“A Study on Development of Competency Based Human Resource ...... · “A Study on Development of Competency Based Human Resource Systems for Sales Function in Pharma Sector”

“A Study on Development of Competency Based

Human Resource Systems for Sales Function in Pharma Sector”

Synopsis

Submitted in Partial Fulfillment for The Award of Degree In

Doctor of Philosophy (Ph.D.) In Management

Submitted To

Gujarat Technological University,

Ahmedabad, Gujarat, India

By

Manasi Parikh

{Enrollment No – 129990992016}

Management

September - 2018

Under Guidance Of

Dr. Pradip Desai

Acknowledging

Doctoral Progress Committee Members

Dr. Rajesh Khajuria

Dr. Chandan Chatterjee

Table of Content Page No.

1 Abstract 1

2 Introduction 1

3 Literature Review and Derivation of Research Variables 3

4 Research Gap 5

5 Purpose of Research Study 5

6 Scope of Research Study 6

7 Significance of Research Study 6

8 Research Objective 7

9 Research Design 8

10 Original Contribution of Research Work 8

11 Pilot Study 8

12 Hypothesis Formation 10

13 Statistical Tool For Analysis 14

14 Data Analysis, Interpretation and Results 15

15 Findings and Conclusion 25

16 List of Research Publication and Conference Proceedings 27

17 Thesis Dissertation Structure 28

18 References 29

Synopsis

1

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. 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 data obtained was analyzed using MANOVA. The outcome

of the research helps build a 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.

Introduction

Indian Pharmaceutical industry is considered as highly fragmented with more

than 10,000 registered units, manufacturing pharma products. Over the past two

decades the industry has shown astounding growth and transformation with increase

in domestic demand for medicines and with rise in consumption attributed to high

population, income bands and awareness of healthcare regimes among people. Some

of the key characteristic contributing to growth are high regulation, research

orientation, low price elasticity, limited customer choice and dependency on healthcare

infrastructure, cost effective chemical synthesis, competent workforce, and emerging

role of Human Resource Management. Advancing to growth, Gujarat market records

Synopsis

2

the highest augmented rate in pharmaceutical industry during the last decade. Also

with more than a hundred years of expertise, Gujarat has always been an absolute

choice for investors in the healthcare sector.

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: -

1. High customer focus and expedient customer management

2. Wide reach and frequencies with regards to geography and catering to potential

hospitals and specialty business.

3. Flexibility in operations and reduced managerial cost.

To deliver to the current expectation, the sales model needs to be re-engineered, which

requires to: -

a) Address the demand of broader network and growing healthcare facility.

b) Unfold the skills of existing representatives.

c) Usher new sales talent.

d) 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

paths. This relates individual competencies with all sub – functions of HR, to

demonstrate scientific and visible results.

Synopsis

3

With reference to the above concepts the research study establishes a viable link of

competencies of sales professional and its impact on sub systems of HR, to facilitate

strategic business goals with regards to pharmaceutical industry in Gujarat. Also,

Indian pharmaceutical industry is governed by two certitudes: -

1. Patients guided by prescriptions and other relevant medicinal practices

followed as a trend in India.

2. Doctors highly influencing the decision-making pattern of Patients, which

backs the presence of competency mapping for sales professional and their

ability to channelize doctors to increase the sale of medicines.

Literature Review and Derivation of Research Variable

Many researchers have provided instrumental insight in competency,

competency mapping and competency based human resource management systems

from late 1950’s to till date. An extensive and diligent literature review was done

taking into consideration, 7 thesis and dissertation, 41 books, 136 research articles

published in Magazines/Journals/Periodicals/Monographs and Conference

Proceeding, 4 working paper series, 9 reports and survey, more than 20 websites and

few consulting assignments during certification in competency mapping from TV Rao

Learning systems, Ahmedabad. Some of the research taken into consideration, for

selection of research variables are shown in the table as under: -

Dependent Variable: -Comprises of variable in which subject is interested to measure

changes. In the current research, it is aimed at measuring competency specifically

catered to sales function in pharmaceutical industry (Denoted as follows): -

Synopsis

4

D.V Competency Extracted from Literature Review

X1 Business Acumen Lynette Ryals and Javier Marcos (2012)

X2 Consultative Selling Skills

Manning & Reece (2007)

Lovelock & Jochen (2011)

Perreault & McCarthy (1999)

X3 Customer Value Creation Ulaga & Chacour (2001)

Walter, Ritter, &Gemünden (2001)

X4 Product and Technical

Knowledge

Basir M. Sah, Ahmad S.Z, Kitchen P.J (2010)

Baldauf, A., Cravens, D.W. and Piercy, N.F.

(2001)

Baldauf, A. and Cravens, D.W. (2002)

X5 Relationship Building Injazz J. Chen, Karen Popovich (2003)

X6 Self-Development Lucian Cernusca & et. al.(2008)

X7 Strategic Sales Planning Ghazaleh M.A & Mohammad H.G (2009)

X8 Time and Territory

Management

Heiman et.al (1998)

Ryan A.B & Weinberg C.B (1979)

Independent Variable-The variable believed to affect the dependent variable. In the

current research study, we are testing competency based Human Resource

Management System {Denoted as follows}: -

I.V Competency Based Human Resource

System Extracted from Literature Review

Y1 Competency Based Recruitment and

Selection

Anna Carroll and 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 & Vohra (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)

https://hbr.org/search?term=lynette+ryals+and+javier+marcos

Synopsis

5

Research Gap

After meritorious and exhaustive literature review, it is 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 lack 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. 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 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 may provide a suitable sales competency model and

framework.

Purpose of Research Study

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. The current research study helps develop

Competency based human resource system that enables in identification, development,

retention and appreciation of the best talent present. The competency based human

resource management system recommended in this study aspires to provide a

systematic approach to hiring, training and developing, performance management

systems, compensation management and many other sub function of the organization,

to ensure a good match of organizational profitability and employee competencies, and

ensure scientific and systematic development of business related processes and

interventions.

Synopsis

6

Scope of Research Study

The scope of research study is limited to sales professional working in

pharmaceutical industry in Gujarat region. The intent of the research study is to

identify competencies and tasks related to effective selling of a drug. The research

attempts 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 10

pharmaceutical companies in Gujarat.

Significance of the research study

Competency based human resource management more effectively translates

strategic vision into behaviors that deliver desired business goals. Human resource

professionals who have knowledge of competency can equip critical organizational

challenges.

The following are some crucial domains, that can be addressed with reference to

competency based HRM practices for sales professionals in pharmaceutical industry.

a) The research study would clarify the criteria for measuring the sales person’s

performance within the organization and the industry.

b) The study would help focus on personality, skills and behavior and to identify

whether they are in alignment with organizational goals.

c) Once the competencies are determined, it helps to 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 by analyzing the gap between actual and desired level

of competency. It can be also used to define individual development plans;

where in a person can prepare himself thoroughly for a given set of

responsibilities.

e) The performance appraisals can be linked with competency, and non-

competent area can be addressed specially to define scope of improvement.

Synopsis

7

f) The compensation packages can be design for all levels, giving every

competency a weight. Also reward systems can be linked with competency, to

achieve maximum profitability.

g) To address the competency needs of Job incumbent, whose is expecting his

career planning stage. If the competencies are well defined, then the job

incumbent whose career planning phase is taking place can consider those

competencies and develop individual work plan for their new role. Also, the

job incumbent can prepare himself with next set of responsibilities.

Research Objectives

The current research study is carried with the aim to: -

a) Identify and enlist various competencies possessed by the sales professional

with reference to pharmaceutical industry.

b) To measure the awareness and adaptability of these competency by the role

holder (sales professional) and processes conducted in the organization

(Human Resource Management Systems) by the process holder (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 process owner of pharmaceutical organizations

(HR and Sales), of utilizing competency while recruitment and selection of

sales professional.

II. To understand the ability of process owner of pharmaceutical organizations

(HR and Sales), of utilizing competency while conducting training and

development of sales professional.

III. To understand the ability of process owner of pharmaceutical organizations

(HR and Sales), of utilizing competency while conducting performance

appraisal of sales professional.

IV. To understand the ability of process owner of pharmaceutical organizations

(HR and Sales), of utilizing competency while defining the compensation of

sales professional.

Synopsis

8

V. To understand the ability of process owner of pharmaceutical organizations

(HR and Sales), of utilizing competency while career planning and succession

management of sales professional.

Research Design

a) Type of Research - Descriptive research.

b) Sample Population - Include all sales professionals and human resource

professional of pharmaceutical industry based in Gujarat.

c) Sample Size -385

d) Sampling Method - Convenient sampling and Snowball sampling (Non-

Probability Sampling)

Original Contribution by Research Work

The research makes noteworthy endowment in practical implication of

competency based Human Resource Systems for Pharmaceutical Industry based in

Gujarat. The underlying contribution of the research study is group of tasks into

competency for Pharma sales professional and gauging the ability to use these

competencies while conducting any process in Human Resource Department. The

study is niche and covers a narrow spectrum of competencies required as a mandate

for sales professionals in Pharmaceutical Industry. The research may serve as an aid

in conducting effective recruitment and selection, training and development,

performance management, compensation management, career and succession

planning process within the Human Resource Department. The study serves as

platform to build a competency driven culture and management in pharmaceutical

industry in Indian Context. The study orients to cultivate globalization needs of both

academics and corporates to develop a competency based Human Resource

Management and to align it with productivity of the organization.

Pilot Study

A pilot test was conducted using a questionnaire consisting of eight

competencies 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

Synopsis

9

sales representatives, therapy representatives, key account managers, sales managers,

area sales managers, medical representatives, territory manager, territory business

manager, zonal sales manager etc.)and Human Resource Professional (HR Executive,

HR Manager, Talent Acquisition Executives, Training and Development Managers,

HRM Consultants) working with pharmaceutical company based in Gujarat, at all

levels of hierarchy. The validity of each competency was calculated by deriving

Content Index (I-CVI and S-CVI) as well as confidence interval test. The reliability

score of each competency was calculated using Cronbach’s alpha.

Test for Validity of Questionnaire

Type of

Validity

Test To Measure Outcome

Face

Validity

Face Validity Readability,

feasibility, layout style

and clarity of the

wordings to administer

questionnaire

As per Subject Matter

Experts the

questionnaire was

amended for double

barreled, confusing

and leading statements

(Competency and

Tasks)

Content

Validity

I-CVI for the

questionnaire

Individual Content

Validity Index

Individual Items

having 0.80 where

accepted in the

questionnaire

S-CVI for the

questionnaire

Scale Content Validity

Index

0.9304, which was

considered appropriate

for using the

measurement scale.

Synopsis

10

Construct

Validity

Confidence Interval

Test

Construct Validity Confidence range was

found to be between

72% to 99%, making

the construction of

questionnaire valid

and suitable for use in

further research.

Test for Reliability of Questionnaire: -

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.

Hypothesis Formation: -

For the research study the basic research question emphasizes whether there a

significant association of competency {defined} with the human resource system for

sales force in the pharmaceutical industry? Hence considering all the dependent and

independent variables the following hypothesis where formulated, which were later

divided into 40 Sub Hypothesis each to understand the derived results.

1. 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


2. Null Hypothesis {H2} o: -There is no significant association of competency

{defined} with the training and development process for sales force in the


Synopsis

11


competency {defined} with the training and development process for sales

force in the pharmaceutical industry.


{defined} with the performance management process for sales force in the



competency {defined} with the performance management process for sales



{defined} with the compensation management process for sales force in the



competency {defined} with the compensation management process for sales



{defined} with the career and succession planning process for sales force in the



competency {defined} with the career and succession planning process for

sales force in the pharmaceutical industry.

Table – Sub Hypothesis for all Research Variables

Significant Association of Competency Null

Hypothesis –

No

Significant

Association

Alternative

Hypothesis –

Significant

Association

Business Acumen

Synopsis

12

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 &Succession

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 &Succession

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

Synopsis

13

Career &Succession

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 &Succession

Planning

{H5}Do {H5}D

Relationship Building

Recruitment and

Selection /Talent

Acquisition

{H1}Eo {H1}E

Training and

Development

{H2}Eo {H2}E

Performance

Management

{H3}Eo {H3}E

Compensation

Management

{H4}Eo {H4}E

Career &Succession

Planning

{H5}Eo {H5}E

Self-Development

Recruitment and

Selection /Talent

Acquisition

{H1}Fo {H1}F

Training and

Development

{H2}Fo {H2}F

Synopsis

14

Performance

Management

{H3}Fo {H3}F

Compensation

Management

{H4}Fo {H4}F

Career &Succession

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 &Succession

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 &Succession

Planning

{H5}Ho {H5}H

Statistical Tool for Analysis

Synopsis

15

MANOVA has been used as a statistical tool for the current research study.

MANOVA stands for Multivariate analysis of co-variance. MANOVA is about

comparing one or more dependent variable across two or more independent groups.

MANOVA analyses the significance of the curve fit and since research questions for

a MANOVA are focused on differences, it co-relates with hypothesis formed.

Data Analysis, Interpretation and Results

Data analysis was done using MANOVA, were in all variables where subjected

to test of assumptions like multivariate normality {Kurtosis and Skewness}, Pearson

– co-efficient and test for multivariate outliners. Also, test of one way – MANOVA

including of BOX’M test, Multivariate test like Pillai's Trace, Wilks' Lambda,

Hoteling’s Trace, Roy's Largest Root, Levene’s test, test of between subject effects

and relevant Post hoc Analysis were conducted to derive the results considering (p <

0.00625), p = confidence level intended to perform for 8 variables 0.05/8 = 0.00625.

Hypothesis 1 {H1} Null Hypothesis

Findings/

Discussion

{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.

Reject

Signifies that

Business Acumen

Competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.006

(p < 0.00625)

{H1}

Bo


association of consultative

skill selling competency with

the Recruitment and selection

/ talent acquisition process for

sales force in the


Reject Signifies that

consultative selling

skill competency

has impact on

Recruitment and

selection /Talent

p = 0.005

(p < 0.00625)

Synopsis

16

Acquisition

Process

{H1}

Co


association of customer value

creation competency with the



sales force in the


Reject

Signifies that

customer value

creation

competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.001

(p < 0.00625)

{H1}

Do


association of product and

technical knowledge

competency with the



sales force in the

pharmaceutical industry

Reject

Signifies that

product and

technical

knowledge

competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.001

(p < 0.00625)

{H1}

Eo


association of relationship

building competency with the

Recruitment and selection /

talent acquisition process for

sales force in the


Reject

Signifies that

relationship

building

competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.003

(p < 0.00625)

Synopsis

17

{H1}

Fo


association of self-

development competency

with the Recruitment and

selection /talent acquisition

process for sales force in the


Fail to Reject

Signifies that self-

development

competency has

NO impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.402

(p > 0.00625)

{H1}

Go


association of strategic sales

planning competency with the

Recruitment and selection /

talent acquisition process for

sales force in the


Reject

Signifies that

strategic sales

planning

competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.004

(p < 0.00625)

{H1}

Ho


association of time and

territory management

competency with the



sales force in the


Reject

Signifies that time

and territory

management

competency has

impact on

Recruitment and

selection /Talent

Acquisition

Process

p = 0.005

(p < 0.00625)

Hypothesis 2 {H2} Null Hypothesis Findings/

Discussion

{H2}

Ao There is significant



business acumen

Synopsis

18


training and development



p = 0.0052

(p < 0.00625)

competency has

impact on training

and development

process

{H2}

Bo



selling skill competency with

the training and development



Reject

Signifies that


skill competency

has impact on

training and

development

process

p = 0.0062

(p < 0.00625)

{H2}

Co







Fail to Reject

Signifies that

customer value

creation

competency has

NO impact on

training and

development

process

p = 0.0601

(p > 0.00625)

{H2}

Do



technical knowledge

competency with the training

and development process for

sales force in the


Reject

Signifies that

Product and

technical

knowledge

competency has

impact on training

and development

process

p = 0.0061

(p < 0.00625)

{H2}

Eo








relationship

building

competency has

impact on training

p = 0.0061

(p < 0.00625)

Synopsis

19

and development

process

{H2}

Fo




with the training and

development process for sales

force in the pharmaceutical

industry.

Reject Signifies that self-

development

competency has

impact on training

and development

process

p = 0.0057

(p < 0.00625)

{H2}

Go







Reject

Signifies that

strategic sales

planning

competency has

impact on training

and development

process

p = 0.0041

(p < 0.00625)

{H2}

Ho




competency with the training

and development process for

sales force in the


Reject

Signifies that

strategic sales

planning

competency has

impact on training

and development

process

p = 0.0032

(p < 0.00625)


Findings/

Discussion

{H3}

Ao




performance management



Reject

Signifies that

business acumen

competency has

impact on

performance

management

process

p = 0.005

(p < 0.00625)

Synopsis

20

{H3}

Bo




the performance management



Reject

Signifies that


skill competency

has impact on

performance

management

process

p = 0.002

(p < 0.00625)

{H3}

Co







Reject

Signifies that

customer value

creation

competency has

impact on

performance

management

process

p = 0.005

(p < 0.00625)

{H3}

Do



technical knowledge

competency with the




Reject

Signifies that

product and

technical

knowledge

competency has

impact on

performance

management

process

p = 0.005

(p < 0.00625)

{H3}

Eo







Fail to Reject

Signifies that

relationship

building

competency has

NO impact on

performance

management

process

p = 0.914

(p > 0.00625)

Synopsis

21

{H3}

Fo




with the performance

management process for sales


industry

Fail to Reject


development

competency has

impact on

performance

management

process

p = 0.072

(p > 0.00625)

{H3}

Go







Reject

Signifies that

strategic sales

planning

competency has

impact on

performance

management

process

p = 0

(p < 0.00625)

{H3}

Ho




competency with the




Reject

Signifies that time

and territory

management

competency has

impact on

performance

management

process

p = 0.004

(p < 0.00625)


Findings/

Discussion

{H4}

Ao




compensation management



Reject

Signifies that

business acumen

competency has

impact on

compensation

management

process

p = 0.005

(p < 0.00625)

Synopsis

22

{H4}

Bo




the compensation



industry

Reject

Signifies that


skill competency

has impact on

compensation

management

process

p = 0.004

(p < 0.00625)

{H4}

Co







Reject

Signifies that

customer value

creation

competency has

impact on

compensation

management

process

p = 0.001

(p < 0.00625)

{H4}

Do



technical knowledge

competency with the




Reject

Signifies that

product and

technical

knowledge

competency has

impact on

compensation

management

process

p = 0.002

(p < 0.00625)

{H4}

Eo







Fail to Reject

Signifies that

relationship

building

competency has

NO impact on

compensation

management

process

p = 0.335

(p > 0.00625)

Synopsis

23

{H4}

Fo




with the compensation



industry

Reject


development

competency has

impact on

compensation

management

process

p = 0.003

(p < 0.00625)

{H4}

Go







Reject

Signifies that

strategic sales

planning

competency has

impact on

compensation

management

process

p = 0.006

(p < 0.00625)

{H4}

Ho




competency with the




Reject

Signifies that time

and territory

management

competency has

impact on

compensation

management

process

p = 0.003

(p < 0.00625)


Findings/

Discussion

{H5}

Ao




career and succession

planning process for sales


industry

Fail to Reject

Signifies that

business acumen

competency has

NO impact on

career &

succession

planning process

p = 0.007

(p > 0.00625)

Synopsis

24

{H5}

Bo




the career and succession



industry



skill competency

has impact on

career &succession

planning process

p = 0.001

(p < 0.00625)

{H5}

Co







industry.

Reject

Signifies that

customer value

creation

competency has

impact on career

&succession

planning process

p = 0.001

(p < 0.00625)

{H5}

Do



technical knowledge

competency with the career

and succession planning



Fail to Reject

Signifies that

product and

technical

knowledge

competency has

NO impact on

career &succession

planning process

p = 0.376

(p > 0.00625)

{H5}

Eo







industry

Fail to Reject

Signifies that

relationship

building

competency has

NO impact on

career &succession

planning process

p = 0.761

(p > 0.00625)

{H5}

Fo There is no significant


Reject Signifies that self-

development

Synopsis

25


with the career and succession



industry

p = 0.003

(p < 0.00625)

competency has

impact on career

&succession

planning process

{H5}

Go







industry

Fail to Reject

Signifies that

strategic sales

planning

competency has

impact on career

&succession

planning process

p = 0.007

(p > 0.00625)

{H5}

Ho




competency with the career

and succession planning



Reject

Signifies that time

and territory

management

competency has

impact on career &

succession

planning process

p = 0.003

(p < 0.00625)

Findings and Conclusion

The result of this study provides an insight of various sales competencies

affecting different sub function of Human Resource Management systems, with

reference to pharmaceutical industry in Gujarat. The findings indicate that mostly all

sales competencies have significant association with recruitment and selection,

Training and development, performance management systems, compensation

management, career and succession planning {except a few indicated in table

indicated below}.

The research gives considerable support for viewing sales competencies as an

important factor while performing all the sub function of Human Resource

Management in pharmaceutical industry.

Synopsis

26

The practical value of this research will serve as a basis of creating a

Competency based Human Resource Management system for sales function in pharma

sector. An enhanced understanding of sales competencies along with Human Resource

process can serve to meet the strategic goal of the organizations.

Concluding Matrix

Association of each competency on Human Resource System for sales function

in Pharma Sector

Competency Association

with HRMS

Y1

Y2

Y3

Y4

Y5

A Y Y Y Y N

B Y Y Y Y Y

C Y N Y Y Y

D Y Y Y Y N

E Y Y N N N

F N Y N Y Y

G Y Y Y Y N

H Y Y Y Y Y

Where,

Dependent Variables: -

1. A= Business Acumen

2. B = Consultative Selling Skills

3. C = Customer Value Creation

4. D = Product and Technical Knowledge

5. E = Relationship Building

6. F = Self – Development

7. G = Strategic Sales Planning

8. H = Time and Territory Management

Independent Variables: -

1. Y1 = Recruitment and Selection / Talent Acquisition

2. Y2 = Training and Development

3. Y3 = Performance Management System

Synopsis

27

4. Y4 = Compensation Management

5. Y5 = Career and Succession Planning

List of Research Publication and Conference Proceedings: -

1. “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.

2. “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

3. “Improving effectiveness of retail sector through competency mapping of

Sales Manager” - Indian Journal of applied Research Vol 4(10), ISSN: 2249-

555X, October 2014

Synopsis

28

A Study on Development of Competency Based Human Resource Systems for Sales Function in

Pharma Sector

THESIS DISSERTATION STRUCTURE

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

Synopsis

29

References: -

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executives think”, Journal of Personal Selling & Sales Management, 3(1), 18- 25.

Dubois, D.D. (1993), “Competency-based performance improvement: A strategy for organizational

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Dubois, D. D; & Rothwell, W. J. (2000), “The competency toolkit”, Amherst, MA: HRD Press Inc.

Seema Sanghi – The Hand Book of Competency Mapping – Sage Publications Private Limited – 2004.

Shandler, Donald. (2000). Competency and the Learning Organization. CA: Crisp Publications, Inc.

Spencer, Lyle M & Spencer, Signe M, Competence at work, New York, Wiley Inc 1993.

Wei, L., & Lau, C. (2005). Market orientation, HRM importance and competency: determinants of

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31.

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