Analyze the factors that led to a breakdown of industrial relations in the Royal Electronics Company

Human Resource Management

 

Analyze the factors that led to a breakdown of industrial relations in the Royal Electronics Company

 

Case Studies

Case (20 Marks)

A well known financial house started an Industrial unit using new technology under the name Royal Electronics Company. Their system of Management in general was of the old type where everything was centralized on a personal level. However, in case of new

company, due to various factors like distance, time etc., the industry was allowed to develop on autonomous lines and was put in charge of U.K. trained Engineer. Considering the various aspects, the industry was developing well. But due to the lack of adequate attention to labor and industrial relations, a strike developed. It generated tensions and fears among the executives left jobs including Labor officer who felt insecure due to vacillation and interference from top management. Finally the strike was resolved. But some workers were still under charge sheets. Their cases had been conducted by the new Labor Officer who had joined at the height ofstrike one day the factory manager received a call from the managing Director to dismiss the Labor Officer immediately. He solicited reasons at least to justify his action, but of no avail. In fact the Managing Director came personally, went to the Labor Officer directly and gave him the dismissal letter. The Labor officer was appointed by the Factory Manager and so went to him but the Manager could do nothing now.

Answer the following question.

 

Q1. Analyze the factors that led to a breakdown of industrial relations in the Royal Electronics Company

 

Q2. How should the cases of charge sheeted employees be dealt with?

 

Q3. What course of action will you suggest for the factory manager?

 

Q4. As a Labor Officer what would be your steps after receiving the letter of dismissal from the Managing Director.

CASE STUDY (20 Marks)

In 2007, Tata Consultancy Services (TCS) one of the leading global information technology consulting services and business process outsourcing organizations, had over 62,000 employees worldwide and had aggressive plans to raise its headcount further. TCS gave utmost importance to its human resource functions and considered recruitment as an ongoing process. TCS employed directly from campus as well as using off campus recruitment. The company has been investing more than 6 per cent of its annual revenues in training, learning and development. In 1997, it set up a state of the art training centre, ‘Technopark’ at Thiruvananthapuram, which offered training to new recruits and TCS staffers at various levels.’Technopark’ provided the employees with three kinds of training programmes: 1. Technology 2. Attitudes 3. Management TCS had a Manpower Allocation Task Committee (MATC) which determined the career path for employees. The attrition rate at TCS in 2006 was 10.6% which was the lowest in the Indian software and information technology industry. But as TCS continued to expand globally, it faced the challenge of grooming and retaining adiversified talent pool. Also with rising manpower requirements, TCS was increasingly hiring nontechnical science graduates, which posed a challenge for it to groom and bring them onto a common platform.

Answer the following question.

 

Q1. Give an overview of the case.

 

Q2. Discuss the challenges faced by TCS in grooming the fresh nontechnical graduates.

 

Q3. Debate the utility of ‘Techno park’ set up by TCS.

 

Q4. Discuss the importance of all above three kinds of training.

CASE STUDY (20 Marks)

An HR specialist, based in Sweden and reporting to the director of HR EMEA at Advent, had resigned. This created the opportunity to establish and relocate a more senior level of role, an HR business generalist, based out of the London office. The director felt this

would enable the human resource function to provide a higher service level across all HR matters throughout the EMEA. The search for the most suitable candidate needed to be on a highly confidential basis initially as the current HR specialist was still in situ. To

reach a wide candidate pool attracting top talent whilst not compromising confidentiality was a challenge. Hudson recommended Advent use an unbranded advertising package to assist with sourcing the right person for the role. To further bolster this, Hudson was engaged on a retained basis by its client to support the assignment; comprising of a thorough database search, filtering and meeting advert responses and also proactively headhunting individuals working for the client’s competitors. Following this, short listed candidates met multiple individuals and stakeholders within Advent. Then, after meeting with the candidates, the director of HR selected the top two individuals to progress through the process. To further ensure their suitability for the role, they underwent Hudson’s Business Attitude Questionnaire (BAQ) – a tool that assesses different dimensions of personality to help predict how a

person will behave in a professional work environment. Hudson filtered through and reviewed nearly 100 advert responses to identify and select high caliber candidates who met the requirements of the role specification. The consultant then narrowed this down and met with 19 individuals who were good potential fits for the role, sourced from a mix of all the previously outlined avenues. Hudson then short listed seven outstanding individuals – all of whom the director of HR was confident had the right skill set and experience. This was then further narrowed down to four individuals, divided into the top two, and another two who were strong potential fits should one of the other two not be successful at the final stage. However, one of the leading candidates was offered the role and they accepted. Throughout the process, Hudson met all deadlines. The consultant communicated with the director of HR regularly to ensure she understood the candidates’ thoughts on the role and vice versa – ultimately meaning there were no surprises for either party. Expectations were managed at both ends and this led to a successful process and placement.

Answer the following question.

 

Q1. What was the challenge in the recruitment of HR specialist, based in Sweden?

 

Q2. Discuss the procedure adopted by Hudson for the recruitment of HR specialist.

CASE STUDY (20 Marks)

The case is about the retrenchment drama that unfolded in one of India’s leading aviation companies, Jet Airways (India) Limited (Jet), in late 2008. After showing the door to more than 1000 employees in a bid to streamline its operations, Jet was faced with immense criticism and opposition by various organizations and political parties. Jet’s chairman Naresh Goyal (Goyal) reinstated the employees a day later saying that he was not aware of these sackings. The Indian aviation industry was going through a tough phase and experts felt that it was in the interest of the company to retrench employees to remain competitive. Experts largely felt that Goyal had capitulated under pressure from external parties while others felt that all may not be well with the organizational

communication mechanisms at Jet.

Answer the following question.

 

Q1. Analyze the HR problems faced by Jet Airways in 2008.

 

Q2. Discuss various concepts related to hiring, firing, and compensation management.

 

Analyze the factors that led to a breakdown of industrial relations in the Royal Electronics Company

 

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