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Human Resource Management

Case Analysis Report on

Are You What You Tweet?

Name: Aakash Chavda

Roll No: 191302

Section: C

Batch: MBA - FT (2019-2021)

Institute of Management, Nirma University

Rajat Ganguli, a graduate from one of the premium college of statistics has recently(6
months ago) joined Quantum change ltd., a data analytics company. Previously he had
worked as research associate under a prolific professor of management and had
publications in data mining. Coming from a comparatively better college and having a
good knowledge in the field, he feels that he knows better than others and perceives others
to be inferior. Due to this reasons he was uncomfortable in the team and was not able to
get mix up with the team. His colleagues and seniors described him as an arrogant and
found him to be different from the existing work culture of the company. This led to the
conflicts between Rajat and team members. Sooner the issue reaches to the Raman
Gonaggal, the founder of the company and a graduate from IISc Banglore. He is
approached by Jayesh Mathur, asking for resolving the issue as soon as possible. One of
the complaint from the team members was that in meetings he tries to establish his
supremacy. Countering the same the team members started rejecting his suggestions
during meetings. Raman found that even though Rajat was right in some cases but he
failed to build a consensus. Another major complaint from the team members was that
Rajat was embarrassing them on Facebook by posting random things related to the
incompetency of the team members and calling them idiots indirectly. Raman, in the
beginning thinks that this being Rajat’s first job he may need some time to adjust.
Considering the above situation, Raman is in a big dilemma of whether to fire Rajat or to
give him one more chance to change. Raman has a thought that as per the company culture
and policy, new joinees undergoes a rigorous process of induction programme which
focuses on the company’s culture, values, collaboration and cooperation. The firm has
more emphasis on pride, hard work and integrity. There exists a culture of sharing the
concerns and ideas to the firm. In addition, mistakes are permitted and conventional
wisdom is challenged. Even after training and working for six months Rajat has not
adjusted himself with the work culture of the company. Taking into consideration of all
the above parameters, I think Raman should give one more chance to Rajat. The reason
for the same is that Rajat is a young man and has just entered the firm. He is just doing
the same thing which the young generation does of sharing and posting their feelings. By
explaining him the effect of these facebook posts on other employees, Raman can change
Rajat. As far as other employees are concerned, Raman should also explain them that not
to take Rajat’s facebook posts too seriously and give him some time to get mature.

Word count : 465 words.

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b. Diagnosis to identify the core decision problems/concerns/dilemmas in

the case and decision objectives emerging from the diagnosis.

The core decision dilemma in the case is for Raman. He has to choose whether to fire
Rajat from the firm or to give him one more chance to change and adjust himself with the
culture of the firm. He has to take a decision taking into account of maintaining his loyalty
to old employees and implementing his HR skills of managing and transforming Rajat.

Decision Objectives :

1. To solve the ongoing problem between Rajat and his colleagues regarding unfair
behaviour of Rajat.
2. The performance and output of the team should not be affected by the decision.
3. The decision should not offend any of the team member.
4. To maintain the loyalty to old employees and to utilize the potential and knowledge of
Rajat.

c. Causes and consequences of the problem.

Causes :

1. One of the causes for the problem is the arrogant and “know it all” behaviour of Rajat.
2. Another major cause for the problem is Rajat’s embarrassing posts on his team members
on facebook and calling them idiots.

Consequences :

1. Because of the hostile behaviour of Rajat, he and his colleagues were not able to get along
together.
2. Very often there used to be oppositions to Rajat’s suggestions and many of them have
decided not to work with Rajat.
3. The matter reached to the CEO of the firm and team members asked a quick action for
the same.

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d. the relevant concepts and theoretical framework that can be used to
resolve the situation.
1. McClelland – Need for power theory.

As per the McClelland’s theory humans have three motivating drivers. One of them is
power, a need to control over one’s own work or the work of others. As per the theory,
these persons are authority motivated. They possess a a strong need to lead and to succeed
in their ideas as they perceive themselves to be more intelligent and knowledgeable. The
theory also states that this kind of people tend to be more productive when given the
responsibilities.

Considering above theory, Raman may look into motivating Rajat by giving him some
powers in the form of few independent works where he need not to take permission of
other team members. However, Raman should also take care that other team members
won’t get offended by this practice.

2. Khun and Poole's model – distributive and integrative model.

Distributive : In this theory, conflict is approached by distributing fixed amount of

Integrative : This theory sees conflict as a possibility to integrate the needs and concerns
of both parties and make the best output. As per this theory, Raman can call both parties
and on a round table meeting he can listen to both the sides and come at the conclusion
which gives benefits to both the sides.

3. Effect on performance evaluation and appraisal

Performance evaluation and appraisal is done on the basis of KRA of an employee. Which
includes his behaviours with others and his performance in team. If Rajat does not have
good output in above mentioned areas than it might affect his ratings and appraisal. In
this case, the firm can explain rajat about the same and make him to change his behaviour
and to adjust him in the team. In addition, Raman can set rajat’s KRAs for next year
related to his behaviour also.

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4. Training and development

For a company, training and development workshop for their employees is very helpful
and effective. Workshops related to soft skills development and personality development
can help companies in improving their performance. In this case, the firm can enrol Rajat
in this type of training and development workshop to change his attitude and make him
more mature.

e. Decision options and recommendation with reasons

There are two options available for decision.:

1. To fire Rajat from the firm to maintain the culture and loyalty of the old members.
2. To give Rajat one more chance to change himself and align his attitude with the team
members by putting aside his ego.

Recommendation:

I recommend that Raman should give Rajat one chance to improve himself and should
not fire him. In this regard, the HR manager(if any) of the of the firm may help him as he
may be expert in this field.

Reason for the stated recommendation:

Rajat is just a young man and recent graduate from college. His ego is just because of his
belief that he knows better than other. He is unaware that at work place, things do not
work only on the basis of knowledge. Other skills are also important e.g. interpersonal
skills and he is lacking few of these interpersonal skills. Taking into account above points,
it is not fair to fire someone. Rajat is a very talented person and in future he may become
a good asset for the company. According to me at this young age his immature nature can
be easily changed by the management and his seniors.

As far as facebook posts are concerned, it certainly is not a good thing to post
embarrassing things related to anyone on social media and calling someone idiots is not
acceptable at all. On the other hand govt. rules are getting stricter in this regard. So, by
giving him strict warning and making him aware of the company policies and govt.
regulation, Raman can change his immaturity by giving him one more chance and
allowing him to think and change his attitude and be a responsible employee.

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f. learning insights about people management
1. Managers very often come across various issues within the team related to egoistic
behaviour, verbal fights and abusing. This issues can arise due to team members age
difference, their cultural and education background differences and their knowledge
differences. As part of manager’s responsibility as HR manager of his team or department,
he has to look after this kind of problems and has to address and solve the issue before
they affect the team performance.
2. A firm should need to have a rulebook and code of conduct for its employees and has to
be implemented in day to day activity. It is the responsibility of HR managers and Line
managers to make sure that employees follow the rules. In the modern age, it is also
needed to implement the regulations regarding social media use and internet usage.
3. In a dispute between a new employee and and an old employee, a firm should take
decision so to maintain loyalty of the old member and career of the new employee. The
decision should not be felt bias to any of the party.
4. In modern age, workforce of generation-Z is increasing. Generation-Z have been raised
in digital age and they exhibit different characteristics than generation-Y and X. Disputes
on different opinions are common when two different generations work together. So, it is
responsibility of different generations to adjust with each other and respect each other.
5. In case of indiscipline, a manager should not take big steps immediately. He should take
some time and look after each parties prospective towards the issue and take the decision.
In this case, Rajat has not done anything which could damage the company’s reputation.
This kind of problem can be resolved by explaining him and giving him one more chance.
Even after one more chance, if the employees continues than it is required to take strong
steps against him.

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Exhibit

Exhibit shown below shows the Name, Designation and remarks of the characters in this
case.:

Name Designation Remarks

Raman
CEO Founder of Quantum change ltd.
Gonaggal

Jayesh Lead data

Rajat New joinee at the Quantum change

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 UNDERTAKING

To Whom It May Concern:

I, Aakash Chavda, hereby declare that this assignment is my original work and is not copied from anyone/
anywhere. If found similar to other sources, I shall take complete responsibility of the action, taken thereof
by, HRM Team.

Signature :

Name : Aakash Chavda

Roll No. : 191302

Section : C

Batch : MBA – FT (2019-2021)

Date : 11/11/2019

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