INTRODUCTION OBJECTIVE OF THE STUDY SCOPE OF THE STUDY METHODOLOGY USED LIMITATION OF THE STUDY

CHAPTER-1 INTRODUCTION
Managements basic job is the effective utilization of human resources for the achievement of organizational objectives. That is profitable operations and growth through the satisfaction of certain needs of the customers and society. It is through the combined efforts of human resources or personnel that technological, financial, physical and all the other resources are utilized. Without human effort no organization can achieve its objectives. Therefore, motivation of human resources is of utmost importance, every where. The effectiveness with which various kinds of human resources are coordinated and utilized is responsible for success or failure in achieving organizational objectives. The term Human Resources may be defined as the total knowledge, skills, creative abilities, talents and aptitude of an organizations workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. Human resource is also identified by other terms like personnel, people at work, manpower, staff, and employees. Now sometimes it is called as Human Asset, the intangible form of asset and Human Capital which have three other capitals within it like Intellectual Capital (specialized knowledge, skills and expertise, cognitive complexity, learning capacity), Social Capital (network of relationships, sociability, trust-worthiness), Emotional Capital (self confidence, ambition and courage, risk taking ability, resilience). These elements of human capital are highly inter-related. The challenge for individuals and organizations is to get an ideal mix of the three elements of human capital. The challenge of competing on human resource/ capital is the challenge of managing the interactive cycle of building and leveraging intellectual, social and emotional capital. Social capital is the form of fluid and trusting relationships
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inside and outside the organization. It helps in developing intellectual capital both by accessing knowledge and skills out side the organization. By sharing, linking, and integrating the knowledge and best practices that already exist within the company. Similarly strong and supportive relationships also help in building the courage and grit necessary for entrepreneurship and action taking. In turn, action leads to knowledge, we learn by doing, by experimenting, by testing out ideas. This is just true as individuals as it is for organizations. At the individual level, successful careers increasingly require the ability to continuously protect and enhance ones own human capital through continuous learning, building relationships and by developing ones emotional ability to take risks, to make commitments and to act. While each individual element is important, none in isolation is sufficient.

HR PRACTICES:
The success of an organization depends on its human resources. This means how they are acquired, developed, motivated, and retained in the organization play an important role in the organization success. The best HR Practices refers to those functions of HR which plays a strategic role for the organization which creates a strong strategically environment that leads to the competitive advantage to the organization. The areas which are given the most importance in the organization are Strategic Planning and HR, Compensations and Benefits, Hiring, Performance Management, Company Culture, Keeping it Legal, and others. The significance of HR Practices: It provides purposeful direction Builds Core Competency

 Creates competitive advantage Facilitation of change Helps in managing workforce diversity Develops work ethics and culture Facilitates empowerment of human resources Total quality management OBJECTIVE OF THE STUDY: This dissertation is done on EFFECTIVE NESS OF HR PRACTICES in Pharmaceutical companies. Here the sample organizations taken are- Cipla, Lupin, Ranbaxy Labs, Mankind Pharma, Dr. Reddy Labs, Glaxo Smith Kline etc. The main objective of the study is to know about the well functioning of HR Departments and the practices which are adopted by the companies. The objectives of this study are: 1. To know how well the culture of the company is communicated and also understood by the employees of the company. 2. How effective the recruitment & selection process is in the company. 3. Whether the appraisal is well functioning. 4. Whether the company is aware about the career of its employees. 5. How effective the compensation system is? 6. What necessary steps the company adopts for improving the quality of worklife of its employees. 7. To make a comparative study HR practices in sample organization. 8. Perception of employees towards HR practices implemented inside the organization.

SCOPE OF THE STUDY: The Scope of the study is not so vast. It is only concentrated on the 6 organizations which is a very negligible part of the total Pharmaceutical companies operating in Odisha. The study is done on the overall HR practices that are practiced in the sample companies and the respondents are the executives and non-executives of the sample companies from various levels & various departments. The

questionnaire was asked on different aspect of HR practices, to have a overall view of HR effectiveness.

METHODOLOGY:
For the study the data has been taken from the primary data collection method. The primary data is collected from the employees (executives & nonexecutives of the sample organizations through individual questionnaire. The questionnaire is designed by the researcher. The secondary data is collected from the office of Head of HR through direct interaction and from the manual, annual reports of the companies.

LIMITATION
The ensuring research comes across with some limitations. The sampling is a simple random type which poses the threat of biasness. The relative smaller sample size may not provide the ideal representation of the vast population. The time period is very short for research. The number of sample companies is also few.

HR PRACTICSES-A THEORITICAL FRAME- WORK

CHAPTER-2 HR PRACTICSES-A THEORITICAL FRAME- WORK The Indian HRM Context

Ancient India and HRM India has absorbed ideas and practices from around the world for many centuries. Her contributions to science, mathematics, astronomy and political administration have been widely noted. Ancient Indian wisdom,as enclosed in many sacred texts from 2000 B.C., provides an integrated tradition that still continues to influence the Indian mindscape. This stream of .Wisdom. literature can best be explained through a philosophical tradition of holistic reasoning called Vedantic philosophy which synthesizes a common set of ideas and values. The Vedantic Philosophies underpin the essential unifying forces of many apparent divergences that characterise India. Many of these spiritual teachings are practical and relevant to the modern context. For example, the narratives of Panchatantra use animals and birds to create guidelines for noble and practical human behavior. The Vedantic tradition may have created the basis for an outer layer of .collectivism., while nurturing an inner private sphere of .individualism.. It has been argued that Indians manage toThe spiritual individuality and the socio-religious collectivity have been maintained in individual behavior without dissonance for centuries. The choice of either individualistic or collective behavior depends on three culturally defined variables: Desh (Location), Kaal (the timing) and Patra (specific personalities involved). The interaction of these three variables establishes the guidelines forinterpersonal relationships (Sinha and Kanungo, 1997; Chatterji, 2006).

When it comes to self-development, the Indian ideas are two folded. The first fold is Budhi (Selfawareness) which encompasses Dharma (Virtue) and Gyana (Knowledge) and the second fold is Sadhana (Training). It is strongly argued that .moral. competency precedes .technical. efficiency in the organizational context.

The other powerful side of the Indian tradition is the concept of .Guna. dynamics which is used increasingly in employee assessment and team building in the organizational context (Sharma, 1996). In this mode, three types of Gunas are considered to be contributing to the core of human personality. Sattava (The truth orientation) is the idealization of higher values in individuals, organizations and society. Tamasik (negative orientation) gunas are expressed in ignorance, weakness, ego, greed, corruption and such other vices.The third guna,.Rajas. (achievement orientation) provides a desire to improve in a given context. Human actions that result in ahigher level of values and that lead to positive organizational outcomes, are sattvik in nature. Alternatively Rajasik gunas can either lead to positive or negative outcomes depending on their context.Furthermore, Chakraborty contends that the .objective efficiency. orientation of the Western managerial model needs to be replaced by the .subjective effectiveness. of a new model for modern Indian organizations (Chakraborty, 1999).

Another significant structural feature of the Indian social heritage has been its widely known caste system. The Indian Constitution and a large number of central and state-level statutes have actively addressed the needto readdress the socioeconomic injustice suffered by the weaker castes over the centuries. Government and public sector jobs have strict quota systems for the lower castes called the .Reservation. system. The caste reservation system has become a significant national political issue and part of the contemporary social agenda.In essence, the socio-cultural roots of Indian heritage are diverse and defy a simplistic distillation (Chaterjee, 2006).

The Evolution of the Indian HRM After India won independence in 1947, considerable changes happened in the personnel management approach of organizations. The post independence period encouraged a mixed economy as the growth model. Industrial organizations were broadly classified as the .public sector. (including the administrative arm of government) and the .private sector.. Public sector organisations were the largest employers and received huge investments. The Constitution of India had the objective of achieving a socialist society and various constitutional provisions supported protection for the working class and numerous legislations were introduced to protect workers.

Along with industrialization, the trade union movement also grew rapidly in India and this acted as a catalyst for the development of personnel system. The workers became more aware about their rights and it was increasingly difficult to exploit them. In the 1970s and 1980s typical HRM functions in organisations included: (1) Personnel and administration, (2) Industrial Relations, and (3) Labor welfare. The prescribed and assumed role was .crisis driven. or .issue driven.(Chaterjee, 2006).

The same period also saw the rise of managerial unionism, where white collar workers without formalunion rights joined to form associations that acted as pressure groups. Though not widespread, the industry was also open to adopting tools and techniques that could help to improve efficiency and productivity. This lead to define the work output, staffing pattern, and productivity linked incentive scheme. The establishment of management training institutes and business schools like XLRI Business School and the Indian Institute of Management Studies (IIMS) helped industry to embrace modern management principles and thought.

It could be very well summarized that up to the mid 80s, human resourcemanagement in Indian organizations grew through various phases under the influence of the following factors: (1) A Philanthropic viewpoint about doing good to workers, (2) A protective legislative framework, (3) government policies, (4) Trade unions, (5) emerging trends/concepts in management and (6) Changes in the economy.

Then in the 1980s, Professors UdaiPareek and T V Rao were among the pioneers who not only introduced the human resource development (HRD) concept in India, but also assisted many organizations in designing development oriented HR systems. The 1980s saw the large-scale introduction of the developmental concept in Indian organizations. It was recognized by then that systematic attention to human resources was the only way to increase organizational effectiveness. This awareness created the stage for the direct involvement of top managers and line managers in the HRM process.

Liberalisation and HRM Given the unique socio-cultural, political, legal and economic surroundings of India, the challenges placed before the efficient management of Human Resources in the Indian context can be both complex and demanding. From the mid-to late 1990s, as a result of liberalization policies, competition between Indian and foreign firms increased and the Indian firms were under tremendous pressure to change from indigenous, costly and less effective technology to a more highly effective

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one (Krishna and Monappa, 1994; Venkataratnam, 1995; Budhwar and Bhatnagar, 2009).

This also demanded an effort not only to upgrade the infrastructure and existing organizational culture, but also to change the bureaucracy at all operational levels. The policies of that time indicated a switch from labour. Intensive to a more capital. intensive methods of production and therefore required organizations to remove surplus labour and generate new sustainable employment. Such pressures forced Indian organizations to improve quality and match International standards. The challenge was also how to increase productivity, reduce costs, generate employment and reduce voluntary and involuntary absenteeism (Budhwar, 2004; Budhwar and Bhatnagar, 2009).

Fortunately, the economy has responded positively to various reforms and India is now considered one of the strongest emerging markets. It also has the largest pool of scientific and technical manpower in the world (Budhwar and Bhatnagar, 2009). However, India still has to go a long way to compete fully with some of the more economically advanced Asian nations (Budhwar and Bhatnagar, 2009).

Nevertheless, the liberalization of the Indian economy has created the opportunities for resource mobilization from new sources. According to Budhwar and Bhatnagar (2009), to bring about large-scale structural changes, India is required to develop a domestic workforce capable of taking on the challenges thrown up by the new economic environment. In the midst of this transition one thing is very clear that all the threats and opportunities created by the liberalization have significant implications for the Indian HRM system and are considering the need to develop a highly diverse workforce with well trained, motivated, and efficient employees.

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The Socio-Cultural Context and HRM Apart from the economic environment, the socio-cultural context of any country is also known to significantly influence it.s HRM systems (Budhwar and Sparrow, 1998; Budhwar and Bhatnagar, 2009). The total workforce of India is approximately 397 million. Out of which 92 % is engaged in the unorganized sector while only 8% is employed in the organized sector. Of the total employment, 60% of the workforce is engaged in agricultural sector and remaining 40% is in the non-agricultural sector. Only about 12-15 % of the total workforce in the country is estimated to be in the category of wage/salary employment. Such employees constitute 60 % of the workforce in the rural areas and 40% in the urban areas (Saini and Budhwar, 2004; Budhwar and Bhatnagar, 2009).These facts show the diverse nature of the Indian workforce.Undoubtedly, India has a very diverse society, which is reflected in patterns of life, styles of life, Occupational pursuits, inheritance and succession rules. Traditionally, Indians are known to hesitate to delegate or even accept authority, are fearful of taking an independent decision,are possessive towards their juniors and frequently submissive towards their seniors (Sharma, 1984; Tayeb, 1987; Sinha, 1990; Budhwar and Bhatnagar, 2009). A possible explanation for these behaviours can be the the long imperialist history of India. According to Budhwar and Bhatnagar (2009), in the past , Indian societal culture made a lasting impact on most management functions such as staffing, communication, leadership, motivation and control. Staffing for top managerial positions among Indian organisation was/is generally restricted by familial, communal and political considerations. Authority in Indian organizations is likely to remain one sided with subordinates relying heavily on their superiors for advice and direction. Motivational tools in Indian organisations were more likely to be social, interpersonal and even spiritual (Sparrow and Budhwar, 1997). To what

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extent such assumptions are valid in the new economic environment is worth investigating, especially in the youthful software and BPO sectors.

Contemporary India and HRM Som (2006, 2007) suggested that, because of increasing competition that has resulted from liberalization, Indian organizations have adopted HRM practices both critically and constructively to foster creativity and innovation among employees. By way of summary, Budhwar and Bhatnagar.s (2009) book provided an overview of HRM practices in India, including key developments in Indian HRM, determinants of Indian HRM, sector specific HRM, emerging themes, future challenges, and the way forward. The challenges of managing talent have led firms in India to implement HRM systems, often based on their understanding of the best practices used in successful MNCs (Bjorkman and Lu, 2001). Local units of MNCs have been early adopters of annual performance appraisals, employee development programs, and relative (normalized) ranking of performance (Corporate Executive Board, 2006). Large indigenous Indian organizations are following suit in implementing HRM systems; however, the literature has suggested that these indigenous firms often adapt and tailor these practices to the realities of the Indian context and the challenging circumstances India faces. This research is designed to understand the HR practices and an employee perspective in relation to their expectations, experiences and performance in the IT sector.

The majority of HR efforts in Indian organizations are detached from the overall organizational effort (Mankidy, 1995; Budhwar and Khatri, 2001;). However, at present situation, there is an increased emphasis on HR related activities seen in Indian organizations. The primary reason for such a development in India is linked to the liberalization of the economy. If we talk about strategic HRM in the Indian

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context, then it is evidenced by significant variations in HRM strategies across different levels of employees. There can be a number of explanations for the low level of sharing of strategic and financial information with different levels of employees in Indian organizations. The first is .mistrust. or the low faith of higher management in their subordinates (Sparrow and Budhwar, 1997; Budhwar and Khatri, 2001). Second, research has shown that Indian managers are less willing to delegate and have a high possessive attitude towards their subordinates (Sharma, 1984; Budhwar and Khatri, 2001). Hence it seems that the more privileged and powerful have greater access to more information than the less qualified or lower level employees. Third Indian managers like centralised decision making (Kakar, 1971; Budhwar and Khatri, 2001). Moreover the majority of the lower level of employees are not aware of their rights and are exploited by the management (Budhwar, 2000; Budhwar and Khatri, 2001). Taking into account the above literature, it can be concluded that there is a significant variation in the nature and type of HRM strategies for different levels of employees and thus, different types of HR practices for different level of employees in Indian organizations. Taking this into consideration, this study is based on the perspectives of early-career, midcareer, and mature-career employees of the largest and the best IT employers in India.

According to the literature there is a shift taking place in the pattern of HRM practices in Indian organizations, from the traditional administrative types to a more strategic and proactive type. This mainly is due to the competition created by the liberalization of economic policies. However, its only the beginning of a long process which has to survive the political and social pressures. Considering the pressure created by the present dynamic business environment, Indian organizations need to pursue more rationalized HRM practices, which should

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emphasize solely performance and should be less influenced by the traditional values, religious and political factors (Som, 2006). HR Practice in India According to Arthur and Boyles (2007), HR practices refer to how an organizations HR programs are implemented for and experienced by lower-level employees and managers. Thus, HR practices capture the potential for variation in employees. perceptions and experiences of an HR program based on the quality of the HR program implementation.(HR programs are defined as the set of formal HR activities used in the organization) While international human resource management has been traditionally studied through Western theoretical and empirical lenses (Bossard and Peterson, 2005; McMahan et al., 1998), there has been a growing theoretical and empirical appreciation that certain HR practices are sometimes context and culture specific (Bowen et al., 2002; Budhwar and Bhatnagar, 2009; Budhwar and Khatri, 2001). This recognition and certain counterintuitive research findings across culturally diverse countries have led HR scholars to demonstrate that merely transplanting .best. HR practices around the globe may be less than desirable from an organizational competitive advantage perspective (Bjrkman & Budhwar, 2007; Huo and Von Glinow, 1995; Lowe et al., 2002; Von Glinow et al., 2002). Although researchers have undertaken ambitious cross-country and cross-cultural international HR studies (Von Glinow et al., 2002), these studies have not directly incorporated in the Indian HR perspective, and a scarcity of research in the Indian context persists (Budhwar and Sparrow, 1997). While some studies have considered other Asian countries, India differs culturally from its geographical neighbours in terms of socio-cultural attributes (Triandis, 1989), which have been thought to influence organizational HR practices (Aycan et al., 2000; Dowling and Welch, 2004).

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Budhwar and Boyne (2004) compared HRM practices in Indian public . and private sector organizations and found somewhat unexpectedly that many similarities existed in practices between these two sectors in (1) the structure of the HR department, (2) the role of the HR function in corporate change, (3) recruitment and selection, (4) pay and benefits, (5) training and development, (6) employee relations, and (7) emphasis on key HRM strategies. However, they also found that in several HR functional areas (for example, compensation, training and development), Indian private sector firms have adopted a more rational approach (e.g., the adopting of formal testing of job applicants, job evaluation, training needs analysis, training evaluation, and performance-related pay) than their public-sector counterparts.One of the conclusions of their study indicates that knowledge workers are mostly reacting positively in their attitudes to more rationalized HRM systems in India.

Theories and Models According to Budhwar and Khatri (2001), a formal HRM structure exist in the Indian context which could be investigated under different theories and models in different business sectors. For example, the .Matching model. which highlights the .resource. aspect of HRM and emphasizes the efficient utilization of human resources (like other resources) to meet the organizational objectives (Fombrun, 1984; Sparrow and Hilltrop, 1994). Further developments to the matching model and its core theme of .strategic fit. were made by Schuler and Jackson in 1987. They concluded that the HR practices differ for a particular level of employees. They also noted that as organizations change strategies, they are likely to change HR practices.

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The Harvard Model The .Harvard Model. of HRM was first articulated by Beer, Walton, Mills, Spector and Lawrence (1985). Some researchers have denoted this as the .soft variant. of HRM (Legge, 1995; Truss et al., 1997), mainly because it stresses the .human aspect. of management of HRs and is more concerned with employee-employer relationships. The actual content of this model , is described in relation to four policy areas : human resource flows, reward systems, employee influence and works systems. The aims of these HR policies is to achieve commitment, competence, congruence and cost-effectiveness. The model allows the analysis of these outcomes at both organizational and societal level.

The Contextual Model This model was developed by researchers at the centre for corporate strategy and change at Warwick Business School in the UK. According to Hendry and Pettigrew (1992), HRM should not be labeled as a single form of activity. Organizations may follow a number of different path ways to achieve the same goal. This is mainly because of the linkage between outer environmental (socio economical, political, legal, competitive) context and inner organizational (culture, structure, leadership, task technology and business output) context. These linkages directly contribute to an organization.s HRM policies.

The 5-P model (strategic integration) The 5-P model is mainly based on SHRM which is largely concerned with .integration. and .adaptation.. SHRM therefore has many different components, including HR policies, culture, values and practices. Based on such premises, Schuler (1992) developed a 5-P model of SHRM that deals with five HR activities

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(Philosophies, Policies, Programmes, Practices and Processes) with strategic needs.1 Effective HR practices Human resource practices can improve performance. For example, a recent review of personality testing effectiveness concluded that screening applicants through personality testing can produce employees who perform better. In other words, people with the right traits for the job did the job better, and finding that makes sense to anyone who is ever had a bad experience with a surly customer service clerk, or a similar. Similarly well trained employees perform better than untrained ones, and safe workplaces produce fewer lost time accidents and accident costs than do unsafe ones. The most productive and highest performing world class companies, like Toyota, have long had world class training and plant safety programs. High performance work system: A high performance work system is an integrated set of human resource management policies and practices that together produce superior employee performance. High performance work Systems: In fact, a growing body of evidence shows that the best performing companies in a wide r6ange of industries perform so well in part because of their high performance work systems. A high performance work system is an integrated set of human resource management policies and practices that together produce superior employee performance. While theres no hard and fast rule about what comprises high performance work systems, most organizational psychologists would agree they include these practices:

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1) Employment security 2) Selective hiring 3) Extensive training 4) Self managed teams and decentralized decision making 5) Reduced status distinctions between managers and workers 6) Information sharing 7) Contingent (pay-forperformance) rewards 8) Transformational leadership (for instance, in terms of inspirational motivation). 9) Measurement of management practices 10) Emphasis on high quality work.

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PHARMA INDUSTRIES AT A GLANCE

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CHAPTER -3 PHARMA INDUSTRIES AT A GLANCE

Indian pharmaceutical sector is the worlds second -largest by volume and in all likelihood, leads the manufacturing sector of India. In terms of the global market, India currently holds a modest 1-2% share, but it has been growing at approximately 10% per year. India has also gained its foothold in the global scene with its innovatively engineered generic drugs and active pharmaceutical ingredients.4 The Indian Pharmaceutical Industry currently tops the chart amongst India 's science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. The Indian Pharmaceutical Industry ranks very high amongst all third world countries, in terms of technology, quality and the vast range of medicines that are manufactured. The Pharmaceutical industry has grown from mere US$ 0.3 billion turnover in 1980 to about US$ 21.73 billion in 2009-10. The country now ranks 3 rd in terms of volume of production (10 per cent of global share) an 14 th largest by value (1.5 per cent of global share). One reason for lower value share is the lowest cost of drugs in India ranging from 5 per cent to 50 per cent less as compared to developed countries. Indian pharmaceutical industry growth has been fuelled by exports and its products are exported to a large number of countries with a sizeable share in the advanced regulated markets of the US and Western Europe . Many Indian companies maintain highest standards in Purity, Stability and International Safety, Health and Environmental (SHE) protection in production and supply of bulk drugs even to some innovator companies. This speaks of the high quality standards maintained by a large number of Indian Pharma companies as

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these bulk actives are used by the buyer companies in manufacture of dosage forms which are again subjected to stringent assessment by various regulatory authorities in the importing countries. More of Indian companies are now seeking regulatory approvals in USA in specialized segments like Anti-infectives, Cardiovasculars, CNS group. Along with Brazil & PR China, India has carved a niche for itself by being a top generic Pharma player. Increasing number of Indian pharmaceutical companies have been getting international regulatory approvals for their plants from agencies like USFDA (USA), MHRA (UK), TGA (Australia), MCC (South Africa), Health Canada etc. India has the largest number of USFDA-approved plants for generic manufacture. Considering that the pharmaceutical industry involves sophisticated technology and stringent "Good Manufacturing Practice (GMP) requirements, major share of Indian Pharma exports going to highly developed western countries bears testimony to not only the excellent quality of Indian pharmaceuticals but also its price competitiveness. More than 50 per cent share of exports is by way of dosage forms. Indian companies are now seeking more Abbreviated New Drug Approvals (ANDAs) in USA in specialized segments like anti-infective, cardio vascular and central nervous system groups. Exports India currently exports drug intermediates, Active Pharmaceutical Ingredients (APIs), Finished Dosage Formulations (FDFs), Bio-Pharmaceuticals, Clinical Services to various parts of the world.

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Export of Drugs and pharmaceuticals from 2007-08 to 2009-10 are given below: Exports (US$ billion) 6.3 8.6 9.1 Growth (in percent) 14.4 35.7 5.9

Year 2007-08 2008-09 2009-10

Source: Directorate General of Commercial Intelligence and Statistics (DGCIS) Kolkata The domestic Pharma Industry The domestic Pharma Industry has recently achieved some historic milestones through a leadership position and global presence as a world class cost effective generic drugs' manufacturer of AIDS medicines. Many Indian companies are part of an agreement where major AIDS drugs based on Lamivudine, Stavudine, Zidovudine, Nevirapine will be supplied to Mozambique, Rwanda, South Africa and Tanzania which have about 33 per cent of all people living with AIDS in Africa. Yet another US Scheme envisages sourcing Anti Retrovirals from some Indian companies whose products are already US FDA approved. Many Indian companies maintain highest standards in Purity, Stability and International Safety, Health and Environmental (SHE) protection in production and supply of bulk drugs even to some innovator companies. This speaks of the high quality standards maintained by a large number of Indian Pharma companies as these bulk actives are used by the buyer companies in manufacture of dosage forms

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which are again subjected to stringent assessment by various regulatory authorities in the importing countries. More of Indian companies are now seeking regulatory approvals in USA in specialized segments like Anti-infectives, Cardiovasculars, CNS group. Along with Brazil & PR China, India has carved a niche for itself by being a top generic Pharma player. Increasing number of Indian pharmaceutical companies have been getting international regulatory approvals for their plants from agencies like USFDA (USA), MHRA (UK), TGA (Australia), MCC (South Africa), Health Canada etc. India has the largest number of USFDA - approved plants for generic manufacture. Considering that the pharmaceutical industry involves sophisticated technology and stringent "Good Manufacturing Practice (GMP) requirements, major share of Indian Pharma exports going to highly developed western countries bears testimony to not only the excellent quality of Indian pharmaceuticals but also its price competitiveness. More than 50 per cent share of exports is by way of dosage forms. Indian companies are now seeking more Abbreviated New Drug Approvals (ANDAs) in USA in specialized segments like anti-infective, cardio vascular and central nervous system groups. Government Initiatives 100 per cent Foreign Direct Investment (FDI) is allowed under automatic route in the drugs and pharmaceuticals sector including those involving use of recombinant technology.

Also, FDI, up to 100%, is permitted for brownfield investments (i.e. investments in existing companies), in the pharmaceuticals sector, under the Government approval route.

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The Government plans to set up Good Laboratory practices (GLP) Compliant, Chemical Laboratories, Biological Laboratories and Large Animal Facilities in Public Private Partnership Mode.

It also proposes to set up a National Centre for R&D in bulk drugs at National Institute of Pharmaceuticals Education and Research (NIPER), Hyderabad and a National Centre for Medical Devices at NIPER, Ahmedabad.

Pharma Export Promotion Council (Pharmexcil) The Department had played a pivotal role in the formation of Pharmexcil consequent to the recommendation from 9th Five Year Annual Plan Working Group Report on Drugs and Pharmaceuticals. In the light of this, the Department constantly interacts with Pharmexcil in their work areas. The role of Pharmexcil is for facilitation of exports of Drugs, Pharmaceuticals, Biotechnology products, Herbal medicines and Diagnostics, to name a few.It is authorized to issue Registration-cum-Membership Certificate (RCMC) which is one of the requirements for the importers and exporters of commodities. In addition to this, Pharmexcil is concerned with giving export thrust to the various products through visits of delegations to various markets abroad, organizing of seminars, workshops and exhibitions. As a major area of work, Pharmexcil also holds Buyers/Sellers meets and compiles detailed data base on pharma exports and problems in exporting pharma group products of Pharmaceuticals.

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Top 20 destinations of Indian Pharma products for the period AprilDecember 2010 S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Importing country USA UK Germany South Africa Russia Brazil Nigeria Kenya Netherlands Turkey Canada Viet Nam China Ghana France Israel Spain Sri Lanka Amount (US$ million) 1791.0 263.9 243.6 226.8 221.4 165.0 154.1 137.3 131.7 119.0 108.0 102.8 100.4 99.6 98.0 97.0 94.5 92.4

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19 20

Italy Ukraine

91.2 90.5

Source: Directorate General of Commercial Intelligence and Statistics (DGCIS) Kolkata Research and Development In no other Industry segment innovative R&D is as critical as in Pharma industry. Here, the New Drug Discovery Research (NDDR) has to keep pace with the emerging pattern of diseases as well as responses in managing existing diseases where target organisms are becoming resistant to existing drugs. The NDDR is also an expensive activity. It is encouraging to observe that at least 10 Indian companies are into new drug discovery in the areas of infections, metabolic disorders like diabetes, inflammation, respiratory, obesity & cancer. Most of these companies have increased their R&D spending to over 5 per cent of their respective sales turnovers. There is notable success from some Indian companies in out licensing new molecules in the asthma and diabetes segments to foreign companies. Introduction of Product Patent for Pharmaceuticals is an important feature for Indian Pharma R&D scenario. This has boosted the confidence of MNC Pharma companies in India where a number of western Pharma companies have already R&D collaborations with Indian Pharma companies in the field of NDDR. Some Indian companies have also got US-FDA approvals for their new molecules as Innovative New Drugs (lND). Western Pharma companies have recognized the attractiveness of India as a R&D outsourcing destination due to low cost scientific manpower, excellent

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infrastructure, top quality with capability to conduct modern research under GLP, GCP guidelines. Many of them have set up independent R&D centres in India. Clinical Trials to establish safety and efficacy of drugs constitute nearly 70 per cent of R&D costs. Considering the low cost of Research and Development in India, several MNC Pharma companies as well as global Clinical Research Organizations are increasingly making India a clinical research hub. In conclusion new drug discovery in India has made a promising start wherein at least five to six potential candidates in the areas of Malaria, Obesity, Cancer, Diabetes and Infections are likely to reach Phase II clinical trials. Contract Manufacturing Many global pharmaceutical majors are looking to outsource manufacturing from Indian companies, which enjoy much lower costs (both capital and recurring) than their western counterparts. Many Indian companies have made their plants cGMP compliant and India is also having the largest number of USFDA-approved plants outside USA. Indian companies are proving to be better at developing Active Pharmaceutical Ingredients (APIs) than their competitors from target markets and that too with non-infringing processes. Indian drugs are either entering in to strategic alliances with large generic companies in the world of off-patent molecules or entering in to contract manufacturing agreements with innovator companies for supplying complex under-patent molecules. Some of the companies like Dishman Pharma, Divis Labs and Matrix Labs have been undertaking contract jobs for MNCs in the US and Europe. Even Shasun Chemicals, Strides Arcolabs, Jubilant Organosys, Orchid Pharmaceuticals and

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many other large Indian companies started undertaking contract manufacturing of APIs as part of their additional revenue stream. Top MNCs like Pfizer, Merck, GSK, Sanofi Aventis, Novartis, Teva etc. are largely depending on Indian companies for many of their APIs and intermediates. Key Strengths of Pharma Sector Low cost of innovation/Manufacturing/Capex costs/expenditure to run a CGMP compliance facility. Low cost scientific pool on shop floor leading to high quality documentation. Proven track record in design of high tech manufacturing facilities. Excellent regulatory compliance capabilities for operating these assets. Recent success track record in circumventing API/formulation patents. About 95 per cent of the domestic requirement being met through domestic production. India is regarded as a high-quality and skilled producer in the world. It is not only an API and formulation manufacturing base, but also as an emerging hub for: Contract research Bio-technology Clinical trials and Clinical data management. The country has the distinction of providing quality healthcare at affordable prices.

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Major Pharmaceutical Public Sector Undertakings

Indian Drugs & Pharmaceuticals Limited (IDPL) Hindustan Antibiotics Limited (HAL) Bengal Chemicals & Pharmaceuticals Limited (BCPL) Rajasthan Drugs and Pharmaceuticals Ltd. (RDPL) Karnataka Antibiotics & Pharmaceuticals Ltd. (KAPL)

Major Pharmaceuticals Industries in India3

Aurobindo Pharma Ltd Aventis Pharma Ltd Cadila Pharmaceuticals Ltd Cipla Ltd Dabur Pharma Ltd Dey's Medical Stores Mfg. Ltd Dr. Reddy's Laboratories Ltd Elder Pharmaceuticals Ltd Glenmark Pharmaceuticals Ltd Glaxo SmithKline Pharmaceuticals Ltd Lupin Ltd Merck Ltd, India Piramal Health Care Novartis India Pfizer Ltd Ranbaxy Laboratories Ltd Wockhardt Limited Wyeth Laboratories Ltd

30

HR PRACTICES OF SAMPLE ORGANISATION

31

CHAPTER-4 HR PRACTICES OF SAMPLE ORGANISATION

Though there are so many types of pharmaceutical companies are operating in Odisha, for my dissertation topic I am selecting the following major pharmaceutical companies. Ranbaxy Labs Cipla Dr. Reddys Labs Lupin Limited Glaxo Smith Kline Mankind HR Practices in Ranbaxy: In the Pharmaceutical Industry of India, Ranbaxy Laboratories has achieved phenomenal success in the present times especially after eighties. Today Ranbaxy is a drug giant with interests ranging from pharmaceuticals to diagnostics, fine chemicals, animal health care. R&D activities. Biotechnology and biological research and other innovative programmes with a turnover exceeding Rs. 2500 crore (2005-2006) per annum; the company is now country s third largest pharma company after Glaxo and Cipla. Ranbaxy has approximately market share behind Glaxo's 5.50% and Cipla Laboratories about 4. 60%. Ranbaxy has made its place in the Indian market and is adopting many survival, growth, change, development & diversification strategies. At present Ranbaxy manufactures over 410 products in 12 production lines. The company that started its pharmaceutical business with a small factory in 1973. Crew in less than 30 years. into Indias topmost pharmaceutical complex. It made a modest start by manufacturing life-saving drugs for human beings. It

32

slowly progressed along the value chain beginning with basic-drugs and changing to value added generals. Late Shri. Parminder Singh, one of the three sons of Bhai Mohan Singh played a key role in the running of his father's company, Ranbaxy Laboratories Limited for over a decade. He was responsible for transforming a small company into an industry leader with global ambitions. Bhai Mohan Singh stepped down as chairman of Ranbaxy in April, 1993 and transferred the ownership of his company to his son Parminder Singh. Now the resent dynamic and vivacious M D, Mr. Tejender Khanna is putting his labour to make Ranbaxy a leading pharmaceutical industry in India. Ranbaxy Laboratories Limited one of the leading public sector undertakings, has successfully implemented its Human Resource Management programme and has achieved worthwhile results. The basic principle of Human Resource Management philosophy is the belief in: (i) human resources; and its development; (ii) optimum utilisation of human resources; and (iii) a harmonious balance between business strategy and Human Resource Management strategy i.e., strategic planning and FIRM should go hand in hand. Ranbaxy adopt the leading consultant Dr. M.B. Athreya's model of strategic management and organisation development. According to this model, OD & Human Resource Management efforts may tend to be wasteful exercise, if there are no opportunities to utilise the development of human capability. Similarly, all strategic options in terms of business plans will remain unfulfilled or paper projects at the most, if human resources are not made available to implement them. The importance of Human Resource Management as a catalytic agent of growth has been increasingly recognised in Ranbaxy Laboratories Limited. The following three factors may be considered while

33

examining the recent Human Resource Management efforts in Ranbaxy Laboratories Limited. Competition in all areas of business operation has put considerable pressure on management to improve productivity, quality and reduce cost. Success in this direction requires a dynamic FIRM strategy. The introduction of new computer- aided technology and fundamental change in the manufacturing process has caused the need for developing new skills to suit the demand of new technology. To-day's better trained and better educated managers have stressed the emergence of new work values where they have more opportunities to make contribution and to be recognised. Human Resources are the most important assets in the organisation. Unlike other resources, human resources can be developed and increased to an unlimited extent. A healthy climate, characterized by the values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resources. Human Resource Management can be planned and managed in ways that are beneficial both to the individual and organization. Employees feel committed to their work and organization if the organization perpetuates a feeling of belongingness. Employees are likely to have this feeling of the organisation if it provides for their basic needs and for their higher needs through appropriate management styles and systems. Employee commitment is increased with opportunity to discover and use ones capabilities and potential in ones work. It is every managers responsibility to create a healthy and motivating work climate and to set examples for subordinates to follow.

34

Ranbaxy believes in the motto Putting people first. In order to sustain its success and renew its products, Ranbaxy has focused on the people behind its products and not on the products themselves. The strategy framed by Ranbaxy is around core intellectual or services competencies. Ranbaxy has focused on people, i.e., both employees and customers. The strategy has been to recruit locally in host countries. The company has succeeded in creating multicultural portfolio of human resource skills. The training in the organisation shifted from mixed participant groups to work groups. This has increased focus on people that create and perpetuate such knowledge. As part of Ranbaxys ongoing commitment to produce high -tech quality drugs and pharmaceuticals that cater to the specific needs of markets around the world, the company has applied rigid quality measures at every stage of manufacturing at their plants. Good quality remains the commitment of every employee at Ranbaxy : from careful selection and analysis of raw materials to meticulous testing of finished products to meet stringent in-house standards that goes beyond the pharmaceuticals to ensure customer satisfaction. To meet growing international business requirement, a programme to set up new facilities for the production of bulk drugs pharmaceutical dosage from basic chemicals and intermediates has been under implementation to fulfill its aim on quality. Chairman says, At Ranbaxy, we are on corporate journey. It is a long and winding road that has brought us from a domestic company with a few hundred employees to one that now aspires to be an international pharmaceutical company. Our mission is clear and our values well articulated. We give shape to our dreams.

HR Practices in CIPLA The group seeks to be an employer of choice within the pharmaceutical sector, and the Human Resources (HR) and management teams are dedicated to

35

attracting and retaining the best talent while providing employees with a working environment conducive to career growth and advancement. Recruitment and talent management processes are aligned with our business values: camaraderie and team spirit; inspired and passionate; desire to win the business; respect and integrity; and dazzle our customers with great service and care. Candidates are evaluated against these values in addition to functional and personal competency based criteria. The introduction of an automated recruitment system and careers page has seen measurable results in ensuring that the best talent is employed. This has facilitated a targeted approach to addressing critical skills requirements within the business. Recruitment is aligned to specific job requirements and competencies. Where appropriate, preference is given to historically disadvantaged employees, ensuring a focus on approved Employment Equity and transformational targets. Regularly scheduled workshops, seminars, training sessions and

motivational talks are some of the tangibles that symbolise our ongoing commitment to enhance the capabilities of employees, creating an environment whereby a myriad of opportunities impact positively on the lives of employees, providing easy pathways across our business. The training department works closely with the HR department when addressing skills development needs from ensuring the almost 360 CMM employees (including temporary staff), receive ongoing CGMP training in accordance with regulatory requirements to inducting new recruits at all levels and to constantly keeping the medical and product knowledge of the 197-strong national sales team current. Focused in-house raining addresses identified soft skills, product specific training and employee development. While the view is always to multi-skill employees, thereby speeding up their growth and creating sustainable livelihoods, training is also focused on

36

building economic and social infrastructures by strengthening the skills base, thus solidifying a cohesive, caring and sustainable workforce.

HR Practices in Dr.Reddy Labs At Dr. Reddys, people are always core to the business. Driven by shared vision and values, we created our first Human Resource (HR) model around three pillars - Innovation, Entrepreneurship and Globalization. Some of the key elements that served as the building blocks were organization design, talent management, performance ethics, coaching and celebration. However, with changing times, the dynamics of the business altered and so did the context, strategy and structures. In order to keep up with the evolving business, a new HR Model evolved in 2010. The HR model focuses on the outcome of an ever-flourishing organization, which is constantly and continually increasing the value it generates to its stakeholders patients, customers, employees, shareholders and society. The three central themes of the model include: Improving Alignment of various functions and business unit teams towards the overall purpose and strategy of the organization; increasing Accountability of individuals and teams by clarifying their roles and responsibilities, and reinforcing reviews and consequent management mechanisms; and developing Ability through talent management, functional expertise and leadership competency framework implementation. The model also made it imperative for us to build the competencies of the HR team embers so that they are able to demonstrate a deep business

understanding, have requisite change management and facilitation skills, and are able to leverage core functional competency for business context.

Learning and development is an important aspect of Talent Management at Dr. Reddys. The culture of continuous learning is in line with the organizations

37

values which highlight respect for the individual and upholding the dignity of work. Across all levels, the focus is on helping people become better at what they do. Some of the key initiatives this year that have helped us hone leadership skills, strengthen skills sets, and provided the necessary tools for business success are as follows: Strategic Thinking Workshop: With a view to further develop the strategic thinking ability of our senior leaders, a strategic thinking workshop was organized. It was facilitated by Dr. Gautam Ahuja, Professor of Strategy at Ross Business School, University of Michigan. The program was experiential in nature, based on the application of exercises and case studies. It emphasized on taking a systematic and comprehensive look at the key challenges and opportunities facing organizations so that they could move beyond immediate operational focus, and devise a medium to longterm strategy for achieving business goals. Signature Talk Series: The interactive learning sessions called Signature Talk Series by top leaders including the CEO and COO are organized once a quarter. These sessions leverage on the leadersteach- leaders concept in leadership development. We capture the tacit thoughts and knowledge of the top leaders and transfer them to other leaders across the organization. These sessions facilitate the leadership development of elements which are otherwise difficult to transfer. Talent Management: Talent across young, middle and senior levels who can be fast-tracked has been identified through a rigorous talent review process. Succession planning has also been done for all the critical roles in the organization. This will help in taking risks on those identified people to be given a higher level of responsibility and challenging assignments to make breakthrough impact.

38

 Leadership Transition Programs: Experienced Leadership Program and Senior Leadership Program facilitate smooth leadership transition for our middle and senior level leaders. This program prepares the role incumbent for understanding the nuances of the role, and how to be effective in that role. Competency Based Interviewing Skills Certification: A structured selection process, it helps in attracting and retaining the right talent. With regard to that, a day-long intervention was designed to equip hiring managers with the skill of Competency Based Interviewing. The participants learned how to make recruitment decisions, and select the candidates who have better fit with the job requirements and values of the organization. The participants also went through a rigorous certification process. This intervention had a positive impact on our recruitment. The infant mortality for the India sales force has come down considerably. The attrition is also under control.

HR Practices in Lupin

At Lupin, we are challenging our teams to look beyond our current paradigms for new and better ways of working to meet our customers expectations. For a Company on a high growth curve which has been outperforming markets consistently, we have strived hard to go beyond attracting, nurturing and retaining talent; beyond employee engagement initiatives; beyond learning and development programs, to put in place programs that truly create, foster and nurture an ever evolving dynamic environment that enables individuals to learn, imbibe, perform, succeed and grow together. Today, around 18% of Lupins overall global workforces are women, one of the highest in the generic pharmaceutical industry up from 6% in 2004. Women in Lupin also have more presence in middle to senior

39

management than ever before. Today, 11% of our workforce is outside India and we have employees with over 26 nationalities working for a common goal, speaking a common leadership language, within a common framework of delivering results on a continuous basis. I am pleased to say that Lupin has evolved as one of the top 3 best places to work in the Pharmaceutical Industry propelled by the collective aspirations of a multinational, culturally diverse workforce of over 11,000 people. Our people are our most prized asset and we have always been focused on ensuring that they are aligned with our mission to evolve as one of the finest transnational pharmaceutical companies. With that objective in mind, the Company set up the Lupin Learning Centre where we have put in place comprehensive induction and mentoring programs that ensure and inculcate core values and help manage the transition to Lupin for every employee, irrespective of cadre and experience. Specialized Talent Management initiatives like our Top 100 and Expanding Horizons programs help us identify high performing employees with potential to grow. Focused attention in terms of specialized learning modules, accelerator experiences and one-on-one mentoring is provided to these employees to ensure that we have a ready and well rounded leadership pool to meet our growth needs. Tie-ups with leading management institutes such as IIMAhmedabad, NMIMS-Mumbai and leading technology institutions such as BITS Pilani, Pune University and Manipal University have helped our people pursue their academic interests concurrently while working at Lupin. And it doesnt stop there. Lupin has developed measurement techniques to assist each individual in understanding their progress and a culture that enables feedback and fresh learning initiatives on a continuous basis. The company has also developed the Lupin Leadership Competency Framework. We have been able to define a set of competencies that would define a Lupin Leader. Relevant employee pools have

40

gone through these unique leadership development programs. Through this, we will be able to create a unique and yet unified language for Lupin Leadership. We continue to win accolades and recognition from the external community. We have this year been rated as one of the Top 3 in the Pharma Sector in the Great Places to Work survey conducted by the Great Places to Work Inc in collaboration with The Economic Times. Lupin realizes that managing diversity means acknowledging peoples differences and recognizing these differences as valuable. We enhance good management practices by preventing discrimination and promoting inclusiveness. All this stems from the understanding that we all operate on a global stage and that each and every team member has a critical role to play. At Lupin, managing diversity has truly become a way of life and a key unifying factor. Our goal has been to create a workplace that truly recognizes and values this diversity: a workplace that is built around the core principles of meritocracy and individual innovation. HR at Lupin is a facilitator for continuous evolution enabling individuals for rapid growth, equipping them with functional and leadership skills so that they grow along with the company, contribute meaningfully and also lead fulfilling lives. Our continuous focus is not just to build a talent and leadership pipeline to meet the growing needs of the company but also provide a platform for employees to learn, grow, enjoy and be in a company where they can live their dreams. A company which is a global community, a family bound together w th a single minded focus of being the best of Being Lupin.

41

DATA ANALYSIS

42

CHAPTER-V DATA ANALYSIS

In order to know the effectiveness of HR practices in selective leading Pharmaceutical Industry, the researcher distributed 50 questionnaires using convenient sampling. Out of those 35 respondents completed the questionnaire. However 32 questionnaire are usable resulting in 64% responds rate. The demographic profile of the respondents are as follows:Age Frequency Percent Valid Percent Valid < 25 25-29 30-34 35-39 Total 2 20 9 1 32 6.3 62.5 28.1 3.1 100.0 6.3 62.5 28.1 3.1 100.0 Cumulative Percent 6.3 68.8 96.9 100.0

Marital Status Frequenc y Vali d Married Unmarried Total 9 23 32 28.1 71.9 100.0 Percent Valid Percent 28.1 71.9 100.0 Cumulative Percent 28.1 100.0

When Going through the respondents profile , the researcher found that most of the respondents are from 25-30 age group(i.e. 62.5%) and 71.9% are married
Educational Qualification Frequency Percent Valid Percent Cumulative Percent Graduate Valid professional Total 24 8 32 75.0 25.0 100.0 75.0 25.0 100.0 75.0 100.0

43

Most of the respondents are graduate persons who are interested for work in the Pharmaceutical Industry than the professional persons.

The Career details of respondents are as follows:Primary Role Frequency Percent Valid Percent Valid Specialist Representative Field trainer 2nd Line Sales manager Total 1 4 32 In Pharma Company Frequency Percent Valid Percent Cumulative Percent 6-12 Months 2-4 Years Valid > 4 Years Total 8 32 25.0 100.0 25.0 100.0 100.0 1 23 3.1 71.9 3.1 71.9 3.1 75.0 3.1 12.5 100.0 3.1 12.5 100.0 87.5 100.0 27 84.4 84.4 Cumulative Percent 84.4

Most of the respondents are belongs to specialist representative in the company and are having 2-4 year experience in their current pharmaceutical company.
Total Experienced Companies Frequency Percent Valid Percent Valid 1 2 3 4 Total 8 19 4 1 32 25.0 59.4 12.5 3.1 100.0 25.0 59.4 12.5 3.1 100.0 Cumulative Percent 25.0 84.4 96.9 100.0

Most of the respondents are having total experience in 2 companies.

44

Salary Frequency Percent Valid Percent Cumulative Percent Valid 2.0-2.5 Lakhs 2.5-3.0 Lakhs > 3 Lakhs Total 1 26 5 32 3.1 81.3 15.6 100.0 3.1 81.3 15.6 100.0 3.1 84.4 100.0

Most of the respondents are getting a handsome salary between 2.5 to 3.0 lakhs. The motivating factors for the respondents in their job is as follows:Job Related Factor Frequency Percent Valid Percent Cumulative Percent Valid Rank 4 Rank 5 Rank 6 Rank 7 Rank 9 Total 13 11 2 5 1 32 40.6 34.4 6.3 15.6 3.1 100.0 40.6 34.4 6.3 15.6 3.1 100.0 40.6 75.0 81.3 96.9 100.0

Good Pay and Benefit Frequency Percent Valid Percent Cumulative Percent Valid Rank 1 32 100.0 Job Security Frequency Percent Valid Percent Cumulative Percent Valid Rank 2 Rank 4 Rank 5 Rank 6 Rank 7 Rank 10 Total 1 11 11 6 1 2 32 3.1 34.4 34.4 18.8 3.1 6.3 100.0 3.1 34.4 34.4 18.8 3.1 6.3 100.0 3.1 37.5 71.9 90.6 93.8 100.0 100.0 100.0

45

Promotion Opportunity Frequency Percent Valid Percent Cumulative Percent Valid Rank 2 Rank 3 Total 27 5 32 84.4 15.6 100.0 84.4 15.6 100.0 84.4 100.0

Personal growth and development Frequency Percent Valid Percent Cumulative Percent Valid Rank 2 Rank 3 Rank 4 Total 4 27 1 32 12.5 84.4 3.1 100.0 Good Supervision Frequency Percent Valid Percent Cumulative Percent Valid Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Rank 11 Total 4 3 6 10 4 2 1 2 32 12.5 9.4 18.8 31.3 12.5 6.3 3.1 6.3 100.0 12.5 9.4 18.8 31.3 12.5 6.3 3.1 6.3 100.0 12.5 21.9 40.6 71.9 84.4 90.6 93.8 100.0 12.5 84.4 3.1 100.0 12.5 96.9 100.0

Recognition for Job Done well Frequency Percent Valid Percent Cumulative Percent Valid Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Rank 11 Total 2 11 8 6 1 2 2 32 6.3 34.4 25.0 18.8 3.1 6.3 6.3 100.0 6.3 34.4 25.0 18.8 3.1 6.3 6.3 100.0 6.3 40.6 65.6 84.4 87.5 93.8 100.0

46

Supportive team Frequency Percent Valid Percent Cumulative Percent Valid Rank 4 Rank 5 Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Rank 11 Total 2 3 4 4 12 4 2 1 32 6.3 9.4 12.5 12.5 37.5 12.5 6.3 3.1 100.0 Interesting Work Frequency Percent Valid Percent Cumulative Percent Valid Rank 7 Rank 8 Rank 9 Rank 10 Rank 11 Total 3 7 9 10 3 32 9.4 21.9 28.1 31.3 9.4 100.0 9.4 21.9 28.1 31.3 9.4 100.0 9.4 31.3 59.4 90.6 100.0 6.3 9.4 12.5 12.5 37.5 12.5 6.3 3.1 100.0 6.3 15.6 28.1 40.6 78.1 90.6 96.9 100.0

Good Operating Procedure Frequency Percent Valid Percent Cumulative Percent Valid Rank 6 Rank 7 Rank 8 Rank 9 Rank 10 Rank 11 Total 2 1 2 10 10 7 32 6.3 3.1 6.3 31.3 31.3 21.9 100.0 6.3 3.1 6.3 31.3 31.3 21.9 100.0 6.3 9.4 15.6 46.9 78.1 100.0

47

Good Working Condition Frequency Percent Valid Percent Cumulative Percent Valid Rank 4 Rank 5 Rank 6 Rank 8 Rank 9 Rank 10 Rank 11 Total 1 2 1 1 5 5 17 32 3.1 6.3 3.1 3.1 15.6 15.6 53.1 100.0 3.1 6.3 3.1 3.1 15.6 15.6 53.1 100.0 3.1 9.4 12.5 15.6 31.3 46.9 100.0

From the above table, the researcher can finds that the motivating factors for the respondents are Good Pay and Benefits for all. So they ranked it Number 1 and other factors are vary in their rank. For the analysis of effectiveness of HR practices, the researcher is going through One way Anova for Data analysis. The result are in the following table:Taking age as variable factor for analysis in to considerationN Mean Std. Deviation Employees can understand well the philosophy and values of the organization < 25 25-29 30-34 35-39 Total The objectives of the company is well communicated to the employees < 25 25-29 30-34 35-39 Total The recruitment system always attracts talented people to the organization < 25 25-29 30-34 35-39 2 20 9 1 32 2 20 9 1 32 2 20 9 1 5.00 4.20 4.22 4.00 4.25 4.00 4.20 4.22 4.00 4.19 4.00 4.00 4.11 4.00 .000 .410 .441 . .440 .000 .410 .441 . .397 .000 .000 .333 . 5 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 4 5 4 5 5 4 5 4 4 5 4 .839 .484 .234 .872 2.442 .085 Minimum Maximum F Sig.

48

Total The selection process is effective in identifying the right candidates < 25 25-29 30-34 35-39 Total The selection system is free from biasness < 25 25-29 30-34 35-39 Total The organization believes in identifying & utilizing the potential of its employees < 25 25-29 30-34 35-39 Total Performance expectations are clearly identified in terms of organizational goals < 25 25-29 30-34 35-39 Total Employees are always interested in developing self < 25 25-29 30-34 35-39 Total Appropriate opportunities are created for learning new skills and competence < 25 25-29 30-34 35-39 Total Appropriate opportunities are created for using new skills and competence < 25 25-29 30-34 35-39 Total Key result area are well defined for employees job < 25 25-29 30-34

32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9

4.03 5.00 4.00 4.00 4.00 4.06 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.11 4.00 4.03 4.50 4.20 4.11 4.00 4.19 3.50 4.10 4.11 4.00 4.06 4.00 4.05 4.22 4.00 4.09 4.50 4.05 4.00 5.00 4.09 4.00 4.00 4.22

.177 .000 .000 .000 . .246 .000 .000 .000 . .000 .000 .000 .333 . .177 .707 .410 .333 . .397 .707 .308 .333 . .354 .000 .224 .441 . .296 .707 .224 .000 . .296 .000 .000 .441

4 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 4 4 4 3 4 4 4 4 4 4 4 4 5 4 4 4 4

5 5 4 4 4 5 4 4 4 4 4 4 4 5 4 5 5 5 5 4 5 4 5 5 4 5 4 5 5 4 5 5 5 4 5 5 4 4 5 1.917 .150 8.167 .000 .794 .507 2.008 .136 .582 .632 .839 .484

49

35-39 Total Employees are aware about competencies required < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Clear & Unambiguous < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Challenging < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Measurable < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Achievable < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Aligned with Corporate objectives < 25 25-29 30-34 35-39 Total The objectives intended to be accomplished by employees-Achievable within a time frame < 25 25-29 30-34 35-39 Total Performance review prior to appraisal is well < 25 25-29

1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20

4.00 4.06 5.00 4.05 4.11 4.00 4.13 4.00 4.00 4.11 4.00 4.03 4.50 4.15 4.11 4.00 4.16 4.00 4.15 4.11 4.00 4.13 4.00 4.05 4.00 4.00 4.03 4.50 4.10 4.00 4.00 4.09 4.50 4.00 4.11 4.00 4.06 4.50 4.10

. .246 .000 .224 .333 . .336 .000 .000 .333 . .177 .707 .366 .333 . .369 .000 .366 .333 . .336 .000 .224 .000 . .177 .707 .308 .000 . .296 .707 .000 .333 . .246 .707 .308

4 4 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

4 5 5 5 5 4 5 4 4 5 4 5 5 5 5 4 5 4 5 5 4 5 4 5 4 4 5 5 5 4 4 5 5 4 5 4 5 5 5 1.699 .190 3.267 .036 1.699 .190 .184 .906 .166 .918 .663 .582 .839 .484 8.431 .000

50

practiced

30-34 35-39 Total

9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32 2

4.00 4.00 4.09 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.05 4.11 4.00 4.13 4.50 4.05 4.00 4.00 4.06 4.50 4.05 4.00 4.00 4.06 4.50 4.00 4.00 4.00 4.03 3.00 4.00 4.00 4.00 3.94 4.00

.000 . .296 .000 .000 .000 . .000 .000 .000 .000 . .000 .000 .224 .333 . .336 .707 .224 .000 . .246 .707 .224 .000 . .246 .707 .000 .000 . .177 .000 .000 .500 . .354 .000

4 4 4 4 4 4 4 4 4 4 4 4 4 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 4 3 4 3 4

4 4 5 4 4 4 4 4 4 4 4 4 4 5 5 5 4 5 5 5 4 4 5 5 5 4 4 5 5 4 4 4 5 3 4 5 4 5 4 8.750 .000 8.750 .000 2.736 .062 2.736 .062 8.431 .000

Methods followed for appraisal is very effective

< 25 25-29 30-34 35-39 Total

Performance appraisal is free from bias

< 25 25-29 30-34 35-39 Total

Continuous improvement is a part of organizational process

< 25 25-29 30-34 35-39 Total

There is ample opportunity for career growth

< 25 25-29 30-34 35-39 Total

The wage and salaries paid to the employee is as per the market standard

< 25 25-29 30-34 35-39 Total

Organization gain sharing plan are well accepted by employees

< 25 25-29 30-34 35-39 Total

Team incentives are well accepted by the employees

< 25 25-29 30-34 35-39 Total

Individual incentives are

< 25

51

well designed

25-29 30-34 35-39 Total

20 9 1 32 2 20 9 1 32 2 20 9 1 32 2 20 9 1 32

4.00 4.00 4.00 4.00 4.00 4.05 4.00 4.00 4.03 4.00 4.00 4.11 5.00 4.06 4.50 4.10 4.56 4.00 4.25

.000 .000 . .000 .000 .224 .000 . .177 .000 .324 .333 . .354 .707 .308 .527 . .440

4 4 4 4 4 4 4 4 4 4 3 4 5 3 4 4 4 4 4

4 4 4 4 4 5 4 4 5 4 5 5 5 5 5 5 5 4 5 3.050 .045 3.186 .039 .184 .906

Employees benefit prevalent in the organization

< 25 25-29 30-34 35-39 Total

Organization take adequate care in improving quality

< 25 25-29 30-34 35-39 Total

Management takes necessary steps for constructive solution of disputes/ grievances

< 25 25-29 30-34 35-39 Total

Taking Educational qualification of the respondents in to consideration:N Mean Std. Deviation Employees can understand well the philosophy and values of the organization The objectives of the company is well communicated to the employees The recruitment system always attracts talented people to the organization The selection process is effective in identifying the right candidates The selection system is free from biasness Graduate professional Total Graduate professional Total Graduate professional Total Graduate professional Total Graduate professional Total 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 4.08 4.75 4.25 4.08 4.50 4.19 4.04 4.00 4.03 4.00 4.25 4.06 4.00 4.00 4.00 .282 .463 .440 .282 .535 .397 .204 .000 .177 .000 .463 .246 .000 .000 .000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 4 5 4 5 5 4 4 4 . . 7.500 .010 .326 .572 8.152 .008 24.000 .000 Min. Max. F Sig.

52

The organization believes in identifying & utilizing the potential of its employees Performance expectations are clearly identified in terms of organizational goals Employees are always interested in developing self

Graduate professional Total Graduate professional Total Graduate professional Total

24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32

4.00 4.13 4.03 4.17 4.25 4.19 4.13 3.88 4.06 4.04 4.25 4.09 4.04 4.25 4.09 4.04 4.13 4.06 4.04 4.38 4.13 4.04 4.00 4.03 4.17 4.13 4.16 4.00 4.50 4.13 4.00 4.13 4.03 4.04 4.25 4.09

.000 .354 .177 .381 .463 .397 .338 .354 .354 .204 .463 .296 .204 .463 .296 .204 .354 .246 .204 .518 .336 .204 .000 .177 .381 .354 .369 .000 .535 .336 .000 .354 .177 .204 .463 .296

4 4 4 4 4 4 4 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

4 5 5 5 5 5 5 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 5 5 5 5 4 5 5 4 5 5 5 5 5

3.214

.083

.259

.615

3.214

.083

Appropriate opportunities are created for learning new skills and competence Appropriate opportunities are created for using new skills and competence Key result area are well defined for employees job

Graduate professional Total Graduate professional Total Graduate professional Total

3.178

.085

3.178

.085

.682

.415

Employees are aware about competencies required

Graduate professional Total

7.059

.013

The objectives intended to be accomplished by employeesClear & Unambiguous The objectives intended to be accomplished by employeesChallenging The objectives intended to be accomplished by employeesMeasurable The objectives intended to be accomplished by employeesAchievable The objectives intended to be accomplished by employeesAligned with Corporate objectives The objectives intended to be accomplished by employees-

Graduate professional Total Graduate professional Total Graduate professional Total Graduate professional Total Graduate professional Total

.326

.572

.074

.787

22.500

.000

3.214

.083

3.178

.085

Graduate professional

24 8

4.04 4.13

.204 .354

4 4

5 5

.682

.415

53

Achievable within a time frame Performance review prior to appraisal is well practiced

Total Graduate professional Total

32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32 24 8 32

4.06 4.00 4.38 4.09 4.00 4.00 4.00 4.00 4.00 4.00 4.08 4.25 4.13 4.04 4.13 4.06 4.04 4.13 4.06 4.00 4.13 4.03 4.00 3.75 3.94 4.00 4.00 4.00 4.04 4.00 4.03 4.13 3.88 4.06 4.25 4.25 4.25

.246 .000 .518 .296 .000 .000 .000 .000 .000 .000 .282 .463 .336 .204 .354 .246 .204 .354 .246 .000 .354 .177 .295 .463 .354 .000 .000 .000 .204 .000 .177 .338 .354 .354 .442 .463 .440

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 4 4 4 4 4 4 4 3 3 4 4 4

5 4 5 5 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 4 5 5 5 4 5 4 4 4 5 4 5 5 4 5 5 5 5 .000 1.000 3.214 .083 .326 .572 . . 3.214 .083 3.214 .083 .682 .415 .682 .415 1.500 .230 . . . . 13.500 .001

Methods followed for appraisal is very effective

Graduate professional Total

Performance appraisal is free from bias

Graduate professional Total

Continuous improvement is a part of organizational process

Graduate professional Total

There is ample opportunity for career growth

Graduate professional Total

The wage and salaries paid to the employee is as per the market standard Organization gain sharing plan are well accepted by employees Team incentives are well accepted by the employees

Graduate professional Total Graduate professional Total Graduate professional Total

Individual incentives are well designed

Graduate professional Total

Employees benefit prevalent in the organization

Graduate professional Total

Organization take adequate care in improving quality

Graduate professional Total

Management takes necessary steps for constructive solution of disputes/ grievances

Graduate professional Total

54

Taking the position of employees in the organization in to consideration the below table has been obtained:N Mean Std. Deviation Employees can understand well the philosophy and values of the organization Specialist Representative Field trainer 2nd Line Sales manager Total The objectives of the company is well communicated to the employees The recruitment system always attracts talented people to the organization Specialist Representative Field trainer 2nd Line Sales manager Total Specialist Representative Field trainer 2nd Line Sales manager Total The selection process is effective in identifying the right candidates Specialist Representative Field trainer 2nd Line Sales manager Total The selection system is free from biasness Specialist Representative Field trainer 2nd Line Sales manager Total The organization believes in identifying & utilizing the Specialist Representative Field trainer 2nd Line Sales manager 1 4 4.00 4.25 . .500 4 4 4 5 32 27 4.00 4.00 .000 .000 4 4 4 4 4.229 .024 1 4 4.00 4.00 . .000 4 4 4 4 32 27 4.06 4.00 .246 .000 4 4 5 4 1 4 4.00 4.00 . .000 4 4 4 4 32 27 4.03 4.07 .177 .267 4 4 5 5 .181 .835 1 4 4.00 4.00 . .000 4 4 4 4 32 27 4.19 4.04 .397 .192 4 4 5 5 .087 .917 1 4 4.00 4.25 . .500 4 4 4 5 32 27 4.25 4.19 .440 .396 4 4 5 5 .153 .859 1 4 4.00 4.25 . .500 4 4 4 5 27 4.26 .447 4 5 .158 .854 Min. Max. F Sig.

55

potential of its employees Performance expectations are clearly identified in terms of organizational goals Employees are always interested in developing self

Total

32

4.03

.177

Specialist Representative Field trainer 2nd Line Sales manager Total Specialist Representative Field trainer 2nd Line Sales manager Total

27

4.19

.396

2.851

.074

1 4

5.00 4.00

. .000

5 4

5 4

32 27

4.19 4.04

.397 .338

4 3

5 5 4.463 .020

1 4

5.00 4.00

. .000

5 4

5 4

32 27

4.06 4.07

.354 .267

3 4

5 5 .651 .529

Appropriate opportunities are created for learning new skills and competence Appropriate opportunities are created for using new skills and competence

Specialist Representative Field trainer 2nd Line Sales manager Total Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.25

. .500

4 4

4 5

32 27

4.09 4.07

.296 .267

4 4

5 5 .651 .529

1 4

4.00 4.25

. .500

4 4

4 5

32 27

4.09 4.00

.296 .000

4 4

5 4 12.688 .000

Key result area are well defined for employees job

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.50

. .577

4 4

4 5

32 27

4.06 4.11

.246 .320

4 4

5 5 .354 .705

Employees are aware about competencies required

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.25

. .500

4 4

4 5

32 27

4.13 4.04

.336 .192

4 4

5 5 .087 .917

The objectives

Specialist

56

intended to be accomplished by employeesClear & Unambiguous The objectives intended to be accomplished by employeesChallenging

Representative Field trainer 2nd Line Sales manager Total Specialist Representative Field trainer 2nd Line Sales manager Total 32 27 4.16 4.07 .369 .267 4 4 5 5 3.295 .051 1 4 4.00 4.00 . .000 4 4 4 4 32 27 4.03 4.19 .177 .396 4 4 5 5 .515 .603 1 4 4.00 4.00 . .000 4 4 4 4

The objectives intended to be accomplished by employeesMeasurable

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.50

. .577

4 4

4 5

32 27

4.13 4.04

.336 .192

4 4

5 5 .087 .917

The objectives intended to be accomplished by employeesAchievable

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.03 4.11

.177 .320

4 4

5 5 .283 .755

The objectives intended to be accomplished by employeesAligned with Corporate objectives The objectives intended to be accomplished by employeesAchievable within a time frame Performance review prior to

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32

4.09

.296

Specialist Representative Field trainer 2nd Line Sales manager Total

27

4.07

.267

.181

.835

1 4

4.00 4.00

. .000

4 4

4 4

32

4.06

.246

Specialist Representative

27

4.11

.320

.283

.755

57

appraisal is well practiced

Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.09 4.00

.296 .000

4 4

5 4

Methods followed for appraisal is very effective

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.00 4.00

.000 .000

4 4

4 4

Performance appraisal is free from bias

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.00 4.11

.000 .320

4 4

4 5 4.531 .019

Continuous improvement is a part of organizational process

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

5.00 4.00

. .000

5 4

5 4

32 27

4.13 4.07

.336 .267

4 4

5 5 .181 .835

There is ample opportunity for career growth

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.06 4.04

.246 .192

4 4

5 5 13.733 .000

The wage and salaries paid to the employee is as per the market standard

Specialist Representative Field trainer 2nd Line Sales manager Total

1 4

5.00 4.00

. .000

5 4

5 4

32 27

4.06 4.04

.246 .192

4 4

5 5 .087 .917

Organization gain sharing plan are well accepted by employees

Specialist Representative Field trainer 2nd Line Sales manager

1 4

4.00 4.00

. .000

4 4

4 4

58

Total Team incentives are well accepted by the employees Specialist Representative Field trainer 2nd Line Sales manager Total Individual incentives are well designed Specialist Representative Field trainer 2nd Line Sales manager Total Employees benefit prevalent in the organization Specialist Representative Field trainer 2nd Line Sales manager Total Organization take adequate care in improving quality Specialist Representative Field trainer 2nd Line Sales manager Total Management takes necessary steps for constructive solution of disputes/ grievances Specialist Representative Field trainer 2nd Line Sales manager Total

32 27

4.03 3.93

.177 .385

4 3

5 5 .087 .917

1 4

4.00 4.00

. .000

4 4

4 4

32 27

3.94 4.00

.354 .000

3 4

5 4

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.00 4.04

.000 .192

4 4

4 5 .087 .917

1 4

4.00 4.00

. .000

4 4

4 4

32 27

4.03 4.04

.177 .338

4 3

5 5 .633 .538

1 4

4.00 4.25

. .500

4 4

4 5

32 27

4.06 4.26

.354 .447

3 4

5 5 .158 .854

1 4

4.00 4.25

. .500

4 4

4 5

32

4.25

.440

59

 FINDINGS CONCLUSION BIBLOGRAPHY

60

FINDINGS
The research done on the HR effectiveness in selective Pharmaceutical company left us with a number of findings. All these findings are basically drawn from the questionnaires, which are filled by the respondents in person. When Going through the respondents profile , the researcher found that most of the respondents are from 25-30 age group(i.e. 62.5%) and 71.9% are married Most of the respondents are graduate persons who are interested for working in the Pharmaceutical Industry than the professional persons. Most of the respondents are belongs to specialist representative in the company and are having 2-4 year experience in their current pharmaceutical company. Most of the respondents are having total experience in more than 1 companies Most of the respondents working in the Pharmaceutical industry are getting a handsome salary between 2.5 to 3.0 Lakhs per annum. From the above table, the researcher can finds that the motivating factors for the respondents are Good Pay and Benefits for all. So they ranked it Number 1 and other factors are varying in their rank. Most of the respondents choose promotion opportunity as the second choice. Most of the employees are not able to speak about the effective selection process of a candidate for a position that may be due to the involvement of higher authority. The respondents could not identify the presence of biasness in the selection process.

61

No such appropriate opportunities are created by the companies for using new skills and competence. Employees are not aware about the competencies required for the job. The respondent says that team incentives are not well accepted that may be due to their performance is done by individually. Individual incentives has been paid monthly or yearly(after achieving the fixed target) regularly to them. Graduate employees are not aware about the philosophy and values of the organization. Employees are satisfied with the involvement of management for solving the dispute inside the organization. Employees are getting remuneration as per market standard and are satisfied with that. Employees are informed about the key result area for their job.

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CONCLUSION: Human resources of an organization are treated as the source of competitive advantage. So better management of the people is depends on the effectiveness of the HR practices in the organization. From the above study of HR practices in the Pharmaceutical Company this is concluded that all the organizations must communicate their values and philosophy to the employees. All the employees have well understood the different aspect of HR practices prevailing in the organizations and have faith on management for solving any dispute if occurs inside the organisation. When the response towards different aspect of the HR practices collected it is found that Executives having professional degree in many cases give more favorable responses than the Non-professional degree holder person. This shows that the employees are getting more benefit than the nonexecutives which may create an unfavorable atmosphere. The management must communicate to the employees regarding the resulting key area of the job or position and clarity in biased free selection process.

63

BIBLOGRAPHY
1. COMPANY MANNUALS 2. HUMAN RASOURCE MANAGEMENTBY T. N CHHABRA 3. HUMAN RESOURCE MANAGEMENT BY K. ASWATTHAPA 4. COMPANY ANNUAL REPORTS(Cipla, Lupin, GSK, Ranbaxy, Dr. Reddy, Mankind) 5. Company Websites :www.Cipla.com www.lupinworld.com www.ranbaxy.com www.mankindpharma.com www.drreddys.com/india/ www.gsk-india.com 6. https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved =0CDoQFjAA&url=http%3A%2F%2Fwww.iobm.edu.pk%2FPBR%2FPBR_1201%2F1 20103_HRM%2520Practices%2520Tiwari%252037.pdf&ei=St5HUYCwD8uGrAfpgoD AAg&usg=AFQjCNFnuTrQUoCh-ygtf3QwtZnqtf2ToQ&sig2=inrzJdJbBE9TMaEuXWI3w&bvm=bv.43828540,d.bmk on dated 19.03.2013 at 9.13 AM 7. http://www.citeman.com/7334-effective-hr-practices.html on dated 19.03.2013 at 11.02 pm 8. http://www.indiainbusiness.nic.in/industry-infrastructure/industrial-sectors/drugpharma.htm on dated 20.03.2013 at 8.34 AM 9. http://export.gov/india/doingbusinessinindia/eg_in_032383.asp on dated 20.03.2013 at 7.05 Am 10. https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&cad=rja&ved =0CFEQFjAD&url=http%3A%2F%2Fwww.athealth.com%2Fconsumer%2Fdisorders%2 Ffathersdiscipline.html&ei=QuxGUdnpBMqrAfbs4GwCg&usg=AFQjCNF2gKsVC52ix0wKhOQ5EvusUMZP6g&sig2=lhtFafFxgLR4P1cWS_5YA&bvm=bv.43828540,d.bmk on dated 20.03.2013 at 3.59 PM

64

QUESTIONNAIRE
Dear Sir or Madam: I am a student of Dept.of Business Management, Fakir Mohan University, Balasore. As a part of my course curriculum, we have to produce a dissertation project. I am doing a study on A STUDY ON HR PRACTICES IN PHARMACEUTICAL INDUSTRY. For this propose I require your support in filling this questionnaire. The information collected will be kept confidential and will be used only for the academic purpose. Thank you Mr. Rashmiranjan Sahoo ABOUT YOU

1. Which medical sales company do you work for and which division? Company _________________________________________________ Division _________________________________________________ 2.Gender 3.Age : Male : Below 25 45-49 4.Marital status : Married Above 49 Unmarried 25-29 Female 30-34 35-39 40-44

5.Educational Qualification : Graduate/Post-Graduate/Professional

6. What is your primary role? GP/Primary Care Representative only GP/Specialist Representative OTC/Pharmacy Representative Key Account Manager Field Trainer 1st Line Sales Manager (i.e. RSM)

65

Product Manager 2nd Line Sales Manager (i.e. NSM, BUM) 7. Which one of the following best describes your sales performance with respect to others in your company?

Lowest sales Below average sales Average sales Above average sales Highest sales Not applicable 8. How long have you been in your current role? Less than 6 months 6 to 12 months 1 to 2 years 2 to 4 years 4 to 8 years 8 years or more 9. How long have you been working in the pharmaceutical industry? Less than 6 months 6 to 12 months 1 to 2 years 2 to 4 years 4 to 8 years 8 years or more

66

10. In total, how many different medical companies have you worked for (including your current employer)? 1 2 3 4 5 More than 5

11. Approximate annual salary (gross): Below Rs 1Lakhs Rs2-2.5Lakhs Rs1-1.5Lakhs Rs 2.5-3Lakhs Rs1.5-2Lakhs Above Rs3Lakhs

12. Rank the following factors in terms of most important factor(Rank1) to least important factor(Rank11)that motivates you for joining a pharmaceutical organization 1. Job Related Factor 2. Good Pay and benefits 3. Job Security 4. Promotion opportunities 5. Personal growth and development 6. Good supervision 7. Recognition for job done well 8. Supportive team 9. Interesting work 10. Good operating procedure 11. Good Working condition Any other factor---------13. In terms of your career progression, what are you most likely to do in the next 12 months? Move to a different position within your current company Move to a different company Remain in your current position Move out of the industry ABOUT ORGANISATION 14. If you are considering moving to a different company in the pharmaceutical other industries please indicate your reason why. Accountability to increase your accountability for sales Benefits you require a better benefits package

67

Career to gain a better long term career prospect Disciplinary you are presently in or concluding a disciplinary procedure Job Security There is the possibility of you being made redundant Life Style You want to improve your lifestyle Manager Poor relationship with present manager Products and Pipeline you are looking for better products / pipeline to sell Promotion to move to an immediate promotion Recognition a lack of recognition for your current work Other please state 15. How satisfied are you with your current company? Please indicate how satisfied you are with your current company against the factors below. 1 = Very Satisfied 2 = Satisfied 3 = No Opinion 4 = Dissatisfied 5 = Very Dissatisfied

Strongly Agree(1)/ Agree(2)/Moderately Agree(3)/Disagree(4)/Strongly Disagree(5)

1 2 3 4 5 6 7 8 Employees can understand well the philosophy and values of the organization The objectives of the company is well communicated to the employees The recruitment system always attracts talented people to the organization The selection process is effective in identifying the right candidates The selection system is free from biasness The organization believes in identifying & utilizing the potential of its employees Performance expectations are clearly identified in terms of organizational goals Employees are always interested in developing self

68

9 10 11 12 13

Appropriate opportunities are created for learning new skills and competence Appropriate opportunities are created for using new skills and competence Key result area are well defined for employees job Employees are aware about competencies required The objectives intended to be accomplished by employees A B C D E F Clear & Unambiguous Challenging Measurable Achievable Aligned with Corporate objectives Achievable within a time frame Performance review prior to appraisal is well practiced Methods followed for appraisal is very effective Performance appraisal is free from bias Continuous improvement is a part of organizational process There is ample opportunity for career growth The wage and salaries paid to the employee is as per the market standard Organization gain sharing plan are well accepted by employees Team incentives are well accepted by the employees Individual incentives are well designed Employees benefit prevalent in the organization Organization take adequate care in improving quality Management takes necessary steps for constructive solution of disputes/ grievances

14 15 16 17 18 19 20 21 22 23 24 25

69