Case Study 1:

a. Identify the salient issues from HR point of view for this case.
A. The salient issues from HR point of view are:
 Inability to keep engineers beyond the “critical” five-year point
 The new engineers when used to finally come on the floor for their jobs the important
and the most challenging phase would have passed out and they would get nothing to
learn
 Also, because of the nature of the work, new engineers often have difficulty learning the
organizational culture - such as who to ask when you have a problem, what the general
dos and don'ts are, and why the organization does things in a certain way.

b. lf you were to study this turnover problem; how would you conduct a needs analysis or evolve a
counselling programme?
A. My take on this turnover problem would be as below:
 First of all, I would have a meeting with the employees who have reached the five-year

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point. Take their insights on where we can improve, why they feel the need to move out

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 Setup exit interviews for all the engineers who have put down papers and know the

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reason.
 Try implementing on those reasons and schedule meetings with the existing experienced

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ones to share the ways of implementing them
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 Now I will get in touch with the new lot of engineers and understand their needs to have
a system in place for their enhancement
 Once I have all the pointers then I will analyse the need for counselling programme and
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mentorship programme
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c. What are the causes of dissatisfaction and turnover in Microelectronics?

A. Causes of dissatisfaction and turnover:
 Limited Career Growth: They feel they do not have opportunity to grow in their work
environment.
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 They learn for five years and then move out

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 They feel that new engineers are of higher calibre than them as they are recruited from
the best and brightest engineers from the best engineering schools in the United States.
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d. Do you find the mentoring programme suitable to reduce turnover? Justify your answer .
A. Yes, I find that the mentoring programme is suitable to reduce the turnover.
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 By performing the mentor role, the experienced engineers will become more
committed, as they are given a group of engineers to develop.
 Their development will directly be measured to the performance of the senior fellows.
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 Both the lots will be benefited, the younger ones will get knowledge and the seniors will
get experience
 This will result in rewards and recognitions, promotions
 Once the senior fellows feel that they are valued for they will stay

This study source was downloaded by 100000828664507 from CourseHero.com on 07-03-2021 08:55:36 GMT -05:00

https://www.coursehero.com/file/76114712/ORGANIZATIONAL-BEHAVIOUR-2docx/
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This study source was downloaded by 100000828664507 from CourseHero.com on 07-03-2021 08:55:36 GMT -05:00

https://www.coursehero.com/file/76114712/ORGANIZATIONAL-BEHAVIOUR-2docx/
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