People Management Fiasco in Honda Motorcycles and Scooters India Ltd. Harvard Case Solution & Analysis

Multinational corporations often make human error related problems, and cross-cultural business environment prevailing in foreign countries. Honda Motorcycles and Scooters India Ltd. (HMSI), a subsidiary of Honda Motor Company Limited, Japan, established its plant in India in 1999 and made an error in the handling of people-management issues. She would like to carry out non-union model, but not to develop and implement appropriate human resource management (HRM) strategy. Management caught unaware when the accumulated grievances of employees led to hostile and form an alliance with the help of trade union wing of the political party, which was a partner in the ruling coalition at the federal level. Management failed to break the unity of the workers or by enlisting help from the government or through the legal system to their advantage. The struggle for power has led to violent clashes between workers and police who were called to the defense of management HMSI. Wide coverage in the media not only tarnished the image of the company, but the pressure on the federal government to come to the aid workers. This incompetent addressing HR company led to a long strike by the workers. The strike, in addition to causing significant financial losses have also led to the emergence of a very strong union. In addition, performance indicators that have been made on a daily basis before the merger there is rarely achieved after reconciliation to take effect. Provides an analysis of the development and implementation of the commitments model human resource management strategy, shows how employers should protect their interests on management compensation workers' power in the Indian context and the dynamics of state power in the Indian labor relations and who can benefit from it in different contexts. "Hide
by Debi S. Saini Source: University of Hong Kong, 17 pages. Publication Date: December 4, 2006. Prod. #: HKU624-PDF-ENG

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