shine life insurance case study

1. SHINE LIFE INSURANCE CASE STUDY
Q.1 Discuss the major HR and organizational issues in the case.
Answer:-
The case is divided into two parts.
The first part has Manji as CEO, Mr. Allen as most senior executive of the
company and Tapan as the Project head. Here Tapan was the favourite of his
bosses. He was getting favouritism in the first case. He even got a promotion
which was believed to be very early for him as he was new to the organization and
didn’t have much experience. The work of Manji was also taken to be “orthodox”
as the organization was not growing and he blindly took and implemented
whatever Allen said to him.
The second part of the case discusses about the change that happened in the
organization. New CEO Rahul was appointed who replaced Manji. Rahul was
known as a go-getter who soon started imposing his agenda on the employees of
the company. The organization also faced communication problems. They also
appointed Sudhir who was found to be not-so-ethical and the company which he
worked for was known to only increase top-line sans proper systems, processes,
and ethical standards.
The major HR issues here was change in work force and the relationship between
the individual worker and the organization. Relationship between individuals and
their employers can vary widely from favourable to unfavourable. Individuals in an
organization can become a competitive advantage or a liability. The individual’s
performance is a major part of why the employer wants the employer to stay or go.
When few employees are satisfied with the job while others are not, those others
leave, in someway it does affect the ones who stay in the organization, as a result
the organization faces a competitive disadvantage because of inefficiency. In this
case even though Tapan was paid well, but due to violation of psychological
contracts, his perspective of working under not very ethical boss, and lack of

2. organization support, he was facing mental and emotional conflict, job
dissatisfaction. It was necessary that the superiors and managers were supportive
enough to know what their employee was going through. Money isn’t the only
aspect behind leaving, other parts of the job are equally important. Work
relationship affects employee retention and that includes management support and
co-worker relation especially during any organizational change.
The management should have done an employee survey after there were changes
in the top management level, to diagnose specific problem areas, identify employee
needs and preference. Regardless of the topics in the survey, obtaining employee
input provides managers and HR professionals with data on the “retention climate”
in an organization.
Q 2. Analyze the drivers of retention in the context of Shine life
insurance.
Answer:-
Employee retention can be referred as the ability of an organization to retain its
employees. Retention of employees as human resources is a part of HR staffing.
There are various factors involved in the retention drivers of Shine Life Insurance:
 Organizational and management factors
A number of organizational/management factors influence individual in their
decision to stay with their employers. Also, if the organization has clear
established goals it helps the organization to retain its manager and employees.
Another factor which affects the employee retention is how employees view their
organization in terms of quality organizational leadership. In the Shine Life
Insurance, Tapan was motivated by his agency head Mr Allen D’Souza as well as
the CEO Manji.
 Work Relationships

3. Work relationships that affect employee retention include supervisory/management
support and coworkers relations. A supervisor or manager builds positive
relationships and aids retention by being fair and non discriminatory, allowing
work flexibility and work family balance that recognizes employee efforts and
performance and supporting career planning and development.
In this case we saw that there was a positive relationship between Tapan and Allen.
He was trusted and respected by Allen and received most of the assignment before
hand as compared to its employees.
 Base pay/Salary
One of the way by which organization retain their employees is by paying more
salary to their hardworking employees. In this case we saw that when Tapan
decided to leave the organization, the CEO wanted to pay him comparative higher
package and extra benefit to him.
 Career advancement opportunities
People join any organization to give their best, to learn and grow. Employers are
suppose to give them training and signing them up for workshops. Employers
should help them grow further ahead in their career and that can happen if they
provide them cross-functional training, help them develop new skills and explore
bigger roles in the organization. We saw that Tapan was constantly favored by his
agency head as well as CEO as was hence informed about the assignments earlier.
Also, Tapan was promoted as project head for the new position in the company.
Tapan also developed a very strong inspiration to lead the company in the future.

4. Q.3 Was Tapan right in declining the offer of CEO to continue with
the existing organization? Elaborate your response with arguments.
Answer:-
The concept of psychological contract and motivation comes into play here.
Psychological contracts:-
Here after the change of CEO, Tapan didn’t feel that he has the same control,
belongingness and perceived rights in the organization, so there was a probability
that he wouldn’t have been able to give his best despite all his efforts because his
works weren’t being recognized. He made sure that his work spoke for him,
focused on new job assignments, traveled extensively, but when he interacted with
the new, CEO, Rahul, he perceived that those weren’t recognized. Morever when
Sudhir was made the boss of Tapan, here also the psychological contract was
violated as Tapan considered Sudhir to be unethical.
Individual Performance Factor :-
The performance depends on 3 factors
 Ability
 Effort
 Organizational Support
Ability:-
In Tapan’s case, he had the ability, and he did put in efforts but he felt that there
was lack of organizational support. If any of the above mentioned factors is
reduced or absent, the ultimate performance will be diminished.
Job Satisfaction:-
Dimensions of job satisfaction include worker relationship, pay and benefits,
performance recognition; it also depends on the surrounding and environment
changes. Some recent developments were disturbing for Tapan. These factors
ultimately were a path leading to job dissatisfaction.
Motivation:-

5. Tapan found his whole world collapsing apart upon learning that Sudhir, the man
whom he had rejected once (because he found him to be not very ethical), is his
new boss. Tapan just couldn’t take it kindly and considered it as a big dent in his
self esteem. He tried changing the situation by talking to officials but there wasn’t
much that they could do.
These inner conflicts would seriously hamper his motivation to give his best in the
long run. Moreover he had to change himself in this changed environment.
Although he tried his best to adjust but he constantly felt that things were not right
in the organization and he was fed up. The anger, distrust, reduced loyalty
increased his willingness. So yes, he was right in declining the offer of CEO to
continue with the existing organization.