The business had just embarked on a major initiative to recognize employees' concerns and the results were not great. Workers across all grades, including senior leadership, were unclear about their compensation.
The workers were not the sole ones who were perplexed; even the recruitment team at TML had no clear basis for comparing and determining the wages of new recruits. It was clear that something was to be done. Should it be a major restructuring of the compensation or could merely training the workers solve the matter? Should the company remove a number of the components from its compensation structure to make it easier? If so, which components may be dropped and that ought to be retained? Zubin R. Mulla is affiliated with Tata Institute of Social Sciences School of Management & Labor Studies.
Tata Motors Compensation Restructuring case study solution
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: April 30, 2015 PRODUCT #: W15144-PDF-ENG
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