266
CHAPTER 7
ANALYSIS OF HR PRACTICES IN PHARMA INDUSTRIES
7.1 Introduction :
This chapter covers actual HR practices performed in Pharma
Companies selected for research study from the Pune region. In earlier
Chapter No. 5 the researcher studied the HR Policies for Pharma Companies
and thereafter after taking the actual survey through questionnaire the
researcher has analyzed the following various HR practices. The
questionnaire consists of various following heads.
1) General Information about the Company Q. No. 1 to Q. No. 9
2) Manpower Planning Q. No. 10 to Q. No. 19
3) Recruitment & Selection Q. No. 20 to Q. No. 26
4) Placement and Induction Training Q. No 27 to Q. No. 36
5) Human resource Information System Q. No. 37 to Q. No. 39
6) Performance Appraisal Q. No. 40 to Q. No. 58
7) On the Job & Career Development Training Q. No. 59 to Q. No.
87
8) 38 statements regarding overall assessment of HR environment
in the Company
267
7.2 General Information About the Organization
7.2.1 Nature and Type of Pharma Industry?
Table 7.1
Direct
manufacturer
Third party
Loan License
7 2 3
Figure 7.1
The above figure shows that the nature and type of Direct Manufacturer are
more than third party and loan license companies.
58%
17%
25%Direct
manufacturer
Third party
Loan Licence
268
7.2.2 Products Manufactured :
Table 7.2
Sr.
No.
Name of Company Products
1 Hindustan Antibiotic Ltd. Vaccines
2 Litaka Pharma Ltd. Oral Syrups & Tablets
& Generics
3 Emcure Pharma Ltd. Generic, Tab &
Injectables
4 Cipla Generic injectables &
tablets
5 Glenmark Ltd. Generic injectables &
tablets
6 Prophyla Biologicals Ltd. Generic injectables
7 Freserious Kabi Ltd. Vaccines
8 Serum (I) Ltd. Vaccines
9 Nulife Ltd. Generic injectables
10 Biostar Generic injectables
11 Wockhardt Ltd. Generic injectables
12 Ranbaxy Generic injectables
Vaccine– 3, Generic & Injectables & tablets 8 nos., oral Syrup tablet
and Injectable -1
269
Oral syrups, Tablets & Generics 1 - Nos. The Companies
manufacturing Vaccines and Injectables should give more careful attention
to HR practices compared to companies manufacturing Tablets.Hence above
table shows that adequate sample of companies has been studied by
researcher.
7.2.3 No. of Employees in Place :
a) Managerial: Male 14 Female :- 6
b) Supervisory: Male 16 Female:- 24
c) Workers: Skilled 2400
Unskilled 3000
d) Contractual staff : Male : 1200
Female: 1800
Figure 7.2 Figure 7.3
In Pharma manufacturing companies policy regarding ratio of skilled
employees, supervisor and managerial staff is 60:2:1 hence above graph and
table justifies the no of employees ratio is adequate.
7.2.4 Sales turnover in Rs. Crores for the financial year 2003-04, For the
research the researcher has studied the HR practices of the pharma
0
5
10
15
20
25
Managers Supervisors
No. of Employees
0
500
1000
1500
2000
2500
3000
Workers Contract
Staff
270
companies whose turnover is from 200 crores to 2000 crores for the
financial year 2003-04 :
Table 7.3
Sr. No. Name of the company Turnover (in crores)
1 Hindustan Antibiotic Ltd. 900
2 Litaka Pharma Ltd. 200
3 Emcure Pharma Ltd. 1000
4 Cipla Ltd. 2000
5 Glenmark Ltd. 1000
6 Prophyla Biologicals Ltd. 300
7 Freserious Kabi Ltd. 600
8 Serum (I) Ltd. 700
9 Wockhardt Ltd. 700
10 Briocia Pharma (I) Pvt. Ltd. 200
11 Intervet (I) Pvt. Ltd. 450
12 Ranbaxy Ltd. 900
271
7.3. Manpower Planning
7.3.1 HR organization and estimation of manpower requirements :
Table 7.4
Sr. NO. Title of the Department No. with names of
companies estimating
manpower by this
department
1 Central Manpower Planning
Department and strategic planning
Dept.
1
2 HRD Department
9
3 External Agency ( Consultant )
1
4 Departmental In- Charge
1
It is observed that, Estimation of Manpower requirement is basically done
by HRD department. Therefore a scientific approach to exactly calculate and
estimate the possible and probable man power is being done by 80 to 85% of
the companies under survey.
7.3.2 Method of estimating manpower requirements:
Table 7.5
Sr.
No.
Method No. of companies
using this method
1 Work study sampling 9
2 Planned productivity estimation
1
272
3 Statistical Methods (Like regression,
correlation etc)
1
4 Super annuation -cum replacement
charts
1
Figure 7.4
Most of the companies pointed out that manpower requirement were
determined on the basis of work study. However, the work study generally
relates to production orientation. Hence a square approach covering the other
aspects such as productivity relation application of statistical methods and
replacement on account of promotion, transfers, resignation, super annuation
and punitive action is also needed to be covered.
0
1
2
3
4
5
6
7
8
9Work study
sampling
Planned
productivity
estimation
Statistical
Methods (Like
regression,
correlation etc)
Super annuation
-cum
replacement
charts
Opinions/
influence of
managers of
head of
department
273
7.3.3 Frequency of analysis of manpower resources :
a) Continuously
b) Periodically
c) Whenever required
Table 7.6
Sr. No. Frequency No of companies
1 Continuously
10
2 Periodically
1
3 Whenever required
1
Figure 7.5
Most of the companies are analyzing Manpower in a continuous manner. It
reflects about due importance given to manpower planning, department &
subsequently the HRM department in the industries.
0
2
4
6
8
10
Continuously
Periodically
Whenever
required
274
7.3.4 Manpower forecasting factors :
Table 7.7
Sr. No. Factors No of companies
1 Corporate business plan
1
2 Corporate business plan, changes In
technology
7
3 Corporate business plan, changes in
technology and trends in productivity,
changes in Government Rules and
regulation
4
4 Any other factor 0
Figure 7.6
0
1
2
3
4
5
6
7Corporate business
plan
Corporate business
plan, change In
technology
Corporate business
plan, change in
technology and trends
in productivity,
changes in
Government Rules and
regulation
275
The actual practices related to manpower planning. Stated that the
estimates of manpower requirements in these pharmaceutical companies
were essentially prepared by the HRD Department. However in two
companies the departmental incharge of the concerned department was
responsible. With reference to manpower requirement, 90% of the
companies pointed out that manpower requirements were determined on the
basis of work study sampling and planned productivity estimation only.
Other statistical methods were not of common use.
Regarding frequency of manpower assessment a positive aspect in the
sense that 80% of the companies frequently analyzed manpower resources in
their organization in a continuous manner. Further these requirements were
analyzed on the basis of requisition from the concerned departments. Some
companies pointed out that they bi-annually analyzed their requirements.
Regarding the essential factors for manpower planning it has been
indicated that corporate business plans and changes in technology trends in
productivity. Also changes in Government rules and regulations were
essential factors for manpower planning in most of the companies.
276
7.4 Recruitment Selection :
7.4.1 The sources of manpower supply:
Table 7.8
Sr. No. Sources No. of Companies
1 Internal 5
2 External 5
3 Internal & External 2
Figure 7.7
Out of 12 companies, 5 companies are sourcing their manpower internally, 5
companies are sourcing externally & 2 companies are from both. Though
some of the companies are having internal manpower sourcing and some of
them are giving the importance to the external sourcing, basically a balanced
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Internal
External
Internal &External
277
approach to man the vacancies on the merit basis as well as giving
importance to job and man specification should be there. This objective
approach will be conductive to talent search as well as maintaining the
harmony amongst the employees.
6.4.2 Internal sources of recruitment :
Table 7.9
Sr. No. Internal Source No. of companies
1 Internal advertisement 6
2 By promotion 5
3 By transfer from other units or
departments
1
Figure 7.8
The 6 companies have used internal advertisement, whereas 5 companies
used promotions & one company used transfer from other units or
departments.
0
1
2
3
4
5
6 Internaladvertisement
By promotion
By transferfrom otherunits ordepartments
278
7.4.3. The external sources of recruitment :
Table 7.10
Sr. No. Source No. of Companies
1 Through employment exchange
10
2 Through open advertisement in
leading news paper
10
3 Through campus recruitment
10
4 On deputation
1
5 Ex servicemen agencies
1
6 Any other method, please specify
1
Figure 7.9
The external sources of recruitment are employment exchange,
advertisement, and through campus recruitment .
0
1
2
3
4
5
6
7
8
9
10
Through
employment
exchange Through open
advertisement in
leading news paper Through campus
recruitment
On deputation
Ex servicemen
agencies
Any other method,
please specify
279
7.4.4. Transfer policy :
Table 7.11
Yes NO
11 1
Figure 7.10
11 companies adopted a policy of transfer of personnel form one unit to
other in accordance with exigencies of the requirement.
7.4.5 Selection process: The abilities tested:
Table 7.12
Sr. No. Ability No of companies
1 Subject knowledge 12
2 Work experience 12
3 Physical abilities
(including medical etc.)
10
4 Psychological attitudes 10
92%
8%
Yes
NO
280
Figure 7.11
amongst all the companies it was observed that they give 100% importance
to subject knowledge &work experience for the selection while PHYSICAL
abilities & psychological attitudes were also carefully scrutinized during the
selection process.
7.4.6. The probation period :
Table 7.13
Sr.No. Category Period of probation
1 Skilled &
unskilled
workman
6 months
2 Offices &
managers
12 months
12 12
10 10
9
9.5
10
10.5
11
11.5
12
Subjectknowledge
Workexperience
Physicalabilities (includingmedical etc.)
Psychologicalattitudes
281
Figure 7.12
Probation period for skilled & unskilled workmen is 6 months
whereas for officers it is 12 months. Ideal HR policy reflects the same thing
.Because the workmen‟s skill could be checked actually while working on
machine. For officers it is actually work performed by him/her hence it is 1
year.
7.4.7 Factors considered for confirmation/ regularizing the employees :
Table 7.14
Sr. No. Factor No of companies
1 Completion of probation period 3
2 Satisfactory performance during the
probationary period
9
0
2
4
6
8
10
12
Skilled &
unskilled
workman
Offices &
manager
282
Figure 7.13
(iii) After satisfactory performance during the probation period, the
employee‟s appointment was regularized.
(iv) Also the performance of trainee and his resourcefulness and
integrity are taken into account before confirming the appointment
of the concerned trainee.
With reference to procedure of selection it was answered affirmatively
stating that almost at all times they followed the same method of selection
for all categories of employees. The response to this was positive response.
With respect to preference of applicants, most of the companies stated that
they preferred internal candidates for selecting and promoting them after
25%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%Completion of
probation
period
Satisfactory
performance
during the
probationary
period
283
proper screening. With reference to ability tested in selection process the
following are the details of the answers.
3. Almost all the companies stated that they gave 100% importance to
the subject knowledge and work experience for the selection to a
particular post.
4. Physical abilities and psychological attitudes were also carefully
scrutinized during the selection process.
With reference to period probation, the probation period for
employees in 90% of the companies was prescribed as six months for
workers and twelve months for Officers. In regard to regularizing of
employees,
The following are the various factors that are considered by all the
organizations for the purpose of regularizing the appointments of the
trainees and employees undergoing probation. The procedure, is that,
(i) After satisfactory performance during the probation period, the
employee‟s appointment is regularized.
(ii) Also the performance of trainee and his resourcefulness and
integrity are taken into account before confirming the appointment
of the concerned trainee.
284
The companies verify the character and other credentials at the time of
appointing a candidate.
7.5 Placement and Induction Training :
7.5.1 Methods used for placement of selected candidates?
Table 7.15
Sr. No. Method No of companies
1 Differential placement
10
2 Single job placement
11
3 Job training
10
Figure 7.14
9.4
9.6
9.8
10
10.2
10.4
10.6
10.8
11
Differential placement
Single job placement
Job training
285
Different placement methods were adopted by 10 companies. Single job
placement method was adopted by 11 companies and 10 companies used job
training.
7.5.2 The objectives of induction training :
Table 7.16
Sr. No. Type of Induction No of companies
1 Does it take place in your company ? 12
2 Introduction to the organization
12
3 Teach business ethics and sense of mission
11
4 Reflection on the ideals and the objectives
of the organization
12
5 Initiate specific job training
7
Figure 7.15
0
2
4
6
8
10
12Does it take place inyour company ?
Introduction to theorganization
Teach businessethics and sense ofmission
Reflection on theideals and theobjectives of theorganization
Initiate specific jobtraining
286
(a) Introduction to the organization was provided by all the companies.
(b) Business ethics a strong sense of mission was emphasized to the trainees
by 90% of the companies.
(c) The ideals and objectives of the organization were stressed by all the
companies.
(d) 60% of the companies initiated specific job training procedures.
7.5.3 Methods of Training:
Table 7.17
Sr. No. Type No of companies
1 On-the Job training
11
2 In house training programme
11
3 Specialised training with external agencies
11
4 Send abroad for training
2
Figure 7.16
0
2
4
6
8
10
12On-the Jobtraining
In housetrainingprogramme
Specialisedtraining withexternalagenciesSend abroadfor training
287
(c) 90% of the companies stated that they provided necessary job
training.
(d) In-house training as well as specialized training was provided by
80% of the companies.
The following answers were provided by the companies to methods used for
placement of selected employees.
(i) Differential placement method was adopted by 11 companies
(ii) Job training was provided by 8 companies.
With reference to formal training all the companies provided an
affirmative reply stating that they offer formal training to all the new
entrants. Regarding duration 70% of the companies stated that the formal
induction training, lasted for two weeks. 30% of the companies stated that
such a formal training lasted for only three days.
With regards to induction training objectives following are responses
1.Introduction to the organization was provided by all the companies.
2.Business ethics a strong sense of mission was emphasized to the
trainees by 90% of the companies.
3.The ideals and objectives of the organization were stressed by all the
companies.
4.60% of the companies initiated specific job training procedures.
288
The response regarding effectiveness of training it was clearly
indicated that 95% of the companies carried out follow-up measures, for
evaluating the effectiveness of the induction training to the employees.
With reference to Induction Training answers provided by the
employees was positive because they stated that they emphasized on the
induction training for all the categories of their results.Regarding
preparedness of executives for new responsibilities it was answered in detail
as stated below:
(f) 90% of the companies provided in-house training of their officers.
(g) In-house training was provided through the services of external
consultants and senior experts
(h) The training responsibility was entrusted by 40% of the companies
to the external agencies.
(i) 60% of the companies, provided effectively, on the job training
(OJT) to certain employees.
(j) Only 10% of the companies stated that they do provide training in
special cases to certain employees by sending them abroad well-
known companies or academic institutions.
289
With reference to review of job description the following answers
were provided in regard to the duration of job review in their respective
organizations.
(iii) 80% of the companies stated that they review once in a year.
(iv) 20% of the companies stated that they took a review as and when
required.
It was answered affirmatively stating that every change in job description
was followed by appropriate training.
With regards to whether the concerned organization prepares their
executives in accordance with technological changes, the following was the
response.
(a) 90% of the companies state that they provide necessary job training.
(b) In-house training and as well as specialized training was provided by
80% of the companies.
7.6 Human Resource Information System :
7.6.1 Content of Human Resources information system :
Table 7.18
Sr. NO. Content No of companies
1 Personnel bio- data of officers 11
2 Training programme attended 8
3 Performance records 8
290
4 Potential appraisal 5
5 Accomplishments 5
Figure 7.17
The details that were included in the HRS format for covering the HR were
following aspects.
(f) Personal bio data' s of officers 90%
(g) Training Programmes attended 70%
(h) Performance Records 80%
(i) Potential appraisal 40%
(j) Accomplishments 40%
0
2
4
6
8
10
12
Personnel bio- data of
officers
Training programme attended
Performance records
Potential appraisal
Accomplishments
291
7.6.2 HRIS Update:
Table 7.19
Sr. No. Frequency No. of Companies
1 Continuously 9
2 Once in a year 3
3 As and when required 9
Figure 7.18
7.6.3. Utilization of Human Resources Information data:
Table 7.20
Sr. No. Area / Objectives No. of companies
1 Consideration for special projects 12
2 Training requirements 5
3 Higher level job 9
0
1
2
3
4
5
6
7
8
9
Continuously
Once in a year
As and when
required
292
4 Transfers 6
5 Planning human Resources 3
6 Department activity 2
7 Government rules compliance 2
Figure 7.19
(i) Relating to human resource information, followings are the various
are the containts of it.
a. Personnel bio data' s of officers
b. Training Programmers attended
0
2
4
6
8
10
12 Consideration forspecial projects
Trainingrequirements
Higher level job
Transfers
Planning humanResources
Department activity
As per Governmentrules
293
c. Performance Records
d. Potential appraisal
e. Accomplishments
Related to the frequency of updating information.
It is continuously updated.
The data on HRIS id utilized for following things
For increments
For consideration for special projects by
For training requirements
For higher level jobs
For transfers
For planning HRD activities
As per Governments rules
7.7 Performance Appraisal :
7.7.1. The performance appraisal system:
Table 7.21
Sr. No. Type of Appraisal No. of Companies
1 Common all levels of officers 10
2 Different for different levels of officers 2
294
Figure 7.20
7.7.2 The number of personnel Appraisal systems used:
Table 7.22
Sr. No. Type of Appraisal No. of Companies
1 Confidential 06
2 Open Appraisal 03
3 Semi confidential 03
Figure 7.21
0
2
4
6
8
10
Common all
levels of
officers
Different for
different levels
of officers
6
3 3
0
1
2
3
4
5
6
Confidential
Open Appraisal
Semi confidential
295
7.7.3 The periodicity of Personnel Appraisal :
Table 7.23
Sr. No. Periodicity No. of Companies
1 Twice 2
2 Thrice 10
Figure 7.22
2
10
0
2
4
6
8
10
Twice
Thrice
296
7.7.4 While making appraisals does your company:
Table 7.24
Sr. No. Periodicity No. of
Companies
1 Qualitative characteristics or traits (like
integrity, intelligence, honesty other
attitudes abilities)
8
2 Quantitative characteristics or traits
( means sales, achievement for sales
executive, production achievement for
production engineer)
9
3 Future potential attitudes
9
Figure 7.23
7.4
7.6
7.8
8
8.2
8.4
8.6
8.8
9
Qualitativecharacteristicsor traits (likeintegrity,intelligence,
Quantitativecharacteristicsor traits (means sales,achievement
future potentialattitudes
297
7.7.4 The performance appraisal system in your organization is used
for following administrative decisions (Tick as many as
applicable):
Table 7.25
Sr. No. Type of Help No. of Companies
1 Promotion 10
2 Salary decision 12
3 Transfer 12
4 Demotion 0
5 Job enrichment 12
Figure 7.24
7.7.5 Do you have a separate training department? Yes/ No If yes,
please Indicate :
Table 7.26
Yes No
5 7
0
2
4
6
8
10
12 Promotion
Salary
decision
Transfer
Demotion
Job
enrichment
298
Figure 7.25
7.7.6 Performance Appraisal:
Details relating for 'Performance Appraisal' were sought. The following
were the various facts that were obtained during the process of collecting
information.
It was stated that the following were the authorities responsible for
initiating and ensuring the administration of performance appraisal.
(a) The immediate supervisor was responsible in 90% of the companies.
(b) The next level of supervisor along with immediate supervisor was
responsible in 80% of the companies.
(C) The HRD department was responsible in 90% of the companies.
(d) The concerned committee was responsible in 20% of companies.
The performance appraisal system was common to all level officers in
80% of the companies and it's was different in 20% of the companies.
42%
58%
Yes
No
299
The periodicity of performance appraisal in 90% of the companies
was once in a year. The following qualities and characteristics were taken
into consideration in the course of an appraisal.
(i) Integrity, Intelligence, Honesty, Achievements in sales, achievements in
production and also grown and development achieved by an employee.
The performance appraisal system is of the following types in an
organization.
(a) Confidential appraisal system was adopted in 60% of the companies.
(b) Open appraisal system was used in 30% of the companies.
(c) Semi confidential appraisal system was adopted in 10% of the
companies.
The companies stated that the appraisal system in their organizations
provided opportunities for self appraisal to the appraisers.
The performance appraisal system was found to be helpful by the
companies in respect of matters relating to:
(a) Promotion 90% agreed with this fact
(b) Salary decision 100% agreed with this fact
(c) Transfer 300/r.agree with this fact
(d) Job enrichment 70% agreed with this fact
300
7.8 On the Job and Career Development Training :
7.8.1 How is the volume of training budget decided:
Table 7.27
Sr. No. Authority No of companies
1 By chief executives 3
2 By a team of top managers 4
3 By training in-charge alone 3
4 By training in-charge in consultation
with chief executives
2
5 Any other (specify) 0
Figure 7.26
0
0.5
1
1.5
2
2.5
3
3.5
4
By chief executives
By a team of topmanagers
By training in-chargealone
By training in-charge inconsultation with chiefexecutives
301
7.8.2 Training methods:
Table 7.28
Sr. No. Type No of companies
1 Straight lectures 11
2 Lecture cum discussions 11
3 Role play 11
4 Close video recording circuit 11
5 Educational films 11
6 Simulation techniques 11
7 Computer games 11
8 Group exercises 11
9 Sensitivity training 11
10 Plant visits 11
Figure 7.27
0
2
4
6
8
10
12
Straight lectures
Lecture cum discussions
Role play
Close video recording circuit
Educational films
Simulation techniques
Computer games
Group exercises
Sensitivity training
Plant visits
302
7.8.3 Identification of Managerial staff:
Table 7.29
Sr. No. Method No. of companies
1 From performance appraisal
reports
3
2 Through potential appraisal 1
3 During performance review
meetings
2
4 Managers themselves indicate
the nature of training needed
2
5 Subject to longer changes in
the organization
2
6 By doing frequent surveys of
the training needs
3
7 Involving the external
consultants
3
0
0.5
1
1.5
2
2.5
3From performance
appraisal reports
Through potential appraisal
During performance review
meetings
Managers themselves
indicate the nature of
training needed
Subject to longer changes
in the organization
By doing frequent surveys
of the training needs
303
Figure 7.28
7.8.4 Use of the formal feedback reports:
Table 7.30
Sr. No. Use No. of companies
1 In deciding whether to repeat the
programme
5
2 To change the duration of the
programme
3
3 To modify contents 6
4 To drop the programme 2
5 To change the faculty. 2
0
1
2
3
4
5
6
In deciding whether to
repeat the programme
To change the duration
of the programme
To modify contents
To drop the programme
To change the faculty.
304
Figure 7.29
7.8.5 The effectiveness, of training activity :
Table 7.31
Yes No
11 1
Figure 7.30
11 Companies out of 12 companies are reviewing the effectiveness of their
training activities.
7.8.6 Are the long range plans of the organization made known to the
employees? Yes/No
Table 7.32
92%
8%
Yes
No
305
Yes No
9 3
Figure 7.31
In 9 companies communication was made to all employees regarding the
long range plans of the company.
By and large in only 40% of the companies there existed separate training
departments and the heads of such departments were either training
managers or Deputy Mangers (HRM).
The staff strength in the training department in 30% of the companies,
consisted of two Managers, two Officers and two Clerical staff and two
Assistant Managers. The manager incharged of training is required to report
to the General lia manager Personnel.
75%
25%
Yes
No
306
The qualifications of most of the training Managers consisted of
Masters Degree in Management or a Bachelors degree with about 20 years
of experience in HR.
Also persons with Engineering, Pharmacy and Science background
were considered for various positions in most of the organizations. With
reference their range of expenditure it is varied from Rs.50,000 to 50 lakhs.
per annum.
In regard to the volume of training budget was decided:
(e) by Chief Executive in 20% of the companies.
(f) by a team of top Managers in 30% of the companies.
(g) by training in charge alone in 20% of the companies.
(h) by training Incharge in consultation with the Chief Executive in
30% of companies.
With regards to training Methodology it wad observed in the following
manner:
(l) Straight lectures in 90% of the companies.
(m) Features cum discussion in 90% of the companies.
(n) Role play in 90% of the companies.
(o) Close video recording unit in 90% of the companies.
(p) Educational films in 90% of the companies.
307
(q) Simulation techniques in 90% of the companies.
(r) Computer games in 90% of the companies.
(s) Group exercises in 90% of the companies.
(t) Sensitivity training in 90% of the companies.
(u) Sensitivity training in 90% of the companies.
(v) Plant visits in 90% of the companies.
With reference to sponsoring of employee to abroad for training ) all
the companies answered that they did not sponsor any employees to any
training programme abroad during the year 2003.
With respect to Training Need analysis it was answered in the following
manner.
The training needs of their Manager were identified :
(g) From performance appraisals reports by 30% of the companies
(h) Through potential appraisal by 10% of the companies
(i) During performance review meetings by 20% of the companies
(j) Mangers themselves indicate the nature of training needed by 20%
of the companies
(k) Subject to longer changes in the Organization by 20% of the
companies
308
(l) By doing frequent surveys of the training needs by 30% of the
companies.
With reference to Assessment of training programmes it was
observed that in some few cases (30%) executives were asked to report their
assessment of training programmes conducted by their training departments.
Regarding formal feedback it was answered in the following manner.
Feed back reports by employees were used:
(a) in deciding whether to repeat the programmes by 40% of the companies
(b) to change duration of the programme by 30% of the companies
(c) to modify contents. by 50% of the companies
(d) to drop the programme by 20% of the companies
(e) to change the faculty by 20% of the companies
In reference to effectiveness of training activity of the companies stated that
during all these years they were reviewing the effectiveness of their training
activities regularly.
7.8.7 The career Planning opportunities offered to the employees.
Table 7.33
Sr. No. Opportunity No of companies
1 Sponsoring for higher educational
programme
9
2 Training abroad in exceptional cases 1
309
3 Coaching classes for professional
Courses
9
4 Grant of study leave 5
5 Preference for internal candidates for
the new projects etc.
3
Figure 7.32
7.8.8 Methods of rewarding employees :
Table 7.34
Sr. No. Reward No of companies
0
1
2
3
4
5
6
7
8
9
Sponsoring for higher
educational
programme
Training abroad in
exceptional cases
Coaching classes for
professional Courses
Grant of study leave
Preference for internal
candidates for the new
projects etc.
310
1 Additional Increments 7
2 Monetary Incentives 5
3 Promotion 3
4 Letter of Appreciation 7
Figure 7.33
Regarding career planning it was answered affirmatively by 80% of the
companies. Career planning opportunities) indicated that career planning
opportunities were offered to their employees.
The following were the detailed answers
0
1
2
3
4
5
6
7
AdditionalIncrements
MonetaryIncentives
Promotion
Letter ofAppreciation
311
(a) Sponsoring facility for higher educational programmes was extended by
80% of the companies.
(b) Education training abroad in exceptional cases by 10% of the
companies.
(c) Facilities for joining coaching classes for professional Courses were
provided by 80% of the companies.
(d) Grant of study leave was considered by 40% of the companies.
(e) Preference for internal candidates.
For new projects etc. was given by 30% of the companies with
reference to Rewarding of the employees the following answers were
provided by various companies. They pointed out that they rewarded their
managers who acquired additional qualification in the following manner.
(a) by giving additional increment by 60% of the companies
(b) by giving monetary incentives by 40% of the companies
(c) by promotion by 30% of the companies
(d) by letters of appreciation by 70% of the companies
7.9 Overall HRD Assessment of HRD practices :
1. The top management views about employee enjoyment at work place.
Table 7.35
Almost
always true
Mostly true Sometimes true
1 8 3
312
Figure 7.34
70% of the employees stated that their top management goes out of its way
to enable them to enjoy their work and this they said was mostly true.
About 30% said that sometimes the top management is found to be helpful
in enabling them to enjoy their work. Top management of the pharma
companies selected for study goes out of its way to make sure that
employees enjoy their work
2. The view of top management about human resources and humanly
approach.
Table 7.36
8%
67%
25%
Almost always true
Mostly true
Sometimes true
313
Figure 7.35
With reference to statement (2), 50% of the employees stated that it is
sometimes true that the top management believed in the philosophy that
Human Resources are extremely important and therefore employees have to
be treated humanly. But only 20% of the employees stated that this
philosophy is almost always true as it was implemented by their
management. It is strange to note that 30% did not feel very much satisfied
Almost always
true
Mostly true Rarely true
3 6 3
25%
50%
25%
Almost always true
Mostly true
Rarely true
314
with the philosophy even though they said that sometimes the treatment was
humanly.
3. Importance of Development of the subordinates by managerial staff.
Table 7.37
Almost
always true
Mostly true Sometimes true
2 5 5
Figure 7.36
To this statement responses were : 17% agreed totally with the statement as
almost always true, 42% agreed that the statement was mostly true whereas
another 41% said the statement is true only sometimes, In 7 companies
development of subordinates is seen as important part of their job by the
managers/ officers
4. The personnel policies in this organization ..
Table 7.38
Almost
always true
Mostly true Sometimes true
17%
41%
42% Almost always true
Mostly true
Sometimes true
315
3 6 3
Figure 7.37
The employees' responses were 25% said almost always true, 50% said
mostly true and 25% said sometimes true. In 9 companies it was observed
that personnel policies facilitates employee development.
5. The willingness of top management to invest Resources:
Table 7.39
Almost
always true
Mostly
true
Sometimes
true
4 6 2
Figure 7.38
25%
50%
25%
Almost always true
Mostly true
Sometimes true
33%
50%
17%
Almost always
true
Mostly true
Sometimes
true
316
In this regard 33% agreed with the statement and said that the statement was
always true, further 50% said this statement is more or less true, only 17%
said that this statement is true only sometimes In 10 companies it was
observed that top management is willing to invest considerable part of their
time and other resources for the development of employees.
6. Helpfulness nature of superiors.
Table 7.40
Almost
always true
Sometimes
true
Rarely
true
6 3 3
317
50%
25%
25%Almost always
true
Sometimes true
Rarely true
Figure 7.39
50% of the employees whole-heartedly agreed that this statement is 100%
true, 25% said this statement cannot always be said to be true and another
25% of the employees said that this statement was true sometimes. In 9
companies it was observed that senior executives / officers take active
interest in their juniors and help them to learn their job.
7. Attention of the seniors for competent building of subordinates.
Table 7.41
Mostly true Sometimes true Rarely true
5 4 3
42%
33%
25%Mostly true
Sometimes
true
Rarely true
318
Figure 7.40
In 9 companies it was observed that people lacking competence in doing
their jobs are helped to acquire competence rather than being left attended.
8. Managerial belief in development of subordinates.
Table 7.42
Almost
always true
Mostly
true
Sometimes
true
3 5 4
Figure 7.41
In this regard 20% agreed with almost always true, 40% agreed with mostly
true and 30% agreed with sometimes true. In 8 companies it was observed
that managers believe that the employees behaviour can be changed and
people can be developed at any stage of their life.
25%
42%
33%Almost always
true
Mostly true
Sometimes
true
319
9. Employees helpful nature.
Table 7.43
Almost
always true
Mostly true Sometimes true
4 2 6
Figure 7.42
In this regard 33% agreed with almost always true, 50% agreed with
sometimes true and 17% agreed with mostly true. In 6 companies it was
observed that people are helpful to each other.
10. Informal nature of the employees.
Table 7.43
Almost
always true
Mostly true Sometimes true
3 6 3
33%
17%
50%
Almost always
true
Mostly true
Sometimes
true
25%
50%
25%Almost always
true
Mostly true
Sometimes
true
320
Figure 7.42
In this regard 25% agreed with almost always true, 50% agreed with mostly
true and 25% agreed with sometimes true. In 9 companies it was observed
that employees are very informal and do not hesitate to discuss personal
problems with their supervisors
a. The psychological climate in the organization.
Table 7.44
Almost
always true
Mostly true Sometimes true
1 8 3
8%
67%
25%
Almost always true
Mostly true
Sometimes true
321
Figure 7.43
In this regard 10% agreed with almost always true, 70% agreed with
sometimes true and 20% agreed with mostly true. In 9 companies it was
observed that the psychological climate is very conductive for any employee
interested in developing himself by acquiring new knowledge and skills.
12. Seniors guidance to their juniors and preparing them for future
responsibilities.
Table 7.45
Mostly true Sometimes true
11 1
Figure 7.44
In this regard 92% agreed with mostly true and 8% agreed with sometimes
true. In 11 companies it was observed that senior guide their junior and
prepare them for future responsibilities and roles they are likely to take up.
92%
8%
Mostly true
Sometimes
true
322
13. The identification of potential of employees by top management.
Table 7.46
Mostly true
Sometimes true
3 9
Figure 7.45
In this regard 75% agreed with sometimes true, 25% agreed with mostly
true. In 3 companies it was observed that the top management makes efforts
to identify and utilize the potential of the employees and in 9 companies also
sometimes exercised.
25%
75%
Mostly true
Sometimes
true
323
14. Promotion decisions are based on the suitability of the promotee
rather than on favoritism.
Table 7.47
Almost
always true
Mostly
true
Sometimes
true
2 5 5
Figure 7.46
In this regard 17% agreed with almost always true, 42% agreed with
sometimes true. 41% agreed with mostly true. In 7 companies it was
observed that promotion decision are based on suitability of true promote
rather than an favoritism & in remaining 5 companies sometimes exercised
this.
17%
41%
42%
Almost alwaystrue
Mostly true
Sometimes true
324
15. Mechanisms to reward any good work.
Table 7.48
Figure 7.47
In 7 companies it was observed that there are mechanisms to reward any
good work done and in 5 companies it is sometimes true.
16. Appreciation of good work.
Table 7.49
Almost always true Mostly true
Sometimes true
2 4 6
Mostly true
Sometimes true
7 5
58%
42%Mostly true
Sometimes
true
17%
33%
50%
Almost
always true
Mostly true
Sometimes
true
325
Figure 7.48
In this regard 17% agreed with almost always true. 50% agreed with
sometimes true. 33% agreed with mostly true. In 6 companies it was
observed that when an employee does good work, his supervising offices
takes special care to appreciate it and in remaining 6 companies this
statements sometimes true.
17. Role of objective assessment in Performance Appraisal.
Table 7.50
Figure 7.49
In this regard 17% agreed with almost always true, 33% agreed with mostly
true and 50% agreed with sometimes true In 6 companies it was observed
Almost
always true
Mostly true Sometimes true
2 4 6
17%
33%
50%
Almost always true
Mostly true
Sometimes true
326
that performance appraisal reports are based on objective assessment and on
adequate information and not on favoritism and in remaining 6 companies is
sometimes true.
18. Fixed mental impressions about each other among employees.
Table 7.51
Almost
always true
Mostly true
Sometimes true
5 4 3
Figure 7.50
In this regard 31% agreed with mostly true, 31% agreed with sometimes
true, 38% agreed with almost always true. In 9 companies it was observed
38%
31%
31%
Almost always true
Mostly true
Sometimes true
327
that people in this organization do not have any fixed mental impression
about each other. In remaining 3 companies it is sometimes true.
19. Encouragement to employees.
Table 7.52
Figure 7.51
In this regard 17% agreed with almost always true, 33% agreed with mostly
true and 50% agreed with sometimes true. In 6 companies it was observed
that employees are encouraged to experiment with new methods and try out
creative ideas. In remaining 6 companies it is exercised sometimes.
Almost
always true
Mostly true
Sometimes true
2 4 6
17%
33%
50%
Almost always
true
Mostly true
Sometimes
true
328
20. Attitude of seniors towards juniors regarding the mistakes.
Table 7.53
Figure 7.52
In this regard 67% agreed with mostly true, 33% sometimes true. In 8
companies it was observed that when any employee makes mistake his
superiors treat with understanding and help him to learn from such mistakes
rather than punishing and in 4 companies it is exercised sometimes.
21. Weaknesses of employees are communicated to them in a non-
threatening way.
Table 7.54
Mostly Sometimes Rarely true
Mostly true
Sometimes true
8 4
67%
33%
Mostly true
Sometimes true
329
true
true
2 9 1
Figure 7.53
In this regard 75% said sometimes true, 18% mostly true, 8% rarely true. In
11 companies it was observed that weakness of employees are
communicated in a non threatening way.
22. When behavior feedback is given to employees they take it
seriously and use it for development.
Table 7.55
Mostly true
Sometimes true
Rarely true
4 6 2
17%
75%
8%
Mostly true
Sometimes
true
Rarely true
33%
50%
17%
Mostly true
Sometimes true
Rarely true
330
Figure 7.54
In this regard 50% said sometimes true, 33% mostly true, 17% rarely true.
In 10 companies it was observed that when behaviour feedback is given to
employees they take it seriously and used it for development and in
remaining 2 companies they exercise this rarely.
23. Employees in this organization take pains to find out their
strengths and weaknesses from their supervising officers or
colleagues
Table 7.56
Mostly true
Sometimes true
5 7
42%
58%
Mostly true
Sometimes
true
331
Figure 7.55
In this regard 58% agreed with sometimes true, 42% mostly true. In 5
companies it was observed that employee in their organization take pains to
find out their strength and weaknesses form their supervisory officers and in
remaining 7 companies it is sometimes exercised.
24. When employees are sponsored for training, they take it seriously
and try to learn from the programmes they attend.
Table 7.57
Mostly true
Sometimes true
6 6
Figure 7.56
In this regard 50% agreed with sometimes true, 50% mostly true. In 6
companies it was observed that when employees are sponsored for training
they take it seriously and try to learn from the training programme and in
remaining 6 companies they do this sometimes.
50%50%
Mostly true
Sometimes
true
332
25. Opportunity of application of knowledge gained during the training
programmes.
Table 7.58
Mostly true
Sometimes true
5 7
.
Figure 7.57
In this regard 58% agreed with sometimes true, 42% mostly true. . In 5
companies it was observed that employees returning from training
programme are given opportunities to try out what they have learnt and in
remaining 7 companies it is exercised sometimes
26. Employees are sponsored for training programmes on the basis of
genuine training needs.
Table 7.59
42%
58%
Mostly true
Sometimes
true
333
Almost always true Mostly true Sometimes true
1 9 2
Figure 7.58
In this regard 17% said sometimes true, 75% mostly true, 8% almost always
true. In 10 companies it was observed that employees are sponsored for
training on the basis of genuine training needs and in 2 companies this is
exercised sometimes
27. People trust each other in this organization.
Table 7.60
Almost always true Mostly true Sometimes true
1 4 7
8%
75%
17%
Almost always
true
Mostly true
Sometimes
true
334
Figure 7.59
In this regard 59% said sometimes true, 33% mostly true, 8% almost
always true. In 5 companies it was observed that people trust each other in
the organization and in remaining 7 companies they trust each other
sometimes
28. Employees are not afraid to express or their feelings with their
supervisors.
Table 7.61
Almost always true Mostly true Sometimes true
2 5 5
8%
33%
59%
Almost always
true
Mostly true
Sometimes
true
17%
41%
42% Almost always true
Mostly true
Sometimes true
335
Figure 7.60
In this regard 42% said sometimes true, 41% mostly true, 17% almost
always true. In 7 companies it was observed that employees are not afraid to
express or their feeling with their supervisors and remaining 5 companies it
is sometimes true
29. Employees are not afraid to express or discuss their feelings with
their subordinates.
Table 7.62
Almost
always true
Mostly true Sometimes
true
1 3 8
8%
25%
67%
Almost always
true
Mostly true
Sometimes
true
336
Figure 7.61
In this regard 67% said sometimes true, 25% mostly true, 8% almost always
true . In 4 companies it was observed that employees are not afraid to
express or discuss their feelings with their subordinates and in remaining 8
companies this is exercised sometimes
30. Employees are encouraged to take initiative.
Table 7.63
Mostly true Sometimes true
5 7
42%
58%
Mostly true
Sometimes
true
337
Figure 7.62
In this regard 60% agreed with sometimes true, 40% mostly true. In 12
companies it was observed that employees are encouraged to take initiative
and do things on their own without having to wait for instruction form
supervisors
31. Delegation of authority is quite common in this organization.
Table 7.64
Almost
always true
Mostly true Sometimes
true
1 5 6
8%
42%
50%
Almost always
true
Mostly true
Sometimes
true
338
Figure 7.63
In this regard 50% said sometimes true, 42% mostly true, 8% almost always
true. In 6 companies it was observed that delegation of authority is to
encourage juniors to develop handling higher responsibilities is quite
common and in remaining 6 companies this is sometimes true.
32. When seniors delegate juniors use it as a Team spirit in this
organization.
Table 7.65
Almost always true Mostly true Sometimes true
1 5 6
8%
42%
50%
Almost always
true
Mostly true
Sometimes
true
339
Figure 7.64
In this regard 50% said sometimes true, 42% mostly true, 8% almost always
true. In 6 companies it was observed that when senior delegates juniors use
it is a team spirit and in remaining 6 companies this is sometimes true.
33. Team spirit is of higher order in this organization.
Table 7.66
Figure 7.65
In this regard 50% agreed with sometimes true, 50% mostly true. In 12
companies it was observed that team spirit is of higher order.
Mostly true Sometimes true
6 6
50%50%
Mostly true
Sometimes
true
340
34. When problems arise people discuss these problems openly and try
to solve them rather than keep accusing each other behind the back
Table 7.67
Mostly true Sometimes true
6 6
Figure 7.66
In this regard 50% agreed with sometimes true, 50% mostly true. In 6
companies it was observed that when problem occurs people discuss their
problems openly and try to solve it rather than keep accusing each other
behind the back and in remaining 6 companies this is sometimes.
35. Career opportunities are pointed out to juniors by senior officers in
the organization
Table 7.68
Mostly true Sometimes
true
6 6
50%50%
Mostly true
Sometimes
true
341
Figure 7.67
In this regard 50% agreed with sometimes true, 50% mostly true. In 6
companies it was observed that career opportunities are pointed out to
juniors by senior officers and in remaining 6 companies this is sometimes
true
36. The organization's future plans are made known to the managerial
staff to help them develop their juniors and prepare them for
future
Table 7.69
Mostly true Sometimes
true
6 6
50%50%
Mostly true
Sometimes
true
342
Figure 7.68
In this regard 50% agreed with sometimes true, 50% mostly true. In most of
the companies (about 12) it was observed that the organization future plans
are made known to managerial staff.
37. This organization ensures employee welfare to such an extent that the
employees can save a lot of their mental energy for work purposes.
Table 7.70
.
Figure 7.69
Almost
always true
Mostly true Sometimes
true
1 5 6
50%50%
Mostly true
Sometimes
true
8%
42%
50%
Almost always
true
Mostly true
Sometimes
true
343
In this regard 50% said sometimes true, 42% mostly true, 8% almost always
true. In 6 companies it was observed that organization ensures employees
welfare and in remaining 6 companies this is exercised sometimes.
38. Job-rotation in this organization facilitates employee development
Table 7.71
Mostly true Sometimes true
6 6
Figure 7.70
In this regard 50% agreed with sometimes true, 50% mostly true. In 6
companies it was observed that job rotation facilitates employees
development and in remaining 6 companies this is exercised sometimes.
In tune with the changing circumstances to cope up with two basic principles
of every particular company are :
50%50%
Mostly true
Sometimes
true
344
1. Survival during the recession period (In all circumstances which are
prevailing) and
2. Growth and development during the boom period
For the purpose of attaining the above goals aiming and action orientation
corresponding to the same is needed. This will enhance the effectiveness and
efficiency of the organization especially in the changing global situation.
The careful research within the framework of response to the questionnaire
as well as verbal interaction as narrate elaborately in the preceding
paragraphs reveals and infers that the various aspects covered in the
Hypothesis, are fully supported in harmony with the objectives.
1. Apart from it the data collected and information ascertained corresponds
to the hypothesis, thus there is a scope to fully stress that the hypothesis has
been validated and established on authentic on the basis of analytical
findings.
2. When the policies are quite clear and practicable the implementation
thereof is bound result in efficiency, effectiveness, improvement in the
performance and productivity almost all the companies have got a sound
approach regarding adoption.
Adoptability and ascertaining of healthy practices. The climate is not
smoothened but it also helps to maintain high quality of industrial relation.
345
The observation of the researcher has found that this particular motto is also
realized and justified.
Considering the inferences made for research by the responding
companies it is inferred that there is a vast scope regarding attitudinal
measurement. Positive alignment of the employees and creation of an
integrated employee force with high morality, integrity and loyalty towards
the company, there is also a scope to examine whether the data and
information collected is ready relevant and economical from the view point
of assisting the decision making in terms of future needs the researcher also
finds that though HRD is being implemented for skills development the
growth plans for managers, to make them fully aware and competent for
working as change agents and leading the company in the cut throat
competitive environment arising out of globalization and extremely sensitive
environment.