CASE 1: BATA INDIAS HR PROBLEMS 2

Just as with all relationships, the employer and employee relationship is one that must

develop over time. In the case of BATA, bridges started to burn when they replaced the Indian

members of the top management with foreigners. Keeping them would have helped in conveying

good-will and having them around might help in making decisions that are appropriate for the

Indian employees/workers. They could have also paid attention to the trade unions when they

opposed for the selling of the headquarters and shifting almost all the major operations to

Batanagar. The second of the hardest blows are asking 250 managers and juniors to quit, while

having the others fill the gaps created by vacancies and retirements. This action taken by Weston

may be practical in his judgement, but it does not help in creating a picture that BATA is still a

healthy and purposeful company to work for.

Not having any illustration for the employees and staff in creating major

company selections, particularly once it involves economy, can result in chaos and
confusion. Bata would have done higher if somebody might translate their
sympathies, and also the problem they
need featured in creating such arduous alternative.