MAJOR FUNCTIONAL LAB – II

HUMAN RESOURCE MANAGEMENT

By
Aman Pareek
(20MMSXX602)
Submitted to
RAJASTHAN TECHNICAL UNIVERSITY
In Partial fulfillment of the requirement for the
award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
FACULTY GUIDE
Dr. Hemant Paliwal
(Associate Professor)

DEPARTMENT OF MBA

Maharishi Arvind Institute of Science and Management

Ambabari , Jaipur
2020-2022
 TABLE OF CONTENT

S. No. Particulars Page No.

1 QUESTION (1)
1-3

4-6
2. QUESTION (2)

7-13
3. QUESTION (3)

14-23
4. BOOK REVIEW
 M-432 CROSS CULTURAL HUMAN RESOURCE MANAGEMENT

1. Identify a firm preferably an MNC and discuss the challenges faced by

that MNC in deploying employees from one country to another and what
strategies do they adopt in overcoming those challenges.

Answer. A multinational corporation (MNC) has facilities and other assets in at least one
country other than its home country. A multinational company generally has offices and/or
factories in different countries and a centralized head office where they coordinate global
management. Some of these companies, also known as international, stateless, or
transnational corporate organizations, may have budgets that exceed those of some small
countries.

The Tata Group is very quick an efficient in expanding its global existence, owning companies in
almost every market on the international arena1. The company vested a combined capitalization
of the market of more that thirty-two billion dollars with regards to a diversified operations
range, which included energy, engineering, consumer products, IT, communications, and others.

Ratan Tata is recognized as a person that transformed the Tata Group (a massive Indian
conglomerate) from a random collection of businesses into a nimble group that is ready to use
new opportunities to expand and grow.

Issues with Development and Retention of Talent at Tata

The unsatisfactory environment for work coupled with disparities in income forced local workers
to leave their jobs in a search for better conditions overseas. Moreover, Rajan Tata experienced
was often pressured into having a committed team of managers and leaders who will
successfully resolve the problem of the lack of talent in the company as well as its retention in
the business strategy of Tata Group.

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Top officials of Tata Group Company close to the development said aligning salary
structures and pay disparities of Air India employees in line with Tata group pay structures
will be done over a period once a CEO takes charge of operation control. Already, as part of
group benefits, Tata Digital's consumer Super App Tata Neu has been offered to Air India
employees.

Tata Sons is the principal investment holding company and promoter of Tata companies.
Tata Sons has begun deploying specific group talent with knowledge in handling labour and
union culture including industrial knowledge from various countries in HR in Air India as
part of its group integration process. Suresh Tripathi, a recently retired senior talent at Tata
Steel HR has been moved to Air India HR to help with the integration.

Air India’s pilots had earlier written to its management to rectify multiple deductions and
recoveries that have been projected in the arrears statement of many pilots. Its two unions,
Air India Employees' Union (AIEU) and All India Cabin Crew Association (AICCA), have
also written to Air India’s management criticizing a new order by the airline to inspect cabin
staff members' grooming and measure their body mass index (BMI) at airports. The Tata
group will let the new Air India management team India management team sort out long-
term issues under its new CEO. There is bound to be a paradigm shift for employees of Air
India as they get integrated into the Tata system as changes will vary from statutory and
contractual benefits to softer aspects such as cultural differences between the two
organizations.

Even culturally, as the employees of Air India migrate from a government job to private
employment, they are likely to face several challenges. "Benefits such as free travel for the
family, lifelong post-retirement benefits, free housing, etc. may be pruned down to match
private industry standards. The maximum age limit for crew may be reviewed. Many non-
core activities like ground handling, line maintenance and belly space optimization may be
outsourced, leading to reduction in permanent employees. Labour unions may lose their
bargaining strength as a private sector employer may not be held to the same standards of
leniency as a public sector company.

2
Tata Group won a bid to buy 100% stake in Air India and its low-cost international
subsidiary Air India and its low-cost international subsidiary Air India Express, and 50%
stake in ground handling company Air India Singapore Airport Terminal Services.

To overcome Tata Group will have to retain current Air India employees for first year as per
the agreement with the Union government. An estimated 8,500 employees of Air India will
come into the Tata fold. A sizeable number of them are expected to retire within the next
few months and some others within a year or so. Senior employees may be incentivized to
opt for voluntary retirement schemes (VRS).

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2. Identify and investigate any union in a large scale organization. Also
examine its structure, member base and recent activates done in last year.
Does that union have become more or less effective in any way?

Answer. A trade union can be defined as an organized association of workers

in a trade or profession, formed to further their rights and interests. In India,
Trade Unions in India are registered under the Trade Union Act (1926).

The All-India Trade Union Congress (AITUC) was formed in 1920 by leaders
of the Indian National Congress and others to provide representation for India at
the League of Nations' International Labour Organization (ILO). Although the
AITUC was created initially for this specific purpose, it also was a consequence
of a growing Indian labour movement.

In Bombay by Lala Lajpat Rai, Joseph Baptista, N. M. Joshi,[5] Diwan Chaman

Lall and a few others and, until 1945 when unions became organised on party
lines, it was the primary trade union organisation in India. Since then, it has
been associated with the Communist Party of India.

AITUC is governed by a body headed by National President Ramendra Kumar

and General Secretary Amarjeet Kaur, both the politician affiliated with
Communist Party of India

The beginning of the labour upsurge against oppression and exploitation goes
back to the second half of nineteenth century, with the emergence of class of
casual general labour during British Raj in India. The self-sufficient Village
economy was shattered with no new structures in place, creating impoverished
peasantry and landless labour force.

4
The dumping of cheap industrial goods resulting in millions of artisans,
spinners, weavers, craftsmen, smelters, smiths, potters, etc., who could no more
live on agriculture also turned into landless laborers. This led to widespread
famines in India through the period from 1850 to 1890 resulting in deaths of
several lakhs and also reducing millions as beggars. Till this time trade
unionism was not known to workers, they were reacting to extreme exploitative
working conditions and very low wages. They formed themselves as 'jamaats'
which were based more on social caste basis in order to fight back oppression of
employers. This was beginning of organization by the workers even though not
the trade unions in essence.

From 1905 onwards there was notable advance in the working class actions and
it was more and more closing its ranks with the advance of freedom struggle in
the country.

A strike took place in Bombay against extension of working hours. The printing
press workers in Calcutta also struck work. Another great event of the period
was strike by industrial workers of Bombay from July 24 to 28, 1908, in protest
against the pronouncement of judgment sentencing six years imprisonment to
freedom fighter Bal Gangadhar Tilak. There were street fights between workers
and police and military of British rulers.

Lenin wrote about this strike, "The Indian proletariat has already matured
sufficiently to wage a mass struggle, class conscious and political, and that
being the case, Anglo- Russian methods in India are played out".

This also needs mention here that the Factory Act established in 1881, was
promulgated in the background of competition being provided to British
Companies by goods produced in India due to availability of cheap labour and
long working hours.

5
Even then it was only for the industry where competition to foreign industrial
goods was posed. It was amended several times within a short period of few
years. It was blessing in disguise as regards working hours and weekly holiday
etc. but the wages and working conditions continued to be pathetic. In seasonal
industry no changes were brought about as it did not impact the competitiveness
to British Industry.

The October Revolution in 1917 in Russia during First World War was a great
impetus for Indian labour movement as the working class along with peasantry
captured power first time in the history of mankind.

In 1918 great strike in cotton mills of Bombay started and soon it spread to
other areas with 1,25,000 workers participating by January 1919. The strike
against Rowlatt Act had great impact on the national struggle itself. In the first
half of 1920, there were 200 strikes involving 15 lakh workers. The demands
were for 10 hrs working and dearness allowance. Out of 97 strikes during July
to December 1920, only 31 ended in failure. In all other cases there were
successes to some extent.

It was in this heroic background that the preparations began on July 16, 1920
when a convention was held in Bombay which decided "to hold All India Trade
Union Congress in Bombay". A reception committee with 500 members with
Joseph Baptista as chairperson was formed.

6
3. Examine the methods used to monitors employees performance in any
five organizations of your choice from at least two different sectors.

Answer. Performance management system is the systematic approach to

measure the performance of employees. It is a process through which the
organization aligns their mission, goals and objectives with available resources
(e.g. Manpower, material etc), systems and set the priorities. The execution
administration framework is a constant procedure of characterizing and
conveying the activity parts and duties, execution desires, goals and set their
needs between boss (administrator) and subordinates (workers). It incorporates
association, office and representative shared objective and targets which are
lined up with frameworks and assets. It is the channel of providing clarity
about goals and also to improve the business processes through various
methods and mechanism.

The competency, skills and knowledge gaps are also identified through this
process which can be improved by providing guidance, trainings, coaching and
mentoring to employees or teams at different levels and designations. It
optimizes the results through a roper channel and process which reduces the
conflicts and grievances among teams or employees. Because each individual
is clear about the expectations from his/ her role and put their efforts to meet
performance standards.

7
METHODS USED TO MONITOR EMPLOYEE PERFORMANCE IN
ORGANISATIONS:

1. GENERAL ELECTRIC (GE):

General Electric Company (GE) is an

American multinational conglomerate incorporated in New York State and
headquartered in Boston. Until 2021, the company operated in sectors including
aviation, power, renewable energy, digital industry, additive manufacturing,
locomotives, and venture capital and finance, but has since divested from
several areas, now primarily consisting of the first four segments.

Method used by General Electric to monitor employee performance is Forced

Ranking method. Forced ranking, also known as a vitality curve, is a
controversial management tool which measures, ranks and grades employees'
work performance based on their comparison with each other instead of against
fixed standards. In forced ranking process employees are divided into three into
groups: A, B, or C.

A group stands for the employees who are most engaged, motivated,
passionate, open to collaboration and committed. They make up the top 20%. B
group stands for employees who are not as engaged or motivated but are crucial
to the company’s success because they are so abundant. They make up the
middle 70%. C group stands for employees who are commonly non-producing
procrastinators. They make up the bottom 10%.

Forced ranking enables large organization's to systemize their HR processes. It

can also help identify the top employees, combat falsely bloated performance
ratings and nepotism. Overall forced ranking offers a chance for increased
productivity, profitability and shareholder value.

8
On the other hand it focuses on making relative comparisons between a
company’s best and worst employees using subjective criteria which can lead to
undesirable repercussions like departure of employees who can go on to become
excellent performers in some other firm.

2. INTEL:

Intel Corporation, stylized as Intel, is an American multinational

corporation and technology company headquartered in Santa Clara, California.
It is the world's largest semiconductor chip manufacturer by revenue, and is the
developer of the x86 series of microprocessors, the processors found in most
personal computers (PCs). Incorporated in Delaware, Intel ranked No. 45 in the
2020 Fortune 500 list of the largest United States corporations by total revenue
for nearly a decade, from 2007 to 2016 fiscal years.

Management by objectives (also known as management by planning) is the

establishment of a management information system (MIS) to compare actual
performance and achievements to the defined objectives. Practitioners claim
that the major benefits of MBO are that it improves employee motivation and
commitment and allows for better communication between management and
employees.

However, a cited weakness of MBO is that it unduly emphasizes the setting of

goals to attain objectives, rather than working on a systematic plan to do so.
Critics of MBO, such as W. Edwards Deming, argue that setting particular goals
like production targets leads workers to meet those targets by any means
necessary, including short-cuts that result in poor quality.

9
Management by objectives outlines five steps that organizations should use to
put the management technique into practice.

1. The first step is to either determine or revise organizational objectives for the
entire company. This broad overview should be derived from the firm's mission
and vision.

2. The second step is to translate the organizational objectives to employees. In

1981, George T. Doran used the acronym SMART (specific, measurable,
acceptable, realistic, time-bound) to express the concept.

3. Step three is stimulating the participation of employees in setting individual

objectives. After the organization's objectives are shared with employees, from
the top to the bottom, employees should be encouraged to help set their own
objectives to achieve these larger organizational objectives. This gives
employees greater motivation since they have greater empowerment.

4. Step four involves monitoring the progress of employees. In step two, a key
component of the objectives was that they are measurable for employees and
managers to determine how well they are met.

5. The fifth step is to evaluate and reward employee progress. This step includes
honest feedback on what was achieved and not achieved for each employee.

10
3. INFOSYS:

Infosys Limited is an Indian multinational information

technology company that provides business consulting, information technology
and outsourcing services. The company was founded in Pune and is
headquartered in Bangalore. Infosys is the second-largest Indian IT company
after Tata Consultancy Services by 2020 revenue figures and the 602nd largest
public company in the world according to Forbes Global 2000 ranking. The
credit rating of the company is CRISIL AAA / Stable / CRISIL A1+ (rating by
CRISIL).

Its key products and services are:

• NIA – Next Generation Integrated AI Platform (formerly known as Mana)

• Infosys Consulting – a global management consulting service

• Cloud-based enterprise transformation services

• Infosys Information Platform (IIP) – Analytics platform

• Edge Verve Systems which includes Finacle, a global banking platform

• Panaya Cloud Suite

• Skava – now rebranded as Infosys Equinox

• Engineering Services

• Digital Marketing

11
Method used by Infosys to monitor employee performance is 360 degree
appraisal Method. The 360 degrees Performance Appraisal method was first
used in the 1940s. Analogous to the multiple points on a compass, the 360
method provides each employee the opportunity to receive performance
feedback from his or her supervisor, peers, staff members, co-workers and
customers. 360-degree feedback or multi-source feedback is an appraisal or
performance assessment tool that incorporates feedback from all who observe
and are affected by the performance of a candidate.

4. NESTLE:

Nestle is a Swiss multinational food and drink processing

conglomerate corporation headquartered in Vesey, Vaud, Switzerland. It is the
largest publicly held food company in the world, measured by revenue and
other metrics, since 2014. It ranked No. 64 on the Fortune Global 500 in
2017and No. 33 in the 2016 edition of the Forbes Global 2000 list of largest
public companies.

Nestlé was formed in 1905 by the merger of the "Anglo-Swiss Milk Company",
established in 1866 by brothers George and Charles Page, and "FarineLactée
Henri Nestlé", founded in 1867 by Henri Nestlé. The company grew
significantly during the First World War and again following the Second World
War, expanding its offerings beyond its early condensed milk and infant
formula products.

12
Method used by Nestle to monitor employee performance is 360 degree
appraisal Method. The 360 degrees Performance Appraisal method was first
used in the 1940s. Analogous to the multiple points on a compass, the 360
method provides each employee the opportunity to receive performance
feedback from his or her supervisor, peers, staff members, co-workers and
customers.

5. SAMSUNG:

The Samsung Group (or simply Samsung, stylized as

SΛMSUNG is a South Korean multinational manufacturing conglomerate
headquartered in Samsung Town, Seoul, South Korea. It comprises numerous
affiliated businesses, most of them united under the Samsung brand, and is the
largest South Korean chaebol (business conglomerate). As of 2020, Samsung
has the 8th highest global brand value.

Method used by Samsung to monitor employee performance is Checklist

Method:

A checklist method for performance evaluations lessens the

subjectivity, although subjectivity will still be present in this type of rating
system. With a checklist scale, a series of questions is asked and the manager
simply responds yes or no to the questions, which can fall into either the
behavioral or the trait method, or both. Another variation to this scale is a check
mark in the criteria the employee meets, and a blank in the areas the employee
does not meet. The challenge with this format is that it doesn’t allow more
detailed answers and analysis of the performance criteria, unless combined with
another method, such as essay ratings.

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 BOOK REVIEW

ON

HR RISING (2020)

FROM OWNERSHIP TO LEADERSHIP

14
BOOK TITLE HR RISINNG (2020) FROM
OWNERSHIP TO LEADERSHIP

AUTHORS STEVE BROWNE

PUBLISHER SOCIETY OF HUMAN RESOURCE

MANAGEMENT

ISBN 1586446444

Pages 208

Price ₹2736

15
 ABOUT THE AUTHOR

An accomplished speaker, writer, and thought leader on human resource

management for more than 30 years, Steve Browne is dedicated to connecting
the global HR community and helping it learn and grow together.

Browne has held HR roles in various industries, including manufacturing,

consumer products, professional services, and restaurants. He is a member of
the Society for Human Resource Management (SHRM) Board of Directors and
has been a Membership Advisory Council representative for the North Central
Region of SHRM and a past Ohio State Council Director. He facilitates a
monthly HR roundtable, the weekly HR Internet forum “HR Net,” and a
nationally recognized HR blog, Everyday People (www.sbrowne.hr.com)

16
This is the books written by Steves Brown explaining the role of HR in the
organisation and the importance of positivity in life. In this book the author
explains about the roles and responsibilities which an HR has in the
Organisation and how they can rise or improve their career by sharing his life
experiences. He started his journey from the same project given by his dad,
it’s a renovation work. In this book the author explains the life lessons given
by his dad and how he implements it in his career. According to him the key
to starting this journey and leading as a human resources professional is to
see which of these attributes fit your work experience. Put together what
works for you and start to act. You need to stop looking for the perfect model
or silver bullet to mimic. Leadership starts with who you are as a person, not
from some magic formula.

In the first chapter of this book the author through the example of the of his
experience with his coach he explain that the, Everyone is told that HR
should stay “in its place” and they would be summoned to be involved only
when needed. He didn’t question this approach or sentiment about HR at
first. . It’s time employees stepped out and rose to a position of leadership
and integration. People can’t let the company overlook HR anymore. HR
professionals are meant to be well-rounded resources. We can’t be confined
to one narrow aspect of our job. We can perform at all levels of our company
regardless of our roles and titles. We need to see ourselves in broader terms
because we should be leaders who bring our teams together across
departments. The canvas and reach of HR is limitless.

In the second chapter of this book the author explains that an HR should have
to step out of his job description to work effectively and efficiently. We need
to be courage’s to step out of our boundaries.

17
In the next chapter that is third chapter the author explains that
Organizational leadership often lacks patience because of the assumption that
there is never enough time. Work is either behind, out of order, or
incomplete. No one challenges this assumption. It’s just continuously
followed. This rush to finish leads to frustration, stagnation, and complaining
by all those involved. The leader who is responsible for the work at hand
feels immeasurable pressure, real or not, which makes the people they’re
leading also feel pressed to rush. If the leader is running, they expect
everyone else to run as well. HR can provide the key ingredient to leadership
themselves by showing others that they are needed before things move
forward. Now, this takes courage because it calls you to be intentional by
stepping into interactions which may not directly involve HR-related work.

In the fourth chapter the author explain the HR or every employee working in
the organisation should have some time to talk and express their views and
thoughts. Because it helps to take better decisions.

In the fifth chapter he explains that people don’t see the ones lying around
within companies until it’s too late. These traps seem to swallow people on a
regular basis.

In the sixth chapter the author believe that every single person should have
“messy and wonderful” written into their job description. If we acknowledge
this is the reality of people, he think organizational cultures would sigh and
relax. Far too many people who go to work are stressed and uptight. Much of
this is caused by the company’s structure itself. Think of how much of your
day is spent in trying to keep people in line rather than expecting them to
perform.

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In the seventh chapter the author explain the theory of HR. He explains that If
organisation have a poor view of people, organisation will experience poorer
results than organisation had hoped for, regardless of solid processes. If the
organisation has great people approaches and solid people managers, but its
processes are weak, then the organisations results will suffer again. All three
factors are needed to exist in harmony. Too much push or pull from one
factor or another will result in an imbalance.

In this chapter the author tells that HR has to stop thinking that trust and
credibility are the responsibility of senior leadership only. We have the
opportunity to show others the potential of making credibility a reality by
choosing to step into this area intentionally. People can establish credibility
through their actions. People need to be accountable for their communication,
their encouragement, and their commitments to the work for which they are
responsible.

In the next chapter he tells that according to some people employees are lazy,
stupid, full of drama, unreliable and . . . a pain in the ass!!”. We get caught up
in the negative behavior that a few people exhibit, so we conclude every
person must be awful. I shared that it’s easy to fall into the trap of viewing
others poorly. So he explain that everyone we work with and meet in life is
different. We lose sight of this fact and we forget that each one of them
brings a unique perspective and talent to work.

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In the tenth chapter the author explain that the various methods of music
represent the generations in the workplace. Even though each one is different,
the music is still the same. Then he tells that HR should never participate,
condone, or allow generational separation in their organization. It’s
unthinkable to him that we would thwart discrimination of all other kinds and
yet fall into this rut of stereotyping.

In the eleventh chapter the author tells that we need to slow down and take a
break or the organisation should give a break to their employees from the
restless work. It is far more effective and sustainable.

In the next chapter the author tries to convey that fostering relationships
between the people organisation want to work together. HR should lift the
torch to foster relationships. It would be a far more impactful effort than
continuing the practice of doing countless performance reviews to denote
how people struggle with each other. If HR would assess the talent of their
organization in an objective manner, then they can see where people share
commonalities and where differences exist. This doesn’t mean that HR only
builds teams that have commonalities. Instead, you should strive to build
teams with people whose strengths complement each other.

In next chapter the author explain the role of HR of seeing the opportunity in
their employees or for the employees. They should continuously train their
employees and after that they should decide what and where they deserve to
be.

In the chapter fourteen the HR should stand for the employees in the gap for
their rights and for what they deserve. As a leader this responsibility of an
HR professional, they needed to fill the gap that needed to be filled.

20
In the chapter fifteen the author explains the meaning of grace in profession
or in career. He explains that grace in the workplace is many things – our
good behaviour, respect, honour, integrity and reliability. So we should
always make sure to work with grace so that every organisation or company
always remember the importance of you.

In the next chapter author tried to convey the message that we always should
work with our heart. We should not work by taking it as an granted and its
organisations responsibility also to make sure that they employees are
enjoying they work not just completing them.

In the next chapter he explain that the acceptance for acceptance’s sake
diminishes our role in organizations. Great leaders in senior management
don’t want people who just say “Yes” and bobble their head up and down.
They expect people to give their input and have meaningful discussions as
well as offer potential solutions. When HR continues the myth of waiting for
some special invitation from senior managers to engage and be strategic, we
are fooling ourselves. Leadership is an expectation based on participation and
action. It isn’t something bestowed upon people.HR practitioners in that get
to work with every human in the company. We understand that some of this
interaction may be indirect, but HR are more connected to employees than
other departments. HR can be a leader by helping people assess the situations
they face.

In the chapter of Crushing Inertia he tell us that Inertia is “a tendency to do

nothing or to remain unchanged” according to the Oxford English Dictionary.
Inertia is an incredibly difficult thing to break. Inertia is a beast waiting to
crush the employees and others. Fight the urge to become complacent by
having those few essential connections in employees personal and
professional life.

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In the next chapter author says that HR is a lighthouse because we can be the
beacon that cuts through the darkness that presents itself far too often. Since
people are that combination of being messy and wonderful, someone needs to
bring light to the daily congregation of the workplace. If there isn’t someone
providing light, darkness is sure to envelop the surroundings, and shipwrecks
will be littered all throughout the company? Being positive should serve as an
unbreakable foundation for our profession. He explains that HR professional
is that light house.

From the chapter twenty, we can understand that HR is the bridge builder in
the organisation that means HR working in the organisation is the bridge to
sustain the organisation in future.

In the chapter twenty one the author explains that Organisation higher
authority sees employees as a nuisance instead of an asset. In their mind, they
see “clowns to the left of me and jokers to the right . . .” and they end up
being stuck in the middle. So the managers are positioned with people above
and below them. They are literally in the middle. So authors says that HR is
brought in as a watchdog to investigate, assess, and address difficult
behaviour.

In the chapter of Be a Trailblazer, author wants to tells us that a HR

professional should start with managing their career and then be cognizant of
managing the careers of others. Evaluate if you’re being a trailblazer or if
you’re following the path that has been set before you. He suggests that if
you’re on a path that hasn’t changed much, step off and explore new
directions.

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In the chapter twenty three the author explains that if the people matter, they
deserve your full attention in organisation. In the organisation HR manager
should give the attention to all his employees and especially to those who are
really working hard for the company.

In the next chapter the author explain that the person should improves
yourself or develop yourself continuously because it is very necessary to cope
up with changing environment.

In the final chapter he explain that in this world there are many other HR
exist so we always needs to connect with them and keep ourselves updated
and informed.

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