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?
- 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.
The Correct Option is
Approach Solution - 1
The scenario concerns the challenge faced by the CEO of Jamshedpur Tea Factory (JTF) in identifying employees who fake illnesses, which impacts the decision-making related to promotions and training. The key issue is ensuring that only sincere and deserving employees are promoted, a decision complicated by employees potentially misusing sick leave.
To solve this, JTF requires a policy that effectively filters out those who fake illness from deserving candidates. Let's analyze the given options to decide which policy is prone to error in selecting sincere employees:
- Let the CEO office decide on leave but supervisors will recommend the promotion.
In this scenario, the CEO will have the final say on leave, but supervisors, who presumably have more direct contact with employees, will make recommendations for promotions. This approach can effectively identify sincere employees, as supervisors can witness employees’ behavior and work ethic directly.
- Let the CEO office decide on the leave as well as promotions.
This centralizes decision-making within the CEO’s office, which might lead to a lack of insight into the daily conduct of employees. This could make it challenging to identify sincere employees accurately.
- Outsource all leave decisions to a lawyer whose judgement will be final.
Lawyers might lack the expertise to judge the genuineness of illness claims, as their field doesn't involve medical knowledge. This approach is unlikely to be effective in accurately identifying those faking illnesses.
- Outsource all leave decisions to a doctor whose judgement will be final.
Doctors are more equipped to assess illness claims accurately, which should reduce the chances of selecting undeserving employees due to fake illnesses.
- Let the CEO office decide on promotions but supervisors will decide on the leave.
This option hands leave decision-making to supervisors but leaves promotion decisions to the CEO. Since supervisors are not involved in recommending employees for promotions, they might not be as vigilant in identifying insincere behavior, leading to errors in promoting insincere employees. This is the choice prone to error, as it disconnects the leave decision-making from the promotion recommendations.
Conclusion: The policy that will be most prone to error while selecting deserving and sincere employees is the one where the CEO office decides on promotions but supervisors will decide on the leave. This is because the lack of involvement of supervisors in the promotion process disconnects leaves decisions from performance evaluations, increasing the potential of promoting insincere employees.
Approach Solution -2
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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