A

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

DEPARTMENT OF MANAGEMENT STUDIES

ST. FRANCIS INSTITUTE OF

MANAGEMENT
(Recognised by A.I.C.T.E&Affiliated to Osmania
University)
H.No:2-62/1,Gagillapur,Qutubullapur,Ranga
Reddy(A.P-500043)
Page 1

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.

This study is confined on executives, clerks of DRL UNIT II only. The

study was carried out for a period of six weeks. Within that period I have collected
information about employee motivation factors in the organization. The scope of
the study is limited to DRL UNIT II, Hyderabad and Secundrabad.

Page 5

ACKNOWLEDGEMENT

I am very grateful to MR. SATHISH KUMAR REDDY. M, HR Manager for

their kind permission and guidance to conduct my research work in the
company.
With

profound

gratitude,

express

my

sincere

thanks

to

D.L.N.VACHSPATHI, principal, ST.FRANCIS INSTITUTE OF MANAGEMENT,

for given this opportunity of making a humble beginning in this field of
research.
With a deep feeling of indebtedness, I convey heartiest thanks to
K.NEELILMA

REDDY,

Lecturer

and

guide

for

valuable

guidance

and

encouragement at every stage of my study.

I take this opportunity to express my heartfelt thanks to friends and
others for their invaluable suggestion and help in successfully completing this
project.

NAME:
SREESHA

M.

Page 6

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

Data Analysis and interpretation

Chapter 5

Findings , suggestions and conclusions

Annexure

Questionnaire

Bibliography

Page 7

CHAPTER - I
INTRODUCTION

Page 8

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

Herzbergs Two-Factor Theory

Motivation

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

Interest in the job

Security
Company policies

Hygiene Factors

Motivation factors

McGregors
Assumptions

Page 14

Theory X Employees

Theory Y Employees

Dislike work

Enjoy work

Motivated by threats

Committed to goals

Avoid responsibilities

Accept responsibilities

Value security

Have mental potential

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.)

Page 15

Why study and apply employee motivation principles?

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

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or
otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory
tower' they must be motivated or driven to it, either by themselves or through external
stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,
for motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.
Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

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.
Page 16

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

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

company - proud to work for

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.)

Page 17

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.
Page 18

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
Page 19

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.

NEED FOR STUDY

The study is being conducted for the purpose of the job of a manager in the
workplace is to get things done through employees. To do this the manager
should be able to motivate employees. But that's easier said than done!
Motivation practice and theory are difficult subjects, touching on several
disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation
one must understand human nature itself. And there lies the problem!
Page 20

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.

SCOPE OF THE STUDY:

This study is confined on executives, clerks of DRL UNIT II only. The study was carried
out for a period of six weeks. Within that period I have collected information about
employee motivation factors in the organization. The scope of the study is limited to DRL
UNIT II, Hyderabad and Secundrabad.

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

Page 21

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:

Questionnaires consisting of multiple choice questions

Personal Interviews

Secondary data
Secondary

data

pertaining

to

quality

of

work-life

of

the

The investigator has used questionnaire as the research instrument.

The

employees is collected through: Jourmals internet etc

Research instrument:
types of questions used in the questionnaire are multi ended questions. In
this type of questions the respondents will be given three choices for answer
in which they have to choose one.

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

Page 22

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

Page 23

Definition of Motivation: Factors which energize direct and

sustain employee behavior.

EMPLOYEE MOTIVATION

Motivation is goal directed behavior.

Motivation is NOT the same as Performance.

Performance = Motivation X Ability
Dimensions of Motivation

Form

- Duration

Direction

- Intensity

Page 24

Cognitive Theories; POV = The Employee

Equity Theory

Behavior Theory; POV = The Manager

Expectancy Theory

Reinforcement theory

Financial Theory; POV = The Business Owner

Agency Theory

Page 25

Peoples Behavior results from conscious choices among alternatives.

Valence - A persons preference among various outcomes or

rewards. Ex. Do I prefer to achieve a higher performance goal or
more leisure time?

Instrumentality - A persons belief that a certain level of

performance will lead to certain desirable consequences. Ex. If I

study 2 hours every day for my finance class, will I earn an A grade?
Expectancy
Theory Applications for Managers

Managing Valence

Managing Instrumentality

Rewards must be attractive to each employee

High performance levels must result in attractive rewards (do I

want to become a partner in the accounting firm?)
Performance levels must be set at a reasonable level of difficulty
(ex. Sales incentives)

Managing Expectancy

Coaching and frequent feedback increase expectancies.

Train employees for skill gaps so abilities are good.

Page 26

MASLOWS LAW:

SelfActualizatio
n
Self-Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Page 27

Page 28

CHAPTER-III
INDUSTRY/COMPANY PROFILE

Chapter-3: profile
Page 29

INTRODUCTION TO PHARMACEUTICAL INDUSTRY

Pharmaceuticals are medicinally effective chemicals, which are converted to
dosage forms suitable for patients to imbibe. In its basic chemical form,
Pharmaceuticals are called bulk drugs and the final dosage forms are known as
formulations. Usage of Pharmaceuticals is governed by the underlying medical
science. The four primary medical sciences are as under. Allopathy or modern
medicine has gained global popularity. Ayurveda, an ancient Indian science,
mainly used herbal remedies.
Unani, having Chinese origin, is prevalent in South East Asia
Homeopathy, founded by a German physician, was fairly popular in the early 19th
century. World - Over, the Pharmaceuticals industry is focused on Allopathy, the
most modern medical science. Other modes of medical treatment such as
Homeopathy, Ayurveda and Unani are more prevalent in third world countries.

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

Page 30

1
2

Under patent
Generic or off patent.

A patent provides exclusivity of manufacturing / licensing tot he discoverer i.e.

patent holder for a stipulated time period.

FORMULATIONS
Doctors Post-diagnose to cure a disease or disorder in the patient primarily
prescribes

formulations.

To

prevent

misuse/incorrect

administration,

most

formulations are disbursed by pharmacies only under medical prescription and

these are called ethical products. However, some formulations such as pain
balms, health tonics etc. can also be purchased by users directly. These are
called over-the-counter (OTC) products.
Formulations can be categorized as per the route of administration to patients,
viz.

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

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

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

fashion.

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

INDIAN PHARMACEUTICAL INDUSTRY

The Indian Pharmaceutical Industry today is in the front rank of India's sciencebased industries with wide ranging capabilities in the complex field of drug
manufacture and technology. It ranks very high in the third world, in terms of
technology, quality and range of medicines manufactured. From simple headache

Page 31

pills to sophisticated antibiotics and complex cardiac compounds, almost every

type of medicines is now made in India. The organized sector of the
Pharmaceutical Industry has played a key role in promoting and sustaining
development in this vital field. International companies associated with this sector
have stimulated, assisted and spearheaded this dynamic development in the past
fifty-three years and helped to put India on the pharmaceutical map of the world.
The Pharmaceutical Industry in India provides excellent facilities. It has quality
producers and regulatory authorities in USA and UK approve many units. It has a pool
of personnel with high managerial and technical competence as also skilled
workforce. 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.
The Indian market has some unique advantages. India has a 53-year-old
democracy. It has an educated work force and English is commonly used. It has a
solid legal framework and strong financial markets. Professional services are easily
available. There is already an established international industry and business
community. It has a good network of world-class educational institutions and
established strengths in Information Technology. The country is now committed to a
free market economy and globalization. Above all, it has a 70 million middle class
market, which is continuously growing. For the first time in many years the
international pharmaceutical industry is finding great opportunities in India. The
process of consolidation, which has become a generalized phenomenon in the world
pharmaceutical industry, has started taking place in India.

The Pharmaceutical Industry, with its rich scientific talents and research capabilities,
supported by Intellectual Property Protection regime, is well set to mark its place as a
Sunrise industry.

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

management and cardiovascular therapeutic segment. Currently six of its brands

are among the ORG top 300.
DRL ltd. and cheminor drugs LTD have world class expertise in development
and manufacturing of organic intermediaries, bulk Pharmaceuticals, finished
dosages, diagnostics and biotechnology. DRL has already formulated 3 new
chemical entity (NCE) with two of them being licensed to Novo Nordisk.
In international market the focus areas are Russia,

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

Page 34

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

Page 35

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.

RESEARCH & DEVELOPMENT

DRL has been one of the pioneers of R&D in India. Established in late
1980's the research & development division has acquired the status of fullfledged research organization, developed proprietary processors for organic &
custom made intermediates. R & D

plays an active role in selection of new

products & non-infringing routes to manufacture products. It also sets the pace
for development & launch of products at right time in the right form & at right
place.
It has nearly 200 qualified scientists working 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

Page 36

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

Registered 470 products in 28 countries so far & 80 products are in advanced

stage of registration. DRL exports it's reverse engineered under patent bulk
drugs, which give higher margins, compared to generics, to countries without
stringent patent laws.

SERVICES TO THE SOCIETY

Apart from making great strides in Indian pharmaceutical industry Dr.
Reddy had also made significant contributions to the society. He established
Dr.Reddy's foundation, which touched the lives of thousands of rural women and
their families and hundreds of street children in the twin cities of Hyderabad and
Secunderabad. This foundation has also undertook child and police (CAP)
project which is aimed at withdrawing children from hazardous jobs and getting
them into main streams of the society by eradicating child labor.
MANPOWER POSITION
All together there are about 2000 employees in bulk SBU. The
manpower strength of DRL's Unit II is 285 all belonging to management & staff.
Contract labours of about 75-80 are being employed for storage & handling,
gardening, housekeeping etc.

OTHER ALLIED ACTIVITIES

Page 37

1. Maintaining statistical data & preparing reports

2. Apprenticeship, appointment & attendance control.
3. Activities like payment of provident fund, gratuity, increments, disciplinary
matters,

issuing

of memos,

preparation

of pay sheets,

accident

reports,

attendance calculation bonus, loans sanction, retrenchment, lay off etc.

NEW DRUG DISCOVERY AND DEVELOPMENT PROCESS

Page 38

DR.REDDY'S GROUP HR PHILOSOPHY

Dr.Reddy's group as a company will

Page 39

Continuously strive towards having a diverse workforce for bringing in

different perspectives to work.

Provide equal opportunity for employment development & advancement

based only on merit.

Attract, develop & retain multi-skilled high performers regardless of

national origin & provide them with the resources that are necessary for
them to give their best.

Build an organization that is continuously learning & changing itself to

meet the dynamic business environment.

Involving employees & their families in developing networks of talented

people for creative work & long-term relationships.

Develop & nurture leaders who shall bring out the best in themselves &
others who are builders & enablers of system's & work culture.

Promote the sprit of teamwork & sharing in workplace in recognition that

contribution of many is necessary for innovation to occur.

DRL'SLtd. QUALITY POLICY

DHL is committed to provide customer's products meeting or exceeding
expectations consistently in terms of specifications, delivery, technical support,
regulatory compliance & competitiveness.
Constantly improve the

procedure, technologies & infrastructure to continuously

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.

Page 40

SAFETY PHILOSOPHY

All injuries can be prevented & adverse environmental impacts can be

minimized. Every employee should make his or her personal contribution
and share responsibility to prevent injuries and minimize environmental
pollution.

All accidents, fires & environmental accidents shall be reported and

investigated to prevent their recurrence.
Every employee should be familiar with the company's guidelines and
codes of safe practices of safety, health & environment & follow them.
Training & communication at every level in organization through meetings,
publications, suggestion scheme etc.

The company lays emphasis on safety of contractor employees working en

its behalf

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.

COMMITIES OF THE BOARD

Committees appointed by the Board focus on specific areas and take informed decisions within
the framework of delegated authority, and make specific recommendations to the Board on
matters in their areas or purview. All decisions and recommendations of the committees are
placed before the Board for information or for approval.
We have seven Board-level Committees, namely

The Audit Committee

The Compensation Committee

The Governance Committee

The Shareholders' Grievance Committee

The Investment Committee

Page 42

The Management Committee

The members of the Committees of Board are as under:

Management Committee
Audit Committee
Dr. Omkar Goswami (Chairman)

Satish Reddy (Chairman)

Kalpana Morparia

G V Prasad

Ravi Bhoothalingam

P N Devarajan

Compensation Committee

Investment Committee

Ravi Bhoothalingam (Chairman)

G V Prasad (Chairman)

Kalpana Morparia

Satish Reddy

P N Devarajan

P N Devarajan

Dr. JP Moreau

Governance Committee

Shareholders' Grievance Committee

Anupam Puri (Chairman)

P N Devarajan (Chairman)

Prof. Krishna G Palepu

G V Prasad

Dr. Omkar Goswami

Satish Reddy

Page 43

SUSTAINABILITY AWARDS
Yea
r

Awards

Unit
FTO -

2003 National Award for Excellence in Energy Management 2003

Appreciation

certificate

from

APPCB

for

meritorious

5
performance

2003 towards Environment protection / Pollution control / Natural resource

conservation
Appreciation certificate from APPCB for meritorious performance in
2004 implementing the programs of Environment protection, Pollution control
and plantation work

API

API

2004 National award for Excellence in Water management

API - II

2004 National Award for Excellence in Energy Management

API - II

Appreciation certificate from APPCB for meritorious performance in

2005 implementing the programs of Environment protection, Pollution control
and plantation work

API

2005 Greentech Environment excellence award for API Global business

API

2005 National award for Excellence in Water management

API - II
API

2005 National award for Excellence in Water management

VI
API

2006 Leadership & Excellence Award in SHE

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.

We see Social Initiatives as an integral component of Corporate Social Responsibility. Our

investments in the community have gone beyond the adhoc disbursement of funds, to planned
programs in capability building. We do this by supporting the following organizations:

Page 45

DRL MILESTONES

Page 46

Page 47

DRLS STRATEGIC GOALS

Page 48

DRL Strategy Overview by Division

We believe that DRLs vision to become a global discovery led pharmacy is
inspirational and achievable despite being extremely challenging. While this vision
will require tremendous focus over the next few years, it will take over 5-7 years to
achieve. Accordingly, over the next 5-7 years, DRL should focus on strengthening its
cash flows to support discovery and building a US front-end. This will transition DRL
from being a diversified emerging generics player to an integrated mid-sized
pharmacy with US/global presence. The most critical component of such a strategy
will be to build a US based specialty business. The other critical components of such
a strategy will require DRL to solidify its generics business and further expand its
global presence.
API
Drive growth in the US by aggressively targeting molecules going off patent
Leverage value from US molecules in other markets especially Europe
Manage product development processes to ensure timely delivery
Support other SBUs in capitalizing on opportunities and attaining growth

GENERICS
Launch at least 40-50 high volume /impact products over next 5 years

Page 49

 Build an optimal front end in US / UK

Target unique opportunities by utilizing IP and chemistry skills

BRANDED FORMULATIONS (DOMESTIC)

Dominate CVS, Diabetes, Inflammation, and Womens health TAs
Play in Dental, Derma, Oncology, and co-Rx niches
Shape environment, consumer buying behavior, prescription patterns and
Competitive landscape proactively

BRANDED FORMULATIONS (EMERGING MARKETS)

Build direct presence in 3-5 core countries by developing own field force and
customized product baskets
Develop presence in 10-12 tier 2 countries with partnerships
Play opportunistically in other markets through distributors
Focus on developing skills to be able to market own NCE / Specialty
products

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

 Build the Specialty organization

Develop competencies in detailing / brand marketing in the US
Provide bridge to NCE commercialization

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

Incorporated in 1961, Ranbaxy began manufacturing formulations a year later and

subsequently integrated backwards into bulk drugs. The company began a major
growth path when Dr. Parvinder Singh, a Ph.D. from the University of Michigan and a
son of the promoter, joined Ranbaxy in 1967. In 1984, Ranbaxy began a program of
exporting bulk drugs to developed countries and also entered the veterinary/animal
health business. Thereafter, Ranbaxy had continued to increase its global presence
through joint ventures and subsidiaries. Ranbaxy repeatedly raised funds to fuel its
growth plans through rights issues. Ranbaxy employed 5000 people of whom about
350 were in R&D. It also had a growing international portfolio with business
operations in 40 countries and manufacturing presence in six. International sales
contributed more than 50% of total sales, and Ranbaxy aimed to achieve sales of
$1bn
by 2004. It saw its major markets as the US, Western Europe, Russia and China. On
the domestic front, Ranbaxy had consolidated its position and enhanced its
therapeutic
span through brand acquisitions and company takeovers.

Page 52

Chapter IV
EMPLOYEE
MOTIVATION AT DRL

Page 53

EMPLOYEE MOTIVATION AT DRL

Every organization must have human resource department, as it is the
backbone of the organization. In DRL Ltd. These departments organize employee
motivation training and implementing of motivational techniques at work place.
The HR department of the group is headed by VP-HR. Further at various levels the
HR is organized as corporate-HR, SBU-HR &plant-HR.
The HR department is dedicated to achieve company's objectives. It
mainly looks after various HRD & HRM functions as follows:

Employee motivation techniques:

1. Wage & salary administration which include fixation, deduction, payment of
overtime
2. Training & development programmer to employees
3. Induction, placement & probation
4. Promotion & transfer of employees
5. Performance appraisal
6. Employee welfare schemes & social security measures
7. Maintaining good industrial relations.

Page 54

DR. REDDYS FOUNDATION

Set up in 1996, Dr. Reddys Foundation (DRF) acts as a catalyst of change that
fosters, develops and promotes initiatives at individual, group and organization
levels to achieve sustainable development. Driven by the belief that equity in
education and livelihoods helps in building an inclusive society, DRF strives to
create

quality opportunities in these two areas,

with particular focus on

economically disadvantaged youth. It works in partnership with all concerned in this

endeavor.
The operating philosophy of DRF is encapsulated in the following words of its
Founder-Chairman, Dr K Anji Reddy:
Everyone has a purpose in life and a unique talent to give to others. And when we
blend this unique talent with service to others, we experience the ecstasy and
exultation of our own spirit, which is the ultimate goal of all goals. The highest
patriotism and philanthropy consists in helping and stimulating men and women to
elevate and improve themselves by their own free and independent individual
action.
The social interventions of DRF are primarily in the following sectors:

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

trained in various life skills such as positive thinking, self-esteem, communication,

team building, decision-making, SWOT analysis, goal setting, gender issues and
time / money management.
The ability to speak fluently in English is an important prerequisite at the workplace.
It overcomes communication barriers and makes one feel empowered and
confident. Through a specially designed Communicative English module, the
aspirants are given practice in public speaking and interpersonal communication
techniques based on real-life situations.
In order not to restrict an aspirants employability in a limited range of skill sets,
he / she is given multi-dimensional training. For example, the options available to an
ITES aspirant include front office, billing, data entry and accounting software.
To be truly ready for the job market, the aspirants need to have in addition to the
requisite technical skills a few other special skills, which are imparted through a
Work Readiness Module. The aspirants are taught how to prepare their resume and
face an interview. They are briefed on work culture, handling workplace
responsibilities, coping with workplace-related problems, and striking a balance
between personal and professional life.
The aspirants are put through a comprehensive apprenticeship training, which has
the two-fold effect of helping them get an idea of real-life work situations, as well as
giving employers the advantage of orienting the aspirants to their organizational
requirements before absorbing them.
THE INGREDIENTS OF LABS SUCCESS
The LABS process is a series of carefully evolved and executed steps that logically
take a livelihood program from conception to completion in a structured manner:

Livelihood Mapping: This gives an idea of an areas employability potential,

based on the local economy, culture, natural resources, labor market and
industrial profile. Courses for the local LABS centre are determined
accordingly.

Page 57

Curriculum development: After detailed focus group discussions and

interactions

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.

Road shows / counseling: These are held to mobilize and identify

candidates for the courses. To ensure that the program reaches the truly
deserving, the mobilization is done with the assistance of local partners /
communities, municipal bodies, self-help groups and LABS alumni.

Interest inventory: The candidates are administered an interest inventory,

which is designed to assess which category (realistic / investigative / artistic /
social / enterprising / conventional) they fit into, so that their special interests
are honed to maximum advantage through appropriate courses.

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.

Training course: This includes on-the-job training, assignments, projects

and field visits. Valuable life skills are also integrated into the curriculum
through an interactive teaching process.

Individual Youth Development Plan: Through this, each aspirant is

assisted in realizing his / her aspirations based on his / her unique set of
strengths and constraints.

Work Readiness Module: This teaches the aspirants to prepare their

resumes, face interviews, cope with workplace-related issues, and balance
their personal and professional lives.

Placement: Entry-level jobs are made available to the aspirants in various

industrial / service sectors. Those with entrepreneurial aptitude are also
assisted in setting up micro-enterprises of their own.

Post-placement Advancement: LABS assesses the effectiveness of its

programs by monitoring the progress of its alumni at their workplaces. Their

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.

Education Resource Centre

DRFs in-house ERC conducts schooling-related research and capacity building,

and enables sharing of best practices between government, civil agencies and
sector

specialists.

requirements

of

The

ERC

also

neighborhood

fulfils

schools,

the
apart

academic
from

and

pedagogical

supporting

them

in

developing systems, processes and mechanisms of schooling.

Yuva Youth Learning Centers

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

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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

To provide regular education to children of construction workers, DRF has partnered

with construction companies in Hyderabad and RR Districts to set up over 120
transit schools in association with Sarva Siksha Abhiyan and AIF. Comprising
crches, bridge course centers and residential camps, the transit schools provide
remedial education to bridge the gap between the childrens learning levels and
their age, and also to maintain the educational levels of fresh dropouts. Teaching /
learning material, nutritious food, drinking water and health check-ups are provided
at these schools, which aim at mainstreaming children by motivating them and
enrolling them in social welfare hostels and nearby schools. The names of the
children in these transit schools are intimated to the concerned Mandal Education
Officer, who gives them a certificate when they leave the site, so they can continue
their education elsewhere.

Residential Bridge Courses

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.

Pudami English Primaries

DRF runs 29 Pudami English Primaries in Hyderabad and RR Districts. Set up in

neighborhoods containing large populations of urban poor, these primaries (KG to
Class III) educate children in the 3-8 years age group. Involving both parents and
the neighborhood community in their running, the Primaries teach English, Math
and Environmental Science. Serving as good foundation courses, they provide the
poor children with easy access to good English medium schools. Teachers from
surrounding local communities have been recruited for these Primaries, which act as
feeder institutions for Pudami neighborhood schools

Pudami Neighborhood Schools

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

Neighborhood Schools were inaugurated in the Academic Year 2008-09 in

Hyderabad. They have a combined strength of over 1000 children, drawn from all
walks of life in the neighborhood, together forming one homogenous Pudami
community.

Kallam Anji Reddy Vidyalaya

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.

Page 61

Kallam Anji Reddy Vocational Junior College

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.

Page 64

Q.1Job requirements dictate how much effort I exert

during work?
Nature of responds

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.

Q.2. I would work harder if I knew that my effort would

lead to higher pay?
Nature of responds

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.

Q.3.At work, my favorite day of the week is pay day

Nature of responds

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.

Q.5.It is more important to me that others approve of my

behavior

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.

Q.6. I often make decisions bases on what others will

think?

Nature of
responds

Employee

Percentage%

Strongly agree

20

20

Agree

35

35

40

40

Disagree
Strongly disagree

Page 72

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

Page 73

Q.7. I work harder on a project if public recognition is

attached to it
Nature of
responds

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.

Q.8.if choosing jobs, I want the one that allows me to be

recognized for success?
Nature of
responds

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

Q.9.Those people who make the most friends lived the

fullest lives?
Nature of
responds

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

Q.11.Decisions I make will reflect high standard that I set

for myself?
Nature of
responds

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.

Q.12. it is important that I work for a company that allows

me to use my skills and talent
Nature of
responds

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

Q.13. I try to sure that my decisions are consistent with

my personal standards of behavior.
Nature of
responds

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.

Q.14. I like to do things which give me a sense of personal

achievement.
Nature of
responds

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

Q.15. I need to know that my skills and values are impacting

organizations success.

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

agree, and 10%of

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

Q.19.If an organization is accomplishing missions that I agree with, it

doesnt matter whether I was responsible for its success.

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:

From the above table it is evident that 40% of employees are

agree,30%of

employees

and

are

strongly

agree,20%of

employees

are

disagree,

10%of

employees strongly disagree .

This leads to conclusion that most employee agree that an organization is
accomplishing missions that employees agree with , it doesnt matter whether their
were responsible for its success.

Page 92

Chapter - VI
Page 93

FINDINGS AND
CONCLUSIONS

FINDINGS

After the data analysis I observe that 65% of employee belongs to 0 to

3years.

After the data analysis 40% of employees equally agree with the statement, if
they work harder they will be paid higher.

Page 94

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

70% of employees strongly agree and ready to work harder on a project if

public recognition is attached to it.

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.

55%of employees strongly agree, it is important that I work for a company

that allows me to use my skills and talent.

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 employees have more interest in new job opportunities.

Most of the employees do not take decisions based on what others will think
off.

Most employee need recognition to motivate them works harder.

Most of employees are choosing jobs that are recognized for success.

Most of the employees are interested to make friends.

Most of employees need to put efficient effort when they know that it will be
seen by the most eminent persons in organization.

Most of employees are taking dynamic decisions in the organization.

Most of employees are working for company success.

Page 96

Most of employees agree that decisions are consistent with their personal
standards of behavior.

Most of employees are thinking about their personal achievement.

Most of employees need to know their skills and values which show impact on
organization success.

Most of employees would like to work on the basis of company Mission

Chapter - VII
SUGGESTIONS AND
RECOMMENDATIONS

Page 97

SUGGESTIONS AND RECOMMENDATIONS

Base Level of Workplace Motivation is crucially important, but at same time it is static, since
once granted, it stays more or less the same:

Create a motivating work environment

Ways to reward and recognize individuals and team contributions

Improve communication

Employee recognition strategies to improve job satisfaction

Employee motivation ideas to energize and engage your team

Enhance team building

Recognize and Reward High-Quality Work

Inspire Employees Creativity and Empower them to use it

Page 98

Salary is basic factor of workplace motivation. It is important that policy of rewarding

is balanced. Unbalanced salary policy per position within company is counter productive.
Although it is prohibited to share information about the salary in public, employees are mostly
aware of salary levels per position. Balance of the salary is not corresponding only to positions
within the company, but also between similar positions in competitive companies.

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

EMPLOYEE NAME: _____________________

EMPLOYEE CODE: ______________________
DEPARTMENT: _________________________

Q.1.How many years have you been working?

A. 0 to 3year B. 4 to 7 years C. 8 to 11years D. 12 and more years

Q.2. Job requirements dictate how much effort I exert

during work?
Page 102

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.3. I would work harder if I knew that my effort would

lead to higher pay
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.4.At work, my favorite day of the week is pay day

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

Q.6. It is more important to me that others approve of my

behavior
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.7. I often make decisions bases on what others will

think?

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.8. I work harder on a project if public recognition is

attached to it
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.9. If choosing jobs, I want the one that allows me to be

recognized for success?
Page 104

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

Q.11.I gives my best effort when I know that it will be seen

by the most influential people in an organization?
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.12.decisions I make will reflect high standard that I set

for myself?

A. Strongly agree
B. Agree

Page 105

C. Disagree
D. Strongly disagree

Q.13. it is important that I work for a company that allows

me to use my skills and talent

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.14. I try to sure that my decisions are consistent with

my personal standards of behavior.
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.15. I like to do things which give me a sense of personal

achievement.
A. Strongly agree
B. Agree
C. Disagree

Page 106

D. Strongly disagree

Q.16. I need to know that my skills and values are

impacting organizations success.
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.17. I would not work hard for a company if I didnt agree

with its mission.
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.18. when choosing companies to work for, I look for one

that supports my beliefs and values
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Page 107

Q.19. an organization is accomplishing missions that I

agree with, it doesnt matter whether I was responsible
for its success
A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Q.20.if an organization is accomplishing missions that I

agree with, it doesnt matter whether I was responsible
for its success

A. Strongly agree
B. Agree
C. Disagree
D. Strongly disagree

Page 108

DRL ORGANIZATIONAL
STRUCTURE

Page 109

Page 110

DR. REDDY LABS HUMAN RESOURCE DEPARTMENT STRUCTURE

Page 111

Page 112

BIBLIOGRAPHY

Page 113

BIBLIOGRAPHY

PERSONNEL MANAGEMENT

--

C.B.

MAMORIA

MANAGEMENT & INDUSTRIAL RELATION

PERSONNEL MANAGEMENT

-- P. SUBBA RAO

-- EDWIN

B. FLIPPO

PRINCIPLE AND PRACTISES OF

-- L.M. PRASAD

MAGEMENT

HUMAN RESOURCE MANGEMENT

--

K.K

AHUJA

HUMAN RESOURCE MANAGEMENT

--

MIRZAS
Page 114

SALYADIAN

WEBSITES:
www.google.com
www.bized.co.uk
www.mum.edu
www.questionpro.com
www.drreddys.com/

Page 115