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Unit 2 - Casee Study

Wangdu Sherpa's performance was rated as unsatisfactory by his manager Krishna Kaluwar during an appraisal interview. Wangdu disagreed with the rating and refused to sign the appraisal form. He reported his grievances to the general manager and employee trade union. The union added demands and warned of agitation until their demands were met. The general manager Nishant is now worried and is contacting relevant parties like the printing association and ministry of labor to settle the dispute.

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73 views

Unit 2 - Casee Study

Wangdu Sherpa's performance was rated as unsatisfactory by his manager Krishna Kaluwar during an appraisal interview. Wangdu disagreed with the rating and refused to sign the appraisal form. He reported his grievances to the general manager and employee trade union. The union added demands and warned of agitation until their demands were met. The general manager Nishant is now worried and is contacting relevant parties like the printing association and ministry of labor to settle the dispute.

Uploaded by

rivea
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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UNIT 2- HUMAN RESOURCE PLANNING

CASE STUDY

BIPAN BHATTA
BISHAL KAPALI
Bir Gorkhali Printing Press is the top private sector printing press of the country having state of
the art equipment and workforce of 325 employees at different departments. Krishna Kaluwar
is the manager of pre-press division, where 48 employees report to him. In course of the work
one of its clients Global Tech, which is a multinational company, rejected the brochure
printed by Bir Gorkhali Printing Press. Krishna was furious with this and called Wangdu Sherpa
the desktop publishing unit in-charge and blamed him and his unit for errors in desktop
publishing work which led to rejection of the brochure. Wangdu tried to explain his unit’s
problems but Krishna was in no mood of listening, which further created resentment of both of
them.
Three months later, at the time of performance appraisal, Krishna rated Wangdu’s
performance as not satisfactory and asked him to sign the appraisal form. At the
performance appraisal interview, Wangdu expressed his dissatisfaction to Krishna regarding
ratings and refused to sign the appraisal form. Krishna was also not ready to change his
stance regarding performance appraisal citing the example of rejection of brochure by
Global Tech. after the performance appraisal interview, Wangdu reported his dissatisfactions
to the General Manager Mr. Nishant Shah as well as the employee trade union. The union
officials immediately discussed it and served notice to the employees. Trade union now
added more demands and presented to the management and warned that they will agitate
until their demands are fulfilled. Watching the developments Nishant is now worried and
contacted Printing Press Association, Ministry of Industries and Ministry of Labours for settling
the dispute at earliest. He also decided to meet both union officials and Krishna to solve the
deadlock.
1. WHAT HAPPENED IN THE PERFORMANCE APPRAISAL INTERVIEW
AND IN YOUR OPINION WHAT SHOULD BE THE OBJECTIVE OF
PERFORMANCE APPRAISAL INTERVIEW?

• During the performance appraisal interview, Krishna Kaluwar, the manager


of the press division was not happy with the performance of Wangdu
Sherpa, so he expressed anger and grief towards Wangdu and asked him
to sign the appraisal form.
• On the other hand, Wangdu expressed his anger to Krishna regarding the
ratings and refused to sign the appraisal form.
OBJECTIVES OF PERFORMANCE APPRAISAL

The main objective of performance appraisals is to measure and improve


the performance of the employees and increase their future potential and
value to the company. Some other objectives are:
• Providing Feedback.
• Facilitating Promotion Decisions.
• Rightsizing or Downsizing Decisions.
2. IF YOU ARE NISHANT, HOW WILL YOU HANDLE THE EMPLOYEE
GRIEVANCES?

A grievance can be a real or imagined feeling of dissatisfaction that an


employee experiences in the course of their job. So if I am Nishant, a General
Manager of the company, here are some of the steps I would follow to
handle the employee grievances.
I. Set up a System to file a complaint.
The first thing to do is to create a system for employees to lodge complaints or
grievances so they can be addressed.
• Set up a complaint box.
• Assign the representative to handle the receipt of complaints.
• Establish a schedule to address concerns and complaints.
II. Categorizing Complaints
The next step will be to categorize them and determine which issues should be
prioritized.
• Working Conditions and Safety. These include any complaint or grievance
that directly addresses the employees’ work environment. These can
include everything from unsafe conditions to indifferent managers.
• Unreasonable Management Policies. If employees feel that a certain
policy is unfair or unreasonable, they will want their concerns addressed.
Such policies can include those relating to overtime regulation
compliance or a gap in production standards.
• Violations of Rules and Policies. These can relate to any organizational
rules that employees feel are being violated by other workers and/or
middle or senior management.
III. Addressing Complaints.
Once they are categorized, we can then order them based on significance. Any
unsafe working conditions or other safety concerns should be addressed
immediately, as should violations of rules and policies. Some steps are:
• Acknowledge: Make it known that the complaint has been received and that
it will be addressed by the organization. You do not need to immediately
provide a solution, but you want employees to know they are being heard.
• Investigate: Gather information regarding the grievance. If the employee listed
specific incidences or situations, inquire about those and gather any relevant
data.
• Decide: Once you’ve gathered all the information and fully examined the
situation, formulate and decide on a solution. You may want to vet your idea
with other senior members of your organization or even with your employees.
• Act: After a decision has been made, act swiftly. Old employee complaints
that linger unresolved can negatively impact morale and production. The
sooner you can resolve issues, the better off your company will be.
IV. Reviewing Outcomes
After you’ve acted and implemented a solution, it’s a good idea to review
the situation that initially generated the complaint after some time has
passed. That way, you can take an objective perspective and make sure
your solution solved what it was supposed to solve. If the initial complaint
wasn’t confidential, it might be a good idea to check in with the employee
who lodged the complaint to see if he or she is satisfied with the outcome.
And most importantly, don’t be afraid to make adjustments if necessary.
3. LIST THE ACTORS OF INDUSTRIAL RELATIONS IN ABOVE CASE
AND EXPLAIN THEIR OBJECTIVES IN INDUSTRIAL RELATIONS ?

The actors of industrial relations are :


• Employees
• Trade unions
• Employers
• Employer’s association
• Government and its agencies
OBJECTIVES OF INDUSTRIAL RELATIONS
• To promote and develop satisfying labour management relations.
• To enhance the economic status of the worker by improving wages, benefits.
• To regulate the production by minimizing industrial conflicts through state
control
• To provide an opportunity to the workers to have a say in the management
and decision making.
• To encourage and develop trade unions in order to improve the workers
strength.
• To avoid industrial conflicts and their consequences.
4. WHAT ARE THE MAJOR CAUSES OF LABOUR DISPUTE IN
ABOVE CASE?

The major causes of labour disputes are :


Communication gap
Union conflict
Lacking of Motivation
Lack of Job Appreciation
THANK YOU !!

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