



































A Strategic Study on Foreign Fund Utilization in Chinese Insurance Industry


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Relationship between the Various HR Strategies and employee 

motivation in the Taro Pharmaceutical Company. 

 

Jie Cai 

Prof. Wenxi Tang 

   



European Journal of Human Resource  

ISSN 2520-4697 (Online)     

Vol.5, Issue 1 pp 32 - 47, 2021                                       www.ajpojournals.org                                          

 
  

32 

 

Relationship between the Various HR Strategies and employee 

motivation in the Taro Pharmaceutical Company. 

1*Jie Cai   

Post Graduate Student: China Pharmaceutical University, School of International Pharmaceutical 

Business, Department of Business Management 
2Prof. Wenxi Tang 

Lecturer: China Pharmaceutical University, School Of International Pharmaceutical Business, 

Department Of Business Management 
*Corresponding Author’s E-mail: 76652239@qq.com 

 

Abstract  

Purpose: The study sought to find out the relationship between HR Strategies and employee 

motivation in the Taro pharmaceutical company. 

Methodology: The research design for this study was a Survey design. Cross-sectional 

descriptive survey with a close ended questionnaire was used to provide answers to the research 

questions. The target population was both management and staff at the Taro Pharmaceutical 

Company. The researcher sampled 242 respondents based on the Krejcie & Morgan sampling 

distribution. Independent variable in the study is HR Strategies and the dependent variable in the 

study is employee motivation. The study employed Statistical Package for Social Sciences (SPSS) 

version 20.0 to analyze the data gathered on the basis of descriptive statistics such as Mean and 

Standard deviation and inferential statistics thus, Pearson correlation. 

Findings: HR Strategies was significantly related to employee motivation. The results revealed 

that, at the Taro Pharmaceutical Company, HR Strategies include communication, reward and 

recognition, work systems, staffing and training and development. The results proved that; all the 

dimensions of HR Strategies were significantly related to employee motivation which shows that 

employees were highly motivated. 

Unique contribution to theory, practice and policy: Based on the findings, the researcher 

recommends that, Management should maintain and improve on the existing HR Strategies that 

exist in the pharmaceutical company. All the strategies proved significant vis a vis employee 

motivation. The researcher submits that, communication peaked as the most significant HR 

Strategies and hence, should be a point of concern to management. The researcher recommends 

that, even though the identified HR Strategies were functioning well, not all the dimensions were 

able to score high rating as some of the employees were unsure of the applicable strategies. Hence, 

management should intensify the existing strategies to help achieve organizational goals. 

Keywords: Human Resource Strategies, Employee Motivation, Theoretical framework 

 
 

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1. INTRODUCTION 

HR strategies set out what the organization intends to do about its human resource 

management policies and practices and how they should be integrated with the business 

strategy and each other. They are described by Dyer and Reeves (1995) as ‘internally 

consistent bundles of human resource practices. The purpose of HR strategies is to 

articulate what an organization intends to do about its human resource management 

policies and practices now and in the longer term that business and managers should 

perform well in the present to succeed in the future. HR strategies aim to meet both 

business and human needs in the organization. 

1.1 Conceptual Framework 

From the extant literature, the researcher identified a number of HR Strategies which are 

applied in this study. These are staffing, Training, Rewards and Recognition, Work 

systems, communication and employee relation. The researcher therefore has come out 

with the conceptual framework which is illustrated below. 

Human resource strategy is identified as the independent variable and employee 

motivation as the dependent variable.  HR strategies has been attributed six (6) 

dimensions. These dimensions independently influence the employee. Such an influence 

on the employee motivation could ultimately lead to whether the employee is highly 

motivated, moderately motivated or not motivated. It is expected that, by the interrelation 

of these variables, the researcher will be able to conclusively identify what impact HR 

strategy at the Taro Pharmaceutical company has had on the employees. 

 

Figure 1: Conceptual Framework, Source: Author’s Literature Survey, 2019 

 

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2.0 Research Objectives 

The study sought to: 

i. Identify the relationship between Human Resource strategies and employee motivation 

in the Taro pharmaceutical company. 

ii. Find out the challenges in implementing HR strategies in the Taro Pharmaceutical 

Industry. 

3.0. Theoretical Framework of the Study 

3.1 Two- Factor Theory 

Herzberg (1959) introduced a well-known motivation theory, which is the two-Factor 

Theory, he described in his theory between motivators and hygiene factors. He 

emphasized that the factors can either be motivators or hygiene factors, but can never be 

both at the same time. Intrinsic motivational factors are challenging work, recognition 

and responsibilities. Hygiene motivators are extrinsic motivational factors such as status, 

job security and salary. Motivating factors can, when present, leads to satisfaction and 

Hygiene factors can, when not present leads to dissatisfaction, but the two factors can 

never be treated as opposites from each other (Saiyadain, 2009).  

3.1. 2 Process Theory 

The emphasis in process theory is on the psychological processes or forces that affect 

motivation, as well as basic needs (Armstrong, 2010). The process theory is also known 

as cognitive theory because it is concerned with people’s perceptions of their working 

environment and the ways in which they interpret and understand it (Armstrong, 2010). 

According to Armstrong (2010), process theory provides a much more relevant approach 

to motivation. Central to the process theory is a series of cognitive theories that attempt to 

understand the thought processes that people have when determining how to behave in 

the workplace (Steers & Shapiro, 2004). One of the known cognitive theories is the 

expectancy theory presented by Victor Vroom as the first systematic formulation of the 

theory (Steers & Shapiro, 2004). Following Vroom’s expectancy theory are other process 

theories such as the goal achievement theory and equity theory. 

3.1.3 Expectancy Theory 

In Spector (2000), expectancy theory explains how rewards lead to behavior by focusing 

on internal cognitive states that lead to motivation. According to Daft (2003, in 

Dartey-Baah, 2010), expectancy theory proposes that motivation depends on the 

individuals' expectations or outlook about their ability to perform tasks and receive 

desired rewards. 

The theory was originally contained in the valency-instrumentality-expectancy (VIE) 

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theory which was formulated by Vroom (1964, in Green, 2000). Valency stands for value; 

instrumentality is the belief that if one thing is done, it leads to another, and expectancy is 

the probability that action or effort will lead to an outcome (Vroom, 1964). The theory 

assumes that people think about what they are doing, what they are getting and its worth 

(Armstrong, 2010). Vroom’s expectancy theory (Vroom, 1964) developed the topic of 

motivation combining the interaction of individual needs and employees working 

together. 

The concept of expectancy theory was defined in more detail by Vroom (1964) as 

follows:  

When an individual chooses between alternatives which involve uncertain outcomes, it 

seems clear that this behaviour is affected not only by his preferences among these 

outcomes but also by the degree of to which he believes these outcomes to be possible. 

Expectancy is defined as a momentary belief concerning the likelihood that a particular 

act will be followed by a particular outcome. Expectancies may be described in terms of 

their strength. Maximal strength is indicated by subjective certainty that the act will be 

followed by the outcome, while minimal (or zero) strength is indicated by subjective 

certainty that will not be followed by the outcome. 

The strength of expectations may be based on past experiences (reinforcement), but 

individuals are frequently with new situations – a change in job, payment system, or 

working conditions imposed by management – where past experience is not an adequate 

guide to the implications of the change. In these circumstances, motivation may be 

reduced (Armstrong, 2010). 

4.0 Methods 

The research design for this study was a cross-sectional descriptive survey with a close 

ended questionnaire which was used to provide answers to the research questions. The 

independent variable in the study was HR Strategies and the dependent variable in the 

study was employee motivation. 

This study employed a quantitative research design to investigate the relationship existing 

between the various human resource strategies and employees’ motivation. The empirical 

analysis for the study aimed at finding out the relationship between human resource 

strategy and employees’ motivation in the Taro Company Ltd in Canada.  The study 

employed Statistical Package for Social Sciences (SPSS) version 20.0 to analyze the data 

gathered on the basis of descriptive statistics such as Mean and Standard deviation and 

inferential statistics thus, Pearson correlation and the result was discussed. Two hundred 

and forty-two (242) senior staff members including supervisors and managers 

participated in the research. Persons each drawn from the respective levels (senior 

management, middle level management, lower level and supervisory level management 

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36 

 

were involved in the exercise. Since the population at the Taro Company is a finite 

population, the researcher used the systematic sampling technique and proportionate 

which is a probability sampling method. With this method, list of the various level of 

employees was sourced from the HR department and numbers sequentially drawn from 

one to the last person according to each level. The expected sample size was 242 and 

simple random sampling was used to select the required number to partake in the 

research activity. Proportionate sampling technique was used to give equal 

representation to the various level of employees. The researcher consulted the HR 

department for the nominal roll of staff. The total number of staff were 661. The 

researcher collected the nominal roll of the different levels of employee and calculated 

for the sampling interval. The formular for sampling interval is given by the entire 

population over desired sample size. 661/242 = 2.73. Rounding it to a whole figure, the 

sampling interval was 3.0. This meant that, taking the nominal roll of each level of 

management, every 3rd person on the list counting from the start point was administered 

the questionnaire. The researcher made frantic efforts to involve all the staff who were 

selected using the systematic sampling technique until the last respondent was 

administered with the questionnaire. The 242 sample was backed by the Krejcie & 

Morgan, (1970) sampling distribution according to sizes of population. In this instance, 

the population is 661. According the chart, 661 should have a sample of 242 to make the 

sample scientific.  

5.0 Results 

5.1 Descriptive Characteristics of Respondents 

Descriptive Statistics of the Respondents 

The main objective of descriptive analysis was to understand the profile of the 

respondents. Table 1.1 shows a summary of the descriptive analysis.  

From Table 1.1, the preponderance of the respondents aged between 26-31 (51.6%). This 

was followed by the age range from 20-25 (20.9%). The least represented age group is 44 

years and above (4.2%). Majority of the gender were males (79.1%) with females 

recording 20.9%. On the educational background of employees, preponderance was 

tertiary level (54.9%). Few were unlettered and had no formal education (1.4%). 35.3% 

of the respondents were secondary or Middle School Living Certificates earners. On the 

religious background of the respondents, 72.6% of the employees were Christians. Islam 

followed with 16.3% . Budhists (7.4%) and Traditionalist (3.7%). The religious picture 

shows that, there is variety in terms of employee religious affiliations. Duration of their 

working experience was explored by the researcher. Most (39.5%) of the respondents had 

worked for between 1- 5 years. They were followed by those who had worked for 6-11 

years (35.3%). Those who had worked from 12-17 years represented 23.3% with the least 

represented being those who had worked for 18 years and above (1.9%) 

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Table 1.1 Demographic Profile of Respondents 

Variable Category  Frequency Percentage Mean SD Skewness Kurtosis 

Age 20-25 

26-31 

32-37 

38-43 

44 and above 

45 

111 

40 

10 

9 

20.9 

51.6 

18.6 

4.7 

4.2 

 

 

 

 

2.20 

  

 

 

 

1.06 

 

 

 

 

1.30 

Gender Male 

Female 

170 

45 

79.1 

20.9 

1.21 0.41  

1.44 

 

0.07 

Educational 

Background 

No Formal Education 

Primary  

JHS 

Secondary/MSLC 

Tertiary 

 

3 

7 

11 

76 

118 

 

1.4 

3.3 

5.1 

35.3 

54.9 

 

 

 

 

 

4.39 

 

 

 

 

 

0.84 

 

 

 

 

 

-1.75 

 

 

 

 

 

3.55 

Religion Christianity  

Islam 

Buddhist  

Traditionalist 

156 

35 

16 

8 

72.6 

16.3 

7.4 

3.7 

 

 

 

1.42 

 

 

 

0.79 

 

 

 

1.88 

 

 

 

 

 

2.73 

Experience 1-5 years 

6-11 years 

12-17 years 

18 and above 

85 

76 

50 

4 

39.5 

35.3 

23.3 

1.9 

 

 

 

1.87 

 

 

 

0.83 

 

 

 

0.44 

 

 

 

-0.91 

        

In assessing whether the data of this study were normally distributed, kurtosis and 

skewness index were employed for each variable. According to Kline (2005), absolute 

values of skewness index less than 3 and the kurtosis index below 10 suggest that the data 

is normally distributed.  As indicated in Table 1.2, the skewness and kurtosis indexes 

exposed that all the variables were normally distributed with the skewness and kurtosis 

absolute values ranging from 0.44 to 1.88, and 0.07 to 3.55 respectively. Finally, 

reliability analysis was conducted to find out the internal consistency of each of the 

measuring instrument of the variables under investigation. It was revealed that all the 

variables have satisfactory Cronbach’s alpha. Lavrakas (2008) emphasized that, normally, 

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the Cronbach’s alpha must be greater than or equal to .70 before the instrument can be 

deemed reliable. As presented in Table 1.2, the Cronbach’s alpha of the study ranged 

from 0.94 to 0.96 which indicates that the instruments were reliable. 

Table 1.2 Reliability  

Variables No. of Items Cronbach 

Alpha 

Mean Skewness Kurtosis 

HR Strategies 25 0.96 3.88 -1.35 0.77 

Employee 

Motivation 

9 0.94 3.80 -1.23 0.33 

5.2 HR Strategies 

The table 1.3 shows the mean score and standard deviation of human resource strategies 

implemented in Taro Pharmaceutical Company. This was necessary to unravel the 

opinions of management on one hand, and employees, on another hand as regards the 

availability and attractiveness of human resource strategies in the said company. When it 

comes to communication as a dimension of human resource strategies, most of the 

management of Taro company strongly agree that communication flows very well in the 

company with the mean score of 4.73 whereas most of the employees also agree that 

communication is good in the company with the mean score of 3.90. The views shared by 

these two different groups suggest that communication flows very well in Taro 

Pharmaceutical Company but management is more convinced than employees as shown 

in the table 1.3. 

With regards to training and development as another dimension of human resource 

strategies, management of Taro Pharmaceutical Company is in very strong agreement that 

the company has attractive training and development opportunities for its employees with 

the mean score standing at 4.6 meanwhile most of the employees agree that the company 

offers them training and development opportunities. Here, it was seen that management 

shared relatively stronger view than employees. 

Again, concerning how the company rewards and recognize the effort of its staff, 

management agree that the company indeed has attractive compensation and reward 

practices for its workers with the mean score of 4.10. Employees, on the other hand, posit 

that the company rewards and recognizes their effort handsomely even though few of 

them were not sure as to whether the company rewards and recognition packages is 

attractive or not. Again, it could be seen that management held a stronger view on this 

than employees. Moreover, management of Taro Pharmaceutical Company is of the 

opinion that the work system within the company is smooth with the mean of 4.47. This 

means that most of the management members agree that the company has a smooth work 

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system and only few strongly agree that the work system prevailing in the company is 

good. In a similar direction, most of the employees of the company agree that work 

system is smooth but few of them were uncertain with the mean of 3.83. 

Finally, pertaining to staffing as a dimension of human resource strategies, all of the 

management members strongly agreed that the company has good staffing procedures for 

its recruitment and selection with the mean of 5.00. Meanwhile, most of the employees of 

the company only agreed that the staffing processes and procedures of the company is 

good but only few of them were not sure as to whether the staffing procedures and 

processes were good or not with the mean of 3.83.  

It can therefore be concluded that, comparatively, management of Taro Pharmaceutical 

Company at all times shared relatively stronger views concerning the availability and 

attractiveness of human resource strategies than employees. Nevertheless, employees 

took a similar stance with management on the issues of human resource strategies 

existing in the Taro Pharmaceutical Company. The researcher did not find employee 

relations as was proposed from literature in the conceptual framework. The applicable 

HR Strategies were limited to communication, training and development, reward and 

recognition, staffing and work systems. 

 

Table 1.3: Mean Score and Standard Deviation of Human Resource Strategies for Mgt & Employees 

Variable:  Mgt(Mean) Employees(Mean) SD(Mgt) SD(Emp.) 

Communication 
4.7333 3.9039 .27889 .87084 

Training and 

Development 
4.6000 3.9116 .28504 .89572 

Reward and 

Recognition 
4.1000 3.9093 .09129 .96177 

Work System 
4.4667 3.8326 .18257 1.15689 

Staffing 
5.0000 3.8337 .00000 .92567 

 

5.3 Pearson Correlation 

The formulated hypotheses of the study were tested using Pearson’s correlation.  The 

hypotheses were tested at 0.01 significance level using bivariate correlation to find out 

the relationships between human resource strategies and employee motivation. 

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H1: There is a positive relationship between HR Strategies and employee 

motivation. 

The results of the correlation analysis as shown in Table 4.4 revealed a significantly 

positive relationship between communication as one of the dimensions of human resource 

strategy and employee motivation (r = .901, p < .01). This suggests that as 

communication improves in an organization it has the tendency to enhance motivation of 

employees. Also, regarding training and development as a dimension of human resource 

strategy, table 4.4 shows that it has a positive correlation with employee motivation 

(r=.827, p < .01). This indicates that as training and development interventions are 

implemented in Taro Pharmaceutical Company it is likely to promote employee 

motivation. Furthermore, in relation to reward and recognition as another dimension of 

human resource strategy, table 4.4 depicts a positive correlation between reward and 

recognition and employee motivation (r = .827, p < .01). This means that as reward and 

recognition improve in Taro Pharmaceutical Company it has the proclivity to increase 

employee motivation. More so, work system was seen to have a positive relationship with 

employee motivation as indicated in table 4.4 (r = .662, p < .01). This also connote that 

when there is a good work system in Taro Pharmaceutical Company it is likely to 

improve employee motivation. Moreover, Pearson correlation analysis was performed to 

find out the relationship between staffing as a dimension of human resource strategy and 

employee motivation. Table 4.4 shows a positive relation between the said variables (r 

= .880, p < .01). This suggest that as Taro Pharmaceutical Company adopts good staffing 

procedures it has the tendency to increase employee motivation. Lastly, Pearson 

correlation analysis was conducted to find out how human resource strategy as a whole 

correlate with employee motivation. It was disclosed from table 4.4 that human resource 

strategy positively correlates with employee motivation (r = .924, p < .01). This brings to 

bear that as Taro Pharmaceutical Company adopts attractive human resource strategies it 

has the chance to improve employee motivation. Therefore, hypothesis 1 was achieved.  

 

 

 

 

 

 

 

 

 

 

 

 

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Table 1.4: Pearson’s Correlation for Human Resource Strategies and Employee 

Motivation 

              

CO 

            

TD 

             

RR 

                  

WS 

        

S 

                

HRS 

                

EM 

CO 
Pearson 

Correlation 

               

- 
      

 
        

        

  TD 
Pearson 

Correlation 
.807** 

            

- 
     

 
        

        

RR 
Pearson 

Correlation 
.810** .782** 

           

- 
    

 
        

        

WS 
Pearson 

Correlation 
.626** .576** .527** 

               

- 
   

 
        

        

S 
Pearson 

Correlation 
.839** .752** .755** .744** 

       

- 
  

 
        

        

HRS 
Pearson 

Correlation 
.918** .880** .871** .809** .928**  -  

 
        

        

EM 
Pearson 

Correlation 
.901** .827** .827** .662** .880** .924** 

          

- 

Note. N = 215; **p < .01. CO is Communication, TD is Training and Development, RR is 

Reward and Recognition, WS is Work System, HRS is Human Resource Strategies, and 

EM is Employee Motivation 

However, the following section also tries to discuss the results of each of the hypothesis 

tested.  

H1: There is a positive relationship between HR Strategies and employee motivation. 

The results of the correlation analysis revealed a significantly positive relationship 

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between human resource strategy and employee motivation. Hypothesis one was 

supported.  

The outcome of the study indicated that employees who perceived the HR Strategies to be 

attractive were more likely to be motivated. The outcome of this study is in agreement 

with the Process Theory. According to Armstrong (2010), process theory provides a much 

more relevant approach to motivation. Central to the process theory is a series of 

cognitive theories that attempt to understand the thought processes that people have when 

determining how to behave in the workplace (Steers & Shapiro, 2004). The rationale here 

is that, as workers of Taro Pharmaceutical Company perceive the HR Strategies to be 

attractive and they cognitively process such thought to be beneficial, their motivation will 

automatically be boosted. Their attitude towards work is likely to be tilted towards high 

performance as they perceive the managerial processes to be effective and essential. 

Sharma (2006) states that motivated employees are the lifeblood of an organization. 

Stone (2013) asserts that by knowing how to motivate your employees, one should be 

able to increase productivity in the workplace. 

6.1 HR Strategies and Employee Motivation 

The first objective was to find out the relationship between the Various HR Strategies and 

employee motivation. A correlation analysis was conducted to find out the relationship 

between the various HR Strategies and employee motivation. The results proved that; all 

the dimensions of HR Strategies were significantly related to employee motivation. Thus, 

communication, training and development, reward and recognition, staffing and work 

systems were all significantly related to employee motivation. Confirming literature, 

Lawler (1990) stated that, a suitable reward system and a successful pay structure is 

essential as it can increase employees’ motivation to work, which further enhances 

productivity, efficiency and competitiveness of the company. Malhotra, Budhwar, and 

Prowse (2007) have drawn inferences that rewards play a major role in developing and 

sustaining commitment among the workforce and makes sure that employee’s 

competence and commitment is maintained. 

Osei (2011), also agrees with the equity theory that, one of the fundamental issues that is 

sensitive and critical which can make or unmake any organization is wage or salary 

determination. Justice, fairness and equity in salary determination, to a large extent, put to 

rest all the traumas any individual or any organization may experience, and that is highly 

motivational enough to assess the optimal usage of time and energy. Also, theory such as 

expectancy has several important implications for ways of motivating employees by 

clarifying people’s expectancies that their effort will lead to performance, that is by 

training employees to do their jobs more efficiently and so achieve higher levels of 

performance from their efforts and linking valued rewards and performance by specifying 

exactly what job behaviours will lead to what rewards. It is possible for employees to be 

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paid in ways directly linked to their performance such as through piece-rate incentive 

systems, sales commission plans or bonuses. 

The first objective was to find out the relationship between the Various HR Strategies and 

employee motivation. A correlation analysis was conducted to find out the relationship 

between the various HR Strategies and employee motivation. The results proved that; all 

the dimensions of HR Strategies were significantly related to employee motivation. Thus, 

communication, training and development, reward and recognition, staffing and work 

systems were all significantly related to employee motivation. Confirming literature, 

Lawler (1990) stated that, a suitable reward system and a successful pay structure is 

essential as it can increase employees’ motivation to work, which further enhances 

productivity, efficiency and competitiveness of the company. Malhotra, Budhwar, and 

Prowse (2007) have drawn inferences that rewards play a major role in developing and 

sustaining commitment among the workforce and makes sure that employee’s 

competence and commitment is maintained. 

Osei (2011), also agrees with the equity theory that, one of the fundamental issues that is 

sensitive and critical which can make or unmake any organization is wage or salary 

determination.   Justice, fairness and equity in salary determination, to a large extent, 

put to rest all the traumas any individual or any organization may experience, and that is 

highly motivational enough to assess the optimal usage of time and energy. Also, theory 

such as expectancy has several important implications for ways of motivating employees 

by clarifying people’s expectancies that their effort will lead to performance, that is by 

training employees to do their jobs more efficiently and so achieve higher levels of 

performance from their efforts and linking valued rewards and performance by specifying 

exactly what job behaviours will lead to what rewards. It is possible for employees to be 

paid in ways directly linked to their performance such as through piece-rate incentive 

systems, sales commission plans or bonuses. 

6.2 Challenges in Implementing HR Strategies 

Lastly, the researcher set out to find out the challenges in the implementation of HR 

Strategies at the Taro Pharmaceutical Company. The highest of the challenges is 

non-regularization of a general staff meeting. Also, the absence of lucrative incentives 

was a major challenge to the employees. Inadequate change within work unit was also 

key. Even though employees were motivated generally, Low comprehension of company 

strategy and poor coordination amongst management was evident in the results of the 

analysis. 

Maslow’s Theory of needs, the third need which is social need of belonging to a group 

best explains why non-regularization of a general staff meeting is seen as a major 

challenge. The social need of belonging to a group expresses the need of social dimension 

of the individual who needs to feel accepted by groups in his family, work, associates etc. 

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In this case, employees at Taro Pharmaceutical Company based on the identified 

challenge feel the need to be part of general meeting organized by the company. The 

biggest challenge was not financial but non-regularization of general meetings. Their 

actual need is skewed towards intrinsic motivation. Contrary to Chris and Awonusi (2004) 

who argued that, extrinsic rewards have a significant impact on employee motivation 

while intrinsic rewards don’t have any significant impact on employee motivation, the 

results from the filed data showed that, employees claim to want to be part of a general 

meeting is intrinsic and was a big motivation to employees such that employees saw it as 

a challenge of HR Strategy. The needs theory also draws on the inspiration that, not all 

needs are equally important for a person at any time. Increment in salary, allowances and 

monetary incentives was not peaked as a major challenge.  

7.0 Conclusion 

In relation to the main findings outlined, the following conclusions were drawn. 

The main HR Strategies at the Taro Pharmaceutical Company, include communication, 

reward and recognition, work systems, staffing and training and development. It is 

established that, all the dimensions of HR Strategies were significantly related to 

employee motivation and the results showed that, employees are highly motivated based 

on the HR Strategies. Thus, communication, training and development, reward and 

recognition, staffing and work systems were all significantly related to employee 

motivation. The main challenge to HR Strategies is non-regularization of a general staff 

meeting. Also, the absence of lucrative incentives was a major challenge to the employees. 

Inadequate change within work unit was also key. Even though employees were 

motivated generally, Low comprehension of company strategy and poor coordination 

amongst management was evident in the results of the analysis. 

8.0 Recommendation 

Based on the findings, the researcher recommends that,  

1. Management should maintain and improve on the existing HR Strategies that exist in 

the pharmaceutical company. All the strategies proved significant vis a vis employee 

motivation. 

2. The researcher submits that, communication peaked as the most significant HR 

Strategies and hence, should be a point of concern to management. 

3. The researcher recommends that, even though the identified HR Strategies were 

functioning well, not all the dimensions were able to score high rating as some of the 

employees were unsure of the applicable strategies. Hence, management should intensify 

the existing strategies to help achieve organizational goals. 

 

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