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
|
|
Paris (France)
|
|
|
Facilities
|
16
|
|
Rival
|
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?
Human Resource Management
CASE STUDY (20 Marks)
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 (20 Marks)
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 (20 Marks)
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.
Human Resource Management
CASE
STUDY (20 Marks)
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 (20 Marks)
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 (20 Marks)
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 (20 Marks)
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.
Human
Resource Management
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 one day 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?
SUBJECT:-HUMAN RESOURCE MANAGEMENT
Total Marks—80
Total Marks: 80
Note : All Questions are Compulsory
Each Question Carries Equal Marks
Case –1 ( 20 Marks)
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
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
1. If you were the programmer would you want to
work at Microsoft? Why or Why not?
2. How many activities in this case can you tie
into specific motivation theories? List the activities; list the motivation
theories, and how they apply.
3. 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.
4. Can money act as a motivator? Explain.
Case-2 (20Marks)
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.
Questions
1.
What should Atlantic Mutual Management do if anything to cope with
the aftereffects of 9/11?
2. 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?
3.
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?
4. Outline the role of HR specialist in providing
a safe and healthy environment for employees.
Case – 3 (20
Marks)
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
1. Do you think the company has any orientation
programme? If yes, discuss its effectiveness.
2.
If employees were properly selected there should be no need for an
orientation programme”. Comment on the statement.
4. Discuss the purpose of orientation. What are
various requisites of an effective programme?
Case-4 (20Marks)
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
1.
Identifying
problems inside their work area.
2.
Propose
solutions
3.
Identifying problems outside their work area
4.
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
1.
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.
2. 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?
3. What suggestions would You
give to a similar company who were thinking of introducing Total Quality
Management to make it a success?
SUBJECT:-HUMAN RESOURCE MANAGEMENT
Total Marks—80
Total Marks: 80
Note : All Questions are Compulsory
Each Question Carries Equal Marks
Case –1 ( 20 Marks)
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
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
5. If you were the programmer would you want to
work at Microsoft? Why or Why not?
6. How many activities in this case can you tie
into specific motivation theories? List the activities; list the motivation
theories, and how they apply.
7. 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.
8. Can money act as a motivator? Explain.
Case-2 (20Marks)
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.
Questions
5.
What should Atlantic Mutual Management do, if anything, to cope
with the aftereffects of 9/11?
6. 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?
7.
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?
8. Outline the role of HR specialist in providing
a safe and healthy environment for employees.
Case – 3 (20
Marks)
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
3. Do you think the company has any orientation
programme? If yes, discuss its effectiveness.
4.
If employees were properly selected, there should be no need for an
orientation programme”. Comment on the statement.
5.
If You were Patil, how would
you react to the above situation?
6. Discuss the purpose of orientation. What are
various requisites of an effective programme?
Case-4 (20Marks)
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
5.
Identifying
problems inside their work area.
6.
Propose
solutions
7.
Identifying problems outside their work area
8.
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
4.
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.
5. 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?
6. 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.
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.
SUBJECT:-HUMAN
RESOURCE MANAGEMENT
Total
Marks—80
Total Marks: 80
Note
: All Questions are Compulsory
Each Question Carries Equal Marks
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. {
marks : 20 }
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.
SUB : HR MANAGEMENT
Total Marks: 80
Note : All Questions are Compulsory
Each Question Carries Equal
Marks 10 Marks
9.
Explain Job Description and Job Specification.
10.
Explain the modern methods of performance evaluation?
11.
What are the factors affecting Job Design?
12.
What do you understand by Career Development Program?
13.
Explain the model of strategic HRM? What are the
strategic challenges HRM facing?
14.
What do you understand by employee benefits?
15.
Write the various methods of training?
16.
Explain the traditional methods of performance evaluation?
Human Resource Management
Answer
the following question.
Q1. What is Human Resource
Planning? (10 marks)
Q2. Write short note on Ownership
(10 marks)
Q3. Write short note on Executive
pay. (10 marks)
Q4. What is compensation? And
what are the main objectives of compensation? (10 marks)
Q5. Write short note on Manpower
planning? Forecasting manpower requirements (10 marks)
Q6. What are the factors
affecting Job Design? (10 marks)
Q7. Discuss 360 degree method of
performance evaluation? (10 marks)
Q8. What are the pay surveys? And
whats its usefulness?
Subject : Human Resource
Management
Answer the following question.
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
1. Write the various methods of training?
2. Why there is need of Human Resource Planning?
3. Define HRM and state its importance?
4. Explain in brief the Forecasting manpower requirements?
5. Discus the role of employee referals in recruitment?
6. What are the various categories of difficult employees?
7. What do you understand by Career Development
Program?
8. What is compensation? And what are the main objectives of
compensation?
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.
Human
Resource Management
1. What are HR Policies and what are its purposes?
2. State the scope of Global HRM?
3. What are
the factors affecting Job Design?
4. Explain the recruitment process?
5. Discuss the various methods of Performance
Evaluation?
6. Discus
360 degree method of performance evaluation?
7. What are
the pay-surveys? And whats its usefuless?
8. What are
the various issues are there related to Compensation
Administration?
Human Resource Management
1. State the Nature and Scope of HRM?
2. What are the strategic challenges HRM facing?
3. Give the various techniques of forecasting demand
of Human resources?
4. Write
short note on Manpower planning? Forecasting manpower requirements
5. Write the
various criteria’s of selection?
6. State the
objectives/ purposes of performance evaluation?
7. Discuss
the factors influences on Compensation?
8. State the steps involved in
managing effective Benefits Program?
Human Resource
Management
Q1.
Define HRM and state its importance? (10 marks)
Q2.
Explain the scope of HRP? (10 marks)
Q3.
What do you understand by Career Development Program? (10 marks)
Q4.
State the steps involved in managing effective Benefits Program? (10 marks)
Q5.
State the various sources of recruitment?
Q6.
Discus the various pay-level strategies? (10 marks)
Q7.
State the objectives/ purposes of performance evaluation? (10 marks)
Q8. State the Nature
and Scope of HRM?
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. 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 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?
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