netrashetty
Netra Shetty
Medimix International is a global online-based market research company headquartered in Miami, Florida. The company was founded in 1989 in France, and moved its global headquarters to the United States in 2002. Medimix International is one of the pioneers in online marketing research for the lifescience industries, and has developed a proprietary panel of health care professionals since 1995.
Medimix International is a member of the American Marketing Association (AMA), European Pharmaceutical Market Research Association (EphMRA), Pharmaceutical Business Intelligence Research Group (PBIRG), Pharmaceutical Marketing Research Group (PMRG) and the European Society for Opinion & Marketing Research (ESOMAR).
The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.
The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources. A huge percentage
is spent on human resources -- salaries, benefits, training, work life programs, etc. Nowhere else
do you make that substantial an investment and not measure the return.
Not only do human resources provide the competitive edge, but several recent studies have
confirmed that the quality and innovation of HR practices impact business results. These studies
were able to draw a correlation between increased quality of HR practices and increased business
success. Among other benefits, HR alignment with mission accomplishment increases HR’s
ability to anticipate its customers’ needs, increases the agency’s ability to implement strategic
business goals, and provides decision-makers with critical resource allocation information.
Finally, HR alignment is a vital process to advance agency accountability. By defining, main-
taining, and assessing HRM goals and measures, communicating them throughout the agency, and
using the information to make management decisions, agencies are able to ensure that the
management of human resources contributes to mission accomplishment and that managers are
held accountable for their HRM decisions in support of mission accomplishment.
Individual Development
Individual development focuses on the importance of personal growth and development through learning programs and activities. Employees are able to develop knowledge, competencies, skills and appropriate behaviours for current jobs. Individual development includes communication, interpersonal skills, and other areas of personal development in addition to training. Learning occurs in both formal and informal settings, while training usually occurs on the job. Individual development activities include all types of learning programs and training activities.
According to Gilley and Maycunich (2000), learning brings about learner growth and development both personally and professionally. As a result, individual and organizational renewal capability increases, as does performance capacity.
Performance Aspect of HRD
Development of employees refers to increasing the knowledge, skills, and competencies of employees, which enhances their performance capacity and capability. Development also refers to increasing an organization’s efficiency, improving its effectiveness, enhancing its renewal capacity, and improving its competitive practices (Gilley & Maycunich 2000). According to McLagan (1989) HRD is the integration of training and development, and organization development to improve individual, group, and organizational effectiveness. HRD is a process of developing and unleashing human expertise through organizational development and personal training and development for improving performance (Swanson, 1995). It is an organizational learning experience sponsored by an employer for the purpose of improving work performance while emphasizing the betterment of the human conditions through the integration of organizational goals and individual needs.
Medimix International is a member of the American Marketing Association (AMA), European Pharmaceutical Market Research Association (EphMRA), Pharmaceutical Business Intelligence Research Group (PBIRG), Pharmaceutical Marketing Research Group (PMRG) and the European Society for Opinion & Marketing Research (ESOMAR).
The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.
The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources. A huge percentage
is spent on human resources -- salaries, benefits, training, work life programs, etc. Nowhere else
do you make that substantial an investment and not measure the return.
Not only do human resources provide the competitive edge, but several recent studies have
confirmed that the quality and innovation of HR practices impact business results. These studies
were able to draw a correlation between increased quality of HR practices and increased business
success. Among other benefits, HR alignment with mission accomplishment increases HR’s
ability to anticipate its customers’ needs, increases the agency’s ability to implement strategic
business goals, and provides decision-makers with critical resource allocation information.
Finally, HR alignment is a vital process to advance agency accountability. By defining, main-
taining, and assessing HRM goals and measures, communicating them throughout the agency, and
using the information to make management decisions, agencies are able to ensure that the
management of human resources contributes to mission accomplishment and that managers are
held accountable for their HRM decisions in support of mission accomplishment.
Individual Development
Individual development focuses on the importance of personal growth and development through learning programs and activities. Employees are able to develop knowledge, competencies, skills and appropriate behaviours for current jobs. Individual development includes communication, interpersonal skills, and other areas of personal development in addition to training. Learning occurs in both formal and informal settings, while training usually occurs on the job. Individual development activities include all types of learning programs and training activities.
According to Gilley and Maycunich (2000), learning brings about learner growth and development both personally and professionally. As a result, individual and organizational renewal capability increases, as does performance capacity.
Performance Aspect of HRD
Development of employees refers to increasing the knowledge, skills, and competencies of employees, which enhances their performance capacity and capability. Development also refers to increasing an organization’s efficiency, improving its effectiveness, enhancing its renewal capacity, and improving its competitive practices (Gilley & Maycunich 2000). According to McLagan (1989) HRD is the integration of training and development, and organization development to improve individual, group, and organizational effectiveness. HRD is a process of developing and unleashing human expertise through organizational development and personal training and development for improving performance (Swanson, 1995). It is an organizational learning experience sponsored by an employer for the purpose of improving work performance while emphasizing the betterment of the human conditions through the integration of organizational goals and individual needs.