Human Resource Management Case Study With Solution

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Human Resource Management: Case Study with Solutions
Article in INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT · August 2023
DOI: 10.55041/IJSREM21509
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International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 07 Issue: 08 | August - 2023 SJIF Rating: 8.176 ISSN: 2582-3930
Human Resource Management: Case Study with Solutions

Dr C K Gomathy, Mr. Sai Ganesh Samudrala, Mr. Settemoni Manohar
Department of CSE-SCSVMV Deemed to be University, India
Abstract:
Human resource management (HRM) plays a vital role in organizations as it focuses on effectively
managing the human capital to align with organizational goals and objectives. This abstract provides an
overview of the key aspects of HRM in organizations. It highlights the importance of recruitment and
selection in attracting qualified candidates, training and development in enhancing employee skills and
knowledge, performance management in evaluating and improving employee performance, compensation
and benefits in ensuring fair compensation and employee well-being, employee relations in maintaining
positive workplace relationships, employee engagement and motivation in fostering a productive work
environment, HR information systems in managing employee data and facilitating decision-making, and
legal compliance in adhering to employment laws and regulations. Effective HRM contributes to employee
satisfaction, productivity, and retention, thereby enhancing organizational success.
Keywords: Human resource management, HRM, Workforce management, Recruitment and selection,
Training and development, Performance management
I. INTRODUCTION
Human resource management (HRM) is a critical function within organizations that focuses on managing
the most valuable asset: people. Effective HRM practices are essential for attracting, developing, and
retaining a skilled and motivated workforce that can contribute to the achievement of organizational goals.
HRM encompasses a wide range of activities, including recruitment and selection, training and
development, performance management, compensation and benefits, employee relations, and legal
compliance.
In today's dynamic and competitive business environment, organizations recognize the strategic significance
of HRM in gaining a competitive edge. Successful HRM practices not only ensure that the right people are
in the right roles but also create a positive work culture that fosters employee engagement, productivity, and
innovation.
Recruitment and selection involve attracting and identifying the most suitable candidates for job vacancies.
HR professionals design recruitment strategies, assess candidate qualifications, and make informed
decisions on hiring. Once employees are hired, training and development programs enhance their skills,
knowledge, and abilities, equipping them to perform their roles effectively and adapt to evolving business
needs.
Performance management processes help organizations assess employee performance, provide feedback,
and set goals for improvement. It involves regular evaluations, performance appraisals, and developmental
discussions that promote growth and career advancement. Compensation and benefits encompass designing
equitable salary structures, administering employee benefits, and ensuring competitive remuneration
packages that recognize employee contributions.
Employee relations play a crucial role in maintaining a positive work environment. HRM addresses
workplace conflicts, handles employee grievances, and ensures compliance with employment laws and
© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 1

regulations. By fostering a culture of fairness, respect, and inclusivity, organizations can cultivate strong
employee relationships and minimize turnover.
Employee engagement and motivation are key drivers of organizational success. HRM initiatives focus on
creating an environment where employees feel valued, recognized, and connected to the organization's
mission. Through employee engagement surveys, feedback mechanisms, and development opportunities,
HRM strives to enhance job satisfaction, foster a sense of belonging, and inspire employees to go above and
beyond in their roles.
The emergence of HR information systems (HRIS) has revolutionized HRM practices by streamlining
administrative tasks, managing employee data, and providing analytics for informed decision-making. HRIS
platforms enable efficient record-keeping, automate processes, and support strategic workforce planning.
Lastly, legal compliance is a critical aspect of HRM. Organizations must adhere to labor laws, regulations,
and ethical standards to avoid legal repercussions. HR professionals ensure that policies and procedures are
in line with legal requirements and that employees are treated fairly and equitably.
In summary, effective HRM is essential for organizations to thrive and achieve their objectives. By
strategically managing their human capital, organizations can attract and retain talented employees, nurture
their growth and development, create a positive work environment, and drive organizational success in a
competitive business landscape.
II. TYPES OF HRM
There are several types or approaches to human resource management (HRM) that organizations can adopt
based on their goals, values, and organizational culture. Here are some common types of HRM:
1. Traditional/Transactional HRM: This approach focuses on the administrative and transactional
aspects of HRM, such as payroll processing, benefits administration, and compliance with
employment laws. The primary goal is to ensure efficient HR operations and maintain legal
compliance.
2. Strategic HRM: Strategic HRM aligns HR practices with the overall strategic goals of the
organization. It involves identifying and implementing HR strategies that support organizational
objectives. Strategic HRM emphasizes long-term planning, talent management, and workforce
planning to ensure the organization has the right people in the right positions to drive success.
3. Talent Management: Talent management focuses on attracting, developing, and retaining top talent
within the organization. It includes activities such as succession planning, leadership development,
career management, and high-potential identification. Talent management aims to nurture and retain
high-performing employees to build a strong and capable workforce.
4. Performance-based HRM: This approach emphasizes managing employee performance to drive
organizational success. It involves setting performance goals, conducting regular performance
appraisals, providing feedback and coaching, and linking performance to rewards and recognition.
Performance-based HRM aims to enhance individual and team performance to achieve
organizational objectives.
5. Employee Relations: Employee relations HRM focuses on building and maintaining positive
relationships between employees and the organization. It involves managing employee grievances,
handling conflicts, and fostering open communication channels. Employee relations HRM aims to
create a harmonious work environment and promote employee satisfaction and engagement.
6. Diversity and Inclusion HRM: This approach focuses on creating a diverse and inclusive workplace.
It involves implementing policies and practices that promote diversity, equity, and inclusion, such as

diverse hiring practices, employee resource groups, and training programs on unconscious bias.
Diversity and inclusion HRM aims to create a work environment that respects and values individual
differences.
7. Employee Engagement: Employee engagement HRM focuses on fostering a positive work culture
and enhancing employee satisfaction and commitment. It involves initiatives such as employee
surveys, feedback mechanisms, recognition programs, and work-life balance initiatives. Employee
engagement HRM aims to create a motivated and engaged workforce that contributes to
organizational success.
8. Agile HRM: Agile HRM is an approach that aligns HR practices with the principles of agility and
adaptability. It involves being responsive to changing business needs, promoting flexibility in work
arrangements, and empowering employees to take ownership of their work. Agile HRM aims to
create an agile organization that can quickly respond to market changes and opportunities.
It's important to note that these types of HRM are not mutually exclusive, and organizations often combine
different approaches based on their specific needs and contexts. The chosen type of HRM should align with
the organization's overall strategy and support its desired organizational culture and goals.
III. SKILLS NEEDED FOR HRM
Skills required for human resource management (HRM) in organizations include a combination of technical
expertise, interpersonal skills, and strategic capabilities. Here are some essential skills for HR professionals:
1. Communication Skills: Effective communication skills are crucial for HR professionals. They need
to communicate clearly and confidently with employees at all levels, listen actively, and convey
information effectively in various formats, such as presentations, written documents, and
interpersonal interactions.
2. Interpersonal Skills: HR professionals interact with employees, managers, and stakeholders on a
daily basis. Strong interpersonal skills, including empathy, active listening, relationship building, and
conflict resolution, are essential for fostering positive relationships and effectively handling
employee concerns.
3. Ethical and Professional Conduct: HR professionals deal with sensitive and confidential information,
making ethical conduct a fundamental skill. Upholding confidentiality, demonstrating integrity, and
maintaining professionalism are vital for building trust and credibility within the organization.
4. Problem Solving and Decision Making: HR professionals often encounter complex issues and
challenges. The ability to analyze problems, gather relevant information, evaluate options, and make
informed decisions is crucial for effective HR management. Problem-solving skills help in
identifying and implementing appropriate solutions to address employee and organizational needs.
5. Strategic Thinking: HR professionals need to think strategically and align HR practices with
organizational goals. They should be able to understand the business context, anticipate future needs,
and develop HR strategies and initiatives that support the organization's long-term objectives.
6. Knowledge of Employment Laws and Regulations: HR professionals must have a solid
understanding of labor laws, regulations, and employment practices. Staying updated with changes in
legislation and ensuring compliance with legal requirements is vital to avoid legal risks and protect
the rights of employees and the organization.
7. HR Technology and Analytics: Proficiency in HR technology and data analytics is increasingly
important in modern HRM. HR professionals should be familiar with HR information systems

(HRIS), applicant tracking systems (ATS), and other relevant tools. They should also be able to
analyze HR data to derive insights for decision-making and strategic planning.
8. Organizational and Time Management Skills: HR professionals often deal with multiple
responsibilities and deadlines. Strong organizational and time management skills are necessary to
prioritize tasks, manage competing demands, and ensure efficient HR operations.
9. Continuous Learning and Adaptability: HRM is a dynamic field that requires continuous learning
and adaptation to keep up with changing trends, best practices, and emerging technologies. HR
professionals should be open to learning, stay updated with industry developments, and be willing to
adapt their approaches to meet evolving organizational needs.
IV.CASE STUDY WITH SOLUTION
Case Study 1: Google's Employee Engagement Initiatives
Google is renowned for its exceptional HR practices that prioritize employee engagement. The company
believes that engaged employees are more productive and innovative. Google's HRM initiatives include the
following:
1. 20% Time: Google allows employees to spend 20% of their work time on personal projects unrelated
to their primary job responsibilities. This initiative fosters creativity and innovation, giving
employees the freedom to pursue their passions and contribute to new ideas and product
development.
2. Employee Perks and Benefits: Google provides numerous perks and benefits to its employees,
including free gourmet meals, on-site medical care, fitness centers, and generous parental leave
policies. These initiatives promote work-life balance, well-being, and employee satisfaction.
3. Googleplex Work Environment: The physical work environment at Google, known as the
Googleplex, is designed to inspire and motivate employees. It features open and collaborative
workspaces, recreational facilities, relaxation areas, and an overall vibrant and comfortable
atmosphere.
These employee engagement initiatives have contributed to Google's success in attracting and retaining
top talent, fostering a culture of innovation, and maintaining high levels of employee satisfaction.
Case Study 2: Patagonia's Employee Development and Sustainability Focus
Patagonia, an outdoor apparel company, places a strong emphasis on employee development and
sustainability. Their HRM practices include the following:
1. Environmental Initiatives: Patagonia's mission is to "build the best product, cause no unnecessary
harm, and use business to inspire and implement solutions to the environmental crisis." The company
actively engages employees in environmental causes and sustainability efforts, aligning their values
with the organization's mission.
2. Employee Development and Education: Patagonia supports employee development through
programs like the "Environmental Internship Program" and the "Corporate Wilderness Program."
These initiatives provide employees with opportunities to deepen their knowledge of environmental
issues and develop leadership skills.

3. Work-Life Balance: Patagonia offers flexible work arrangements, such as flexible scheduling,
telecommuting, and unlimited vacation policies. These practices promote work-life balance and trust
between the organization and its employees.
Patagonia's HRM practices have helped the company attract passionate employees who align with their
environmental mission and create a positive impact on society.
Case Study 3: Zappos' Unique Recruitment and Cultural Fit
Zappos, an online shoe and clothing retailer, is known for its distinct approach to recruitment and cultural
fit. Their HRM strategies include:
1. Core Values Alignment: Zappos places great importance on cultural fit during the recruitment
process. The company identifies core values and seeks candidates who align with them, emphasizing
qualities such as customer focus, innovation, and fun. Candidates go through multiple interviews to
assess their alignment with the company's culture.
2. Offer of Employment Withdrawal: After the recruitment process, Zappos provides a unique offer of
employment withdrawal. They offer new hires a cash incentive to leave the company if they feel that
Zappos is not the right fit for them. This practice ensures that employees genuinely want to be part of
the organization and are committed to its values.
3. Emphasis on Employee Happiness: Zappos prioritizes employee happiness and fosters a positive
work environment. They provide opportunities for personal and professional growth, celebrate
achievements, and emphasize teamwork and collaboration.
Zappos' HRM practices have resulted in a strong and unified culture, leading to high employee satisfaction
and customer loyalty.
These case studies demonstrate the diverse approaches to HRM and how organizations can leverage
human resource practices to create a competitive advantage, drive employee engagement, and align with
their values and mission.
V.CONCLUSION
Human resource management (HRM) is a critical function within organizations that focuses on effectively
managing the human capital to achieve organizational goals. HRM encompasses various practices such as
recruitment and selection, training and development, performance management, compensation and benefits,
employee relations, and legal compliance. Effective HRM plays a crucial role in attracting and retaining top
talent, enhancing employee engagement and motivation, promoting a positive work environment, and
driving organizational success. By aligning HR practices with strategic objectives, organizations can create a
strong workforce, nurture employee growth and development, and foster a culture of innovation and
collaboration.
Furthermore, HRM practices that prioritize employee well-being, work-life balance, and diversity and
inclusion contribute to higher job satisfaction, increased productivity, and reduced turnover rates.
Organizations that value and invest in their employees through HRM initiatives gain a competitive
advantage in attracting and retaining talent.
Moreover, technological advancements, such as HR information systems (HRIS), have transformed HRM
practices by streamlining administrative tasks, enhancing data management, and facilitating data-driven
decision-making. HRIS enables organizations to optimize HR processes, improve efficiency, and focus on
strategic HR initiatives.

VI. References
• Dr.C K Gomathy, A CASE STUDY ON EMPLOYEE MOTIVATION IN AN ORGANISATION,

International Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 06
Issue: 02 | Feb - 2022 ISSN: 2582-3930, Impact Factor :7.185
• Dr.C K Gomathy, THE EFFECT OF HUMAN RELATION IN SOLVING CONFLICTS IN AN
ORGANIZATION, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, A PERSONALITY DEVELOPMENT PROGRESS IN BOSS AND
SECRETARY RELATIONSHIP AT BUSINESS ORGANIZATIONS, International Journal of
Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 02 | Feb - 2022
ISSN: 2582-3930
• Dr.C K Gomathy, A Review Paper on Work-Life Balance in Large Organization, International
Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 02 |
Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, A STUDY ON COOPERATIVE SOCIETIES IN ECONOMIC
DEVELOPMENT International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 | March- 2022 ISSN: 2582-3930
• Dr.C K Gomathy, A STUDY ON EMPLOYEE ABSENTEEISM IN GARMET INDUSTRY,
Issue: 04 | April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, A STUDY ON HUMAN RESOURCE MANAGEMENT FUNCTIONS AND ITS
EFFECTIVENESS, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 | March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, ACHIEVING SUSTAINABILITY HUMAN RESOURCES DEVELOPMENT
Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, CONFLICT MANAGEMENT AND ITS IMPACT ON ORGANIZATIONAL

PERFORMANCE, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 | March- 2022 ISSN: 2582-3930
• Dr.C K Gomathy, EFFECTS OF EMPLOYEES ATTITUDE TO WORK ON PRODUCTIVITY,
Issue: 02 | Feb- 2022 ISSN: 2582-3930 - Impact Factor :7.185
• Dr.C K Gomathy, EMPLOYEE MOTIVATION AND PRODUCTIVITY OF AN
ORGANISATION, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 | March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, IMPACT OF HUMAN RESOURCES PLANNING ON THE
ACTUALIZATION OF ORGANIZATIONAL GOAL, International Journal of Scientific Research
in Engineering and Management (IJSREM) Volume: 06 Issue: 03 | March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, CUSTOMER SEGMENTATION TECHNIQUES,International Research Journal
of Engineering and Technology (IRJET) Volume: 09 Issue: 031 | March - 2022 , p-ISSN: 2395-007,
e-ISSN: 2395-005, Impact Factor:7.529
• Dr.C K Gomathy, ORGANISATIONAL BEHAVIOUR IN HUMAN RESOURCE
DEVELOPMENT, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 02| Feb- 2022 ISSN: 2582-3930

• Dr.C K Gomathy, OVERVIEW OF RECRUITMENT AND SELECTION PROCESS IN HRM,

Issue: 03 March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, A CONSEQUENCE OF ACCURATE RECORDS MANAGEMENT ON
WORKERS PRODUCTIVITY, International Journal of Scientific Research in Engineering and
Management (IJSREM) Volume: 06 Issue: 03 March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, EFFECTS OF GLOBALIZATION ON HUMAN RESOURCE DEVELOPMENT
AND MANAGEMENT IN INDIA, International Journal of Scientific Research in Engineering and
• Dr.C K Gomathy, SOCIAL AND ECONOMIC BENEFITS OF WORKERS IN INDUSTRIAL
COOPERATIVE, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, STUDENT INFORMATION MANAGEMENT SYSTEM, International Journal
of Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 03 March -
2022 ISSN: 2582-3930
• Dr.C K Gomathy, TALENT MANAGEMENT AND EMPLOYEE JOB SATISFACTION,
Issue: 03 March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE EFFECT OF COMMUNICATION BARRIER ON THE PRODUCTIVITY
AND PERFOMANCE OF EMPLOYEES, International Journal of Scientific Research in
Engineering and Management (IJSREM) Volume: 06 Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE EFFECT OF INCENTIVES ON JOB PERFORMANCE IN AN
ORGANIZATION, International Journal of Scientific Research in Engineering and Management
• Dr.C K Gomathy , THE EFFECT OF MOTIVATION ON STAFF PERFORMANCE, International
Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 04
April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy,THE EMPLOYEE STIMULUS AND RELATIONSHIP EFFICIENCY,
Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE HUMAN RESOURCE MANAGEMENT SERVICE IN HOTEL AND
CATERING INDUSTRY, International Journal of Scientific Research in Engineering and
Management (IJSREM) Volume: 06 Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, The Impact of Job Satisfaction on Workers’ Productivity, International Journal of
Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 02 | Feb - 2022
ISSN: 2582-3930
• Dr.C K Gomathy, THE IMPACT OF MOTIVATIONAL INCENTIVES ON EMPLOYEE
PERFORMANCE., International Journal of Scientific Research in Engineering and Management
• Dr.C K Gomathy, THE INSPIRATION OF SUBORDINATE LABOURS FOR ENRICHED
MANAGEMENT., International Journal of Scientific Research in Engineering and Management
• Dr.C K Gomathy, THE RECRUITMENT POLICIES AND PROCEDURES IN ORGANIZATIONS
AND COMPANIES, International Journal of Scientific Research in Engineering and Management
• Dr.C K Gomathy, THE STRATEGIES FOR BOOSTING EMPLOYEE MORALE IN AN
ORGANISATION, International Journal of Scientific Research in Engineering and Management
• Dr.C K Gomathy, THE TALENT MANAGEMENT AND EMPLOYEE JOB SATISFACTION,

Issue: 02 | Feb - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE USE OF PERFORMANCE APPRAISAL AND REWARD SYSTEM IN
ENHANCEING EMPLOYEE PERFORMANCE IN AN ORGANISATION, International Journal of
Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 03 March - 2022
ISSN: 2582-3930
• Dr.C K Gomathy, EMPLOYEE ENGAGEMENT STRATEGIES IN INFORMATION
TECHNOLOGY COMPANIES, International Journal of Scientific Research in Engineering and
• Dr.C K Gomathy, HUMAN RESOURCE DEVELOPMENT PROGRAMS FOR DIVERSIFIED
EMPLOYEES, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 04 April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE EFFECTS OF STRESS ON EMPLOYEES’ PRODUCTIVITY IN
SERVICE INDUSTRY, International Journal of Scientific Research in Engineering and
Management (IJSREM) Volume: 06 Issue: 04 April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE EMPLOYEE RETENTIONS AND ITS STRATEGIES, International Journal
of Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 04 April - 2022
ISSN: 2582-3930
• Dr.C K Gomathy, THE EMPLOYEE TRAINING AND DEVELOPMENT IN MULTI
NATIONAL CORPORATIONS, International Journal of Scientific Research in Engineering and
• Dr.C K Gomathy, THE IMPACT OF HUMAN RESOURCE PLANNING ON PRODUCTIVITY,
Issue: 04 April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE IMPACT OF SOCIAL NETWORKING SITES ON EMPLOYEE JOB
RECRUITMENT, International Journal of Scientific Research in Engineering and Management
(IJSREM) Volume: 06 Issue: 03 March - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE ROLE OF WOMEN AND THEIR IMPACT ON OVERALL LEADERSHIP
AND MANAGEMENT, International Journal of Scientific Research in Engineering and
• Dr.C K Gomathy, A STUDY ON UNIFIED RECRUITMENT AND REJUVENATING,
Issue: 04 April - 2022 ISSN: 2582-3930
• Dr.C K Gomathy, THE DETECTION OF FACE AND EYES USING PYTHON, Journal of
Emerging Technologies and Innovative Research (JETIR) Volume: 09 Issue: 03 March – 2022,
ISSN-2349-5162,Impact Factor:7.95
• Dr.C K Gomathy, A DEVELOPING INDUSTRIAL SYMBIOSIS IN LARGE CITIES USING BIG
DATA, International Research Journal of Engineering and Technology (IRJET), Volume: 08 Issue:
10 | Oct 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529, Available at
www.irjet.net.
• Dr.C K Gomathy, BIG DATA ANALYSIS OF AIRLINE DATASET USING HIVE, International
Research Journal of Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct 2021, e-
ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529, Available at www.irjet.net.
• Dr.C K Gomathy, BIG DATA-DRIVEN ABNORMAL BEHAVIOR DETECTION IN
HEALTHCARE BASED ON ASSOCIATION RULES, International Research Journal of
Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-
ISSN: 2395-0072, Impact Factor value: 7.529, Available at www.irjet.net
• Dr.C K Gomathy, FOREST FIRE DETECTION USING MACHINE LEARNING, International

• Dr.C K Gomathy, THE CUSTOMER DATA ANALYSIS USING SEGMENTATION WITH
SPECIAL Reference Mall, International Research Journal of Engineering and Technology (IRJET),
Volume: 08 Issue: 9 | Sep 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value:
7.529, Available at www.irjet.net.
• Dr.C K Gomathy, THE FAKE NEWS DETECTION USING MACHINE LEARNING
ALGORITHMS, International Research Journal of Engineering and Technology (IRJET), Volume:
08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529,
Available at www.irjet.net.
• Dr.C K Gomathy, THE INTEGRATING E-GOVERNANCE WITH BIG DATA ANALYTICS
USING APACHE SPARK, International Research Journal of Engineering and Technology (IRJET),
Volume: 08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value:
7.529, Available at www.irjet.net.
• Dr.C K Gomathy, THE LANE DETECTION ON ROADS USING COMPUTER VISION,
International Research Journal of Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct
2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529, Available at
www.irjet.net.
• Dr.C K Gomathy, THE LOAN PREDICTION USING MACHINE LEARNING, International
• Dr.C K Gomathy, THE PARKINSON’S DISEASE DETECTION USING MACHINE LEARNING
TECHNIQUES, International Research Journal of Engineering and Technology (IRJET), Volume:
08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529,
• Dr.C K Gomathy, THE TWITTER BEHAVIOURAL ANALYTICS, International Research Journal
of Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-
ISSN: 2395-0072, Impact Factor value: 7.529, Available at www.irjet.net.
• Dr.C K Gomathy, VEHICLE COUNTING AND NUMBER PLATE DETECTION, International
Research Journal of Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct 2021, e-ISSN:
2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529, Available at www.irjet.net.
• Dr.C K Gomathy, A STUDY ON RAINFALL PREDICTION TECHNIQUES, International Journal
of Scientific Research in Engineering and Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021,
ISSN: 2582-3930, Impact Factor:7.185,Available at www.ijsrem.com
• Dr.C K Gomathy, AGE AND GENDER DETECTION, International Journal of Scientific Research
in Engineering and Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021, ISSN: 2582-3930,
Impact Factor:7.185,Available at www.ijsrem.com
• Dr.C K Gomathy, COLOR DETECTION USING PANDAS AND OPENCV, International Journal
of Scientific Research in Engineering and Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021,
• Dr.C K Gomathy, THE PREDICTION OF DISEASE USING MACHINE LEARNING,
Issue: 10 | Oct- 2021, ISSN: 2582-3930, Impact Factor:7.185,Available at www.ijsrem.com
• Dr.C K Gomathy, THE REALTIME VEHICLE TRACKING SYSTEM, International Journal of
Scientific Research in Engineering and Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021,

• Dr.C K Gomathy, THE EFFICIENT MANAGEMENT FOR MALICIOUS USER DETECTION IN

BIG DATA,COLLECTION., International Journal of Scientific Research in Engineering and
Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021, ISSN: 2582-3930, Impact
Factor:7.185,Available at www.ijsrem.com
• Dr.C K Gomathy, A GAS LEAKAGE DETECTOR USING IOT, International Research Journal of
Engineering and Technology (IRJET), Volume: 08 Issue: 10 | Oct 2021, e-ISSN: 2395-0056, p-
ISSN: 2395-0072, Impact Factor value: 7.529, Available at www.irjet.net.
• Dr.C K Gomathy, A REVIEW ON IOT BASED COVID-19 PATIENT HEALTH MONITOR IN
QUARANTINE, International Research Journal of Engineering and Technology (IRJET), Volume:
08 Issue: 9 | Sep 2021, e-ISSN: 2395-0056, p-ISSN: 2395-0072, Impact Factor value: 7.529,
• Dr.C K Gomathy, A STUDY ON AN IOT-BASED PROACTIVE TECHNOLOGY TO AID
FIGHTERS IN WAR ZONE., International Journal of Scientific Research in Engineering and
Management (IJSREM) Volume: 05 Issue: 10 | Oct- 2021, ISSN: 2582-3930, Impact
Factor:7.185,Available at www.ijsrem.com
Author’s Profile:
Dr. C.K. Gomathy,

Assistant Professor in Computer Science and Engineering,
SCSVMV University,
Kanchipuram,
India.
Her area of interest: Software Engineering, Web Services, Knowledge
Management, Organizational behaviour, and IoT
Sai Ganesh Samudrala,

Final Year Student,
B.E. Computer Science and Engineering,
SCSVMV University,
Kanchipuram,
India.
Settimoni Manohar,
Final Year Student,
B.E. Computer Science and Engineering,
SCSVMV University,
Kanchipuram,
India.
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Human Resource Management: Case Study with Solutions

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Human Resource Management: Case Study with Solutions

Department of CSE-SCSVMV Deemed to be University, India

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 1

II. TYPES OF HRM

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 2

III. SKILLS NEEDED FOR HRM

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 3

IV.CASE STUDY WITH SOLUTION

Case Study 1: Google's Employee Engagement Initiatives

Case Study 2: Patagonia's Employee Development and Sustainability Focus

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 4

Case Study 3: Zappos' Unique Recruitment and Cultural Fit

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 5

• Dr.C K Gomathy, A CASE STUDY ON EMPLOYEE MOTIVATION IN AN ORGANISATION,

• Dr.C K Gomathy, CONFLICT MANAGEMENT AND ITS IMPACT ON ORGANIZATIONAL

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 6

• Dr.C K Gomathy, OVERVIEW OF RECRUITMENT AND SELECTION PROCESS IN HRM,

• Dr.C K Gomathy, THE TALENT MANAGEMENT AND EMPLOYEE JOB SATISFACTION,

• Dr.C K Gomathy, FOREST FIRE DETECTION USING MACHINE LEARNING, International

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 9

• Dr.C K Gomathy, THE EFFICIENT MANAGEMENT FOR MALICIOUS USER DETECTION IN

Dr. C.K. Gomathy,

Sai Ganesh Samudrala,

© 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM21509 | Page 10

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