Human Resource Dynamics CASE STUDY SOLUTION

 Human Resource Dynamics CASE STUDY SOLUTION

Caselet 1

Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.

Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.

The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.

Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.

After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided him with the material collected. Thereafter Raghvan excused himself and did not return. Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving office.

Questions

1. What do you think about Raghavan’s training program? (10)

2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)

Caselet 2

Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.

But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every "walk-in" who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti's development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn't want to destroy that pride. However, he sees her as more interested in

Examination Paper of Human Resource Dynamics

IIBM Institute of Business Management

individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.

Question:

1. Do Ms. Preeti's problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people?