Question

n October 2014, cyclone Hudhud hit the coastal town of Vishakhapatnam and also the
Coastal Packing Company there. Many employees’ homes were devastated, and many left the
town for good. The company found that they had to hire almost, thirty, completely new crew, ten
for each shift. The problem was that the “old-timers “had known their jobs so well that no one
ever bothered to draw up job descriptions for them. When about 30 new employees began
taking up their places, there was a general confusion about what they should do and how they
should do it.
The cyclone news quickly became old news for the company’s customers who were spread
throughout the country; they were looking for packing material, not excuses. Karan Naidu, the
firm’s Managing Director, was at his wits’ end. He was now with 30 new employees, 10 old
timers and 2 of his original factory supervisors Kumar and Rahul. Productivity with the new
crew was below 65 % of pre-cyclone days and there was an increase of 15% in total raw
material scrap waste generated.
Mr. Karan decided to meet with Prof Prathap Rao, a consultant from the local university’s
business school. The consultant immediately had the old-timers fill out a job questionnaire that
listed all their duties. Arguments ensued almost at once. Karan and both supervisors understood
that the old-timers were exaggerating to make themselves look more important. The old-timers
however insisted that the lists faithfully reflected their duties. Meanwhile the customers were
demanding for their order deliveries.
The production cycle was spread along three shifts of seven hours each. Each shift had an
average of twelve to thirteen workers. The consultant observed that the new workers were
undergoing on-job training by the two supervisors, who shared the shift, with the old-timers
who were available in each shifts. The old timers were impatient and rough with the new crew
and there was wide spread complaint from the old-timers that the new crew was dead-load, as it
slowed down production and negatively influenced incentive earnings.
Note for the students:
Imagine that you are the consultant that Coastal packagings have selected to identify
and rectify the problems that are evident from the case. You are required to study the
details of the case in order to identify the causative factors of the existing problem
and provide managerial solutions for the same. Your understanding of the nuances
HRM will be assessed from your answers to the questions that follow.
Questions:
1). Identify the elements of a sound HR management practice that was missing in the
administration of the company, which led to the current problem?
2).As the consultant, provide a blue-print of what needs to be sequentially
implemented in order to bring the situation back to normalcy?
3).What are your recommendations for maintaining optimum competency and job
satisfaction of the workforce in, once normalcy has been restored

Answer 1

Explanation:

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