Name: Mohammed Asad Roll no: PC20200414 Section: E
Key Learnings for “Mr. Mehta’s dilemma”
1. The role of HR is a very responsible one and should be taken with utmost
seriousness. Any loose remarks or impulsive responses defeat the whole
purpose of the Human resource department. Mr Mehta in this case due to his
casual responses invited problems for AXZ Corporation. He did not know the
repercussions of his statements would be. Simply granting 6 months leaves and
then sanctioning two years of study leave with the guarantee of the same job and
salary, was very irresponsible on his part. The HR isn’t there to explicitly prove to
employees how welfare oriented the company is. The practicality of decisions
must be assessed, discussed and then decided, otherwise a loose remark could
indirectly cause internal discrepancies within the firm, which was the case here.
2. We learnt about different performance appraisal models involving bell curves,
racetrack or tournament model and the various intrinsic and extrinsic motivations.
There is a difference between a promotable employee and a performer, and that
performance isn’t a good metric to measure the potential and vice versa. Rajesh
wanted to go into consulting, but actually he had nothing to prove his
performance in consulting. He might have had the potential but there was no
performance in consulting to back it up. He was ambitious but his aggressive
behaviour was unwarranted, and favouring him would set a wrong precedence in
the whole firm of over 50000 employees.