solved case study performance appraisal at kalyani electronics corporation

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                       ADL 32 Performance Appraisal & Potential Evaluation 

Question 1. “360 degree appraisal method has its own short-comings”. Discuss. Also point out the merits of this method.

Question 2. Enlist the modern methods of performance appraisal. Which of these do you prefer the most and why? Give reasons.

Question 3. Discuss, in brief, the role of coaching and counseling in improving performance of employees.

Question 4. How can the relationship between ‘performance’ and ‘pay’ be instrumental in improving performance in an organization?

Question 5. Distinguish between ‘Performance Appraisal’ and “Potential Evaluation”. Also discuss, in brief, the methods of Potential evaluation.  

Assignment – B

Question 1. What precautions should be taken while designing performance appraisal system so that it may serve the desired purpose? Discuss in detail.  

Question 2. “No performance appraisal method will serve the desired purpose until and unless it is followed by post-review discussion” Discuss. .

Question 3. Write short notes on any three of the following:  

(b) Competency Mapping.

(c) HRD and performance appraisal.

(d) Role Clarity.

PERFORMANCE APPRAISAL AT KALYANI ELECTRONICS CORPORATION Kalyani Electronics Corporation Ltd. recently diversified its activities and started producing computers. It employed personnel at the lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidates to the position, but did find that Mr. Prakash is more qualified for the position than other candidates. The Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for General Manager’s position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates of General Manager’s position was annoyed with the management’s practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr.Sastry wanted to switch over to Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment – As a chance to prove his performance. The Corporation has the system of appraisal of the superior’s performance by the subordinates. The performance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of the subordinates. Mr. Anand and Mr. Sastry know very well about the system and its operation, whereas Mr. Prakash is a stranger to the system as well as its modusoperandi. Mr. Sastry and Mr. Anand were competing with each other in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotion, etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the ‘chair’. They created several groups among employees like pro-Anand’s group, pro-Sastry group, Anti-Prakashand Sastry group, Anti-Anand and Prakash group.Mr. Prakash has been watching the proceedings calmly and keeping the top management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such apolitical atmosphere to be satisfactory. Prakash’s pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent the emergence of an anti-Prakash wave in the company. But in view of the political atmosphere within the company, there is no strong pro-Prakash’s group either. Management administered the performance appraisal technique and the subordinates appraised the performance of all these managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash: 560 points; Sastry: 420points; and Anand: 260points.

QUESTIONS: 1. How do you evaluate the worker’s appraisal in this case?

2. Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates? 

                                                      Or 

Do you suggest the measure of dispensing with such appraisal systems?

Assignment – C  

1. Which of the following is not the aim of performance appraisal? (a) To make compensation plans more scientific and rational. (b) To select the best candidates (c) To identify the needs of training (d) To identify potentialities for other work

2. Which of the following is not a traditional and highly scientific method of performance appraisal? (a) Critical Incident Method (b) Point Method (c) Behaviorally Anchored Rating Scales (BARS) (d) Man-to-Man comparison

3. Which of the following is not one of the modern methods of performance appraisal? (a) 3600 Techniques (b) Human resource accounting (c) Grading Method (d) BARS

4. In the paired comparison technique of performance appraisal, which of the following formulae is applied? (a) No. of comparison = N-(N-1) 131 (b) No. of comparison = N - (N-1) 1 (c) No. of comparison = N-(N-1) 2 (d) No. of comparison = N (N-1) 2

5. Which of the following statements regarding MBO is not true? (a) There is no special provision in MBO for appraising of progress by both the appraiser and the appraised. (b) MBO has a special provision for mutual goal setting (c) MBO has emerged as a reaction to the traditional management practices (d) MBO is based on behavioral value of fundamental trust in the goodness of human beings.

6. 360 Degree Technique does not evaluate the manager’s quality of interaction with: (a) Customers (b) Peers (c) Subordinates (d) Bosses

7. 360 Degree Technique does not play any important role in: (a) Unfolding strengths and weaknesses in the managing style of assessee (b) Boosting the morale of assessee (c) Revealing truths about organizational culture and ambience (d) Forcing inflexible managers to initiate self-change

8. Which of the following statement about 360 degree technique is not true? (a) Assessees usually deny the truth of negative feedback (b) Linking findings to rewards may be unfair (c) Can be used to humiliate assessee(s) (d) Can be used in writing job descriptions

9. Which of the following is not one of the steps in the process of constructing BARS? (a) Collecting critical incidents (b) Forcing choice descriptions (c) Reclassification of incidents (d) Identifying performance dimensions

10. Which of the following is not a modern method of performance appraisal? (a) Human Resource Accounting (b) Graphic Rating Scale Method (c) MBO (d) Self-evaluation

11. Which of the following is not one of the limitations and constraints of performance appraisal? (a) Psychological Blocks (b) Economic Blocks (c) Technical Pit Falls (d) Faulty Assumptions

12. Which of the following is not one of the distortions involved in performance evaluation? (a) Halo effect (b) Special tendency (c) Rater’s liking and disliking (d) Constant errors

13. Which of the following is not a method of potential evaluation? (a) Review Appraisal (b) Philips NV Holland Model (c) Descriptive Evaluation (d) Psychometric Tests

14. Which of the following is not included in the 2×2 matrix used in Philips’ Hi-Lo Model of potential evaluation? (a) Developers (b) Problem Children (c) Stars (d) Planned Separation

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15 Which of the following four qualities is generally not included while preparing 5-point scale for potential evaluation in Philips NV Holland Model? (a) Training effectiveness (b) Operational effectiveness (c) Interpersonal effectiveness (d) Achievement motivation

16. Which of the following is not considered as one of the best practices of potential evaluation? (a) Rewarding for good performance in the past (b) Communicating potential appraisal to all employees regularly (c) Incorporating the appraisal and reward of potential in the assessment system (d) Ensuring to distinguish reward for potential from reward for past performance.

17. As per Mihir, K Basu’s Survey, the appraisal system for managerial personnel in the Tata Iron & Steel Company (TISCO) was introduced in: (a) 1943 (b) 1953 (c) 1963 (d) 1973

18. Which of the following factors does not influence the measurement of work performance? (a) Situational characteristics (b) Individual Characteristics (c) Image of the company (d) Performance Management Procedures

19. Which of the following statements is false? (a) Job analysis is the basic for performance standards (b) Subjective measures in performance appraisal are most desirable (c)Using multiple raters improves performance (d) Rating scales are particularly subject to bias

20. Which of the following statements is correct? (a) 360 degree appraisal compare ratees to one another (b) Assessment Centers’ assessment is desirable when raters rate practically all employees above average (c) Rating in BARS is in behavioral terms (d) Narrative essay is the order of ranking from best to worst

21. Which of the following is not the major issue in performance appraisal? (a) Performance Criteria (b) Reward criteria (c) Purpose & appraisal system (d) Measurement technique

22. The basis for performance standard is: (a) Job analysis (b) Employees (c) HR Plans (d) Compensation Plan

23. Performance appraisals serve as building blocks of: (a) Manpower Planning (b) Job analysis (c) Career Planning (d) Selection

24. Which of the following is a future-oriented appraisal technique? (a) MBO (b) BARS (c) Rating Scales (d) Field Review Method

25. Which of the following technique is least susceptible to personal bias? (a) BARS (b) Forced Choice (c) Rating Scales (d) Check Lists

26. A disadvantage of rating scale is: (a) Feedback (b) Quantification of scores (c) Time involved (d) Cost.

27. Which of the following is not the typical Rater error? (a) Stereo Typing (b) Same as me (c) Horn effect (d) Desire to be accepted

28. Which step of the following should not be involved in the review of performance appraisal? (a) Immediate Superior-subordinate Review. (b) Deciding compensation (c) Monitoring, Auditing and Appeals (d) Review by Higher Levels of Management

29. Which, according to N.F.R. Maier, of the following is not included in the seven accomplishments of good counseling? (a) Availability of expert knowledge (b) Conformity of solution with value system (c) Identifying threats (d) Development of responsibility

30. Which of the following is not one of the key elements of performance appraisal which can be achieved through an effective appraisal discussion? (a) Exchange of views (b) Agreement (c) Feedback (d) Disenchantment

31. Which of the following is not one of the main sub-processes of counseling? (a) Communication (b) Autonomy (c) Helping (d) Influencing

32. Which of the following is not involved in ‘Communication’? (a) Listening (b) Responding (c) Empathy (d) Feedback

33. Which of the following is not included in ‘influencing’? (a) Autonomy (b) Positive Re-enforcement (c) Mutuality (d) Identification

34. Which of the following is not involved in ‘helping’? (a) Positive Re-enforcement (b) Mutuality (c) Empathy (d) Development

35. Which of the following is not one of the key aspects of conducting Appraisal Discussion? (a) Summation (b) Attending (c) Progression (d) Acceptance

36. Which of the following is not one of the three distinct aspects which can be identified in ‘Action Planning’? (a) Positive Requirement (b) Management Support (c) Decision Making (d) Searching

37. Which of the following is not one of the steps essential for development and introduction of performance appraised system? (a) Deterring an overall approach to performance appraised system (b) Setting up project team (c) Appropriate compensating the Project Team (d) Pilot testing

38. Which of the following is not the purpose of self-appraisal? (a) Orienting the employee regarding the intricacies of performance appraisal system (b) Providing a formal opportunity for the employee to recapitulate. (c) Identifying his own development needs (d) Initiating an organization-wide process of review and reflection and supportive climate  

39. Which is not the advantage of 360 degree appraisal? (a) Requires extensive training (b) Is more objective being multi-rater based (c) Increases accountability of employees to customers (d) Increases credibility of performance appraisal

40. Which of the following is not the new performance measure that Godrej & Boyce has identified? (a) Networking Capital Returns (b) Return on Investment (c) Volume of Business Growth (d) Net contribution of the Division

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Kalyani Electronics Corporation Ltd., recently diversified its activities and started producing computers. It employed personnel at the lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidates to the position, but did find that Mr. Prakash is more qualified for the position than other candidates. The Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for General Manager’s position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates of General Manager’s position was annoyed with the management’s practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his performance.

The Corporation has the system of appraisal of the superior’s performance by the subordinates. The performance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of the subordinates. Mr. Anand and Mr. Sastry know very well about the system and its operation, whereas Mr. Prakash is a stranger to the system as well as its modus operandi. Mr. Sastry and Mr. Anand were competing with each other in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotion, etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the ‘chair’. They created several groups among employees like pro-Anand’s group, pro-Sastry group, Anti-Prakash and Sastry group, Anti-Anand and Prakash group.

Mr. Prakash has been watching the proceedings calmly and keeping the top management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash’s pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent the emergence of an anti-Prakash wave in the company. But in view of the political atmosphere within the company, there is no strong pro-Prakash’s group either.

Management administered the performance appraisal technique and the subordinates appraised the performance of all these managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash: 560 points; Sastry: 420 points; and Anand: 260 points.

How do you evaluate the worker’s appraisal in this case?

Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates? Or do you suggest the measure of dispensing with such appraisal systems?

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• case study 6 July

Jitendra and Pravesh are working in an engineering organisation - a reputed one where excellence goes hand-In-hand with every new imperative flexibility. By laying down its clear-cut policies and procedures and corporate plans. this organisation has earned the distinction of being one of the best managed companies. always striving for excellence by keeping itself abreast of the developments in the endlessly changing scenario.

During the recent review of the functioning of one of the departments headed by Pravesh , it was discovered that his department had been continuously showing declining trend in terms of meeting the targets fixed for them and the problems of high rate of turnover/absenteeism came to light. Majority of the subordinates working under Pravesh were dissatisfied with their job and were feeling frustrated and depressed over the way they were being handled by him. There was a breakdown of communication and innumerable complaints about the rude behaviour of Pravesh started pouring in, Pravesh , on the other hand, had been in this department for the last so many years and was In the habit of treating his subordinates in the traditional style. The situation started aggravating day-by day. The workers under Pravesh had to take the shelter of Unions for airing their grievances and the Management was naturally disturbed over the state of affairs and could no longer afford to be a silent spectator. Search for a suitable replacement of Pravesh was accordingly initiated and Jitendra was identified for the purpose.

Jitendra was selected for replacing Pravesh as he possessed the skills of managing different types of people under different situations. His acceptability and credibility have all along been of the highest order.

Initially, of course, this sudden change was a painful surprise for Jitendra and as it always happens any change in status quo affects people and Jitendra was no exception. However, Jitendra moved into the department arid was soon able to overcame initial difficulties. With his concerted efforts and sincerity of purpose, he was soon able to create a strong trust-bond with his subordinates. He gave them a free hand in setting time-bound goals for themselves. The subordinates were by then participating in arriving at the vital decision in regard to their production and productivity. A very cordial and harmonious atmosphere prevailed upon in this department under John. All this naturally resulted in “a blessing in disguise” both for the Management and the workers in as much as that this department paved the way in Improving the climate and culture of the organisation.

Questions :

(a) Identify the Issues Involved in the above case.

(b) Do you agree with the statement that ‘‘a true manager should know the art of managing his people”? Comment.

(c) “Developing an effective team having healthy Interpersonal relationships Is the need of the hour.” Please comment.

(a) In the case there is a decline in the working of the organisation. The department had been continuously showing declining trend in terms of meeting the targets fixed for them and the problems of high rate of turnover/absenteeism came to light. Majority of the subordinates working under Pravesh were dissatisfied with their job and were feeling frustrated. Pravesh was not cordial in his treatment, rather, he was rude. He was in the habit of treating his subordinates in the traditional style. The situation started aggravating day-by day. The workers under Pravesh had to take the shelter of Unions for airing their grievances and the Management was naturally disturbed over the state of affairs. Ultimately they had to take a decision. They replaced him with Jitendra, who was participative in his style. He possessed the skills of managing different types of people under different situations. Thus he could handle the troubled situation.

(b) Yes, a true manager should know the art of managing people. Ultimately, a manager has to get the work done from people. He should handle people tactfully. He should focus on goals and also establish good human relations. He should have some characteristics, which can help him in winning confidence of people. A true manager should be a person, who can make people work for the objectives of the organisation and at the same time feel passionate for those goals. If a person is not able to handle people well, the ultimate outcome will be the case similar to Pravesh in this case, who had to be removed (due to continous complaints).

(c) Team building is central in the growth and development of an organisation Effective teams are those which focus on goals, set positive work norms and try to cultivate an environment for development of a positive work culture. A good organisation is one, where people are trained to work in team and a culture for shared responsibility is developed.

Kalyani Electronics Corporation Ltd., recently diversified Its activities and started producing computers. It employed personnel at the lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates. The Corporation has created a new post below the cadre of General Manager i.e., Joint General Manager and decided Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for General Managers position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager’s position was annoyed with the management’s practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his : performance. The Corporation has the system of appraisal of the superiors performance by the subordinates. The performance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of the subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastri and Mr. Anand were competing with each other in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their Interest, promotion etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the ‘chair’. They created several groups among employees like pro-Anand’s group, pro-Sastry’s group, Anti-Prakash and Sastry Group, Anti-Ariand and Prakash group.

Mr. Prakash has been watching the proceedings calmly and keeping the management In touch with all these developments. However, Mr, Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash’s pleasing manners and way of maintaining human relations with different lewels of employees did, however, prevent an anti-Prakash wave in the company. But in view of the politicalisation, there is no strong pro-Prakash’s group either.

Management administered the performance appraisal technique and the subordinates appraised the performance of all these three managers. In the end, surprisingly, the workers assigned the following overall scores - Prakash : 560 points, Sastry: 420 points, and Anand : 260 points

The ABC Manufacturing Company is a metal working plant under the direction of a plant manager who is known as a strict disciplinarian. One day a foreman noticed Bhola, one of the workers, at the time-clock punching out two cards his own and the card of Nathu, a fellow worker. Since it was the rule of the company that each man must punch out his own card, the foreman asked Bhola to accompany him to the Personnel Director, who interpreted the incident as a direct violation of a rule and gave immediate notice of discharge to both workers. The two workers came to see the Personnel Director on the following duy. Nathu claimed innocence on the ground that he had not asked for his card to be punched and did not know at the time that it was being punched. He had been offered a ride by a friend who had already punched out and who could not wait for him to go through the punch-out procedure. Nathu was worried about his wife who was ill at home and was anxious to reach home as quickly as possible. He planned to take his card to the foreman the next morning for reinstatement, a provision sometimes exercised in such cases. These circumstances were verified by Bhola. He claimed that he had punched Nathu's card the same time he punched his own, not being conscious of any wrongdoing.

The Personnel Director was inclined to believe the story of the two men but did not feel he could reverse the action taken. He recognized that these men were good workers and had good records prior to this incident. Nevertheless, they had violated a rule for which the penalty was immediate discharge. He also reminded them that it was the policy of the company to enforce the rules without exception.

A few days later the Personnel Director, the Plant Manager, and the Sales Manager sat together at lunch. The Sales Manager reported that he was faced with the necessity of notifying one of their best customers that his order must be delayed because of the liability of one department to conform to schedule. The department in question was the one from which the two workers had been discharged. Not only had it been impossible to replace these men to date, but disgruntlement over the incident had led to significant decline in the cooperation of the other workers. The Personnel Director and the Sales Manager took the position that the discharge of these two valuable men could have been avoided if there had been provision for onsidering the circumstances of the case. They pointed out that the incident was costly to the company in the possible loss of a customer, in the dissatisfaction within the employee group, and in the time and money that would be involved in recruiting and training replacements. The Plant Manager could not agree with this point of view. "We must have rules if we are to have efficiency; and the rules are no good unless we enforce them. Furthermore, if we start considering all these variations in circumstances, we will find ourselves loaded down with everybody thinking he is an exception." He admitted that the grievances were frequent but countered with the point that they could be of little consequence if the contract agreed to by the union was followed to the letter.

(a) Identify the core issues in the case

(b) Place yourself in the position of the Personnel Director. Which of the following courses of action would you have chosen and why ?

(i) Would you have discharged both men ?

(ii) Would you have discharged Bhola only ?

(iii) Would you have discharged Nathu only ?

(iv) Would you have discharged neither of them ? Justify your choice of decision.

(c) What policy and procedural changes would you recommend for handling such cases in future ?

this is a case of discipline. Organisations have to maintain discipline and order. They have to enforce their rules and regulations. They have to be very careful in implementing their decisions also. The decisions must be evaluated in terms of their long term consequences to the organisation. In this case, although Personnel director and plant manager are right, yet, it is equally important that considering the commitment and intention of the two workers, they should not be discharged. In the law we say that intentions are very important. In this case, both the workers are excellent, and seem to have no intention to violate the rules.

The manager who takes such decisions must discuss this matter with senior executives and other concerned executives before taking such decision. It would have been better to form a committee to discuss this matter and give the workers a chance to represent their case to the committee. They could have considered other options possible also :

1. discharge but allowing the workers to apply afresh to be considered for fresh appointment (thus loosing the seniority)

2. suspension for 1 month or so, so that a better decision could be taken after 1 month and the workers would have also received punishment

3. monetary penalty

LOSING A GOOD MAN

Sundar Steel Limited was a medium-sized steel company manufacfuring special steels of various types and grades. It employed 5,000 workers and 450 executives.

Under the General Manager operation, maintenance, and headed by a chief. The Chief of and under him Mukherjee Maintenance Engineer. The total was 500 workers, 25 executives, (Production), there were services groups, each Maintenance was Shukla was working as the strength of Maintenance and 50 supervisors.

Chatterjee was working in Maintenance as a worker for three years. He was efficient. He had initiative and drive. He performed his duties in a near perfect manner. He was a man of proven technical ability with utmost drive and dash. He was promoted as Supervisor. Chattejee, now a Supervisor, was one day passing through the Maintenance Shop on his routine inspection. He found a certain worker sitting idle. He pulled him up for this. The worker retaliated by abusing him with filthy words. With a grim face and utter frustration, Chatterjee reported the matter to Mukherjee. The worker who insulted Chatterjee was a "notorious character" , and no supervisor dared to confront him. Mukherjee took a serious view of the incident and served a strong warning letter to the worker. Nothing very particular about Chatterjee or from him came to the knowledge of Mukherjee. Things were moving smoothly. Chatterjee was getting along well with others But after about three years, another serious incident took place. A worker came drunk to duty, began playing cards, and using very filthy language. When Chatterjee strongly objected to this, the worker got up and slapped Chatterjee. Later, the worker went to his union - and reported that Chatterjee had assaulted him while he was performing his duties.

Chatterjee had no idea that the situation would take such a turn. He, therefore, never bothered to report the matter to his boss or collect evidence in support of his case.

The union took the case to Shukla and prevailed over him to take stern action against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker. Mukherjee expressed his apprehension that in such a case Chatterjee will be of no use to the department, and.the demotion would adversely affect the morale of all sincere and efficient supervjsors. But Chatterjee was demoted.

Chatterjee continued working in the organisation with all his efficiency, competence, and ability for two months. Then he resigned stating that he had secured better employment elsewh ere. Mukherjee was perturbed at this turn of events. While placing Chatterjee's resignation letter before Shukla, he expressed deep concern at this development.

Shukla called Chief of Personnel for advice on this delicate issue. The Chief of Personnel said, "l think the incident should help us to appreciate the essential qualification required for a successful supervisor. An honest and hardworking man need not necessarily prove to be an elfective supervisor. Something more is required for this as he has to get things done rather than dohimself." Mukherjee said, "l have a high opinion of Chatterjee. He proved his technical compe tence and was sincere at his work. Given some guidance on how to deal ,with the type of persons he had to work with, the sad situation could h.ave been avoided." Shukla said, "l am really sorry to lose Chatterjee, He was very honest and painstaking in his work. But I do not know how I could have helped him; I wonder how he always managed to get into trouble with workers. we know they are illiterates and some of them are tough. But a supervisor must have the ability and presence of mind to deal with such men. I have numerous supervisors, but I never had to teach anybody how to supervise his men."

(a) Identify the problems in this case.

(b) Do you think the decision taken by shukla is in keeping with the faith, trust and creating developmental climate in the organisation ? Critically evaluate

(c) How would you help in improving rough and tough behaviour of employees ?

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Kalyani Electronics Corporation Ltd (Code: c266 )

Kalyani Electronics Corporation Ltd, CAST STUDY  solution

 Read the following case carefully and answer the questions given at the end

Please read the case and answer the questions given at the end .

 Kalyani Electronics Corporation Ltd. recently diversified its activities and started producing computers. It employed personnel at lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates. Now the Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for the General Manager's position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager's position was annoyed with the management's practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted MS-22 3 to switch over to the Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his performance. The Corporation has the system of appraisal of the superior's performance by the subordinates. The perfomance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastry and Mr. Anand were competing with each other in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotions etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the 'chair'. They created several groups among employees like proAnand group, pro-Sastry group, anti-Prakash and Sastry Group, anti-Anand and Prakash group. Mr. Prakash has been watching the proceedings calmly and keeping the management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash's pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent an antiPrakash wave in the company. But in view of the politicisation, there is no strong pro-Prakash's group either. The management administered the performance appraisal technique and the subordinates appraised the performance of all the three managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash : 560 points, Sastry : 420 points; and Anand : 260 points.

 Questions :

(a)How do you evaluate the workers' appraisal in this case ?

(b) Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates ?

 (c) What measures would you like to suggest in dispensing with such an appraisal system ?

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