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Date: 27th
February 2013
Head of the Department
Department of Commerce
University of Delhi
Delhi-110007
Subject – Uploading of Cases for CH 4.4 Human Resource Management subject of
B.Com.(Hons,)
Dear Sir,
As it was decided in the guidelines meeting held on 9th
December, 2012 that the
undergraduate teachers teaching CH 4.4 Human Resource Management should be made
available some standardized case studies so that the same can be discussed in classes.
Kindly find attached the case studies for uploading on the Department website.
Arpita Kaul
Assistant Professor
GUIDELINES FOR CASE STUDIES OF HRM IV SEMESTER
UNIT 1
1.1 Case on role of HR manager:
Chadha, N.K. (2002). Worker’s troubles in China. In Human Resource Development:
Issues, Case Studies and Experiential Exercises (2nd
Ed.) (pp. 12-13). New Delhi: Shri
Sai Publishers.
1.2 Case on role of HR manager:
DeCenzo, D. A. & Robbins, S.P. (1998). Continuing Case: Concord General, A new
Beginning. In Personnel/Human Resource Management (3rd
ed.) (pp.18-19). New Delhi:
Prentice Hall of India Private Limited.
1.3 Case on role of HR manager:
Dessler, G. (2005). Application Case, Jack Nelson’s Problem. In Human Resource
Management (10th
ed.) (p. 26). New Delhi: Prentice Hall of India Private Limited.
UNIT 2
2.1 Case on Job Analysis:
Dessler, G. (2005). Case Incident: Hurricane Bonnie. In Human Resource Management
(10th
ed.) (p. 119). New Delhi: Prentice Hall of India Private Limited.
2.2 Case on Job Analysis:
Mejia, L. R. G., Balkin, D.B., & Cardy, R.L. (2002). How Flexible is too Flexible? In
Managing Human Resources (3rd
ed .) (p. 84). New Delhi: Prentice Hall of India Private
Limited
2.3 Case on Recruitment and Selection:
Mejia, L. R. G., Balkin, D.B., & Cardy, R.L. (2002). Making the Grade. In Managing
Human Resources (3rd
ed.) (p. 194). New Delhi: Prentice Hall of India Private Limited
UNIT 3
3.1 Case on training:
Chadha, N.K. (2002). Modern Industries Limited. In Human Resource Development:
Issues, Case Studies and Experiential Exercises (2nd
Ed.) (pp. 203-205). New Delhi: Shri
Sai Publishers.
3.2 Case on training:
Dessler, G. (2003). Reinventing the wheel at Apex door Company. In Human Resource
Management (9th
ed.) (p. 214). New Delhi: Prentice Hall of India Private Limited.
UNIT 4
4.1 Case on performance appraisal
Dessler, G. (1998). Carter cleaning Company. The performance appraisal. In Human
Resource Management (7th
ed.) (p. 376). New Delhi: Prentice Hall of India Private
Limited.
UNIT 5
5.1 Case on Compensation:
DeCenzo, D. A. & Robbins, S.P. (1998). Continuing Case: Concord General, One for the
Heart. In Personnel/Human Resource Management (3rd
ed.) (p.448). New Delhi: Prentice
Hall of India Private Limited.
UNIT 6
6.1 Case on Grievance Handling
Durai, P. (2010). Naveen Sugars Pvt Ltd. In Human Resource Management (pp.515-516).
Dorling Kindersley (India) Pvt. Ltd. Licences of Pearson Education
Case 1.1: Case on role of HR manager
Chadha, N.K. (2002). Worker’s troubles in China. In Human Resource Development:
Issues, Case Studies and Experiential Exercises (2nd
Ed.) (pp. 12-13). New Delhi: Shri Sai
Publishers
After centuries of economic isolation, China, under a communist–led government began to
undergo economic liberalisation in the 1980’s. This economic liberalisation led to foreign
contacts which raised hopes among many for greater freedom and control of their own lives.
Increased foreign investment and trade seemed to be improving China’s economic situation and
also the condition of workers. For example a survey of personnel practices in China by the Wyatt
Company indicated that Chinese nationals who worked in foreign owned companies or joint
ventures earned low salaries but had high fringe benefits. Workers in Chinese companies,
however, did not fare so well. China’s labour ministry recorded more than 8000 strikes in 1993,
none of which was legal. Another major issue plaguing Chinese factories was that of safety. Gas
explosions in coal mines took the lives of more than 750 workers in just the first 3 months of
1994, and there were more than a 1000 killed in similar accidents in 1993. Late in 1993, there
were two fines because of poor labour practices in which 145 Chinese workers perished. In
January, 1994, new regulations were passed stipulating fire prevention, ventilation and other
standards for factories as well as the dormitories in which factory workers lived. Then, in March,
1994, the Chinese vice premier called for even tougher safety laws and announced an industrial
safety drive.
At applied Electronics limited the workforce lives in the dark dormitories where, as many as 20
persons share primitive lavatories. Though the company denies it, workers claim that two
persons have died from eating the food provided by the company. The employees work up to 15
hours a day and get few holidays despite the official communist labour laws that mandate 5 1/2
days and 44 – hour work weeks. To try to control the work force and improve conditions, the
central government in Peking ruled in 1993 that no pay raises would be awarded to workers at
many loosing enterprises. Workers compensation schemes were reformed to provide long term
benefits for disabled workers,
The Chinese social security system was also updated in an effort to equalise the treatment of
workers across all geographic areas and industrial sectors.
Question
1 Enumerate the factors which have jeopardised industrial Development in China during
past decades.
2 What role does Human Resource Management play in Chinese factories?
3 As a student, what do you think could be the possible reasons behind the foreign
collaborations always being one up than the Chinese companies, in terms of productivity
and efficiency?
4 If you were called as Human Resource consultant for the Chinese company ― Applied
Electronics Limited‖, based on the information presented in this case, what kind of
reforms would you have suggested and why?
Teaching notes:
Chinese economy is growing but the condition of Chinese workers continues to be poor.
Chinese workers are facing problems of poor and inhuman working conditions.
The rules and regulations for industrial safety are insufficient and not implemented
properly.
CASE 1.2: Case on role of HR manager:
DeCenzo, D. A. & Robbins, S.P. (1998). Continuing Case: Concord General, A new
Beginning. In Personnel/Human Resource Management (3rd
ed.) (pp.18-19). New Delhi:
Prentice Hall of India Private Limited.
Concord General is a 670 bed community hospital located in the Morgantown, West Virginia,
metropolitan area. One of nine hospitals in the vicinity, Concord General has experienced
constant growth over the past sixty years. During this period, new wings have been added to the
hospital to provide a full array of health services, from cradle to grave so to speak. Currently the
hospital employs nine hundred people which include doctors, nurses and support service
personnel. The hospital has been managed by its president and CEO, Mr John Michaels.
John Michaels is sixty years old. He has been with Concord General since 1960 and served in
several capacities, such as Director of Hospital Planning and Chief Financial Officer, before
ascending to the presidency in 1970. He has a master’s degree in Finance and a similar degree in
Hospital Administration. During the past three years his health has been falling, but he continues
to conduct operations as if he were as young as he was on the day he became associated with the
hospital.
John believed in adhering to the principles set by his predecessors. That is, good health care
would be provided at all costs, services would be reasonably priced and the necessary talent to
perform these services would be hired. Concord General was progressive in its activities and
sought to keep its health care offering current. This included purchasing new equipment
whenever possible and being the forerunner in new medical techniques.
While many of these activities proved beneficial, one aspect seemed in surmountable. John
Michaels, as did his predecessors, single-handedly ran the entire operation. He did the planning,
the organizing and the staffing and held a tight rein over all decision making. Anything that
occurred regarding the hospital had to first clear his desk. The centralized nature of the hospital
seemed to work well years ago, but lately John has been having problems, especially in the areas
of motivation and employee unrest.
Being concerned about the events that had transpired, John decided to contact his long-time
associate, Professor Williams, at the State University. After a discussion of the problems and a
study of the organization, Professor Williams made his recommendations. Included in these
recommendations were certain organisational structural changes, namely, a movement to a more
functional structure (grouping similar activities together under a specific manager).The
functional structure would foster the delegation of some of these activities. John agreed in part to
these recommendations. He could see the benefits from having certain departments handle
specific duties of the hospital and, accordingly, implemented these recommendations. There was
now not only a department handling patient admission, a department handling patient billings,
and an accounting department but also a marketing department. A doctor was appointed chief of
medical affairs; his duties consisted of overseeing all the medical units in the hospital such as the
emergency room, the operating room, and the recovery room.
While the newly created departments appeared to be beneficial to the hospital, John Michaels
refused to implement recommendation that he delegate the personnel responsibilities. He
believed that if people worked for his hospital, then he, and only he, could conduct this function.
Thus, a new set of problems emerged as the workers began to become more vocal about the
autocratic nature of the hospital’s president.
Feeling that something had to be done, John Michaels has hired you as a consultant to identify
the causes of the problems and make recommendations for progressive change.
QUESTIONS:
1. How would you describe the personnel function at Concord General? Discuss.
2. Prepare a list of pros and cons for John Michaels regarding the need for a human resource
department. Have the pros out-weighed the cons?
3. Let us suppose that John Michaels believes there is merit in your proposals but is not yet
convinced that a human resource department is needed. Explain how you would persuade
him that HRM is a necessity in his hospital. Describe the activities that you would
recommend be included in the human resource department.
TEACHING NOTES:
Concord General is a 60 years old hospital which has large number of employees and
aimed at providing good health care at any costs.
The idea of implementing the functional structure is good.
There is a need for HR department to handle various areas of Recruitment, Selection,
Training, Appraisal, Compensation etc. As HR function can’t be handled alone by any
individual.
Separate HR department would help in performing HR function efficiently.
CASE 1.3: Case on role of HR manager
Dessler, G. (2005). Application Case, Jack Nelson’s Problem. In Human Resource
Management (10th
ed.) (p. 26). New Delhi: Prentice Hall of India Private Limited.
As a new member of the board of Directors for a local bank, Jack Nelson was being introduced
to all employees in the home office. When he was being introduced to Ruth Johnson, he was
curious about her work and asked her what the machines she was using did. Johnson replied that
she really did not know what the machine was called or what it did. She explained that she had
only been working there for two months. She did, however know precisely how to operate the
machine. According to her supervisor, she was an excellent employee.
At one of the branch offices, the supervisor in charge spoke to Nelson confidentially,
telling him that ―something was wrong,‖ but she did not know what. For one thing, she
explained, employee turnover was too high, and sooner had one employee been put on the job
than another one resigned. With customers to see and loans to be made, she continued, she had
little time to work with the new employees as they came and went.
All branch supervisors hired their own employees without communication with the home
office or other branches. When an opening developed, the supervisor tried to find a suitable
employee to replace the worker who had quit.
After touring the 22 branches and finding similar problems in many of them, Nelson
wondered what the home office should do or what action he should should take. The banking
firm was generally regarded as a well run institution that had grown from 27 to 191 employees
during the past eight years. The more he thought about the matter, the more puzzled Nelson
became. He couldn’t quite put his finger on the problem, and he didn’t know whether to report
his findings to the President.
Questions
1. What do you think is causing some of the problems in the bank’s home office and
branches?
2. Do you think setting up an HR unit in the main office would help?
3. What specific functions should an HR unit carry out? What HR functions would then be
carried out by supervisors and other line managers? What role should the internet play in
the new HR organisations?
Teaching Notes:
Jack Nelson has to advice about the problem the local bank is facing.
Ruth Johnson is a very dedicated employee of the organisation but does not know exactly
what is her job profile and how is she contributing to the organisation.
The organisation is facing very high rates of employee turnover.
There is lack of communication between different departments and branches of the organisation
Case 2.1: Case on Job Analysis:
Dessler, G. (2005). Case Incident: Hurricane Bonnie. In Human Resource Management
(10th
ed.) (p. 119). New Delhi: Prentice Hall of India Private Limited
In August, 1998 Hurricane Bonnie hit North Carolina and the Optima Air Filter Company. Many
employees’ homes were devastated and the firm found that it had to hire almost three completely
new crews, one for each of its shifts. The problem was that the ―Old Timers‖ had known their
mix to well that no one had ever bothered to draw up job description for them. When about 30
new employees were taking their posts, there was general confusion about what they should do
and how they should do it.
The Hurricane quickly became old news for the firm’s out of state customers who wanted
filters, not excuses. Phil Mann, the firm’s president, was at his wits. He had about 30 new
employees-10 Old Timers. His original factory supervisors, Maybelline. He decided to meet with
Linda Lowe, a consultant from the University’s Business School, who immediately had the old
timers fill out a questionnaire that listed all their duties. Arguments ensued almost at once
because both Phil and Maybelline thought the old timers were exaggerating to make themselves
look more important and the old timers insisted that the list faithfully reflected their duties.
Meanwhile, the customers clamoured for their filters.
QUESTIONS:
1. Should Phil and Linda ignore the Old Timers protests and write up the job description as
they see fit? Why? Why not? How would you go about resolving the differences?
2. How would you have conducted the job analysis?
TEACHING NOTES:
Phil, Firm’s President and Maybelline, Supervisor consulted Linda, a Consultant to draw
Job Description.
Linda made Old timers to fill the questionnaire for that purpose.
Phil and Maybelline were not satisfied and claimed that Old timers did not fill the
questionnaire authentically.
This aroused a conflict between the Management and the old timers.
Phil and Linda should not ignore the protests of Old timers rather they should opt those
methods which is beneficial for both the employees and management and helps in
maintaining cordial relationships between them.
CASE 2.2: Case on Job Analysis
Mejia, L. R. G., Balkin, D.B. & Cardy, R.L. (2002). How Flexible is too flexible? In
Managing Human Resources (3rd
ed.) (p. 84). New Delhi: Prentice Hall of India Private
Limited
How flexible is too flexible
Manager Barbara Reed has a big problem. Actually, four of the seven tellers at the small branch
bank she runs have the problems. Barbara has the challenge of dealing with them.
One teller is on maternity leave. Nearly three months ago, she gave birth to a very premature
one-pound baby. She's due back soon, but she is unwilling to leave her baby, who is still in the
neonatal unit of a big-city hospital 90 miles away. She wants to extend her leave.
Another teller has just informed Barbara that his elderly mother, who has been living by herself
in a distant town, fell and broke her hip. The teller, an only child, win it’s at least a month off to
tend to his mother and find a new living arrangement for her.
A new teller has asked to cut hack her hours slightly so that she can be home with her children
after school. The next door neighbor who had been caring for them will be moving soon, and the
teller—who is new in town -can't find anyone she trusts to watch them.
Barbara's best teller, one who she thinks could be a manager someday, has just asked to pare her
hours so she can begin taking courses for her MBA. Barbara sorely wants to grant this request
because her own performance is judged in part by her skill in developing and promoting women
and minorities.
In the past, Barbara would not have agonized over any of these decisions. She simply would
have said no, instructed all her tellers to stay at their posts, and replaced any who did not. But
Barbara's company recently adopted a policy saying it would do whatever it could to
accommodate employees with conflicts between work and family responsibilities. Barbara is
now supposed to be a flexible manager, which means that she has to try to satisfy her employees'
requests. But how can she do that and still run the bank?
Barbara is considering an array of flexible work options, including regular part-time and
temporary part time work, flexible work hours, compressed workweek job sharing, leaves of
absence, and telecommuting.
Critical Thinking Questions
1. Do all these tellers have good reasons to modify their work schedules? How can Barbara
determine which tellers' requests should receive priority, which should be taken into
consideration, and which should be turned down?
2. What might happen if Barbara tries to satisfy every employee's request for a modified work
schedule?
3. What implementation guidelines should Barbara put in place so that the bank branch will
operate smoothly without disruption of service to its customers? For example, how much
flexibility in hours should the flexible program provide? Who should be eligible for it? How
much advance notice should a manager require to change an employee's work schedule?
Group Learning Exercise
4. With a partner or small group, decide on some programs that would enable Barbara to
respond to the four tellers' needs for modified work schedule from the array of flexible work
options. Can Barbara satisfy all four of these requests simultaneously with the program(s) you
have selected? If not, what should she do?
Teaching Notes
Bank manager Barbara is facing a problem that four of the seven tellers of her branch
want to go on leave due to different family problems.
It is the policy of the company to help the employees to balance their work and family
responsibilities.
However Barbara will not be able to manage her branch if she gives leave to all the
employees.
She can give leave or give option of flexible working hours, telecommuting etc.
CASE 2.3: Case on Recruitment and Selection
Mejia, L. R. G., Balkin, D.B. & Cardy, R.L. (2002). Making the Grade. In Managing
Human Resources (3rd
ed.) (p. 194). New Delhi: Prentice Hall of India Private Limited
The Grade 1 Company manufactures hand tools—from screwdrivers to hammers to all types of
wrenches. The company takes pride in producing the highest-quality tools for craftspeople
worldwide and has exacting specifications for both mass and customized tool production.
However, Grade 1 realizes that the time it takes to fulfil an order is problematic because it is not
fast enough to satisfy customers. Timing is so crucial in this industry that Grade 1 is losing
clients.
A study of the issue quickly revealed the source of the problem: The Company still uses a
labour-intensive production system that is not computerized. Other tool companies have
switched to computerized production systems and production control systems that deliver
comparable quality in shorter times. Furthermore, those companies can give definite promises
about product delivery dates, whereas Grade 1 can only offer educated guesses that are often
incorrect.
As a result of the study, Grade 1 has made a commitment to computerize its operations. Over the
past six months the production control system has been computerized, and everyone at Grade 1 is
excited about the potential benefits. Production and scheduling are now done by computer, and
software accurately forecasts delivery dates. However, management's excitement is tempered by
the realization that to use the system effectively employees must learn a new set of skills. Grade
1 has offered an early retirement option to its workforce, and a number of workers have taken it.
There is now room in the production area to hire a significant number of new employees.
Consider the Issues
1. How large a role do you think personality issues should play in Grade l's selection
system? How much of a role should tool production experience play. Explain your
answers.
2. The Grade 1 workers who did not take or were not eligible for early retirement may or
may not be acceptable employees under the new system. How should the company
determine what to do with its current employees?
3. How should Grade 1 assess the validity of the selection measures used to hire new
employees to work with the computerized production system?
Take Action
4. Design a selection system for staffing Grade 1’s production department. As you design the
system, consider the knowledge, skills, and abilities that qualified candidates should possess.
Do It Together
5. With a partner or small group, identify the characteristics that might be most important to job
performance in Grade 1’s computerized production area Prepare a list of the best ideas and
present these to the class.
6. Which selection tools should Grade 1 use in its staffing process? Consider the possibilities
with your partner or team and present your conclusions to the class. If more than one predictor
should be used, should they be ranked in order of importance?
Teaching Notes:
Grade 1 company manufactures hand tools.
It is not fast enough to satisfy customers and is losing clients.
The company still uses a labour-intensive production system that is not computerized. Its
competitors have switched to computerized production systems and production control systems
that deliver comparable quality in shorter times.
It has now computerized production control system and employees must learn new skills
Case 3.1: Case on training
Chadha, N.K. (2002). Modern Industries Limited. In Human Resource Development: Issues,
Case Studies and Experiential Exercises (2nd
Ed.) (pp. 203-205). New Delhi: Shri Sai
Publishers.
Modern Industries Limited (MIL) in Bangalore is an automobile ancillary company. It has a
turnover of Rs. 100 crores. It employs around 4,000 persons.
The company is professionally managed. The management team is headed by a dynamic
Managing Director. He expects performance of high order at every level. It is more so at the
supervisory and managerial levels. Normally the people of high calibre are selected through open
advertisements to meet the personnel requirements at higher levels. However, junior level
vacancies are filled up by different types of trainees who undergo training in the company.
The company offers one-year training scheme for fresh engineering graduates. During the first
six months of the training, the trainees are exposed to different functional areas which is
considered to be the core training for this category of trainees. By then, the trainees are identified
for placement against the available or projected vacancies. Their further training in the next
quarter is planned according to individual placements requirements. During the last quarter the
training will be on-the job. The trainee is required to perform the jobs expected of him after he is
placed there.
The company is basically a manufacturing company. Majority of the technical graduates who are
taken as trainees happen to be mechanical engineering graduates. However, depending upon
requirements, sometimes one or two graduates of other disciplines are also recruited. The
training scheme is broadly structured mainly keeping in mind the training requirements of
mechanical engineering planning. The intake of trainees is generally planned on the basis of
projected requirements.
Mr. Rakesh Sharma joined the company in the year 1983 after his B.Tech. Degree in Paint
Technology from a reputed institute. He was taken as a trainee against a projected vacancy in the
Paints Application Department.
In MIL, the areas of interest for a trainee in paint technology are few. Hence, Mr. Sharma’s core
training was planned for the first three months only. Thereafter, he was put for on-the-job
training in the Paints Application Department. He took interest and showed enthusiasm in his
work there. The report from the shop manager was quite satisfactory.
The performance of the trainee is normally reviewed once at the end of every quarter. The
training manager personally talked to the trainee about his progress, strengths and shortcomings.
At the end of the second quarter, the Training Manager called Mr. Sharma for his performance
review. He appreciated his good performance and told him to keep it up. A month later Mr.
Sharma met the Training Manager. He requested that his training period be curtailed to seven
months only and to absorb him as an engineer. He argued that he had been performing like a
regular employee in the department for the last one quarter. As such, there was no justification
for him to be put on training anymore. Further, he indicated that by doing so, he could be more
effective in the department as a regular engineer. He would also gain seniority as well as some
monetary benefits as the trainees were eligible for a stipend only. The regular employees were
eligible for allowances like conveyance, dearness, house rent, education, etc. which was a
substantial amount as compared to the stipend paid to a trainee.
The Training Manager turned down his request and informed him that it was not the practice of
the company to do so. He told him that any good performance or contribution made by the
trainees during the training period would be duly rewarded at the time of placement on
completion of one year of training. Further, he told him that it would set a wrong precedence.
Quite often some trainees were put on the job much earlier than the normal period of three
quarters for several reasons.
Thereafter, Mr. Sharma’s behaviour in the department became different. His changed attitude did
not receive any attention in the initial period. However, by the end of the third quarter, his
behaviour had become erratic and unacceptable. When he was asked by the Department Manager
to attend a particular task, he replied that he was still on training and such tasks shouldn’t be
assigned to a trainee. According to him those jobs were meant to be attended by full time
employees and not by trainees.
The paint shop manager complained to the Training Manager about Mr. Sharma’s behaviour and
he was summoned by the Training Manager. During the discussions Mr. Sharma complained that
while all the remaining trainees were having a comfortable time as trainees, he was the only one
who was put to a lot of stress and strain. The department was expecting too much from him. He
felt that he should be duly rewarded for such hard work; otherwise it was not appropriate to
expect similar output from him.
The Training Manager tried to convince him again that he shouldn’t harp on rewards and as he
was a trainee, his sole concern should be to learn as much as possible and to improve his
abilities. He should have a long term perspective rather than such a narrow-minded approach. He
also informed him that his good performance will be taken into account when the right occasion
arose. He warned him that he was exhibiting a negative attitude for which he would be viewed
seriously. His demand for earlier placement was illogical and he should forget it as he has
already completed eight months and had to wait only for four months. He advised Mr. Sharma
that the career of an individual had to be seen on a long-time perspective and that he should not
resort to such childish behaviour as it would affect his own career and image in the company.
Mr. Sharma apparently seemed to have been convinced by the assurance given by the Training
Manager and remained passive for some time. However, when the feedback was sought after a
month the report stated that he had become more perverted. He was called again for a
counselling session and was given two weeks time to show improvement. At the end of those
two weeks, the Training Manager met the department manager, to have a discussion about Mr.
Sharma. It was found that there was absolutely no reason for Mr. Sharma to nurture a grievance
on poor rewards. It was decided that he be given a warning letter as per the practice of the
company and accordingly, he was issued a warning letter.
This further aggravated the situation rather than bringing about any improvement. He felt
offended and retaliated by thoroughly disobeying any instruction given to him. This deteriorated
the situation more and the relationship between the manager of the department and the trainee
was seriously affected.
In cases of rupture of relationship, normally the practice was to shift the trainee from the
department where he was not getting along well so that he would be tried in some other
department where he could have another lease for striking better rapport. But unfortunately, in
the case of Mr. Sharma, there was no other department to which he could be transferred, since
that was the only department where his specialisation could have been of proper use. By the time
he completes his training he turned out to be one who was not at all acceptable in the department
for placement. His behaviour and involvement were lacking. In view of this the department
manager recommended that he be taken out of that department. When Mr. Sharma was informed
about it he was thoroughly depressed.
One of the primary objectives of the Training Department is to recruit fresh graduates who have
good potential and train them to be effective persons, in different department. They are taken
after a rigorous selection process which includes a written test, preliminary and a final interview.
During the training period their aptitudes, strengths and weaknesses are identified. Their
placement departments are decided primarily on the basis of their overall effectiveness there.
Here is a case where the person happened to be hard-working in the beginning but turned out to
be failure in the end. The Training Manager was conscious of this serious lapse and was not
inclined to recommend his termination. But at the same time it was difficult to retain a person
whose track record was not satisfactory. He still felt that a fresh look be given into this case but
he was unable to find a way out. He was faced with the dilemma whether to terminate or not to
terminate Mr. Rakesh Sharma.
Questions
1) Where did the things go wrong?
2) What options are open for the Training Manager other than termination of Mr. Sharma?
3) Did the paints shop manager handle the trainee properly?
4) How could you put Mr. Sharma back on the right track?
(Source: M.L. Bhasin: Managing people effectively. 1996 (2nd
edition): Delhi: Global
Business Press)
Teaching Notes
- A mid –way solution beneficial to both Mr. Sharma and the organisation should have
been worked upon.
- Since scope wasn’t much in the department in which Mr. Sharma was working as a
trainee, his training period could have been cut short and this could be an example for
future trainees that if your performance is above expectations, organisation might cut
short the training period.
- Unnecessary prolonging leads to higher training cost for the firm, lower motivation level
of the trainee leading to lower performance level.
- Some flexibility should be there in an organisation’s training scheme as already the
graduates who are selected are after rigorous prelims and interview.
- Manager should have dealt with the trainee more empathetically giving an assurance to
him that his efforts won’t go waste and he will definitely take forward his request of
cutting short the training period to top management rather than out rightly rejecting at
the outset. This could have avoided the situation of Mr. Sharma’s immediate disobeying
attitude in the organisation.
CASE 3.2: Case on training:
Dessler, G. (2003). Reinventing the wheel at Apex door Company. In Human Resource
Management (9th
ed.) (p. 214). New Delhi: Prentice Hall of India Private Limited.
Jim Delaney, President of Apex door, has a problem. No matter how often he tells his employees
how to do their jobs, they invariably ―decide to do it their way‖, as he puts it, and arguments
ensue between Jim, the employee, and the employee’s supervisor. One example is the door-
design department, where the designers are expected to work with the architects to design doors
that meet the specifications. While it’s not ―rocket science‖, as Jim puts it, the designers
invariably make mistakes – such as designing in too much steel, a problem that can cost Apex
tens of thousands of wasted dollars, once you consider the number of doors in, say, a 30- story
office tower.
The order processing department is another example. Jim has a very specific and detailed way he
wants the order written up, but most of the order clerks don’t understand how to actually use the
multipage order form. They simply improvise when it comes to a detailed question such as
whether to classify the customer as ―Industrial‖ or ―Commercial‖.
The current training process is as follows. None of the jobs has a training manual per se,
although several have somewhat out- of- date job descriptions. The training for new people is all
on the job. Usually the person leaving the company trains the new person during the one- or –
two – week overlap period, but if there is no overlap, the new person is trained as well as
possible by other employees who have filled in occasionally on the job in the past. The training
is basically the same throughout the company- for machinists, secretaries, assemblers, and
accounting clerks, for example.
Questions
1) What do you think of Apex’s training process? Could it help to explain why employees
―do things their way‖ and if so, how?
2) What role do job descriptions play in training?
3) Explain in detail what you would do to improve the training process at Apex. Make sure
to provide specific suggestions, please.
Teaching Notes:
- A more systematic training process needs to be laid.
- Proper training manuals are given to new joinees to make them well versed with the
organisation and its working.
- On the job training to be more organised.
- Training modules be developed specific to functional areas as this will enhance the
learning of employees and orientation should be given to them that same needs to be
implemented on the job, this will do away with ”their own way” of dealing with things.
Case 4.1: Case on performance appraisal
Dessler, G. (1998). Carter cleaning Company. The performance appraisal. In Human
Resource Management (7th
ed.) (p. 376). New Delhi: Prentice Hall of India Private Limited.
After spending several weeks on the job, Jennifer was surprised to discover that her father had
not formally evaluated any employee’s performance for all the years that he had owned the
business. Jack’s position was that he had ―a hundred higher-priority things to attend to,‖ such as
boosting sales and lowering costs, and, in any case, many employees didn’t stick around long
enough to be appraisable anyway. Furthermore, contended Jack, manual workers such as those
doing the pressing and the cleaning did periodically get positive feedback in terms of praise from
Jack for a job well done or criticism, also from Jack, if things did not look right during one of his
swings through the stores. Similarly, Jack was never shy about telling his managers about store
problems so that they, too, got some feedback on where they stood.
This informal feedback notwithstanding, Jennifer believes that a more formal appraisal approach
is needed. She believes that there are criteria such as quality, quantity, attendance, and
punctuality that should be evaluated periodically even if a worker is paid on piece rate.
Furthermore, she feels quite strongly that the managers need to have a list of quality standards
for matters such as store cleanliness, efficiency, safety, and adherence to budget on which they
know they are formally evaluated.
Questions
1) Is Jennifer right about the need to evaluate the employees or the managers formally? Why
or why not?
2) Develop a performance appraisal method for the workers and managers in each store.
Teaching notes
-Importance of a formal appraisal method in any organisation can’t be undermined.
-This will also do away with a problem of employees not sticking with the organisation for a
longer period.
-Help in boosting the morale, productivity and performance thereby advantageous to both firm
as well as employees.
Case 5.1: Case on Compensation
DeCenzo, D. A. & Robbins, S.P. (1998). Continuing Case: Concord General, One for the
Heart. In Personnel/Human Resource Management (3rd
ed.) (p.448). New Delhi: Prentice
Hall of India Private Limited.
Concord General is a 670 bed community Hospital. Since the inception of the Cardiac Surgery
Unit (CSU), animosities have been growing between the nurses who exclusively work there and
the nurses who work in both the Intensive Care Unit and the Cardiac Surgery Unit. It appears
that somewhere along the line pay differentials have been established for the CSU-only nurse,
amounting to $1.80 extra per hour. The nurses in ICU have been complaining bitterly and have
asked Judy to review the matter.
After studying the problem, Judy felt that the wage differential was justified. This differential
was based on the added shifts necessary to function solely in the CSU. Judy certainly recognized
that the ICU nurses who temporarily staffed CSU had many of the same skills. She justified the
differential, not on the skill level, but on the working conditions. Full-time CSU nurses worked
twelve to fourteen hour shifts and had to be on call for a postoperative patient. Because surgery
was scheduled every other day, and because a person’s stay in CSU was only three days, these
nurses had no set schedule. They would work three days on, two off, three on, and so forth.
On the other hand, ICU nurses worked eight-hour days and were scheduled in accordance with
hospital rules. This meant while one weekend per month. Even then if the nurse worked in CSU,
it was done on her regularly scheduled workday.
Additionally, to attract and retain qualified CSU nurses, Judy had to meet what the market
required. She sympathized with the ICU nurses but reminded them that each had an opportunity
to work full time in CSU but opted not to do so.
QUESTIONS:
1. If skills are similar in the two positions, is it permissible for the hospital to offer the
differential to attract and retain qualified personnel?
2. What could Judy do to alleviate some of the frustration of ICU nurses, short of a pay
raise?
3. What impact do you foresee on performance and productivity regarding ICU nurses
working in CSU?
TEACHING NOTES:
Both CSU and ICU nurses should be paid keeping in mind others factors like working
conditions, working hours, etc. as the skills are similar.
As opportunity to work full time in CSU was given to each individual so there should not
be any conflict on the wage differential and differential is defensible to attract and retain
the qualified and skilled nurses.
Case 6.1: Case on Grievance Handling
Durai, P. (2010). Naveen Sugars Pvt Ltd. In Human Resource Management (pp.515-516).
Dorling Kindersley (India) Pvt. Ltd. Licensees of Pearson Education.
Naveen Sugars (P) limited is a large private company employing about 2,000 workers. It has an
annual turnover of Rs. 2.91 billion. The HR department of the company is headed by Mr.
Arvind, an expert with MA (in human resource management) and BL degrees. Naveen Sugars is
a strongly unionised company with nearly 75 per cent of the employees belonging to the only
union in the company and the management of this company had a cordial relationship with its
employees and their union. However, a recent incident occurred in the crushing division of this
company that has strained this relationship.
Mr. Rajesh is a shop level union representative with nearly 20 years of service in the company.
He is around 49 years of age and has been employed in the Crushing Division. Of late, he has not
been performing well at work. When the HR manager tried to find out the reason from his
friends in the factory, they revealed that he had acute family problems and was depressed. One
day, while on duty in a day shift, Rajesh had left his workplace without proper permission and
returned after nearly two hours. However, his immediate superior prevented him from resuming
the work. Enraged by the refusal, Rajesh engaged in a fierce argument with that superior and
misbehaved with him. He also disrupted the work of his co-workers and abused all those who did
not support him. Rajesh was immediately suspended from duty pending enquiry and charged
with dereliction of duty and disrupting work of the company while on duty.
But before the management could proceed with further disciplinary action, Rajesh submitted an
application stating that he could not continue in the employment of the company on account of
health and voluntarily offered to seek retirement. The top union leaders of the company strongly
backed the request of Rajesh and insisted that the company shall treat him with compassion.
Though the top management was also in favour of this idea, the HR manager insisted on
completing the disciplinary proceedings since he feared that Rajesh might create problems at a
later stage if the case was not disposed off properly. He also averred that he might even demand
reinstatement and all other benefits.
Eventually, the management concurred with the views of the HR manager and rejected the
request of the aggrieved employee. It also instructed the HR department to begin the disciplinary
proceedings. Aghast at this development, the union leaders conducted an emergency meeting and
announced a series of agitations. Peeved at this development, the management blamed the HR
manager and asked him to find the way out of the mess.
Questions for discussion
1 How do you view the request of Rajesh seeking voluntary retirement from the
company? Does he deserve compassion from the management?
2 Do you agree with the approach of the HR manager towards this issue?
3 What should the management do now for resolving the imbroglio?
Teaching Notes:
Mr. Rajesh is a shop level union representative employed in the Crushing Division.
He was not performing well at work due to family problems and one day had fierce
argument with his superior and misbehaved with him.
He submitted application seeking voluntary retirement.
HR department started disciplinary proceedings against him.
To oppose this, the union leaders conducted an emergency meeting and announced a
series of agitations.
There is lack of proper time keeping system and discipline in the organisation.
