HRM Case Study 1 Harsha and Franklin both of them are postgraduates in management under different streams

from the same BSchool. Both of them are close to each other from the college days itself and the same friendship is
continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha
placed in HR department as employee counselor and Franklin in the finance department as a key finance
executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is
holding more responsibility being in core finance. By nature, Harsha is friendly in nature and ready to help the
needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They
have successfully completed 4 years in the organization. And management is very much satisfied with both of them
as they are equally talented and constant performers.Harsha felt that now a day’s Franklin is not like as he uses to
be in the past. She noticed some behavioral changes with him. During general conversations, she feels that
Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not
even recognized by fellow employees.One morning Mr. Mehta General Manager Hy-tech technology solutions
shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha
immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said
that she does not know this before she also reveled here current experience with him. Mr. Mehta who does not
want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.In the
afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on
the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is1)
when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha
he gets well treated by others.2) one day Both of them entered the company together the security in the gate wished
them but the next day when he came alone the same security did not do so.3) Even in meetings held in the office,
the points raised by Harsha will get more value so many times he keeps silent in the meeting.It happens to Franklin
that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that
” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with
first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me
are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow
employees my ego does not allow me to continue here”.By listening to this statement Mr.Metha felt that it is not
going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial
behavior of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back
his resignation. And he called Harsha and spoke with like before. Question for HRM Case Studies: Case Study 1
Find the reason that Mr. Mehta would have given to Franklin.
Solution for HRM Case Study 1 Mr. Mehta listening to this case understood the situation and realized the reason behind
the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are
passed out from the same college in the same year. Both of them joined the company together both have same experience.
Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.--------
Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility
than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds
more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the
employees’ attention in this aspect. Harsha being a counselor in HR she faces the employees every day. She developed
good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they
face any problem as she gives good counseling and most of the time she suggests the best solutions for such issues.-----
Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though
he has a helping tendency he does only when someone approached him personally. As the employees of other departments
do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood
these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with
the above said reasons and made Franklin understood the reality.---Mr. Mehta said that the security in the gate or the
employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counseling or
approached her for any issues. And as usual, she would have counseled well or solved the issues of them that is the reason
why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would
have hardly met him or interacted with him.------When it comes to the point that even in-office meetings Harsha, points
are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to
employees or from the employees’ point of view which actually the management wants to know so they give value to her
points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to
raise some suggestions so management does not have any option to listen to that suggestion.------------After listening to all
the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha
among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an
apology and to meet her as a friend as like his college days.
HRM Case Study 2 Watson Public Ltd Company is well known for its welfare activities and employee-oriented
schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers
and 150 administrative staff and 80 management-level employees. The Top-level management views all the
employees at the same level. This can be clearly understood by seeing the uniform of the company which is the
Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places
one near the plant for workers and others near the Administration building. Though the place is different the
amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule
Employee Equality.The company has one registered trade union and the relationship between the union and the
management is very cordial. The company has not lost a single man day due to strike. The company is not a
paymaster in that industry. The compensation policy of that company, when compared to other similar companies,
is very less still the employees don’t have many grievances due to the other benefits provided by the company. But
the company is facing a countable number of problems in supplying the materials in the recent past days.
Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect
labeling of material, not dispatching the material on time, etc…The management views the case as there are
loopholes in the system of various departments and hand over the responsibility to the HR department to solve the
issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it
relates to the employees. When investigated he come to know that the reason behind the casual approach by
employees in work is.The company hired new employees for a higher-level post without considering the potential
internal candidates.The newly hired employees are placed with higher packages than that of existing employees in
the same cadre.
Questions: 1. Narrate the case with a suitable title for the case. Justify your title.Solution For HRM Case Studies: Case
Study No. 2 Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all
facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like
materials are meeting the quality supply schedule is not met etc.. and the HR manager said that the policy of hiring new
employees for the higher post without considering old potential employees is the major problem. “Employee recognition
VS Employee equality”. As the HR manager states that employees are not been recognized for the potential rather the
company has gone for new recruitment. Because of which the company faces problems.2. The points rose by the HR
manger as reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource
related concepts.Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as
popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect,
consideration, etc for their work and performance.In the above-said case, even the company provides and stands by the
concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction
towards the organization and they showed in the way of quality issues and slow down production.Related HR concept.----
Slow down Production:The concept of slow down production is a type of strike done by an employee. The Industrial
Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for
strike they follow slow down strike. The impact of which will be understood after a particular time period.Employee
Recognition:Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the
employee is not satisfied even after all facilities just because of the reason that they are not recognized.Hawthrone
Experiment:In the four type of test conducted by Elton mayo the remarkable hike in production is recognized in the stage
when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson
Ltd. Before the new hires if the management consulted the employees both management and employees would have
avoided this issue.Hygiene Factor:The theory of hygiene factors states that there are certain factors related to employees
the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the
employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to
a great extent.3. Help the organization to come out from this critical issue. If you are in the role of HR manager what will
be your immediate step to solve this case.-If I was in the post of the HR manager I will try to discuss the issue and ask for
the reason from the management for new recruiting rather than considering available potential talents. I will personally
analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is
possible when a discussion is done. So I will discuss and convince the employee that this won’t happen again in the
organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.
HRM Case Studies: Case Study No. 3 Case Title: Makar Gained Profit by Missed Opportunity & Lost WealthWe have
given Human Resource management – HRM case study of MAKAR Company which is based on Gained profit by missed
opportunity & lost wealth. This case study can be categorized under Training and Development, employee retention
management, strategic human resource management, Human Capital Management. We will update the post soon with a
case study solution.
HRM Case Studies: Case No. 3-“Makar” a textile manufacturing unit located in the city of Jaipur with enough
infrastructure and a good workforce. The organization is specialized in shirting and suiting particularly the
supplies that are done in Rajasthan only. The organization is run by the CEO who is commonly known for well
educated, experienced, a businessman with a humane approach. Mr. Mukund CEO “Makar” considered the
employees as a competitive advantage of his organization and want to keep the workforce always updated to face
the challenges from their competitors.Mr.Mukund, who heads the production himself, developed an efficient top
management group which includes Mr.Prem Heading marketing, Mrs.Mrunal leading HR and T&D, Mr.Vaidya
leading finance. All these department heads are always been supportive heads for the ideas of Mr.Mukund in
handling the workforce. They also believe that satisfied, educated, the dedicated workforce will be a key to success
at any condition to any organization. Money spent on employees will always be an investment for the
organization.Training and development become a day to activity in the organization. Employees are been trained
by wellversed trainers in that area. The organization also encourages the employees to do further studies as part of
the career development program and they get a helping hand from the organization.The employees of Makar are
very much satisfied with this kind of support from the organization and they realized that being with Makar their
personal growth will be assured. Because of the above-said things Makar had many advantages like highly trained
and qualified workforce, highest quality of supplies assured, less rate of attrition, dedicated workforce, meeting the
targets on time, satisfied workforce, etc… One day the employees of Makar were in deep Grief when the news hit
the office that Mr. Mukund CEO decided to handover the charge to Mr. Mithun only son of Mr. Mukund who had
completed his studies and returned to India.Now it has been three months since Mr. Mithun take over the charge
and from day one he started auditing in almost all the departments with a motto to reduce cost. And he got a
strong statistics that the compensation is the highest cost bared by the company compared to any other cost
incurred in the organization.So he called Mrs. Mrunal the head HR and asked her to decide the plan for reducing
the labor cost to 30% by way of Lay-off. Mrs. Mrunal got shocked by listening to this decision and said to
Mr.Mithun that “ Sir it is my responsibility to tell you that the workforce which we have is an excellent, well
trained, loyal and self-motivated workforce. In case of lay off such the competitors will take advantage of that. We
can think of other options rather than Layoff.”Mr.Mithun was not in a position to listen to her words he said that
“sorry Mrs.Mrunal I am not ready to review my decision and neither wants any alternatives for this I want this
work to be done within a week”. Finally, with all her regrets Mr. Mrunal reduced the workforce by 30%. On the
other hand, the employees who were waived of from Makar joined the competitors with a better package.One day
in his office Mr.Mithun was discussing with Mrs.Mrunal that the cost labor in the organization has been reduced
to a great level which increases the net profit also. After listening to this Mrs.Mrunal said that “it is well said we
have reduced the labor cost and increased the profit but it is truer than we have missed the great opportunity to
grow more by losing our wealth to the competitors”1. “ Employees are the competitive of the advantage of Makar”
comment on this statement relating to the approach of Mr. Mukund CEO 2. How did you judge the actions taken
by Mr. Mithun to reduce the cost of labor was it really a successful one.3. “We have gained the profit by losing our
wealth” discuss the statement of Mrs.Mrunal and support her statement.4. From the above-said case find the
opportunity which was missed by Makar due to the lay off as mentioned by Mrs. Mrunal.
Solutions for HRM Case Studies: Case No. 3-1. “Employees are the competitive advantage of Makar” comment on this
statement relating to the approach of Mr. Mukund CEO Competitive Advantage means the point where you specialized
when compared to that of your competitors. That is an edge over your competitors. In the said case Mr. Mukund and his
team enabled employees to get well trained and also encouraged to precede their further studies. Hence they become
skilled, educated, well trained and qualified employees.When the employees are been considered as the competitive
advantage of any organization then it becomes a greater strength of that organization. Because when the employees are the
competitive advantage that means that they are well trained and they are much satisfied with the organization the same
way a well trained and satisfied employee will produce products which are rich in quality. To comment on the statement
said by Mr.Mukund it is true that employees are the competitive advantage of Makar. The reasons why employees are
considered so is a) they are well trained up to date b) they are educated c) skilled d) Habituated to cope up with the change
in technology e) producing high-quality f) time-bound etc.2. How did you judge the actions taken by Mr. Mithun to
reduce the cost of labor was it really a successful one? As soon as Mithun took over the charge he wants to reduce the cost
of production or you can say the overall expenses of the company in all means. When he noticed that the cost of labor is
very high he didn’t analyze in the way why it is high and what the company is getting because of spending on it.
According to my decision taken by Mr. Mithun is not a wise or successful Idea because:- a) Mr.Mukund has spent years
together and invested lots of money to mould the employees in such a way. Mr.Mithun’s decision will not allow him to
encash the investment done by his father he b) Mr.Mithun fire the employees from the organization on whom they have
invested because of which the competitors will get a chance to utilize the benefit of money that Makar had spend on the
employees. c) this decision may also reduce the level of motivation and morale of the remaining employees as the job
security becomes a question mark in Makar.3.“We have gained the profit by losing our wealth” discuss the statement of
Mrs.Mrunal and support her statement. Mrs.Mrunal HR head of Makar was opposing the decision of Mr.Mithun from
starting itself. Because being a HR she was clear that the amount spent on employees for training is not an expenses but it
is an investment. But Mithun didn’t listen to her words. And being an employee she has been forced to separate some of
the employees from MAKAR. And she did it. But she is not happy for what she had done. So she said this statement. This
statement is very well suitable to Makar. Let us separate this statement in two parts and discuss “We have gained the
profit + by + losing our wealth” In this statement “We have gained the profit” means by reducing the workforce Makar
has reduced the expenses which resulted in increase in the profit “losing our wealth” means Makar has invested lot of
money on employees by way of training and made them a strong workforce which is also a competitive advantage to
Makar. By separating them from Makar it is can be said that Makar lost its wealth and wealth here denotes the highly
skilled employees.4..From the above said case find the opportunity which was missed by Makar due to the lay off as
mentioned by Mrs.Mrunal. Mrs.Mrunal said that Makar has missed a good opportunity by means of Layoff. The
opportunity mentioned here is :When we go through the case carefully it was mentioned that Makar has a good
infrastructure and work force but it is serving to the need of Rajasthan only. And it is also mentioned that Makar has
gained a good value among the customers as they don’t have any negative point to say about Makar. In this situation when
it is noticed that Makar have excess workforce which is well trained the CEO should that the option of extending the
business to nearby states. This will develop the business and increase the profit. Expansion of Business is the Opportunity
which was Mentioned by Mrs. Mrunal in the case.
Ideas for Case Studies in the Human Resource Field-Work-Life Balance in Large Organizations-Exploring Socio-
Economic Diversity-Student Collective Bargaining Act-Integrated Exercises for Designing a Pay Structure-Conflict and
Team Dynamics.Human Resource Management is a huge field that impacts several different areas of business and even
other personal aspects of employees. Professionals and managers within the field must tackle issues with compensation,
benefits, employee & labor relations, employment law, training, employee development, workforce planning, and in
today’s modern climate, strategy.Since the field is all-encompassing, it’s never been more crucial for future human
resource managers to study for a graduate degree. Part of the curriculum requirement in most respected HRM programs
will be to complete a case study. Students are expected to take an in-depth look at a subject of study and analyze the data
gathered to support their thesis. Coming up with Human Resources case studies can be challenging.
1 – Work-Life Balance in Large Organizations-The American culture is centered around hard work. While this is a
positive motivation in some cultures, the lack of work-life balance can be frowned upon in others. The focus of the Work-
Life Balance in Large Organizations case study is to analyze how the changing demographics in the country, along with
challenges that recruiters have finding candidates, have created a greater need for larger companies to offer more flexible
arrangements as a benefit.2 – Exploring Socio-Economic Diversity-Strategic planning in HR is important when it comes
to the labor force. This case study involves exploring how socioeconomic status affects employee turnover, scheduling,
employee morale, customer complaints, and interdepartmental communications. The goal of this Human Resource case
study is to see how to create synergy in a company made up of wealthy, middle-class and poverty-level employees.3 –
Student Collective Bargaining Act-Labor laws and constant updates in protections for employees and college students
can affect the operations of the HR department as a whole. The purpose of this case study is for students to review the
regulation set forth under the National Labor Relations Act to explore the labor relations process. Students will form their
own union, negotiate contracts, administer contracts, and protect rights of the students in their union over the course of the
study4 – Integrated Exercises for Designing a Pay Structure-Pay structure is extremely important to employees. In fact,
it’s one of the top priorities on every worker’s list. This is why HRM students who want to work in management can
benefit from completing a case student on designing a pay structure that is fair, easy to comprehend, motivating, and
competitive. Research of compensation in the area and pay systems used in the field will be necessary to complete the
study.5 – Conflict and Team Dynamics-Conflict is present in every organization as employees with different personalities
are all expected to interact with one another. A team’s performance can dramatically suffer when conflict is present. It’s
important for HR managers to understand what factors contribute to conflict. This case study looks at how location,
mergers, cultural values, personal beliefs, and intrapersonal needs can all affect perspectives and interactions.There are
plenty of great ideas for case studies available through the Society for Human Resource Management. These ideas all
pertain to a different area of HRM in which students may want to specialize. Review the Human Resources case studies
above and decide which one sounds most interesting.
Training-Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.”
Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management.
When applied to lower and middle management staff it is called as training and for senior level it is called managerial
development program/executive development program/development program. Objectives/purpose/goals of training and
development Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve
employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves
considerably.” The purpose of training and development can be explained as follows. 1. Improving quality of work
force :- Training and development help companies to improve the quality of work done by their employees. Training
programs concentrate on specific areas. Ther
e by improving the quality of work in that area. 2. Enhance employee growth :- Every employee who takes development
program becomes better at his job. Training provides perfection and required practice, therefore employee’s area able to
develop them professionally. 3. Prevents obsolescence :- Through training and development the employee is up to date
with new technology and the fear of being thrown out of the job is reduced. 4. Assisting new comer :- Training and
development programs greatly help new employees to get accustomed to new methods of working, new technology, the
work culture of the company etc. 5. Bridging the gap between planning and implementation :- Plans made by companies
expect people to achieve certain targets within certain time limit with certain quality for this employee performance has to
be accurate and perfect. Training helps in achieving accuracy and perfection. 6. Health and safety measures :- Training
and development program clearly identifies and teaches employees about the different risk involved in their job, the
different problems that can arise and how to prevent such problems. This helps to improve the health and safety measures
in the company. Methods of training operating personnel/factory workers Training is defined by Wayne Cascio as
“training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so
that the performance of the organization improves considerably.” There are different methods of training for operating
personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of
rupees. 1. On the job training method :- In this method workers who have to be trained are taken to the factory, divided
into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the equipment
must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This
method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first
equipment thoroughly the supervisor moves on to the next equipment and so on. 2. Apprenticeship training :- In this
method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The
theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures
etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued
on the job after training. 3. Vestibule training :- In this method of training an atmosphere which is very similar to the real
job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an
employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he
actually starts doing the job he will not feel out of place. This method is used to train pilots and astronauts. In some places
graphics are also used to create the artificial surroundings. This method involves heavy investment. 4. Job rotation :- In
this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable
with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then
assigned a specific task. 5. Classroom method :- In this method the training is given in the classroom. Video, clippings,
slides, charts, diagrams and artificial modules etc are used to give training. Methods of training for managers/methods of
development/managerial development/executive development (10/5/2 marks very imp) Training is defined by Wayne
Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social
behavior so that the performance of the organization improves considerably.” Various methods are used to train personnel
for managerial level jobs in the company. These methods can be explained with the help of following diagram. Methods
of training On the job training Off the job training Job rotation Classroom method Planned progression Simulation
Coaching and counseling Business games Under study Committees Junior boards Conferences Readings In-basket
training On the job method :- On the job method refers to training given to personnel inside the company. There are
different methods of on the job training. 1. Job rotation :- (2 marks) This method enables the company to train managerial
personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in
the department to the highest level job. This helps when the person takes over as a manager and is required to check
whether his juniors are doing the job properly or not. Every minute detail is studied. 2. Planned progression :- (2 marks) In
this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee
to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to
the new situation. It also provides a chance to learn higher level jobs. 3. Coaching and counseling :- (2 marks) Coaching
refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how
the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to
handle pressure. There is active participation from the senior. Counseling refers to advising the junior employee as and
when he faces problems. The counselor superior plays an advisory role and does not actively teach employees. 4. Under
study :- (2 marks) In this method of training a junior is deputed to work under a senior. He takes orders from the senior,
observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The
method is used when the senior is on the verge of retirement and the job will be taken over by the junior. 5. Junior board :-
(2 marks) In this method a group of junior level managers are identified and they work together in a group called junior
board. They function just like the board of directors. They identify certain problem, they have to study the problem and
provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of
problem faced by the company. Only promising and capable junior level managers are selected for this method. Off the
job training method :- Off the job training refers to method of training given outside the company. The different methods
adopted here are 1. Classroom method :- The classroom method is used when a group of managers have to be trained in
theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions
etc. The method is interactive and provides very good results. 2. Simulation :- Simulation involves creating atmosphere
which is very similar to the original work environment. The method helps to train manager handling stress, taking
immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. 3.
Business games :- This method involves providing a market situation to the trainee manager and asking him to provide
solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team
and play against each other. 4. Committee :- A committee refers to a group of people who are officially appointed to look
into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and
what they learn from it. 5. Conference :- Conferences are conducted by various companies to have elaborate discussions
on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different
fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how
problems can be solved on the job. 6. Readings :- This method involves encouraging the trainee manager to increase his
reading related to his subject and then ask him to make a presentation on what he has learned. Information can be
collected by trainee manager from books, magazines and internet etc. 7. In basket training :- In this method the training is
given to the manager to handle files coming in and to finish his work and take decisions within a specified time limit. The
trainee manager is taught how to prioritize his work, the activities which are important for his job and how to take
decisions within limited time limit. Training procedure/process of training :- Training is defined by Wayne Cascio as
“training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so
that the performance of the organization improves considerably.” Every company has a specific training procedure,
depending upon its requirements. A general training procedure is explained below along with diagram Process/procedure
of training Determining training need of employee Select a target group for training Preparing trainers Developing
training packages Presentation Performance Follow up 1. Determining training needs of employee :- In the very 1st step
of training procedure, the HR department, identifies the number of people required training, specific area in which they
need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to
the organization. Here the general introduction training is required. Some employees may have problems in specific areas;
here the training must be specific. This entire information is collected by HR department. 2. Selecting target group :-
Based on information collected in step 1 the HR department divides employee into groups based on the following. Age
group i. The area of training ii. Level in the organization iii. The intensity of training etc. 3. Preparing trainers :- Once the
employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or
specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their
age, their level in organization, the result desired at the end of training, the area of training, the number of days of training,
the training budget, facilities available etc. 4. Preparing training packages :- Based on the information provided by
trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each
day, depth of which the subject should be covered, the methodology for each session, the test to be given foe each session,
handout/printed material to be given in each session. 5. Presentation :- On the first day of training program the trainer
introduces himself and specifies the need and objective of the program and then actually stars the program. The
performance of each employee is tracked by the trained and necessary feedback is provided. 6. Performance :- At the end
of training program the participants reports back to their office or branches. They prepare report on the entire training
program and what they have learned. They the start using whatever they have learned during their training. Their progress
and performance is constantly tracked and suitable incentives are given if the participant is able to use whatever he has
learned in training. 7. Follow up :- Based on the em0ployee performance, after training, the HR department is able to
identify what is exactly wrong with training program and suitable correction is made. Evaluation of training program
Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee
knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.”
Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has
been spend properly or not. Training programs can be evaluated by asking following questions. a) Has change occurred
after training? b) Is the change due to training? c) Is the change positive or negative? d) Will the change continue with
every training program? A training program should give following resulting changes. 1. Reaction :- Reaction refers to
attitude of employee about the training, whether the employee considers training to be +ve or –ve one. If reaction are +ve
then people have accepted the program and changes will be possible. 2. Learning :- Another method of judging
effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found
out by trainers mark sheet, the report submitted by the employee, and actual performance. 3. Behavior :- The HR
department needs to understand behavior of the employees, to understand the effectiveness of training. The behavioral
change can be seen in how the person interacts with juniors, peer groups and seniors. They mark change in behavior and
inform the HR department of the success of training program. 4. Result :- Results provided by employee in monetary
terms also determines effectiveness of training program i.e. employee success in handling the project, the group
performance before and after training etc. 5. Effectiveness of training program must lead to i. Increase in efficiency of
worker ii. Reduction in labour turnover iii. Increase in discipline iv. Reduction in wastage and therefore cost of production
v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company
Advantages of training programs/training Training is defined by Wayne Cascio as “training consists of planed programs
undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the
organization improves considerably.” The following are the advantages of training program to the company 1. Increase in
efficiency of worker :- Training programs can help workers to increase their efficiency levels, improve quality and
thereby increase sales for the company. 2. Reduced supervision :- When workers have been formally trained they need not
be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in
the factory. 3. Reduction in wastage :- The amount of material wasted by a trained worker is negligible as compared to the
amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of
production. 4. Less turnover of labour :- One of the advantages of the training program is that it increases the confidence
of employees and provides them with better career opportunities. Due to this employee generally do not leave the
company. There by reducing labour turnover. 5. Training helps new employees :- A person, who is totally new to the
company, has no idea about its working. Training helps him to understand what is required from him and helps him to
adjust to the new environment. 6. Union management relations :- When employees are trained and get better career
opportunities. The union starts having a possible attitude about the management. They feel that the management is
genuinely interested in workers development. This improves union management relations. The following are the
advantages of training program to the employee 1. Better career opportunities :- Training programs provide the latest
information, develops talent and due to this the employee is in a position to get better jobs in the same company or other
companies. 2. High rewards :- Effective training programs result in improved performance. When performance appraisal
is done excellent performance from the employee is rewarded by giving him incentives and bonus. 3. Increased
motivation :- Employees who have been trained are generally more confident as compared to others. Since their efforts
will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their
motivation levels are very high. 4. Group efforts :- Training programs are not only technical programs but are also
conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress
management etc. this enables employees to put in group effort without facing problems that groups normally face. In other
words training teaches people to work in a group. 5. Promotion :- People who attend training programs learn from them
and improve themselves are generally considered for promotion. Thus training increases chances of promotion.
Off-the-job training or external training-Off-the-job training is sometimes necessary to get people away from the work
environment to a place where the frustrations and buzz of work are eliminated.Training is generally given in the form of
lectures, discussions, case studies, and demonstrations. This enables the trainee to study theoretical information or be
exposed to new and innovative ideas.Advantages of Off-the-Job Training-Off-the-job training has the following
advantages :It does not disrupt the normal operation,Trainers are usually experienced enough to train,It is systematically
organized,Efficiently created programs may add a lot of values.Disadvantages of Off-the-Job Training-It is claimed that
off-the-job training faces the following limitations:It is not directly in the context of the job,It is often formal,It may not
be based on experience,It is expensive,Trainees may not be much motivated,It is artificial in nature.Methods of Off-the-
Job Training are;Lectures.Straight lecture.Discussion method.Demonstrations.Seminars and conferences.Reading,
television and video instructions.Business Simulation.Cases presentation.Equipment simulators.Business
games.Experimental exercise.Role-playing.Behavior Modeling.Computer modeling.Vestibule training.Sensitivity
Training (T-groups).Computer-based training.However, there are also many off-the-job techniques for training and
developing employees and managers such as:Lectures-The lecture is one of the oldest forms of training, second to
demonstrate. In the early days, knowledge was transferred through demonstrations.Lecture may be printed or oral. It is the
best used to create an understanding of a topic or to influence attitudes through education or training about a topic.The
lecture is merely telling someone about something. There are variations of a lecture format.Straight lecture-It is an
extensive presentation of information, which the trainee attempts to absorb. The lecture is typically thought of in terms of
a person (trainer) speaking to a group about a topic.It is a short version of a lecture. It has the same features as the lecture
but usually lasts less than twenty minutes if done orally.During a straight lecture, the trainee does little except listen,
observe and perhaps take notes. It is useful when a large number of people must be given a specified set of information.
The oral lecture should not contain too many learning points unless the printed text accompanies the lecture.Trainees will
forget information provided orally. Short lectures are usually better.Longer lectures can be effective if the length is due to
examples and clarifying explanations. A major concern about the straight lecture method is the inability to identify and
correct misunderstandings.Discussion method-The discussion method uses a lecture to provide trainees with information
that is supported, reinforced and expanded on through interactions both among the trainees and between the trainer and
trainees.It provides a two-way flow of communication. Knowledge is communicated from the trainer to the trainees.
Quick feedback is ensured.A better understanding is possible. Questioning can be done by both the trainer and the
trainees.Demonstrations-A demonstration is a visual display of how to do something or how something works. To be
effective, a demonstration should, at a minimum, be accompanied by a lecture and preferably by a
discussion.Demonstrations;Break the tasks to be performed into smaller and easily learned parts;Sequentially organize the
parts of the tasks;Complete each of the following steps for each part of the task;Tell the trainees what trainer will be doing
so they understand what he will be showing them;It serves to focus on trainee’s attention on the critical aspects of the
task;Demonstrate the task, describes what trainees are doing while the trainer is doing it;After demonstrating each part of
the task, the trainer explains why it should be performed in that way.Following steps will increase the value of the
demonstrationAsk the trainee to talk through the task before actually doing it;Give the trainee opportunity to do the task
and describe what he or she is doing;Provide feedback, both positive and negative;Let the learner practice.Lectures,
Discussions, and Demonstrations: An Analysis-Lectures, discussions, and demonstrations provide a high degree of
trainer control over the training process and content. However, as the training becomes more interactive, control shifts
more to the trainees.Trainee questions or answers to questions shape the content of what is covered. The group dynamics
help to shape the process used by the trainer in presenting the information.As the objectives for knowledge acquisition
increases, the amount of two way interaction required for learning must also increase. A disadvantage is that it decreases
trainer control over what is learned and increases the time required for learning.The lecture is the most useful when
trainees lack declarative knowledge or show attitudes that conflict with the training objectives. The printed or video
lecture is more effective because they can be studied in more depth and retained to refresh learning over time.The
discussion method is more effective than the straight lecture for learning higher- order knowledge, such as concepts and
principles and for altitude changes.If the training objective is skill improvement, the demonstration may be
appropriate.However, training objectives often include both knowledge and skill development; that is, knowledge is a
prerequisite for the skill. The demonstration is also effective for complex tasks.The discussion method is more effective
than the straight lecture at producing attitude changes. Because attitudes consist of a person’s belief and feelings about an
object or event, they can be modified by new learning. The discussion can change employee attitudes by providing new
insights, facts, and understanding.Lectures, discussions, and demonstrations are good at capturing trainee’s attention, at
least in the short run. They show some strength in the area of retention, especially discussion and
demonstrations.Seminars and conferences-Conference programs may be used in internal or external training.During
conference programs, managers or potential managers are exposed to the ideas of speakers who are experts in their fields.
A careful selection of topics and speakers will increase the effectiveness of this training device.Conferences can be made
more successful by including discussions. Two-way communications allow participants to ask for clarification of
specific topics that are particularly relevant to them.Reading, television and video instructions-Another approach to
training and development is the planned reading of relevant and current management literature. This is essentially self-
development.A manager may be aided by the training department, which offer develops a reading list of valuable books.
This learning experience can be enhanced through discussion of articles and books with other managers and the
superior.Management and other topics are featured in television programs. Moreover, videotapes on a variety of subjects
are available for the usage in the university or company classrooms.Business simulation-Any training activity that
explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a
simulation.Training games and simulations are designed to reproduce or simulate processes, events, and circumstances
that occur in the trainee’s job.Trainees can experience these events in a controlled setting where they Can develop their
skills or discover concepts that will improve their performance. Simulation activities include case exercises,equipment
simulators, experiential exercises, complex computer modeling, role play, and vestibule training.Cases presentation-Case
studies attempt to simulate decision-making situations that trainees might find on the job. The trainee is usually
presented with a written history, key elements and the problem of a real or imaginary organization or subunit. A series of
questions usually appears at the end of the case.Typically, trainees are given time to digest the information individually. If
time permits, they are also allowed to collect additional relevant information and integrate it into their solutions.Once
individuals arrive at their solutions, they may meet in small groups to discuss the different diagnoses, alternatives, and
solutions generated.Then the trainees meet with the trainer, who facilitates and directs further discussions. The trainer
should convey that no single solution is right or wrong, but many solutions are possible. The learning objective is to get
trainees to apply known concepts and principles and discover new ones.Equipment simulators-Equipment simulators are
mechanical devices that require the trainee to use the same procedures, movements, or decision process, they would use
with equipment back on the job.Simulators train airline pilots, air traffic controllers, taxi drivers, etc. it is important that
simulators be designed to replicate, as closely as possible, the physical aspects of the equipment operating environment
trainees will find on their job site.Business games-Business Games are simulations that attempt to represent the way
industry, company, and a subunit of a company function. They are based on a set of relationships, rules, and principles
derived from theory or research.However, they can also reflect the actual operations of a given department in a specific
company.Trainees are provided with information describing a situation and are asked to make decisions about what to do.
The system then provides feedback about the impact of their decisions and they are asked to make other decisions.This
process continues until some predetermined set of the organization exists or a specified number of trials are
completed.,For example, if the focus is on the financial state of a company, the game might end when the company
reached a specified profitability level or when the company must declare bankruptcy.Business games involve an element
of competition, either against other players or against the game itself. Some of the purposes for which businesses games
have been developed and used are listed below :Strengthen executive and upper management skills,Improve decision-
making skills at all levels,Demonstrate principles and concepts,Integrate separate components of training into an
integrated whole,Develop leadership skills,Explore and solve complex problems in a safe, simulated setting.Improve the
application of total quality principles and develop skill in using quality tools.Experimental exercise-Experimental
exercises are usually short, structured learning experiences where individuals learn by doing.For example,an experimental
exercise could be used to create a conflict situation where employees have to experience a conflict personally and work
out its resolution.After completing the exercise, the trainer typically discusses what happened and introduces the
theoretical concepts to help explain the members’ behavior during the exercise.Role-playing-Role-playing is a training
technique in which trainees act out roles or parts in a realistic management situation.The aim is to develop trainees’ skills
in areas like leadership and delegating. It is an enactment or simulation of a scenario in which each participant is given a
part to act out.Trainees are provided with a description of the context-usually a topic area, a general description of the
situation, a description of their roles and the problem they face. Role plays may be structured, and spontaneous.(i)
Structured role-Structured role plays provide trainees with more detail about the situation as well as more detailed
descriptions of each character’s attitudes, needs, opinions, and so on. This type of role play is used primarily to develop
interpersonal skills such as communication, conflict resolutions and group decision making.(II) Spontaneous role-
Spontaneous role plays are loosely constructed interactions in which one of the participants plays himself while the others
play people with whom the first trainee interacted in the past. This type of role play focuses on attitudes and is used to
develop insight into one’s own behavior and is impacting on others rather than to develop specific skills.Behavior
modeling-Behavior modeling uses the tendency for people to observe others learn how to do something new. This
technique is most frequently used in combination with some other techniques. The modeled behavior is typically
videotaped and then watched by the trainees.The behavior modeling process can be summarized as follows:Define the key
skill deficiencies;Provide a brief overview of relevant theories;Specify key learning points or critical behaviors to watch
for;Use an expert to model the appropriate behaviors;Encourage trainees to practice the appropriate behaviors in a
structured role play;Provide opportunities for the trainer and Other trainees to give reinforcement of appropriate imitation
of the model’s behavior;Ensure the trainee’s supervisor reinforces appropriate demonstration of behavior on the
job.’Computer modeling-Complex computer modeling simulates the work environment by programming a computer to
imitate some of the realities of the job. It is widely used by airlines in the training of pilots.The computer simulates the
number of critical job dimensions and allows learning to take place without the risk or high costs that would be incurred if
a mistake were made in a real life-flying situation.An error during a simulation offers an opportunity to learn through
one’s mistakes. A similar error under real-life conditions might cost a number of lives and the loss of a multimillion-dollar
aircraft.Vestibule training-In vestibule training, employees learn their jobs with the requirement they will be using but
the training is conducted away from the actual workplace. While expensive, vestibule training allows employees to get a
full feel for doing tasks without real-world pressures. It minimized the problem of transferring learning to the job since
vestibule training uses the same equipment the trainee will use on the job.Sensitivity Training (T-groups)-Sensitivity
training, also called T-group, is basically a technique for management development. It is concerned with the real
problems existing within the group itself. It is not an imagined problem existing outside the organization. It is not a
program of teaching skills or improving the understanding of participants.In this program, an attempt is made to change
the attitude and behavior of people in the group. It is used in building team efforts. This is done by introspection, self-
criticism, and open arguments and through free and frank discussion so that one comes to know how others feel about him
and his behavior.It is a means of providing a mirror in which one can see his mental makeup, attitude, and behavior
towards others. This will provide the best method of motivation for self-development. The objective of this training
includes:Better insight into one’s own behavior and the way one appears to others;A better understanding of group
processes;Members learn more about themselves, especially their weakness and emotional stability;Development of skills
in diagnosing and intervening group processes;Find a better method and means of behavior for effective interpersonal
relationships without the aid of power over others.T-group is a small discussion group without any leader. Trainer raises a
question and encourages open discussion, which is unstructured. The focus is about feeling and mutual respect.Here group
members interact and then receive feedback on their behaviors from the trainer and the group members, who express their
opinions freely and openly. The feedback may be positive and negative.An example may make it clear.“Mr. Rahim, I do
not get a good feeling when you approach the topic the way you just did. Could we talk about it”?Rahim may accept this
comment and resolve to change his behavior. But he may also feel hurt and withdraw from the group.The T-group process
may;Lead to personal anxieties and frustrations.Lead to a mental breakdown.It may make managers hypersensitive, which
make them unable to take a hard decision for fear of hurting another.But if properly managed, it can result in collaborative
and supportive behavior. The following guidelines can help reduce potential harm and increase effectiveness:Participants
in T-group should be voluntary;They should be screened and those who could be harmful should be expelled from this
experience.;Trainers should be carefully evaluated and their competence clearly established;Potential participants should
be informed about the goals and the process before they commit themselves to sensitivity training.Computer-based
training-Many companies are implementing computer-based training as an alternative to classroom training to
accomplish the goal. Some of the reasons for this shift are demonstrated in the following beliefs, many companies hold
about CBT:Reduces trainee learning time,Reduces the cost of training,Provides instructional consistency,Affords privacy
of learning,Allows the trainee to master learning,In a safe method for learning hazardous tasks, Increases access to
training.
HRM in people centric industry is concerned with the ‘people’ dimensions of the organization. In order to achieve the
objectives as stated above, HRM must perform certain functions. Generally, it is said that to achieve the organizational
objectives, retailers must set up a proper correlation between the objectives and the functions. Usually a particular set of
functions helps realize specific objectives.For example, personal objectives are thought to be realized through training &
development, performance management and compensation & benefits functions, while on the other hand, organizational
objectives are achieved through human resource planning, employees’ relations, recruitment, selection, training,
compensation and managerial relations functions as discussed in figure 18.2.One point should be noted in this regard that
most of the Asian and African countries are still dominated by local/kirana/unorganized shops. Likewise, in India, we
have over 12 million ‘kirana’ stores. All the employees of that shop report to him or her. Be it strategic decision or day-to-
day operations of the establishment are taken by the proprietor. All issues related to recruitment, selection, promotion,
training & development, hiring, firing and so on depend upon the proprietor’s sole discretion.Actual need for HRM is felt
by big retailers like Big Bazaar, Reliance Mart, Pantaloons, Shopper’s Stop, etc. Further, the number of functional areas
also varies from company to company according to nature, size and merchandise offering.Following are the common
human resource functions, any typical retail organization will be having:Job analysis and job design,Recruitment and
selection of retail employees,Employees’ training and development,Performance management,Compensation and benefits
Labor relations,Managerial relations.These seven human resource areas and their associated functions share the common
objectives of an adequate number of competent employees with the abilities, experience, knowledge and skills required
for fulfilling organizational goals. Though a human resource function can be assigned to one of the seven areas of human
responsibility, some functions serve a variety of objectives. For example, performance management besides motivating
the retail employees leads to employees’ development as well as compensation and benefits. Similarly, compensation and
benefits function facilitates retention, training and development and also serves to have cordial labor and managerial
relations.These human resource functions are expressed as under:1. Job analysis and job design:Job analysis is the process
of describing the operations, duties and responsibilities of the job. In order to recruit retail employees on a scientific and
rational basis, it becomes necessary to determine in advance a standard of personnel with which interested candidate can
be compared. This standard must establish the minimum acceptable qualities necessary for the accomplishment of tasks
by retail employees.Simple stated, the process through which these qualitative requirements (standards) are determined is
known as Job analysis.Various experts have defined Job Analysis as under:In the words of Edwin B. Flippo, “Job analysis
is the process of studying and collecting information relating to the operations and responsibilities of a specific job”.In the
words of John A. Shbim, “Job analysis is the methodical compilation and study of work data in order to define and
characterize each occupation, in such a manner as to distinguish it from all others”.According to Michael J. Jucius, “Job
analysis refers to the process of studying the operations, duties and organizational aspects of jobs in order to derive
specifications, or as they are called by some job descriptions”.According to Scott Clothier and Spriegal, “Job analysis is
the process of critically evaluating the operations, duties and responsibilities of a specific job”.Job Analysis Process:The
process provides information about what the job involves and what human features are essential to carry out these
activities. This information becomes vital to decide what sort of people to recruit and hire. The data derived from job
analysis process is beneficial for estimating the value and appropriate compensation for each job.The reason behind this is
the belief and practice that compensation generally depends on the job’s required skill and education level, safety hazards,
degree of responsibility, and so on all these factors that are assessed through job analysis. This ultimately provides the
base for determining the relative worth of each job so that each job should be properly classified.Hence, job analysis is a
data collection function performed by the HR department that includes the following steps:
The above mentioned steps are discussed as under:-(i) Collection of factual materials:The first step of job analysis process
includes collecting factual information relating to the job.This task is usually accomplished in four ways:With the help of
structured questionnaire,Using narrative descriptions,Observations, andBy interviewsTwo types of information are
collected through above mentioned four techniques:(a) Belonging to the job environment, i.e. its physical environment
such as use of computers, sitting arrangements, comforts, lighting, restrictions etc; its financial obligations (salary, bonus,
commission, DA, TA, fringe benefits, incentive schemes etc); its social environment (whether job is individual or in
groups, shifts, working hours, team work).(b) Belonging to employees’ qualities:It includes following qualities of
employees performing retail tasks:Physical demands: number of working hours, store job/field job, physical (muscular
energy).Intellectual demands: degree, diploma, working experience, fresher, problem solving ability.Personality demands:
look, height, spoken language, humbleness, ability to listen, working under stress, employees’ complaint handling.
(ii) Completing job description blank:After collecting the information, job analysis puts such information in a standard job
description form as a comprehensive draft which shows full details of the activities of the retailing job. As per the nature
and format of the retail organization, separate forms may be used for various activities in the job and may be compiled
later on. In actual, the whole task of job analysis depends upon these forms, which are regularly consulted as reference
guide for the future planning tasks.(iii) Preparation of the job specifications:Job specifications are also prepared on the
basis of information collected through data collecting techniques. Job description basically refers to a statement of
minimum acceptable qualities of a candidate whose selection should be made.(iv) Preparation of Report:This report
indicates various activities to be performed by the retail staff and expectations from them. It is prepared by the job analyst
on the basis of information collected. The report is then submitted to the HR department for its suggestions and
amendments.(v) Approval:The report submitted by the analyst and reviewed by the HR department may now be revised
by the top executives for:Competitive policies,Comments of HR department (if any)Views of Trade Unions (if
applicable),Mission and vision of the organization.In some organizations, such drafts are usually approved by the HR
manager while in some organizations by the top executive, who has the ultimate responsibility to finalize it.Note:In actual,
it is the prime duty of the retail store manager to prepare the job design since he/she is responsible for conducting day-to-
day activities of the store and also the reason for retail success. But it has been seen that in most of the cases, job design is
drafted by the HR department may be in consultation with the store manager.2. Recruitment and selection of retail
employees:The success of a retail organization largely depends upon the team of efficient store employees who are chosen
out of a number of applicants for the job. Recruitment is a very first step in the employment process, which aim at
obtaining and maintaining an efficient store staff (floor employees) as a means of achieving sales targets.Recruiting
employees basically involves three major sub-functions:Recruitment,Selection, and Placement on the job.Recruitment
defined:According to Edwin Flippo, “Recruitment is the process of searching for prospective employees and stimulating
them to apply for the jobs in the organization”.According to Werther and K. Davis, “Recruitment is the process of finding
and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees are selected”.Theoretically,
recruitment is the positive process of employment aiming at searching for the prospective employee and inspiring them to
apply for jobs in the organization. In short, it increases the number of applicants and number of posts vacant and thus
provides an opportunity to the management to select the suitable person.Selection defined:Selection is the process by
which qualified and suitable store employees are selected and placed on the jobs according to their capabilities and
organization’s requirements. Thus, it is a tool in the hands of the management to differentiate the suitable and unsuitable
applicants by applying various techniques such as group discussions, personal interviews, game tests etc.According to
Thomas stone, “Selection is the process of differentiating between applicants in order to identify those with a greater
likelihood of success in the job”.According to Dale Yolder, “Selection is the process in which candidates for employment
are divided into two classes, those who are to be offered employment and those who are not”.Selection procedure
employed in large retailing concerns:Selection is a long process beginning with receipt of applicants and ending with the
final placement. The selection process varies from organization to organization and also between two different
positions.For example, in a retail company, when they are looking for entry level sales personnel, they tend to reply on
educational institutions, advertisements and employee recommendations. Moreover, when a retail company is looking for
middle-management positions, they are likely to use employment agencies, competitors, advertisements and current
employees. The recruitment process can be very costly. It takes a great deal of time to set up an effective recruitment
process.Therefore, the company has to carry this job out in a systematic way. For instance, selection procedure for store
accountants, store supervisors, store managers will be long drawn and rigorous as compared to those applicants who apply
for floor staff position. The various steps in the selection of desirable employee in the organization should be decided by
the top management.Note: The applicants are screened out at each step of selection process and those who are found
suitable and fit for the job, ultimately are selected. At any stage, any unfavorable criteria like unfavorable test scores or
physically unfit will simply lead to rejection of employees.Following are the commonly used steps involved in the
selection of retail employees:

3. Training and development:-After selecting the most suitable and eligible candidates in the organization, the next step
of HR department are to arrange for their training. All types of jobs require some type of training for their efficient
performance and therefore, all employees, new or old should be trained or re-trained from time to time.Further, the way
new and new retail formats are emerging, new developments are taking place throughout the globe, it becomes imperative
for any retail organization to systematically plan for the training program aiming at increasing the knowledge, skills,
abilities and aptitude of employees to perform the new competitive tasks.
4. Performance Management:After selected, training and motivation, the next task, a HR manager has to perform is to
evaluate the personality and performance of each employee by quantitative factors (such as targets achieved). In actual,
with the help of performance management, the management through HR department would like to find out how effective
it has been hiring and placing employees. Performance management allows retailers gain access to the reliable, timely
information that drives better decisions.The term ‘performance management’ and ‘performance appraisal’ are used
synonymously by few authors and subject experts. But the retailers throughout the globe believe that performance
management is a broader term that may include performance appraisal too.A typical performance management system
involves following actions:To develop job descriptions clearly.Selecting right employees at right jobs with right selection
process.To negotiate requirements and accomplishment based performance standards, outcomes and measures as and
when required.To provide appropriate training, education and induction.To facilitate ongoing coaching and feedback.To
conduct quarterly/half yearly performance development discussions.To design appropriate compensation and appraisal
system that rewards employees for their outstanding contributions.To provide career development opportunities for
employees.To assist with exit interviews to understand why loyal employees leave the organization.5. Compensation and
Benefits:-Compensation and benefits represent a substantial part of total cost in most of the organizations. Compensation
is not only the concern of the organization but is equally important for the workers and employees to maintain their social
image.The main objective of such compensation and benefits are to control the costs, to establish a fair and equitable
remuneration to all, to utilize the compensation and benefits device as an incentive for greater employee productivity and
to establish a satisfactory public image.Hence, it becomes imperative for the HR department of any retail business to have
clear-cut policy guidelines regarding employees’ compensation and various benefits. For effective implementation of
compensation plans, HR department should be aware about the benefits given to the employees in similar kind of
organizations.The attitude of the employees towards his employer will usually be determined by the extent to which
he/she is satisfied with the wages he/she is getting, though it is not the only reason for employee satisfaction. Even
motivation comes after an employee is satisfied with his/her basic compensation. It is also the best way to satisfy the
employee at the lower and middle level of management.6. Labor Relations:In modern days, retailing is carried on a large
scale where hundreds of employees work together. The HR manager is basically responsible for the control of labor
(workers and employees) through human relation approaches. Employees differ in nature and therefore, it is but natural
that due to any communication gap, labor relations may spoil within the organization. Therefore, the HR department
should know the proper policies, rules and regulations with regard to labor relations.Harmonial relationships are necessary
for both retailers and employees. It not only results in industrial peace but also leads to better and higher sales targets.
Most of the retail organizations these days besides having HR department also take the services of legal experts
(practitioners) for consultation from time to time. Further, hiring legal experts within the organization has become
necessary considering that each state has its different set of rules for managing HR with some standard
rules.7. Managerial Relations:The employment relationship, irrespective of nature of organization, usually has two parts:
labour relations and managerial relations. The former which covers the price of labour is more obvious. The labour
relation is also known as ‘market relations’. The managerial relations on the other side are the relationships that define
how the process takes place.Labour relations describe the price for a particular shift (a set of number of hours) but
managerial relations determine how much work is performed in that time, at what specific task or tasks, who has the right
to define the tasks and change a particular mix of tasks and what penalties will be deployed for any failure to meet these
obligations (Clegg 1979:1).

Training and devlop-Theory of Reinforcement -This theory emphasizes on the learning behavior of a person and
suggests that the learner will repeat that behavior which is attached with a positive outcome or result. Skinner an
economist of behaviorist school of thought proposed the theory of reinforcement and suggested that the training and
development programs should be aligned with the organizational objectives and a positive outcome should be expected
with such training and development programs. Further elaborating this concept suggested in reinforcement theory, it can
be argued that there are several techniques available in human resource practices which can be associated with the training
and development programs and the required suggestion by this theory can be fulfilled. Different types of rewards in the
form of bonuses, salary raises, promotion and awarding of certificate after the training program can be associated with the
training and development activities and these rewards will definitely generate a positive outcome. If this is done by an
organization then according to the Skinner’s theory of reinforcement the trainer i.e. the employee will show more interest
in the training and development programs held by the organization.Theory of Learning Types-The theory presented by
Gagne emphasized on learning of intellectual skills. These are such skills which are found rare among the persons. He
suggested by different learning types in his theory and each learning type contains some external and internal conditions.
The five categories of learning which Gagne defined in his theory include intellectual skills, verbal information, attitudes,
cognitive strategies and motor skills. Theory of Experiential Learning-Experiential and cognitive types of learning are
differentiated by experiential theory of learning presented by C. Rogers. According to Rogers, the wants and needs of the
learner are addressed by this type of learning. Experience gives the person a maturity and increases the learning power
along with the knowledge. Due to the personal involvement, the learner is able to conduct a self-evaluation test, which
allows him to understand the effect of learning on his/her attitude.Theory of Social Learning-Social theory presents a
new view of learning i.e. social. According to the presenter of this theory, Albert Bandura, direct reinforcement cannot
address all types of learning. Here by direct enforcement means the training and development programs that is organized
to enhance the skills. According to this theory such programs are not address all learning types as there are some social
elements which cannot be taught. Those elements are learned by the leaner from his/her surroundings. Such type of
learning is called observational learning and this learning is associated with the understanding of different human
behaviors. The first type of learning defined in this theory is through observation. In an organization the environment and
the surroundings plays a very important role. The environment should be very professional and the surroundings should
be in such a way that the people (employees) learn from them. This theory also suggests that it is not necessary that the
behavior is changed after learning something. It is expected that a person’s behavior changes after learning something, but
it is not in all cases. Furthermore the theory also explains about the mental states which play a vital role in learning
process. If the mental status of the person is negative regarding any learning activity then he will not take part in that
learning process and even if he is forced to do so, he will not gain any positivity from that process. In organizational
training programs the mental state can be made positive regarding the training and development programs by associating
the rewards and benefits with such programs which will motivate the employees and help to build a positive mental state.
The case company also follow this theory as it allows the employees to learn from the surrounding and provides an
environment where they can learn from their supervisors/managers and coworkers. Models of Training Employees:
Steps, Transitional and Instructional System Development Model-Models of Training Employees: Steps,
Transitional and Instructional System Development Model!Training is a sub-system of the organization because the
departments such as marketing & sales, HR, production, finance, etc. depends on training for its survival.Training is a
transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes
(KSAs).The three models of training are:System Model,Transitional Model,Instructional System Development Model
1. System Model Training:
The system model consists of five phases. It should be repeated on a regular basis to make further improvements. The
training should achieve the purpose of helping the employees to perform their work to required standards.
The steps involved in System Model of training are as follows:
1. Analysis and IdentificationAnalyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc. The next step is to develop a
performance measure on the basis of which actual performance would be evaluated.
2. Designing:Design and provide training to meet identified needs. This step requires developing objectives of training,
identifying the learning steps, sequencing and structuring the contents.3. Developing:This phase requires listing the
activities in the training program that will assist the participants to learn, selecting delivery method, examining the
training material and validating information to be imparted to make sure it accomplishes all the goals and
objectives.4. Implementation:Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training programme.5. Evaluation:Evaluating each phase so as to make sure it has achieved its aim in
terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or
improve failure practices2. Transitional Model:Transitional model focuses on the organization as a whole. The outer
loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is
executed.
Vision:Focuses on the milestones that the organization aims to achieve after the defined point of time. A vision statement
tells where the organization sees itself few years down the line. A vision may include setting a role model, or bringing
some internal transformation, or meeting some other deadlines.Mission:Explain the reason of organizational existence. It
identifies the position in the community. The reason for developing a mission statement is to motivate, inspire, and inform
the employees regarding the organization. The mission statement tells how the organization would like to be viewed by
the customers, employees, and all other stakeholders.Values:It is the translation of vision and mission into communicable
ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For
example, values may include social responsibility, excellent customer service, etc.The mission, vision, and values precede
the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping
these three things in mind and then the training model is further implemented.3. Instructional System Development
Model:Instructional System Development model was made to answer the training problems. This model is widely used
now a day in the organization because it is concerned with the training need on the job performance. Training objectives
are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual
progress is measured.This model also helps in determining and developing the favorable strategies, sequencing the
content, and delivering media for the types of training objectives to be achieved.The Instructional System Development
model comprises of five stages:1. Analysis:This phase consist of training need assessment, job analysis, and target
audience analysis.2. Planning:This phase consist of setting goal of the learning outcome, instructional objectives that
measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the
trainee, trainer and the training program, strategies to impart knowledge i.e., selection of content, sequencing of content,
etc.3. DevelopmentThis phase translates design decisions into training material. It consists of developing course material
for the trainer including handouts, workbooks, visual aids, demonstration props, etc. course material for the trainee
including handouts of summary.4. Execution:This phase focuses on logistical arrangements, such as arranging speakers,
equipment’s, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.5. Evaluation:The
purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work
performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of
the previous stage in order to remedy or improve failure practices.The ISD model is a continuous process that lasts
throughout the training program. It also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase. How to Answer the Managerial Case Study
Questions?Read the case study topic thoroughly: The case study topic will be given to you as per your subject of
specialization. You need to go through the presented case study issue along with the questions submitted to you. The
students need to undergo an in-depth study and research to answer the case study questions thoroughly. Thus, you need to
read and understand it very well.Apply your subject knowledge and analytical skill: After reading the topic carefully, you
need to analyze the problem with your managerial expertise and analytical skills. Here you can also give some practical
examples from the present industry to justify your statements.Find out the central issue and define it: You need to read the
assigned case study issues very well and determine the fundamental question from it. After pointing out the main problem,
you need to study it in depth. This will help you to analyze the business issue accurately and find out the best
solution.Define the goals: You always need to define the firm’s goals while answering the case study questions. The
ultimate goal of the firm is the most important thing to you while writing the case study paper. While solving the given
problem, you always need to keep in mind that your ultimate aim is to maximize future profits of the organization.Identify
the firm’s constraint: A company might have some obstacles like a financial shortage, intense competitor, sagging
economy and many more. You cannot solve the given issue if you do not have an idea on the firms’ constraintsFind all the
possible alternatives: In any particular case study identify all the possible options for the solution. Then, choose the best
one from them. You can pick which one is the best by analyzing and scrutinizing every alternative in many details. This
will give you more options in finding the best solution of the given problem.Choose the best choice: From all the other
options you have identified, choose the best one as per your knowledge. You always need to find the most effective as
well permanent solution of the corporate issue given to you.Develop an ideal implementation plan: It is the very final
stage of answering MBA case study question. Finding the best solution is not the last thing. You also need to write the
best way to implement the given solution stated by you. The solution needs to be performed in such a way that the firm
can get maximum profits from the process. This implementation process also requires serving for future long-run earnings
for the company. Thus, you also need to keep in mind all these factors while suggesting the best implementation of the
solution proposed by you.Always write 100% original content: Write the entire report with a hundred percent original
content. Never copy from any sources. You can get an idea from various sources but never directly copy from anywhere.
Your assessor will instantly reject your case study report if they ever find traces of any plagiarism or copy-pasted content
anywhere in your case study assignment report. Also make your report free of any errors.A few examples of common
marketing Case Study Assignment Topics are based on individual analysis like SWOT, PESTEL, BCG, market
segmentation, market survey, market positioning, creating brand loyalty, market pricing, international marketing, market
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Elements:An executive summary: It is a briefly written statement less than 1 page in length and is placed in front page of
your case study report. This part summarizes the main aims of your case study solution paper. Here you need to describe
the significant issues, logic and proposed ways to solve the given case study issue.The Problem statement: Here you need
to present the primary problem or central issue of the case. Take care not to repeat anything in this part.Alternatives: Here
you need to discuss about all the relevant alternatives and state your arguments for or against each of these alternatives.
You always need to ensure your assumption and effects of these proposed solutions.The Conclusion: Here you need to
present the logic and analysis that lead you select this particular final solution. In this part, you also need to state the
reading why you rejected the previous solutions.The Implementation: Here you need to outline the best action plan and
implement it in the most effective way for ensuring company profits and advantages for the future.If you follow the tips
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top grads with our services. A case study analysis must not merely summarize the case. It should identify key issues and
problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can
be broken down into the following steps:
1. Identify the most important facts surrounding the case.
2. Identify the key issue or issues.
3. Specify alternative courses of action.
4. Evaluate each course of action.
5. Recommend the best course of action.