| Cases List | 51-60 of 239 |
|---|
Bharat Power Corporation*
Verma, Pramod |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0164 |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
3p |
| |
Abstract |
| |
Issues related to the training system in a large organization are dealt with in the case. Some of the questions that the case gives rise to, pertain to: identification of training needs, proportion of internal to external training, and evaluation of the training effort.
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BHEL, Bangalore: Personnel and Industrial Relations Takeover Issues
Monappa, Arun |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0165 |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
30p |
| |
Abstract |
| |
The case deals with the issues in respect of personnel and industrial relations matters when BHEL took over two units in Karnataka. The case tries to focus on the distinct identity and role of the personnel and industrial relations department in the overall takeover strategy. The case also discusses the subsequent collective bargaining process and the strategy of "quid pro quo" that was followed.
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Status of Personnel in Corporate Structure: An Empirical Study (1978-80)
Monappa, Arun |
| Product Type |
Technical Note |
Publication Date |
1983 |
| Reference No |
P&IR0158TEC |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
31p |
| |
Abstract |
| |
Data relating to Section 217(2A) of the Companies Act was analyzed to identify the importance attached to the personnel function relative to other functions. This analysis was done sectorally public, private and classified industry-wise following NIC classification. The educational profile of personnel officers was also examined. Data indicates that the personnel function is at par with other functions in terms of salary, which itself varies according to the different types of industry.
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State Power Corporation (A)*
Verma, Pramod |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0163(A) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
5p |
| |
Abstract |
| |
This three part case poses the issues relating to the reformulation of the appraisal system. The case highlights the processes and methods of appraisal in a large multi-unit and multi- regional organization.
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State Power Corporation (B)*
Verma, Pramod |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0163(B) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
8p |
| |
Abstract |
| |
This three part case poses the issues relating to the reformulation of the appraisal system. The case highlights the processes and methods of appraisal in a large multi-unit and multi-regional organization.
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State Power Corporation (C) *
Verma, Pramod |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0163(C) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
7p |
| |
Abstract |
| |
This three part case poses the issues relating to the reformulation of the appraisal system. The case highlights the processes and methods of appraisal in a large multi-unit and multi-regional organization.
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Sabar Rasayan Corporation (A)
Verma, Pramod; Joshi, Mayank |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0166(A) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
23p |
| |
Abstract |
| |
This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P&IR0166(B). The process of negotiation is highlighted in Case (C) P&IR0166(C), while the added complication of government approval is described in Case (D) P&IR0166(D). This series may be run as a collective bargaining exercise or as illustrative material for a discussion on decision making in a public sector enterprise.
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Sabar Rasayan Corporation (B)
Verma, Pramod; Joshi, Mayank |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0166(B) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
35p |
| |
Abstract |
| |
This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P&IR0166(B). The process of negotiation is highlighted in Case (C) P&IR0166(C), while the added complication of government approval is described in Case (D) P&IR0166(D). This series may be run as a collective bargaining exercise or as illustrative material for a discussion on decision making in a public sector enterprise.
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Sabar Rasayan Corporation (C)
Verma, Pramod; Joshi, Mayank |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0166(C) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
4p |
| |
Abstract |
| |
This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P&IR0166(B). The process of negotiation is highlighted in Case (C) P&IR0166(C), while the added complication of government approval is described in Case (D) P&IR0166(D). This series may be run as a collective bargaining exercise or as illustrative material for a discussion on decision making in a public sector enterprise.
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Sabar Rasayan Corporation (D)
Verma, Pramod; Joshi, Mayank |
| Product Type |
Case |
Publication Date |
1984 |
| Reference No |
P&IR0166(D) |
Version Date |
1984 |
| Area |
Personnel And Industrial Relations (P&IR) |
Length |
26p |
| |
Abstract |
| |
This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P&IR0166(B). The process of negotiation is highlighted in Case (C) P&IR0166(C), while the added complication of government approval is described in Case (D) P&IR0166(D). This series may be run as a collective bargaining exercise or as illustrative material for a discussion on decision making in a public sector enterprise.
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