Management Development Institute, Gurgaon

Post Graduate Diploma in Management (Executive)

Mid Term Examinations
Name of the Course: Human Resource Management
Name of the course Faculty: Nidhi S. Bisht
Nature of Exam: Open book
1). According to a famous
 management system is performing.
 Training effectiveness - Training effectiveness could be measured by looking at the increase in
results after he is training
 Employee Engagement- It can be measured through attitude or engagement surveys conducted
throughout the year.
 Employee Productivity - This metric is devised in order to gauge the growth capacity in terms of
production of the resource, which is in this case human capital.
 Measuring Team Performance – In Today’s world excited thing is the emergence of technologies
and tools to measure invisible team efforts and dynamics. As more and more work / data is carried
out store in few minutes you can say in Giga / Eta bytes is carried out collaboratively
To make the individual/ team more oriented towards organization goal, it becomes imperative to understand
the difference in high performing individual/team compared to average/low performing individual/team.
This understanding needs to be not only in the subjective form but has to be vividly backed by Quantifiable
number, which is directly linked to the company performance and hence integrating the overall performance
matrix of individual/team with the organization goal.
 reements and trust was violated by the management, which is very important to keep relations and
sense of a joint identity as a company.
 Again, a complaint was lodged against the unions failing to understand the problems of the
contractual workers.
Bosch Limited, Bangalore declared a ‘Lock Out’ at its Naganathapura Plant:
 The Management was again not looking for maintaining proper communication with the union and
no conclusion was reached.
 Management - failure in negotiation, asking managers to man the assembly line
 Union - physical intimidation of managers and officers of the plant

Other Reasons of poor IR at Bosche

 Intolerant attitude towards the workers on the part of management.

 Lack of trust and insecurity in unions towards management decision (e.g. Brembo transfer)
 Wages not increased as agreed (As in case of Brembo & Bosch in Pune location)
 Unhealthy working conditions
 Indiscipline by workers by threatening managers for entering in office
 Lack of human relations skill on the part of supervisors and other managers.
 High desire of workers for higher wage increase and the corresponding desire of the employers to
give as little as possible.
 Inadequate welfare facilities (like inadequate medical facilities for family members)
 Unfair labour practices, like victimization and undue dismissal.
 General economic such as less demand in market for business (2008 recession time), which can
build pressure on management to not increase the manpower cost.
 Lack of transparency

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2b. What are the main reasons due to which negotiations failed between the involved parties? How can
negotiation impasses be managed?

Answer
Following are the reasons as why negotiations failed:

 Authoritative behavior by the management calling it arbitration,

 in 2008.