CHAPTER 7 ANALYSIS OF HR PRACTICES IN PHARMA...

266

CHAPTER 7

ANALYSIS OF HR PRACTICES IN PHARMA INDUSTRIES

7.1 Introduction :

This chapter covers actual HR practices performed in Pharma

Companies selected for research study from the Pune region. In earlier

Chapter No. 5 the researcher studied the HR Policies for Pharma Companies

and thereafter after taking the actual survey through questionnaire the

researcher has analyzed the following various HR practices. The

questionnaire consists of various following heads.

1) General Information about the Company Q. No. 1 to Q. No. 9

2) Manpower Planning Q. No. 10 to Q. No. 19

3) Recruitment & Selection Q. No. 20 to Q. No. 26

4) Placement and Induction Training Q. No 27 to Q. No. 36

5) Human resource Information System Q. No. 37 to Q. No. 39

6) Performance Appraisal Q. No. 40 to Q. No. 58

7) On the Job & Career Development Training Q. No. 59 to Q. No.

87

8) 38 statements regarding overall assessment of HR environment

in the Company

267

7.2 General Information About the Organization

7.2.1 Nature and Type of Pharma Industry?

Table 7.1

Direct

manufacturer

Third party

Loan License

7 2 3

Figure 7.1

The above figure shows that the nature and type of Direct Manufacturer are

more than third party and loan license companies.

58%

17%

25%Direct

manufacturer

Third party

Loan Licence

268

7.2.2 Products Manufactured :

Table 7.2

Sr.

No.

Name of Company Products

1 Hindustan Antibiotic Ltd. Vaccines

2 Litaka Pharma Ltd. Oral Syrups & Tablets

& Generics

3 Emcure Pharma Ltd. Generic, Tab &

Injectables

4 Cipla Generic injectables &

tablets

5 Glenmark Ltd. Generic injectables &

tablets

6 Prophyla Biologicals Ltd. Generic injectables

7 Freserious Kabi Ltd. Vaccines

8 Serum (I) Ltd. Vaccines

9 Nulife Ltd. Generic injectables

10 Biostar Generic injectables

11 Wockhardt Ltd. Generic injectables

12 Ranbaxy Generic injectables

Vaccine– 3, Generic & Injectables & tablets 8 nos., oral Syrup tablet

and Injectable -1

269

Oral syrups, Tablets & Generics 1 - Nos. The Companies

manufacturing Vaccines and Injectables should give more careful attention

to HR practices compared to companies manufacturing Tablets.Hence above

table shows that adequate sample of companies has been studied by

researcher.

7.2.3 No. of Employees in Place :

a) Managerial: Male 14 Female :- 6

b) Supervisory: Male 16 Female:- 24

c) Workers: Skilled 2400

Unskilled 3000

d) Contractual staff : Male : 1200

Female: 1800

Figure 7.2 Figure 7.3

In Pharma manufacturing companies policy regarding ratio of skilled

employees, supervisor and managerial staff is 60:2:1 hence above graph and

table justifies the no of employees ratio is adequate.

7.2.4 Sales turnover in Rs. Crores for the financial year 2003-04, For the

research the researcher has studied the HR practices of the pharma

0

5

10

15

20

25

Managers Supervisors

No. of Employees

0

500

1000

1500

2000

2500

3000

Workers Contract

Staff

270

companies whose turnover is from 200 crores to 2000 crores for the

financial year 2003-04 :

Table 7.3

Sr. No. Name of the company Turnover (in crores)

1 Hindustan Antibiotic Ltd. 900

2 Litaka Pharma Ltd. 200

3 Emcure Pharma Ltd. 1000

4 Cipla Ltd. 2000

5 Glenmark Ltd. 1000

6 Prophyla Biologicals Ltd. 300

7 Freserious Kabi Ltd. 600

8 Serum (I) Ltd. 700

9 Wockhardt Ltd. 700

10 Briocia Pharma (I) Pvt. Ltd. 200

11 Intervet (I) Pvt. Ltd. 450

12 Ranbaxy Ltd. 900

271

7.3. Manpower Planning

7.3.1 HR organization and estimation of manpower requirements :

Table 7.4

Sr. NO. Title of the Department No. with names of

companies estimating

manpower by this

department

1 Central Manpower Planning

Department and strategic planning

Dept.

1

2 HRD Department

9

3 External Agency ( Consultant )

1

4 Departmental In- Charge

1

It is observed that, Estimation of Manpower requirement is basically done

by HRD department. Therefore a scientific approach to exactly calculate and

estimate the possible and probable man power is being done by 80 to 85% of

the companies under survey.

7.3.2 Method of estimating manpower requirements:

Table 7.5

Sr.

No.

Method No. of companies

using this method

1 Work study sampling 9

2 Planned productivity estimation

1

272

3 Statistical Methods (Like regression,

correlation etc)

1

4 Super annuation -cum replacement

charts

1

Figure 7.4

Most of the companies pointed out that manpower requirement were

determined on the basis of work study. However, the work study generally

relates to production orientation. Hence a square approach covering the other

aspects such as productivity relation application of statistical methods and

replacement on account of promotion, transfers, resignation, super annuation

and punitive action is also needed to be covered.

0

1

2

3

4

5

6

7

8

9Work study

sampling

Planned

productivity

estimation

Statistical

Methods (Like

regression,

correlation etc)

Super annuation

-cum

replacement

charts

Opinions/

influence of

managers of

head of

department

273

7.3.3 Frequency of analysis of manpower resources :

a) Continuously

b) Periodically

c) Whenever required

Table 7.6

Sr. No. Frequency No of companies

1 Continuously

10

2 Periodically

1

3 Whenever required

1

Figure 7.5

Most of the companies are analyzing Manpower in a continuous manner. It

reflects about due importance given to manpower planning, department &

subsequently the HRM department in the industries.

0

2

4

6

8

10

Continuously

Periodically

Whenever

required

274

7.3.4 Manpower forecasting factors :

Table 7.7

Sr. No. Factors No of companies

1 Corporate business plan

1

2 Corporate business plan, changes In

technology

7

3 Corporate business plan, changes in

technology and trends in productivity,

changes in Government Rules and

regulation

4

4 Any other factor 0

Figure 7.6

0

1

2

3

4

5

6

7Corporate business

plan

Corporate business

plan, change In

technology

Corporate business

plan, change in

technology and trends

in productivity,

changes in

Government Rules and

regulation

275

The actual practices related to manpower planning. Stated that the

estimates of manpower requirements in these pharmaceutical companies

were essentially prepared by the HRD Department. However in two

companies the departmental incharge of the concerned department was

responsible. With reference to manpower requirement, 90% of the

companies pointed out that manpower requirements were determined on the

basis of work study sampling and planned productivity estimation only.

Other statistical methods were not of common use.

Regarding frequency of manpower assessment a positive aspect in the

sense that 80% of the companies frequently analyzed manpower resources in

their organization in a continuous manner. Further these requirements were

analyzed on the basis of requisition from the concerned departments. Some

companies pointed out that they bi-annually analyzed their requirements.

Regarding the essential factors for manpower planning it has been

indicated that corporate business plans and changes in technology trends in

productivity. Also changes in Government rules and regulations were

essential factors for manpower planning in most of the companies.

276

7.4 Recruitment Selection :

7.4.1 The sources of manpower supply:

Table 7.8

Sr. No. Sources No. of Companies

1 Internal 5

2 External 5

3 Internal & External 2

Figure 7.7

Out of 12 companies, 5 companies are sourcing their manpower internally, 5

companies are sourcing externally & 2 companies are from both. Though

some of the companies are having internal manpower sourcing and some of

them are giving the importance to the external sourcing, basically a balanced

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Internal

External

Internal &External

277

approach to man the vacancies on the merit basis as well as giving

importance to job and man specification should be there. This objective

approach will be conductive to talent search as well as maintaining the

harmony amongst the employees.

6.4.2 Internal sources of recruitment :

Table 7.9

Sr. No. Internal Source No. of companies

1 Internal advertisement 6

2 By promotion 5

3 By transfer from other units or

departments

1

Figure 7.8

The 6 companies have used internal advertisement, whereas 5 companies

used promotions & one company used transfer from other units or

departments.

0

1

2

3

4

5

6 Internaladvertisement

By promotion

By transferfrom otherunits ordepartments

278

7.4.3. The external sources of recruitment :

Table 7.10

Sr. No. Source No. of Companies

1 Through employment exchange

10

2 Through open advertisement in

leading news paper

10

3 Through campus recruitment

10

4 On deputation

1

5 Ex servicemen agencies

1

6 Any other method, please specify

1

Figure 7.9

The external sources of recruitment are employment exchange,

advertisement, and through campus recruitment .

0

1

2

3

4

5

6

7

8

9

10

Through

employment

exchange Through open

advertisement in

leading news paper Through campus

recruitment

On deputation

Ex servicemen

agencies

Any other method,

please specify

279

7.4.4. Transfer policy :

Table 7.11

Yes NO

11 1

Figure 7.10

11 companies adopted a policy of transfer of personnel form one unit to

other in accordance with exigencies of the requirement.

7.4.5 Selection process: The abilities tested:

Table 7.12

Sr. No. Ability No of companies

1 Subject knowledge 12

2 Work experience 12

3 Physical abilities

(including medical etc.)

10

4 Psychological attitudes 10

92%

8%

Yes

NO

280

Figure 7.11

amongst all the companies it was observed that they give 100% importance

to subject knowledge &work experience for the selection while PHYSICAL

abilities & psychological attitudes were also carefully scrutinized during the

selection process.

7.4.6. The probation period :

Table 7.13

Sr.No. Category Period of probation

1 Skilled &

unskilled

workman

6 months

2 Offices &

managers

12 months

12 12

10 10

9

9.5

10

10.5

11

11.5

12

Subjectknowledge

Workexperience

Physicalabilities (includingmedical etc.)

Psychologicalattitudes

281

Figure 7.12

Probation period for skilled & unskilled workmen is 6 months

whereas for officers it is 12 months. Ideal HR policy reflects the same thing

.Because the workmen‟s skill could be checked actually while working on

machine. For officers it is actually work performed by him/her hence it is 1

year.

7.4.7 Factors considered for confirmation/ regularizing the employees :

Table 7.14

Sr. No. Factor No of companies

1 Completion of probation period 3

2 Satisfactory performance during the

probationary period

9

0

2

4

6

8

10

12

Skilled &

unskilled

workman

Offices &

manager

282

Figure 7.13

(iii) After satisfactory performance during the probation period, the

employee‟s appointment was regularized.

(iv) Also the performance of trainee and his resourcefulness and

integrity are taken into account before confirming the appointment

of the concerned trainee.

With reference to procedure of selection it was answered affirmatively

stating that almost at all times they followed the same method of selection

for all categories of employees. The response to this was positive response.

With respect to preference of applicants, most of the companies stated that

they preferred internal candidates for selecting and promoting them after

25%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%Completion of

probation

period

Satisfactory

performance

during the

probationary

period

283

proper screening. With reference to ability tested in selection process the

following are the details of the answers.

3. Almost all the companies stated that they gave 100% importance to

the subject knowledge and work experience for the selection to a

particular post.

4. Physical abilities and psychological attitudes were also carefully

scrutinized during the selection process.

With reference to period probation, the probation period for

employees in 90% of the companies was prescribed as six months for

workers and twelve months for Officers. In regard to regularizing of

employees,

The following are the various factors that are considered by all the

organizations for the purpose of regularizing the appointments of the

trainees and employees undergoing probation. The procedure, is that,

(i) After satisfactory performance during the probation period, the

employee‟s appointment is regularized.

(ii) Also the performance of trainee and his resourcefulness and

integrity are taken into account before confirming the appointment

of the concerned trainee.

284

The companies verify the character and other credentials at the time of

appointing a candidate.

7.5 Placement and Induction Training :

7.5.1 Methods used for placement of selected candidates?

Table 7.15

Sr. No. Method No of companies

1 Differential placement

10

2 Single job placement

11

3 Job training

10

Figure 7.14

9.4

9.6

9.8

10

10.2

10.4

10.6

10.8

11

Differential placement

Single job placement

Job training

285

Different placement methods were adopted by 10 companies. Single job

placement method was adopted by 11 companies and 10 companies used job

training.

7.5.2 The objectives of induction training :

Table 7.16

Sr. No. Type of Induction No of companies

1 Does it take place in your company ? 12

2 Introduction to the organization

12

3 Teach business ethics and sense of mission

11

4 Reflection on the ideals and the objectives

of the organization

12

5 Initiate specific job training

7

Figure 7.15

0

2

4

6

8

10

12Does it take place inyour company ?

Introduction to theorganization

Teach businessethics and sense ofmission

Reflection on theideals and theobjectives of theorganization

Initiate specific jobtraining

286

(a) Introduction to the organization was provided by all the companies.

(b) Business ethics a strong sense of mission was emphasized to the trainees

by 90% of the companies.

(c) The ideals and objectives of the organization were stressed by all the

companies.

(d) 60% of the companies initiated specific job training procedures.

7.5.3 Methods of Training:

Table 7.17

Sr. No. Type No of companies

1 On-the Job training

11

2 In house training programme

11

3 Specialised training with external agencies

11

4 Send abroad for training

2

Figure 7.16

0

2

4

6

8

10

12On-the Jobtraining

In housetrainingprogramme

Specialisedtraining withexternalagenciesSend abroadfor training

287

(c) 90% of the companies stated that they provided necessary job

training.

(d) In-house training as well as specialized training was provided by

80% of the companies.

The following answers were provided by the companies to methods used for

placement of selected employees.

(i) Differential placement method was adopted by 11 companies

(ii) Job training was provided by 8 companies.

With reference to formal training all the companies provided an

affirmative reply stating that they offer formal training to all the new

entrants. Regarding duration 70% of the companies stated that the formal

induction training, lasted for two weeks. 30% of the companies stated that

such a formal training lasted for only three days.

With regards to induction training objectives following are responses

1.Introduction to the organization was provided by all the companies.

2.Business ethics a strong sense of mission was emphasized to the

trainees by 90% of the companies.

3.The ideals and objectives of the organization were stressed by all the

companies.

4.60% of the companies initiated specific job training procedures.

288

The response regarding effectiveness of training it was clearly

indicated that 95% of the companies carried out follow-up measures, for

evaluating the effectiveness of the induction training to the employees.

With reference to Induction Training answers provided by the

employees was positive because they stated that they emphasized on the

induction training for all the categories of their results.Regarding

preparedness of executives for new responsibilities it was answered in detail

as stated below:

(f) 90% of the companies provided in-house training of their officers.

(g) In-house training was provided through the services of external

consultants and senior experts

(h) The training responsibility was entrusted by 40% of the companies

to the external agencies.

(i) 60% of the companies, provided effectively, on the job training

(OJT) to certain employees.

(j) Only 10% of the companies stated that they do provide training in

special cases to certain employees by sending them abroad well-

known companies or academic institutions.

289

With reference to review of job description the following answers

were provided in regard to the duration of job review in their respective

organizations.

(iii) 80% of the companies stated that they review once in a year.

(iv) 20% of the companies stated that they took a review as and when

required.

It was answered affirmatively stating that every change in job description

was followed by appropriate training.

With regards to whether the concerned organization prepares their

executives in accordance with technological changes, the following was the

response.

(a) 90% of the companies state that they provide necessary job training.

(b) In-house training and as well as specialized training was provided by


7.6 Human Resource Information System :

7.6.1 Content of Human Resources information system :

Table 7.18

Sr. NO. Content No of companies

1 Personnel bio- data of officers 11

2 Training programme attended 8

3 Performance records 8

290

4 Potential appraisal 5

5 Accomplishments 5

Figure 7.17

The details that were included in the HRS format for covering the HR were

following aspects.

(f) Personal bio data' s of officers 90%

(g) Training Programmes attended 70%

(h) Performance Records 80%

(i) Potential appraisal 40%

(j) Accomplishments 40%

0

2

4

6

8

10

12

Personnel bio- data of

officers

Training programme attended

Performance records

Potential appraisal

Accomplishments

291

7.6.2 HRIS Update:

Table 7.19

Sr. No. Frequency No. of Companies

1 Continuously 9

2 Once in a year 3

3 As and when required 9

Figure 7.18

7.6.3. Utilization of Human Resources Information data:

Table 7.20

Sr. No. Area / Objectives No. of companies

1 Consideration for special projects 12

2 Training requirements 5

3 Higher level job 9

0

1

2

3

4

5

6

7

8

9

Continuously

Once in a year

As and when

required

292

4 Transfers 6

5 Planning human Resources 3

6 Department activity 2

7 Government rules compliance 2

Figure 7.19

(i) Relating to human resource information, followings are the various

are the containts of it.

a. Personnel bio data' s of officers

b. Training Programmers attended

0

2

4

6

8

10

12 Consideration forspecial projects

Trainingrequirements

Higher level job

Transfers

Planning humanResources

Department activity

As per Governmentrules

293

c. Performance Records

d. Potential appraisal

e. Accomplishments

Related to the frequency of updating information.

It is continuously updated.

The data on HRIS id utilized for following things

For increments

For consideration for special projects by

For training requirements

For higher level jobs

For transfers

For planning HRD activities

As per Governments rules

7.7 Performance Appraisal :

7.7.1. The performance appraisal system:

Table 7.21

Sr. No. Type of Appraisal No. of Companies

1 Common all levels of officers 10

2 Different for different levels of officers 2

294

Figure 7.20

7.7.2 The number of personnel Appraisal systems used:

Table 7.22

Sr. No. Type of Appraisal No. of Companies

1 Confidential 06

2 Open Appraisal 03

3 Semi confidential 03

Figure 7.21

0

2

4

6

8

10

Common all

levels of

officers

Different for

different levels

of officers

6

3 3

0

1

2

3

4

5

6

Confidential

Open Appraisal

Semi confidential

295

7.7.3 The periodicity of Personnel Appraisal :

Table 7.23

Sr. No. Periodicity No. of Companies

1 Twice 2

2 Thrice 10

Figure 7.22

2

10

0

2

4

6

8

10

Twice

Thrice

296

7.7.4 While making appraisals does your company:

Table 7.24

Sr. No. Periodicity No. of

Companies

1 Qualitative characteristics or traits (like

integrity, intelligence, honesty other

attitudes abilities)

8

2 Quantitative characteristics or traits

( means sales, achievement for sales

executive, production achievement for

production engineer)

9

3 Future potential attitudes

9

Figure 7.23

7.4

7.6

7.8

8

8.2

8.4

8.6

8.8

9

Qualitativecharacteristicsor traits (likeintegrity,intelligence,

Quantitativecharacteristicsor traits (means sales,achievement

future potentialattitudes

297

7.7.4 The performance appraisal system in your organization is used

for following administrative decisions (Tick as many as

applicable):

Table 7.25

Sr. No. Type of Help No. of Companies

1 Promotion 10

2 Salary decision 12

3 Transfer 12

4 Demotion 0

5 Job enrichment 12

Figure 7.24

7.7.5 Do you have a separate training department? Yes/ No If yes,

please Indicate :

Table 7.26

Yes No

5 7

0

2

4

6

8

10

12 Promotion

Salary

decision

Transfer

Demotion

Job

enrichment

298

Figure 7.25

7.7.6 Performance Appraisal:

Details relating for 'Performance Appraisal' were sought. The following

were the various facts that were obtained during the process of collecting

information.

It was stated that the following were the authorities responsible for

initiating and ensuring the administration of performance appraisal.

(a) The immediate supervisor was responsible in 90% of the companies.

(b) The next level of supervisor along with immediate supervisor was

responsible in 80% of the companies.

(C) The HRD department was responsible in 90% of the companies.

(d) The concerned committee was responsible in 20% of companies.

The performance appraisal system was common to all level officers in

80% of the companies and it's was different in 20% of the companies.

42%

58%

Yes

No

299

The periodicity of performance appraisal in 90% of the companies

was once in a year. The following qualities and characteristics were taken

into consideration in the course of an appraisal.

(i) Integrity, Intelligence, Honesty, Achievements in sales, achievements in

production and also grown and development achieved by an employee.

The performance appraisal system is of the following types in an

organization.

(a) Confidential appraisal system was adopted in 60% of the companies.

(b) Open appraisal system was used in 30% of the companies.

(c) Semi confidential appraisal system was adopted in 10% of the

companies.

The companies stated that the appraisal system in their organizations

provided opportunities for self appraisal to the appraisers.

The performance appraisal system was found to be helpful by the

companies in respect of matters relating to:

(a) Promotion 90% agreed with this fact

(b) Salary decision 100% agreed with this fact

(c) Transfer 300/r.agree with this fact

(d) Job enrichment 70% agreed with this fact

300

7.8 On the Job and Career Development Training :

7.8.1 How is the volume of training budget decided:

Table 7.27

Sr. No. Authority No of companies

1 By chief executives 3

2 By a team of top managers 4

3 By training in-charge alone 3

4 By training in-charge in consultation

with chief executives

2

5 Any other (specify) 0

Figure 7.26

0

0.5

1

1.5

2

2.5

3

3.5

4

By chief executives

By a team of topmanagers

By training in-chargealone

By training in-charge inconsultation with chiefexecutives

301

7.8.2 Training methods:

Table 7.28

Sr. No. Type No of companies

1 Straight lectures 11

2 Lecture cum discussions 11

3 Role play 11

4 Close video recording circuit 11

5 Educational films 11

6 Simulation techniques 11

7 Computer games 11

8 Group exercises 11

9 Sensitivity training 11

10 Plant visits 11

Figure 7.27

0

2

4

6

8

10

12

Straight lectures

Lecture cum discussions

Role play

Close video recording circuit

Educational films

Simulation techniques

Computer games

Group exercises

Sensitivity training

Plant visits

302

7.8.3 Identification of Managerial staff:

Table 7.29

Sr. No. Method No. of companies

1 From performance appraisal

reports

3

2 Through potential appraisal 1

3 During performance review

meetings

2

4 Managers themselves indicate

the nature of training needed

2

5 Subject to longer changes in

the organization

2

6 By doing frequent surveys of

the training needs

3

7 Involving the external

consultants

3

0

0.5

1

1.5

2

2.5

3From performance

appraisal reports

Through potential appraisal

During performance review

meetings

Managers themselves

indicate the nature of

training needed

Subject to longer changes

in the organization

By doing frequent surveys

of the training needs

303

Figure 7.28

7.8.4 Use of the formal feedback reports:

Table 7.30

Sr. No. Use No. of companies

1 In deciding whether to repeat the

programme

5

2 To change the duration of the

programme

3

3 To modify contents 6

4 To drop the programme 2

5 To change the faculty. 2

0

1

2

3

4

5

6

In deciding whether to

repeat the programme

To change the duration

of the programme

To modify contents

To drop the programme

To change the faculty.

304

Figure 7.29

7.8.5 The effectiveness, of training activity :

Table 7.31

Yes No

11 1

Figure 7.30

11 Companies out of 12 companies are reviewing the effectiveness of their

training activities.

7.8.6 Are the long range plans of the organization made known to the

employees? Yes/No

Table 7.32

92%

8%

Yes

No

305

Yes No

9 3

Figure 7.31

In 9 companies communication was made to all employees regarding the

long range plans of the company.

By and large in only 40% of the companies there existed separate training

departments and the heads of such departments were either training

managers or Deputy Mangers (HRM).

The staff strength in the training department in 30% of the companies,

consisted of two Managers, two Officers and two Clerical staff and two

Assistant Managers. The manager incharged of training is required to report

to the General lia manager Personnel.

75%

25%

Yes

No

306

The qualifications of most of the training Managers consisted of

Masters Degree in Management or a Bachelors degree with about 20 years

of experience in HR.

Also persons with Engineering, Pharmacy and Science background

were considered for various positions in most of the organizations. With

reference their range of expenditure it is varied from Rs.50,000 to 50 lakhs.

per annum.

In regard to the volume of training budget was decided:

(e) by Chief Executive in 20% of the companies.

(f) by a team of top Managers in 30% of the companies.

(g) by training in charge alone in 20% of the companies.

(h) by training Incharge in consultation with the Chief Executive in

30% of companies.

With regards to training Methodology it wad observed in the following

manner:

(l) Straight lectures in 90% of the companies.

(m) Features cum discussion in 90% of the companies.

(n) Role play in 90% of the companies.

(o) Close video recording unit in 90% of the companies.

(p) Educational films in 90% of the companies.

307

(q) Simulation techniques in 90% of the companies.

(r) Computer games in 90% of the companies.

(s) Group exercises in 90% of the companies.

(t) Sensitivity training in 90% of the companies.

(u) Sensitivity training in 90% of the companies.

(v) Plant visits in 90% of the companies.

With reference to sponsoring of employee to abroad for training ) all

the companies answered that they did not sponsor any employees to any

training programme abroad during the year 2003.

With respect to Training Need analysis it was answered in the following

manner.

The training needs of their Manager were identified :

(g) From performance appraisals reports by 30% of the companies

(h) Through potential appraisal by 10% of the companies

(i) During performance review meetings by 20% of the companies

(j) Mangers themselves indicate the nature of training needed by 20%

of the companies

(k) Subject to longer changes in the Organization by 20% of the

companies

308

(l) By doing frequent surveys of the training needs by 30% of the

companies.

With reference to Assessment of training programmes it was

observed that in some few cases (30%) executives were asked to report their

assessment of training programmes conducted by their training departments.

Regarding formal feedback it was answered in the following manner.

Feed back reports by employees were used:

(a) in deciding whether to repeat the programmes by 40% of the companies

(b) to change duration of the programme by 30% of the companies

(c) to modify contents. by 50% of the companies

(d) to drop the programme by 20% of the companies

(e) to change the faculty by 20% of the companies

In reference to effectiveness of training activity of the companies stated that

during all these years they were reviewing the effectiveness of their training

activities regularly.

7.8.7 The career Planning opportunities offered to the employees.

Table 7.33

Sr. No. Opportunity No of companies

1 Sponsoring for higher educational

programme

9

2 Training abroad in exceptional cases 1

309

3 Coaching classes for professional

Courses

9

4 Grant of study leave 5

5 Preference for internal candidates for

the new projects etc.

3

Figure 7.32

7.8.8 Methods of rewarding employees :

Table 7.34

Sr. No. Reward No of companies

0

1

2

3

4

5

6

7

8

9

Sponsoring for higher

educational

programme

Training abroad in

exceptional cases

Coaching classes for

professional Courses

Grant of study leave

Preference for internal

candidates for the new

projects etc.

310

1 Additional Increments 7

2 Monetary Incentives 5

3 Promotion 3

4 Letter of Appreciation 7

Figure 7.33

Regarding career planning it was answered affirmatively by 80% of the

companies. Career planning opportunities) indicated that career planning

opportunities were offered to their employees.

The following were the detailed answers

0

1

2

3

4

5

6

7

AdditionalIncrements

MonetaryIncentives

Promotion

Letter ofAppreciation

311

(a) Sponsoring facility for higher educational programmes was extended by


(b) Education training abroad in exceptional cases by 10% of the

companies.

(c) Facilities for joining coaching classes for professional Courses were

provided by 80% of the companies.

(d) Grant of study leave was considered by 40% of the companies.

(e) Preference for internal candidates.

For new projects etc. was given by 30% of the companies with

reference to Rewarding of the employees the following answers were

provided by various companies. They pointed out that they rewarded their

managers who acquired additional qualification in the following manner.

(a) by giving additional increment by 60% of the companies

(b) by giving monetary incentives by 40% of the companies

(c) by promotion by 30% of the companies

(d) by letters of appreciation by 70% of the companies

7.9 Overall HRD Assessment of HRD practices :

1. The top management views about employee enjoyment at work place.

Table 7.35

Almost

always true

Mostly true Sometimes true

1 8 3

312

Figure 7.34

70% of the employees stated that their top management goes out of its way

to enable them to enjoy their work and this they said was mostly true.

About 30% said that sometimes the top management is found to be helpful

in enabling them to enjoy their work. Top management of the pharma

companies selected for study goes out of its way to make sure that

employees enjoy their work

2. The view of top management about human resources and humanly

approach.

Table 7.36

8%

67%

25%

Almost always true

Mostly true

Sometimes true

313

Figure 7.35

With reference to statement (2), 50% of the employees stated that it is

sometimes true that the top management believed in the philosophy that

Human Resources are extremely important and therefore employees have to

be treated humanly. But only 20% of the employees stated that this

philosophy is almost always true as it was implemented by their

management. It is strange to note that 30% did not feel very much satisfied

Almost always

true

Mostly true Rarely true

3 6 3

25%

50%

25%

Almost always true

Mostly true

Rarely true

314

with the philosophy even though they said that sometimes the treatment was

humanly.

3. Importance of Development of the subordinates by managerial staff.

Table 7.37

Almost

always true


2 5 5

Figure 7.36

To this statement responses were : 17% agreed totally with the statement as

almost always true, 42% agreed that the statement was mostly true whereas

another 41% said the statement is true only sometimes, In 7 companies

development of subordinates is seen as important part of their job by the

managers/ officers

4. The personnel policies in this organization ..

Table 7.38

Almost

always true


17%

41%

42% Almost always true

Mostly true

Sometimes true

315

3 6 3

Figure 7.37

The employees' responses were 25% said almost always true, 50% said

mostly true and 25% said sometimes true. In 9 companies it was observed

that personnel policies facilitates employee development.

5. The willingness of top management to invest Resources:

Table 7.39

Almost

always true

Mostly

true

Sometimes

true

4 6 2

Figure 7.38

25%

50%

25%

Almost always true

Mostly true

Sometimes true

33%

50%

17%

Almost always

true

Mostly true

Sometimes

true

316

In this regard 33% agreed with the statement and said that the statement was

always true, further 50% said this statement is more or less true, only 17%

said that this statement is true only sometimes In 10 companies it was

observed that top management is willing to invest considerable part of their

time and other resources for the development of employees.

6. Helpfulness nature of superiors.

Table 7.40

Almost

always true

Sometimes

true

Rarely

true

6 3 3

317

50%

25%

25%Almost always

true

Sometimes true

Rarely true

Figure 7.39

50% of the employees whole-heartedly agreed that this statement is 100%

true, 25% said this statement cannot always be said to be true and another

25% of the employees said that this statement was true sometimes. In 9

companies it was observed that senior executives / officers take active

interest in their juniors and help them to learn their job.

7. Attention of the seniors for competent building of subordinates.

Table 7.41

Mostly true Sometimes true Rarely true

5 4 3

42%

33%

25%Mostly true

Sometimes

true

Rarely true

318

Figure 7.40

In 9 companies it was observed that people lacking competence in doing

their jobs are helped to acquire competence rather than being left attended.

8. Managerial belief in development of subordinates.

Table 7.42

Almost

always true

Mostly

true

Sometimes

true

3 5 4

Figure 7.41

In this regard 20% agreed with almost always true, 40% agreed with mostly

true and 30% agreed with sometimes true. In 8 companies it was observed

that managers believe that the employees behaviour can be changed and

people can be developed at any stage of their life.

25%

42%

33%Almost always

true

Mostly true

Sometimes

true

319

9. Employees helpful nature.

Table 7.43

Almost

always true


4 2 6

Figure 7.42

In this regard 33% agreed with almost always true, 50% agreed with

sometimes true and 17% agreed with mostly true. In 6 companies it was

observed that people are helpful to each other.

10. Informal nature of the employees.

Table 7.43

Almost

always true


3 6 3

33%

17%

50%

Almost always

true

Mostly true

Sometimes

true

25%

50%

25%Almost always

true

Mostly true

Sometimes

true

320

Figure 7.42



that employees are very informal and do not hesitate to discuss personal

problems with their supervisors

a. The psychological climate in the organization.

Table 7.44

Almost

always true


1 8 3

8%

67%

25%

Almost always true

Mostly true

Sometimes true

321

Figure 7.43


sometimes true and 20% agreed with mostly true. In 9 companies it was

observed that the psychological climate is very conductive for any employee

interested in developing himself by acquiring new knowledge and skills.

12. Seniors guidance to their juniors and preparing them for future

responsibilities.

Table 7.45


11 1

Figure 7.44

In this regard 92% agreed with mostly true and 8% agreed with sometimes

true. In 11 companies it was observed that senior guide their junior and

prepare them for future responsibilities and roles they are likely to take up.

92%

8%

Mostly true

Sometimes

true

322

13. The identification of potential of employees by top management.

Table 7.46

Mostly true

Sometimes true

3 9

Figure 7.45

In this regard 75% agreed with sometimes true, 25% agreed with mostly

true. In 3 companies it was observed that the top management makes efforts

to identify and utilize the potential of the employees and in 9 companies also

sometimes exercised.

25%

75%

Mostly true

Sometimes

true

323

14. Promotion decisions are based on the suitability of the promotee

rather than on favoritism.

Table 7.47

Almost

always true

Mostly

true

Sometimes

true

2 5 5

Figure 7.46


sometimes true. 41% agreed with mostly true. In 7 companies it was

observed that promotion decision are based on suitability of true promote

rather than an favoritism & in remaining 5 companies sometimes exercised

this.

17%

41%

42%

Almost alwaystrue

Mostly true

Sometimes true

324

15. Mechanisms to reward any good work.

Table 7.48

Figure 7.47

In 7 companies it was observed that there are mechanisms to reward any

good work done and in 5 companies it is sometimes true.

16. Appreciation of good work.

Table 7.49

Almost always true Mostly true

Sometimes true

2 4 6

Mostly true

Sometimes true

7 5

58%

42%Mostly true

Sometimes

true

17%

33%

50%

Almost

always true

Mostly true

Sometimes

true

325

Figure 7.48

In this regard 17% agreed with almost always true. 50% agreed with

sometimes true. 33% agreed with mostly true. In 6 companies it was

observed that when an employee does good work, his supervising offices

takes special care to appreciate it and in remaining 6 companies this

statements sometimes true.

17. Role of objective assessment in Performance Appraisal.

Table 7.50

Figure 7.49


true and 50% agreed with sometimes true In 6 companies it was observed

Almost

always true


2 4 6

17%

33%

50%

Almost always true

Mostly true

Sometimes true

326

that performance appraisal reports are based on objective assessment and on

adequate information and not on favoritism and in remaining 6 companies is

sometimes true.

18. Fixed mental impressions about each other among employees.

Table 7.51

Almost

always true

Mostly true

Sometimes true

5 4 3

Figure 7.50

In this regard 31% agreed with mostly true, 31% agreed with sometimes

true, 38% agreed with almost always true. In 9 companies it was observed

38%

31%

31%

Almost always true

Mostly true

Sometimes true

327

that people in this organization do not have any fixed mental impression

about each other. In remaining 3 companies it is sometimes true.

19. Encouragement to employees.

Table 7.52

Figure 7.51



that employees are encouraged to experiment with new methods and try out

creative ideas. In remaining 6 companies it is exercised sometimes.

Almost

always true

Mostly true

Sometimes true

2 4 6

17%

33%

50%

Almost always

true

Mostly true

Sometimes

true

328

20. Attitude of seniors towards juniors regarding the mistakes.

Table 7.53

Figure 7.52

In this regard 67% agreed with mostly true, 33% sometimes true. In 8

companies it was observed that when any employee makes mistake his

superiors treat with understanding and help him to learn from such mistakes

rather than punishing and in 4 companies it is exercised sometimes.

21. Weaknesses of employees are communicated to them in a non-

threatening way.

Table 7.54

Mostly Sometimes Rarely true

Mostly true

Sometimes true

8 4

67%

33%

Mostly true

Sometimes true

329

true

true

2 9 1

Figure 7.53

In this regard 75% said sometimes true, 18% mostly true, 8% rarely true. In

11 companies it was observed that weakness of employees are

communicated in a non threatening way.

22. When behavior feedback is given to employees they take it

seriously and use it for development.

Table 7.55

Mostly true

Sometimes true

Rarely true

4 6 2

17%

75%

8%

Mostly true

Sometimes

true

Rarely true

33%

50%

17%

Mostly true

Sometimes true

Rarely true

330

Figure 7.54

In this regard 50% said sometimes true, 33% mostly true, 17% rarely true.

In 10 companies it was observed that when behaviour feedback is given to

employees they take it seriously and used it for development and in

remaining 2 companies they exercise this rarely.

23. Employees in this organization take pains to find out their

strengths and weaknesses from their supervising officers or

colleagues

Table 7.56

Mostly true

Sometimes true

5 7

42%

58%

Mostly true

Sometimes

true

331

Figure 7.55

In this regard 58% agreed with sometimes true, 42% mostly true. In 5

companies it was observed that employee in their organization take pains to

find out their strength and weaknesses form their supervisory officers and in

remaining 7 companies it is sometimes exercised.

24. When employees are sponsored for training, they take it seriously

and try to learn from the programmes they attend.

Table 7.57

Mostly true

Sometimes true

6 6

Figure 7.56


companies it was observed that when employees are sponsored for training

they take it seriously and try to learn from the training programme and in

remaining 6 companies they do this sometimes.

50%50%

Mostly true

Sometimes

true

332

25. Opportunity of application of knowledge gained during the training

programmes.

Table 7.58

Mostly true

Sometimes true

5 7

.

Figure 7.57

In this regard 58% agreed with sometimes true, 42% mostly true. . In 5

companies it was observed that employees returning from training

programme are given opportunities to try out what they have learnt and in

remaining 7 companies it is exercised sometimes

26. Employees are sponsored for training programmes on the basis of

genuine training needs.

Table 7.59

42%

58%

Mostly true

Sometimes

true

333

Almost always true Mostly true Sometimes true

1 9 2

Figure 7.58

In this regard 17% said sometimes true, 75% mostly true, 8% almost always

true. In 10 companies it was observed that employees are sponsored for

training on the basis of genuine training needs and in 2 companies this is

exercised sometimes

27. People trust each other in this organization.

Table 7.60


1 4 7

8%

75%

17%

Almost always

true

Mostly true

Sometimes

true

334

Figure 7.59

In this regard 59% said sometimes true, 33% mostly true, 8% almost

always true. In 5 companies it was observed that people trust each other in

the organization and in remaining 7 companies they trust each other

sometimes

28. Employees are not afraid to express or their feelings with their

supervisors.

Table 7.61


2 5 5

8%

33%

59%

Almost always

true

Mostly true

Sometimes

true

17%

41%

42% Almost always true

Mostly true

Sometimes true

335

Figure 7.60

In this regard 42% said sometimes true, 41% mostly true, 17% almost

always true. In 7 companies it was observed that employees are not afraid to

express or their feeling with their supervisors and remaining 5 companies it

is sometimes true

29. Employees are not afraid to express or discuss their feelings with

their subordinates.

Table 7.62

Almost

always true

Mostly true Sometimes

true

1 3 8

8%

25%

67%

Almost always

true

Mostly true

Sometimes

true

336

Figure 7.61


true . In 4 companies it was observed that employees are not afraid to

express or discuss their feelings with their subordinates and in remaining 8

companies this is exercised sometimes

30. Employees are encouraged to take initiative.

Table 7.63


5 7

42%

58%

Mostly true

Sometimes

true

337

Figure 7.62


companies it was observed that employees are encouraged to take initiative

and do things on their own without having to wait for instruction form

supervisors

31. Delegation of authority is quite common in this organization.

Table 7.64

Almost

always true


true

1 5 6

8%

42%

50%

Almost always

true

Mostly true

Sometimes

true

338

Figure 7.63


true. In 6 companies it was observed that delegation of authority is to

encourage juniors to develop handling higher responsibilities is quite

common and in remaining 6 companies this is sometimes true.

32. When seniors delegate juniors use it as a Team spirit in this

organization.

Table 7.65


1 5 6

8%

42%

50%

Almost always

true

Mostly true

Sometimes

true

339

Figure 7.64


true. In 6 companies it was observed that when senior delegates juniors use

it is a team spirit and in remaining 6 companies this is sometimes true.

33. Team spirit is of higher order in this organization.

Table 7.66

Figure 7.65


companies it was observed that team spirit is of higher order.


6 6

50%50%

Mostly true

Sometimes

true

340

34. When problems arise people discuss these problems openly and try

to solve them rather than keep accusing each other behind the back

Table 7.67


6 6

Figure 7.66


companies it was observed that when problem occurs people discuss their

problems openly and try to solve it rather than keep accusing each other

behind the back and in remaining 6 companies this is sometimes.

35. Career opportunities are pointed out to juniors by senior officers in

the organization

Table 7.68


true

6 6

50%50%

Mostly true

Sometimes

true

341

Figure 7.67


companies it was observed that career opportunities are pointed out to

juniors by senior officers and in remaining 6 companies this is sometimes

true

36. The organization's future plans are made known to the managerial

staff to help them develop their juniors and prepare them for

future

Table 7.69


true

6 6

50%50%

Mostly true

Sometimes

true

342

Figure 7.68

In this regard 50% agreed with sometimes true, 50% mostly true. In most of

the companies (about 12) it was observed that the organization future plans

are made known to managerial staff.

37. This organization ensures employee welfare to such an extent that the

employees can save a lot of their mental energy for work purposes.

Table 7.70

.

Figure 7.69

Almost

always true


true

1 5 6

50%50%

Mostly true

Sometimes

true

8%

42%

50%

Almost always

true

Mostly true

Sometimes

true

343


true. In 6 companies it was observed that organization ensures employees

welfare and in remaining 6 companies this is exercised sometimes.

38. Job-rotation in this organization facilitates employee development

Table 7.71


6 6

Figure 7.70


companies it was observed that job rotation facilitates employees

development and in remaining 6 companies this is exercised sometimes.

In tune with the changing circumstances to cope up with two basic principles

of every particular company are :

50%50%

Mostly true

Sometimes

true

344

1. Survival during the recession period (In all circumstances which are

prevailing) and

2. Growth and development during the boom period

For the purpose of attaining the above goals aiming and action orientation

corresponding to the same is needed. This will enhance the effectiveness and

efficiency of the organization especially in the changing global situation.

The careful research within the framework of response to the questionnaire

as well as verbal interaction as narrate elaborately in the preceding

paragraphs reveals and infers that the various aspects covered in the

Hypothesis, are fully supported in harmony with the objectives.

1. Apart from it the data collected and information ascertained corresponds

to the hypothesis, thus there is a scope to fully stress that the hypothesis has

been validated and established on authentic on the basis of analytical

findings.

2. When the policies are quite clear and practicable the implementation

thereof is bound result in efficiency, effectiveness, improvement in the

performance and productivity almost all the companies have got a sound

approach regarding adoption.

Adoptability and ascertaining of healthy practices. The climate is not

smoothened but it also helps to maintain high quality of industrial relation.

345

The observation of the researcher has found that this particular motto is also

realized and justified.

Considering the inferences made for research by the responding

companies it is inferred that there is a vast scope regarding attitudinal

measurement. Positive alignment of the employees and creation of an

integrated employee force with high morality, integrity and loyalty towards

the company, there is also a scope to examine whether the data and

information collected is ready relevant and economical from the view point

of assisting the decision making in terms of future needs the researcher also

finds that though HRD is being implemented for skills development the

growth plans for managers, to make them fully aware and competent for

working as change agents and leading the company in the cut throat

competitive environment arising out of globalization and extremely sensitive

environment.

CHAPTER 7 ANALYSIS OF HR PRACTICES IN PHARMA...

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