Question:
Direction: Read the following scenario and answer the TWO questions that follow.
The CEO of the Jamshedpur Tea Factory (JTF) was in a quandary over employees skipping work. It was becoming increasingly difficult for him to identify employees who faked illness to skip work. The work of the employees was complex and intricate, and they had to report to eight supervisors. “Faking illness” made it difficult for JTF to judiciously decide on “Promotion” and “Training” of employees. An employee could only be promoted on the completion of a multi-skilling training program. Further, to be nominated for the training program, an employee must be recommended by a minimum of six supervisors. JTF wanted to promote only sincere and deserving employees.
Which of the following policies will be MOST prone to error while selecting deserving and sincere employees?
Direction: Read the following scenario and answer the TWO questions that follow.
The CEO of the Jamshedpur Tea Factory (JTF) was in a quandary over employees skipping work. It was becoming increasingly difficult for him to identify employees who faked illness to skip work. The work of the employees was complex and intricate, and they had to report to eight supervisors. “Faking illness” made it difficult for JTF to judiciously decide on “Promotion” and “Training” of employees. An employee could only be promoted on the completion of a multi-skilling training program. Further, to be nominated for the training program, an employee must be recommended by a minimum of six supervisors. JTF wanted to promote only sincere and deserving employees.
Which of the following policies will be MOST prone to error while selecting deserving and sincere employees?
The CEO of the Jamshedpur Tea Factory (JTF) was in a quandary over employees skipping work. It was becoming increasingly difficult for him to identify employees who faked illness to skip work. The work of the employees was complex and intricate, and they had to report to eight supervisors. “Faking illness” made it difficult for JTF to judiciously decide on “Promotion” and “Training” of employees. An employee could only be promoted on the completion of a multi-skilling training program. Further, to be nominated for the training program, an employee must be recommended by a minimum of six supervisors. JTF wanted to promote only sincere and deserving employees.
Which of the following policies will be MOST prone to error while selecting deserving and sincere employees?
Updated On: Aug 21, 2025
- Let the CEO office decide on leave but supervisors will recommend the promotion.
- Let the CEO office decide on the leave as well as promotions.
- Outsource all leave decisions to a lawyer whose judgement will be final
- Outsource all leave decisions to a doctor whose judgement will be final
- Let the CEO office decide on promotions but supervisors will decide on the leave.
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Solution and Explanation
Analyzing the scenario of Jamshedpur Tea Factory (JTF), the core issue revolves around identifying sincere employees for promotions and training while dealing with the problem of employees faking illness. The requirement for promotion depends on the completion of a multi-skilling program, which necessitates the recommendation of at least six supervisors.
Considering the options given:
- Let the CEO office decide on leave but supervisors will recommend the promotion: This option gives the CEO control over leave, reducing subjectivity from supervisors in leave decisions but relies on supervisor recommendations for promotions, which isn't fully shielded from biased results due to personal perceptions.
- Let the CEO office decide on the leave as well as promotions: Ensures centralized decision-making regarding both leave and promotions, reducing bias but potentially overburdening the CEO office.
- Outsource all leave decisions to a lawyer whose judgement will be final: A lawyer's judgment isn't relevant for assessing sick leave claims, thus leading to potential inefficiencies.
- Outsource all leave decisions to a doctor whose judgement will be final: This provides an expert opinion on illnesses, improving accuracy in determining valid sick leave, but does not address the promotion issue directly.
- Let the CEO office decide on promotions but supervisors will decide on the leave: This policy could be problem-prone. Since supervisors might have a biased view due to direct interactions with employees, if they decide on leaves, they might base promotion recommendations on incorrect leave assessments.
The most error-prone policy is the Let the CEO office decide on promotions but supervisors will decide on the leave. Here, leave is susceptible to bias because supervisors, who closely interact with the employees, may have skewed perceptions, ultimately affecting their promotion recommendations. Hence, due to this reliance on subjective assessment for leave without expert evaluation, this option is prone to error in selecting deserving and sincere employees.
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