the employee strongly believed that more important to them that other
approve of their behavior.
Nature of
responds
Employee
Percentage%
Strongly agree
20
20
Agree
35
35
40
40
Disagree
Strongly disagree
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Total
100
100
INTERPRETATION:
From the above table it is evident that 40% of employees strongly disagree, 35% of
employees agree, 20% of employees strongly agree and 5% of employees disagree.
This leads to a conclusion that most of the employees are dont take decisions
based on what others will think
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Employee
Percentage%
Strongly agree
55
55
Agree
25
25
Disagree
20
20
Strongly disagree
TOTAL
0
100
0
100
Page 74
INTERPRETATION:
From the above table it is evident that 55% of employees strongly agree, 25% of
employees agree, 20% of employees disagree. This leads to a conclusion that most
employee need recognition motivate them work harder.
Employee
Percentage%
Strongly agree
70
70
Agree
20
20
Disagree
10
10
Strongly disagree
Total
70
100
Page 75
INTERPRETATION:
From the above table it is evident that 70% of employees strongly agree, 20%of
employees agree, 10%of employees disagree. This leads to a conclusion that most
of employees are choosing jobs that recognized for success.
Page 76
Employee
Percentage%
Strongly agree
30
30
Agree
55
55
Disagree
10
10
Strongly disagree
Total
100
100
Page 77
INTERPRETATION:
From the above table it is evident that 55%of employees agree, 30%of employees
strongly agree, 10% of employees disagree and 5% of employees agree. This leads
to a conclusion that most of the employees are interested to make friends with their
colleagues.
Page 78
Employee
Percentage%
Strongly agree
75
75
Agree
20
20
Disagree
Strongly disagree
100
100
TOTAL
Page 79
INTERPRETATION:
From the above table it is evident that 75% of employees strongly agree, 20% of
employees agree and 5%of employees disagree. This leads to a conclusion that
most of employees are taking dynamic decisions in the organization.
Employee
Percentage%
Strongly agree
60
60
Agree
20
20
Disagree
10
10
Strongly disagree
10
10
Page 80
Total
100
100
INTERPRETATION:
From the above table it is evident that 60%of employees strongly agree, 22%of
employees agree,10%of employees are disagree and 10%of employees are strongly
disagree. This leads to a conclusion that most of employees are working for
company success.
Page 81
Employee
Percentage%
Strongly agree
30
30
Agree
65
65
Disagree
Strongly disagree
70
100
TOTAL
Page 82
INTERPRETATION:
From the above table it is evident that 64%of employees are agree,29%of
employees are strongly agree,7%of employees are disagree. This leads to
conclusion that most of employee agree that decision are consistent with their
personal standards of behavior.
Employee
Percentage%
Strongly agree
65
65
Agree
25
25
Disagree
10
10
Page 83
Strongly disagree
TOTAL
100
100
INTERPRETATION:
From the above table it is evident that 65%of employees are strongly agree,25% of
employees are agree, and 10% of employees are agree. This leads to a conclusion
that most of employees are think about personal achievement.
Page 84
Nature of
responds
Employee
Percentage%
Strongly agree
75
75
Agree
20
20
Disagree
Strongly disagree
Page 85
Total
100
100
INTERPRETATION:
From the above table it is evident that 75%of employees are strongly agree, 20%of
employees are agree, and 5%of employee disagree. This leads to a conclusion that
most of employees need to know their skills and values impacting organization
success.
Q.16. I would not work hard for a company if I didnt agree with its
mission.
Nature of
responds
Employee
Percentage%
Strongly agree
10
10
Agree
10
10
Page 86
Disagree
60
60
Strongly disagree
20
20
Total
100
100
INTERPRETATION:
From the above table it is evident that 60% of employees are disagree,20%of
employees are strongly disagree and 10%of employees are
employees strongly agree .This leads to a conclusion that most of employees would
like to work on the basis of company Mission.
Page 87
Q.17. When choosing companies to work for, I look for one that supports
my beliefs and values
Nature of
responds
Employee
Percentage%
Page 88
Strongly agree
65
65
Agree
25
25
Disagree
10
10
Strongly disagree
Total
100
100
INTERPRETATION:
From the above table it is evident that 65% of employees are strongly agree,25%of
employees are agree and 10%of employees are disagree. This leads to conclusion
that most employee choose companies to work for, their look for one that supports
their beliefs and values.
Q.18. An organization is accomplishing missions that I agree with, it
doesnt matter whether I was responsible for its success.
Page 89
Nature of
responds
Employee
Percentage%
Strongly agree
55
55
Agree
25
25
15
15
Disagree
Strongly disagree
Total
100
100
INTERPRETATION:
From the above table it is evident that 55% of employees are strongly agree,25%of
employees are agree,15%of employees are strongly disagree, and 5%of employees
disagree . This leads to conclusion that most employee agree that an organizations
mission need to be in agreement with their values to work hard.
Page 90
Nature of
responds
Employee
Percentage%
Strongly agree
30
30
Agree
40
40
Disagree
20
20
Strongly disagree
10
10
Total
100
100
Page 91
INTERPRETATION:
agree,30%of
employees
and
are
strongly
agree,20%of
employees
are
disagree,
10%of
Page 92
Chapter - VI
Page 93
FINDINGS AND
CONCLUSIONS
FINDINGS
After the data analysis 40% of employees equally agree with the statement, if
they work harder they will be paid higher.
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After the data analysis I would like to conclude that 50% of employee agrees
with at work, their favorite day of the week is pay day
After the data analysis I observe that 70% of employees strongly agree with
people should always keep their eye and ears open for better job
opportunities
After the data analysis I would like to conclude that 55% of employees
strongly disagree they often make decisions bases on what others will think
80% of employees strongly agree, if choosing jobs, they want the one that
allows them to be recognized for success.
65%of employees strongly agree, they give their best effort when they know
that it will be seen by the most influential people in an organization.
50%of employees are strongly agree, they like to do things which give their
sense of personal achievement.
75%of employees are strongly agree, they need to know that their skills and
values are impacting organizations success.
65% of employees are disagreeing; they would not work hard for a company
if they didnt agree with its mission.
Page 95
CONCLUSIONS
Most of the employees do not take decisions based on what others will think
off.
Most of employees are choosing jobs that are recognized for success.
Most of employees need to put efficient effort when they know that it will be
seen by the most eminent persons in organization.
Page 96
Most of employees agree that decisions are consistent with their personal
standards of behavior.
Most of employees need to know their skills and values which show impact on
organization success.
Chapter - VII
SUGGESTIONS AND
RECOMMENDATIONS
Page 97
Improve communication
Page 98
Benefits system that comes on top of the salary (car, mobile, shares) is also basic level
of workplace motivation. It is true that these benefits motivate employees, but after some time
these benefits are not source of motivation any more, since employee is becoming adapted to
having them.
Permanent contract is the motivating factor for a new employee who is on probation
period. His/her level of motivation is usually above average, since he/she is fighting for status
of permanent employee.
Team Building Events are the means to awake the team spirit and morale of
employees. Leisure, team dinners, anniversaries and similar events will shake regular working
mind set and will reset relationship between people.
Vacations are the basic right of employee. Enabling the employee to use his right for
holidays at their disposal. Rejecting employee request for holiday, due to different reasons, will
have negative impact on motivation.
Page 99
Chapter-VIII
Page 100
Appendix
QUESTIONNAIRES
Page 101
QUESTIONNAIRE
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
Q.5. people should always keep their eye and ears open
for better job opportunities
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
Page 103
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
Q.10. Those people who make the most friends lived the
fullest lives?
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
A. Strongly agree
B. Agree
Page 105
C. Disagree
D. Strongly disagree
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
Page 106
D. Strongly disagree
Page 107
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree
Page 108
DRL ORGANIZATIONAL
STRUCTURE
Page 109
Page 110
Page 111
Page 112
BIBLIOGRAPHY
Page 113
BIBLIOGRAPHY
PERSONNEL MANAGEMENT
--
C.B.
MAMORIA
PERSONNEL MANAGEMENT
-- P. SUBBA RAO
-- EDWIN
B. FLIPPO
-- L.M. PRASAD
MAGEMENT
--
K.K
AHUJA
--
MIRZAS
Page 114
SALYADIAN
WEBSITES:
www.google.com
www.bized.co.uk
www.mum.edu
www.questionpro.com
www.drreddys.com/
Page 115