Human Resource Management

05 Jul

Case 1:


The die was cast.  Prem Nath Divan, executive chairman of Vertigo, the country’s largest engineering project organization, decided to switch tracks for a career in academics.  Divan was still six years short of the company’s retirement age of 65.  His premature exit was bound to create a flutter at the Vertigo board.  Having joined Vertigo as a management trainee soon after college, he had gradually risen through the hierarchy to take a board position as the marketing director of the firm at 32.  He had become the president five years later and the youngest chairman of the company at 45.  But, by the time he was 50, the whizkid had acquired a larger than life image of a role model for younger managers and a statesman who symbolized the best and brightest face of Indian management.

On his wife’s suggestion that it would be wise to discuss the move with one of his trusted colleagues before making a formal announcement of his intention to seek premature retirement, Divan called on Ramcharan Saxena, a solicitor who has been on the Vertigo board for over a decade.  Sexena was surprised at Divan’s plan.  But he was unfazed.  “If that is what you want to do for the rest of your life, we can only wish you well”, he told him.  “The board will miss you. But the business should go on.  We should get down to the task of choosing a successor.  The sooner it is done, the better.

“I think the choice is quite obvious, “said Divan, “Ranjan Warrior. He is good and …” Divan was taken aback to see Saxena grimace.  “You don’t have anything against him, do you?” he asks him. “No, no,” said Saxena, “He is good.  A financial strategist and a visionary.  His conceptual skills have served the company well.  But he has always had staff role with no line experience.  What we need is someone from operations.  Like Richard Crasta.”

“Richard known things inside out alright”, said Divan, “But he is just a doer.  Not fire in the belly.  Vertigo needs someone who understands the value of power and known how to use it.  Like me.  Like Ranjan.”

“That is just the problem, “said Saxena. “Prem, let me tell you something. Ranjan is a man in your own image. Everyone known that he is your protégé.  And are never popular.  He has generated a lot of resentment among senior Veritigo executives and there would be a revolt if he were to succeed you.  An exodus is something we can’t afford to have on our hands.  We should think of someone else in the interest of stability to top management.” Divan could not believe what he heard.  He had always prided himself on his hands – on style and thought he had his ear to the ground. “How could I lose touch?”  he wondered, somewhat shaken.

“When you are the boss, people accept your authority without question,” continued Saxena. “In any case, you have been successful at Vertigo and it is difficult to argue with success.  But the moment you announce your intention to leave, the aura begins to fade away.  And in deciding on your successor, the board will seek your opinion, with due regard to your judgment.  The board member must do what in their view is right for the company.  Having said that, may I also mention that if there is a showdown in the boardroom, you could always choose to stay on? We would like it.  Or we could bring in an outsider.”

“I have finalized my career plans and there is no question of staying on beyond six months from now,” said Divan.  “The board is scheduled to meet next month.  Let us shelve the matter till then.  In the meantime, I rely on you, Ram, to keep this discussion between the two of us.”

“Of course yes,” said Saxena.

On his way home, Divan thought about the matter in detail.  Bringing an outsider would undo all his life’s work at Vertigo.  There were considerations like cuture and compatibility which were paramount.  The chairman had to be an inside man.  “Richard lacks stature, “Divan said to himself. “Ranjan is the one I have been grooming, but heavens, the flip side of it all had missed me completely.  There is no way I can allow a split at the top just before I quit.  I must leave on a high note in my own interest.  I must find a way out of he imminent mess.”


1. What should Divan do?


Case 2:


Manjula Srivastav had been head of marketing for the last four years at Blue Chips, a computer products firm.  The company’s turnover had increased by two – and a half times during the period and its market share in a number of precuts had also moved up marginally.  What was creditable was that all this had happened in an environment in which computer prices had been crashing.

Although she had a talent for striking an instant report with people – particularly with the company’s dealers – Srivastav often found herself battling against odds, as she perceived it, as far as her relationships with her subordinates and peers in the company were concerned.  Srivastav had to fight male prejudice all the way.  She found it unfair that she had to prove herself regularly at work and she used to make her displeasure on that score quite obvious to everyone.

Six months ago, Blue Chips had been taken over by an industrial group which had a diversity of business interests and was, more importantly, flush with funds.  The change of ownership had led to a replacement of the managing director, but it had not affected the existing core management team.  Anand Prakash, the new managing director, had his priorities clear.  “Blue Chips will go international,” he had declared in the first executive committee meeting, “and exports will be our first concern.”

Prakash had also brought in Harish Naik as his executive assistant with special responsibility for exports. Naik had been seconded to Srivastav for five weeks as a part of a familiarization programme.  Much to her surprise, he had been appointed, within two months, as the vice president (exports), with compensation and perks higher than her own.  Srivastav had made a formal protest to Prakash who had assured her that he was aware of her good work in the company and that she would have an appropriate role once the restructuring plan he was already working on would by put into effect.

One morning, as she entered the office and switched on her workstation, a message flashed on her screen.  It was from Prakash. “Want to see you sometime today regarding restructuring.  Will 2.30 be convenient?” It went.

Later at his office, Prakash had come straight to the point.  He wanted to create a new post called general manager (public affairs) in the company. “With your excellent background in customer relations and connections with the dealer network, you are the ideal material for the job,” he said, “and I am offering it to you.” Srivastav was quick to react.  “There is very little I can contribute in that kind of job,” she said.  “I was in fact expecting to be promoted as vice president (home marketing).” Prakash said that the entire gamut of marketing functions would be looked after by Naik who would have boardroom responsibility for both domestic and export sales.  “If you continue in marketing, you will have to be reporting to Naik which I thought may not be fair to you.  In any case, we need someone who is strong in marketing to handle public affairs.  Let me assure you that the new post I am offering will in no way diminish your importance in the company.  You will in fact be reporting to me directly.”

“You are being unfair and your are diminishing my importance in the company,” reported Srivastav. “You know that I am a hardcore marketing professional and you also know I am the best.  Why then am I being deprived of a rightful promotion in marketing? Tell me,” she asked pointedly, “would you have done this to a male colleague?”

“That is a hypothetical question,” said Prakash.  “But I can’t think of any other slot for you in the restructuring plan I want to implement except what I am offering.”

“If the reason why you are asking me to handle this fancy public affairs business of yours,” said Srivastav, “is that you can’t think of any other slot for me, then I would have second thoughts about continuing to work for this company.”

“May I reiterate,” Said Prakash, “that I value your role and its is precisely because of this that I am delegating to you the work I have been personally handling so far? May I also state that I am upgrading the job not only because it is important but also because it should match your existing stature in the organization?”

“I need to think about this.  I will let you know tomorrow,” said Srivastav and left the office.


1. What should she do?


Case 3:


Dinesh, a machine operator, worked as a mechanist for Ganesh, the supervisor.  Ganesh told Dinesh to pick up some trash that had fallen from Dinesh’s work area, and Dinesh replied, “I won’t do the janitor’s work.”

Ganesh replied, “When you drop it, you pick it up”.  Dinesh became angry and abusive, calling Ganesh a number of names in a loud voice and refusing to pick up the trash.  All employees in the department heard Dinesh’s comments.

Ganesh had been trying for two weeks to get his employees to pick up trash in order to have cleaner workplace and prevent accidents.  He talked to all employees in a weekly departmental meeting and to each employee individually at least once.  He stated that he was following the instructions of the general manager.  The only objection came from Dinesh.

Dinesh has been with the company for five years, and in this department for six months. Ganesh had spoken to him twice about excessive alcoholism, but otherwise his record was good.  He was known to have quick temper.

This outburst by Dinesh hurt Ganesh badly.  Ganesh told Dinesh to come to the office and suspended him for one day for insubordination and abusive language to a supervisor.   The decision was within company policy, and similar behaviors had been punished in other departments.

After Dinesh left Ganesh’s office, Ganesh phoned the HR manager, reported what he had done, and said that he was sending a copy of the suspension order for Dinesh’s file.


1. How would you rate Dinesh’s behaviour? What method of appraisal would you use?

2. Do you assess any training needs of employees? If yes, what inputs should be embodied in the training programme?


Case 4:


Jagannath (Jaggu to his friends) is an over ambitious young man.  For him ends justify means.

With a diploma in engineering.  Jaggu joined, in 1977, a Bangalore-based company as a Technical Assistant.  He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982.  Recognizing as Engineer-Sales in 1984.

Jaggu excelled himself in the new role and became the blue-eyed boy of the management.  Promotions came to him in quick succession.  He was made Manager-Sales in 1986 and Senior Manager-Marketing in 1988.

Jaggu did not forget his academic pursuits.  After being promoted as Engineer-Sales, he joined an MBA (part-time) programme.  After completing MBA, Jaggu became a Ph.D. scholar and obtained his doctoral degree in 1989.

Functioning as Senior Manger-Marketing, Jaggu eyed on things beyond his jurisdiction.  He started complaining against Suresh the Section Head and Prahalad the Unit Chief (both production) with Ravi, the EVP (Executive – Vice President).  The complaints included delay in executing orders, poor quality and customer rejections.  Most of the complaints were concocted.

Ravi was convinced and requested Jaggu to head the production section so that things could be straightened up there.  Jaggu became the Section head and Suresh was shifted to sales.

Jaggu started spreading his wings.  He prevailed upon Ravi and got sales and quality under his control, in addition to production.  Suresh, an equal in status, was now subordinated to Jaggu.  Success had gone to Jaggu’s head.  He had everything going in his favor-position, power, money, and qualification.  He divided workers and used them as pawns.  He ignored Prahalad and established direct link with Ravi. Unable to bear the humiliation, Prahalad quit the company.  Jaggu was promoted as General Manager.  He became a megalomaniac.

Things had to end at some point.  It happened in Jaggu’s life too.  There were complaints against him.  He had inducted his brother – in – law, Ganesh, as an engineer.  Ganesh was by nature corrupt. He stole copper worth Rs. 5 lakh and was suspended.  Jaggu tried to defend Ganesh but failed in his effort.  Corruption charges were also leveled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself.

On the new-year day of 1993, Jaggu was reverted back to his old position- sales.  Suresh was promoted and was asked to head production. Roles got reversed.  Suresh became boss to Jaggu.

Unable to swallow the insult, Jaggu put in his papers.

Back home, Jaggu started his own consultancy claiming himself as an authority in quality management. He poached on his previous company and picked up two best brains in quality.

Fro 1977 to 1993, Jaggu’s career graph had a steep rise and a sudden fall.  Whether there would be another hump in the curve is a big question.


1. Bring out the principles of promotion that were employed in promoting Jaggu.

2. What would you do if you were (i) Suresh, (ii) Prahalad or (iii) Ravi?

3. Bring out the ethical issues involved in Jaggu’s behaviour.

Human Resource Management

02 Jul

Answer the following question.

Q1. State the factors affecting Job Design?

Q2. What are the various factors affecting HRP?

Q3. Write the various methods of training?

Q4. What do you understand by employee benefits?

Q5. What is Management By Objectives (MBO)?

Q6. State the objectives purposes of performance evaluation?

Q7. Explain the recruitment process?

Q8. Explain the model of strategic HRM?

Human Resource Management

28 Jun

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.


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.



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.


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                                                                                                                  

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 multiproduct 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.


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.

3. If You were Patil, how would you react to the above situation?

4. Discuss the purpose of orientation. What are various requisites of an effective programme?



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.


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?

Human Resource Management

28 Jun

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.


Human Resource Management

28 Jun


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?



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?



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?



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 2007) 7187
Delivered 4598
Headquarters 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.  On 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

27 Jun

1. Explain Job Description and Job Specification.

2. Explain the modern methods of performance evaluation?

3. What are the factors affecting Job Design?

4. What do you understand by Career Development Program?

5. Explain the model of strategic HRM? What are the strategic challenges HRM facing?

6. What do you understand by employee benefits?

7. Write the various methods of training?

8. Explain the traditional methods of performance evaluation?

Human Resource Management

27 Jun


A well-known financial house started an Industrial unit using new technology under the name Royal Electronics Company. Their system of Management in general was of the old type where everything was centralized on a personal level. However, in case of new company, due to various factors like distance, time etc., the industry was allowed to develop on autonomous lines and was put in charge of U.K. trained Engineer. Considering the various aspects, the industry was developing well. But due to the lack of adequate attention to labor and industrial relations, a strike developed. It generated tensions and fears among the executives left jobs including Labor officer who felt insecure due to vacillation and interference from top management. Finally the strike was resolved. But some workers were still under charge sheets. Their cases had been conducted by the new Labor Officer who had joined at the height of strike one day the factory manager received a call from the managing Director to dismiss the Labor Officer immediately. He solicited reasons at least to justify his action, but of no avail. In fact the Managing Director came personally, went to the Labor Officer directly and gave him the dismissal letter. The Labor officer was appointed by the Factory Manager and so went to him but the Manager could do nothing now.

Answer the following question.

Q1. Analyze the factors that led to a breakdown of industrial relations in the Royal Electronics Company

Q2. How should the cases of charge sheeted employees be dealt with?

Q3. What course of action will you suggest for the factory manager?

Q4. As a Labor Officer what would be your steps after receiving the letter of dismissal from the Managing Director.



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.



Leonard Corporation is a well-established name in the Electronics Industry. With an annual turnover of Rs. 300 Crores with a strength of 1200 people. It was established in 1990 by two partners namely Mr. Le Oswald ,an Electronics Engineer and Mr. Maynard an HRM person.. The organization had many unwritten systems. One of which was Annual Performance Report .There was good demand of products when something unplanned started happening. Promotion to Works manager was announced and Mr. Bhat was given promotion superseding 3 others. Production started declining and two of the three dissatisfied officers left the organization resulting into further problems. These people were seniors and well qualified-foreign trained. Mr. Gopal was assigned the job of finding out the cause of low production and dissatisfaction. Please help Mr. Gopal in this case.

Answer the following question.

Q1. Illustrate the cause of low production.

Q2. What is the system of Performance Appraisal in the organization?

Q3. What precautions were needed before announcing promotions?

Q4. Please suggest a better Performance Appraisal system for the organization.



The case is about the retrenchment drama that unfolded in one of India’s leading aviation companies, Jet Airways (India) Limited (Jet), in late 2008. After showing the door to more than 1000 employees in a bid to streamline its operations, Jet was faced with immense criticism and opposition by various organizations and political parties. Jet’s chairman Naresh Goyal (Goyal) reinstated the employees a day later saying that he was not aware of these sackings. The Indian aviation industry was going through a tough phase and experts felt that it was in the interest of the company to retrench employees to remain competitive. Experts largely felt that Goyal had capitulated under pressure from external parties while others felt that all may not be well with the organizational communication mechanisms at Jet.

Answer the following question.

Q1. Analyze the HR problems faced by Jet Airways in 2008.

Q2. Discuss various concepts related to hiring, firing, and compensation management.

Human Resource Management

27 Jun


The case study is about the problem of falsification of CV’s in the Indian job market, especially in IT and ITES sectors. The case highlighted concerns regarding the professional practices and ethics of the recruitment agencies in India. In March 2006, some leading IT services companies in India such as Wipro Technologies (Wipro) and IBM India dismissed several employees, when they discovered that the information provided in the employees’ Curriculum Vitaes (CVs) was false. The companies also blamed some of the recruitment agencies which had recruited the dismissed employees, for helping them fake their CV’s. Police complaints were lodged against some of these recruitment agencies, and they were even asked to refund the expenditure incurred by the companies in hiring the dismissed employees. These charges and allegations highlighted the growing problem of fake CVs in the Indian job market. The phenomenon of fake CVs was not just restricted to the software industry. It was also prevalent in other sectors like ITES, financial services, retail etc. It was estimated that Rs 400 crores was spent by Indian companies for filling 200,000 jobs a year in these sectors and 1012% of the selected candidates had submitted false information in their CVs.

Answer the following question.

Q1. Give an overview of the case.

Q2. What steps you propose to be taken to avoid falsification of CVs in recruitments of candidates as an head of recruitment company.



As a result of a buyout, new management was installed in this 50year old firm. We presented a proposal to initiate an Engagement Survey among the 200 employees of the company. Our proposal was accepted. We developed the questionnaire and distributed the survey. We had an 85% return rate on the surveys. Following the tally of the surveys, we met with the new management, reviewed the results, prioritized the issues to be addressed, and brainstormed a plan of action. Next, we initiated a series of meetings with senior managers to inform employees of the results of the survey and to advise employees as to the actions that management will be taking in response to the survey results. The survey and subsequent actions of management to address some longstanding concerns of employees resulted in improved commitment and engagement of employees.

Answer the following question.

Q1. What is engagement survey? Discuss the importance of employee’s engagement in a company.

Q2. Discuss the reasons for improved commitment and engagement of employees after engagement survey.



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.



Likeable Media is a dynamic social media agency that’s fast, smart and likeable. The company is independently owned by Dave and Carrie Kerpen, who started the company under quite unique circumstances. The beginning of our business was also the beginning of our family, which has had an enormous impact on our culture and how we operate. We are a small but impactful team that creates amazing content for huge brands. Our people are our product, and our team of 50+ employees has rated us as one of the best places to work in NYC for four years in a row for the Crain’s List. Our culture can be characterized as passionate, inclusive, and collaborative. When solving a problem, sometimes you have to consider your ideal outcomes and work backwards to help understand how the raw materials you have can get you there. We have amazing clients, a great culture and an awesome set of values. Our entire organization is innately creative, so when setting a recruiting strategy, we put our heads together and reflected on what we needed to accomplish. We determined that we needed to build a repeatable and efficient process to allow us to stand out amongst the competition. We needed to establish longstanding campaigns to bring sustainable results using free options. We needed regular touch-points to continue to drive interest in Likeable, even if a candidate wasn’t the right fit at the moment. And most importantly, we needed to leverage social media as a conversation and listening tool, rather than a broadcast tool. We needed to attract top Sales and Finance professionals in a highly competitive & demanding market (Sweden, Denmark, Finland, and Norway) to join our Oracle Applications Sales team. If you’re looking for the best way to approach your market, the first thing you should be working on is finding out everything about it. This is how we planned to take action – we researched key market insights to inform our recruiting outreach strategy: According to LinkedIn’s 2015 talent trends report for Nordics, 75% of the workforce is passive talent. However, when looking for opportunities, these candidates turn to online channels to discover them as follows: Online job boards (68%), social professional networks (57%) and word of mouth (54%). In order to find the best possible approach to reach our desired candidates, we still needed to uncover one more essential detail – their inner motivation, what truly drives them to take another job opportunity. According to the same LinkedIn talent trends report for Nordics, the answer for this particular group was: professional development, compensation and challenging work. Gathering all this information helped us sketch our audience’s persona: • Young professional (between 22 and 40 years old); • Professional background in Sales and/or Finance; • Likely already satisfied with their current role and not actively seeking new opportunities [passive talent]; • Easily engaged online on job-seeking platforms and social networks; especially with their peers, colleagues and network (word of mouth); • Could be persuaded by a role that offered them opportunities to grow their career; • Highly selective when it comes to changing jobs as it is a candidate-driven market (i.e. small number of professionals – high demand).

Answer the following question.

Q1. Discuss how social media delivered likeable media candidates through conversations.

Q2. Debate what the company did for solving the recruitment problems.

Q3. What the company did to reach the desired candidates.

Q4. Explain how the likeable media is a fast, smart and dynamic social media agency.