Socometal Case Study

 

Cultural Influence in Pay and Motivation Behaviour

2010

2

Introduction:

Human

urces

managemen

t i

s

un

iq

ue

and

mos

t i

n

t

egral

p

ar 

t

of 

any

organ

i

sa

ti

on

t

a

t

com

p

i

ses

of 

a

number 

of 

em

p

loyees

w

ork

i

ng

i

n

grou

p

s

t

o

w

ards

t

e

objec

tiv

es

and

goals

of 

an

organ

i

sa

ti

on.

T

e

uman

resources

witi

n

t

e

organ

i

sa

ti

on

mon

it

ors

t

e

adm

i

n

i

s

t

ra

tiv

e

ac

tiviti

es

i

nclud

i

ng

recru

iti

ng

t

e

p

o

t

en

ti

al

em

p

loyee,

t

ra

i

n

i

ng

t

e

em

p

loyees,

i

m

p

lan

ti

ng

s

t

ra

t

eg

i

es,

p

ayroll

p

rocess

i

ng

and

i

n

o

v

erall

p

ersonnel

men

t

or 

i

ng.

The term ³ 

Human Resources

´  

have greatly replaced organisational ³ 

 personnel management 

´  

with the range of service they offer and due to itsconstantly evolving nature.

T

e

uman

resources

br 

i

dge

t

e

uge

ga

p

be

tw

een

t

e

em

p

loyees,

t

e

manager 

and

t

e

o

v

erall

organ

i

sa

ti

on.

T

e

p

ro

vi

s

i

on

offered

by

uman

resources

i

s

bo

t

s

t

ra

t

eg

i

c

and

coheren

t

.

T

he

s

t

ra

t

eg

i

c

human

resources

cons

i

s

t

of 

w

ell

p

lanned

s

t

ra

t

eg

i

es

w

h

i

ch

hel

p

s

t

he

organ

i

sa

ti

ons

t

o

mo

v

e

ra

pi

dly

i

n

t

he

d

i

rec

ti

on

of 

long

and

shor 

t t

erm

goals.

T

he

coheren

t

a

pp

roach

of 

human

resources

hel

p

s

t

he

organ

i

sa

ti

ons

based

on

reasons

and

accom

p

l

i

shmen

t

s.

Brief layout of my study:

This section primarily comprises of 

our 

parts1) Cultural influences that I incurred in Socometal Case study 2) The context of Thierry¶s hypothesis in Socometal 3) Insight of cultural influence and rewards behaviour in India4) Contemporary and traditional HR practices in the Indian way 

Cultural influences that I incurred in Socometal Case study:

I

rres

p

ec

tiv

e

of 

cul

t

ure

p

eo

p

le

around

t

he

w

orld

ha

v

e

d

i

fferen

t

bel

i

efs

CASE DISCUSSION QUESTIONS1.What are the underlying cultural assumptions for Mr. Bernard and how are these differentfrom the basic assumptions of N’Diaye and Diop?2.What would you do if you were Bernard’s boss, the managing director?3.In what ways is a reward system a cultural phenomenon? How might you design an effective reward system for Senegal?Socometal: Rewarding African WorkersBy: Evalde Mutabazi and C. Brooklyn DerrIt was a most unusual meeting at a local café in Dakar. Diop, a young Senegalese engineer who was educated at one of Frances’s elite engineering grandes ‘ecoles in Lyon, was meeting with N’Diaye, a model factory worker to whom other workers from his tribe often turned when there were personal or professional difficulties. N’Diaye was a chief’s son, but he didn’t belong to the union and he was not an official representative of any group within the factory.Socometal is a metal container and can company. While multinational, this particular plant is a joint venture wherein 52 percent is owned by the French parent company and 48 percent is Senegalese. Over the last twenty years Socometal has grown in size from 150 to 800 employees and it has returns of about 400 million FCFA (African francs) or $144 million. The firm is often held up as a model in terms of its Africanization of management policies, whereby most managers are now West African with only 8-10 top managers coming from France.During the meeting N’Diaye asked Diop if he would accept an agreement to pay each worker for two extra hours in exchange for a 30 percent increase in daily production levels. If so,N’Diaye would the guarantor for this target production level that would enable the company to meet the order in the shortest time period. “If you accept my offer,” he said with a smile, “we could even produce more.

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