“a study on development of competency based · (enrollment no. 129990992016) entitled “a study...

“A Study On Development Of Competency Based

Human Resource Systems For Sales Function In

Pharma Sector”

A Thesis submitted to Gujarat Technological University

For the Award of

Doctor of Philosophy

in

Management

By

Manasi Devendra Parikh

[Enrollment No.129990992016]

Under supervision of

Dr. Pradip Desai

GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD

[September – 2018]

ii

DECLARATION

I declare that the thesis entitled “A Study on Development of Competency Based

Human Resource Systems for Sales Function in Pharma Sector “submitted by me

for the degree of Doctor of Philosophy is the record of research work carried out by me

during the period from June 2012 to December 2017 under the supervision of Dr.

Pradip Desai and this has not formed the basis for the award of any degree, diploma,

associate ship, fellowship, titles in this or any other University or other institution of

higher learning. I further declare that the material obtained from other sources has been

duly acknowledged in the thesis. I shall be solely responsible for any plagiarism or other

irregularities, if noticed in the thesis.

Signature of the Research Scholar: ……………… Date: ….………………

Name of Research Scholar: Manasi Devendra Parikh

Place: Ahmedabad

iii

CERTIFICATE

I certify that the work incorporated in the thesis “A Study on Development of

Competency Based Human Resource Systems for Sales Function in Pharma

Sector “submitted by Shri/ Smt. Manasi Devendra Parikh was carried out by the

candidate under my supervision/guidance. To the best of my knowledge:

(i) the candidate has not submitted the same research work to any other institution

for any degree/diploma, associate ship, Fellowship or other similar titles

(ii) the thesis submitted is a record of original research work done by the Research

Scholar during the period of study under my supervision, and

(iii) the thesis represents independent research work on the part of the Research

Scholar.

Signature of Supervisor: ………………………… Date: ………………

Name of Supervisor: Dr. Pradip Desai

Place: Ahmedabad

Course-work Completion Certificate

This is to certify that Mr./Mrs./Ms. Manasi D Parikh Enrolment no. 129990992016 is a PhD

scholar enrolled for PhD program in the branch Management

University, Ahmedabad.

(Please tick the relevant option(s))

of Gujarat Technological

He/She has been exempted from the course-work (successfully completed during M.Phil

Course)

He/She has been exempted from Research Methodology Course only (successfully completed

during M.Phil Course)

He/She has successfully completed the PhD course work for the partial requirement for the

award of PhD Degree. His/ Her performance in the course work is as follows-

Grade Obtained in Research Methodology

(PH001)

Grade Obtained in Self Study Course (Core Subject)

(PH002)

AB AA

Supervisor’s Sign (Name of Supervisor)

Originality Report Certificate

It is certified that PhD Thesis titled “A Study on Development of Competency Based

Human Resource Systems for Sales Function in Pharma sector” by Manasi Devendra

Parikh has been examined by us.

We undertake the following:

a. Thesis has significant new work / knowledge as compared already

published or are under consideration to be published elsewhere. No

sentence, equation, diagram, table, paragraph or section has been copied

verbatim from previous work unless it is placed under quotation marks

and duly referenced.

b. The work presented is original and own work of the author (i.e. there is

no plagiarism). No ideas, processes, results or words of others have

been presented as Author own work.

c. There is no fabrication of data or results which have been compiled /

analyzed.

d. There is no falsification by manipulating research materials, equipment

or processes, or changing or omitting data or results such that the

research is not accurately represented in the research record.

e. The thesis has been checked using <Turnitin> (copy of originality

report attached) and found within limits as per GTU Plagiarism Policy

and instructions issued from time to time (i.e. permitted similarity index

<=25%).

Signature of the Research Scholar: …………………………… Date: ….………

Name of Research Scholar:

Place : …………………

Signature of Supervisor: ……………………………… Date: ……………

Name of Supervisor:

Place: …………………

iv

Turnitin Originality Report https://www.turnitin.com/newreport_printview.asp?eq=1&eb=1&esm...

Turnitin Originality Report

A Study on Development of Competency

Based Human Resource Systems for

Sales Function In Pharma Sector

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Processed on 01-Jan-2018 10:48 IST

ID: 613040403

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paper text:

Abstract Over the last few decades, Gujarat’s contribution to the growth of Indian Pharmaceutical sector, inclusive both of branded and generic drugs, has been very phenomenal. Since a long, pharmaceutical organizations are facing a continual challenge in creating and managing strategies that impacts the success of new consumer acquisition and profitable revenue growth as well as prudent selling initiatives. Ever since then, role of sales professional becomes demanding and dynamic and their benefaction is the critical aspect affecting organizational performance and success.

With every passing year, the pharmaceutical industry is facing commercial provocation, which in turn

forces key decision makers to strategize innovative approaches which makes them fluidic in nature and

penetrate the market to increase its sales numbers. With holding same reasons, sales force continues

to be the biggest promotional investment. The sales structure prevalent in pharmaceutical industry

demands high customer focus and expedient customer management, wide reach and frequencies with

regards to geography and catering to potential hospitals and specialty business and flexibility in

operations and reduced managerial cost. To deliver to the current expectation, the sales model needs

to be re‐engineered, which requires to address the demand of broader network and growing healthcare

facility, unfold the skills of existing representatives, usher new sales talent and intensify the impact of

human sales interaction. For this new oscillation in pharma industry competency, competency mapping

and competency based human resource management system will play affirm role to manage the

challenges and beet the advancement in near future. Competency includes knowledge, skill and attitude

needed to effectively perform a role in the organization and help the business meet its strategic goal.

Competency Mapping is a process of examining the job behavior of an employee to identify and monitor

knowledge, skill and personal attributes of that job that results in superior performance. Competency

Based HRM emphasis specific competencies utilized in each job, allowing for more individualized

management and more competency development within the career. This relates individual competencies

with all sub – functions of HR, to demonstrate scientific and visible results. In view of current scenario

and taking into consideration literature insight, there is a need to identify and develop sales

competencies which helps in evaluation and refining of the firm’s performance. The current research

prioritizes the need to identify and co‐ relate sales competency, with Human Resource Management

systems and serves as a bridge to fabricate a sales competency framework. The research involved

meta‐analysis of 385 sales and human resource professional working in 10 pharmaceutical companies

of Gujarat region using convenience and snowball sampling technique, extending best of their efforts in

the response to the questionnaire, statistically adopted. The statistical validation of questionnaire was

done using content validity index and confidence interval test. The reliability of questionnaire was

confirmed using Cronbach’s alpha. The data obtained was analyzed using MANOVA. The obtained data

was processed for assumption and test for MANOVA where conducted with suitable post hoc analysis.

The outcome of the research aided more insights of competency for sales professional and its impact

on the competency based human resource management systems. This may also assist to build a

competency framework, that facilitates attraction, development, deployment, retention, assessment and

progression of apt sales professional that will support growth and improve profitability of the pharma

organization at the market place with reference to state of Gujarat, India.

0%

0%

0%

larity by Source

Internet Sources:

Publications:

Student Papers:

Similarity Index

Simi

http://www.turnitin.com/newreport_printview.asp?eq=1&eb=1&esm

v

ACKNOWLEDGEMENTS This research dissertation and thesis is end of my journey in obtaining a

Degree in Doctorate in Philosophy [Ph.D.], specialized in Human Resource Management. This research

work has been closely monitored, kept on track and been seen through to completion with committed

support and encouragement of my mentors, family, colleagues and various institution. Reaching by the

end of this journey it’s a pleasant task to express my thanks to all those who contributed in many ways

to the success of this study and made it an unforgettable learning experience for me. I owe my deepest

gratitude to my supervisor and guide, Dr. Pradip Desai

{FORMER Director ‐ DALIA Institute of Management Studies (DIM‐Women MBA/MCA College),

Emeritus & Founder President ‐Gujarat Paints Raw materials Suppliers Association, ADVISOR ‐

Gujarat Paint Association, EXECUTIVE DIRECTOR ‐ Moun Marketing Consultants, FIMC(Fellow‐IMCI),

Ph.D.(Mgmt.‐USA) CMC, LL. B, M.B.A(Gold Medalist‐IIFT), B.E} without his continuous optimism

concerning this work, enthusiasm

, encouragement and support, this study would hardly lye any intellectual value. I warmly thank and pay

homage for his valuable advice, constructive criticism and his extensive discussion around my research

work. During the entire tenure, I appreciate his sincere understanding, unflinching courage and

conviction and above all personal attention to all details relating to the research work.

vi

PHD THESIS Non-Exclusive License to

GUJARAT TECHNOLOGICAL UNIVERSITY

In consideration of being a Ph D Research Scholar at GTU and in the interests of the

facilitation of research at GTU and elsewhere, I, Manasi Devendra Parikh having

Enrollment No. 129990992016 hereby grant a non-exclusive, royalty free and

perpetual license to GTU on the following terms:

a) GTU is permitted to archive, reproduce and distribute my thesis, in whole or in

part, and/or my abstract, in whole or in part (referred to collectively as the

“Work”) anywhere in the world, for non-commercial purposes, in all forms of

media;

b) GTU is permitted to authorize, sub-lease, sub-contract or procure any of the

acts mentioned in paragraph (a);

c) GTU is authorized to submit the Work at any National/International Library,

under the authority of their “Thesis Non-Exclusive License”;

d) The Universal Copyright Notice (©) shall appear in all copies made under the

authority of this license;

e) I undertake to submit my thesis, through my University, to any Library and

Archives.

Any abstract the thesis will be considered to form part of the thesis.

f) I represent that my thesis is my original work, does not infringe any rights of

others, including privacy rights, and that I have the right to make the grant

conferred by this non-exclusive license.

g) If third party copyrighted material was included in my thesis for which, under

the terms of the Copyright Act, written permission from the copyright owners

is required, I have obtained such permission from the copyright owners to do

the acts mentioned in paragraph (a) above for the full term of copyright

protection.

vii

h) I retain copyright ownership and moral rights in my thesis, and may deal with

the copyright in my thesis, in anyway consistent with rights granted by me to

my University in this non-exclusive license.

i) I further promise to inform any person to whom I may hereafter assign or license

my copyright in my thesis of the rights granted by me to my University in this

non- exclusive license.

j) I am aware of and agree to accept the conditions and regulations of PhD

including all policy matters related to authorship and plagiarism.

Signature of the Research Scholar:

Name of Research Scholar: Manasi Devendra Parikh

Date: Place: Ahmedabad

Signature of Supervisor:

Name of Supervisor: Dr. Pradip Desai

Date: Place: Ahmedabad

Seal:

viii

Thesis Approval Form

The viva-voce of the PhD Thesis submitted by Shri/Smt./Kum. Manasi Devendra Parikh

(Enrollment No. 129990992016) entitled “A Study on Development of Competency

Based Human Resource Systems for Sales Function in Pharma Sector” was conducted

at Gujarat Technological University.

(Please tick any one of the following option)

We recommend that he/she be awarded the Ph.D. Degree.

We recommend that the viva-voce be re-conducted after incorporating

the following suggestions:

The performance of the candidate was unsatisfactory. We recommend that

he/she should not be awarded the Ph.D. Degree.

Name and Signature of Supervisor with Seal 1) External Examiner 1 Name and Signature

2) External Examiner 2 Name and Signature 3) External Examiner 3 Name and Signature

ix

Abstract

Over the last few decades, Gujarat’s contribution to the growth of Indian

Pharmaceutical sector, inclusive both of branded and generic drugs, has been very

phenomenal. Since a long, pharmaceutical organizations are facing a continual

challenge in creating and managing strategies that impacts the success of new

consumer acquisition and profitable revenue growth as well as prudent selling

initiatives. Ever since then, role of sales professional becomes demanding and dynamic

and their benefaction is the critical aspect affecting organizational performance and

success.

With every passing year, the pharmaceutical industry is facing commercial

provocation, which in turn forces key decision makers to strategize innovative

approaches which makes them fluidic in nature and penetrate the market to increase

its sales numbers. With holding same reasons, sales force continues to be the biggest

promotional investment. The sales structure prevalent in pharmaceutical industry

demands high customer focus and expedient customer management, wide reach and

frequencies with regards to geography and catering to potential hospitals and specialty

business with flexibility in operations and reduced managerial cost. To deliver to the

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

address the demand of broader network and growing healthcare facility, unfold the

skills of existing representatives, usher new sales talent and intensify the impact of

human sales interaction.

For this new oscillation in pharma industry, competency, competency mapping and

competency based human resource management system will play affirm role to

manage the challenges and beet the advancement in near future. Competency includes

knowledge, skill and attitude needed to effectively perform a role in the organization

and help the business meet its strategic goal. Competency Mapping is a process of

examining the job behavior of an employee to identify and monitor knowledge, skill

and personal attributes of that job that results in superior performance. Competency

Based HRM emphasis specific competencies utilized in each job, allowing for more

individualized management and more competency

x

development within the career paths. This relates individual competencies with all

sub – functions of HR, to demonstrate scientific and visible results.

In view of current scenario and taking into consideration literature insight, there is a

need to identify and develop sales competencies which helps in evaluation and refining

of the firm’s performance. The current research prioritizes the need to identify and co-

relate sales competency, with Human Resource Management systems and serves as a

bridge to fabricate a sales competency framework.

The research involved meta-analysis of 385 sales and human resource professional

working in 10 pharmaceutical companies of Gujarat region using convenience and

snowball sampling technique, extending best of their efforts in the response to the

questionnaire, statistically adopted. The statistical validation of questionnaire was

done using content validity index and confidence interval test. The reliability of

questionnaire was confirmed using Cronbach’s alpha. The data obtained was analyzed

using MANOVA. The obtained data was processed for assumption and test for

MANOVA where conducted with suitable post hoc analysis. The outcome of the

research aided more insights of competency for sales professional and its impact on

the competency based human resource management systems. This may also assist to

build a competency framework, that facilitates attraction, development, deployment,

retention, assessment and progression of apt sales professional that will support growth

and improve profitability of the pharma organization at the market place with reference

to state of Gujarat, India.

xi

ACKNOWLEDGEMENTS

This research dissertation and thesis is end of my journey in obtaining a Degree in

Doctor of Philosophy [Ph.D.], specialized in Human Resource Management. This

research work has been closely monitored, kept on track and been seen through to

completion with committed support and encouragement of my mentors, family,

colleagues and various institution. Reaching by the end of this journey it’s a pleasant

task to express my thanks to all those who contributed in many ways to the success of

this study and made it an unforgettable learning experience for me.

I owe my deepest gratitude to my supervisor and guide, Dr. Pradip Desai

{FORMER Director- DALIA Institute of Management Studies (DIM-Women

MBA/MCA College), Emeritus & Founder President -Gujarat Paints Raw materials

Suppliers Association, ADVISOR- Gujarat Paint Association, EXECUTIVE

DIRECTOR -Moun Marketing Consultants, FIMC (Fellow-IMCI), Ph.D. (Mgmt.-

USA) CMC, LL. B, M.B.A(Gold Medalist-IIFT), B.E} without his continuous

optimism concerning this work, enthusiasm, encouragement and support, this study

would hardly lye any intellectual value. I warmly thank and pay homage for his valuable

advice, constructive criticism and his extensive discussion around my research work.

During the entire tenure, I appreciate his sincere understanding, unflinching courage

and conviction and above all personal attention to all details relating to the research

work.

I am deeply grateful to Dr. Rajesh Khajuria {Director – SMJV’s CKSV Institute of

Management Studies, Hon. Secretary-Treasurer, Region 10 (South Asia), ACBSP,

USA, Chairman – HEF Chapter Gujarat, GTU Convener-ISTD Regional Conference,

Fellow (IMCI), CMC, PhD (Management), MBA (Finance)} for serving as a DPC

Member [Doctoral progress Committee Member] and providing me a research

orientated assistance. I will be always thankful for his helpful suggestions, professional

exposure and comments during my progress report presentations.

xii

I am also extremely indebted to Dr. Chandan Chatterjee {Sr. Visiting Faculty –

Entrepreneurship Development Institute of India, Adviser (Project & Technology) at

iNDEXTb (Govt of Gujarat) & Director of The Center for Entrepreneurs Development

(Industries Commissionerate, Govt of Gujarat), Fellow of Institution of Engineers

(India) and Textile Association of India,Ph.D. in Technology, PG Diploma in Business

Management}for serving as a DPC Member [Doctoral progress Committee Member]

and providing me practical insight and committed guidance to achieve excellence in my

research work.

It’s my fortune to gratefully acknowledge the support of some special individuals, who

made a noticeable contribution for me to sail through this entire journey. I would extend

a huge thanks to my Father, Dr. Devendra Parikh {DEAN (FoET) – School of

Technology, Pandit Dindayal Petroleum University, Senior Faculty - Entrepreneurship

Development Institute of India, General Manager – Gujarat State Financial

Corporation, PhD {Financial Management}, M. Tech{Industrial Engineer, IIT}, B.

Tech} for help me visualize this horizon of Research. He has left no stone unturned for

me to achieve excellence in my research work. I also owe a great debt of gratitude to

my Parents Seema D. Parikh, Kamini K. Shah and Kishan N. Shah, for their constant

and eternal support during the inevitable ups and downs of my life.

Words fail me to express my love to my Husband Vishal K. Shah and my daughter

Dhaani V. Shah, for being an inspiration and ultimate savior to make this research

happen to my career. Special thanks extended to my brother Sahil D. Parikh, for his

immense support.

xiii

List of Tables

Chapter 1

1.1 Definitions of competency given by Researchers 19

1.2 Definitions of Competency based HR systems given by researchers 24

Chapter 2

2.1 Sales Competency Model 48

Chapter 3

3.1 Competency extracted from literature Review 73

3.2 Competency Based HR System extracted from literature Review 74

3.3 Sub tasks for Business Acumen Competency 75

3.4 Sub tasks for Consultative Selling skills Competency 75

3.5 Sub tasks for Customer Value Creation Competency 76

3.6 Sub tasks for Product and Technical Competency 76

3.7 Sub tasks for Relationship Building Competency 76

3.8 Sub tasks for Self-Development Competency 77

3.9 Sub tasks for Strategic sales planning Competency 77

3.10 Sub tasks for Time and territory management Competency 78

3.11 Confidence Interval Test – Table of Interpretation 82

3.12 Case processing summary for Cronbach’s Alpha 91

3.13 Measure of Internal Consistency 91

Chapter 4

4.1 Box's Test of Equality of Covariance Matrices for Hypothesis 1 111

4.2 Multivariate Test for Hypothesis 1 112

4.3 Levene's Test For Equality of Error for Hypothesis 1 113

4.4 Test of Between Subject Effects For Hypothesis 1 114

















xiv

Chapter 5

5.1 Findings for Hypothesis 1 [H1] 147





Annexure IV

4.1.a Multivariate Normality for Hypothesis 1 197





Annexure V

5.1.a Descriptive Statistic for Hypothesis 1 199





Annexure VI

6.1.a Pearson correlation for variables in Hypothesis 1 202





Annexure VII

7.1.1.a Test of A = Business Acumen multivariate outliners with reference

to Hypothesis 1 207

7.1.2.a Test of B = Consultative selling Skill multivariate outliners with

reference to Hypothesis 1 207

7.1.3.a Test of C = Customer Value Creation multivariate outliners with


7.1.4.a Test of D = Product and Technical Knowledge multivariate

outliners with reference to Hypothesis 1 208

7.1.5.a Test of E = Relationship Building multivariate outliners with


7.1.6.a Test of F = Self-Development multivariate outliners with reference

to Hypothesis 1 209

7.1.7.a Test of G = Strategic Sales Planning multivariate outliners with


7.1.8.a Test of H = Time and Territory Management multivariate outliners

with reference to Hypothesis 1 210

xv


to Hypothesis 2 211










to Hypothesis 2 213






to Hypothesis 3 215










to Hypothesis 3 217






to Hypothesis 4 219







xvi




to Hypothesis 4 221






to Hypothesis 5 223










to Hypothesis 5 225





ANNEXURE VIII

8.1 Tukey's HSD Post hoc Analysis 227

xvii

List of Figures

Chapter 1

1.1 Revenue growth of Indian Pharmaceutical Sector in USD Billion 4

1.2 Growth Drivers of Indian Pharmaceutical Industry 7

1.3 Gujarat State Pharma Manufacturing Cluster 8

1.4 Changing Sales Force Dynamic in Indian Pharmaceutical Industry 11

1.5 Key determinants of sales force structure 12

1.6 Transition of roles sales professional with reference to Indian

pharmaceutical industry 14

1.7 Sales Model transition 14

1.8 Role Description of support and Strategic Human Resource

Management 17

1.9 Definition of Competency 19

1.10 Surface Competencies V/S Core Competencies 20

1.11 Understanding elements of competency 21

1.12 Practical Application of Competency w.r.t Sub systems of HRM 25

Chapter 2

2.1 Five stage model of Competency Framework by Dreyfus, S &

Dreyfus, H 35

2.2 Competency Model for Sales Associate 55

2.3 Sales competencies deserved by customers 58

Chapter 3

3.1 Research Gap Model for Current Study 64

3.2 Designing of Questionnaire 79

3.3 Hypothesized Model 92

Chapter 4

4.1 Normality of Dependent Variables for Hypothesis 1 110





xviii

List of Appendices

Annexure I Sales Competency Questionnaire 180

Annexure II Item Content Validity Index for Questionnaire (ICV) 193

Annexure III Scale Content Validity Index for Questionnaire (SCV) 195

Annexure IV Test of Assumption of Multivariate Normality – Kurtosis

and Skewness for Research Variables 197

Annexure V Descriptive Statistics for Research Variables 199

Annexure VI Pearson correlation coefficient (r) for Research Variables 202

Annexure VII Test of Multivariate Outliners 207

Annexure

VIII

Post Hoc Analysis

227

List of Abbreviations

Sr No Abbreviations Full Form

1 CRMS Contract Research and Manufacturing Services

2 FY Financial Year

3 MOCI Ministry of Commerce and Industry

4 OPPI Organization of Pharmaceutical Producers of India

5 IDMA Indian Drug Manufacturers' Association

6 DCA Drug Control Authority

7 NDDS Novel drug delivery system

8 CAGR Compound annual growth rate

9 PPP Public Private Partnership

10 R & D Research and Development

11 PHARMEXCIL Pharmaceuticals Export Promotion Council of India

12 OTC Over the Counter

13 AIOCD All Indian Origin Chemists & Distributors Ltd

14 iNDEXTb Industrial Extension Bureau

15 WHO-GMP World Health Organization’s Good Manufacturing Practices

16 NIPER National Institute for pharmaceutical education and research

17 CROs Contract Research Organizations

18 IMSCG IMS Consulting Group

19 ASSOCHAM Associated Chambers of Commerce and Industry

20 CHRM Competency Based Human Resource Management

21 SPSS Statistical Package for Social Science

22 MANOVA Multivariate Analysis of Variance

xix

xx

Abstract - A short informative note about pharmaceutical industry and

competency based human resource system, with research methods, results

and findings on the current research study.

Introduction-Overview of pharma industry, evolution of sales model

brief on competency, competency model and competency based HR

systems, with rationale of the study and problem statement

Literature Review-Identifying the research conducted in past, with

reference to several relevant topics, demonstrating a strong

argumentation for conducting the current research

Research Design and Methodology-Indicating the research gap,

significance, objective and scope of study along with hypothesized model

and statistical tools for study.

Data Analysis, Results and Interpretation-Statistical tool to address the

primary data collected along with assumption testing, reporting of the

results and its statistical inference.

Findings, Conclusion and Recommendation-Key findings and

conclusion with reference to hypothesis along with providing practical

recommendation and future scope of study.

References - Compilation of source of information acknowledging the

references viz books, journals, periodicals, articles, conference

proceedings, working papers, thesis etc. alphabetically

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

Function In Pharma Sector

THESIS DISSERTATION STRUCTURE

xxi

Table of Contents

I Declaration ii

II Certificate for Doctorate of Philosophy iii

III Originality Report Certificate iv

IV Non-Exclusive License Certificate vi

V Thesis Approval Form viii

VI Abstract ix

VII Acknowledgement xi

VIII List of Tables xiii

IX List of Figures xvii

X List of Appendices xviii

XI List of Abbreviation xix

XII Thesis Dissertation Structure xx

XIII Table of Content xxi

1 Introduction 1-30

1.P Prelude 1

Section 1 A Pharmaceutical Industry - National and State Overview

1.1 Indian Pharmaceutical Industry - An Overview 2

1.2 Gujarat Pharmaceutical Industry - An Overview 8

Section 1 B Sales Function In Pharmaceutical Industry

1.3 Evolution of Sales In Pharmaceutical Industry 10

Section 1 C Role of HR In Pharmaceutical Industry and Competency Based

Human Resource Management

1.4 HR challenges, practices and contemporary issues in

Pharmaceutical Industry 17

1.5 Competency and Competency Mapping

Concept 18

1.6 Competency Based Human Resource Systems -

Theoretical Framework and Organizational Use 22

1.7 Competency Based Human Resource Systems –

Practical Applications 24

1.7.1 Competency Based R & S / Talent Acquisition 25

1.7.2 Competency Based Training and Development 26

1.7.3 Competency Based Performance Management Systems 27

1.7.4 Competency Based Compensation Management 28

1.7.5 Competency Based Career and Succession Planning 29

1.S Summary of Chapter 30

2 Literature Review 31-62

2.P Prelude 31

Section 2 A Competency, Competency Mapping, Modelling and Frameworks,

CHRM

2.1 Competency and Competency Mapping 32

2.2 Competency Modelling and Competency Framework 35

xxii

2.3 Competency Based Human Resource Management 37

2.3.1 Competency Based R & S/ Talent Acquisition 40





Section 2 B Study Relevant to HR and Competency Mapping In

Pharmaceutical Industry

2.4 Competency Mapping in Pharmaceutical Industry 48

2.5 Pharmaceutical Industry and Contemporary Practices 50

2.6 Sales In Pharmaceutical Industry- With Prospective of HR Function 52

2.7 Competency Mapping of Sales Professional, Sales

Competency Models and Frameworks 53

2.8 HR practices in Pharmaceutical Industry and related studies in India 60


3 Research Methodology and Model 63-107

3.P Prelude 63

Section 3 A Research Design

3.1 Research Gap 64

3.2 Rationale of the study and Problem Statement 65

3.3 Purpose of Research Study 65

3.4 Scope of Research Study 67

3.5 Significance of Research Study 67

3.6 Research Objective 68

3.7 Research Design 69

3.7.1 Type of Research 69

3.7.2 Sample Population and Sample Size 70

3.7.3 Sampling Method 71

Section 3 B Pilot Study

3.8 Background of Pilot Study 72

3.9 Objective of Pilot Study 72

3.10 Consideration In Pilot Study Research Design 72

3.11 Research Variables 73

3.11.1 Dependent Variables 73

3.11.2 Independent Variables 74

3.12 Data Collection Tool - Questionnaire 78

3.13 Validity of Data Collection Instrument 80

3.13.1 Face Validity 80

3.13.2 Content Validity 80

3.13.2.1 Item - Content Validity Index 81

3.13.2.2 Scale - Content Validity Index 81

xxiii

3.13.3 Confidence Interval Test 82

3.14 Reliability of Questionnaire (Cronbach's Alpha) 91

Section 3 C Hypothesis Formulation and Statistical Tool


3.16 Hypothesis Formulation 93

3.16.1 Hypothesis 1 and Sub Hypothesis 93





3.17 Statistical Tool for Analysis 105

3.17.1 MANOVA 105

3.17.2 Protocol for Conducting MANOVA 105

3.S Summary Of Chapter 107

4 Data Analysis, Interpretation And Result

108-

145

4.P Prelude 108

Section 4 A Testing of Hypothesis 1

4.1 Testing of Hypothesis 1 110

4.1.1

Test of Assumption of Multivariate Normality – Kurtosis and Skewness 110

4.1.2

Descriptive Statistic and Pearson Correlation Co-efficient (r) 111

4.1.3 Test for Multivariate Outliners 111

4.1.4 One Way MANOVA 111

4.1.4.1 BOX’s M Test 111

4.1.4.2 Multivariate Test 112

4.1.4.3 Levene’s Test 113

4.1.4.4 Test of Between Subject Effects 114

Section 4 B Testing of Hypothesis 2


4.2.1


4.2.2

Descriptive Statistic and Pearson Correlation Co-efficient

(r) 118



4.2.4.1 BOX’s M Test 118




Section 4 C Testing of Hypothesis 3


xxiv

4.3.1 Test of Assumption of Multivariate Normality – Kurtosis

and Skewness 124

4.3.2


(r) 125



4.3.4.1 BOX’s M Test 125




Section 4 D Testing of Hypothesis 4


4.4.1


4.4.2




4.4.4.1 BOX’s M Test 132




Section 4 E Testing of Hypothesis 5


4.5.1


4.5.2


(r) 139



4.5.4.1 BOX’s M Test 139




4.6 Post Hoc Analysis 145


5 Finding, Discussion, conclusion and recommendation

of the Research Study

146-

166

5.P Prelude 146

5.1 Finding and Discussion 147

5.1.1 Finding and Discussion for Hypothesis 1 147




xxv


5.2 Conclusion and Recommendation 161

5.3 Limitation of the Study 163

5.4 Future scope of the Research 164


References

R.1 Thesis and Dissertation 167

R.2 Magazine/Journals/Periodicals/Monographs/Conference

Proceeding/Working Papers/ Case Studies 167

R.3 Books 176

R.4 Reports and Surveys 178

R.5 Websites 179

R.6 Newspaper Articles 179

Appendices 180

List of Research Publication and Conference Proceeding 231

CHAPTER – 1

INTRODUCTION

Introduction

CHAPTER – 1

INTRODUCTION

1 Introduction 1-30

1.P Prelude 1






Section 1 C Role of HR In Pharmaceutical Industry and Competency Based Human

Resource Management

1.4 HR challenges, practices and contemporary issues in Pharmaceutical Industry 17


Concept 18

1.6 Competency Based Human Resource Management - Theoretical Framework and Organizational Use 22

1.7 Competency Based Human Resource Systems – Practical Applications 24

1.7.1 Competency Based R & S /Talent Acquisition 25






Introduction

1. P Prelude: -

The chapter of introduction includes three sections.

SECTION 1A –Pharmaceutical Industry – National and State Overview

The first section describing a brief overview of Indian pharmaceutical industry and the latest

changes that have taken place with respect to processes along with a concise view on Gujarat

Pharmaceutical sector.

SECTION 1B –Sales Model in Pharmaceutical Industry

The second section discusses the traditional and on-going trend of sales model applied in

pharma industry.

SECTION 1C -Role of HR in Pharmaceutical Industry and CHRM

The third section gives insight on challenges/coherent practice faced/followed by HR

professional in pharmaceutical industry and provides an introduction about competency,

competency modeling and frameworks and competency based HRM systems with its practical

application.

1

Introduction

Section 1 A

Pharmaceutical Industry - National and State Overview




2

Introduction

1.1 Indian Pharmaceutical Industry – An Overview

Over the past two decades the Indian pharmaceutical industry has experienced

phenomenal growth and transformation. Transformation in research, production and

distribution of over the counter (OTC) medicines, generic medicines, biological

generics, immunoglobulin, vaccines etc. has made Indian pharmaceutical market the

third largest in terms of volume and thirteenth largest in terms of value across the globe.

One of the contributing factor for this record level is concept of contract manufacturing

or traditionally known as third party manufacturing and Contract Research and

Manufacturing Services [CRMS]. Currently Indian pharmaceutical industry is enjoying

a pinnacle position and is also expected to grow 15% per annum between 2015 to 2020.

The market is anticipated to grow USD 55 Billion by 2020, making the branded generic

dominating the globe according to the Financial Year [FY] 2015 -2016 data from

Ministry of Commerce and Industry [MOCI], Department of Commerce.

Indian pharmaceutical industry is considered as highly fragmented, with more than

10,000 registered units as given by the Organization of Pharmaceutical Producers of

India [OPPI] 2017. With over more than 8,000 units producing drugs on small scale and

others on medium and large scale forms the core of pharmaceutical industry in India.

There are almost 60,000 formulations manufactured in India according to Indian Drug

Manufacturers' Association [IDMA] and Drug Control Authority [DCA] of India [Data

registered till March 2017]. The domestic demand for medicines has shown

considerable growth, with rise in the consumption attributed to high population, rise in

income bands and increasing health awareness among people. There has also been

magnification of the market demand with new products launching every year.

The key characteristic of Indian pharmaceutical sector includes: -

1) High Regulation - The Indian pharmaceutical industry faces high ordinance

in terms of price, quality and patent.

3

Introduction

2) Research Orientation – Pharma sector has good research orientation in

invention of Novel drug delivery system [NDDS], discovering new molecules,

innovating cost-effective production process and technological innovation.

3) Low Price Elasticity- Customer are less sensitive to prices of the drugs as

medical treatment serves as a necessity, so price movement of the product does

not make much of the difference. However, substitutes make a remarkable

difference in certain segments

4) Limited customer choice and dependency on healthcare infrastructure - In

case of pharmaceutical industry, customer is not the decision makers as they are

dependent on doctors for prescribing medicines. So, doctors, pharmacist,

vendors of pharmaceutical company are major stakeholders, if a decision must

be made. Also, the presence of hospital and other healthcare facilities play a key

role in driving consumption of medicines.

So, it is evident that: -

a) Patients are guided by prescribing and delivering practices followed in the

industry.

b) The decision of patient is influenced by all major stake holders present in the

channel.

5) Competent Workforce – India with reference to pharmaceutical sector has

skilled and competent workforce, both in managerial and technical capabilities.

The workforce is professional equipped with latest trends and technology and

has apt knowledge to run both retail and manufacturing pharma segments.

6) Cost effective chemical synthesis - Bulk production and export of

sophisticated bulk drugs is one major forte of Indian pharma market.

7) Emerging Role of Human Resource Management – With six key

characteristics as mentioned above, the role of HR becomes more dynamic and

strategic. The job becomes productivity oriented along with making optimal use

of resources available. Pharmacia’s HR function must be good enough to

implement best practices to align itself with modern business growth.

4

Introduction

Indian Pharmaceutical Sector Revenue Growth and Momentous Trends: -

The Indian pharmaceutical market has recorded growth at Compound annual growth

rate [CAGR] of 17.90 percent and is expected to germinate from USD 6 million in 2005

to USD 55 million in 2020 (According to a report developed and published by

Department of Pharmaceuticals, PwC, Mckinsey, TechSci Research)

Figure 1.1: - Revenue growth of Indian Pharmaceutical Sector in USD Billion

(Source: Department of Pharmaceuticals, PwC, Mckinsey, and TechSci Research)

By 2020, India is likely to be one of the three players in global pharmaceutical market,

as cost of production in India is lower as compared to US and half as compared to

Europe. There is increase in middle class household accompanied with high quality

medical infrastructure coupled with deep penetration of health insurance, aligning the

growth of Pharmaceutical industry in India.

Some of major growth drivers Indian Pharmaceutical Industry as published in a

report by TechSci Research includes: -

5

Introduction

a) Research and Development

Indian Pharma companies spend around 8 % to 11 % of the total turnover in Research

and Development [R & D], which is likely to increase in the coming year due to

introduction of process patent and product patent, where in the companies are highly

in need to develop new drugs and formulations to uplift the sales.

b) Public Private Partnership [PPP] in R & D

The Indian government initiated public private partnership, which attracted capital of

USD 151.91 million as on January 2016, which acted as more that 50% of financial

funding

c) Export Revenue

Pharmaceuticals Export Promotion Council of India [PHARMEXCIL] reported export

of USD 15 million in 2015, USD 16.89 million in 2016 and USD 18.90 million in

2017. Export market is flourishing only because of strong presence of generic spaces.

It is capitalizing opportunities in regulated and semi regulated international markets.

d) Joint Ventures

Six major pharmaceutical companies formed an alliance called LAZORR

{Each letter representing the participant company viz Lupin Pharmaceuticals,

Aurobindo Pharma, Zydus Cadila, Orchid Chemicals and Pharmaceuticals, Ranbaxy

Laboratories and Dr Reddy’s Lab} each with a revenue of USD 8 million, collaborated

in July 2010, to share the best practices they follow (“Strong Combination Pill”,

Published in Business Today, January 2012, and “Six pharma firms ally to improve

efficiency” Published in Financial Express January 2012)

e) Draft Patents (Amendment) Rules, 2015

The time to grants to patents has been reduced from 12 months to 4 months, with

modification extension of 2 months by the Indian government, which made the

approval process smooth.

6

Introduction

f) Confluence of Demand, Supply, Capabilities and Policy framing practices

by various authorities.

The Indian pharma market is much supported by demand drivers like accessibility,

acceptability, affordability, epidemiological factors, by supply side drivers like launch of

patented drugs, medical infrastructure, scope in generic markets, Over the counter OTC

Drugs, patent expiry and by favorable policy measures support growth like reduction in

approval time for new facilities, collaboration, support for technology upgrades and FDI’s,

industry infrastructure, Pharma Vision 2020 etc.

g) Others

Other facts for driving the Indian Pharmaceutical industry are

1. Between 2011 and 2016, patent drugs worth USD 255 Billion are estimated to

go off-patent leading to a huge surge in generic product and tremendous

opportunities for companies.

2. With increasing penetration of chemists, especially in rural India, OTC drugs

will be readily available.

3. Pharma companies have increased spending to tap rural markets and develop

better infrastructure. The market share of hospitals is expected to increase from

13.1% in 2009 to 26% in 2020.

4. Following the introduction of product patents, several multinational companies

are expected to launch patented drugs in India.

5. The purported rise of lifestyle diseases in India is expected to boost industry

sales figures.

6. Over USD 200 Billion is to be spent on medical infrastructure in the next

decade.

7. Rising levels of education are set to increase the acceptability of

pharmaceuticals.

8. India’s patient pool is expected to increase to over 20% in the next 10 years,

mainly due to the rise in population.

Capturing the above points, a detailed figure is summarized below: -

7

Introduction

Figure 1.2: - Growth Drivers of Indian Pharmaceutical Industry

Accessibility

Acceptability

Affordability

Epidemiological Factors

Competency Based

Human Resource

System. Current Study to

facilitate Supply Side

Source – ICRA report on

Indian pharmaceutical

sector, Pharmaceutical

Industry

– Development in India

– Deloitte, McKinsey

Pharma Report 2020,

TechSci Research

Launch of patented

drugs

Medical infrastructure

Scope in generic

markets

OTC Drugs

Patent expiry

Reduction in approval

time for new facilities

Collaboration

Support for technology

upgrades and FDI’s

Industry Infrastructure

Pharma Vision 2020

Exceptions

Source – BMI, Biz India,

TechSci Research

Source – Union Budget 2015– 2016, TechSci

Research

8

Introduction

1.2 Gujarat Pharmaceutical Industry – An Overview

Gujarat market recorded the highest growth rate in pharmaceuticals during the last

decade, beating the industry growth rate. According to data from the renowned market

research firm All Indian Origin Chemists & Distributors Ltd [AIOCD], Pharmasofttech

AWACS, Gujarat market grew by 22.4 per cent last year; approximately double the

growth rate of the Indian pharmaceuticals market, which grew by 10.9 per cent.

According to a claimed report published by Vibrant Gujarat 2017, Gujarat state

tantamount 33% of India’s Pharma sector turnover, 40% manufacturing of

pharmaceutical machinery, 28% of India’s export, 40% of CRAM’s companies, world’s

leading producer of contraceptive pills, owning 3574 licenses to manufacture, only

manufacturer of Dapsone in India, producer of 78% cardiac stents, 50% ocular lenses

and 60 % cardiac implants and manufacturing 80% of isoniazid globally. For the FY

2016-2017 Gujarat state attained turnover worth USD 9.1 billion and exports worth

USD 3.06 Billion. It employs around 85,000 people with more than 225 World Health

Organization’s Good Manufacturing Practices [WHO-GMP] certified facilities. The

manufacturing facilities are spread across Gujarat region as per graphic displayed

below.

Figure 1.3: - Gujarat State Pharma Manufacturing Cluster

(Source: - Industrial Extension Bureau {iNDEXTb} pharma manufacturing and industrial

report 2016)

9

Introduction

The sectorial focus of four cluster of pharmaceutical industry is as under: -

a) Ahmedabad Cluster, dedicated to formulations, APIs, biologicals and

contract manufacturing

b) Vadodara cluster, which is dedicated to manufacturing formulations and bio

generics

c) Bharuch and Ankleshwar cluster, dedicated for APIs, formulations and

vaccines

d) Valsad and Vapi cluster, for formulations, APIs, device and diagnostics.

The government of Gujarat is prolonging and supportive with initiatives like promotion

of generic drugs by giving preference in government purchase, establishment of

National Institute for pharmaceutical education and research [NIPER] for human

resource development, establishment of Gujarat genomics initiative, genetic diagnostic

centers and gene bank, IT application for issuance of sales license and product license

implemented by Food and Drug Control [FDCA].

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

choice for investors in the healthcare sector which includes the pharmaceutical industry,

medical devices and contract research organizations [CROs] industry to set up their

foundation due to its industry-friendly policies, legal and financial framework,

competent personnel, and economic chemical compositions.

With the increasing investments in Research and Development (R&D) sector,

introduction of new products and entering into new pacts, pharmaceutical companies

based in Gujarat have an opportunity to establish a strong presence in domestic as well

as international markets, looking for the effectiveness in attracting and marketing to the

world is the state’s biggest strength along with the security of having industry- friendly

policy. There are unique factors and prospects of Gujarat becoming the hub of

pharmaceutical markets across the globe.

Introduction

Section 1 B

Sales Function in Pharmaceutical Industry



Introduction

1.3 Evolution Of Sales in pharmaceutical industry: -

With every passing decade, the Indian pharmaceutical industry is facing commercial

provocation, due to presence of about 300 large to medium scaled and 15,000 small

scaled manufacturing units spread across nation. Pharma companies have adopted new

innovative commercial approaches which makes them fluidic in nature of Indian

pharma market. The changing sales dynamics in last decade starting from 1995, the

Indian pharma industry can be elaboratively explained in four different epoch spans

which are as under: -

1] First Epoch {1995 to 2000}, with the announcement of patent regime the major

pharmaceutical giants in India: -

a) Started gearing up for expansion

b) Increased sales force and portfolio ramp up.

c) Launched average of 650 -750 products in a year

d) Started investments in R and D for development of generic molecules.

2] Second Epoch {2000-2005}, with massive restricting and scale up, the pharma

companies: -

a) Started rapid adoption of structural and strategic business units.

b) Expanded their manufacturing facilities to urban geographies

c) Introduced innovative sales model by pioneering human capital like sales task

force and therapy specialist.

d) Facilitated rise of organized retail.

3] Third Epoch {2005-2010}, with implementation of product patent, strategic

initiatives like: -

a) Aggressive portfolio management and sales force expansion.

b) Production and quality analysis of generic medicines.

c) Affiliating with MNC’s and launching global portfolio.

4] Fourth Epoch {2010 and beyond}, with shrinking pipelines and rise of

pharmaceutical markets: -

10

00

Introduction

a) Adoption of newer sales model like channel management, key account

management etc. are initiated.

b) Events impacting future sales models like GST regime, health insurance,

partnership channel management are given more emphasis.

The evolution journey of sales function in Pharma Industry since 1995 can be

computational depicted as under: -

Figure 1.4: - Changing Sales Force Dynamic in Indian Pharmaceutical Industry

This show that the sales task force continues to be the biggest

contributor for attraction of investment for major pharmaceutical giants in India.

11

Adoption of channel sales

management, Key account

Management.

Impacting Events like GST

Regime, Health insurance.

Aggressive Portfolio

management

Affiliation with MNC to

launch global Products

Adoption of Strategic

Business Units.

Expansion in urban

Geography

Organized Retail Initiatives

Announcement of Patent

Regime

650 – 750 product launches

/year

Investment in R and D

1st Epoch

2nd Epoch

3rd Epoch

4th Epoch

1995‐2000 2000‐2005 2005‐2010 2010 and beyond

12

Introduction

Pharma companies continue rationale investment in research and innovative strategic

sales model, focusing on enhancing deep penetration of their products in the market,

which in turn helps in profitability.

Salient Features of current sales model {In comparison with traditional sales

model}: -

The capital utilized in the sales force continues to be the biggest promotional investment

for the Indian pharmaceutical companies. They often adapt an innovative commercial

model strategizing it according to the business units proactively realizing the market

realities. In a survey jointly conducted by IMSCG and OPPI, of major pharma giants in

India, related to their sales practices, 80% responded having changed their sales model,

at least once in last five years. The key determinants for sales force structure are given

in the diagram below, as per survey conducted by IMS consulting group

Figure 1.5: - Key determinants of sales force structure

{Source: - The evolution of sales model in the Indian pharmaceutical industry – IMS

Consulting Group}.

Different pharmaceutical companies adapt and changes different sales model, but the

strategy remains the same viz better consumer focus, big coverage of geographies and

increase accountability of the resources. Geography is also one important aspect for

adoption of the sales model where in companies can plan to

13

Introduction

realign their sales strategies around the spanning need of different geographies. In

current scenario, which is dynamic, no model fits one, as every company will have their

share of benefits and challenges.

The major benefits of dynamic sale structure prevalent in the pharma market

includes: -

1. High customer focus and apt customer management.

2. Wide reach and frequency with reference to geographies and catering to

potential hospitals and specialty business.

3. Flexibility in operations and reduces managerial costs.

The challenges of managing the dynamism in sale structure prevalent in the

pharma market are: -

1. High investment in sales force and delay in payments from vendors.

2. Pricing war and listing of substitute products in specialty domain

3. Lower margins and resource constraint for wider reach for all products.

4. Tough to co-ordinate and align operations with the parent company.

To have a holistic approach, the stakeholders are not only doctors, but include patients,

suppliers, retailers, insurance companies, government regulating agencies etc. For a

successful sales model, the Key Performance Indictor [KPI’s] of the sales professional

must be such that it caters to all major stakeholders who influence the buying decisions.

To visualize in detail the KPI’s of sales professional, it is therefore necessary to have a

pungent look in the current trend which includes patients increasingly becoming strong

stakeholders, emergence of newer healthcare delivery channel, uptake of generics by

government hospital sector and development of organized retail pharmacy chains. To

sustain good profits envisaging the current trends, the role of sales professionals would

change. The following diagram represents changing roles of sales professionals in

dynamic sales structure of pharmaceutical industry

14

Introduction

Figure 1.6: - Transition of roles sales professional with referencing dynamism in

Indian pharmaceutical industry

With the emergence of above transition, it is evident that pharma sales model will slow

pitch towards more scientific dialogue between sales professional and the stakeholders.

This would require selecting, training, appraising and retaining effective sales

professionals with good ability to engage with stakeholders effectively.

Figure1.7: - Sales Model transition

Source: - PricewaterhouseCoopers, Pharma 2020: Challenging business models

Past Transition

Present and

Future

Different roles: ‐ Key Account

Manager, Relationship Rep,

Sample Dropper, Therapy

specialist etc.

Sales representative’s roles

standardized

Evidence based decision Empirical Based Decision

Team Incentive Individual Incentive

Relationship Paradigm Reach and Frequency

Paradigm

15

Introduction

The Sales Model – Re-engineered

With reference to, Accenture Global Patient Services Survey, 2015, the pharmaceutical

companies have an unparalleled opportunity of re-inventing and re- defining the

concept of sales to achieve better penetration in the market. They need to replace the

traditional sales model with sales and services to benefit all stakeholders. To maneuver

this transition, the pharmaceutical organization need to: -

A. Address the demand of broader network

A sales capability requires a change to the traditional sales culture. The duty of the sales

team is not limited to visiting doctors and vendors to share information and supply the

medicines, but has extended to broadening the network of buyers and influencers. The

pharmaceutical industry needs to price out the market and conduct activities to develop

tools, services and programs that all stakeholders would notify and value. Thus, the co-

ordination and collaboration element between the sales and non-sales functions

becomes very critical to maintain day to day operations.

B. Unfold the skills of existing representatives

It becomes essential to re-harness the roles and responsibilities of the sales professional

by studying the traditional model. Pharmaceutical companies need to design tools that

enhances patient outcome and not output which gives satisfaction to all the

stakeholders.

C. Usher new sales talent

The pharmaceutical companies would need expertise in B2B sales. For more

performance of the product they need key account managers, who manage relationships

with commercial, institutional and government entities and maintain the sales

environment. New talent sales force will serve as an intermediate, channel partners,

consultant’s expert in agile sales to respond to immediate needs of the stakeholders.

They must specialize in establishing new sales opportunities and retain the current

portfolio. This calls for a change in talent profile for sales transition.

16

Introduction

D. Intensify the impact of human sales interaction

To deliver more value to the stakeholders, there must be integration of sales experience

with the digital technology and newer methods. Technology enhancement that can track

treatment protocols and pull up sales of tailored sets of products must be utilized for

efficient sales.

Thus, the sales model needs to be constantly re-engineered to generate more sales and

create a customer centric approach that is in alignment with the objective of

pharmaceutical companies.

Introduction

Section 1 C

Role of HR In Pharmaceutical Industry and Competency Based


Section 1 C Role of HR In Pharmaceutical Industry and Competency

Based Human Resource Management

1.4 HR challenges, practices and contemporary issues in

Pharmaceutical Industry 17


Concept 18

1.6 Competency Based Human Resource Systems -

Theoretical Framework and Organizational Use 22

1.7 Competency Based Human Resource Systems –

Practical Applications 24







17

Introduction

1.4 HR challenges, practices and contemporary issues in Pharmaceutical

Industry.

New oscillation is compelling the industry's human resource departments to rethink

their operational processes. The drivers-consolidation, globalization, scientific

advances, government policy and regulation, and competition have nudge HR leaders

into new province to cater advanced business needs. As a result, they have implemented

new initiatives for management development, competency modeling, cultural

development, performance management, and compensation.

Traditional HR management processes are no longer commensurate to compute

activities and align resources for those efforts. Pharma companies need a more

systematic approach with reference to human resource management process to cope up

with current challenges.

With reference to the current scenario, HR specialist groups, such as recruiting or

staffing, compensation and benefits, organizational effectiveness, performance

management, culture and organizational diversity, and human resource information

systems, can function as support systems, while HR generalist groups, such as business

unit HR teams, resource management, competency mapping, organizational

development and change, succession planning can be used to implement strategic plan

to align firm’s goal.

Figure 1.8: - Role Description of Support and Strategic Human Resource Systems

Recruiting / staffing,

Compensation and

benefits, organizational

effectiveness,

performance

management, culture

and organizational

diversity, and human

resource information

systems

HR Specialist Groups

Business unit HR

teams, resource

management,

competency mapping,

organizational

development and

change, succession

planning

HR Generalist Groups

Support Functions Strategic

18

Introduction

A survey report published by the Delhi-based Associated Chambers of Commerce and

Industry (ASSOCHAM), a premier national federation of industry, which collected

responses from 160 leading human resources (HR) heads in India, concluded that, the

attrition rate is highest among employees of age group 26-30 years in pharmaceutical

industry. Also, employees with experience of 2-4 years are the most susceptible to

poaching by competitors. Major challenge faced by human resource professional is

attraction and retention of right talent, training and developing them to make them

competent to extract more business, appraising them with right tool that justifies their

key performance areas and compensating them according to the market trend.

Thus, the role of HR professional change with changing time. They need to have the

right potential of attracting and placing the human capital within the organization. They

must be administrative experts and should well define the core competency of the

organization. They should use strategic tools to train and develop, appraise and retain

the potential employee within the organization. This challenging role must be extended

to formulation and development, quality control and assurance, project management

and sales function in the pharmaceutical industry as they are ever changing with

reference to competitive environment, government regulation and international

effluence.

1.5 Competency and Competency Mapping - Concept

Competency – Definitions: -

A few well acknowledged definitions of competency are as under: -

Source Definition

Klemp (1980) An underlying characteristic of a person which results in effective and/or superior performance in a job.

Boyatzis (1982) An underlying characteristic of an employee (that is

motive, trait, skill, aspect of one’s self image, social role,

or a body of knowledge) that results in effective and/or

superior performance. It describes the capacity that exists

in a person that leads to behavior that meets the job

demands within parameters of organizational

environment, and that, in turn brings about desired results.

Hornby and Thomas

(1989)

Competency is the ability to perform effectively the

functions associated with management in a work situation.

19

Introduction

Hogg B (1989) Competencies are the characteristics of a manager that

lead to the demonstration of skills and abilities, which

result in effective performance within an occupational

area. Competency also embodies the capacity of transfer

skills and abilities from one area to another.

Lee and Beard (1990) Competencies are characteristics of a manager that lead to demonstration of skills and abilities, which results in

effective performance within the occupational area.

Guion (1991) Competencies are underlying characteristics of people and indicate ways of behaving or thinking, generalizing across

situations, and enduring for a reasonably long period of

time

Spencer and Spencer

(1993)

An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or

superior performance in a job or a situation. Underlying

characteristic means competency is deep and enduring part

of person’s personality, and can predict behavior in a wide

variety of situations and job tasks.

Lucia & Lespinger

(1999)

A descriptive tool that identifies the skills, knowledge, personal characteristic, and behaviors needed to

effectively perform a role in the organization and help the

business meet its strategic goal

Rodriguez et.al (2002) Competency is a measurable pattern of knowledge, skills,

abilities; behaviors and other characteristic that an

individual need to perform work roles or occupational

functions successfully.

Table 1.1: - Definitions of competency given by Researchers

According to the definitions given by the researcher above, competency is understood

as the quality of being adequately or well qualified physically, psychologically and

intellectually to perform a given job role. Competency can be described as summation

of knowledge, skill, attitude, self-concepts, motives, traits, value and other related

frames to perform a given task effectively and efficiently.

Figure 1.9: - Definition of Competency {Knowledge + skill + Attitude}

20

Introduction

Some definition also explicit that, individual competencies are driven by both surface

level characteristic (easily developable competencies) that is knowledge and skills as

well as core level characteristic (Most difficult to develop) like attitude, self- concepts,

value, traits and motives.

Figure 1.10: - Surface Competencies V/S Core Competencies

To differentiate these different types of competencies, the competencies are categorized

as follows: -

Core Competencies: -

Core competencies are organizational competencies that all individual is expected to

possess. The goal of core competencies is for individual to be able to perform in diverse

positions throughout the organization. These are reflections of the company’s value,

culture and business imperatives that should be exhibited by all employees. For

example, guiding behaviors such as cost- effectiveness, service delivery, customer

focus, teamwork, communication, initiative and so on.

Transferable Competencies: -

Transferable competencies are skills and abilities needed within several roles in varying

degrees. For example, managerial and leadership skills.

Technical or Role Competencies: -

Technical competencies or role competencies are distinctive competencies required for

specific jobs, that is, specialized know-how or abilities required within a specific role

or job. For example, marketing research or dealer management.

Essential competency can be divided into tasks and tasks can be assigned with

behavioral indicators. Each proficiency level is, then, to be specifically defined through

behavioral descriptors, in such a way that the level descriptors form a logical hierarchy

so that higher level of proficiency represents more competency

21

Introduction

demonstration. This leads to understanding the component of competency which can

be visualized as under: -

Figure 1.11: - Understanding elements of competency mapping: -

After understanding the elements of competency, competency mapping can be defined

as a process of examining the job behavior of an employee to identify and monitor

knowledge, skill and personal attributes of that job that results in superior performance.

Effectiveness of competencies initiatives largely depends on the quality of competency

mapping process.

Competency mapping engages on the underlying principle that behavioral and

knowledge attributes can be learned, further the behaviors and knowledge sets people

outwardly exhibit is only a small portion of the behaviors and knowledge sets that

people can show. Usage of competency mapping rest on believe that if a person knows

what characteristics are critical to performing well in each role or situation at work,

he/she can work at developing those characteristics and bringing them to the surface.

22

Introduction

If an employee can develop or display more readily desired behaviors and knowledge

for a given context, in theory he can reach a higher level of performance for that context.

From the business perspective, this has an immense, positive outlook for productivity.

If productivity increases because employee develops the competencies necessary to

succeed, a company may gain a competitive edge over other businesses and will

enhance the productivity, competition and revenue.

Competency mapping identifies the behaviors or knowledge a person needs to develop

or already have in each job or work situation. Employers thus can develop competency

maps for each job they have in the business. During the hiring process, members of

management can try defining the competency maps to determine whether a specific

candidate has the potential to exhibit the behaviors and knowledge desired for the job

being interviewed. This may enable the employer to find the employee who is truly the

best fit for the work. With a good fit, employee turnover rates may go down. This means

the company saves money because they do not have to recruit and train a new employee,

which in turn delivers good hiring and retaining process.

1.6. Competency Based Human Resource Management (CHRM)- Theoretical

Framework and Organizational Use

The triumph of any enterprise in a business, economic or combative environment

depends on the capabilities and competencies of its human resource. The overall impact

of external factors like globalization, new entrants in the market, customer satisfaction

issues, cost reduction, government legalities etc. requires calibration of human resource

functions of the organization with overall business strategies for effective execution.

Hence the business leaders of any organizations are always concerned about the

identification and placement of right human resource competencies that the

organization should carry at given point of time.

Traditionally all human resource functions were focused on the job specification, where

human capital was hired and promoted depending upon their capability of performing

a given task. So, there were traditional activities like hiring, training, promotion, salary

appraisal and so on. Competency based HRM focuses on

23

Introduction

people and building employee capabilities with process like talent acquisition, T & D,

building performance culture and creating motivation at work environment.

Thus, efforts need to be made as an ongoing process to identify competency and align

them strategically with the business goals. Many organizations have developed

competency framework, to align individual, team and organizational objectives through

building CHRM.

This approach makes it possible to stimulate the effectiveness of actions and to utilize

people’s skills to gain the strongest possible competitive advantage. Within this

approach, differences in individual abilities to achieve specified results of work are

taken into consideration. Exceptionally skilled employees perform their tasks much

more effectively than other persons that hold the same position and achieve fully

satisfying results. An organization that can spot an exemplary employee and support

their development may be more effective without increasing the number of employees.

The following are some definition of Competency based Human Resource Management

that helps understand the concept better.

Source Definition

Sienkiewicz (2004) The competency-based human resources management system regards the appropriate application, ‘activation’ of

the created competency model, since the competency

model as such does not provide any added value if it is not

applied in the practice of human resources management.

‘Competency management’ is a mental shortcut that is

commonly used (it is used more often in Poland – in the

English-language literature, it is used significantly less

often). In fact, it refers to the ‘competency-based human

resources management system’.

Brockmann, Clarke, Méhaut, & Winch

(2008)

Competency-based management is a new trend in human resources management that emphasizes specific

competencies utilized in each job, allowing for more

individualized management and more individual

competency development within career paths. From this

perspective, competencies are specific to companies or given jobs in an organization.

Dubois & Rothwell,

(2008)

Competency-based human resources management assumes

looking at expected results and organizational requirements

from the perspective of an employee rather than from the

Perspective of a job position held by an employee.

24

Introduction

Table 1.2: - Definitions of Competency based HR systems given by researchers

1.7 Competency Based Human Resource System – Practical application

While competencies are not new to most organizations, what is new is their increased

application across varied human resource functions (i.e., recruitment/selection; learning

and development, performance management, career development and succession

planning, human resource planning). Organizations are looking for new ways to

acquire, manage and retain the precious talent needed to achieve their business goals.

Properly designed, competencies translate the strategic vision and goals for the

organization into behaviors or actions employees must display for the organization to

be successful. Competency-Based Management (CBM) standardizes and integrates all

HR activities based on competencies that support organizational goals.

The role of CHRM is to shape and guide employee behavior from "hire to retire". CBM

helps talent acquisition, performance management and learning management systems

to be more effective by assessing employees' skills and competencies. CHRM also

facilitates gap discovery and suggests learning methods (on the job, literature or formal

courses) to help improve employee effectiveness. Core Competency Framework can be

depicted as under: -

Competencies then become the foundation for the

functioning of the entire human resources management

system. Competencies constitute the factor that determines

the process of recruitment, selection, filling vacancies,

induction, and performance management and rewarding of

employees. An organization applies competency-based

human resources management when all aspects of personnel

management are focused on competencies and not on the

traditional matters related to tasks or jobs.

Introduction

How do we

How to we

How do we

How to we

How to plan

select the build and measure link skills growth and

right person? develop results? financially identify a

capabilities develop

leader

Figure 1.12: - Practical Application of Competency w.r.t Sub systems of HRM

1.7.1 Competency Based Recruitment and Selection / Talent Acquisition: -

Recruitment of an employee is the most essential and a convoluted task for any human

resource department. The fundamental function of any recruitment and selection

process is to find a match between the capabilities of the candidate and the requirements

of the job. No organization can remain a high operating organization if it does not have

adequate human resources with the right competencies, always, to discharge different

organizational roles and responsibilities.

The prudent task for most recruitment managers is to identify the right people for the

right job in a cost-effective way. For every wrong selection done, organization would

face financial losses, opportunity cost in terms of potential business, employer brand

issues, lack of motivation and poor employee satisfaction. Therefore, every

25

Core Competency Framework

with the Organization

Recruitment

and Selection Compensation

Management

Career and

Succession

Planning

Performance

Management

systems

Training and

Development

26

Introduction

organization needs to adopt the latest trend and continuously fine tune the recruitment

and selection process. Competency based recruitment and selection is one process, of

identifying candidates that can evidence those behaviorally defined characteristic,

which construct superior performance for a given job role.

Competency based selection process is costly and time consuming. Since every

organization adopts different approaches in recruitment and selection, there is no

commonality in the application of competency based selection. It has several

advantages including: -

1) The process is very concentrated, structured and comprehensive.

2) Candidates are evaluated on the competencies they need to demonstrate, when

inducted into the department.

3) The probability of wrong hiring is less.

4) There is a consistency of the selection process.

The comprehensive effectiveness of the selection process does not only depend on

competencies, but also on the quality of various process of selection. The use of in-

tray exercises, personality tests, assessment centers, values inventories, job

simulations, integrity test etc., will complement the process very well. Also, the

element of recruiter trained for such process makes a positive impact on the selection

process.

1.7.2 Competency Based Training and Development: -

Training and Development activities are undertaken based on the training needs of

employee that can be identified by different mechanism. The training needs identified

that are apprehended through individual development plans, performance management

systems, and superior feedback normally capture the discernment that employees lack

skills or knowledge to perform a task in the given job role. But on the other hand,

performance of employee is also affected not only because of deficiency of knowledge

but also due to factors like personality, learning style, commitment and self-motivation.

The key purpose of running a T & D department in the organization is to ensure the

employees are equipped with both current and future set of competencies.

27

Introduction

The two-basic datum around which competency based training and development

programs is based are: -

1) The employee should readily grasp the knowledge, skills and techniques

imparted in the training

2) The employee must execute the learning in practicality in the longer run.

The major focus of competency based training and development is developing

competencies that demonstrate a certain behavior expected by employees at the work

place. After the individual employee goes through such training process, individual

development plans are prepared that helps them understand what and how to achieve.

The customized training programmes incorporate learning exercises on how to acquire

and demonstrate a competency that enables them to deliver the task at their best.

1.7.3 Competency Based Performance Management System: -

Performance management programs are integral parts of organizational systems. By

focusing on the performance and competencies needed to perform, the organization can

get a lot of mileage out of its competency mapping programs. It is necessary to assess

the competencies demonstrated by every role holder periodically to build a competency

based organization and performance culture. Competency based appraisal enhance

performance and continuously reinforce the use and development of competencies. The

traditional PMS is a format driven process, while competency based PMS is a process

driven with emphasis on format as an aid.

For most of the organizations, competency based performance management also means

a change in the roles typically played by managers and employees. In a conventional

performance measurement process, the role of manager is typically viewed as one of

supervisor or counselor. In a competency based approach, the manager’s role can be

changed to one of coach or facilitator. Managers commit themselves to providing

employees with formal training, coaching and competency development activities.

Traditional PMS is designed and monitored by HR department, but competency based

PMS is designed and monitored both by HR

28

Introduction

department and line managers. There is high involvement of line managers in

competency delineation and utilization.

Thus, competency based PMS gives an objective and subjective view for development

of competency to every role holder apart from declaring financial prospects linked with

it.

1.7.4 Competency based compensation management: -

Compensation system has a remarkable impact and domination on employees, and if

the competency approach is to designing compensation management, it can go a long

way in regulating competency based culture in organization. Competency-based pay is

a pay structure that accolades employees based on how well they perform in the

workplace, rather than the hierarchy of their position or years of experience.

Organizations need to design compensation plans that not only reward performance, but

also to improve it. Compensation has become a strategic issue, and strategic

compensation helps the organizations focusing on making them more competitive

through improved future performance.

Effective pay for performance requires two processes, compensation management, and

Performance management. But the real challenge is how to integrate these two

processes. Compensation management cannot fully realize its potential without

accurate assessment of employee which comes from a good performance management

system. Similarly, performance management cannot fully realize its potential without a

well administered compensation system.

Traditional compensation systems cannot bring in this integration and hence there is a

need for designing a better system to meet this challenge. The new system must support

the recruitment and retention of competent workforce who value team work, individual

effort, hard work, meeting deadlines, quality, innovation, and flexibility. All these are

inherent competencies of employees. Developing an approach that pays individuals

according to their market value requires a pay system which measures competencies of

individuals and prices them in external market. This can help organizations in

accomplishing two objectives. First it will have a positive effect in motivating

individuals to learn the skills and knowledge to perform in their current

29

Introduction

role, and second, they will raise the pay of the individuals as they become more

valuable in the external labor market. This helps in creating a learning organization.

Experts also advocate that competency based compensation systems empower

employees to take charge of their own development. By focusing on optimum

performance rather than average performance, competencies can help employees

maintain their marketability. Competencies generally reflect sustained contributions to

an employee’s work, the incremental growth of enduring knowledge, behaviors, and

skills. Thus, competency based compensation management serves a strategic and

advanced tool for aligning human resource practices with organizational goals.

1.7.5 Competency Based Career And Succession Planning: -

The career planning and enhancement systems are confirmed to defining the trail how

employees can grow in vertical band structure carrying hierarchical titles. This because

mostly organizations prefer structure and processes are created based on pecking order

of superior and sub-ordinates. Fundamentally, hierarchy is not something that is less

respected, but the way it is presented and structured give fillip to a psychology assumed

that whosoever is in a position has more power to create and monitor processes.

There is an inevitable naïve assumption that whosoever is at senior level is always

understood to have desired competencies. Competency based career and succession

planning system is very potent and unsettle quite a few aspects since the career

movements based on competency procurement and intensification. The chief advantage

of competency based career and succession planning is there will be no constraint on

opportunities.

In the traditional process, regardless of organizational growth some employees do not

get elevated only to experience job erosion in the role. Competency based career and

succession planning will defeat this malady as highly competent employees would

contribute for significant growth of the organization and would also generate

considerable opportunity for career enhancement as these would prove to be a self-

sustaining process.

30

Introduction

1. S Summary of Chapter: -

The chapter provides a detailed introduction on Pharmaceutical Industry in India and

Pharmaceutical industry in Gujarat stating new prevalent trends, government initiatives,

joint ventures, research and development prospects and its implication on the national

and international market. It clearly defines the transition of traditional sales model to a

penetrable sales model and mentions changing role of sales agents within the industry.

It helps cater major challenges faced by HR professionals with reference to human

resource life cycle of sales professional in pharma sector, to achieve sustainable growth

with changing effect of external environment. Further, it debuts the concept of

competency, competency mapping and competency based HRM along with its practices

in various departments like talent acquisition, training and development, performance

management, compensation management, career and succession planning.

Introduction

CHAPTER – 2

LITERATURE REVIEW

Literature Review

CHAPTER – 2

LITERATURE REVIEW

2 Literature Review 31-62

2.P Prelude 31

Section 2 A Competency, Competency Mapping, Modelling and Frameworks, CHRM




2.3.1 Competency Based Talent Acquisition 40










2.7 Competency Mapping of Sales Professional, Sales

Competency Models and Frameworks 53

2.8 HR practices in Pharmaceutical Industry and related studies in India 60


Literature Review

2. P Prelude: -

The chapter of Literature Review includes two sections.

SECTION 2A – Competency, Competency Mapping and Modeling and Frameworks, CHRM

The first section describes the research efforts made in the field of competency, competency

mapping, competency modeling and competency based Human Resource Management

systems from early 1950’s to till date.

SECTION 2B - Study Relevant to HR and Competency Mapping in Pharmaceutical Industry

The second section discusses the researches based on general HR trends, competency mapping

and related experiments in pharmaceutical industry, competency mapping for sales

professionals in other industry and dissertation presented till date for same subject matter in

India till date.

31

Literature Review

Section 2 A

Competency, Competency Mapping, Modelling and Frameworks,

Competency Based


Section 2 A Competency, Competency Mapping, Modelling and Frameworks, CHRM









Literature Review


Despite a growing interest of competency among managers and human resource

professionals in recent years, the modern competency movement in industrial-

organizational psychology, dates from the mid 1950’s and early 1970’s. John

Flanagan’s (1954) and David McClelland’s (1970) were cited as two landmarks for

making efforts in originally inventing the concept of competency.

McClelland, D.C (1973), in his article has presented five major themes that have deeply

influenced both professional and public opinion which are described as under: -

a) Grades during the schooling education cannot predict occupational success

b) Intelligence and aptitude test should not be given the sole importance for any

assessment as they do not predict occupational success.

c) Tests and academic performance only predicts the job performance because of

underlying relationship with the social status.

d) Any assessment test would be unfair for minorities.

e) Competencies would be better able to predict behavior than would more

traditional test.

This phase initialized the theoretical framework of the Concept of Competencies.

The use of the term “competency” and its breakneck rise to business application is

credited to Richard Boyatzis (1982). His book entitled ‘The Competent Manager: A

Model for Effective Performance’, proved to have significant domination on the

profession and with reference to which coming two decades computed this concept as

a part of modern HR practice.

Barrett, G.V & Depinet, R.L (1991) in their research article “A reconsideration for

testing for competence rather than for intelligence”, argued that though McClelland and

his associates believed that intelligence and aptitude testing should be replaced by

competency testing, for 18 years they failed to produce any professionally acceptable

empirical evidence for the same.

McLagan, P.A (1989); Spencer, S.M (1993) & Ulrich, D.O (1995) further developed

the concept of “competency” for the organization’s survival and sustained competitive

advantage.

32

Literature Review

Green, P.C (1999) lead the foundation for developing and clearly defining

competencies that help executives, managers, and HR professionals communicate

performance goals through every step of the HR process--including interviewing,

appraisal, coaching, and training-in ways that directly support an organization's

mission, vision, and values.

Stevens, J (2000), conducted an empirical research introducing Motivations-

Attributes-Skills-Knowledge Inverted Funnel Validation (MIFV). The MIFV is

described as an upward, sequential competency validation model. Research was based

on surveying multiple companies within the medical, manufacturing, service and

professional services industries; this study describes what a company needs to

undertake to evolve as a company. The methodology involved five step models

inclusive of competency mapping to validate the instrument.

Nath, R & Raheja, R (2001), noted an expeditious change in the job role because of

agitated environment and demand of certain specific competencies on the part of job

incumbent with reference to hospitality industry. The researcher lineated the concept of

competencies and its application in various sub systems of HR.

Sanghi, S (2002), in the Handbook of Competency Mapping – Understanding,

Designing and Implementing Models in Organizations”, introduced competency

mapping and its eminence to contend in today’s environment. Author accentuated a

noticeable feature of competency mapping, that no employee can perform up to

standards without a considerate level of competency. Also, the presence of competency

does not assurance that workers would perform requisite to the standard. Measurement

of competency does not align with measurement of performance. Competency refers to

the ability of doing a job while performance is actual result produced by doing a job.

Author designed and implemented a competency mapping model for sales associates to

reap organizational goal.

Khandwala, P (2004), through his seminal research fills a critical void of establishing

relationship between managerial role and competencies. He categorized the role of

senior managers into nine strategic, nine operations related and nine leadership cadres.

Strategic roles are related to deep rooted task like policy formulation, analyze

33

34

Literature Review

vision of the company etc. Operational roles are related to interim activities like

implementation of framed policy, formulating short term targets, manpower allocation

etc. Leadership role includes tasks like motivating subordinates, encouraging team

work, mentoring for superior performance, addressing conflicts and providing potential

solution, extracting performance strategically etc. He categorized forty-five

competencies into six groups viz competencies related to contextual sensitivity,

management of initiatives, and introduction of innovation, resilience and effective

coping through problem solving, effective task execution, interpersonal competence

and leadership. The research also served as a link pin to convert competencies into

specific skills through job rotation, on the job training, coaching and mentoring.

Das, Smitha (2007), in her research article highlighted correlation between employee

competency and development and trust building among the staff. It creates awareness

cognizance that helps the workforce to identify potential skill and implement it through

process of competency mapping. It harmonizes employee loyalty and trust with

employee competency. It shows a vision to gain employee trust by providing various

training and development sessions and indulging employees into professional

development. The research was supported with corporate examples of TATA group,

Infosys, BHEL, where in competency mapping was used on a broader scale to develop

employee trust.

Nagaraju, Dr.Y. & Gowda, V.S (2012), conducted a descriptive and analytical

research that comprised of sample of 250 non-executives, 25 executives, 5 members of

competency management team to identify the competencies in selected IT Industry and

to define a process of evaluating, assessing and gauging competencies with reference

to organization selected in the city of Bengaluru. The study helped in scrutinizing

linkages between strategy and business performance to clinch the impact of competency

mapping in relation to individual and corporate objectives.

Suguna, Dr. P & Selvi, T.T (2013), conducted research on garment firms of Tirupur

district. 50 organizations varying in experience, capital employed and application level

had been approached for the research study. Competencies like business awareness,

decision making, team management, communications skills and planning skills were

subjected to test by employing ANOVA as a statistical tool.

35

Literature Review

2.2 Competency Modeling and Competency Framework

Dreyfus, S.E & Dreyfus, H.L (1980), introduced a five-stage model and described the

nomenclature for level of competence and competence development in a spectrum

starting from novice to expert. The following figure helps to understand the

nomenclature proposed.

Figure 2.1: - Five stage model of Competency Framework by Dreyfus, S & Dreyfus, H.

Briscoe, J.P & Hall, D.T (1999), identify three main approaches that organizations

use to create competency models which are described as below: -

1) Research-based approach in which top-performing executives are asked to give

examples of critical behavioral incidents that are crucial for success. The

Rule based behavior, strongly limited and inflexible

NOVICE

Incorporates aspects of situation BEGINNER

PRACTITIONER Acting constantly for long term goals and plans

Sees the situation and acts from personal conviction

Has an intuitive understanding of the situation and zooms

in the central aspects

EXPERT

Literature Review

idea is that superior performers are different from good performers and are

thought to demonstrate these superior behaviors consistently.

2) Strategy-based approach is based on the idea that a company experiencing

changes in its strategic goals will also drive a need for change in the competency

requirements for its employees.

3) Value based approach that aligns culture

Antonacopoulou, E.P & Fitzgerald, L (1996), defined competency frameworks as

panacea for continuous transformation of human capital. The research highlights

critical appraisal of competency framework as a basis of management development

activities and presents some emerging results to develop the right caliber of people.

Brown (1998) investigated and concluded that competency framework is one of the

main functions of Human resource department and 70 % of the organizations follow it

knowingly or unknowingly.

Andrew May (1999), explained that business strategies are constantly reformulated

with change in the external environment and that should be assisted by common

competencies that an organization needs. These competencies must be developed in a

competency framework to meet specific needs of organizational strategies and must

aligned with action learning and sources identified by management developers.

Growing academic interest in the competency modeling is confirmed by the work of

Alldredge and Nilan (2000); Bartlett and Ghoshal (1997); Kochanski (1997);

Mirabile (1997); Pickett (1998); Punnitamai (1996); Shippman et al. (2000); and

Winterton and Winterton (1999). Thousands of organizations throughout the world

have joined the quest for competency studies [Bemthal and Wellins (2001); Cooper

(2000); Dubois (1998)].

Benner, P.E (2001), designed similar model that assigned competency levels and was

practiced in skill acquisition of the healthcare professionals, specifically targets nursing

professionals.

36

Literature Review

Ozcelik, G & Ferman, M (2006), created a value-based approach for competency

frameworks are derived from the normative cultural values of the organization.

Carraccio et al. (2008) used modified and adapted version of Dreyfus and Dreyfus in

medicine fraternity.

Das, D & Mukherjee, S (2012), endeavored to develop competency framework for

Indian service sectors. The author eludes empirical studies in banking and financial

sector where in providing apt customer satisfaction is considered as a function of

behavior displayed by the employees. Since the study was only based on secondary

data, it created a deficit of primary data to support its line of argument.

Chouhan, V.S & Srivastava, Dr. S (2012), through their study highlighted two

corporate cases for competencies and competency modeling, one of which was for

Pantaloons Retail India Pvt ltd and second was for Maruti Suzuki. With their study,

they concluded that competency modeling is heart of any competency based Human

Resource Application. It can be utilized as a viable tool that can be used by Human

Resource Department to attract and retain skilled workers and to meet other

requirements of the job.

2.3 Competency Based Human Resource Management

Sparrow, P (1995), succinct through a huge literature study that there are claimed

benefits of competency based HR to the organizations like: -

a) Improved recruitment and selection process, through focus on required

competencies.

b) Improved individual and organizational career development

c) Improved performance management system due to right assessment of focused

competencies.

d) Enhanced communication on strategic and HR issues through a common

language of competency.

According to a 1996 American Compensation Association (ACA) study

focusing on competency applications in HR, which elaborated that organizations are

37

38

Literature Review

using competencies to integrate selection, training, appraisal, and compensation. They

investigated various uses of competencies linked with HR subsystems like: -

• In staffing, competencies are used to select and fill a vacancy.

• In training and development, competencies are used to identify and close the

gaps in individual capabilities.

• In performance management, competencies were used for financial and

positional appraisals

• In compensation, pay can be defined on the benchmarked competencies used

for the job.

Cook, K.W & Bernthal, P (1998), did a survey in HR Benchmark Group,

Development Dimension International and the results suggested that improved

organizational performance and improvements to the bottom line can occur when

competencies support even a few HR systems.

According to Competency and Emotional intelligence benchmarking survey

(2002), the core use of competencies is done in recruitment and selection, training and

development and performance management process and investigated its major

disadvantage being consumes more time and finances as compared to traditional

process.

According to a report published by Corporate Leadership Council (2002), on

competency and its use in HR function, highlighted the potential difficulty in

implementing competency based HR like agreeing on the weight and relevance of

competency of each job in a business environment, orienting the employees with

competency centric culture and aligning competency with people’s action and job.

Shermon, Dr G. (2004), author Competency Based HRM – A strategic resource for

competency mapping, assessment and development centers emphasizes the necessity to

conceptualize and build competencies for organizational future. According to the author

competency based HRM serves as a linking pin people and process success. Author

underlined the importance of competency based HRM applications viz

39

Literature Review

competency linked pay, competency linked induction, competency based PMS,

competency based recruitment and selection, competency based reward, competency

based assessment and development center, competency based career and succession

planning. The impact of all process enhances organizational effectiveness and helps

build competency centric or culture to achieve desired profitability.

Byham, W.C & Moyer, R.P (2005), monograph stated that competencies serve as

hardihood of majority of HR subsystems. Competency based HRM is a content

validated, cohesive and total system for better selection, promotion, training and

development, performance management, career development, succession planning,

MBO and compensation management. Organizing subsystems and the elements within

them around dimensions/competencies and basing them on the concept that past and

present behavior forecast future behavior leads to more accurate predictions. Behavioral

examples from different sources (such as direct observation and interviews) are related

to the behavior required on the job. This provides an accurate prediction of future job-

related behavior. The elements within a human resource subsystem also benefit from a

systems approach. Because each element in the subsystem can be built around a

common set of dimensions/competencies and rating scales, the entire subsystem

becomes more efficient and effective.

Donzelli et al. (2006), through their research study concluded that linking HR system

by desired competencies would construct the capability of the workforce within the

organization and would also deliver better results.

Ryan, G; Emmerling, R.J & Spencer, L.M (2009), conducted research study that was

initially executed as consulting project and the findings resulted in application to human

resource practices of each organization. The research had two study areas, the former

was associated with empirical literature related to practicality and validity of emotional,

social and cognitive competencies with the organization and the later was validating the

competency model, using data extracted from two different European samples. The

study evinces that, this competency models can be applied for identification, selection

and development of talent and could be of competitive edge to achieve better results.

40

Literature Review

Kumari, A & Sita, V (2010), observed that the Indian companies have realized the

importance of human assets and have started using competency approach towards the

human resource management to improve the quality human resources, generating trust

& learning, result oriented, empowering employees, analyzing training & development

needs, rating the employees, increased satisfaction, increased productivity and

strengthening employee engagements has started among the employees and employers.

Khandwala, P (2004); Rao, M.K & Palo, S.B (2013), in their research insight

mentioned that there has been no large-scale study conducted in India that measures the

usage of application of competency based HR frameworks. Most of the experiences and

studies conducted so far are conceptual in nature and are limited to identify competency

for different positions.

Audenaert, M; Buyens, D & Desmidt, S (2014), concluded that amalgamation of HR

planning with business planning is supported by competency mapping. It allows

assessing the current competency of the human capital needed to achieve organizational

goal. The competency based HRM depends on four different verticals within the

organization viz 1. Vertical Alignment, 2. Internal Alignment, 3. Alignment of line

managers and 4. Alignment of employees. Considering these verticals and drivers of

effectiveness, a systematic competency model was developed.

2.3.1 Competency Based Recruitment and Selection / Talent Acquisition: -

Boam, R & Sparrow, P (1992), emphasized that the practice of matching managers

to different business life-cycle situations has been evident in the competency area. This

leads effective recruitment and selection process in the organization. The defined

strategic triggers where in managers can consider skill and competency of the job

incumbent.

Spencer, L.M & Spencer, S.M (1993), emphasized that aligning employee

competency with job requirement can be motivating factor for employee and

organization performance and can lead satisfaction as well.

41

Literature Review

Rowe, C (1995), in the article gives clear distinction for the words competence and

competency and argues that competency model has majorly three applications like

recruitment, skill assessment and development. It acknowledges the use of competency

model like MCI standards to measure skill assessment and discuss about behavior

inventories which focus on how people react and can be graded in relation to

recruitment and staff development.

Anna Carroll and Judith McCrackin (1998) suggested that many organizations are

participating in the competency act and are selecting employees against a benchmark

of performance for evaluating success of the organization. The article explained

rationale of competency based strategies for selection and development of employees

that possess a skill to perform a job.

Ozcelik, G & Ferman, M (2006), in their research examined the potency of

competency based approach as blueprint of strategic human resource to promote

expected set of skills, roles and behavior within the organization. Also, they researched

on potential challenges faced during implementation of competency based human

resource with reference to cultural context of home country national and host country

national. Their research is available as a case study for a FMCG company in Turkey.

They concluded that, properly designed, competency based approach is a process to

enhance the selection, development, promotion and reward system to meet individual

and organizational profitability.

Draganidis F, & Mentzas G (2006), researched on features of 22 competency

management and 18 learning management systems. Key finding of their work indicated

that the areas of open standard (XML, web services, RDF), semantic technologies

(ontologies and the semantic web) and portals with self‐service technologies are going

to play a significant part in the evolution of Competency Management systems. Also,

they concluded that when comparison of the candidate is done with the requirement of

job, best candidate can be identified and competency gap can be framed based on new

hire learning plan.

42

Literature Review

Mullins, S.H (2010), devised that competency based interviewing and screening

techniques are the best used techniques in employee selection process, also competency

based assessment Approach is best to check the suitability of candidates with the job

requirements.

2.3.2 Competency Based Training and Development

Zemke, R (1982), developed a strategic system model based on competencies for

improving performance in organizations and provided many directions for the steps

which must be followed to arrive at competency-based training processes.

Blank, W.E (1982), helped developed effective competency based packages for

education and training. It mainly involved instructing the trainer, how to develop a

focused trainee outcome and elaborative competency based training.

Norton, R.E (1987), has researched a considerable segment of competency based

training, wherein he believed that participants in the course should learn in an

environment that duplicates or simulates work. He established various benefits of

competency based training like participants gauge confidence as they succeed in

mastering specific competencies required in performance of their job, the attendance

get a transcript of the competencies they have achieved, gives better evaluation and

understand of specific job.

Norton R.E (1987), Delker P .V (1990), Foyster J. (1990), modeled competency

based training and development process self-paced, mastering knowledge and skill,

methodological and scientifically drafted learning process which helps the participant

to acquire essential competencies required to perform a job satisfactorily.

Harris R., Hobart B., (1995) discusses the history, challenges, implication and

implementation of competency based training and education in Australia and another

international environment.

Fletcher, S (1997), in their book explained about different phases of development of

competency based training, from trainer point of view. It uses DACUM and functional

analysis as methods for developing standards relevant to training.

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Literature Review

Rothwell (2000), associated context of corporate downsizing and its consequent impact

on succession programs. He carried out multiple case study research to emerge a seven-

step model and to deduce its linkages to affluent succession programs in varied

organization. Established career practitioner can help individual develop a clear purpose

and goal identity and can convey potential competencies for development.

Saur, Damodar & Dan, Abhik (2001) undertook a survey to identify training needs

(TNI) for four categories namely field sales officer, divisional office-in-charge,

frontline operations officers and operation location head of employees working in Oil

Company in four states of eastern India. Substantial findings of the study included,

existing competencies of the employee were lower than the desired level of

competencies which created a competency gap. This deficiency or competency gap can

be made good through proper training and development programmes for critical factors

affecting the job.

Klett (2010), in her research contends web based competency management would

promote the allocation of job descriptions, competency definitions to a specific task or

a job. The researcher presented a robust argument for alignment between managing

learning, performance and ability.

The researcher confirms that traditional process of human resources management does

not give strategic input to the business, which is not in benefaction of organizational

goal. These predicaments can be resolved by application of competency based approach

to HRM. This would particularly involve competency based training and development

and learning management.

2.3.3 Competency Based Performance Management System

Suri & Vohra (2003), defined co-relation between competency and performance

management, by use of various psychometric test MBTI, MAP, Thomas DISC and

KIEI. They concluded that there exists a notable relation between competencies used

for recruiting an employee with the optimal performance.

44

Literature Review

Dhananjay, G (2005), described that no two organization can have same competency

framework, even in a single organization the framework may vary from time to time.

Competency framework forms DNA of success. The research applied use of

competency mapping by introducing skill appraisal in performance appraisal.

2.3.4 Competency Based Compensation Management.

Cofsky, Kathryn M (1993), examined that a performance oriented compensation

strategy derived from competencies, is highly effective if rightly aligned with

organization’s structure, work culture and goals.

Tucker, S.A (1994) investigated that Competency-based pay combined with a broad-

banding approach is one of the most powerful and effective compensation strategies

available to organizations today. The approach had an ability to drive performance in a

change-oriented environment.

Ledford, G.E (1995), elaborated that stupendous increase will be seen in

experimenting competency based pay for knowledge workers. He defined eight

dimensions necessary for designing a pay plan which are as under: -

1) Defining competency as narrow competencies {limited to a particular business

unit} or generic competencies {applied to all employees of the organization}

2) Pay plan emphasizing on existing competencies {fringing skill and knowledge

that are familiar to the organization} or novel competencies

{encompassing new skills that organization formerly did not value}

3) Defining competencies from top – down approach {competencies should be

defined by organizational needs and not the work pattern} to bottom -up

approach {competencies that employee use to do a job}

4) Categorizing competencies as complex and precise {traditional approach to

compensation} or elegant or nimble {Strategic approach to compensation}.

5) Making competencies easily observable {such as operating machines, cleaning

device etc.} or abstract {creating a brochure, defining quality assurance

parameters etc.}.

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6) Competencies having enduring value {having long lives and are stable} or

temporary value {short lives}.

7) Pay plan focusing on permanent annuity {such as base pay increase} or

onetime bonus to appraise acquisition of a particular competencies.

8) Competencies having market face value or strategic value.

Stark, M.J, Luther W., Valvano S. (1996), studied a case on 230 employees of Jaguar

Cars who did not have customer centric approach as their top priority, which changed

to the opposite dramatically on implementation of competency based pay. The

employees carried polished attitude customer service and performance evaluation.

Jahja, H and Kleiner Brain (1997), concluded on effective use of competency based

pay in manufacturing and service sector, giving an absolute comparison between the

same.

Adam (1999) conducted a survey on competency based reward systems for

organizations and accomplished the following results: -

• 76% organizations used competency-based pay to design grading structure.

• 80 % organizations used competency based pay to govern and regulate

promotions

• 88 % organization used competencies based pay to determine pay hikes and

descends

• 56% organization used competencies based pay to bifurcate pay shares

Brown and Armstrong (1999) defined competency based pay and divide the practical

implication into two cadres mainly: -

a) Job focused process- Which makes uses of competencies wholly or partly to

evaluate as to evaluate the current job being performed.

b) People focused process- that links individual pay to level of competency

displayed

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Literature Review

In their research, they also defined competency based pay and competency related pay,

where in competency based pay was a more systematic approach as it catered to both

input and output of the job.

Homan (2000), in an Industrial Society survey conducted in 1998, found that a third of

employers had a Competency-based pay system or had plans to introduce one within

the following 12 months. He described competency-based pay as a means by which

‘pay and recognition are used to communicate vision and values to employees and to

reinforce desired behavior and performance.

Suff, P. (2001), confirms that most competency-based pay arrangements could equally

be described as contribution-related process. The holistic approach of competency

based pay eliminates problems like: -

o Difficulties in setting measurable performance targets for qualitative factors

o Difficulties in converting variable performance against a range of targets into a

single assessment rating

o Problems in taking into account factors outside of the individual’s control in

the achievement of targets

o Manipulation of the system by employees to ensure that they receive high

levels of performance pay

o Adverse impact on team work objectives.

The same research also suggested that the following benefits of implementing

competency based pay: -

o Lead to a focus on the totality of the job rather than just what is accomplished

Provide a framework for salary progression where promotion opportunities are

limited

o Provide a link between reward strategy and overall corporate objectives.

2.3.5 Competency Based Career and Succession Planning

Kemp L. (2000), recommended competency as fixing factor for human resource

development. The researcher highlighted that employee development which is

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Literature Review

competency based and serves as a planned response for overall productivity. The

concept can be grounded with career planning and succession planning.

Fitz-enz J (2001), solicited that competencies are precursors and requirements of next

level of preparedness, which can be bench strength or succession, indicating

competencies as key factor for succession planning. The most important competitive

advantage HR can offer is the ability to reliably select employees with competencies

that predict superior performance, and continually (re)skill, motivate, and reward them

to sustain performance at their highest level of competence.

Rooprai, Y K (2008), has highlighted business process focus and objectivity as main

benefits of applying competency based HR Systems. The research aimed at describing

the effects of competency mapping in career development of personnel. Competency

mapping will help the career coach to provide right direction to the individual for career

development.

Literature Review

Section 2 B

Study Relevant to HR and Competency Mapping In Pharmaceutical

Industry






2.7

Competency Mapping of Sales Professional, Sales Competency Models and

Frameworks

53

2.8 HR practices in Pharmaceutical Industry and related Studies In India 60


48

Literature Review

2.4 Competency Mapping in Pharmaceutical Industry.

Based on the literature insights the following studies have made an evident contribution

in the field of competency mapping with reference to pharmaceutical industry across

the globe. After meticulous investigation of the following research study, it added a

noticeable value to current study to derive results implicating competencies as an

indicator of performance.

Seong Kook Kim, Ji-Sook Hong {2005}, investigated competencies lead to

performance, with reference to salesperson in Korean Pharmaceutical Industry. The

research study advocated that the sales persons in Korean pharmaceutical industry must

have three central competency dimensions viz motives and traits, self-concepts,

knowledge and skill. They used Spencer and Spencer’s {1993} iceberg model which

suggested competencies for every dimension as per the table displayed below: -

Model Dimensions Competency

Sales Competency Model

Motive and Traits

Impact and Influencing

Achievement Orientation

Analytical thinking

Initiative and Persistence

Problem Solving

Self-Concepts

Flexibility

Self Confidence

Self-Control

Knowledge and Skill

Aligning Consumer/

Supplier Strategic

Objectives

Engaging in Self Appraisal

Continuous Learning

Table 2.1 – Sales Competency Model {Source - Spencer and Spencer’s {1993} Iceberg

Model, to show relationship between competencies and performance.}

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Literature Review

The research study was divided into grouped hypothesis the former dealt with each type

of competencies and later indicating moderating factors in relationship between

competencies and performance using leader member exchange theory.

Results and discussion were derived using data collected from 457 salespersons from 5

different Korean Pharmaceutical industries to support the research model. The study

suggested that two out of three dimensions viz motives and traits, and self-concepts had

positive affiliation to human performance, while knowledge and skill can be subjected

to training and development interventions to achieve better results. Also, the quality of

leader member exchange moderates the relationship between self-concepts and

performance, as well as between knowledge skill and performance.

Vazirani Nitin (2007), determined best HR practices, while surveying ten

pharmaceutical companies in India namely HR and Strategic plans, organization

climate, training and development, performance management system. According to the

research these were the best practices for motivation of employee.

Ruzicic and Danner (2007), reported in their study that sales model in the

pharmaceutical industry is undergoing major changes, and sales force effectiveness

replaces the traditional ‘size sells paradigm’. They conducted a quantitative approach

based on interactive survey and found that companies’ due to the changing trend are

being forced to optimize both their bottom and top line sales. There are no major silver

bullets left with the pharmaceutical companies to increase the sales force effectiveness.

The industry is preparing itself for implementing innovation sales model to gain

profitability.

Mulki .et. Al (2007) in their study has reported the relationship between lone wolf

tendencies and task and contextual performance, job satisfaction, and turnover

intentions with a sample of 331 pharmaceutical sale people. Results reveal that lone

wolf tendencies lead to a lower contextual performance as represented by the

dimensions of helping, courtesy, and sportsmanship. Task performance gets

subsequently reduced. Ultimately, turnover intentions are higher based on lower job

satisfaction of salespeople with lone wolf tendencies.

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Literature Review

Mukhopadhyay.R (2007) in his research has reported a proposition for effective

pharma selling. The study concentrates on effective pharmaceutical selling and its

implementation in the market. According to his findings, pharmaceutical selling has

gained immense momentum in the recent years leading to brand promotion through

personalized communication.

S.V. Sreedevi (2013), carried out research study with a view to measure the competency

and competency level of employees in each department of pharmaceutical industry in

Chennai. The study comprised of six behavioral traits namely adaptability, action

orientation, innovation, quality orientation, client focus and building trust. The data was

collected using convenient sampling method for 100 employees working in

pharmaceutical industry in Chennai. The data was analyzed using Chi Square Test,

which helped in identification of actual competencies and desired competencies giving

the potential gap of the performance and helping to frame a suitable model to rectify

the potential gap.

2.5 Pharmaceutical Industry and Contemporary Practices

Huselid (1995) has discovered that employee retention has become a major challenge

for HR executives all over the pharmaceuticals industry. Organizations embarking on

talent management need to review their current HR practices. The “war for talent‟ has

focused on acquiring and retaining the best.

Deng, Lev, & Narin (1997) and Rigby, Gruver, & James (2009) have emphasized

the importance of talent in the pharmaceutical sector. Scientific talent is vital for the

innovative potential of a pharmaceutical company and innovative talent is considered

especially valuable in turbulent times

Gilbert, Henske & Singh (2003), concluded that pharmaceutical industry has been

slow to reciprocate the industrial challenge as long development cycles tend to hide

costs and divorce answerability from action. This industry is relatively late adopter of

human resource activities and they believe in hiring from within, which deprives them

from outbound exposure.

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Literature Review

Gilbert et al (2003), concluded that as the compound losses patent protection, the

market becomes less favorable for investment, due to availability of generics.

Raidolska, Scott, & Oliver (2005), believed that pharmaceutical company must

closely work with government agencies to comply with promotion and development

regulations, to gain trust of the market.

Davidson & Greblov (2005),

increases with any innovation

related to a product.

researched that prices of pharmaceutical products

like good clinical practice, regulatory practice etc.

Steiner et al (2007), Shohet (2013), emphasized that because of many strategic

changes in the pharmaceutical sector, industry requires pool of talented people with

definite skill set that enable them to work in joint venture, create strategic alliance,

manage cross border communication and work across different cultures and divisions

Buxton (2010), Garavan (2012) identified that pharmaceutical industry is industry that

needs ardently needs a human resource function in this changing and regressing

environment.

Hunt et al (2011) stipulated that Increasing pressures from government and regulatory

agencies have forced companies to re-evaluate their product pipelines in terms of value

delivered (Hunt et al., 2011) and indications for future development. Also, companies

are forced to reduce the cost of drugs and in-corporate trendy restructuring. In contempt

of large mergers among big pharmaceutical companies, the industry is turning more

explode with highly specialized companies producing generics entering the markets.

Stirling (2011), pharmaceutical industry is facing reputation issues reflected in the

strong increase in legal settlements for violation of laws, such as promotion of drugs

outside its licensed area.

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Literature Review

2.6 Sales in Pharmaceutical Industry – With Perspective of HR Functions.

Orlitzky (2007) suggested that recruitment of high potentials employee is part of the

overall talent management system of the company and comprises those practices and

activities carried out by the organization with the purpose of identifying and attracting

potential employees based on suitable competencies.

McGuire (2007) in his report has given the neoteric development in hiring new sales

representatives. Newly hired pharmaceutical sales representatives can expect to receive

an average of 184 training hours during their first year on the job. A study from firm

Cutting Edge Research found that Self-study activities accounts for 19% of training

while field based training accounts for 17%. Companies included in the study were

Bayer, Connetics, Daiichi Sankyo, Wyeth, Pfizer, Forest Labs, Genzyme, Gilead

Sciences, Orientare, Solvay and UCB Pharma.

Shaw (2007) in their study proved that a minority of pharmaceutical sales

representatives show consistently higher sales than the rest of the field force. In a study,

the top representatives were found to be successful not just because of higher call rates

or superior product knowledge, but also do to customer centric approach. Their success

could be attributed to their belief, their flexibility and their interpersonal skills, language

and behavior, and technical skills. These factors can all be improved by appropriate

training of managers and representatives.

Malik & Naeem (2009), conducted a research on 350 sales professionals in Pakistan,

to understand the factors of motivation. They concluded that the three major factors for

motivation included fringe benefits, job security and promotional opportunities.

Sultana M.S, Dr Manivannan L, Dr. Pillai M.K (2010), conducted a study to

understand the training requirements of Pharmaceutical Sales Representative that can

augment them to meet the competitive drug market, and to withstand the competition.

The study approached imparting at divulging the current methods and goes on to

suggest the changes or improvements that need to be made to face the challenges. The

study was done on 410 Pharmaceutical sales Representatives from Erode district. The

study revealed that stress relief training and increasing the duration

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Literature Review

of the training were ranked at the first and second position as far as areas in training is

required.

2.7 Competency Mapping of Sales Professional and Sales Competency

Models/Frameworks: -

Ryan A.B & Weinberg C.B (1979) will investigating limited evidences concluded that

territory potential and geographical concentration has much more impact on sales

performance than measure of workload. They also concluded that territory allocation

and management has a significant impact on sales performance.

Barton A. Weitz (1981), discovered a new approach for research on effectiveness in

sales interactions is proposed. This approach was based on considering the moderating

effect of the salesperson's resources, the customer's buying task, and the customer-

salesperson relationship. A contingency framework is presented and research directions

related to the framework are suggested with reference to sales competencies and sales

behavior.

Dubinsky, A; & Ingram, T. (1983) described what personal characteristics and

performance dimensions are important in determining who is promoted to first-line

sales management positions? This research question concerns those who aspire to sales

management positions, as well as managers who are involved in the first-line sales

management process. Despite the significance of the topic, virtually no published

research has examined this issue. This paper reports the results of a nationwide survey

of senior-level sales executives that focused on criteria that are important in the

selection of first-line managers.

Churchill & et. al. (1985), in the seminal research paper performed Meta-analysis,

where in author gauged association between the performance and the determinants of

the performance. The author established six categories which were direct determinants

of sales performance defined as role perceptions, aptitude, skill level, motivation,

personal factors and organizational and environmental factors. Personal factor was

concluded as the most significant determinant for the sales performance.

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Literature Review

Babakus et al. (1996); Flaherty & Pappas (2004), mentioned in their research work,

Sales performance can also be defined in the form of increasing market share, reaching

planned sales volumes, increasing sales revenues and selling high profit margin

products.

Vinchur, A. J & et. Al (1998), researched using Schmidt Hunter Approach to meta-

analysis. The author had successfully established relationship between predictors or

criterion taxonomy with job performances of sales personnel. Predictors of the study

was divided into three groups viz the big five personality dimensions, big five sub

dimensions affiliations, potency, achievement, and dependability from Hough Model,

and other predictors like cognitive ability, mental ability, verbal ability, quantitative

ability, sales ability etc. The results of the meta-analysis were useful in increasing the

incremental validity of predictors’ batteries for the sales job.

Heiman et.al (1998), in their research investigated that sales funnel enables the

manager to evaluate the current sales situation and the sales strategy. They strongly

argued that this overall process of evaluation would enable a sales manager to detect

problems which are linked to competencies like sales skill, time and territory

management. They highlighted that time and territory management is the competency

which would help in increasing conversion ratio and evened the unbalanced

opportunities at each stage reflecting effective sales performance.

Del Vecchio, S. K. (1998), tested the proposals of Leader–Member Exchange by

examining the exchange of manager contributions (allowing the salesperson more

operating freedom or latitude) and those of the salesperson. Data were obtained from

surveys completed by 155 sales manager-salesperson dyads employed by

manufacturing firms. Results show that while the receipt of managerial latitude had a

direct effect on the salesperson's evaluation of the working relationship, the

salesperson's contributions also played a part. Managers allowed more latitude to

salespeople who are more competent and loyal. It is concluded that these exchanges

(latitude for competency and loyalty) and the quality of the salesperson– manager

relationship may be especially important when the sales task requires adaptive selling

behaviors.

55

Literature Review

William D. Perreault and Edmund Jerome McCarthy (1999) concluded that

consultative selling helps in better identification of individual customer needs before

closing the sales deal. It channelizes the customer to get customized solutions and helps

the sales person to easily drag the customer to close the sales deal.

Sanghi. S (2000), in her book depicted the competency model for sales associates,

explained tabular as under. The competency revolved around aspects of personality,

ability, knowledge and skill.

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Literature Review

Figure 2.2: - Competency Model for Sales Associate {Source: - Seema Sanghi –

The handbook of competency mapping – Understanding, Designing and implementing

competency models in Organizations, 22-24}

Gonul & et. al. (2001), through meritorious study, established a relationship between

the number for visit by a sales representative and the drugs prescribed by the physician.

The author highlighted the term promotional fatigue, if the number of visits of the sales

representative was more and the information relative to the drug was not detailed as per

the time consumed during the interaction. He concluded that too lengthy sales calls

without accurate detailing of the product would have a negative impact on the number

of time the physician would prescribe the concern drug.

Ulaga & Chacour, (2001); Walter, Ritter, & Gemünden, (2001), discussed Customer

value creation is interpreted by respondents as the ability to solve customer problems

by means of better knowledge and a broader perspective of the market, which allow

companies to make better decisions and innovate. Marketing–Sales integration emerges

as a company key capability contributing to the generation of customer value. These

findings broaden general definitions of customer value such as the customer's

perceptions of the benefits enjoyed versus costs incurred in buying products or, more

simply, what you get for what you pay.

Baldauf, A et al. (2002), tested the effects of moderators of sales persons' behavior

performance, sales person outcome performance and sales organization effectiveness.

They found that the self-perception of salespersons with respect to specific sales skills

and behavior was positively related to each of the variables like technical knowledge,

sales planning and adaptive selling.

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Literature Review

Injazz J. Chen and Karen Popovich (2003), being relationship oriented is becoming

of more interest by organizations, because these organizations can improve their

customer acquisition and retention plans. Thereby they create more loyal and satisfied

customers which results in better organizational results in the short term and long term.

Their research concludes relationship building as an essential competency for sales

professional for better performance.

Gerald L. Manning and Barry L. Reece (2007) described consultative selling skill as

probing competency for communication between sales professional and the consumers.

Lucian Creusa and Cristina Dima (2007) in their research essay explained the

concept of competency and how competency is linked to performance and one ‘s career

development. The authors also consider some models of competency mapping and

appraisal tools for performance management.

Verbeke & et. al. (2008), through his research tried to investigate how the combination

of general mental ability and specific skill and capabilities helps a sales person to

Achieve specific sales target. He depicted that when general mental ability combined

with social competence can help in deriving the outcomes in terms of sales target. The

author presented strong evidence implying that with high general mental ability and

high social competence the sales performance is also high. Inversely with high general

mental ability and low social competence, the sales performance is also low. The author

discovered that sales professional with high general mental ability with poor skill sets

can be the worst performers of the firm.

Dawn R. Deeter-Schmelz & et. al. (2008), emphasized on investigating traits and

performance characteristics of effective sales professionals. The author identified three

primary elements for effective discharge of duty, those being open communication,

listening skills and effective feedback that served as an antecedent to self-efficacy,

while elements like customer relationship development, representative job performance

and satisfaction with the sales process is an outcome variable. The study aimed to

investigate and validate key sets of construct and relationships with reference to sales

management effectiveness.

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Literature Review

Ghazaleh M.A & Mohammad H.G (2009) examined effects of selling strategies on

sales performance of the organization. The paper investigated how selling strategies

impact sales performance in the literature and subsequently statistical evidence was

presented for the same using case study method. The findings of this study distinctly

show that managers' perception of the adoption of strategies on the part of the selling

firm is associated with the adoption of some specific classes of behaviors (i.e. customer‐

oriented selling, adaptive selling, and relational strategy) which can contribute to the

creation of strong and long‐lasting positive relationships with customers. The study also

emphasizes on the role of developing effective selling strategies to improve sales

performance and one of the important competencies suiting this scenario was found to

be strategic sales planning.

Asiegbu, I.F. (2009), established that competence management activities like sales

force competence analysis, sales force competence development, and sales force

competence evaluation significantly affect performance measures viz sales growth,

sales volume, and profitability.

To model an outstanding sales performance, researchers performed content analysis of

the surveys from 1977-1983 and tabulated the sales trait and its occurring frequency as

mentioned below: -

Figure 2.3: - Sales competencies deserved by customers

{Source – Sanghi Seema, The handbook of competency mapping – Understanding,

Designing and implementing competency models in Organizations, 103 to 107}

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Literature Review

By referring the above model, Larry Craft (2014), analyzed the most successful sales

people in the insurance sector. By using personality profile questionnaire, he analyzed

competency of top rated sales performance which were emotional intensity,

intuitiveness and assertiveness. Top rated performers were given the tag of “High Ego

Drive”.

Basir, M.S. & et. al. (2010), in their study investigated four dimensions for sales

performance viz salesmanship skills, product and technical skills, interpersonal skill

and marketing skills. The result concluded that effective sales performance was not due

to good salesmanship skill, but was due to the presence of good product and technical

knowledge. Thus, product and technical knowledge had a significant impact on sales

performance.

Christopher H. Lovelock and Jochen Wirtz (2011) successfully investigated use of

consultative selling skill in providing better service management and technical solutions

to customer to deliver highest level of satisfaction for their problems.

Lynette Ryals and Javier Marcos (2012) researched a confirmed growing trend, that

sales person must possess commercial skills and capabilities in order to engage the

customer in business. They top rated competency in this class was business acumen

which illustrated that customers want sales persons to act as a business consultant and

demonstrate a funneled understanding of their own organizational context and provide

value added solutions to the problems catered. The study summarized clear implication

of use of commercial skill and capability of sales professionals on recruitment, training

and development and performance management process.

Sisakhati R., Association of Talent Development (2015), formerly known as ASTD, did

a comprehensive research and updated their World Class Sales Competency Model (2008)

to New world class sales competency model. The new model like the original one

represented Foundational competency for sales force that is unique to each role. The model

is a threefold competency framework comprising of: -

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Literature Review

a) Sales force: - Who are in direct connect with stakeholders

b) Sales Management and Leadership: - Who are responsible for strategic

planning and thinking

c) Sales Enablement: - Who equips the sales force with necessary tools to

achieve business results.

The model included evolving sales practice and emerging trends like new account

acquisition, account development and retention, partner sales support, sales team

management, sales talent development. The model provided with end to end sales talent

management efforts like coaching, talent development solutions, impact assessment,

career planning and development and talent acquisition.

2.8 HR practices in Pharmaceutical Industry and related studies in India.

Vazirani Nitin (2007), in his working paper series surveyed top 10 pharmaceutical

companies, to identify HR best practices and are in practical use. 70% of the evaluation

was on quantifiable terms while 30% was for competencies like integrity, leadership,

creativity etc. The overall research focused on focuses on the development of action

plans {Human Resource plan} with respect to strategic role played by the HR in

Planning for the resources, how appraisals are linked with career development, reward

and recognition which ultimately shows the level of trust and communication in the

employees.

Bagul, D.B (2008), conducted research “The study of human resource

development practices performed in pharmaceutical industries in and around

Pune “affiliated to university of Pune, surveyed 12 pharmaceutical companies, 7 direct

manufacturers, 2 third party manufacturer and 3 loan licensed manufacturer to

understand the structure of human resource processes. The survey consisted of 38

statements relevant with sub functions of HR like manpower planning, recruitment and

selection, placement and induction training, human resource information system,

performance appraisal, job and career development training. The researcher discovered

that proper function of this HR sub systems in highly analogous to productivity of the

organization.

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Literature Review

Dewan, A. (2010), conducted research “Performance Management of sales personnel

in the pharmaceutical industry” affiliated to Maharshi Dayanand University, surveyed

90 employees of 3 major pharmaceutical companies viz Ranbaxy Ltd, Glaxo Smith

Kline ltd and Cipla Ltd, to measure the satisfaction of performance management system

within the employees.

Goyal, R. (2012), conducted research “A study of human resource practices and

their impact on employee’s job satisfaction and organizational commitment in

selected pharmaceuticals” affiliated to Suresh Gyan Vihar University, contemplated

6 pharmaceutical companies around Jaipur with a sample size of 184, to capsulized

factors like procurement and development, employee benefits and schemes, promotions

and transfers and exit policies. It measured the impact of HR processes on job

satisfaction and organizational commitment.

Dave, P. (2012), conducted research “Talent management and retention strategies

with special reference to pharmaceutical industry” affiliated to Suresh Gyan Vihar

University, field surveyed 200 employees out of which 25 employees serving at top

management level, 50 serving at middle management level and 125 serving at grass root

level to study and identify potential talent management and retention strategies for

pharmaceutical industry in state of Rajasthan. The researcher studied employer and

employee involvement for talent management and retention process and its impact in

organizational effectiveness.

Shah, C. (2016), conducted research “Competency Mapping and its impact on

Organization Effectiveness with special reference to sales staff of Pharmaceutical

industry of Ahmedabad region” affiliated to Gujarat Technological University, studied

8 competency groups and 6 factors of organizational effectiveness for sales professional

in pharmaceutical industry of Ahmedabad city. The study depicted the evidence of co-

relation between competencies and organizational effectiveness. The research was

carried out surveying 76 statement questionnaires to 350 respondents accurately

analyzing the current level of competency, desired level of competency and the

competency gap. The study concluded that a competency of sales staff has a significant

impact on organizational effectiveness.

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Literature Review

2. S Summary of Chapter: -

The chapter exhibited detail orientation of literature regarding competency, competency

mapping, competency based human resource management systems and subsystems and

Human Resource trends in pharmaceutical industry. The chapter also enlightened sales

competency frameworks and models prevalent in different industry in India and abroad.

A holistic view of literature review was done, along all verticals, spanned in different

years arranged chronologically, to get idea of development of related concepts

overtime. Comprehensive studies were done referring national and international

journals, books, reports and surveys, registered thesis and dissertations, working papers

and related articles to evolve the research gap and establish scientific base for the

current research study.

CHAPTER – 3

RESEARCH METHODOLOGY

AND MODEL

Research Methodology and Model

CHAPTER – 3

RESEARCH METHODOLOGY AND MODEL

3 Research Methodology and Model 63-107

3.P Prelude 63


3.1 Research Gap 64








3.7.2 Sample Population and Sample Size 70









3.12 Data Collection Tool – Questionnaire 78

















3.17.1 MANOVA 105




3. P Prelude: -

This chapter includes three sections

SECTION 3A - Research Design

The section refers to the overall strategy that is chosen to integrate the different components of

the study in a coherent and logical way, thereby; ensuring ways effectively to address the

research problem. The section is a blueprint of role and scheme of the current study which

includes all elements of conceptual research design.

SECTION 3B - Pilot Study

This section consists of preliminary study conducted to evaluate feasibility, time and affect size

(statistical variability) to predict an appropriate sample size and improve upon the study design

prior to performance of a research study to be conducted.

SECTION 3C - Hypothesis formulation and statistical tool

This section consists of hypothesis formulation after considerate study of the population put to

test. It describes formulation of null hypothesis and alternate hypothesis along with defined sub

hypothesis according to the research design. The section also gives a brief introduction

statistical tool to analyze the data.

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Section 3 A

Research Design


3.1 Research Gap 64








3.7.2 Sample Population and Size 70



3.1 Research Gap: -

After meritorious and exhaustive literature review, it is very well implicit that

competency mapping, competency modeling and competency based human resource

systems have attracted attention of many researchers. Also, different competency for

sales professionals in different sectors, in different geographical vicinity is well defined.

It is evident that competency mapping in Indian context are also practiced by many

organization. However, the literature review so far strongly suggests that there is an

adequate need of sound and scientific research in measuring the impact of this

competency on Human Resource Management and the sub process of human resources

like recruitment and selection, Training and development, performance management,

compensation management, career planning, succession management and so on.

Although Indian companies have adapted this concept, its practical implication is not

apparently visible and it’s not effectively elucidated, which states that there is a critical

need to dissert the same. The diagrammatic representation of research gap is as under:

-

Figure 3.1: - Research Gap Model for Current Study

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Competency Competency

Framework

Competency

Model

Competency

Based HR

Systems

Recruitment and Selection

Training and Development

Performance Management

Compensation Management

Career and Succession Planning

Practical

Application

Competency Based Management, Culture and Organization

Research Gap

65


Since competency mapping and competency based human resource systems are

germane issues, and pharmaceutical industry being the most prominent Industry,

focused efforts must be made to measure and evaluate the impact of sales person

competency with the human resource process of the organization. Conducting the

current study, with reference to pharmaceutical industry in Indian context will address

the research gap and will provide a suitable sales competency model.

3.2 Rationale of the Study and Problem Statement: -

The title of the research undertaken is “The study of development of Competency based

Human Resource Systems for sales function in pharma sector”. Researchers are

continuing in the said field in different dimensions, exploring how people and

organizations function and how to get them function better, the major thrust given by

Competency based human resource systems. Consulting Practitioners conduct several

exercises to extract and mention competencies related to a given job and provide

suggestion to implement as a part of their job. The current research is an attempt of

understanding how the role holder and the process holder have the ability to use this

competency when they are conducting human resource functions like recruitment and

selection, training and development, performance management, compensation

management, career planning and succession planning. The state of art of research

outlines significant association of sales competencies on Human resource systems for

pharmaceutical organization in Gujarat, Western India.

3.3 Purpose of the Research Study: -

Human capital serves as most important asset of any organization that delivers products

and services with quality. Competent and motivated employees can ensure eminent

services, make best utilization of the resources, saves cost, execute accurate task on

time and as per benchmarked standards, conduct themselves in a safe way and

contribute both to the efficiency and effectiveness of the company. One of the basic and

ever-changing roles to contribute to profitability of organization is the sales function.

In today’s talent for war the purpose of Competency Based Human Resource

Management system for sales outlined for current research is: -

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a) To ensure that competent people (with appropriate knowledge, skill and

attitude) are available to man various job, with regards to given sales role.

b) Continuous efforts are made to assess the competence and contributions of the

employees with reference to sales function in and outside the organization.

c) Employee competencies are developed continuously through the training

needs identified from corporate vision and mission.

d) Detailed record of human competencies enables for better functioning of Human

Resource Management systems, and can be used for ready reference as and

when required.

To achieve the above objectives, clear competencies and sub competencies affiliated to

the job description, key result area [KRA] and key performance indicators [KPI] must

be enlisted to perform the task, forms the basis of the research study. A good

competency based human resource management system should have the following

characteristics: -

a) It is based on scientifically outlined job description i.e. roles and

responsibilities and competencies required to perform the job.

b) It provides basic of recruitment, training and development, performance

management, compensation management, career development and succession

planning.

c) It enables CompGen to improve the quality and ensure total quality of its

products through competency based human capital and through inculcating right

attitude and skill in them.

d) It ensures continuous improvements, and cost-effective services on time and

to give at most satisfaction to the clients.

The competency based human resource management system recommended in this study

intends to provide a systematic approach to hiring, training and developing,

performance management systems, compensation management and many other sub

function of the organization, so as to ensure a good match of organizational profitability

and employee competencies, and ensure scientific and systematic development of

business related processes and interventions.

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The current research study helps develop Competency based human resource system

that enables in identification, development, retention and appreciation of the best talent

present. This attempt to address one of the biggest challenges identified in today’s

gestating pharma market is attrition of sales professional because of the dynamism,

advance production and penetration of generic and branded drugs.

3.4 Scope of Research Study: -

The intent of the research study is to identify competencies and tasks related to effective

selling of a drug. Hence the scope of research study is limited to sales professional

working in pharmaceutical industry in Gujarat region. The research makes an effort to

divide all tasks in the competency’s and measures its impact on human resource

management process for sales staff in the pharmaceutical sector. The study is carried

out considering the market penetration of generic and branded medicines of

pharmaceutical companies in Gujarat. The study focuses on major competency driver

affecting the performance of HR i.e. Recruitment and selection, training and

development, performance management, compensation management, career and

succession planning. It covers major 10 pharmaceutical companies in Gujarat having

atleast 15 years of operations, more than 5000 employee strength serving across

Gujarat. The sales division of psychiatry, gynecology, cardiovascular health, ocular

health, ENT, neurology, allergy and dermatology, orthopedics, CNS, oncology and

respiratory and general medicines were used for research purpose.

3.5 Significance of the research study: -

Human Resource professional mastering the competencies for any given position will

help themselves as key participants in shaping the organization to deliver the

productivity gains, increased retention and improved performance organizations need.

Competency based human resource management effectively translates strategic vision

into behaviors that deliver desired business goals. Human resource professionals who

have knowledge of competency can tackle critical organizational challenges.

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

competency based HRM practices for sales professionals in pharmaceutical industry:

-

a) To clarify the criteria for measuring the sales person’s performance within

the organization and the industry.

b) Help focus on personality, skills and behavior and to identify whether they

are in alignment with organizational goals.

c) Help define a process for talent acquisition in a way that organizations can hire

the best talent at all hierarchical level and recruitment process would be cost

efficient, less time consuming and will ensure that right people are placed at

the right positions.

d) Key performance area can be improved through necessary training and

development programs

e) To define individual development plans; where in a person can prepare

himself thoroughly for a given set of responsibilities.

f) Non-competent area can be addressed specially to define scope of

improvement.

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

competency a weight

h) Reward systems can be linked with competency, to achieve maximum

profitability.

i) Job incumbent can prepare himself with next set of responsibilities, keeping

in mind self-competency.

3.6 Research Objectives: -

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

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

professional with reference to pharmaceutical industry.

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

holder i.e. sales professional and processes conducted by Human Resource

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Management in the organization by the process holder i.e. HR professional,

with reference to pharmaceutical industry.

c) To measure the significant impact of the competency on every sub function

human resource management systems in pharmaceutical organizations with

reference to sales function.

i. To understand the ability of pharmaceutical organizations of utilizing

competency while recruitment and selection of sales professional.

ii. To understand the ability of pharmaceutical organizations of utilizing

competency while conducting training and development of sales professional.

iii. To understand the ability of pharmaceutical organizations of utilizing

competency while conducting performance appraisal of sales professional.

iv. To understand the ability of pharmaceutical organizations of utilizing

competency while defining the compensation of sales professional.

v. To understand the ability of pharmaceutical organizations of utilizing

competency while career planning and succession management of sales

professional.

3.7 Research Design: -

The research design serves as a blue print for any research to be conducted in a scientific

and systematic manner. The research design is the overall strategy that is being chosen

to co-relate different components under study to address the research problem in

coherent and logical way.

3.7.1 Type of Research: -

The current study is a specimen of Descriptive research since it involves mapping of

competency of sales professional and measuring its impact on human resource

management system in pharmaceutical industry. The study aims in establishing the

relationship between competency and HRD systems of pharmaceutical organization.

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3.7.2 Sample Population and Sample Size: -

Population in a research study or statistic includes all members of a defined group that

are used for research study or collecting data that infers results. Researcher uses a

sample which refers to a subset or portion of the population that is representative of the

population from which it was selected.

For the current research study, the population would include all sales professionals and

human resource professional of pharmaceutical industry based in Gujarat. Since the

population size is unknown, the following formula can be used for computing the

sample size: -

Where,

z = standard normal deviation set at 95% confidence level (1.96)

p = percentage picking a choice or response (50% = 0.5)

c = confidence interval (0.05 = ±5)

n = Sample Size = 384.76 = 385 (Rounded whole number, because a fraction of a

person or a thing cannot be sampled).

Thus, 385 employees of pharmaceutical industry (sales and Human resource

department), where used for the research study.

A total of 385 employees working in sales (281) and HR department (104) of the

following pharmaceutical company were sampled for the current research study: -

1) Sun Pharmaceutical Industries Ltd, Vadodara, Gujarat - 1983

2) Alembic Pharmaceutical Ltd, Vadodara, Gujarat- 1907

3) Troikaa Pharmaceuticals Ltd, Ahmedabad, Gujarat-1983

n = Z2 * (p) * (1-p)

c2

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4) Dishman Pharmaceuticals and Chemicals Pvt Ltd, Ahmedabad, Gujarat-1983

5) Lincoln Pharmaceutical Ltd, Ahmedabad, Gujarat-1979

6) Intas Pharmaceutical Ltd, Ahmedabad, Gujarat-2000

7) Cadila Pharmaceutical Ltd, Ahmedabad, Gujarat-1952

8) Torrent Pharmaceutical Ltd, Ahmedabad, Gujarat-1959

9) Claris Life Science Ltd, Ahmedabad, Gujarat-1994

10) Mark Bioscience Ltd / Amanta Healthcare, Ahmedabad, Gujarat-1998

3.7.3 Sampling Method: -

In the current research, combination of sampling technique viz convenience sampling

and snowball sampling technique. Convenient sampling is specific type of non-

probability sampling that relies on data collection from population member that are

conveniently available to participate in the research study. This method helps to find

rich qualitative data and is a good representation of the population. Snowball sampling

is also a non-probability sampling that is used to identify potential respondent from

current respondents. It doesn’t have any probability involved and can be used when

respondents are hard to locate. In the current study, it was specifically used for extract

data from respondents who were positioned at a senior level in sales and human resource

profile in the pharmaceutical industry.


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Section 3 B

Pilot Study








3.12 Data Collection Tool - Questionnaire 78









72

3.8 Background of Pilot Study

The pilot study is a maiden step for any research, conducted on a smaller scale in order

to evaluate its feasibility and statistical variability in attempt to visualize the performance

of research study to be conducted. It’s a scientific method to test the design of full

research.

A pilot study was conducted using 50 respondents to measure the validity and reliability

of the questionnaire and to eliminate unwanted statements and parameters in the

questionnaire during actual research study.

3.9 Objectives of Pilot study

The primary objective of pilot study is: -

a) To identify the awareness of different competency those withheld by a job

incumbent in sales profession with reference to pharmaceutical industry.

b) To enlist the competency that is aligned with the sales job description in

pharmaceutical industry

c) To exercise rating of competency for salesperson and measure its impact on

human resource management process followed by the pharmaceutical company.

d) To test for validity and reliability of the data collection instrument for actual

research study.

3.10 Consideration in Pilot Study research design

In the current study, a pilot test was conducted using a questionnaire consisting of eight

competency s extracted from the literature insight on a Likert scale ranging from 1 to 5,

5 being the most appropriate and 1 being the least appropriate. The questionnaire was

administered to and data was collected from fifty sales professionals {inclusive of sales

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

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

zonal sales manager etc.} and HR professionals.

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73


working with pharmaceutical company based in Gujarat, at all levels of hierarchy. The

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

validity of each competency was calculated by deriving Content Index (I-CVI and S-

CVI) as well as confidence interval test.

3.11 Research Variable

Research variable is anything that has a quantity or quality that varies. Researchers

manipulate one variable to see what happens to other variable since the researcher is

interested to measure changes.

3.11.1 Dependent Variable

The variable in which researcher is interested to measure changes. It is often denoted

by X, and its value depends on the other variable. It is what you measure in an

experiment and what is affected during the experiment. In the current research, it is

aimed at measuring competency specifically catered to sales function in pharmaceutical

industry. The eight-dependent variable are tabulated as under: -

D.V Competency Extracted from Literature Review

X1 = A Business Acumen Lynette J.Ryals and Javier Marcos (2012)

X2 = B

Consultative Selling Skills

Gerald L. Manning & Barry L. Reece (2007)

Christopher H. Lovelock & Jochen Wirtz (2011)

William D. Perreault&Edmund Jerome

McCarthy (1999)

X3 = C

Customer Value Creation

Ulaga, W & Chacour, S (2001)

Walter. A; Ritter. T& Gemunden, H. G Walter

(2001)

X4 = D

Product and Technical

Knowledge

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

Baldauf A; Cravens D.W & Piercy N.F (2001)

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

X5 = E Relationship Building Injazz J. Chen & Karen Popovich (2003)

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

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

X8 = H Time and Territory

Management

Heiman et.al (1998)

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

Table 3.1: - Competency extracted from literature Review

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3.11.2 Independent Variable

The variable believed to affect the dependent variable. This is the focused variable that

a researcher can manipulate to show impact assessment of dependent variable. It is often

denoted by Y and its variation does not depend on that of another. It is the variable that

can be changed or controlled in scientific experiment. In the current research study, we

are testing competency based Human Resource Management System. The five-

independent variable are tabulated as under: -

I.V Competency Based Human Resource

System

Extracted from Literature Review

Y1 Competency Based Recruitment and

Selection / Talent Acquisition

Anna Carroll &Judith McCrackin (1998)

Mullins S.H. (2010)

Y2 Competency Based Training and

Development

Harris R. &Hobart B. (1995)

Saur, Damodar & Dan, Abhik (2001)

Fletcher, S (1997)

Y3 Competency Based Performance

Management System

Suri G.& Vohra N. (2003)

Dhananjay, G (2005)

Y4

Competency Based Compensation

Management

Cofsky, Kathryn M (1993)

Tucker, S.A (1994)

Adam (1999)

Suff, P. (2001)

Y5 Competency Based Career and

Succession Planning

Kemp L. (2000)

Rooprai, Y.K (2008)

Table 3.2: - Competency Based HR System extracted from literature Review

Profile of Dependent Variable

Following to the conclusion of research gap and the research variable outlined from

extensive literature review, eight competencies were identified for the present study.

The eight competencies where defined and classified into various task after

interviewing and brain storming several sales professionals, human resource

professional, subject matter experts and human resource consultants.

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a) Business Acumen – Business Acumen is being business savvy, keenness and

speed in understanding various business situations inclusive risks and

opportunities, in a way that leads to productive outcome.

Competency A Sub tasks

Business Acumen

A1 Understands general business management

A2 Demonstrates fair competitive practices

A3 Demonstrates Ethical Behavior

A4 Understands and uses channel contracts

A5 Understands government legislations and governing bodies

A6 Understands competitor selling strategy

A7 Comply with corporate policies

A8 Follows industry standards

A9 Understands the Selling channel

Table 3.3 – Sub tasks for Business Acumen Competency

b) Consultative selling skills – Consultative selling skill is a selling technique in

which the salesperson serves as a consultant, initiates a process which helps

assist the consumer to decide on the need of buying the product, discuss a

dialogue to identify the consumer problems and give potential solutions for the

problem addressed.

Competency B Sub tasks

Consultative selling

skills

B1 Evaluates prospects for potential customers

B2 Plans for the initial content of sales call

B3 Contact the prospects and need analysis

B4 Plan the sales call B5 Open the sales call

B6 Presents solutions/options

B7 Address Objections

B8 Uses the sales tool

B9 Provokes potential business

B10 Follow up the sales prospects

Table 3.4 – Sub tasks for Consultative Selling skills Competency

c) Customer Value Creation- Customer value creation is bridging the gap

between the desired value and perceived value of the product, where in desired value is

what customer thinks of a product and perceived value is what is delivered as a product.

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Competency C Sub Tasks


C1 Manage the knowledge of the market

C2 Create value for every sales opportunity

C3 Communicate the value proposition

C4 Leverage organization’s customer value chain

C5 Creates and manage a customer value plan

C6 Measures the value realized

Table 3.5 – Sub tasks for Customer Value Creation Competency

d) Product and Technical Knowledge- Product and technical knowledge refer to

understanding the features and composition of the product and to present their benefits

and risk accurately and persuasively.

Competency D Sub Tasks

Product and technical

knowledge

D1 Acquire up to date product and service Knowledge

D2 Acquire up to date technical knowledge

Table 3.6 – Sub tasks for Product and Technical Competency

e) Relationship Building – Relationship building is reciprocal affiliation and

connection between individual, groups of individual or entities to build understanding

for sales of product and service.

Competency E Sub Tasks

Relationship Building

E1 Create a customer care process

E2 Develop account management

E3 Collaborate with customers to create

service standards and networks

E4 Supports customer initiatives

E5 Educates the customer for latest trends

E6 Appreciates the customer for closed deal

Table 3.7– Sub tasks for Relationship Building Competency

f) Self-Development- Self-development is an ability to enhance person’s

characteristics and skills gradually through a given arena of job.

Competency F Sub tasks

Self-Development

F1 Creates Professional vision/mission

F2 Manage the attitude

F3 Practice self-discipline

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F4 Manage career and professional

development

F5 Manage Stress

F6 Focus on knowledge management

Table 3.8– Sub tasks for Self-Development Competency

g) Strategic Sales Planning – Strategic sales planning is to formulate plan to

acquire new channels of business and to retain the old channel in order to enhance the

sales of the product.

Competency G Sub tasks

Strategic sales planning

G1 Analyze and segment the market

G2 Research about competition

G3 Analyze individual region and customers

G4 Analyze self and competitor product and

services

G5 Negotiates sales targets

G6 Creates and plans sales strategies

G7 Set Objectives to achieve sales targets

Table 3.9– Sub tasks for Strategic sales planning Competency

h) Time and Territory Management- Time and territory management is getting

the most out of your sales day by planning the most efficient use of scarce resources in

an allotted geographical region.

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Competency H Sub tasks

Time and territory

Management

H1 Priority time management

H2 Forecast sales result

H3 Analyze Customer segments

H4 manage the sales funnel

H5 Manage the sales activities in given

Deadlines

Table 3.10 – Sub tasks for Time and territory management Competency

The above 8 competencies are distributed into related task and task are converted to

statements in the questionnaire for each sub function of Human resource systems

namely recruitment and selection, training and development, performance management

systems, compensation systems, career and succession planning.

3.12 Data collection tool - Questionnaire

Questionnaire was adopted as the data collection tool which consisted for series of 51

tasks performed by sales professional in pharmaceutical sector. These 51 tasks where

clubbed to form 8 competencies and its association was measured for 5 different sub

functions of human resource management systems using Likert scale, rating from 1 to

5, 5 being the most associated competency and 1 being the least associated competency.

Different stages of the designing of the questionnaire are as under.

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2. Defining variables – dependent

variables, independent variables

of the research study

1. Generating competency

and task assignment of each

2. Data collection Instrument

– Questionnaire ready for

research Study

1. Reliability test

[Cronbach’s Alpha]

Figure 3.2: - Designing of Questionnaire

1. Target Audience

population and sample

2. Purpose, objectives, research questions

and

predefined hypothesis

3. Interview with

subject matter

experts

1. Face Validation 2. Content Validation

Feasibility,

Layout style, word

clarity

3. Confidence

interval Test I CVI S CVI

2. Questionnaire sectioning

and formatting

1. Use of appropriate scale to

measure the impact

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3.13 Validity of Data Collection Instrument

Validity of Questionnaire: -

Validity is the ability of an instrument to measure what it is intended to measure. Smith

B & et. al. (1991) defined validity of a research instrument as “The degree to which the

researcher has measured what he has set out to measure. Validation of the questionnaire

is done mainly to answer the following questions: -

a) Is the research investigation providing answer to the research questions for

which it was undertaken?

b) If so, is it providing these answers using appropriate methods and process?

To scientifically measure the validity of the tool, it becomes essential to measure the

face validity, content validity and construct validity.

3.13.1 Face Validity

Face validity of the questionnaire was conducted to improvise and enhance parameters

like readability, feasibility, layout style and clarity of the wordings by subject matter

experts. The questionnaire was then amended for common errors like double barreled,

confusing and leading questions.

3.13.2 Content Validity

Content validity has been defined as follows: -

1. Wynd, Schmidt, & Schaefer (2003) ‘‘the extent to which an instrument

adequately. Samples the research domain of interest when attempting to

measure phenomena’’

2. Polit & Beck (2004) ‘‘the degree to which an instrument has an appropriate

sample of items for the construct being measured’’.

3. Waltz, Strickland, & Lenz (2005) ‘‘whether or not the items sampled for

inclusion on the tool adequately represent the domain of content addressed by

the instrument”.

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For any new scale developed it is requisite to provide authentication that the items

included in the instrument and the scale used in the instrument for evaluation of the

items on it are content valid. Content validity can be represented as content validity

index (CVI). Lynn (1986) advocated that to have good validation of the questionnaire,

researchers must compute 1. Content Validity Index for Individual items (I-CVI) and

2. Content Validity Index for Scale (S-CVI)

3.13.2.1 I-CVI (Item – Content Validity Index)

I-CVI was conducted using a 4-point ordinal scale (1- not relevant, 2 – somewhat

relevant, 3- quite relevant, 4 – highly relevant) as stated by Davis L.L (1992). I-CVI

was calculated using percentage of number of experts rating the individual item as 3 or

4 on total number of experts involved in rating. The calculation for I-CVI is as per

Annexure II. The items having, I-CVI as 0.80 were considered in the questionnaire as

described by Waltz and Bausell (1981).

3.13.2.2 S-CVI (Scale – Content Validity Index)

S-CVI {Content validity index for scale} is based on ratings of ten experts on the ordinal

scale, same as I-CVI. The ratings 3 and 4 in the ordinal scale were taken into

consideration and 1 and 2 where indicative of disagreement. All the items in the

questionnaire were subjected to all ten experts and the agreement was calculated

Annexure III. The Average of S-CVI is calculated as under.

S-CVI/Ave = {S-CVI/Ave}A+ {S-CVI/Ave}B +{S-CVI/Ave}C+{S-CVI/Ave}D+

{S-CVI/Ave}E+{S-CVI/Ave}F+{S-CVI/Ave}G+{S-CVI/Ave}H

8

= 0.8889 + 0.87 + 0.8333 + 1.00 + 0.9166 + 0.9333 + 0.8857 + 0.90

8

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S-CVI/Ave is 0.9034, which states that the scale used in development of instrument

is acceptable, Waltz C.F (2005).

3.13.3 Confidence Interval Test

Confidence Interval Test was conducted to check the construct validity of

questionnaire. In the present research, parameters/tasks of every competency and

competency are extracted from literature review along with interviewing experts within

the industry Thus, it was imperative to check the validity of the research instrument.

The selection of a confidence level for an interval determines the probability that the

confidence interval produced will contain the true parameter/task value. To, measure

with how much confidence respondents opted for each task of the competency in the

questionnaire, is calculated statistically using confidence interval test. The analysis and

interpretation of confidence interval test is as under: -

Competency Mean Y N P Q S. E Max Min Interpretation

A BUSINESS ACUMEN

A1

4.24

41

9

0.82

0.18

0.0077

0.81

0.85

It can be interpreted

that @95%

confidence level the

percentage of

respondents stating

that task A1 is in

alignment with

CHRM is 0.81 to 0.85

A2

4.24

45

5

0.90

0.1

0.0060

0.88

0.92

It can be interpreted that @95%


percentage of

respondents stating

that task A2 is in

alignment with


A3

4.24

46

4

0.92

0.08

0.0054

0.90

0.95


that @95%


percentage of

respondents stating

that task A3 is in

alignment with


83


A4

4.24

46

4

0.92

0.08

0.0054

0.90

0.94


that @95%


percentage of

respondents stating

that task A4 is in

alignment with


A5

4.24

43

7

0.86

0.14

0.0069

0.84

0.90



percentage of

respondents stating

that task A5 is in

alignment with


A6

4.22

37

13

0.74

0.26

0.0088

0.72

0.82


that @95%


percentage of

respondents stating

that task A6 is in

alignment with


A7

4.22

45

5

0.90

0.1

0.0060

0.88

0.96


that @95%


percentage of

respondents stating

that task A7 is in

alignment with


A8

4.24

46

4

0.92

0.08

0.0054

0.90

0.95


that @95%


percentage of

respondents stating

that task A8 is in

alignment with


A9

4.14

42

8

0.84

0.16

0.0073

0.82

0.96



percentage of

respondents stating

that task A9 is in

alignment with


84


B CONSULTATIVE SELLING SKILLS

B1

4.24

41

9

0.82

0.18

0.0077

0.80

0.94


that @95%


percentage of

respondents stating

that task B1 is in

alignment with


B2

4.3

48

2

0.96

0.04

0.0039

0.92

0.98



percentage of

respondents stating

that task B2 is in

alignment with


B3

4.2

48

2

0.96

0.04

0.0039

0.92

0.98



percentage of

respondents stating

that task B3 is in

alignment with


B4

4.34

47

3

0.94

0.06

0.0047

0.90

0.98



percentage of

respondents stating

that task B4 is in

alignment with


B5

4.22

39

11

0.78

0.22

0.0083

0.76

0.88


that @95%


percentage of

respondents stating

that task B5 is in

alignment with


B6

4.14

40

10

0.80

0.2

0.0080

0.78

0.86


that @95%


percentage of

respondents stating

that task B6 is in

alignment with


85


B7

4.24

41

9

0.82

0.18

0.0077

0.80

0.86


that @95%


percentage of

respondents stating

that task B7 is in

alignment with


B8

4.16

42

8

0.84

0.16

0.0073

0.82

0.90



percentage of

respondents stating

that task B8 is in

alignment with


B9

4.26

44

6

0.88

0.12

0.0065

0.84

0.98


that @95%


percentage of

respondents stating

that task B9 is in

alignment with


B10

4.32

44

6

0.88

0.12

0.0065

0.82

0.98


that @95%


percentage of

respondents stating

that task B10 is in

alignment with


C CUSTOMER VALUE CREATION

C1

4.22

43

7

0.86

0.14

0.0069

0.81

0.97



percentage of

respondents stating

that task C1 is in

alignment with


C2

4.34

43

7

0.86

0.14

0.0069

0.83

0.90


that @95%


percentage of

respondents stating

that task C2 is in

alignment with


86


C3

4.26

42

8

0.84

0.16

0.0073

0.81

0.87


that @95%


percentage of

respondents stating

that task C3 is in

alignment with


C4

4.16

42

8

0.84

0.16

0.0073

0.79

0.95



percentage of

respondents stating

that task C4 is in

alignment with


C5

4.26

43

7

0.86

0.14

0.0069

0.82

0.91


that @95%


percentage of

respondents stating

that task C5 is in

alignment with


C6

4.12

44

6

0.88

0.12

0.0065

0.85

0.95


that @95%


percentage of

respondents stating

that task C6 is in

alignment with


D PRODUCT AND TECHNICAL KNOWLEDGE

D1

4.14

45

5

0.90

0.1

0.0060

0.87

0.91



percentage of

respondents stating

that task D1 is in

alignment with


D2

4.22

41

9

0.82

0.18

0.0077

0.79

0.89


that @95%


percentage of

respondents stating

that task D2 is in

alignment with


87


E RELATIONSHIP BUILDING

E1

4.18

47

3

0.94

0.06

0.0047

0.90

0.96


that @95%


percentage of

respondents stating

that task E1 is in

alignment with


E2

4.18

46

4

0.92

0.08

0.0054

0.88

0.96



percentage of

respondents stating

that task E2 is in

alignment with


E3

4.12

42

8

0.84

0.16

0.0073

0.80

0.95



percentage of

respondents stating

that task E3 is in

alignment with


E4

4.12

49

1

0.98

0.02

0.0028

0.96

0.99



percentage of

respondents stating

that task E4 is in

alignment with


E5

4.14

49

1

0.98

0.02

0.0028

0.94

0.99


that @95%


percentage of

respondents stating

that task A1 is in

alignment with


E6

4.06

38

12

0.76

0.24

0.0085

0.74

0.82


that @95%


percentage of

respondents stating

that task E5 is in

alignment with


88


F SELF DEVELOPMENT

F1

4.28

39

11

0.78

0.22

0.0083

0.73

0.85


that @95%


percentage of

respondents stating

that task F1 is in

alignment with


F2

4.14

39

11

0.78

0.22

0.0083

0.73

0.84



percentage of

respondents stating

that task F2 is in

alignment with


F3

4.04

42

8

0.84

0.16

0.0073

0.80

0.88



percentage of

respondents stating

that task F3 is in

alignment with


F4

4.18

48

2

0.96

0.04

0.0039

0.93

0.99



percentage of

respondents stating

that task F4 is in

alignment with


F5

4.14

45

5

0.90

0.1

0.0060

0.87

0.94


that @95%


percentage of

respondents stating

that task F5 is in

alignment with


F6

4.06

44

6

0.88

0.12

0.0065

0.86

0.94


that @95%


percentage of

respondents stating

that task F6 is in

alignment with


89


G STRATERGIC SALES PLANNING

G1

4.28

47

3

0.94

0.06

0.0047

0.90

0.97


that @95%


percentage of

respondents stating

that task G1 is in

alignment with


G2

4.04

47

3

0.94

0.06

0.0047

0.91

0.99



percentage of

respondents stating

that task G2 is in

alignment with


G3

4.16

46

4

0.92

0.08

0.0054

0.90

0.97



percentage of

respondents stating

that task G3 is in

alignment with


G4

4.3

45

5

0.90

0.1

0.0060

0.87

0.95



percentage of

respondents stating

that task G4 is in

alignment with


G5

4.32

44

6

0.88

0.12

0.0065

0.85

0.95


that @95%


percentage of

respondents stating

that task A1 is in

alignment with


G6

4.32

45

5

0.90

0.1

0.0060

0.82

0.97


that @95%


percentage of

respondents stating

that task G6 is in

alignment with


90


G7

4.22

45

5

0.90

0.1

0.0060

0.87

0.93


that @95%


percentage of

respondents stating

that task A1 is in

alignment with


H TIME AND TERRITORY MANAGEMENT

H1

4.04

43

7

0.86

0.14

0.0069

0.84

0.88


that @95%


percentage of

respondents stating

that task H1 is in

alignment with


H2

4.16

43

7

0.86

0.14

0.0069

0.84

0.89


that @95%


percentage of

respondents stating

that task H2 is in

alignment with


H3

4.3

42

8

0.84

0.16

0.0073

0.82

0.90


that @95%


percentage of

respondents stating

that task H3 is in

alignment with


H4

4.3

41

9

0.82

0.18

0.0077

0.80

0.90



percentage of

respondents stating

that task H4 is in

alignment with


H5

4.4

41

9

0.82

0.18

0.0077

0.80

0.88


that @95%


percentage of

respondents stating

that task H5 is in

alignment with


91


Table 3.11 – Confidence Interval Test – Table of Interpretation {Source –

Primary Data, SPSS 22.0 Output}

In the above 51 task and statements, the respondents’ confidence range was found to be

between 72%to 99%. This makes the construction of questionnaire valid and suitable

for use in further research.

3.14 Reliability of Questionnaire – Cronbach Alpha

For measuring the reliability of the questionnaire in the current study, Cronbach’s alpha

is used. Cronbach’s alpha is a measure of internal consistency, that is, how closely

related a set of items are as a group. It is considered to be a measure of scale reliability.

The evidence and interpretation of Cronbach’s alpha of current research is documented

under

Case Processing Summary

N %

Cases Valid 52 100.0

Excludeda 0 0

Total 52 100.0

a. List wise deletion based on all variables in the procedure.

{Source – Primary Data, SPSS 22.0 Output}

Table 3.12: - Case processing summary for Cronbach’s Alpha

Reliability Statistics

{Source – SPSS 22.0 Output, Primary Data feed by the researcher}

Table 3.13: - Measure of Internal Consistency

The alpha coefficient for the all items in the research tool is 0.828, suggesting that the

items have relatively high internal consistency, which makes good the use of instrument

for further research.

Cronbach's Alpha N of Items

.828 51


Section 3 C

Hypothesis Formulation and Statistical Tool










3.17.1 MANOVA 105




929292Dependent Variable Competency and Tasks

[X] Independent Variable Competency Based HR

Systems

[Y]

A A1 A2 A3 A4 A5

A6 A7 A8 A9

B B1 B2 B3 B4 B5

B6 B7 B8 B9 B10

C C1 C2 C3 C4 C5 C6

E E1 E2 E3 E4 E5 E6

F F1 F2 F3 F4 F5 F6

D D1 D2

H H1 H2 H3 H4 H5

G G1 G2 G3 G4 G5

G6 G7

Y5 – Competency

Based Career and

Succession Planning

Y1 – Competency

Based R & S / Talent

Acquisition

Y2 – Competency

Based Training and

Development

Y3 – Competency

Based Performance

Management systems

Y4 – Competency

Based Compensation

Management Systems

Competency

Based Human

Resource

Systems

Figure 3.3 Hypothesized Model for Research Study (3.15)

92


3.16 Hypothesis Formulation

The current research revolves around the question, is there a significant association of

competency {defined} with the human resource system for sales force in the

pharmaceutical industry? To elaborate the research systematically, five major

hypotheses are classified into 40 different sub hypotheses (considering 8 competencies

and 5 human resource processes). The hypotheses are defined as under:

-

3.16.1 Hypothesis 1 And Sub Hypotheses

Null Hypothesis {H1} o: - There is no significant association of competency

{defined} with the talent acquisition process for sales force in the pharmaceutical

industry.

Alternative Hypothesis {H1}: - There is significant association of competency

{defined} with the talent acquisition process for sales force in the pharmaceutical

industry.

Sub Hypothesis

1. Null Hypothesis {H1} Ao: - There is no significant association of business

acumen competency with the recruitment and selection/talent acquisition

process for sales force in the pharmaceutical industry.

Alternative Hypothesis {H1} A: - There is significant association of business

acumen competency with the recruitment and selection/talent acquisition


2. Null Hypothesis {H1} Bo: - There is no significant association of consultative

skill selling competency with the recruitment and selection/talent acquisition


Alternative Hypothesis {H1} B: - There is significant association of

consultative skill selling competency with the recruitment and selection/talent

acquisition process for sales force in the pharmaceutical industry.

93

94


3. Null Hypothesis {H1} Co: - There is no significant association of customer

value creation competency with the recruitment and selection/talent acquisition


Alternative Hypothesis {H1} C: -There is significant association of customer

value creation competency with the recruitment and selection/talent acquisition


4. Null Hypothesis {H1} Do: - There is no significant association of product and

technical knowledge competency with the recruitment and selection/talent


Alternative Hypothesis {H1} D: -There is significant association of product

and technical knowledge competency with the recruitment and selection/talent


5. Null Hypothesis {H1} Eo: - There is no significant association of relationship

building competency with the recruitment and selection/talent acquisition


Alternative Hypothesis {H1} E: -There is significant association of relationship

building competency with the recruitment and selection/talent acquisition


6. Null Hypothesis {H1} Fo: - There is no significant association of self-

development competency with the recruitment and selection/talent acquisition


Alternative Hypothesis {H1} F: -There is significant association of self-

development competency with the recruitment and selection/talent acquisition


7. Null Hypothesis {H1} Go: - There is no significant association of strategic sales

planning competency with the recruitment and selection/talent acquisition


Alternative Hypothesis {H1} G: -There is significant association of strategic

sales planning competency with the recruitment and selection/talent acquisition


95


8. Null Hypothesis {H1} Ho: - There is no significant association of time and

territory management competency with the recruitment and selection/talent


Alternative Hypothesis {H1} H: -There is significant association of time and

territory management competency with the recruitment and selection/talent


3.16.2 Hypothesis 2 and Sub Hypotheses


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

pharmaceutical industry.


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


Sub Hypothesis

1. Null Hypothesis {H2} Ao: - There is significant association of business acumen

competency with the training and development process for sales force in the


Alternative Hypothesis {H2} A: - There is no significant association of

business acumen competency with the training and development process for

sales force in the pharmaceutical industry.


skill selling competency with the training and development process for sales

force in the pharmaceutical industry.


consultative skill selling competency with the training and development process

for sales force in the pharmaceutical industry.

96



value creation competency with the training and development process for sales



value creation competency with the training and development process for sales



technical knowledge competency with the training and development process for



and technical knowledge competency with the training and development process



building competency with the training and development process for sales force

in the pharmaceutical industry.

Alternative Hypothesis {H2} E: -There is a significant association of

relationship building competency with the training and development process for



development competency with the training and development process for sales



development competency with the training and development process for sales



planning competency with the training and development process for sales force



sales planning competency with the training and development process for sales


97



territory management competency with the training and development process



territory management competency with the training and development process




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



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


Sub Hypothesis


acumen competency with the performance management process for sales force



acumen competency with the performance management process for sales force



skill selling competency with the performance management process for sales



consultative skill selling competency with the performance management


98



value creation competency with the performance management process for sales



value creation competency with the performance management process for sales



technical knowledge competency with the performance management process



and technical knowledge competency with the performance management



building competency with the performance management process for sales force


Alternative Hypothesis {H3} E: -There is significant association of

relationship building competency with the performance management process



development competency with the performance management process for sales



development competency with the performance management process for sales



planning competency with the performance management process for sales force



sales planning competency with the performance management process for sales


99



territory management competency with the performance management process



territory management competency with the performance management process


3.16.4 Hypothesis 4 and Sub Hypotheses


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



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


Sub Hypothesis


acumen competency with the compensation management process for sales force



acumen competency with the compensation management process for sales force



skill selling competency with the compensation management process for sales



consultative skill selling competency with the compensation management



value creation competency with the compensation management process for


100



value creation competency with the compensation management process for



technical knowledge competency with the compensation management process



and technical knowledge competency with the compensation management



building competency with the compensation management process for sales



relationship building competency with the compensation management process



development competency with the compensation management process for sales



development competency with the compensation management process for sales



planning competency with the compensation management process for sales



sales planning competency with the compensation management process for


101



territory management competency with the compensation management process



territory management competency with the compensation management process




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



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


Sub Hypothesis


acumen competency with the career and succession planning process for sales


Alternative Hypothesis {H5} A: - There is a significant association of business

acumen competency with the career and succession planning process for sales



skill selling competency with the career and succession planning process for



consultative skill selling competency with the career and succession planning



value creation competency with the career and succession planning process for


102



value creation competency with the career and succession planning process for



technical knowledge competency with the career and succession planning



and technical knowledge competency with the career and succession planning



building competency with the career and succession planning process for sales



relationship building competency with the career and succession planning



development competency with the career and succession planning process for



development competency with the career and succession planning process for



planning competency with the career and succession planning process for sales



sales planning competency with the career and succession planning process for


103



territory management competency with the career and succession planning



territory management competency with the career and succession planning


Significant Association of Competency Null

Hypothesis

Alternative

Hypothesis

Business Acumen

Recruitment and

selection/Talent Acquisition

{H1}Ao {H1}A

Training and Development {H2}Ao {H2}A Performance Management {H3}Ao {H3}A Compensation Management {H4}Ao {H4}A

Career Planning and Success Planning

{H5}Ao {H5}A

Consultative Selling Skills

Recruitment and selection/Talent Acquisition

{H1}Bo {H1}B

Training and Development {H2}Bo {H2}B Performance Management {H3}Bo {H3}B Compensation Management {H4}Bo {H4}B


{H5}Bo {H5}B



{H1}Co {H1}C

Training and Development {H2}Co {H2}C Performance Management {H3}Co {H3}C Compensation Management {H4}Co {H4}C


{H5}Co {H5}C

Product And Technical Knowledge


{H1}Do {H1}D

Training and Development {H2}Do {H2}D Performance Management {H3}Do {H3}D Compensation Management {H4}Do {H4}D


{H5}Do {H5}D

Relationship Building


{H1}Eo {H1}E

Training and Development {H2}Eo {H2}E

104


Performance Management {H3}Eo {H3}E Compensation Management {H4}Eo {H4}E


{H5}Eo {H5}E

Self-Development

Recruitment and

selection/Talent Acquisition

{H1}Fo {H1}F

Training and Development {H2}Fo {H2}F Performance Management {H3}Fo {H3}F Compensation Management {H4}Fo {H4}F


{H5}Fo {H5}F

Strategic Sales Planning


{H1}Go {H1}G

Training and Development {H2}Go {H2}G Performance Management {H3}Go {H3}G Compensation Management {H4}Go {H4}G


{H5}Go {H5}G

Time and Territory Management


{H1}Ho {H1}H

Training and Development {H2}Ho {H2}H Performance Management {H3}Ho {H3}H Compensation Management {H4}Ho {H4}H

Career Planning and Success

Planning

{H5}Ho {H5}H

105


3.17 Statistical Tool for Analysis

3.17.1 MANOVA

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

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

Test is a special case of ANOVA and ANOVA is a special case of MANOVA.

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

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

3.17.2 Protocol for conducting MANOVA: -

The following are the essential steps for conducting MANOVA (SPSS 22.0):-

I. Testing of Assumption for Multivariate normality – Skewness and

kurtosis

Most of the parametric tests require that the assumption of normality should be met.

Normality means that the distribution of the test is normally distributed (or bell- shaped)

with 0 mean, with 1 standard deviation and a symmetric bell-shaped curve. To test the

assumption of normal distribution, values for asymmetry and kurtosis between -2 and

+2 are considered acceptable to prove normal univariate distribution [George, D &

Mallery, M (2010)].

II. Descriptive Statistics {Mean, Std. Dev} and Linearity of the dependent

variable – Pearson r

The Pearson correlation coefficient r is a measure of the strength of the linear

relationship between two variables. It is referred to as Pearson's correlation or simply

as the correlation coefficient. Pearson's r can range from -1 to 1. An r of -1 indicates a

perfect negative linear relationship between variables, an r of 0 indicates no linear

relationship between variables, and an r of 1 indicates a perfect positive linear

relationship between variables. Prior to conducting MANOVA, a series of Pearson

correlations were performed for the current study, of dependent variables in order to

106


test MANOVA assumption that the dependent variables are correlated with each other

in a moderate range [Meyer, Gampst & Guarino (2006)]

III. Multivariate homogeneity of covariance between groups – BOX M Test

BOX’s M test also known as BOX’s test is used to test the null hypothesis testing that

has two co-variances matrices are equal. The BOX’s M values are associated with p-

value which is interpreted as significant or non-significant (p< 0.05) [Huberty &

Petoskey’s (2000)]. According to the interpretation co-variances matrices between the

groups are assumed equal for the purpose of processing MANOVA, if BOX’s M is non

–significant (p > 0.05)

IV. A one-way multivariate analysis of variance (MANOVA)

MANOVA was conducted to test the hypothesis that there would be one or more mean

differences between competency s. It consists of measure of four values all associated

with F- Statistic and p- value as under: -

a) Pillai’s Trace

The first statistic in MANOVA for testing of assumptions is Pillai’s Trace. It is

considered as the most powerful and robust statistic. This is a positive valued

statistic ranging from zero to one. Increasing value of test statistic means

rejection of null hypothesis. It is measure of pooled ratio of error variances to

effect variance plus error variance.

b) Wilk’s Lambda

Wilk’s lambda is the second statistic which is distribution of probability used in

multivariate hypothesis testing especially with regards to likelihood ratio test

and MANOVA. It is measure of pooled effect variance. Null hypothesis is

rejected if Wilk’s Lambda is small (close to zero).

c) Hotelling’s Trace

Hotelling’s Trace is third statistic as known as Lawley Hotelling’s Trace used

to test equality of mean vectors of variate normal distribution. It is measure of

107


pooled ratio of effect variance to error variance. The null hypothesis is rejected

if the test statistic value is large.

d) Roy’s Largest Root

Roy’s largest root also known as Roy’s greatest root or Roy’s maximum root is

fourth and last statistic that measures upper bound for the F statistic. It indicates

the largest eigen value (are special set of scalars associated with linear systems

of equations, that are sometimes also known as proper value).

V. Multivariate homogeneity of the variance between the groups – Levene’s

test: -

Based on the series of Levene’s test, the homogeneity of variance assumption can be

considered as statistically significant or non-significant (p>0.5) [Howell (2009)].

According to the interpretation variances matrices between the groups are assumed

equal for the purpose of processing MANOVA, if Levene’s test is non – significant (p

> 0.005)

VI. Post Hoc Analysis: -

Tukey's range test, also known as the Tukey's HSD (honest significant difference) test,

is used as post hoc analysis for MANOVA, is a single-step multiple comparison

procedure to elucidate comparison of dependent variables. Raw data or in conjunction

with an MANOVA (post-hoc analysis) is used to find means that are significantly

different from each other.

3. S Summary of Chapter

The chapter attempts to exhibit holistic information on aspects related to research

design, pilot testing and hypothesis formulation. It reveals fundamental concepts of

purpose, scope, signification and objective of the current research study. In addition to

this it visibly makes explains hypothesis development of all dependent variables i.e.

competency with all independent variable i.e. competency based human resource

systems. It also elaborates protocol of statistical tool to analyze the data.

CHAPTER – 4

DATA ANALYSIS, INTERPRETATION

AND RESULT

Data Analysis, Interpretation And Results

CHAPTER – 4

DATA ANALYSIS, INTERPRETATION AND RESULTS

4 Data Analysis, Interpretation And Result

108-

145

4.P Prelude 108



4.1.1


4.1.2




4.1.4.1 BOX’s M Test 111






4.2.1


4.2.2


(r) 118



4.2.4.1 BOX’s M Test 118






4.3.1 Test of Assumption of Multivariate Normality – Kurtosis

and Skewness 124

4.3.2


(r) 125



4.3.4.1 BOX’s M Test 125







4.4.1


4.4.2




4.4.4.1 BOX’s M Test 132






4.5.1


4.5.2




4.5.4.1 BOX’s M Test 139






108


4. P Prelude: -

Data Analysis forms the nucleus of any research study, distinctively when it involves

collection of primary data from the respondent. The current research study involves

analysis of quantitative data in a standardized and scientific manner, to address the

research objective. Survey method is employed to collect the primary data to establish

the existence of phenomenon (Competency Based Human Resource System) in

population (Sales and HR Professional in Pharmaceutical Industries – with special

reference to Gujarat).

Primary data was collected, organized, coded and entered in SPSS 22.0 (Statistical

Package for the Social Sciences) and the data was analyzed. Five major hypotheses

(inclusive of 8 sub hypotheses in each hypothesis, forming 40 sub hypotheses), were

subjected to quantitative test.

MANOVA was used as a statistical tool, as there were multiple dependent and

independent variable put to test. In practice, to confirm MANOVA as a correct tool, the

typical tests of assumptions of MANOVA were conducted prior to actual testing. The

data analysis is done using the protocol for MANOVA as described in the previous

chapter.

The chapter consists of five sections: -

SECTION 4 A – Testing of Hypothesis 1

The section describes various statistical test for measuring significant association of

eight competency with recruitment and selection/ Talent acquisition process conducted

by Human Resource management for sales function in pharmaceutical sector of

Gujarat.

SECTION 4 B – Testing of Hypothesis 2


eight competency with training and development process conducted by Human

Resource management for sales function in pharmaceutical sector of Gujarat.

109


SECTION 4 C – Testing of Hypothesis 3

The section describes various statistical tests for measuring significant association of eight

competencies with performance management process conducted by Human Resource

management for sales function in pharmaceutical sector of Gujarat.

SECTION 4 D – Testing of Hypothesis 4

The section describes various statistical tests for measuring significant association of

eight competencies with compensation management process conducted by Human


SECTION 4 E – Testing of Hypothesis 5


eight competency with career and succession planning process conducted by Human



Section 4 A

Testing of Hypothesis 1


4.1 Testing of Hypothesis 1

Test of Assumption of Multivariate Normality – Kurtosis

4.1.1 and Skewness

4.1.2 Descriptive Statistic and Pearson Correlation Co-efficient (r)

4.1.3 Test for Multivariate Outliners

4.1.4 One Way MANOVA

4.1.4.1 BOX’s M Test

4.1.4.2 Multivariate Test

4.1.4.3 Levene’s Test

4.1.4.4 Test of Between Subject Effects

110

110

111

111

111

111

112

113

114


4.1 Testing of Hypothesis 1: -

Hypothesis 1, [H1] examines testing of significant association of competency [A, B, C,

D, E, F, G, and H] with Recruitment and selection /Talent Acquisition Process [Y1] with

reference to sales professional in pharmaceutical sector.

4.1.1 Test of Assumption of Multivariate Normality – Kurtosis and Skewness

Figure 4.1 – Normality of Dependent Variables for Hypothesis 1


With reference to table 4.1.a (annexure IV) and figure 4.1, it is interpretive that the

data is normally distributed with negative skewness or left sided skew, with

110

HISTOGRAM (NORMAL) = A HISTOGRAM (NORMAL) = B HISTOGRAM (NORMAL) = C

HISTOGRAM (NORMAL) = D HISTOGRAM (NORMAL) = E HISTOGRAM (NORMAL) = F

HISTOGRAM (NORMAL) = G HISTOGRAM (NORMAL) = H

111


asymmetry is statistical distribution, which can be considered for the study as the

skewness falls within the range of -2 to +2.

4.1.2 Descriptive Statistic and Pearson Correlation Co-efficient (r): -

With reference to table 5.1.a (annexure V) and table 6.1.a(annexure VI), the co-

efficient of co-relation (r) has value between 0 to 1, which indicates positive correlation

between the dependent variables and satisfies the assumption for conducting

MANOVA.

4.1.3 Test for Multivariate Outliners: -

With reference to table 7.1.1.a to 7.1.8.a (annexure VII), minor outliners where

detected and where processed using Mahalanobis Distance, using IQR [Inter quartile

range] of 1.5, to meet the assumption for conducting MANOVA. Detailed statistics and

Box Plot are represented in Annexure VII.

4.1.4 – One Way MANOVA

4.1.4.1 BOX’s M Test: -

Box's Test of Equality of

Covariance Matricesa

Box's M 203.551

F 2.701

df1 72

df2 63149.64

Sig. .067

Tests the null hypothesis that the observed covariance matrices of the dependent

variables are equal across groupsa

Design: Intercept + Y1 (Recruitment and Selection / Talent Acquisition)

Table – 4.1 {Source – Primary Data, SPSS 22.0 Output}

112


With reference to table 4.1, it is interpretive that BOX’s M is not significant at p <

0.001, indicating equal co-variances matrices between the groups. This meets the

assumption of Homogeneity of co-variances to conduct one way MANOVA

4.1.4.2 : - Multivariate Test

Multivariate Testsa

Effect

Value

F

Hypothesis

df

Error df

Sig.

Partial Eta

Squared

Noncent.

Parameter

Observe

d Powerd

Intercept Pillai's

2408.277b

2408.277b

2408.277b

2408.277b

Trace Wilks'

0.981 8 374 0.367 0.981 19266.21 1

Lambda Hotelling'

0.019 8 374 0.067 0.981 19266.21 1

s Trace

Roy's

Largest

51.514 8 374 0.91 0.981 19266.21 1

Root 51.514 8 374 0.07 0.981 19266.21 1

Y1 Pillai's

Trace

Wilks'

0.859

2.627

24

1128

0.041

0.053

63.049

1

Lambda

Hotelling'

0.247 2.657 24 1085.315 0.042 0.054 61.583 1

s Trace

Roy's

Largest

Root

0.173

0.116

2.683

5.463c

24

8

1118

376

0.91

0.07

0.054

0.104

64.398

43.708

1

1

a. Design: Intercept +Y,

b. Exact Statistic

c. The statistic is an upper bound on F that yields a lower bound on the

significance level.

d. Compound using alpha = .05

Table – 4.2 {Source – Primary Data, SPSS 22.0 Output}

With reference to table 4.2, one way MANOVA revealed a significant multivariate

main effect of competency based talent acquisition process, Wilk’ =

0.247 F (24,1085.315) = 2.657, p <0.05, partial Eta squared = 0.054, power to detect

the effect = 1, confirming the alternative hypothesis

113


4.1.4.3 :- Levene’s Test

Levene's Test of Equality of Error Variancesa

F df1 df2 Sig.

A

B

C

D

7.478

5.709

8.209

.877

3

3

3

3

381

381

381

381

.055

.052

.069

.071

E

F

G

H

1.562

23.779

2.477

2.475

3

3

3

3

381

381

381

381

.058

.086

.123

.145

Tests the null hypothesis that the error variance of the dependent

variable is equal across groups a

a, Design Intercept + Y1 (Recruitment and Selection/ Talent Acquisition)

Table 4.3 {Source – Primary Data, SPSS 22.0 Output}

With reference to table 4.3, it is interpretive that Levene’s Test is not significant at p <

0.05, indicating equal variances assumed within the group. Thus, it meets the

assumption of homogeneity of variances.

114


4.1.1.4 – Test of between subject Effects

Source

Dependent

Variable

Type III Sum of

Squares

Df

Mean

Square

F

Sig.

Partial

Eta

Squared

Noncent .

Paramet

er

Observe

d

Poweri

Corrected A

B

C

D

6.707a 3 2.236 4.807 .006 .036 14.421 .902

Model

8.840b

3

2.947

5.420

.005

.041

16.259

.936

3.148c

3 1.049 2.147 .001 .017 6.440 .546

17.127d 3 5.709 9.912 .001 .072 29.737 .998

E

F

G

H

2.709e 3 .903 1.625 .003 .013 4.874 .426

87.895f

3 29.298 85.44 .402 .402 256.337 1.000

6

.718g

3 .239 .447 .004 .004 1.341 .140

15.123h 3 5.041 8.840 .005 .065 26.519 .995

Intercept A 2277.60 1 2277.60 4897.

691

4276.

274

4539.

016

3610.

205

3938.

303

5243.

320

4250.

473

3753.

086

.000 .928 4897.69 1.000

9 9 1

B 2325.00 1 2325.00 .000 .918 4276.27 1.000

9 9 4

C 2218.62 1 2218.62 .000 .923 4539.01 1.000

3 3 6

D 2079.27 1 2079.27 .000 .905 3610.20 1.000

0 0 5

E 2188.47 1 2188.47 .000 .912 3938.30 1.000

0 0 3

F 1797.87 1 1797.87 .000 .932 5243.32 1.000

1 1 0

G 2276.64 1 2276.64 .000 .918 4250.47 1.000

2 2 3

H 2140.21 1 2140.21 .000 .908 3753.08 1.000

4 4 6

115


Y1 A 6.707 3 2.236 4.807 .006 .036 14.421 .902

B 8.840 3 2.947 5.420 .005 .041 16.259 .936

C 3.148 3 1.049 2.147 .001 .017 6.440 .546

D 17.127 3 5.709 9.912 .001 .072 29.737 .998

E 2.709 3 .903 1.625 .003 .013 4.874 .426

F 87.895 3 29.298 85.44

6

.402 .402 256.337 1.000

G .718 3 .239 .447 .004 .004 1.341 .140

H 15.123 3 5.041 8.840 .005 .061 26.519 .995

Error A 177.179 381 .465

B 207.150 381 .544

C 186.229 381 .489

D 219.434 381 .576

E 211.717 381 .556

F 130.640 381 .343

G 204.072 381 .536

H 217.267 381 .570

Total A 7068.00 385

385

385

385

385

385

0

B 6932.00

0

C 7006.00

0

D 6861.00

0

E 6814.00

0

F 7052.00

0

116


G

703.00 384

H

703.00 384

Corrected A 183.886 384

Total

B 215.990 384

C 189.377 384

D 236.561 384

E 214.426 384

F 218.535 384

G 204.790 384

H 232.390 384

a. R Squared = .036 (Adjusted R Squared = .029)

b. R Squared = .041 (Adjusted R Squared = .033)

c. R Squared = .017 (Adjusted R Squared = .009)

d. R Squared = .072 (Adjusted R Squared = .065)

e. R Squared = .013 (Adjusted R Squared = .005)

f. R Squared = .402 (Adjusted R Squared = .397)

g. R Squared = .004 (Adjusted R Squared = -.004)

h. R Squared = .065 (Adjusted R Squared = .058)

i. Computed using significant level on the research criteria= 0.05/8 = 0.00625

Table 4.4 {Source – Primary data, SPSS 22.0}

With reference to table 4.4, it is interpretative that only F-values for variable A, B, C,

D, E, G and H are significantly different at research criteria of 0.00625 [The experiment

wise alpha protection provided by the overall test does not extend to Univariate tests.

Confidence levels by the number intended to perform F test for eight dependent

variables should require p < 0.00625 {0.05/8}]. F-values for variable F are non-

significant at research criteria of 0.00625


Section 4 B





4.2.1 and Skewness








117

117

118

118

118

118

119

120

121


4.2 Testing of Hypothesis 2:-

Hypothesis 2, H2 examines testing of significant association of competency [A, B, C,

D, E, F, G, and H] with training and development process [Y2] with reference to sales

professional in pharmaceutical sector.

4.2.1 Test of Assumption of Multivariate normality – Kurtosis and Skewness

Figure 4.2: - Normality of Dependent Variables for Hypothesis 2,


With reference to table 4.2.a (annexure IV) and figure 4.2, it is interpretive that the data is normally

distributed with negative skewness or left sided skew, with asymmetry is

117




118


statistical distribution, which can be considered for the study as the skewness falls within

the range of -2 to +2.


With reference to table 5.2.a (annexure V) and table 6.2.a (annexure VI), the coefficient of

co-relation (r) has value between 0 to 1, which indicates positive correlation between the

dependent variables and satisfies the assumption for conducting MANOVA.

4.2.3 – Test for Multivariate Outliners: -

With reference to table 7.2.1.a to 7.2.8.a (annexure VII), No outliners were detected, thus

it meets the assumption was conducting MANOVA. Detailed statistics and Box Plot is

represented are Annexure VII.

4.2.4 – One Way MANOVA

4.2.4.1 – BOX’S M Test



Box's M 264.246

F 3.522

df1 72

df2 95584.350

Sig. .079

Tests the null hypothesis that the observed covariance matrices of the

dependent variables are equal across groupsa

a. Design: Intercept + Y2 (Training & Development)



0.001, indicating equal co-variances matrices between the groups.

119


Thus, it meets the assumption of Homogeneity of co-variances to conduct one way

MANOVA.

4.2.4.2 – Multivariate Test

Multivariate Testsa

Effect

Value

F

Hypoth

esis df

Error

df

Sig.

Partial

Eta

Squared

Noncent.

Parameter

Obse rved Pow

erd

Intercept Pillai's

2408.277b

2408.277b

2408.277b

2408.277b

Trace

Wilks'

0.981 8 374 0.367 0.981 19266.21 1

Lambda Hotelling's

0.019 8 374 0.067 0.981 19266.21 1

Trace

Roy's

Largest

51.514 8 374 0.91 0.981 19266.21 1

Root 51.514 8 374 0.07 0.981 19266.21 1

Y2 Pillai's

Trace 0.859 2.627 24 1128 0.045 0.053 63.049 1 Wilks'

Lambda 0.147 2.657 24 117.6 0.049 0.023 61.583 1 Hotelling's

Trace 0.173 2.683 24 1118 0.91 0.054 64.398 1

Roy's

Largest

Root

0.116

5.463c

8

376

0.07

0.104

43.708

1

a. Design: Intercept + Y2

b. Exact statistic

c. The statistic is an upper bound on F that yields a lower bound on the significance

level.

d. Computed using alpha = .05

Table 4.6 {Source –Primary Source, SPSS 22.0 Output}


main effect of competency based Training and development, Wilk’ = 0.147, F

(24,117.6) = 2.657, p <0.05, partial Eta squared = 0.023, power to detect the effect = 1,

confirming the alternative hypothesis.

120


4.2.4.3 : - Levene’s Test


F df1 df2 Sig.

A

B

C

D

7.343

3.284

3.200

5.388

3

3

3

3

381

381

381

381

.060

.071

.073

.061

E

F

G

H

5.505

3.397

4.080

3.491

3

3

3

3

381

381

381

381

.061

.078

.067

.076

Tests the null hypothesis that the error variance of the dependent variable is equal

across groups.a


Table 4.7 {Source – SPSS 22.0 Output, Primary Data feed by the researcher}

With reference to table 4.7, it is interpretive that Levene’s Test is not significant at p <

0.05, indicating equal variances assumed within the group. Thus, it meets the


121


4.2.4.4 :- Test of Between Subject Effects

Tests of Between-Subjects Effects

Source

Dependent

Variable

Type III Sum of

Squares

df

Mean

Square

F

Sig.

Partial

Eta

Squared

Noncent .

Paramet

er

Observe

d

Poweri

Corrected A

B

C

D

4.645a 3 1.548 2.758 .0052 .021 8.274 .666

Model

7.725b

3

2.575

4.978

.0062

.038

14.934

.913

8.654c

3 2.885 6.284 .0601 .047 18.851 .965

4.147d 3 1.382 2.486 .0061 .019 7.458 .615

E

F

G

H

2.686e 3 .895 1.828 .0057 .014 5.483 .474

.556f 3 .185 .299 .0064 .002 .898 .108

2.390g

3 .797 1.811 .0041 .014 5.433 .470

2.552h 3 .851 1.788 .0032 .014 5.363 .465

Intercept A 1953.18 1 1953.18 3479.

179

3842.

699

4373.

826

3485.

801

3925.

467

3123.

664

4439.

701

4293.

705

.000 .901 3479.17 1.000

0 0 9

B 1987.56 1 1987.56 .000 .910 3842.69 1.000

4 4 9

C 2007.88 1 2007.88 .000 .920 4373.82 1.000

0 0 6

D 1938.16 1 1938.16 .000 .901 3485.80 1.000

7 7 1

E 1923.48 1 1923.48 .000 .912 3925.46 1.000

0 0 7

F 1934.90 1 1934.90 .000 .891 3123.66 1.000

7 7 4

G 1953.41 1 1953.41 .000 .921 4439.70 1.000

6 6 1

H 2043.54 1 2043.54 .000 .918 4293.70 1.000

9 9 5

122


Y2 A 4.645 3 1.548 2.758 .0052 .021 8.274 .666

B 7.725 3 2.575 4.978 .0062 .038 14.934 .913

C 8.654 3 2.885 6.284 .0601 .047 18.851 .965

D 4.147 3 1.382 2.486 .0061 .019 7.458 .615

E 2.686 3 .895 1.828 .0057 .014 5.483 .474

F .556 3 .185 .299 .0062 .002 .898 .108

G 2.390 3 .797 1.811 .0041 .014 5.433 .470

H 2.552 3 .851 1.788 .0032 .014 5.363 .465

Error A 213.890 381 .561

B 197.065 381 .517

C 174.905 381 .459

D 211.843 381 .556

E 186.690 381 .490

F 236.005 381 .619

G 167.636 381 .440

H 181.333 381 .476

Total A 7052.00 385

385

385

385

385

385

385

0

B 7013.00

0

C 7127.00

0

D 6932.00

0

E 7006.00

0

F 6861.00

0

G 7156.00

0

123


H

Corrected A Total

204.790 384

189.230 384

B 204.790 384

C 183.558 384

D 215.990 384

E 189.377 384

F 236.561 384

G 170.026 384

H 183.886 384






f. R Squared = .002 (Adjusted R Squared = -.006)

g. R Squared = .014 (Adjusted R Squared = .006)


Table 4.8 {Source – SPSS 22.0 Output, Primary Data feed by the researcher}

With reference to table 4.8, it is interpretative that only F-values for variable A, B, D,

E, F, G and H are significantly different at research criteria of 0.00625 [The experiment



variables should require p < 0.00625 {0.05/8}]. F-values for variable C is non-

significant at research criteria of 0.00625.


Section 4 C





4.3.1 and Skewness








124

124

125

125

125

125

126

127

128

124



Hypothesis 3, [H]3 examines testing of significant association of competency [A, B, C,

D, E, F, G and H] with performance management process [Y3] with reference to sales



Figure 4.3: - Normality of Dependent Variables for Hypothesis 3, {Source – Primary Data,

SPSS 22.0 Output}




125



data is normally distributed with negative skewness or left sided skew, with asymmetry

is statistical distribution, which can be considered for the study as the skewness falls

within the range of -2 to +2.





MANOVA.


With reference to table 7.3.1.a to 7.3.8.a (annexure VII). Minor outliners where

detected and where processed using Mahalanobis Distance, to meet the assumption was

conducting MANOVA. Detailed statistics and Box Plot are represented in Annexure

VII.

4.3.4 – One way MANOVA

4.3.4.1 – BOX’s M Test Box's Test of Equality of


Box's M 161.474

F 2.143

df1 72

df2 62744.608

Sig. .0027

Tests the null hypothesis that the observed covariance matrices of the

dependent variables are equal across groups.a

a. Design: Intercept + Y3 (Performance Management Process)


126



0.001, indicating equal co-variances matrices between the groups. Thus, it meets the

assumption of Homogeneity of co-variances to conduct one way MANOVA


Multivariate Testsa

Effect

Value

F

Hypothesis

df

Error

df

Sig.

Partial Eta

Squared

Noncent.

Parameter

Observed

Powerd

Intercept Pillai's

796.148b

796.148b

796.148b

796.148b

Trace Wilks'

0.945 8 374 0 0.945 6369.186 1

Lambda Hotelling's

0.055 8 374 0 0.945 6369.186 1

Trace

Roy's Largest

17.03 8 374 0 0.945 6369.186 1

Root 17.03 8 374 0 0.945 6369.186 1

Y3 Pillai's

Trace

Wilks'

0.222 3.76 24 1128 0 0.074 90.237 1

Lambda

Hotelling's

0.284 3.953 24 315 0 0.078 91.583 1

Trace

Roy's

Largest

Root

0.267

0.232

4.144

10.914c

24

8

1118

376

0

0

0.082

0.188

99.468

87.313

1

1


b. Exact statistic


level.




main effect of competency based Talent acquisition process,

127


Wilk’ = 0.284, F(24,315) = 3.953, p <0.05, partial Eta squared = 0.078, power to

detect the effect = 1, confirming the alternative hypothesis.

4.3.4.3- Levene’s Test


F df1 df2 Sig.

A

B

C

D

3.647

3.606

2.082

15.898

3

3

3

3

381

381

381

381

.073

.074

.102

.060

E

F

G

H

7.158

3.115

7.567

.814

3

3

3

3

381

381

381

381

.080

.086

.060

.098


across groups.a



With reference to table 4.11, it is interpretive that Levene’s Test is not significant at p

< 0.05, indicating equal variances assumed within the group. Thus, it meets the

assumption of homogeneity of variances

128


4.3.4.4 – Tests of Between-Subjects Effects


Source

Dependent

Variable

Type III Sum of

Squares

df

Mean

Square

F

Sig.

Partial

Eta

Squared

Noncent .

Paramet

er

Observe

d

Poweri

Corrected A

B

C

D

7.889a 3 2.630 5.663 .005 .043 16.990 .946

Model

2.800b

3

.933

1.852

.002

.014

5.557

.480

5.283c

3 1.761 3.785 .005 .029 11.356 .813

.806d 3 .269 .554 .005 .004 1.662 .164

E

F

G

H

.250e 3 .083 .174 .914 .001 .523 .082

1.231f 3 .410 .833 .072 .007 2.498 .231

26.300g

3 8.767 21.67 .000 .146 65.012 1.000

1

.798h 3 .266 .483 .004 .004 1.448 .148

Intercept A 537.030 1 537.030 1156.

626

1099.

425

1119.

727

1062.

808

1079.

163

1114.

953

1323.

774

1001.

824

.000 .752 1156.62 1.000

6

B 554.011 1 554.011 .000 .743 1099.42 1.000

5

C 520.928 1 520.928 .000 .746 1119.72 1.000

7

D 515.486 1 515.486 .000 .736 1062.80 1.000

8

E 514.769 1 514.769 .000 .739 1079.16 1.000

3

F 549.371 1 549.371 .000 .745 1114.95 1.000

3

G 535.508 1 535.508 .000 .777 1323.77 1.000

4

H 552.164 1 552.164 .000 .724 1001.82 1.000

4

129


Y3 A 7.889 3 2.630 5.663 .005 .043 16.990 .946

B 2.800 3 .933 1.852 .002 .014 5.557 .480

C 5.283 3 1.761 3.785 .005 .029 11.356 .813

D .806 3 .269 .554 .005 .004 1.662 .164

E .250 3 .083 .174 .914 .001 .523 .082

F 1.231 3 .410 .833 .072 .007 2.498 .231

G 26.300 3 8.767 21.67 .000 .146 65.012 1.000

1

H .798 3 .266 .483 .004 .004 1.448 .148

Error A 176.901 381 .464

B 191.990 381 .504

C 177.252 381 .465

D 184.794 381 .485

E 181.740 381 .477

F 187.730 381 .493

G 154.126 381 .405

H 209.992 381 .551

Total A 6993.00 385

385

385

385

385

385

0

B 7062.00

0

C 7016.00

0

D 6977.00

0

E 6898.00

0

F 7090.00

0

130


G

H

184.79 Corrected A Total

192.36 385

111.7 385

384

B 194.790 384

C 182.535 384

D 185.600 384

E 181.990 384

F 188.961 384

G 180.426 384

H 210.790 384




d. R Squared = .004 (Adjusted R Squared = -.003)

e. R Squared = .001 (Adjusted R Squared = -.006)



h. R Squared = .004 (Adjusted R Squared = -.004)



With reference to table 4.12, it is interpretative that only F-values for variable A, B, C,

D, G and H are significantly different at research criteria of 0.00625 [The experiment



variables should require p < 0.00625 {0.05/8}]. F-values for variable E and F are non-

significant at research criteria of 0.00625.


Section 4 D





4.4.1 and Skewness








131

131

132

132

132

132

133

134

135


4.4 Testing of Hypothesis 4:-

Hypothesis 4, [H]4 examines testing of significant association of competency [A,

B,C,D,E,F,G,H] with compensation management process [Y4] with reference to sales



Figure 4.4: - Normality of Dependent Variables for Hypothesis 4, {Source – Primary Data,

SPSS 22.0 Output}

131




132


With reference to Table 4.4.a (annexure IV) and figure 4.4, it is interpretive that the








MANOVA.



detected and where processed using Mahalanobis Distance, to meet the assumption was

conducting MANOVA. Detailed statistics and Box Plot are represented in Annexure

VII.


4.4.4.1 – BOX’s M Test



Box's M 206.830

F 2.755

df1 72

df2 91106.123

Sig. .046

Tests the null hypothesis that the observed covariance matrices of

the dependent variables are equal across groups.a

a. Design: Intercept + Y4 (Compensation Management Process)


133




assumption of Homogeneity of co-variances to conduct one way MANOVA.


Multivariate Testsa

Effect

Value

F

Hypothesis

df

Error

df

Sig.

Partial Eta

Squared

Noncent.

Parameter

Observed

Powerd

Intercept Pillai's

1685.932b

1685.932b

1685.932b

1685.932b

Trace Wilks'

0.973 8 374 0 0.973 13487.46 1

Lambda Hotelling's

0.027 8 374 0 0.973 13487.46 1

Trace

Roy's

Largest

36.063 8 374 0 0.973 13487.46 1

Root 36.063 8 374 0 0.973 13487.46 1

Y4 Pillai's

Trace

Wilks'

0.326 5.72 24 1128 0.046 0.109 137.29 1

Lambda

Hotelling's

0.193 6.108 24 640 0.034 0.115 141.407 1

Trace

Roy's

Largest

Root

0.418

0.347

6.494

16.294c

24

8

1118

376

0.021

0.089

0.122

0.257

155.861

130.351

1

1


b. Exact statistic


level.




main effect of competency based Talent acquisition process, Wilk’ = 0.193, F (24,640)

= 6.108, p <0.05, partial Eta squared = 0.034, power to detect the effect = 1, confirming

the alternative hypothesis.

134




F df1 df2 Sig.

A

B

C

D

1.138

7.900

3.907

12.226

3

3

3

3

381

381

381

381

.333

.067

.069

.051

E

F

G

H

7.237

7.451

14.309

2.424

3

3

3

3

381

381

381

381

.055

.052

.068

.065


across groups.a




< 0.05, indicating equal variances assumed within the group. Thus, it meets the


135




Source

Dependent

Variable

Type III Sum of

Squares

df

Mean

Square

F

Sig.

Partial

Eta

Squared

Noncent .

Paramet

er

Observe

d

Poweri

Corrected A

B

C

D

9.663a 3 3.221 6.194 .005 .047 18.582 .963

Model

3.324b

3

1.108

2.431

.004

.019

7.293

.604

3.048c

3 1.016 1.830 .001 .014 5.490 .475

1.176d 3 .392 .863 .002 .007 2.589 .238

E

F

G

H

1.462e 3 .487 1.134 .335 .009 3.402 .305

1.441f 3 .480 1.016 .003 .008 3.047 .276

40.664g

3 13.555 36.33 .006 .222 109.010 1.000

7

2.106h 3 .702 1.236 .003 .010 3.707 .331

Intercept A 1275.22 1 1275.22 2452.

425

2694.

120

2124.

331

2611.

295

2792.

769

2571.

496

3196.

426

2192.

754

.000 .866 2452.42 1.000

3 3 5

B 1228.07 1 1228.07 .000 .876 2694.12 1.000

3 3 0

C 1179.33 1 1179.33 .000 .848 2124.33 1.000

0 0 1

D 1185.85 1 1185.85 .000 .873 2611.29 1.000

6 6 5

E 1199.91 1 1199.91 .000 .880 2792.76 1.000

5 5 9

F 1216.44 1 1216.44 .000 .871 2571.49 1.000

1 1 6

G 1192.37 1 1192.37 .000 .893 3196.42 1.000

0 0 6

H 1245.60 1 1245.60 .000 .852 2192.75 1.000

8 8 4

136


Y4 A 9.663 3 3.221 6.194 .005 .047 18.582 .963

B 3.324 3 1.108 2.431 .004 .019 7.293 .604

C 3.048 3 1.016 1.830 .001 .014 5.490 .475

D 1.176 3 .392 .863 .002 .007 2.589 .238

E 1.462 3 .487 1.134 .335 .009 3.402 .305

F 1.441 3 .480 1.016 .003 .008 3.047 .276

G 40.664 3 13.555 36.33 .006 .222 109.010 1.000

7

H 2.106 3 .702 1.236 .003 .010 3.707 .331

Error A 198.114 381 .520

B 173.673 381 .456

C 211.513 381 .555

D 173.022 381 .454

E 163.697 381 .430

F 180.231 381 .473

G 142.125 381 .373

H 216.429 381 .568

Total A 6974.00 385

385

385

385

385

385

0

B 6960.00

0

C 6839.00

0

D 6974.00

0

E 6923.00

0

F 7032.00

0

137


G

7033.6 385

H

7036.5 385

Corrected A 207.777 384 Total

B 176.997 384

C 214.561 384

D 174.197 384

E 165.158 384

F 181.673 384

G 182.790 384

H 218.535 384




d. R Squared = .004 (Adjusted R Squared = -.003)

e. R Squared = .001 (Adjusted R Squared = -.006)



h. R Squared = .004 (Adjusted R Squared = -.004)



With reference to table 4.16, it is interpretative that only F-values for variable A, B, C, D,

F, G and H are significantly different at research criteria of 0.00625 [The experiment wise

alpha protection provided by the overall test does not extend to Univariate tests. Confidence

levels by the number intended to perform F test for eight dependent variables should require

p < 0.00625 {0.05/8}]. F-values for variable E are non-significant at research criteria of

0.00625.





4.5.1 and Skewness








138

138

139

139

139

139

140

141

142

Section 4 E




138



Hypothesis 5, [H]5 examines testing of significant association of competency [A, B, C,

D, E, F, G, H] with career planning and succession management process with reference

to sales professional in pharmaceutical sector.


Figure 4.5: - Normality of Dependent Variables for Hypothesis 5














MANOVA.



detected and where processed using Mahalanobis Distance, using IQR [Inter quartile

range] of 1.5, to meet the assumption was conducting MANOVA. Detailed statistics

and Box Plot are represented in Annexure VII


4.5.4.1 – BOX’s M Test



Box's M 286.902

F 3.841

df1 72

df2 174191.705

Sig. .046

Tests the null hypothesis that the observed covariance matrices of the dependent

variables are equal across groups.a

a. Design: Intercept + Y5 (Career & succession planning)


139

140




assumption of Homogeneity of co-variances to conduct one way MANOVA.


Multivariate Testsa

Effect

Value

F

Hypothesis

df

Error

df

Sig.

Partial Eta

Squared

Noncent.

Parameter

Observed

Powerd

Intercept Pillai's

9479.183b

9479.183b

9479.183b

9479.183b

Trace Wilks'

0.995 8 375 0 0.995 75833.46 1

Lambda Hotelling's

0.005 8 375 0 0.995 75833.46 1

Trace

Roy's

Largest

202.223 8 375 0 0.995 75833.46 1

Root 202.223 8 375 0 0.995 75833.46 1

VAR00001 Pillai's

Trace

Wilks'

Lambda

Hotelling's

0.444

0.572

13.407

15.099b

16

16

752

750

0.418

0.034

0.222

0.244

214.515

241.579

1

1

Trace

Roy's

Largest

Root

0.72

0.679

16.83

31.906c

16

8

748

376

0.590

0.987

0.265

0.404

269.286

255.246

1

1


b. Exact statistic

c. The statistic is an upper bound on F that yields a lower bound on the

significance level.



With reference to table 4.18, one way MANOVA revealed a significant

multivariate main effect of competency based Talent acquisition process, Wilk’ =

0.572, F (16,750) = 15.099, p <0.05, partial Eta squared = 0.078, power to detect

the effect = 1, confirming the alternative hypothesis.

141




F df1 df2 Sig.

A

B

C

D

1.133

27.026

5.223

.801

2

2

2

2

382

382

382

382

.323

.137

.062

.450

E

F

G

H

2.539

23.384

22.196

2.593

2

2

2

2

382

382

382

382

.080

.062

.162

.076


across groups.a




< 0.05, indicating equal variances assumed within the group. Thus it meets the


142




Source

Dependent

Variable

Type III Sum of

Squares

df

Mean

Square

F

Sig.

Partial

Eta

Squared

Noncent .

Paramet

er

Observe

d

Poweri

Corrected A

B

C

D

.584a 2 .292 .617 .007 .003 1.235 .153

Model

4.879b

2

2.440

6.168

.001

.031

12.337

.890

.014c

2 .007 .012 .001 .000 .024 .052

3.624d 2 1.812 3.482 .376 .018 6.963 .649

E

F

G

H

3.681e 2 1.841 4.549 .761 .023 9.099 .772

1.876f 2 .938 2.098 .003 .011 4.197 .430

73.076g

2 36.538 120.9 .007 .388 241.837 1.000

18

1.384h 2 .692 1.023 .003 .005 2.046 .228

Intercept A 5789.97 1 5789.97 12236 .000 .970 12236.2 1.000

9 9 .227 27

B 5637.51 1 5637.51 14254 .000 .974 14254.3 1.000

6 6 .306 06

C 5567.56 1 5567.56 9277. .000 .960 9277.34 1.000

8 8 341 1

D 5420.91 1 5420.91 10416 .000 .965 10416.3 1.000

4 4 .334 34

E 5800.29 1 5800.29 14336 .000 .974 14336.3 1.000

6 6 .306 06

F 5578.55 1 5578.55 12478 .000 .970 12478.5 1.000

1 1 .579 79

G 5381.57 1 5381.57 17809 .000 .979 17809.8 1.000

1 1 .832 32

H 5598.81 1 5598.81 8274. .000 .956 8274.62 1.000

4 4

629 9

143


Y5 A .584 2 .292 .617 .007 .003 1.235 .153

B 4.879 2 2.440 6.168 .001 .031 12.337 .890

C .014 2 .007 .012 .001 .000 .024 .052

D 3.624 2 1.812 3.482 .376 .018 6.963 .649

E 3.681 2 1.841 4.549 .761 .023 9.099 .772

F 1.876 2 .938 2.098 .003 .011 4.197 .430

G

73.076

2

36.538 120.9

18

.007

.388

241.837

1.000

H 1.384 2 .692 1.023 .003 .005 2.046 .228

Error A 180.756 382 .473

B 151.079 382 .395

C 229.248 382 .600

D 198.802 382 .520

E 154.553 382 .405

F 170.773 382 .447

G 115.428 382 .302

H 258.470 382 .677

Total A 7057.00 385

385

385

385

385

385

0

B 6797.00

0

C 6862.00

0

D 6802.00

0

E 7017.00

0

F 6822.00

0

144


G 6722.00

0 385

H 6876.00

0 385

Corrected A 181.340 384 Total

B 155.958 384

C 229.262 384

D 202.426 384

E 158.234 384

F 172.649 384

G 188.504 384

H 259.855 384

a. R Squared = .003 (Adjusted R Squared = -.002)


c. R Squared = .000 (Adjusted R Squared = -.005)



f. R Squared = .011 (Adjusted R Squared = .006)


h. R Squared = .005 (Adjusted R Squared = .000)



With reference to table 4.20, it is interpretative that only F-values for variable B, C, F

and H are significantly different at research criteria of 0.00625 [The experiment wise

alpha protection provided by the overall test does not extend to Univariate tests.


variables should require p < 0.00625 {0.05/8}]. F-values for variable A, D, E and G

are non-significant at research criteria of 0.00625.

145


4.6 – Post Hoc Analysis: -

Referring to Annexure VIII, for table of mean of difference, it is seen that the same

mean differences are significant. There exists aptness in each competency level as per

Tukey’s HSD post Hoc Analysis

4. S SUMMARY

The chapter reveals organization of collected data and analysis in a statistical and

scientific manner. Further, it unfolds the competencies that do and do not associate with

human resource management system, extended to five hypotheses subjected to test.

This chapter helps in drawing concrete finding and conclusion of the current study.

CHAPTER – 5

FINDING, DISCUSSION, CONCLUSION

AND RECOMMENDATION OF THE

RESEARCH STUDY

Findings, Discussion, Conclusion and Recommendations

CHAPTER – 5

FINDING, DISCUSSION, CONCLUSION AND RECOMMENDATION

OF THE RESEARCH STUDY

5

Finding, Discussion, conclusion and recommendation

of the Research Study

146-

166

5.P Prelude 146

5.1 Finding and Discussion 147






5.2 Conclusion and Recommendation 161

5.3 Limitation of the Study 163

5.4 Future scope of the Research 164

5.S Summary of the chapter 165

146


5. P Prelude –

The chapter debates on major quantitative findings from data analysis and results. To

view comprehensively the hypothesis testing and its result are presented in tabular

format. Further every hypothesis is followed by a discussion aligned with the major

findings. The chapter also provides conclusion and value-added recommendation which

are practically doable in nature. It also elaborates on the limitation of the study and

future scope of research.

147


5.1 Findings and Discussion

5.1.1 Finding and Discussion for Hypothesis 1:

- Finding of Hypothesis 1

Hypothesis 1 {H1} Null Hypothesis Findings

Reject

Confirms that

Business Acumen

There is no significant Competency has

{H1}

Ao

association of business

acumen competency with the

Recruitment and selection/

p = 0.006

significant

association on

Recruitment and

talent acquisition process for (p < 0.00625) selection/ Talent

sales force in the Acquisition

Pharmaceutical Industry. Process

Reject

Confirms that

consultative selling

There is no significant skill competency

{H1}

Bo

association of consultative

skill selling competency with

the Recruitment and

p = 0.005

has significant

association on

Recruitment and

selection/ talent acquisition (p < 0.00625) selection/ Talent

process for sales force in the Acquisition

pharmaceutical industry. Process

148


{H1}

Co

There is no significant

association of customer value

creation competency with the

Recruitment and selection/

talent acquisition process for

sales force in the


Reject

Confirms

customer

creation

competency

significant

association

Recruitment

selection/

Acquisition

Process

that

value

has

on

and

Talent

p = 0.001

(p < 0.00625)

Reject

Confirms

product

that

and

technical


knowledge

{H1}

Do

association of product and

technical knowledge

competency with the

p = 0.001

competency

significant

association

has

on

Recruitment and selection/ (p < 0.00625) Recruitment and

talent acquisition process for selection/ Talent


pharmaceutical industry Process

Reject

Confirms

relationship

that

building


p = 0.003

(p < 0.00625)

competency has

{H1} association of relationship significant

Eo building competency with the association on

Recruitment and selection/ Recruitment and




149


Fail to Reject

Confirms that self-

development

There is no significant competency has

{H1}

Fo

association of self-

development competency

with the Recruitment and

p = 0.402

NO significant

association on

Recruitment and

selection/ talent acquisition (p > 0.00625) selection/ Talent



Reject

Confirms

strategic

that

sales

planning


p = 0.004

(p < 0.00625)

competency has

{H1} association of strategic sales significant

Go planning competency with association on

the Recruitment and Recruitment and

selection/ talent acquisition selection/ Talent



Reject

Confirms that time

and territory

There is no significant management

association of time and

p = 0.005

(p < 0.00625)

competency has

{H1} territory management significant

Ho competency with the association on

Recruitment and selection/ Recruitment and




Table 5.1 – Findings for Hypothesis 1 [H1]

150


Discussion for Hypothesis 1: -

It is evident for table 5.1: -

a) P- values for competencies like business acumen, consultative selling skills,

customer value creation, product and technical knowledge, relationship

building, strategic sales planning, time and territory management are non-

complying with p > 0.00625, which rejects Null Hypothesis {H1} Ao, {H1}

Bo, {H1} Co, {H1} Do, {H1} Eo, {H1} Go, {H1} Ho, which forms a significant

association of these competencies with recruitment and selection/talent

acquisition process for sales function in pharma sector.

b) P- Value for competency like self-development is complying with p > 0.00625,

which accepts Null hypothesis {H1} Fo, which states no significant association

of this competency with recruitment and selection/talent acquisition process for

sales function in pharma sector.

5.1.2 Finding and Discussion for Hypothesis 2:

- Finding of Hypothesis 2

Hypothesis 2 {H2} Null Hypothesis Findings/

Discussion

There is no significant Confirms that

association of business Reject business acumen

{H2} acumen competency with the competency has

significant

Ao training and development

process for sales force in the

p = 0.0052 association on

training and


(p < 0.00625) development

process

Reject

Confirms that


There is no significant skill competency

{H2} association of consultative has significant

Bo selling skill competency with

the training and development


p = 0.0062

(p < 0.00625)

association on

training and

development

pharmaceutical industry process

151


Fail to Reject

Confirms

customer

that

value

creation

{H2}

Co




competency has

NO significant

association on

p = 0.0601

training and development (p > 0.00625) training and

process for sales force in the development

pharmaceutical industry. process

Reject

Confirms

Product

that

and

technical


knowledge

{H2} association of product and competency has

Do technical knowledge significant

competency with the training


and development process for

(p < 0.00625) training and

sales force in the development


Reject

Confirms

relationship

that

building

{H2}

Eo


association of relationship

building competency with the

p = 0.0061

competency

significant

association

has

on

training and development (p < 0.00625) training and



{H2}

Fo

There is no

association

significant

of self-

Reject

Confirms that self-

development

152


development competency

with the training and

competency

significant

has

development process for sales p = 0.0057 association on

force in t h e pharmaceutical (p < 0.00625) training and

industry. development

process

Reject

Confirms

strategic

that

sales

planning

{H2}

Go


association of strategic sales

planning competency with

competency

significant

association

has

on

p = 0.0041

the training and development (p < 0.00625) training and



Reject

Confirms

strategic

planning

competency

significant

association

training

development

process

that

sales

has

on

and


{H2}

Ho


territory management

competency with the training

p = 0.0032

and development process for (p < 0.00625)

sales force in the



153





product and technical knowledge, relationship building, self-development,

strategic sales planning, time and territory management are non-complying with

p > 0.00625, which rejects Null Hypothesis {H2} Ao, {H2} Bo, {H2} Do, {H2}

Eo, {H2} Fo, {H2} Go, {H2} Ho, which forms a significant association of these

competencies with training and development process for sales function in

pharma sector.

b) P- Value for competency like customer value creation is complying with p >

0.00625, which accepts Null hypothesis {H2} Co, which states no significant

association of this competency training and development process for sales

function in pharma sector.

5.1.3 Finding and Discussion for Hypothesis 3: -

Finding of Hypothesis 3: -

Hypothesis 3 {H3}

Null Hypothesis Findings/

Discussion

{H3}

Ao



acumen competency with the

performance management



Reject

Confirms that

business acumen

competency has

significant

association on

performance

management

process

p = 0.005

(p < 0.00625)

{H3}

Bo



selling skill competency with

Reject

Confirms that


skill competency

154


the performance management



p = 0.002

(p < 0.00625)

has significant

association on

performance

management

process

Reject

Confirms that

customer value

creation

{H3}

Co




competency has

significant

association on

p = 0.005

performance management (p < 0.00625) performance

process for sales force in the management


Reject

Confirms that

product and

technical

There is no significant knowledge

{H3} association o f product and

p = 0.005

(p < 0.00625)

competency has

Do technical knowledge significant

competency with the association on

performance management performance



Fail to Reject

Confirms that

relationship

building

{H3}

Eo




competency has

NO significant

association on

p = 0.914

performance management (p > 0.00625) performance



155



Fail to Reject

Confirms that self-

development

association of self- competency has

{H3} development competency

significant

Fo with the performance association on

management process for sales

p = 0.072 performance

force in the pharmaceutical

(p > 0.00625) management

industry process

Reject

Confirms

strategic

planning

that

sales

{H3}

Go



planning competency with the



competency

significant

association

performance

management

has

on

p = 0

(p < 0.00625)



Reject

Confirms that time

and territory

management

{H3}

Ho



competency with the



competency

significant

association

performance

management

has

on

p = 0.004

(p < 0.00625)






customer value creation, product and technical knowledge, strategic sales

156


planning, time and territory management are non-complying with p > 0.00625,

which rejects Null Hypothesis {H3} Ao, {H3} Bo, {H3} Co, {H3} Do, {H3}

Go, {H3} Ho, which forms a significant association of these competencies with

performance management process for sales function in pharma sector.

b) P- Value for competencies like relationship building and self-development

complying with p > 0.00625, which accepts Null hypothesis {H3} Eo, {H3}

Fo which states no significant association of these competency with

performance management process for sales function in pharma sector.



Hypothesis 4 {H4}

Null Hypothesis Findings/

Discussion

Reject

Confirms that

business acumen

There is no significant competency has

{H4} association of business

significant

Ao acumen competency with the association on

compensation management

p = 0.005 compensation


(p < 0.00625) management



Reject

Confirms that


skill competency

has significant

association on

compensation

management

process


{H4} selling skill competency with

Bo the compensation

management process for sales p = 0.004


(p < 0.00625)

Industry

{H4}

Co




Reject

Confirms that

customer value

creation

157




competency

significant

has

pharmaceutical industry. p = 0.001 association on

(p < 0.00625) compensation

management

process



technical knowledge

competency with the




Reject

Confirms

product

technical

that

and

knowledge

{H4} competency has

Do significant


(p < 0.00625) compensation

management

process

Fail to Reject

Confirms

relationship

that

building

{H4}

Eo




competency has

NO significant

association on

p = 0.335

compensation management (p > 0.00625) compensation



There is

no

significant

Reject

Confirms that self-

development

association of self- competency has

{H4} development competency

significant

Fo with the compensation association on


p = 0.003 compensation


(p < 0.00625) management

industry process

158


{H4}

Go



planning competency with

the compensation



industry

Reject

Confirms that

strategic sales

planning

competency has

significant

association on

compensation

management

process

p = 0.006

(p < 0.00625)

{H4}

Ho




competency with the




Reject

Confirms that time

and territory

management

competency has

significant

association on

compensation

management

process

p = 0.003

(p < 0.00625)





customer value creation, product and technical knowledge, self-development,

strategic sales planning, time and territory management are non-complying with

p > 0.00625, which rejects Null Hypothesis {H4} Ao, {H4} Bo, {H4} Co, {H4}

Do, {H4} Fo, {H4} Go, {H4} Ho, which forms a significant association of these

competencies with compensation management process for sales function in

pharma sector.

b) P- Value for competency like relationship building is complying with p >

0.00625, which accepts Null hypothesis {H4} Eo, which states no significant

association of this competency with compensation management process for

sales function in pharma sector.

159




Hypothesis 5 {H5}

Null Hypothesis

Findings/

Discussion



acumen competency with

the career and succession

planning process for sales


Industry

Confirms that

Fail to Reject business acumen

competency has

{H5} Ao

NO significant

association on

career &

succession

planning process

p = 0.007

(p > 0.00625)



Reject

Confirms that


selling skill competency skill competency

{H5} Bo with the career and

succession planning

process for sales force in

the pharmaceutical

p = 0.001

(p < 0.00625)

has significant

association on

career &

succession

Industry planning process


Reject

Confirms that

customer value

association of customer creation

value creation competency competency has

{H5} Co with the career and significant

succession planning p = 0.001 association on

process for sales force in (p < 0.00625) career &

the pharmaceutical succession

industry. planning process

{H5} Do



technical knowledge

Fail to Reject

Confirms that

product and

technical

160


competency with the career

and succession planning

knowledge

competency has


the pharmaceutical

industry

p = 0.376

(p > 0.00625)

NO significant

association on

career &

succession

planning process

Fail to Reject

Confirms that

relationship

There is no significant building

association of relationship competency has

{H5} Eo building competency with NO significant

the career and succession p = 0.761 association on

planning process for sales (p > 0.00625) career &

force in the pharmaceutical succession

industry planning process


association of self-

Reject

Confirms that self-

development

development competency competency has

{H5} Fo with the career and

succession planning


the pharmaceutical

p = 0.003

(p < 0.00625)

significant

association on

career &

succession



Fail to Reject

Confirms that

strategic sales

association of strategic planning

sales planning competency competency has

{H5} Go with the career and NO significant

succession planning p = 0.007 association on

process for sales force in (p < 0.00625) career &

the pharmaceutical succession


161


{H5} Ho




competency with the career

and succession planning


the pharmaceutical

industry

Reject

Confirms that time

and territory

management

competency has

significant

association on

career &

succession

planning process

p = 0.003

(p < 0.00625)




a) P- values for competencies like consultative selling skills, customer value

creation, self-development and time and territory management are non-

complying with p > 0.00625, which rejects Null Hypothesis {H5} Bo, {H5}

Co, {H5} Fo, {H5} Ho which forms a significant association of this

competencies with career and succession planning process for sales function in

pharma sector.

b) P- Value for competency like business acumen, product and technical

knowledge, relationship building and strategic sales planning are complying

with p > 0.00625, which accepts Null hypothesis {H5} Ao, {H5} Do, {H5} Eo,

{H5} Go which states no significant association of these competency with

career and succession planning process for sales function in pharma sector.

5.2 Conclusion and Recommendation: -

The current research was carried out in a view to identify competencies of sales function

at all the levels of hierarchy, define the task in each competency and to measure its

practical existence. The study was conducted to measure the ability of adoption of these

competencies by the role holder (sales professional) and process holder (Human

resource professional), for performing recruitment and selection process, training and

development process, performance management process,

162


compensation management process, career and succession planning. Further the study

wanted to explore the association of this competencies with competency based human

resource management systems for sale function in pharmaceutical sector.

From the current study, it is implicit that traditional process of work-based HR

management, are no longer effective means of making good HR decisions. There is

notable use of sales competencies while taking decision in Human Resource

Management life cycle of sales employees of pharmaceutical sector in Gujarat. This is

evident for process of recruitment and selection / Talent acquisition, training and

development process, performance management process, compensation management

process, career and succession planning.

Some of the key concluding aspects are highlighted as under: -

a) The research concludes that there is an adoption of competency based

recruitment and selection process for sales professional by all the members

involved in the process. This helps the process holder to focus on sales

competencies while making hiring decision and helps in attracting the right kind

of talent for a given job role. Competency-based selection, according to the

current research, provides some insight into whether, a new hire will be a good

fit with organizational goal. A competency-based recruitment and selection

process provides job incumbent with opportunities to outline, explain, and

demonstrate their qualifications in competency-based terms, which will make

the selection process more effective.

b) The research also supports use of competencies based training and development

process for pharma sales professionals. Through this the competency based

training can be individualized by identifying potential training and development

needs. The training gaps can be justified by analysis of current set of

competencies and desired benchmarked competencies, for sales personnel to

deliver effective training programmes.

163


c) The study also promotes the use of competencies for performance management

process for pharma sales function. Competency based performance

management process can give apt insights on strategic and non- strategic tasks

of job and helps develop individual plans for the coming set of responsibilities.

d) It is implicit that competency based compensation management is practiced for

sales professional in pharmaceutical sector. This indeed would help in assigning

competencies with financial gain for sales professionals. It also would facilitate

competency based pay for performance and the concept of performance

incentives.

e) The practical application of competency based career and succession planning

is evident from the current study. Competencies would serve as a basis of new

set of responsibilities, handed over to the job incumbent. It helps analyze

individual and team development plans and makes the job incumbent ready for

new set of responsibilities.

It is discernible from the current study that Competency based Human Resource

Management for sales professional in pharmaceutical industry is a transpiring and

emerging approach for proficient HR Systems in organization, which can achieve the

competitive edge to thrive in today’s time. Competency based Human Resource

management have turned out to be an effective tool for HR to improve the

organizational productivity. Integration of competencies with the HR function has

enhanced the processes for sales function in the pharma sector with reference to Gujarat,

India.

5.3 Limitation of the Study: -

Though it is evident from current study that competency based HR systems are widely

adopted and are in practical use with reference to pharmaceutical industry in Gujarat,

few limitations exist which are elaborated as under: -

164


a) The study is limited to ten pharmaceuticals companies in Gujarat, which are

medium and large enterprise. The study would have its own limitation with

reference to small scale pharmaceutical industry pretending to factors like

absence of dedicated HR professionals for the role, designing of competency

based process and time taken to adopt this process, multitasked role assigned to

HR professional like administration, accounting etc., lack of specialized subject

matter experts etc.

b) The process holder who implements competency based systems does not

possess suitable expertise backed up with education to design and structure such

process.

c) There is absence of educational initiatives and development programmes for

competency based management system which caters the need to industry.

d) The inability of Human Resource Management professional to prioritize

competency based management with their current process.

e) Lack of proper documentation of competency related process for future

reference.

5.4 Future scope of research: -

The current study only focuses on measuring the significant association of various

competencies and tasks classified under competencies on human resource process and

its sub function with reference to sales function in the pharmaceutical industry.

a) These competencies can be conceptualized in a model which can be practically

utilized in: -

i. Strategic Human Resource initiatives like developing and maintaining

Competency Driven Culture.

ii. Assessment and development center for recruiting and promotion.

iii. Initializing HRIS [Human Resource Information System], which can be

gestated as web based or a server based software.

iv. Merging with Psychological and Aptitude test for selection.

165


v. Computing with HR Analytics to calculate conventional reports that depicts

profitability.

b) The use competencies and competencies cluster can be associated with various

financial and non- financial parameters of organizational effectiveness to

calculate accurate return on investment.

c) The competency model can serve as unique asset in planning, organizing,

documenting and implementing various standard operating procedures [SOP],

to achieve maximum results from the human capital.

5. S Summary –

The chapter provides an overview of entire analysis in an encapsulated manner. The

chapter briefs concluding statements and recommendations that can improvise the

current competency based human resource system with reference to sales function in

pharmaceutical sector. In addition to this it elaborates on future scope for research

which suggests formation of competency framework and modeling for sales function,

which is practically feasible and can be aligned with business strategies through means

of current research study.

Sub Hypothesis Null Hypothesis Alternate Hypothesis

Hypothesis 1

{H1} A Accepted

{H1} B Accepted

{H1} C Accepted

{H1} D Accepted

{H1} E Accepted

{H1} F Accepted

{H1} G Accepted

{H1} H Accepted

Hypothesis 2

{H2} A Accepted

{H2} B Accepted

{H2} C Accepted

{H2} D Accepted

{H2} E Accepted

166


{H2} F Accepted

{H2} G Accepted

{H2} H Accepted

Hypothesis 3

{H3} A Accepted

{H3} B Accepted

{H3} C Accepted

{H3} D Accepted

{H3} E Accepted

{H3} F Accepted

{H3} G Accepted

{H3} H Accepted

Hypothesis 4

{H4} A Accepted

{H4} B Accepted

{H4} C Accepted

{H4} D Accepted

{H4} E Accepted

{H4} F Accepted

{H4} G Accepted

{H4} H Accepted

Hypothesis 5

{H5} A Accepted

{H5} B Accepted

{H5} C Accepted

{H5} D Accepted

{H5} E Accepted

{H5} F Accepted

{H5} G Accepted

{H5} H Accepted

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www.salesmanagement.org

www.benchmarkingreports.com

www.ibm.com

https://www.peoplematters.in

http://www.humancapitalonline.com

https://www.shrm.org

http://www.wfpma.com

https://uwpress.wisc.edu/journals

www.workforce.com

https://chrr.osu.edu

https://recruiterbox.com

https://hbr.org/magazine

http://www.lsu.edu/hrm

http://www.ipapharma.org

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http://www.salesmanagement.org/

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http://www.ibm.com/

http://www.peoplematters.in/

http://www.humancapitalonline.com/

http://www.shrm.org/

http://www.wfpma.com/

http://www.workforce.com/

http://www.lsu.edu/hrm

http://www.ipapharma.org/

http://www.ipc.gov.in/

http://gujaratpharmacycouncil.org/

http://www.hrsg.ca/

http://jhr.uwpress.org/

http://www.tandfonline.com/

http://www.journals.sagepub.com/

http://www.onlinelibrary.wiley.com/journal

http://www.icaew.com/

APPENDICES

Appendices

180

ANNEXURE – I

Sales Competency Questionnaire

Dear Respondent,

I invite you to participate in research study entitled “A Study on Development of

Competency Based HR systems for sales function in pharma sector”. I am currently

enrolled with Gujarat technological University as a research scholar for Doctorate

programme in management [PhD]

The enclosed questionnaire has been designed to collect quality information on

competency Based Human Resource Management systems practiced by

pharmaceutical industry for sales professional and to study the practical implication of

the sales competency possessed by the staff.

Your Participation in the research process is completely voluntary. Data obtained from

this process will be kept confidential and will be reported as a collective combined total,

used for research purpose only.

The questionnaire consists of five sections and will take your considerate time to fill in

the information correctly.

If you agree to participate in the research process, please fill in the correct information

for the questionnaire for the link mentioned below and submit the form at the earliest

possible convenience.

Wufoo Form Link: -

Please note: -

The questionnaire consists of five sections, which are sub functions of Human resource

development present and practiced in your pharmaceutical organization. Please give

your response against every section differently, on the scale of 1 to 5, 5 being the most

appropriate and 1 being the least appropriate.

Personal and Professional Dossier: -

A. Gender: -

Male/Female

Appendices

B. Age in years: -

18-25 years/26-35 years/36-45 years/46-55 years/ Above 55 Years

C. Educational qualifications: -

Diploma/Graduate/Post Graduate

D. Experience in years: -

Below 2 years/2-5 years/5-10 years/Above 10 years

E. Experience in Human resource department in a pharmaceutical

company: -

Below 2 years/2-5 years/5-10 years/Above 10 years

SECTION 1

Rate the given competency of the sales professional with reference to Recruitment

and selection /Talent Acquisition Process {Recruitment and Selection Process}

followed by the HRD of your company.

Rating Scale

SR

NO

COMPETENCY

1

2

3

4

5

A BUSINESS ACUMEN

1 A1 Understands general business management

2 A2 Demonstrates fair competitive practices

3 A3 Demonstrates ethical behavior

4 A4 Understands and uses channel contracts

5 A5 Understands government legislations and governing bodies

6 A6 Understand competitor selling strategy

7 A7 Comply with corporate policies

8 A8 Follow industry Standards

9 A9 Understand the selling channel


10 B1 Prospects for potential customers

11 B2 Plans for the initial content of the sales call

12 B3 Contact the prospects

182

Appendices

13 B4 Plan the sales call

14 B5 Open the sales call

15 B6 Present solutions/options

16 B7 Address Objections

17 B8 Uses the sales tool

18 B9 Provokes potential Business

19 B10 Follow up the sales


20 C1 Manage the knowledge of the customer and market

21 C2 Create value for every sales opportunity

22 C3 Communicate the value proposition

23 C4 Leverage organization's customer value chain

24 C5 Create and manage a customer value plan

25 C6 Measures the value realized


26 D1 Acquire up to date product/service knowledge

27 D2 Acquire up to date technical knowledge

E REALTIONSHIP BUILDING

28 E1 Create a customer care process

29 E2 Develop the account

30

E3

Collaborate with customer to create service standards and

networks

31 E4 Support customer initiatives

32 E5 Educates the customer for latest trends

33 E6 Appreciates the customer for closed deal

F SELF DEVELOPMENT

34 F1 Creates professional vision/mission

35 F2 Manage the attitude

36 F3 Practice self-discipline

183

Appendices

37 F4 Manage career and professional development

38 F5 Manage Stress

39 F6 Focus on knowledge management


40 G1 Analyze and segment the market

41 G2 Research about competition

42 G3 Analyze individual region and customers

43 G4 Analyze self and competitor products and services

44 G5 Negotiate sales targets

45 G6 Create own sales strategies

46 G7 Set objectives to achieve sales targets


47 H1 Priority Time Management

48 H2 Forecast sales results

49 H3 Analyze customer segments

50 H4 Manage sales funnel

51 H5 Manage sales activities in given deadlines

SECTION 2

Rate the given competency of the sales professional with reference to Training and

Development process followed by the HRD of your company.

Rating Scale

SR

NO

COMPETENCY

1

2

3

4

5

A BUSINESS ACUMEN




184

Appendices





























185

Appendices



30

E3


networks




F SELF DEVELOPMENT





38 F5 Manage Stress
















186

Appendices

SECTION 3

Rate the given competency of the sales professional with reference to Performance

Management Systems followed by the HRD of your company.

Rating Scale

SR

NO

COMPETENCY

1

2

3

4

5

A BUSINESS ACUMEN
























187

Appendices








E RELATIONSHIP BUILDING



30

E3


networks




F SELF DEVELOPMENT





38 F5 Manage Stress








188

Appendices









SECTION 4

Rate the given competency of the sales professional with reference to Compensation

Management Systems followed by the HRD of your company.

Rating Scale

SR

NO

COMPETENCY

1

2

3

4

5

A BUSINESS ACUMEN













189

Appendices






















30

E3


Networks




F SELF DEVELOPMENT



190

Appendices



38 F5 Manage Stress
















SECTION 5

Rate the given competency of the sales professional with reference to career

development and succession planning systems followed by the HRD of your

company

Rating Scale

SR

NO

COMPETENCY 1 2 3 4 5

A BUSINESS ACUMEN




191

Appendices




























192

Appendices




30 E3 Collaborate with customer to create service standards and networks




F SELF DEVELOPMENT





38 F5 Manage Stress
















193

Appendices

ANNEXURE II

I-CVI [Item Content Validity Index] for the questionnaire

SR

NO

COMPETENCY

I-CVI (Value)

A BUSINESS ACUMEN

1 A1 Understands general business management 0.80

2 A2 Demonstrates fair competitive practices 0.90

3 A3 Demonstrates ethical behavior 1.00

4 A4 Understands and uses channel contracts 1.00

5 A5 Understands government legislations and governing bodies 0.90

6 A6 Understand competitor selling strategy 0.90

7 A7 Comply with corporate policies 0.90

8 A8 Follow industry Standards 1.00

9 A9 Understand the selling channel 1.00


10 B1 Prospects for potential customers 1.0

11 B2 Plans for the initial content of the sales call 1.0

12 B3 Contact the prospects 1.0

13 B4 Plan the sales call 1.0

14 B5 Open the sales call 0.80

15 B6 Present solutions/options 0.90

16 B7 Address Objections 0.80

17 B8 Uses the sales tool 0.90

18 B9 Provokes potential Business 1.0

19 B10 Follow up the sales 1.0


20 C1 Manage the knowledge of the customer and market 0.80

21 C2 Create value for every sales opportunity 0.80

22 C3 Communicate the value proposition 0.80

23 C4 Leverage organization's customer value chain 0.90

24 C5 Create and manage a customer value plan 0.90

25 C6 Measures the value realized 1.0


26 D1 Acquire up to date product/service knowledge 1.0

27 D2 Acquire up to date technical knowledge 1.0

194

Appendices


28 E1 Create a customer care process 0.90

29 E2 Develop the account 0.80

30

E3

Collaborate with customer to create service standards and networks

1.0

31 E4 Support customer initiatives 1.0

32 E5 Educates the customer for latest trends 1.0

33 E6 Appreciates the customer for closed deal 0.90

F SELF DEVELOPMENT

34 F1 Creates professional vision/mission 1.0

35 F2 Manage the attitude 1.0

36 F3 Practice self-discipline 1.0

37 F4 Manage career and professional development 0.90

38 F5 Manage Stress 0.90

39 F6 Focus on knowledge management 1.0


40 G1 Analyze and segment the market 1.0

41 G2 Research about competition 1.0

42 G3 Analyze individual region and customers 1.0

43 G4 Analyze self and competitor products and services 1.0

44 G5 Negotiate sales targets 0.80

45 G6 Create own sales strategies 1.0

46 G7 Set objectives to achieve sales targets 1.0


47 H1 Priority Time Management 1.0

48 H2 Forecast sales results 0.80

49 H3 Analyze customer segments 0.80

50 H4 Manage sales funnel 1.0

51 H5 Manage sales activities in given deadlines 1.0

195

Appendices

ANNEXURE III

S-C VI [Scale Content Validity Index] for the questionnaire

SR

NO

COMPETENCY CLUSTER

Agreement

in %

S-CVI

Value

A BUSINESS ACUMEN

1 A1 Understands general business management 100% 1.00

2 A2 Demonstrates fair competitive practices 100% 1.00

3 A3 Demonstrates ethical behavior 90% 0.90

4 A4 Understands and uses channel contracts 80% 0.80

5

A5

Understands government legislations and

governing bodies

70%

0.70

6 A6 Understand competitor selling strategy 80% 0.80

7 A7 Comply with corporate policies 80% 0.80

8 A8 Follow industry Standards 100% 1.00

9 A9 Understand the selling channel 100% 1.00

Average 88.89% 0.8889


10 B1 Prospects for potential customers 90% 0.90

11 B2 Plans for the initial content of the sales call 80% 0.80

12 B3 Contact the prospects 90% 0.90

13 B4 Plan the sales call 100% 1.00

14 B5 Open the sales call 70% 0.70

15 B6 Present solutions/options 60% 0.60

16 B7 Address Objections 100% 1.00

17 B8 Uses the sales tool 100% 1.00

18 B9 Provokes potential Business 100% 1.00

19 B10 Follow up the sales 80% 0.80

Average 87% 0.87


20

C1

Manage the knowledge of the customer and market

100%

1.00

21 C2 Create value for every sales opportunity 80% 0.80

22 C3 Communicate the value proposition 60% 0.60

23 C4 Leverage organization's customer value chain 80% 0.80

24 C5 Create and manage a customer value plan 80% 0.80

25 C6 Measures the value realized 100% 1.00

Average 83.33% 0.8333

196

Appendices

D

PRODUCT AND TECHNICAL

KNOWLEDGE

26 D1 Acquire up to date product/service knowledge 100% 1.00

27 D2 Acquire up to date technical knowledge 100% 1.00

Average 100% 1.00


28 E1 Create a customer care process 100% 1.00

29 E2 Develop the account 80% 0.80

30

E3

Collaborate with customer to create service standards and networks

100%

1.00

31 E4 Support customer initiatives 100% 1.00

32 E5 Educates the customer for latest trends 70% 0.70

33 E6 Appreciates the customer for closed deal 100% 1.00

Average 91.66% 0.9166

F SELF DEVELOPMENT

34 F1 Creates professional vision/mission 100% 1.00

35 F2 Manage the attitude 100% 1.00

36 F3 Practice self-discipline 100% 1.00

37 F4 Manage career and professional development 100% 1.00

38 F5 Manage Stress 60% 0.60

39 F6 Focus on knowledge management 100% 1.00

Average 93.33% 0.9333


40 G1 Analyze and segment the market 100% 1.00

41 G2 Research about competition 100% 1.00

42 G3 Analyze individual region and customers 90% 0.90

43

G4

Analyze self and competitor products and services

90%

0.90

44 G5 Negotiate sales targets 50% 0.50

45 G6 Create own sales strategies 100% 1.00

46 G7 Set objectives to achieve sales targets 90% 0.90

Average 88.57% 0.8857


47 H1 Priority Time Management 100% 1.00

48 H2 Forecast sales results 100% 1.00

49 H3 Analyze customer segments 70% 0.70

50 H4 Manage sales funnel 80% 0.80

51 H5 Manage sales activities in given deadlines 100% 1.00

Average 90% 0.90

197

Appendices

ANNEXURE IV

Test of Assumption of Multivariate Normality – Kurtosis and Skewness for Research

Variables

Statistics

A B C D E F G H

N Valid 385 385 385 385 385 385 385 385

Missing 0 0 0 0 0 0 0 0

Skewness -0.75 -0.57 -0.6 -0.54 -0.66 -0.57 -0.74 -0.66

Std. Error of

Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124

Kurtosis 0.231 0.111 -0.09 -0.03 -0.03 -0.01 0.24 0.188

Std. Error of Kurtosis 0.248 0.248 0.248 0.248 0.248 0.248 0.25 0.248

Table 4.1.a - Multivariate Normality for Hypothesis 1


Statistics

A B C D E F G H

N Valid 385 385 385 385 385 385 385 385

Missing 0 0 0 0 0 0 0 0

Skewness -0.74 -0.66 -0.37 -0.6 -0.54 -0.66 -0.35 -0.57

Std. Error of Skewness 0.124 0.124 0.124 0.124 0.124 0.124 0.12 0.124

Kurtosis 0.236 0.188 -0.89 -0.09 -0.03 -0.03 -0.78 0.111




Statistics

A B C D E F G H

N Valid 385 385 385 385 385 385 385 385

Missing 0 0 0 0 0 0 0 0

Skewness -0.66 -0.75 -0.6 -0.54 -0.57 -0.74 -0.66 -0.69


Kurtosis -0.03 0.231 -0.09 -0.03 -0.01 0.236 0.19 -0.06




198

Appendices

Statistics

A B C D E F G H

N Valid 385 385 385 385 385 385 385 385

Missing 0 0 0 0 0 0 0 0

Skewness -0.52 -0.32 -0.44 -0.37 -0.33 -0.36 -0.47 -0.48


Kurtosis -0.35 -0.64 -0.52 -0.38 -0.25 -0.68 -0.28 -0.74




Statistics

A B C D E F G H

N Valid 385 385 385 385 385 385 385 385

Missing 0 0 0 0 0 0 0 0

Skewness -0.33 -0.26 -0.33 -0.67 -0.48 -0.45 -0.44 -0.56


Kurtosis -0.88 -0.09 -1.05 0.528 0.406 0.237 0.02 -0.58




199

Appendices

ANNEXURE – V

Descriptive Statistics for Research Variables

Descriptive Statistics

D.V N Mean Std. Deviation

A 385 4.2286 0.692

B 385 4.1766 0.74998

C 385 4.2078 0.70226

D 385 4.1481 0.78488

E 385 4.1403 0.74726

F 385 4.213 0.75439

G 385 4.2052 0.73028

H 385 4.1948 0.77793

Valid N (list wise) 385

Table – 5.1.a Descriptive Statistic for Hypothesis 1



N Mean Std. Deviation

A 385 4.213 0.75439

B 385 4.2052 0.73028

C 385 4.2468 0.69139

D 385 4.1766 0.74998

E 385 4.2078 0.70226

F 385 4.1481 0.78488

G 385 4.2597 0.66541

H 385 4.2286 0.692




200

Appendices



A 385 4.1481 0.78488

B 385 4.2026 0.7641

C 385 4.1766 0.74998

D 385 4.2078 0.70226

E 385 4.1403 0.74726

F 385 4.213 0.75439

G 385 4.2052 0.73028

H 385 4.1948 0.77793






A 385 4.1922 0.73558

B 385 4.1974 0.67892

C 385 4.1481 0.7475

D 385 4.2026 0.67353

E 385 4.1896 0.65582

F 385 4.2182 0.68783

G 385 4.2234 0.68994

H 385 4.213 0.75439




201

Appendices



A 385 4.226 0.6872

B 385 4.1532 0.63729

C 385 4.1506 0.77268

D 385 4.1403 0.72605

E 385 4.2208 0.64192

F 385 4.1558 0.67053

G 385 4.1195 0.70064

H 385 4.1455 0.82262




202

Appendices

ANNEXURE VI

Pearson correlation coefficient (r) for Research Variables.

Correlation

A B C D E F G H

A Pearson

Correlation

1

0.89

0.75

0.62*

0.47

0.91 .630**

0.37

Sig. (2tailed) 0.079 0.774 0.018 0.468 0.073 0 0.465

N 385 385 385 385 385 385 385 385

B Pearson

Correlation

0.89

1

0.57*

0.58

0.68**

0.43

0.76 .417**

Sig. (2tailed) 0.079 0.027 0.308 0 0.669 0.136 0

N 385 385 385 385 385 385 385 385

C Pearson

Correlation 0.75 0.57* 1 0.83** 0.37** 0.41* 0.59 0.56

Sig. (2tailed) 0.774 0.027 0.002 0.003 0.041 0.445 0.062

N 385 385 385 385 385 385 385 385

D Pearson

Correlation 0.62* 0.58 0.83** 1 0.086 0.56 0.41** 0.059

Sig. (2tailed) 0.018 0.308 0.002 0.093 0.575 0.007 0.25

N 385 385 385 385 385 385 385 385

E Pearson

Correlation

0.47

0.68**

0.37**

0.086

1

0.04

0.81 .147**

Sig. (2tailed) 0.468 0 0.003 0.093 0.434 0.118 0.004

N 385 385 385 385 385 385 385 385

F Pearson

Correlation

0.91

0.43

0.41*

0.56

0.04

1 .132**

0.24

Sig. (2tailed) 0.073 0.669 0.041 0.575 0.434 0.01 0.347

N 385 385 385 385 385 385 385 385

G Pearson

Correlation .630**

0.76

0.59

0.41**

0.81 .132**

1

0.062

Sig. (2tailed) 0 0.136 0.445 0.007 0.118 0.01 0.223

N 385 385 385 385 385 385 385 385

H Pearson

Correlation

0.37 .417**

0.56

0.059 .147**

0.24

0.062

1

Sig. (2tailed) 0.465 0 0.062 0.25 0.004 0.347 0.223

N 385 385 385 385 385 385 385 385

*. Correlation is significant at the 0.05 level (2tailed). **. Correlation is significant

at the 0.01 level (2tailed).

Table 6.1.a Pearson correlation for variables in Hypothesis 1

{Source – Primary Data, SPSS22.0 Output}

203

Appendices

Correlations

A B C D E F G H

A Pearson

Correlation

1

0.062

0.029

0.039 .137**

0.08 .554**

0.076

Sig. (2tailed) 0.223 0.573 0.445 0.007 0.118 0 0.136

N 385 385 385 385 385 385 385 385

B Pearson

Correlation

0.062

1

0.085

0.095

0.059 .147**

0.04 .417**

Sig. (2tailed) 0.223 0.095 0.062 0.25 0.004 0.433 0

N 385 385 385 385 385 385 385 385

C Pearson

Correlation

0.029

0.085

1 .207**

0.009

0.096 .128*

0.029

Sig. (2tailed) 0.573 0.095 0 0.855 0.061 0.012 0.574

N 385 385 385 385 385 385 385 385

D Pearson

Correlation

0.039

0.095 .207**

1 .158** .150**

0.08 .113*

Sig. (2tailed) 0.445 0.062 0 0.002 0.003 0.117 0.027

N 385 385 385 385 385 385 385 385

E Pearson

Correlation .137**

0.059

0.009 .158**

1

0.086 .113*

0.052

Sig. (2tailed) 0.007 0.25 0.855 0.002 0.093 0.027 0.308

N 385 385 385 385 385 385 385 385

F Pearson

Correlation

0.08 .147**

0.096 .150**

0.086

1 .139** .206**

Sig. (2tailed) 0.118 0.004 0.061 0.003 0.093 0.006 0

N 385 385 385 385 385 385 385 385

G Pearson

Correlation .554**

0.04 .128*

0.08 .113* .139**

1

0.074

Sig. (2tailed) 0 0.433 0.012 0.117 0.027 0.006 0.145

N 385 385 385 385 385 385 385 385

H Pearson

Correlation

0.076 .417**

0.029 .113*

0.052 .206**

0.074

1

Sig. (2tailed) 0.136 0 0.574 0.027 0.308 0 0.145

N 385 385 385 385 385 385 385 385

*. Correlation is significant at the 0.05 level (2tailed). **. Correlation is significant

at the 0.01 level (2tailed).



204

Appendices

Correlations

A B C D E F G H

A Pearson

Correlation

1

0.037 .150**

0.086

0.04

0.08 .147**

0.055

Sig. (2tailed) 0.468 0.003 0.093 0.434 0.118 0.004 0.282

N 385 385 385 385 385 385 385 385

B Pearson

Correlation

0.037

1

0.015 .120*

0.091 .630**

0.037

0.014

Sig. (2tailed) 0.468 0.774 0.018 0.073 0 0.465 0.784

N 385 385 385 385 385 385 385 385

C Pearson

Correlation .150**

0.015

1 .158** .104*

0.039

0.095 .235**

Sig. (2tailed) 0.003 0.774 0.002 0.041 0.445 0.062 0

N 385 385 385 385 385 385 385 385

D Pearson

Correlation

0.086 .120* .158**

1

0.029 .137**

0.059

0.021

Sig. (2tailed) 0.093 0.018 0.002 0.575 0.007 0.25 0.681

N 385 385 385 385 385 385 385 385

E Pearson

Correlation

0.04

0.091 .104*

0.029

1 .132**

0.048 .213**

Sig. (2tailed) 0.434 0.073 0.041 0.575 0.01 0.347 0

N 385 385 385 385 385 385 385 385

F Pearson

Correlation

0.08 .630**

0.039 .137** .132**

1

0.062 .133**

Sig. (2tailed) 0.118 0 0.445 0.007 0.01 0.223 0.009

N 385 385 385 385 385 385 385 385

G Pearson

Correlation .147**

0.037

0.095

0.059

0.048

0.062

1

0.085

Sig. (2tailed) 0.004 0.465 0.062 0.25 0.347 0.223 0.095

N 385 385 385 385 385 385 385 385

H Pearson

Correlation

0.055

0.014 .235**

0.021 .213** .133**

0.085

1

Sig. (2tailed) 0.282 0.784 0 0.681 0 0.009 0.095

N 385 385 385 385 385 385 385 385

**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is significant at the 0.05 level

(2tailed).



205

Appendices

Correlations

A B C D E F G H

A Pearson

Correlation

1

0.061

0.081 .163**

0.048

0.032 .105*

0.053

Sig. (2tailed) 0.236 0.114 0.001 0.343 0.536 0.039 0.302

N 385 385 385 385 385 385 385 385

B Pearson

Correlation

0.061

1

0.094

0.077

0.097 .560**

0.05

0.031

Sig. (2tailed) 0.236 0.066 0.129 0.057 0 0.326 0.538

N 385 385 385 385 385 385 385 385

C Pearson

Correlation

0.081

0.094

1 .173** .139**

0.093 .107* .309**

Sig. (2tailed) 0.114 0.066 0.001 0.006 0.067 0.035 0

N 385 385 385 385 385 385 385 385

D Pearson

Correlation .163**

0.077 .173**

1

0.048 .101*

0.076

0.013

Sig. (2tailed) 0.001 0.129 0.001 0.344 0.047 0.136 0.793

N 385 385 385 385 385 385 385 385

E Pearson

Correlation

0.048

0.097 .139**

0.048

1 .151** .140**

.318**

Sig. (2tailed) 0.343 0.057 0.006 0.344 0.003 0.006 0

N 385 385 385 385 385 385 385 385

F Pearson

Correlation

0.032 .560**

0.093 .101* .151**

1

0.095

0.086

Sig. (2tailed) 0.536 0 0.067 0.047 0.003 0.064 0.092

N 385 385 385 385 385 385 385 385

G Pearson

Correlation .105*

0.05 .107*

0.076 .140**

0.095

1

0.008

Sig. (2tailed) 0.039 0.326 0.035 0.136 0.006 0.064 0.869

N 385 385 385 385 385 385 385 385

H Pearson

Correlation

0.053

0.031 .309**

0.013 .318**

0.086

0.008

1

Sig. (2tailed) 0.302 0.538 0 0.793 0 0.092 0.869

N 385 385 385 385 385 385 385 385

**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is significant at the 0.05 level

(2tailed).



206

Appendices

Correlations

A B C D E F G H

A Pearson

Correlation

1

0.097 .201**

0.082 .182**

0.037 .116* .108*

Sig. (2tailed) 0.057 0 0.106 0 0.468 0.023 0.035

N 385 385 385 385 385 385 385 385

B Pearson

Correlation

0.097

1 .185**

0.083 .102* .553**

0.052

0.012

Sig. (2tailed) 0.057 0 0.104 0.046 0 0.307 0.814

N 385 385 385 385 385 385 385 385

C Pearson

Correlation .201** .185**

1

0.05 .216** .156**

0.024 .363**

Sig. (2tailed) 0 0 0.324 0 0.002 0.643 0

N 385 385 385 385 385 385 385 385

D Pearson

Correlation 0.082 0.083 0.05 1 0.078 0.067 0.018 0.082

Sig. (2tailed) 0.106 0.104 0.324 0.128 0.187 0.722 0.107

N 385 385 385 385 385 385 385 385

E Pearson

Correlation .182** .102*

.216**

0.078

1 .132** .198**

.353**

Sig. (2tailed) 0 0.046 0 0.128 0.01 0 0

N 385 385 385 385 385 385 385 385

F Pearson

Correlation

0.037 .553** .156**

0.067 .132**

1 .127* .148**

Sig. (2tailed) 0.468 0 0.002 0.187 0.01 0.013 0.004

N 385 385 385 385 385 385 385 385

G Pearson

Correlation .116*

0.052

0.024

0.018 .198** .127*

1

0.03

Sig. (2tailed) 0.023 0.307 0.643 0.722 0 0.013 0.554

N 385 385 385 385 385 385 385 385

H Pearson

Correlation .108*

0.012 .363**

0.082 .353** .148**

0.03

1

Sig. (2tailed) 0.035 0.814 0 0.107 0 0.004 0.554

N 385 385 385 385 385 385 385 385

**. Correlation is significant at the 0.01 level (2tailed). *. Correlation is

significant at the 0.05 level (2tailed).

Table 6.5.a Pearson correlation for variables in Hypothesis 5 {Source – Primary Data, SPSS22.0

Output}

207

Appendices

ANNEXURE VII

Test of Multivariate Outliners

a. Multivariate Outliners description for Hypothesis 1

Table 7.1.1.a Test of A=Business Acumen multivariate outliners with reference

to Hypothesis 1 {Source – Primary Data, SPSS 22.0 Output}

Table 7.1.2.a Test of B= Consultative selling Skill multivariate outliners with reference to

Hypothesis 1


Extreme Values Case Number Value

A

Highest

1 1 5

2 4 5

3 7 5

4 10 5

5 12 5.00a

Lowest

1 303 2

2 299 2

3 148 2

4 118 2

5 63 2


B

Highest

1 2 5

2 4 5

3 6 5

4 17 5

5 19 5.00a

Lowest

1 353 2

2 349 2

3 238 2

4 185 2

5 173 2.00b

208

Appendices

Table 7.1.3.a Test of C=Customer Value Creation multivariate outliners with reference to

Hypothesis 1


Table 7.1.4.a Test of D= Product and Technical Knowledge multivariate outliners with reference to

Hypothesis 1



C

Highest

1 1 5

2 2 5

3 3 5

4 4 5

5 5 5.00a

Lowest

1 301 2

2 297 2

3 159 2

4 129 2

5 61 2


D

Highest

1 2 5

2 4 5

3 15 5

4 17 5

5 19 5.00a

Lowest

1 351 2

2 347 2

3 253 2

4 249 2

5 226 2.00b

209

Appendices

Table 7.1.5.a Test of E = Relationship Building multivariate outliners with reference to Hypothesis

1


Table 7.1.6.a Test of F = Self Development multivariate outliners with reference to

Hypothesis 1



E

Highest

1 1 5

2 2 5

3 3 5

4 13 5

5 15 5.00a

Lowest

1 285 2

2 273 2

3 263 2

4 135 2

5 123 2.00b

Extreme Values

Case Number

Value

F

Highest

1 2 5

2 5 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 379 2

2 367 2

3 335 2

4 323 2

5 313 2.00b

210

Appendices

Table 7.1.7.a Test of G = Strategic Sales Planning multivariate outliners

with reference to Hypothesis 1


Table 7.1.8.a Test of H = Time and

Territory Management multivariate outliners with reference to Hypothesis 1


Note: -

a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.

b. Only a partial list of cases with the value 2.00 is shown in the table of lower extremes.

Extreme Values

Case Number

Value

G

Highest

1 1 5

2 4 5

3 7 5

4 10 5

5 12 5.00a

Lowest

1 303 2

2 299 2

3 276 2

4 266 2

5 153 2.00b


H

Highest

1 3 5

2 5 5

3 7 5

4 12 5

5 13 5.00a

Lowest

1 370 2

2 353 2

3 349 2

4 326 2

5 316 2.00b

211

Appendices

b. Multivariate Outliners description for Hypothesis 2




Hypothesis 2


Extreme Values Case

Number Value

A

Highest

1 2 5

2 5 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 380 3

2 376 3

3 370 3

4 365 3

5 353 3.00b

Extreme Values Case

Number Value

B

Highest

1 1 5

2 4 5

3 7 5

4 10 5

5 12 5.00a

Lowest

1 366 3

2 364 3

3 357 3

4 356 3

5 352 3.00b

212

Appendices


Hypothesis 2



Hypothesis 2


Extreme Values Case

Number Value

C

Highest

1 3 5

2 5 5

3 7 5

4 12 5

5 13 5.00a

Lowest

1 384 3

2 381 3

3 371 3

4 367 3

5 362 3.00b

Extreme Values Case

Number Value

D

Highest

1 2 5

2 4 5

3 6 5

4 17 5

5 19 5.00a

Lowest

1 369 3

2 366 3

3 362 3

4 356 3

5 351 3.00b

213

Appendices

Extreme Values Case

Number

Value

E

Highest

1 1 5

2 2 5

3 3 5

4 4 5

5 5 5.00a

Lowest

1 373 3

2 372 3

3 368 3

4 352 3

5 350 3.00b

Table 7.2.5.a Test of E = Relationship Building multivariate outliners with reference to

Hypothesis 2


Table 7.2.6.a Test of F = Self Development multivariate outliners



Extreme Values Case

Number

Value

F

Highest

1 2 5

2 4 5

3 15 5

4 17 5

5 19 5.00a

Lowest

1 367 3

2 364 3

3 360 3

4 354 3

5 345 3.00b

214

Appendices

Table 7.2.7.a Test of G = Strategic Sales Planning multivariate outliners with reference


Table 7.2.8.a Test of H = Time and Territory Management multivariate outliners with

reference to Hypothesis 2


Note: -



Extreme Values Case

Number

Value

G

Highest

1 1 5

2 2 5

3 5 5

4 8 5

5 10 5.00a

Lowest

1 380 3

2 376 3

3 370 3

4 365 3

5 353 3.00b

Extreme Values Case

Number Value

H

Highest

1 1 5

2 4 5

3 7 5

4 10 5

5 12 5.00a

Lowest

1 366 3

2 364 3

3 357 3

4 356 3

5 352 3.00b

215

Appendices

c. Multivariate Outliners description for Hypothesis 3




Hypothesis 3


Extreme Values Case

Number Value

A

Highest

1 2 5

2 4 5

3 15 5

4 17 5

5 19 5.00a

Lowest

1 31 2

2 367 3

3 364 3

4 360 3

5 354 3.00b

Extreme Values Case

Number Value

B

Highest

1 1 5

2 2 5

3 5 5

4 8 5

5 10 5.00a

Lowest

1 47 2

2 19 2

3 380 3

4 379 3

5 376 3.00b

216

Appendices


Hypothesis 3



Hypothesis 3


Extreme Values Case

Number Value

C

Highest

1 2 5

2 4 5

3 6 5

4 17 5

5 19 5.00a

Lowest

1 37 2

2 369 3

3 366 3

4 362 3

5 356 3.00b

Extreme Values Case

Number Value

D

Highest

1 1 5

2 2 5

3 3 5

4 4 5

5 5 5.00a

Lowest

1 366 2

2 133 2

3 27 2

4 373 3

5 372 3.00b

217

Appendices

Table 7.3.5.a Test of E = Relationship Building multivariate outliners with reference to

Hypothesis 3


Table 7.3.6.a Test of F = Self Development multivariate outliners with reference to

Hypothesis 3


Extreme Values Case

Number

Value

E

Highest

1 1 5

2 2 5

3 3 5

4 13 5

5 15 5.00a

Lowest

1 223 2

2 218 2

3 371 3

4 370 3

5 366 3.00b

Extreme Values Case

Number

Value

F

Highest

1 2 5

2 5 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 303 2

2 380 3

3 379 3

4 376 3

5 370 3.00b

218

Appendices







Note: -



Extreme Values Case

Number Value

G

Highest

1 1 5

2 4 5

3 7 5

4 10 5

5 12 5.00a

Lowest

1 291 2

2 214 2

3 193 2

4 366 3

5 364 3.00b

Extreme Values Case

Number Value

H

Highest

1 3 5

2 5 5

3 7 5

4 12 5

5 13 5.00a

Lowest

1 377 2

2 323 2

3 201 2

4 384 3

5 381 3.00b

219

Appendices

d. Multivariate Outliners description for Hypothesis 4

Table 7.4.1.a Test of A=Business Acumen multivariate outliners with



Table 7.4.2.a Test of B= Consultative selling Skill multivariate outliners



Extreme Values Case

Number Value

A

Highest

1 3 5

2 6 5

3 8 5

4 10 5

5 13 5.00a

Lowest

1 378 2

2 363 2

3 348 2

4 333 2

5 318 2

Extreme Values Case

Number Value

B

Highest

1 1 5

2 11 5

3 13 5

4 16 5

5 18 5.00a

Lowest

1 306 2

2 379 3

3 364 3

4 349 3

5 334 3.00b

220

Appendices


Hypothesis 4



Hypothesis 4


Extreme Values Case

Number Value

C

Highest

1 2 5

2 5 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 384 2

2 369 2

3 354 2

4 339 2

5 324 2

Extreme Values Case

Number Value

D

Highest

1 1 5

2 4 5

3 6 5

4 8 5

5 10 5.00a

Lowest

1 314 2

2 67 2

3 378 3

4 363 3

5 348 3.00b

221

Appendices

Table 7.4.5.a Test of E = Relationship Building multivariate outliners with



Table 7.4.6.a Test of F = Self Development multivariate outliners with



Extreme Values Case

Number Value

E

Highest

1 2 5

2 13 5

3 21 5

4 23 5

5 31 5.00a

Lowest

1 141 2

2 136 2

3 316 3

4 314 3

5 297 3.00b

Extreme Values Case

Number

Value

F

Highest

1 1 5

2 11 5

3 13 5

4 16 5

5 18 5.00a

Lowest

1 4 2

2 379 3

3 364 3

4 349 3

5 334 3.00b

222

Appendices

Table 7.4.7.a Test of G = Strategic Sales Planning multivariate outliners with reference to

Hypothesis 4





Note: - a. Only a partial list of cases with the value 5.00 is shown in the table of upper extremes.


Extreme Values Case

Number Value

G

Highest

1 3 5

2 6 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 239 2

2 132 2

3 109 2

4 383 3

5 382 3.00b

Extreme Values Case

Number Value

H

Highest

1 2 5

2 5 5

3 8 5

4 10 5

5 12 5.00a

Lowest

1 119 2

2 78 2

3 24 2

4 382 3

5 379 3.00b

223

Appendices

d. Multivariate Outliners description for Hypothesis 5

Table 7.5.1.a Test of A=Business Acumen multivariate outliners with



Table 7.5.2.a Test of B= Consultative selling Skill multivariate outliners



Extreme Values Case

Number Value

A

Highest

1 3 5

2 11 5

3 21 5

4 23 5

5 25 5.00a

Lowest

1 385 3

2 379 3

3 373 3

4 366 3

5 360 3.00b

Extreme Values Case

Number Value

B

Highest

1 1 5

2 6 5

3 8 5

4 10 5

5 14 5.00a

Lowest

1 248 2

2 27 2

3 372 3

4 359 3

5 346 3.00b

224

Appendices


Hypothesis 5



Hypothesis 5


Extreme Values Case

Number Value

C

Highest

1 2 5

2 5 5

3 12 5

4 23 5

5 25 5.00a

Lowest

1 297 2

2 24 2

3 381 3

4 375 3

5 370 3.00b

Extreme Values Case

Number Value

D

Highest

1 1 5

2 4 5

3 11 5

4 21 5

5 25 5.00a

Lowest

1 384 2

2 380 2

3 357 2

4 355 2

5 352 2.00b

225

Appendices

Table 7.5.5.a Test of E = Relationship Building multivariate outliners with



Table 7.5.6.a Test of F = Self Development multivariate outliners with



Extreme Values Case

Number

Value

E

Highest

1 2 5

2 9 5

3 11 5

4 19 5

5 21 5.00a

Lowest

1 334 2

2 326 2

3 295 2

4 142 2

5 263 3.00b

Extreme Values Case

Number

Value

F

Highest

1 1 5

2 6 5

3 8 5

4 10 5

5 14 5.00a

Lowest

1 331 2

2 322 2

3 304 2

4 295 2

5 118 2

226

Appendices







Note: -



Extreme Values Case

Number

Value

G

Highest

1 3 5

2 6 5

3 8 5

4 10 5

5 13 5.00a

Lowest

1 345 2

2 324 2

3 311 2

4 255 2

5 167 2.00b

Extreme Values Case

Number Value

H

Highest

1 2 5

2 5 5

3 8 5

4 9 5

5 10 5.00a

Lowest

1 385 2

2 368 2

3 340 2

4 331 2

5 324 2.00b

227

Appendices

ANNEXURE VIII

Multiple Comparisons – Tukey’s HSD Post hoc Analysis

Dependent Factor Factor

Variable 1 2

Mean

Difference (I-

J)

Std.

Error

Sig.

95% Confidence

Interval

Lower

Bound

Upper

Bound

Business Acumen 1.00 2.00

3.00

4.00

5.00

.02143

-.15294

.05714

-.15294

.40552

.42493

.40130

.42051

.998

.931

.989

.930

-.9600

-1.1813

-.9141

-1.1706

1.0028

.8754

1.0283

.8648

2.00 3.00

4.00

5.00

-.15294

.05714

-.15294

.42493

.40130

.42051

.931

.989

.930

-1.1813

-.9141

-1.1706

.8754

1.0283

.8648

4.00

3.00

5.00

.05714

-.15294

.40130

.42051

.989

.930

-.9141

-1.1706

1.0283

.8648

4.00 5.00 -.15294 .42051 .930 -1.1706 .8648

Consultative

Selling Skill

1.00 2.00

3.00

4.00

5.00

.04356

-.34518

.07652

-.15333

.40134

.41388

.45630

.42378

.978

.567

.981

.932

-.9610

-1.1817

-.9167

-1.1763

1.1128

.8654

1.0583

.8547

2.00 3.00

4.00

5.00

-.71533

.05572

-.15683

.41344

.40631

.42052

.932

.879

.931

-1.1813

-.9241

-1.1606

.8054

1.0293

.8718

4.00

3.00

5.00

.05714

-.15294

.40130

.42051

.989

.930

-.9141

-1.1706

1.0283

.8648

4.00 5.00 -.15294 .42051 .930 -1.1706 .8648

Customer Value

Creation

1.00 2.00

3.00

4.00

5.00

.07146

-.15794

.05714

-.15794

.40557

.47496

.40160

.47051

.998

.961

.989

.960

-.9600

-1.1816

-.9141

-1.1706

1.0078

.8754

1.0786

.8648

2.00 3.00 -.15294

.42496

.961

-1.1816

.8754

4.00 .05714 .40160 .989 -.9141 1.0286

228

Appendices

5.00 -.15294 .42051 .920 -1.1702 .8248

3.00

4.00 .05714 .40120 .989 -.9141 1.0282

5.00 -.15294 .42051 .920 -1.1702 .8248

4.00 5.00 -.15294 .42051 .920 -1.1702

.8248

Product and 1.00 2.00

Technical .02142 .40552 .998 -.9200 1.0028

Knowledge

3.00 -.15294 .42492 .921 -1.1812 .8754

4.00 .05714 .40120 .989 -.9141 1.0282

5.00 -.15294 .42051 .920 -1.1702 .8248

2.00 3.00

-.15294 .42492 .921 -1.1812 .8754

4.00 .05714 .40120 .989 -.9141 1.0282

5.00 -.15294 .42051 .920 -1.1702 .8248

3.00

4.00 .05714 .40120 .989 -.9141 1.0282

5.00 -.15291 .12051 .920 -1.1702 .8218

4.00 5.00 -.15291 .12051 .920 -1.1702 .8218

Relationship

Building

1.00 2.00 .02552 .50552 .998 -.9200 5.0028

3.00 -.55295 .52532 .325 -5.5852 .8755

4.00 .05755 .50520 .333 -.3555 5.0232

5.00 -.55295 .52055 .320 -5.5702 .3253

2.00 3.00

-.55295 .52536 .365 -5.5356 .3755

4.00 .05755 .50560 .333 -.3555 5.0236

5.00 -.55295 .52055 .360 -5.5706 .3653

3.00

4.00 .05755 .50560 .333 -.3555 5.0236

5.00 -.15291 .12051 .360 -1.1706 .3613

4.00 5.00 -.15291 .12051 .960 -1.1706 .3613

Self-Development 1.00 2.00 .02116 .10552 .993 -.9600 1.0023

3.00 -.15291 .12196 .961 -1.1316 .3751

4.00 .05711 .10160 .939 -.9111 1.0236

5.00 -.15291 .12051 .960 -1.1706 .8618

229

Appendices

2.00 3.00

-.15291 .12196 .961 -1.1816 .8751

4.00 .95711 .19169 .989 -.9111 1.9286

5.00 -.15291 .12951 .969 -1.1796 .8618

3.00

4.00 .92711 .19169 .989 -.9111 1.9286

5.00 -.12291 .12921 .969 -1.1796 .8618

4.00 5.00 -.12291 .12921 .969 -1.1796 .8618

Strategic Selling 1.00

Skill

2.00 .02116 .10222 .998 -.9600 1.0028

3.00 -.12291 .12196 .961 -1.1816 .8721

4.00 .02711 .10160 .989 -.9111 1.0286

5.00 -.12291 .12021 .960 -1.1706 .8618

2.00 3.00 -.12291

.12196

.961

-1.1816

.8721

4.00 .05711 .10160 .989 -.9111 1.0286

5.00 -.15291 .12051 .960 -1.1706 .8618

3.00

4.00 .05711 .10160 .989 -.9111 1.0286

5.00 -.15291 .12051 .960 -1.1706 .8618

4.00 5.00 -.15291 .12051 .960 -1.1706 .8618

Time and Territory 1.00

Management

2.00 .02116 .10552 .998 -.9600 1.0028

3.00 -.15291 .12193 .931 -1.1813 .8751

4.00 .05711 .10130 .989 -.9111 1.0283

5.00 -.15891 .18051 .930 -1.1706 .8618

2.00 3.00 -.15891

.18193

.931

-1.1813

.8751

4.00 .05711 .10130 .989 -.9111 1.0283

5.00 -.15891 .18051 .930 -1.1706 .8618

3.00

4.00 .05711 .10130 .989 -.9111 1.0283

5.00 -.15891 .18051 .930 -1.1706 .8618

4.00 5.00 -.15291 .12051 .930 -1.1706 .8618

Appendices

1.0 = Recruitment and Selection Process / Talent Acquisition Process,

2.00 = Training and Development Process, 3.00 = Performance Management process,

4.00= Compensation Management Process, 5.00 = Career and Succession Planning

process

Table: - 8.1 – Multiple Comparisons – Tukey’s HSD Post hoc Analysis

230

List of Publications

List of Research Publications and Conference Proceedings

“Competency Based Training Intervention in Indian Pharmaceutical Industry: A

Strategic Approach to Address Human Capital Learning Process” - 19th International

Conference on Human Resource Management and Professional Development – Singapore,

March 2017.

“Sales and Marketing Management Competency Framework” An Integrated approach

to evaluate and refine organization performance with reference to pharmaceutical

industry in Gujarat -20th Nirma International conference on Management, Nirma

University, January 2017

“Improving effectiveness of retail sector through competency mapping of Sales

Manager” - Indian Journal of applied Research Vol 4(10), ISSN: 2249-555X, October 2014

231

“a study on development of competency based · (enrollment no. 129990992016) entitled “a study...

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