Strategic HRM Practices in Roche Pharmacueticals, Pakistan

  • Nadeem A. Syed
  • Farooq A. Cheema
  • Asif Kamran
  • Noman Khalid
Conference paper
Part of the Lecture Notes in Electrical Engineering book series (LNEE, volume 242)


In an organization, people working individually or collectively contribute to the achievement of the objectives of business. The use of a strategic and coherent approach to the management of organization’s most valuable assets-the people working is known as Human Resource Management (HRM). This paper entails the extent the “best practices” are being practiced by Roche Pharmaceuticals, Pakistan for superior performance. We would like to recommend to the management that other HR practices should be applied like reverse mentoring. The concept of reverse mentoring is that of filling in the gaps of knowledge and skill of the older employees with regard to emerging trends. As most of the employees around 70 % are above the age of 30 so this practice will really be applied in order to gain profitability. The main objective of the study is to understand the changes in strategic HRM practices (Role and Structure of HR department, Recruitment, Retraining and Redeployment, Performance Appraisal, Compensation, Career Planning and Performance Management System) in Roche Pharmaceuticals, Pakistan. The HR is playing an important role in the transformation of Pakistan from an underdeveloped country to prosperous nation. Roche is conducting induction training for all their employees.


Human resource management (HRM) Strategic human resource management (SHRM) 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Zareen A, Muhammad B (2008) The changing paradigms of human resources in the economic development of Pakistan. Journal of Management and Social Sciences 4(1):1–11Google Scholar
  2. 2.
    Huseild MA (1995) The impact of human resource management: An agenda for the 1990s. International Journal of Human Resource Management 1(1):17–43Google Scholar
  3. 3.
    Beardwell I (2001) An introduction to human resource management: Strategy, style or outcome. In: Beardwell I, Holen L (eds.), In Human Resource Management: A contempory approach, Prentice Hall, HarlowGoogle Scholar
  4. 4.
    Dyer L, Reeves T (1995) HR strategies and firm performance: What do we know and where do we need to go. International Journal of Human Resource Management 6(3):656–670Google Scholar
  5. 5.
    Becker BE, Huselid MA, Pickus PS et al (2001) HR as a source of shareholder value: Research and recommendations. Human Resource Management 36(1):39–47Google Scholar
  6. 6.
    Guest D (2000) Human resource management, corporate performance and employee wellbeing: Building the worker into HRM. The Journal of Industrial Relations 44(3):335–358Google Scholar
  7. 7.
    MacDuffie JP (1995) Human resource bndles and manufacturing performance: Organizational logic and flexible production systems in the World Auto Industry. Industrial and Labor Relations Review 48(2):197–221Google Scholar
  8. 8.
    Frei FZ, Harker PT, Hunter LW (2000) Inside the black box: What makes a bank efficient? In: Harkcr PT, Zenios SA (eds.), The Performance of Financial Institutions, Cambridge University Press, CambridgeGoogle Scholar
  9. 9.
    Ingi R (2003) Knowledge management and creative HRM. Department of Human Resource Management University of Strathclyde, IcelandGoogle Scholar
  10. 10.
    Carter G, Scarbrough H (2001) Towards a second generation of KM? The people management challenge. Education and Training 43(4/5):215–224Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2014

Authors and Affiliations

  • Nadeem A. Syed
    • 1
  • Farooq A. Cheema
    • 2
  • Asif Kamran
    • 3
  • Noman Khalid
    • 1
  1. 1.Management Science DepartmentNational University (Fast)KarachiPakistan
  2. 2.Management Science DepartmentInstitute of Business TechnologyKarachiPakistan
  3. 3.School of Management and EconomicsUniversity of Electronic Science & Technology of ChinaChengduPeople’s Republic of China

Personalised recommendations