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Case study - 3Patil, RK Materials, is very angry, anxious and restless. He bumped into Mehta,RK
Materials, threw the resignation letter on his table, screamed and walked outof the room swiftly.Patil has a
reason for his sudden outburst. Details of the story will tell the reasons for Patils anger and why he put
his resignation, only four months after hetook up his job.In the year 2000 Patil quit his prestigious Mittal
plant at Vishakhapatnam. As amanager Materials, Patil had various powers like he could even place an
order of materials worth Rs.50 Lakhs. He required nobodys prior consent.Patil Joined a pulp-making
plant located at Kerala, as RK Materials. The plant is part of a multi-product and multi-plant
conglomerate owned by a prestigious business house in India. The perks, reputation and designation of
the conglomerateattracted Patil away from the public sector steel monolith.When he joined the eucalyptus
pulp making company, little did Patil realize thathe needed prior approval to place an order for materials
worth Rs.25lakh. He thought that he had the authority to place an order for materials by himself worthhalf
the amount of what he used to as at the Mega Steel maker. He placed the order, materials arrived, were
received, accepted and used up in the plant. Trouble started when the bill for Rs.25 lakh came from the
vendor. The accounts department withheld the payment for the reason that the bill was not endorsed by
Mehta. Mehta refused to sign on the bill as his approval was not taken by Patil before placing the
order.Patil felt very angry and cheated. A brief encounter with Mehta only made the situation worse. Patil
was rudely told that he should have known company rules before venturing. He decided to
Quit.Questions1. Do you think the company has any orientation programme? If yes, discuss its
effectiveness.Ans. No according to me the company hasnt provided any orientation program. Because
when one join a new company often have lots of questions about the structureof their new company, its
culture, and its goals. A good orientation program cananswer many of those questions and start off new
employees working in the rightdirection.Orientation is a programs which can take place in-house or offsite, with audio-visual tools such as informational videos or slides, through role playing or simulations, or
through simple discussion and question-and-answer time. However company structure an orientation
program, it should make sure it occurs during anew employee

s first week on the job. And a good orientation program should cover the following areas:
A
w
e
l
c
o
m
e
.
A n o v e r v i e w o f w h a t
t h e f i r m d o e s a s a w h o l e . A bi g - pi c t ur e l o o k a t
w h e r e t h e f i r m f i t s i n t o i t s
i n d u s t r y. C o r p o r a t e
c u l t u r e .
T
h
e
c
o
m
p
a
n
y

s history. E x p e c t e d
w o r k
h a b i t s
a n d
p o l i c i e s This shows that the company do not provide any orientation program .2. If
employees were properly selected, there should be no need for an orientation programme. Comment on
the statement.Ans: I do not agree on the statement that if employees were properly selected there should
be no need for an orientation programme this situation will not helpemployee how much good he is and
also results in the poor results to the organisation because giving a proper orientation program can leads

to:To Reduce Start-up-CostsProper orientation can help the employee get "up to speed" much more
quickly, thereby reducing the costs associated with learning the job.2. To Reduce Anxiety
Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her
ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an
unknown situation, and helps provide guidelines for behaviour and conduct, so the employee doesn

t have to experience the stress of guessing.3. To Reduce Employee TurnoverEmployee turnover increases
as employees feel they are not valued, or are put in positions where they can

t possibly do their jobs. Orientation shows that the organization values the employee, and help provide
tools necessary for succeeding in the job.4. To Save Time For Supervisor & Co-WorkersSimply put, the
better the initial orientation, the less likely supervisors andco-workers will have to spend time teaching
the employee.5. To Develop Realistic Job Expectations, Positive Attitudes and Job SatisfactionIt is
important that employees learn early on what is expected of them, and what to expect from others, in
addition to learning about the values and attitudesof the organization. While people can learn from
experience, they will make many mistakes that are unnecessary and potentially damaging.And if we go
with statement it will be really harmful for productivity. If a newemployee has received a ten minute talk
with the manager, and directed to hisor her office position, with no further guidance or instruction. Not
only is this exceedingly stressful for the employee, but it virtually guarantees a verylong period of
unproductiveness for the employee.3. If You were Patil, how would you react to the above situation?
Ans:4. Discuss the purpose of orientation. What are various requisites of an effective programme?
Ans:Here is a second case study-The reality of software development is a huge company like Microsoft-it
employsmore than 48,000 people- is that a substantial portion of your work involves days of boredom
punctuated by hours of tedium. You basically spend your time in anisolated office writing code and sitting
in meetings during which you participate in looking for and evaluating hundreds of current employees
and potential employees. Microsoft has no problem in finding and retaining software programmers. Their
programmers work for very long hours and obsess on the goal of shipping product.From the day new
employees begin at Microsoft, they know they are special. New hires all have one thing in common-they
are smart. The company prides itself on putting all recruits through a grueling interviewing loop, during
which they confront a barrage (an overwhelming number of questions or complaints) of brain-teasers by
future colleagues to see how well they think. Only the best and the brightest survive to become
employees. The company does this because Microsofties trulybelieve that their company is special. For
example, it has high tolerance for non-conformity, would you believe that one software tester comes to
work everydaydressed in extravagant Victorian outfits? . But the underlying theme that unites
Microsofties is the belief that the firm has a manifest destiny to change theworld.The least important
decision as programmer can have a large importance which itcan affect a new release that might be used
by 50 million people. Microsoft employees are famous for putting in long hours. One program Manager
said In my First
Five Years, I was the Microsoft stereotype.I lived on caffeine and vending-machine hamburgers and free
beer and 20-hour work-daysI had no life..I considered everything outside the building as a
necessary evil. More recently things have changed. There are still a number of people who putin 80-hour
weeks, but 60 and 70 hourweeks are more typical and some even are doing their jobs in only 40 hours.No
discussion of the employee life at Microsoft would be complete without mentioning the companys
lucrative stock option program. Microsoft created more millionaire employees, faster, than any company
in American history-more than 10,000 bythe late 1990s while the company is certainly more than a
place to get rich, executive still realize that money matters. One former Manager claims that the
humanresources department actually kept a running chart of employee satisfaction versus the companys

stock price. When the stock was up, human resources could turn offthe ventilation and everybody would
say they were happy. When the stock was down, we could give people Massages and they would tell us
that the Massages were too hard. In the go-go 1990s, when the Microsoft stock was doubling every few
months and yearly stock splits were predictable, employees not only got to participate in the Microsofts
manifest destiny, they would get rich in the process. By thespring of 2002, with the world in a recession,
stock prices down, and the growthfor Microsoft products slowing, it wasnt so clear what was driving its
employeesto continue the companys dominance of the software industry.Questions1. If you were the
programmer, would you want to work at Microsoft? Why or Why not?Ans: If i were the programmer i
would love to work at Microsoft but not interested to work like BULL just to become a MILLIONAIRE. I
would to give preference toADVENTUROUS and CHALLENGING WORK CULTURE but not
BORING and STRESSED which willimpact my PERSONAL LIFE.2. How many activities in this case
can you tie into specific motivation theories? List the activities; list the motivation theories, and how they
apply.Ans: To my knowledge STOCK OPTION PROGRAM v/s MASSAGESThey were applied in such
a way, that made employees to react based on circumstances and prevailing situation.3. As Microsoft
continues to get larger and its growth rate flattens do you think Management will have to modify any of
its motivation practices? Elaborate.Ans: MOTIVATION has a specific purpose but cannot be applied for
everything. Management need to consider BITTER REALITIES that could help in making their
employees understand what could be done proportional the situation prevailing. Let management seek
inputs from employees rather deciding on their own. Because if theybelieve they have a brilliant staff then
seeking opinion from every one of themwill provide them with hundred of great idea which can be
practice at that moment and can help the management to decide easier and better ways.4. Can money act
as a motivator? Explain.Ans: Motivation and performance are very complex issues affected by many
factors. No one factor can guarantee motivation or performance in the absence of othercritical factors
.Money cannot be effectively substituted for good management. Some people think that money can

t be used to motivate employees and that is truefor some employees, but for a large percentage of the
workforce it does not have to be that way. Studies show almost everyone is motivated by money to some
degree, many to a moderate degree, and most to a great degree when compensation isproperly designed.
Some psychologists would argue that money doesn

t change behaviour because they do not consider it properly termed a "motivator", but rather
they call it a "director" of behaviour. This is a semantic argument. The idea iswhether money can be used
as a tool to change employee behaviour in a desirabledirection. It is unfortunate that in most companies
and for most jobs, pay is asmall factor in managing and changing employee behaviour. However,
inadequate use of incentive plans and problems with compensation design and strategy are usually to
blame.What the Research ShowsBehavioural scientists, employee and management surveys, show
compensation can be a strong driver of employee behaviour under the right circumstances when properly
designed. I n a s u r v e y o f o v e r 1 5 0 0 c o m p e n s a t i o n a n d p r o d u c t i v i t y
p r o f e s s i o n a l s b y t h e A m e r ican Compensation Association and the American Productivity
Center various typesof compensation or rewards systems that they utilized were rated as having a
"Positive" or "Very Positive" impact on performance in 66% to 89% of the companieswhere the
companies used specific techniques such as gain sharing, small groupincentives, profit sharing, individual
incentives, and lump sum bonuses (source:"People, Performance, and Pay"). I n a n a t i o n a l
survey of 1200 randomly selected U.S. employees across many
d i f f e r ent types and sizes of companies 54% of employees rated direct financial compensation as "very
important" or "extremely important" to motivation. When stratified by age group there was statistically
insignificant difference by age group. Gen X and Gen Y were no different than Baby Boomers in this
respect (source: "TheRewards of Work - What Employees Value") I n a n a t i o n a l s u r v e y o f
2 5 0 0 e m p l o y e e s , 8 4 % o f t h o s e w h o u n d e r s t o o d t h e i r o r g a n i zation


s reward/performance link believe they can help make a difference. If they also believe that the company
will share its success when the strategy is achieved, 91% say they are motivated to help the company
succeed (source: WorkplaceIndex) I n a s t u d y o f 6 6 3 c o m p a n i e s w i t h
p e r f o r m a n c e r e w a r d c o m p e n s a t i o n p l a n s c o v e r i n g 1.3 million employees
and a broad section of the workforce of each company (notjust managers and salespeople) by the
American Compensation Association, they found that at the median, organizations earned $2.34 for every
dollar they spent on payouts; thus a close approximation of the net return on plan investment is 134%
(source: "Organizational Performance and Rewards").By all this factor we can see if In jobs where
significant variability in pay occurs in compensation and where it is closely related to key performance
factors,then pay can be a big motivator.
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