Trident Chemicals Limited: Case Study: Trident Chemicals Limited

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Trident Chemicals Limited is the producer of chemicals with a diversified product portfolio. It is a company based out of India and has a presence in over ten countries. In 2008, it acquired Noble Chemicals’ production factory in a strategic move. Due to various economic factors, some workers are required to transfer from one facility to another but workers are not ready to accept that. Because of the transfer, revision of their wages and other incentives will no more be considered. The company’s new VP (HR) has been given the responsibility for smooth transfers. The assignment here tries to identify the issues are the most important for the company and how these issues are related to the theoretical aspects of the human resources. With liberalisation …show more content…

In the past, the MD, with his towering presence and proximity, was always available for clarification and direction and played a crucial role in issues related to discipline. New arrangement created lots of ambiguity due to communication distance between the local operations and headquarter. All this resulted in slow decision making, across all the functional levels due to hierarchy and bureaucracy. Workers felt low accountability and power due to the concentration of all the power at the unit level. This led to some disciplinary issues as well. People were mainly concerned with the incentive policy and uniformity of facilities for employees of all the units. The noble chemical was a relatively smaller group than trident chemicals and further, people have assured the continuation of previous benefits so they accepted the acquisition. Trident group management also promised no layoffs. There was a lack of communication between the management and workers which resulted in a delayed process of decision making. Changes in systems like accounting systems aggravated the situation for suppliers by delayed …show more content…

The company was facing lots of issues because of structural changes post acquisition. Dual reporting to the functional head and the location-head created ambiguity. After acquisition all the policies and role were changed. Employees who used to enjoy proximity with the management before had no communication post acquisition. The corporate office of Trident chemicals decided the policies and HR practices for all. Employees from Noble were not involved in decision-making. There was lack of necessary decentralisation. Differentiation helps in developing core competence to give the organisations competitive

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