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Case Studies Case 1: Sony Family

One way to manage human resources efectively is to treat each member o the

organization as the "member o the amily deserving respect and recognition". There

should be no class system or social status diferentiation among all the employees

rom the president down to oor worker. The tendency o successul organizations is

towards participative style o management and workers' participation in making

operational decisions. othing is more motivational to workers than to know that thereare no barriers between them and the management and there are no 'ivory towers'

where managers get special and superior treatment than the workers. This style o

management is especially prevalent in the !apanese industries where there is open

and ree communication between management and workers. This open interaction

among all is highly encouraged by one !apanese company which has established a

reputation or uality# service and human relations in the whole world. That company

is $O%.

 To break down barriers between management and staf# $ony has instituted common

caeterias# known as on&site dining. On&site dining is perceived as more than merely a

pleasant dining eperience. (ccording to $ony's director o acilities management#

")hen employees eat in# they tend to echange work ideas. They walk the work at a

diferent level."

On&site dining also saves time as well as abuses o lunch hour time because workers

do not have to commute to diferent restaurants or lunch.

*orita# a onetime highly successul +hie ,ecutive O-cer +,O/ o $ony# once

eplained0 "1 have always made it a point to know our employees# to visit every acility

o our company and to try to meet# and know every single employee." 2e himsel

socialized with the employees because he considered them as a part o $ony 3amily. To him# it was not human resource management4 it was respect# or one's amily.

 The on&site dining acility helps to strengthen work&related relationships and thus

increase employee morale and productivity. 1t is a one&class caeteria and there is no

special place or special ood reserved or top management. (ll the employees eat in

the same place under the same environment. 1t. brings employees together in a more

relaed setting# outside the work environment# so that they have the opportunity or

social bondage. This# in turn# can create work relationships and enhance productivity.

)orkers get to know each other on a 5rst name basis and then try to help each other

in the work environment. This also helps in providing easy access to management and

this is a morale boosting element. This is due to the act that on site dining

encourages intra&company networking by bringing together people at diferent

positions in the structural vertical as well as horizontal hierarchy rom diferent

departments. $uch networking can ultimately acilitate internal communication since

people get# to know each other with respect and afection.

$uch !apanese work ethic is being adopted by more and more (merican companies.

 They are beginning to realize that human resource management is not moving the

people to work# but motivating the people to work and motivation comes with respect

and recognition rather than 5nancial incentive or comortable working conditions

alone.

Questions:6. 2ow can you describe human resource management at $ony# based on this one

element o 'onsite dining7 or all the $ony employees8

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9. :o you believe that# too much amiliarity at work place lowers discipline andhence productivity8;. :o you think work place should be considered as a social place8 ,plain.* can be successully applied in epaleseorganizations too8

Case 2: Ajay Aryal: An Account Teacher

*r. (?ay (ryal had been teaching accounting at @athmandu Aniversity @. A/ or thepast our years. :uring that time# he had gained much respect rom his students# hispeers# and the college administration. 2e had twice been rated as one o the 5ve bestproessors at @athmandu Aniversity @.A/# a rating that carried with it an additional >s.6B#BBB stipend .2e was active in the college# in the community# and in his own privateconsulting business. 2e had published a number o articles and was con5dent that hewould be granted tenure and a promotion to ull proessor within three years.1n (pril# when the dean sent routine contract letters or the net academic year to

each aculty member to sign# (?ay (ryal returned his with a note saying that "hewould not be returning". 1nstead he was accepting a position in a +hartered(ccountants 5rm.$hocked by the news# the :ean o @A called (ryal's department chairman to see whythis sudden resignation had occurred. The department chairman# 2ari $harma# saidthat it was only a matter o time beore it happened0 "you see# dean# we cannotcompete salary &wise with private industry. )e need to make ad?ustment so that oursalary compressions can be eliminated and these who are outstanding acultymembers be encouraged to stay". %ou might be right# $harma# but we cannot go beyond our means. 1 we lose a ew o

the good ones# that are sad# but i we make concessions to keep (?ay (ryal# what willthat are opening us up to in the uture8

Questions:6. :escribe how the our areas o 2>*& acuisition# development# motivation# and

maintenance are afecting @athmandu Aniversity.9. Cased on your understanding o these our 2>* unctions# how might they

apply&in the (?ay (ryal's resignation case8;. "The rewardsDcompensation policy o @A is aculty that's why this case has been

occurred." :o you agree or disagree8 Eive your opinion.