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 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?