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    New Delhi Institute of Management: PGDM 2021-23 Semester-II PAPER 2 (SET-E) HA Section

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    Aakash Walia
    The document summarizes three case studies related to human resource management. Case Study 1 describes a scenario where a factory union is demanding bonus payments for workers who are not eligible, threatening a go-slow or strike. The HR manager must convince the union not to take these actions and present a business continuity plan if a strike occurs. Case Study 2 involves establishing HR policies and a recruitment strategy for a new manufacturing facility. The goals are to hire 25% women and 25% local workforce. Case Study 3 discusses the positive employee survey results at a company called Spark Ltd. and how the leadership dealt with difficult times, including communicating during a recession and using reduced hours or furloughs for flexibility. It asks

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    New Delhi Institute of Management: PGDM 2021-23 Semester-II PAPER 2 (SET-E) HA Section

    Uploaded by

    Aakash Walia
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    The document summarizes three case studies related to human resource management. Case Study 1 describes a scenario where a factory union is demanding bonus payments for workers who are not eligible, threatening a go-slow or strike. The HR manager must convince the union not to take these actions and present a business continuity plan if a strike occurs. Case Study 2 involves establishing HR policies and a recruitment strategy for a new manufacturing facility. The goals are to hire 25% women and 25% local workforce. Case Study 3 discusses the positive employee survey results at a company called Spark Ltd. and how the leadership dealt with difficult times, including communicating during a recession and using reduced hours or furloughs for flexibility. It asks

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    QP_HRM_26.04.22_Set_E

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    The document summarizes three case studies related to human resource management. Case Study 1 describes a scenario where a factory union is demanding bonus payments for workers who are not eligible, threatening a go-slow or strike. The HR manager must convince the union not to take these actions and present a business continuity plan if a strike occurs. Case Study 2 involves establishing HR policies and a recruitment strategy for a new manufacturing facility. The goals are to hire 25% women and 25% local workforce. Case Study 3 discusses the positive employee survey results at a company called Spark Ltd. and how the leadership dealt with difficult times, including communicating during a recession and using reduced hours or furloughs for flexibility. It asks

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    34 views2 pages

    New Delhi Institute of Management: PGDM 2021-23 Semester-II PAPER 2 (SET-E) HA Section

    Uploaded by

    Aakash Walia
    The document summarizes three case studies related to human resource management. Case Study 1 describes a scenario where a factory union is demanding bonus payments for workers who are not eligible, threatening a go-slow or strike. The HR manager must convince the union not to take these actions and present a business continuity plan if a strike occurs. Case Study 2 involves establishing HR policies and a recruitment strategy for a new manufacturing facility. The goals are to hire 25% women and 25% local workforce. Case Study 3 discusses the positive employee survey results at a company called Spark Ltd. and how the leadership dealt with difficult times, including communicating during a recession and using reduced hours or furloughs for flexibility. It asks

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    © All Rights Reserved
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    of 2

    New Delhi Institute of Management

    PGDM (G) / PGDM (M) / PGDM (F)

    PGDM 2021-23 Semester-II


    End Term Examinations | April-May, 2022
    PAPER 2 (SET-E) HA Section
    --------------------------------------------------------------------------------------------------------------------------------
    Sub.: Human Resource Management Paper Code: C-201
    Max. Marks: 30 Duration: 90 Minutes
    --------------------------------------------------------------------------------------------------------------------------------
    Note: Answer any TWO case studies.

    Case Study – 1: Scenario

    There is a production unit of a large cold drink factory. The factory is unionized and have representation of
    workers who are elected as the union members and they are the registered and recognized union body. On a
    day, the union demands the bonus payment for all the workers of the factory. As per the bonus act, the workers
    are beyond the purview of the bonus act and hence are not eligible for Bonus payment. Even then, Union
    demands the HR that the bonus payment should be made otherwise there will be a go-slow movement
    conducted by the workers. If the HR does not agree to make the bonus payment, then after 14 days the workers
    will go to a strike. They give this in writing to the HR department signed by the union members. Since it is a
    summer season, demands of Cold drink is high and the company cannot bear any production loss as per the
    target.

    As the Factory HR manager, you need to convince union on not taking these steps.
    a) How will you proceed and what logic will you give to the union on not taking any go-slow and not
    going on strike. (7.5 Marks)
    b) In case union gives notice of strike, what HR plan will you present to Management for Business
    Continuity in case of Strike. (7.5 Marks)

    Case Study – 2
    Company Profile: (15 Marks)
    ACG Limited, a large manufacturing firm which produces Engines, Engine components, Power systems and
    provide solutions to the Turbines and Power projects. It is a 100+ year old company with strong value systems
    and principles. Total Net Worth of the company is 11 Billion Dollars with 28000+ employees worldwide.

    Company Mission: Making people’s lives better by powering a more prosperous world

    Company Vision: Innovating for our customers to power their success

    Company Values:
    1. INTEGRITY - Doing what you say you will do and doing what is right
    2. DIVERSITY AND INCLUSION - Valuing and including our differences in decision making is our
    competitive advantage
    3. CARING - Demonstrating awareness and consideration for the wellbeing of others
    4. EXCELLENCE - Always delivering superior results
    5. TEAMWORK - Collaborating across teams, functions, businesses and borders to deliver the best
    work
    Scenario:
     ACG Limited is starting a green-field (a new manufacturing facility) project in a small town called
    Shivpuri (a tier 3 town based in Madhya Pradesh).
     You are being appointed as the General Manager HR & IR and you are given a task to establish
    People’s Policies and plan the recruitment strategy for the green field location.
     As a company’s top management mandate, the hiring strategy should have 30% on-boarding of women
    workforce in the upcoming factory.
     As a General Manager HR & IR, what will be your comprehensive master plan to ensure that the
    mandate given from the top management which is to hire 25% women workforce and 25% local
    workforce is achieved?

    As a General Manager HR & IR, you are required to present to the board of directors your strategy to recruit
    25% women workforce and 25% local workforce. The presentation should include:
     Prerequisites,
     Community support required,
     Government support required,
     Working conditions & compliance,
     Additional support for women workforce
     Hiring strategy
     On-boarding plan.
     Training required if any
     Any other (if you can add)

    Please share your step by step plan in each of the pointers mentioned above.

    Case Study – 3
    When Sudhir became head of Spark ltd., he set out to discover what people liked and did not like about
    working there. He realized that people remember how you make them feel, so he decided to focus on people
    and emphasize training and development. The results have been very positive, as 80% of employees say that
    their position in Spark ltd. is good for personal growth, and 82% say their experience is good for their future.
    73% find their work stimulating and 72% report that they are excited about the company's future. 73% find
    their work stimulating and 72% are excited about Spark ltd. 's future. Sudhir is a reflection of the excellent
    leadership at Spark ltd. which has earned an 80% approval rating from employees. Their confidence in senior
    management is also reflected in a survey that showed 69% of employees were not just motivated. but inspired,
    by Spark ltd. senior partner and chief executive Raghuveer. When Spark Ltd.'s operations hit nearly $4 billion
    in revenues, everyone received about a $2,000 bonus and special gift cards on Diwali, and an extra day off.
    Those were the good time. How, about the hard times? During difficult times, Spark ltd. needs to look at
    meeting different kinds of employee need. At the onset of the global recession in late 2008, Raghuveer actively
    provided regular voicemail updates on how the company was dealing with the crisis, another sign of excellent
    leadership. A recession is an opportune time for a company to explore creative ways to manage and lead
    people. Spark ltd. experimented with reduced hours, unpaid furloughs, and lateral career moves . Crises are
    times in which to seek out new opportunities while being attentive to the dangers and pitfalls that are most
    often the focus . Going up the career ladder in hard times may be difficult, even impossible, but does this mean
    work becomes a dead end?

    a) How training and development helps in enhancing employee productivity? (5 Marks)


    b) Design a performance appraisal form for Sudhir’s role in the organization (5 Marks)
    c) What new technology initiatives will support the HR role in this organizations? (5 Marks)

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