Acquisition of Hindustan Zinc Limited By Sterlite-A Success Story

Corporate Management in a Knowledge-Based Economy, 2012

This research study was done to examine that using “Beyond the quick fix model” how we will identify the challenges of PTCL and suggestion as OD consultant will be given for the development of this organization. The research emphasis on the facts that Organizations are aware of their holistic nature and the way their stakeholders are affected with such changes. These changes therefore encourage organizations to develop their organizations and increase their effectiveness for competitiveness and sustainability in the longer run through planned changed efforts. As PTCL privatization took placed in 2005 and having up to 65000 employees, it was the most challenging task for Etisalat who took over the 100% charge of management to offer VSS to employees. The first VSS was offered in 2008 in which approximately 30000 employees acquired VSS and second was offered in 2012 which did not attract to number of employees and only up to 7000 employees were benefited by it. It was one of the biggest challenges for Etisalat to right size the number of employees in order to tackle the further issues. We have decided to apply Ralph Kilmann Model for PTCL because it’s a long process that is beyond the quick-fix and it is divided into proper steps or tracks for every problem. Also PTCL is having different problems regarding top management behavior, employee’s behavior, status quo issues, competitors are increasing, network failure issue and bribery culture. As an OD consultant, it is concluded that PTCL is very huge company, and had been having status, 74% public and 26% private. It was one of the giant companies which were privatized in the history of Pakistan.

2023

The efficient performance of employees is essential for the success of any firm, and this performance is affected by factors such as HR analytics, merit-based payment, and HR involvement. The study focuses on the pharmaceutical industry in Bangladesh and aims to examine the impact of these factors on employee performance efficiency. The study uses a structured questionnaire to collect data from 119 responses and analyzes the data using Smart PLS version 3.3.3. The results suggest that HR analytics, merit-based payment, and HR involvement significantly impact employee performance efficiency. Additionally, this research discovers that the agility of a firm acts as a mediator in the connection between HR analytics and employee performance, as well as between HR involvement and employee performance but there is no influence of merit-based payment on firm’s agility. This study highlights the importance of effective HR management in promoting employee performance efficiency and ultimately contributing to the success of the firm. Notably, this study focuses solely on three prevalent HR factors of influence. Introducing additional HR factors could potentially yield significantly different outcomes, an avenue for future exploration.

Gospodarka Surowcami Mineralnymi-mineral Resources Management, 2023

The paper evaluates the impact of changing HR practices over employee's productivity and performance in Pakistan Telecommunication Company Limited (PTCL). From being a pure government department to being a company being run on corporate lines and eventually being privatized has made it an interesting entity for study for students and researchers in the field of Human Resource Management. Foremost, the threat or the fear of being deprived of the job has been the primary reason why employees in abundance left the organization as a result of Voluntary Separation Scheme or resigned. Employees are subjected to a continuous stress as a result of repeated strikes and the attitude of the management towards the employees. Management has not been able to win the heart of the people. Training, no doubt has improved a lot, so has the recruitment, becoming faster and market-oriented. But compensation has not improved. Employees are paid less than their counterparts in government contrary to prior privatization. Mode of Performance Appraisal has been changed by introducing the concept of Online Performance Appraisal, linking the promotions and increments to the scores earned by employees. This has made employees unhappy with that. Career-growth has also suffered because employees have not been promoted for the last many years despite expanding company workforce and business.

Int. J. Technology, Policy and Management, 2021

Today's dynamic business requires state-of-the-art technology and its effective management to ensure long-term survival in the face of increasing demand sustainability. The coal mining sector in India is characterised by multiple inefficiencies, particularly in terms of procurement, utilisation and management of technology. These inefficiencies have not only been making a heavy dent in the company's bottom line but are also responsible for a severe problem to natural and social health. The findings of the study would contribute to improving productivity and performance. Besides, the study has managerial as well as policy implications concerning the management of technology in the coal mining sector. For this purpose, selected a seven open cast coal mines of Central Coalfields Limited (CCL), a largest miners accounting for 80% of the

Hindustan Machine Tools (HMT) Limited was incorporated in 1953 by the Government of India as a machine tool manufacturing company. In the later years, the company diversified into other products including watches. Its watch division, known as the HMT Watches Limited, started in 1961 with the support of Japan's Citizen Watch Company. Over the years, HMT made tremendous progress in all business dimensions to emerge as a market leader in the Indian watch industry. The company also earned the reputation of 'the time keeper of the nation' for its profound impact on the country's watch business. Hindustan Machine Tools established itself as a strong brand in the Indian market. However, post-liberalization in 1991, HMT's performance started dwindling. The policies of liberalization, privatization and globalization paved the way for the entry of many private brands, both domestic and foreign, into the Indian watch market that became hyper-competitive. The HMT management did not show enough agility to make necessary changes in its business models to cope with the changing business environment. Gradually, HMT lost its numero uno position to Titan Watches of the Tata Group. Hindustan Machine Tools inability to understand the needs of modern-day customers and its less-than-adequate attention towards new product development made things even worse for the organization. With losses accumulating over the years, HMT became financially unviable. After several failed attempts to turn around, the government finally closed down HMT Watches in early 2016. With this, HMT Disclaimer: This case is written for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation, or to represent successful or unsuccessful managerial decision-making, or to endorse the views of the management. The authors may have disguised/camouflaged some of the names, events, financial and other recognizable information to protect the identity of individuals and confidentiality behind decision-making. This study uses secondary data, and information (news reports, published papers, books, reports available on the company website) and the sources have been cited, wherever such data and information have been used. The views and opinions expressed in this article are those of the author(s) and do not necessarily reflect the official policy or position of South Asian Journal of Business and Management Cases.

Energy Policy, 2012

Orissa is the first state in India to have undergone reform in the power sector with the Government withdrawing its control. The state government owned integrated Electricity Board which was responsible for generation, transmission and distribution of electricity was unbundled into separate generating, transmitting, distributing and trading companies. The structure and ownership changed. The purpose of this paper is to examine the impact of the reform and privatization on employees. The impact of reform on employees was measured with the help of multiple regression models. The variables represent the parameters that employees are most interested in, and the regression coefficients represent the weights of the corresponding variables. The data were collected using a survey methodology. The impact of reform was observed to be mixed one. Some employees felt benefits while others mentioned negative impact. The study revealed beneficial aspects of reform and areas with no benefits.

Long Range Planning, 1972

Journal of Management and Science

Recent years have seen an explosive growth rate in the mergers and acquisition‘ activities around the world.Indian too has seen a tremendous increase in these types of activities not only with the country limits but also across t he border. It is seen that after the M&A activities are undertaken ,the window of opportunity that one saw and tried to turn into a door through has been wiped off the wall.In the scenario where companies need to be growing fast, while being flexible, efficient and profitable, the inorganic form of growth seems to be the best option. In the global environment, that persists today a company just can‘t rely on the internal growth and ignore the industry happening.This research paper is based on the primary data collected from IT companies in and around Pune. The study tries to find out the communication strategy used, change of roles and responsibilities during this phase, the level of stress and resistance to change asfaced by the management and experienced ...

Antipode, 1988