This famous maxim we all heard, “You can't manage what you can't measure.

” This quote is often

attributed to Dr. W. Edwards Deming, He is visionary business scholar who transformed the auto industry
on different level

Human Resource Management “HRM” is the process of training the hired employee, acquiring, appraising,
and compensating, grievances, employees and of attending to their labor relations, health and safety, and
fairness concerns. In one line we can say this is the bridge between all the department which can manage
by HRM
Human resource management has aspects in it that can’t be measured consistently like employee
satisfaction, inclusivity, employee work life balance etc., but at the same time there are multitude of things
that can be and are already being measured like talent acquisition, diversity, their welfare etc.
The basic management planning process consists of six steps:
 Setting objectives
 Planning forecasts
 Making basic
 Reviewing alternative courses of action
 Evaluating which options are best
 Choosing and implementing your plan.
This maxim is very relevant in today’s time when all the organizations are producing Peta / tera bytes of
data per minute, employee’s behaviour can be measured in ways that he/she does not even know yet. But
some HR professionals are reluctant to the idea of data integration, this thinking has to change as data can be
used to help in HR processes instead of taking them over Some of the quantitively measures in HRM are
 Employee attention and retention rates – attention rates can be measured by monitoring
employees screen time and frequency and length of his/her breaks. Retention rates can be measured
by simply taking count of the workforce and their exit and entry in the organization.
 Using HR Metrics - Strategic human resource management means formulating HR policies and practices that
produce the employee competencies and behaviors the company needs to achieve its strategic goals. Being
able to measure results is essential to this process. Relevant measures might include, for instance, hours of
training per employee, productivity per employee, and (via customer surveys) customer satisfaction. Human
resource managers use many such measures like employee tenure, cost per hire, and annual overall turnover
rate.
 Absence rate - It can be measured by calculating the number of leaves taken by the employee above
and beyond the sanctioned leaves
 Internal promotion rate - This is an important measure used to look at the employee retention and
quality of hires
 Benchmarking - Comparing high-performing companies results to your own, to understand what
makes them better. Benchmarking provides one perspective on how your company’s human resource
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.

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2a. Although technical excellence is demonstrated by multinational companies in India, there cannot be
conclusions about ‘best practices’ since many of the managerial actions have led to poor employee relations.
Identify the key actors in the case whose actions led to IR problems at Bosche. What are other reasons for
poor industrial relations at MNCs like Bosche.

Answer

key actors in the case whose actions led to IR problems at Bosche:

The Mico Bosch Labour Union (MBLU), Jaipur Plant:

 Disparity in the wages causing indifference between the regular and the contractual employees
 Market was down in 2008. The main reason of this strike can be managerial actions towards
employee union members or the union recognition issue. Also, the unions members used violent
ways during the strike. Since the wage’s agreement was valid, so this strike was not valid as told by
court
 Main reason for 2009 was that management didn’t fulfill its promises to increases its wages as
agreed (economic recession may be one reason)
 The Management looks to not build the relation with union and bypass them and raise the concern