Identifying them as resource

The presence of human being is no new invention but identifying them as resource In a more formal way has been made In recent days. The history of HARM can be characterized as moving through four broad phases as craft system, scientific management system, the human resource relation approach, and the current organizational science such as human resource approach. 2. The training In craft skills was organized to maintain an educate supply of craft workers and started in Egypt and Babylon from the earliest times. By the 1 13th century craft training become popular in Western Europe.

Craft guilds supervised quality and methods of production and regulated conditions of employment for each occupation. The basis of scientific management Is that there Is one best way to do a job. The best way will be the most efficient and therefore the fastest and least expensive. The founder of this new field of scientific management was an American mechanical engineer, Frederick W. Taylor (1856 – 1915). The discovery of the Hawthorne, an western electrics plant in Chicago effect led to further research on the social factors associated with work.

Results of this studies led to the human relations event with its emphasis on the fact that employees need to be understood in order to be satisfied and productive. Finally the organizational science approach focuses more on the total organization and less on Just the Individual. HARM, as we currently know it, grew out of the organizational science trend and combines learning from the previous movement with current research in the behavioral sciences. 3. The study of this paper focus on how the human resource Is practiced in Square Pharmaceuticals Limited.

Square Pharmaceuticals Limited Is one of the leading companies in the country in producing medicine and other related products. The company was first established as partnership firm in 1958. It was then incorporated as a private limited company under company act 1913 on November 10, 1964. On December 1994, it was converted Into a public limited company and offered Its share to the public with the approval of Securities and Exchange Commission (SEC). Presently the company has a separate division to operate modern basic chemical producing Agro Vet products. Background of the study 4.

The Study is conducted with a view to submit a term paper on the topic as a part of Strategic Human Resource Management Course. A proposal was presented on the epic and the instructor accepted it. Thereafter, the group started working and the result is this report. Objectives of the study 5. The objectives of the study is to identify the following fields of HARM and relate them with the current practices in SSP : a. Brief history of the organization. B. Human Resource vision and strategy. C. Human Resource planning. D. Acquiring Human Resources. E. Building performance. . Rewarding employees. G. Maintaining Human Resources. H. Managing multi-national HARM. I. Making the change to Strategic HARM. Scope of the study 6. The study was restricted within a single pharmaceuticals company with emphasis n Human Resource management planned and practiced in company headquarter. Methodology 7. The study followed a certain method to collect data and analyze the Human Resource Management practices of the company: a. Overall Approach. Our analysis is a combination of both current and literature survey with a special emphasis of proceeding. B.

Data Source. The study worked with both primary and secondary data. Personal survey, Questioners and interviews and secondary data by literature survey collected primary data. C. Data Analysis. Data collected from the company was compared with the theoretical part learned during the course. After comparison a reasonable conclusion is drawn through analysis and evaluation. D. Report Writing. The group as assigned with the task to prepare this paper Finally the paper was prepared after detail analysis of the current practices and relates them with the teaching of the course.

Limitations. 8. During the study the group faced the following difficulties: Since specific human resource management practices a sensitive issue for the company, it was difficult to extract the expected information and data as per our requirement. Presently reviewing the training and recruitment policy for the incoming year limited our collecting information sometimes. Sequence. 9. The paper has been prepared in the following sequence: General Information and history of the organization. Organ gram of the company.

Strategic Management of Human Resource Human Resource Planning Acquiring human resources Building individual and organizational performance Rewarding employees Maintaining human resources Managing multinational HARM Making the change to strategic HARM Identify weaknesses and suggest measures General Information and History of the Organization 10. SSP was the first company in the country to manufacture and market Modernization , Misplacing and Extrapolation. It is also a pioneer company to experimentation’s and other ethical drugs overseas.

It developed sustained release technology locally and achieves and all time industry high record sells turnover of US $ 25 million. It was first to produce highlight Mattered Dozed Inhalation (MDI) formulations and Decisional sodium in the chemical division locally. Moreover, SSP has the most modern and sophisticated incapable production unit and an organized and largest field forces of medical representatives, as well as a spectacular number of professionals in its production, quality assurance, marketing and human resource apartment.

The training is conducted both for Medical Promotion Officer (MOO), Senior Medical Promotion Officer (SUMP) and executives. The training aspect can be summarized as follows: The training requirement of various departments is forwarded to the Performance & Appraisal (P) department from the different department at the beginning of the year. The Specific format, which the department uses for this aspect, is given in annex- B. P & A department compiles all send it to the HARD for formulating the necessary training for the training year. Or the year. HARD then send to the P & A department for necessary approval. On receiving the training forecast and necessary approval the P & A department again send it to the HARD. The HARD then circulate the revised training forecast of the company to various departments. A sample of the revised training forecast is given in annex- C. Then the departments send their trainees as per the program and training is carried out centrally under the responsibility of Training cell of HARD. The Performance Evaluation.

The performance evaluation is carried out for each employee both in MOO/ SUMP and executive levels to confirm that the employees are performing as expected and taught through training. Assessment System. The SSP has formulated an assessment policy system based on some specific criteria for both the MOO and executive level. The assessment is carried out based on that policy. A sample policy is given in annex- D. The Assessment of MOO/ SUMP. Each MOO/ SUMP is evaluated three persons: Territorial Manager (TM). Regional Sales manager (RSI). Sales Manager (SMS).

The MOO/ SUMP are evaluated in following aspect: Sales target achievement. Month wise target achievement. Return goods. Market share. Monthly sales competence quiz test. Detailing quiz test. Acceptance in the market. Regularity in documentation. Team spirit. Objection handling. For each criteria a specific percentage is allotted. The three raters do the rating and finally average is calculated based on the significance percentage. A sample form of evaluating the MOO/ SUMP is attached in annex- E. Carried out. Here two persons do the rating: Immediate Supervisor (IS).

Departmental Head (DO). The criteria on which assessment is carried out are: Execution of assigned task. Process department and cost reduction. Motivation. Innovation/ creative ideas. Interpersonal relationship. Agility. Problem solving ability. Receptive. For each criteria a specific percentage is given. The rating form the two raters are taken and finally averaged based on the percentage. A sample of executive rating form is given in annex- F. A sample of overall performance appraisal format is also attached to this paper in annex- G. Rewarding Employees.

Performance appraisals are a crucial link in the HARM process: they are the means by which organizations assess how well employees are performing and determining appropriate rewards or remedial actions. The HARM role in performance appraisal is one of working with line manager to establish the appraisal process, the performance dimensions to be measured, the procedure to ensure accuracy, and requirement for discussion of appraisal results with employees. A logical result of the appraisal recess is determining which employees most deserve rewards.

Allocating rewards is a complex and specialized activity. Rewards include both direct compensation (salary or hourly wages) and indirect compensation (benefits) that organizations offers to employees in return for their effort. The System in SSP. Like another company the SSP also values its employees in terms of direct and indirect compensations. Direct compensation. It includes the monthly salary/hourly wages, sales commission Indirect Compensation. The facilities which SSP provides as indirect compensation to its employees are as under.