Ms-23 june 2007
MS-23 june-2007
MS-23 : HUMAN RESOURCE PLANNING
1. Describe the transformational process as a result of social, economic, organisational, and technological changes at the work place. Discuss the contemporary trends in demand and supply of labour, with suitable examples
2. Discuss the significance of dislocation and the problems associated with it. What are the solutions to deal with dislocated employees ? Discuss with examples.
3. Discuss various objectives of Performance Appraisal. Briefly describe various methods of Performance Appraisal.
4. Discuss the rationale and objectives of orientation. What are the essential contents of orientation, and how is it evaluated ? Explain with suitable examples.
5. Write short notes an any three of the following :
(i) Cost Approach to Human Resource Accounting
(ii) Demand Forecasting
(iii) Competency Mapping
(iv) Executive Search
(v) Career Planning
Ms-23 june 2008
MS-23 june-2008
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the role of Human Resource Inventory in Supply Management and briefly describe the factors affecting internal employees.
2. Define and describe the approaches to competency mapping.
3. Describe any two selection tests and their advantages and disadvantages. Briefly discuss the comprehensive employee retention programmes.
4. Define and describe the concept of lT-supported HRIS and ways to improve its effectiveness.
5. Write short notes on any three of the following :
(a) Career planning
(b) Job analysis
(c) Human Resource Audit
(d) Importance of orientation
(e) Dislocation of employees
5. Read the case given below and answer the questions given at the end.
When Adite Technologies Ltd. (ATL) moved one of their divisions to Bangalore, the branch manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to other local divisions. Ten of the thirty chose to stay and be transferred to another division. Madhuri was one of those. She was assigned to the computer moving-head division. When Madhuri reported to the new job, Narendar
Kumar, her new supervisor, told her he did not know whether or not he would have a permanent position for her. For three days Madhuri sat and watched other employees at their work. On Friday, Narendar announced that their division had received another big contract and he would brief Madhuri on her new assignment on Monday. Madhuri arrived at 9.00 a.m. Monday morning and waited anxiously to learn about her new job. Narendar did not arrive until 10.30. He was being briefed on the new contract, he said, and would not be able to meet Madhuri before lunch. At 1.30 p.m. Narendar returned to show Madhuri the operation, "we are reworking model 10-D and it only requires changing two spot welds. With this jig, you can turn one out in about three to five minutes. " Narendar added, "By the way, you will be the quality control supervisor on this job. Just double check these six spots on the blueprint. " He did not write on the blue prints or mark the areas in any way. Madhuri was given no idea how important the checks might be. "Please-watch me," said Narendar to Madhuri, taking up the welding torch. "Any one can do it easily. He repeated the operation five or six tin-res. Madhuri tried it and experienced no difficulty. Neither of them checked their reworked pieces with the blue print to see if they would pass the quality control check and as a result, Madhuri never checked any pieces after that demonstration. Narendar did not see Madhuri again until Friday. During the week several things happened. More than half the mctors did not work correctly by the time they reached the final assembly. It couid not be determined whether the faulty motors were the result of Madhuri's work or the result of a lack of quality checks. A box of 20 parts had been approved by Madhuri since her initials were on the inspection card, but she had not made the necessary alterations. That was when Narendar found time to talk to Madhuri again.
Questfons :
(a) What incidents showed that Narendar was not performing a good job as a trainer ?
(b) How do you think Madhuri feels about Narendar and about her new job ?
(c) If you were Narendar, what would you have done to improve Madhuri's performance ?
(d) Would a mentor have helped the situation ? How ? whv ?
Ms-23 june 2009
MS-23 june-2009
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept of Human Resource Planning. Describe the various factors contributing to demand forecasting.
2. What is job evaluation? Explain any two methods of job evaluation with examples.
3. Discuss aims and objectives of career planning. Describe the career planning process and its benefits.
4. What is Human Resource Accounting (HRA) ? Describe the historical development of Human Resource Accounting.
5. Write short notes on any three of the following :
(a) Orientation
(b) Selection tests
(c) Retention
(d) Role of HR professionals
(e) Scope of HR audit
6. Please read the case given below and answer the questions given at the end :
'Inside Rails' is an organrzation with 15,000 employees scattered all over India in their seven branches. To provide for fufure manpower needs of the enterprise, in terms of sales, number, age, i.e., to provide the right number of employees with
the right talents and skills at the right time to perform right activities to achieve the set objectives and to fulfill the corporate purpose, manpower needs used to be calculated initially at the corporate office itself. For the post of Chief Draftsman in the graded pay structure of Rs. 2000-3200 plus perks, taking into consideration the needs of the entire organisation with its various branches the manpower needs were to be assessed. While assessing the manpower needs, the following informations are generally collected.
(a) Details of previous selections
(b) The availability of manpower on hand
(c) Actual sanctions
(d) Present holdings
(e) Vacancies
(f) Anticipated vacancies for the next one year
-(i) due to normal wastage,
(ii) due to diversificatiory and
(iii) due to unforeseen circumstances.
g) Surplus, if. any, anticipated from other divisions of the organization and
h) Any other special considerations.
An addition of 20 per cent over the net vacancies arrived at is generally made, to arrive at the total requirement. While working out the requirements for this category which is at the highest supervisory level and is the feeder category f or managerial promotions, the anticipated vacancies on account of expected promotions are also taken. 20 per cent of the total vacancies arrived at are filled up by open market recruitment with graduate engineers while 80 per cent is by promotion of diploma holders. Those who are recruited directly from open market are given training for one year and then only posted to the working posts.
Though they are called trainees, they are counted against working posts since their absorption is certain. The corporate office processed a requirement profile for the years 1990 and 199'1" with the following informations collected from various sources. The following particulars were available:
(u) Number available on hand for promotion - 13
(b) Number of posts on hand - 22
(c) Number on rolls - 20
(d) Anticipated requirements to be filled onaccount of retirement, wastages, etc. -6
(e) Total requirement- 7
Action was initiated and the process was carried through, till the time of fixing a date for selection and interviews. It was, however, seen one day prior to the date of interview, by the Chief of Personnel when someone who had come to interview paid a courtesy call on the Chief and when he called for the papers since he did not
know about the selection, that the actual requirement would get considerably reduced. It was also seen that if the process was carried through and if seven persons were selected this would create problems and discontentment amongst the staff since at least the last few out of the seven would not fit in. The Chief of Personnel was perplexed.
Questions :
a) How and why has this situation arisen ?
b) Was there anything wrong in the system ?
c) Do you suggest any improvement ?
d) How could you solve the situation ? By canceling the entire procedure so far completed and start afresh the manpower planning to see the needs or make adjustments now, or by going through the process and face the situation of excess when it arises ?
Ms-23 june 2010
MS-23 june-2010
MS-23 : HUMAN RESOURCE PLANNING
1. What is Human Resource Forecasting ? Discuss various forecasting techniques with relevant examples.
2. Discuss various factors contributing and roles changes with illustration. Bring out its relevance in the changing world of work.
3. Explain the concept of orientation and its relevance in the organizational control.
4. Define Human Resource Information Systems (HRIS). Discuss the effectiveness of HRIS and role of information technology in HRIS.
5. Write short notes on any three of the following :
a) Cost approach in HR Accounting
b) Performance Appraisal
c) Selection Process Evaluation
d) Job Analysis
(e) Succession planning
6. Read the case given below and answer the questions given at the end of the case.
Pearl Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the
organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers. Engineering graduates were selected from amongst those who applied in response to an all- India advertisement. For the selection of one engineer, on an average, eight applicants were
called for interview. A selection committee consisting of the General Manager, the production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview. The engineers thus selected had to undergo a two-year intensive theoretical and practical training. A well-staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training was imparted in all the works departments under the guidance of qualified and
experienced instructors. A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two-year training programme they were deputed to work full-time to familiarize themselves with the conditions in departments where they were to be absorbed eventually. On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the works departments, however, most of them faced some difficulty or the other. According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold positions of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional opportunities were adversely affected by the placement of graduate engineers, tried their best to run down the latter as a class, sometimes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as " the blue-eyed boys" of the organization. Management knew that many of the graduate engineers were not utilized according to their capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years' experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank-and-file of employees who worked under them. In spite of these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organization in course of time.
The General Manager could not allow the situation to continue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them. He, therefore, called a meeting of all heads of departments to review the situation.
Questions :
i) Identify the issues related to manpower planning as evident in the case.
ii) Discuss the strategies to tackle the percentage of internal promotion at the organizational level.
iii) What type of additional training programmes should be imparted for direct entrants ?
iv) Suppose you are the head of the personnel division. What would be your suggestions in the meeting, which has been called by the General Manager ?
Ms-23 june 2011
MS-23 june-2011
MS-23 : HUMAN RESOURCE PLANNING
1. Briefly describe various forecasting techniques. Explain how these techniques are being used in human resource planning with suitable examples.
2. Explain the concept of job analysis. Briefly describe various steps in the job analysis process.
3. Discuss the objectives and uses of the performance appraisal system. Briefly describe M.B.O as the methods of performance appraisal and its merits and demerits.
4. Explain the concept of HR Audit. Describe various essential steps in Auditing process.
5. Write short notes on any three of the following :
(a) Job - evaluation.
(b) HR I.S.
(c) Succession planning.
(d) Induction training.
(e) Competency mapping.
6. Read the following case and answer the questions given at the end.
Popat Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental
managers.
Engineering graduates were selected from amongst those who applied in response to an all-India advertisement. For the selection of one engineer, on an average, eight applicants were called for interview. A selection committee consisting of the General Manager, the Production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview. The engineers thus selected had to undergo a two -year intensive theoretical and practical
training. A well - staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training in all the works departments under the guidance of qualified and experienced instructors.
A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two -year training programme they were deputed to work full-time to familiarize themselves with the conditions in departments where they were to be absorbed eventually.
On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the works departments however, most of them faced some difficulty or the other.
According to management , some of the heads of departments„ who were themselves not
qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up horn the ranks to hold positions of responsibility. A few discredited them saving that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional
opportunities were adversely affected by the placement of graduate engineers, tried - their best to run down the latter as a class, sometimes working on the group feelings of the workers.
Some of the supervisors who were not graduate engineers also spoke derisively of them as "the blue-eyed boys" of the organization. Management knew that many of the graduate engineers were not utilized according to their Capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years' experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank - and - file of employees who worked. under them.
In spite of these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organization in course of time.
The General Manager could not allow the situation to continue especially when it was a
difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them. He, therefore, called a meeting of all heads of departments to review the situation.
Questions :
(a) Identify the issues related to manpower planning as evident in the case.
(b) Discuss the strategies to tackle the percentage of internal promotion at the
organizational level.
(c) What type of additional training programmes should be imparted for direct
entrants ?
(d) Suppose you are the head of the personnel division, what would be your suggestions in the meeting, which has been called by the General Manger ?
Ms-23 dec 2008
MS-23 Dec, 2008
MS-23 : HUMAN RESOURCE PLANNING
1. Define and discuss the objectives of Human Resource Planning. Describe Pianning Processes of Human Resource Planning.
2. Explain the concept of job evaluation and discuss any two methods adopted to conduct the process citing suitable examples.
3. Discuss the purpose and process of recruitment function. Explain methods of recruiting manpower with the help of illustration.
4. What are the main features of Human Resource Information System (HRIS) in an organisation ? Discuss the usage and advantages of HRIS.
5.Write short notes on any three of the following :
(a) Succession planning
(b) Competency mapping
(c) HR inventory
(d) Interview
(e) Demand forecasting
6. Read the case given below and answer the questions given at the end :
The following is a memorandum from the Managing Director of National Audio Clubs Limited (NAC) to the Chairman of the Planning Committee of which the Personnel Manager is a member.
There is a need for NAC to adopt a more formal approach to manpower planning. We have been going through a period of explosive growth and this shows no real sign of slackening. The problem we have always faced and are still facing is the difficulty of making accurate forecasts in the fluid, indeed volatile, environment in which we operate. But we must find a way of overcoming this problem in order to achieve four main aims : to obtain forecasts of manpower costs for budgeting purposes; to determine, as accurately as we can, future requirements so that we can plan the necessary recruitment and training programmes to fulfil them; to ensure that we are making the most effective and economical use of our key resource - manpower
Full case not available
Questions :
(a) What are the main contents of the memorandum empha sized ?
(b) \A/hat indicators are highlighted in the data provided by the MD ?
(c) Discuss the justification of the action
required.
(d) As HR Manager, what advice would you give to the planningcommittee on
how to tackle this manpower planning task ?
Ms-23 dec 2009
MS-23 Dec, 2009
MS-23 : HUMAN RESOURCE PLANNING
1. Why Human Resource Planning is important ? Describe the planning process.
2. What is job analysis ? Explain various steps involved in job analysis.
3. Define and discuss the objectives of performance appraisal. Briefly discuss the various methods of performance appraisal.
4. Explain the concept of HR Audit. Describe the essential steps in HR Auditing process.
5. Write short notes on any three of the following :
a) Demand Forecasting
b) HR Inventory
c) Succession Planning
d) Potential Appraisal
(e) Competency Mapping
6. Read the following case and answer the questions given at the end.
Abraham Kurien was confused, distracted, and worried. A day earlier, he had been called for a chat with Sanat Sharma, the finance director of the Rs. 2,000-crore Gitane Steel Ltd. (GSL). Apparently, Kurien's transfer had been finalised. He was to hand over charge of the corporate funds management function in Mumbai by the end of the month and take over as the commercial controller of GSL's Bhilai (Madhya Pradesh) plant. Unfortunately, the prospect hardly pleased Kurien. Liberalisation was revolutionizing corporate finance, and he was loath to lose contact with the world of finance at this exciting juncture. Kurien had already proved his mettle during his two years as a finance trainee with GSL.
In fact, Kurien wondered if his transfer to Bhilai —and to another function—wasn't a
strategic brake that GSL's top management team was applying on his mobility. While GSL's job rotation programme was viewed positively by most managers, several employees felt dissatisfied because of the perceived erosion of their specialist skills. Like
Kurien, who while believing that job rotation was a valuable means to building generalists within the organisation, felt that his own move to plant administration was not right for him. Kurien eventually decided to take up the job the Welbright Group had offered him and quit GSL.
Following his departure, a debate broke out within GSL about whether the incumbent commercial accountant at Bhilai should be shifted to corporate finance—as had been planned—or whether that move should wait until a replacement for Kurien could be found. Finally, it was decided that Vijayan Warrier from GSL's internal audit department would be moved to Bhilai as its commercial accountant. However, fresh complications arose. A B-school graduate and a cost accountant, Warrier had been in the internal audit department for three years. A manager in the M-3 grade, Warrier had a track record of excellent appraisals. While the move to Bhilai meant a promotion as the post was an M-2
grade position, Warrier was, in any case, due for a grade change that year. But as he had not acquired plant-level experience yet, GSL's Management Development Team (MDT) decided to transfer Warrier to Bhilai. Although he should have been pleased, Warrier opposed his transfer on the grounds that he was locationally-constrained.
Said Warrier, "I cannot leave Mumbai now. My son is in the middle of a school year and I cannot disrupt that. I have been through much agony to secure his admission and I am not going to give it up. Besides, my wife is a professional and I cannot expect her to move from place to place. The company feels the need for Wander to gain plant-level exposure. "Besides", said Kamath, "the Bhilai job entails a grade change.
Every finance person has to go through a stint at a plant and Bhilai is the best opportunity to gain all-round experience. Moreover, the corporate finance job has already been offered to someone else and there is no question of reversing that decision." Since there were so many personal issues at stake, Warrier was reluctant to accept the transfer.
When Warrier did not change his stand even the following week, GSL's MDT decided that Warrier should stay on in the internal audit department. But now, Warrier wondered if he had unwittingly grounded his chances of being promoted to the M-2 grade. While Kamath appreciated Warder's predicament, he said, "I guess Warrier will remain in the audit department. He must gain plant exposure either at the M-3 grade or in transit to the M-2 grade. But now, Warrier will have to wait till a suitable vacancy arises at our Thane plant, new Mumbai. Until then, his grade change is likely to be delayed." And that is exactly what happened. At the end of the year, Warrier was appraised as excellent. But he did not get promoted to the M-2 grade. Disappointed, Warrier asked: "Why have I not been promoted ? I have been in the M-3 level for close to four years now. My peers have moved up." Replied Dhananjay Puri, GSL's chief internal auditor. "The job at Bhilai was an M-2 job and I had timed your move there to coincide with your grade change. But how can I justify a promotion when you have not covered all the necessary milestones at the M-3 level ?" General Manager in GSL's HRD department pointed out Raj: "Your immobility has become a factor in your appraisal. While GSL isn't penalising you for immobility, your growth within the organisation does get retarded. As grades are earned through experience and the willingness to accept change, your promotions will get delayed. After all, they are a function of your having covered particular milestones during your tenure with the company." In other words, GSL's logic was that a manager could either consider a string of jobs or a career with GSL to climb the corporate ladder. But the latter meant falling in line with its management development plan. And one of the key tenets of the plan was that the company would not recruit directly for any of the M-1 grade positions; direct recruitment would take place only at the entry level and, in a few
cases, at the M-3 level. Other positions were open only to internal candidates because, GSL believed, they were key areas that needed experience and ingraining in its organisational culture. Said Kamath: "At any point of time, we are planning the careers of 300-odd managers. Our responsibility is to provide them with the necessary skills to emerge as GSL's vice-presidents, who will take over from those retiring. And their profile does not consist of just age and experience. It is a gradual understanding of GSL, its markets, its rivals, its strengths, its weaknesses. This is attained best through structured growth. Today, if GSL is a Rs. 2,000-crore company, with a 36 per cent share of the market, it is because the people at the helm have a tremendous feel for GSL’s business and have participated for years in shaping it.”
Questions :
a) Why was Kurien confused and worried ?
b) What are the merits and demerits of the company's job rotation programme ?
(c) Why did Kurien resign even after not being transferred ?
Ms-23 dec 2010
MS-23 Dec, 2010
MS-23 : HUMAN RESOURCE PLANNING
Ms-23 dec 2010
MS-23 Dec, 2010
MS-23 : HUMAN RESOURCE PLANNING
Ms-23 dec 2011
MS-23 Dec, 2011
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept and process of HRP. Describe the manning standards and utilisation of Human Resource Planning.
2. Discuss different kinds of roles. Describe the factors contributing to role changes in an orgn with suitable examples.
3. Explain the aims and objectives of career planning. Discuss the career planning process and also highlight the benefits of having career planning in an organisation.
4. Discuss the concept of HRIS. Describe an IT supported HRIS and its advantages with suitable examples.
5. Write short notes on any three of the following :
(a) Human Resource Inventory
(b) Job Specification
(c) Potential Apprisel
(d) Sources of man power supply
(e) The cost approach in HRA.
6. Read the following case and answer the questions given at the end.
K.M.T. Ltd. is a government undertaking situated near Cochin. It manufactures textile
machinery and other machine tools, and has about 4,000 employees. The company till 1984 had a good business record. It started showing declining results because of competition from four new private sector industries. This setback was further aggravated because of competition from H.M.T. and P.M.T. in the area of manufacture of machine tools. Adding to this was K.M.T. Ltd.'s failure to diversify into other areas though it had enough capacity, particularly with regard to variety in machine tools and textile machinery. It was also noticed that the costs of textile machinery and other machine tools produced by K.M.T. Ltd. were higher than those produced by other companies. The company was managed by the Managing Director, Mr. Menon, under the guidance of the Board of Directors. The General Manager, Mr. Joseph, was incharge of production. The company's management thought of adding two new departments, namely Industrial Engineering and Cost Accounting. A few old hands were selected from within the organisation and were sent for training to NPC, Madras, and ICWA. Following this, the section heads of these two departments - Industrial Engineer Srikumaran, and Cost Accountant, Nambiar -began their departmental activities. They were promoted as Senior Industrial Engineer and Senior Cost Accountant and subsequently to the Chief's post. It was, however, noticed that these two departments could neither effectively check nor control manufacturing costs with the available talent.
The MD in order to check the cost factor thought of recruiting well-qualified and experienced individuals for the senior-level posts of industrial engineer and cost accountant. An advertisement for the two posts was given and to attract qualified personnel, the salary offered was in the higher grade of 'G4' (Spl). The Officers Association (OA) approached the MD and requested him not to recruit outsiders for these posts, but instead, arrange for suitable training for existing experienced officers of these departments and promote them afterwards. They also objected to the recruitment of outsiders in a higher grade of 'G4' (Spl) instead of the usual 'G4' grade. Under pressure from the OA, the personnel department sent the interview letters indicating
the correction in recruitment grade to 'G4'. A large number of outside candidates wrote back saying that they would be interested, provided they were considered in 'G4' (Spl) grade as already advertised. Under the advice of the MD, telegrams were sent asking candidates to appear for the interview and which also stated that the 'G4' (Spl) grade would be considered.
Seven candidates, including two departmental officers, appeared for the Industrial Engineer's post and eight candidates, including three departmental candidates, appeared for the Cost Accountant's post. In each case, well-qualified and experienced outsiders (Mr Gopalan as Senior Industrial Engineer and Mr. Nayar as Senior Cost Accountant) were selected in ` G4' (Spl) grade as per the original plan of the MD. The General Manager, the Chief Industrial Engineer and the Chief Cost Accountant were not included in the board for selection of candidates and thus, felt neglected.
Mr. Gopalan and Mr. Nayar joined the organisation and were asked to report to their respective chiefs. The chiefs allotted some minor assignments to them, retaining major ones with either themselves or with some of their close associates (who had been recently promoted mainly on the basis of seniority). The present profile of work assignments were covering only a limited area of industrial engineering and costing. Many other areas were not tried out and taken up; the latest techniques were also not being used. When an opportunity for promotion of both Mr. Gopalan and Mr. Nayar
arose (as Chief of Industrial. Engineering was retiring and the Chief Cost Accountant had resigned), the departmental promotion committee, consisting of the MD, GM, Chief
Personnel Manager and the Chief Industrial Engineer, selected and promoted two ` G4' grade officers to 'G5' grade on the basis of their duration of service in the organisation. The cases of Mr. Gopalan and Mr. Nayar (of 'G4' (Spl) grade) were rejected as they had only a year's experience with the organisation. Both these new officers were dejected at not being considered for promotion. They had joined the Officers Association, but after this incident the two were also neglected by the OA. Mr. Gopalan and Mr. Nayar decided to quit the organisation as early as possible since they were not prepared to work under their juniors.
The business of the company declined further. Then, there came a sudden change. The
MD, Mr. Menon, was replaced by Mr. Ramakrishanan. After reviewing the comapany's
position, the new MD called Mr. Gopalan and Mr. Nayar as well as their new chiefs. He gave them new assignments and asked them (Mr. Gopalan and Mr. Nayar) to report back
urgently through their chiefs. After 10 days, Mr. Gopalan met the MD and handed over his resignation instead of the assignment report. The MD enquired about the reason for the resignation. Mr. Gopalan explained as to how he had been sidelined for promotion to
the Chief Industrial Engineer's post, and how he had been treated in the department with respect to assignments. Moreover, he stated that he was not willing to work under his junior. He also said that he had been offered a divisional head's post in a big (multi-unit) private industry and would like to join them at the earliest. He further added that he was interested in utilising his potential and talent to the fullest. The MD asked him to think over his resignation, and particularly since he was joining a private sector industry after serving in the public sector. He promised to make use of his talent at K.M.T. Ltd. Itself and to look into his case and promote him as Joint Chief Industrial Engineer. After a lapse of another week, Mr. Nayar also approached the new MD with his resignation letter.
Questions :
(a) Is the recruitment policy of the organisation faulty ? Why ?
(b) Why are Gopalan and Nayar demotivated ?
(c) Do you think that Gopalan and Nayar should have been selected enabling their
effective utilisation ?
(d) If you were asked to advise Menon and Ramakrishnan about dealing with the problems of Gopalan and Nayar, what advice would you give ?