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Case Study:
HUMAN RESOURCE MANAGEMENT
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?
Answer : Recruitment
and Selection
• Policies pertaining to the
recruitment and selection process are the foundation of building any workforce.
You must have a plan for creating applications, how to prequalify applicants,
how applicants move up to become a candidate and other employment procedures.
This set of policies also benefits current employees who refer applicants to
your
Q2) What are the sources and content of
personnel policies?
Answer : PERSONNEL
POLICY
• Personnel policies constitute guide
to action. They furnish the general standards or basis on which decisions are
reached.
• A policy is man-made rule or
predetermined course of action that is established to guide the performance of
work
Q3) Explain few
personnel policies?
Answer : MAIN POLICY STATEMENTS
1. Employment Policy----------to
obtain suitable qualified and experienced personnel and to enable them to
derive satisfaction from employment by offering them attractive wages, good
working conditions, security and opportunities for promotions.
Q4) Explain principles of personnel policies?
Answer : Principles of personnel policy
Management
Management for us means assuming responsibility
for our stakeholders and delegating at the right level. We achieve both
predefined and individual goals regardless of personal preferences and while
maintaining equal opportunities, irrespective of origin, nationality, sex,
sexual orientation, religion or age. Managers challenge and motivate, in the
same
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?
Answer : recruitment
provides a desirable number of candidates for an organization's open positions.
Recruitment also manages the costs in time and money for hiring employees.
Recruitment enables the organization to meet social and legal obligations. By
sourcing, developing and recruiting candidates, recruitment facilitates the
organization's hiring process.
Q2) Explain
factors governing Recruitment?
Answer : Factors Governing Recruitment:
Given its key role and external visibility,
recruitment isnaturally subject to influence of several factors. These include
external andinternal forces.
External Forces:
Of particular importance is the supply and
demand of specific skills in the labour market. If the demand for a particular
skill ishigh relative to the supply, an extraordinary recruiting effort may be
needed.When the unemployment rate in a
Q3) Explain the
Recruitment process with diagram?
Answer : AN
OVERVIEW OF THE PROCESS
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Q4) Explain Recruitment planning?
Answer : Recruitment is the process used by an organization to
locate and attract job applicants in order to fill a position. An effective
approach to recruitment can help a company successfully compete for limited
human resources. To maximize competitive advantage, a company must choose the
recruiting method that produces the best pool of candidates quickly and cost
effectively. There are five steps to the process.
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
programmer?
Answer : It
----------------------------------------
Q2) If yes how
effective is it?
Answer : It is not as
------------------------------------------
Q3) How is
formal Orientation programmer conducted?
Answer : The orientation process has three stages:
1 A general orientation
2 A departmental orientation, and
Q4) If you were
Navin what would have you done?
Answer : 1.DISCUSS THE PR
.
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.
N 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?
Answer : It is a m
-------------------------------------
Q2) Are there
no alternative strategies?
Answer : THRER ARE
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Q3) Will the
proposed shedding of jobs and scale of six units help airbus survive the
intense competition from Boeing?
Answer : YES, THIS IS THE
-----------------------------------
Q4) Comment on
the whole issue?
Answer : THIS WHOLE ISSUE COULD
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