Reference no: EM133157799
Mr. Ajay Aryal had been teaching accounting at Kathmandu University (K. U) for the past four years. During that time, he had gained much respect from his students, his peers, and the college administration. He had twice been rated as one of the five best professors at Kathmandu University (K.U), a rating that carried with it an additional Rs. 10,000 stipend .He was active in the college, in the community, and in his own private consulting business. He had published a number of articles and was confident that he would be granted tenure and a promotion to full professor within three years. In April, when the dean sent routine contract letters for the next academic year to each faculty member to sign, Ajay Aryal returned his with a note saying that "he would not be returning". Instead he was accepting a position in a Chartered Accountants firm.
Shocked by the news, the Dean of KU called Aryal's department chairman to see why this sudden resignation had occurred. The department chairman, Hari Sharma, said that it was only a matter of time before it happened: "you see, dean, we cannot compete salary -wise with private industry. We need to make adjustment so that our salary compressions can be eliminated and these who are outstanding faculty members be encouraged to stay".
You might be right, Sharma, but we cannot go beyond our means. If we lose a few of the good ones, that are sad, but if we make concessions to keep Ajay Aryal, what will that are opening us up to in the future?
Questions:
- Describe how the four areas of HRM- acquisition, development, motivation, and maintenance are affecting Kathmandu University.
- Based on your understanding of these four HRM functions, how might they apply-in the Ajay Aryal's resignation case?
- Suppose you are the dean and have just contacted Ajay Aryal and have asked him to meet with you with regard to his resignation. How would you try to convince him to stay? Discuss.