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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM63731
Volume:
10 |
5 |
May 2026
Pages:
1-4
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Management
Swami Vivekanand Subharti University, Meerut, India
In the knowledge-intensive pharmaceutical sector, human capital constitutes the primary source of competitive advantage. However, the industry currently faces a significant challenge in the form of high attrition rates and an intensifying "war for talent." This research paper examines the relationship between Human Resource Development (HRD) practices—specifically Career Planning and Development—and employee retention in leading Indian pharmaceutical organizations: Sun Pharmaceutical Industries Ltd., Lupin Ltd., Ranbaxy Laboratories Ltd., Cadila Healthcare Ltd., and Cipla Ltd. Drawing on secondary data and a review of existing literature, the study analyzes how these organizations utilize structured career development frameworks, succession planning, and leadership training to foster employee loyalty. The findings suggest that when organizations align individual career aspirations with organizational goals through clear growth paths, they significantly enhance job satisfaction and reduce turnover. The study rejects the null hypothesis that pharmaceutical companies lack structured career planning frameworks, confirming instead that these frameworks are vital tools for securing the intellectual capital necessary for sustained innovation.
KEYWORDS
The study of HRD practices in Sun Pharmaceutical Industries, Lupin, Ranbaxy Laboratories, Cadila Healthcare, and Cipla leads to the rejection of the Null Hypothesis. The evidence confirms that pharmaceutical companies in India have a structured career planning framework. These organizations have successfully bridged the gap between organizational requirements and individual aspirations by: 1. Integrating career discussions into performance appraisals. 2. Investing in leadership development for succession planning. 3. Fostering a continuous learning culture that satisfies the professional hunger of knowledge workers. In the highly competitive pharmaceutical sector, these Career Planning and Development strategies are not merely "employee welfare" initiatives; they are strategic imperatives. They serve as the primary defence against the industry-wide talent crunch, ensuring that the organizations retain the intellectual capital required to innovate and lead in the global market.
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Publication Date
5/21/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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