PRE-JOINING ASSIGNMENT MBA-HR ASSIGNMENT # 4

CASE-STUDIES

SUBMITTED TO : Amity Business School SUBMITTED BY : NIKITA JAIN Roll # 33 Section : B

CASE-STUDY # 1
CASE HEADING NAME OF THE COMPANY : Devesh Sharma : ABC Engineering Works

OPERATIONS OF THE COMPANY : ABC Engineering Works is basically a heavy

engineering fabricators and specialists in manufacturing machinery for sugar and cement industry. They also accept orders for other types of casting, machining, and fabrication jobs provided such jobs are sufficiently large and have adequate capacity. The workshop is located on the outskirts of Delhi. The factory is divided into three parts: a foundry, a machine shop, and a fabrication shop.

MAIN CHARACTERS:

Devesh Sharma: who is an IIMA post graduate , employed by ABC Engineering Works. His package is Rs 49000/-pm and Job profile is a Cost Accountant. He is Appointed by the Chief Accountant who is Devesheshs immediate boss. Chief Accountant: He is in his late forties and appeared to be a practical man with lot of experience. He has also joined ABC recently. From 1989 to January 1999, he worked in the Accounts Department in NTPC, at various positions. When he resigned from NTPC to join ABC he was the VP (Accounts & Finance).

QUESTIONS:
Q)Prepare a write-up on your learnings from the above Case Study. From this case study we learn that Devesh who is described as being non-experienced , post-graduate, employeed by ABC Eng. Works, gets a good induction training by the CA. He spends 10 days at each section of the companys plant to understand how each section worked , who were the people in them. He was successfully able to study the internal problems and manufacturing process and helped to prepare notes to reduce cost for his boss-the CA and his DGM. We learn that Devesh is a task oriented employee who used a systematic approach to problem solving and worked for the betterment of the company. Deveshs faults were that he was to over-enthusiastic. He did not follow the organizational hierarchy as he was reporting to his bosss boss and not his immediate boss-the CA first. He was going around doing more than what was asked of him almost like a detective. He instead should have tried to wait some more time as it was too early to bring in so many changes. In conclusion Devesh used a wrong methodology even though he had a good induction session. Organizational structure is always there in all organizations for a reason and thus all employees must try to follow it.

CASE STUDY 2 SELECTION AND RECRUITMENT: HAL Case study given is of HAL Company and the problem discussed here is the problem of selection and recruitment. The main problem faced by the present system:

It is an old system of recruitment which was designed by a consultant. The The companies most experienced 2 members are sent to interview the fresh

consultant has also left the company long time ago.

graduates. As the employees are busy the time for interviewing is set into their time tables. As a result the members dont prepare properly and give the same bunch of questions from the old stock.

Selected graduates either dont join the company or leave the company after sometime. There was a seven point scale rating from excellent to poor which was used to help superiors make the assessment. In the criterion measure the graduates were assessed on pointer scale from 1 to 7 by their superiors. The assessment usually provided to be good indicator of job performance. Maximum people were confined to second and third points of the scale. But the problem which occurred with this measure was that the pattern of correlations between superior ratings for different years (i.e. year A and year B) was lower than the expected. Increments were a measure to increase the correlation of the recruits to improve their work performance. But it didnt work out primarily due to the fact that when the employee reached his second employment, the difference between his present salary and initial level was found to be minimal. There was nothing wrong with the predictors. Their record sheets provided rating by the personnel manager of the candidates maturity, stability, drive and interview performance; and ratings by the line manger of their intelligence, common-sense, imagination, technological outlook and interview performance. All these were being

assessed. The system had to be changed as the traditional method was a lot more expensive. And moreover, no other firm was following such traditional methods. Though the old system was not fully changed, from the old system CPAB and Ravens matrices were kept in the new system of recruitment. The psychometric tests were made cheaper as compared to old system. The new method was usual method of product-moment correlations between the predictors (the psychometric test, the interview rating, the group exercise, etc.) And the specific criteria (salary, training assessment etc.). The pros of this method are that it is less expensive and is being extensively used by many industries. But this is a very time consuming method. I would like to make any changes in the psychometric tests as there can be better ways like FIRO-B. The old employees can judge the new recruiters on all the measures according to the requirements of the company and the new employees who are aware about this fact will feel easier to clear the rounds and thus the firm can attain fresh talent. The company should also give increments to the employees and provide them with the promotion opportunities so that the employee dont think of swapping their company. This will reduce the labor turnover and will develop a sense of belongingness towards the organization.