emerging horizons in hrm final

1

Emerging HORIZONS IN HRMFALL WINTER 2010-2012SECTION-FP5

EEB

2

PROJECT ON EMERGING HORIZONS IN HRM

Serial number

Names Roll number

1 Jasmeen Kaur 10

2 Jaya Sachwani 11

3 Karavi Sonowal 14

4 Arpita Das 05

3

4

ACKNOWLEDGEMENT

We would like to express our immense gratitude to Prof Pankaj Upadhyay for providing support and guidance for our learningrsquos as well as projects and for directing our thoughts goals and objectives towards the attitude that drives to achieve and other aspects that one as novice needs to be acquainted with We are privilege to work under his dynamic supervision

We are glad to acknowledge him for incorporating right attitude in me towards learning and for helping and supporting whenever required

Prof Pankaj Upadhay Prof JD Gupta

(EEB) (DEAN)

5

TABLE OF CONTENTS

CHAPTER TOPIC PAGE NO

1 Executive Summary 782 Human Resource Management(HRM) 93313233343536373839

History-AntecedentsBirth and evolution HRM In NatureHRM In ScopeHRM In BeliefsHRM In ObjectivesHRM In FunctionsMajor Influencing FactorsHRM Management Futuristic Vision

10101011111212131414

4 Emerging Horizons In HRM 165 New Trends In International in HRM 186616263

HRM In IT IndustryHiring TalentDeveloping TalentRetaining Talent

20202021

7717273 74

Business process Re-engineering (BPR)BPR ProcessObjectives Of BPRCauses Of Failure In BPRConditions For Success In BPR

2227273030

8 Downsizing 32

6

818283

Rationale DownsizingDownsizing-The Long term EffectRole Of HR in Downsizing

333440

9 Voluntary Retirement Scheme(VRS) 4110 Changing Role Of HRM 4211 111112113114115

Case StudiesBSNL SBILAYOFFS IN CITIBANKYAHOOJET AIRWAYS

545458616366

12 HRM Review Of Emerging Trends In HR ASIA 6913 Conclusion 7114 News Round Up 7315 Bibliography 74

7

1 Executive Summary

ldquoEmerging Trends in Human Resource Managementrdquo

Human resource management if we see it from definition perspective ldquoit is a process of bringing

people and organizations together so that the goals of each others are metrdquo

If we see in practical situation the above definition itrsquos just one side of a coin which has limited

HRM involvement but HRM today is a different story it have changed the way we work and

also it helps an organization to survive in recessionary period Managing and attracting the

human resource in todayrsquos time is very difficult task The role of HR manager has changed a lot

(Dancing differently on changing tunes of life) from being protector and screener to the role of

Savior who acts as planner and change agent affecting bottom of the pyramid where it is blue

collar workers amp at the Top amp Middle level executives

The trends in human resource industry are dynamic in nature which contributes towards to

achievement of organization goals Over the years highly skilled and knowledge based jobs have

increased while low skilled jobs are decreasing This calls for skill mapping through proper HR

initiatives

Change is inevitable as said and thatrsquos what Indian organizations are witnessing in management

cultures systems and working style Alignment with global companies has forced Indian

organization accept and incorporate change in everyday life which makes role of HRM all the

more important

Some of the recent changes are as follows

The policies of many companies have become people centric traditionally the policies

mainly focused on achievement of organizational goals showing negligence towards the

human resource

Attracting and retaining of human resource has become difficult as loyalty factor is losing

its shine today HR personnel have to motivate and design healthy career road map to

make them stay in the company

8

Human Resource Outsourcing is the new name in the industry to replace the redundant

traditional HR department Many HR outsourcing companies in India are already

established and some are coming up to support increasing demand of corporate India

With the increase of global job mobility recruiting competent people is also increasingly

becoming difficult especially in India Therefore organizations are also required to work

out a retention strategy for the existing skilled manpower

HR managers today are focusing on policies (trust openness amp equality) Motivation

Relations Due to new trends in HR the manager should treat people as resources reward

them equitably and integrate their goals with that of the organizational goals through

suitable HR Policies

2 Human Resource Management

9

Human Resource Management is the management of an organization workforce or human

resources It is responsible for the attraction selection training assessment and rewarding of

employees while also overseeing organizational leadership and culture and ensuring compliance

with employment and labor laws In circumstances where employees desire and are legally

authorized to hold a collective bargaining agreement HR will typically also serve as the

companys primary liaison with the employees representatives (usually a labor union)HR is a

product of the human relations movement of the early 20th century when researchers began

documenting ways of creating business value through the strategic management of the

workforce The function was initially dominated by transactional work such

as payroll and benefits administration but due to globalization company consolidation

technological advancement and further research HR now focuses on strategic initiatives

like mergers and acquisitions talent management succession planning industrial and labor

relations and diversity and inclusion

In startup companies HRs duties may be performed by a handful of trained professionals or

even by non-HR personnel In larger companies an entire functional group is typically dedicated

to the discipline with staff specializing in various HR tasks and functional leadership engaging

in strategic decision making across the business To train practitioners for the profession

institutions of higher education professional associations and companies themselves have

created programs of study dedicated explicitly to the duties of the function Academic and

practitioner organizations likewise seek to engage and further the field of HR as evidenced by

several field-specific publications

3 History

10

31 Antecedent Theoretical Developments

HR spawned from the human relations movement which began in the early 20th century due to work by Frederick Taylor in lean manufacturing Taylor explored what he termed scientific managementrdquo (later referred to by others as Taylorism) striving to improve economic efficiency in manufacturing jobs He eventually keyed in on one of the principal inputs into the manufacturing processmdashlabormdashsparking inquiry into workforce productiviThe movement was formalized following the research of Elton Mayo whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditionsmdashattention and engagementmdashyielded more productive workers Contemporaneous work by Abraham Maslow Kurt Lewin Max Weber Frederick Herzberg and David McClelland formed the basis for studies in organizational behavior and organizational theory giving room for an applied discipline

32 Birth and Evolution of the Discipline

By the time enough theoretical evidence existed to make a business case for strategic workforce management changes in the business landscape had transformed the employer-employee relationship and the discipline was formalized as industrial and labor relations In 1913 one of the oldest known professional HR associationsmdashthe Chartered Institute of Personnel and Developmentmdashwas founded in England as the Welfare Workers Association then changed its name a decade later to the Institute of Industrial Welfare Workers and again the next decade to Institute of Lab our Management before settling upon its current name Likewise in the United States the worlds first institution of higher education dedicated to workplace studiesmdashthe School of Industrial and Labor Relationsmdashwas formed at Cornell University in 1945

During the latter half of the 20th century union membership declined significantly while workforce management continued to expand its influence within organizations Industrial and labor relations began being used to refer specifically to issues concerning collective representation and many companies began referring to the profession as personnel administration In 1948 what would later become the largest professional HR associationmdashthe Society for Human Resource Management (SHRM)mdashwas founded as the American Society for Personnel Administration (ASPA)

Nearing the 21st century advances in transportation and communications greatly facilitated workforce mobility and collaboration Corporations began viewing employees as assets rather than as cogs in machine Human resources management consequently became the dominant term for the functionmdashthe ASPA even changing its name to SHRM in 1998Human capital management is sometimes used synonymously with HR although human capital typically refers to a more narrow view of human resources ie the knowledge the individuals embody and can contribute to an organization Likewise other terms sometimes used to describe the field include organizational management manpower management talent management personnel management and simply people management

11

33 Human Resource Management Nature

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met The various features of HRM include

bull It is pervasive in nature as it is present in all enterprises

bull Its focus is on results rather than on rules

bull It tries to help employees develop their potential fully

bull It encourages employees to give their best to the organization

bull It is all about people at work both as individuals and groups

bull It tries to put people on assigned jobs in order to produce good results

bull It helps an organization meet its goals in the future by providing for competent and well-

motivated employees

bull It tries to build and maintain cordial relations between people working at various levels in the

organization

bull It is a multidisciplinary activity utilizing knowledge and inputs drawn from psychology

economics etc

34 Human Resource Management Scope

The scope of HRM is very wide

1 Personnel aspect-This is concerned with manpower planning recruitment selectionlacement

transfer promotion training and development layoff and retrenchment remuneration

incentives productivity etc

2 Welfare aspect-It deals with working conditions and amenities such as canteens cregraveches rest

and lunch rooms housing transport medical assistance education health and safety recreation

facilities etc

3 Industrial relations aspect-This covers union-management relations joint consultation

collective bargaining grievance and disciplinary procedures settlement of disputes etc

12

35 Human Resource Management Beliefs

The Human Resource Management philosophy is based on the following beliefs

bull Human resource is the most important asset in the organization and can be developed and

increased to an unlimited extent

bull A healthy climate with values of openness enthusiasm trust mutuality and collaboration is

essential for developing human resource

bull HRM can be planned and monitored in ways that are beneficial both to the individuals and the

organization

bull Employees feel committed to their work and the organization if the organization perpetuates a

feeling of belongingness

bull Employees feel highly motivated if the organization provides for satisfaction of their basic and

higher level needs

bull Employee commitment is increased with the opportunity to discover and use ones capabilities

and potential in ones work

bull It is every managers responsibility to ensure the development and utilization of the capabilities

of subordinates

36 Human Resource Management Objectives

bull To help the organization reach its goals

bull To ensure effective utilization and maximum development of human resources

bull To ensure respect for human beings To identify and satisfy the needs of individuals

bull To ensure reconciliation of individual goals with those of the organization

bull To achieve and maintain high morale among employees

bull To provide the organization with well-trained and well-motivated employees

bull To increase to the fullest the employees job satisfaction and self-actualization

bull To develop and maintain a quality of work life

bull To be ethically and socially responsive to the needs of society

bull To develop overall personality of each employee in its multidimensional aspect

13

bull To enhance employees capabilities to perform the present job

bull To equip the employees with precision and clarity in transaction of business

bull To inculcate the sense of team spirit team work and inter-team collaboration

37 Human Resource Management Functions

In order to achieve the above objectives Human Resource Management undertakes the

following activities

1 Human resource or manpower planning

2 Recruitment selection and placement of personnel

3 Training and development of employees

4 Appraisal of performance of employees

5 Taking corrective steps such as transfer from one job to another

6 Remuneration of employees

7 Social security and welfare of employees

8 Setting general and specific management policy for organizational relationship

9 Collective bargaining contract negotiation and grievance handling

10 Staffing the organization

11 Aiding in the self-development of employees at all levels

12 Developing and maintaining motivation for workers by providing incentives

13 Reviewing and auditing manpower management in the organization

14 Potential Appraisal Feedback Counseling

15 Role Analysis for job occupants

16 Job Rotation

17 Quality Circle Organization development and Quality of Working Life

38 Human Resource Management Major Influencing Factors

14

In the 21st century HRM will be influenced by following factors which will work as various issues affecting its strategy

bull Size of the workforce

bull Rising employees expectations

bull Drastic changes in the technology as well as Life-style changes

bull Composition of workforce New skills required

bull Environmental challenges

bull Lean and mean organizations

bull Impact of new economic policy Political ideology of the Government

bull Downsizing and rightsizing of the organizations

bull Culture prevailing in the organization etc

39 Human Resource Management Futuristic Vision

On the basis of the various issues and challenges the following suggestions will be of much help

to the philosophy of HRM with regard to its futuristic vision

1 There should be a properly defined recruitment policy in the organization that should give its

focus on professional aspect and merit based selection

2 In every decision-making process there should be given proper weight age to the aspect that

employees are involved wherever possible It will ultimately lead to sense of team spirit team-

work and inter-team collaboration

3 Opportunity and comprehensive framework should be provided for full expression of

employees talents and manifest potentialities

4 Networking skills of the organizations should be developed internally and externally as well as

horizontally and vertically

5 For performance appraisal of the employeersquos emphasis should be given to 360 degree

feedback which is based on the review by superiors peers subordinates as well as self-review

6 360 degree feedback will further lead to increased focus on customer services creating of

highly involved workforce decreased hierarchies avoiding discrimination and biases and

identifying performance threshold

15

7 More emphasis should be given to Total Quality Management TQM will cover all employees

at all levels it will conform to customers needs and expectations it will ensure effective

utilization of resources and will lead towards continuous improvement in all spheres and

activities of the organization

8 There should be focus on job rotation so that vision and knowledge of the employees are

broadened as well as potentialities of the employees are increased for future job prospects

9 For proper utilization of manpower in the organization the concept of six sigma of improving

productivity should be intermingled in the HRM strategy

10 The capacities of the employees should be assessed through potential appraisal for

performing new roles and responsibilities It should not be confined to organizational aspects

only but the environmental changes of political economic and social considerations should also

be taken into account

11 The career of the employees should be planned in such a way that individualizing process

and socializing process come together for fusion process and career planning should constitute

the part of human resource planning

To conclude Human Resource Management should be linked with strategic goals and objectives

in order to improve business performance and develop organizational cultures that foster

innovation and flexibility All the above futuristic visions coupled with strategic goals and

objectives should be based on 3 Hs of Heart Head and Hand ie we should feel by Heart think

by Head and implement by Hand

4 Emerging Horizons In HRM

ABSTRACT

16

The management has to recognize the important role of Human Resource Department in order to

successfully steer organizations towards profitability It is necessary for the management to

invest considerable time and amount to learn the changing scenario of the HR department in the

21st century In order to survive the competition and be in the race HR department should

consciously update itself with the transformation in HR and be aware of the HR issues cropping

up With high attrition rates poaching strategies of competitors there is a huge shortage of

skilled employees and hence a companys HR activities play a vital role in combating this crisis

Suitable HR policies that would lead to the achievement of the Organization as well as the

individuals goals should be formulated HR managers have to manage all the challenges that

they would face from recruiting employees to training them and then developing strategies for

retaining them and building up an effective career management system for them Just taking care

of employees would not be enough new HR initiatives should also focus on the quality needs

customer-orientation productivity and stress team work and leadership building This book is

divided into two sections that throw light on the emerging HR trends and discusses HR issues in

various industries like financial services IT Power Healthcare to name a few This book should

be valuable for practicing HR managers of every organization and also for those who have a

significant interest in the area of Human Resource Management to realize the growing

importance of human resources and understand the need to build up effective HR strategies to

combat HR issues arising in the 21st century

Economic Liberalization and Globalization in India since 1991 is having a major impact on

human resource management In their efforts to integrate themselves into the global economy

companies in India are using human resources as a strategic tool for competitive advantage A

large pool of qualified manpower is making India an outsourcing hub for the developed nations

One survey of opportunities and challenges facing human resource management under

liberalization reported the following

I Virtually all companies are putting emphasis on the up gradation of managerial and

professional skills

II Organizational restructuring has emerged as an important strategy Companies are

adopting flatter structures and empowering employees to facilitate independent decision

17

making and flexibility This is leading to improved involvement and motivation of

employees

III Middle level managers are becoming more participative and result oriented Decision

making is being increasingly handled at the group level

IV There is increasing emphasis on training and retaining talent Companies have started

paying greater attention to career planning and career growth for employees

V Employee compensation is being linked with performance through benchmarking

business process reengineering etc

VI There is an emphasis on transparency and multi skilling

VII Companies are downsizing to shed redundant staff

VIII Networking of various functions and divisions is being adopted with a view to create a

responsive global oriented and competitive organization

Introduction

Human Resource Management has evolved considerably over the past century and

experienced a major transformation in form and function primarily within the past two

decades Driven by a number of significant internal and external environmental forces

HRM has progressed from a largely maintenance function with little if any bottom line

impact to what many scholars and practitioners today regard as the source of sustained

competitive advantage for organizations operating in a global economy

5 NEW TRENDS IN INTERNATIONAL HRM

International HRM places greater emphasis on a number of responsibilities and functions such as relocation orientation and translation services to help employees adapt to a new and different environment outside their own country

18

Selection of employees requires careful evaluation of the personal characteristics of the

candidate and hisher spouse

Training and development extends beyond information and orientation training to include

sensitivity training and field experiences that will enable the manager to understand

cultural differences better Managers need to be protected from career development risks

re-entry problems and culture shock

To balance the pros and cons of home country and host country evaluations performance

evaluations should combine the two sources of appraisal information

Compensation systems should support the overall strategic intent of the organization but

should be customized for local conditions

In many European countries - Germany for one law establishes representation

Organizations typically negotiate the agreement with the unions at a national level In

Europe it is more likely for salaried employees and managers to be unionized

HR Managers should do the following things to ensure success-

Use workforce skills and abilities in order to exploit environmental opportunities and

neutralize threats

Employ innovative reward plans that recognize employee contributions and grant

enhancements

Indulge in continuous quality improvement through TQM and HR contributions like

training development counseling etc

Utilize people with distinctive capabilities to create unsurpassed competence in an area

eg Xerox in photocopiers 3M in adhesives Telco in trucks etc

Decentralize operations and rely on self-managed teams to deliver goods in difficult

times eg Motorola is famous for short product development cycles It has quickly

commercialized ideas from its research labs

Lay off workers in a smooth way explaining facts to unions workers and other affected

groups eg IBM Kodak Xerox etc

19

HR Managers today are focusing attention on the following-

a) Policies- HR policies based on trust openness equity and consensus

b) Motivation- Create conditions in which people are willing to work with zeal initiative and

enthusiasm make people feel like winners

c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for

healthy work-place relations

d) Change agent- Prepare workers to accept technological changes by clarifying doubts

e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will

ensure success

Due to the new trends in HR in a nutshell the HR Manager should treat people as resources reward them equitably and integrate their aspirations with corporate goals through suitable HR policies

6 HUMAN RESOURCE MANGEMENT IN IT INDUSTRY

Changes in technology have altered employment and occupational patterns In India there has been considerable shift in employment from agriculture to industry and to service sector Technological advancements have boosted productivity and replaced many blue colored jobs with highly skilled jobs Telecommunications are making it

20

relatively easy for many to work at home Office automation (personal computers word processing management information systems etc) continue to change the nature of office work Computer aided manufacturing and office processes require better trained and more competent employees

Technological changes have several implications for human resource management Jobs and organizational structures will have to be redesigned New compensation and incentive schemes need to be created Changes will also be necessary in selection training and evaluation practices Technology is also forcing firms to be more competitive Information technology requires flatter organizations Human resource management plays a significant role in such changes For example employees cannot be empowered to make decisions unless they are selected trained and rewarded to do so

Contemporary business environment is characterized by information technology which has become a significant toll for enhancing productivity The structure and functioning of IT industry differs significantly from the traditional manufacturing industries IT industry requires high quality staff As technology and skills become obsolete very fast there is need for continuous updating of knowledge and skills Hiring developing and retaining human resources are more crucial in IT industry

61 HIRING TALENT

IT companies need people with diverse skills who have the willingness to learn and accept change Shortage of qualified people having necessary skills and relevant experience makes hiring all the more difficult IT firms generally prefer the graduatespost graduates from premier institutions such as IITrsquoS Regional Engineering Colleges IIMS and people having masters degree in computer applications (MCArsquoS)

62 DEVELOPING TALENT

There is a major focus on developing competency and empowerment skills in IT industry Most IT companies undertake skill up gradation programmers periodically Major IT companies undertake skill up gradation programmers periodically Major IT companies such as Infosys Wipro Satyam and TCS have set up their own training institutes Both technical training and behavioral training (team-building interpersonal skills sensitivity training etc) are undertaken I n house programmers e-learning and outsourcing are used for this purpose As the companies operate in a knowledge based industry considerable investment is necessary in training and building talent

63 RETAININING TALENT

21

Due to the high attribution rates retaining talent has always been a great challenge for companies Therefore IT industries have revolutionized performance and compensation management practices Several IT companies in India are using 360 degree appraisal and employee stock option plans (ESOP) Entrepreneurship is another technique used to retain talent Under this technique ldquoemployees are induced to develop business plans and sell them to managementrdquoBusiness incubator units are created for this purpose For example two US based units ndashMantra and On scan-have emerged from the incubator in Infosys Knowledge employees seek satisfaction or physiological needs Therefore building a sense of pride in the organization emotional bonding job sculpting and such other non-financial rewards can also be quite helpful in retaining talent in IT industry Industry is also expected to map a fast track career growth for employees communicating effectively with its people and providing the right opportunities to the right people is another challenge before IT industry

7 BUSINESSS PROCESS RE-ENGINEERING (BPR)

Michael Hammer and James Campy introduced the technique of BPR in mid 1980rsquos in their

book ldquoreengineering the corporationrdquo Since then the companies all over the world has

redesigned their core business processes to gain radical improvements in performance Hammer

and Campy has defined BPR as ldquothe fundamental rethinking and radical redesign of business

processes to achieve dramatic improvements in critical contemporary measures of performance

22

such as cost quality service and speedrdquo Business process re-engineering is the analysis and

design of workflows and processes within an organization According to Davenport (1990) a

business process is a set of logically related tasks performed to achieve a defined business

outcome Re-engineering is the basis for many recent developments in management The cross-

functional team for example it has become popular because of the desire to re-engineer separate

functional tasks into complete cross-functional processes Also many recent management

information systems developments aim to integrate a wide number of business

functions Enterprise resource planning Supply chain management Knowledge

management systems Groupware and collaborative systems Human Resource Management

Systems and Customer relationship management

Business process re-engineering is also known as business process redesign business

transformation or business process change management

Business process re-engineering (BPR) began as a private sector technique to

help organizations fundamentally rethink how they do their work in order to dramatically

23

improve customer services cut operational costs and become world-class competitors A key

stimulus for re-engineering has been the continuing development and deployment of

sophisticated information systems and networks Leading organizations are becoming bolder in

using this technology to support innovative business processes rather than refining current ways

of doing work

Reengineering guidance and relationship of Mission and Work Processes to Information

Technology

Business Process Re-engineering (BPR) is basically the fundamental re-thinking and radical re-

design made to an organizations existing resources It is more than just business improvising

It is an approach for redesigning the way work is done to better support the

organizations mission and reduce costs Reengineering starts with a high-level assessment of the

organizations mission strategic goals and customer needs Basic questions are asked such as

Does our mission need to be redefined Are our strategic goals aligned with our mission Who

are our customers An organization may find that it is operating on questionable assumptions

particularly in terms of the wants and needs of its customers Only after the organization rethinks

what it should be doing does it go on to decide how best to do it

Within the framework of this basic assessment of mission and goals re-engineering focuses on

the organizations business processesmdashthe steps and procedures that govern how resources are

24

used to create products and services that meet the needs of particular customers or markets As a

structured ordering of work steps across time and place a business process can be decomposed

into specific activities measured modeled and improved It can also be completely redesigned

or eliminated altogether Re-engineering identifies analyzes and re-designs an organizations

core business processes with the aim of achieving dramatic improvements in critical performance

measures such as cost quality service and speed

Re-engineering recognizes that an organizations business processes are usually fragmented into

sub processes and tasks that are carried out by several specialized functional areas within the

organization Often no one is responsible for the overall performance of the entire process Re-

engineering maintains that optimizing the performance of sub processes can result in some

benefits but cannot yield dramatic improvements if the process itself is fundamentally inefficient

and outmoded For that reason re-engineering focuses on re-designing the process as a whole in

order to achieve the greatest possible benefits to the organization and their customers This drive

for realizing dramatic improvements by fundamentally re-thinking how the organizations work

should be done distinguishes re-engineering from process improvement efforts that focus on

functional or incremental improvement

The main features of BPR are as follows

I FUNDAMENTAL RETHINKING

In BPR an organization must ask the most basic question about its business and

how does it operate Why does it do what it does and why does it do the way it

does These questions force people to look at the tactic rules and assumptions that

underlie the way business is audited Re-engineering first determines what

company must do then how to do it It takes nothing for granted It ignores what

is and concentrates on what should be At the heart of BPR lies the notion of

discontinuous thinking ndash identifying and abandoning the outdated rules and

fundamental assumptions that underlie the current business operations

II RADICAL REDESIGN

25

It means getting to the roots of the things It involves disregarding all existing

structures and procedures and inventing completely new ways of accomplishing

work Re-engineering is about business re invention not business improvement

modification or enhancement This means that companies and their employees

must unlearn the principles and techniques that brought them success for so long

More innovative flexible and customer focused organization structures will be

required

III DRAMATIC IMPROVEMENTS

The main purpose of BPR is to secure quantum leap in performance rather than

marginal improvements The old ways of doing business need to be replaced by

new ways due to more demanding customers growing competition and changing

environment Three types of companies undertake re-engineering First are the

companies that are in deep trouble and must re-engineer to survive Second are

companies which forces trouble ahead Third are companies are in peak condition

and are ambitious and aggressive

IV KEY PROCESSES

Under division of work principle managers focus on individual tasks (eg

receiving the order forms picking up the goods from the warehouse etc) and lose

sight from the other objective (eg to get goods in the hands of the customer)a

business process is a collection of activities that takes one or more inputs and

creates an output valuable to the customer

Re-engineering is different from both automation and restructuring or downsizing Downsizing is

doing less whereas BPR is doing morere-engineering focuses on business processes whereas

reorganizing concentrates on organization structurere-engineering differs from total quality

managementBPR and TQM are complimentary to the extent that they share a focus on

customers and processes Quality programmersrsquo work within the framework of existing

processes or through continuous improvement called kaizen The aim is to do what is already

26

being done a little betterre-engineering involves breakthroughs by discarding the existing

processes

71 THE BPR PROCESS

72 OBJECTIVES OF BPR

BPR aims at

i Re-designing the key business processes to improve quality and reduce cost

Develop goals and a strategy for re-engineering effort

Emphasize top managementlsquos commitment to the re-engineering effort

Create a sense of urgency among members of the organization

Start with a clean slate in effect recreate the organization

Optimize top-down and bottom-up perspectives

27

ii Flattening the organization and encouraging teamwork

iii Applying a holistic approach to principles and processes of business

iv Training and developing human resource

v Improving information technology

vi Identifying core competencies and managing environmental changes to develop

competitive strength with a clear focus on the goals to be achieved

Leading Indian companies like TELCO TISCO LampT RANBAXY ASHOK

LEYLAND CROMPTRON GREAVES ETC are adopting BPR to face the

challenges of liberalization and globalization

Business processes mean the way the work gets done Processes determine jobs

and structure The way in which work is performed determines true nature of jobs

and how people who perform these jobs are grouped The fragmented processes

found in traditional firms lead to narrow specialization and functional

departments On the other hand integrated processes give rise to multi-

dimensional jobs organized into process teams

People who perform multidimensional jobs and who are organized into teams

must be recruited evaluated and compensated by means of appropriate

management systems Management systems in turn shape the values and beliefs

of a company the regaining values and beliefs in an organization must support the

performance of its process design For example an order fulfillment process

designed to operate quickly and accurately can work only when the people

performing it believe in speed and accuracy

28

The Business System Diamond

The Four Elements of the business systems Diamond are interrelated Therefore BPR practically changes everything

When a company re-engineers its business processes the following types of changing take place-

i Work units change from functional departments to process teams Key processes are

simplified and integrated

ii Jobs change from specialized tasks to multidimensional work Process teams are

collectively responsible for process reports Jobs become more challenging and

satisfying

iii People are empowered and not merely controlled

iv Education to improve understanding of task and training to increase skills Constant

learning is encouraged

v Focus of appraisal and compensation shifts from activity to results

Business Processes

Jobs and Structures Values and Beliefs

Management and Measurement Systems

29

vi Values change from protective to productive

vii Managers act as coaches and mentors rather than superiors

viii Organization structures changes from hierarchical to flat

ix Checks and balances are reduced

73 Causes of Failure in BPR

1 Trying to fix a process instead of changing it

2 Lacking focus on business process

3 Ignoring everything except process redesign

4 Settling for results

5 Settling for minor results

6 Quitting too early

7 Placing prior constraints on the definition of the problems and the scope of the re-

engineering effort

8 Allowing existing corporate cultures and management attitudes to prevent re-engineering

from getting started

9 Trying to make re-engineering from the bottom-up

10 Assigning someone who does not understand re-engineering to lead the effort

11 Skimping on the resources devoted to re-engineering

12 Bringing re-engineering in the middle of corporate agenda

13 Dissipating energy across too many re-engineering efforts

14 Attempt to re-engineer when the chief executive is two years from retirement

15 Failure to distinguish re-engineering from other business improvement programmers

16 Concentrating exclusively on design

17 Trying to make re-engineering happen without making anybody happy

18 Pulling back when people resist making re-engineering changes

19 Dragging the effort out

74 Conditions for success in BPR

30

i Clarity of Purpose -First of all the strategic purpose should be clearly defined It means

understanding what business you want to be in and how you want me going to gain

competitive advantage in it

ii Top Management Support -BPR must begin from the top The leader must develop a

core team competent people from different departments and divisions to plan and

implement the re-engineering programmed

iii Choice of right processes -Appropriate business processes should be chosen for re-

engineering Process should be chosen on three criteria

a Dysfunctional or most troublesome processes

b Process having the maximum impact on customers

c Processes most susceptible to successful redesign

iv Customerrsquos Angle -See things through the customerrsquos eyes Discard preconceived

notions and create a vision of the re-engineering corporation Staff can be convinced of

the need for re-engineering by explaining the impact on customer satisfaction

v Sense of urgency -A time frame should be developed for achieving results through re-

engineering

vi Proper Climate -Environment conducive to change must be created Involvement and

participation of people are helpful in overcoming resistance to change

31

8 DOWNSIZING

Downsizing means reducing the size of the organization It is a restructuring process in which the organization disposes off its non- core activities In the context of human resource management downsizing involves elimination of certain jobs with a view to improve work efficiency The organization reduces staff which is excess of its needs As a result some of the employees get separated from the organization

Downsizing is a commonly used euphemism which refers to reducing the overall size

and operating costs of a company most directly through a reduction in the total

number of employees When the market is tight downsizing is extremely common as

companies fight to survive in a hostile climate while competing with other companies

in the same sector For employees downsizing can be very unnerving and upsetting

There are several reasons to engage in downsizing The primary reason is to make the

daily operations of a business more efficient For example a company may be able to

replace assembly line employees with machines which will be quicker and less prone

to error In addition downsizing increases profits by reducing the overall overhead of

a business In other instances a company may decide to shut down an entire division

a car company for example might decide to stop making sedans altogether thus

32

cutting an entire department

In some cases it becomes apparent that a business has too many employees This may

be because there has been a decline in demand for the companys services or because

a company is running more smoothly and efficiently than it once was Many offices

are heavily bloated with support staff and redundant departments and these

businesses may refer to downsizing as ldquotrimming the fatrdquo

Numerous terms accompany downsizing Employees may be terminated fired laid

off made redundant or released A business may be optimized right sized or

experiencing a reduction in workforce Some of these terms have different legal

meanings depending on where one is in the world a layoff for example may refer to

a mass temporary release of employees who will brought back in once business picks

up while a redundant employee is one who is asked to leave permanently

Numerous consulting firms offer assistance with downsizing often with the use of

specialists who visit a business to evaluate it Since profit is an important bottom line

for companies downsizing measures should be expected by employees especially

when they observe a troubled market or they are working for a struggling company

For employees the process can be stressful because they may feel uncertain about

whether or not they will continue to employ Sometimes downsizing is very abrupt

with a huge batch of employees being released from employment on the same day

while in other cases

it may be a more drawn out and nerve-wracking process in which employees are

slowly let go Employers should remember that downsizing is very upsetting and

stressful and they should take steps to make it run smoothly while assuring valued

employees that their jobs are secure

81 Rationale

Downsizing may become necessary due to the following reasons-

1 An organization might suffer from over staffing due to faulty human resource

33

planning At the same time steel authority of India (SAIL) had 1 70000

employees as against its actual requirement of 1 00000 employees

2 A change in man-machine ratio may occur due to technological advances

3 An organization may start outsourcing some of its business functions As

result people employed in these functions become surplus

Downsizing may however lead to following adverse consequences

1 Downsizing may create a feeling of insecurity causing low morale and high stress

among employees Employees may feel that they are paying the price for

mismanagement

2 When competent employees leave the organization downsizing may erode the skill

base

3 Implementation of performance improvement practices become difficult due to a

feeling of job insecurity created by downsizing

82 Downsizing -- The Long Term EffectsFew government departments or branches have escaped the necessity of downsizing

The last three or four years have brought almost constant cuts in staffing and some

departments have been hit several times For many downsizing has become an

annual process

When managers are faced with downsizing they tend to focus on the immediate and

practical needs that emerge at the time when staff are being let go After all

employees need to be selected and notified one of the most difficult tasks for any

manager Jobs responsibilities need to be shuffled and generally the period where

downsizing is occurring is very busy and emotionally taxing

Unfortunately there is a tendency for managers to focus on those that are leaving

rather than those that remain This also holds true for central training and consulting

agencies who are asked to support the laid off employees with career development

34

help counseling and other supports There is no question that lay off employees

deserve and need these kinds of supports and services Unfortunately there is a

tendency to forget that after the laid-off workers are gone the survivors must

soldier on and the manager must deal with the long-term effects on the remaining

organization

We are now seeing the effects of downsizing on those that remain One of the most

telling comments is often put forth by employees a year or two after downsizing and

it goes like this Sometimes I think that the ones who were laid off are the lucky

ones They usually go on to describe a workplace where employees feel

A lack of executive commitment to their functions

Confusion about the priorities of their organization

Increased workloads

Confusion about their mandate

A sense of being betrayed by executives and managers

A profound sense of distrust

A sense of futility with respect to long-term planning

Undervalued and unappreciated

In operational terms this translates into a number of problems

The organization moves towards less risk-taking and innovation

Destructive conflict tends to increase

Internal competition for resources increases

Individual staff members devote less effort to working together and more attention to

doing things that will protect themselves

General listlessness and lethargy

Decreases service levels and increased public hostility

Dealing with downsizing The right way to manage your workforce during a recession

Therersquos no doubt about itmdashitrsquos a tough time to be in business Whether you

35

own your company hold a position in senior management or work in human

resources there is a lot of pressure on you to ensure that your organization makes it

through the recession with the fewest battle scars possible

One of the key factors to your success will be how you handle the people who work

for youmdashespecially if you are considering laying off staff

Holding on to the employees you need

Itrsquos tempting to assume that your employees are grateful just to have a job and would

never dream of leaving during a recession but that would be a costly mistake A 2008

study published by the University of WisconsinndashMadison found that downsizing can

actually lead to a higher rate of turnover which can leave organizations without the

critical people they need to keep operating through the tough times Although they

may not be actively looking unhappy employees are usually open to new

opportunities if they present themselves

So how do you keep your employees from wanting to leave Make a concerted effort

to keep morale up low morale leads to job dissatisfaction and poor productivity It

can be challenging in a recession but it is possible Herersquos how

1 Increase Communication One of the worst things you can do during a recession

is to leave your employees in the dark People tend to know when layoffs are coming

mdashthey smell it on the wind But leaving your employees to guess at whatrsquos a coming

only lead to rumors and low morale Be open and honest with your employeesmdashshare

both what you know and what you donrsquot know about how the economy is affecting

your business Whatever you do donrsquot rely on email for communicating difficult

news It lacks tonality and can seem very cold and uncaring Have regular staff

meetings so employees have an opportunity to ask questions And if you donrsquot know

the answer to a question itrsquos okay to say so

2 Invest in Training ldquoInvestingrdquo in anything during a recession may seem counter-

36

intuitive but now is an excellent time to invest a little time and money in your

employees Continuing to plan for the future and showing your employees they are an

important part of the company go a long way toward maintaining morale It doesnrsquot

have to be expensive Take advantage of e-learning opportunities plan a ldquoLunch amp

Learnrdquo session encourage employees to join trade associations that offer inexpensive

training sessions organize a mentoring program or arrange for employees who

participate in off-site training to share what theyrsquove learned when they return to the

office

3 Involve Your Employees in Decision-Making As much as possible involve your

employees in major decisions like layoffs or salary cuts Since they work in the

trenches they may have ideas that will surprise you such as innovative ways to cut

costs or get rid of inefficient processes You may also find out how far employees are

willing to go to avoid job losses If you are facing dire circumstances your employees

might suggest alternatives to layoffs such as a pay cut closing at noon on Fridays or

other cost-saving measures Most importantly you will increase the amount of

employee buy-in if they feel they are part of the decision-making process and not

simply at the mercy of unseen faces working behind closed doors

4 Stay positive A good attitude is infectious Try to maintain a positive outlook and

remember to share good news widely

5 Try to keep the little things When budgets get tight the first impulse is to cut

everything that seems non-essential If you can try to keep the small perks that donrsquot

cost very much but that really boost morale

Avoiding layoffs altogether

Programs like the federal governmentrsquos Work-Sharing program may help you avoid

permanent layoffs Work-Sharing is an Employment Insurance (EI) program that

enables companies whose business activities have been reduced due to circumstances

beyond their control to cut back staff hours anywhere from one to three days a week

37

This helps companies reduce salary costs without resorting to layoffs

With Work-Sharing workers whose employers are participating in the program can

draw EI benefits to help compensate for the loss of income The program helps both

the worker and the employer employers retain the experienced staff they will need

once the economy starts to improve and employees protect their income and maintain

their skills

The last resort handling layoffs

Laying people off is easily one of the hardest roles that a manager faces but it is

almost inevitable that at some point in your career you will need to do it

Although it may sound odd laying people off and retaining people actually go hand in

hand How you conduct layoffsmdashand how you deal with those who remainmdashwill

directly impact your bottom line Mishandle either of those two things and you will be

facing productivity and morale problems

Why is it so important to carry out layoffs properly For one thing we now live in the

age of social media and greater personal disclosure which means there is a good

chance some of your former employees will share their experiences (good bad or

ugly) on YouTube Twitter Facebook or a blog If the comments are negative they

can seriously harm your companyrsquos reputation and your ability to attract new clients

or employees

Be aware the employees who remain will be watching your actions very closely Treat

laid-off workers with respect and dignity and you will retain the respect of your

employees Show a lack of compassion or march a popular and well-respected

employee to the door like a criminal and you will quickly find yourself facing a crisis

in employee morale and a reduction in company loyalty

Another reason why layoffs need to be handled with care is that the business world is

becoming increasingly interconnected Social media have moved into the business

38

world with networks like LinkedIn where there is rarely more than a few degrees of

separation between you and a previous employee And never forget that todayrsquos

former employee may be tomorrowrsquos client

So how do you make sure that you conduct layoffs in a manner that reflects well on

you and your company It comes down to four basic principles

1 Plan layoffs carefully If you find yourself in a position where you need to let

people go donrsquot act indiscriminately Take the time to ensure your layoff plan and

your business plans are in sync Look at your current projectsmdashparticularly those that

are critical to the businessmdashand donrsquot forget to plan for the future Make sure you

have a clear idea of the projects that will get underway once the crisis is over The last

thing you want is to suddenly realize that a mission-critical project is in jeopardy

because you let the wrong people go and now donrsquot have the talent and resources to

proceed

2 Be prepared You will make things easier both for yourself and the people you are

laying off if you are well prepared If you need to write a script and practice it in

front of a mirror until you can do it without sounding forced Make a list of questions

that might be asked and have answers ready Be confident and get to the pointmdashdonrsquot

make small talk Keep in mind that much of what is said in a layoff meeting will not

be retained so have resources available for affected employees such as information

on benefits separation terms important contacts and other written information Also

make sure you have fully planned the necessary post-layoff logistics Will employees

be allowed to say goodbye to colleagues Will they be permitted some time to gather

their belongings Will you offer to pack up their things and have the boxes delivered

to their home address

3 Know the law One thing you really donrsquot needmdashin a recession or at any timemdashis

a costly court battle so make sure you know your responsibilities as an employer The

law stipulates that employees must get either some notice prior to dismissal or be

compensated instead although the particulars vary depending on the province or

39

territory There are also certain rules that apply when laying off groups of individuals

but again the laws are different depending on the province Speak to a lawyer or

contact your provincial labor board to make sure that you are meeting your

obligations in accordance with the law

4 Treat people with dignity and respect It is human nature to shy away from

uncomfortable situations but as a manager you donrsquot have that luxury Distancing

yourself because you feel bad wonrsquot make anyone feel better Remember this is not

your fault and avoiding people will not minimize feelings of guilt or hurt In fact it

will make them worse Be kind and compassionate Losing your job can be a

humiliating experience so give people the respect they need

Remember the recession will end eventually but what you do between now and then

could have a direct impact on whether your business thrivesmdashor nosedives When the

recession is finally over and business starts to return to normal make sure that you

and your employees are ready

83 Role of HR in Downsizing

Human resource personnel have to perform the following functions for successful

implementation of downsizing

HR personnel must ensure proper communications to minimize the negative effects of

rumors and ensure that individuals are kept informed with factual data

1 In order to sell the idea of downsizing to the employees HR professionals have to

convince trade unions and win their support for downsizing

2 Hr managers must also deal with the actual layoff They must have programmers to assist

the laid off employees when informed about layoff employees face many uncertainty

about service pay retirement benefits search for alternatives job transition assistance

etc These uncertainties need to be anticipated and taken care of

40

9 Voluntary Retirement Scheme (VRS)

In India downsizing itrsquos generally implemented through voluntary retirement scheme Under this

scheme the organization and its employees enter into mutual agreement Under this agreement

employees agree to voluntarily retire on payment of agreed compensation by the employer In

the present globalized scenario right sizing of the manpower employed in an organization has

become an important management strategy in order to meet the increased competition The

voluntary retirement scheme (VRS) is the most humane technique to provide overall reduction in

the existing strength of the employees It is a technique used by companies for trimming the

workforce employed in the industrial unit It is now a commonly method used to dispense off the

excess manpower and thus improve the performance of the organization It is a generous tax-

free severance payment to persuade the employees to voluntarily retire from the company It is

also known as Golden Handshake as it is the golden route to retrenchment

In India the Industrial Disputes Act 1947 puts restrictions on employers in the matter of

reducing excess staff by retrenchment by closures of establishment and the retrenchment process

involved lot of legalities and complex procedures Also any plans of retrenchment and reduction

of staff and workforce are subjected to strong opposition by trade unions Hence VRS was

introduced as an alternative legal solution to solve this problem It allowed employers including

41

those in the government undertakings to offer voluntary retirement schemes to off-load the

surplus manpower and no pressure is put on any employee to exit The voluntary retirement

schemes were also not subjected to not vehement opposition by the Unions because the very

nature of its being voluntary and not using any compulsion It was introduced in both the public

and private sectors Public sector undertakings however have to obtain prior approval of the

government before offering and implementing the VRS India is a large country with large

population She is facing many problems at the same time One of its biggest problems which

India is facing is that of Unemployment It demands an immediate solution because it threatens

the peace prosperity and stability of free India

VRS or voluntary retirement schemes are being implanted across almost all sectors in India to

prevent the situation of Unemployment The employees in banks and public sector undertakings

have been given the option to retire with handsome benefits It is also known as Golden

handshake The Nationalized banks took the lead and the bank officers grabbed the opportunity

They got 12 to 20 lakhs cash to start life afresh A tough estimate of the number of VRS

separations in the year 2001 is in excess of the two lakh The scheme enabled to over-staffed

units to get rid of surplus hands and thus to make long-term gains It was designed to improve

their competitiveness and efficiency

As the scheme is implemented to prevent the unemployment but in fact VRS has actually

increased the problem of unemployment After getting the voluntary retirement they could not sit

idle for long period After all it is difficult for anybody to sit idle A large number of skilled

workers from VRS separation have created a new set of problems The workers who have retired

at an early age are still good enough to work They accept jobs in private sector not for monetary

gain so much as for keeping themselves busy As a result they have snatched the employment

opportunities of the fresh job seekers Secondly the old hands agree to work for a smaller pay

packet which suits the employer

Unemployment means forced idleness it a young man or woman willing to work for his living is

denied a job he is unemployed In the capitalist system there is very little scope for the working

class They kept them at starvation level Now with the wide use of computers they have been

able to cut down the workforce by nearly 80 percent What is the future of millions of jobless

42

young men and women in such a situation The unemployed have come to realize that only thing

worse than being exploited is the state of being idle and penniless

Employment opportunities in India today are almost nil Even the Government which used to be

the largest employer has stopped all recruitments Industrial growth also has been negative over

the last several years As a result the unemployment rate is increased to 73 percent of the

working population is the highest of the last decade

A major cause of growing unemployment is global recession or the economic slowdown all over

the world Information Technology sector no more offers a bright career There is general slump

The invasion of cheap Chinese goods in Indian market is another deathblow to Indian industries

One of our richest resources is human being which is means as-well-as end of the production

Therefore this manpower should be utilized in proper way so that it becomes productive It is a

well-known fact that the very institution of democracy becomes weak if the number of

unemployed people abnormally increases in a country Apart from it if the manpower in our

country is not utilized there are no chances of developing the economy of India Unemployment

cannot be more disastrous to any other country than to ours

What is therefore required is a growth strategy that seeks to get the bulk of additional agricultural

output from the states which have yet to benefit from Green Revolution They account 80 of

the poor and 70 of the unemployed Furthermore if employment is to become the primary

objective of developmental planning a major part of additional output is the nineties and

thereafter will have to be derived from the village and smalls scale industry sector which account

80 of industrial employment A shift in the pattern of investment the sources of employment

generation and the development strategy all over will be required to avoid the payment of dole

So the way to tackle the problem of unemployment is to curb the causes behind it

43

A business firm may opt for a voluntary retirement scheme under the following

circumstances-

Due to recession in the business

Due to intense competition the establishment becomes unviable unless downsizing is

resorted to

Due to joint-ventures with foreign collaborations

Due to takeovers and mergers

Due to obsolescence of ProductTechnology

Though the eligibility criteria for VRS varies from company to company but usually employees

who have attained 40 years of age or completed 10 years of service are eligible for voluntary

retirement The scheme applies to all employees including workers and executives except the

directors of a company The employee who opts for voluntary retirement is entitled to get forty

five days emoluments for each completed year of service or monthly emoluments at the time of

retirement multiplied by the remaining months of service before the normal date of service

whichever is less Along with these benefits the employees also get their provident fund and

gratuity dues Compensation received at the time of voluntary retirement is exempt from tax

under section 10 (10C) of the Income Tax Act 1961 up to the prescribed amount upon fulfilling

certain stipulated conditions However the retiring employee should not be employed in another

company or concern belonging to the same management

44

The companies can frame different schemes of voluntary retirement for different classes of their

employees However these schemes have to conform to the guidelines prescribed in rule 2BA of

the Income-tax Rules The guidelines for the purposes of section 10( 10C ) of the Income-tax Act

have been laid down in the rule 2BA of the Income-tax Rules The guidelines provide that the

scheme of voluntary retirement framed by a company should be in accordance with the following

requirements namely

It applies to an employee of the company who has completed ten years of service or

completed 40 years of age

It applies to all employees (by whatever name called) including workers and executives

of the company excepting Directors of the company

The scheme of voluntary retirement has been drawn to result in overall reduction in the

existing strength of the employees of the company

The vacancy caused by voluntary retirement is not to be filled up nor the retiring

employee is to be employed in another company or concern belonging to the same

management

The amount receivable on account of voluntary retirement of the employees does not

exceed the amount equivalent to one and one-half monthsrsquo salary for each completed year

of service or monthly emoluments at the time of retirement multiplied by the balance

months of service left before the date of his retirement on superannuation In any case

the amount should not exceed rupees five lakhs in case of each employee and

The employee has not availed in the past the benefit of any other voluntary retirement

scheme

45

Some companies offers very attractive package of benefits to the employees who opt for VRS

For example the VRS scheme may also include providing counseling to employees about their

future managing of funds received under the scheme offering rehabilitation facilities to them

etc

A company may make the following announcements while implementing a voluntary

retirement scheme-

The reasons behind downsizing the organization

The eligibility criteria for voluntary retirement scheme

The age limit and the minimum service period of employees who can apply for the

scheme

The benefits that are offered to the employees who offer to retire voluntarily

The rights of the employer to accept or reject any application for voluntary retirement

The date up to which the scheme is open

The income tax benefits and income tax incidence related to the scheme

It should also indicate that the employees who opt for voluntary retirement and accept the

benefits under such scheme shall not be eligible in future for employment in the

organization

Voluntary Retirement Schemes have been legally found to be giving no problem to employers

employees and their unions But the retrenchment plans of an organization must be compatible

46

to its strategic plans Its procedure and reasons for introduction must be discussed with all

management staff including top management One need to identify departments or employees to

whom VRS is applicable and thereby formulate its terms and conditions and also state the

benefits that would be available to those who took VRS Such information should be made

available to every employee of the organization mentioning the period during which the scheme

will be open Also existing employees might face insecurity because of fear of losing their job

too One of the possible drawbacks of the VRS is that the efficient employees would leave the

company while the inefficient may stay back Thus it is the responsibility of the employer to

motivate them and remove their apprehensions and fears During 1991 India adopted of

economic liberalization globalization and privatization Since then several organization in both

public sector and private sector have downsized in order to reduce the surplus staffVRS has

been used to reduce the wage bill by offering one time compensation VRS has come to known

as GOLDEN HAND SHAKE in view of its benefits for both employees and employers

In initial stage VRS appeared attractive and many organizations successfully implemented it

but in many cases VRS attempts have failed Various issues involved in VRS need to be tackled

effectively in order to make the scheme successful The main issue in VRS is as follows

1 Identifying the need of VRSFirst of all lsquothe organization must check whether VRS is really necessary In case there is

surplus manpower which cannot be utilized in futureVRS may be required The type of

employees to be covered in the scheme and those who opt for it also need to be identified

2 Cost benefits AnalysisBefore deciding to launch a VRS its implications for the organization should be carefully

considered VRS is double edged weapon and not a panacea for all ills of humanrsquos

resource management When targeted employees do not opt for VRS the morale of

employees may go down It is also possible that employees who are unemployable

elsewhere do not opt for the scheme In such a case the organization may lose talent and

may be left with poor quality staff If this happen the very purpose of VRS will be

defeated

47

3 Designing the SchemeThe main issues involved in designing VRS are-

a) The employees to be covered in the scheme Logic lies in covering those employees

to be covered in the scheme Who are least required in future SAIL prescribed the

minimum age limit for different categories of employees

b) The compensation package to be offered In public sector three months salary for

each completed year of service subject to a maximum of monthly salary multiplied by

the number of months left for retirement is the norm In public sector banks 45 days

of salary for every year of service or salary for balance period of service whichever is

less offered

4 Convincing Trade Unions Unless trade union agrees VRS is likely to fail Therefore management must convince

the union by explaining various pros and cons and suggesting alternatives which

employees can adopt after opting for VRS

5 Rehabilitating EmployeesA firm or an association of firms may design a rehabilitation package for the concerned

employees Such a package includes redeployment through further training When

employees know that they have alternative means of earning livelihood They will opt for

VRS Government of India has set up five employeersquos assistance centers at Mumbai

Kolkata Ahmadabad and Indore to provide training to displaced workers

In the present globalised scenario right sizing of the manpower employed in an organization has








48

In India the Industrial Disputes Act1947 puts restrictions on employers in the matter of










government before offering and implementing the VRS


circumstances-



resorted to



Due to obsolescencersquos of ProductTechnology










49








requirements namely









management


exceed the amount equivalent to one and one-half months salary for each completed year





scheme




etc

50


retirement scheme-




scheme







organization











motivate them and remove their apprehensions and fears

51

10 Changing Role of Human Resource Management

Along with the environment of human resource management the role of HRM is also changing

In todayrsquos Flattened downsized and responsive organizations highly trained and committed

workforce rather than machinery is the best competitive edge

Some examples of the new role of Human Resource Management are given below

1 Productivity ImprovementIn the globally competitive environment boosting productivity is of crucial importance

Human resource management plays a vital role in boosting productivity and reducing

labor costs Screening tests used to select high potential employees training programmers

for increasing labor productivity etc are designed by the HR department In downsizing

programmers human resource expertrsquos help employees learn to prioritize tasks and

reduce job stress

2 Employee commitmentOnly involved and committed employees can make a difference Building employee

commitment through two way communications grievance handling fair treatment

opportunities for full use of skills career ndashoriented performance appraisal open job

postings etc it is necessary to convince employees that the company and all its managers

care about them

3 ResponsivenessOrganizations need to be more responsive to technological change and product

innovations Downsizing employee empowerment flattened structure and team work

are all designed to enable the organization to respond quickly to customersrsquo needs to

competitorrsquos challenges Human resource management plays a crucial role in team

building through group incentives and flexible work hours HR will have proactive rather

reactive

4 Service sectorSuccess in service organizations such as banks airlines hotels and other depends largely

on employee behavior Human resource management can improve attitudes motivation

52

and behavior of staff Progressive practices such as career advancement orientation and

socialization employee counseling help improve employee behavior towards customers

Human resources practices build employee commitment and morale which in turn

improve customer service and generate profits

5 Corporate StrategyHuman resource management is playing an increasing role in developing and

implementing corporate strategy In fast changing and globally competitive environment

human resources provide a competitive advantage Therefore strategy has become

increasingly dependent on employee competence motivation and commitment HR is

going to play an increasingly significant role in corporate strategic management

53

11 CASE STUDIES

CASE STUDY 111

BSNL submits VRS proposal to Telecom MinistryBSNL seeks 12000 cr for VRS

Abstract

Kapil Sibal asks BSNL to submit plans to become profitable In order to run profitable BSNL has prepared several plans which also include a VRS plan to employees

Issues

BSNL Staff VRS BSNL staff to go on one-day strike against proposed VRS

State-run BSNL has submitted the details of the proposed voluntary retirement scheme (VRS) to the Telecom Ministry for employees who have completed the age of 45 years and have served on a regular basis for 15 years Parliament was informed today

The employees who will avail the VRS would get an ex-gratia amount of 60 days salary (basic + dearness allowance) for each completed year of service or salary for the number of months left in the service whichever is less

54

However the compensation would be subject to the maximum of 60 months salary Minister of State for Communications and IT Milind Dora said in Lok Sabha

Further he said the ex-gratia amount will be in addition to the normal retirement benefits

The likely expenditure on ex-gratia for approximately 1 lakh employees is estimated to be about Rs 11276 crore In addition there will be expenditure on normal retirement benefits including gratuity pension leave encashment and transfer grant

BSNL had consultations with its executive association and staff union in this regard BSNL has reported that the majority of associations have opposed the scheme or expressed their reservations he added

The proposal is under examination in the Department of Telecom Deora said

BSNL had registered a net loss of Rs 1823 crore during 2009-10 BSNL had reported the highest net profit of over Rs 10000 crore in 2005-06 but since then its profits have been falling and in 2009-10 it reported net losses

The VRS has been under discussion since 2009 when a panel headed by Sam Pitroda advisor to the Prime Minister on Public Information Infrastructure and Innovations advocated that BSNL take the VRS route to prune its nearly 277 lakh strong workforce by a third

Besides BSNL has Rs 547573 crore as the outstanding dues from the customers at the end of three years and for the current year as on September 30 2011 in respect of wired and wireless mobile services and circuits Deora said

State-owned telecom service operator Bharat Sanchar Nigam Limited (BSNL) is seeking Rs 12000 crore from the central government towards one-time compensation package to the employees opting for its voluntary retirement scheme (VRS) according to RK Upadhyay chairman and managing director

ldquoThe total cost of the VRS designed to revive the loss-making company works out to Rs 16000 crore if 100000 employees opt for it I think approximately Rs 12000 crore is required to be given by the government and the remaining Rs 4000-odd crore will be borne by the company

Employee costs account for 48 per cent of the public sector undertaking (PSU) The VRS will not only help in saving 15-16 per cent of the companyrsquos revenues but will also give the flexibility of recruiting young workforce who can adopt to new technologies or outsource some of its services he said

Upadhyay said the company had charted out plans to wipe out its losses in the next two to three years ldquoThis year we hope to keep our losses at least at the same level as last years if not lessrdquo he added

55

BSNLrsquos losses have more than tripled to about Rs 6000 crore during 2010-11 primarily on account of hefty outgo for employeesrsquo salaries and expenses borne by the PSU for procuring 3G and BWA spectrum The company had registered a net loss of Rs 1823 crore during 2009-10

He said the zero-debt company paid in excess of Rs 19000 crore to the government by way of spectrum charges and it was expecting around Rs 6000 crore from the government in return to the spectrum surrender

BSNL which for the last three years had received Rs 2000 crore per year from the government under the Universal Service Obligation Fund towards its commercially non-viable operations is also looking at requesting the Centre to continue the same

ldquoThe Rs 2000-crore government contribution ended in July 2011 We have taken up the case and the government is considering We do expect that pretty soon and it is not a bailout packagerdquo Upadhyay said while ruling out any possibility of seeking a bailout scheme from the government

To achieve a turnaround Upadhyay said BSNL was looking at new revenue streams which include commercializing its idle lands across the country in a public-private-partnership mode

ldquoWe have enormous land bank which came under the BSNL fold through a memorandum of understanding with the Centre in 2001 Now the government is evaluating options on how to formally hand over this land to us This land has been given to us for a specific purpose of offering telecom and IT services So we will go in for giving the land or buildings that are idle to KPOs BPOs and call centersrdquo he said

On the litigations surrounding the orders for GSM lines Upadhyay said the tender for 147 million GSM lines had already been opened through an e-tendering process and that both technical and financial bids had been submitted to the government

ldquoTechnical bids have been opened and we hope to complete the technical evaluation in about 7-10 days from now Then we will be in a position to go for the financial bids which probably will come to a conclusion within the next three-four weeks We estimate the cost of the single-quantity tender to be around Rs 5000 crore funds for which will be raised from banksrdquo he added

Issues

Bangalore A union of state-run telecom major BSNL Tuesday said its workers executives and non-executives plan to go on a one-day strike on December 15 against the proposed retrenchment of workers through Voluntary Retirement Scheme (VRS) and withdrawal of existing benefits Over 92 million mobile users and about 29 million fixed line users could expect disrupted telecom services (on Dec 15) BSNL Joint Action Committee (JAC Karnataka) Conveyor C K Gundanna told reporters here

56

Parliament was informed on Nov 30 that state-run BSNL had submitted the details of the proposed VRS to the Telecom Ministry for employees who had completed the age of 45 years and had served on a regular basis for 15 years

It is only due to the pro-private and anti-PSU policies of the government and mismanagement that the financial viability of the company has been adversely affected he alleged


57

CASE STUDY11 2

THE STATE BANK OF INDIAVRS

ABSTRACT

The case The State Bank of India VRS is intended to provide a detailed insight into the developments after leading Indian public sector bank SBI decided to implement a VRS The case examines in detail the reasons for SBIs employees protesting against the VRS and the post-VRS scenario

Issues

How poor manpower planning led to problems with the banks VRS

Contents

VRS troubles

Background note

The protests

58

The post VRS days

In February 2001 Indias largest public sector bank (PSB) the State Bank of India (SBI) faced severe opposition from its employees over a Voluntary Retirement Scheme (VRS) The VRS which was approved by SBI board in December 2000 was in response to Federation of Indian Chambers of Commerce and Industrys (FICCI) report on the banking industry The report stated that the Indian banking industry was overstaffed by 35 In order to trim the workforce and reduce staff cost the Government announced that it would be reducing its manpower

Following this the Indian Banks Association (IBA)2 formulated a VRS package for the PSBs which was approved by the Finance ministry

Though SBI promoted the VRS as a Golden Handshake its employee unions perceived it to be a retrenchment scheme They said that the VRS was completely unnecessary and that the real problem which plagued the bank were NPAs3 The unions argued that the VRS might force the closure of rural branches due to acute manpower shortage This was expected to affect SBIs aim to improve economic conditions by providing necessary financial assistance to rural areas The unions also alleged that the VRS decision was taken without proper manpower planning In February 2001 the SBI issued a directive altering the eligibility criteria for VRS for the officers by stating that only those officers who had crossed the age of 55 would be granted VRS

Consequently applications of around 12000 officers were rejected The officers who were denied the chance to opt for the VRS formed an association - SBIVRS opted Officers Association to oppose this SBI directive The association claimed that the management was adopting discriminatory policies in granting the VRS

Background note

The SBI was formed through an Act of Parliament in 1955 by taking over the Imperial Bank

The SBI group consisted of seven associate banks

bull State Bank of Hyderabad

bull State Bank of Indore

bull State Bank of Mysore

bull State Bank of Patiala

bull State Bank of Saurashtra

bull State Bank of Travancore

bull State Bank of Bikaner amp Jaipur

59

The SBI was the largest bank in India in terms of network of branches revenues and workforce It offered a wide range of services for both personal and corporate banking The personal banking services included credit cards housing loans consumer loans and insurance For corporate banking SBI offered infrastructure finance cash management and loan syndication

The protest

The SBI was shocked to see the unprecedented outcry against the VRS from its employees The unions claimed that the move would lead to acute shortage of manpower in the bank and that the banks decision was taken in haste with no proper manpower planning undertaken

They added that the VRS would not be feasible as there was an acute shortage of officers (estimated at about 10000) in the rural and semi-urban areas where the branches were not yet computerized Moreover the unions alleged that the management was compelling employees to opt for the VRS They said that the threat of bringing down the retirement age from 60 years to 58 years was putting a lot of pressure on senior bank officials to opt for the scheme

The post VRS days

According to reports SBIs total staff strength was expected to come down to around 200000 by March 2001 from the pre-VRS level of 233000 (Refer Table III) With an average of 5000 employees retiring each year analysts regarded VRS as an unwise move By June 2001 SBI had relieved over 21000 employees through the VRS It was reported that another 8000 employees were to be relieved after they attained the retirement age by the end of 2001 Analysts felt that this would lead to a tremendous increase in the workload on the existing workforce

60

CASE STUDY 113

Layoffs in Citibank India

Abstract

Global banking giant Citibank is likely to lay off more employees in India in the next few weeks while several senior managers have already been shown the door company sources say

Issues

Cutting down employees

US banking giant Citigroup led by Indian-American Chief Executive Vikram Pandit is set to lay off about 4500 employees over the next few months to cut costs amid tough economic times

Some of the job cuts representing 17 percent of the groups total global headcount of 267000 as at the end of September would be from the firms proprietary-trading operations as regulators seek to restrict banks from betting shareholder cash Pandit said Tuesday

As a result Citi will book a charge of approximately $400 million in the fourth quarter of this year due to severance payments and other expenses associated with the layoffs he said speaking at the Goldman Sachs Financial Services Conference in New York

Financial services faces an extremely challenging operating environment with an unprecedented combination of market uncertainty sustained economic weakness in the developed economies and the most substantial regulatory changes we have seen in our lifetimes Pandit said

These trends will likely significantly affect the competitive landscape in the coming years

Citigroup posted a 74 percent increase in third-quarter profit aided by a $19 billion accounting gain that softened the impact of lower trading and investment-banking revenue Excluding the accounting figure the banks revenue for the period fell 8 percent to $189 billion

61

Most of that accounting gain stemmed from a credit- valuation adjustment or CVA This required Citigroup to write down the value of its debts amid a widening of the banks credit spreads the extra yield investors demand to own a corporate bond rather than US Treasuries

The spreads have tightened this quarter Pandit said If the fourth quarter ended yesterday the bank would post a $200 million negative CVA compared with a $19 billion gain in the previous quarter

Citigroups lending business in its securities and banking operation also would record a loss of about $300 million tied to hedges if the quarter ended yesterday Pandit said

62

CASE STUDY 114

Yahoo Asks Three percent of India staff to leave

Yahoo Is sacking about 40-60 or three percent of its India staff as its per its global downsizing plans due to the ongoing economic slowdown This amounts to three percent of its total Indian workforce of 2000 However the officials at Yahoo Maintain that a significant number of employees were affected due to poor performance and only a few of them due to slowdown Globally about 1500 Yahoo Employeesmdashabout 10 of its work force ndash are likely to retrench

Yahoo layoffs underway as investor calls for Microsoft deal

SAN FRANCISCO (AFP) - Yahoo on Wednesday began dropping the axe on employees following through on a promise to cut its workforce by at least 10 percent in an effort to right its financially listing ship

As Yahoo began its second round of layoffs this year an investment firm Ivory Investment Management which owns a 15 percent stake in Yahoo urged the firms board to sell its Internet search business to software giant Microsoft

Yahoo announced plans to dump some 1400 employees after reporting in October that the weak economy had cut deeply into the California Internet pioneers third-quarter profits

Layoffs of most US Yahoo workers were happening Wednesday and were already underway in other parts of the world Yahoos beleaguered co-founder and outgoing chief executive Jerry Yang wrote in an email to employees

This is a tough time for all of us Yang wrote The reductions were making are very hard but

63

they are also very necessary as we focus on the long-term health of our business

Yahoo has been losing ground on the Internet to companies such as Google MySpace and Face book and the economic slowdown has hurt the firm particularly hard as advertisers cut back on spending

My impression is that this will be the first of several layoffs Yahoo will have to do said analyst Rob Ederle of Ederle Group in Silicon Valley

Yang announced last month he is stepping down as chief executive and Yahoo is currently seeking a successor to turn the company around

Among the supposed contenders is Arun Sarin recently retired head of British mobile telephone powerhouse Vodafone Group PLC

Clearly Yahoo is hunting for a turn-around guy Enderle said And those guys trim the company to its core to get it growing again or package it for sale

Turn-around executives are notoriously merciless when it comes to getting rid of employees or divisions not considered key to a companys success

Right now Yahoo is simply too bloated and unable to move Enderle said They lack agility and a turn-around manager would be the one to get it agile

Ivory Investment Management maintained that Yahoo could get 15 billion dollars up front for its search business from Microsoft which is eager to better compete against Google in the lucrative arena

Such a deal would let Microsoft bear the cost of operating online search at Yahoo websites while Yahoo gets a share of advertising revenues that could bolster its annual cash flow by as much as 500 million dollars Ivory argued

This deal would offer Microsoft the unique opportunity to immediately gain critical mass to better level the playing field with Google Ivory managing partner Curtis Macnguyen wrote in a letter to Yahoos board of directors

It would simultaneously allow Yahoo to both receive a sizable upfront cash payment and increase its prospective cash flow

Microsoft chief executive Steve Ballmer said last week that the software giant remains interested in acquiring Yahoos search business

Yang and Yahoos board earlier this year rejected a 475-billion-dollar bid by Microsoft for the company earning the disapproval of many shareholders

Getting rid of search might be a wise thing for Yahoo Enderle said They cant afford a battle with Google right now

64

Yahoo would be better off leveraging its hundreds of millions of users worldwide into a colossal social-networking community according to the analyst

Yahoo is much better funded and bigger than Facebook or MySpace That is more of a battle that Yahoo could probably win

65

Case study 115

HR Problems at Jet Airways Coping with Turbulent Times in the Indian Aviation Industry


Introduction

In October 2008 Jet Airways (India) Limited (Jet) one of Indias leading domestic airlines decided to lay off more than 1000 employees to streamline its operations The retrenchment was the second phase of its trimming operations

The first phase which took place a day earlier saw the airline showing the door to 850 cabin crew members6 The second phase of retrenchment included employees from all operations - cabin crew pilots ground staff airport services staff and employees from management departments The sudden decision not only took the employees by surprise but also caused alarm in the Indian aviation sector Amidst great furor and opposition by various organizations and political parties Naresh Goyal (Goyal) chairman of Jet reinstated the employees a day later amidst great emotional drama He was quoted as saying he had been appalled by the retrenchments of his employees which he claimed he had come to know only through media reports

66

He added that he would not be able to live as long as he lives with the tough decision his management had taken and clarified that he was taking back the employees as they were family to him and as head of the family he would take care of them A month later - in November 2008 Jet announced that it would consider serious salary cuts for its staff to handle the aviation crisis While many industry analysts were surprised by the turn of events that had led to the reinstatement of the sacked employees they opined that Jet had been forced to take drastic decisions such as laying off employees or initiating pay cuts because of the turbulent phase through which the aviation industry was passing

In September 2008 the International Air Transport Association8 (IATA) had predicted that world over the aviation industry would lose about US$52 billion based on an average jet fuel price of US$ 140 The rise in fuel prices had pushed the fuel bills of the aviation industry to US$186 billion by the end of the year 2008

Excerpts

Background NoteJet with its headquarters in Mumbai India began as an air taxi operator in April 1992 and started its commercial operations a year later in 1993 It operated with just 24 flights across 12 destinations initially but showed exceptional growth with more than 357 daily flights to about 62 domestic and international destinations in 2008 It was first listed in the National Stock Exchange (NSE) in the year 2005 As of June 2008 it operated over 370 daily flights to about 68 destinations both in India and abroad including San Francisco New York Toronto Singapore Brussels London (Heathrow) Hong Kong Shanghai Kuala Lumpur Colombo Bangkok Kathmandu Dhaka Kuwait Bahrain Muscat Abu Dhabi Dubai etc

HR Issues Management and Decision Making at Jet

According to the company Jet paid the utmost importance to the composition of its senior management and its human resources with emphasis on teamwork as a key success factor Being in the service-based industry Jet gave priority to high quality professional service to its customers

The retrenchment drama unfolded on October 16 2008 when Jet announced that it would lay off nearly 1100 of its staff a day after it had already laid off around 800 of its cabin crew members

The second phase of 1100 employees included those from departments like management flight attendants and the cockpit crew

The company decided to lay off these employees with no prior notice but offered them a months remuneration Excerpts Contd

Reasons for RetrenchmentThe growing challenges in the Indian aviation industry were the main reason for the lay offs at Jet according to the company and other industry analysts

Turbulent Times for the Indian Aviation Industry

The Indian aviation industry was one of the fastest growing aviation industries in the world The Air

67

Corporations (Transfer of Undertakings and Repeal) Act 1994 opened the Indian skies up to private operators Apart from government-owned airlines the aviation industry was flooded with private operators and low cost carriers



The company decided to lay off these employees with no prior notice but offered them a months remuneration



The Indian aviation industry was one of the fastest growing aviation industries in the world The Air Corporations (Transfer of Undertakings and Repeal) Act 1994 opened the Indian skies up to private operators Apart from government-owned airlines the aviation industry was flooded with private operators and low cost carriers

Jet received criticism from several quarters for retrenching its employees Many of its employees protested against the decision to oust them without prior notice Most of them had paid substantial amounts to receive training at major Aviation Training institutes

Massive Salary Cuts Follow

In the last week of November 2008 Jet decided on a 20 cut in the salaries of its pilots engineers and some other staff The company planned a 5 percent to 10 percent cut in the salary of top officials who drew a salary above Rs 75000

12 A Review Of Emerging trends In HR Across Asia

68

A review of emerging trends in HR across AsiaHRM 28 Feb 2012

Asia showed signs of growth despite uncertainty looming in the United States coupled with the Euro zone crisis Companies continued seeking HR professionals across varying job functions and were keen to groom their employees and keep them engaged in this turbulent economic climate

Conservative appetite for financial servicesSingapore and Hong Kong serve as the financial hubs of Asia and consequently the financial services sector was impacted by global market volatility In Singapore financial services organisations sought HR professionals with specific investment banking experience preferring candidates with prior front office banking experience

In Hong Kong we observed new hiring trends for banks in Hong Kong with these banks keen to hire junior generalists with 3-5 yearsrsquo experience to strengthen their middle management Banks previously sought generalists at the AVP level with 5-7 years experience

Growth within commerce and industrial sectorsThe commerce and industrial sectors remained strong with constant demand for HR talents in Singapore Hong Kong China Malaysia and Thailand across a spectrum of job functions such as HR generalists business partners as well as compensation and benefit professionals

Within Singapore the healthcare IT amp telecommunications shipping and logistics chemicals manufacturing automation and aerospace sectors saw strong demand for HR professionals HR professionals with specialist experience in compensation and benefits as well as learning and development were highly sought-after

With more companies seeking to reduce the administrative aspect of HR business partners many embarked on HR transformation projects such as moving transactional activities to shared services Hence candidates with specific HR shared services experience were highly sought-after

69

The FMCG and retail sectors also hired actively in Malaysia seeking talent and development and compensation and benefits specialists as well as HR business partners Malaysia has been positioning itself as the shared services hub for HR activities Therefore professionals specialising in HR shared services were in demand

The growth for commercial businesses in Hong Kong saw steady demand for HR generalists at the senior management level Business partners and compensation and benefits professionals were in demand throughout the year

What lies ahead for 2012We anticipate hiring levels for HR professionals to be softer within the financial services sector compared to the commerce and Industry sectors We however foresee Asian financial institutions with strong balance sheets to take opportunity to keep their eye out for strong HR talents to up-skill their existing HR capabilities We expect junior candidates with shared services experience to remain in demand as turnover in this area is usually higher than other functions

While HR business partners and compensation and benefits specialists will continue to remain in demand in 2012 candidates with regional experience have to be realistic and anticipate that their regional portfolio may shrink from Asia Pacific to Southeast Asia as companies will be keen on greater organizational efficiency We anticipate the demand for HR contractors across all sectors to increase as companies may struggle to secure permanent headcounts

13 Conclusion

70

Trends in Human resource management have changed the way we work as organizations are

more depended on HRM to increase the success ratio in todayrsquos competitive global environment

Human resource management is a process of bringing people and organizations together so that

the goals of each other are met The role of HR manager is shifting from that of a protector and

screener to the role of a planner and change agent Personnel directors are the new corporate

heroes The name of the game today in business is personnel Nowadays it is not possible to

show a good financial or operating report unless your personnel relations are in order

Over the years highly skilled and knowledge based jobs are increasing while low skilled jobs are

decreasing This calls for future skill mapping through proper HRM initiatives

Indian organizations are also witnessing a change in systems management cultures and

philosophy due to the global alignment of Indian organizations There is a need for multi skill

development Role of HRM is becoming all the more important

Some of the recent trends that are being observed are as follows

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more

on people centric organizations Organizations now need to prepare themselves in order

to address people centered issues with commitment from the top management with

renewed thrust on HR issues more particularly on training

Charles Handy also advocated future organizational models like

Shamrock Federal and Triple I Such organizational models also refocus on people

centric issues and call for redefining the future role of HR professionals

To leapfrog ahead of competition in this world of uncertainty organizations have

introduced six- sigma practices Six- sigma uses rigorous analytical tools with leadership

from the top and develops a method for sustainable improvement These practices

improve organizational values and helps in creating defect free product or services at

minimum cost

Human resource outsourcing is a new accession that makes a traditional HR

department redundant in an organization Exult the international pioneer in HR BPO

71

already roped in Bank of America international players BP Amoco amp over the years plan

to spread their business to most of the Fortune 500 companies


becoming difficult especially in India Therefore by creating an enabling culture

organizations are also required to work out a retention strategy for the existing

skilled manpower

14 News Round Up

72

AMD Trims its staff lays off 500 people in US

Advanced Micro Devices one of the worldrsquos two makers of microprocessors for personal computers laid off 500 people effective November 5 2008 It announced that this reduction is unfortunate but necessary part This process helps align their people with the focused programs to achieve organizationrsquos objectives for eliminating duplication of efforts and it allows operating more effectively

73

15 Bibliography

ICMRHR JournalGooglecomCB Gupta (Essentials of HRM)






82 Downsizing -- The Long Term Effects






Introduction

Excerpts

Background Note


The retrenchment drama unfolded on October 16 2008 when Jet announced that it would lay off nearly 1100 of its staff a day after it had already laid off around 800 of its cabin crew members The second phase of 1100 employees included those from departments like management flight attendants and the cockpit crew The company decided to lay off these employees with no prior notice but offered them a months remuneration Excerpts Contd

Reasons for Retrenchment

The retrenchment drama unfolded on October 16 2008 when Jet announced that it would lay off nearly 1100 of its staff a day after it had already laid off around 800 of its cabin crew members The second phase of 1100 employees included those from departments like management flight attendants and the cockpit crew The company decided to lay off these employees with no prior notice but offered them a months remuneration



A review of emerging trends in HR across Asia

2

PROJECT ON EMERGING HORIZONS IN HRM

Serial number

Names Roll number

1 Jasmeen Kaur 10

2 Jaya Sachwani 11

3 Karavi Sonowal 14

4 Arpita Das 05

3

4

ACKNOWLEDGEMENT




(EEB) (DEAN)

5

TABLE OF CONTENTS




10101011111212131414



20202021

7717273 74


2227273030

8 Downsizing 32

6

818283


333440



545458616366


7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








3

4

ACKNOWLEDGEMENT




(EEB) (DEAN)

5

TABLE OF CONTENTS




10101011111212131414



20202021

7717273 74


2227273030

8 Downsizing 32

6

818283


333440



545458616366


7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








4

ACKNOWLEDGEMENT




(EEB) (DEAN)

5

TABLE OF CONTENTS




10101011111212131414



20202021

7717273 74


2227273030

8 Downsizing 32

6

818283


333440



545458616366


7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








5

TABLE OF CONTENTS




10101011111212131414



20202021

7717273 74


2227273030

8 Downsizing 32

6

818283


333440



545458616366


7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








6

818283


333440



545458616366


7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








7

1 Executive Summary














initiatives




more important




human resource




8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








8












9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








9






















3 History

10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








10







11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








11










motivated employees


organization


economics etc








facilities etc



12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








12








organization




higher level needs




of subordinates












13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








13






















16 Job Rotation



14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








14




























15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








15






















ABSTRACT

16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








16



























professional skills



17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








17


employees











Introduction









18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








18
















neutralize threats


enhancements










19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








19









ensure success




20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








20




61 HIRING TALENT





21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








21








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








22















23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








23





of doing work


Technology












24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








24



























II RADICAL REDESIGN

25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








25







required









IV KEY PROCESSES












26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








26


processes

71 THE BPR PROCESS


BPR aims at







27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








27























28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








28








satisfying





Business Processes



29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








29













engineering effort















30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








30
















engineering



31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








31

8 DOWNSIZING













32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








32

























81 Rationale



33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








33









mismanagement


base






annual process









34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








34





organization







Increased workloads
















35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








35



























36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








36








office




















37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








37






their skills













or employees








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








38













proceed
















39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








39


























40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








40


















41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








41






























42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








42
























43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








43


circumstances-



resorted to















44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








44






requirements namely









management







scheme

45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








45




etc


retirement scheme-




scheme







organization



46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








46


























defeated

47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








47









less offered

















48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








48













circumstances-



resorted to













49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








49








requirements namely









management







scheme




etc

50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








50


retirement scheme-




scheme







organization












51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








51











reduce job stress





care about them






reactive



52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








52










53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








53

11 CASE STUDIES

CASE STUDY 111


Abstract


Issues




54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








54













55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








55









Issues


56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








56




57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








57

CASE STUDY11 2


ABSTRACT


Issues


Contents

VRS troubles

Background note

The protests

58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








58

The post VRS days





Background note










59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








59


The protest



The post VRS days


60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








60

CASE STUDY 113


Abstract


Issues








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








61




62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








62

CASE STUDY 114









63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








63
















64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








64



65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








65

Case study 115



Introduction



66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








66



Excerpts










67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








67












68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








68








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








69





13 Conclusion

70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








70

























minimum cost



71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








71






skilled manpower

14 News Round Up

72



73

15 Bibliography













Introduction

Excerpts

Background Note








72



73

15 Bibliography













Introduction

Excerpts

Background Note








73

15 Bibliography













Introduction

Excerpts

Background Note








emerging horizons in hrm final

Documents

emerging horizons

evolution hrm

hrm involvement

review of emerging trends

human resource industry

human resource managementhrm9

role of hr manager

new trends