Motivational practices at Johnson & Johnson Hellas -

A Critical Review

UMG0203A2 – Managing People & Organizations

Presented to Dr Dionysis Dionysiou

Presented by:
Bara Athina
Diamantis Thanasis
Efstathiou Maria
Filippopoulos Evangelos
Pinninti Nikhila

March 8th 2021

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Contents
Executive Summary .................................................................................................. 3
Introduction ............................................................................................................... 3
1.1 Industry Analysis ............................................................................................. 5
2. Methodology ......................................................................................................... 6
2.1 Job role & Performance Assessment ................................................................ 6
2.2 Employee Wellbeing & Grievance address ....................................................... 7
2.3Rewards and Benefits ........................................................................................ 7
3. Concept of Motivation ........................................................................................... 9
3.1. 4 Drive Theory................................................................................................ 9
3.2. Drive to Acquire. .......................................................................................... 10
3.3. Drive to Bond. .............................................................................................. 11
3.4. Drive to Comprehend. ................................................................................... 12
3.5. Drive to Defend. ........................................................................................... 13
4. Recommendations ............................................................................................... 14
5. Limitations. .................................................................................................. 15
Reference List ...................................................................................................... 16
Appendix…………………………………………………………………………….17

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Executive Summary
The emphasis of this paper is identifying and evaluating the role of Johnson &
Johnson in the pharmaceutical market in Greece, with a focal point on what
motivational practices it has been applying across the span of its lifetime.

The research strategy is comprised of two components. Principally, the use of

secondary research, which has been conducted through online databases and
concentrates on the 4-drive theory and how the organization correlates to what the
theory prescribes. The four core drives we are going to delve into are as follows:
 The drive to acquire and achieve.
 The drive to bond and belong.
 The drive to be challenged and comprehend.
 The drive to define and defend.
The theoretical insight will be applied in conjunction with primary research which has
been accumulated through the dissemination of interviews by Johnson & Johnson
employees in various departments, to assess the efficacy of the firm’s practices.

Tethering the data generated by the primary and secondary research the report will
present the concluding remarks, underscoring how strongly the organization utilizes
motivational techniques to employees.

Introduction

Johnson & Johnson was founded in 1886 and constitutes an incredibly customer-
centered organization with a great resolve on being a pioneer in the pharmaceuticals
and cosmetics industry.

The organization’s diverse vision encompasses the recognition and necessity to

capitalize on every individual’s distinctive experiences and thus, the unique
contribution they can deliver. Conclusive to representing an organization that strives
to create solutions and spark fresh ideas, diversity in human capital and disparate
mindsets appears to be one of the core values of the company. Subsequently, the most
crucial component is that the organization supports its employees and other various

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stakeholders to remain progressive and to help sustain the drive to find solutions
to issues. It achieves this by fostering inventiveness along with a spirit of cooperation.
The organization promotes a community of sharing by welcoming individuals of
various backgrounds with disparate capacities and acknowledges that successful
implementation of motivational strategies is important when it comes to performance
and profit generation. (jnjconsumer, 2021).

Ever since its creation, the company has developed and branched out its operations in
over 60 countries, now manufacturing a multitude of products, and has been one of
the leading brands in its field, being well-respected globally. In Greece, the company
is apportioned to JNJ Consumer S.A., which oversees cosmetic products, as well as
over-the-counter drugs, along with the JNJ medical division, and daughter company
Janssen pharmaceuticals, all under Johnson & Johnson Hellas S.A. (Maria Roussi,
personal interview, 2021). This paper’s emphasis will be on JNJ Hellas S.A. which by
today has over 500 employees and is the main coordinator of the organization’s
operations in the country. The organization’s operations are split between its plant in
Mandra Attikis, where the company facilitates its production, together with their
office building in Marousi, Athens.

The organizational framework focuses on roles and duties clustered in respective

departments to promote a well-executed flow of procedures, with each branch
converging on their area of expertise. This is reflected in the figure below.

The chart is hardly readable; where is production?

Figure 1

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1.1 Industry Analysis

In a quick overview, by today’s standards, the consumer health industry indicates to

be in decline for the last 2 years in Greece. The organization has been reported
following that trend in the last few years by seeing a growth reduction of 12%, a little
more than the industry’s course, which has been met with a negative growth of 9%
(Euromonitor, 2021).

Figure 2

Ranking as the 5th largest key player in the market in 2021, JnJ Hellas S.A. holds 4.1%
of the total market’s share, following companies like GSK Consumer Healthcare,
Vian S.A., Sanofi-Aventis S.A., and Uni-pharma S.A.

At present, the organization is running net profits of 22 million euros in retail value,
by the end of the year 2020 in the country of Greece and has been growing at a

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steady pace since 2016, even surpassing and peaking above the industry, until the
COVID-19 era started taking its toll in the business world (Euromonitor 2021).

Overall, in a highly competitive industry with 119 operating pharmaceuticals in

Greece, Johnson & Johnson remains a powerhouse organization, currently also being
one of the very few pharmaceuticals targeting on developing and providing a vaccine
for the COVID-19 pandemic.

2. Methodology

A great tactic to analyze and evaluate JnJ motivational practices for its employees, is
through a qualitive research method and more specifically, through transcribed
interview texts, which are based on the 4 Drive Theory of Motivation(see Appendix).
The content of interview analysis was chosen because it is an effective way to deepen
in the human experience and perception and can result into many topics and codes of
the organization (Erlinsson & Brysiewyzc, 2017).The 4 Drive Theory was selected
since it seemed that fits the company’s policies and the employees are aligned with it.

In respect to the sample, 5 employees were asked, ranging from 28 to 56 years old
from different departments of JnJ such as sales, finance, and administration. The
primary research was conducted solely for the purpose of the academic project of
Alba Graduate Business School. Below are shown some subject areas that arose from
what is this? You need to elaborate. You also need to
the questions, using the Voyant Analytical Tool. explain how you decided what questions to incorporate in
the questionnaire and what questions aim at capturing the
fulfilment of the four drives.

2.1 Job role & Performance Assessment

By establishing the performance management process, the company rewards the
employees according to their goal achievement. The goals that are set through the
CRM tool called “Workday,” depend on the employee and their manager. However, a
transparent project schedule, made employees responsible to keep deadlines and
stay committed.

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2.2 Employee Wellbeing & Grievance address

As resulting from the interviews, the organization is exceptionally human-oriented

and considers the health and wellness of the employees and provides a wide range of
benefits like personal trainers for small groups, indoor Yoga & Pilates, wellness
instructors, dietitians, and psychologists as the personal development forms a priority.
JNJ credo is a clear indicator of a strong commitment to employee.

2.3Rewards and Benefits

Supplementary, a program known as bright horizons is being practiced for children of

employees with special needs, and a resilience application based on behavioral
science for the mental health and the well-being, is used by each employee and at the
end are rewarded for adopting healthcare practices.

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Unclear; moreover, if this
is an outcome of your
analysis you should
present it later, after the
theoretical background Overall, below the key topics are major contributors for motivation.
and explain it.

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 *Analytical tools used Voyant, Monkey learn

3. Concept of Motivation

The concept of motivation by nature can be defined in many ways. More specifically,
is the process that interprets the intensity, the direction, and the persistence to a
specific goal (McShane & Von Glinow, 2018) or the actions that preserve goal-
oriented behaviors. Motivation can be divided into two components regarding its
source of origin: intrinsic and extrinsic. Intrinsic is the motivation that derives from
the internal and innate need for self-determination, independence, and the positive
feeling that tasks are completed satisfactorily. Extrinsic on the other hand is the
motivation that occurs independently of the individual’s skills and effort, such as
money and other rewards (McShane & Von Glinow, 2018).

3.1. 4 Drive Theory

Organizations use intrinsic or extrinsic motivation to facilitate goal execution. As the
4 drive Theory indicates, the drives are applicable to all individuals, inherently
existing in people, helping them to respond to the environment unconsciously, driven
by their need to satisfy their goals (McShane & Von Glinow, 2018). According to the
theory, the drives are four:

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 1. The Drive to Acquire (Rewarding)
2. The Drive to Bond (Socializing)
3. The Drive to Comprehend (Learning)
4. The Drive to Defend (Protecting)
Consequently, the application thereof will be contrived within the context of Johnson
& Johnson.

3.2. Drive to Acquire.

The drive to acquire constitutes the pillar upon which human capital relies to create
meaningful experiences within the workplace. As such motivational practices become
a strong codependent viewing as they act as the driving force behind employees’
willingness to perform, learn, and develop new skills, as well as climb the hierarchical
ladder. The effort to acquire comes down, not just to experience and knowledge, but
also materialistic incentives, such as better compensation, as well as higher status and
professional recognition (McShane & Von Glinow, 2018).

Being the organizational lever to attain that it is, this drive comes into play through a
multitude of ways within the corporation. There are provisions at the center of the
pyramid of incentives, which include a company car, mileage, a mobile device and so
on, but not without acknowledging the significance of emotional and psychological
stability of human capital as well; for which, benefits such as the services of
outsourced psychologists, personal trainers for small groups, and meal plans derived
from nutritionists are set in place (personal interview, 2021).

Moving up, the reward scheme implemented is wide-ranging, as it strives to

encompass all layers of the organization. Foremost, bonuses in the form of monetary
rewards are split into bands relative to achievement. For instance, achieving 100% of
the designated goal will reward 1 bonus salary to an employee, whereas 150% of the
target goal will reward 2 salaries, and so on; a system made to propel employees
towards reaching their maximum potential (personal interview, 2021).

Pushing to acquire higher status also comes with rewards in the form of strong
symbols in JnJ, underscoring the fact that interviewees hold in particular regard the

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“Inspire” award; bestowed upon one employee from each department. It embodies
exemplary performance and determination, making certain that employee’s
achievements and demanding work will not go unnoticed (personal interview, 2021)
So, do they do well? Other aspects relating to the fulfillment of this drive? Do they pay better
than competitors? Do they distinguish between different levels of performance? You only
mention for 100% achievement of goals and higher. Do people feel special, valued, proud?

3.3. Drive to Bond.

The drive to bond is linked to powerful positive emotions such as caring. This
relationship is responsible for workers' prominent levels of enthusiasm when they are
proud to be part of the company, as well as their low morale when they feel betrayed
by the organization. This motivation explains why employees form attachments to
their closest coworkers and find it difficult to break free from divisional or functional
silos. It also explains why workers can develop attachments to larger groups and care
more for the company, rather than their local community within it (McShane & Von
Glinow, 2018).

Subsequently, as the interviews emphasize, the organization is committed on the

design and execution of tasks through teamwork. It is the groundwork upon which a
culture of inclusiveness is built, and the organization steadily takes the form of a
second family for the employees. The organization is committed on creating a feeling
of belonging. From simple things like the company cafeteria where employees can
socialize and have lunch together, to work-related projects demanding everyone’s
input, which enforces accountability and participation.

The organization additionally places a lot of focus on corporate social responsibility

activities including volunteerism, initiating and carrying out many disaster relief
endeavors.

In addition, the group bonding exercises and games should be constructive and
fascinating. They assist employees to learn how everyone functions outside of a work
setting, solve problems, and have some constructive and enjoyable time. Therefore, it
is activities that serve multiple purposes that contribute to bonding. It is the little
things that bring employees together, make them socialize, familiarize with one
another, build strong friendly relationships that will facilitate their work processes.

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3.4. Drive to Comprehend.

According to Mc Shane and Von Glinow (2018), the drive to comprehend is an active
stimulus that is linked directly to the innate curiosity of human nature, especially the
effort that someone makes to conceive and understand the external and internal
environment (the self). It all begins with the need to suffice, the need to know and
learn, and reach self-actualization. In the workplace, the drive to
comprehend applies to the point where job design is provided clearly, coupled with a
definitive and unequivocal sense of the roles that they should take over.

In the case of JnJ, many aspects of the drive to comprehend can be met. Derived from
the interviews; the professionals obtain much knowledge and training from the
company. “Workday,” a Google tool, through which employees can organize their
daily tasks implemented by their managers, assist in setting SMART goals, designed
to understand their exact requirements, the workflow required to achieve them, and
realizing the fulfillment they will gain after succeeding. Also, the company trains its
employees in computer technology such as CRM and ERP so they can be adaptive in
new techs, adopt expertise and new concepts of the constantly evolving working
place. As the interviewees imply, there is continuous training for each function of a
department like seminars which enhance the drive to comprehend in extremely
prominent levels, as the employees want to discover new organizational facets,
become innovative and creative.

Not only does the corporation explore employees’ novel ideas, but also the mentoring
and consulting provided, reduces the high turnover rate, improves employee
engagement, accommodates the opportunity for job rotation, and tackles diversity
problems. How do they keep their individuals committed to the organization and alert
to new challenges? By allowing them to take initiatives as the internal environment of
the company is independent. Thus, the organization through these procedures prompts
personal development, the growth of new skills and enhances commitment by
producing a sense of fairness, comprehensiveness, and inclusiveness. Like such, it
lays the foundation for innovation, enabling employees to freely produce fresh ideas,
for equal benefit. Ok, but this is somehow abstract; have you asked for any
measurable results? For instance, they must conduct
12 - do employees experience their jobs as
employee surveys
meaningful? I know that these results are confidential, but
have you asked for evidence? Any examples of innovative
ideas/suggestions from employees?
3.5. Drive to Defend.

The Drive to defend promotes a reactive stance and refers to the “fight or flight”
response, being applied mostly within the scope of justice and
fairness. It designates what is fair, what responses to the values of the
company, and how the employees are aligned and linked to the organization’s beliefs.
Moreover, this drive is associated with physical, psychological, and social protection
of ourselves (McShane & Von Glinow, 2018). Although the other three drives are
active, this one is discreet, because it is activated only under specific circumstances.
These kinds of circumstances could be threats that occurred in the external
environment of the organization, of the employees, or of the group.

Information gathered from our interviews has shown that there is an apparent
difference between people in separate layers of the organization. Employees towards
the top have suggested that the company promotes an open-door policy across the
board, with near-absolute transparency, which subsequently indicates that employees
should operate in an environment where the drive to defend does not become
necessary, and therefore feelings such as fear and resentment are avoided.
Additionally, the performance management processes that the company has set in
place, which come down to peer reviews, evaluation of the employee towards the
superior and vice versa, procedures designed and implemented with an indispensable
parameter or being aptly measurable, create a feeling of equity and fairness. Such
clear goals and directives also assist with specific resource allocation which has been
explained to help ensure a proactive stance within the organization, meant to reduce
the need of problem-solving (personal interview, 2021).

At the same time, certain employees at the mid-to-low tiers of the organization have
hinted that procedures and requirements are often not as clear as the top management
would like to believe, and albeit an open-door policy is indeed practiced, the guidance
provided has frequently been found to be lacking (personal interview, 2021).
Nonetheless, the effort for perfection is never-ending and such gaps between
management shall always remain, derived from discrepancies in knowledge,
experience, and how information dissemination is deemed as adequate.

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 With the exception of the previous paragraph (drive to defend),
you haven't identified any other area with potential for
improvement in your assessment.

4. Recommendations

Although JnJ follows innovative and efficient practices to ensure employee

motivation, some areas of improvement are recommended.

When interviewees asked, “Have you felt underprivileged while working in the
company,” one of the responses highlighted the reward system in supportive
departments. The problem is that in supportive departments, the performance pay
reward is judgmental and depends on the relationship between the reporting manager
and employee. This type of practice clearly hinders the drive to achieve the motive of
the employee. The following measures are recommended:
 The major component of performance pay should be linked
to an accurately measurable quantitative parameter at the individual level.
 A consistent top performer should be given an interdepartmental opportunity
to shift if he is interested based on his skills assessment or provide training
to enhance the skills required. This ensures a non-
monetary extrinsic motivation.

Supplementary, interaction with one of the employees revealed that an on boarding

process and a clear orientation guidance are not provided. As the initial orientation is
very crucial to be set, it is suggested that it should be a bonding activity and not just a
knowledge activity. So, a well-structured and designed in a flow chart model to be
made, which will not be based on the essentials of department head availability. In
this way employees get a clear understanding of how things work and ensure a “Drive
to bond” from the initial phases. this applies also to the drive to comprehend

In addition, the present research has observed that employees have mild discomfort
regarding to the appraisal and promotion process. It is suggested that the appraisal
process should highlight reflective listening, constructive feedback, and advice to
improve which will enrich “Drive to achieve” in employee, instead of just giving
feedback. Even though promotions are based on quantitative parameters, it is
exceedingly difficult to move up for young people as seniority within the company.
why?

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The promotions should be more aligned with respect to KPI’s (Key Performance
Index). You have not raised this problem before; did you find
evidence that they are not?

To conclude, there has been a review that open-door policy has become a norm but
without efficiency in recent times. Although JNJ has a credo system about employee
concerns, it would be better if a credo with respect would be adopted in organizational
levels. It is recommended a check or a detailed survey on the level of bureaucracy in
the organization, to ensure that employee’s concerns and opinions are reached.

5. Limitations.

As reported by Mc Shane and Von Glinow (2018), the 4 Drive Theory is holistic
(because it refers to all the drives), anthropological, and psychological approach as
reflects the human patterns of behavior, the thoughts, and social needs. Although it is
a globally recognized, evidence and empirical based theory, there are some
limitations. Firstly, the belief that all the drives should be accomplished and secondly,
all the drives should be kept in balance and coordination. Of course, this is difficult to
be achieved, because when the Drive to Acquire is taking place, the Drive to Bond
might not be activated due to the competition which is being created. On the other
hand, when the Drive to Comprehend is activated to fulfill the novel and the
unknown, the Drive to Defend appears to refute it due to the need to avoid the new. If
an organization satisfies at least two of the drives, means that is navigating in a clever
way, if a drive overpowers the other, it means that some practices are working
wrongly.

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 Reference List

Erlinsson C. & Brysiewyzc P., (2017). A hands-on guide to doing content

analysis. African Journal of Emergency MedicineVol.no 7., Pages 93-

99https://doi.org/10.1016/j.afjem.2017.08.001

Euromonitor International (2021), Johnson & Johnson Hellas SA in Consumer

Health (Greece).Retrieved 20 February 2021. https://www-portal-

euromonitorcom.acg.idm.oclc.org/portal/Analysis/Tab

JnJ Consumer (2021). Retrieved 20 February 2021. https://www.jnjconsumer.gr/

McShane, S.L. & Von Glinow, M. A. (2018). Organizational Behavior: Emerging

Knowledge, Global Reality (8th Global Edition). Singapore: McGraw-Hill.

1.Clear description of the company and its industry: You provide sufficient information (30/30).

2. Proper application of theories and methods, quality of critical analysis and suggestions. Overall, you
demonstrate good understanding of concepts related to motivation and the four drive theory. You collected primary
data through interviews. As an area for improvement, you could have discussed how you designed the interview
protocol (questions) and demonstrate that your questions cover all practices related to the fulfillment of the drives. See
also me comments in the text. (35/50)

3.Structure and language. Well-written and organized (20/20).

Overall: 85/100 This is your very first project at ALBA, so you did a good job!

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Appendix

Interview Questions

1. How does the company’s environment keep employees motivated and in what
ways?
2. Does the company set clear goals and objectives that reinforce smooth
cooperation between employees?
3. How does the organization promote personal commitment?
4. In what ways do managers/administration show trust and reward their
employees?
5. How does the work provide challenging goals and how does it promote
personal development?
6. Is the culture of the company human-oriented? Are employees placed at the
center?
7. Do employees feel free to express their concerns with their superiors, through
procedures that make them feel safe?
8. How does the company provide the right training tools that assist employees in
organizational tasks and promote self-development?
9. How motivated do you feel when cooperating with other employees?
10. Have you ever felt underprivileged while working in the company, and how
did managers manage it?
11. Where do you see yourself in 5 years? Is JnJ where you would still like to be
working?
12. Does the company provide a satisfactory bonus and benefits scheme?
13. What sort of benefits does the company provide?
14. Does the company provide equal opportunities and equal rights to all its
employees?

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