Here we are providing Human Resource Management Case Studies with solutions. HRM Case studies plays vital role in management education specially in subjects like Human Resource Management (HRM), Personnel Management, PAAP etc. It gives clear picture of the concepts when you practice it through case studies. Here we have tried to give some live case studies which are interesting and allows you to think beyond the theoretical part and make you capable to apply the concepts in real time situations. We are also providing to provide solutions which are free of cost. We welcome your feedback about these case studies.
Human Resource Management Case Studies with Solutions
HRM Case Study
Case Study 1
Harsha and Franklin both of them are post graduates in management under different streams from same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organisation too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in HR department as employee counselor and
Franklin in finance department as key finance executive. As per the grade is concerned both are at same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.
By nature Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.
Harsha felt that now a day’s Franklin is not like as he use to be in past. She noticed some behavioral changes with him. During general conversations she feels that Franklin is taunting her that she is famous among the employees in the organisation in the other hand he is not even recognised by fellow employees.
One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while go through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed about the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she do not know this before she also reveled here current experience with him. Mr. Mehta who do not want to loose both of them promised her that he will handle this and he won’t allow Franklin to resign.
In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitations opened his thinking in front of Mr. Mehta. The problem of Franklin is 1) when he comes alone to canteen the people from other don’t even recognize him but if he accompanied by Harsha he get well treated by others. 2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so. 3) Even in meetings held in the office the points raised by Harsha will get more value so many a times he keeps silent in the meeting.
It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have same qualification, from same institute, passed out in the same year both with first class. We have same number of experience in this organisation. More over the responsibilities with me are more valuable than that of Harsha. After all this things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.
By listening this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behavior of the employees.
After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.
Find the reason that Mr. Mehta would have given to Franklin.
Solution for Case Study
Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from same college in same year. Both of them joined the company together both have same experience. Even in performance wise both stands in the same level i.e. both are constant performers and good performers.
Franklin analysed all the above said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analysed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees attention in this aspect. Harsha being counselor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counseling and most of the times she suggest best solutions for such issues.
Franklin though holding key position in finance his profile does not allow him to interact with the employees. Though he has helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help.
Mr. Mehta having good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons, and made Franklin understood the reality.
Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counseling or approached her for any issues. And as usual she would have counseled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.
When it comes to the point that even in office meetings Harsha, points are valued so Franklin keeps mum. For this Mr. Mehta replied that the points put forward by her would be related to employees or from employees point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents, keeps silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.
After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud about the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days
Case Study HRM 2
Watson Public Ltd Company is well known for its welfare activities and employee oriented schemes in manufacturing industry from more than ten decade. The company employs more than 800 workers and 150 administrative staff and 80 management level employees. The Top level management views all the employees at same level. This can be clearly understood by seeing the uniform of the company which is Same for all starting from MD to floor level workers. The company have 2 different cafeterias at different places one near the plant for workers and other near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of same quality. In short the company stands by the rule Employee Equality.
The company has one registered trade union and the relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a pay master in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing countable number of problems in supplying the materials in recent past days. Problems like quality issues, mismatch in packing materials (placing material A in box of material B) incorrect labeling of material, not dispatching the material on time etc…
The management views the case as there are loop holes in the system of various departments and hand over the responsibility to HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is
- The company hired new employees for higher level post without considering the potential internal candidates.
- The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
- Narrate the case with suitable Title for the case. Justify your title.
Employee Equality is not the need for every hour. In the above said case Watson Ltd had provided all facilities to employees at each grade in equal manner. But still the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc.. and the HR manager said that the policy of hiring new employees for higher post without considering old potential employees is the major problem.
“Employee recognition VS Employee equality”. As the HR manager states that employees are not been recognized for the potential rather company has gone for new recruitment. Because of which the company faces problems.
- The points rose by the HR manger as reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.
Yes the points raised by HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demands for social recognition, self respect, consideration etc for their work and performance.
In the above said case even the company provides and stands by the concept employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.
Related HR concept.
Slow down Production:
The concept of slow down production is a type of strike done by employee. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period
Human beings can be easily motivated by Rewards and recognition than that of money. In this case also the employee are not satisfied even after all facilities just because of the reason that they are not recognized.
In the four type of test conducted by Elton mayo the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue
Theory of hygiene factor states that there are certain factors related to employees the presence of which will not create major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.
- Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.
If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyses the reasons provided by management and if acceptable i will discuss the same with the employees. Everything is possible when discussion is done. So I will discuss and convince the employee that this wont happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.
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Of the more than27 million U.S. businesses in operation, an incredible 99 percent are small businesses with fewer than 500 employees. These smaller firms are arguably the most vulnerable to emergencies. In fact,nearly 40 percent of small businesses close following a disaster. This is proof that small businesses need to be effectively prepared for any crises that may hit.
While emergencies affect smaller organizations differently from their larger counterparts, there is always plenty to be learned from crises that hit the nation’s name-brand companies.
Let’s take a look at some of the most well-known crisis management case studies from the last several years, as well as what we can learn from them:
1. The Target data breach
In late 2013, an IT security blogger broke a huge story:Target’s IT systems had been hacked, exposing the personal data of up to 110 million customers. Target issued a statement the following day and posted a video with more details on its website. The company apologized, explained how the hack had happened, and offered free credit monitoring for affected customers.
Unfortunately, there were a few key problems with Target’s response. First, it responded before officials were fully aware of the scope and cause of the problem. This forced Target to later walk back some of its statements, such as the number of customers whose information was hacked. In the eyes of the consumer, it made Target seem unprepared, unprofessional, and even a bit suspicious.
Second, Target posted the message from its CEO to its website and then later realized it wasn’t garnering many views. That was because most consumers were taking to social media—not to the website—to air complaints and interact with the company. This offered a valuable lesson to Target, and others, to respond to a crisis using the appropriate channels.
2. The Volkswagen emissions scandal
In September 2015, the Environmental Protection Agency accused Volkswagen of manipulating its engine controls to be able to pass laboratory emissions tests. Not only was the company violating the Clean Air Act by selling vehicles that didn’t meet environmental requirements, but it was also violating its customers’ trust by making its cars seem more environmentally friendly.
Unfortunately, the way the company handled the scandal made things even worse. As the story continued to evolve, the company’sresponse was seen as inconsistent and, at times, contradictory to previous statements. Executives claimed they didn’t know about the cheating, only to reveal they did just a few days later. Meanwhile, the company’s PR and social media teams struggled to keep up. As the company set out to recall millions of vehicles, officials promised to reimburse some, but not all, customers for their troubles.
All the while, consumers reported that the company seemed to be handling the crisis in a dishonest way by not fully “owning” its role in the scandal.
The brand likely would have fared better through this crisis if it had taken a few key steps:
- Been up front and honest as soon as the story broke
- Kept its response consistent, with an empathetic and apologetic tone
- Reimbursed all affected customers the same amount
- Demonstrated a commitment to change in some way (e.g., by setting new emissions goals or partnering with an environmental organization to help combat air pollution)
3. Southwest Airlines’ social media response
Right in the middle of the busy 2016 summer travel season,Southwest Airlines was suddenly struck by a wide-reaching technology failure. Its website and other key systems were down for more than 12 hours, prompting the airline to cancel thousands of flights. Over the course of four days, the company worked to respond to customer complaints quickly and effectively, in large part by leveraging social media. Its approach offers some key lessons.
Southwest did several things right in its social media response: It apologized profusely for the inconvenience, admitted fault, and continually posted updates as the crisis unfolded. Southwest’s team even made use of photos and videos posted to Facebook and Twitter to personalize the response.
Unfortunately, the onslaught of customer-service requests and complaints seemed to overwhelm the company’s social media team. Not long after the IT outage began, complaints on Twitter began going unanswered for hours—and, in the case of Facebook, days. Ideally, the company would have answered each customer in a more timely manner.
Finally, Southwest seemed to forget that such a crisis is bound to impact all of its social media channels—even Instagram. The company failed to post an apology or acknowledgement of the situation on its Instagram account, instead choosing to feature its typical content. As a result, the account received hundreds of angry comments—and all of them went unanswered, surely leaving a bad taste in the mouths of many followers.
What other crisis management case studies offer useful lessons that are applicable to your own organization?