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Human Resource Management of Johnson & Johnson

Human Resource Management of Johnson & Johnson

Discuss Human Resource Management of Johnson & Johnson within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Johnson & Johnson (NYSE: JNJ) is a global American pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. ...

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Human Resource Management of Johnson & Johnson
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Netra Shetty
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netrashetty
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Human Resource Management of Johnson & Johnson - January 27th, 2011

Johnson & Johnson (NYSE: JNJ) is a global American pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. Its common stock is a component of the Dow Jones Industrial Average and the company is listed among the Fortune 500.

Johnson & Johnson consistently ranks at the top of Harris Interactive's National Corporate Reputation Survey,[4] ranking as the world's most respected company by Barron's Magazine,[5] and was the first corporation awarded the Benjamin Franklin Award for Public Diplomacy by the U.S. State Department for its funding of international education programs.[6] A suit brought by the United States Department of Justice in 2010, however, alleges that the company from 1999 to 2004 illegally marketed drugs to Omnicare, a pharmacy that dispenses the drugs in nursing homes.[7]

The corporation's headquarters is located in New Brunswick, New Jersey, United States. Its consumer division is located in Skillman, New Jersey. The corporation includes some 250 subsidiary companies with operations in over 57 countries. Its products are sold in over 175 countries. J&J had worldwide pharmaceutical sales of $24.6 billion for the full-year 2008.

Johnson & Johnson's brands include numerous household names of medications and first aid supplies. Among its well-known consumer products are the Band-Aid Brand line of bandages, Tylenol medications, Johnson's baby products, Neutrogena skin and beauty products, Clean & Clear facial wash and Acuvue contact lenses.


The challenges brought about by the changes in the political and economic sphere in Hong Kong are becoming more serious. Both the public and the private sectors needed to transform their HRM practices in order for them to effectively adapt to the new environment. Now I will discuss two of the major challenges that HRM professionals face. There are generally four challenges that business and human resource professionals face. These are:

1. Increase in business competition from newly industrialized countries in Asia, as well as China.

2. The depletion of managerial and professional talent because of the uncertainty before the handover.

3. Labor turnover is rising due to tight labor market that added to recruitment and other employment costs.

4. Growing tensions between employers and employees due to the rising expectations from the workforce on issues like compensation and benefits, equality and rights and better organizes and visible union activities.



I personally agree with the authors about the challenges that HRM professionals are facing. Looking at the discussions above, I can say that the HRM environment in Hong Kong has undergone a series of transformation. These are primarily caused by the transformation of the political and economic structures. I also believe that the increasing competition among firms locally and abroad, the war for talents and the desire to acquire and maintain a competitive advantage has forced businesses to develop their HR practices. For example, Hong Kong is now becoming more service-oriented as service industries experience growth. Services require different knowledge, skills and abilities from employees. There is also a growing number of emigrations causing a brain-drain. Brain-drain together with the increasing labor mobility is causing a more intense war on talents. Companies compete with one another in attracting and retaining valuable talents. Work has also change. The advent of information technology and other technological innovations require skills. Employees are also demanding flexibility in their work. These changes pose considerable challenge for HR professionals.




Training and Development:

Training is a process designed to maintain or improve current job performance. Most training is directed at upgrading and improving an employee’s abilities or skills. While development is “A process designed to develop skills necessary for future work activities.” Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs. In special attention is paid on the training and development of the employees. The purpose of training is to upgrade the capabilities and efficiency of all those employees and prepare them for more responsible positions in future. ’s management thinks that it is essential to strengthen management and professional teams at all organizational levels. Construct training programs and provides employees a variety of Job skills, Technical, Clerical and Supervisory and Managerial courses.

also pays attention on the development of their employees. In some cases employees are given amount up to 300,000 to get MBA degree from any HEC recognized University. Both on the job and off the job training is in practice in . In , the human resource department conducts a meeting with department heads at the end of the training program. The purpose of this meting is to focus on the individual discipline and performance during the training program. Then on the basis of their performance they give them advance jobs. They fill every position vacancy with the best qualified person obtained.
Motivation Function & Maintenance Function:

Motivation for employees is as necessary as water for the plant. Motivation is a force that drives them to work more efficiently and effectively. So, employees should be motivated from time to time to get maximum out of them. And Maintenance function is necessary for correcting their mistakes and improving their skills to do the job.

At motivating employees is considered as very important part of the performance management. At customer service centre of , they award shield to the best employee as C.S of the month. This not only motivates the person who is got shield but also create incentive for other employees to work harder and improve their performance. But in other departments it is done on an annual basis (from January 1st to December 31st).

No matter wherever you reach whatever you become there is always room for improvement. That’s why gives chance to its junior employees to evaluate their seniors by conducting 360 degree evaluation. The immediate supervisor prepares an annual report in December of each year of each employee

Increments are also given at the end of the year, increments are percentage of salaries. Promotions are given on good performance after completing two years in the current grade. Bonuses are given but the employee must have to complete 6 months in the company service.

At the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee.

Workers at are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes:

• It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of.
• By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.
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