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HRM ACTIVITIES AND ITS IMPACT ON THE LEVEL OF JOB/WORK SATISFACTION: AN ANALYSIS OF SUN PHARMACEUTICAL INDUSTRIES LTD., AT DEWAS (MP) UNIT
Shashi Bhushan Mishra,
Research Scholar, Deptt. of Management, Dr. A.P.J. Abdul Kalam University, Indore Abstract- Work force or human resource management is an important key factor of an organisation. In the current globally acclaimed industrialization and tremendous demands of skilled manpower to create a position in this competitive era the industries are recruiting human resource to achieve their goals in all terms. Human resource management is directly concern with employees as well as employers. A study has been carried out in this research paper to assess the effect of HRM practices being followed in Sun Pharmaceutical Industries Ltd. at Dewas (MP) Unit. In this study it has been observed that employees always encouraged to work as a team to solve their problems at various level, the unit is also inviting ideas and suggestions to improve employee’s participation, compensation and performance appraisal as these factors are playing a vital role on job satisfaction level among the workers.
Keywords: Human Resources, Management Practices, Level of Job/work satisfaction.
1. INTRODUCTION
HRM activities are the method of hiring and retaining qualified personnel and are closely related to job/work satisfaction of organization's workers. The successful HRM activities not only make the workers more efficient, but also influences the organization's efficiency in all respects. The efficiency of an organisation is largely based on its workers employed in the business.
Organizations with successful and devoted workers often complete their activities and work orders within a defined timeline that draws clients and demonstrates their involvement in this global scenario. HR the HR Manager's primary concern is to hire and retain dedicated, effective, trained and fulfilled workers by enforcing certain strategies and HRM procedures for the good of employees looking at their work description, personal attributes, health concerns, social security and job satisfaction. A satisfied employee always helpful for an organization to achieve its goals.
2. SUN PHARMACEUTICAL INDUSTRIES LTD. - HISTORY
Sun Pharmaceuticals Ltd. was founded in 1983 by Mr. Dilip Sanghvi in the Vapi District of Gujrat State, with its five drugs for the treatment of psychiatric disorders. The firm later launched cardiology products in 1987, followed by the introduction of gastroenterological products in 1989. Sun Pharmaceuticals Ltd., the world's largest Indian pharmaceutical firm, the largest Indian pharmaceutical company in the USA and the 5thlargest generic specialty company, the acquisition of Ranbaxy made by Sun Pharmaceutical Industries Ltd.
in the year 2014. The study was performed at Sun Pharmaceuticals Industries Ltd., situated at Pharma Manufacturing Industrial Area, Agra-Bombay Road, Dewas (MP), to determine the effect of HRM activities in this unit on employee satisfaction.
2.1 Human Resource Management (HRM)
Human Resources Management (H.R.M.) is a method of implementing the concept of management when managing the employees of an organization with similar and often different objectives. Management of human resources believes that it is the organization’s human resources that make a difference and are capable of producing value alone and contributing to organizations’ full competitive Advantage. HRM requires HR policies and procedures to be matched and better synchronized with the organization’s existing objectives, both corporate and practical.
2.2 Satisfaction with Job or Work
Job satisfaction is a concept that indicates the inner sense of an employee's position in an organisation. As compared to his overall function, architecture and structure, an employee may have both positive and negative emotions. An employee is happy with his employment,
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as a company's main indicator of success depends primarily on the degree to which employees are comfortable with their everyday jobs. The level of workplace satisfaction has an effect on the participation of the company, unemployment, absenteeism, delay, injury and complaints of workers. Different scholars have carried out experiments on HRM practices and the level of work satisfaction.
3. LITERATURE REVIEW
Sunita Sharma (2017), concluded that successful HRM activities have a profound effect on an organization’s employee satisfaction. Staff have been highly trained to identify the role and work in the team. Employee participation and rewards have among other HRM training activities, been poor in the Pharmaceutical industry in Himachal Pradesh.
Suifan (2015), examined the effect on organizational engagement of HRM activities such as preparation, exercise for individuals and incentives in public and private Jordanian Organizations. Training initiatives for workers have a beneficial impact on the level of which they participate.
Lal et. al. (2015), concluded that there has been a drastic shift in the way job tasks are carried out as a result of changes in the work climate. Job satisfaction has been found directly linked to industrial efficiency.
Patel and Chauhan (2014), examined the positive impact on work satisfaction Udaipur’s hotel industry of education and recruitment. In the hotels of the Udaipur division both HRM activities were not equally satisfactory for the employees.
Jeet and Sayeeduzzafar (2014), it has been shown that HRM activities such as preparation, team work, performance assessment and compensation have a major effect on employee satisfaction. Employee engagement has no significant effect on the workers employed in the HDFC banks’ job satisfaction.
Kumara and Pandey (2011), notes that employees with job performance can vary with the degree to which they encounter ambivalence during work time.
Ray and Ray (2011), cantered on HRM operations and their effect on worker satisfaction in India's selected steel and iron firms. Factors such as independent working units, task allocation, recruitment and selection had little effect on employee satisfaction.
4. RESEARCH METHODOLOGY
HRM activities serve as an efficient measure to help stimulate and maintain staff. The organization’s success lies in proper management of the workforce by implementing appropriate strategies in the management of human resources and evaluating which elements of a significant workforce’s actions.
4.1 Objectives
1. To understand the HRM practices relationship with level of job satisfaction in Sun Pharmaceutical Industries Ltd. at Dewas (MP) Unit.
2. To explore the main dimension of HRM activities affecting work satisfaction among employees of the Sun Pharmaceutical Industries Ltd. at Dewas (MP) Unit.
3. To investigate the effect on the level of satisfaction in the Sun Pharmaceutical Industries Ltd. at Dewas (MP) unit of the few demographic variables such as age, gender, hierarchy expertise and marital status.
4. To recommend such steps to boost the employee satisfaction in Sun Pharmaceutical Industries Ltd. at Dewas (MP) Unit.
4.2 Hypothesis of the study
There has been a strong association observed between job satisfaction and HR events. The overall job satisfaction in all facets of HRM procedures is markedly positive.
1. H1: The demographic variables such as age, sex, level of hierarchy, experience, marital status does not contribute significantly to the job satisfaction level of Sun Pharmaceutical Industries at Dewas (MP) Unit.
2. H2: HRM activities and their measurement contribute significantly in Sun Pharmaceutical Industries at Dewas (MP) Unit.
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3. H3: All facets of HRM activities are substantially related to work satisfaction in Sun Pharmaceutical Industries at Dewas (MP) Unit.
4.3 Sample Size
For the purposes of the current study, we approached a limited number of 148 respondents in Sun Pharmaceutical Industries Ltd. at Dewas (MP) unit. Random sampling aims to collect sufficient information to complete the analysis and make appropriate findings about the link and the level of job satisfaction between the different HRM operations of Sun Pharmaceutical Industries Ltd. at Dewas (MP) unit
5. DATA COLLECTION
1. Data collected through Primary Sources is used for this study. Due to COVID-19 pandemic, it was not possible to visit the unit in person to fill the questionnaire. A questionnaire was prepared with the help of Google Forms application and circulated through email and Whatsapp to record the responses from the Respondents.
2. Tool developed by Qureshi and Ramay (2006) for analysis of HRM practices included a scale of 25 items is used. Total 06 variables are used comprising of (1) Training, (2) Team Work, (3) Performance (4) Compensation, (5) Participation & (6) Job Definition. A questionnaire was prepared to evaluate from "5-Strongly Agree" to
"1-Strongly Disagree" on a -point Likert Scale.
5.1 Analysis of Data
Table 1 Analysis of Variables based on Demography Number of
Responses Factors Percentage (%)
78
Age
21-30 52.67%
60 31-40 40.33%
10 >41 7.00%
91 Gender Male 61.32%
57 Female 38.68%
95 Marital
status
Married 64.20%
53 Unmarried 35.80%
18
Type of department
H.R. Department 11.93%
15 Engineering Department 10.29%
19 Marketing Department 13.17%
22 Production Department 14.81%
23 Quality Assurance Dept. 15.23%
51 Quality Control Dept. 34.57%
21
Duration of employment
Less than 1 year 13.99%
52 1 year to 3 years 35.39%
38 3 years to 6 years 25.51%
21 6 years to 9 years 14.40%
7 9 years to 12 years 4.53%
9 More than 12 years 6.17%
45 Educational Qualification
UG (Graduate) 30.45%
84 PG (Post-Graduate) 56.79%
19 Others 12.76%
14 Level of Hierarchy
Top Management 9.47%
73 Middle Management 49.38%
61 Lower Management 41.15%
This analysis that >50% (52.67%) of the respondents are in the 21 to 30 years of age group, and the number of workers in the 31 to 40 years age group are > 40% (40.33%), only 7%
employees of more than above 41 years of age.
1. Male employees are 61.32% and females are 38.68%.
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2. HR department working on top level management are 11.93%. Quality Control Department is having a highest number of 51respondents as the quality control is an important activity in Sun Pharmaceuticals Ltd.
3. There7 respondents working on top level in this unit since more than 12 years and 52 respondents who are working in this unit since a long period of more than 1-3 years.
4. Major number of 73 employees are there middle level and 61 employees are working on lower level in this unit.
Table 2 (a) Statistical Analysis of H.R.M. Practices Statistical
Analysis Traini ng
Tea m work
Performanc
e Appraisal Compensati on
Employee participati on
Job definitio n
Mean 3.692 3.74
6 3.713 3.687 3.697 3.793
Standard Deviation (SD)
0.640 0.60
1 0.585 0.664 0.622 0.571
Table 2 (b) Statistical Analysis of Job Satisfaction Level Statistical
Analysis
Satisfaction with
information
Satisfaction with
variety
Satisfaction with ability to complete task
Satisfaction with pay
Mean 3.7912 3.8532 3.823 3.7243
Standard
Deviation(SD) 0.623 0.605 0.801 0.935
To present a profile of respondents, descriptive analysis was used. For each of the variables taken in the report, it involves an overview of the average, percentage of frequency of the data value. It is understood that workers are more pleased with the range of work satisfaction.
1. Hypothesis-1: There is a clear correlation between H.R. procedures/practices and level of Job Satisfaction
Table 3 Regression Model summary of H. R. M. Activities Model R. R2 Adjusted R2 Estimated Standard Error
1 0.687 0.471 0.0469 0.43642
1. Independent variable: HRM practices dimension.
2. Variable Dependent: Level of work/job satisfaction.
3. The R2calculates percentage of variation in dependent variables described by the independent variables.
2. Hypothesis-2: HRM procedures/practices are affecting positively on the level work/job satisfaction.
Table 4 Correlation Between level of Job Satisfaction and HRM Practices HRM Practices &
Procedures
Spearmen Correlation Significance (2-Tailed) Job Satisfaction (R) Significance (2-Tailed)
Training 0.380 0.000
Performance appraisal 0.323 0.000
Team work 0.422 0.000
Employee Participation 0.381 0.000
Job Definition 0.483 0.000
Compensation 0.387 0.000
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5.2 There is a significant correlation at the level of 0.01 (2 Tailed)
From the above, there is a strong association/correlation found in Job Definition with Job Satisfaction: R=0.483, where p<0.05.
3. Hypothesis-3: No substantial association (significant relationship) between work/job satisfaction level and demographic variables such as the age of the respondent, gender, level of hierarchy, experience, marital status has been identified.
Table 5 Demographic Variables Testing Demographic
variable Hypothesis = Null Significance Verdict Sex/Gender Work level/job satisfaction is the
same across gender categories. 0.627 Null Hypothesis Accepted Age Group Job satisfaction distribution is the
same across age groups
0.537 Null Hypothesis Accepted Matrimonial
status
The distribution of job or work satisfaction is the same form of
marital status
0.196 Null Hypothesis Accepted Qualification Work/ Job satisfaction level is same
across the educational qualification. 0.980 Null Hypothesis Accepted Hierarchy It is the same for the distribution
of job satisfaction through hierarchy.
0.410 Rejected the null Hypothesis Duration Job satisfaction distribution is the
same across the duration of jab.
0.170 Null Hypothesis Accepted 6. RESULT/CONCLUSION AND DISCUSSION
1. The association between the age of the working classes and their level of job satisfaction is marginal because the meaning value is p>0.05.
2. Since P.0.05 is important, it means that the gender of the workers and the degree of satisfaction are negligible.
3. Since the p>0.05 value means that the marital status and happiness of workers are not significantly related to each other.
4. Due to its importance, p>0.05 means that the period of work in organization, and their job satisfaction are insignificantly linked.
5. The significance of significant p>0.05 means that the educational qualifications of the employees and their satisfaction is insignificantly related.
6. Because the significance value p>0.05 means that a substantial correlation between the level of hierarchy of workers and level of satisfaction suggest that the level of employee satisfaction changes with the shift in the hierarchical level of workers.
7. SUGGESTIONS/ RECOMMENDATIONS
The result of this analysis revealed the value of productive H.R.M. practices in enhancing organizational efficiency. The study concluded that successful HRM practices have a substantial influence on the level of work satisfaction of employees in an organisation. The job description was scored by the staff, and team work is high. Education, staff loyalty and salaries were rated low amongst the HRM operations. The following suggestions have been made in line with these statistics to propose some ways of further improving the degree of job satisfaction among the pharmaceutical industry employees under review:-
1. Proper and daily training programs such as workshops, quality talks, work rotation should be carried out so that workers can enrich themselves when they emerge with the required goals being fulfilled.
2. Employee participation must be improved. That can be achieved by creating quality circles in a work area of five to ten persons who are a community of experts. In this way, managers may take workers' diverse viewpoints into account while formulating and implementing strategies that typically impact them.
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3. Organizations should start and follow the correct performance appraisal method in order to evaluate the work of staff in relation to job recruitments and thereby decide on pay management, appreciation and transition. The morale of an employee improves if his success is calculated based on his commitment to general objectives.
4. Other important factors, such as good and hygienic working environments, can lead to employee workplace satisfaction, so that workers can work with tremendous enthusiasm.
8. LIMITATIONS
All analysis has its limits, and there is no exception to this report. In this current analysis of design, the following drawbacks are seen:-
1. The respondents were limited to the workers of Sun Pharmaceutical Industries Ltd.
at Dewas (MP) Unit.
2. The study was restricted to 148 respondents only due to time limitations and looking at the COVID-19 pandemic, so the analyses are limited to the responses of 148 respondents only.
3. Just five dimensions of H.R.M. procedures and four dimensions of work satisfaction rating have been used in this analysis, although there are some more dimensions, whether they can be used, the more detailed results would be.
9. FUTURE RESEARCH SCOPE
There has been a huge increase in overtime for factory jobs, so future attempts can be made to hit a significant number of employees. Although the number of respondents is restricted to a new geographical area, research can be carried out in the future, with many areas under study, so that a greater number of respondents may be targeted to generalize the findings.
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