1. Mrs.

Suman Prabhakar worked for 20 years in the Zavier Ltd, she joined very recently Franky
Ltd, as the production manager, she was supposed to attend a routine departmental heads
meeting last Friday at 4.30 p.m., which was presided over by the managing director of the
company. She did not attend the meeting as there was no formal or informal communication
to her, the managing director didn't like her absence as there were many important items to
be discussed regarding production department, Mrs. Suman Prabhakar was called by the
managing director on the next day and asked explanation for not attending the meeting Mrs.
Suman Prabhakar replies that there was no information. The secretary said that it was a
routine meeting and as such information was not sent to any departmental head. But all other
heads, except Mrs. Suman Prabhakar. attended the meeting.
Question : (5 marks)
(a) Who is responsible for the occurrence of such a mistake?
(b) Find out the reason for the incident. How do you propose to solve such problems in
future?

Case Study:

a. Who is responsible for occurrence of such mistake?

Solution:

Mrs. Suman Prabhakar is a head of the production department. She joined recently to the company.
Human Resource Manager has to clarify this in on boarding training process.

Employee Onboarding is the process of introducing new employees to the organization's environment
and culture. However, the time taken to achieve that might vary from one organization to another.

Employee onboarding is the first interaction an employee has with the organization right after

the lengthy interview process.

 If the experience fails to live up to expectations, then your employee might regret their decision
to accept the job offer.
 The negative impression left by a poor onboarding process might affect their perceptions, give
them prejudiced notions about the organization, and ultimately cause them to quit early.
 A solid employee onboarding process is necessary to help your new hires settle down in their
jobs, get to know the organization, obtain clarity on their job objectives, and forge a good
relationship with other employees.
 A memorable onboarding experience not only makes employees feel welcome but also helps
them gel with the existing organizational family faster.
 HR managers are burdened with enough as it is. Just the thought of tackling the humongous
amount of paperwork involved in the onboarding process is enough to induce nightmares.
So, streamlining employee the onboarding process not only impresses new employees but also

reduces the workload of the HR team.

Conclusion:

Every management has different set of process that need to clarified and explained to each employee
who is joining new to the organization.

b. Find out the reason for the incident. How do you propose to solve such problems in future ?

Solution:

Reason behind the incident is candidate must over gone On Boarding Process.

To avoid last-minute confusions and compliance issues, you need to have a solid employee

onboarding process.

 . Gives you a clearly outline on boarding template

 . Minimizes the chaos made by paperwork
 Shortens the employee onboarding lifecycle
 . Reduces manual intervention and human errors
 Lessens the workload of the HR team
 Provides a consistent experience to all new hires
 Injects transparency into the process flow
 Offers the employees a memorable onboarding experience
 Orientation sessions give the new hire an overview of the organization's culture and an insight
into company goals. This phase offers new hires relevant information about the teams within
the company, team processes, and company policies. This is the right time to set role-based
goals and objectives for the next 30/60/90 days to show the new hires what they need to focus
on.

 Since a major portion of employees require some essential training to get started, most
organizations schedule the training program to bring their employees up to speed quickly. Doing
an assessment of skills will help them employers gauge the new hires knowledge and ability and
develop a personalized role-specific training plan in-tune with their skill set.

Conclusion

A good onboarding tool should give new employees a dose of motivation to explore the new
organizational territory without a hint of hesitation. With an automated onboarding process, new hires
can spend less time buried under paperwork and use more time towards understanding the
organizational values, exploring the workplace. and making new friends.
 2. Suppose you are going to design a training programme for newly hired first-line sales
managers. Results from the needs assessment indicate that they will need training on
company policies and procedures, handling customer complaints and motivating sales
personnel. What learning principles will you build into the programme? What training
methods would you choose? Explain your choices. (5 marks)

https://www.uniassignment.com/essay-samples/management/systematic-procedure-for-
transferring-management-essay.php

3. “The management has economic power which it uses to affect the life of a worker.” Discuss. (5
marks)

Managers are directly involved in any dispute between them and the workers. The management has
right to hire and fire any worker from the firm, in spite of union restriction. It is not just firing a worker,
but the management’s ability to control the economic destiny of the workers, that matters. The
management has right to relocate, close, merge, and takeover or sells a particular plant. The manager
has another powerful weapon, i.e., use of technological changes. Technological change make handicap
with new technologies and that can displace labor and destroy their skills. With these rights which make
management stronger, they use several tactics to break the strikes. The management use uncertain way
to call of the strikes or tone down the union demands. The management often breaks a powerful union
in several groups and sets one faction against another and favors the more satisfied and the less
combating workers. They brought loyal workers in, by showing affection and then they are induced into
the plan and advised to break the strike. Another tactic is gaining the loyalty of workers, which is mostly
used by management. The aim of this tactics is to convince the workers that the management has their
interest and convince as they provide same benefit as the union. In part, this tactic is the revival of the
“Welfare Capitalism” of the 1920s.High wages, pension plans, profit-sharing plans, programmes of stock
ownerships by workers-all these schemes have been revived though often in modernized form, and with
considerable effect if the resistance of the new industries to unionization can be taken as evidence.
Worker’s loyalty is sought to be gained through another method positively. The management tries to
find out the sources of the dissatisfaction of workers and eliminates those irritants. Management
encouraged workers to form informal small groups, psychotherapy is conducted on a wide scale, and
interaction between the management and the workers and among the workers are practiced or
structured. In some plants, the management even brought union leaders into the process of decision
making that bring satisfaction and loyalty between management and workers. By above all description
we can say that “The management has economic power which it uses to affect the life of a worker.”
They use their power as well as tactics to control the workers. As management know about their
economic power which can affect worker’s life.

4. Why it is essential to measure the performance of an employee? Describe the factors need to
consider while doing the same. (5 marks)
Reasons to measure the performance of an employee is essential:

Enables employee growth and development. Managers who don't accurately and attentively
measure employee performance will be out of touch with their employees' successes and failures.
Thus, they will struggle to provide constructive feedback and praise.

Without useful feedback, employees will be less able to improve, grow, and develop, which they
want most. Based on Culture Amp's research, we found that people who stay with an organization
are 24% more likely to say that they have had access to the learning and development they need.

Create goal alignment and company growth. Employees perform better when they have goals to
strive for and work towards. Measuring employee performance helps calibrate those goals by
providing insight into where someone is doing well and could be stretched and areas that are not a
strength yet. Based on performance feedback, self-reflection, and business needs, employees should
set their own goals – not the manager or the company. And the key to doing this right is to have
employees align them to the team and company goals.

Better understand your company performance. When you know how well your employees perform,
you can predict how well your company will perform. Measuring employee performance and
engaging your employees in regular feedback will give you a window into how your people strategy
and prevailing organizational culture affect engagement, and consequently, performance.

This is extremely powerful. With this feedback, you will improve your company's bottom line and
make it a more enjoyable and productive place to work.

Know who to build your culture around. Connecting employee performance data and employee
experience data, like onboarding, exit, and employee engagement survey data, can provide insights
into what makes your highest-performing employees successful. This gives you the insights you need
to help other employees become better performers and the insights to retain your top performers
and build your culture around them.

Create a fair culture of recognition. A fair performance management process, precisely performance
measurement, is crucial for all things related to compensation and employee role trajectories (e.g.,
promotions, stretch goals, internal role changes, terminations).

Factors need to consider while measuring the performance of an employee:

a. Workplace Environment: You can't expect your employees to thrive if the environment you
make them work in is filthy and cluttered.Your workplace's unprofessionalism will make your
employees feel like their work doesn't matter. Thus, they won't have the motivation to go above
and beyond the work you assigned to them.
b. Training and Development: When you invest in your employees, they'll provide better work
quality and faster. They'll also be able to have improved skills over time.If you don't incorporate
training and development in your company culture, your employees will feel stagnant.
“investing in them is investing for your company.”
c. Employee Engagement: When your employees don't feel engaged in their work, that's when
their work performance starts to decline. If it no longer excites or interests them, that's when
 their employee engagement gets lower.With the decrease in employee engagement comes the
decline of work performance. So you should invest in employee engagement efforts.
d. Competence: If your employee is unable to do a task without significant supervision, this means
that they're not performing as well as they could be.Different factors can cause a person's
competence or lack thereof.It can be due to inadequate screening during the hiring process.
Another reason is the lack of training and mentorship.
e. Recognition: Too many employees feel like a replaceable cog in the machine that is the company
that they work for, which is a shame. If this idea gets too much into your employees' heads, it
can significantly affect your team's work performance.That's why you should take the time to
recognize the efforts of your employees.
f. Tools and equipment: If your employees don't have all the tools they need to do their jobs well,
you can't expect them to achieve specific goals. Sometimes, you don't have the tools or
equipment you need to streamline your process.Hence, it would be best to ask your employees
directly. That's because they are likely to know what tools can best help them perform their
tasks.
g. Workload: Sometimes, the reason why your employee isn't performing well is that their
workload is too much.If you're skimping too much on your employees, they will be
overwhelmed. This can slow them down, which can hurt your company's over
productivity.That's why if you plan on taking on more workload, don't expect to keep the same
number of people on your staff. Consider hiring more people.
h. Company Culture and Morale: Company culture and morale is one of the biggest reasons why
people stay or leave the company. This quality also affects how loyal an employee is to the
company.
i. Leadership: The type of leaders that lead your employees also affects how well your employees
perform.Even if the executives are decent people, direct supervisors can hinder your employees
from performing well. This explains why business owners are advised to check their supervisors
and managers if they notice a high turnover rate.

5. Indicate the steps to be followed in designing a salary structure. (5 marks)

Compensation is a critical area of human resource (HR) management, and one that can greatly affect
employee behavior. To be

effective, compensation must be perceived by employees as fair, competitive in the market, accurately
based, motivating and easy

to understand.

HR professionals might create the pay structure for their organization, or they might work with an
external compensation
consultant. There are several steps to designing a pay structure: job analysis; job evaluation; pay survey
analysis; pay policy

development; and pay structure formation. Each step is briefly explained below. For a more extensive
discussion, please review

Milkovich & Newman (2008).

Step 1: Job Analysis

Job analysis is the process of studying jobs in an organization. The outcome of this process is a job
description that includes the

job title, a summary of the job tasks, a list of the essential tasks and responsibilities, and a description of
the work context. Also

included are the knowledge, skills and abilities needed to perform the job.

Step 2: Job Evaluation

Job evaluation is the process of judging the relative worth of jobs in an organization. The outcome of job
evaluation is the

development of an internal structure or hierarchical ranking of jobs. Job-based evaluation is used more
often than person-based

evaluation, and so the former will be the focus in this case. There are three methods of job-based
evaluation: the point method

(which is the most commonly used); ranking; and classification. Job evaluation helps to ensure that pay
is internally aligned and

perceived to be fair by employees.

Step 3: Pay Policy Identification

Pay policy identification is the process of determining whether the organization wants to lead, lag or
meet the market in

compensation. The pay policy or strategy will likely influence employee attraction and retention. Pay
policies can vary across job

families (i.e., groups of similar jobs) and job levels if the top management feels that different strategies
can be effective in different

areas of the organization.

Step 4: Pay Survey Analysis

Pay survey analysis is the process of analyzing compensation data gathered from other employers in a
survey of the relevant labor
market. Gathering external pay data (e.g., base pay, bonuses, stock options and benefits) is essential to
keep the organization’s

compensation externally competitive within its industry. Employee attraction and retention can be
improved by maintaining

externally aligned pay structures.

Step 5: Pay Structure Creation

Pay structure creation is the final step, in which the internal structure (Step 2) is merged with the
external market pay rates (Step

4) in a simple regression to develop a market pay line. Depending on whether the organization wants to
lead, lag or meet the

market, the market pay line can be adjusted up or down. To complete the pay structure, pay grades and
pay ranges are developed.

In this case, upper-level undergraduate or graduate HR students will design a pay structure using a case
scenario and integrated