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“A Study On Development Of Competency Based
Human Resource Systems For Sales Function In
Pharma Sector”
A Thesis submitted to Gujarat Technological University
For the Award of
Doctor of Philosophy
in
Management
By
Manasi Devendra Parikh
[Enrollment No.129990992016]
Under supervision of
Dr. Pradip Desai
GUJARAT TECHNOLOGICAL UNIVERSITY
AHMEDABAD
[September – 2018]
© [Manasi Devendra Parikh]
ii
DECLARATION
I declare that the thesis entitled “A Study on Development of Competency Based
Human Resource Systems for Sales Function in Pharma Sector “submitted by me
for the degree of Doctor of Philosophy is the record of research work carried out by me
during the period from June 2012 to December 2017 under the supervision of Dr.
Pradip Desai and this has not formed the basis for the award of any degree, diploma,
associate ship, fellowship, titles in this or any other University or other institution of
higher learning. I further declare that the material obtained from other sources has been
duly acknowledged in the thesis. I shall be solely responsible for any plagiarism or other
irregularities, if noticed in the thesis.
Signature of the Research Scholar: ……………… Date: ….………………
Name of Research Scholar: Manasi Devendra Parikh
Place: Ahmedabad
iii
CERTIFICATE
I certify that the work incorporated in the thesis “A Study on Development of
Competency Based Human Resource Systems for Sales Function in Pharma
Sector “submitted by Shri/ Smt. Manasi Devendra Parikh was carried out by the
candidate under my supervision/guidance. To the best of my knowledge:
(i) the candidate has not submitted the same research work to any other institution
for any degree/diploma, associate ship, Fellowship or other similar titles
(ii) the thesis submitted is a record of original research work done by the Research
Scholar during the period of study under my supervision, and
(iii) the thesis represents independent research work on the part of the Research
Scholar.
Signature of Supervisor: ………………………… Date: ………………
Name of Supervisor: Dr. Pradip Desai
Place: Ahmedabad
Course-work Completion Certificate
This is to certify that Mr./Mrs./Ms. Manasi D Parikh Enrolment no. 129990992016 is a PhD
scholar enrolled for PhD program in the branch Management
University, Ahmedabad.
(Please tick the relevant option(s))
of Gujarat Technological
He/She has been exempted from the course-work (successfully completed during M.Phil
Course)
He/She has been exempted from Research Methodology Course only (successfully completed
during M.Phil Course)
He/She has successfully completed the PhD course work for the partial requirement for the
award of PhD Degree. His/ Her performance in the course work is as follows-
Grade Obtained in Research Methodology
(PH001)
Grade Obtained in Self Study Course (Core Subject)
(PH002)
AB AA
Supervisor’s Sign (Name of Supervisor)
Originality Report Certificate
It is certified that PhD Thesis titled “A Study on Development of Competency Based
Human Resource Systems for Sales Function in Pharma sector” by Manasi Devendra
Parikh has been examined by us.
We undertake the following:
a. Thesis has significant new work / knowledge as compared already
published or are under consideration to be published elsewhere. No
sentence, equation, diagram, table, paragraph or section has been copied
verbatim from previous work unless it is placed under quotation marks
and duly referenced.
b. The work presented is original and own work of the author (i.e. there is
no plagiarism). No ideas, processes, results or words of others have
been presented as Author own work.
c. There is no fabrication of data or results which have been compiled /
analyzed.
d. There is no falsification by manipulating research materials, equipment
or processes, or changing or omitting data or results such that the
research is not accurately represented in the research record.
e. The thesis has been checked using <Turnitin> (copy of originality
report attached) and found within limits as per GTU Plagiarism Policy
and instructions issued from time to time (i.e. permitted similarity index
<=25%).
Signature of the Research Scholar: …………………………… Date: ….………
Name of Research Scholar:
Place : …………………
Signature of Supervisor: ……………………………… Date: ……………
Name of Supervisor:
Place: …………………
iv
Turnitin Originality Report https://www.turnitin.com/newreport_printview.asp?eq=1&eb=1&esm...
Turnitin Originality Report
A Study on Development of Competency
Based Human Resource Systems for
Sales Function In Pharma Sector
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Processed on 01-Jan-2018 10:48 IST
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Abstract Over the last few decades, Gujarat’s contribution to the growth of Indian Pharmaceutical sector, inclusive both of branded and generic drugs, has been very phenomenal. Since a long, pharmaceutical organizations are facing a continual challenge in creating and managing strategies that impacts the success of new consumer acquisition and profitable revenue growth as well as prudent selling initiatives. Ever since then, role of sales professional becomes demanding and dynamic and their benefaction is the critical aspect affecting organizational performance and success.
With every passing year, the pharmaceutical industry is facing commercial provocation, which in turn
forces key decision makers to strategize innovative approaches which makes them fluidic in nature and
penetrate the market to increase its sales numbers. With holding same reasons, sales force continues
to be the biggest promotional investment. The sales structure prevalent in pharmaceutical industry
demands high customer focus and expedient customer management, wide reach and frequencies with
regards to geography and catering to potential hospitals and specialty business and flexibility in
operations and reduced managerial cost. To deliver to the current expectation, the sales model needs
to be re‐engineered, which requires to address the demand of broader network and growing healthcare
facility, unfold the skills of existing representatives, usher new sales talent and intensify the impact of
human sales interaction. For this new oscillation in pharma industry competency, competency mapping
and competency based human resource management system will play affirm role to manage the
challenges and beet the advancement in near future. Competency includes knowledge, skill and attitude
needed to effectively perform a role in the organization and help the business meet its strategic goal.
Competency Mapping is a process of examining the job behavior of an employee to identify and monitor
knowledge, skill and personal attributes of that job that results in superior performance. Competency
Based HRM emphasis specific competencies utilized in each job, allowing for more individualized
management and more competency development within the career. This relates individual competencies
with all sub – functions of HR, to demonstrate scientific and visible results. In view of current scenario
and taking into consideration literature insight, there is a need to identify and develop sales
competencies which helps in evaluation and refining of the firm’s performance. The current research
prioritizes the need to identify and co‐ relate sales competency, with Human Resource Management
systems and serves as a bridge to fabricate a sales competency framework. The research involved
meta‐analysis of 385 sales and human resource professional working in 10 pharmaceutical companies
of Gujarat region using convenience and snowball sampling technique, extending best of their efforts in
the response to the questionnaire, statistically adopted. The statistical validation of questionnaire was
done using content validity index and confidence interval test. The reliability of questionnaire was
confirmed using Cronbach’s alpha. The data obtained was analyzed using MANOVA. The obtained data
was processed for assumption and test for MANOVA where conducted with suitable post hoc analysis.
The outcome of the research aided more insights of competency for sales professional and its impact
on the competency based human resource management systems. This may also assist to build a
competency framework, that facilitates attraction, development, deployment, retention, assessment and
progression of apt sales professional that will support growth and improve profitability of the pharma
organization at the market place with reference to state of Gujarat, India.
0%
0%
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larity by Source
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Publications:
Student Papers:
Similarity Index
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v
ACKNOWLEDGEMENTS This research dissertation and thesis is end of my journey in obtaining a
Degree in Doctorate in Philosophy [Ph.D.], specialized in Human Resource Management. This research
work has been closely monitored, kept on track and been seen through to completion with committed
support and encouragement of my mentors, family, colleagues and various institution. Reaching by the
end of this journey it’s a pleasant task to express my thanks to all those who contributed in many ways
to the success of this study and made it an unforgettable learning experience for me. I owe my deepest
gratitude to my supervisor and guide, Dr. Pradip Desai
{FORMER Director ‐ DALIA Institute of Management Studies (DIM‐Women MBA/MCA College),
Emeritus & Founder President ‐Gujarat Paints Raw materials Suppliers Association, ADVISOR ‐
Gujarat Paint Association, EXECUTIVE DIRECTOR ‐ Moun Marketing Consultants, FIMC(Fellow‐IMCI),
Ph.D.(Mgmt.‐USA) CMC, LL. B, M.B.A(Gold Medalist‐IIFT), B.E} without his continuous optimism
concerning this work, enthusiasm
, encouragement and support, this study would hardly lye any intellectual value. I warmly thank and pay
homage for his valuable advice, constructive criticism and his extensive discussion around my research
work. During the entire tenure, I appreciate his sincere understanding, unflinching courage and
conviction and above all personal attention to all details relating to the research work.
vi
PHD THESIS Non-Exclusive License to
GUJARAT TECHNOLOGICAL UNIVERSITY
In consideration of being a Ph D Research Scholar at GTU and in the interests of the
facilitation of research at GTU and elsewhere, I, Manasi Devendra Parikh having
Enrollment No. 129990992016 hereby grant a non-exclusive, royalty free and
perpetual license to GTU on the following terms:
a) GTU is permitted to archive, reproduce and distribute my thesis, in whole or in
part, and/or my abstract, in whole or in part (referred to collectively as the
“Work”) anywhere in the world, for non-commercial purposes, in all forms of
media;
b) GTU is permitted to authorize, sub-lease, sub-contract or procure any of the
acts mentioned in paragraph (a);
c) GTU is authorized to submit the Work at any National/International Library,
under the authority of their “Thesis Non-Exclusive License”;
d) The Universal Copyright Notice (©) shall appear in all copies made under the
authority of this license;
e) I undertake to submit my thesis, through my University, to any Library and
Archives.
Any abstract the thesis will be considered to form part of the thesis.
f) I represent that my thesis is my original work, does not infringe any rights of
others, including privacy rights, and that I have the right to make the grant
conferred by this non-exclusive license.
g) If third party copyrighted material was included in my thesis for which, under
the terms of the Copyright Act, written permission from the copyright owners
is required, I have obtained such permission from the copyright owners to do
the acts mentioned in paragraph (a) above for the full term of copyright
protection.
vii
h) I retain copyright ownership and moral rights in my thesis, and may deal with
the copyright in my thesis, in anyway consistent with rights granted by me to
my University in this non-exclusive license.
i) I further promise to inform any person to whom I may hereafter assign or license
my copyright in my thesis of the rights granted by me to my University in this
non- exclusive license.
j) I am aware of and agree to accept the conditions and regulations of PhD
including all policy matters related to authorship and plagiarism.
Signature of the Research Scholar:
Name of Research Scholar: Manasi Devendra Parikh
Date: Place: Ahmedabad
Signature of Supervisor:
Name of Supervisor: Dr. Pradip Desai
Date: Place: Ahmedabad
Seal:
viii
Thesis Approval Form
The viva-voce of the PhD Thesis submitted by Shri/Smt./Kum. Manasi Devendra Parikh
(Enrollment No. 129990992016) entitled “A Study on Development of Competency
Based Human Resource Systems for Sales Function in Pharma Sector” was conducted
at Gujarat Technological University.
(Please tick any one of the following option)
We recommend that he/she be awarded the Ph.D. Degree.
We recommend that the viva-voce be re-conducted after incorporating
the following suggestions:
The performance of the candidate was unsatisfactory. We recommend that
he/she should not be awarded the Ph.D. Degree.
Name and Signature of Supervisor with Seal 1) External Examiner 1 Name and Signature
2) External Examiner 2 Name and Signature 3) External Examiner 3 Name and Signature
ix
Abstract
Over the last few decades, Gujarat’s contribution to the growth of Indian
Pharmaceutical sector, inclusive both of branded and generic drugs, has been very
phenomenal. Since a long, pharmaceutical organizations are facing a continual
challenge in creating and managing strategies that impacts the success of new
consumer acquisition and profitable revenue growth as well as prudent selling
initiatives. Ever since then, role of sales professional becomes demanding and dynamic
and their benefaction is the critical aspect affecting organizational performance and
success.
With every passing year, the pharmaceutical industry is facing commercial
provocation, which in turn forces key decision makers to strategize innovative
approaches which makes them fluidic in nature and penetrate the market to increase
its sales numbers. With holding same reasons, sales force continues to be the biggest
promotional investment. The sales structure prevalent in pharmaceutical industry
demands high customer focus and expedient customer management, wide reach and
frequencies with regards to geography and catering to potential hospitals and specialty
business with flexibility in operations and reduced managerial cost. To deliver to the
current expectation, the sales model needs to be re-engineered, which requires to
address the demand of broader network and growing healthcare facility, unfold the
skills of existing representatives, usher new sales talent and intensify the impact of
human sales interaction.
For this new oscillation in pharma industry, competency, competency mapping and
competency based human resource management system will play affirm role to
manage the challenges and beet the advancement in near future. Competency includes
knowledge, skill and attitude needed to effectively perform a role in the organization
and help the business meet its strategic goal. Competency Mapping is a process of
examining the job behavior of an employee to identify and monitor knowledge, skill
and personal attributes of that job that results in superior performance. Competency
Based HRM emphasis specific competencies utilized in each job, allowing for more
individualized management and more competency
x
development within the career paths. This relates individual competencies with all
sub – functions of HR, to demonstrate scientific and visible results.
In view of current scenario and taking into consideration literature insight, there is a
need to identify and develop sales competencies which helps in evaluation and refining
of the firm’s performance. The current research prioritizes the need to identify and co-
relate sales competency, with Human Resource Management systems and serves as a
bridge to fabricate a sales competency framework.
The research involved meta-analysis of 385 sales and human resource professional
working in 10 pharmaceutical companies of Gujarat region using convenience and
snowball sampling technique, extending best of their efforts in the response to the
questionnaire, statistically adopted. The statistical validation of questionnaire was
done using content validity index and confidence interval test. The reliability of
questionnaire was confirmed using Cronbach’s alpha. The data obtained was analyzed
using MANOVA. The obtained data was processed for assumption and test for
MANOVA where conducted with suitable post hoc analysis. The outcome of the
research aided more insights of competency for sales professional and its impact on
the competency based human resource management systems. This may also assist to
build a competency framework, that facilitates attraction, development, deployment,
retention, assessment and progression of apt sales professional that will support growth
and improve profitability of the pharma organization at the market place with reference
to state of Gujarat, India.
xi
ACKNOWLEDGEMENTS
This research dissertation and thesis is end of my journey in obtaining a Degree in
Doctor of Philosophy [Ph.D.], specialized in Human Resource Management. This
research work has been closely monitored, kept on track and been seen through to
completion with committed support and encouragement of my mentors, family,
colleagues and various institution. Reaching by the end of this journey it’s a pleasant
task to express my thanks to all those who contributed in many ways to the success of
this study and made it an unforgettable learning experience for me.
I owe my deepest gratitude to my supervisor and guide, Dr. Pradip Desai
{FORMER Director- DALIA Institute of Management Studies (DIM-Women
MBA/MCA College), Emeritus & Founder President -Gujarat Paints Raw materials
Suppliers Association, ADVISOR- Gujarat Paint Association, EXECUTIVE
DIRECTOR -Moun Marketing Consultants, FIMC (Fellow-IMCI), Ph.D. (Mgmt.-
USA) CMC, LL. B, M.B.A(Gold Medalist-IIFT), B.E} without his continuous
optimism concerning this work, enthusiasm, encouragement and support, this study
would hardly lye any intellectual value. I warmly thank and pay homage for his valuable
advice, constructive criticism and his extensive discussion around my research work.
During the entire tenure, I appreciate his sincere understanding, unflinching courage
and conviction and above all personal attention to all details relating to the research
work.
I am deeply grateful to Dr. Rajesh Khajuria {Director – SMJV’s CKSV Institute of
Management Studies, Hon. Secretary-Treasurer, Region 10 (South Asia), ACBSP,
USA, Chairman – HEF Chapter Gujarat, GTU Convener-ISTD Regional Conference,
Fellow (IMCI), CMC, PhD (Management), MBA (Finance)} for serving as a DPC
Member [Doctoral progress Committee Member] and providing me a research
orientated assistance. I will be always thankful for his helpful suggestions, professional
exposure and comments during my progress report presentations.
xii
I am also extremely indebted to Dr. Chandan Chatterjee {Sr. Visiting Faculty –
Entrepreneurship Development Institute of India, Adviser (Project & Technology) at
iNDEXTb (Govt of Gujarat) & Director of The Center for Entrepreneurs Development
(Industries Commissionerate, Govt of Gujarat), Fellow of Institution of Engineers
(India) and Textile Association of India,Ph.D. in Technology, PG Diploma in Business
Management}for serving as a DPC Member [Doctoral progress Committee Member]
and providing me practical insight and committed guidance to achieve excellence in my
research work.
It’s my fortune to gratefully acknowledge the support of some special individuals, who
made a noticeable contribution for me to sail through this entire journey. I would extend
a huge thanks to my Father, Dr. Devendra Parikh {DEAN (FoET) – School of
Technology, Pandit Dindayal Petroleum University, Senior Faculty - Entrepreneurship
Development Institute of India, General Manager – Gujarat State Financial
Corporation, PhD {Financial Management}, M. Tech{Industrial Engineer, IIT}, B.
Tech} for help me visualize this horizon of Research. He has left no stone unturned for
me to achieve excellence in my research work. I also owe a great debt of gratitude to
my Parents Seema D. Parikh, Kamini K. Shah and Kishan N. Shah, for their constant
and eternal support during the inevitable ups and downs of my life.
Words fail me to express my love to my Husband Vishal K. Shah and my daughter
Dhaani V. Shah, for being an inspiration and ultimate savior to make this research
happen to my career. Special thanks extended to my brother Sahil D. Parikh, for his
immense support.
xiii
List of Tables
Chapter 1
1.1 Definitions of competency given by Researchers 19
1.2 Definitions of Competency based HR systems given by researchers 24
Chapter 2
2.1 Sales Competency Model 48
Chapter 3
3.1 Competency extracted from literature Review 73
3.2 Competency Based HR System extracted from literature Review 74
3.3 Sub tasks for Business Acumen Competency 75
3.4 Sub tasks for Consultative Selling skills Competency 75
3.5 Sub tasks for Customer Value Creation Competency 76
3.6 Sub tasks for Product and Technical Competency 76
3.7 Sub tasks for Relationship Building Competency 76
3.8 Sub tasks for Self-Development Competency 77
3.9 Sub tasks for Strategic sales planning Competency 77
3.10 Sub tasks for Time and territory management Competency 78
3.11 Confidence Interval Test – Table of Interpretation 82
3.12 Case processing summary for Cronbach’s Alpha 91
3.13 Measure of Internal Consistency 91
Chapter 4
4.1 Box's Test of Equality of Covariance Matrices for Hypothesis 1 111
4.2 Multivariate Test for Hypothesis 1 112
4.3 Levene's Test For Equality of Error for Hypothesis 1 113
4.4 Test of Between Subject Effects For Hypothesis 1 114
4.5 Box's Test of Equality of Covariance Matrices for Hypothesis 3 118
4.6 Multivariate Test for Hypothesis 2 119
4.7 Levene's Test For Equality of Error for Hypothesis 2 120
4.8 Test of Between Subject Effects For Hypothesis 2 121
4.9 Box's Test of Equality of Covariance Matrices for Hypothesis 3 125
4.10 Multivariate Test for Hypothesis 3 126
4.11 Levene's Test For Equality of Error for Hypothesis 3 127
4.12 Test of Between Subject Effects For Hypothesis 3 128
4.13 Box's Test of Equality of Covariance Matrices for Hypothesis 4 132
4.14 Multivariate Test for Hypothesis 4 133
4.15 Levene's Test For Equality of Error for Hypothesis 4 134
4.16 Test of Between Subject Effects For Hypothesis 4 135
4.17 Box's Test of Equality of Covariance Matrices for Hypothesis 5 139
4.18 Multivariate Test for Hypothesis 5 140
4.19 Levene's Test For Equality of Error for Hypothesis 5 141
4.20 Test of Between Subject Effects For Hypothesis 5 142
xiv
Chapter 5
5.1 Findings for Hypothesis 1 [H1] 147
5.2 Findings for Hypothesis 2 [H2] 150
5.3 Findings for Hypothesis 3 [H3] 153
5.4 Findings for Hypothesis 4 [H4] 156
5.5 Findings for Hypothesis 5 [H5] 159
Annexure IV
4.1.a Multivariate Normality for Hypothesis 1 197
4.2.a Multivariate Normality for Hypothesis 2 197
4.3.a Multivariate Normality for Hypothesis 3 197
4.4.a Multivariate Normality for Hypothesis 4 198
4.5.a Multivariate Normality for Hypothesis 5 198
Annexure V
5.1.a Descriptive Statistic for Hypothesis 1 199
5.2.a Descriptive Statistic for Hypothesis 2 199
5.3.a Descriptive Statistic for Hypothesis 3 200
5.4.a Descriptive Statistic for Hypothesis 4 200
5.5.a Descriptive Statistic for Hypothesis 5 201
Annexure VI
6.1.a Pearson correlation for variables in Hypothesis 1 202
6.2.a Pearson correlation for variables in Hypothesis 2 203
6.3.a Pearson correlation for variables in Hypothesis 3 204
6.4.a Pearson correlation for variables in Hypothesis 4 205
6.5.a Pearson correlation for variables in Hypothesis 5 206
Annexure VII
7.1.1.a Test of A = Business Acumen multivariate outliners with reference
to Hypothesis 1 207
7.1.2.a Test of B = Consultative selling Skill multivariate outliners with
reference to Hypothesis 1 207
7.1.3.a Test of C = Customer Value Creation multivariate outliners with
reference to Hypothesis 1 208
7.1.4.a Test of D = Product and Technical Knowledge multivariate
outliners with reference to Hypothesis 1 208
7.1.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 1 209
7.1.6.a Test of F = Self-Development multivariate outliners with reference
to Hypothesis 1 209
7.1.7.a Test of G = Strategic Sales Planning multivariate outliners with
reference to Hypothesis 1 210
7.1.8.a Test of H = Time and Territory Management multivariate outliners
with reference to Hypothesis 1 210
xv
7.2.1.a Test of A = Business Acumen multivariate outliners with reference
to Hypothesis 2 211
7.2.2.a Test of B = Consultative selling Skill multivariate outliners with
reference to Hypothesis 2 211
7.2.3.a Test of C = Customer Value Creation multivariate outliners with
reference to Hypothesis 2 212
7.2.4.a Test of D = Product and Technical Knowledge multivariate
outliners with reference to Hypothesis 2 212
7.2.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 2 213
7.2.6.a Test of F = Self-Development multivariate outliners with reference
to Hypothesis 2 213
7.2.7.a Test of G = Strategic Sales Planning multivariate outliners with
reference to Hypothesis 2 214
7.2.8.a Test of H = Time and Territory Management multivariate outliners
with reference to Hypothesis 2 214
7.3.1.a Test of A = Business Acumen multivariate outliners with reference
to Hypothesis 3 215
7.3.2.a Test of B = Consultative selling Skill multivariate outliners with
reference to Hypothesis 3 215
7.3.3.a Test of C = Customer Value Creation multivariate outliners with
reference to Hypothesis 3 216
7.3.4.a Test of D = Product and Technical Knowledge multivariate
outliners with reference to Hypothesis 3 216
7.3.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 3 217
7.3.6.a Test of F = Self-Development multivariate outliners with reference
to Hypothesis 3 217
7.3.7.a Test of G = Strategic Sales Planning multivariate outliners with
reference to Hypothesis 3 218
7.3.8.a Test of H = Time and Territory Management multivariate outliners
with reference to Hypothesis 3 218
7.4.1.a Test of A = Business Acumen multivariate outliners with reference
to Hypothesis 4 219
7.4.2.a Test of B = Consultative selling Skill multivariate outliners with
reference to Hypothesis 4 219
7.4.3.a Test of C = Customer Value Creation multivariate outliners with
reference to Hypothesis 4 220
7.4.4.a Test of D = Product and Technical Knowledge multivariate
outliners with reference to Hypothesis 4 220
xvi
7.4.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 4 221
7.4.6.a Test of F = Self-Development multivariate outliners with reference
to Hypothesis 4 221
7.4.7.a Test of G = Strategic Sales Planning multivariate outliners with
reference to Hypothesis 4 222
7.4.8.a Test of H = Time and Territory Management multivariate outliners
with reference to Hypothesis 4 222
7.5.1.a Test of A = Business Acumen multivariate outliners with reference
to Hypothesis 5 223
7.5.2.a Test of B = Consultative selling Skill multivariate outliners with
reference to Hypothesis 5 223
7.5.3.a Test of C = Customer Value Creation multivariate outliners with
reference to Hypothesis 5 224
7.5.4.a Test of D = Product and Technical Knowledge multivariate
outliners with reference to Hypothesis 5 224
7.5.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 5 225
7.5.6.a Test of F = Self-Development multivariate outliners with reference
to Hypothesis 5 225
7.5.7.a Test of G = Strategic Sales Planning multivariate outliners with
reference to Hypothesis 5 226
7.5.8.a Test of H = Time and Territory Management multivariate outliners
with reference to Hypothesis 5 226
ANNEXURE VIII
8.1 Tukey's HSD Post hoc Analysis 227
xvii
List of Figures
Chapter 1
1.1 Revenue growth of Indian Pharmaceutical Sector in USD Billion 4
1.2 Growth Drivers of Indian Pharmaceutical Industry 7
1.3 Gujarat State Pharma Manufacturing Cluster 8
1.4 Changing Sales Force Dynamic in Indian Pharmaceutical Industry 11
1.5 Key determinants of sales force structure 12
1.6 Transition of roles sales professional with reference to Indian
pharmaceutical industry 14
1.7 Sales Model transition 14
1.8 Role Description of support and Strategic Human Resource
Management 17
1.9 Definition of Competency 19
1.10 Surface Competencies V/S Core Competencies 20
1.11 Understanding elements of competency 21
1.12 Practical Application of Competency w.r.t Sub systems of HRM 25
Chapter 2
2.1 Five stage model of Competency Framework by Dreyfus, S &
Dreyfus, H 35
2.2 Competency Model for Sales Associate 55
2.3 Sales competencies deserved by customers 58
Chapter 3
3.1 Research Gap Model for Current Study 64
3.2 Designing of Questionnaire 79
3.3 Hypothesized Model 92
Chapter 4
4.1 Normality of Dependent Variables for Hypothesis 1 110
4.2 Normality of Dependent Variables for Hypothesis 2 117
4.3 Normality of Dependent Variables for Hypothesis 3 124
4.4 Normality of Dependent Variables for Hypothesis 4 131
4.5 Normality of Dependent Variables for Hypothesis 5 138
xviii
List of Appendices
Annexure I Sales Competency Questionnaire 180
Annexure II Item Content Validity Index for Questionnaire (ICV) 193
Annexure III Scale Content Validity Index for Questionnaire (SCV) 195
Annexure IV Test of Assumption of Multivariate Normality – Kurtosis
and Skewness for Research Variables 197
Annexure V Descriptive Statistics for Research Variables 199
Annexure VI Pearson correlation coefficient (r) for Research Variables 202
Annexure VII Test of Multivariate Outliners 207
Annexure
VIII
Post Hoc Analysis
227
List of Abbreviations
Sr No Abbreviations Full Form
1 CRMS Contract Research and Manufacturing Services
2 FY Financial Year
3 MOCI Ministry of Commerce and Industry
4 OPPI Organization of Pharmaceutical Producers of India
5 IDMA Indian Drug Manufacturers' Association
6 DCA Drug Control Authority
7 NDDS Novel drug delivery system
8 CAGR Compound annual growth rate
9 PPP Public Private Partnership
10 R & D Research and Development
11 PHARMEXCIL Pharmaceuticals Export Promotion Council of India
12 OTC Over the Counter
13 AIOCD All Indian Origin Chemists & Distributors Ltd
14 iNDEXTb Industrial Extension Bureau
15 WHO-GMP World Health Organization’s Good Manufacturing Practices
16 NIPER National Institute for pharmaceutical education and research
17 CROs Contract Research Organizations
18 IMSCG IMS Consulting Group
19 ASSOCHAM Associated Chambers of Commerce and Industry
20 CHRM Competency Based Human Resource Management
21 SPSS Statistical Package for Social Science
22 MANOVA Multivariate Analysis of Variance
xix
xx
Abstract - A short informative note about pharmaceutical industry and
competency based human resource system, with research methods, results
and findings on the current research study.
Introduction-Overview of pharma industry, evolution of sales model
brief on competency, competency model and competency based HR
systems, with rationale of the study and problem statement
Literature Review-Identifying the research conducted in past, with
reference to several relevant topics, demonstrating a strong
argumentation for conducting the current research
Research Design and Methodology-Indicating the research gap,
significance, objective and scope of study along with hypothesized model
and statistical tools for study.
Data Analysis, Results and Interpretation-Statistical tool to address the
primary data collected along with assumption testing, reporting of the
results and its statistical inference.
Findings, Conclusion and Recommendation-Key findings and
conclusion with reference to hypothesis along with providing practical
recommendation and future scope of study.
References - Compilation of source of information acknowledging the
references viz books, journals, periodicals, articles, conference
proceedings, working papers, thesis etc. alphabetically
A Study on Development of Competency Based Human Resource Systems for Sales
Function In Pharma Sector
THESIS DISSERTATION STRUCTURE
xxi
Table of Contents
I Declaration ii
II Certificate for Doctorate of Philosophy iii
III Originality Report Certificate iv
IV Non-Exclusive License Certificate vi
V Thesis Approval Form viii
VI Abstract ix
VII Acknowledgement xi
VIII List of Tables xiii
IX List of Figures xvii
X List of Appendices xviii
XI List of Abbreviation xix
XII Thesis Dissertation Structure xx
XIII Table of Content xxi
1 Introduction 1-30
1.P Prelude 1
Section 1 A Pharmaceutical Industry - National and State Overview
1.1 Indian Pharmaceutical Industry - An Overview 2
1.2 Gujarat Pharmaceutical Industry - An Overview 8
Section 1 B Sales Function In Pharmaceutical Industry
1.3 Evolution of Sales In Pharmaceutical Industry 10
Section 1 C Role of HR In Pharmaceutical Industry and Competency Based
Human Resource Management
1.4 HR challenges, practices and contemporary issues in
Pharmaceutical Industry 17
1.5 Competency and Competency Mapping
Concept 18
1.6 Competency Based Human Resource Systems -
Theoretical Framework and Organizational Use 22
1.7 Competency Based Human Resource Systems –
Practical Applications 24
1.7.1 Competency Based R & S / Talent Acquisition 25
1.7.2 Competency Based Training and Development 26
1.7.3 Competency Based Performance Management Systems 27
1.7.4 Competency Based Compensation Management 28
1.7.5 Competency Based Career and Succession Planning 29
1.S Summary of Chapter 30
2 Literature Review 31-62
2.P Prelude 31
Section 2 A Competency, Competency Mapping, Modelling and Frameworks,
CHRM
2.1 Competency and Competency Mapping 32
2.2 Competency Modelling and Competency Framework 35
xxii
2.3 Competency Based Human Resource Management 37
2.3.1 Competency Based R & S/ Talent Acquisition 40
2.3.2 Competency Based Training and Development 42
2.3.3 Competency Based Performance Management Systems 43
2.3.4 Competency Based Compensation Management 44
2.3.5 Competency Based Career and Succession Planning 46
Section 2 B Study Relevant to HR and Competency Mapping In
Pharmaceutical Industry
2.4 Competency Mapping in Pharmaceutical Industry 48
2.5 Pharmaceutical Industry and Contemporary Practices 50
2.6 Sales In Pharmaceutical Industry- With Prospective of HR Function 52
2.7 Competency Mapping of Sales Professional, Sales
Competency Models and Frameworks 53
2.8 HR practices in Pharmaceutical Industry and related studies in India 60
2.S Summary of Chapter 62
3 Research Methodology and Model 63-107
3.P Prelude 63
Section 3 A Research Design
3.1 Research Gap 64
3.2 Rationale of the study and Problem Statement 65
3.3 Purpose of Research Study 65
3.4 Scope of Research Study 67
3.5 Significance of Research Study 67
3.6 Research Objective 68
3.7 Research Design 69
3.7.1 Type of Research 69
3.7.2 Sample Population and Sample Size 70
3.7.3 Sampling Method 71
Section 3 B Pilot Study
3.8 Background of Pilot Study 72
3.9 Objective of Pilot Study 72
3.10 Consideration In Pilot Study Research Design 72
3.11 Research Variables 73
3.11.1 Dependent Variables 73
3.11.2 Independent Variables 74
3.12 Data Collection Tool - Questionnaire 78
3.13 Validity of Data Collection Instrument 80
3.13.1 Face Validity 80
3.13.2 Content Validity 80
3.13.2.1 Item - Content Validity Index 81
3.13.2.2 Scale - Content Validity Index 81
xxiii
3.13.3 Confidence Interval Test 82
3.14 Reliability of Questionnaire (Cronbach's Alpha) 91
Section 3 C Hypothesis Formulation and Statistical Tool
3.15 Hypothesized Model 92
3.16 Hypothesis Formulation 93
3.16.1 Hypothesis 1 and Sub Hypothesis 93
3.16.2 Hypothesis 2 and Sub Hypothesis 95
3.16.3 Hypothesis 3 and Sub Hypothesis 97
3.16.4 Hypothesis 4 and Sub Hypothesis 99
3.16.5 Hypothesis 5 and Sub Hypothesis 101
3.17 Statistical Tool for Analysis 105
3.17.1 MANOVA 105
3.17.2 Protocol for Conducting MANOVA 105
3.S Summary Of Chapter 107
4 Data Analysis, Interpretation And Result
108-
145
4.P Prelude 108
Section 4 A Testing of Hypothesis 1
4.1 Testing of Hypothesis 1 110
4.1.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 110
4.1.2
Descriptive Statistic and Pearson Correlation Co-efficient (r) 111
4.1.3 Test for Multivariate Outliners 111
4.1.4 One Way MANOVA 111
4.1.4.1 BOX’s M Test 111
4.1.4.2 Multivariate Test 112
4.1.4.3 Levene’s Test 113
4.1.4.4 Test of Between Subject Effects 114
Section 4 B Testing of Hypothesis 2
4.2 Testing of Hypothesis 2 117
4.2.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 117
4.2.2
Descriptive Statistic and Pearson Correlation Co-efficient
(r) 118
4.2.3 Test for Multivariate Outliners 118
4.2.4 One Way MANOVA 118
4.2.4.1 BOX’s M Test 118
4.2.4.2 Multivariate Test 119
4.2.4.3 Levene’s Test 120
4.2.4.4 Test of Between Subject Effects 121
Section 4 C Testing of Hypothesis 3
4.3 Testing of Hypothesis 3 124
xxiv
4.3.1 Test of Assumption of Multivariate Normality – Kurtosis
and Skewness 124
4.3.2
Descriptive Statistic and Pearson Correlation Co-efficient
(r) 125
4.3.3 Test for Multivariate Outliners 125
4.3.4 One Way MANOVA 125
4.3.4.1 BOX’s M Test 125
4.3.4.2 Multivariate Test 126
4.3.4.3 Levene’s Test 127
4.3.4.4 Test of Between Subject Effects 128
Section 4 D Testing of Hypothesis 4
4.4 Testing of Hypothesis 4 131
4.4.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 131
4.4.2
Descriptive Statistic and Pearson Correlation Co-efficient (r) 132
4.4.3 Test for Multivariate Outliners 132
4.4.4 One Way MANOVA 132
4.4.4.1 BOX’s M Test 132
4.4.4.2 Multivariate Test 133
4.4.4.3 Levene’s Test 134
4.4.4.4 Test of Between Subject Effects 135
Section 4 E Testing of Hypothesis 5
4.5 Testing of Hypothesis 5 138
4.5.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 138
4.5.2
Descriptive Statistic and Pearson Correlation Co-efficient
(r) 139
4.5.3 Test for Multivariate Outliners 139
4.5.4 One Way MANOVA 139
4.5.4.1 BOX’s M Test 139
4.5.4.2 Multivariate Test 140
4.5.4.3 Levene’s Test 141
4.5.4.4 Test of Between Subject Effects 142
4.6 Post Hoc Analysis 145
4.S Summary Of Chapter 145
5 Finding, Discussion, conclusion and recommendation
of the Research Study
146-
166
5.P Prelude 146
5.1 Finding and Discussion 147
5.1.1 Finding and Discussion for Hypothesis 1 147
5.1.2 Finding and Discussion for Hypothesis 2 150
5.1.3 Finding and Discussion for Hypothesis 3 153
5.1.4 Finding and Discussion for Hypothesis 4 156
xxv
5.1.5 Finding and Discussion for Hypothesis 5 159
5.2 Conclusion and Recommendation 161
5.3 Limitation of the Study 163
5.4 Future scope of the Research 164
5.S Summary of Chapter 165
References
R.1 Thesis and Dissertation 167
R.2 Magazine/Journals/Periodicals/Monographs/Conference
Proceeding/Working Papers/ Case Studies 167
R.3 Books 176
R.4 Reports and Surveys 178
R.5 Websites 179
R.6 Newspaper Articles 179
Appendices 180
List of Research Publication and Conference Proceeding 231
CHAPTER – 1
INTRODUCTION
Introduction
CHAPTER – 1
INTRODUCTION
1 Introduction 1-30
1.P Prelude 1
Section 1 A Pharmaceutical Industry - National and State Overview
1.1 Indian Pharmaceutical Industry - An Overview 2
1.2 Gujarat Pharmaceutical Industry - An Overview 8
Section 1 B Sales Function In Pharmaceutical Industry
1.3 Evolution of Sales In Pharmaceutical Industry 10
Section 1 C Role of HR In Pharmaceutical Industry and Competency Based Human
Resource Management
1.4 HR challenges, practices and contemporary issues in Pharmaceutical Industry 17
1.5 Competency and Competency Mapping
Concept 18
1.6 Competency Based Human Resource Management - Theoretical Framework and Organizational Use 22
1.7 Competency Based Human Resource Systems – Practical Applications 24
1.7.1 Competency Based R & S /Talent Acquisition 25
1.7.2 Competency Based Training and Development 26
1.7.3 Competency Based Performance Management Systems 27
1.7.4 Competency Based Compensation Management 28
1.7.5 Competency Based Career and Succession Planning 29
1.S Summary of Chapter 30
Introduction
1. P Prelude: -
The chapter of introduction includes three sections.
SECTION 1A –Pharmaceutical Industry – National and State Overview
The first section describing a brief overview of Indian pharmaceutical industry and the latest
changes that have taken place with respect to processes along with a concise view on Gujarat
Pharmaceutical sector.
SECTION 1B –Sales Model in Pharmaceutical Industry
The second section discusses the traditional and on-going trend of sales model applied in
pharma industry.
SECTION 1C -Role of HR in Pharmaceutical Industry and CHRM
The third section gives insight on challenges/coherent practice faced/followed by HR
professional in pharmaceutical industry and provides an introduction about competency,
competency modeling and frameworks and competency based HRM systems with its practical
application.
1
Introduction
Section 1 A
Pharmaceutical Industry - National and State Overview
Section 1 A Pharmaceutical Industry - National and State Overview
1.1 Indian Pharmaceutical Industry - An Overview 2
1.2 Gujarat Pharmaceutical Industry - An Overview 8
2
Introduction
1.1 Indian Pharmaceutical Industry – An Overview
Over the past two decades the Indian pharmaceutical industry has experienced
phenomenal growth and transformation. Transformation in research, production and
distribution of over the counter (OTC) medicines, generic medicines, biological
generics, immunoglobulin, vaccines etc. has made Indian pharmaceutical market the
third largest in terms of volume and thirteenth largest in terms of value across the globe.
One of the contributing factor for this record level is concept of contract manufacturing
or traditionally known as third party manufacturing and Contract Research and
Manufacturing Services [CRMS]. Currently Indian pharmaceutical industry is enjoying
a pinnacle position and is also expected to grow 15% per annum between 2015 to 2020.
The market is anticipated to grow USD 55 Billion by 2020, making the branded generic
dominating the globe according to the Financial Year [FY] 2015 -2016 data from
Ministry of Commerce and Industry [MOCI], Department of Commerce.
Indian pharmaceutical industry is considered as highly fragmented, with more than
10,000 registered units as given by the Organization of Pharmaceutical Producers of
India [OPPI] 2017. With over more than 8,000 units producing drugs on small scale and
others on medium and large scale forms the core of pharmaceutical industry in India.
There are almost 60,000 formulations manufactured in India according to Indian Drug
Manufacturers' Association [IDMA] and Drug Control Authority [DCA] of India [Data
registered till March 2017]. The domestic demand for medicines has shown
considerable growth, with rise in the consumption attributed to high population, rise in
income bands and increasing health awareness among people. There has also been
magnification of the market demand with new products launching every year.
The key characteristic of Indian pharmaceutical sector includes: -
1) High Regulation - The Indian pharmaceutical industry faces high ordinance
in terms of price, quality and patent.
3
Introduction
2) Research Orientation – Pharma sector has good research orientation in
invention of Novel drug delivery system [NDDS], discovering new molecules,
innovating cost-effective production process and technological innovation.
3) Low Price Elasticity- Customer are less sensitive to prices of the drugs as
medical treatment serves as a necessity, so price movement of the product does
not make much of the difference. However, substitutes make a remarkable
difference in certain segments
4) Limited customer choice and dependency on healthcare infrastructure - In
case of pharmaceutical industry, customer is not the decision makers as they are
dependent on doctors for prescribing medicines. So, doctors, pharmacist,
vendors of pharmaceutical company are major stakeholders, if a decision must
be made. Also, the presence of hospital and other healthcare facilities play a key
role in driving consumption of medicines.
So, it is evident that: -
a) Patients are guided by prescribing and delivering practices followed in the
industry.
b) The decision of patient is influenced by all major stake holders present in the
channel.
5) Competent Workforce – India with reference to pharmaceutical sector has
skilled and competent workforce, both in managerial and technical capabilities.
The workforce is professional equipped with latest trends and technology and
has apt knowledge to run both retail and manufacturing pharma segments.
6) Cost effective chemical synthesis - Bulk production and export of
sophisticated bulk drugs is one major forte of Indian pharma market.
7) Emerging Role of Human Resource Management – With six key
characteristics as mentioned above, the role of HR becomes more dynamic and
strategic. The job becomes productivity oriented along with making optimal use
of resources available. Pharmacia’s HR function must be good enough to
implement best practices to align itself with modern business growth.
4
Introduction
Indian Pharmaceutical Sector Revenue Growth and Momentous Trends: -
The Indian pharmaceutical market has recorded growth at Compound annual growth
rate [CAGR] of 17.90 percent and is expected to germinate from USD 6 million in 2005
to USD 55 million in 2020 (According to a report developed and published by
Department of Pharmaceuticals, PwC, Mckinsey, TechSci Research)
Figure 1.1: - Revenue growth of Indian Pharmaceutical Sector in USD Billion
(Source: Department of Pharmaceuticals, PwC, Mckinsey, and TechSci Research)
By 2020, India is likely to be one of the three players in global pharmaceutical market,
as cost of production in India is lower as compared to US and half as compared to
Europe. There is increase in middle class household accompanied with high quality
medical infrastructure coupled with deep penetration of health insurance, aligning the
growth of Pharmaceutical industry in India.
Some of major growth drivers Indian Pharmaceutical Industry as published in a
report by TechSci Research includes: -
5
Introduction
a) Research and Development
Indian Pharma companies spend around 8 % to 11 % of the total turnover in Research
and Development [R & D], which is likely to increase in the coming year due to
introduction of process patent and product patent, where in the companies are highly
in need to develop new drugs and formulations to uplift the sales.
b) Public Private Partnership [PPP] in R & D
The Indian government initiated public private partnership, which attracted capital of
USD 151.91 million as on January 2016, which acted as more that 50% of financial
funding
c) Export Revenue
Pharmaceuticals Export Promotion Council of India [PHARMEXCIL] reported export
of USD 15 million in 2015, USD 16.89 million in 2016 and USD 18.90 million in
2017. Export market is flourishing only because of strong presence of generic spaces.
It is capitalizing opportunities in regulated and semi regulated international markets.
d) Joint Ventures
Six major pharmaceutical companies formed an alliance called LAZORR
{Each letter representing the participant company viz Lupin Pharmaceuticals,
Aurobindo Pharma, Zydus Cadila, Orchid Chemicals and Pharmaceuticals, Ranbaxy
Laboratories and Dr Reddy’s Lab} each with a revenue of USD 8 million, collaborated
in July 2010, to share the best practices they follow (“Strong Combination Pill”,
Published in Business Today, January 2012, and “Six pharma firms ally to improve
efficiency” Published in Financial Express January 2012)
e) Draft Patents (Amendment) Rules, 2015
The time to grants to patents has been reduced from 12 months to 4 months, with
modification extension of 2 months by the Indian government, which made the
approval process smooth.
6
Introduction
f) Confluence of Demand, Supply, Capabilities and Policy framing practices
by various authorities.
The Indian pharma market is much supported by demand drivers like accessibility,
acceptability, affordability, epidemiological factors, by supply side drivers like launch of
patented drugs, medical infrastructure, scope in generic markets, Over the counter OTC
Drugs, patent expiry and by favorable policy measures support growth like reduction in
approval time for new facilities, collaboration, support for technology upgrades and FDI’s,
industry infrastructure, Pharma Vision 2020 etc.
g) Others
Other facts for driving the Indian Pharmaceutical industry are
1. Between 2011 and 2016, patent drugs worth USD 255 Billion are estimated to
go off-patent leading to a huge surge in generic product and tremendous
opportunities for companies.
2. With increasing penetration of chemists, especially in rural India, OTC drugs
will be readily available.
3. Pharma companies have increased spending to tap rural markets and develop
better infrastructure. The market share of hospitals is expected to increase from
13.1% in 2009 to 26% in 2020.
4. Following the introduction of product patents, several multinational companies
are expected to launch patented drugs in India.
5. The purported rise of lifestyle diseases in India is expected to boost industry
sales figures.
6. Over USD 200 Billion is to be spent on medical infrastructure in the next
decade.
7. Rising levels of education are set to increase the acceptability of
pharmaceuticals.
8. India’s patient pool is expected to increase to over 20% in the next 10 years,
mainly due to the rise in population.
Capturing the above points, a detailed figure is summarized below: -
7
Introduction
Figure 1.2: - Growth Drivers of Indian Pharmaceutical Industry
Accessibility
Acceptability
Affordability
Epidemiological Factors
Competency Based
Human Resource
System. Current Study to
facilitate Supply Side
Source – ICRA report on
Indian pharmaceutical
sector, Pharmaceutical
Industry
– Development in India
– Deloitte, McKinsey
Pharma Report 2020,
TechSci Research
Launch of patented
drugs
Medical infrastructure
Scope in generic
markets
OTC Drugs
Patent expiry
Reduction in approval
time for new facilities
Collaboration
Support for technology
upgrades and FDI’s
Industry Infrastructure
Pharma Vision 2020
Exceptions
Source – BMI, Biz India,
TechSci Research
Source – Union Budget 2015– 2016, TechSci
Research
8
Introduction
1.2 Gujarat Pharmaceutical Industry – An Overview
Gujarat market recorded the highest growth rate in pharmaceuticals during the last
decade, beating the industry growth rate. According to data from the renowned market
research firm All Indian Origin Chemists & Distributors Ltd [AIOCD], Pharmasofttech
AWACS, Gujarat market grew by 22.4 per cent last year; approximately double the
growth rate of the Indian pharmaceuticals market, which grew by 10.9 per cent.
According to a claimed report published by Vibrant Gujarat 2017, Gujarat state
tantamount 33% of India’s Pharma sector turnover, 40% manufacturing of
pharmaceutical machinery, 28% of India’s export, 40% of CRAM’s companies, world’s
leading producer of contraceptive pills, owning 3574 licenses to manufacture, only
manufacturer of Dapsone in India, producer of 78% cardiac stents, 50% ocular lenses
and 60 % cardiac implants and manufacturing 80% of isoniazid globally. For the FY
2016-2017 Gujarat state attained turnover worth USD 9.1 billion and exports worth
USD 3.06 Billion. It employs around 85,000 people with more than 225 World Health
Organization’s Good Manufacturing Practices [WHO-GMP] certified facilities. The
manufacturing facilities are spread across Gujarat region as per graphic displayed
below.
Figure 1.3: - Gujarat State Pharma Manufacturing Cluster
(Source: - Industrial Extension Bureau {iNDEXTb} pharma manufacturing and industrial
report 2016)
9
Introduction
The sectorial focus of four cluster of pharmaceutical industry is as under: -
a) Ahmedabad Cluster, dedicated to formulations, APIs, biologicals and
contract manufacturing
b) Vadodara cluster, which is dedicated to manufacturing formulations and bio
generics
c) Bharuch and Ankleshwar cluster, dedicated for APIs, formulations and
vaccines
d) Valsad and Vapi cluster, for formulations, APIs, device and diagnostics.
The government of Gujarat is prolonging and supportive with initiatives like promotion
of generic drugs by giving preference in government purchase, establishment of
National Institute for pharmaceutical education and research [NIPER] for human
resource development, establishment of Gujarat genomics initiative, genetic diagnostic
centers and gene bank, IT application for issuance of sales license and product license
implemented by Food and Drug Control [FDCA].
With more than a hundred years of expertise, Gujarat has always been an absolute
choice for investors in the healthcare sector which includes the pharmaceutical industry,
medical devices and contract research organizations [CROs] industry to set up their
foundation due to its industry-friendly policies, legal and financial framework,
competent personnel, and economic chemical compositions.
With the increasing investments in Research and Development (R&D) sector,
introduction of new products and entering into new pacts, pharmaceutical companies
based in Gujarat have an opportunity to establish a strong presence in domestic as well
as international markets, looking for the effectiveness in attracting and marketing to the
world is the state’s biggest strength along with the security of having industry- friendly
policy. There are unique factors and prospects of Gujarat becoming the hub of
pharmaceutical markets across the globe.
Introduction
Section 1 B
Sales Function in Pharmaceutical Industry
Section 1 B Sales Function In Pharmaceutical Industry
1.3 Evolution of Sales In Pharmaceutical Industry 10
Introduction
1.3 Evolution Of Sales in pharmaceutical industry: -
With every passing decade, the Indian pharmaceutical industry is facing commercial
provocation, due to presence of about 300 large to medium scaled and 15,000 small
scaled manufacturing units spread across nation. Pharma companies have adopted new
innovative commercial approaches which makes them fluidic in nature of Indian
pharma market. The changing sales dynamics in last decade starting from 1995, the
Indian pharma industry can be elaboratively explained in four different epoch spans
which are as under: -
1] First Epoch {1995 to 2000}, with the announcement of patent regime the major
pharmaceutical giants in India: -
a) Started gearing up for expansion
b) Increased sales force and portfolio ramp up.
c) Launched average of 650 -750 products in a year
d) Started investments in R and D for development of generic molecules.
2] Second Epoch {2000-2005}, with massive restricting and scale up, the pharma
companies: -
a) Started rapid adoption of structural and strategic business units.
b) Expanded their manufacturing facilities to urban geographies
c) Introduced innovative sales model by pioneering human capital like sales task
force and therapy specialist.
d) Facilitated rise of organized retail.
3] Third Epoch {2005-2010}, with implementation of product patent, strategic
initiatives like: -
a) Aggressive portfolio management and sales force expansion.
b) Production and quality analysis of generic medicines.
c) Affiliating with MNC’s and launching global portfolio.
4] Fourth Epoch {2010 and beyond}, with shrinking pipelines and rise of
pharmaceutical markets: -
10
00
Introduction
a) Adoption of newer sales model like channel management, key account
management etc. are initiated.
b) Events impacting future sales models like GST regime, health insurance,
partnership channel management are given more emphasis.
The evolution journey of sales function in Pharma Industry since 1995 can be
computational depicted as under: -
Figure 1.4: - Changing Sales Force Dynamic in Indian Pharmaceutical Industry
This show that the sales task force continues to be the biggest
contributor for attraction of investment for major pharmaceutical giants in India.
11
Adoption of channel sales
management, Key account
Management.
Impacting Events like GST
Regime, Health insurance.
Aggressive Portfolio
management
Affiliation with MNC to
launch global Products
Adoption of Strategic
Business Units.
Expansion in urban
Geography
Organized Retail Initiatives
Announcement of Patent
Regime
650 – 750 product launches
/year
Investment in R and D
1st Epoch
2nd Epoch
3rd Epoch
4th Epoch
1995‐2000 2000‐2005 2005‐2010 2010 and beyond
12
Introduction
Pharma companies continue rationale investment in research and innovative strategic
sales model, focusing on enhancing deep penetration of their products in the market,
which in turn helps in profitability.
Salient Features of current sales model {In comparison with traditional sales
model}: -
The capital utilized in the sales force continues to be the biggest promotional investment
for the Indian pharmaceutical companies. They often adapt an innovative commercial
model strategizing it according to the business units proactively realizing the market
realities. In a survey jointly conducted by IMSCG and OPPI, of major pharma giants in
India, related to their sales practices, 80% responded having changed their sales model,
at least once in last five years. The key determinants for sales force structure are given
in the diagram below, as per survey conducted by IMS consulting group
Figure 1.5: - Key determinants of sales force structure
{Source: - The evolution of sales model in the Indian pharmaceutical industry – IMS
Consulting Group}.
Different pharmaceutical companies adapt and changes different sales model, but the
strategy remains the same viz better consumer focus, big coverage of geographies and
increase accountability of the resources. Geography is also one important aspect for
adoption of the sales model where in companies can plan to
13
Introduction
realign their sales strategies around the spanning need of different geographies. In
current scenario, which is dynamic, no model fits one, as every company will have their
share of benefits and challenges.
The major benefits of dynamic sale structure prevalent in the pharma market
includes: -
1. High customer focus and apt customer management.
2. Wide reach and frequency with reference to geographies and catering to
potential hospitals and specialty business.
3. Flexibility in operations and reduces managerial costs.
The challenges of managing the dynamism in sale structure prevalent in the
pharma market are: -
1. High investment in sales force and delay in payments from vendors.
2. Pricing war and listing of substitute products in specialty domain
3. Lower margins and resource constraint for wider reach for all products.
4. Tough to co-ordinate and align operations with the parent company.
To have a holistic approach, the stakeholders are not only doctors, but include patients,
suppliers, retailers, insurance companies, government regulating agencies etc. For a
successful sales model, the Key Performance Indictor [KPI’s] of the sales professional
must be such that it caters to all major stakeholders who influence the buying decisions.
To visualize in detail the KPI’s of sales professional, it is therefore necessary to have a
pungent look in the current trend which includes patients increasingly becoming strong
stakeholders, emergence of newer healthcare delivery channel, uptake of generics by
government hospital sector and development of organized retail pharmacy chains. To
sustain good profits envisaging the current trends, the role of sales professionals would
change. The following diagram represents changing roles of sales professionals in
dynamic sales structure of pharmaceutical industry
14
Introduction
Figure 1.6: - Transition of roles sales professional with referencing dynamism in
Indian pharmaceutical industry
With the emergence of above transition, it is evident that pharma sales model will slow
pitch towards more scientific dialogue between sales professional and the stakeholders.
This would require selecting, training, appraising and retaining effective sales
professionals with good ability to engage with stakeholders effectively.
Figure1.7: - Sales Model transition
Source: - PricewaterhouseCoopers, Pharma 2020: Challenging business models
Past Transition
Present and
Future
Different roles: ‐ Key Account
Manager, Relationship Rep,
Sample Dropper, Therapy
specialist etc.
Sales representative’s roles
standardized
Evidence based decision Empirical Based Decision
Team Incentive Individual Incentive
Relationship Paradigm Reach and Frequency
Paradigm
15
Introduction
The Sales Model – Re-engineered
With reference to, Accenture Global Patient Services Survey, 2015, the pharmaceutical
companies have an unparalleled opportunity of re-inventing and re- defining the
concept of sales to achieve better penetration in the market. They need to replace the
traditional sales model with sales and services to benefit all stakeholders. To maneuver
this transition, the pharmaceutical organization need to: -
A. Address the demand of broader network
A sales capability requires a change to the traditional sales culture. The duty of the sales
team is not limited to visiting doctors and vendors to share information and supply the
medicines, but has extended to broadening the network of buyers and influencers. The
pharmaceutical industry needs to price out the market and conduct activities to develop
tools, services and programs that all stakeholders would notify and value. Thus, the co-
ordination and collaboration element between the sales and non-sales functions
becomes very critical to maintain day to day operations.
B. Unfold the skills of existing representatives
It becomes essential to re-harness the roles and responsibilities of the sales professional
by studying the traditional model. Pharmaceutical companies need to design tools that
enhances patient outcome and not output which gives satisfaction to all the
stakeholders.
C. Usher new sales talent
The pharmaceutical companies would need expertise in B2B sales. For more
performance of the product they need key account managers, who manage relationships
with commercial, institutional and government entities and maintain the sales
environment. New talent sales force will serve as an intermediate, channel partners,
consultant’s expert in agile sales to respond to immediate needs of the stakeholders.
They must specialize in establishing new sales opportunities and retain the current
portfolio. This calls for a change in talent profile for sales transition.
16
Introduction
D. Intensify the impact of human sales interaction
To deliver more value to the stakeholders, there must be integration of sales experience
with the digital technology and newer methods. Technology enhancement that can track
treatment protocols and pull up sales of tailored sets of products must be utilized for
efficient sales.
Thus, the sales model needs to be constantly re-engineered to generate more sales and
create a customer centric approach that is in alignment with the objective of
pharmaceutical companies.
Introduction
Section 1 C
Role of HR In Pharmaceutical Industry and Competency Based
Human Resource Management
Section 1 C Role of HR In Pharmaceutical Industry and Competency
Based Human Resource Management
1.4 HR challenges, practices and contemporary issues in
Pharmaceutical Industry 17
1.5 Competency and Competency Mapping
Concept 18
1.6 Competency Based Human Resource Systems -
Theoretical Framework and Organizational Use 22
1.7 Competency Based Human Resource Systems –
Practical Applications 24
1.7.1 Competency Based R & S /Talent Acquisition 25
1.7.2 Competency Based Training and Development 26
1.7.3 Competency Based Performance Management Systems 27
1.7.4 Competency Based Compensation Management 28
1.7.5 Competency Based Career and Succession Planning 29
1.S Summary of Chapter 30
17
Introduction
1.4 HR challenges, practices and contemporary issues in Pharmaceutical
Industry.
New oscillation is compelling the industry's human resource departments to rethink
their operational processes. The drivers-consolidation, globalization, scientific
advances, government policy and regulation, and competition have nudge HR leaders
into new province to cater advanced business needs. As a result, they have implemented
new initiatives for management development, competency modeling, cultural
development, performance management, and compensation.
Traditional HR management processes are no longer commensurate to compute
activities and align resources for those efforts. Pharma companies need a more
systematic approach with reference to human resource management process to cope up
with current challenges.
With reference to the current scenario, HR specialist groups, such as recruiting or
staffing, compensation and benefits, organizational effectiveness, performance
management, culture and organizational diversity, and human resource information
systems, can function as support systems, while HR generalist groups, such as business
unit HR teams, resource management, competency mapping, organizational
development and change, succession planning can be used to implement strategic plan
to align firm’s goal.
Figure 1.8: - Role Description of Support and Strategic Human Resource Systems
Recruiting / staffing,
Compensation and
benefits, organizational
effectiveness,
performance
management, culture
and organizational
diversity, and human
resource information
systems
HR Specialist Groups
Business unit HR
teams, resource
management,
competency mapping,
organizational
development and
change, succession
planning
HR Generalist Groups
Support Functions Strategic
18
Introduction
A survey report published by the Delhi-based Associated Chambers of Commerce and
Industry (ASSOCHAM), a premier national federation of industry, which collected
responses from 160 leading human resources (HR) heads in India, concluded that, the
attrition rate is highest among employees of age group 26-30 years in pharmaceutical
industry. Also, employees with experience of 2-4 years are the most susceptible to
poaching by competitors. Major challenge faced by human resource professional is
attraction and retention of right talent, training and developing them to make them
competent to extract more business, appraising them with right tool that justifies their
key performance areas and compensating them according to the market trend.
Thus, the role of HR professional change with changing time. They need to have the
right potential of attracting and placing the human capital within the organization. They
must be administrative experts and should well define the core competency of the
organization. They should use strategic tools to train and develop, appraise and retain
the potential employee within the organization. This challenging role must be extended
to formulation and development, quality control and assurance, project management
and sales function in the pharmaceutical industry as they are ever changing with
reference to competitive environment, government regulation and international
effluence.
1.5 Competency and Competency Mapping - Concept
Competency – Definitions: -
A few well acknowledged definitions of competency are as under: -
Source Definition
Klemp (1980) An underlying characteristic of a person which results in effective and/or superior performance in a job.
Boyatzis (1982) An underlying characteristic of an employee (that is
motive, trait, skill, aspect of one’s self image, social role,
or a body of knowledge) that results in effective and/or
superior performance. It describes the capacity that exists
in a person that leads to behavior that meets the job
demands within parameters of organizational
environment, and that, in turn brings about desired results.
Hornby and Thomas
(1989)
Competency is the ability to perform effectively the
functions associated with management in a work situation.
19
Introduction
Hogg B (1989) Competencies are the characteristics of a manager that
lead to the demonstration of skills and abilities, which
result in effective performance within an occupational
area. Competency also embodies the capacity of transfer
skills and abilities from one area to another.
Lee and Beard (1990) Competencies are characteristics of a manager that lead to demonstration of skills and abilities, which results in
effective performance within the occupational area.
Guion (1991) Competencies are underlying characteristics of people and indicate ways of behaving or thinking, generalizing across
situations, and enduring for a reasonably long period of
time
Spencer and Spencer
(1993)
An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or
superior performance in a job or a situation. Underlying
characteristic means competency is deep and enduring part
of person’s personality, and can predict behavior in a wide
variety of situations and job tasks.
Lucia & Lespinger
(1999)
A descriptive tool that identifies the skills, knowledge, personal characteristic, and behaviors needed to
effectively perform a role in the organization and help the
business meet its strategic goal
Rodriguez et.al (2002) Competency is a measurable pattern of knowledge, skills,
abilities; behaviors and other characteristic that an
individual need to perform work roles or occupational
functions successfully.
Table 1.1: - Definitions of competency given by Researchers
According to the definitions given by the researcher above, competency is understood
as the quality of being adequately or well qualified physically, psychologically and
intellectually to perform a given job role. Competency can be described as summation
of knowledge, skill, attitude, self-concepts, motives, traits, value and other related
frames to perform a given task effectively and efficiently.
Figure 1.9: - Definition of Competency {Knowledge + skill + Attitude}
20
Introduction
Some definition also explicit that, individual competencies are driven by both surface
level characteristic (easily developable competencies) that is knowledge and skills as
well as core level characteristic (Most difficult to develop) like attitude, self- concepts,
value, traits and motives.
Figure 1.10: - Surface Competencies V/S Core Competencies
To differentiate these different types of competencies, the competencies are categorized
as follows: -
Core Competencies: -
Core competencies are organizational competencies that all individual is expected to
possess. The goal of core competencies is for individual to be able to perform in diverse
positions throughout the organization. These are reflections of the company’s value,
culture and business imperatives that should be exhibited by all employees. For
example, guiding behaviors such as cost- effectiveness, service delivery, customer
focus, teamwork, communication, initiative and so on.
Transferable Competencies: -
Transferable competencies are skills and abilities needed within several roles in varying
degrees. For example, managerial and leadership skills.
Technical or Role Competencies: -
Technical competencies or role competencies are distinctive competencies required for
specific jobs, that is, specialized know-how or abilities required within a specific role
or job. For example, marketing research or dealer management.
Essential competency can be divided into tasks and tasks can be assigned with
behavioral indicators. Each proficiency level is, then, to be specifically defined through
behavioral descriptors, in such a way that the level descriptors form a logical hierarchy
so that higher level of proficiency represents more competency
21
Introduction
demonstration. This leads to understanding the component of competency which can
be visualized as under: -
Figure 1.11: - Understanding elements of competency mapping: -
After understanding the elements of competency, competency mapping can be defined
as a process of examining the job behavior of an employee to identify and monitor
knowledge, skill and personal attributes of that job that results in superior performance.
Effectiveness of competencies initiatives largely depends on the quality of competency
mapping process.
Competency mapping engages on the underlying principle that behavioral and
knowledge attributes can be learned, further the behaviors and knowledge sets people
outwardly exhibit is only a small portion of the behaviors and knowledge sets that
people can show. Usage of competency mapping rest on believe that if a person knows
what characteristics are critical to performing well in each role or situation at work,
he/she can work at developing those characteristics and bringing them to the surface.
22
Introduction
If an employee can develop or display more readily desired behaviors and knowledge
for a given context, in theory he can reach a higher level of performance for that context.
From the business perspective, this has an immense, positive outlook for productivity.
If productivity increases because employee develops the competencies necessary to
succeed, a company may gain a competitive edge over other businesses and will
enhance the productivity, competition and revenue.
Competency mapping identifies the behaviors or knowledge a person needs to develop
or already have in each job or work situation. Employers thus can develop competency
maps for each job they have in the business. During the hiring process, members of
management can try defining the competency maps to determine whether a specific
candidate has the potential to exhibit the behaviors and knowledge desired for the job
being interviewed. This may enable the employer to find the employee who is truly the
best fit for the work. With a good fit, employee turnover rates may go down. This means
the company saves money because they do not have to recruit and train a new employee,
which in turn delivers good hiring and retaining process.
1.6. Competency Based Human Resource Management (CHRM)- Theoretical
Framework and Organizational Use
The triumph of any enterprise in a business, economic or combative environment
depends on the capabilities and competencies of its human resource. The overall impact
of external factors like globalization, new entrants in the market, customer satisfaction
issues, cost reduction, government legalities etc. requires calibration of human resource
functions of the organization with overall business strategies for effective execution.
Hence the business leaders of any organizations are always concerned about the
identification and placement of right human resource competencies that the
organization should carry at given point of time.
Traditionally all human resource functions were focused on the job specification, where
human capital was hired and promoted depending upon their capability of performing
a given task. So, there were traditional activities like hiring, training, promotion, salary
appraisal and so on. Competency based HRM focuses on
23
Introduction
people and building employee capabilities with process like talent acquisition, T & D,
building performance culture and creating motivation at work environment.
Thus, efforts need to be made as an ongoing process to identify competency and align
them strategically with the business goals. Many organizations have developed
competency framework, to align individual, team and organizational objectives through
building CHRM.
This approach makes it possible to stimulate the effectiveness of actions and to utilize
people’s skills to gain the strongest possible competitive advantage. Within this
approach, differences in individual abilities to achieve specified results of work are
taken into consideration. Exceptionally skilled employees perform their tasks much
more effectively than other persons that hold the same position and achieve fully
satisfying results. An organization that can spot an exemplary employee and support
their development may be more effective without increasing the number of employees.
The following are some definition of Competency based Human Resource Management
that helps understand the concept better.
Source Definition
Sienkiewicz (2004) The competency-based human resources management system regards the appropriate application, ‘activation’ of
the created competency model, since the competency
model as such does not provide any added value if it is not
applied in the practice of human resources management.
‘Competency management’ is a mental shortcut that is
commonly used (it is used more often in Poland – in the
English-language literature, it is used significantly less
often). In fact, it refers to the ‘competency-based human
resources management system’.
Brockmann, Clarke, Méhaut, & Winch
(2008)
Competency-based management is a new trend in human resources management that emphasizes specific
competencies utilized in each job, allowing for more
individualized management and more individual
competency development within career paths. From this
perspective, competencies are specific to companies or given jobs in an organization.
Dubois & Rothwell,
(2008)
Competency-based human resources management assumes
looking at expected results and organizational requirements
from the perspective of an employee rather than from the
Perspective of a job position held by an employee.
24
Introduction
Table 1.2: - Definitions of Competency based HR systems given by researchers
1.7 Competency Based Human Resource System – Practical application
While competencies are not new to most organizations, what is new is their increased
application across varied human resource functions (i.e., recruitment/selection; learning
and development, performance management, career development and succession
planning, human resource planning). Organizations are looking for new ways to
acquire, manage and retain the precious talent needed to achieve their business goals.
Properly designed, competencies translate the strategic vision and goals for the
organization into behaviors or actions employees must display for the organization to
be successful. Competency-Based Management (CBM) standardizes and integrates all
HR activities based on competencies that support organizational goals.
The role of CHRM is to shape and guide employee behavior from "hire to retire". CBM
helps talent acquisition, performance management and learning management systems
to be more effective by assessing employees' skills and competencies. CHRM also
facilitates gap discovery and suggests learning methods (on the job, literature or formal
courses) to help improve employee effectiveness. Core Competency Framework can be
depicted as under: -
Competencies then become the foundation for the
functioning of the entire human resources management
system. Competencies constitute the factor that determines
the process of recruitment, selection, filling vacancies,
induction, and performance management and rewarding of
employees. An organization applies competency-based
human resources management when all aspects of personnel
management are focused on competencies and not on the
traditional matters related to tasks or jobs.
Introduction
How do we
How to we
How do we
How to we
How to plan
select the build and measure link skills growth and
right person? develop results? financially identify a
capabilities develop
leader
Figure 1.12: - Practical Application of Competency w.r.t Sub systems of HRM
1.7.1 Competency Based Recruitment and Selection / Talent Acquisition: -
Recruitment of an employee is the most essential and a convoluted task for any human
resource department. The fundamental function of any recruitment and selection
process is to find a match between the capabilities of the candidate and the requirements
of the job. No organization can remain a high operating organization if it does not have
adequate human resources with the right competencies, always, to discharge different
organizational roles and responsibilities.
The prudent task for most recruitment managers is to identify the right people for the
right job in a cost-effective way. For every wrong selection done, organization would
face financial losses, opportunity cost in terms of potential business, employer brand
issues, lack of motivation and poor employee satisfaction. Therefore, every
25
Core Competency Framework
with the Organization
Recruitment
and Selection Compensation
Management
Career and
Succession
Planning
Performance
Management
systems
Training and
Development
26
Introduction
organization needs to adopt the latest trend and continuously fine tune the recruitment
and selection process. Competency based recruitment and selection is one process, of
identifying candidates that can evidence those behaviorally defined characteristic,
which construct superior performance for a given job role.
Competency based selection process is costly and time consuming. Since every
organization adopts different approaches in recruitment and selection, there is no
commonality in the application of competency based selection. It has several
advantages including: -
1) The process is very concentrated, structured and comprehensive.
2) Candidates are evaluated on the competencies they need to demonstrate, when
inducted into the department.
3) The probability of wrong hiring is less.
4) There is a consistency of the selection process.
The comprehensive effectiveness of the selection process does not only depend on
competencies, but also on the quality of various process of selection. The use of in-
tray exercises, personality tests, assessment centers, values inventories, job
simulations, integrity test etc., will complement the process very well. Also, the
element of recruiter trained for such process makes a positive impact on the selection
process.
1.7.2 Competency Based Training and Development: -
Training and Development activities are undertaken based on the training needs of
employee that can be identified by different mechanism. The training needs identified
that are apprehended through individual development plans, performance management
systems, and superior feedback normally capture the discernment that employees lack
skills or knowledge to perform a task in the given job role. But on the other hand,
performance of employee is also affected not only because of deficiency of knowledge
but also due to factors like personality, learning style, commitment and self-motivation.
The key purpose of running a T & D department in the organization is to ensure the
employees are equipped with both current and future set of competencies.
27
Introduction
The two-basic datum around which competency based training and development
programs is based are: -
1) The employee should readily grasp the knowledge, skills and techniques
imparted in the training
2) The employee must execute the learning in practicality in the longer run.
The major focus of competency based training and development is developing
competencies that demonstrate a certain behavior expected by employees at the work
place. After the individual employee goes through such training process, individual
development plans are prepared that helps them understand what and how to achieve.
The customized training programmes incorporate learning exercises on how to acquire
and demonstrate a competency that enables them to deliver the task at their best.
1.7.3 Competency Based Performance Management System: -
Performance management programs are integral parts of organizational systems. By
focusing on the performance and competencies needed to perform, the organization can
get a lot of mileage out of its competency mapping programs. It is necessary to assess
the competencies demonstrated by every role holder periodically to build a competency
based organization and performance culture. Competency based appraisal enhance
performance and continuously reinforce the use and development of competencies. The
traditional PMS is a format driven process, while competency based PMS is a process
driven with emphasis on format as an aid.
For most of the organizations, competency based performance management also means
a change in the roles typically played by managers and employees. In a conventional
performance measurement process, the role of manager is typically viewed as one of
supervisor or counselor. In a competency based approach, the manager’s role can be
changed to one of coach or facilitator. Managers commit themselves to providing
employees with formal training, coaching and competency development activities.
Traditional PMS is designed and monitored by HR department, but competency based
PMS is designed and monitored both by HR
28
Introduction
department and line managers. There is high involvement of line managers in
competency delineation and utilization.
Thus, competency based PMS gives an objective and subjective view for development
of competency to every role holder apart from declaring financial prospects linked with
it.
1.7.4 Competency based compensation management: -
Compensation system has a remarkable impact and domination on employees, and if
the competency approach is to designing compensation management, it can go a long
way in regulating competency based culture in organization. Competency-based pay is
a pay structure that accolades employees based on how well they perform in the
workplace, rather than the hierarchy of their position or years of experience.
Organizations need to design compensation plans that not only reward performance, but
also to improve it. Compensation has become a strategic issue, and strategic
compensation helps the organizations focusing on making them more competitive
through improved future performance.
Effective pay for performance requires two processes, compensation management, and
Performance management. But the real challenge is how to integrate these two
processes. Compensation management cannot fully realize its potential without
accurate assessment of employee which comes from a good performance management
system. Similarly, performance management cannot fully realize its potential without a
well administered compensation system.
Traditional compensation systems cannot bring in this integration and hence there is a
need for designing a better system to meet this challenge. The new system must support
the recruitment and retention of competent workforce who value team work, individual
effort, hard work, meeting deadlines, quality, innovation, and flexibility. All these are
inherent competencies of employees. Developing an approach that pays individuals
according to their market value requires a pay system which measures competencies of
individuals and prices them in external market. This can help organizations in
accomplishing two objectives. First it will have a positive effect in motivating
individuals to learn the skills and knowledge to perform in their current
29
Introduction
role, and second, they will raise the pay of the individuals as they become more
valuable in the external labor market. This helps in creating a learning organization.
Experts also advocate that competency based compensation systems empower
employees to take charge of their own development. By focusing on optimum
performance rather than average performance, competencies can help employees
maintain their marketability. Competencies generally reflect sustained contributions to
an employee’s work, the incremental growth of enduring knowledge, behaviors, and
skills. Thus, competency based compensation management serves a strategic and
advanced tool for aligning human resource practices with organizational goals.
1.7.5 Competency Based Career And Succession Planning: -
The career planning and enhancement systems are confirmed to defining the trail how
employees can grow in vertical band structure carrying hierarchical titles. This because
mostly organizations prefer structure and processes are created based on pecking order
of superior and sub-ordinates. Fundamentally, hierarchy is not something that is less
respected, but the way it is presented and structured give fillip to a psychology assumed
that whosoever is in a position has more power to create and monitor processes.
There is an inevitable naïve assumption that whosoever is at senior level is always
understood to have desired competencies. Competency based career and succession
planning system is very potent and unsettle quite a few aspects since the career
movements based on competency procurement and intensification. The chief advantage
of competency based career and succession planning is there will be no constraint on
opportunities.
In the traditional process, regardless of organizational growth some employees do not
get elevated only to experience job erosion in the role. Competency based career and
succession planning will defeat this malady as highly competent employees would
contribute for significant growth of the organization and would also generate
considerable opportunity for career enhancement as these would prove to be a self-
sustaining process.
30
Introduction
1. S Summary of Chapter: -
The chapter provides a detailed introduction on Pharmaceutical Industry in India and
Pharmaceutical industry in Gujarat stating new prevalent trends, government initiatives,
joint ventures, research and development prospects and its implication on the national
and international market. It clearly defines the transition of traditional sales model to a
penetrable sales model and mentions changing role of sales agents within the industry.
It helps cater major challenges faced by HR professionals with reference to human
resource life cycle of sales professional in pharma sector, to achieve sustainable growth
with changing effect of external environment. Further, it debuts the concept of
competency, competency mapping and competency based HRM along with its practices
in various departments like talent acquisition, training and development, performance
management, compensation management, career and succession planning.
Introduction
CHAPTER – 2
LITERATURE REVIEW
Literature Review
CHAPTER – 2
LITERATURE REVIEW
2 Literature Review 31-62
2.P Prelude 31
Section 2 A Competency, Competency Mapping, Modelling and Frameworks, CHRM
2.1 Competency and Competency Mapping 32
2.2 Competency Modelling and Competency Framework 35
2.3 Competency Based Human Resource Management 37
2.3.1 Competency Based Talent Acquisition 40
2.3.2 Competency Based Training and Development 42
2.3.3 Competency Based Performance Management Systems 43
2.3.4 Competency Based Compensation Management 44
2.3.5 Competency Based Career and Succession Planning 46
Section 2 B Study Relevant to HR and Competency Mapping In
Pharmaceutical Industry
2.4 Competency Mapping in Pharmaceutical Industry 48
2.5 Pharmaceutical Industry and Contemporary Practices 50
2.6 Sales In Pharmaceutical Industry- With Prospective of HR Function 52
2.7 Competency Mapping of Sales Professional, Sales
Competency Models and Frameworks 53
2.8 HR practices in Pharmaceutical Industry and related studies in India 60
2.S Summary of Chapter 62
Literature Review
2. P Prelude: -
The chapter of Literature Review includes two sections.
SECTION 2A – Competency, Competency Mapping and Modeling and Frameworks, CHRM
The first section describes the research efforts made in the field of competency, competency
mapping, competency modeling and competency based Human Resource Management
systems from early 1950’s to till date.
SECTION 2B - Study Relevant to HR and Competency Mapping in Pharmaceutical Industry
The second section discusses the researches based on general HR trends, competency mapping
and related experiments in pharmaceutical industry, competency mapping for sales
professionals in other industry and dissertation presented till date for same subject matter in
India till date.
31
Literature Review
Section 2 A
Competency, Competency Mapping, Modelling and Frameworks,
Competency Based
Human Resource Management
Section 2 A Competency, Competency Mapping, Modelling and Frameworks, CHRM
2.1 Competency and Competency Mapping 32
2.2 Competency Modelling and Competency Framework 35
2.3 Competency Based Human Resource Management 37
2.3.1 Competency Based R & S /Talent Acquisition 40
2.3.2 Competency Based Training and Development 42
2.3.3 Competency Based Performance Management Systems 43
2.3.4 Competency Based Compensation Management 44
2.3.5 Competency Based Career and Succession Planning 46
Literature Review
2.1 Competency and Competency Mapping
Despite a growing interest of competency among managers and human resource
professionals in recent years, the modern competency movement in industrial-
organizational psychology, dates from the mid 1950’s and early 1970’s. John
Flanagan’s (1954) and David McClelland’s (1970) were cited as two landmarks for
making efforts in originally inventing the concept of competency.
McClelland, D.C (1973), in his article has presented five major themes that have deeply
influenced both professional and public opinion which are described as under: -
a) Grades during the schooling education cannot predict occupational success
b) Intelligence and aptitude test should not be given the sole importance for any
assessment as they do not predict occupational success.
c) Tests and academic performance only predicts the job performance because of
underlying relationship with the social status.
d) Any assessment test would be unfair for minorities.
e) Competencies would be better able to predict behavior than would more
traditional test.
This phase initialized the theoretical framework of the Concept of Competencies.
The use of the term “competency” and its breakneck rise to business application is
credited to Richard Boyatzis (1982). His book entitled ‘The Competent Manager: A
Model for Effective Performance’, proved to have significant domination on the
profession and with reference to which coming two decades computed this concept as
a part of modern HR practice.
Barrett, G.V & Depinet, R.L (1991) in their research article “A reconsideration for
testing for competence rather than for intelligence”, argued that though McClelland and
his associates believed that intelligence and aptitude testing should be replaced by
competency testing, for 18 years they failed to produce any professionally acceptable
empirical evidence for the same.
McLagan, P.A (1989); Spencer, S.M (1993) & Ulrich, D.O (1995) further developed
the concept of “competency” for the organization’s survival and sustained competitive
advantage.
32
Literature Review
Green, P.C (1999) lead the foundation for developing and clearly defining
competencies that help executives, managers, and HR professionals communicate
performance goals through every step of the HR process--including interviewing,
appraisal, coaching, and training-in ways that directly support an organization's
mission, vision, and values.
Stevens, J (2000), conducted an empirical research introducing Motivations-
Attributes-Skills-Knowledge Inverted Funnel Validation (MIFV). The MIFV is
described as an upward, sequential competency validation model. Research was based
on surveying multiple companies within the medical, manufacturing, service and
professional services industries; this study describes what a company needs to
undertake to evolve as a company. The methodology involved five step models
inclusive of competency mapping to validate the instrument.
Nath, R & Raheja, R (2001), noted an expeditious change in the job role because of
agitated environment and demand of certain specific competencies on the part of job
incumbent with reference to hospitality industry. The researcher lineated the concept of
competencies and its application in various sub systems of HR.
Sanghi, S (2002), in the Handbook of Competency Mapping – Understanding,
Designing and Implementing Models in Organizations”, introduced competency
mapping and its eminence to contend in today’s environment. Author accentuated a
noticeable feature of competency mapping, that no employee can perform up to
standards without a considerate level of competency. Also, the presence of competency
does not assurance that workers would perform requisite to the standard. Measurement
of competency does not align with measurement of performance. Competency refers to
the ability of doing a job while performance is actual result produced by doing a job.
Author designed and implemented a competency mapping model for sales associates to
reap organizational goal.
Khandwala, P (2004), through his seminal research fills a critical void of establishing
relationship between managerial role and competencies. He categorized the role of
senior managers into nine strategic, nine operations related and nine leadership cadres.
Strategic roles are related to deep rooted task like policy formulation, analyze
33
34
Literature Review
vision of the company etc. Operational roles are related to interim activities like
implementation of framed policy, formulating short term targets, manpower allocation
etc. Leadership role includes tasks like motivating subordinates, encouraging team
work, mentoring for superior performance, addressing conflicts and providing potential
solution, extracting performance strategically etc. He categorized forty-five
competencies into six groups viz competencies related to contextual sensitivity,
management of initiatives, and introduction of innovation, resilience and effective
coping through problem solving, effective task execution, interpersonal competence
and leadership. The research also served as a link pin to convert competencies into
specific skills through job rotation, on the job training, coaching and mentoring.
Das, Smitha (2007), in her research article highlighted correlation between employee
competency and development and trust building among the staff. It creates awareness
cognizance that helps the workforce to identify potential skill and implement it through
process of competency mapping. It harmonizes employee loyalty and trust with
employee competency. It shows a vision to gain employee trust by providing various
training and development sessions and indulging employees into professional
development. The research was supported with corporate examples of TATA group,
Infosys, BHEL, where in competency mapping was used on a broader scale to develop
employee trust.
Nagaraju, Dr.Y. & Gowda, V.S (2012), conducted a descriptive and analytical
research that comprised of sample of 250 non-executives, 25 executives, 5 members of
competency management team to identify the competencies in selected IT Industry and
to define a process of evaluating, assessing and gauging competencies with reference
to organization selected in the city of Bengaluru. The study helped in scrutinizing
linkages between strategy and business performance to clinch the impact of competency
mapping in relation to individual and corporate objectives.
Suguna, Dr. P & Selvi, T.T (2013), conducted research on garment firms of Tirupur
district. 50 organizations varying in experience, capital employed and application level
had been approached for the research study. Competencies like business awareness,
decision making, team management, communications skills and planning skills were
subjected to test by employing ANOVA as a statistical tool.
35
Literature Review
2.2 Competency Modeling and Competency Framework
Dreyfus, S.E & Dreyfus, H.L (1980), introduced a five-stage model and described the
nomenclature for level of competence and competence development in a spectrum
starting from novice to expert. The following figure helps to understand the
nomenclature proposed.
Figure 2.1: - Five stage model of Competency Framework by Dreyfus, S & Dreyfus, H.
Briscoe, J.P & Hall, D.T (1999), identify three main approaches that organizations
use to create competency models which are described as below: -
1) Research-based approach in which top-performing executives are asked to give
examples of critical behavioral incidents that are crucial for success. The
Rule based behavior, strongly limited and inflexible
NOVICE
Incorporates aspects of situation BEGINNER
PRACTITIONER Acting constantly for long term goals and plans
Sees the situation and acts from personal conviction
Has an intuitive understanding of the situation and zooms
in the central aspects
EXPERT
Literature Review
idea is that superior performers are different from good performers and are
thought to demonstrate these superior behaviors consistently.
2) Strategy-based approach is based on the idea that a company experiencing
changes in its strategic goals will also drive a need for change in the competency
requirements for its employees.
3) Value based approach that aligns culture
Antonacopoulou, E.P & Fitzgerald, L (1996), defined competency frameworks as
panacea for continuous transformation of human capital. The research highlights
critical appraisal of competency framework as a basis of management development
activities and presents some emerging results to develop the right caliber of people.
Brown (1998) investigated and concluded that competency framework is one of the
main functions of Human resource department and 70 % of the organizations follow it
knowingly or unknowingly.
Andrew May (1999), explained that business strategies are constantly reformulated
with change in the external environment and that should be assisted by common
competencies that an organization needs. These competencies must be developed in a
competency framework to meet specific needs of organizational strategies and must
aligned with action learning and sources identified by management developers.
Growing academic interest in the competency modeling is confirmed by the work of
Alldredge and Nilan (2000); Bartlett and Ghoshal (1997); Kochanski (1997);
Mirabile (1997); Pickett (1998); Punnitamai (1996); Shippman et al. (2000); and
Winterton and Winterton (1999). Thousands of organizations throughout the world
have joined the quest for competency studies [Bemthal and Wellins (2001); Cooper
(2000); Dubois (1998)].
Benner, P.E (2001), designed similar model that assigned competency levels and was
practiced in skill acquisition of the healthcare professionals, specifically targets nursing
professionals.
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Literature Review
Ozcelik, G & Ferman, M (2006), created a value-based approach for competency
frameworks are derived from the normative cultural values of the organization.
Carraccio et al. (2008) used modified and adapted version of Dreyfus and Dreyfus in
medicine fraternity.
Das, D & Mukherjee, S (2012), endeavored to develop competency framework for
Indian service sectors. The author eludes empirical studies in banking and financial
sector where in providing apt customer satisfaction is considered as a function of
behavior displayed by the employees. Since the study was only based on secondary
data, it created a deficit of primary data to support its line of argument.
Chouhan, V.S & Srivastava, Dr. S (2012), through their study highlighted two
corporate cases for competencies and competency modeling, one of which was for
Pantaloons Retail India Pvt ltd and second was for Maruti Suzuki. With their study,
they concluded that competency modeling is heart of any competency based Human
Resource Application. It can be utilized as a viable tool that can be used by Human
Resource Department to attract and retain skilled workers and to meet other
requirements of the job.
2.3 Competency Based Human Resource Management
Sparrow, P (1995), succinct through a huge literature study that there are claimed
benefits of competency based HR to the organizations like: -
a) Improved recruitment and selection process, through focus on required
competencies.
b) Improved individual and organizational career development
c) Improved performance management system due to right assessment of focused
competencies.
d) Enhanced communication on strategic and HR issues through a common
language of competency.
According to a 1996 American Compensation Association (ACA) study
focusing on competency applications in HR, which elaborated that organizations are
37
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using competencies to integrate selection, training, appraisal, and compensation. They
investigated various uses of competencies linked with HR subsystems like: -
• In staffing, competencies are used to select and fill a vacancy.
• In training and development, competencies are used to identify and close the
gaps in individual capabilities.
• In performance management, competencies were used for financial and
positional appraisals
• In compensation, pay can be defined on the benchmarked competencies used
for the job.
Cook, K.W & Bernthal, P (1998), did a survey in HR Benchmark Group,
Development Dimension International and the results suggested that improved
organizational performance and improvements to the bottom line can occur when
competencies support even a few HR systems.
According to Competency and Emotional intelligence benchmarking survey
(2002), the core use of competencies is done in recruitment and selection, training and
development and performance management process and investigated its major
disadvantage being consumes more time and finances as compared to traditional
process.
According to a report published by Corporate Leadership Council (2002), on
competency and its use in HR function, highlighted the potential difficulty in
implementing competency based HR like agreeing on the weight and relevance of
competency of each job in a business environment, orienting the employees with
competency centric culture and aligning competency with people’s action and job.
Shermon, Dr G. (2004), author Competency Based HRM – A strategic resource for
competency mapping, assessment and development centers emphasizes the necessity to
conceptualize and build competencies for organizational future. According to the author
competency based HRM serves as a linking pin people and process success. Author
underlined the importance of competency based HRM applications viz
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Literature Review
competency linked pay, competency linked induction, competency based PMS,
competency based recruitment and selection, competency based reward, competency
based assessment and development center, competency based career and succession
planning. The impact of all process enhances organizational effectiveness and helps
build competency centric or culture to achieve desired profitability.
Byham, W.C & Moyer, R.P (2005), monograph stated that competencies serve as
hardihood of majority of HR subsystems. Competency based HRM is a content
validated, cohesive and total system for better selection, promotion, training and
development, performance management, career development, succession planning,
MBO and compensation management. Organizing subsystems and the elements within
them around dimensions/competencies and basing them on the concept that past and
present behavior forecast future behavior leads to more accurate predictions. Behavioral
examples from different sources (such as direct observation and interviews) are related
to the behavior required on the job. This provides an accurate prediction of future job-
related behavior. The elements within a human resource subsystem also benefit from a
systems approach. Because each element in the subsystem can be built around a
common set of dimensions/competencies and rating scales, the entire subsystem
becomes more efficient and effective.
Donzelli et al. (2006), through their research study concluded that linking HR system
by desired competencies would construct the capability of the workforce within the
organization and would also deliver better results.
Ryan, G; Emmerling, R.J & Spencer, L.M (2009), conducted research study that was
initially executed as consulting project and the findings resulted in application to human
resource practices of each organization. The research had two study areas, the former
was associated with empirical literature related to practicality and validity of emotional,
social and cognitive competencies with the organization and the later was validating the
competency model, using data extracted from two different European samples. The
study evinces that, this competency models can be applied for identification, selection
and development of talent and could be of competitive edge to achieve better results.
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Literature Review
Kumari, A & Sita, V (2010), observed that the Indian companies have realized the
importance of human assets and have started using competency approach towards the
human resource management to improve the quality human resources, generating trust
& learning, result oriented, empowering employees, analyzing training & development
needs, rating the employees, increased satisfaction, increased productivity and
strengthening employee engagements has started among the employees and employers.
Khandwala, P (2004); Rao, M.K & Palo, S.B (2013), in their research insight
mentioned that there has been no large-scale study conducted in India that measures the
usage of application of competency based HR frameworks. Most of the experiences and
studies conducted so far are conceptual in nature and are limited to identify competency
for different positions.
Audenaert, M; Buyens, D & Desmidt, S (2014), concluded that amalgamation of HR
planning with business planning is supported by competency mapping. It allows
assessing the current competency of the human capital needed to achieve organizational
goal. The competency based HRM depends on four different verticals within the
organization viz 1. Vertical Alignment, 2. Internal Alignment, 3. Alignment of line
managers and 4. Alignment of employees. Considering these verticals and drivers of
effectiveness, a systematic competency model was developed.
2.3.1 Competency Based Recruitment and Selection / Talent Acquisition: -
Boam, R & Sparrow, P (1992), emphasized that the practice of matching managers
to different business life-cycle situations has been evident in the competency area. This
leads effective recruitment and selection process in the organization. The defined
strategic triggers where in managers can consider skill and competency of the job
incumbent.
Spencer, L.M & Spencer, S.M (1993), emphasized that aligning employee
competency with job requirement can be motivating factor for employee and
organization performance and can lead satisfaction as well.
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Literature Review
Rowe, C (1995), in the article gives clear distinction for the words competence and
competency and argues that competency model has majorly three applications like
recruitment, skill assessment and development. It acknowledges the use of competency
model like MCI standards to measure skill assessment and discuss about behavior
inventories which focus on how people react and can be graded in relation to
recruitment and staff development.
Anna Carroll and Judith McCrackin (1998) suggested that many organizations are
participating in the competency act and are selecting employees against a benchmark
of performance for evaluating success of the organization. The article explained
rationale of competency based strategies for selection and development of employees
that possess a skill to perform a job.
Ozcelik, G & Ferman, M (2006), in their research examined the potency of
competency based approach as blueprint of strategic human resource to promote
expected set of skills, roles and behavior within the organization. Also, they researched
on potential challenges faced during implementation of competency based human
resource with reference to cultural context of home country national and host country
national. Their research is available as a case study for a FMCG company in Turkey.
They concluded that, properly designed, competency based approach is a process to
enhance the selection, development, promotion and reward system to meet individual
and organizational profitability.
Draganidis F, & Mentzas G (2006), researched on features of 22 competency
management and 18 learning management systems. Key finding of their work indicated
that the areas of open standard (XML, web services, RDF), semantic technologies
(ontologies and the semantic web) and portals with self‐service technologies are going
to play a significant part in the evolution of Competency Management systems. Also,
they concluded that when comparison of the candidate is done with the requirement of
job, best candidate can be identified and competency gap can be framed based on new
hire learning plan.
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Literature Review
Mullins, S.H (2010), devised that competency based interviewing and screening
techniques are the best used techniques in employee selection process, also competency
based assessment Approach is best to check the suitability of candidates with the job
requirements.
2.3.2 Competency Based Training and Development
Zemke, R (1982), developed a strategic system model based on competencies for
improving performance in organizations and provided many directions for the steps
which must be followed to arrive at competency-based training processes.
Blank, W.E (1982), helped developed effective competency based packages for
education and training. It mainly involved instructing the trainer, how to develop a
focused trainee outcome and elaborative competency based training.
Norton, R.E (1987), has researched a considerable segment of competency based
training, wherein he believed that participants in the course should learn in an
environment that duplicates or simulates work. He established various benefits of
competency based training like participants gauge confidence as they succeed in
mastering specific competencies required in performance of their job, the attendance
get a transcript of the competencies they have achieved, gives better evaluation and
understand of specific job.
Norton R.E (1987), Delker P .V (1990), Foyster J. (1990), modeled competency
based training and development process self-paced, mastering knowledge and skill,
methodological and scientifically drafted learning process which helps the participant
to acquire essential competencies required to perform a job satisfactorily.
Harris R., Hobart B., (1995) discusses the history, challenges, implication and
implementation of competency based training and education in Australia and another
international environment.
Fletcher, S (1997), in their book explained about different phases of development of
competency based training, from trainer point of view. It uses DACUM and functional
analysis as methods for developing standards relevant to training.
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Literature Review
Rothwell (2000), associated context of corporate downsizing and its consequent impact
on succession programs. He carried out multiple case study research to emerge a seven-
step model and to deduce its linkages to affluent succession programs in varied
organization. Established career practitioner can help individual develop a clear purpose
and goal identity and can convey potential competencies for development.
Saur, Damodar & Dan, Abhik (2001) undertook a survey to identify training needs
(TNI) for four categories namely field sales officer, divisional office-in-charge,
frontline operations officers and operation location head of employees working in Oil
Company in four states of eastern India. Substantial findings of the study included,
existing competencies of the employee were lower than the desired level of
competencies which created a competency gap. This deficiency or competency gap can
be made good through proper training and development programmes for critical factors
affecting the job.
Klett (2010), in her research contends web based competency management would
promote the allocation of job descriptions, competency definitions to a specific task or
a job. The researcher presented a robust argument for alignment between managing
learning, performance and ability.
The researcher confirms that traditional process of human resources management does
not give strategic input to the business, which is not in benefaction of organizational
goal. These predicaments can be resolved by application of competency based approach
to HRM. This would particularly involve competency based training and development
and learning management.
2.3.3 Competency Based Performance Management System
Suri & Vohra (2003), defined co-relation between competency and performance
management, by use of various psychometric test MBTI, MAP, Thomas DISC and
KIEI. They concluded that there exists a notable relation between competencies used
for recruiting an employee with the optimal performance.
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Literature Review
Dhananjay, G (2005), described that no two organization can have same competency
framework, even in a single organization the framework may vary from time to time.
Competency framework forms DNA of success. The research applied use of
competency mapping by introducing skill appraisal in performance appraisal.
2.3.4 Competency Based Compensation Management.
Cofsky, Kathryn M (1993), examined that a performance oriented compensation
strategy derived from competencies, is highly effective if rightly aligned with
organization’s structure, work culture and goals.
Tucker, S.A (1994) investigated that Competency-based pay combined with a broad-
banding approach is one of the most powerful and effective compensation strategies
available to organizations today. The approach had an ability to drive performance in a
change-oriented environment.
Ledford, G.E (1995), elaborated that stupendous increase will be seen in
experimenting competency based pay for knowledge workers. He defined eight
dimensions necessary for designing a pay plan which are as under: -
1) Defining competency as narrow competencies {limited to a particular business
unit} or generic competencies {applied to all employees of the organization}
2) Pay plan emphasizing on existing competencies {fringing skill and knowledge
that are familiar to the organization} or novel competencies
{encompassing new skills that organization formerly did not value}
3) Defining competencies from top – down approach {competencies should be
defined by organizational needs and not the work pattern} to bottom -up
approach {competencies that employee use to do a job}
4) Categorizing competencies as complex and precise {traditional approach to
compensation} or elegant or nimble {Strategic approach to compensation}.
5) Making competencies easily observable {such as operating machines, cleaning
device etc.} or abstract {creating a brochure, defining quality assurance
parameters etc.}.
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6) Competencies having enduring value {having long lives and are stable} or
temporary value {short lives}.
7) Pay plan focusing on permanent annuity {such as base pay increase} or
onetime bonus to appraise acquisition of a particular competencies.
8) Competencies having market face value or strategic value.
Stark, M.J, Luther W., Valvano S. (1996), studied a case on 230 employees of Jaguar
Cars who did not have customer centric approach as their top priority, which changed
to the opposite dramatically on implementation of competency based pay. The
employees carried polished attitude customer service and performance evaluation.
Jahja, H and Kleiner Brain (1997), concluded on effective use of competency based
pay in manufacturing and service sector, giving an absolute comparison between the
same.
Adam (1999) conducted a survey on competency based reward systems for
organizations and accomplished the following results: -
• 76% organizations used competency-based pay to design grading structure.
• 80 % organizations used competency based pay to govern and regulate
promotions
• 88 % organization used competencies based pay to determine pay hikes and
descends
• 56% organization used competencies based pay to bifurcate pay shares
Brown and Armstrong (1999) defined competency based pay and divide the practical
implication into two cadres mainly: -
a) Job focused process- Which makes uses of competencies wholly or partly to
evaluate as to evaluate the current job being performed.
b) People focused process- that links individual pay to level of competency
displayed
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Literature Review
In their research, they also defined competency based pay and competency related pay,
where in competency based pay was a more systematic approach as it catered to both
input and output of the job.
Homan (2000), in an Industrial Society survey conducted in 1998, found that a third of
employers had a Competency-based pay system or had plans to introduce one within
the following 12 months. He described competency-based pay as a means by which
‘pay and recognition are used to communicate vision and values to employees and to
reinforce desired behavior and performance.
Suff, P. (2001), confirms that most competency-based pay arrangements could equally
be described as contribution-related process. The holistic approach of competency
based pay eliminates problems like: -
o Difficulties in setting measurable performance targets for qualitative factors
o Difficulties in converting variable performance against a range of targets into a
single assessment rating
o Problems in taking into account factors outside of the individual’s control in
the achievement of targets
o Manipulation of the system by employees to ensure that they receive high
levels of performance pay
o Adverse impact on team work objectives.
The same research also suggested that the following benefits of implementing
competency based pay: -
o Lead to a focus on the totality of the job rather than just what is accomplished
Provide a framework for salary progression where promotion opportunities are
limited
o Provide a link between reward strategy and overall corporate objectives.
2.3.5 Competency Based Career and Succession Planning
Kemp L. (2000), recommended competency as fixing factor for human resource
development. The researcher highlighted that employee development which is
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Literature Review
competency based and serves as a planned response for overall productivity. The
concept can be grounded with career planning and succession planning.
Fitz-enz J (2001), solicited that competencies are precursors and requirements of next
level of preparedness, which can be bench strength or succession, indicating
competencies as key factor for succession planning. The most important competitive
advantage HR can offer is the ability to reliably select employees with competencies
that predict superior performance, and continually (re)skill, motivate, and reward them
to sustain performance at their highest level of competence.
Rooprai, Y K (2008), has highlighted business process focus and objectivity as main
benefits of applying competency based HR Systems. The research aimed at describing
the effects of competency mapping in career development of personnel. Competency
mapping will help the career coach to provide right direction to the individual for career
development.
Literature Review
Section 2 B
Study Relevant to HR and Competency Mapping In Pharmaceutical
Industry
Section 2 B Study Relevant to HR and Competency Mapping In
Pharmaceutical Industry
2.4 Competency Mapping in Pharmaceutical Industry 48
2.5 Pharmaceutical Industry and Contemporary Practices 50
2.6 Sales In Pharmaceutical Industry- With Prospective of HR Function 52
2.7
Competency Mapping of Sales Professional, Sales Competency Models and
Frameworks
53
2.8 HR practices in Pharmaceutical Industry and related Studies In India 60
2.S Summary of Chapter 62
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Literature Review
2.4 Competency Mapping in Pharmaceutical Industry.
Based on the literature insights the following studies have made an evident contribution
in the field of competency mapping with reference to pharmaceutical industry across
the globe. After meticulous investigation of the following research study, it added a
noticeable value to current study to derive results implicating competencies as an
indicator of performance.
Seong Kook Kim, Ji-Sook Hong {2005}, investigated competencies lead to
performance, with reference to salesperson in Korean Pharmaceutical Industry. The
research study advocated that the sales persons in Korean pharmaceutical industry must
have three central competency dimensions viz motives and traits, self-concepts,
knowledge and skill. They used Spencer and Spencer’s {1993} iceberg model which
suggested competencies for every dimension as per the table displayed below: -
Model Dimensions Competency
Sales Competency Model
Motive and Traits
Impact and Influencing
Achievement Orientation
Analytical thinking
Initiative and Persistence
Problem Solving
Self-Concepts
Flexibility
Self Confidence
Self-Control
Knowledge and Skill
Aligning Consumer/
Supplier Strategic
Objectives
Engaging in Self Appraisal
Continuous Learning
Table 2.1 – Sales Competency Model {Source - Spencer and Spencer’s {1993} Iceberg
Model, to show relationship between competencies and performance.}
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The research study was divided into grouped hypothesis the former dealt with each type
of competencies and later indicating moderating factors in relationship between
competencies and performance using leader member exchange theory.
Results and discussion were derived using data collected from 457 salespersons from 5
different Korean Pharmaceutical industries to support the research model. The study
suggested that two out of three dimensions viz motives and traits, and self-concepts had
positive affiliation to human performance, while knowledge and skill can be subjected
to training and development interventions to achieve better results. Also, the quality of
leader member exchange moderates the relationship between self-concepts and
performance, as well as between knowledge skill and performance.
Vazirani Nitin (2007), determined best HR practices, while surveying ten
pharmaceutical companies in India namely HR and Strategic plans, organization
climate, training and development, performance management system. According to the
research these were the best practices for motivation of employee.
Ruzicic and Danner (2007), reported in their study that sales model in the
pharmaceutical industry is undergoing major changes, and sales force effectiveness
replaces the traditional ‘size sells paradigm’. They conducted a quantitative approach
based on interactive survey and found that companies’ due to the changing trend are
being forced to optimize both their bottom and top line sales. There are no major silver
bullets left with the pharmaceutical companies to increase the sales force effectiveness.
The industry is preparing itself for implementing innovation sales model to gain
profitability.
Mulki .et. Al (2007) in their study has reported the relationship between lone wolf
tendencies and task and contextual performance, job satisfaction, and turnover
intentions with a sample of 331 pharmaceutical sale people. Results reveal that lone
wolf tendencies lead to a lower contextual performance as represented by the
dimensions of helping, courtesy, and sportsmanship. Task performance gets
subsequently reduced. Ultimately, turnover intentions are higher based on lower job
satisfaction of salespeople with lone wolf tendencies.
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Literature Review
Mukhopadhyay.R (2007) in his research has reported a proposition for effective
pharma selling. The study concentrates on effective pharmaceutical selling and its
implementation in the market. According to his findings, pharmaceutical selling has
gained immense momentum in the recent years leading to brand promotion through
personalized communication.
S.V. Sreedevi (2013), carried out research study with a view to measure the competency
and competency level of employees in each department of pharmaceutical industry in
Chennai. The study comprised of six behavioral traits namely adaptability, action
orientation, innovation, quality orientation, client focus and building trust. The data was
collected using convenient sampling method for 100 employees working in
pharmaceutical industry in Chennai. The data was analyzed using Chi Square Test,
which helped in identification of actual competencies and desired competencies giving
the potential gap of the performance and helping to frame a suitable model to rectify
the potential gap.
2.5 Pharmaceutical Industry and Contemporary Practices
Huselid (1995) has discovered that employee retention has become a major challenge
for HR executives all over the pharmaceuticals industry. Organizations embarking on
talent management need to review their current HR practices. The “war for talent‟ has
focused on acquiring and retaining the best.
Deng, Lev, & Narin (1997) and Rigby, Gruver, & James (2009) have emphasized
the importance of talent in the pharmaceutical sector. Scientific talent is vital for the
innovative potential of a pharmaceutical company and innovative talent is considered
especially valuable in turbulent times
Gilbert, Henske & Singh (2003), concluded that pharmaceutical industry has been
slow to reciprocate the industrial challenge as long development cycles tend to hide
costs and divorce answerability from action. This industry is relatively late adopter of
human resource activities and they believe in hiring from within, which deprives them
from outbound exposure.
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Literature Review
Gilbert et al (2003), concluded that as the compound losses patent protection, the
market becomes less favorable for investment, due to availability of generics.
Raidolska, Scott, & Oliver (2005), believed that pharmaceutical company must
closely work with government agencies to comply with promotion and development
regulations, to gain trust of the market.
Davidson & Greblov (2005),
increases with any innovation
related to a product.
researched that prices of pharmaceutical products
like good clinical practice, regulatory practice etc.
Steiner et al (2007), Shohet (2013), emphasized that because of many strategic
changes in the pharmaceutical sector, industry requires pool of talented people with
definite skill set that enable them to work in joint venture, create strategic alliance,
manage cross border communication and work across different cultures and divisions
Buxton (2010), Garavan (2012) identified that pharmaceutical industry is industry that
needs ardently needs a human resource function in this changing and regressing
environment.
Hunt et al (2011) stipulated that Increasing pressures from government and regulatory
agencies have forced companies to re-evaluate their product pipelines in terms of value
delivered (Hunt et al., 2011) and indications for future development. Also, companies
are forced to reduce the cost of drugs and in-corporate trendy restructuring. In contempt
of large mergers among big pharmaceutical companies, the industry is turning more
explode with highly specialized companies producing generics entering the markets.
Stirling (2011), pharmaceutical industry is facing reputation issues reflected in the
strong increase in legal settlements for violation of laws, such as promotion of drugs
outside its licensed area.
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2.6 Sales in Pharmaceutical Industry – With Perspective of HR Functions.
Orlitzky (2007) suggested that recruitment of high potentials employee is part of the
overall talent management system of the company and comprises those practices and
activities carried out by the organization with the purpose of identifying and attracting
potential employees based on suitable competencies.
McGuire (2007) in his report has given the neoteric development in hiring new sales
representatives. Newly hired pharmaceutical sales representatives can expect to receive
an average of 184 training hours during their first year on the job. A study from firm
Cutting Edge Research found that Self-study activities accounts for 19% of training
while field based training accounts for 17%. Companies included in the study were
Bayer, Connetics, Daiichi Sankyo, Wyeth, Pfizer, Forest Labs, Genzyme, Gilead
Sciences, Orientare, Solvay and UCB Pharma.
Shaw (2007) in their study proved that a minority of pharmaceutical sales
representatives show consistently higher sales than the rest of the field force. In a study,
the top representatives were found to be successful not just because of higher call rates
or superior product knowledge, but also do to customer centric approach. Their success
could be attributed to their belief, their flexibility and their interpersonal skills, language
and behavior, and technical skills. These factors can all be improved by appropriate
training of managers and representatives.
Malik & Naeem (2009), conducted a research on 350 sales professionals in Pakistan,
to understand the factors of motivation. They concluded that the three major factors for
motivation included fringe benefits, job security and promotional opportunities.
Sultana M.S, Dr Manivannan L, Dr. Pillai M.K (2010), conducted a study to
understand the training requirements of Pharmaceutical Sales Representative that can
augment them to meet the competitive drug market, and to withstand the competition.
The study approached imparting at divulging the current methods and goes on to
suggest the changes or improvements that need to be made to face the challenges. The
study was done on 410 Pharmaceutical sales Representatives from Erode district. The
study revealed that stress relief training and increasing the duration
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Literature Review
of the training were ranked at the first and second position as far as areas in training is
required.
2.7 Competency Mapping of Sales Professional and Sales Competency
Models/Frameworks: -
Ryan A.B & Weinberg C.B (1979) will investigating limited evidences concluded that
territory potential and geographical concentration has much more impact on sales
performance than measure of workload. They also concluded that territory allocation
and management has a significant impact on sales performance.
Barton A. Weitz (1981), discovered a new approach for research on effectiveness in
sales interactions is proposed. This approach was based on considering the moderating
effect of the salesperson's resources, the customer's buying task, and the customer-
salesperson relationship. A contingency framework is presented and research directions
related to the framework are suggested with reference to sales competencies and sales
behavior.
Dubinsky, A; & Ingram, T. (1983) described what personal characteristics and
performance dimensions are important in determining who is promoted to first-line
sales management positions? This research question concerns those who aspire to sales
management positions, as well as managers who are involved in the first-line sales
management process. Despite the significance of the topic, virtually no published
research has examined this issue. This paper reports the results of a nationwide survey
of senior-level sales executives that focused on criteria that are important in the
selection of first-line managers.
Churchill & et. al. (1985), in the seminal research paper performed Meta-analysis,
where in author gauged association between the performance and the determinants of
the performance. The author established six categories which were direct determinants
of sales performance defined as role perceptions, aptitude, skill level, motivation,
personal factors and organizational and environmental factors. Personal factor was
concluded as the most significant determinant for the sales performance.
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Literature Review
Babakus et al. (1996); Flaherty & Pappas (2004), mentioned in their research work,
Sales performance can also be defined in the form of increasing market share, reaching
planned sales volumes, increasing sales revenues and selling high profit margin
products.
Vinchur, A. J & et. Al (1998), researched using Schmidt Hunter Approach to meta-
analysis. The author had successfully established relationship between predictors or
criterion taxonomy with job performances of sales personnel. Predictors of the study
was divided into three groups viz the big five personality dimensions, big five sub
dimensions affiliations, potency, achievement, and dependability from Hough Model,
and other predictors like cognitive ability, mental ability, verbal ability, quantitative
ability, sales ability etc. The results of the meta-analysis were useful in increasing the
incremental validity of predictors’ batteries for the sales job.
Heiman et.al (1998), in their research investigated that sales funnel enables the
manager to evaluate the current sales situation and the sales strategy. They strongly
argued that this overall process of evaluation would enable a sales manager to detect
problems which are linked to competencies like sales skill, time and territory
management. They highlighted that time and territory management is the competency
which would help in increasing conversion ratio and evened the unbalanced
opportunities at each stage reflecting effective sales performance.
Del Vecchio, S. K. (1998), tested the proposals of Leader–Member Exchange by
examining the exchange of manager contributions (allowing the salesperson more
operating freedom or latitude) and those of the salesperson. Data were obtained from
surveys completed by 155 sales manager-salesperson dyads employed by
manufacturing firms. Results show that while the receipt of managerial latitude had a
direct effect on the salesperson's evaluation of the working relationship, the
salesperson's contributions also played a part. Managers allowed more latitude to
salespeople who are more competent and loyal. It is concluded that these exchanges
(latitude for competency and loyalty) and the quality of the salesperson– manager
relationship may be especially important when the sales task requires adaptive selling
behaviors.
55
Literature Review
William D. Perreault and Edmund Jerome McCarthy (1999) concluded that
consultative selling helps in better identification of individual customer needs before
closing the sales deal. It channelizes the customer to get customized solutions and helps
the sales person to easily drag the customer to close the sales deal.
Sanghi. S (2000), in her book depicted the competency model for sales associates,
explained tabular as under. The competency revolved around aspects of personality,
ability, knowledge and skill.
56
Literature Review
Figure 2.2: - Competency Model for Sales Associate {Source: - Seema Sanghi –
The handbook of competency mapping – Understanding, Designing and implementing
competency models in Organizations, 22-24}
Gonul & et. al. (2001), through meritorious study, established a relationship between
the number for visit by a sales representative and the drugs prescribed by the physician.
The author highlighted the term promotional fatigue, if the number of visits of the sales
representative was more and the information relative to the drug was not detailed as per
the time consumed during the interaction. He concluded that too lengthy sales calls
without accurate detailing of the product would have a negative impact on the number
of time the physician would prescribe the concern drug.
Ulaga & Chacour, (2001); Walter, Ritter, & Gemünden, (2001), discussed Customer
value creation is interpreted by respondents as the ability to solve customer problems
by means of better knowledge and a broader perspective of the market, which allow
companies to make better decisions and innovate. Marketing–Sales integration emerges
as a company key capability contributing to the generation of customer value. These
findings broaden general definitions of customer value such as the customer's
perceptions of the benefits enjoyed versus costs incurred in buying products or, more
simply, what you get for what you pay.
Baldauf, A et al. (2002), tested the effects of moderators of sales persons' behavior
performance, sales person outcome performance and sales organization effectiveness.
They found that the self-perception of salespersons with respect to specific sales skills
and behavior was positively related to each of the variables like technical knowledge,
sales planning and adaptive selling.
57
Literature Review
Injazz J. Chen and Karen Popovich (2003), being relationship oriented is becoming
of more interest by organizations, because these organizations can improve their
customer acquisition and retention plans. Thereby they create more loyal and satisfied
customers which results in better organizational results in the short term and long term.
Their research concludes relationship building as an essential competency for sales
professional for better performance.
Gerald L. Manning and Barry L. Reece (2007) described consultative selling skill as
probing competency for communication between sales professional and the consumers.
Lucian Creusa and Cristina Dima (2007) in their research essay explained the
concept of competency and how competency is linked to performance and one ‘s career
development. The authors also consider some models of competency mapping and
appraisal tools for performance management.
Verbeke & et. al. (2008), through his research tried to investigate how the combination
of general mental ability and specific skill and capabilities helps a sales person to
Achieve specific sales target. He depicted that when general mental ability combined
with social competence can help in deriving the outcomes in terms of sales target. The
author presented strong evidence implying that with high general mental ability and
high social competence the sales performance is also high. Inversely with high general
mental ability and low social competence, the sales performance is also low. The author
discovered that sales professional with high general mental ability with poor skill sets
can be the worst performers of the firm.
Dawn R. Deeter-Schmelz & et. al. (2008), emphasized on investigating traits and
performance characteristics of effective sales professionals. The author identified three
primary elements for effective discharge of duty, those being open communication,
listening skills and effective feedback that served as an antecedent to self-efficacy,
while elements like customer relationship development, representative job performance
and satisfaction with the sales process is an outcome variable. The study aimed to
investigate and validate key sets of construct and relationships with reference to sales
management effectiveness.
58
Literature Review
Ghazaleh M.A & Mohammad H.G (2009) examined effects of selling strategies on
sales performance of the organization. The paper investigated how selling strategies
impact sales performance in the literature and subsequently statistical evidence was
presented for the same using case study method. The findings of this study distinctly
show that managers' perception of the adoption of strategies on the part of the selling
firm is associated with the adoption of some specific classes of behaviors (i.e. customer‐
oriented selling, adaptive selling, and relational strategy) which can contribute to the
creation of strong and long‐lasting positive relationships with customers. The study also
emphasizes on the role of developing effective selling strategies to improve sales
performance and one of the important competencies suiting this scenario was found to
be strategic sales planning.
Asiegbu, I.F. (2009), established that competence management activities like sales
force competence analysis, sales force competence development, and sales force
competence evaluation significantly affect performance measures viz sales growth,
sales volume, and profitability.
To model an outstanding sales performance, researchers performed content analysis of
the surveys from 1977-1983 and tabulated the sales trait and its occurring frequency as
mentioned below: -
Figure 2.3: - Sales competencies deserved by customers
{Source – Sanghi Seema, The handbook of competency mapping – Understanding,
Designing and implementing competency models in Organizations, 103 to 107}
59
Literature Review
By referring the above model, Larry Craft (2014), analyzed the most successful sales
people in the insurance sector. By using personality profile questionnaire, he analyzed
competency of top rated sales performance which were emotional intensity,
intuitiveness and assertiveness. Top rated performers were given the tag of “High Ego
Drive”.
Basir, M.S. & et. al. (2010), in their study investigated four dimensions for sales
performance viz salesmanship skills, product and technical skills, interpersonal skill
and marketing skills. The result concluded that effective sales performance was not due
to good salesmanship skill, but was due to the presence of good product and technical
knowledge. Thus, product and technical knowledge had a significant impact on sales
performance.
Christopher H. Lovelock and Jochen Wirtz (2011) successfully investigated use of
consultative selling skill in providing better service management and technical solutions
to customer to deliver highest level of satisfaction for their problems.
Lynette Ryals and Javier Marcos (2012) researched a confirmed growing trend, that
sales person must possess commercial skills and capabilities in order to engage the
customer in business. They top rated competency in this class was business acumen
which illustrated that customers want sales persons to act as a business consultant and
demonstrate a funneled understanding of their own organizational context and provide
value added solutions to the problems catered. The study summarized clear implication
of use of commercial skill and capability of sales professionals on recruitment, training
and development and performance management process.
Sisakhati R., Association of Talent Development (2015), formerly known as ASTD, did
a comprehensive research and updated their World Class Sales Competency Model (2008)
to New world class sales competency model. The new model like the original one
represented Foundational competency for sales force that is unique to each role. The model
is a threefold competency framework comprising of: -
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Literature Review
a) Sales force: - Who are in direct connect with stakeholders
b) Sales Management and Leadership: - Who are responsible for strategic
planning and thinking
c) Sales Enablement: - Who equips the sales force with necessary tools to
achieve business results.
The model included evolving sales practice and emerging trends like new account
acquisition, account development and retention, partner sales support, sales team
management, sales talent development. The model provided with end to end sales talent
management efforts like coaching, talent development solutions, impact assessment,
career planning and development and talent acquisition.
2.8 HR practices in Pharmaceutical Industry and related studies in India.
Vazirani Nitin (2007), in his working paper series surveyed top 10 pharmaceutical
companies, to identify HR best practices and are in practical use. 70% of the evaluation
was on quantifiable terms while 30% was for competencies like integrity, leadership,
creativity etc. The overall research focused on focuses on the development of action
plans {Human Resource plan} with respect to strategic role played by the HR in
Planning for the resources, how appraisals are linked with career development, reward
and recognition which ultimately shows the level of trust and communication in the
employees.
Bagul, D.B (2008), conducted research “The study of human resource
development practices performed in pharmaceutical industries in and around
Pune “affiliated to university of Pune, surveyed 12 pharmaceutical companies, 7 direct
manufacturers, 2 third party manufacturer and 3 loan licensed manufacturer to
understand the structure of human resource processes. The survey consisted of 38
statements relevant with sub functions of HR like manpower planning, recruitment and
selection, placement and induction training, human resource information system,
performance appraisal, job and career development training. The researcher discovered
that proper function of this HR sub systems in highly analogous to productivity of the
organization.
61
Literature Review
Dewan, A. (2010), conducted research “Performance Management of sales personnel
in the pharmaceutical industry” affiliated to Maharshi Dayanand University, surveyed
90 employees of 3 major pharmaceutical companies viz Ranbaxy Ltd, Glaxo Smith
Kline ltd and Cipla Ltd, to measure the satisfaction of performance management system
within the employees.
Goyal, R. (2012), conducted research “A study of human resource practices and
their impact on employee’s job satisfaction and organizational commitment in
selected pharmaceuticals” affiliated to Suresh Gyan Vihar University, contemplated
6 pharmaceutical companies around Jaipur with a sample size of 184, to capsulized
factors like procurement and development, employee benefits and schemes, promotions
and transfers and exit policies. It measured the impact of HR processes on job
satisfaction and organizational commitment.
Dave, P. (2012), conducted research “Talent management and retention strategies
with special reference to pharmaceutical industry” affiliated to Suresh Gyan Vihar
University, field surveyed 200 employees out of which 25 employees serving at top
management level, 50 serving at middle management level and 125 serving at grass root
level to study and identify potential talent management and retention strategies for
pharmaceutical industry in state of Rajasthan. The researcher studied employer and
employee involvement for talent management and retention process and its impact in
organizational effectiveness.
Shah, C. (2016), conducted research “Competency Mapping and its impact on
Organization Effectiveness with special reference to sales staff of Pharmaceutical
industry of Ahmedabad region” affiliated to Gujarat Technological University, studied
8 competency groups and 6 factors of organizational effectiveness for sales professional
in pharmaceutical industry of Ahmedabad city. The study depicted the evidence of co-
relation between competencies and organizational effectiveness. The research was
carried out surveying 76 statement questionnaires to 350 respondents accurately
analyzing the current level of competency, desired level of competency and the
competency gap. The study concluded that a competency of sales staff has a significant
impact on organizational effectiveness.
62
Literature Review
2. S Summary of Chapter: -
The chapter exhibited detail orientation of literature regarding competency, competency
mapping, competency based human resource management systems and subsystems and
Human Resource trends in pharmaceutical industry. The chapter also enlightened sales
competency frameworks and models prevalent in different industry in India and abroad.
A holistic view of literature review was done, along all verticals, spanned in different
years arranged chronologically, to get idea of development of related concepts
overtime. Comprehensive studies were done referring national and international
journals, books, reports and surveys, registered thesis and dissertations, working papers
and related articles to evolve the research gap and establish scientific base for the
current research study.
CHAPTER – 3
RESEARCH METHODOLOGY
AND MODEL
Research Methodology and Model
CHAPTER – 3
RESEARCH METHODOLOGY AND MODEL
3 Research Methodology and Model 63-107
3.P Prelude 63
Section 3 A Research Design
3.1 Research Gap 64
3.2 Rationale of the study and Problem Statement 65
3.3 Purpose of Research Study 65
3.4 Scope of Research Study 67
3.5 Significance of Research Study 67
3.6 Research Objective 68
3.7 Research Design 69
3.7.1 Type of Research 69
3.7.2 Sample Population and Sample Size 70
3.7.3 Sampling Method 71
Section 3 B Pilot Study
3.8 Background of Pilot Study 72
3.9 Objective of Pilot Study 72
3.10 Consideration In Pilot Study Research Design 72
3.11 Research Variables 73
3.11.1 Dependent Variables 73
3.11.2 Independent Variables 74
3.12 Data Collection Tool – Questionnaire 78
3.13 Validity of Data Collection Instrument 80
3.13.1 Face Validity 80
3.13.2 Content Validity 80
3.13.2.1 Item - Content Validity Index 81
3.13.2.2 Scale - Content Validity Index 81
3.13.3 Confidence Interval Test 82
3.14 Reliability of Questionnaire (Cronbach's Alpha) 91
Section 3 C Hypothesis Formulation and Statistical Tool
3.15 Hypothesized Model 92
3.16 Hypothesis Formulation 93
3.16.1 Hypothesis 1 and Sub Hypothesis 93
3.16.2 Hypothesis 2 and Sub Hypothesis 95
3.16.3 Hypothesis 3 and Sub Hypothesis 97
3.16.4 Hypothesis 4 and Sub Hypothesis 99
3.16.5 Hypothesis 5 and Sub Hypothesis 101
3.17 Statistical Tool for Analysis 105
3.17.1 MANOVA 105
3.17.2 Protocol for Conducting MANOVA 105
3.S Summary of Chapter 107
Research Methodology and Model
3. P Prelude: -
This chapter includes three sections
SECTION 3A - Research Design
The section refers to the overall strategy that is chosen to integrate the different components of
the study in a coherent and logical way, thereby; ensuring ways effectively to address the
research problem. The section is a blueprint of role and scheme of the current study which
includes all elements of conceptual research design.
SECTION 3B - Pilot Study
This section consists of preliminary study conducted to evaluate feasibility, time and affect size
(statistical variability) to predict an appropriate sample size and improve upon the study design
prior to performance of a research study to be conducted.
SECTION 3C - Hypothesis formulation and statistical tool
This section consists of hypothesis formulation after considerate study of the population put to
test. It describes formulation of null hypothesis and alternate hypothesis along with defined sub
hypothesis according to the research design. The section also gives a brief introduction
statistical tool to analyze the data.
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Research Methodology and Model
Section 3 A
Research Design
Section 3 A Research Design
3.1 Research Gap 64
3.2 Rationale of the study and Problem Statement 65
3.3 Purpose of Research Study 65
3.4 Scope of Research Study 67
3.5 Significance of Research Study 67
3.6 Research Objective 68
3.7 Research Design 69
3.7.1 Type of Research 69
3.7.2 Sample Population and Size 70
3.7.3 Sampling Method 71
Research Methodology and Model
3.1 Research Gap: -
After meritorious and exhaustive literature review, it is very well implicit that
competency mapping, competency modeling and competency based human resource
systems have attracted attention of many researchers. Also, different competency for
sales professionals in different sectors, in different geographical vicinity is well defined.
It is evident that competency mapping in Indian context are also practiced by many
organization. However, the literature review so far strongly suggests that there is an
adequate need of sound and scientific research in measuring the impact of this
competency on Human Resource Management and the sub process of human resources
like recruitment and selection, Training and development, performance management,
compensation management, career planning, succession management and so on.
Although Indian companies have adapted this concept, its practical implication is not
apparently visible and it’s not effectively elucidated, which states that there is a critical
need to dissert the same. The diagrammatic representation of research gap is as under:
-
Figure 3.1: - Research Gap Model for Current Study
64
Competency Competency
Framework
Competency
Model
Competency
Based HR
Systems
Recruitment and Selection
Training and Development
Performance Management
Compensation Management
Career and Succession Planning
Practical
Application
Competency Based Management, Culture and Organization
Research Gap
65
Research Methodology and Model
Since competency mapping and competency based human resource systems are
germane issues, and pharmaceutical industry being the most prominent Industry,
focused efforts must be made to measure and evaluate the impact of sales person
competency with the human resource process of the organization. Conducting the
current study, with reference to pharmaceutical industry in Indian context will address
the research gap and will provide a suitable sales competency model.
3.2 Rationale of the Study and Problem Statement: -
The title of the research undertaken is “The study of development of Competency based
Human Resource Systems for sales function in pharma sector”. Researchers are
continuing in the said field in different dimensions, exploring how people and
organizations function and how to get them function better, the major thrust given by
Competency based human resource systems. Consulting Practitioners conduct several
exercises to extract and mention competencies related to a given job and provide
suggestion to implement as a part of their job. The current research is an attempt of
understanding how the role holder and the process holder have the ability to use this
competency when they are conducting human resource functions like recruitment and
selection, training and development, performance management, compensation
management, career planning and succession planning. The state of art of research
outlines significant association of sales competencies on Human resource systems for
pharmaceutical organization in Gujarat, Western India.
3.3 Purpose of the Research Study: -
Human capital serves as most important asset of any organization that delivers products
and services with quality. Competent and motivated employees can ensure eminent
services, make best utilization of the resources, saves cost, execute accurate task on
time and as per benchmarked standards, conduct themselves in a safe way and
contribute both to the efficiency and effectiveness of the company. One of the basic and
ever-changing roles to contribute to profitability of organization is the sales function.
In today’s talent for war the purpose of Competency Based Human Resource
Management system for sales outlined for current research is: -
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Research Methodology and Model
a) To ensure that competent people (with appropriate knowledge, skill and
attitude) are available to man various job, with regards to given sales role.
b) Continuous efforts are made to assess the competence and contributions of the
employees with reference to sales function in and outside the organization.
c) Employee competencies are developed continuously through the training
needs identified from corporate vision and mission.
d) Detailed record of human competencies enables for better functioning of Human
Resource Management systems, and can be used for ready reference as and
when required.
To achieve the above objectives, clear competencies and sub competencies affiliated to
the job description, key result area [KRA] and key performance indicators [KPI] must
be enlisted to perform the task, forms the basis of the research study. A good
competency based human resource management system should have the following
characteristics: -
a) It is based on scientifically outlined job description i.e. roles and
responsibilities and competencies required to perform the job.
b) It provides basic of recruitment, training and development, performance
management, compensation management, career development and succession
planning.
c) It enables CompGen to improve the quality and ensure total quality of its
products through competency based human capital and through inculcating right
attitude and skill in them.
d) It ensures continuous improvements, and cost-effective services on time and
to give at most satisfaction to the clients.
The competency based human resource management system recommended in this study
intends to provide a systematic approach to hiring, training and developing,
performance management systems, compensation management and many other sub
function of the organization, so as to ensure a good match of organizational profitability
and employee competencies, and ensure scientific and systematic development of
business related processes and interventions.
67
Research Methodology and Model
The current research study helps develop Competency based human resource system
that enables in identification, development, retention and appreciation of the best talent
present. This attempt to address one of the biggest challenges identified in today’s
gestating pharma market is attrition of sales professional because of the dynamism,
advance production and penetration of generic and branded drugs.
3.4 Scope of Research Study: -
The intent of the research study is to identify competencies and tasks related to effective
selling of a drug. Hence the scope of research study is limited to sales professional
working in pharmaceutical industry in Gujarat region. The research makes an effort to
divide all tasks in the competency’s and measures its impact on human resource
management process for sales staff in the pharmaceutical sector. The study is carried
out considering the market penetration of generic and branded medicines of
pharmaceutical companies in Gujarat. The study focuses on major competency driver
affecting the performance of HR i.e. Recruitment and selection, training and
development, performance management, compensation management, career and
succession planning. It covers major 10 pharmaceutical companies in Gujarat having
atleast 15 years of operations, more than 5000 employee strength serving across
Gujarat. The sales division of psychiatry, gynecology, cardiovascular health, ocular
health, ENT, neurology, allergy and dermatology, orthopedics, CNS, oncology and
respiratory and general medicines were used for research purpose.
3.5 Significance of the research study: -
Human Resource professional mastering the competencies for any given position will
help themselves as key participants in shaping the organization to deliver the
productivity gains, increased retention and improved performance organizations need.
Competency based human resource management effectively translates strategic vision
into behaviors that deliver desired business goals. Human resource professionals who
have knowledge of competency can tackle critical organizational challenges.
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Research Methodology and Model
The following are some crucial elements that can be addressed with reference to
competency based HRM practices for sales professionals in pharmaceutical industry:
-
a) To clarify the criteria for measuring the sales person’s performance within
the organization and the industry.
b) Help focus on personality, skills and behavior and to identify whether they
are in alignment with organizational goals.
c) Help define a process for talent acquisition in a way that organizations can hire
the best talent at all hierarchical level and recruitment process would be cost
efficient, less time consuming and will ensure that right people are placed at
the right positions.
d) Key performance area can be improved through necessary training and
development programs
e) To define individual development plans; where in a person can prepare
himself thoroughly for a given set of responsibilities.
f) Non-competent area can be addressed specially to define scope of
improvement.
g) The compensation packages can be design for all levels, giving every
competency a weight
h) Reward systems can be linked with competency, to achieve maximum
profitability.
i) Job incumbent can prepare himself with next set of responsibilities, keeping
in mind self-competency.
3.6 Research Objectives: -
The current research study is carried with the aim to: -
a) Identify and enlist various competencies and competency possessed by the sales
professional with reference to pharmaceutical industry.
b) To measure the awareness and adaptability of these competency by the role
holder i.e. sales professional and processes conducted by Human Resource
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Research Methodology and Model
Management in the organization by the process holder i.e. HR professional,
with reference to pharmaceutical industry.
c) To measure the significant impact of the competency on every sub function
human resource management systems in pharmaceutical organizations with
reference to sales function.
i. To understand the ability of pharmaceutical organizations of utilizing
competency while recruitment and selection of sales professional.
ii. To understand the ability of pharmaceutical organizations of utilizing
competency while conducting training and development of sales professional.
iii. To understand the ability of pharmaceutical organizations of utilizing
competency while conducting performance appraisal of sales professional.
iv. To understand the ability of pharmaceutical organizations of utilizing
competency while defining the compensation of sales professional.
v. To understand the ability of pharmaceutical organizations of utilizing
competency while career planning and succession management of sales
professional.
3.7 Research Design: -
The research design serves as a blue print for any research to be conducted in a scientific
and systematic manner. The research design is the overall strategy that is being chosen
to co-relate different components under study to address the research problem in
coherent and logical way.
3.7.1 Type of Research: -
The current study is a specimen of Descriptive research since it involves mapping of
competency of sales professional and measuring its impact on human resource
management system in pharmaceutical industry. The study aims in establishing the
relationship between competency and HRD systems of pharmaceutical organization.
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Research Methodology and Model
3.7.2 Sample Population and Sample Size: -
Population in a research study or statistic includes all members of a defined group that
are used for research study or collecting data that infers results. Researcher uses a
sample which refers to a subset or portion of the population that is representative of the
population from which it was selected.
For the current research study, the population would include all sales professionals and
human resource professional of pharmaceutical industry based in Gujarat. Since the
population size is unknown, the following formula can be used for computing the
sample size: -
Where,
z = standard normal deviation set at 95% confidence level (1.96)
p = percentage picking a choice or response (50% = 0.5)
c = confidence interval (0.05 = ±5)
n = Sample Size = 384.76 = 385 (Rounded whole number, because a fraction of a
person or a thing cannot be sampled).
Thus, 385 employees of pharmaceutical industry (sales and Human resource
department), where used for the research study.
A total of 385 employees working in sales (281) and HR department (104) of the
following pharmaceutical company were sampled for the current research study: -
1) Sun Pharmaceutical Industries Ltd, Vadodara, Gujarat - 1983
2) Alembic Pharmaceutical Ltd, Vadodara, Gujarat- 1907
3) Troikaa Pharmaceuticals Ltd, Ahmedabad, Gujarat-1983
n = Z2 * (p) * (1-p)
c2
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Research Methodology and Model
4) Dishman Pharmaceuticals and Chemicals Pvt Ltd, Ahmedabad, Gujarat-1983
5) Lincoln Pharmaceutical Ltd, Ahmedabad, Gujarat-1979
6) Intas Pharmaceutical Ltd, Ahmedabad, Gujarat-2000
7) Cadila Pharmaceutical Ltd, Ahmedabad, Gujarat-1952
8) Torrent Pharmaceutical Ltd, Ahmedabad, Gujarat-1959
9) Claris Life Science Ltd, Ahmedabad, Gujarat-1994
10) Mark Bioscience Ltd / Amanta Healthcare, Ahmedabad, Gujarat-1998
3.7.3 Sampling Method: -
In the current research, combination of sampling technique viz convenience sampling
and snowball sampling technique. Convenient sampling is specific type of non-
probability sampling that relies on data collection from population member that are
conveniently available to participate in the research study. This method helps to find
rich qualitative data and is a good representation of the population. Snowball sampling
is also a non-probability sampling that is used to identify potential respondent from
current respondents. It doesn’t have any probability involved and can be used when
respondents are hard to locate. In the current study, it was specifically used for extract
data from respondents who were positioned at a senior level in sales and human resource
profile in the pharmaceutical industry.
Research Methodology and Model
72
Section 3 B
Pilot Study
Section 3 B Pilot Study
3.8 Background of Pilot Study 72
3.9 Objective of Pilot Study 72
3.10 Consideration In Pilot Study Research Design 72
3.11 Research Variables 73
3.11.1 Dependent Variables 73
3.11.2 Independent Variables 74
3.12 Data Collection Tool - Questionnaire 78
3.13 Validity of Data Collection Instrument 80
3.13.1 Face Validity 80
3.13.2 Content Validity 80
3.13.2.1 Item - Content Validity Index 81
3.13.2.2 Scale - Content Validity Index 81
3.13.3 Confidence Interval Test 82
3.14 Reliability of Questionnaire (Cronbach's Alpha) 91
Research Methodology and Model
72
3.8 Background of Pilot Study
The pilot study is a maiden step for any research, conducted on a smaller scale in order
to evaluate its feasibility and statistical variability in attempt to visualize the performance
of research study to be conducted. It’s a scientific method to test the design of full
research.
A pilot study was conducted using 50 respondents to measure the validity and reliability
of the questionnaire and to eliminate unwanted statements and parameters in the
questionnaire during actual research study.
3.9 Objectives of Pilot study
The primary objective of pilot study is: -
a) To identify the awareness of different competency those withheld by a job
incumbent in sales profession with reference to pharmaceutical industry.
b) To enlist the competency that is aligned with the sales job description in
pharmaceutical industry
c) To exercise rating of competency for salesperson and measure its impact on
human resource management process followed by the pharmaceutical company.
d) To test for validity and reliability of the data collection instrument for actual
research study.
3.10 Consideration in Pilot Study research design
In the current study, a pilot test was conducted using a questionnaire consisting of eight
competency s extracted from the literature insight on a Likert scale ranging from 1 to 5,
5 being the most appropriate and 1 being the least appropriate. The questionnaire was
administered to and data was collected from fifty sales professionals {inclusive of sales
representatives, therapy representatives, key account managers, sales managers, area
sales managers, medical representatives, territory manager, territory business manager,
zonal sales manager etc.} and HR professionals.
72
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Research Methodology and Model
working with pharmaceutical company based in Gujarat, at all levels of hierarchy. The
reliability score of each competency was calculated using Cronbach’s alpha. The
validity of each competency was calculated by deriving Content Index (I-CVI and S-
CVI) as well as confidence interval test.
3.11 Research Variable
Research variable is anything that has a quantity or quality that varies. Researchers
manipulate one variable to see what happens to other variable since the researcher is
interested to measure changes.
3.11.1 Dependent Variable
The variable in which researcher is interested to measure changes. It is often denoted
by X, and its value depends on the other variable. It is what you measure in an
experiment and what is affected during the experiment. In the current research, it is
aimed at measuring competency specifically catered to sales function in pharmaceutical
industry. The eight-dependent variable are tabulated as under: -
D.V Competency Extracted from Literature Review
X1 = A Business Acumen Lynette J.Ryals and Javier Marcos (2012)
X2 = B
Consultative Selling Skills
Gerald L. Manning & Barry L. Reece (2007)
Christopher H. Lovelock & Jochen Wirtz (2011)
William D. Perreault&Edmund Jerome
McCarthy (1999)
X3 = C
Customer Value Creation
Ulaga, W & Chacour, S (2001)
Walter. A; Ritter. T& Gemunden, H. G Walter
(2001)
X4 = D
Product and Technical
Knowledge
Basir M. Sah; Ahmad S.Z & Kitchen P.J (2010)
Baldauf A; Cravens D.W & Piercy N.F (2001)
Baldauf A. &Cravens, D.W. (2002)
X5 = E Relationship Building Injazz J. Chen & Karen Popovich (2003)
X6 = F Self-Development Lucian Cernusca & et. al. (2008)
X7 = G Strategic Sales Planning Ghazaleh M.A & Mohammad H.G (2009)
X8 = H Time and Territory
Management
Heiman et.al (1998)
Ryan A.B & Weinberg C.B (1979)
Table 3.1: - Competency extracted from literature Review
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Research Methodology and Model
3.11.2 Independent Variable
The variable believed to affect the dependent variable. This is the focused variable that
a researcher can manipulate to show impact assessment of dependent variable. It is often
denoted by Y and its variation does not depend on that of another. It is the variable that
can be changed or controlled in scientific experiment. In the current research study, we
are testing competency based Human Resource Management System. The five-
independent variable are tabulated as under: -
I.V Competency Based Human Resource
System
Extracted from Literature Review
Y1 Competency Based Recruitment and
Selection / Talent Acquisition
Anna Carroll &Judith McCrackin (1998)
Mullins S.H. (2010)
Y2 Competency Based Training and
Development
Harris R. &Hobart B. (1995)
Saur, Damodar & Dan, Abhik (2001)
Fletcher, S (1997)
Y3 Competency Based Performance
Management System
Suri G.& Vohra N. (2003)
Dhananjay, G (2005)
Y4
Competency Based Compensation
Management
Cofsky, Kathryn M (1993)
Tucker, S.A (1994)
Adam (1999)
Suff, P. (2001)
Y5 Competency Based Career and
Succession Planning
Kemp L. (2000)
Rooprai, Y.K (2008)
Table 3.2: - Competency Based HR System extracted from literature Review
Profile of Dependent Variable
Following to the conclusion of research gap and the research variable outlined from
extensive literature review, eight competencies were identified for the present study.
The eight competencies where defined and classified into various task after
interviewing and brain storming several sales professionals, human resource
professional, subject matter experts and human resource consultants.
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Research Methodology and Model
a) Business Acumen – Business Acumen is being business savvy, keenness and
speed in understanding various business situations inclusive risks and
opportunities, in a way that leads to productive outcome.
Competency A Sub tasks
Business Acumen
A1 Understands general business management
A2 Demonstrates fair competitive practices
A3 Demonstrates Ethical Behavior
A4 Understands and uses channel contracts
A5 Understands government legislations and governing bodies
A6 Understands competitor selling strategy
A7 Comply with corporate policies
A8 Follows industry standards
A9 Understands the Selling channel
Table 3.3 – Sub tasks for Business Acumen Competency
b) Consultative selling skills – Consultative selling skill is a selling technique in
which the salesperson serves as a consultant, initiates a process which helps
assist the consumer to decide on the need of buying the product, discuss a
dialogue to identify the consumer problems and give potential solutions for the
problem addressed.
Competency B Sub tasks
Consultative selling
skills
B1 Evaluates prospects for potential customers
B2 Plans for the initial content of sales call
B3 Contact the prospects and need analysis
B4 Plan the sales call B5 Open the sales call
B6 Presents solutions/options
B7 Address Objections
B8 Uses the sales tool
B9 Provokes potential business
B10 Follow up the sales prospects
Table 3.4 – Sub tasks for Consultative Selling skills Competency
c) Customer Value Creation- Customer value creation is bridging the gap
between the desired value and perceived value of the product, where in desired value is
what customer thinks of a product and perceived value is what is delivered as a product.
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Research Methodology and Model
Competency C Sub Tasks
Customer Value Creation
C1 Manage the knowledge of the market
C2 Create value for every sales opportunity
C3 Communicate the value proposition
C4 Leverage organization’s customer value chain
C5 Creates and manage a customer value plan
C6 Measures the value realized
Table 3.5 – Sub tasks for Customer Value Creation Competency
d) Product and Technical Knowledge- Product and technical knowledge refer to
understanding the features and composition of the product and to present their benefits
and risk accurately and persuasively.
Competency D Sub Tasks
Product and technical
knowledge
D1 Acquire up to date product and service Knowledge
D2 Acquire up to date technical knowledge
Table 3.6 – Sub tasks for Product and Technical Competency
e) Relationship Building – Relationship building is reciprocal affiliation and
connection between individual, groups of individual or entities to build understanding
for sales of product and service.
Competency E Sub Tasks
Relationship Building
E1 Create a customer care process
E2 Develop account management
E3 Collaborate with customers to create
service standards and networks
E4 Supports customer initiatives
E5 Educates the customer for latest trends
E6 Appreciates the customer for closed deal
Table 3.7– Sub tasks for Relationship Building Competency
f) Self-Development- Self-development is an ability to enhance person’s
characteristics and skills gradually through a given arena of job.
Competency F Sub tasks
Self-Development
F1 Creates Professional vision/mission
F2 Manage the attitude
F3 Practice self-discipline
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Research Methodology and Model
F4 Manage career and professional
development
F5 Manage Stress
F6 Focus on knowledge management
Table 3.8– Sub tasks for Self-Development Competency
g) Strategic Sales Planning – Strategic sales planning is to formulate plan to
acquire new channels of business and to retain the old channel in order to enhance the
sales of the product.
Competency G Sub tasks
Strategic sales planning
G1 Analyze and segment the market
G2 Research about competition
G3 Analyze individual region and customers
G4 Analyze self and competitor product and
services
G5 Negotiates sales targets
G6 Creates and plans sales strategies
G7 Set Objectives to achieve sales targets
Table 3.9– Sub tasks for Strategic sales planning Competency
h) Time and Territory Management- Time and territory management is getting
the most out of your sales day by planning the most efficient use of scarce resources in
an allotted geographical region.
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Research Methodology and Model
Competency H Sub tasks
Time and territory
Management
H1 Priority time management
H2 Forecast sales result
H3 Analyze Customer segments
H4 manage the sales funnel
H5 Manage the sales activities in given
Deadlines
Table 3.10 – Sub tasks for Time and territory management Competency
The above 8 competencies are distributed into related task and task are converted to
statements in the questionnaire for each sub function of Human resource systems
namely recruitment and selection, training and development, performance management
systems, compensation systems, career and succession planning.
3.12 Data collection tool - Questionnaire
Questionnaire was adopted as the data collection tool which consisted for series of 51
tasks performed by sales professional in pharmaceutical sector. These 51 tasks where
clubbed to form 8 competencies and its association was measured for 5 different sub
functions of human resource management systems using Likert scale, rating from 1 to
5, 5 being the most associated competency and 1 being the least associated competency.
Different stages of the designing of the questionnaire are as under.
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Research Methodology and Model
2. Defining variables – dependent
variables, independent variables
of the research study
1. Generating competency
and task assignment of each
2. Data collection Instrument
– Questionnaire ready for
research Study
1. Reliability test
[Cronbach’s Alpha]
Figure 3.2: - Designing of Questionnaire
1. Target Audience
population and sample
2. Purpose, objectives, research questions
and
predefined hypothesis
3. Interview with
subject matter
experts
1. Face Validation 2. Content Validation
Feasibility,
Layout style, word
clarity
3. Confidence
interval Test I CVI S CVI
2. Questionnaire sectioning
and formatting
1. Use of appropriate scale to
measure the impact
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Research Methodology and Model
3.13 Validity of Data Collection Instrument
Validity of Questionnaire: -
Validity is the ability of an instrument to measure what it is intended to measure. Smith
B & et. al. (1991) defined validity of a research instrument as “The degree to which the
researcher has measured what he has set out to measure. Validation of the questionnaire
is done mainly to answer the following questions: -
a) Is the research investigation providing answer to the research questions for
which it was undertaken?
b) If so, is it providing these answers using appropriate methods and process?
To scientifically measure the validity of the tool, it becomes essential to measure the
face validity, content validity and construct validity.
3.13.1 Face Validity
Face validity of the questionnaire was conducted to improvise and enhance parameters
like readability, feasibility, layout style and clarity of the wordings by subject matter
experts. The questionnaire was then amended for common errors like double barreled,
confusing and leading questions.
3.13.2 Content Validity
Content validity has been defined as follows: -
1. Wynd, Schmidt, & Schaefer (2003) ‘‘the extent to which an instrument
adequately. Samples the research domain of interest when attempting to
measure phenomena’’
2. Polit & Beck (2004) ‘‘the degree to which an instrument has an appropriate
sample of items for the construct being measured’’.
3. Waltz, Strickland, & Lenz (2005) ‘‘whether or not the items sampled for
inclusion on the tool adequately represent the domain of content addressed by
the instrument”.
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Research Methodology and Model
For any new scale developed it is requisite to provide authentication that the items
included in the instrument and the scale used in the instrument for evaluation of the
items on it are content valid. Content validity can be represented as content validity
index (CVI). Lynn (1986) advocated that to have good validation of the questionnaire,
researchers must compute 1. Content Validity Index for Individual items (I-CVI) and
2. Content Validity Index for Scale (S-CVI)
3.13.2.1 I-CVI (Item – Content Validity Index)
I-CVI was conducted using a 4-point ordinal scale (1- not relevant, 2 – somewhat
relevant, 3- quite relevant, 4 – highly relevant) as stated by Davis L.L (1992). I-CVI
was calculated using percentage of number of experts rating the individual item as 3 or
4 on total number of experts involved in rating. The calculation for I-CVI is as per
Annexure II. The items having, I-CVI as 0.80 were considered in the questionnaire as
described by Waltz and Bausell (1981).
3.13.2.2 S-CVI (Scale – Content Validity Index)
S-CVI {Content validity index for scale} is based on ratings of ten experts on the ordinal
scale, same as I-CVI. The ratings 3 and 4 in the ordinal scale were taken into
consideration and 1 and 2 where indicative of disagreement. All the items in the
questionnaire were subjected to all ten experts and the agreement was calculated
Annexure III. The Average of S-CVI is calculated as under.
S-CVI/Ave = {S-CVI/Ave}A+ {S-CVI/Ave}B +{S-CVI/Ave}C+{S-CVI/Ave}D+
{S-CVI/Ave}E+{S-CVI/Ave}F+{S-CVI/Ave}G+{S-CVI/Ave}H
8
= 0.8889 + 0.87 + 0.8333 + 1.00 + 0.9166 + 0.9333 + 0.8857 + 0.90
8
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Research Methodology and Model
S-CVI/Ave is 0.9034, which states that the scale used in development of instrument
is acceptable, Waltz C.F (2005).
3.13.3 Confidence Interval Test
Confidence Interval Test was conducted to check the construct validity of
questionnaire. In the present research, parameters/tasks of every competency and
competency are extracted from literature review along with interviewing experts within
the industry Thus, it was imperative to check the validity of the research instrument.
The selection of a confidence level for an interval determines the probability that the
confidence interval produced will contain the true parameter/task value. To, measure
with how much confidence respondents opted for each task of the competency in the
questionnaire, is calculated statistically using confidence interval test. The analysis and
interpretation of confidence interval test is as under: -
Competency Mean Y N P Q S. E Max Min Interpretation
A BUSINESS ACUMEN
A1
4.24
41
9
0.82
0.18
0.0077
0.81
0.85
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A1 is in
alignment with
CHRM is 0.81 to 0.85
A2
4.24
45
5
0.90
0.1
0.0060
0.88
0.92
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task A2 is in
alignment with
CHRM is 0.88 to 0.92
A3
4.24
46
4
0.92
0.08
0.0054
0.90
0.95
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A3 is in
alignment with
CHRM is 0.90 to 0.95
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Research Methodology and Model
A4
4.24
46
4
0.92
0.08
0.0054
0.90
0.94
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A4 is in
alignment with
CHRM is 0.90 to 0.94
A5
4.24
43
7
0.86
0.14
0.0069
0.84
0.90
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task A5 is in
alignment with
CHRM is 0.84 to 0.90
A6
4.22
37
13
0.74
0.26
0.0088
0.72
0.82
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A6 is in
alignment with
CHRM is 0.72 to 0.82
A7
4.22
45
5
0.90
0.1
0.0060
0.88
0.96
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A7 is in
alignment with
CHRM is 0.88 to 0.96
A8
4.24
46
4
0.92
0.08
0.0054
0.90
0.95
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A8 is in
alignment with
CHRM is 0.90 to 0.95
A9
4.14
42
8
0.84
0.16
0.0073
0.82
0.96
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task A9 is in
alignment with
CHRM is 0.82 to 0.96
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Research Methodology and Model
B CONSULTATIVE SELLING SKILLS
B1
4.24
41
9
0.82
0.18
0.0077
0.80
0.94
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B1 is in
alignment with
CHRM is 0.80 to 0.94
B2
4.3
48
2
0.96
0.04
0.0039
0.92
0.98
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task B2 is in
alignment with
CHRM is 0.92 to 0.98
B3
4.2
48
2
0.96
0.04
0.0039
0.92
0.98
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task B3 is in
alignment with
CHRM is 0.92 to 0.98
B4
4.34
47
3
0.94
0.06
0.0047
0.90
0.98
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task B4 is in
alignment with
CHRM is 0.90 to 0.98
B5
4.22
39
11
0.78
0.22
0.0083
0.76
0.88
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B5 is in
alignment with
CHRM is 0.76 to 0.88
B6
4.14
40
10
0.80
0.2
0.0080
0.78
0.86
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B6 is in
alignment with
CHRM is 0.78 to 0.86
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Research Methodology and Model
B7
4.24
41
9
0.82
0.18
0.0077
0.80
0.86
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B7 is in
alignment with
CHRM is 0.80 to 0.86
B8
4.16
42
8
0.84
0.16
0.0073
0.82
0.90
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task B8 is in
alignment with
CHRM is 0.82 to 0.90
B9
4.26
44
6
0.88
0.12
0.0065
0.84
0.98
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B9 is in
alignment with
CHRM is 0.84 to 0.98
B10
4.32
44
6
0.88
0.12
0.0065
0.82
0.98
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task B10 is in
alignment with
CHRM is 0.82 to 0.98
C CUSTOMER VALUE CREATION
C1
4.22
43
7
0.86
0.14
0.0069
0.81
0.97
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task C1 is in
alignment with
CHRM is 0.81 to 0.97
C2
4.34
43
7
0.86
0.14
0.0069
0.83
0.90
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task C2 is in
alignment with
CHRM is 0.83 to 0.90
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Research Methodology and Model
C3
4.26
42
8
0.84
0.16
0.0073
0.81
0.87
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task C3 is in
alignment with
CHRM is 0.81 to 0.87
C4
4.16
42
8
0.84
0.16
0.0073
0.79
0.95
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task C4 is in
alignment with
CHRM is 0.79 to 0.95
C5
4.26
43
7
0.86
0.14
0.0069
0.82
0.91
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task C5 is in
alignment with
CHRM is 0.82 to 0.91
C6
4.12
44
6
0.88
0.12
0.0065
0.85
0.95
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task C6 is in
alignment with
CHRM is 0.85 to 0.95
D PRODUCT AND TECHNICAL KNOWLEDGE
D1
4.14
45
5
0.90
0.1
0.0060
0.87
0.91
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task D1 is in
alignment with
CHRM is 0.87 to 0.91
D2
4.22
41
9
0.82
0.18
0.0077
0.79
0.89
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task D2 is in
alignment with
CHRM is 0.79 to 0.89
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Research Methodology and Model
E RELATIONSHIP BUILDING
E1
4.18
47
3
0.94
0.06
0.0047
0.90
0.96
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task E1 is in
alignment with
CHRM is 0.90 to 0.96
E2
4.18
46
4
0.92
0.08
0.0054
0.88
0.96
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task E2 is in
alignment with
CHRM is 0.88 to 0.96
E3
4.12
42
8
0.84
0.16
0.0073
0.80
0.95
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task E3 is in
alignment with
CHRM is 0.80 to 0.95
E4
4.12
49
1
0.98
0.02
0.0028
0.96
0.99
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task E4 is in
alignment with
CHRM is 0.96 to 0.99
E5
4.14
49
1
0.98
0.02
0.0028
0.94
0.99
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A1 is in
alignment with
CHRM is 0.81 to 0.85
E6
4.06
38
12
0.76
0.24
0.0085
0.74
0.82
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task E5 is in
alignment with
CHRM is 0.74 to 0.82
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Research Methodology and Model
F SELF DEVELOPMENT
F1
4.28
39
11
0.78
0.22
0.0083
0.73
0.85
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task F1 is in
alignment with
CHRM is 0.73 to 0.85
F2
4.14
39
11
0.78
0.22
0.0083
0.73
0.84
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task F2 is in
alignment with
CHRM is 0.73 to 0.84
F3
4.04
42
8
0.84
0.16
0.0073
0.80
0.88
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task F3 is in
alignment with
CHRM is 0.80 to 0.88
F4
4.18
48
2
0.96
0.04
0.0039
0.93
0.99
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task F4 is in
alignment with
CHRM is 0.93 to 0.99
F5
4.14
45
5
0.90
0.1
0.0060
0.87
0.94
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task F5 is in
alignment with
CHRM is 0.87 to 0.94
F6
4.06
44
6
0.88
0.12
0.0065
0.86
0.94
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task F6 is in
alignment with
CHRM is 0.86 to 0.94
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Research Methodology and Model
G STRATERGIC SALES PLANNING
G1
4.28
47
3
0.94
0.06
0.0047
0.90
0.97
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task G1 is in
alignment with
CHRM is 0.90 to 0.97
G2
4.04
47
3
0.94
0.06
0.0047
0.91
0.99
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task G2 is in
alignment with
CHRM is 0.91 to 0.99
G3
4.16
46
4
0.92
0.08
0.0054
0.90
0.97
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task G3 is in
alignment with
CHRM is 0.90 to 0.97
G4
4.3
45
5
0.90
0.1
0.0060
0.87
0.95
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task G4 is in
alignment with
CHRM is 0.87 to 0.95
G5
4.32
44
6
0.88
0.12
0.0065
0.85
0.95
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A1 is in
alignment with
CHRM is 0.81 to 0.85
G6
4.32
45
5
0.90
0.1
0.0060
0.82
0.97
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task G6 is in
alignment with
CHRM is 0.82 to 0.97
90
Research Methodology and Model
G7
4.22
45
5
0.90
0.1
0.0060
0.87
0.93
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task A1 is in
alignment with
CHRM is 0.81 to 0.85
H TIME AND TERRITORY MANAGEMENT
H1
4.04
43
7
0.86
0.14
0.0069
0.84
0.88
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task H1 is in
alignment with
CHRM is 0.84 to 0.88
H2
4.16
43
7
0.86
0.14
0.0069
0.84
0.89
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task H2 is in
alignment with
CHRM is 0.84 to 0.89
H3
4.3
42
8
0.84
0.16
0.0073
0.82
0.90
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task H3 is in
alignment with
CHRM is 0.82 to 0.90
H4
4.3
41
9
0.82
0.18
0.0077
0.80
0.90
It can be interpreted that @95%
confidence level the
percentage of
respondents stating
that task H4 is in
alignment with
CHRM is 0.80 to 0.90
H5
4.4
41
9
0.82
0.18
0.0077
0.80
0.88
It can be interpreted
that @95%
confidence level the
percentage of
respondents stating
that task H5 is in
alignment with
CHRM is 0.80 to 0.88
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Research Methodology and Model
Table 3.11 – Confidence Interval Test – Table of Interpretation {Source –
Primary Data, SPSS 22.0 Output}
In the above 51 task and statements, the respondents’ confidence range was found to be
between 72%to 99%. This makes the construction of questionnaire valid and suitable
for use in further research.
3.14 Reliability of Questionnaire – Cronbach Alpha
For measuring the reliability of the questionnaire in the current study, Cronbach’s alpha
is used. Cronbach’s alpha is a measure of internal consistency, that is, how closely
related a set of items are as a group. It is considered to be a measure of scale reliability.
The evidence and interpretation of Cronbach’s alpha of current research is documented
under
Case Processing Summary
N %
Cases Valid 52 100.0
Excludeda 0 0
Total 52 100.0
a. List wise deletion based on all variables in the procedure.
{Source – Primary Data, SPSS 22.0 Output}
Table 3.12: - Case processing summary for Cronbach’s Alpha
Reliability Statistics
{Source – SPSS 22.0 Output, Primary Data feed by the researcher}
Table 3.13: - Measure of Internal Consistency
The alpha coefficient for the all items in the research tool is 0.828, suggesting that the
items have relatively high internal consistency, which makes good the use of instrument
for further research.
Cronbach's Alpha N of Items
.828 51
Research Methodology and Model
Section 3 C
Hypothesis Formulation and Statistical Tool
Section 3 C Hypothesis Formulation and Statistical Tool
3.15 Hypothesized Model 92
3.16 Hypothesis Formulation 93
3.16.1 Hypothesis 1 and Sub Hypothesis 93
3.16.2 Hypothesis 2 and Sub Hypothesis 95
3.16.3 Hypothesis 3 and Sub Hypothesis 97
3.16.4 Hypothesis 4 and Sub Hypothesis 99
3.16.5 Hypothesis 5 and Sub Hypothesis 101
3.17 Statistical Tool for Analysis 105
3.17.1 MANOVA 105
3.17.2 Protocol for Conducting MANOVA 105
3.S Summary of Chapter 107
Research Methodology and Model
929292Dependent Variable Competency and Tasks
[X] Independent Variable Competency Based HR
Systems
[Y]
A A1 A2 A3 A4 A5
A6 A7 A8 A9
B B1 B2 B3 B4 B5
B6 B7 B8 B9 B10
C C1 C2 C3 C4 C5 C6
E E1 E2 E3 E4 E5 E6
F F1 F2 F3 F4 F5 F6
D D1 D2
H H1 H2 H3 H4 H5
G G1 G2 G3 G4 G5
G6 G7
Y5 – Competency
Based Career and
Succession Planning
Y1 – Competency
Based R & S / Talent
Acquisition
Y2 – Competency
Based Training and
Development
Y3 – Competency
Based Performance
Management systems
Y4 – Competency
Based Compensation
Management Systems
Competency
Based Human
Resource
Systems
Figure 3.3 Hypothesized Model for Research Study (3.15)
92
Research Methodology and Model
3.16 Hypothesis Formulation
The current research revolves around the question, is there a significant association of
competency {defined} with the human resource system for sales force in the
pharmaceutical industry? To elaborate the research systematically, five major
hypotheses are classified into 40 different sub hypotheses (considering 8 competencies
and 5 human resource processes). The hypotheses are defined as under:
-
3.16.1 Hypothesis 1 And Sub Hypotheses
Null Hypothesis {H1} o: - There is no significant association of competency
{defined} with the talent acquisition process for sales force in the pharmaceutical
industry.
Alternative Hypothesis {H1}: - There is significant association of competency
{defined} with the talent acquisition process for sales force in the pharmaceutical
industry.
Sub Hypothesis
1. Null Hypothesis {H1} Ao: - There is no significant association of business
acumen competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} A: - There is significant association of business
acumen competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
2. Null Hypothesis {H1} Bo: - There is no significant association of consultative
skill selling competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} B: - There is significant association of
consultative skill selling competency with the recruitment and selection/talent
acquisition process for sales force in the pharmaceutical industry.
93
94
Research Methodology and Model
3. Null Hypothesis {H1} Co: - There is no significant association of customer
value creation competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} C: -There is significant association of customer
value creation competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
4. Null Hypothesis {H1} Do: - There is no significant association of product and
technical knowledge competency with the recruitment and selection/talent
acquisition process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} D: -There is significant association of product
and technical knowledge competency with the recruitment and selection/talent
acquisition process for sales force in the pharmaceutical industry.
5. Null Hypothesis {H1} Eo: - There is no significant association of relationship
building competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} E: -There is significant association of relationship
building competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
6. Null Hypothesis {H1} Fo: - There is no significant association of self-
development competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} F: -There is significant association of self-
development competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
7. Null Hypothesis {H1} Go: - There is no significant association of strategic sales
planning competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} G: -There is significant association of strategic
sales planning competency with the recruitment and selection/talent acquisition
process for sales force in the pharmaceutical industry.
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Research Methodology and Model
8. Null Hypothesis {H1} Ho: - There is no significant association of time and
territory management competency with the recruitment and selection/talent
acquisition process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H1} H: -There is significant association of time and
territory management competency with the recruitment and selection/talent
acquisition process for sales force in the pharmaceutical industry.
3.16.2 Hypothesis 2 and Sub Hypotheses
Null Hypothesis {H2} o: - There is no significant association of competency
{defined} with the training and development process for sales force in the
pharmaceutical industry.
Alternative Hypothesis {H2}: - There is significant association of competency
{defined} with the training and development process for sales force in the
pharmaceutical industry.
Sub Hypothesis
1. Null Hypothesis {H2} Ao: - There is significant association of business acumen
competency with the training and development process for sales force in the
pharmaceutical industry.
Alternative Hypothesis {H2} A: - There is no significant association of
business acumen competency with the training and development process for
sales force in the pharmaceutical industry.
2. Null Hypothesis {H2} Bo: - There is no significant association of consultative
skill selling competency with the training and development process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H2} B: - There is significant association of
consultative skill selling competency with the training and development process
for sales force in the pharmaceutical industry.
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Research Methodology and Model
3. Null Hypothesis {H2} Co: - There is no significant association of customer
value creation competency with the training and development process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H2} C: -There is significant association of customer
value creation competency with the training and development process for sales
force in the pharmaceutical industry.
4. Null Hypothesis {H2} Do: - There is no significant association of product and
technical knowledge competency with the training and development process for
sales force in the pharmaceutical industry.
Alternative Hypothesis {H2} D: -There is significant association of product
and technical knowledge competency with the training and development process
for sales force in the pharmaceutical industry.
5. Null Hypothesis {H2} Eo: - There is no significant association of relationship
building competency with the training and development process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H2} E: -There is a significant association of
relationship building competency with the training and development process for
sales force in the pharmaceutical industry.
6. Null Hypothesis {H2} Fo: - There is no significant association of self-
development competency with the training and development process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H2} F: -There is significant association of self-
development competency with the training and development process for sales
force in the pharmaceutical industry.
7. Null Hypothesis {H2} Go: - There is no significant association of strategic sales
planning competency with the training and development process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H2} G: -There is significant association of strategic
sales planning competency with the training and development process for sales
force in the pharmaceutical industry.
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Research Methodology and Model
8. Null Hypothesis {H2} Ho: - There is no significant association of time and
territory management competency with the training and development process
for sales force in the pharmaceutical industry.
Alternative Hypothesis {H2} H: -There is significant association of time and
territory management competency with the training and development process
for sales force in the pharmaceutical industry.
3.16.3 Hypothesis 3 And Sub Hypotheses
Null Hypothesis {H3} o: - There is no significant association of competency
{defined} with the performance management process for sales force in the
pharmaceutical industry.
Alternative Hypothesis {H3}: - There is significant association of competency
{defined} with the performance management process for sales force in the
pharmaceutical industry.
Sub Hypothesis
1. Null Hypothesis {H3} Ao: - There is no significant association of business
acumen competency with the performance management process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H3} A: - There is significant association of business
acumen competency with the performance management process for sales force
in the pharmaceutical industry.
2. Null Hypothesis {H3} Bo: - There is no significant association of consultative
skill selling competency with the performance management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H3} B: - There is significant association of
consultative skill selling competency with the performance management
process for sales force in the pharmaceutical industry.
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Research Methodology and Model
3. Null Hypothesis {H3} Co: - There is no significant association of customer
value creation competency with the performance management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H3} C: -There is significant association of customer
value creation competency with the performance management process for sales
force in the pharmaceutical industry.
4. Null Hypothesis {H3} Do: - There is no significant association of product and
technical knowledge competency with the performance management process
for sales force in the pharmaceutical industry.
Alternative Hypothesis {H3} D: -There is significant association of product
and technical knowledge competency with the performance management
process for sales force in the pharmaceutical industry.
5. Null Hypothesis {H3} Eo: - There is no significant association of relationship
building competency with the performance management process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H3} E: -There is significant association of
relationship building competency with the performance management process
for sales force in the pharmaceutical industry.
6. Null Hypothesis {H3} Fo: - There is no significant association of self-
development competency with the performance management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H3} F: -There is significant association of self-
development competency with the performance management process for sales
force in the pharmaceutical industry.
7. Null Hypothesis {H3} Go: - There is no significant association of strategic sales
planning competency with the performance management process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H3} G: -There is significant association of strategic
sales planning competency with the performance management process for sales
force in the pharmaceutical industry.
99
Research Methodology and Model
8. Null Hypothesis {H3} Ho: - There is no significant association of time and
territory management competency with the performance management process
for sales force in the pharmaceutical industry.
Alternative Hypothesis {H3} H: -There is significant association of time and
territory management competency with the performance management process
for sales force in the pharmaceutical industry.
3.16.4 Hypothesis 4 and Sub Hypotheses
Null Hypothesis {H4} o: - There is no significant association of competency
{defined} with the compensation management process for sales force in the
pharmaceutical industry.
Alternative Hypothesis {H4}: - There is significant association of competency
{defined} with the compensation management process for sales force in the
pharmaceutical industry.
Sub Hypothesis
1. Null Hypothesis {H4} Ao: - There is no significant association of business
acumen competency with the compensation management process for sales force
in the pharmaceutical industry.
Alternative Hypothesis {H4} A: - There is significant association of business
acumen competency with the compensation management process for sales force
in the pharmaceutical industry.
2. Null Hypothesis {H4} Bo: - There is no significant association of consultative
skill selling competency with the compensation management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H4} B: - There is significant association of
consultative skill selling competency with the compensation management
process for sales force in the pharmaceutical industry.
3. Null Hypothesis {H4} Co: - There is no significant association of customer
value creation competency with the compensation management process for
sales force in the pharmaceutical industry.
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Research Methodology and Model
Alternative Hypothesis {H4} C: -There is significant association of customer
value creation competency with the compensation management process for
sales force in the pharmaceutical industry.
4. Null Hypothesis {H4} Do: - There is no significant association of product and
technical knowledge competency with the compensation management process
for sales force in the pharmaceutical industry.
Alternative Hypothesis {H4} D: -There is significant association of product
and technical knowledge competency with the compensation management
process for sales force in the pharmaceutical industry.
5. Null Hypothesis {H4} Eo: - There is no significant association of relationship
building competency with the compensation management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H4} E: -There is significant association of
relationship building competency with the compensation management process
for sales force in the pharmaceutical industry.
6. Null Hypothesis {H4} Fo: - There is no significant association of self-
development competency with the compensation management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H4} F: -There is significant association of self-
development competency with the compensation management process for sales
force in the pharmaceutical industry.
7. Null Hypothesis {H4} Go: - There is no significant association of strategic sales
planning competency with the compensation management process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H4} G: -There is significant association of strategic
sales planning competency with the compensation management process for
sales force in the pharmaceutical industry.
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Research Methodology and Model
8. Null Hypothesis {H4} Ho: - There is no significant association of time and
territory management competency with the compensation management process
for sales force in the pharmaceutical industry.
Alternative Hypothesis {H4} H: -There is significant association of time and
territory management competency with the compensation management process
for sales force in the pharmaceutical industry.
3.16.5 Hypothesis 5 And Sub Hypotheses
Null Hypothesis {H5} o: - There is no significant association of competency
{defined} with the career and succession planning process for sales force in the
pharmaceutical industry.
Alternative Hypothesis {H5}: - There is significant association of competency
{defined} with the career and succession planning process for sales force in the
pharmaceutical industry.
Sub Hypothesis
1. Null Hypothesis {H5} Ao: - There is no significant association of business
acumen competency with the career and succession planning process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H5} A: - There is a significant association of business
acumen competency with the career and succession planning process for sales
force in the pharmaceutical industry.
2. Null Hypothesis {H5} Bo: - There is no significant association of consultative
skill selling competency with the career and succession planning process for
sales force in the pharmaceutical industry.
Alternative Hypothesis {H5} B: - There is significant association of
consultative skill selling competency with the career and succession planning
process for sales force in the pharmaceutical industry.
3. Null Hypothesis {H5} Co: - There is no significant association of customer
value creation competency with the career and succession planning process for
sales force in the pharmaceutical industry.
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Research Methodology and Model
Alternative Hypothesis {H5} C: -There is significant association of customer
value creation competency with the career and succession planning process for
sales force in the pharmaceutical industry.
4. Null Hypothesis {H5} Do: - There is no significant association of product and
technical knowledge competency with the career and succession planning
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H5} D: -There is significant association of product
and technical knowledge competency with the career and succession planning
process for sales force in the pharmaceutical industry.
5. Null Hypothesis {H5} Eo: - There is no significant association of relationship
building competency with the career and succession planning process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H5} E: -There is significant association of
relationship building competency with the career and succession planning
process for sales force in the pharmaceutical industry.
6. Null Hypothesis {H5} Fo: - There is no significant association of self-
development competency with the career and succession planning process for
sales force in the pharmaceutical industry.
Alternative Hypothesis {H5} F: -There is significant association of self-
development competency with the career and succession planning process for
sales force in the pharmaceutical industry.
7. Null Hypothesis {H5} Go: - There is no significant association of strategic sales
planning competency with the career and succession planning process for sales
force in the pharmaceutical industry.
Alternative Hypothesis {H5} G: -There is significant association of strategic
sales planning competency with the career and succession planning process for
sales force in the pharmaceutical industry.
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Research Methodology and Model
8. Null Hypothesis {H5} Ho: - There is no significant association of time and
territory management competency with the career and succession planning
process for sales force in the pharmaceutical industry.
Alternative Hypothesis {H5} H: -There is significant association of time and
territory management competency with the career and succession planning
process for sales force in the pharmaceutical industry.
Significant Association of Competency Null
Hypothesis
Alternative
Hypothesis
Business Acumen
Recruitment and
selection/Talent Acquisition
{H1}Ao {H1}A
Training and Development {H2}Ao {H2}A Performance Management {H3}Ao {H3}A Compensation Management {H4}Ao {H4}A
Career Planning and Success Planning
{H5}Ao {H5}A
Consultative Selling Skills
Recruitment and selection/Talent Acquisition
{H1}Bo {H1}B
Training and Development {H2}Bo {H2}B Performance Management {H3}Bo {H3}B Compensation Management {H4}Bo {H4}B
Career Planning and Success Planning
{H5}Bo {H5}B
Customer Value Creation
Recruitment and selection/Talent Acquisition
{H1}Co {H1}C
Training and Development {H2}Co {H2}C Performance Management {H3}Co {H3}C Compensation Management {H4}Co {H4}C
Career Planning and Success Planning
{H5}Co {H5}C
Product And Technical Knowledge
Recruitment and selection/Talent Acquisition
{H1}Do {H1}D
Training and Development {H2}Do {H2}D Performance Management {H3}Do {H3}D Compensation Management {H4}Do {H4}D
Career Planning and Success Planning
{H5}Do {H5}D
Relationship Building
Recruitment and selection/Talent Acquisition
{H1}Eo {H1}E
Training and Development {H2}Eo {H2}E
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Research Methodology and Model
Performance Management {H3}Eo {H3}E Compensation Management {H4}Eo {H4}E
Career Planning and Success Planning
{H5}Eo {H5}E
Self-Development
Recruitment and
selection/Talent Acquisition
{H1}Fo {H1}F
Training and Development {H2}Fo {H2}F Performance Management {H3}Fo {H3}F Compensation Management {H4}Fo {H4}F
Career Planning and Success Planning
{H5}Fo {H5}F
Strategic Sales Planning
Recruitment and selection/Talent Acquisition
{H1}Go {H1}G
Training and Development {H2}Go {H2}G Performance Management {H3}Go {H3}G Compensation Management {H4}Go {H4}G
Career Planning and Success Planning
{H5}Go {H5}G
Time and Territory Management
Recruitment and selection/Talent Acquisition
{H1}Ho {H1}H
Training and Development {H2}Ho {H2}H Performance Management {H3}Ho {H3}H Compensation Management {H4}Ho {H4}H
Career Planning and Success
Planning
{H5}Ho {H5}H
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Research Methodology and Model
3.17 Statistical Tool for Analysis
3.17.1 MANOVA
MANOVA stands for Multivariate analysis of co-variance. MANOVA is about
comparing one or more dependent variable across two or more independent groups. T-
Test is a special case of ANOVA and ANOVA is a special case of MANOVA.
MANOVA analyses the significance of the curve fit and since research questions for a
MANOVA are focused on differences, it co-relates with our hypothesis formed.
3.17.2 Protocol for conducting MANOVA: -
The following are the essential steps for conducting MANOVA (SPSS 22.0):-
I. Testing of Assumption for Multivariate normality – Skewness and
kurtosis
Most of the parametric tests require that the assumption of normality should be met.
Normality means that the distribution of the test is normally distributed (or bell- shaped)
with 0 mean, with 1 standard deviation and a symmetric bell-shaped curve. To test the
assumption of normal distribution, values for asymmetry and kurtosis between -2 and
+2 are considered acceptable to prove normal univariate distribution [George, D &
Mallery, M (2010)].
II. Descriptive Statistics {Mean, Std. Dev} and Linearity of the dependent
variable – Pearson r
The Pearson correlation coefficient r is a measure of the strength of the linear
relationship between two variables. It is referred to as Pearson's correlation or simply
as the correlation coefficient. Pearson's r can range from -1 to 1. An r of -1 indicates a
perfect negative linear relationship between variables, an r of 0 indicates no linear
relationship between variables, and an r of 1 indicates a perfect positive linear
relationship between variables. Prior to conducting MANOVA, a series of Pearson
correlations were performed for the current study, of dependent variables in order to
106
Research Methodology and Model
test MANOVA assumption that the dependent variables are correlated with each other
in a moderate range [Meyer, Gampst & Guarino (2006)]
III. Multivariate homogeneity of covariance between groups – BOX M Test
BOX’s M test also known as BOX’s test is used to test the null hypothesis testing that
has two co-variances matrices are equal. The BOX’s M values are associated with p-
value which is interpreted as significant or non-significant (p< 0.05) [Huberty &
Petoskey’s (2000)]. According to the interpretation co-variances matrices between the
groups are assumed equal for the purpose of processing MANOVA, if BOX’s M is non
–significant (p > 0.05)
IV. A one-way multivariate analysis of variance (MANOVA)
MANOVA was conducted to test the hypothesis that there would be one or more mean
differences between competency s. It consists of measure of four values all associated
with F- Statistic and p- value as under: -
a) Pillai’s Trace
The first statistic in MANOVA for testing of assumptions is Pillai’s Trace. It is
considered as the most powerful and robust statistic. This is a positive valued
statistic ranging from zero to one. Increasing value of test statistic means
rejection of null hypothesis. It is measure of pooled ratio of error variances to
effect variance plus error variance.
b) Wilk’s Lambda
Wilk’s lambda is the second statistic which is distribution of probability used in
multivariate hypothesis testing especially with regards to likelihood ratio test
and MANOVA. It is measure of pooled effect variance. Null hypothesis is
rejected if Wilk’s Lambda is small (close to zero).
c) Hotelling’s Trace
Hotelling’s Trace is third statistic as known as Lawley Hotelling’s Trace used
to test equality of mean vectors of variate normal distribution. It is measure of
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Research Methodology and Model
pooled ratio of effect variance to error variance. The null hypothesis is rejected
if the test statistic value is large.
d) Roy’s Largest Root
Roy’s largest root also known as Roy’s greatest root or Roy’s maximum root is
fourth and last statistic that measures upper bound for the F statistic. It indicates
the largest eigen value (are special set of scalars associated with linear systems
of equations, that are sometimes also known as proper value).
V. Multivariate homogeneity of the variance between the groups – Levene’s
test: -
Based on the series of Levene’s test, the homogeneity of variance assumption can be
considered as statistically significant or non-significant (p>0.5) [Howell (2009)].
According to the interpretation variances matrices between the groups are assumed
equal for the purpose of processing MANOVA, if Levene’s test is non – significant (p
> 0.005)
VI. Post Hoc Analysis: -
Tukey's range test, also known as the Tukey's HSD (honest significant difference) test,
is used as post hoc analysis for MANOVA, is a single-step multiple comparison
procedure to elucidate comparison of dependent variables. Raw data or in conjunction
with an MANOVA (post-hoc analysis) is used to find means that are significantly
different from each other.
3. S Summary of Chapter
The chapter attempts to exhibit holistic information on aspects related to research
design, pilot testing and hypothesis formulation. It reveals fundamental concepts of
purpose, scope, signification and objective of the current research study. In addition to
this it visibly makes explains hypothesis development of all dependent variables i.e.
competency with all independent variable i.e. competency based human resource
systems. It also elaborates protocol of statistical tool to analyze the data.
CHAPTER – 4
DATA ANALYSIS, INTERPRETATION
AND RESULT
Data Analysis, Interpretation And Results
CHAPTER – 4
DATA ANALYSIS, INTERPRETATION AND RESULTS
4 Data Analysis, Interpretation And Result
108-
145
4.P Prelude 108
Section 4 A Testing of Hypothesis 1
4.1 Testing of Hypothesis 1 110
4.1.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 110
4.1.2
Descriptive Statistic and Pearson Correlation Co-efficient (r) 111
4.1.3 Test for Multivariate Outliners 111
4.1.4 One Way MANOVA 111
4.1.4.1 BOX’s M Test 111
4.1.4.2 Multivariate Test 112
4.1.4.3 Levene’s Test 113
4.1.4.4 Test of Between Subject Effects 114
Section 4 B Testing of Hypothesis 2
4.2 Testing of Hypothesis 2 117
4.2.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 117
4.2.2
Descriptive Statistic and Pearson Correlation Co-efficient
(r) 118
4.2.3 Test for Multivariate Outliners 118
4.2.4 One Way MANOVA 118
4.2.4.1 BOX’s M Test 118
4.2.4.2 Multivariate Test 119
4.2.4.3 Levene’s Test 120
4.2.4.4 Test of Between Subject Effects 121
Section 4 C Testing of Hypothesis 3
4.3 Testing of Hypothesis 3 124
4.3.1 Test of Assumption of Multivariate Normality – Kurtosis
and Skewness 124
4.3.2
Descriptive Statistic and Pearson Correlation Co-efficient
(r) 125
4.3.3 Test for Multivariate Outliners 125
4.3.4 One Way MANOVA 125
4.3.4.1 BOX’s M Test 125
4.3.4.2 Multivariate Test 126
4.3.4.3 Levene’s Test 127
4.3.4.4 Test of Between Subject Effects 128
Section 4 D Testing of Hypothesis 4
4.4 Testing of Hypothesis 4 131
Data Analysis, Interpretation And Results
4.4.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 131
4.4.2
Descriptive Statistic and Pearson Correlation Co-efficient (r) 132
4.4.3 Test for Multivariate Outliners 132
4.4.4 One Way MANOVA 132
4.4.4.1 BOX’s M Test 132
4.4.4.2 Multivariate Test 133
4.4.4.3 Levene’s Test 134
4.4.4.4 Test of Between Subject Effects 135
Section 4 E Testing of Hypothesis 5
4.5 Testing of Hypothesis 5 138
4.5.1
Test of Assumption of Multivariate Normality – Kurtosis and Skewness 138
4.5.2
Descriptive Statistic and Pearson Correlation Co-efficient (r) 139
4.5.3 Test for Multivariate Outliners 139
4.5.4 One Way MANOVA 139
4.5.4.1 BOX’s M Test 139
4.5.4.2 Multivariate Test 140
4.5.4.3 Levene’s Test 141
4.5.4.4 Test of Between Subject Effects 142
4.6 Post Hoc Analysis 145
4.S Summary Of Chapter 145
108
Data Analysis, Interpretation And Results
4. P Prelude: -
Data Analysis forms the nucleus of any research study, distinctively when it involves
collection of primary data from the respondent. The current research study involves
analysis of quantitative data in a standardized and scientific manner, to address the
research objective. Survey method is employed to collect the primary data to establish
the existence of phenomenon (Competency Based Human Resource System) in
population (Sales and HR Professional in Pharmaceutical Industries – with special
reference to Gujarat).
Primary data was collected, organized, coded and entered in SPSS 22.0 (Statistical
Package for the Social Sciences) and the data was analyzed. Five major hypotheses
(inclusive of 8 sub hypotheses in each hypothesis, forming 40 sub hypotheses), were
subjected to quantitative test.
MANOVA was used as a statistical tool, as there were multiple dependent and
independent variable put to test. In practice, to confirm MANOVA as a correct tool, the
typical tests of assumptions of MANOVA were conducted prior to actual testing. The
data analysis is done using the protocol for MANOVA as described in the previous
chapter.
The chapter consists of five sections: -
SECTION 4 A – Testing of Hypothesis 1
The section describes various statistical test for measuring significant association of
eight competency with recruitment and selection/ Talent acquisition process conducted
by Human Resource management for sales function in pharmaceutical sector of
Gujarat.
SECTION 4 B – Testing of Hypothesis 2
The section describes various statistical test for measuring significant association of
eight competency with training and development process conducted by Human
Resource management for sales function in pharmaceutical sector of Gujarat.
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Data Analysis, Interpretation And Results
SECTION 4 C – Testing of Hypothesis 3
The section describes various statistical tests for measuring significant association of eight
competencies with performance management process conducted by Human Resource
management for sales function in pharmaceutical sector of Gujarat.
SECTION 4 D – Testing of Hypothesis 4
The section describes various statistical tests for measuring significant association of
eight competencies with compensation management process conducted by Human
Resource management for sales function in pharmaceutical sector of Gujarat.
SECTION 4 E – Testing of Hypothesis 5
The section describes various statistical test for measuring significant association of
eight competency with career and succession planning process conducted by Human
Resource management for sales function in pharmaceutical sector of Gujarat.
Data Analysis, Interpretation And Results
Section 4 A
Testing of Hypothesis 1
Section 4 A Testing of Hypothesis 1
4.1 Testing of Hypothesis 1
Test of Assumption of Multivariate Normality – Kurtosis
4.1.1 and Skewness
4.1.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
4.1.3 Test for Multivariate Outliners
4.1.4 One Way MANOVA
4.1.4.1 BOX’s M Test
4.1.4.2 Multivariate Test
4.1.4.3 Levene’s Test
4.1.4.4 Test of Between Subject Effects
110
110
111
111
111
111
112
113
114
Data Analysis, Interpretation And Results
4.1 Testing of Hypothesis 1: -
Hypothesis 1, [H1] examines testing of significant association of competency [A, B, C,
D, E, F, G, and H] with Recruitment and selection /Talent Acquisition Process [Y1] with
reference to sales professional in pharmaceutical sector.
4.1.1 Test of Assumption of Multivariate Normality – Kurtosis and Skewness
Figure 4.1 – Normality of Dependent Variables for Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.1.a (annexure IV) and figure 4.1, it is interpretive that the
data is normally distributed with negative skewness or left sided skew, with
110
HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C
HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F
HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H
111
Data Analysis, Interpretation And Results
asymmetry is statistical distribution, which can be considered for the study as the
skewness falls within the range of -2 to +2.
4.1.2 Descriptive Statistic and Pearson Correlation Co-efficient (r): -
With reference to table 5.1.a (annexure V) and table 6.1.a(annexure VI), the co-
efficient of co-relation (r) has value between 0 to 1, which indicates positive correlation
between the dependent variables and satisfies the assumption for conducting
MANOVA.
4.1.3 Test for Multivariate Outliners: -
With reference to table 7.1.1.a to 7.1.8.a (annexure VII), minor outliners where
detected and where processed using Mahalanobis Distance, using IQR [Inter quartile
range] of 1.5, to meet the assumption for conducting MANOVA. Detailed statistics and
Box Plot are represented in Annexure VII.
4.1.4 – One Way MANOVA
4.1.4.1 BOX’s M Test: -
Box's Test of Equality of
Covariance Matricesa
Box's M 203.551
F 2.701
df1 72
df2 63149.64
Sig. .067
Tests the null hypothesis that the observed covariance matrices of the dependent
variables are equal across groupsa
Design: Intercept + Y1 (Recruitment and Selection / Talent Acquisition)
Table – 4.1 {Source – Primary Data, SPSS 22.0 Output}
112
Data Analysis, Interpretation And Results
With reference to table 4.1, it is interpretive that BOX’s M is not significant at p <
0.001, indicating equal co-variances matrices between the groups. This meets the
assumption of Homogeneity of co-variances to conduct one way MANOVA
4.1.4.2 : - Multivariate Test
Multivariate Testsa
Effect
Value
F
Hypothesis
df
Error df
Sig.
Partial Eta
Squared
Noncent.
Parameter
Observe
d Powerd
Intercept Pillai's
2408.277b
2408.277b
2408.277b
2408.277b
Trace Wilks'
0.981 8 374 0.367 0.981 19266.21 1
Lambda Hotelling'
0.019 8 374 0.067 0.981 19266.21 1
s Trace
Roy's
Largest
51.514 8 374 0.91 0.981 19266.21 1
Root 51.514 8 374 0.07 0.981 19266.21 1
Y1 Pillai's
Trace
Wilks'
0.859
2.627
24
1128
0.041
0.053
63.049
1
Lambda
Hotelling'
0.247 2.657 24 1085.315 0.042 0.054 61.583 1
s Trace
Roy's
Largest
Root
0.173
0.116
2.683
5.463c
24
8
1118
376
0.91
0.07
0.054
0.104
64.398
43.708
1
1
a. Design: Intercept +Y,
b. Exact Statistic
c. The statistic is an upper bound on F that yields a lower bound on the
significance level.
d. Compound using alpha = .05
Table – 4.2 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.2, one way MANOVA revealed a significant multivariate
main effect of competency based talent acquisition process, Wilk’ =
0.247 F (24,1085.315) = 2.657, p <0.05, partial Eta squared = 0.054, power to detect
the effect = 1, confirming the alternative hypothesis
113
Data Analysis, Interpretation And Results
4.1.4.3 :- Levene’s Test
Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
A
B
C
D
7.478
5.709
8.209
.877
3
3
3
3
381
381
381
381
.055
.052
.069
.071
E
F
G
H
1.562
23.779
2.477
2.475
3
3
3
3
381
381
381
381
.058
.086
.123
.145
Tests the null hypothesis that the error variance of the dependent
variable is equal across groups a
a, Design Intercept + Y1 (Recruitment and Selection/ Talent Acquisition)
Table 4.3 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.3, it is interpretive that Levene’s Test is not significant at p <
0.05, indicating equal variances assumed within the group. Thus, it meets the
assumption of homogeneity of variances.
114
Data Analysis, Interpretation And Results
4.1.1.4 – Test of between subject Effects
Source
Dependent
Variable
Type III Sum of
Squares
Df
Mean
Square
F
Sig.
Partial
Eta
Squared
Noncent .
Paramet
er
Observe
d
Poweri
Corrected A
B
C
D
6.707a 3 2.236 4.807 .006 .036 14.421 .902
Model
8.840b
3
2.947
5.420
.005
.041
16.259
.936
3.148c
3 1.049 2.147 .001 .017 6.440 .546
17.127d 3 5.709 9.912 .001 .072 29.737 .998
E
F
G
H
2.709e 3 .903 1.625 .003 .013 4.874 .426
87.895f
3 29.298 85.44 .402 .402 256.337 1.000
6
.718g
3 .239 .447 .004 .004 1.341 .140
15.123h 3 5.041 8.840 .005 .065 26.519 .995
Intercept A 2277.60 1 2277.60 4897.
691
4276.
274
4539.
016
3610.
205
3938.
303
5243.
320
4250.
473
3753.
086
.000 .928 4897.69 1.000
9 9 1
B 2325.00 1 2325.00 .000 .918 4276.27 1.000
9 9 4
C 2218.62 1 2218.62 .000 .923 4539.01 1.000
3 3 6
D 2079.27 1 2079.27 .000 .905 3610.20 1.000
0 0 5
E 2188.47 1 2188.47 .000 .912 3938.30 1.000
0 0 3
F 1797.87 1 1797.87 .000 .932 5243.32 1.000
1 1 0
G 2276.64 1 2276.64 .000 .918 4250.47 1.000
2 2 3
H 2140.21 1 2140.21 .000 .908 3753.08 1.000
4 4 6
115
Data Analysis, Interpretation And Results
Y1 A 6.707 3 2.236 4.807 .006 .036 14.421 .902
B 8.840 3 2.947 5.420 .005 .041 16.259 .936
C 3.148 3 1.049 2.147 .001 .017 6.440 .546
D 17.127 3 5.709 9.912 .001 .072 29.737 .998
E 2.709 3 .903 1.625 .003 .013 4.874 .426
F 87.895 3 29.298 85.44
6
.402 .402 256.337 1.000
G .718 3 .239 .447 .004 .004 1.341 .140
H 15.123 3 5.041 8.840 .005 .061 26.519 .995
Error A 177.179 381 .465
B 207.150 381 .544
C 186.229 381 .489
D 219.434 381 .576
E 211.717 381 .556
F 130.640 381 .343
G 204.072 381 .536
H 217.267 381 .570
Total A 7068.00 385
385
385
385
385
385
0
B 6932.00
0
C 7006.00
0
D 6861.00
0
E 6814.00
0
F 7052.00
0
116
Data Analysis, Interpretation And Results
G
703.00 384
H
703.00 384
Corrected A 183.886 384
Total
B 215.990 384
C 189.377 384
D 236.561 384
E 214.426 384
F 218.535 384
G 204.790 384
H 232.390 384
a. R Squared = .036 (Adjusted R Squared = .029)
b. R Squared = .041 (Adjusted R Squared = .033)
c. R Squared = .017 (Adjusted R Squared = .009)
d. R Squared = .072 (Adjusted R Squared = .065)
e. R Squared = .013 (Adjusted R Squared = .005)
f. R Squared = .402 (Adjusted R Squared = .397)
g. R Squared = .004 (Adjusted R Squared = -.004)
h. R Squared = .065 (Adjusted R Squared = .058)
i. Computed using significant level on the research criteria= 0.05/8 = 0.00625
Table 4.4 {Source – Primary data, SPSS 22.0}
With reference to table 4.4, it is interpretative that only F-values for variable A, B, C,
D, E, G and H are significantly different at research criteria of 0.00625 [The experiment
wise alpha protection provided by the overall test does not extend to Univariate tests.
Confidence levels by the number intended to perform F test for eight dependent
variables should require p < 0.00625 {0.05/8}]. F-values for variable F are non-
significant at research criteria of 0.00625
Data Analysis, Interpretation And Results
Section 4 B
Testing of Hypothesis 2
Section 4 B Testing of Hypothesis 2
4.2 Testing of Hypothesis 2
Test of Assumption of Multivariate Normality – Kurtosis
4.2.1 and Skewness
4.2.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
4.2.3 Test for Multivariate Outliners
4.2.4 One Way MANOVA
4.2.4.1 BOX’s M Test
4.2.4.2 Multivariate Test
4.2.4.3 Levene’s Test
4.2.4.4 Test of Between Subject Effects
117
117
118
118
118
118
119
120
121
Data Analysis, Interpretation And Results
4.2 Testing of Hypothesis 2:-
Hypothesis 2, H2 examines testing of significant association of competency [A, B, C,
D, E, F, G, and H] with training and development process [Y2] with reference to sales
professional in pharmaceutical sector.
4.2.1 Test of Assumption of Multivariate normality – Kurtosis and Skewness
Figure 4.2: - Normality of Dependent Variables for Hypothesis 2,
{Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.2.a (annexure IV) and figure 4.2, it is interpretive that the data is normally
distributed with negative skewness or left sided skew, with asymmetry is
117
HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C
HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F
HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H
118
Data Analysis, Interpretation And Results
statistical distribution, which can be considered for the study as the skewness falls within
the range of -2 to +2.
4.2.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
With reference to table 5.2.a (annexure V) and table 6.2.a (annexure VI), the co- efficient of
co-relation (r) has value between 0 to 1, which indicates positive correlation between the
dependent variables and satisfies the assumption for conducting MANOVA.
4.2.3 – Test for Multivariate Outliners: -
With reference to table 7.2.1.a to 7.2.8.a (annexure VII), No outliners were detected, thus
it meets the assumption was conducting MANOVA. Detailed statistics and Box Plot is
represented are Annexure VII.
4.2.4 – One Way MANOVA
4.2.4.1 – BOX’S M Test
Box's Test of Equality of
Covariance Matricesa
Box's M 264.246
F 3.522
df1 72
df2 95584.350
Sig. .079
Tests the null hypothesis that the observed covariance matrices of the
dependent variables are equal across groupsa
a. Design: Intercept + Y2 (Training & Development)
Table 4.5 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.5, it is interpretive that BOX’s M is not significant at p <
0.001, indicating equal co-variances matrices between the groups.
119
Data Analysis, Interpretation And Results
Thus, it meets the assumption of Homogeneity of co-variances to conduct one way
MANOVA.
4.2.4.2 – Multivariate Test
Multivariate Testsa
Effect
Value
F
Hypoth
esis df
Error
df
Sig.
Partial
Eta
Squared
Noncent.
Parameter
Obse rved Pow
erd
Intercept Pillai's
2408.277b
2408.277b
2408.277b
2408.277b
Trace
Wilks'
0.981 8 374 0.367 0.981 19266.21 1
Lambda Hotelling's
0.019 8 374 0.067 0.981 19266.21 1
Trace
Roy's
Largest
51.514 8 374 0.91 0.981 19266.21 1
Root 51.514 8 374 0.07 0.981 19266.21 1
Y2 Pillai's
Trace 0.859 2.627 24 1128 0.045 0.053 63.049 1 Wilks'
Lambda 0.147 2.657 24 117.6 0.049 0.023 61.583 1 Hotelling's
Trace 0.173 2.683 24 1118 0.91 0.054 64.398 1
Roy's
Largest
Root
0.116
5.463c
8
376
0.07
0.104
43.708
1
a. Design: Intercept + Y2
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the significance
level.
d. Computed using alpha = .05
Table 4.6 {Source –Primary Source, SPSS 22.0 Output}
With reference to table 4.6, one way MANOVA revealed a significant multivariate
main effect of competency based Training and development, Wilk’ = 0.147, F
(24,117.6) = 2.657, p <0.05, partial Eta squared = 0.023, power to detect the effect = 1,
confirming the alternative hypothesis.
120
Data Analysis, Interpretation And Results
4.2.4.3 : - Levene’s Test
Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
A
B
C
D
7.343
3.284
3.200
5.388
3
3
3
3
381
381
381
381
.060
.071
.073
.061
E
F
G
H
5.505
3.397
4.080
3.491
3
3
3
3
381
381
381
381
.061
.078
.067
.076
Tests the null hypothesis that the error variance of the dependent variable is equal
across groups.a
a. Design: Intercept + Y2
Table 4.7 {Source – SPSS 22.0 Output, Primary Data feed by the researcher}
With reference to table 4.7, it is interpretive that Levene’s Test is not significant at p <
0.05, indicating equal variances assumed within the group. Thus, it meets the
assumption of homogeneity of variances.
121
Data Analysis, Interpretation And Results
4.2.4.4 :- Test of Between Subject Effects
Tests of Between-Subjects Effects
Source
Dependent
Variable
Type III Sum of
Squares
df
Mean
Square
F
Sig.
Partial
Eta
Squared
Noncent .
Paramet
er
Observe
d
Poweri
Corrected A
B
C
D
4.645a 3 1.548 2.758 .0052 .021 8.274 .666
Model
7.725b
3
2.575
4.978
.0062
.038
14.934
.913
8.654c
3 2.885 6.284 .0601 .047 18.851 .965
4.147d 3 1.382 2.486 .0061 .019 7.458 .615
E
F
G
H
2.686e 3 .895 1.828 .0057 .014 5.483 .474
.556f 3 .185 .299 .0064 .002 .898 .108
2.390g
3 .797 1.811 .0041 .014 5.433 .470
2.552h 3 .851 1.788 .0032 .014 5.363 .465
Intercept A 1953.18 1 1953.18 3479.
179
3842.
699
4373.
826
3485.
801
3925.
467
3123.
664
4439.
701
4293.
705
.000 .901 3479.17 1.000
0 0 9
B 1987.56 1 1987.56 .000 .910 3842.69 1.000
4 4 9
C 2007.88 1 2007.88 .000 .920 4373.82 1.000
0 0 6
D 1938.16 1 1938.16 .000 .901 3485.80 1.000
7 7 1
E 1923.48 1 1923.48 .000 .912 3925.46 1.000
0 0 7
F 1934.90 1 1934.90 .000 .891 3123.66 1.000
7 7 4
G 1953.41 1 1953.41 .000 .921 4439.70 1.000
6 6 1
H 2043.54 1 2043.54 .000 .918 4293.70 1.000
9 9 5
122
Data Analysis, Interpretation And Results
Y2 A 4.645 3 1.548 2.758 .0052 .021 8.274 .666
B 7.725 3 2.575 4.978 .0062 .038 14.934 .913
C 8.654 3 2.885 6.284 .0601 .047 18.851 .965
D 4.147 3 1.382 2.486 .0061 .019 7.458 .615
E 2.686 3 .895 1.828 .0057 .014 5.483 .474
F .556 3 .185 .299 .0062 .002 .898 .108
G 2.390 3 .797 1.811 .0041 .014 5.433 .470
H 2.552 3 .851 1.788 .0032 .014 5.363 .465
Error A 213.890 381 .561
B 197.065 381 .517
C 174.905 381 .459
D 211.843 381 .556
E 186.690 381 .490
F 236.005 381 .619
G 167.636 381 .440
H 181.333 381 .476
Total A 7052.00 385
385
385
385
385
385
385
0
B 7013.00
0
C 7127.00
0
D 6932.00
0
E 7006.00
0
F 6861.00
0
G 7156.00
0
123
Data Analysis, Interpretation And Results
H
Corrected A Total
204.790 384
189.230 384
B 204.790 384
C 183.558 384
D 215.990 384
E 189.377 384
F 236.561 384
G 170.026 384
H 183.886 384
a. R Squared = .021 (Adjusted R Squared = .014)
b. R Squared = .038 (Adjusted R Squared = .030)
c. R Squared = .047 (Adjusted R Squared = .040)
d. R Squared = .019 (Adjusted R Squared = .011)
e. R Squared = .014 (Adjusted R Squared = .006)
f. R Squared = .002 (Adjusted R Squared = -.006)
g. R Squared = .014 (Adjusted R Squared = .006)
i. Computed using significant level on the research criteria= 0.05/8 = 0.00625
Table 4.8 {Source – SPSS 22.0 Output, Primary Data feed by the researcher}
With reference to table 4.8, it is interpretative that only F-values for variable A, B, D,
E, F, G and H are significantly different at research criteria of 0.00625 [The experiment
wise alpha protection provided by the overall test does not extend to Univariate tests.
Confidence levels by the number intended to perform F test for eight dependent
variables should require p < 0.00625 {0.05/8}]. F-values for variable C is non-
significant at research criteria of 0.00625.
Data Analysis, Interpretation And Results
Section 4 C
Testing of Hypothesis 3
Section 4 C Testing of Hypothesis 3
4.3 Testing of Hypothesis 3
Test of Assumption of Multivariate Normality – Kurtosis
4.3.1 and Skewness
4.3.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
4.3.3 Test for Multivariate Outliners
4.3.4 One Way MANOVA
4.3.4.1 BOX’s M Test
4.3.4.2 Multivariate Test
4.3.4.3 Levene’s Test
4.3.4.4 Test of Between Subject Effects
124
124
125
125
125
125
126
127
128
124
Data Analysis, Interpretation And Results
4.3 Testing of Hypothesis 3: -
Hypothesis 3, [H]3 examines testing of significant association of competency [A, B, C,
D, E, F, G and H] with performance management process [Y3] with reference to sales
professional in pharmaceutical sector.
4.3.1 Test of Assumption of Multivariate normality – Kurtosis and Skewness
Figure 4.3: - Normality of Dependent Variables for Hypothesis 3, {Source – Primary Data,
SPSS 22.0 Output}
HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C
HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F
HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H
125
Data Analysis, Interpretation And Results
With reference to table 4.3.a (annexure IV) and figure 4.3, it is interpretive that the
data is normally distributed with negative skewness or left sided skew, with asymmetry
is statistical distribution, which can be considered for the study as the skewness falls
within the range of -2 to +2.
4.3.2 Descriptive Statistic and Pearson Correlation Co-efficient (r): -
With reference to table 5.3.a (annexure V) and table 6.3.a(annexure VI), the co-
efficient of co-relation (r) has value between 0 to 1, which indicates positive correlation
between the dependent variables and satisfies the assumption for conducting
MANOVA.
4.3.3 – Test for Multivariate Outliners: -
With reference to table 7.3.1.a to 7.3.8.a (annexure VII). Minor outliners where
detected and where processed using Mahalanobis Distance, to meet the assumption was
conducting MANOVA. Detailed statistics and Box Plot are represented in Annexure
VII.
4.3.4 – One way MANOVA
4.3.4.1 – BOX’s M Test Box's Test of Equality of
Covariance Matricesa
Box's M 161.474
F 2.143
df1 72
df2 62744.608
Sig. .0027
Tests the null hypothesis that the observed covariance matrices of the
dependent variables are equal across groups.a
a. Design: Intercept + Y3 (Performance Management Process)
Table 4.9 {Source – Primary Data, SPSS 22.0 Output}
126
Data Analysis, Interpretation And Results
With reference to table 4.9, it is interpretive that BOX’s M is not significant at p <
0.001, indicating equal co-variances matrices between the groups. Thus, it meets the
assumption of Homogeneity of co-variances to conduct one way MANOVA
4.3.4.2 – Multivariate Test
Multivariate Testsa
Effect
Value
F
Hypothesis
df
Error
df
Sig.
Partial Eta
Squared
Noncent.
Parameter
Observed
Powerd
Intercept Pillai's
796.148b
796.148b
796.148b
796.148b
Trace Wilks'
0.945 8 374 0 0.945 6369.186 1
Lambda Hotelling's
0.055 8 374 0 0.945 6369.186 1
Trace
Roy's Largest
17.03 8 374 0 0.945 6369.186 1
Root 17.03 8 374 0 0.945 6369.186 1
Y3 Pillai's
Trace
Wilks'
0.222 3.76 24 1128 0 0.074 90.237 1
Lambda
Hotelling's
0.284 3.953 24 315 0 0.078 91.583 1
Trace
Roy's
Largest
Root
0.267
0.232
4.144
10.914c
24
8
1118
376
0
0
0.082
0.188
99.468
87.313
1
1
a. Design: Intercept + Y3
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the significance
level.
d. Computed using alpha = .05
Table 4.10 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.10, one way MANOVA revealed a significant multivariate
main effect of competency based Talent acquisition process,
127
Data Analysis, Interpretation And Results
Wilk’ = 0.284, F(24,315) = 3.953, p <0.05, partial Eta squared = 0.078, power to
detect the effect = 1, confirming the alternative hypothesis.
4.3.4.3- Levene’s Test
Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
A
B
C
D
3.647
3.606
2.082
15.898
3
3
3
3
381
381
381
381
.073
.074
.102
.060
E
F
G
H
7.158
3.115
7.567
.814
3
3
3
3
381
381
381
381
.080
.086
.060
.098
Tests the null hypothesis that the error variance of the dependent variable is equal
across groups.a
a. Design: Intercept + Y3
Table 4.11 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.11, it is interpretive that Levene’s Test is not significant at p
< 0.05, indicating equal variances assumed within the group. Thus, it meets the
assumption of homogeneity of variances
128
Data Analysis, Interpretation And Results
4.3.4.4 – Tests of Between-Subjects Effects
Tests of Between-Subjects Effects
Source
Dependent
Variable
Type III Sum of
Squares
df
Mean
Square
F
Sig.
Partial
Eta
Squared
Noncent .
Paramet
er
Observe
d
Poweri
Corrected A
B
C
D
7.889a 3 2.630 5.663 .005 .043 16.990 .946
Model
2.800b
3
.933
1.852
.002
.014
5.557
.480
5.283c
3 1.761 3.785 .005 .029 11.356 .813
.806d 3 .269 .554 .005 .004 1.662 .164
E
F
G
H
.250e 3 .083 .174 .914 .001 .523 .082
1.231f 3 .410 .833 .072 .007 2.498 .231
26.300g
3 8.767 21.67 .000 .146 65.012 1.000
1
.798h 3 .266 .483 .004 .004 1.448 .148
Intercept A 537.030 1 537.030 1156.
626
1099.
425
1119.
727
1062.
808
1079.
163
1114.
953
1323.
774
1001.
824
.000 .752 1156.62 1.000
6
B 554.011 1 554.011 .000 .743 1099.42 1.000
5
C 520.928 1 520.928 .000 .746 1119.72 1.000
7
D 515.486 1 515.486 .000 .736 1062.80 1.000
8
E 514.769 1 514.769 .000 .739 1079.16 1.000
3
F 549.371 1 549.371 .000 .745 1114.95 1.000
3
G 535.508 1 535.508 .000 .777 1323.77 1.000
4
H 552.164 1 552.164 .000 .724 1001.82 1.000
4
129
Data Analysis, Interpretation And Results
Y3 A 7.889 3 2.630 5.663 .005 .043 16.990 .946
B 2.800 3 .933 1.852 .002 .014 5.557 .480
C 5.283 3 1.761 3.785 .005 .029 11.356 .813
D .806 3 .269 .554 .005 .004 1.662 .164
E .250 3 .083 .174 .914 .001 .523 .082
F 1.231 3 .410 .833 .072 .007 2.498 .231
G 26.300 3 8.767 21.67 .000 .146 65.012 1.000
1
H .798 3 .266 .483 .004 .004 1.448 .148
Error A 176.901 381 .464
B 191.990 381 .504
C 177.252 381 .465
D 184.794 381 .485
E 181.740 381 .477
F 187.730 381 .493
G 154.126 381 .405
H 209.992 381 .551
Total A 6993.00 385
385
385
385
385
385
0
B 7062.00
0
C 7016.00
0
D 6977.00
0
E 6898.00
0
F 7090.00
0
130
Data Analysis, Interpretation And Results
G
H
184.79 Corrected A Total
192.36 385
111.7 385
384
B 194.790 384
C 182.535 384
D 185.600 384
E 181.990 384
F 188.961 384
G 180.426 384
H 210.790 384
a. R Squared = .043 (Adjusted R Squared = .035)
b. R Squared = .014 (Adjusted R Squared = .007)
c. R Squared = .029 (Adjusted R Squared = .021)
d. R Squared = .004 (Adjusted R Squared = -.003)
e. R Squared = .001 (Adjusted R Squared = -.006)
f. R Squared = .007 (Adjusted R Squared = -.001)
g. R Squared = .146 (Adjusted R Squared = .139)
h. R Squared = .004 (Adjusted R Squared = -.004)
i. Computed using significant level on the research criteria= 0.05/8 = 0.00625
Table 4.12 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.12, it is interpretative that only F-values for variable A, B, C,
D, G and H are significantly different at research criteria of 0.00625 [The experiment
wise alpha protection provided by the overall test does not extend to Univariate tests.
Confidence levels by the number intended to perform F test for eight dependent
variables should require p < 0.00625 {0.05/8}]. F-values for variable E and F are non-
significant at research criteria of 0.00625.
Data Analysis, Interpretation And Results
Section 4 D
Testing of Hypothesis 4
Section 4 D Testing of Hypothesis 4
4.4 Testing of Hypothesis 4
Test of Assumption of Multivariate Normality – Kurtosis
4.4.1 and Skewness
4.4.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
4.4.2 Test for Multivariate Outliners
4.4.3 One Way MANOVA
4.4.3.1 BOX’s M Test
4.4.3.2 Multivariate Test
4.4.3.3 Levene’s Test
4.4.3.4 Test of Between Subject Effects
131
131
132
132
132
132
133
134
135
Data Analysis, Interpretation And Results
4.4 Testing of Hypothesis 4:-
Hypothesis 4, [H]4 examines testing of significant association of competency [A,
B,C,D,E,F,G,H] with compensation management process [Y4] with reference to sales
professional in pharmaceutical sector.
4.4.1 Test of Assumption of Multivariate normality – Kurtosis and Skewness
Figure 4.4: - Normality of Dependent Variables for Hypothesis 4, {Source – Primary Data,
SPSS 22.0 Output}
131
HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C
HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F
HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H
132
Data Analysis, Interpretation And Results
With reference to Table 4.4.a (annexure IV) and figure 4.4, it is interpretive that the
data is normally distributed with negative skewness or left sided skew, with asymmetry
is statistical distribution, which can be considered for the study as the skewness falls
within the range of -2 to +2.
4.4.2 Descriptive Statistic and Pearson Correlation Co-efficient (r): -
With reference to table 5.4.a (annexure V) and table 6.4.a(annexure VI), the co-
efficient of co-relation (r) has value between 0 to 1, which indicates positive correlation
between the dependent variables and satisfies the assumption for conducting
MANOVA.
4.4.3 – Test for Multivariate Outliners: -
With reference to table 7.4.1.a to 7.4.8.a (annexure VII). Minor outliners where
detected and where processed using Mahalanobis Distance, to meet the assumption was
conducting MANOVA. Detailed statistics and Box Plot are represented in Annexure
VII.
4.4.4 – One way MANOVA
4.4.4.1 – BOX’s M Test
Box's Test of Equality of
Covariance Matricesa
Box's M 206.830
F 2.755
df1 72
df2 91106.123
Sig. .046
Tests the null hypothesis that the observed covariance matrices of
the dependent variables are equal across groups.a
a. Design: Intercept + Y4 (Compensation Management Process)
Table 4.13 {Source – Primary Data, SPSS 22.0 Output}
133
Data Analysis, Interpretation And Results
With reference to table 4.13, it is interpretive that BOX’s M is not significant at p <
0.001, indicating equal co-variances matrices between the groups. Thus, it meets the
assumption of Homogeneity of co-variances to conduct one way MANOVA.
4.4.4.2 – Multivariate Test
Multivariate Testsa
Effect
Value
F
Hypothesis
df
Error
df
Sig.
Partial Eta
Squared
Noncent.
Parameter
Observed
Powerd
Intercept Pillai's
1685.932b
1685.932b
1685.932b
1685.932b
Trace Wilks'
0.973 8 374 0 0.973 13487.46 1
Lambda Hotelling's
0.027 8 374 0 0.973 13487.46 1
Trace
Roy's
Largest
36.063 8 374 0 0.973 13487.46 1
Root 36.063 8 374 0 0.973 13487.46 1
Y4 Pillai's
Trace
Wilks'
0.326 5.72 24 1128 0.046 0.109 137.29 1
Lambda
Hotelling's
0.193 6.108 24 640 0.034 0.115 141.407 1
Trace
Roy's
Largest
Root
0.418
0.347
6.494
16.294c
24
8
1118
376
0.021
0.089
0.122
0.257
155.861
130.351
1
1
a. Design: Intercept + Y4
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the significance
level.
d. Computed using alpha = .05
Table 4.14 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.14, one way MANOVA revealed a significant multivariate
main effect of competency based Talent acquisition process, Wilk’ = 0.193, F (24,640)
= 6.108, p <0.05, partial Eta squared = 0.034, power to detect the effect = 1, confirming
the alternative hypothesis.
134
Data Analysis, Interpretation And Results
4.4.4.3- Levene’s Test
Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
A
B
C
D
1.138
7.900
3.907
12.226
3
3
3
3
381
381
381
381
.333
.067
.069
.051
E
F
G
H
7.237
7.451
14.309
2.424
3
3
3
3
381
381
381
381
.055
.052
.068
.065
Tests the null hypothesis that the error variance of the dependent variable is equal
across groups.a
a. Design: Intercept + Y4
Table 4.15 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.15, it is interpretive that Levene’s Test is not significant at p
< 0.05, indicating equal variances assumed within the group. Thus, it meets the
assumption of homogeneity of variances.
135
Data Analysis, Interpretation And Results
4.4.4.4 – Tests of Between-Subjects Effects
Tests of Between-Subjects Effects
Source
Dependent
Variable
Type III Sum of
Squares
df
Mean
Square
F
Sig.
Partial
Eta
Squared
Noncent .
Paramet
er
Observe
d
Poweri
Corrected A
B
C
D
9.663a 3 3.221 6.194 .005 .047 18.582 .963
Model
3.324b
3
1.108
2.431
.004
.019
7.293
.604
3.048c
3 1.016 1.830 .001 .014 5.490 .475
1.176d 3 .392 .863 .002 .007 2.589 .238
E
F
G
H
1.462e 3 .487 1.134 .335 .009 3.402 .305
1.441f 3 .480 1.016 .003 .008 3.047 .276
40.664g
3 13.555 36.33 .006 .222 109.010 1.000
7
2.106h 3 .702 1.236 .003 .010 3.707 .331
Intercept A 1275.22 1 1275.22 2452.
425
2694.
120
2124.
331
2611.
295
2792.
769
2571.
496
3196.
426
2192.
754
.000 .866 2452.42 1.000
3 3 5
B 1228.07 1 1228.07 .000 .876 2694.12 1.000
3 3 0
C 1179.33 1 1179.33 .000 .848 2124.33 1.000
0 0 1
D 1185.85 1 1185.85 .000 .873 2611.29 1.000
6 6 5
E 1199.91 1 1199.91 .000 .880 2792.76 1.000
5 5 9
F 1216.44 1 1216.44 .000 .871 2571.49 1.000
1 1 6
G 1192.37 1 1192.37 .000 .893 3196.42 1.000
0 0 6
H 1245.60 1 1245.60 .000 .852 2192.75 1.000
8 8 4
136
Data Analysis, Interpretation And Results
Y4 A 9.663 3 3.221 6.194 .005 .047 18.582 .963
B 3.324 3 1.108 2.431 .004 .019 7.293 .604
C 3.048 3 1.016 1.830 .001 .014 5.490 .475
D 1.176 3 .392 .863 .002 .007 2.589 .238
E 1.462 3 .487 1.134 .335 .009 3.402 .305
F 1.441 3 .480 1.016 .003 .008 3.047 .276
G 40.664 3 13.555 36.33 .006 .222 109.010 1.000
7
H 2.106 3 .702 1.236 .003 .010 3.707 .331
Error A 198.114 381 .520
B 173.673 381 .456
C 211.513 381 .555
D 173.022 381 .454
E 163.697 381 .430
F 180.231 381 .473
G 142.125 381 .373
H 216.429 381 .568
Total A 6974.00 385
385
385
385
385
385
0
B 6960.00
0
C 6839.00
0
D 6974.00
0
E 6923.00
0
F 7032.00
0
137
Data Analysis, Interpretation And Results
G
7033.6 385
H
7036.5 385
Corrected A 207.777 384 Total
B 176.997 384
C 214.561 384
D 174.197 384
E 165.158 384
F 181.673 384
G 182.790 384
H 218.535 384
a. R Squared = .043 (Adjusted R Squared = .035)
b. R Squared = .014 (Adjusted R Squared = .007)
c. R Squared = .029 (Adjusted R Squared = .021)
d. R Squared = .004 (Adjusted R Squared = -.003)
e. R Squared = .001 (Adjusted R Squared = -.006)
f. R Squared = .007 (Adjusted R Squared = -.001)
g. R Squared = .146 (Adjusted R Squared = .139)
h. R Squared = .004 (Adjusted R Squared = -.004)
i. Computed using significant level on the research criteria= 0.05/8 = 0.00625
Table 4.16 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.16, it is interpretative that only F-values for variable A, B, C, D,
F, G and H are significantly different at research criteria of 0.00625 [The experiment wise
alpha protection provided by the overall test does not extend to Univariate tests. Confidence
levels by the number intended to perform F test for eight dependent variables should require
p < 0.00625 {0.05/8}]. F-values for variable E are non-significant at research criteria of
0.00625.
Data Analysis, Interpretation And Results
Section 4 E Testing of Hypothesis 5
4.5 Testing of Hypothesis 5
Test of Assumption of Multivariate Normality – Kurtosis
4.5.1 and Skewness
4.5.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)
4.5.3 Test for Multivariate Outliners
4.5.4 One Way MANOVA
4.5.4.1 BOX’s M Test
4.5.4.2 Multivariate Test
4.5.4.3 Levene’s Test
4.5.4.4 Test of Between Subject Effects
138
138
139
139
139
139
140
141
142
Section 4 E
Testing of Hypothesis 5
4.6 Post Hoc Analysis 145
4.S Summary of Chapter 145
138
Data Analysis, Interpretation And Results
4.5 Testing of Hypothesis 5: -
Hypothesis 5, [H]5 examines testing of significant association of competency [A, B, C,
D, E, F, G, H] with career planning and succession management process with reference
to sales professional in pharmaceutical sector.
4.5.1 Test of Assumption of Multivariate normality – Kurtosis and Skewness
Figure 4.5: - Normality of Dependent Variables for Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C
HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F
HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H
Data Analysis, Interpretation And Results
With reference to table 4.5.a (annexure IV) and figure 4.5, it is interpretive that the
data is normally distributed with negative skewness or left sided skew, with asymmetry
is statistical distribution, which can be considered for the study as the skewness falls
within the range of -2 to +2.
4.5.2 Descriptive Statistic and Pearson Correlation Co-efficient (r): -
With reference to table 5.5.a (annexure V) and table 6.5.a(annexure VI), the co-
efficient of co-relation (r) has value between 0 to 1, which indicates positive correlation
between the dependent variables and satisfies the assumption for conducting
MANOVA.
4.5.3 – Test for Multivariate Outliners: -
With reference to table 7.5.1.a to 7.5.8.a (annexure VII). Minor outliners where
detected and where processed using Mahalanobis Distance, using IQR [Inter quartile
range] of 1.5, to meet the assumption was conducting MANOVA. Detailed statistics
and Box Plot are represented in Annexure VII
4.5.4 – One way MANOVA
4.5.4.1 – BOX’s M Test
Box's Test of Equality of
Covariance Matricesa
Box's M 286.902
F 3.841
df1 72
df2 174191.705
Sig. .046
Tests the null hypothesis that the observed covariance matrices of the dependent
variables are equal across groups.a
a. Design: Intercept + Y5 (Career & succession planning)
Table 4.17 {Source – Primary Data, SPSS 22.0 Output}
139
140
Data Analysis, Interpretation And Results
With reference to table 4.17, it is interpretive that BOX’s M is not significant at p <
0.001, indicating equal co-variances matrices between the groups. Thus, it meets the
assumption of Homogeneity of co-variances to conduct one way MANOVA.
4.5.4.2 – Multivariate Test
Multivariate Testsa
Effect
Value
F
Hypothesis
df
Error
df
Sig.
Partial Eta
Squared
Noncent.
Parameter
Observed
Powerd
Intercept Pillai's
9479.183b
9479.183b
9479.183b
9479.183b
Trace Wilks'
0.995 8 375 0 0.995 75833.46 1
Lambda Hotelling's
0.005 8 375 0 0.995 75833.46 1
Trace
Roy's
Largest
202.223 8 375 0 0.995 75833.46 1
Root 202.223 8 375 0 0.995 75833.46 1
VAR00001 Pillai's
Trace
Wilks'
Lambda
Hotelling's
0.444
0.572
13.407
15.099b
16
16
752
750
0.418
0.034
0.222
0.244
214.515
241.579
1
1
Trace
Roy's
Largest
Root
0.72
0.679
16.83
31.906c
16
8
748
376
0.590
0.987
0.265
0.404
269.286
255.246
1
1
a. Design: Intercept + Y5
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the
significance level.
d. Computed using alpha = .05
Table 4.18 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.18, one way MANOVA revealed a significant
multivariate main effect of competency based Talent acquisition process, Wilk’ =
0.572, F (16,750) = 15.099, p <0.05, partial Eta squared = 0.078, power to detect
the effect = 1, confirming the alternative hypothesis.
141
Data Analysis, Interpretation And Results
4.5.4.3- Levene’s Test
Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
A
B
C
D
1.133
27.026
5.223
.801
2
2
2
2
382
382
382
382
.323
.137
.062
.450
E
F
G
H
2.539
23.384
22.196
2.593
2
2
2
2
382
382
382
382
.080
.062
.162
.076
Tests the null hypothesis that the error variance of the dependent variable is equal
across groups.a
a. Design: Intercept + Y5
Table 4.19 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.19, it is interpretive that Levene’s Test is not significant at p
< 0.05, indicating equal variances assumed within the group. Thus it meets the
assumption of homogeneity of variances.
142
Data Analysis, Interpretation And Results
4.5.4.4 – Tests of Between-Subjects Effects
Tests of Between-Subjects Effects
Source
Dependent
Variable
Type III Sum of
Squares
df
Mean
Square
F
Sig.
Partial
Eta
Squared
Noncent .
Paramet
er
Observe
d
Poweri
Corrected A
B
C
D
.584a 2 .292 .617 .007 .003 1.235 .153
Model
4.879b
2
2.440
6.168
.001
.031
12.337
.890
.014c
2 .007 .012 .001 .000 .024 .052
3.624d 2 1.812 3.482 .376 .018 6.963 .649
E
F
G
H
3.681e 2 1.841 4.549 .761 .023 9.099 .772
1.876f 2 .938 2.098 .003 .011 4.197 .430
73.076g
2 36.538 120.9 .007 .388 241.837 1.000
18
1.384h 2 .692 1.023 .003 .005 2.046 .228
Intercept A 5789.97 1 5789.97 12236 .000 .970 12236.2 1.000
9 9 .227 27
B 5637.51 1 5637.51 14254 .000 .974 14254.3 1.000
6 6 .306 06
C 5567.56 1 5567.56 9277. .000 .960 9277.34 1.000
8 8 341 1
D 5420.91 1 5420.91 10416 .000 .965 10416.3 1.000
4 4 .334 34
E 5800.29 1 5800.29 14336 .000 .974 14336.3 1.000
6 6 .306 06
F 5578.55 1 5578.55 12478 .000 .970 12478.5 1.000
1 1 .579 79
G 5381.57 1 5381.57 17809 .000 .979 17809.8 1.000
1 1 .832 32
H 5598.81 1 5598.81 8274. .000 .956 8274.62 1.000
4 4
629 9
143
Data Analysis, Interpretation And Results
Y5 A .584 2 .292 .617 .007 .003 1.235 .153
B 4.879 2 2.440 6.168 .001 .031 12.337 .890
C .014 2 .007 .012 .001 .000 .024 .052
D 3.624 2 1.812 3.482 .376 .018 6.963 .649
E 3.681 2 1.841 4.549 .761 .023 9.099 .772
F 1.876 2 .938 2.098 .003 .011 4.197 .430
G
73.076
2
36.538 120.9
18
.007
.388
241.837
1.000
H 1.384 2 .692 1.023 .003 .005 2.046 .228
Error A 180.756 382 .473
B 151.079 382 .395
C 229.248 382 .600
D 198.802 382 .520
E 154.553 382 .405
F 170.773 382 .447
G 115.428 382 .302
H 258.470 382 .677
Total A 7057.00 385
385
385
385
385
385
0
B 6797.00
0
C 6862.00
0
D 6802.00
0
E 7017.00
0
F 6822.00
0
144
Data Analysis, Interpretation And Results
G 6722.00
0 385
H 6876.00
0 385
Corrected A 181.340 384 Total
B 155.958 384
C 229.262 384
D 202.426 384
E 158.234 384
F 172.649 384
G 188.504 384
H 259.855 384
a. R Squared = .003 (Adjusted R Squared = -.002)
b. R Squared = .031 (Adjusted R Squared = .026)
c. R Squared = .000 (Adjusted R Squared = -.005)
d. R Squared = .018 (Adjusted R Squared = .013)
e. R Squared = .023 (Adjusted R Squared = .018)
f. R Squared = .011 (Adjusted R Squared = .006)
g. R Squared = .388 (Adjusted R Squared = .384)
h. R Squared = .005 (Adjusted R Squared = .000)
i. Computed using significant level on the research criteria= 0.05/8 = 0.00625
Table 4.20 {Source – Primary Data, SPSS 22.0 Output}
With reference to table 4.20, it is interpretative that only F-values for variable B, C, F
and H are significantly different at research criteria of 0.00625 [The experiment wise
alpha protection provided by the overall test does not extend to Univariate tests.
Confidence levels by the number intended to perform F test for eight dependent
variables should require p < 0.00625 {0.05/8}]. F-values for variable A, D, E and G
are non-significant at research criteria of 0.00625.
145
Data Analysis, Interpretation And Results
4.6 – Post Hoc Analysis: -
Referring to Annexure VIII, for table of mean of difference, it is seen that the same
mean differences are significant. There exists aptness in each competency level as per
Tukey’s HSD post Hoc Analysis
4. S SUMMARY
The chapter reveals organization of collected data and analysis in a statistical and
scientific manner. Further, it unfolds the competencies that do and do not associate with
human resource management system, extended to five hypotheses subjected to test.
This chapter helps in drawing concrete finding and conclusion of the current study.
CHAPTER – 5
FINDING, DISCUSSION, CONCLUSION
AND RECOMMENDATION OF THE
RESEARCH STUDY
Findings, Discussion, Conclusion and Recommendations
CHAPTER – 5
FINDING, DISCUSSION, CONCLUSION AND RECOMMENDATION
OF THE RESEARCH STUDY
5
Finding, Discussion, conclusion and recommendation
of the Research Study
146-
166
5.P Prelude 146
5.1 Finding and Discussion 147
5.1.1 Finding and Discussion for Hypothesis 1 147
5.1.2 Finding and Discussion for Hypothesis 2 150
5.1.3 Finding and Discussion for Hypothesis 3 153
5.1.4 Finding and Discussion for Hypothesis 4 156
5.1.5 Finding and Discussion for Hypothesis 5 159
5.2 Conclusion and Recommendation 161
5.3 Limitation of the Study 163
5.4 Future scope of the Research 164
5.S Summary of the chapter 165
146
Findings, Discussion, Conclusion and Recommendations
5. P Prelude –
The chapter debates on major quantitative findings from data analysis and results. To
view comprehensively the hypothesis testing and its result are presented in tabular
format. Further every hypothesis is followed by a discussion aligned with the major
findings. The chapter also provides conclusion and value-added recommendation which
are practically doable in nature. It also elaborates on the limitation of the study and
future scope of research.
147
Findings, Discussion, Conclusion and Recommendations
5.1 Findings and Discussion
5.1.1 Finding and Discussion for Hypothesis 1:
- Finding of Hypothesis 1
Hypothesis 1 {H1} Null Hypothesis Findings
Reject
Confirms that
Business Acumen
There is no significant Competency has
{H1}
Ao
association of business
acumen competency with the
Recruitment and selection/
p = 0.006
significant
association on
Recruitment and
talent acquisition process for (p < 0.00625) selection/ Talent
sales force in the Acquisition
Pharmaceutical Industry. Process
Reject
Confirms that
consultative selling
There is no significant skill competency
{H1}
Bo
association of consultative
skill selling competency with
the Recruitment and
p = 0.005
has significant
association on
Recruitment and
selection/ talent acquisition (p < 0.00625) selection/ Talent
process for sales force in the Acquisition
pharmaceutical industry. Process
148
Findings, Discussion, Conclusion and Recommendations
{H1}
Co
There is no significant
association of customer value
creation competency with the
Recruitment and selection/
talent acquisition process for
sales force in the
pharmaceutical industry.
Reject
Confirms
customer
creation
competency
significant
association
Recruitment
selection/
Acquisition
Process
that
value
has
on
and
Talent
p = 0.001
(p < 0.00625)
Reject
Confirms
product
that
and
technical
There is no significant
knowledge
{H1}
Do
association of product and
technical knowledge
competency with the
p = 0.001
competency
significant
association
has
on
Recruitment and selection/ (p < 0.00625) Recruitment and
talent acquisition process for selection/ Talent
sales force in the Acquisition
pharmaceutical industry Process
Reject
Confirms
relationship
that
building
There is no significant
p = 0.003
(p < 0.00625)
competency has
{H1} association of relationship significant
Eo building competency with the association on
Recruitment and selection/ Recruitment and
talent acquisition process for selection/ Talent
sales force in the Acquisition
pharmaceutical industry Process
149
Findings, Discussion, Conclusion and Recommendations
Fail to Reject
Confirms that self-
development
There is no significant competency has
{H1}
Fo
association of self-
development competency
with the Recruitment and
p = 0.402
NO significant
association on
Recruitment and
selection/ talent acquisition (p > 0.00625) selection/ Talent
process for sales force in the Acquisition
pharmaceutical industry Process
Reject
Confirms
strategic
that
sales
planning
There is no significant
p = 0.004
(p < 0.00625)
competency has
{H1} association of strategic sales significant
Go planning competency with association on
the Recruitment and Recruitment and
selection/ talent acquisition selection/ Talent
process for sales force in the Acquisition
pharmaceutical industry Process
Reject
Confirms that time
and territory
There is no significant management
association of time and
p = 0.005
(p < 0.00625)
competency has
{H1} territory management significant
Ho competency with the association on
Recruitment and selection/ Recruitment and
talent acquisition process for selection/ Talent
sales force in the Acquisition
pharmaceutical industry Process
Table 5.1 – Findings for Hypothesis 1 [H1]
150
Findings, Discussion, Conclusion and Recommendations
Discussion for Hypothesis 1: -
It is evident for table 5.1: -
a) P- values for competencies like business acumen, consultative selling skills,
customer value creation, product and technical knowledge, relationship
building, strategic sales planning, time and territory management are non-
complying with p > 0.00625, which rejects Null Hypothesis {H1} Ao, {H1}
Bo, {H1} Co, {H1} Do, {H1} Eo, {H1} Go, {H1} Ho, which forms a significant
association of these competencies with recruitment and selection/talent
acquisition process for sales function in pharma sector.
b) P- Value for competency like self-development is complying with p > 0.00625,
which accepts Null hypothesis {H1} Fo, which states no significant association
of this competency with recruitment and selection/talent acquisition process for
sales function in pharma sector.
5.1.2 Finding and Discussion for Hypothesis 2:
- Finding of Hypothesis 2
Hypothesis 2 {H2} Null Hypothesis Findings/
Discussion
There is no significant Confirms that
association of business Reject business acumen
{H2} acumen competency with the competency has
significant
Ao training and development
process for sales force in the
p = 0.0052 association on
training and
pharmaceutical industry
(p < 0.00625) development
process
Reject
Confirms that
consultative selling
There is no significant skill competency
{H2} association of consultative has significant
Bo selling skill competency with
the training and development
process for sales force in the
p = 0.0062
(p < 0.00625)
association on
training and
development
pharmaceutical industry process
151
Findings, Discussion, Conclusion and Recommendations
Fail to Reject
Confirms
customer
that
value
creation
{H2}
Co
There is no significant
association of customer value
creation competency with the
competency has
NO significant
association on
p = 0.0601
training and development (p > 0.00625) training and
process for sales force in the development
pharmaceutical industry. process
Reject
Confirms
Product
that
and
technical
There is no significant
knowledge
{H2} association of product and competency has
Do technical knowledge significant
competency with the training
p = 0.0061 association on
and development process for
(p < 0.00625) training and
sales force in the development
pharmaceutical industry. process
Reject
Confirms
relationship
that
building
{H2}
Eo
There is no significant
association of relationship
building competency with the
p = 0.0061
competency
significant
association
has
on
training and development (p < 0.00625) training and
process for sales force in the development
pharmaceutical industry process
{H2}
Fo
There is no
association
significant
of self-
Reject
Confirms that self-
development
152
Findings, Discussion, Conclusion and Recommendations
development competency
with the training and
competency
significant
has
development process for sales p = 0.0057 association on
force in t h e pharmaceutical (p < 0.00625) training and
industry. development
process
Reject
Confirms
strategic
that
sales
planning
{H2}
Go
There is no significant
association of strategic sales
planning competency with
competency
significant
association
has
on
p = 0.0041
the training and development (p < 0.00625) training and
process for sales force in the development
pharmaceutical industry process
Reject
Confirms
strategic
planning
competency
significant
association
training
development
process
that
sales
has
on
and
There is no significant
{H2}
Ho
association of time and
territory management
competency with the training
p = 0.0032
and development process for (p < 0.00625)
sales force in the
pharmaceutical industry.
Table 5.2 – Findings for Hypothesis 2 [H2]
153
Findings, Discussion, Conclusion and Recommendations
Discussion for Hypothesis 2: -
It is evident for table 5.2: -
a) P- values for competencies like business acumen, consultative selling skills,
product and technical knowledge, relationship building, self-development,
strategic sales planning, time and territory management are non-complying with
p > 0.00625, which rejects Null Hypothesis {H2} Ao, {H2} Bo, {H2} Do, {H2}
Eo, {H2} Fo, {H2} Go, {H2} Ho, which forms a significant association of these
competencies with training and development process for sales function in
pharma sector.
b) P- Value for competency like customer value creation is complying with p >
0.00625, which accepts Null hypothesis {H2} Co, which states no significant
association of this competency training and development process for sales
function in pharma sector.
5.1.3 Finding and Discussion for Hypothesis 3: -
Finding of Hypothesis 3: -
Hypothesis 3 {H3}
Null Hypothesis Findings/
Discussion
{H3}
Ao
There is no significant
association of business
acumen competency with the
performance management
process for sales force in the
pharmaceutical industry
Reject
Confirms that
business acumen
competency has
significant
association on
performance
management
process
p = 0.005
(p < 0.00625)
{H3}
Bo
There is no significant
association of consultative
selling skill competency with
Reject
Confirms that
consultative selling
skill competency
154
Findings, Discussion, Conclusion and Recommendations
the performance management
process for sales force in the
pharmaceutical industry
p = 0.002
(p < 0.00625)
has significant
association on
performance
management
process
Reject
Confirms that
customer value
creation
{H3}
Co
There is no significant
association of customer value
creation competency with the
competency has
significant
association on
p = 0.005
performance management (p < 0.00625) performance
process for sales force in the management
pharmaceutical industry. process
Reject
Confirms that
product and
technical
There is no significant knowledge
{H3} association o f product and
p = 0.005
(p < 0.00625)
competency has
Do technical knowledge significant
competency with the association on
performance management performance
process for sales force in the management
pharmaceutical industry. process
Fail to Reject
Confirms that
relationship
building
{H3}
Eo
There is no significant
association of relationship
building competency with the
competency has
NO significant
association on
p = 0.914
performance management (p > 0.00625) performance
process for sales force in the management
pharmaceutical industry process
155
Findings, Discussion, Conclusion and Recommendations
There is no significant
Fail to Reject
Confirms that self-
development
association of self- competency has
{H3} development competency
significant
Fo with the performance association on
management process for sales
p = 0.072 performance
force in the pharmaceutical
(p > 0.00625) management
industry process
Reject
Confirms
strategic
planning
that
sales
{H3}
Go
There is no significant
association of strategic sales
planning competency with the
performance management
process for sales force in the
competency
significant
association
performance
management
has
on
p = 0
(p < 0.00625)
pharmaceutical industry process
There is no significant
Reject
Confirms that time
and territory
management
{H3}
Ho
association of time and
territory management
competency with the
performance management
process for sales force in the
competency
significant
association
performance
management
has
on
p = 0.004
(p < 0.00625)
pharmaceutical industry. process
Table 5.3 – Findings for Hypothesis 3 [H3]
Discussion for Hypothesis 3: -
It is evident for table 5.3: -
a) P- values for competencies like business acumen, consultative selling skills,
customer value creation, product and technical knowledge, strategic sales
156
Findings, Discussion, Conclusion and Recommendations
planning, time and territory management are non-complying with p > 0.00625,
which rejects Null Hypothesis {H3} Ao, {H3} Bo, {H3} Co, {H3} Do, {H3}
Go, {H3} Ho, which forms a significant association of these competencies with
performance management process for sales function in pharma sector.
b) P- Value for competencies like relationship building and self-development
complying with p > 0.00625, which accepts Null hypothesis {H3} Eo, {H3}
Fo which states no significant association of these competency with
performance management process for sales function in pharma sector.
5.1.4 Finding and Discussion for Hypothesis 4: -
Finding of Hypothesis 4: -
Hypothesis 4 {H4}
Null Hypothesis Findings/
Discussion
Reject
Confirms that
business acumen
There is no significant competency has
{H4} association of business
significant
Ao acumen competency with the association on
compensation management
p = 0.005 compensation
process for sales force in the
(p < 0.00625) management
pharmaceutical industry process
There is no significant
Reject
Confirms that
consultative selling
skill competency
has significant
association on
compensation
management
process
association of consultative
{H4} selling skill competency with
Bo the compensation
management process for sales p = 0.004
force in the pharmaceutical
(p < 0.00625)
Industry
{H4}
Co
There is no significant
association of customer value
creation competency with the
Reject
Confirms that
customer value
creation
157
Findings, Discussion, Conclusion and Recommendations
compensation management
process for sales force in the
competency
significant
has
pharmaceutical industry. p = 0.001 association on
(p < 0.00625) compensation
management
process
There is no significant
association of product and
technical knowledge
competency with the
compensation management
process for sales force in the
pharmaceutical industry.
Reject
Confirms
product
technical
that
and
knowledge
{H4} competency has
Do significant
p = 0.002 association on
(p < 0.00625) compensation
management
process
Fail to Reject
Confirms
relationship
that
building
{H4}
Eo
There is no significant
association of relationship
building competency with the
competency has
NO significant
association on
p = 0.335
compensation management (p > 0.00625) compensation
process for sales force in the management
pharmaceutical industry process
There is
no
significant
Reject
Confirms that self-
development
association of self- competency has
{H4} development competency
significant
Fo with the compensation association on
management process for sales
p = 0.003 compensation
force in the pharmaceutical
(p < 0.00625) management
industry process
158
Findings, Discussion, Conclusion and Recommendations
{H4}
Go
There is no significant
association of strategic sales
planning competency with
the compensation
management process for sales
force in the pharmaceutical
industry
Reject
Confirms that
strategic sales
planning
competency has
significant
association on
compensation
management
process
p = 0.006
(p < 0.00625)
{H4}
Ho
There is no significant
association of time and
territory management
competency with the
compensation management
process for sales force in the
pharmaceutical industry
Reject
Confirms that time
and territory
management
competency has
significant
association on
compensation
management
process
p = 0.003
(p < 0.00625)
Table 5.4 – Findings for Hypothesis 4 [H4]
Discussion for Hypothesis 4: -
It is evident for table 5.4: -
a) P- values for competencies like business acumen, consultative selling skills,
customer value creation, product and technical knowledge, self-development,
strategic sales planning, time and territory management are non-complying with
p > 0.00625, which rejects Null Hypothesis {H4} Ao, {H4} Bo, {H4} Co, {H4}
Do, {H4} Fo, {H4} Go, {H4} Ho, which forms a significant association of these
competencies with compensation management process for sales function in
pharma sector.
b) P- Value for competency like relationship building is complying with p >
0.00625, which accepts Null hypothesis {H4} Eo, which states no significant
association of this competency with compensation management process for
sales function in pharma sector.
159
Findings, Discussion, Conclusion and Recommendations
5.1.5 Finding and Discussion for Hypothesis 5: -
Finding of Hypothesis 5: -
Hypothesis 5 {H5}
Null Hypothesis
Findings/
Discussion
There is no significant
association of business
acumen competency with
the career and succession
planning process for sales
force in the pharmaceutical
Industry
Confirms that
Fail to Reject business acumen
competency has
{H5} Ao
NO significant
association on
career &
succession
planning process
p = 0.007
(p > 0.00625)
There is no significant
association of consultative
Reject
Confirms that
consultative selling
selling skill competency skill competency
{H5} Bo with the career and
succession planning
process for sales force in
the pharmaceutical
p = 0.001
(p < 0.00625)
has significant
association on
career &
succession
Industry planning process
There is no significant
Reject
Confirms that
customer value
association of customer creation
value creation competency competency has
{H5} Co with the career and significant
succession planning p = 0.001 association on
process for sales force in (p < 0.00625) career &
the pharmaceutical succession
industry. planning process
{H5} Do
There is no significant
association of product and
technical knowledge
Fail to Reject
Confirms that
product and
technical
160
Findings, Discussion, Conclusion and Recommendations
competency with the career
and succession planning
knowledge
competency has
process for sales force in
the pharmaceutical
industry
p = 0.376
(p > 0.00625)
NO significant
association on
career &
succession
planning process
Fail to Reject
Confirms that
relationship
There is no significant building
association of relationship competency has
{H5} Eo building competency with NO significant
the career and succession p = 0.761 association on
planning process for sales (p > 0.00625) career &
force in the pharmaceutical succession
industry planning process
There is no significant
association of self-
Reject
Confirms that self-
development
development competency competency has
{H5} Fo with the career and
succession planning
process for sales force in
the pharmaceutical
p = 0.003
(p < 0.00625)
significant
association on
career &
succession
industry planning process
There is no significant
Fail to Reject
Confirms that
strategic sales
association of strategic planning
sales planning competency competency has
{H5} Go with the career and NO significant
succession planning p = 0.007 association on
process for sales force in (p < 0.00625) career &
the pharmaceutical succession
industry planning process
161
Findings, Discussion, Conclusion and Recommendations
{H5} Ho
There is no significant
association of time and
territory management
competency with the career
and succession planning
process for sales force in
the pharmaceutical
industry
Reject
Confirms that time
and territory
management
competency has
significant
association on
career &
succession
planning process
p = 0.003
(p < 0.00625)
Table 5.5 – Findings for Hypothesis 5 [H5]
Discussion for Hypothesis 5: -
It is evident for table 5.5: -
a) P- values for competencies like consultative selling skills, customer value
creation, self-development and time and territory management are non-
complying with p > 0.00625, which rejects Null Hypothesis {H5} Bo, {H5}
Co, {H5} Fo, {H5} Ho which forms a significant association of this
competencies with career and succession planning process for sales function in
pharma sector.
b) P- Value for competency like business acumen, product and technical
knowledge, relationship building and strategic sales planning are complying
with p > 0.00625, which accepts Null hypothesis {H5} Ao, {H5} Do, {H5} Eo,
{H5} Go which states no significant association of these competency with
career and succession planning process for sales function in pharma sector.
5.2 Conclusion and Recommendation: -
The current research was carried out in a view to identify competencies of sales function
at all the levels of hierarchy, define the task in each competency and to measure its
practical existence. The study was conducted to measure the ability of adoption of these
competencies by the role holder (sales professional) and process holder (Human
resource professional), for performing recruitment and selection process, training and
development process, performance management process,
162
Findings, Discussion, Conclusion and Recommendations
compensation management process, career and succession planning. Further the study
wanted to explore the association of this competencies with competency based human
resource management systems for sale function in pharmaceutical sector.
From the current study, it is implicit that traditional process of work-based HR
management, are no longer effective means of making good HR decisions. There is
notable use of sales competencies while taking decision in Human Resource
Management life cycle of sales employees of pharmaceutical sector in Gujarat. This is
evident for process of recruitment and selection / Talent acquisition, training and
development process, performance management process, compensation management
process, career and succession planning.
Some of the key concluding aspects are highlighted as under: -
a) The research concludes that there is an adoption of competency based
recruitment and selection process for sales professional by all the members
involved in the process. This helps the process holder to focus on sales
competencies while making hiring decision and helps in attracting the right kind
of talent for a given job role. Competency-based selection, according to the
current research, provides some insight into whether, a new hire will be a good
fit with organizational goal. A competency-based recruitment and selection
process provides job incumbent with opportunities to outline, explain, and
demonstrate their qualifications in competency-based terms, which will make
the selection process more effective.
b) The research also supports use of competencies based training and development
process for pharma sales professionals. Through this the competency based
training can be individualized by identifying potential training and development
needs. The training gaps can be justified by analysis of current set of
competencies and desired benchmarked competencies, for sales personnel to
deliver effective training programmes.
163
Findings, Discussion, Conclusion and Recommendations
c) The study also promotes the use of competencies for performance management
process for pharma sales function. Competency based performance
management process can give apt insights on strategic and non- strategic tasks
of job and helps develop individual plans for the coming set of responsibilities.
d) It is implicit that competency based compensation management is practiced for
sales professional in pharmaceutical sector. This indeed would help in assigning
competencies with financial gain for sales professionals. It also would facilitate
competency based pay for performance and the concept of performance
incentives.
e) The practical application of competency based career and succession planning
is evident from the current study. Competencies would serve as a basis of new
set of responsibilities, handed over to the job incumbent. It helps analyze
individual and team development plans and makes the job incumbent ready for
new set of responsibilities.
It is discernible from the current study that Competency based Human Resource
Management for sales professional in pharmaceutical industry is a transpiring and
emerging approach for proficient HR Systems in organization, which can achieve the
competitive edge to thrive in today’s time. Competency based Human Resource
management have turned out to be an effective tool for HR to improve the
organizational productivity. Integration of competencies with the HR function has
enhanced the processes for sales function in the pharma sector with reference to Gujarat,
India.
5.3 Limitation of the Study: -
Though it is evident from current study that competency based HR systems are widely
adopted and are in practical use with reference to pharmaceutical industry in Gujarat,
few limitations exist which are elaborated as under: -
164
Findings, Discussion, Conclusion and Recommendations
a) The study is limited to ten pharmaceuticals companies in Gujarat, which are
medium and large enterprise. The study would have its own limitation with
reference to small scale pharmaceutical industry pretending to factors like
absence of dedicated HR professionals for the role, designing of competency
based process and time taken to adopt this process, multitasked role assigned to
HR professional like administration, accounting etc., lack of specialized subject
matter experts etc.
b) The process holder who implements competency based systems does not
possess suitable expertise backed up with education to design and structure such
process.
c) There is absence of educational initiatives and development programmes for
competency based management system which caters the need to industry.
d) The inability of Human Resource Management professional to prioritize
competency based management with their current process.
e) Lack of proper documentation of competency related process for future
reference.
5.4 Future scope of research: -
The current study only focuses on measuring the significant association of various
competencies and tasks classified under competencies on human resource process and
its sub function with reference to sales function in the pharmaceutical industry.
a) These competencies can be conceptualized in a model which can be practically
utilized in: -
i. Strategic Human Resource initiatives like developing and maintaining
Competency Driven Culture.
ii. Assessment and development center for recruiting and promotion.
iii. Initializing HRIS [Human Resource Information System], which can be
gestated as web based or a server based software.
iv. Merging with Psychological and Aptitude test for selection.
165
Findings, Discussion, Conclusion and Recommendations
v. Computing with HR Analytics to calculate conventional reports that depicts
profitability.
b) The use competencies and competencies cluster can be associated with various
financial and non- financial parameters of organizational effectiveness to
calculate accurate return on investment.
c) The competency model can serve as unique asset in planning, organizing,
documenting and implementing various standard operating procedures [SOP],
to achieve maximum results from the human capital.
5. S Summary –
The chapter provides an overview of entire analysis in an encapsulated manner. The
chapter briefs concluding statements and recommendations that can improvise the
current competency based human resource system with reference to sales function in
pharmaceutical sector. In addition to this it elaborates on future scope for research
which suggests formation of competency framework and modeling for sales function,
which is practically feasible and can be aligned with business strategies through means
of current research study.
Sub Hypothesis Null Hypothesis Alternate Hypothesis
Hypothesis 1
{H1} A Accepted
{H1} B Accepted
{H1} C Accepted
{H1} D Accepted
{H1} E Accepted
{H1} F Accepted
{H1} G Accepted
{H1} H Accepted
Hypothesis 2
{H2} A Accepted
{H2} B Accepted
{H2} C Accepted
{H2} D Accepted
{H2} E Accepted
166
Findings, Discussion, Conclusion and Recommendations
{H2} F Accepted
{H2} G Accepted
{H2} H Accepted
Hypothesis 3
{H3} A Accepted
{H3} B Accepted
{H3} C Accepted
{H3} D Accepted
{H3} E Accepted
{H3} F Accepted
{H3} G Accepted
{H3} H Accepted
Hypothesis 4
{H4} A Accepted
{H4} B Accepted
{H4} C Accepted
{H4} D Accepted
{H4} E Accepted
{H4} F Accepted
{H4} G Accepted
{H4} H Accepted
Hypothesis 5
{H5} A Accepted
{H5} B Accepted
{H5} C Accepted
{H5} D Accepted
{H5} E Accepted
{H5} F Accepted
{H5} G Accepted
{H5} H Accepted
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167
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www.onlinelibrary.wiley.com/journal
https://www.icaew.com
R.6 Newspaper Article
BV Mahalakshmi (2012, January), “Six pharma firms ally to improve efficiency”, Financial
Express.
Geetanjali Shukla (2012, January), “Strong Combination Pill”, Business Today.
APPENDICES
Appendices
180
ANNEXURE – I
Sales Competency Questionnaire
Dear Respondent,
I invite you to participate in research study entitled “A Study on Development of
Competency Based HR systems for sales function in pharma sector”. I am currently
enrolled with Gujarat technological University as a research scholar for Doctorate
programme in management [PhD]
The enclosed questionnaire has been designed to collect quality information on
competency Based Human Resource Management systems practiced by
pharmaceutical industry for sales professional and to study the practical implication of
the sales competency possessed by the staff.
Your Participation in the research process is completely voluntary. Data obtained from
this process will be kept confidential and will be reported as a collective combined total,
used for research purpose only.
The questionnaire consists of five sections and will take your considerate time to fill in
the information correctly.
If you agree to participate in the research process, please fill in the correct information
for the questionnaire for the link mentioned below and submit the form at the earliest
possible convenience.
Wufoo Form Link: -
Please note: -
The questionnaire consists of five sections, which are sub functions of Human resource
development present and practiced in your pharmaceutical organization. Please give
your response against every section differently, on the scale of 1 to 5, 5 being the most
appropriate and 1 being the least appropriate.
Personal and Professional Dossier: -
A. Gender: -
Male/Female
Appendices
B. Age in years: -
18-25 years/26-35 years/36-45 years/46-55 years/ Above 55 Years
C. Educational qualifications: -
Diploma/Graduate/Post Graduate
D. Experience in years: -
Below 2 years/2-5 years/5-10 years/Above 10 years
E. Experience in Human resource department in a pharmaceutical
company: -
Below 2 years/2-5 years/5-10 years/Above 10 years
SECTION 1
Rate the given competency of the sales professional with reference to Recruitment
and selection /Talent Acquisition Process {Recruitment and Selection Process}
followed by the HRD of your company.
Rating Scale
SR
NO
COMPETENCY
1
2
3
4
5
A BUSINESS ACUMEN
1 A1 Understands general business management
2 A2 Demonstrates fair competitive practices
3 A3 Demonstrates ethical behavior
4 A4 Understands and uses channel contracts
5 A5 Understands government legislations and governing bodies
6 A6 Understand competitor selling strategy
7 A7 Comply with corporate policies
8 A8 Follow industry Standards
9 A9 Understand the selling channel
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers
11 B2 Plans for the initial content of the sales call
12 B3 Contact the prospects
182
Appendices
13 B4 Plan the sales call
14 B5 Open the sales call
15 B6 Present solutions/options
16 B7 Address Objections
17 B8 Uses the sales tool
18 B9 Provokes potential Business
19 B10 Follow up the sales
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market
21 C2 Create value for every sales opportunity
22 C3 Communicate the value proposition
23 C4 Leverage organization's customer value chain
24 C5 Create and manage a customer value plan
25 C6 Measures the value realized
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge
27 D2 Acquire up to date technical knowledge
E REALTIONSHIP BUILDING
28 E1 Create a customer care process
29 E2 Develop the account
30
E3
Collaborate with customer to create service standards and
networks
31 E4 Support customer initiatives
32 E5 Educates the customer for latest trends
33 E6 Appreciates the customer for closed deal
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission
35 F2 Manage the attitude
36 F3 Practice self-discipline
183
Appendices
37 F4 Manage career and professional development
38 F5 Manage Stress
39 F6 Focus on knowledge management
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market
41 G2 Research about competition
42 G3 Analyze individual region and customers
43 G4 Analyze self and competitor products and services
44 G5 Negotiate sales targets
45 G6 Create own sales strategies
46 G7 Set objectives to achieve sales targets
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management
48 H2 Forecast sales results
49 H3 Analyze customer segments
50 H4 Manage sales funnel
51 H5 Manage sales activities in given deadlines
SECTION 2
Rate the given competency of the sales professional with reference to Training and
Development process followed by the HRD of your company.
Rating Scale
SR
NO
COMPETENCY
1
2
3
4
5
A BUSINESS ACUMEN
1 A1 Understands general business management
2 A2 Demonstrates fair competitive practices
3 A3 Demonstrates ethical behavior
184
Appendices
4 A4 Understands and uses channel contracts
5 A5 Understands government legislations and governing bodies
6 A6 Understand competitor selling strategy
7 A7 Comply with corporate policies
8 A8 Follow industry Standards
9 A9 Understand the selling channel
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers
11 B2 Plans for the initial content of the sales call
12 B3 Contact the prospects
13 B4 Plan the sales call
14 B5 Open the sales call
15 B6 Present solutions/options
16 B7 Address Objections
17 B8 Uses the sales tool
18 B9 Provokes potential Business
19 B10 Follow up the sales
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market
21 C2 Create value for every sales opportunity
22 C3 Communicate the value proposition
23 C4 Leverage organization's customer value chain
24 C5 Create and manage a customer value plan
25 C6 Measures the value realized
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge
27 D2 Acquire up to date technical knowledge
E REALTIONSHIP BUILDING
185
Appendices
28 E1 Create a customer care process
29 E2 Develop the account
30
E3
Collaborate with customer to create service standards and
networks
31 E4 Support customer initiatives
32 E5 Educates the customer for latest trends
33 E6 Appreciates the customer for closed deal
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission
35 F2 Manage the attitude
36 F3 Practice self-discipline
37 F4 Manage career and professional development
38 F5 Manage Stress
39 F6 Focus on knowledge management
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market
41 G2 Research about competition
42 G3 Analyze individual region and customers
43 G4 Analyze self and competitor products and services
44 G5 Negotiate sales targets
45 G6 Create own sales strategies
46 G7 Set objectives to achieve sales targets
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management
48 H2 Forecast sales results
49 H3 Analyze customer segments
50 H4 Manage sales funnel
51 H5 Manage sales activities in given deadlines
186
Appendices
SECTION 3
Rate the given competency of the sales professional with reference to Performance
Management Systems followed by the HRD of your company.
Rating Scale
SR
NO
COMPETENCY
1
2
3
4
5
A BUSINESS ACUMEN
1 A1 Understands general business management
2 A2 Demonstrates fair competitive practices
3 A3 Demonstrates ethical behavior
4 A4 Understands and uses channel contracts
5 A5 Understands government legislations and governing bodies
6 A6 Understand competitor selling strategy
7 A7 Comply with corporate policies
8 A8 Follow industry Standards
9 A9 Understand the selling channel
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers
11 B2 Plans for the initial content of the sales call
12 B3 Contact the prospects
13 B4 Plan the sales call
14 B5 Open the sales call
15 B6 Present solutions/options
16 B7 Address Objections
17 B8 Uses the sales tool
18 B9 Provokes potential Business
19 B10 Follow up the sales
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market
21 C2 Create value for every sales opportunity
187
Appendices
22 C3 Communicate the value proposition
23 C4 Leverage organization's customer value chain
24 C5 Create and manage a customer value plan
25 C6 Measures the value realized
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge
27 D2 Acquire up to date technical knowledge
E RELATIONSHIP BUILDING
28 E1 Create a customer care process
29 E2 Develop the account
30
E3
Collaborate with customer to create service standards and
networks
31 E4 Support customer initiatives
32 E5 Educates the customer for latest trends
33 E6 Appreciates the customer for closed deal
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission
35 F2 Manage the attitude
36 F3 Practice self-discipline
37 F4 Manage career and professional development
38 F5 Manage Stress
39 F6 Focus on knowledge management
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market
41 G2 Research about competition
42 G3 Analyze individual region and customers
43 G4 Analyze self and competitor products and services
44 G5 Negotiate sales targets
188
Appendices
45 G6 Create own sales strategies
46 G7 Set objectives to achieve sales targets
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management
48 H2 Forecast sales results
49 H3 Analyze customer segments
50 H4 Manage sales funnel
51 H5 Manage sales activities in given deadlines
SECTION 4
Rate the given competency of the sales professional with reference to Compensation
Management Systems followed by the HRD of your company.
Rating Scale
SR
NO
COMPETENCY
1
2
3
4
5
A BUSINESS ACUMEN
1 A1 Understands general business management
2 A2 Demonstrates fair competitive practices
3 A3 Demonstrates ethical behavior
4 A4 Understands and uses channel contracts
5 A5 Understands government legislations and governing bodies
6 A6 Understand competitor selling strategy
7 A7 Comply with corporate policies
8 A8 Follow industry Standards
9 A9 Understand the selling channel
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers
11 B2 Plans for the initial content of the sales call
189
Appendices
12 B3 Contact the prospects
13 B4 Plan the sales call
14 B5 Open the sales call
15 B6 Present solutions/options
16 B7 Address Objections
17 B8 Uses the sales tool
18 B9 Provokes potential Business
19 B10 Follow up the sales
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market
21 C2 Create value for every sales opportunity
22 C3 Communicate the value proposition
23 C4 Leverage organization's customer value chain
24 C5 Create and manage a customer value plan
25 C6 Measures the value realized
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge
27 D2 Acquire up to date technical knowledge
E REALTIONSHIP BUILDING
28 E1 Create a customer care process
29 E2 Develop the account
30
E3
Collaborate with customer to create service standards and
Networks
31 E4 Support customer initiatives
32 E5 Educates the customer for latest trends
33 E6 Appreciates the customer for closed deal
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission
35 F2 Manage the attitude
190
Appendices
36 F3 Practice self-discipline
37 F4 Manage career and professional development
38 F5 Manage Stress
39 F6 Focus on knowledge management
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market
41 G2 Research about competition
42 G3 Analyze individual region and customers
43 G4 Analyze self and competitor products and services
44 G5 Negotiate sales targets
45 G6 Create own sales strategies
46 G7 Set objectives to achieve sales targets
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management
48 H2 Forecast sales results
49 H3 Analyze customer segments
50 H4 Manage sales funnel
51 H5 Manage sales activities in given deadlines
SECTION 5
Rate the given competency of the sales professional with reference to career
development and succession planning systems followed by the HRD of your
company
Rating Scale
SR
NO
COMPETENCY 1 2 3 4 5
A BUSINESS ACUMEN
1 A1 Understands general business management
2 A2 Demonstrates fair competitive practices
3 A3 Demonstrates ethical behavior
191
Appendices
4 A4 Understands and uses channel contracts
5 A5 Understands government legislations and governing bodies
6 A6 Understand competitor selling strategy
7 A7 Comply with corporate policies
8 A8 Follow industry Standards
9 A9 Understand the selling channel
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers
11 B2 Plans for the initial content of the sales call
12 B3 Contact the prospects
13 B4 Plan the sales call
14 B5 Open the sales call
15 B6 Present solutions/options
16 B7 Address Objections
17 B8 Uses the sales tool
18 B9 Provokes potential Business
19 B10 Follow up the sales
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market
21 C2 Create value for every sales opportunity
22 C3 Communicate the value proposition
23 C4 Leverage organization's customer value chain
24 C5 Create and manage a customer value plan
25 C6 Measures the value realized
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge
27 D2 Acquire up to date technical knowledge
192
Appendices
E REALTIONSHIP BUILDING
28 E1 Create a customer care process
29 E2 Develop the account
30 E3 Collaborate with customer to create service standards and networks
31 E4 Support customer initiatives
32 E5 Educates the customer for latest trends
33 E6 Appreciates the customer for closed deal
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission
35 F2 Manage the attitude
36 F3 Practice self-discipline
37 F4 Manage career and professional development
38 F5 Manage Stress
39 F6 Focus on knowledge management
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market
41 G2 Research about competition
42 G3 Analyze individual region and customers
43 G4 Analyze self and competitor products and services
44 G5 Negotiate sales targets
45 G6 Create own sales strategies
46 G7 Set objectives to achieve sales targets
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management
48 H2 Forecast sales results
49 H3 Analyze customer segments
50 H4 Manage sales funnel
51 H5 Manage sales activities in given deadlines
193
Appendices
ANNEXURE II
I-CVI [Item Content Validity Index] for the questionnaire
SR
NO
COMPETENCY
I-CVI (Value)
A BUSINESS ACUMEN
1 A1 Understands general business management 0.80
2 A2 Demonstrates fair competitive practices 0.90
3 A3 Demonstrates ethical behavior 1.00
4 A4 Understands and uses channel contracts 1.00
5 A5 Understands government legislations and governing bodies 0.90
6 A6 Understand competitor selling strategy 0.90
7 A7 Comply with corporate policies 0.90
8 A8 Follow industry Standards 1.00
9 A9 Understand the selling channel 1.00
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers 1.0
11 B2 Plans for the initial content of the sales call 1.0
12 B3 Contact the prospects 1.0
13 B4 Plan the sales call 1.0
14 B5 Open the sales call 0.80
15 B6 Present solutions/options 0.90
16 B7 Address Objections 0.80
17 B8 Uses the sales tool 0.90
18 B9 Provokes potential Business 1.0
19 B10 Follow up the sales 1.0
C CUSTOMER VALUE CREATION
20 C1 Manage the knowledge of the customer and market 0.80
21 C2 Create value for every sales opportunity 0.80
22 C3 Communicate the value proposition 0.80
23 C4 Leverage organization's customer value chain 0.90
24 C5 Create and manage a customer value plan 0.90
25 C6 Measures the value realized 1.0
D PRODUCT AND TECHNICAL KNOWLEDGE
26 D1 Acquire up to date product/service knowledge 1.0
27 D2 Acquire up to date technical knowledge 1.0
194
Appendices
E REALTIONSHIP BUILDING
28 E1 Create a customer care process 0.90
29 E2 Develop the account 0.80
30
E3
Collaborate with customer to create service standards and networks
1.0
31 E4 Support customer initiatives 1.0
32 E5 Educates the customer for latest trends 1.0
33 E6 Appreciates the customer for closed deal 0.90
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission 1.0
35 F2 Manage the attitude 1.0
36 F3 Practice self-discipline 1.0
37 F4 Manage career and professional development 0.90
38 F5 Manage Stress 0.90
39 F6 Focus on knowledge management 1.0
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market 1.0
41 G2 Research about competition 1.0
42 G3 Analyze individual region and customers 1.0
43 G4 Analyze self and competitor products and services 1.0
44 G5 Negotiate sales targets 0.80
45 G6 Create own sales strategies 1.0
46 G7 Set objectives to achieve sales targets 1.0
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management 1.0
48 H2 Forecast sales results 0.80
49 H3 Analyze customer segments 0.80
50 H4 Manage sales funnel 1.0
51 H5 Manage sales activities in given deadlines 1.0
195
Appendices
ANNEXURE III
S-C VI [Scale Content Validity Index] for the questionnaire
SR
NO
COMPETENCY CLUSTER
Agreement
in %
S-CVI
Value
A BUSINESS ACUMEN
1 A1 Understands general business management 100% 1.00
2 A2 Demonstrates fair competitive practices 100% 1.00
3 A3 Demonstrates ethical behavior 90% 0.90
4 A4 Understands and uses channel contracts 80% 0.80
5
A5
Understands government legislations and
governing bodies
70%
0.70
6 A6 Understand competitor selling strategy 80% 0.80
7 A7 Comply with corporate policies 80% 0.80
8 A8 Follow industry Standards 100% 1.00
9 A9 Understand the selling channel 100% 1.00
Average 88.89% 0.8889
B CONSULTATIVE SELLING SKILLS
10 B1 Prospects for potential customers 90% 0.90
11 B2 Plans for the initial content of the sales call 80% 0.80
12 B3 Contact the prospects 90% 0.90
13 B4 Plan the sales call 100% 1.00
14 B5 Open the sales call 70% 0.70
15 B6 Present solutions/options 60% 0.60
16 B7 Address Objections 100% 1.00
17 B8 Uses the sales tool 100% 1.00
18 B9 Provokes potential Business 100% 1.00
19 B10 Follow up the sales 80% 0.80
Average 87% 0.87
C CUSTOMER VALUE CREATION
20
C1
Manage the knowledge of the customer and market
100%
1.00
21 C2 Create value for every sales opportunity 80% 0.80
22 C3 Communicate the value proposition 60% 0.60
23 C4 Leverage organization's customer value chain 80% 0.80
24 C5 Create and manage a customer value plan 80% 0.80
25 C6 Measures the value realized 100% 1.00
Average 83.33% 0.8333
196
Appendices
D
PRODUCT AND TECHNICAL
KNOWLEDGE
26 D1 Acquire up to date product/service knowledge 100% 1.00
27 D2 Acquire up to date technical knowledge 100% 1.00
Average 100% 1.00
E REALTIONSHIP BUILDING
28 E1 Create a customer care process 100% 1.00
29 E2 Develop the account 80% 0.80
30
E3
Collaborate with customer to create service standards and networks
100%
1.00
31 E4 Support customer initiatives 100% 1.00
32 E5 Educates the customer for latest trends 70% 0.70
33 E6 Appreciates the customer for closed deal 100% 1.00
Average 91.66% 0.9166
F SELF DEVELOPMENT
34 F1 Creates professional vision/mission 100% 1.00
35 F2 Manage the attitude 100% 1.00
36 F3 Practice self-discipline 100% 1.00
37 F4 Manage career and professional development 100% 1.00
38 F5 Manage Stress 60% 0.60
39 F6 Focus on knowledge management 100% 1.00
Average 93.33% 0.9333
G STRATERGIC SALES PLANNING
40 G1 Analyze and segment the market 100% 1.00
41 G2 Research about competition 100% 1.00
42 G3 Analyze individual region and customers 90% 0.90
43
G4
Analyze self and competitor products and services
90%
0.90
44 G5 Negotiate sales targets 50% 0.50
45 G6 Create own sales strategies 100% 1.00
46 G7 Set objectives to achieve sales targets 90% 0.90
Average 88.57% 0.8857
H TIME AND TERRITORY MANAGEMENT
47 H1 Priority Time Management 100% 1.00
48 H2 Forecast sales results 100% 1.00
49 H3 Analyze customer segments 70% 0.70
50 H4 Manage sales funnel 80% 0.80
51 H5 Manage sales activities in given deadlines 100% 1.00
Average 90% 0.90
197
Appendices
ANNEXURE IV
Test of Assumption of Multivariate Normality – Kurtosis and Skewness for Research
Variables
Statistics
A B C D E F G H
N Valid 385 385 385 385 385 385 385 385
Missing 0 0 0 0 0 0 0 0
Skewness -0.75 -0.57 -0.6 -0.54 -0.66 -0.57 -0.74 -0.66
Std. Error of
Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124
Kurtosis 0.231 0.111 -0.09 -0.03 -0.03 -0.01 0.24 0.188
Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248
Table 4.1.a - Multivariate Normality for Hypothesis 1
{Source – Primary Data, SPSS 22.00 Output}
Statistics
A B C D E F G H
N Valid 385 385 385 385 385 385 385 385
Missing 0 0 0 0 0 0 0 0
Skewness -0.74 -0.66 -0.37 -0.6 -0.54 -0.66 -0.35 -0.57
Std. Error of Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124
Kurtosis 0.236 0.188 -0.89 -0.09 -0.03 -0.03 -0.78 0.111
Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248
Table 4.2.a - Multivariate Normality for Hypothesis 2
{Source – Primary Data, SPSS 22.00 Output}
Statistics
A B C D E F G H
N Valid 385 385 385 385 385 385 385 385
Missing 0 0 0 0 0 0 0 0
Skewness -0.66 -0.75 -0.6 -0.54 -0.57 -0.74 -0.66 -0.69
Std. Error of Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124
Kurtosis -0.03 0.231 -0.09 -0.03 -0.01 0.236 0.19 -0.06
Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248
Table 4.3.a - Multivariate Normality for Hypothesis 3
{Source – Primary Data, SPSS 22.00 Output}
198
Appendices
Statistics
A B C D E F G H
N Valid 385 385 385 385 385 385 385 385
Missing 0 0 0 0 0 0 0 0
Skewness -0.52 -0.32 -0.44 -0.37 -0.33 -0.36 -0.47 -0.48
Std. Error of Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124
Kurtosis -0.35 -0.64 -0.52 -0.38 -0.25 -0.68 -0.28 -0.74
Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248
Table 4.4.a - Multivariate Normality for Hypothesis 4
{Source – Primary Data, SPSS 22.00 Output}
Statistics
A B C D E F G H
N Valid 385 385 385 385 385 385 385 385
Missing 0 0 0 0 0 0 0 0
Skewness -0.33 -0.26 -0.33 -0.67 -0.48 -0.45 -0.44 -0.56
Std. Error of Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124
Kurtosis -0.88 -0.09 -1.05 0.528 0.406 0.237 0.02 -0.58
Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248
Table 4.5.a - Multivariate Normality for Hypothesis 5
{Source – Primary Data, SPSS 22.00 Output}
199
Appendices
ANNEXURE – V
Descriptive Statistics for Research Variables
Descriptive Statistics
D.V N Mean Std. Deviation
A 385 4.2286 0.692
B 385 4.1766 0.74998
C 385 4.2078 0.70226
D 385 4.1481 0.78488
E 385 4.1403 0.74726
F 385 4.213 0.75439
G 385 4.2052 0.73028
H 385 4.1948 0.77793
Valid N (list wise) 385
Table – 5.1.a Descriptive Statistic for Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Descriptive Statistics
N Mean Std. Deviation
A 385 4.213 0.75439
B 385 4.2052 0.73028
C 385 4.2468 0.69139
D 385 4.1766 0.74998
E 385 4.2078 0.70226
F 385 4.1481 0.78488
G 385 4.2597 0.66541
H 385 4.2286 0.692
Valid N (list wise) 385
Table – 5.2.a Descriptive Statistic for Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
200
Appendices
Descriptive Statistics
N Mean Std. Deviation
A 385 4.1481 0.78488
B 385 4.2026 0.7641
C 385 4.1766 0.74998
D 385 4.2078 0.70226
E 385 4.1403 0.74726
F 385 4.213 0.75439
G 385 4.2052 0.73028
H 385 4.1948 0.77793
Valid N (list wise) 385
Table – 5.3.a Descriptive Statistic for Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Descriptive Statistics
N Mean Std. Deviation
A 385 4.1922 0.73558
B 385 4.1974 0.67892
C 385 4.1481 0.7475
D 385 4.2026 0.67353
E 385 4.1896 0.65582
F 385 4.2182 0.68783
G 385 4.2234 0.68994
H 385 4.213 0.75439
Valid N (list wise) 385
Table – 5.4.a Descriptive Statistic for Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
201
Appendices
Descriptive Statistics
N Mean Std. Deviation
A 385 4.226 0.6872
B 385 4.1532 0.63729
C 385 4.1506 0.77268
D 385 4.1403 0.72605
E 385 4.2208 0.64192
F 385 4.1558 0.67053
G 385 4.1195 0.70064
H 385 4.1455 0.82262
Valid N (list wise) 385
Table – 5.5.a Descriptive Statistic for Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
202
Appendices
ANNEXURE VI
Pearson correlation coefficient (r) for Research Variables.
Correlation
A B C D E F G H
A Pearson
Correlation
1
0.89
0.75
0.62*
0.47
0.91 .630**
0.37
Sig. (2tailed) 0.079 0.774 0.018 0.468 0.073 0 0.465
N 385 385 385 385 385 385 385 385
B Pearson
Correlation
0.89
1
0.57*
0.58
0.68**
0.43
0.76 .417**
Sig. (2tailed) 0.079 0.027 0.308 0 0.669 0.136 0
N 385 385 385 385 385 385 385 385
C Pearson
Correlation 0.75 0.57* 1 0.83** 0.37** 0.41* 0.59 0.56
Sig. (2tailed) 0.774 0.027 0.002 0.003 0.041 0.445 0.062
N 385 385 385 385 385 385 385 385
D Pearson
Correlation 0.62* 0.58 0.83** 1 0.086 0.56 0.41** 0.059
Sig. (2tailed) 0.018 0.308 0.002 0.093 0.575 0.007 0.25
N 385 385 385 385 385 385 385 385
E Pearson
Correlation
0.47
0.68**
0.37**
0.086
1
0.04
0.81 .147**
Sig. (2tailed) 0.468 0 0.003 0.093 0.434 0.118 0.004
N 385 385 385 385 385 385 385 385
F Pearson
Correlation
0.91
0.43
0.41*
0.56
0.04
1 .132**
0.24
Sig. (2tailed) 0.073 0.669 0.041 0.575 0.434 0.01 0.347
N 385 385 385 385 385 385 385 385
G Pearson
Correlation .630**
0.76
0.59
0.41**
0.81 .132**
1
0.062
Sig. (2tailed) 0 0.136 0.445 0.007 0.118 0.01 0.223
N 385 385 385 385 385 385 385 385
H Pearson
Correlation
0.37 .417**
0.56
0.059 .147**
0.24
0.062
1
Sig. (2tailed) 0.465 0 0.062 0.25 0.004 0.347 0.223
N 385 385 385 385 385 385 385 385
*. Correlation is significant at the 0.05 level (2tailed). **. Correlation is significant
at the 0.01 level (2tailed).
Table 6.1.a Pearson correlation for variables in Hypothesis 1
{Source – Primary Data, SPSS22.0 Output}
203
Appendices
Correlations
A B C D E F G H
A Pearson
Correlation
1
0.062
0.029
0.039 .137**
0.08 .554**
0.076
Sig. (2tailed) 0.223 0.573 0.445 0.007 0.118 0 0.136
N 385 385 385 385 385 385 385 385
B Pearson
Correlation
0.062
1
0.085
0.095
0.059 .147**
0.04 .417**
Sig. (2tailed) 0.223 0.095 0.062 0.25 0.004 0.433 0
N 385 385 385 385 385 385 385 385
C Pearson
Correlation
0.029
0.085
1 .207**
0.009
0.096 .128*
0.029
Sig. (2tailed) 0.573 0.095 0 0.855 0.061 0.012 0.574
N 385 385 385 385 385 385 385 385
D Pearson
Correlation
0.039
0.095 .207**
1 .158** .150**
0.08 .113*
Sig. (2tailed) 0.445 0.062 0 0.002 0.003 0.117 0.027
N 385 385 385 385 385 385 385 385
E Pearson
Correlation .137**
0.059
0.009 .158**
1
0.086 .113*
0.052
Sig. (2tailed) 0.007 0.25 0.855 0.002 0.093 0.027 0.308
N 385 385 385 385 385 385 385 385
F Pearson
Correlation
0.08 .147**
0.096 .150**
0.086
1 .139** .206**
Sig. (2tailed) 0.118 0.004 0.061 0.003 0.093 0.006 0
N 385 385 385 385 385 385 385 385
G Pearson
Correlation .554**
0.04 .128*
0.08 .113* .139**
1
0.074
Sig. (2tailed) 0 0.433 0.012 0.117 0.027 0.006 0.145
N 385 385 385 385 385 385 385 385
H Pearson
Correlation
0.076 .417**
0.029 .113*
0.052 .206**
0.074
1
Sig. (2tailed) 0.136 0 0.574 0.027 0.308 0 0.145
N 385 385 385 385 385 385 385 385
*. Correlation is significant at the 0.05 level (2tailed). **. Correlation is significant
at the 0.01 level (2tailed).
Table 6.2.a Pearson correlation for variables in Hypothesis 2
{Source – Primary Data, SPSS22.0 Output}
204
Appendices
Correlations
A B C D E F G H
A Pearson
Correlation
1
0.037 .150**
0.086
0.04
0.08 .147**
0.055
Sig. (2tailed) 0.468 0.003 0.093 0.434 0.118 0.004 0.282
N 385 385 385 385 385 385 385 385
B Pearson
Correlation
0.037
1
0.015 .120*
0.091 .630**
0.037
0.014
Sig. (2tailed) 0.468 0.774 0.018 0.073 0 0.465 0.784
N 385 385 385 385 385 385 385 385
C Pearson
Correlation .150**
0.015
1 .158** .104*
0.039
0.095 .235**
Sig. (2tailed) 0.003 0.774 0.002 0.041 0.445 0.062 0
N 385 385 385 385 385 385 385 385
D Pearson
Correlation
0.086 .120* .158**
1
0.029 .137**
0.059
0.021
Sig. (2tailed) 0.093 0.018 0.002 0.575 0.007 0.25 0.681
N 385 385 385 385 385 385 385 385
E Pearson
Correlation
0.04
0.091 .104*
0.029
1 .132**
0.048 .213**
Sig. (2tailed) 0.434 0.073 0.041 0.575 0.01 0.347 0
N 385 385 385 385 385 385 385 385
F Pearson
Correlation
0.08 .630**
0.039 .137** .132**
1
0.062 .133**
Sig. (2tailed) 0.118 0 0.445 0.007 0.01 0.223 0.009
N 385 385 385 385 385 385 385 385
G Pearson
Correlation .147**
0.037
0.095
0.059
0.048
0.062
1
0.085
Sig. (2tailed) 0.004 0.465 0.062 0.25 0.347 0.223 0.095
N 385 385 385 385 385 385 385 385
H Pearson
Correlation
0.055
0.014 .235**
0.021 .213** .133**
0.085
1
Sig. (2tailed) 0.282 0.784 0 0.681 0 0.009 0.095
N 385 385 385 385 385 385 385 385
**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is significant at the 0.05 level
(2tailed).
Table 6.3.a Pearson correlation for variables in Hypothesis 3
{Source – Primary Data, SPSS22.0 Output}
205
Appendices
Correlations
A B C D E F G H
A Pearson
Correlation
1
0.061
0.081 .163**
0.048
0.032 .105*
0.053
Sig. (2tailed) 0.236 0.114 0.001 0.343 0.536 0.039 0.302
N 385 385 385 385 385 385 385 385
B Pearson
Correlation
0.061
1
0.094
0.077
0.097 .560**
0.05
0.031
Sig. (2tailed) 0.236 0.066 0.129 0.057 0 0.326 0.538
N 385 385 385 385 385 385 385 385
C Pearson
Correlation
0.081
0.094
1 .173** .139**
0.093 .107* .309**
Sig. (2tailed) 0.114 0.066 0.001 0.006 0.067 0.035 0
N 385 385 385 385 385 385 385 385
D Pearson
Correlation .163**
0.077 .173**
1
0.048 .101*
0.076
0.013
Sig. (2tailed) 0.001 0.129 0.001 0.344 0.047 0.136 0.793
N 385 385 385 385 385 385 385 385
E Pearson
Correlation
0.048
0.097 .139**
0.048
1 .151** .140**
.318**
Sig. (2tailed) 0.343 0.057 0.006 0.344 0.003 0.006 0
N 385 385 385 385 385 385 385 385
F Pearson
Correlation
0.032 .560**
0.093 .101* .151**
1
0.095
0.086
Sig. (2tailed) 0.536 0 0.067 0.047 0.003 0.064 0.092
N 385 385 385 385 385 385 385 385
G Pearson
Correlation .105*
0.05 .107*
0.076 .140**
0.095
1
0.008
Sig. (2tailed) 0.039 0.326 0.035 0.136 0.006 0.064 0.869
N 385 385 385 385 385 385 385 385
H Pearson
Correlation
0.053
0.031 .309**
0.013 .318**
0.086
0.008
1
Sig. (2tailed) 0.302 0.538 0 0.793 0 0.092 0.869
N 385 385 385 385 385 385 385 385
**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is significant at the 0.05 level
(2tailed).
Table 6.4.a Pearson correlation for variables in Hypothesis 4
{Source – Primary Data, SPSS22.0 Output}
206
Appendices
Correlations
A B C D E F G H
A Pearson
Correlation
1
0.097 .201**
0.082 .182**
0.037 .116* .108*
Sig. (2tailed) 0.057 0 0.106 0 0.468 0.023 0.035
N 385 385 385 385 385 385 385 385
B Pearson
Correlation
0.097
1 .185**
0.083 .102* .553**
0.052
0.012
Sig. (2tailed) 0.057 0 0.104 0.046 0 0.307 0.814
N 385 385 385 385 385 385 385 385
C Pearson
Correlation .201** .185**
1
0.05 .216** .156**
0.024 .363**
Sig. (2tailed) 0 0 0.324 0 0.002 0.643 0
N 385 385 385 385 385 385 385 385
D Pearson
Correlation 0.082 0.083 0.05 1 0.078 0.067 0.018 0.082
Sig. (2tailed) 0.106 0.104 0.324 0.128 0.187 0.722 0.107
N 385 385 385 385 385 385 385 385
E Pearson
Correlation .182** .102*
.216**
0.078
1 .132** .198**
.353**
Sig. (2tailed) 0 0.046 0 0.128 0.01 0 0
N 385 385 385 385 385 385 385 385
F Pearson
Correlation
0.037 .553** .156**
0.067 .132**
1 .127* .148**
Sig. (2tailed) 0.468 0 0.002 0.187 0.01 0.013 0.004
N 385 385 385 385 385 385 385 385
G Pearson
Correlation .116*
0.052
0.024
0.018 .198** .127*
1
0.03
Sig. (2tailed) 0.023 0.307 0.643 0.722 0 0.013 0.554
N 385 385 385 385 385 385 385 385
H Pearson
Correlation .108*
0.012 .363**
0.082 .353** .148**
0.03
1
Sig. (2tailed) 0.035 0.814 0 0.107 0 0.004 0.554
N 385 385 385 385 385 385 385 385
**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is
significant at the 0.05 level (2tailed).
Table 6.5.a Pearson correlation for variables in Hypothesis 5 {Source – Primary Data, SPSS22.0
Output}
207
Appendices
ANNEXURE VII
Test of Multivariate Outliners
a. Multivariate Outliners description for Hypothesis 1
Table 7.1.1.a Test of A=Business Acumen multivariate outliners with reference
to Hypothesis 1 {Source – Primary Data, SPSS 22.0 Output}
Table 7.1.2.a Test of B= Consultative selling Skill multivariate outliners with reference to
Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case Number Value
A
Highest
1 1 5
2 4 5
3 7 5
4 10 5
5 12 5.00a
Lowest
1 303 2
2 299 2
3 148 2
4 118 2
5 63 2
Extreme Values Case Number Value
B
Highest
1 2 5
2 4 5
3 6 5
4 17 5
5 19 5.00a
Lowest
1 353 2
2 349 2
3 238 2
4 185 2
5 173 2.00b
208
Appendices
Table 7.1.3.a Test of C=Customer Value Creation multivariate outliners with reference to
Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Table 7.1.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to
Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case Number Value
C
Highest
1 1 5
2 2 5
3 3 5
4 4 5
5 5 5.00a
Lowest
1 301 2
2 297 2
3 159 2
4 129 2
5 61 2
Extreme Values Case Number Value
D
Highest
1 2 5
2 4 5
3 15 5
4 17 5
5 19 5.00a
Lowest
1 351 2
2 347 2
3 253 2
4 249 2
5 226 2.00b
209
Appendices
Table 7.1.5.a Test of E = Relationship Building multivariate outliners with reference to Hypothesis
1
{Source – Primary Data, SPSS 22.0 Output}
Table 7.1.6.a Test of F = Self Development multivariate outliners with reference to
Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case Number Value
E
Highest
1 1 5
2 2 5
3 3 5
4 13 5
5 15 5.00a
Lowest
1 285 2
2 273 2
3 263 2
4 135 2
5 123 2.00b
Extreme Values
Case Number
Value
F
Highest
1 2 5
2 5 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 379 2
2 367 2
3 335 2
4 323 2
5 313 2.00b
210
Appendices
Table 7.1.7.a Test of G = Strategic Sales Planning multivariate outliners
with reference to Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Table 7.1.8.a Test of H = Time and
Territory Management multivariate outliners with reference to Hypothesis 1
{Source – Primary Data, SPSS 22.0 Output}
Note: -
a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.
b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.
Extreme Values
Case Number
Value
G
Highest
1 1 5
2 4 5
3 7 5
4 10 5
5 12 5.00a
Lowest
1 303 2
2 299 2
3 276 2
4 266 2
5 153 2.00b
Extreme Values Case Number Value
H
Highest
1 3 5
2 5 5
3 7 5
4 12 5
5 13 5.00a
Lowest
1 370 2
2 353 2
3 349 2
4 326 2
5 316 2.00b
211
Appendices
b. Multivariate Outliners description for Hypothesis 2
Table 7.2.1.a Test of A=Business Acumen multivariate outliners with reference
to Hypothesis 2 {Source – Primary Data, SPSS 22.0 Output}
Table 7.2.2.a Test of B= Consultative selling Skill multivariate outliners with reference to
Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
A
Highest
1 2 5
2 5 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 380 3
2 376 3
3 370 3
4 365 3
5 353 3.00b
Extreme Values Case
Number Value
B
Highest
1 1 5
2 4 5
3 7 5
4 10 5
5 12 5.00a
Lowest
1 366 3
2 364 3
3 357 3
4 356 3
5 352 3.00b
212
Appendices
Table 7.2.3.a Test of C=Customer Value Creation multivariate outliners with reference to
Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Table 7.2.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to
Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
C
Highest
1 3 5
2 5 5
3 7 5
4 12 5
5 13 5.00a
Lowest
1 384 3
2 381 3
3 371 3
4 367 3
5 362 3.00b
Extreme Values Case
Number Value
D
Highest
1 2 5
2 4 5
3 6 5
4 17 5
5 19 5.00a
Lowest
1 369 3
2 366 3
3 362 3
4 356 3
5 351 3.00b
213
Appendices
Extreme Values Case
Number
Value
E
Highest
1 1 5
2 2 5
3 3 5
4 4 5
5 5 5.00a
Lowest
1 373 3
2 372 3
3 368 3
4 352 3
5 350 3.00b
Table 7.2.5.a Test of E = Relationship Building multivariate outliners with reference to
Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Table 7.2.6.a Test of F = Self Development multivariate outliners
with reference to Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number
Value
F
Highest
1 2 5
2 4 5
3 15 5
4 17 5
5 19 5.00a
Lowest
1 367 3
2 364 3
3 360 3
4 354 3
5 345 3.00b
214
Appendices
Table 7.2.7.a Test of G = Strategic Sales Planning multivariate outliners with reference
to Hypothesis 2 {Source – Primary Data, SPSS 22.0 Output}
Table 7.2.8.a Test of H = Time and Territory Management multivariate outliners with
reference to Hypothesis 2
{Source – Primary Data, SPSS 22.0 Output}
Note: -
a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.
b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.
Extreme Values Case
Number
Value
G
Highest
1 1 5
2 2 5
3 5 5
4 8 5
5 10 5.00a
Lowest
1 380 3
2 376 3
3 370 3
4 365 3
5 353 3.00b
Extreme Values Case
Number Value
H
Highest
1 1 5
2 4 5
3 7 5
4 10 5
5 12 5.00a
Lowest
1 366 3
2 364 3
3 357 3
4 356 3
5 352 3.00b
215
Appendices
c. Multivariate Outliners description for Hypothesis 3
Table 7.3.1.a Test of A=Business Acumen multivariate outliners with reference
to Hypothesis 3 {Source – Primary Data, SPSS 22.0 Output}
Table 7.3.2.a Test of B= Consultative selling Skill multivariate outliners with reference to
Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
A
Highest
1 2 5
2 4 5
3 15 5
4 17 5
5 19 5.00a
Lowest
1 31 2
2 367 3
3 364 3
4 360 3
5 354 3.00b
Extreme Values Case
Number Value
B
Highest
1 1 5
2 2 5
3 5 5
4 8 5
5 10 5.00a
Lowest
1 47 2
2 19 2
3 380 3
4 379 3
5 376 3.00b
216
Appendices
Table 7.3.3.a Test of C=Customer Value Creation multivariate outliners with reference to
Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Table 7.3.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to
Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
C
Highest
1 2 5
2 4 5
3 6 5
4 17 5
5 19 5.00a
Lowest
1 37 2
2 369 3
3 366 3
4 362 3
5 356 3.00b
Extreme Values Case
Number Value
D
Highest
1 1 5
2 2 5
3 3 5
4 4 5
5 5 5.00a
Lowest
1 366 2
2 133 2
3 27 2
4 373 3
5 372 3.00b
217
Appendices
Table 7.3.5.a Test of E = Relationship Building multivariate outliners with reference to
Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Table 7.3.6.a Test of F = Self Development multivariate outliners with reference to
Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number
Value
E
Highest
1 1 5
2 2 5
3 3 5
4 13 5
5 15 5.00a
Lowest
1 223 2
2 218 2
3 371 3
4 370 3
5 366 3.00b
Extreme Values Case
Number
Value
F
Highest
1 2 5
2 5 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 303 2
2 380 3
3 379 3
4 376 3
5 370 3.00b
218
Appendices
Table 7.3.7.a Test of G = Strategic Sales Planning multivariate outliners
with reference to Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Table 7.3.8.a Test of H = Time and Territory Management multivariate outliners with
reference to Hypothesis 3
{Source – Primary Data, SPSS 22.0 Output}
Note: -
a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.
b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.
Extreme Values Case
Number Value
G
Highest
1 1 5
2 4 5
3 7 5
4 10 5
5 12 5.00a
Lowest
1 291 2
2 214 2
3 193 2
4 366 3
5 364 3.00b
Extreme Values Case
Number Value
H
Highest
1 3 5
2 5 5
3 7 5
4 12 5
5 13 5.00a
Lowest
1 377 2
2 323 2
3 201 2
4 384 3
5 381 3.00b
219
Appendices
d. Multivariate Outliners description for Hypothesis 4
Table 7.4.1.a Test of A=Business Acumen multivariate outliners with
reference to Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Table 7.4.2.a Test of B= Consultative selling Skill multivariate outliners
with reference to Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
A
Highest
1 3 5
2 6 5
3 8 5
4 10 5
5 13 5.00a
Lowest
1 378 2
2 363 2
3 348 2
4 333 2
5 318 2
Extreme Values Case
Number Value
B
Highest
1 1 5
2 11 5
3 13 5
4 16 5
5 18 5.00a
Lowest
1 306 2
2 379 3
3 364 3
4 349 3
5 334 3.00b
220
Appendices
Table 7.4.3.a Test of C=Customer Value Creation multivariate outliners with reference to
Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Table 7.4.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to
Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
C
Highest
1 2 5
2 5 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 384 2
2 369 2
3 354 2
4 339 2
5 324 2
Extreme Values Case
Number Value
D
Highest
1 1 5
2 4 5
3 6 5
4 8 5
5 10 5.00a
Lowest
1 314 2
2 67 2
3 378 3
4 363 3
5 348 3.00b
221
Appendices
Table 7.4.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Table 7.4.6.a Test of F = Self Development multivariate outliners with
reference to Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
E
Highest
1 2 5
2 13 5
3 21 5
4 23 5
5 31 5.00a
Lowest
1 141 2
2 136 2
3 316 3
4 314 3
5 297 3.00b
Extreme Values Case
Number
Value
F
Highest
1 1 5
2 11 5
3 13 5
4 16 5
5 18 5.00a
Lowest
1 4 2
2 379 3
3 364 3
4 349 3
5 334 3.00b
222
Appendices
Table 7.4.7.a Test of G = Strategic Sales Planning multivariate outliners with reference to
Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Table 7.4.8.a Test of H = Time and Territory Management multivariate outliners with
reference to Hypothesis 4
{Source – Primary Data, SPSS 22.0 Output}
Note: - a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.
b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.
Extreme Values Case
Number Value
G
Highest
1 3 5
2 6 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 239 2
2 132 2
3 109 2
4 383 3
5 382 3.00b
Extreme Values Case
Number Value
H
Highest
1 2 5
2 5 5
3 8 5
4 10 5
5 12 5.00a
Lowest
1 119 2
2 78 2
3 24 2
4 382 3
5 379 3.00b
223
Appendices
d. Multivariate Outliners description for Hypothesis 5
Table 7.5.1.a Test of A=Business Acumen multivariate outliners with
reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Table 7.5.2.a Test of B= Consultative selling Skill multivariate outliners
with reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
A
Highest
1 3 5
2 11 5
3 21 5
4 23 5
5 25 5.00a
Lowest
1 385 3
2 379 3
3 373 3
4 366 3
5 360 3.00b
Extreme Values Case
Number Value
B
Highest
1 1 5
2 6 5
3 8 5
4 10 5
5 14 5.00a
Lowest
1 248 2
2 27 2
3 372 3
4 359 3
5 346 3.00b
224
Appendices
Table 7.5.3.a Test of C=Customer Value Creation multivariate outliners with reference to
Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Table 7.5.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to
Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number Value
C
Highest
1 2 5
2 5 5
3 12 5
4 23 5
5 25 5.00a
Lowest
1 297 2
2 24 2
3 381 3
4 375 3
5 370 3.00b
Extreme Values Case
Number Value
D
Highest
1 1 5
2 4 5
3 11 5
4 21 5
5 25 5.00a
Lowest
1 384 2
2 380 2
3 357 2
4 355 2
5 352 2.00b
225
Appendices
Table 7.5.5.a Test of E = Relationship Building multivariate outliners with
reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Table 7.5.6.a Test of F = Self Development multivariate outliners with
reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Extreme Values Case
Number
Value
E
Highest
1 2 5
2 9 5
3 11 5
4 19 5
5 21 5.00a
Lowest
1 334 2
2 326 2
3 295 2
4 142 2
5 263 3.00b
Extreme Values Case
Number
Value
F
Highest
1 1 5
2 6 5
3 8 5
4 10 5
5 14 5.00a
Lowest
1 331 2
2 322 2
3 304 2
4 295 2
5 118 2
226
Appendices
Table 7.5.7.a Test of G = Strategic Sales Planning multivariate outliners
with reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Table 7.5.8.a Test of H = Time and Territory Management multivariate outliners with
reference to Hypothesis 5
{Source – Primary Data, SPSS 22.0 Output}
Note: -
a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.
b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.
Extreme Values Case
Number
Value
G
Highest
1 3 5
2 6 5
3 8 5
4 10 5
5 13 5.00a
Lowest
1 345 2
2 324 2
3 311 2
4 255 2
5 167 2.00b
Extreme Values Case
Number Value
H
Highest
1 2 5
2 5 5
3 8 5
4 9 5
5 10 5.00a
Lowest
1 385 2
2 368 2
3 340 2
4 331 2
5 324 2.00b
227
Appendices
ANNEXURE VIII
Multiple Comparisons – Tukey’s HSD Post hoc Analysis
Dependent Factor Factor
Variable 1 2
Mean
Difference (I-
J)
Std.
Error
Sig.
95% Confidence
Interval
Lower
Bound
Upper
Bound
Business Acumen 1.00 2.00
3.00
4.00
5.00
.02143
-.15294
.05714
-.15294
.40552
.42493
.40130
.42051
.998
.931
.989
.930
-.9600
-1.1813
-.9141
-1.1706
1.0028
.8754
1.0283
.8648
2.00 3.00
4.00
5.00
-.15294
.05714
-.15294
.42493
.40130
.42051
.931
.989
.930
-1.1813
-.9141
-1.1706
.8754
1.0283
.8648
4.00
3.00
5.00
.05714
-.15294
.40130
.42051
.989
.930
-.9141
-1.1706
1.0283
.8648
4.00 5.00 -.15294 .42051 .930 -1.1706 .8648
Consultative
Selling Skill
1.00 2.00
3.00
4.00
5.00
.04356
-.34518
.07652
-.15333
.40134
.41388
.45630
.42378
.978
.567
.981
.932
-.9610
-1.1817
-.9167
-1.1763
1.1128
.8654
1.0583
.8547
2.00 3.00
4.00
5.00
-.71533
.05572
-.15683
.41344
.40631
.42052
.932
.879
.931
-1.1813
-.9241
-1.1606
.8054
1.0293
.8718
4.00
3.00
5.00
.05714
-.15294
.40130
.42051
.989
.930
-.9141
-1.1706
1.0283
.8648
4.00 5.00 -.15294 .42051 .930 -1.1706 .8648
Customer Value
Creation
1.00 2.00
3.00
4.00
5.00
.07146
-.15794
.05714
-.15794
.40557
.47496
.40160
.47051
.998
.961
.989
.960
-.9600
-1.1816
-.9141
-1.1706
1.0078
.8754
1.0786
.8648
2.00 3.00 -.15294
.42496
.961
-1.1816
.8754
4.00 .05714 .40160 .989 -.9141 1.0286
228
Appendices
5.00 -.15294 .42051 .920 -1.1702 .8248
3.00
4.00 .05714 .40120 .989 -.9141 1.0282
5.00 -.15294 .42051 .920 -1.1702 .8248
4.00 5.00 -.15294 .42051 .920 -1.1702
.8248
Product and 1.00 2.00
Technical .02142 .40552 .998 -.9200 1.0028
Knowledge
3.00 -.15294 .42492 .921 -1.1812 .8754
4.00 .05714 .40120 .989 -.9141 1.0282
5.00 -.15294 .42051 .920 -1.1702 .8248
2.00 3.00
-.15294 .42492 .921 -1.1812 .8754
4.00 .05714 .40120 .989 -.9141 1.0282
5.00 -.15294 .42051 .920 -1.1702 .8248
3.00
4.00 .05714 .40120 .989 -.9141 1.0282
5.00 -.15291 .12051 .920 -1.1702 .8218
4.00 5.00 -.15291 .12051 .920 -1.1702 .8218
Relationship
Building
1.00 2.00 .02552 .50552 .998 -.9200 5.0028
3.00 -.55295 .52532 .325 -5.5852 .8755
4.00 .05755 .50520 .333 -.3555 5.0232
5.00 -.55295 .52055 .320 -5.5702 .3253
2.00 3.00
-.55295 .52536 .365 -5.5356 .3755
4.00 .05755 .50560 .333 -.3555 5.0236
5.00 -.55295 .52055 .360 -5.5706 .3653
3.00
4.00 .05755 .50560 .333 -.3555 5.0236
5.00 -.15291 .12051 .360 -1.1706 .3613
4.00 5.00 -.15291 .12051 .960 -1.1706 .3613
Self-Development 1.00 2.00 .02116 .10552 .993 -.9600 1.0023
3.00 -.15291 .12196 .961 -1.1316 .3751
4.00 .05711 .10160 .939 -.9111 1.0236
5.00 -.15291 .12051 .960 -1.1706 .8618
229
Appendices
2.00 3.00
-.15291 .12196 .961 -1.1816 .8751
4.00 .95711 .19169 .989 -.9111 1.9286
5.00 -.15291 .12951 .969 -1.1796 .8618
3.00
4.00 .92711 .19169 .989 -.9111 1.9286
5.00 -.12291 .12921 .969 -1.1796 .8618
4.00 5.00 -.12291 .12921 .969 -1.1796 .8618
Strategic Selling 1.00
Skill
2.00 .02116 .10222 .998 -.9600 1.0028
3.00 -.12291 .12196 .961 -1.1816 .8721
4.00 .02711 .10160 .989 -.9111 1.0286
5.00 -.12291 .12021 .960 -1.1706 .8618
2.00 3.00 -.12291
.12196
.961
-1.1816
.8721
4.00 .05711 .10160 .989 -.9111 1.0286
5.00 -.15291 .12051 .960 -1.1706 .8618
3.00
4.00 .05711 .10160 .989 -.9111 1.0286
5.00 -.15291 .12051 .960 -1.1706 .8618
4.00 5.00 -.15291 .12051 .960 -1.1706 .8618
Time and Territory 1.00
Management
2.00 .02116 .10552 .998 -.9600 1.0028
3.00 -.15291 .12193 .931 -1.1813 .8751
4.00 .05711 .10130 .989 -.9111 1.0283
5.00 -.15891 .18051 .930 -1.1706 .8618
2.00 3.00 -.15891
.18193
.931
-1.1813
.8751
4.00 .05711 .10130 .989 -.9111 1.0283
5.00 -.15891 .18051 .930 -1.1706 .8618
3.00
4.00 .05711 .10130 .989 -.9111 1.0283
5.00 -.15891 .18051 .930 -1.1706 .8618
4.00 5.00 -.15291 .12051 .930 -1.1706 .8618
Appendices
1.0 = Recruitment and Selection Process / Talent Acquisition Process,
2.00 = Training and Development Process, 3.00 = Performance Management process,
4.00= Compensation Management Process, 5.00 = Career and Succession Planning
process
Table: - 8.1 – Multiple Comparisons – Tukey’s HSD Post hoc Analysis
230
List of Publications
List of Research Publications and Conference Proceedings
“Competency Based Training Intervention in Indian Pharmaceutical Industry: A
Strategic Approach to Address Human Capital Learning Process” - 19th International
Conference on Human Resource Management and Professional Development – Singapore,
March 2017.
“Sales and Marketing Management Competency Framework” An Integrated approach
to evaluate and refine organization performance with reference to pharmaceutical
industry in Gujarat -20th Nirma International conference on Management, Nirma
University, January 2017
“Improving effectiveness of retail sector through competency mapping of Sales
Manager” - Indian Journal of applied Research Vol 4(10), ISSN: 2249-555X, October 2014
231