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

266

7.2 General Information About the Organization 7.2.1 Nature and Type of Pharma Industry?

Table 7.1 Direct manufacturer 7 Third party 2 Loan License 3

25%

Direct manufacturer Third party 58%

17%

Loan Licence

Figure 7.1

The above figure shows that the nature and type of Direct Manufacturer are more than third party and loan license companies.

267

7.2.2 Products Manufactured : Table 7.2 Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 Name of Company Hindustan Antibiotic Ltd. Litaka Pharma Ltd. Emcure Pharma Ltd. Cipla Glenmark Ltd. Prophyla Biologicals Ltd. Freserious Kabi Ltd. Serum (I) Ltd. Nulife Ltd. Biostar Wockhardt Ltd. Ranbaxy Products Vaccines Oral Syrups & Tablets & Generics Generic, Tab & Injectables Generic injectables & tablets Generic injectables & tablets Generic injectables Vaccines Vaccines Generic injectables Generic injectables Generic injectables Generic injectables

Vaccine 3, Generic & Injectables & tablets 8 nos., oral Syrup tablet and Injectable -1

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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: b) Supervisory: c) Workers: Male 14 Male 16 Skilled Unskilled d) Contractual staff :
No. of Employees
25 20 15 10 5 0 Managers Supervisors

Female :- 6 Female:- 24 2400 3000 1200 1800

Male : Female:
3000 2500 2000 1500 1000 500 0 Workers

Contract Staff

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
269

companies whose turnover is from 200 crores financial year 2003-04 :

to 2000 crores for the

Table 7.3 Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 Name of the company Hindustan Antibiotic Ltd. Litaka Pharma Ltd. Emcure Pharma Ltd. Cipla Ltd. Glenmark Ltd. Prophyla Biologicals Ltd. Freserious Kabi Ltd. Serum (I) Ltd. Wockhardt Ltd. Briocia Pharma (I) Pvt. Ltd. Intervet (I) Pvt. Ltd. Ranbaxy Ltd. Turnover (in crores) 900 200 1000 2000 1000 300 600 700 700 200 450 900

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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

2 3 4

Central Manpower Planning Department and strategic planning Dept. HRD Department External Agency ( Consultant ) Departmental In- Charge

9 1 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. 1 2 Work study sampling Planned productivity estimation Method No. of companies using this method 9 1

271

Statistical Methods (Like regression, correlation etc)

Super annuation -cum replacement charts

Work study sampling

9 8 7 6 5 4 3 2 1 0

Planned productivity estimation Statistical Methods (Like regression, correlation etc) Super annuation -cum replacement charts Opinions/ influence of managers of head of department

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.
272

7.3.3 Frequency of analysis of manpower resources : a) Continuously b) Periodically c) Whenever required Table 7.6 Sr. No. 1 2 3 Frequency Continuously Periodically Whenever required No of companies 10 1 1

10 8 Continuously 6 Periodically 4 Whenever required 2 0

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.
273

7.3.4 Manpower forecasting factors : Table 7.7 Sr. No. 1 2 Factors Corporate business plan Corporate business plan, changes In technology Corporate business plan, changes in technology and trends in productivity, changes in Government Rules and regulation Any other factor No of companies 1 7

7 6 5 4 3 2 1 0

Corporate business plan

Corporate business plan, change In technology

Corporate business plan, change in technology and trends in productivity, changes in Government Rules and regulation

Figure 7.6

274

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.

275

7.4 Recruitment Selection : 7.4.1 The sources of manpower supply: Table 7.8 Sr. No. 1 2 3 Internal External Internal & External Sources No. of Companies 5 5 2

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 External Internal & External Internal

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
276

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. 1 2 3 Internal Source Internal advertisement By promotion By transfer from other units or departments No. of companies 6 5 1

6 5 4

Internal advertisement

By promotion 3 2 1 0 By transfer from other units or departments

Figure 7.8 The 6 companies have used internal advertisement, whereas 5 companies used promotions & one company used transfer from other units or departments.
277

7.4.3. The external sources of recruitment : Table 7.10 Sr. No. 1 2 Source Through employment exchange Through open advertisement in leading news paper Through campus recruitment On deputation Ex servicemen agencies Any other method, please specify No. of Companies 10 10

3 4 5 6

10 1 1 1

10 9 8 7 6 5 4 3 2 1 0

Through employment exchange Through open advertisement in leading news paper Through campus recruitment On deputation Ex servicemen agencies Any other method, please specify

Figure 7.9 The external sources of recruitment are employment exchange, advertisement, and through campus recruitment .
278

7.4.4. Transfer policy : Table 7.11 Yes 11 NO 1

8%

Yes NO

92%

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. 1 2 3 4 Ability Subject knowledge Work experience Physical abilities (including medical etc.) Psychological attitudes No of companies 12 12 10 10

279

12 11.5 11 10.5 10 9.5 9

12

12

Subject knowledge

Work experience 10 10

Physical abilities (including medical etc.) Psychological attitudes

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. 1 Category Skilled & unskilled workman Offices & managers Period of probation 6 months

12 months

280

12 10 8 6 4 2 0 Skilled & unskilled w orkm an Offices & m anager

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 workmens 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. 1 2 Factor Completion of probation period Satisfactory performance during the probationary period No of companies 3 9

281

80% 70% 60% 50% 40% 30% 20% 10% 0% 25%

75%

Completion of probation period

Satisfactory performance during the probationary period

Figure 7.13

(iii)

After satisfactory performance during the probation period, the employees 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

282

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 employees 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.

283

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. 1 2 3 Method Differential placement Single job placement Job training No of companies 10 11 10

11 10.8 10.6 10.4 10.2 10 9.8 9.6 9.4 Differential placem ent Single job placem ent Job training

Figure 7.14

284

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. 1 2 3 4 5 Type of Induction Does it take place in your company ? Introduction to the organization Teach business ethics and sense of mission Reflection on the ideals and the objectives of the organization Initiate specific job training No of companies 12 12 11 12 7

12 10 8 6 4 2 0
Figure 7.15

Does it take place in your company ?

Introduction to the organization

Teach business ethics and sense of mission Reflection on the ideals and the objectives of the organization Initiate specific job training

285

(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. 1 2 3 4 Type On-the Job training In house training programme Specialised training with external agencies Send abroad for training No of companies 11 11 11 2

12 10 8 6 4 2 0

On-the Job training In house training programme Specialised training with external agencies Send abroad for training

Figure 7.16
286

(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.

287

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) (g) 90% of the companies provided in-house training of their officers. 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 wellknown companies or academic institutions.

288

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) (iv) 80% of the companies stated that they review once in a year. 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 80% of the companies. 7.6 Human Resource Information System : 7.6.1 Content of Human Resources information system : Table 7.18 Sr. NO. 1 2 3 Content Personnel bio- data of officers Training programme attended Performance records No of companies 11 8 8

289

4 5

Potential appraisal Accomplishments

5 5

12 10
Personnel bio- data of officers

8 6 4

Training program m e attended Perform ance records Potential appraisal Accom plishm ents

2 0
Figure 7.17

The details that were included in the HRS format for covering the HR were following aspects. (f) (g) (h) (i) (j) Personal bio data' s of officers 90% Training Programmes attended 70% Performance Records 80% Potential appraisal 40% Accomplishments 40%

290

7.6.2 HRIS Update: Table 7.19 Sr. No. 1 2 3 Frequency Continuously Once in a year As and when required No. of Companies 9 3 9

9 8 7 6 5 4 3 2 1 0
Figure 7.18 7.6.3. Utilization of Human Resources Information data: Table 7.20 Sr. No. 1 2 3 Area / Objectives Consideration for special projects Training requirements Higher level job No. of companies 12 5 9
291

Continuously Once in a year As and when required

4 5 6 7

Transfers Planning human Resources Department activity Government rules compliance

6 3 2 2

12 10 8 6 4 2 0

Consideration for special projects Training requirements Higher level job Transfers Planning human Resources Department activity As per Government rules

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
292

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. 1 2 Type of Appraisal Common all levels of officers Different for different levels of officers No. of Companies 10 2

293

10 8 6 4 2 0 Common all levels of officers Different for different levels of officers

Figure 7.20 7.7.2 The number of personnel Appraisal systems used: Table 7.22 Sr. No. 1 2 3 Type of Appraisal Confidential Open Appraisal Semi confidential No. of Companies 06 03 03

6 6 5 4 3 3 2 1 0 3 Confidential Open Appraisal Semi confidential

Figure 7.21
294

7.7.3 The periodicity of Personnel Appraisal : Table 7.23 Sr. No. 1 2 Twice Thrice Periodicity No. of Companies 2 10

10 10 8 6 4 2 2 0 Twice Thrice

Figure 7.22

295

7.7.4 While making appraisals does your company: Table 7.24 Sr. No. 1 Periodicity Qualitative characteristics or traits (like integrity, intelligence, honesty other attitudes abilities) Quantitative characteristics or traits ( means sales, achievement for sales executive, production achievement for production engineer) Future potential attitudes No. of Companies 8

9 8.8 8.6 8.4 8.2 8 7.8 7.6 7.4

Qualitative characteristics or traits (like integrity, intelligence, Quantitative characteristics or traits ( means sales, achievement future potential attitudes

Figure 7.23

296

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. 1 2 3 4 5 Promotion Salary decision Transfer Demotion Job enrichment
12 10 8 6 4 2 0

Type of Help

No. of Companies 10 12 12 0 12

Promotion Salary decision Transfer Demotion Job enrichment

Figure 7.24

7.7.5 Do you have a separate training department? Yes/ No If yes, please Indicate : Table 7.26 Yes 5 No 7

297

42% 58%

Yes No

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.
298

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

299

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. 1 2 3 4 Authority By chief executives By a team of top managers By training in-charge alone By training in-charge in consultation with chief executives 5 Any other (specify) 0 No of companies 3 4 3 2

4 3.5 3 2.5 2 1.5 1 0.5 0

Figure 7.26
By a team of top managers By training in-charge alone By training in-charge in consultation with chief executives By chief executives

300

7.8.2 Training methods: Table 7.28 Sr. No. 1 2 3 4 5 6 7 8 9 10 Straight lectures Lecture cum discussions Role play Close video recording circuit Educational films Simulation techniques Computer games Group exercises Sensitivity training Plant visits Type No of companies 11 11 11 11 11 11 11 11 11 11

12 10 8 6 4 2 0
Straight lectures Lecture cum discussions Role play Close video recording circuit Educational films Simulation techniques Computer games Group exercises Sensitivity training Plant visits

Figure 7.27

301

7.8.3 Identification of Managerial staff: Table 7.29 Sr. No. 1 Method From performance appraisal reports 2 3 Through potential appraisal During performance review meetings 4 Managers themselves indicate the nature of training needed 5 Subject to longer changes in the organization 6 By doing frequent surveys of the training needs 7 Involving the external consultants
3 2.5 2 1.5 1 0.5 0
Managers themselves indicate the nature of training needed Subject to longer changes in the organization By doing frequent surveys of the training needs 302 During performance review meetings From performance appraisal reports Through potential appraisal

No. of companies 3

1 2

Figure 7.28

7.8.4 Use of the formal feedback reports: Table 7.30 Sr. No. 1 Use In deciding whether to repeat the programme 2 To change the duration of the programme 3 4 5 To modify contents To drop the programme To change the faculty. 6 2 2 3 No. of companies 5

6 5 4 3 2 1
In deciding whether to repeat the programme To change the duration of the programme To modify contents To drop the programme

303 To change the faculty.

Figure 7.29

7.8.5 The effectiveness, of training activity : Table 7.31 Yes 11 No 1

8%

Yes No

92%

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

304

Yes 9

No 3

25%

Yes No 75%

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.

305

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) (f) (g) (h) by Chief Executive in 20% of the companies. by a team of top Managers in 30% of the companies. by training in charge alone in 20% of the companies. 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) (m) (n) (o) (p) Straight lectures in 90% of the companies. Features cum discussion in 90% of the companies. Role play in 90% of the companies. Close video recording unit in 90% of the companies. Educational films in 90% of the companies.

306

(q) (r) (s) (t) (u) (v)

Simulation techniques in 90% of the companies. Computer games in 90% of the companies. Group exercises in 90% of the companies. Sensitivity training in 90% of the companies. Sensitivity training in 90% of the companies. 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) (h) (i) (j) From performance appraisals reports by 30% of the companies Through potential appraisal by 10% of the companies During performance review meetings by 20% of the companies 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

307

(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. 1 Opportunity Sponsoring for higher educational programme 2 Training abroad in exceptional cases 1 9 No of companies

308

Coaching classes for professional Courses

4 5

Grant of study leave

Preference for internal candidates for 3 the new projects etc.

9 8 7 6 5 4
Grant of study leave Sponsoring for higher educational programme Training abroad in exceptional cases Coaching classes for professional Courses

3 2 1 0
Preference for internal candidates for the new projects etc.

Figure 7.32

7.8.8 Methods of rewarding employees : Table 7.34 Sr. No. Reward No of companies

309

1 2 3 4

Additional Increments Monetary Incentives Promotion Letter of Appreciation

7 5 3 7

7 6 5 4 3 2 1 0 Additional Increments Monetary Incentives Promotion Letter of Appreciation

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

310

(a) Sponsoring facility for higher educational programmes was extended by 80% of the companies. (b) Education training abroad in exceptional cases by 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 10% of the

Almost always true 1

Mostly true 8

Sometimes true
311

8% 25% Almost always true Mostly true Sometimes true

67%

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
312

Almost always true 3

Mostly true 6

Rarely true 3

25%

25% Almost always true Mostly true Rarely true

50%

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

313

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 Mostly true 5 Sometimes true 5

17%

42%

Almost always true Mostly true Sometimes true 41%

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 Mostly true Sometimes true
314

25%

25% Almost always true Mostly true Sometimes true 50%

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 4 Mostly true 6 Sometimes true 2

17% 33% Almost always true Mostly true Sometimes true 50%

Figure 7.38

315

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 6 Sometimes true 3 Rarely true 3

316

25% Almost always true 50% Sometimes true Rarely true 25%

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 5 Sometimes true 4 Rarely true 3

25% 42%

Mostly true Sometimes true Rarely true

33%

317

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 3 Mostly true 5 Sometimes true 4

25% 33%

Almost always true Mostly true Sometimes true

42%

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.

318

9.

Employees helpful nature. Table 7.43 Almost always true 4 Mostly true 2 Sometimes true 6

33% 50%

Almost always true Mostly true Sometimes true

17%

Figure 7.42 In this regard 33% agreed with almost always true, 50% agreed with sometimes true and 17% agreed with mostly true. In observed that people are helpful to each other. 6 companies it was

10.

Informal nature of the employees. Table 7.43 Almost always true 3 Mostly true 6 Sometimes true 3

25%

25%

Almost always true Mostly true

319
Sometimes true 50%

Figure 7.42 In this regard 25% agreed with almost always true, 50% agreed with mostly true and 25% agreed with sometimes true. In 9 companies it was observed 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 Mostly true 8 Sometimes true 3

8% 25% Almost always true Mostly true Sometimes true 67%

320

Figure 7.43 In this regard 10% agreed with almost always true, 70% agreed with 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 Mostly true 11 Sometimes true 1

8%

Mostly true Sometimes true 92%

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.
321

13.

The identification of potential of employees by top management.

Table 7.46

Mostly true 3

Sometimes true 9

25% Mostly true Sometimes true 75%

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.

322

14.

Promotion decisions are based on the suitability of the promotee rather than on favoritism. Table 7.47 Almost always true 2 Mostly true 5 Sometimes true 5

17% Almost always true Mostly true Sometimes true 41%

42%

Figure 7.46

In this regard 17% agreed with almost always true, 42% agreed with 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.

323

15.

Mechanisms to reward any good work. Table 7.48 Mostly true 7 Sometimes true 5

42% 58%

Mostly true Sometimes true

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 2

Mostly true 4

Sometimes true 6

17%

Alm ost alw ays true Mostly true

50% 33%

Som etim es true

324

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

Almost always true 2

Mostly true 4

Sometimes true 6

17% Almost always true 50% 33% Mostly true Sometimes true

Figure 7.49

In this regard 17% agreed with almost always true, 33% agreed with mostly true and 50% agreed with sometimes true In 6 companies it was observed
325

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 Mostly true always true 5 4

Sometimes true 3

31% 38% Alm ost alw ays true Mostly true Som etim es true

31%

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

326

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

Almost always true 2

Mostly true 4

Sometimes true 6

17% Almost always true 50% 33% Mostly true Sometimes true

Figure 7.51 In this regard 17% agreed with almost always true, 33% agreed with mostly true and 50% agreed with sometimes true. In 6 companies it was observed that employees are encouraged to experiment with new methods and try out creative ideas. In remaining 6 companies it is exercised sometimes.

327

20.

Attitude of seniors towards juniors regarding the mistakes. Table 7.53

Mostly true 8

Sometimes true 4

33% Mostly true Sometimes true 67%

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 threatening way.

non-

Table 7.54 Mostly Sometimes Rarely true

328

true 2

true 9 1

8%

17% Mostly true Sometimes true Rarely true

75%

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 4 Sometimes true 6 Rarely true 2

17% 33% Mostly true Sometimes true Rarely true 50%

329

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 5 Sometimes true 7

42% 58%

Mostly true Sometimes true

330

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 6 Sometimes true 6

Mostly true 50% 50% Sometimes true

Figure 7.56 In this regard 50% agreed with sometimes true, 50% mostly true. In 6 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.
331

25.

Opportunity of application of knowledge gained during the training programmes. Table 7.58 Mostly true 5 Sometimes true 7

.
42% 58% Mostly true Sometimes true

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

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Almost always true 1

Mostly true 9

Sometimes true 2

17%

8% Almost always true Mostly true Sometimes true 75%

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

Almost always true Mostly true 1 4

Sometimes true 7

333

8% Almost always true 33% 59% Mostly true Sometimes true

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 Almost always true 2 Mostly true 5 Sometimes true 5

17%

42%

Almost always true Mostly true Sometimes true 41%

334

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 Mostly true always true 1 3

Sometimes true 8

8% Almost always true Mostly true Sometimes true

25%

67%

335

Figure 7.61 In this regard 67% said sometimes true, 25% mostly true, 8% almost always 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 Mostly true 5 Sometimes true 7

42% 58%

Mostly true Sometimes true

336

Figure 7.62 In this regard 60% agreed with sometimes true, 40% mostly true. In 12 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 Mostly true Sometimes always true true 1 5 6

8% Almost always true 50% 42% Mostly true Sometimes true

337

Figure 7.63 In this regard 50% said sometimes true, 42% mostly true, 8% almost always 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

Almost always true 1

Mostly true 5

Sometimes true 6

8% Almost always true 50% 42% Mostly true Sometimes true

338

Figure 7.64 In this regard 50% said sometimes true, 42% mostly true, 8% almost always 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

Mostly true Sometimes true 6 6

Mostly true 50% 50% Sometimes true

Figure 7.65 In this regard 50% agreed with sometimes true, 50% mostly true. In 12 companies it was observed that team spirit is of higher order.

339

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 Mostly true Sometimes true 6 6

Mostly true 50% 50% Sometimes true

Figure 7.66 In this regard 50% agreed with sometimes true, 50% mostly true. In 6 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

Mostly true Sometimes true 6 6

340

Mostly true 50% 50% Sometimes true

Figure 7.67 In this regard 50% agreed with sometimes true, 50% mostly true. In 6 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 Mostly true Sometimes true 6 6

341

Mostly true 50% 50% Sometimes true

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 Almost Mostly true Sometimes always true true 1 5 6

8% Almost always true 50% 42% Mostly true Sometimes true

Figure 7.69

342

In this regard 50% said sometimes true, 42% mostly true, 8% almost always 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 Mostly true Sometimes true 6 6

Mostly true 50% 50% Sometimes true

Figure 7.70

In this regard 50% agreed with sometimes true, 50% mostly true. In 6 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 :

343

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.

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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.

345