Case study:
Joseph a plant level worker has been working in Zeal Zink Ltd, a large scale industrial establishment in Maharashtra, India, almost twenty years. Being a hardworking, competent, punctual and reliable employee he maintained good relation with his superiors, co-workers and the leaders of the organization. Vice versa, the management also had better impression on his performance as well as commitment. Though, management had strong disappointment on his affiliation with one of the trade unions in the organization. Management believed that trade unions presence in organization always there to mislead and exploit the work force and it affects the progress of the organization.
Considering his loyalty, commitment and performance, management decided to promote him to the supervisory level. The promotion decision was beyond his expectation. He found himself very happy and highly obliged to the management. Only hard working, competent and skilled employees usually get promoted to higher positions. The supervisory positions in the organization have better compensation packages, power and authority in relation to the responsibilities. Joseph highly inspired to work for the organization.
He acquired better acceptance and recognition in the supervisory position from his superiors and coworkers within short span. He performed his duties in accordance with the expectation of the management.
One day, as per the official communication, Joseph asked to meet one of the senior level officials Mr. Kiran in his cabin. Kiran detailed new responsibilities and tentative targets to Joseph, sharing management expectation on him. After making some formal discussions, Kiran started informal discussion with Joseph inquiring employee's welfare, satisfaction level and many other topics. He inquired about Josephs family members also. During the conversation Kiran also inquired about Joseph's trade union activities and his strong affiliation. He informed Joseph that the top management is unhappy about his trade union affiliation, as he performs a managerial role in the organization. Kiran demanded a ‘gradual separation’ from the trade for better career. Kiran asked him to ‘think about it’ and take a wise decision. Reserving his comment on Kiran's demand, Joseph returned to his work station.
Kiran's demand to quit the trade union membership was really disappointing to Joseph. He thought, all along trade union was with him to protect his rights and privileges. Employees always feel safe and secure in their job due to the existence of trade union. Many questions roused in his mind.
"Shall I quit or stay back in the trade union?
“Is it fair to quit the trade union? They are the people supported me in many contingent situations”.
“Can I trust the management say? Do management follow their promises?”
“Who am I, a Worker or a Manager?” There is wide disparity between employees and employers.
“Many employees have severe experience in the past, from management who follow the path suggested. Is it safe to do so?”
Many conflicting thoughts made him more confused to take appropriate decision in this matter. Although he had better awareness on management punitive measure, finally, he took a decision in favor of management, considering career prospects. Slowly but steadily, he started getting aloof from many of the trade union meetings and activities in the organization. The trade union had close observation about their party men. They observed the changes in the behavior of Joseph. Trade union leadership demanded clarification from him. Joseph continues to get aloof from the trade union activities by explaining some personal grounds and engaging into more work activities. Finally, he informed management his decision to quit trade union membership. Management welcomed his decision and has extended full support in his occupational career.
Ensuring a peaceful mind, as a managerial supervisor, Joseph started his newly allocated role in the organization. His new task required more members and that to be accomplished as a team. Supervisors form different department also took part in the task performance. Though the members have to work as a team, they had to follow the timely instructions of the senior managers. Members don't have that much of freedom and autonomy to take decision on production. Still they tried their level best to follow senior’s instruction and engaged themselves in achieving the target.
The annual production statistics published. The department where Joseph was working reported low level performance. The inspectors pointed out problems that related to testing and quality level. The top management as usual flayed junior managers and supervisors who are in charge of the department, the blame of low level performance. While the middle level managers, as usual, redirected those allegations to the supervisors and members in the department, showing their sheer negligence and lack of commitment. The supervisory members especially Joseph, who has all along worked hard, upset with the allegation made by the seniors. The supervisory members decided to meet top management to inform them the real facts. They drafted a memorandum and handed over the same to the top management officials, indicating the real situations, which resulted poor outlay.
After two days top management asked Joseph to meet Kiran, the Senior Manager in the organization for further discussion on the low performance issue. Kiran informed the top management that they totally dissatisfied with the performance of the supervisory members. During the meeting, Kiran informed Joseph that, as a step to curb the situation and maintain the quality of the production, top management decided to transfer some of the supervisory members to the other departments and some others to the sister concern.
The transfer list contains Joseph's name also. Kiran informed Joseph that, his knowledge and competency are not sufficient to handle new responsibilities as it requires more training and attention that he would get it from other organization. Kiran also informed Joseph that management decided to withdraw extra incentives that extended to the supervisors since the nature of transfer has the nature of training and development program.
Joseph shocked to hear management decision in this matter. He got depressed about the management decision. Joseph felt that the management has shown their vested interest, and partiality to protect middle level managers. They tried to protect senior management members from top management. The management decision to transfer him and his fellow supervisory members to different departments and sister concerns is a measure to marginalize and victimize them. Joseph could not find any justification on management decision. He felt that instead of understanding the problem in an impartial way, management tried to solve the issue by safeguarding their members. He confirmed that the attitude of the management always as would be as 'big bosses' and it never going to change
Joseph became more aggressive in his stand. He has decided to continue his membership in trade union. Trade union accepted him back. Joseph forwarded the complaint to trade union indicating the issues for justice.
Questions
"Business World indulges in Organizational Politics by showing carrots of Career Planning". Comment.
Does this case reflect Joseph’s decision making ability?
How the ‘theory of equity’ and ‘theory of expectancy’ is related to this case study?
How you evaluate the people management strategy of senior managers in the organization?
Does the management's attitude towards the trade union is well justified?
From Zambia, Lusaka
Joseph a plant level worker has been working in Zeal Zink Ltd, a large scale industrial establishment in Maharashtra, India, almost twenty years. Being a hardworking, competent, punctual and reliable employee he maintained good relation with his superiors, co-workers and the leaders of the organization. Vice versa, the management also had better impression on his performance as well as commitment. Though, management had strong disappointment on his affiliation with one of the trade unions in the organization. Management believed that trade unions presence in organization always there to mislead and exploit the work force and it affects the progress of the organization.
Considering his loyalty, commitment and performance, management decided to promote him to the supervisory level. The promotion decision was beyond his expectation. He found himself very happy and highly obliged to the management. Only hard working, competent and skilled employees usually get promoted to higher positions. The supervisory positions in the organization have better compensation packages, power and authority in relation to the responsibilities. Joseph highly inspired to work for the organization.
He acquired better acceptance and recognition in the supervisory position from his superiors and coworkers within short span. He performed his duties in accordance with the expectation of the management.
One day, as per the official communication, Joseph asked to meet one of the senior level officials Mr. Kiran in his cabin. Kiran detailed new responsibilities and tentative targets to Joseph, sharing management expectation on him. After making some formal discussions, Kiran started informal discussion with Joseph inquiring employee's welfare, satisfaction level and many other topics. He inquired about Josephs family members also. During the conversation Kiran also inquired about Joseph's trade union activities and his strong affiliation. He informed Joseph that the top management is unhappy about his trade union affiliation, as he performs a managerial role in the organization. Kiran demanded a ‘gradual separation’ from the trade for better career. Kiran asked him to ‘think about it’ and take a wise decision. Reserving his comment on Kiran's demand, Joseph returned to his work station.
Kiran's demand to quit the trade union membership was really disappointing to Joseph. He thought, all along trade union was with him to protect his rights and privileges. Employees always feel safe and secure in their job due to the existence of trade union. Many questions roused in his mind.
"Shall I quit or stay back in the trade union?
“Is it fair to quit the trade union? They are the people supported me in many contingent situations”.
“Can I trust the management say? Do management follow their promises?”
“Who am I, a Worker or a Manager?” There is wide disparity between employees and employers.
“Many employees have severe experience in the past, from management who follow the path suggested. Is it safe to do so?”
Many conflicting thoughts made him more confused to take appropriate decision in this matter. Although he had better awareness on management punitive measure, finally, he took a decision in favor of management, considering career prospects. Slowly but steadily, he started getting aloof from many of the trade union meetings and activities in the organization. The trade union had close observation about their party men. They observed the changes in the behavior of Joseph. Trade union leadership demanded clarification from him. Joseph continues to get aloof from the trade union activities by explaining some personal grounds and engaging into more work activities. Finally, he informed management his decision to quit trade union membership. Management welcomed his decision and has extended full support in his occupational career.
Ensuring a peaceful mind, as a managerial supervisor, Joseph started his newly allocated role in the organization. His new task required more members and that to be accomplished as a team. Supervisors form different department also took part in the task performance. Though the members have to work as a team, they had to follow the timely instructions of the senior managers. Members don't have that much of freedom and autonomy to take decision on production. Still they tried their level best to follow senior’s instruction and engaged themselves in achieving the target.
The annual production statistics published. The department where Joseph was working reported low level performance. The inspectors pointed out problems that related to testing and quality level. The top management as usual flayed junior managers and supervisors who are in charge of the department, the blame of low level performance. While the middle level managers, as usual, redirected those allegations to the supervisors and members in the department, showing their sheer negligence and lack of commitment. The supervisory members especially Joseph, who has all along worked hard, upset with the allegation made by the seniors. The supervisory members decided to meet top management to inform them the real facts. They drafted a memorandum and handed over the same to the top management officials, indicating the real situations, which resulted poor outlay.
After two days top management asked Joseph to meet Kiran, the Senior Manager in the organization for further discussion on the low performance issue. Kiran informed the top management that they totally dissatisfied with the performance of the supervisory members. During the meeting, Kiran informed Joseph that, as a step to curb the situation and maintain the quality of the production, top management decided to transfer some of the supervisory members to the other departments and some others to the sister concern.
The transfer list contains Joseph's name also. Kiran informed Joseph that, his knowledge and competency are not sufficient to handle new responsibilities as it requires more training and attention that he would get it from other organization. Kiran also informed Joseph that management decided to withdraw extra incentives that extended to the supervisors since the nature of transfer has the nature of training and development program.
Joseph shocked to hear management decision in this matter. He got depressed about the management decision. Joseph felt that the management has shown their vested interest, and partiality to protect middle level managers. They tried to protect senior management members from top management. The management decision to transfer him and his fellow supervisory members to different departments and sister concerns is a measure to marginalize and victimize them. Joseph could not find any justification on management decision. He felt that instead of understanding the problem in an impartial way, management tried to solve the issue by safeguarding their members. He confirmed that the attitude of the management always as would be as 'big bosses' and it never going to change
Joseph became more aggressive in his stand. He has decided to continue his membership in trade union. Trade union accepted him back. Joseph forwarded the complaint to trade union indicating the issues for justice.
Questions
"Business World indulges in Organizational Politics by showing carrots of Career Planning". Comment.
Does this case reflect Joseph’s decision making ability?
How the ‘theory of equity’ and ‘theory of expectancy’ is related to this case study?
How you evaluate the people management strategy of senior managers in the organization?
Does the management's attitude towards the trade union is well justified?
From Zambia, Lusaka
Hi,
Comment on "Business World indulges in Organizational Politics by showing carrots of Career Planning":
In the case study, Joseph's promotion and subsequent demand from senior management to separate from the trade union could be seen as a strategic move influenced by organizational politics. The management's attempt to influence Joseph's decisions by linking his career prospects to leaving the trade union suggests a use of power dynamics and strategic decisions that align with organizational interests. This tactic could be interpreted as a form of organizational politics where career planning is used as a carrot to mould employees' affiliations and actions in line with the organization's preferences.
Does this case reflect Joseph’s decision-making ability?
Joseph's decision-making ability is reflected throughout the case. Initially, he decides to comply with the management's request to leave the trade union for the sake of his career. However, when faced with unfavourable circumstances such as the blame for low departmental performance and subsequent transfers, he becomes more critical of the management's decisions. Joseph's decision to rejoin the trade union and file a complaint indicates his ability to reassess situations and make decisions aligned with his principles, even if they go against the management's wishes.
How are the ‘theory of equity’ and ‘theory of expectancy’ related to this case study?
Theory of Equity: This theory suggests that individuals strive for fairness in social exchanges, comparing their inputs and outcomes with those of others. In this case, Joseph might perceive an inequity in the treatment of supervisory members regarding blame for low performance and subsequent transfers. The perceived injustice could lead to dissatisfaction and resistance.
Theory of Expectancy: This theory posits that individuals are motivated to act in a certain way if they expect their efforts will lead to performance and that performance will be rewarded. Initially, Joseph believes that complying with the management's request to leave the trade union will enhance his career. However, when faced with transfers and withdrawal of incentives, the expectancy of a positive outcome diminishes, and this influences his subsequent decisions.
How do you evaluate the people management strategy of senior managers in the organization?
The people management strategy of senior managers seems to involve a mix of positive and negative aspects:
Positive Aspects: They recognize and promote Joseph based on his competence and commitment. They communicate expectations clearly during the informal meeting with Joseph, showing transparency in their intentions.
Negative Aspects: Senior managers resort to influencing Joseph's trade union affiliation to align with organizational preferences. The blame for low performance is attributed to the supervisory members without a comprehensive analysis, leading to transfers and withdrawal of incentives. This approach appears biased and fails to consider the equity and fairness principles in people management.
Does the management's attitude towards the trade union is well justified?
The management's attitude towards the trade union appears to be influenced by a perception that union activities may hinder organizational progress. However, the demand for Joseph to quit the trade union as a condition for career advancement raises ethical concerns. Management's emphasis on separating from the trade union may be seen as an infringement on employees' rights to association. The subsequent punitive measures and transfers, coupled with the withdrawal of incentives, may indicate a lack of fair and justifiable management practices regarding trade union affiliation. Overall, the management's attitude towards the trade union raises questions about ethical and employee rights considerations.
Thanks
From India, Bangalore
149Comment on "Business World indulges in Organizational Politics by showing carrots of Career Planning":
In the case study, Joseph's promotion and subsequent demand from senior management to separate from the trade union could be seen as a strategic move influenced by organizational politics. The management's attempt to influence Joseph's decisions by linking his career prospects to leaving the trade union suggests a use of power dynamics and strategic decisions that align with organizational interests. This tactic could be interpreted as a form of organizational politics where career planning is used as a carrot to mould employees' affiliations and actions in line with the organization's preferences.
Does this case reflect Joseph’s decision-making ability?
Joseph's decision-making ability is reflected throughout the case. Initially, he decides to comply with the management's request to leave the trade union for the sake of his career. However, when faced with unfavourable circumstances such as the blame for low departmental performance and subsequent transfers, he becomes more critical of the management's decisions. Joseph's decision to rejoin the trade union and file a complaint indicates his ability to reassess situations and make decisions aligned with his principles, even if they go against the management's wishes.
How are the ‘theory of equity’ and ‘theory of expectancy’ related to this case study?
Theory of Equity: This theory suggests that individuals strive for fairness in social exchanges, comparing their inputs and outcomes with those of others. In this case, Joseph might perceive an inequity in the treatment of supervisory members regarding blame for low performance and subsequent transfers. The perceived injustice could lead to dissatisfaction and resistance.
Theory of Expectancy: This theory posits that individuals are motivated to act in a certain way if they expect their efforts will lead to performance and that performance will be rewarded. Initially, Joseph believes that complying with the management's request to leave the trade union will enhance his career. However, when faced with transfers and withdrawal of incentives, the expectancy of a positive outcome diminishes, and this influences his subsequent decisions.
How do you evaluate the people management strategy of senior managers in the organization?
The people management strategy of senior managers seems to involve a mix of positive and negative aspects:
Positive Aspects: They recognize and promote Joseph based on his competence and commitment. They communicate expectations clearly during the informal meeting with Joseph, showing transparency in their intentions.
Negative Aspects: Senior managers resort to influencing Joseph's trade union affiliation to align with organizational preferences. The blame for low performance is attributed to the supervisory members without a comprehensive analysis, leading to transfers and withdrawal of incentives. This approach appears biased and fails to consider the equity and fairness principles in people management.
Does the management's attitude towards the trade union is well justified?
The management's attitude towards the trade union appears to be influenced by a perception that union activities may hinder organizational progress. However, the demand for Joseph to quit the trade union as a condition for career advancement raises ethical concerns. Management's emphasis on separating from the trade union may be seen as an infringement on employees' rights to association. The subsequent punitive measures and transfers, coupled with the withdrawal of incentives, may indicate a lack of fair and justifiable management practices regarding trade union affiliation. Overall, the management's attitude towards the trade union raises questions about ethical and employee rights considerations.
Thanks
From India, Bangalore
Dear members,
Almost a week has passed since the case study was uploaded. A few questions are asked in the case study. I was expecting veritable replies to the questions. But not even one reply has come. Anyway, I have given replies to the questions. Before going through the replies, I request the members to go through the case study once again. Read my replies if you have sufficient time, undivided attention and a studious mind. By reading perfunctorily, one may not understand the essence of the replies.
Thanks,
Dinesh Divekar
+++++
Q1. "Business World indulges in Organisational Politics by showing carrots of Career Planning". Comment.
Reply: - The business world could be indulging in organisational politics by showing the carrots of career planning. However, in the case at hand neither the management played the politics nor did they do career planning.
If they were to indulge in politics, taking advantage of Joseph’s active participation in the trade union activities, the management of the company would have used him to weaken the hold of the trade union. However, they did not do this, rather he was told to dissociate from the trade union gradually. It was a straightforward approach. There was no element of shrewdness in it.
There is no reference to a career plan for Joseph. Neither did he make a career plan on his own nor did HR professionals make it nor did his HOD.
Q2. Does this case reflect Joseph’s decision-making ability?
Reply: - The case does not show anything about the decision-making abilities of Joseph. He was given a promotion because of his functional expertise and not because of his decision-making ability. Secondly, when one of the senior management professionals, Mr Kiran met him and told him to separate himself from the trade union activities gradually, various thoughts crowded the head of Joseph. While making a choice, there is no information on whether Josep used the Rational Decision-Making Model or any other model to make the decision.
Q3. How is the ‘theory of equity’ and ‘theory of expectancy’ related to this case study?
Reply: - Both the theories of motivation, the ‘theory of equity’ and the ‘theory of expectancy’ can be related to the case study. A brief about each theory and an explanation for each is given below.
The Expectancy Theory: - The expectancy theory concentrates on the following three relationships:
a) Effort-performance relationship: What is the likelihood that the individual’s effort be recognised in his performance appraisal?
b) Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organisational rewards.
c) Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual.
Explanation: - Of the three relationships above, the relationship (a) and (b) are easily related to the case study. By promoting Joseph, the company’s management sent a signal to one and all that whoever performs well, his/her performance will be recognised and properly rewarded. But when the performance of Joseph’s department declined, the management awarded him negatively by transferring him. Whether the negative award was appropriate or not is a different matter.
The Theory of Equity: - The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s motivation level is correlated to his perception of equity, fairness and justice practised by the management. The four comparisons an employee can make have been termed as “referents”. The referent chosen is a significant variable in equity theory. These referents are as follows:
a) Self-inside: An employee’s experience in a different position inside his present organisation.
b) Self-outside: An employee’s experience in a situation outside the present organisation.
c) Other-inside: Another employee or group of employees inside the employee’s present organisation.
d) [u]Other-outside[u]: Another employee or employees outside the employee’s present organisation.
Explanation: - Of the above four, the referent (a) is applicable in this case. Joseph had two types of experiences within the organisation. The first one was good when his performance was recognised and he was rewarded with the promotion. The second one was an unpleasant one when for the declining production, he was blamed unfairly and was transferred too.
Q4. How do you evaluate the people management strategy of senior managers in the organisation?
Reply: - The case study does not give any information about the people management strategy of the senior management. Their actions were unplanned and ad hoc. The explanation is as below:
a) The company did not launch an age-old HR intervention, “Career Planning” for the employees. Neither a formal career plan was made for Joseph nor was he informally told what would be the competencies for his future supervisory role. There is no reference to how Joseph was groomed for the future position.
b) Worst still, when the production standards were declined, the supervisors were blamed squarely. Not only were they blamed but they were made scapegoats too. The lower the designation, the higher the blame. This phenomenon goes the world over and Joseph’s company was no exception.
c) If the production declined, then the tools of Operations Management like why-why analysis or Root Cause Analysis (RCA) could have been used. However, there is no reference to the usage of these tools. If the scientific tools of problem-solving are not used, how will the staff get hands-on practice with them? People management demands engaging the people in the exercises of the profession.
d) When Joseph was promoted, he could have been told clearly about the requirement of his gradual dissociation from the trade union. However, the management allowed Joseph to work as a Supervisor and continue to be a member of the trade union. This is in contrast to the general practice as members of the trade union are from the worker level. The management allowed this exception. When Joseph was settling into the new role, out of the blue, he was told to discontinue membership in the trade union. The method of passing the message about dissociation lacked sophistication. Why Mr Kiran, the senior management professional, did not involve the reporting manager or the HOD of Joseph in the meeting is not known. In professional companies, the position of the managers or HODs is respected by their seniors and they are not bypassed.
e) Any strategy whether for people or otherwise is for preventing the problems. Instead of preventing it, the management of Joseph’s company invited the problem by transferring the supervisors. On receiving the notice of transfer, Joseph felt betrayed and is planning to rejoin the trade union. If he and other supervisors join the trade union, it may embolden the union officials and they could take up the supervisors’ cause vehemently. They may not settle for anything lesser than the annulment of the transfer order. If the management declines to revoke the transfer order, it could lead to a bigger face-off. Whether after a small resistance or after a full-fledged confrontation, if the management withdraws the transfer order, the trade union may emerge victorious and it could send a very wrong signal to the employees that more than the management, the trade union serves their interests better. If such a thought solidifies in the minds of the workers, for the sake of continuing the membership of the trade union, what if the workers start declining the promotion in future? It could be a big talent loss to the company!
Q5. Is the management's attitude towards the trade union well justified?
Reply: - Whether the relations between the management and the trade union were frosty or normal is not mentioned in the case study. However, it can be inferred from the case study that management had a typical view that all trade unions are bad and must be kept at bay. But then this is a generalisation, and the management of Joseph’s company was a victim of this bias. In the course of running the administration of the company, many times, unwittingly the management takes a decision that may go against the interests of the workers. Against this backdrop, the labour unions step in and bring to the attention the flawed decisions of the management. By pointing out the flaws, the labour unions serve the interests not just of the workers but of the organisation as well. If the interests of the workers are served well, they remain motivated and their motivation, in turn, helps maintain their productivity. However, how the management of Joseph’s company views the trade union is not mentioned clearly.
The management of the companies where the trade unions are active are expected to be circumspect and take decisions with due diligence. The case study shows how their unthinking actions give fodder to the labour unions!
If Joseph and other supervisors rejoin the trade union and if the union pitches in on their behalf, whatever the outcome of their intervention may be, it could create an estrangement between the supervisors and the management. Bridging the mental gap caused due to estrangement will take a longer time. The fallout of estrangement could be the mental disengagement of the employees from the organisation itself.
General Comments for the Other Members: - This post was published a week ago and I was expecting better replies. One learned member has given a reply but it is AI-assisted. I invested my time and energy in giving the replies to the questions so that the replies generated by a human and artificial intelligence (AI) can be compared. Let the readers compare both and decide which feels authentic and has a personal touch.
The case study is poorly worded and grammar is given short shrift. Despite these deficiencies, the value of the case study does not diminish. To solve the case study, one is required to put on a thinking cap.
Case studies like this are a boon to the members of this forum. To analyse the case study one is required to go through the theories learnt during the management courses. Referring to management theories helps us brush up on our knowledge. Solving the case studies helps in expanding our mental horizons. Unfortunately, hardly any member deemed it fit to do so.
On this forum, we are fortunate to get a ready-made case study. In practical life who will write a case study for us? We have to write our case study and solve it too. The analytical skills for solving the case studies of practical life will increase if we solve the ready-made case studies that are occasionally uploaded on this forum. I hope the young and upcoming HR professionals understand the importance of being studious and avail of these opportunities!
The end!
From India, Bangalore
Almost a week has passed since the case study was uploaded. A few questions are asked in the case study. I was expecting veritable replies to the questions. But not even one reply has come. Anyway, I have given replies to the questions. Before going through the replies, I request the members to go through the case study once again. Read my replies if you have sufficient time, undivided attention and a studious mind. By reading perfunctorily, one may not understand the essence of the replies.
Thanks,
Dinesh Divekar
+++++
Q1. "Business World indulges in Organisational Politics by showing carrots of Career Planning". Comment.
Reply: - The business world could be indulging in organisational politics by showing the carrots of career planning. However, in the case at hand neither the management played the politics nor did they do career planning.
If they were to indulge in politics, taking advantage of Joseph’s active participation in the trade union activities, the management of the company would have used him to weaken the hold of the trade union. However, they did not do this, rather he was told to dissociate from the trade union gradually. It was a straightforward approach. There was no element of shrewdness in it.
There is no reference to a career plan for Joseph. Neither did he make a career plan on his own nor did HR professionals make it nor did his HOD.
Q2. Does this case reflect Joseph’s decision-making ability?
Reply: - The case does not show anything about the decision-making abilities of Joseph. He was given a promotion because of his functional expertise and not because of his decision-making ability. Secondly, when one of the senior management professionals, Mr Kiran met him and told him to separate himself from the trade union activities gradually, various thoughts crowded the head of Joseph. While making a choice, there is no information on whether Josep used the Rational Decision-Making Model or any other model to make the decision.
Q3. How is the ‘theory of equity’ and ‘theory of expectancy’ related to this case study?
Reply: - Both the theories of motivation, the ‘theory of equity’ and the ‘theory of expectancy’ can be related to the case study. A brief about each theory and an explanation for each is given below.
The Expectancy Theory: - The expectancy theory concentrates on the following three relationships:
a) Effort-performance relationship: What is the likelihood that the individual’s effort be recognised in his performance appraisal?
b) Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organisational rewards.
c) Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual.
Explanation: - Of the three relationships above, the relationship (a) and (b) are easily related to the case study. By promoting Joseph, the company’s management sent a signal to one and all that whoever performs well, his/her performance will be recognised and properly rewarded. But when the performance of Joseph’s department declined, the management awarded him negatively by transferring him. Whether the negative award was appropriate or not is a different matter.
The Theory of Equity: - The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s motivation level is correlated to his perception of equity, fairness and justice practised by the management. The four comparisons an employee can make have been termed as “referents”. The referent chosen is a significant variable in equity theory. These referents are as follows:
a) Self-inside: An employee’s experience in a different position inside his present organisation.
b) Self-outside: An employee’s experience in a situation outside the present organisation.
c) Other-inside: Another employee or group of employees inside the employee’s present organisation.
d) [u]Other-outside[u]: Another employee or employees outside the employee’s present organisation.
Explanation: - Of the above four, the referent (a) is applicable in this case. Joseph had two types of experiences within the organisation. The first one was good when his performance was recognised and he was rewarded with the promotion. The second one was an unpleasant one when for the declining production, he was blamed unfairly and was transferred too.
Q4. How do you evaluate the people management strategy of senior managers in the organisation?
Reply: - The case study does not give any information about the people management strategy of the senior management. Their actions were unplanned and ad hoc. The explanation is as below:
a) The company did not launch an age-old HR intervention, “Career Planning” for the employees. Neither a formal career plan was made for Joseph nor was he informally told what would be the competencies for his future supervisory role. There is no reference to how Joseph was groomed for the future position.
b) Worst still, when the production standards were declined, the supervisors were blamed squarely. Not only were they blamed but they were made scapegoats too. The lower the designation, the higher the blame. This phenomenon goes the world over and Joseph’s company was no exception.
c) If the production declined, then the tools of Operations Management like why-why analysis or Root Cause Analysis (RCA) could have been used. However, there is no reference to the usage of these tools. If the scientific tools of problem-solving are not used, how will the staff get hands-on practice with them? People management demands engaging the people in the exercises of the profession.
d) When Joseph was promoted, he could have been told clearly about the requirement of his gradual dissociation from the trade union. However, the management allowed Joseph to work as a Supervisor and continue to be a member of the trade union. This is in contrast to the general practice as members of the trade union are from the worker level. The management allowed this exception. When Joseph was settling into the new role, out of the blue, he was told to discontinue membership in the trade union. The method of passing the message about dissociation lacked sophistication. Why Mr Kiran, the senior management professional, did not involve the reporting manager or the HOD of Joseph in the meeting is not known. In professional companies, the position of the managers or HODs is respected by their seniors and they are not bypassed.
e) Any strategy whether for people or otherwise is for preventing the problems. Instead of preventing it, the management of Joseph’s company invited the problem by transferring the supervisors. On receiving the notice of transfer, Joseph felt betrayed and is planning to rejoin the trade union. If he and other supervisors join the trade union, it may embolden the union officials and they could take up the supervisors’ cause vehemently. They may not settle for anything lesser than the annulment of the transfer order. If the management declines to revoke the transfer order, it could lead to a bigger face-off. Whether after a small resistance or after a full-fledged confrontation, if the management withdraws the transfer order, the trade union may emerge victorious and it could send a very wrong signal to the employees that more than the management, the trade union serves their interests better. If such a thought solidifies in the minds of the workers, for the sake of continuing the membership of the trade union, what if the workers start declining the promotion in future? It could be a big talent loss to the company!
Q5. Is the management's attitude towards the trade union well justified?
Reply: - Whether the relations between the management and the trade union were frosty or normal is not mentioned in the case study. However, it can be inferred from the case study that management had a typical view that all trade unions are bad and must be kept at bay. But then this is a generalisation, and the management of Joseph’s company was a victim of this bias. In the course of running the administration of the company, many times, unwittingly the management takes a decision that may go against the interests of the workers. Against this backdrop, the labour unions step in and bring to the attention the flawed decisions of the management. By pointing out the flaws, the labour unions serve the interests not just of the workers but of the organisation as well. If the interests of the workers are served well, they remain motivated and their motivation, in turn, helps maintain their productivity. However, how the management of Joseph’s company views the trade union is not mentioned clearly.
The management of the companies where the trade unions are active are expected to be circumspect and take decisions with due diligence. The case study shows how their unthinking actions give fodder to the labour unions!
If Joseph and other supervisors rejoin the trade union and if the union pitches in on their behalf, whatever the outcome of their intervention may be, it could create an estrangement between the supervisors and the management. Bridging the mental gap caused due to estrangement will take a longer time. The fallout of estrangement could be the mental disengagement of the employees from the organisation itself.
General Comments for the Other Members: - This post was published a week ago and I was expecting better replies. One learned member has given a reply but it is AI-assisted. I invested my time and energy in giving the replies to the questions so that the replies generated by a human and artificial intelligence (AI) can be compared. Let the readers compare both and decide which feels authentic and has a personal touch.
The case study is poorly worded and grammar is given short shrift. Despite these deficiencies, the value of the case study does not diminish. To solve the case study, one is required to put on a thinking cap.
Case studies like this are a boon to the members of this forum. To analyse the case study one is required to go through the theories learnt during the management courses. Referring to management theories helps us brush up on our knowledge. Solving the case studies helps in expanding our mental horizons. Unfortunately, hardly any member deemed it fit to do so.
On this forum, we are fortunate to get a ready-made case study. In practical life who will write a case study for us? We have to write our case study and solve it too. The analytical skills for solving the case studies of practical life will increase if we solve the ready-made case studies that are occasionally uploaded on this forum. I hope the young and upcoming HR professionals understand the importance of being studious and avail of these opportunities!
The end!
From India, Bangalore
Dear all,
My reply to the above case study became viral through WhatsApp. It reached the faculties who teach HR Management. On reading the reply, a few of them sent me a message or called me appreciating my work.
Since there was a greater acceptance of my reply from the faculties, for their and the benefit of the students, you may pass on the link to them.
Thanks.
Dinesh Divekar
From India, Bangalore
My reply to the above case study became viral through WhatsApp. It reached the faculties who teach HR Management. On reading the reply, a few of them sent me a message or called me appreciating my work.
Since there was a greater acceptance of my reply from the faculties, for their and the benefit of the students, you may pass on the link to them.
Thanks.
Dinesh Divekar
From India, Bangalore
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Human Resource Management with Case study.pps
Case Study on Promotion.pdf