netrashetty
Netra Shetty
Human Resource Management of Merck and Company : Merck & Co., Inc. (NYSE: MRK), also known as Merck Sharp & Dohme or MSD outside the United States and Canada, is one of the largest pharmaceutical companies in the world. The headquarters of the company is located in Whitehouse Station, New Jersey, an unincorporated area in Readington Township. The company was established in 1891 as the United States subsidiary of the German company now known as Merck KGaA. In common with many other German assets in the United States, Merck & Co. was confiscated in 1917 during World War I and then set up as an independent company. Currently, it is one of the seven largest pharmaceutical companies in the world both by market capitalization and revenue.
Merck & Co. or MSD describes itself as a "a global research-driven pharmaceutical company. Merck discovers, develops, manufactures and markets a broad range of innovative products to improve human and animal health, directly and through its joint ventures." The Merck Company Foundation has distributed over $480 million to educational and non-profit organizations since it was founded in 1957.[3]
Merck publishes The Merck Manuals, a series of medical reference books. These include the Merck Manual of Diagnosis and Therapy, the world's best-selling medical textbook, and the Merck Index, a collection of information about chemical compounds.
When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.
The Department of Veterans Affairs (VA) Office of Human Resources Management was inte-grally
involved in the Department’s strategic planning process. Although the program offices were the
drivers for the strategic goals, the administrative functions were integrally involved in establishing
how resources can be attained, retained, and utilized to support the programs that deliver services to
their customer, the veterans. The HR staff worked with program planners and line managers in an
iterative and interactive series of meetings that provided HR with information on the Department's
current and future business and corresponding human resource needs. The HR staff was able to
translate this information into specific objectives with supporting strategies and performance goals
that were incorporated into the VA strategic plan.
To further refine its priorities, HR held a conference attended by approximately 300 people
representing its key stakeholder groups departmentwide including: HR professionals, political
appointees, headquarters executives, field line managers, staff offices, unions, and veterans. A "real
time" strategic planning process that included facilitation, formal presentations, and inter-active
discussions led to the identification and prioritization of four critical human resources "strategic
opportunities" that must be dealt with if VA is to successfully accomplish its mission. Top
management at the conference committed to supporting the pursuit of these strategic oppor-tunities,
and, subsequently, teams including field and headquarters, line and staff representatives were formed
around these opportunities.
In addition to reviewing strategic plans, we also reviewed 28 agency annual performance plans to
see how HRM is addressed. As mentioned earlier, performance plans are the yearly operational
plans defining what the agency will accomplish in that fiscal year that will contribute to the
longer-term strategic goals, and how they will measure accomplishment of these performance
goals. Seventy-five percent of the reviewed plans contain both HRM performance goals and
measures. This is not surprising because these operational plans tend to be more process and
budget focused than strategic plans and therefore contain more detail about the resources needed
to accomplish the performance goals. Therefore, administrative functions, in general, are
represented more fully than in the strategic plan.
The development of the performance plan is invariably more functional than overall strategic
planning. At most agencies, each program and administrative function is responsible for defining
its own goals and measures which it then forwards to the planning office for coordination into the
annual performance plan. As with the strategic plans, the HRM goals, strategies, and measures
identified by HR offices tend to focus more on processes or activities than on overall outcomes.
These process measures can be helpful, but because operational
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.
HRD aims to improve and enhance both the employees’ and the organizations performance and capabilities. Increasing the employees’ performance and enhancing their skills and capabilities will result to a better performing organization.
Merck & Co. or MSD describes itself as a "a global research-driven pharmaceutical company. Merck discovers, develops, manufactures and markets a broad range of innovative products to improve human and animal health, directly and through its joint ventures." The Merck Company Foundation has distributed over $480 million to educational and non-profit organizations since it was founded in 1957.[3]
Merck publishes The Merck Manuals, a series of medical reference books. These include the Merck Manual of Diagnosis and Therapy, the world's best-selling medical textbook, and the Merck Index, a collection of information about chemical compounds.
When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.
The Department of Veterans Affairs (VA) Office of Human Resources Management was inte-grally
involved in the Department’s strategic planning process. Although the program offices were the
drivers for the strategic goals, the administrative functions were integrally involved in establishing
how resources can be attained, retained, and utilized to support the programs that deliver services to
their customer, the veterans. The HR staff worked with program planners and line managers in an
iterative and interactive series of meetings that provided HR with information on the Department's
current and future business and corresponding human resource needs. The HR staff was able to
translate this information into specific objectives with supporting strategies and performance goals
that were incorporated into the VA strategic plan.
To further refine its priorities, HR held a conference attended by approximately 300 people
representing its key stakeholder groups departmentwide including: HR professionals, political
appointees, headquarters executives, field line managers, staff offices, unions, and veterans. A "real
time" strategic planning process that included facilitation, formal presentations, and inter-active
discussions led to the identification and prioritization of four critical human resources "strategic
opportunities" that must be dealt with if VA is to successfully accomplish its mission. Top
management at the conference committed to supporting the pursuit of these strategic oppor-tunities,
and, subsequently, teams including field and headquarters, line and staff representatives were formed
around these opportunities.
In addition to reviewing strategic plans, we also reviewed 28 agency annual performance plans to
see how HRM is addressed. As mentioned earlier, performance plans are the yearly operational
plans defining what the agency will accomplish in that fiscal year that will contribute to the
longer-term strategic goals, and how they will measure accomplishment of these performance
goals. Seventy-five percent of the reviewed plans contain both HRM performance goals and
measures. This is not surprising because these operational plans tend to be more process and
budget focused than strategic plans and therefore contain more detail about the resources needed
to accomplish the performance goals. Therefore, administrative functions, in general, are
represented more fully than in the strategic plan.
The development of the performance plan is invariably more functional than overall strategic
planning. At most agencies, each program and administrative function is responsible for defining
its own goals and measures which it then forwards to the planning office for coordination into the
annual performance plan. As with the strategic plans, the HRM goals, strategies, and measures
identified by HR offices tend to focus more on processes or activities than on overall outcomes.
These process measures can be helpful, but because operational
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.
HRD aims to improve and enhance both the employees’ and the organizations performance and capabilities. Increasing the employees’ performance and enhancing their skills and capabilities will result to a better performing organization.
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