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Human Resource Management
Case
Studies
CASE
STUDY (20 Marks)
Mr. Dharamchand, 75 years old, has
decided to hand over rein of the business to his daughter Reva, a Harward
educated young girl who had worked under her father for last one year in the
company. Mr. Dharmanchand has built the business from scratch. He is
sentimental about his old staff who has been working with him for a long time.
There was no strike in the company for last 30 years. Reva has ambitious plans
for the company although company’s growth is stagnant for last 5 years. During
her training of last one year she found employees are noncommittal, demotivated,
not computer savvy, lack of knowledge of market dynamics, changing needs of the
customers, new developments. She would like to bring in new talent to turn
around the company fortune. But she has fear of strong reaction of the
employees, whether employees will accept the new Management Team and
performance oriented working. Meanwhile a competitor has given lucrative offer
to Mr. Dharamchand.to buy the company.
Answer the following question.
Q1. Discuss the problems in the
organization.
Q2. As an. Expert what is your advice
to Reva? How to go about it?
Q3. Suggest your Action Plan to bring
change in the employees.
Q4. What is your advice to Mr.
Dharamchand about the offer to sale the company?
CASE STUDY (20 Marks)
The is about Toyota kirloskar private
limited, which is a joint venture between Toyota motor corporation and
kirloskar group of India, the management announced an indefinite lockout
following a strike, which was considered illegal by the management as the
employee union did not give a mandatory 14 day notice as per the Industrial
Disputes Act, 1947, the strike was carried out with the demand to reinstate
dismissed and suspended employees and improve work conditions at the plant, the
company's output had fallen from 92 vehicles per day to 30 per day causing a
loss of INR 700 million to the company, the employee union withdrew the strike
following a government order but they refused to sign an undertaking of maintaining
good conduct in the organization, the articles conclude by saying that the
Japanese ambassador in India thought that such incidents would show India in
poor light. On January 08, 2006, Toyota Kirloskar Motor Private Limited (TKM)
announced an indefinite lockout of its vehicle manufacturing plant at Bidadi
located near Bangalore, Karnataka. The decision was taken following a strike,
which had entered its third day, by the Toyota Kirloskar Motor Employees Union
(Employee Union), the only company recognized union The lockout notice stated
that the strike was illegal as the Employee Union did not give the mandatory 14
day notice period as per Industrial Disputes Act, 1947. It also stated that the
workers were indulging in violence and destruction...
Answer the following question.
Q1. Give your opinion about the issue
of the lockout notice by the company and justify.
Q2. As the HR Manager of the plant what
action you should have taken to resolve the issue.
Performance Appraisal System and
Analysis (20 Marks)
EB Payroll and Human Resource Services,
Inc. is an established company whose management believes that the employees are
a vital plus point. For developing a teamwork and dedication, and also to
handle an efficient administrative department, the audit involves the following
recommendations with very precise details given as a boundary throughout the
audit • The administrative expert should
be asked to provide the feedback for their appraisal. • Apply and develop an
appraisal Policy of every 30,60, and 90 days, for hiring people for the
administrative department to review the present stage of productivity and also
preparing for the next six months and yearly appraisal. • The administrative
team must be given similar chance as the other employees as it concerns their
internal promotions and transfers. 4. Along with changes which happen within
the organization, communication should be quick and efficient. Any change in
the system and the procedure should be conveyed quickly and effectively to rest
of the staff. • The format used for the performance of the administrative
specialist appraisal should correspond with the appeaisal of the Payroll
specialist. • An appeal policy would be introduced, so that if any employee,
irrespective of his position wants to make an appeal in any event, is able to
bring it to the management’s notice. The post of an administrative specialist
is the hourly based production post. There are some output reports which are
received on day to day basis which could be particularly bond to an individual
worker’s performance and is used in the appraisal of an employee. From an
administrative department, 12 workers and 3 managers were interviewed to
collect a particular data and choice of an employee was involved in the
performance appraisal procedure for this department. The respondents were asked
about the last employment performance appraisal procedure before EB Payroll and
Human Resource Services, out of which 11 employees said that there was no
formal appraisal system in their previous jobs neither was the procedure done
on regular basis. All the respondents wanted a reliable, specific and
statistical appraisal for the progress of their work in place of the last goals
with recommendations and future targets. The administrative manager who
interviewed this audit at EB Payroll and Human Resource Services shows that
changes happen on the regular basis and communication is an important
ingredient. If this is done professionally, the employees will be content and
more creative, bringing out better customer service and increase the foundation
more ably and putting the EB Payroll and human resource services in better
viable position against any competition.
Answer the following question.
Q1. For developing a teamwork and
efficient administrative department, what recommendations were needed? (Hint:
Administrative expert should be asked to provide the feedback for their
appraisal, Apply and develop an appraisal, Apply and develop an appraisal
policy of every 30, 60, and 90days,)
Q2. There are some which are received
on day to day basis which could be particularly bond to an individual worker’s
Performance.
CASE STUDY (20 Marks)
Many domestic and international IT and
ITES companies are facing a talent crunch in India due to the lack of quality manpower.
Infosys, Wipro, IBM are some of the companies that are facing the problem of
talent shortage. In October 2006, Ram Shriram, a founding board member of
Google Inc. said that the company faced a challenge of finding candidates with
the right skill sets in India, when compared to other parts of the world. He
cited the shortage of web development skills, web design technology
professionals, and the need for more talented middle level managers. Analysts
pointed out that these remarks were a further indication of the impending
talent shortage in the Indian IT sector. NASSCOM had estimated that, by 2010,
India could face a shortfall of 500,000 IT professionals. It was believed that
this could seriously threaten India's position as a leading provider of IT and
ITES services. According to NASSCOM, every year over 3 million people
(graduates and post graduates) are added to the workforce in India. Of these,
only 25 percent of technical graduates and 1015 percent of other graduates are
considered employable by the growing IT and ITES sectors.
Answer the following question.
Q1. Discuss why only about 25%
technical and 10% other graduates are found employable in India.
Q2. Give details of the measures
required to be taken by India to enhance the employability of fresh graduates.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
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