Case study analysis - Muffler magic


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Case Study Analysis - Muffler Magic Human Resource Management. Basically It is an automobile company and they have done expansion and after doing expansion their profit is decreasing rather than increasing . So we have to give recommendation to HR department to do increment in profit. We have submitted the critical analysis summary and presentation . It is an group report

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Case study analysis - Muffler magic

  1. 1. Presented by: Ashish Batra Jatin Kaushik Kusum Singh Ravi Yadav Surbhi Agarwal
  2. 2. Contents • Introduction • Central theme • Key Issues • Recommendations by the group • Interview questions for technicians • Critical view of professor's recommendations • Health and safety
  3. 3. Introduction  Muffler Magic is a chain of 25 automobile service centre.  Ronal Brown, initially started the business as a muffler repair shop.  He expanded the services offered and today, the service centre performs almost all types of automobile services.
  4. 4. Central Theme  To find out why the profits are diminishing.  To analyse the areas where the service centres need improvement and change of policies.  Reasons behind Ron’s inability to manage this growing operation.  Profitability issues and word-of-mouth reputation.
  5. 5. Key Issues  Quality of employees and their service  Poor HR policies  Tyranny of the immediate  Employment Safety
  6. 6. Recommendations by the group Recruitment and Selection  Qualities required for particular job should be known.  Various tests- Personal interview, Technical test, Job simulation, Reference check.( toyota)  Same set of questions from each applicant. (Richardson Margaret)  large sample size to select best employees.  Brand image plays an important role in attracting quality employees. ( Ployhart Robert, 2011) Quality selection should be a criteria. (Richardson Margaret)
  7. 7. 2. Performance appraisal • Evaluators should also be trained to increase the effectiveness of the process. • Easy, clear and smooth process. • Rewards for the performers.(Kondrasuk Jack, 2011) • Poor performance should be adressed with strict warnings. • Satisfaction level of the employees should be measured.(Dessler, Varkkey, 12th edition, p320) • Graphical rating scale method should be used.(Dessler, Varkkey, 12th edition, p322)
  8. 8. 3. Training  To find out reason why training required  And key areas where it is needed  Necessary guidelines with detailed job description should be provided.  Evaluation of training programs on the basis of customer rating.  Training program can be chosen on the basis of employee's needs.  For e.g.- On-the-job, one-on-one, group training.(Infande Al, 2014).
  9. 9. Interview Questions for technicians 1. What skills does a technician bring in the company? 2. Why are you interested in working in an automobile sector? 3. What would you do if a customer is not satisfied with your work? 4. Any specific skill that you think makes you an asset for the company? 5. How would you handle conflicts in your team?
  10. 10. Contd… 6. Would you report to us, if your co-worker is not doing his work efficiently? 7. In a brake system, what causes vapour locking? 8. What is the symptom of break disc run out? 9. What is the main task of battery in automobiles? State two reasons, why the automobiles are painted? 10. How do you rate your self-? *A-tech *B-tech *C-tech *D-tech *E-tech
  11. 11. Critical view of Professor’s recommendations 1.Presenteeism *Employers realize that presenteeism is a silent but significant drain on productivity. (Demerouti et al.) *Rework problem arises due to lack of sick leave. *Spread of contamination among workers and customers. *Sick leave decreases the probability of leaving the job. (Hill Heather, 2013) *Chances of chronic fatigue or total breakdown. (Hill Heather, 2013)
  12. 12. Cond….. * Motivation Hygiene theory
  13. 13. 2. Skill-for-pay plan *No evidence of previous wages. *Technicians are less inclined to accept reduction in their pay. *Some skills may be paid but used infrequently. *Not easy to anticipate accurately what skills will be needed in few years’ time. *Complex in regard to certification of skills acquisition and payment. *less subjected to criticism. *Job enlargement and enrichment.
  14. 14. Contd…. *Job Characteristic Model
  15. 15. Locke’s Goal setting theory  That specific and difficult goals, with self-generated feedback, lead to higher performance.  Goal setting theory has certain outcomes such as: 1. Self-efficiency 2. Goal commitment Source:Goal Setting Theory of Motivation. 2014. Goal Setting Theory of Motivation. [ONLINE] Available at: motivation.htm. [Accessed 03 April 2014].
  16. 16. Incentives
  17. 17. 3. Productivity issue  Methods to increase productivity are not mentioned by professor.  Devise efficient strategies and plans.  Make individual and team goals clear.  Proper resource allocation and utilisation.  Performance appraisal and effective awards.(Sullivan John, 2011)  Standard payment and scaling payment depending upon the the availability of work.(Sullivan John, 2011)
  18. 18. Incentives
  19. 19. Health and safety  Use personal protective equipments.(Dessler, Varkkey, 12th edition, p604)  Provide safety training.(Dessler, Varkkey, 12th edition, p604)  Establish safety policy. .(Dessler, Varkkey, 12th edition, p604)