CASE STUDY : 1
A policy is a plan of action. It is a statement of intention committing the management to a general course of action. When the management drafts a policy statement to cover some features of its personnel programmes, the statement may often contain an expression of philosophy and principle as well. Although it is perfectly legitimate for an organization to include its philosophy, principles and policy in one policy expression.
Q1) Why organizations adopt personnel policies explain the benefits?
Q2) What are the sources and content of personnel policies?
Q3) Explain few personnel policies?
Q4) Explain principles of personnel policies?
CASE STUDY : 2
Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the rights people can be selected. Theoretically, recruitment process is said to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job.
Recruitment refers to the process of receipt of applications from job seekers. In reality, the term is used to describe the entire process of employee hiring. These are recruitment boards for railways, banks and other organization.
Q1) Explain in detail the general purpose of recruitment?
Q2) Explain factors governing Recruitment?
Q3) Explain the Recruitment process with diagram?
Q4) Explain Recruitment planning?
CASE STUDY : 3
Navin AGM materials, is fuming and fretting. He bumped into Kiran, GM Materials, threw the resignation letter on his table, shouted and walked out of the room swiftly.
Navin has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story will tell the reasons for Navin’s bile and why he put in his papers, barely four months after he took up his assignment.
The year was 2005 when Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin enjoyed the power. He could even place an order for materials worth Rs 25 lakh. He needed nobody’s prior approval.
Navin joined a pulp making plant located at Pune as AGM Materials. The plant is owned by a prestigious business house in India. Obviously perks, designation and reputation of the conglomerate lured Navin away from the public sector.
When he joined the pulp making company, little did Navin realize that he needed prior approval to place an order for materials worth Rs 12 lakhs. He had presumed that he had the authority to place an order by himself worth half the amount of what he used to do at the mega steel maker. He placed the order material arrived, were recived, accepted and used up in the plant.
Trouble started when the bill for Rs 12 lakh came from vendor. The accounts department withheld payment for the reason that the bill was not endorsed by Kiran. Kiran rused to sign the bill as his approval was not taken by Navin before placing the order.
Navin felt fumigated and cheated. A brief encounter with Kiran only aggrarated the problem. Navin was curtly told that he should have known company rules before venturing. Navin decided to quit the company.
Q1) Does the company have an orientation programme?
Q2) If yes how effective is it?
Q3) How is formal Orientation programme conducted?
Q4) If you were Navin what would have you done?
CASE STUDY : 4
Bitter it may taste, shrill it may sound, and sleepless nights it may cause, but it is true. In a major shake up Airbus. The European aircraft manufacturers has thrown a big shock to its employees. Before coming to the details of the shock, a peep into the company’s resume.
| Name | Airbus |
| Created | 1970 |
| President | CEO : Vijay M. |
| Employees | 57000 |
| Turnover | 26 Bn (Euro) |
| Total Aircraft sold (Feb | 7187 |
| 2007) | |
| Delivered | 4598 |
Headquarters
Facilities
Rival
Paris (France)
16
Boeing
Airbus announced on February 27, 2007 that it would shed 10,000 jobs across four European contries and sell six of its unit. N the same day the helpless workers did what was expected of them – downed tools and staged protests. The protesting workers at Airbus’s factory at Meaulte, northern France, were seen picketing outside the factory gate after holding up production a day earlier. To be fair to Airbus, its management entered talks with unions before the job loss and sale was formally announced. But the talks did not mollify the agitated workers.
Job sheating and hiring of units are a part of Power and restructuring plan unleashed by Airbus to save itself from increasing loss of its ground to the arch rival, Boeing Co.
Airbus Power & Strategy was first mooted in October 2006 but sparkled a split between France & Germany over the distribution of job losses and the placement of future ones. Later the two countries agreed to share both job losses and new technology.
The power and plan, if finalized, would mean a 3 per cent reduction to Airbus’s 55000 employee strength.
Q1) Why should Power and focus on shedding jobs to save on cost?
Q2) Are there no alternative strategies?
Q3) Will the proposed shedding of jobs and scale of six units help airbus survive the intense competition from Boeing?
Q4) Comment on the whole issue?
CASE STUDY
In October 2014, US based technology company Yahoo! Inc. (Yahoo) announced that it planned to layoff around 400 engineers from its India office. These engineers were part of its Software Development Center (SDC) at Bangalore in south India, the second largest engineering development center of Yahoo. US based Yahoo Inc. (Yahoo) used layoff and downsizing as a restructuring strategy to control its bloated cost structure and trim its workforce. In one such restructuring effort in October 2014 when Yahoo laid off around 400 software engineers from its R&D office in Bangalore, India. There were various speculations on the number of employees laid off and the rationale behind this decision. Along with this, it also highlights the influence of investors on the human resource planning (HRP) of the company. The strategic move of its competitors to exploit such massive layoff is also to be taken into consideration.
Answer the following question.
Q1. Explain the reasons for downsizing and layoff as a restructuring tool of human resource planning.
Q2. Discuss how downsizing is used by the companies to reign in expenses.
Q3. Analyze the influence of investors on the strategic decisions of the company.
Q4. Give an overview of the case.
CASE STUDY (20 Marks)
Phones 4u is the UK’s leading independent mobile phone retailer for the youth and value segments, offering all networks and handset brands, and is recognized for its success in engaging with these audiences through its unique standout marketing, social media activity and through offering a market leading smartphone range. Leading the way in the mobile industry through its excellent customer service, award winning advertising and differentiated in store experience, Phones 4u has over 500 stores and is still growing. Phones 4u known for running the largest Ofsted accredited retail apprenticeship program in the UK. Significant investment in the training and development along with a unique in store customer consultation process means Phones 4u delivers unrivalled mobile expertise and advice tailored to individual customers’ needs. As a result, one in four new contract smart phones sold on the high street are through Phones 4u. Due to a period of exceptional growth, the need arose to fill a number of vacancies in the South HR team. It was imperative that the candidates recruited to these positions were an ideal fit in order to contribute to the continuing success of the company. After briefing several agencies, Hudson HR stood out as the only consultancy able to deliver exactly what was required. Essentially they needed a relationship that was built on trust and assurance of successful and sustainable delivery. Just as crucial was a complete understanding of the client’s requirements on the recruitment consultancy’s part, not just of the company and job roles, but also the team fit of both candidates into the current Phones 4u team. The initial contact with the Hudson HR consultant proved fruitful – an instant rapport was created, which developed into a successful working relationship following face to face meetings. Phones 4u felt from the start of the process that we really understood their needs which in turn helped us stand apart from other agencies. The Hudson HR consultant took considerable care in ascertaining exactly what was required, whilst finding out about the HR business partner herself, the team dynamic, team capability and how the team operates. Having all the information and being diligent paid dividends; time was taken by Hudson HR to meet potential candidates and thoroughly establish culture and team fit, as well as the relevant work skills and experience. Hudson HR also impressed by being constantly accessible – consultants ensured that they were always available on their mobiles and continually kept all parties informed. It was also felt that Hudson HR struck the right note with regard to approach; having avoided the “too pushy” method. On top of that, it was clear to Phones 4u that we truly had their interest at heart. The end of a successful and enjoyable recruitment process saw a number of people placed at Phones 4u who are all still there today and are excelling in their roles.
Answer the following question.
Q1. Give an over view of the case.
Q2. How did he multiple vacancies for recruitment exist in Phone 4 u? Discuss the recruitment procedure adopted by Phone4 u company.
CASE STUDY
Raman is the Sales Manager of reputed Corporation. He has 25 employees in his Department, and all are paid commission for their sales in their territories. For the past three years, the market for the company’s goods has been steadily growing and the majority of Raman’s staff have met this growth with increased sales. However, one employee in particular, Krishnan has not kept up with the pace. Krishnan has been with this Corporation for over 20 years and is now 56 years old. Krishnan is a friendly man and is well liked by his peers and those to whom he sells the company’s products on a regular basis. The company has always considered Krishnan dependable and loyal. Through the years Krishnan has been counted as an asset to the company, but at the age of 56 he has gone into a state of semiretirement. Krishnan’s sales have not increased as the others have and he does not have the determination to acquire a significant increase in sales. Raman wishes to change this situation. He wants to motivate Krishnan into increasing his sales to match that of his younger peers. To accomplish this, Krishnan must begin to do put in more of his time, but Raman is not sure how to go about trying to motivate him. Unlike the majority of the new employees Krishnan is an old man, who within a few years will reach the age of retirement.
Answer the following question.
Q1. If you were Raman, Would you threaten to fire him or increase his commission? Support your answer with reasons.
Q2. Would you increase the retirement benefits for Krishnan rather than offer him the increased commission rate? Elaborate,
Q3. Would you offer him more status by way of a new title or a new company car or place his table in a better position in the office? Justify
Q4. In your opinion, what are the other ways in terms of appraisal and rewards with which you can motivate Krishnan?
CASE STUDY
Stress is a rising concern among employees, especially those belonging to the IT sector. It not only affects employees’ health and productivity but also hampers the financial health of the company. The IT and health ministers became concerned about the effect of stress in the IT sector in India which was detrimental to employee health and likely to wipe off a large amount of national income in India. Stress had hampered the professional and personal life of the employees which necessitated the need for a work life balance in the organizations. Infosys Technologies had initiated various programs for the work life balance of their employees. The systematic approach toward work life balance would help employees to attain individual as well as organizational goals.
Answer the following question.
Q1. iscuss the impact of stress on employee health and productivity.
Q2. Debate on the importance of the initiatives taken by Infosys on work life balance and their impact. Human Resource Management
CASE STUDY
In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. Most of the organizations now know the importance of having an effective recruitment and selection policy. The importance of a good selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization.
Answer the following question.
Q1. What is the importance of having an effective recruitment and selection policy in an organization?
Q2. Explain the recent trends that have influenced the process of recruitment and selection in an organization.
Q3. What are the various challenges faced by organizations in the process of recruiting and selecting employees
Q4. Give an overview off the case.
CASE STUDY
In 2008, Chicago based consulting firm Sonoma Partners, LLC, (Sonoma Partners), featured in the ‘Chicago’s Best and Brightest Companies to work for’ for the second consecutive time. Experts felt that in a relatively short time, the company had demonstrated its ability to create organizational value and business results through its policies and best practices in human resource (HR) management. The highlights of its HR practices were a good benefits package, a stimulating workplace, and a unique mentoring program. Sonoma Partners, LLC (Sonoma Partners), a consulting company based in Chicago, USA, was founded in 2001. It helped small and medium enterprises (SME) to build and manage their database using Microsoft Dynamics CRM (Customer Relationship Management) software. Sonoma Partners was a Microsoft Gold Certified Partner and had been working with Microsoft CRM since its inception. In addition to its success in CRM implementations for client firms and the various awards it received for it, the relatively small entrepreneurial venture had also earned accolades for its human resource (HR) management practices.
Answer the following question.
Q1. Critically analyze the HR practices at Sonoma Partners. Do you think the company will be able to attract and retain talent in an industry that was known for high attrition? Give reasons to support your answer.
Q2. List down the HR best practices followed by Sonoma Partners and comment on what impact these practices have on its employees/potential employees.
CASE STUDY
This small organization was struggling to retain valuable employees as larger companies were luring people away with larger salaries. However, the people who left the company were often asking to return as their salary was larger in the new firm but their take home pay was less as a result of higher benefit costs. As such, we implemented our Statements and met with employees individually to review the Statements. The reaction to the Wage & Benefit Statements was overwhelmingly positive as most employees didn’t fully understand the value of the “hidden benefits” provided by the company such as health insurance, life insurance, matching 401(k) payments, etc.
Answer the following question.
Q1. Give an overview of the case.
Q2. Discuss why the takehome salary was less in larger new Give an overview of the case companies.
CASE STUDY
This was an extensive project involving a company experiencing severe financial hardships. As a result of negotiating a special low priced deal with one of its national clients in order to get bragging rights to use this big company’s name, this business had cut its margins “to the bone.” This “nohiccup” tactic may have been acceptable for a highly efficient organization, but this firm did not have the culture to effectively make money while operating in its present manner. This project involved a complete redesign of wages and benefits. Additionally, we began a series of small group Continuous Improvement exercises to identify and implement changes to reduce costs and improve efficiency in all divisions of the company. We also launched a suggestion program with monetary awards for ideas selected that resulted in: 1. a revamped master production schedule to achieve a 98% order fulfillment ratio, 2. a 20% reduction in inventory, 3. a doubling of inventory turns through better purchasing techniques, and 4. a reduction in Accounts Receivable DSO to 43 days from 55 days. Additionally, we also installed a companywide incentive program for all employees based on prê tax profitability and liquidity.
Answer the following question.
Q1. Discuss the likely advantages of launching a suggestion program with monetary awards.
Q2. Debate the necessity of redesign of wages and benefits for the company.
CASE STUDY
It was just three days after New Year, the employees after an extended week end were returning to their work stations with a well earned break. It was about 11 am when some of the employees had taken a break and were in the cafeteria where a prominent business channel was playing, when suddenly the news reader announced a ‘breaking news’, that the Chairman and Managing Director (CMD) of ME Switchgears (MES) was announcing live on National television an accounting fraud that was perpetrated on the company by the promoters, of which the CMD was an important player. Those in the cafeteria were awestruck and some began speaking to their colleagues across India, some were texting, some went to the cabins and cubicles to inform others. Believe it or not, a cafeteria that could house about 50 employees at any given point in time had around 300 employees watching the business channel; amongst them was an employee who had joined MES, his first job through a campus placement from a leading Engineering College; and it was his first day at the work place. He was in tears, and the HR executive who was taking care of the joining was making all efforts to console the employee. MES had employee strength of 3875 across three plants in India. The company had many a loyal employees who wanted to retire in the organization. The news came as a shock to all. It appeared that operations came to a standstill at least for a while, the seniors and all other employees were making to ensure continuity at least for the moment. By 1 pm one could see three OB vans belonging to local television channels outside the building that housed MES. The operations team along with the HR team was already in conference calls with each of the group heads. They were also planning an address with the Head of Delivery in the chair. Considering that the information they were receiving was only from television sources, there was an element of confusion; and hence decision making was difficult. The Head of Delivery, who enjoyed a number three position in the company, and was a person who did not belong to the promoter team, sat with the operations and HR teams and decided upon a few decisions for the short term and few for the long term. In the meanwhile the Company Law Board (CLB) of the Government of India had also made a statement based on an interview provided by an important functionary, that if required, CLB would intervene and ensure continuity of the well established firm. Harsh decisions would also have to be taken such that similar situations do not occur.
Answer the following question.
Q1. What should be the plan of action (short term and long term) for the HR team to be? What are the points of reference that the HR team should provide to the Head of Delivery and the Operations team?
Q2. What efforts should be made by the HR team to ensure quality in internal and external communication to the employees? Create a communication plan to ensure information flow.
CASE STUDY
In 2007, Tata Consultancy Services (TCS) one of the leading global information technology consulting services and business process outsourcing organizations, had over 62,000 employees worldwide and had aggressive plans to raise its headcount further. TCS gave utmost importance to its human resource functions and considered recruitment as an ongoing process. TCS employed directly from campus as well as using offcampus recruitment. The company has been investing more than 6 per cent of its annual revenues in training, learning and development. In 1997, it set up a state of the art training centre, ‘Technopark’ at Thiruvananthapuram, which offered training to new recruits and TCS staffers at various levels.’Technopark’ provided the employees with three kinds of training programmes: 1. Technology 2. Attitudes 3. Management TCS had a Manpower Allocation Task Committee (MATC) which determined the career path for employees. The attrition rate at TCS in 2006 was 10.6% which was the lowest in the Indian software and information technology industry. But as TCS continued to expand globally, it faced the challenge of grooming and retaining a diversified talent pool. Also with rising manpower requirements, TCS was increasingly hiring nontechnical science graduates, which posed a challenge for it to groom and bring them onto a common platform.
Answer the following question.
Q1. Give an overview of the case.
Q2. Discuss the challenges faced by TCS in grooming the fresh nontechnical graduates.
Q3. Debate the utility of ‘Techno park’ set up by TCS.
Q4. Discuss the importance of all above three kinds of training.
CASE STUDY
After college graduation, Ramji Modi went to work for his father Jairamji Modi, who was the owner of the company which he started for manufacture of auto components. The company was started by his grandfather some 60 years back. With his grandfather’s experience of nearly twenty years and his father’s rich experience and knowledge of auto components and how to buy and sell them, the company graduated from single unit in Bangalore to Ten Units profitable company. Ramj i like his father knew what he was doing and how well he was doing it, and took pride himself and being able to keeps his hands on details of buying, advertising, and inventory management. All his managers met once in fortnight at the head office. His father also used to visit all the units and units in between the fortnightly meetings. He had a reason to worry that was communication and motivation. Although the managers listened attentively nodded their heads in agreement but later their actions were different, no wonder he started wondering whether they heeded to his advice. He subsequently heard that the employees did not know the goals of the company and wished to be communicated the goals through the executives, he felt the executive routinely doing their job and without any application of mind or imagination or zeal. Another trouble he had was his managers quit the job and joined the competitors for better pay. So Mr.Jairamj told his son that his primary concern was the communication and motivation. Since his son did some course in management and felt that his knowledge could be applied here and asked him to put his knowledge and techniques in practice. Mr.Jairamji (father) felt that money, good bosses and good place to work were the prime motivators. He asked his son whether he has any suggestions to make to improve working and communication methods.
Answer the following question.
Q1. How should the son go about analyzing the communication problem and what difficulties do you see from the case?
Q2. Suggest ways that the motivation and communication theories studied by the son in B School could be put to use?
CASE STUDY
Stress is a rising concern among employees, especially those belonging to the IT sector. It not only affects employees’ health and productivity but also hampers the financial health of the company. The IT and health ministers became concerned about the effect of stress in the IT sector in India which was detrimental to employee health and likely to wipe off a large amount of national income in India. Stress had hampered the professional and personal life of the employees which necessitated the need for a work life balance in the organizations. Infosys Technologies had initiated various programs for the work life balance of their employees. The systematic approach toward work life balance would help employees to attain individual as well as organizational goals.
Answer the following question.
Q1. Discuss the impact of stress on employee health and productivity.
Q2. Debate on the importance of the initiatives taken by Infosys on work life balance and their impact.
CASE STUDY
It was time for drawing up the HR budget for the financial year 201617. Nina, Head (Human Resources) of ABC Incorporated, was pondering on the amount to be allocated for the Training & Development (T&D) activities. The top management was getting increasingly wary of shelling out funds when it came to T&D expenditure, but Nina had to immediately get a training program underway for the 50 new joiners approved by the management. ABC Incorporated, an MNC headquartered at Bengaluru, had hired 50 new management trainees in November 2015 from a few of the premier business schools in India. These recruits had joined the company in April 2016. Nina was given the responsibility of putting the new joiners through a proper induction program that would make it easier for them to get acquainted with their job profiles. Nina, who was leading a team of four HR executives, decided to conduct a 5daylong training program for the new joiners to facilitate the orientation process. The HR managers of ABC Incorporated needed to evaluate the cost of conducting a training program for its new joiners. The case provides basic facts and figures associated with conducting the training program and asks the participants whether the company should invest in training the new employees and if so, in how much time the firm can expect to recover the costs through the trainees’ output.
Answer the following question.
Q1. Explain what induction training is and why induction training is essential for new joiners.
Q2. Explain how will you evaluate the training cost and put up a proposal to the management for approval.
CASE STUDY
The case discusses the age diversity issues at Ashok Leyland Limited (ALL), India’s second largest commercial vehicle manufacturers. The case can be used to discuss the topics of generational differences and necessity of its effective management. Ashok Leyland Limited (ALL) is a company with a long standing history in India’s industrial development. Started as an establishment aimed at Industrial development of India, the group grew into the manufacturers of Heavy Commercial Vehicles (HCV). The company’s growth, though slow, was marked by innovations. To compete with the foreign commercial vehicle manufacturers and stay fit in the market, company decided to recruit more youngsters. Soon, 40% of ALL’s workforce constituted of people less than 35 years of age. But the increasing attrition rate of its younger employees puzzled ALL. Searching for the reason ALL found out that the younger employees were undergoing a cultural shock. The system which revolved over experience was in need of change. A negligence in management of age diversity can spell serious troubles in an organization. With more and more youngsters entering the workforce, managing age diversity has become a serious responsibility of managements across the globe.
Answer the following question.
Q1. Debate on the role played by older executives and younger executives
Q2. Discuss the right mix of experience (Older employees) and exuberance (younger employees) in an organizational DNA and explore the same for different industries.
CASE STUDY
On March 29, 2015, the Australian cricket team created history when it won the ICC Cricket World Cup for a record fifth time. After winning, Michael Clarke, captain of the winning team, said, “It was a great final, and I think the two best teams (Australia and New Zealand) in the World Cup were in the final and it just happened to be our day today.” Australia’s record was all the more impressive considering that cricket was not even the main sport in the country. In 2015, the Australian cricket team won the ICC Cricket World Cup. Out of the eleven editions of the ICC Cricket World Cup, Australian had secured its place in the final seven times and won the Cup five times. In the oneday cricket format, the Australian cricket team’s winning percentage was about 65 (in 19772015). This was the highest among all the cricket teams in the world. It provides the scope to discuss the learning’s for management students from the Australian cricket team.
Answer the following question.
Q1. Give an overview of the case.
Q2. Analyze the success of the Australian cricket team and give reasons for their success by quoting various management skills.
CASE STUDY
Sushma Gupta worked as the Assistant Manager (AM) of Operations for Mega Shopping Arena (MSA). Sushma loved her job and had worked hard to get to the position of AM. In March, as she had expected, Sushma was promoted and made Manager. Ever since Sushma had been promoted, she had been working late, sometimes till midnight. However, most of the work that she was doing was something that she should have delegated to her juniors Sushma Gupta worked as the Assistant Manager (AM) of Operations for Mega Shopping Arena (MSA). MSA, a popular store, sold everything from food, clothes, and shoes to stationery, furniture, household items, electronics, and toys. The store advertised itself as a onestop shop where the customer could find everything he or she needed. Sushma was happy that she was working with such a reputed, wellestablished store. Sushma loved her job and had worked hard to get to the position of AM. Her life revolved around her work, so much so that she had to be forced to take leave or a vacation. Her seniors were happy with her work, and Sushma was looking forward to the performance appraisals in March.
Answer the following question.
Q1. What in your opinion was Sushma doing wrong? What do you suggest she do now in order to rectify the situation?
Q2. Should the company have trained Sushma for her new role? What should She do now?
Case –1
The reality of software development is a huge company like Microsoft-it employs more than 48,000 people- is that a substantial portion of your work involves days of boredom punctuated by hours of tedium. You basically spend your time in an isolated office writing code and sitting in meetings during which you participate in looking for and evaluating hundreds of current employees and potential employees. Microsoft has no problem in finding and retaining software programmers. Their programmers work for very long hours and obsess on the goal of shipping product.
From the day new employees begin at Microsoft, they know they are special. New hires all have one thing in common-they are smart. The company prides itself on putting all recruits through a grueling “interviewing loop”, during which they confront a barrage (an overwhelming number of questions or complaints) of brain-teasers by future colleagues to see how well they think. Only the best and the brightest survive to become employees. The company does this because Microsofties truly believe that their company is special. For example, it has high tolerance for non-conformity, would you believe that one software tester comes to work everyday dressed in extravagant Victorian outfits? . But the underlying theme that unites Microsofties is the belief that the firm has a manifest destiny to change the world.
The least important decision as programmer can have a large importance which it can affect a new release that might be used by 50 million people. Microsoft employees are famous for putting in long hours. One program Manager said “In my First Five Years, I was the Microsoft stereotype. I lived on caffeine and vending-machine hamburgers and free beer and 20-hour work-days……I had no life…..I considered everything outside the building as a necessary evil”. More recently things have changed. There are still a number of people who put in 80-hour weeks, but 60 and 70 hour weeks are more typical and some even are doing their jobs in only 40 hours.
No discussion of the employee life at Microsoft would be complete without mentioning the company’s lucrative stock option program. Microsoft created more millionaire employees, faster, than any company in American history-more than 10,000 by the late – 1990’s while the company is certainly more than a place to get rich, executive still realize that money matters. One former Manager claims that the human resources’ department actually kept a running chart of employee satisfaction versus the company’s stock price. “When the stock was up, human resources could turn off the ventilation and everybody would say they were happy. When the stock was down, we could give people Massages and they would tell us that the Massages were too hard.” In the go-go 1990’s, when the Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in the Microsoft’s manifest destiny, they would get rich in the process. By the spring of 2002, with the world in a recession, stock prices down, and the growth for Microsoft products slowing, it wasn’t so clear what was driving its employees to continue the company’s dominance of the software industry.
Questions
- If you were the programmer, would you want to work at Microsoft? Why or Why not?
- How many activities in this case can you tie into specific motivation theories? List the activities; list the motivation theories, and how they apply.
- As Microsoft continues to get larger and its growth rate flattens do you think Management will have to modify any of its motivation practices? Elaborate.
- Can money act as a motivator? Explain.
Case-2
Merlyn Monroe is not a complainer. If she has a major ache, she usually suffers in silence. Although her employer, Atlantic Mutual Insurance, has an employee assistance program- to provide emotional and psychological support in the work plan. She certainly never thinks of using it, even if she did have a worry on her mind. “They say its confidential but who really knows? Asked Ms. Monroe’, an administrative assistant at the insurance company. But Merlyn Monroe’s life changed on September 11, 2001. Her office at 140 Broadway in New York City, was near the world trade Center. She watched the whole thing from her 50th Floor office window. Ms.Monroe had never seen so much destruction in her life. She had never seen such a horrific terrorist attack. Nor had she forced her to relieve 9/11 over and over.
Everything she talked to people they wanted details, which made it worse for her. She had so much anger about what had happened to her life and lives of so many people and the city where she worked for 40 Years.
Two weeks after 9/11, Ms.Monroe was still suffering after effects. Even though she lives on state Island and Atlantic Mutual’s offices have been temporarily relocated to Madison, New Jersey, not an hour goes by when she doesn’t have flashbacks of her experiences of 9/11.
Questions
- What should Atlantic Mutual Management do, if anything, to cope with the aftereffects of 9/11?
- How long would You expect employees to be adversely affected by 9/11 if a company provides no formal assistance for dealing with anger and stress?
- What, if anything, should Management do about employees who appear to be suffering from such kind or trauma and stress, but will neither admit it nor accept help from their employee?
- Outline the role of HR specialist in providing a safe and healthy environment for employees.
Case – 3
Patil, RK Materials, is very angry, anxious and restless. He bumped into Mehta, RK Materials, threw the resignation letter on his table, screamed and walked out of the room swiftly.
Patil has a reason for his sudden outburst. Details of the story will tell the reasons for Patil’s anger and why he put his resignation, only four months after he took up his job.
In the year 2000 Patil quit his prestigious Mittal plant at Vishakhapatnam. As a manager Materials, Patil had various powers like he could even place an order of materials worth Rs.50 Lakhs. He required nobody’s prior consent.
Patil Joined a pulp-making plant located at Kerala, as RK Materials. The plant is part of a multi-product and multi-plant conglomerate owned by a prestigious business house in India. The perks, reputation and designation of the conglomerate attracted Patil away from the public sector steel monolith.
When he joined the eucalyptus pulp making company, little did Patil realize that he needed prior approval to place an order for materials worth Rs.25lakh. He thought that he had the authority to place an order for materials by himself worth half the amount of what he used to as at the Mega Steel maker. He placed the order, materials arrived, were received, accepted and used up in the plant. Trouble started when the bill for Rs.25 lakh came from the vendor. The accounts department withheld the payment for the reason that the bill was not endorsed by Mehta. Mehta refused to sign on the bill as his approval was not taken by Patil before placing the order.
Patil felt very angry and cheated. A brief encounter with Mehta only made the situation worse.
Patil was rudely told that he should have known company rules before venturing. He decided to Quit.
Questions
- Do you think the company has any orientation programme? If yes, discuss its effectiveness.
- If employees were properly selected, there should be no need for an orientation programme”. Comment on the statement.
- If You were Patil, how would you react to the above situation?
- Discuss the purpose of orientation. What are various requisites of an effective programme?
Case-4
ABC Tool Engineering is a company producing machinery and machine tools and some other related engineering products for specialist production companies. It’s workforce consists of 1000 employees, two-thirds of which work in the production department. In 2000, the Management decided to introduce a total quality Management Scheme to increase efficiency and quality control. Throughout the 1990’s, more flexible arrangements had been introduced together with a breakdown of old work demarcation lines. Machines were now built by flexible teams of workers employing different skills like fitters, electricians, hydraulic engineers, etc. In 2000, the initiatives towards TQM were made with the introduction of BS 1110. Workers were asked to inspect the quality of their work which resulted in reduction of the need for specialist inspectors and both time and money were saved. Agreements were negotiated with the union for extra pay as a result of the increase in worker responsibility. In 2001, the Management decided to introduce a full-blown Total-quality Management Scheme on the basis of the success with the introduction of BS 1110. Problem solving groups were formed based on work groups with voluntary participation. Group leaders, who were mainly supervisors, were trained is how to run a group and in problem-solving techniques. The aims of the groups were
- Identifying problems inside their work area.
- Propose solutions
- Identifying problems outside their work area
- Refer external problems to a review team.
The review team consisted of Managers with one representative from each group, usually the group leader. The unions were lukewarm to the scheme and some shop stewards were directly against it. Within a period of 9 Months, the Total quality Management Scheme was reviewed and the senior Management came to the conclusion that it had not lived up to expectations, and few board members called it a failure. Some reason s they had identified were that team leaders had felt uncomfortable in their roles and there has been a lot of skepticism from some of the workers.
Questions
- According to You, why did the Bs1110 Scheme succeed and the TQM Scheme failed in ABC engineering? Define the term “workers” participation in management. Bring out the prerequisites for its success.
- Explain in your own words what empowerment means to You. Also discuss “A worker is a worker, a Manager a Manager and never the two shall meet.” Do You agree? Why?
- What suggestions would You give to a similar company who were thinking of introducing Total Quality Management to make it a success?
Human Resource Management
Q1. Define HRM and state its importance?
Q2. Explain the scope of HRP?
Q3. What do you understand by Career Development Program?
Q4. State the steps involved in managing effective Benefits Program?
Q5. State the various sources of recruitment?
Q6. Discus the various pay-level strategies?
Q7. State the objectives/ purposes of performance evaluation?
Q8. State the Nature and Scope of HRM?
Human Resource Management
Q1. Describe 5P model.
Q2. What are the objectives of job information?
Q3. Short note on strategetic performance management.
Q4. Explain different types of interview.
Q5. What is the need of manpower training?
Q6. Discuss about 360degree feedback.
Q7. Define: 1) Job Mobility 2) Job Enrichment & 3) Job Enlargement in detail.
Q8. Discuss role & objectives of HRD audit.
Human Resource Management
Q1. Describe about HR competencies.
Q2. Describe Macro-level HRP models.
Q3. Benefits of strategic manpower planning.
Q4. Write short note on framing strategy.
Q5. Describe different aspects of IHRM.
Q6. Explain 5 objectives of sound wage policy.
Q7. Explain productivity measurement difficulty for knowledge workers.
Q8. Role of consultants in HRD.
Human Resource Management
Q1. Describe characteristics of management development.
Q2. Write short note on framing strategy.
Q3. What is performance metric?
Q4. Explain productivity measurement difficulty for knowledge workers.
Q5. Explain interrelation between unemployment & balance of payment deficit with equation.
Q6. Explain 5 maturity levels of the P-CMM.
Q7. Describe the steps in organization development.
Q8. What is Rate of Return Approach?
Human Resource Management
Q1. Discuss 360 degree method of performance evaluation?
Q2. State the steps involved in managing effective Benefits Program?
Q3. Write short note on Manpower planning? Forecasting manpower requirements
Q4. Discus the role of employee referrals in recruitment?
Q5. Why there is need of Human Resource Planning?
Q6. Write short note on Ownership
Q7. What are the alternatives of Recruitment?
Q8. What is Human Resource Planning?
Human Resource Management
Q1. Discuss role & objectives of HRD audit.
Q2. Explain steps for designing the training programme.
Q3. Describe six important factor which have been affect productivity in an organization.
Q4. Describe about training strategy.
Q5. What is Rate of Return Approach?
Q6. What are the objectives of job information?
Q7. Describe 5-P model.
Q8. Define productivity.
HUMAN RESOURCE MANAGEMENT
Q.1. Elaborate on the system of HR Planning. Outline the steps to be undertaken by organizations to effectively engage in HR Planning.
Q.2. Discuss the various ways in which the commitment of errors in performance appraisal can be minimized.
Q.3. The nature and scope of the Human Resource Management Systems keeps on evolving with the changes in the external and internal environments of organizations. Elaborate on the same.
Q.4. what are some of the traditional and current sources of recruitment used by organizations? What are their pros and cons?
Q.5. How does HRM enable organizations to adapt to the dynamic changes in the environment? Illustrate with examples.
Q.6. As an HR executive, how would you go about devising HRIS for a mid – sized organization?
Q 7 . Discuss the various principles and purposes of promotion and types and purpose of transfers.
HR MANAGEMENT
- Explain Job Description and Job Specification.
- Explain the modern methods of performance evaluation?
- What are the factors affecting Job Design?
- What do you understand by Career Development Program?
- Explain the model of strategic HRM? What are the strategic challenges HRM facing?
- What do you understand by employee benefits?
- Write the various methods of training?
- Explain the traditional methods of performance evaluation?
Human Resource Management
Q1. Short note on Dearness Allowance.
Q2. Describe characteristics of management development.
Q3. Describe about HR competencies.
Q4. Write short note on framing strategy.
Q5. Describe eleven roles of HRD manager, according to ASTD.
Q6. Explain objectives of career development.
Q7. Describe activities required for man power planning.
Q8. Explain objectives of job description.
Human Resource Management
Q1. Short note on Dearness Allowance.
Q2. Describe about HR competencies.
Q3. Describe Macro-level HRP models.
Q4. What is achievement Need (nAch)?
Q5. Describe flexibility in Human Resourcing.
Q6. Explain objectives of career development.
Q7. Describe activities required for man power planning.
Q8. Explain objectives of job description.
Human Resource Management
Q1. Short note on Dearness Allowance.
Q2. Describe characteristics of management development.
Q3. Write short note on Time Scale of HRP forecast.
Q4. Benefits of strategic manpower planning.
Q5. Write short note on framing strategy.
Q6. Explain 5 objectives of sound wage policy.
Q7. Explain need for a training policy.
Q8. What is attitude survey? & explain its basic purpose.
Human Resource Management
Q1. What are the factors affecting Job Design?
Q2. Discuss the factors influences on Compensation?
Q3. What are the various categories of difficult employees?
Q4. Why there is need of Human Resource Planning?
Q5. What are the main functions of Trade Unions?
Q6. Write short note on Executive pay.
Q7. Write short note on Ownership
Q8. What are the alternatives of Recruitment?
Human Resource Management
Q1. What are the key IHRM issues in international Joint ventures (IJVS) ?
Q2. Write a short note on performance management system & organizational strategy.
Q3. Importance of induction & placement.
Q4. Short note on Job Analysis.
Q5. What should be the nature of job information for job analysis?
Q6. Explain structure of HRD system with diagram.
Q7. Explain five distinct elements of Time Series Analysis.
Q8. List out five ‘schools’ of strategic management by Mintzberg.
Human Resource Management
Q1. what are the main objectives of Collective Bargaining?
Q2. Explain the term – Training, Development and Education?
Q3. Discus 360 degree method of performance evaluation?
Q4. What are the main advantages of MBO?
Q5. What is Performance Evaluation?
Q6. Write the various criteria of selction?
Q7. explain the Human Resource planning process?
Q8. State the EEO Laws?
Human Resource Management
Q1. What are the various issues are there related to Compensation Administration?
Q2. Discuss the various methods of Performance Evaluation?
Q3. What are HR Policies and what are its purposes?
Q4. State the objectives/ purposes of performance evaluation?
Q5. Write the various criteria’s of selection?
Q6. Give the various techniques of forecasting demand of Human resources?
Q7. What do you understand by Career Development Program?
Q8. Explain in brief the Forecasting manpower requirements?
Human Resource Management
Q1. What is Human Resource Planning?
Q2. Write short note on Ownership
Q3. Write short note on Executive pay.
Q4. What is compensation? And what are the main objectives of compensation?
Q5. Write short note on Manpower planning? Forecasting manpower requirements
Q6. What are the factors affecting Job Design?
Q7. Discuss 360 degree method of performance evaluation?
Q8. What are the pay surveys? And whats its usefulness?
Human Resource Management
Q1. When a manager is involved in performance management?
Q2. What is achievement Need (nAch)?
Q3. Describe about HR competencies.
Q4. Explain 5 maturity levels of the PCMM.
Q5. Discuss about recruitment policy.
Q6. What is attitude survey? & explain its basic purpose.
Q7. Explain five distinct elements of Time Series Analysis.
Q8. Explain 5 objectives of sound wage policy.
Human Resource Management
Q1. Write a short note on performance management system & organizational strategy.
Q2. What should be the nature of job information for job analysis?
Q3. Explain various types of strategic control.
Q4. Explain structure of HRD system with diagram.
Q5. What are the purposes of job evaluation? Discuss the steps involved in job evaluation.
Q6. Write short note on framing strategy.
Q7. Explain objectives of job description.
Q8. Role of consultants in HRD.
Human Resource Management
- Write the various methods of training?
- Why there is need of Human Resource Planning?
- Define HRM and state its importance?
- Explain in brief the Forecasting manpower requirements?
- Discus the role of employee referals in recruitment?
- What are the various categories of difficult employees?
- What do you understand by Career Development Program?
- What is compensation? And what are the main objectives of compensation?
Human Resource Management
- What are HR Policies and what are its purposes?
- State the scope of Global HRM?
- What are the factors affecting Job Design?
- Explain the recruitment process?
- Discuse the various methods of Performance Evaluation?
- Discus 360 degree method of performance evaluation?
- What are the pay-surveys? And whats its usefuless?
- What are the various issues are there related to Compensation Administration?
Human Resource Management
- State the Nature and Scope of HRM?
- What are the strategic challenges HRM facing?
- Give the various techniques of forecasting demand of Human resources?
- Write short note on Manpower planning? Forecasting manpower requirements
- Write the various criteria’s of selection?
- State the objectives/ purposes of performance evaluation?
- Discuss the factors influences on Compensation?
- State the steps involved in managing effective Benefits Program?
International HR Management
Q1. What is „Social Dumping‟ and why should trade unions be concerned about it?
Q2. Explain the “ Going Rate ” approach and “ Balance Sheet” approach.
Q3. What are the stages of structural evolution of multinationals? What are the new types of multinational structures?
Q4. Describe the various methods of capital budgeting that are normally adopted by MNC’s.
Q5. What are the advantages and disadvantages of using PCN, TCN and HCN in selecting managers?
Q6. What are the various types of international assignments in use?
Q7. Discuss the major conflicts that arise between the host country and the MNC.
Q8. How does one develop international staff and multinational teams.
Effective H.R.Training & Development and Strategy
Q1. how are leadership skills analysed through group discussion?
Q2. what are scanning skills
Q3. how to read and interpret graphic information?
Q4. what are the methods of sequencing?
Q5. prepare a memo using indirect pattern
Q6. write a memoas mazahar khan the PRO of EVA formulations you have been asked to draft a memo to the office staff about the annual business conference
Q7. what is the structure of formal proposals?
Q8. what are the writing strategies for a proposal?