How Smash Was Pharmaco in Attainment a Balance between Its Human Resource and Business Strategies

Employee decisions traditionally evaluated by corporate leadership are shifting to human resource management’s more tailored authority.&nbsp. “Human issues arising from the restructuring of multinational corporations are being delegated to HR for study and implementation”.&nbsp. Therefore, human resource management should be prepared to deal with such challenges.&nbsp.
Unfortunately, empirically, it has been a common practice to cut the human resources department first to save money and resources when a company is experiencing difficulty.&nbsp. “And when companies were downsizing and restructuring, human resource capabilities were the first thing cut”.&nbsp. Such poor leadership decisions are not forward thinking and result in an understaffed HR department that is not prepared to lead the company’s restructuring.&nbsp. In the case of Pharmaco, inefficient human resource decisions couple with poor communication between employees hindered development.
Evaluation of the management style of Pharmaco yields information about the company’s core values and beliefs. The purpose of the case study was to “appreciate the range of employees and types of job that exist within pharmaceutical companies”. Pharmaco is a British company, which is important to note because the “pharmaceutical industry is often highlighted as one of the few examples of British manufacturing success in high value-added markets”.&nbsp. The case study tracks the year and a half following the takeover of Pharmaco.&nbsp. Approximately 950 employees were on site, including over “100 in chemical operations”, “300 employees in pharmaceutical operations”, and “100 employees in industrialization” and ”122 people in quality control”.