Question

New Delhi Shopping Point
New Delhi Shopping Point has about 300 employees, 200 of
whom are on the permanent rolls, while the rest are outsourced.
About 50 per cent of the employees were females. Since it was a
new entrant in the business, the retail chain has adopted the
ongoing practice of job evaluation rather than framing its own
job evaluation and classification system (As a result, the chain
failed to establish a mutually agreed compensation design plan,
and was accused of deliberate pay inequity, without valuing
diversity issues. This institutional failure to establish pay equity
ultimately led to successive strikes by dissatisfied employee)
Eventually, these employees formed unions with strong
opposing political affiliations.
The company then formed a task force with cross-functional
team managers to educate employees on the methods of job
correlation and job pricing. The idea behind the force was to
receive the support of employees to develop a mutually accepted
job evaluation scheme and rationalize the company's pay
differentiation strategies, Although this scheme might have
reduced the employees' dissatisfaction on pay parity, it failed to
eliminate inequity, resulting in dissension amidst a small section
of employees.
In a retail store, customers notice dissatisfied employees
immediately. especially when their queries go unheard, when
they are left to guess the price of an item whose price tag is
missing, or when they are not properly informed about product
features. The business of a retail chain suffers when it fails to
captivate customers. The New Delhi Shopping Point faced all
these predicaments, resulting in a substantial loss of business
and significant reduction in customers.
Facing successive business losses, the company ultimately
decided to discuss the pay parity issue and to arrive at a solution,

Introduction of this casse

Answer 1

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