P. 3HrmHrmRatings: (0)|Views: 355 |Likes: 0Published by Kritika
KhannaSee more Case study - 3Patil, RK Materials, is very angry,
anxious and restless. He bumped into Mehta,RK Materials, threw the
resignation letter on his table, screamed and walked outof the room
swiftly.Patil has a reason for his sudden outburst. Details of the
story will tell the reasons for Patils anger and why he put his
resignation, only four months after hetook up his job.In the year
2000 Patil quit his prestigious Mittal plant at Vishakhapatnam. As
amanager Materials, Patil had various powers like he could even
place an order of materials worth Rs.50 Lakhs. He required nobodys
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
conglomerateattracted Patil away from the public sector steel
monolith.When he joined the eucalyptus pulp making company, little
did Patil realize thathe 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 worthhalf 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.Questions1. Do you think the company has any orientation
programme? If yes, discuss its effectiveness.Ans. No according to
me the company hasnt provided any orientation program. Because when
one join a new company often have lots of questions about the
structureof their new company, its culture, and its goals. A good
orientation program cananswer many of those questions and start off
new employees working in the rightdirection.Orientation is a
programs which can take place in-house or off-site, with
audio-visual tools such as informational videos or slides, through
role playing or simulations, or through simple discussion and
question-and-answer time. However company structure an orientation
program, it should make sure it occurs during anew employees first
week on the job. And a good orientation program should cover the
following areas:A welcome.An overview of what the firm does as a
whole.A big-picture look at where the firm fits into its
industry.Corporate culture.The companys history.Expected work
habits and policiesThis shows that the company do not provide any
orientation program .2. If employees were properly selected, there
should be no need for an orientation programme. Comment on the
statement.Ans: I do not agree on the statement that if employees
were properly selected there should be no need for an orientation
programme this situation will not helpemployee how much good he is
and also results in the poor results to the organisation because
giving a proper orientation program can leads to:To Reduce
Start-up-CostsProper orientation can help the employee get "up to
speed" much more quickly, thereby reducing the costs associated
with learning the job.2. To Reduce Anxiety
Any employee, when put into a new, strange situation, will
experience anxiety that can impede his or her ability to learn to
do the job. Proper orientation helps to reduce anxiety that results
from entering into an unknown situation, and helps provide
guidelines for behaviour and conduct, so the employee doesnt have
to experience the stress of guessing.3. To Reduce Employee
TurnoverEmployee turnover increases as employees feel they are not
valued, or are put in positions where they cant possibly do their
jobs. Orientation shows that the organization values the employee,
and help provide tools necessary for succeeding in the job.4. To
Save Time For Supervisor & Co-WorkersSimply put, the better the
initial orientation, the less likely supervisors andco-workers will
have to spend time teaching the employee.5. To Develop Realistic
Job Expectations, Positive Attitudes and Job SatisfactionIt is
important that employees learn early on what is expected of them,
and what to expect from others, in addition to learning about the
values and attitudesof the organization. While people can learn
from experience, they will make many mistakes that are unnecessary
and potentially damaging.And if we go with statement it will be
really harmful for productivity. If a newemployee has received a
ten minute talk with the manager, and directed to hisor her office
position, with no further guidance or instruction. Not only is this
exceedingly stressful for the employee, but it virtually guarantees
a verylong period of unproductiveness for the employee.3. If You
were Patil, how would you react to the above situation?Ans:4.
Discuss the purpose of orientation. What are various requisites of
an effective programme?Ans:Here is a second case study-The reality
of software development is a huge company like Microsoft-it
employsmore 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 anisolated 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 trulybelieve
that their company is special. For example, it has high tolerance
for non-conformity, would you believe that one software tester
comes to work everydaydressed in extravagant Victorian outfits? .
But the underlying theme that unites Microsofties is the belief
that the firm has a manifest destiny to change theworld.The least
important decision as programmer can have a large importance which
itcan 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-daysI
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 putin 80-hour weeks, but 60 and 70 hourweeks
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 companys lucrative stock option
program. Microsoft created more millionaire employees, faster, than
any company in American history-more than 10,000 bythe late 1990s
while the company is certainly more than a place to get rich,
executive still realize that money matters. One former Manager
claims that the humanresources department actually kept a running
chart of employee satisfaction versus the companys stock price.
When the stock was up, human resources could turn offthe
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 1990s, when the Microsoft
stock was doubling every few months and yearly stock splits were
predictable, employees not only got to participate in the
Microsofts manifest destiny, they would get rich in the process. By
thespring of 2002, with the world in a recession, stock prices
down, and the growthfor Microsoft products slowing, it wasnt so
clear what was driving its employeesto continue the companys
dominance of the software industry.Questions1. If you were the
programmer, would you want to work at Microsoft? Why or Why
not?Ans: If i were the programmer i would love to work at Microsoft
but not interested to work like BULL just to become a MILLIONAIRE.
I would to give preference toADVENTUROUS and CHALLENGING WORK
CULTURE but not BORING and STRESSED which willimpact my PERSONAL
LIFE.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.Ans: To my knowledge STOCK OPTION
PROGRAM v/s MASSAGESThey were applied in such a way, that made
employees to react based on circumstances and prevailing
situation.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.Ans: MOTIVATION has a specific
purpose but cannot be applied for everything. Management need to
consider BITTER REALITIES that could help in making their employees
understand what could be done proportional the situation
prevailing. Let management seek inputs from employees rather
deciding on their own. Because if theybelieve they have a brilliant
staff then seeking opinion from every one of themwill provide them
with hundred of great idea which can be practice at that moment and
can help the management to decide easier and better ways.4. Can
money act as a motivator? Explain.Ans: Motivation and performance
are very complex issues affected by many factors. No one factor can
guarantee motivation or performance in the absence of othercritical
factors .Money cannot be effectively substituted for good
management. Some people think that money cant be used to motivate
employees and that is truefor some employees, but for a large
percentage of the workforce it does not have to be that way.
Studies show almost everyone is motivated by money to some degree,
many to a moderate degree, and most to a great degree when
compensation isproperly designed. Some psychologists would argue
that money doesnt change behaviour because they do not consider it
properly termed a "motivator", but rather
they call it a "director" of behaviour. This is a semantic
argument. The idea iswhether money can be used as a tool to change
employee behaviour in a desirabledirection. It is unfortunate that
in most companies and for most jobs, pay is asmall factor in
managing and changing employee behaviour. However, inadequate use
of incentive plans and problems with compensation design and
strategy are usually to blame.What the Research ShowsBehavioural
scientists, employee and management surveys, show compensation can
be a strong driver of employee behaviour under the right
circumstances when properly designed.In a survey of over 1500
compensation and productivity professionals by the American
Compensation Association and the American Productivity Center
various typesof compensation or rewards systems that they utilized
were rated as having a "Positive" or "Very Positive" impact on
performance in 66% to 89% of the companieswhere the companies used
specific techniques such as gain sharing, small groupincentives,
profit sharing, individual incentives, and lump sum bonuses
(source:"People, Performance, and Pay").In a national survey of
1200 randomly selected U.S. employees across many different types
and sizes of companies 54% of employees rated direct financial
compensation as "very important" or "extremely important" to
motivation. When stratified by age group there was statistically
insignificant difference by age group. Gen X and Gen Y were no
different than Baby Boomers in this respect (source: "TheRewards of
Work - What Employees Value")In a national survey of 2500
employees, 84% of those who understood their organizations
reward/performance link believe they can help make a difference. If
they also believe that the company will share its success when the
strategy is achieved, 91% say they are motivated to help the
company succeed (source: WorkplaceIndex)In a study of 663 companies
with performance reward compensation plans covering1.3 million
employees and a broad section of the workforce of each company
(notjust managers and salespeople) by the American Compensation
Association, they found that at the median, organizations earned
$2.34 for every dollar they spent on payouts; thus a close
approximation of the net return on plan investment is 134% (source:
"Organizational Performance and Rewards").By all this factor we can
see if In jobs where significant variability in pay occurs in
compensation and where it is closely related to key performance
factors,then pay can be a big motivator.
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