Annals of Computer Science and Information Systems, Volume 24

DOI: http://dx.doi.org/10.15439/2020KM5

Citation: Proceedings of the 2020 International Conference on Research in Management & Technovation, Shivani Agarwal, Darrell Norman Burrell, Vijender Kumar Solanki (eds). ACSIS, Vol. 24, pages 91–94 (2020)

Full text

Abstract. Role of Indian pharmaceutical industry has been significant over the years. It's a leading nation for catering pharma and healthcare services across globe. The development, production, distribution and appropriate utilization of medicines, as well as the supportive functions of regulation, operational research, and training, all require the involvement of competent pharmaceutical professionals. Smart workforce can always contribute for better functioning of healthcare system in a country like India. Adoption of smart technologies by human resource could represent a new competitive advantage for pharma companies exhibiting smart pharma. The dynamic-consolidation, globalization, methodical developments, public policy, and competition-have pushed human resource leaders into new territory to address dynamic needs of pharma business. There exists a digital revamp in life sciences industries even following self-reliant India mission. This is a conceptual explorative research demonstrates future of smart Indian pharma, which is in a verge to become self-reliant. This study helps to focus on pharma workforce challenges such as performance management, compensation management, motivation, promotion, talent management, training and development with the help of AMO model comprising three main components such as ability, motivation, and opportunity. This would also alert both the clinical manufacturers and users resulting in designing personalized based better future of Indian pharma industry. This is an explorative study driven by secondary sources and tends to design prototype. Future Pharma would see the business link paraphernalia across development and dispersal by using better, more reliable larger volumes of data to revolutionize manufacturing.

References

1. Burmeister, C.; Lüttgens, D.; Piller, F.T. Business model innovation for Industrie 4.0: Why the “Industrial Internet” mandates a new perspective on innovation. Die Unternehmung 2016, 70, 124–152
2. Cassell, C. 2001. Managing diversity., Contemporary human resource management. In T. Redman & A. Wilkinson (Eds.) (pp. 404‐431). Harlow: Pearson Education.
3. Cox, T. 2001. The Multicultural Organization. Academy of Management Executive, 5:24-27.
4. Er. Mandeep Singh, Lack of adequate skilled workforce plagues Indian pharma,2016.
5. Gross, J.; Wangenheim, F.V. The Big Four of Influencer Marketing. A Typology of Influencers. Mark. Rev. St. Gallen 2018, 2, 30–38.
6. Hofmann, E.; Rüsch, M. Industry 4.0 and the current status as well as future prospects on logistics. Comput. Ind. 2017, 89, 23–34.
7. Kotler, P.; de Bes, F.T. Inovativní Marketing: Jak Kreativním Myšlením Vítězit u Zákazníkŭ; Grada Publishing a.s.: Prague, Czech Republic, 2005.
8. Rana G., Sharma R., Goel A.K. (2019) Unraveling the Power of Talent Analytics: Implications for Enhancing Business Performance. In: Rajagopal, Behl R. (eds) Business Governance and Society. Palgrave Macmillan, Cham.
9. Rana, G. and Sharma, R. (2019), "Emerging human resource management practices in Industry 4.0", Strategic HR Review, Vol. 18 No. 4, pp. 176-181. https://doi.org/10.1108/SHR-01-2019-0003.
10. Rana, G., Sharma, R., Rana, S. (2017). The Use of Management Control Systems in the Pharmaceutical Industry. International Journal of Engineering Technology, Management and Applied Sciences. Volume 5, Issue 6, 12-23.
11. Rana, G., Sharma, R. (2017). Organizational Culture as a Moderator of the Human Capital Creation-Effectiveness. Global HRM Review, 7(5), 31-37.
12. McFeely, S and Pendell, R. What Workplace Leaders Can Learn from the Real Gig Economy. Gallup. 2018. Available online at https://www.gallup.com/workplace/240929/workplace-leaders-learn-real-gig-economy.aspx.
13. McKinsey & Company, Inc. India Pharma 2020 Propelling access and acceptance, realizing true potential, Pharmaceutical and Medical Products Practice, 2020.
14. Sharma R., Singh S.P., Rana G. (2019) Employer Branding Analytics and Retention Strategies for Sustainable Growth of Organizations. In: Chahal H., Jyoti J., Wirtz J. (eds) Understanding the Role of Business Analytics. Springer, Singapore. https://doi.org/10.1007/978-981-13-1334-9_10.
15. Sharma, R., Jain, V., Singha, S. P. (2018). The Impact of Employer Branding on Organizational commitment in Indian IT Sector. Journal of Business and Management.20 (1), 49-54.
16. Tomervik, K. 1995. Workforce diversity in Fortune 500 corporations headquartered in Minnesota: Concepts and practices. Academy of Human Resource Development (AHRD) Conference Proceedings, St. Louis, MO.
17. Thomas Jr., R.R. 1995. A Diversity Framework. In Martin M. Chemers. et at. Diversity in Organizations, SAGE Publications, 1995.