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This is my first post in Citehr. I have heard a lot from my friends about this site now as I got my own system with internet facility even I can have regular reading at this site. I am reading certain subjects and finding the suggestions given really now even am Fan of this site.

So, here I come to the point.

I have one case, I am putting my own points also what I have understood about it but for sure I need all your support and guidance so that I can get the proper words to analyse the case and I can get other perspectives too.

Case Study # 1

M/s Rainbow Ltd is a reputed manufacturer of cattle/poultry feed. The company is a 25 years old establishment having branch sales offices all over India with Head Office at Bombay.

In one of their Branch at Nagpur, there were four sales officers headed by a Branch Manager. At the end of the financial year 1999-2000 it was observed that the Branch had achieved only 80% of their targets. The Branch Manager was asked to explain the reason of his poor performance.

He stated that two of his sales officers namely Mr. A.K. Roy and Mr. P.N. Naik had left during the year. He had taken two new people after a lot of search. By the time these two sales persons were selected and joined, two months had passed. Thereby he was short of two sales persons for about two months. As these two areas were unmanned for two months and sales was down, he had no choice but to send these two new sales persons immediately in the field without any formal training. These two new sales persons took some time to perform at the expected level. That is why his sales for the year suffered drastically.

He was further asked why these two people left the company. He replied that one of their sales officers namely Mr. A. K. Roy was fresher ad was not performing well in the market. Even though he was eager and enthusiastic person he was not able to convince his customers due to lack of adequate knowledge of the products and the market. The Branch Manager had warned him in writing that if he did not improve his performance, appropriate action will be taken against him. He also sent some product leaflets and list of big customers to him. In spite of this Mr. Roy did not any improvement. Thereafter the Branch Manager with a view to give him one more chance sent a second warning in writing as he was not able to visit his area. The Branch Manager tried his best to develop him but it did not work. Therefore, finally the Branch Manager had to call him to his office and ask him to resign.

Case Study # 2

In the second case Mr. P.N. Naik was a new employee and was a good performer. He was working well in the market and was achieving his target. However, he had some problem with one of the big customers. The big customer had made a complaint against him to the Sales manager at HO Mr. Naik was due for confirmation in Nov 99. Though the Branch Manager had recommended his confirmation to the sales manager, he was not given confirmation letter.The branch manager had enquired the Personnel Manager regarding his confirmation. The personnel manager replied that the personnel dept have not received the recommendation for confirmation. The sales manager said that since he has received a complaint about Mr. Naik from one of the big customers, Mr. Naik’s probation should be extended. Accordingly Mr. Naik’s probation was extended. However, Mr. Naik did not accept his extension of probation letter and resigned.

Analysis: Case Study 1:

1) Faulty recruitment procedure.

2) No importance to Training & Development

3) No employee development during his tenure of work .

4) No guidance when employee in market for direct sales, company not bothered for its reputation also.

5) No follow up of monthly report otherwise they can stay updated for the short fall of their sales.

6) No support to the new joinee.

7) Warning letter is not the only way to rule out the sales issue.

Analysis: Case Study : 2

1) Faulty Communication System

2) No confidence on employee

3) No good retention policy

From India, Mumbai
An ‘ Electrolnics Goods Manufacturing ‘ company enjoying about four hundred workers started seven years ago. It originally started with fifty workers and when additional workers were necessary, the management used to tell the workmen to bring new workers either their relatives or their friends and they were appointed. After, seven years the company expanded and prospered very well. The management wanted to prescribe certain qualifications for each category of worker and make recruitment either through employment exchanges or advertisements in the local newspaper. The workers immediately opposed the move and demanded that recruitment should be made as per the existing practice; they also relied on a settlement agreed between the parties, and resorted to go slow tactics in carrying out the work. The management suffered heavy losses, as export orders to U.A.E. South Africa, Poland and Spain could not be fulfilled. The management approached the conciliation officer and suggested a recruitment policy they possess the necessary qualifications. He also suggested that out of four vacancies in each category one should be given preference if they posses necessary qualifications. He also suggested that out of four vacancies in each category one should be reserved for workers insisted that the existing practice should be continued and hence continued, which resulted in working out of the factory.

Analysis : 1) Company did not considered employees while changing the important policy of organization i.e. recruitment.

I haven’t solved any Case study so far so please guide me how I have to do this. I am reading case studies and its analysis but still if someone can guide me in exam point of view it will be really good for me.

From India, Mumbai
To Moderators of this site Please let me know why no one is responding to this thread? Regards, Vrushali
From India, Mumbai
Dear Vrushali,

Thank you for your posts giving your answers to the case studies and then seeking help. I reommend this approach to other students

If Iam right, there is only one Case Study, though you have labelled them as 1 and 2.

Just do not consider what is happening at the Branch Level; kindly see what is wrong at the Organisational level? Should the Corporate Office have had policies about recruitment, selection, training and monthly or qaurterly performance reports? If they had one, would the 80% achievement of target come as a surprise.

If the Branch Manager was aware of the complaint received from a customer about Mr. Naik would he have recommended him for confirmation? If not, what has happened and who should be held responsible?

In an organisation that I worked, which had 6 operational sites, we had to send weekly performance report to the Head Quarters; and there would be monthly reports prepared and discussed at the directors' level.

Regarding the second post, there is what is called custom and practice' if the company violates that then they can run into difficulties as in this case. The way to overcome that is through communication and negotiations.

Beware that I am no HR expert.

Have a nice day


Leaning and Teaching Fellow (Retd)

The University of Bolton, UK

Chief Advisor, Promentor-consulting

From United Kingdom
Respected Sir

Thank you so much for responding. This is what I was looking for, as my point of view to look at the case was different and was certainly wanted someone to light another perspectives for these cases. Experience matters rather than Professional touch of that field that is what I feel.

I considered 1st case as two case studies as I thought in two different scenarios employees are leaving that organisation.

So here if we talk about what went wrong in this case study is that :

1) Organisation failed to have proper policy for recruitment, induction (as employees behavior was wrong towards customer), training & development.

2) Sales tracking of the employee and ultimately of branch was not done on time or the policies for reporting was not formulated. I think for sales people daily reporting is must so the variation against target and achieved quantity can be viewed on daily basis.


1) From reading I think Branch manager is not aware of Mr. Naik's complaint from client to his Sales Manager so in that respect communication system of the organisation is faulty as he( Sales manager) did not report to the Br. manager. Fault is of Sales Manager and of organisation as a whole. Their apraisal policy is also not clear to the employees.

Case # 3

Yes, I also think company can not suddenly change its policies without considering the important people of the organisation. They shall better talk to employees and negotiate the terms and conditions of recruitment.

Here I feel the new recruitment terms and conditions that organisation has decided is quite good as compared to old policy of recruitment.


Please correct me wherever I am wrong. I also need guidance how to write answers for such case studies means the tense and whether points to be made or paras to be framed.

My English is quite poor so sorry if am writing something vague.



From India, Mumbai
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