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com for best and lowest cost solution IMT 12 HumanResource Management M3

PART A 1. ExplainthefactorsaffectingandbarrierstoHRP 2. Describethereasons why employees join unions andtaking examples, elaborate upon tacticsusedbyunions 3. Explaintheconceptofanorientationprogramandelaborateupontherequisitesforaneff orientationprogram. 4. Takingexamples,describesomeoftheimpedimentstoeffectivetraining 5. Takingexamples,elaborateuponthevariousmethodsofperformanceappraisal.

PART B 1. ExplainHRMmodelswithparticularemphasisontheGuestModel 2. Takingexamples,elaborateuponthevariousratingerrors. 3. Whatisjobdesign?Takingexamples,describesomeoftheapproachestojobdesign. 4. Withexamples,explaintheapproachestolabourwelfare 5. BrieflydescribethecausesofEmployeeSeparationsandelaborateuponthevarioustypeso involuntaryseparations.HumanResource Management Page 2 of 4 IMT-12

PART C 1. Describethepurposeandmethodsofjobevaluation 2. Briefly describethe components of Executive Remuneration and explainthe ESOP va available 3. Elaborateuponthevarioustypesofnon-monetaryrewardsandexplainthebenefitsacompan mayderivefromprovidingemployeebenefitsandservices 4. Elaborateuponthevariouscausesofdisputesandtheirrelativeimpactontheworkingsof organizationasawhole 5. Withexamples,describesomefringebenefitsandnon-monetaryawards.

CASE STUDY - I RetentionChallengesatBharatFertilisers Ms.SwamyisthemanagerofthecomputerdivisionofBharatFertilizers.Itisoneoftheold companiesinthecountryandislocatedsixty-threekms.fromHyderabad.Inspiteofasomewh technologyithasbeenmakingprofitsconsistentlyintheregulatedFertilizermarket.Itstu yearwasRs.620crores.Itemploys2100workersandstaffand297managerialstaff. Ms.Swamyisfortyyearsoldandhasbeenworkingforthepresentcompanyforthelastsixtee SheispresentlyamanagerinM.I.S.department.SheisaGod-fearingladyandislikedbyhe andsubordinates.Amonghervariousresponsibilitiesisthecentraldataentryoffice.Ithas strengthoftengradeGS-4dataentryclerksandoneGS-5supervisor. Thestartingsalaryofatraineeclerkiscomparabletothecompensationpaidtoclerkswith othercompanies.Howeverafternearlysixmonths jobexperience;mostdataentryclerksare get asubstantialsalary increase inother companies. Ithasbecome known inthemarke Swamy has an excellenttraining programme for data entry clerks and her division favouritepoachinggroundfornearbycompanies.AsaresultofallthisMs.Swamyhasexperie morethan50%turnoveroverthe lasttwo years.Ahugebacklogofworkhasresulted. Even replacementsarerecruitedtheirproductivityislowformanymonthsandadisproportionatet supervisorandalsoofthemanagerisspentintrainingthenewrecruits.Withinthedataent

therearethreeexceptionswhohaveworkedforMs.Swamyformanyyears.Infact,theyhaveb responsibleformostoftheworkthathasbeenturnedoutofthesection. TheGS-5supervisorhasbeenrunningthesectionforsevenyears.Yesterday,sheinformedMs. thatshehasreceivedanotherofferfromanEngineeringcompanyinHyderabadwithlargerand challengingresponsibilitiesandasubstantialincreaseinpayandbenefits.Shehasjustnow one-month s notice as required by her employment contract and requested leave star tomorrow.HumanResource Management Page 3 of 4 IMT-12 Ms.Swamyisatherwit send.Shehadoncerecommendedthattheclerksshouldbegiventwos incrementsoncompletionofsixmonth sservice,butthePersonneldepartmenthadrepliedtha rulesofthecompanydidnotpermitincrementsbeforethecompletionofoneyear,thatitcou given enmasse, andthat any exception would haveseriousrepercussions amongtherest employees,andtheyhadearlierturneddownsimilarrequestsfromotherDivisions.Inanycas managementhadimposedastrictcontrolonmanpowercost.Shehadalwaysfeltthatthesuperv shouldbeupgradedtoGS-6anddataentryclerkstoGS-5.Infact,shehadevenmentionedit boss,ShivaLamba.Unfortunately,thematterdidnotprogressbeyondthat. Questions: Q1.IdentifyandexplainsomeoftheHRissuespresentedintheabovecase. Q2.WhatwouldyoudoifyouareShivLamba,thebossoftheM.I.S.department? Q3.Whatcanthecompanydotopreventsuchissuesfromarisinginanyotherdepartment? CASE STUDY-II LocalColour ChallengesatGlobalOperations WearenotanAmericancompany.WeareaThaicompany. ThisiswhatC.WilliamCarey,Chair andCEOofTownandCountryCorporation,thelargestU.S.jewellerymanufacturerandwholese said about his Thailandsubsidiary, Essex International Company Ltd. Carey has buil ul businessandonthebasisofrespectfornativecustomsandculturaltraditions.Careyprocla believeinAmericanizingthem.Youhavetogotoaplaceandunderstanditsstrengthsandmas them. Hegoesontosaythatpeople don twantoutsideinfluencescominginthatdistortth andworkethics. Ifyoutakeacookie-cutterapproachandstayopenonaBuddhistHolidayworkerswillberes feelyouaredisrespectfuloftheirculture.Theydon tcareifyouareclosedontheFourth theydocareifyou reclosedontheQueen sbirthdayinApril. Carey sviewsaresharedby CEO's,whofeelthatadaptingtothelocalcultureisthebiggestproblemofglobalization.C apparentlyaccomplishedthegoalofculturalawarenesstoitsfullestextent.WhenTownandC establishedasubsidiaryinHongKong,hespent$15,000onfortune-tellerstotelltheworker thecompany.CareyalsogaveallpublicholidaysafterhispurchaseofLittleSwitzerland,ba Caribbean. ThailandiswhereCareyhasprovedtobemostculturallysensitive.Essexenjoysbeingranked 5ofover800jewellerymanufacturersinThailand,withnetannualsalesof$19.4inU.S.dol choseThailandwhichrankssecondintheworldinjewelleryexports,becauseofthepeople s stonecutting,thelowlabourcostandtheworkethics.Also,Thailand spro-businessattitud afour-yeartaxholidayandpermissiontobuildawarehousefreeofrestrictionsandduties. originalgoalwastomakeitacceptabletothepeopleofThailand,whoaremotivatedbysecur respectfromtheiremployer.Careyhadtodomanythingstogaintheirconfidence,including e Management Page 4 of 4 IMT-12 cross-leggedforathreeandahalfhourceremony,invitingnineBuddhistmonkstoblessthei storeyfactory,andbuildingaBuddhistspirithouseatthefactoryfordailyprayersandoff Afterusing115expatriatestosetupthecompanyinthefirstyear,Careysentthemallback polycentricrecruitmentpolicytofillallpositions.Essex sinitial200workerswerebetwee 17and22andhadpreviouslyworkedricefields.Essexluredwomenfrom500mileswithrent-f dormitories andtheopportunityto learn atrade and increasetheirstandardof living. receivedon-sitemedical careandexams,threemealsaday,anduniforms.Coursesforhighs equivalentdiplomasareoffered,asareclassesinhomeeconomicsandself-improvement.There

libraryandanumberofrecreationalfacilities.Thesebenefitsareintendedtobothhelpthe developandkeepthemoccupied. Wewantedtogivethemspiritdecorps...tomouldtheminwh wantedbygettingthemtoexcel, Careystated. Thesewomen,whoatonetimehadnothing,wereabletosendmoneyhome,openbankaccounts,a jointheprofit-sharingprogrammes.Theywereofferedcompanystockin1991,andtheseworker own approximately 10%ofthe 30%publiclyheldstock. Thetotal cost is hardtofigure estimatesthatthesebenefitsaddaround$250amonthperemployee. RecognitionisanotherfactorinEssex ssuccess.Therearebothteamandindividualincentiv first people were reluctant about individual incentives, the recognition is now we heir performance improvespeople canmoveupthe lineandearnevenmoremoney,relocatetosem privatedormitory,benamedemployeeofthemonth,orreceiveapatonthebackinapublicc Carey s culturalsensitivity knows no bounds. Inthe beginningstages of Essex, he schedulethatstartedmuchlaterthaninthewesternworld.Afteremployeeswerecomfortable company,hewasabletoslowlymoveupthetimeto8A.M. Tosum up, 95% of the employees havestayed, unlike the Thai average. There is a absenteeismandawaitinglistofjobapplicants.Whenthereisalargeorder,Essexhasnop gettingtheworkerstostaylate. Theworkersfeelproudofthecompany, saysCarey. They andappreciativeofworkinginacompanywheretheyarerecognized. Answerthesequestions: 1. Whatarethechallengesonecanfaceinmanagingacross-culturalworkforce/organization? 2. WhatwasthestrategyofCareyforbuildingasuccessfuloperationinThailand? Contact http://solvedcare.com or email solvedcare@gmail.com for best and lowest cost solution