Case Study - HRP After reading the below mentioned case answer the questions given at the end. wroblem before the management of Maruti Motors Lid. relates to lack of workers interest in the em in the jeep assembly lines. The result was lower production rate and deterioration in quality. oticed due to lack of proper care in assembling components & the automobile itself. The comp vices of outside experts for suitable remedial measures before bringing automobiles in the mark time consuming exercise for the company but is necessary. As per the directive of the chairt ger called a joint meeting of managers of the key departments in order to discuss this issue and eps to be taken for solving the problem of lack of interest of workers working in the assemb Escussion, the following observations were made by the key department heads - the production manager claimed that the problem of quality is related to engineering aspect eld if only the engineering department would design components and the automobile carefully problem would disappear. He also blamed the personnel department for not making scientific re of workers in the initial stage. This raises the rate of labor turnover and the workers in the asse Interest in the work. They are careless in the work and do not give any attention to quality. Eva nteeism among the workers affects the quality of production. According to him, quality produc with the type of labor force available, at present, in the assembly line of the company. ne personnel manager, agreed that employees take limited interest in the jobs assigned. Their i the work are extremely poor. However, he gave certain serious reasons responsible for this ccording to him, the trade union is very strong in the company and dominates recruitment an As a result, personnel department has practically no control on the recruitment and selection cientific recruitment & selection are just not possible in the company. He also pointed out that automobile factory is always repetitive, dull and monotonous. Naturally, the company shoul take interest in this work beyond their pay packets. It is therefore, not fair to blame worker y take in the work. For motivating them, the management has to take special remedial measu ard, Mr. Shah made the following two suggestions: First one is to rotate workers (from the as from one location in the line to a completely different location in order to give them n 3 work, second one to make fresh evaluation of jobs in the assembly and to give benefit to job holders. In other words, Mr. Shah suggested upward revision to assembly line jobs neat to assembly line workers for their interest and initiative in the work. In brief, Mr. Shah ad or of job rotation and job evaluation as two techniques for developing workers initiative ar k and also for improving quality of production -ne's surprise, workers expressed their dissatisfaction and anger. They were not happy with Workers felt that job rotation was introduced for their transfer to other departments. Th that the management will get most benefits at the Case Study - HRP After reading the below mentioned case answer the questions given at the end. wroblem before the management of Maruti Motors Lid. relates to lack of workers interest in the em in the jeep assembly lines. The result was lower production rate and deterioration in quality. oticed due to lack of proper care in assembling components & the automobile itself. The comp vices of outside experts for suitable remedial measures before bringing automobiles in the mark time consuming exercise for the company but is necessary. As per the directive of the chairt ger called a joint meeting of managers of the key departments in order to discuss this issue and eps to be taken for solving the problem of lack of interest of workers working in the assemb Escussion, the following observations were made by the key department heads - the production manager claimed that the problem of quality is related to engineering aspect eld if only the engineering department would design components and the automobile carefully problem would disappear. He also blamed the personnel department for not making scientific re of workers in the initial stage. This raises the rate of labor turnover and the workers in the asse Interest in the work. They are careless in the work and do not give any attention to quality. Eva nteeism among the workers affects the quality of production. According to him, quality produc with the type of labor force available, at present, in the assembly line of the company. ne personnel manager, agreed that employees take limited interest in the jobs assigned. Their i the work are extremely poor. However, he gave certain serious reasons responsible for this ccording to him, the trade union is very strong in the company and dominates recruitment an As a result, personnel department has practically no control on the recruitment and selection cientific recruitment & selection are just not possible in the company. He also pointed out that automobile factory is always repetitive, dull and monotonous. Naturally, the company shoul take interest in this work beyond their pay packets. It is therefore, not fair to blame worker y take in the work. For motivating them, the management has to take special remedial measu ard, Mr. Shah made the following two suggestions: First one is to rotate workers (from the as from one location in the line to a completely different location in order to give them n 3 work, second one to make fresh evaluation of jobs in the assembly and to give benefit to job holders. In other words, Mr. Shah suggested upward revision to assembly line jobs neat to assembly line workers for their interest and initiative in the work. In brief, Mr. Shah ad or of job rotation and job evaluation as two techniques for developing workers initiative ar k and also for improving quality of production -ne's surprise, workers expressed their dissatisfaction and anger. They were not happy with Workers felt that job rotation was introduced for their transfer to other departments. Th that the management will get most benefits at the