GLOBAL

HRM
SITUATION
AL
ANALYSIS

By
OMKAR GHOLAP
Roll no. 75
Situation I

Arun is an HR Head of Sarip International, a consulting firm

specializing in hotel & restaurant management, is operating an office
in Paris ,France. Jayant, director of sales & marketing, has been
asked to assume responsibilities for the expansion. Jayant understand
that the expatriate assignment will last for 2 to 3 years & although he
has travelled to Europe for work on several occasions, this is his first
long term assignment overseas. He has lot of questions about what
he can expect & also some personal constraint.
Jayant& his wife Nidhi have moved into their new home recently
before this assignment came on. Nidhi is an elementary school
teacher and does not know how the move will affect her job security.
They have 2 children of age 14 & 10 years respectively & their
schooling is essential. A friend had mentioned them about the Indian
English School in Paris where they can check. None of the family
members speak French. What is the plan of action Arun as HR Head
should draw to see to it that Jayant& his family is comfortable for
the long term assignment in Paris. Mention all the aspects which
Arun needs to cover for the task as well as for the family settlement.
1. What is the plan of action Arun as HR Head should draw to
see to it that Jayant& his family is comfortable for the long
term assignment in Paris. Mention all the aspects which Arun
needs to cover for the task as well as for the family
settlement.

Solution
Arun as an regular expat of the company before leaving India he should
settle all the project and get the performance appraisal done so that in
future there should not be any problem with is performance appraisal and
the he should consult his H.R Manager about the pay he will get in Paris
in which he can discus policies and what all benefits he will receive from
the company example accommodation, school admission, tuition fee for
any additional language learning for his children according the country,
will his spouse will get any allowance such as chauffeur driven car and
for himself, will he get transfer allowance etc. Before going to Paris he
can also consult with his or companies

As per the situation Arun can go ahead and get

the permanent to accommodation in Paris which
would be feasible for him and as per the company
can provide the accommodation for him which
would be in the companies policies he should try
to get his childrens admission in the Indian
English school as the language would be the big
barrier for him and not only the language but also
childrens education should not get affected while
getting transfer to Paris so he should adjust the
semester accordingly so he can try for admission
for his children in to Indian English school in Paris.
As Aruns project will last for 2 to 3 years his wife
will loose her job will company will pay any
allowance to her he should check on this with his
company. As per the situation Arun should check
on all the suggested analysis.

Situation 2

Nishant is a software engineer with the firm in Mumbai. Knowing

his skills & knowledge he has been appointed to be sent across to
Australia to the clients place for an assignment of 2-4 months.
Depending on his performance there, the longitivety of the
assignment might be extended. Nishant before leaving had
mentioned to HR about the issues with respect to his parents who
were retired and old as well as his marriage which is due in next 6
months. Nishant was trained & guided on all the aspects of
expatriate assignment - right form cultural differences to the
emotional management of an individual in different situations.
Fortunately his performance was extremely good and within a month
an extension of a years time was granted to him looking at his
capability & understanding of task plus the adjustments he did with
the new work environment .This would definitely give a lot of boost
to the organisation and might end up in partnership with the new
firm provided he keeps on contributing the way he has been for the
whole coming next 1 year.
Nishant was congratulated by all and appreciated but he was in
different dilemma. He approached the HR, Sheetal who was his
coordinator and explained the situation and his intentions were to
come back since his marriage was due and his parents were old plus
he wasnt ready for such long term stay. His performance started
affecting drastically.

Q1. What is the situation here explain in your words

Q2. What is expected out of Sheetal as an HR to do for Nishant
whos non- performance might affect the partnership. Mention the
plan Sheetal has to design as an HR which is beneficial for all 3
Nishant, organization & client.

Solution:1. Nishant as the expat of the company which

was decorated employee of the company and
he got himself very smoothly adjusted in
Australian work culture and the environment
as he was good in his work the client was
very much impressed by Nishant and build
up trust on him client got so impressed that
he extended the assignment for more 2 to 4
months but there was some personal
problem with Nishant he has conveyed the
problem to his H.R Manager Sheetal that his
marriage is schedule within few months and
as his parentes are old so he need to be back
to home coumtry. Now Sheetal has an
situation in which she cant even give
permission to Nishant to come back in home
country and she cant even send any other
employee to do the rest of the assignment as
the client want Nishant only to work on the
assignment. She has to create win-win
situation for the company and for the client
and for Nishant.
2. H.R Manager should discuss the problem
about Nishant and convince him to allow
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him for a month leave for his marriage. She

should also convince the client that this is
the situation he should allow Nishant to
release him at least for a month so that he
can manage his marriage and come back
soon on the assignment till then she will
appoint another expert on the assignment so
the work will be continue, till then H.R
Manager will inform Nishant on certain
conditions he can come back for his
marriage and the conditions will be he will
get one month leave and the leave will be
unpaid leave coming back to home country
he will not get any allowance and he should
be back on time going to the assignment he
will get the payment of travelling allowance
and he cant extend his leave more than one
month and he cant even resign until the
assignment is completed and if does he will
not get the extra benefits this will be the
condition as per the condition and the
contract should be sign by Nishant this will
be the win-win situation for all the parties
involved.
ER & LL

Sundar Steel Limited was a medium-sized steel company manufacturing

special steels of various types and grades. It employed 5,000 workers and
450 executives. Under the General Manager (Production), there were
operation, maintenance, and services groups, each headed by a chief. The
Chief of Maintenance was Shukla and under him Mukherjee was working
as the Maintenance Engineer. The total strength of Maintenance was 500
workers, 25 executives, and 50 supervisors.
Chatterjee was working in Maintenance as a worker for three years. He
was efficient. He had initiative and drive. He performed his duties in a
near perfect manner. He was a man of proven technical ability with utmost
drive and dash. He was promoted as Supervisor.
Chatterjee, now a Supervisor, was one day passing through the
Maintenance Shop on his routine inspection. He found a certain worker
sitting idle. He pulled him up for this. The worker retaliated by abusing
him with filthy words. With a grim face and utter frustration, Chatterjee
reported the matter to Mukherjee. The worker who insulted Chatterjee was
a "notorious character", and no supervisor dared to confront him.
Mukherjee took a serious view of the incident and served a strong warning
letter to the worker.
Nothing very particular about Chatterjee or from him came to the
knowledge of Mukherjee. Things were moving smoothly. Chatterjee was
getting along well with others. But after about three years, another serious
incident took place. A worker came drunk to duty, began playing cards,
and using very filthy language. When Chatterjee strongly objected to this,
the worker got up and slapped Chatterjee. Later, the worker went to his
union and reported that Chatterjee had assaulted him while he was
performing his duties. Chatterjee had no idea that the situation would take
such a turn. He, therefore, never bothered to report the matter to his boss
or collect evidence in support of his case.
The union took the case to Shukla and prevailed over him to take stern
action against Chatterjee. Shukla instructed Mukherjee to demote
Chatterjee to the rank of a worker. Mukherjee expressed his apprehension
that in such a case Chatterjee will be of no use to the department, and the
demotion would affect adversely the morale of all sincere and efficient
supervisors. But Chatterjee was demoted.

Chatterjee continued working in the organisation with all his efficiency,

competence, and ability for two months. Then he resigned stating that he
had secured better employment else where. Mukherjee was perturbed at
this turn of events. While placing Chatterjee's resignation letter before
Shukla, he expressed deep concern at this development.
Shukla called Chief of Personnel for advice on this delicate issue. The
Chief of Personnel said, "I think the incident should help us to appreciate
the essential qualification required for a successful supervisor. An honest
and hardworking man need not necessarily prove to be an effective
supervisor. Something more is required for this as he has to get things
done rather than do himself."
Mukherjee said," I have a high opinion of Chatterjee. He proved his
technical competence and was sincere at his work. Given some guidance
on how to deal with the type of persons he had to work with, the sad
situation could have been avoided." Shukla said, "I am really sorry to lose
Chatterjee. He was very \honest and pain-staking in his work. But I do not
know how I could have helped him. I wonder how he always managed to
get into trouble with workers. We know they are illiterates and some of
them are tough. But a supervisor must have the ability and presence of
mind to deal with such men. I have numerous supervisors, but I never had
to teach anybody how to supervise his men."

Solution
1. Sundar Steel Limited medium size
manufacturing company where the 5000
workersand 450 excutive under the
General Manager. The total strength of
500 workers, 25 executives and 50
supervisors.
In which Chatterjee was working under
maintenance as a worker for three years. He was
efficient. He performed his duties perfectly and had
technical ability too on this biases he got promoted
as supervisor. He had good relation with the
workers but one day while working he saw one of
the worker was sitting idle he pulled him for this the
for spoken with him in very bad manner and abused
him he took this case to the executive notice.
Mukharjee was the executive and he said to
Chatterjee that the worker is notorious man and
gave him warning notice to the worker.

After few days Chatterjee came across that one of

the worker was drunk and was playing cards instead
of working so he tried to stop him on this the
worker slapped him and the worker took h=this
issue to union saying Chatterjee misbehaved with
him. Union went up to Shukla and complained
about Chatterjee and Shukla took action against
Chatterjee and ask Mukherjee to demote him to
worker.
The problem in this case was Chatterjee face
injustice as Chatterjee was efficient employee of the
company and because of one complain Chatterjee
was demoted with any inspection. Even Chatterjee
didnt keep his evidence with him so that he can
show it as his defense and sadly the got demoted.
After few days he resign saying he got new job and
even company lose one of the efficient employee
because of lack of inspection.
2. If I would in place of Shukla I would
have called his executive manager
Mukherjee and ask about the incident
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happened on the shop floor if

Mukherjee and ask him give me the
detailed report on this incident. After
the detailed incident I would have
called the Union head and the worker
together and even Chatterjee and
according to the evidence I would have
ask for the suggestion with Union head
as the mistake was of thee worker as he
came drunk in the factory premises and
top of that he was playing cards and
mutually I would have taken strict
action on worker. I would have send a
warning notice informing to all the
workers if they to the same thing as
their co-worker did the management
and the Union will take strict action on
them involving Union will be the best
part so that even the worker will think
before doing such kind of misbehavior
on the shop floor. After solving the
issue with Chatterjee case I would have
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suggested a coaching session to all the

supervisors how to deal with such kind
of situation and collect the evidence for
their own defense so that they can
tackle such situation.

Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat
was having booming time. At that time, Mr. Bapat, worked both in the
office and in the factory and knew his men and they knew him. Production
standard were always maintained and labour turnover was practically nonexisting. As the business mushroomed, the number of employees has
progressively increased. Thus, Mr. Bapat's greetings and conversation with
his workers became less frequent. In fact, he had so many things to do,
that he could no longer supervise the factory. Thus, he hired another man,
Mr. Godse as a plant supervisor. As this time though the number of
workers increased to about 500, labour turnover and absenteeism
increased along with the labour cases. The only thing that decreased was
productivity. In order to meet the situations, Mr. Bapat granted substantial
increase in wages which were already high and made some arrangements
for increment earnings based on merit rating on seniority. Yet labour
turnover and absenteeism continue at a high rate. On investigation, it was
found that the new plant supervisor lacked the patience and understanding
which is necessary for dealing with the employees. When something was
found wrong, he was scolding the employees but no attempt was made to
find the case of faulty work. Meanwhile, labour unrest developed. The
,Worker began to complain about working on Saturdays and not having

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either time or facilities change from work clothes to original dresses after
work, about toilet facilities etc. Some of the claims were' not found
sufficiently justified or easy to meet. Mr. Bapat offered to workers as
compensation, a new rise in wages with more liberty in allowing vacation
time all of which the company could well afford.
Questions
1. Were the steps taken by Mr. Bapat right?
2. What do you think he should have done in order to improve the
situation?

Solution
1. Mr. Bapat being close to the worker
was the great part it has created
friendly bonding between the workers
and Mr. Bapat but after the expansion
Mr. Bapat was unable to meet worker and he
appointed MR. Godse as supervisor but Godse was
very impatient man was not understanding workers
which created absenteeism and which affected the
production and then to solve the problem MR.

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Bapat increase the wages to avoid the absenteeism

in factory but this didnt work out. Mr. Bapat didnt
took the right steps he should have taken steps like
have meeting with the workers and with Mr. Godse
asking the problem within them as it was affecting
the production. Mr. Bapat can also ask Mr. Godse to
be easy with worker as they need to understand not
to be rude with them as they are the main source of
the factory.

2. In order to improve the situation MR.

Bapat would have call on meeting
discussing the problem with in him
and workers. After knowing the issue
he could have ask both the parties to
understand each other so they can
work as a team.
Mr. Bapat can also ask to Mr. Godse not to be
rough with the workers as even they are humans
and they also have to treated equally instead of
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being rough Mr. Godse should undergo the

training how deal with the workers so he can
handle the workers in better way.

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