Tut2-yourANSWERS

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1. What were the shifts in the evolution of the HRM function

+ 1970-1971:

 Due to Economic conditions and the change in Political system, workers' protests took place and
pulled up the number of violations in the workplace, therefore a number of workplaces were
locked out/facing strikes → Production facilities are not used optimally, leading to a high cost but
no benefit to the company.

 The actual number of workers (both regular and temporary) is higher than the number needed
for production as the result of a fall in demand. HRM needs to ensure that personnel are
selected to produce in the fairest way, avoid dissatisfaction of workers leading to a full-scaled
unrest

+ 1980-1981:

 Set a new plant with the latest technology for production, to ensure a sustainable in quality but
still maintain a low cost

 The HRM then focused more on the welfare of the workers as it planned and organized more
bonding activities such as picnic day. Also pay attention in training and selecting employees as
half of them are at the young age (being graduated, holding diploma in various trade), therefore
to create an efficient and high quality results that met the target production, but still maintain a
low cost
+ 2005:

 Create a new cell called Human Resource Development (HRD) with the purpose of maintaining a
good relation with old personnel, also industrial relations.

 It creates a competency model for all key roles in sales and operation → for effective results of
the key positions by modifying training and development strategies

+ 2014:

 Change in management issue: trained before the rollout date, motivating workers

 Planning for an HR Analytic department to analyze factors in recruiting and selecting process,
bring out the metrics that had the highest impact on the company performance

2. What were the influences driving the shifts ?

 Globalization : Competitiveness, pressure on quality and cost. Dilemma of replication of best

practices, while preserving the good local culture

 Technology : The impact of digitalization and access to the Internet on all HR processes →
produce a sustained quality with a low cost

 Demographic factor - age of employees : Employees of different ages often have different
working tendencies and morale. HRM's duty is to manage labor relations so that there will be no
interruptions in the production schedule due to employee grievances → ensure that the
production target was met, employees cost will be kept at a reasonable level

 Economics Factor : Competitive, recessionary forces the demand to fall while the competition
between companies is high.

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1. What were the shifts in the evolution of the HRM function?

1970-71: The Bikaner Jute Mill (labor welfare officer)

 Personnel management

 2000 regular workmen/5000 temporary workmen

 Labor welfare officer (LWO) looked after the statutory welfare activities.

 Industrial realtions officer (IRO) dealt with employee discipline issues and also with the unions.
(more complex and critcal)

 HR head dealt with union leaders and took decisions on disciplinary cases.

1980-81: National Battery Company (plant HR head)

 Paternalistic management
  350 workers

 Plant HR head:

o Managed the industrial relations to ensure no disruption in planned preoduction due to

employee grievances,

o Responsible for employees selection of the grievance procedure.

o Managed annual performance appraisal process for staffs.

 Productivity bargaining: helping line managers to prepare lists of bad practices requiring
eliminations.

 Quality circles (QCs): solved operational problems.

2005: Wallace & Magor (General Manager)

 Union-free workplace

 Personal Growth Lab: new development in the domain of good old personnel relations and
industrial relations function (HRM).

 Human Resource Development (HRD):

o A compentency model for all keys roles in sales and operations.

o Modifying the training and development strategy on the the basis of training need
identification.

2014: Wallace & Magor (adivser)

 Systems, applications, and products (SAP):

o Streamline business processes

o Intergrated real-time management information system

o High-quality customer service

 Employees needed to be trained before the rollout date

 Users needed to be motivated

 Surplus staff had to be reassigned or given voluntary retirement scheme (VRS)

 Umang: employee-engagement package, which included an annual employee survey (supervisor

training).

 HR analytics group: predictive analytics (identifying which campuses predict maximum job fit
and longevity in the comany).

 Cut down the HR department and brought in youngsters.


2. What were the influences driving the shifts?

1970-71:

 Recessionary wave (changing political equations)

 Congress -> Left Front

 The government refused to intervene in law and order violations in the workplace.

1980-81:

 Foreign competitors

 Pressures to increase in productivity and cost cutting and introduction of new technology.

 Emergence of a Left union.

2005:

 Strong adversial unions

 Union-free workplace development

 Attended a PGL with the National Society for Institutional and Social Development.

2014:

 Advised the top management on the people strategy.

 Functional excellence programs for different functions (finance, operations, sales, marketing).

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1. The change in the development of the human resources industry is that there are two parts, LWO
deals with employee welfare and benefits and IRO works with order and discipline of employees.

The development of collective bargaining that helps improve employee management, helping the
company get the best productivity based on satisfaction and company discipline.

The arrival of HRD improves the quality of the HR industry by properly training HR staff, making them
more knowledgeable in working with employees in the most effective way.

Last is a performance management system, this helps create a list of things to adjust to
increase employee performance based on their ability and satisfaction, helping to grow the business.
2. One of the changes in the personnel development process is political because of an industrial agiation
name gherao made the government refuses to interfere in the way behavior violates workplace laws.

There is also a change in supply, an increase in supply due to the appearance of rival companies and
increased competition, which makes the issue of human resouces more important to be able to keep up
produce products on time with good quality to satisfy customers and attract more consumers.

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1. Through out 43 years of career, Rajeev’s profession shift from a welfare officer on the line toward
personnel training, performance evaluate to organizational development

2. The case study mentioned additional competitors in the market, younger workforce being introduced
into the workplace, political influences and technological advances

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