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MS-2

MANAGEMENT PROGRAMME Term-End Examination June, 2011


MS-2 : MANAGEMENT OF HUMAN RESOURCES
Time : 3 hours Maximum Marks : 100 (Weightage 70%)

Note : (i) There are two Sections, A and B. (ii) Attempt any three questions from Section - A. Each question carries 20 marks. (iii) Section - B is compulsory and carries 40 marks. SECTION A 1. Describe the steps and pre- requisites to be followed in Grievance Handling Procedure. Briefly discuss Grievance Management in Indian Industry. Discuss the challenges faced by an HR Manager and how managing challenges would facilitate the efficient use of Resources. Describe the Process of Performance Appraisal. Discuss any two methods of Appraisal and their advantages and Disadvantages. Briefly discuss the importance of outsourcing in the present day business scenario and discuss how outsourcing can be made successful. Write short notes on any three of the following : (a) (b) (c) (d) (e) Employee Lay off. Assessment Centre. Employee Empowerment. Mentoring. Succession Planning.

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SECTION - B

6.

Read the following case carefully and answer the questions given at the end. Magmum Financial Services ltd (MFSL) is a large financial services company with over 4000 employees scattered all over India in their twelve branches. In view of the ups and downs in the stock market, which affect the demand for and supply of qualified finance graduates, from time to time, in different cities, it has been decided sometime back to centralise manpower planning activities at the corporate head quarters, viz., New Delhi itself. The company has trading terminals spread over the whole of India. In addition to collecting fixed deposits from corporate houses and general public, it has also been managing funds from high net worth individuals. It has plans to launch a number of mutual fund products for which approval has come from Securities Exchange Board of India. It has considerable reputation in the market as a merchant banker and as a money changing agent. Hiring people with requisite skills, especially after the introduction of the online trading mechanism, is proving to be a tough job. The stock indices have been galloping day by day, thanks to the dramatic growth rates reported by information technology companies in recent months. Looking at the increasing number of trading centres that are opening in various parts of the country, the company wanted to hire twenty five trading assistants by offering competitive salaries. While assessing manpower needs at various locations, the following things are generally taken into account : Manpower needs Details of previous selections in each centre. Current employee strength in each centre. Sanctioned posts for each centre. Number of vacancies, likely to arise due to competition, unforeseen events, expansion, etc. Surplus, if any, from other centres. Over and above the next vacancies that are likely to arise in each centre, two additional posts have been earmarked so as to serve as a 'cushion' to absorb sudden fluctuations. The actual details about trading assistants in various centres were :

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Details of Employees and Posts Number of people with 2 years' experience. Number eligible for promotion to next grade. Number of vacancies on hand. Number on rolls. Anticipated needs to be filled up owing to market conditions. : 'Reserve' to be kept over and above sanctioned posts. Total requirements over a period of 12 months. 94 28 25 142 24 ('two' in each centre) 5 54

In the first batch, it was planned to hire 25 people having one year's exposure to online market operations, in the Rs 5000 - 8500 grade. The chief HR manager arrived at Mumbai to coordinate the recruitment activity. The Mumbai office got the fax message from headquarters on Monday advocating caution and restraint while hiring trading assistants. Around 150 short listed graduates have been called for the interview on that day. QUESTIONS (a) (b) (c) Prepare a comprehensive human resource plan for each centre of MFSL. Looking at the scenario, what should the chief HR manager do ? Is it advisable to decentralise the hiring process, so as to avoid problems of the nature mentioned above ? Why ? Why not ?

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MS-2

MANAGEMENT PROGRAMME Term-End Examination December, 2012


MS-2 : MANAGEMENT OF HUMAN RESOURCES
Time : 3 hours Note : (i) (ii) (iii) There are two Sections, A and B. Attempt any three questions from section A, Each question carries 20 marks. Section - B is compulsory, and carries 40 marks. SECTION-A Maximum Marks : 100 (Weightage 70%)

03339

1.

What are the objectives and functions of HRM ? Briefly explain the assumptions underlying Traditional Personnel functions and Human Resources system. Define and describe the 'Selection Process'. Discuss purpose and types of various 'Selection Tests'.

2.

3.

What are the objectives of Performance Coaching ? Identify and discuss the essential conditions for a coaching to be effective. Cite relevant examples. What authorities can be created under the Industrial Disputes Act 1947 for preserving Industrial harmony, prevention and settlement of Industrial Disputes. Write short notes on any three of the following : (i) Career Planning (ii) Benchmarking (iv) White Collar Workers' Unions

4.

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(iii) Reward Management

(v) Effects of Participative Decision making.

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SECTION-B 6. Please read the case given below and answer the questions given at the end : XYZ Limited is a public sector undertaking with a staff strength of around 1,200 including 300' officers. As per the recruitment policy of the company , most employees join as trainees and after successful completion of training , are absorbed at the lowest intake level. Thus, in the case of workers , most start as Technician/Operator Trainees and officers , as Management Trainees. The company expects the higher posts to be filled by promotions and therefore , as far as possible , direct recruitment to higher positions is avoided. Only when there is an urgent requirement of a person to fill a higher post and no candidates from within the organisation are eligible, is an open advertisement released. ) to In 1982, the company urgently needed one Junior Engineer (Instrumentation) take charge of one of its plants. At that time, the company had four Junior Engineers (JEs) in position who had joined as Management Trainees in 1980 and had been regularised in 1981. Immediately above them was an Assistant Engineer, who in turn reported to the Project Manager. The company released an advertisement for the post of JE , seeking applications from those with at least two years' experience in the field. One Mr. Ramesh Chaudhari , who had four years ' experience in a private concern applied and was selected. He found the terms of appointment lucrative and joined the company in May 1982. As four JEs were already working in the company, Chaudhari became the junior - most JE as per the promotion policy of the company ; the four JEs would become eligible for promotion to the post of ' Assistant Engineer' in 1985 (on completion of four years 'service ) and Chaudhari in 1986. In July 1983, the Assistant Engineer left his job and hence, the company decided to fill the vacancy by direct recruitment. In the advertisement it was stipulated that the applicants should have a minimum of five years' experience. Chaudhari met the specification since he had four years previous experience plus one year in XYZ Ltd. Therefore, he applied for the post through proper channel. The company decided to call all the eligible candidates for interview. Accordingly, Chaudhari was also called along with the external candidates. He performed exceedingly well in the interview and was found suitable for the post. The General Manager (GM) , who was chairman of the selection committee, had been selected. congratulated Chaudhari and told him that he However, the GM changed his mind subsequently and asked the Personnel Officer not to issue the appointment letter to Chaudhari. He gave the following reasons for reverting his decision :

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Mr. Chaudhari would get a higher post after completion of just over one year's service in the organisation as against the normal requirement of four years.

2.

When Mr. Chaudhari joined , he was junior to the four JEs by about one year. If he was offered the higher post , he would suddenly become their boss. This would demoralise the JEs - in fact they had already decided to seek jobs elsewhere if Chaudhari became Assistant Engineer. The GM was convinced that he could not afford to lose four JEs and therefore , he chose to disappoint Chaudhari.

Questions :

1.

If Chaudhari had been an external candidate , would he have got the job ? As an internal candidate , did he deserve to be treated in a different fashion ? Did the management make a mistake in calling Chaudhari for an interview and selecting him, when he was "too junior " in the organisation ?

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Are there any drawbacks in the recruitment / promotion policies of the company ? If yes , elaborate them .

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MS-2

MANAGEMENT PROGRAMME Term-End Examination June, 2012 05252

MS-2 : MANAGEMENT OF HUMAN RESOURCES


Time : 3 hours Note : (i) (ii) Maximum Marks : 100 (Weightage 70%)

There are two Sections, A and B. Section-A has five questions carrying 20 marks each. Attempt any three questions from this section.

(iii) Section - B is compulsory and carring 40 marks. SECTION-A

1.

What are various social factors which influence the Personnel/Human Resource Management functions of an organisation in Indian context ? Briefly explain with suitable examples.

2.

What is the purpose and significance of Interview in the process of hiring human resources ? Briefly describe , various types and limitations of Interviews , with suitable examples.

3.

What are various problems encountered in Performance Appraisal Process ? What are the ways to improve the probability of "What is Appraised is what was supposed to be Appraised "? Explain with examples.

4.

What are the determinants of compensation ? How does compensation function contribute to the organisational effectiveness ? Explain with suitable examples.

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5.

Write short notes on any three of the following : (a) (b) (c) (d) (e) 'Self concept' and Organisation Socialisation Benchmarking Voluntary Machinary Theories of Trade Unionism Grievance Handling Procedure

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SECTION-B

6.

Read the case study titled and answer the questions given at the end : XYZ Limited is a public sector undertaking with a staff strength of around 1,200 including 300 officers. As per the recruitment policy of the company , most employees join as trainees and after successful completion of training , are absorbed at the lowest intake level. Thus, in the case of workers , most start as Technician/Operator Trainees and officers , as Management Trainees. The company expects the higher posts to be filled by promotions and therefore , as far as possible , direct recruitment to higher positions is avoided. Only when there is an urgent requirement of a person to fill a higher post and no candidates from within the organisation are eligible, is an open advertisement released. ) to In 1982, the company urgently needed one Junior Engineer (Instrumentation) take charge of one of its plants. At that time, the company had four Junior Engineers (JEs) in position who had joined as Management Trainees in 1980 and had been regularised in 1981. Immediately above them was an Assistant Engineer, who in turn reported to the Project Manager. The company released an advertisement for the post of JE , seeking applications from those with at least two years' experience in the field. One Mr. Ramesh Chaudhari , who had four years ' experience in a private concern applied and was selected. He found the terms of appointment lucrative and joined the company in May 1982. As four JEs were already working in the company, Chaudhari became the junior - most JE as per the promotion policy of the company ; the four JEs would become eligible for promotion to the post of ' Assistant Engineer' in 1985 (on completion of four years 'service ) and Chaudhari in 1986. In July 1983, the Assistant Engineer left his job and hence, the company decided to fill the vacancy by direct recruitment. In the advertisement it was stipulated that the applicants should have a minimum of five years' experience. Chaudhari met the specification since he had four years previous experience plus one year in XYZ Ltd. Therefore, he applied for the post through proper channel. The company decided to call all the eligible candidates for interview. Accordingly, Chaudhari was also called along with the external candidates. He performed exceedingly well in the interview and was found suitable for the post. The General Manager (GM) , who was chairman of the selection committee, congratulated Chaudhari and told him that he had been selected.

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However, the GM changed his mind subsequently and asked the Personnel Officer not to issue the appointment letter to Chaudhari. He gave the following reasons for reverting his decision : 1. 2. Mr. Chaudhari would get a higher post after completion of just over one year's service in the organisation as against the normal requirement of four years. When Mr. Chaudhari joined , he was junior to the four JEs by about one year. If he was offered the higher post , he would suddenly become their boss. This would demoralise the JEs - in fact they had already decided to seek jobs elsewhere if Chaudhari became Assistant Engineer. The GM was convinced that he could not afford to lose four JEs and therefore , he chose to disappoint Chaudhari. Questions : 1. 2. 3. If Chaudhari had been an external candidate , would he have got the job ? As an internal candidate , did he deserve to be treated in a different fashion ? Did the management make a mistake in calling Chaudhari for an interview and selecting him, when he was "too junior " in the organisation ? Are there any drawbacks in the recruitment / promotion policies of the company ? If yes , elaborate them .

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MS-2

MANAGEMENT PROGRAMME Term-End Examination December, 2011


MS-2 : MANAGEMENT OF HUMAN RESOURCES
Time : 3 hours Maximum Marks : 100 (Weightage 70%)

06240

Note : (i) There are two Sections, A and B. (ii) Attempt any three questions from Section-A. Each question carries 20 marks. (iii) Section - B is compulsory and carries 40 marks.

SECTION - A 1. "Regardless of industry type, size or location, the companies are faced with critical challenges of change, intellectual capital, technology, and profitability through growth and globalization." How do you see the changing role and importance of managing Human Resources in the newly 'emerging business scenario. Elaborate and explain with suitable examples. 2. What is the importance and role of Selection Tests ? Briefly describe various types of Selection Tests employed by the organisations. What is an 'Assessment Centre'? What are the internationally recognised elements and essentials for a process to be considered as 'Assessment Centre'? Explain with relevant examples. 4. What is the importance of 'Focus', 'Structure' and 'Functioning' as principles in designing 'HRD System in an organisational setup ? How and why are the boundaries of HRD changing in today's business scenario ? Explain with examples.

3.

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5.

Write short notes on any three of the following : (a) (b) (c) (d) (e) Separations Training - A strategic function Wage structure in India Reward Systems Mediation and Litigation

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SECTION - B
6. Read the case and answer the questions given at the end: Mr. Ravi Saxena passed his B.Sc. in 1972 and joined a commercial bank in the clerical cadre. He served there for three years. He was not happy with the job prospects rr, and wanted a better deal in life. He quit the job in 1975 and joined Xavier Labour Relations Institute, Jamshedpur. He obtained his post-graduate qualification in Personnel Management, and thereafter took up a job with a large public sector organisation in Pune as a Trainee Officer in the Personnel Department. He was confirmed as a Personnel Officer after the completion of training with the company in 1978. The Personnel Department was headed by a Manager. Next in the management hierarchy was one Deputy Manager followed by two Assistant Managers and six officers in the department. They were supported by a battalion of office and clerical staff. Mr. Ravi was ,assigned the task of maintaining certain statutory documents. He was quite enthusiastic and wanted to bring about many improvements. His work, however, hardly provided any scope for originality. The bureaucracy never permitted any change easily. Besides, at his level in the hierarchy he could not wield much influence on any matter. His salary and perks were however quite comparable to those in any other organisation and there was adequate freedom and security of job. Though he was not very happy he tried to reconcile himself to his job. When Sukhdev Industries Limited, Pune, advertised for the post of "Senior Personnel Officer", he decided to apply for the post. He had reasons to do so inspite of the fact that he was reasonably comfortable in the public sector organisation. Firstly, Sukhdev Industries was a leading company in the private sector; secondly, the Personnel Manager of the company was due to retire shortly and the incumbent of the new post was to replace him in due course; thirdly he would have a much broader span of work and would be able to implement many of his ideas which he could not do in the public sector organisation because of the bureaucratic element that prevailed there and fourthly, the job was in Pune itself and the problem of dislocation was minimum. He responded to the advertisement and got selected. He joined the organisation in early 1985. SIL is an engineering industry engaged in the fabrication of heavy structural engineering works. It has a turnover of over Rs.40 croers and an employee strength of over 2000. The company has the reputation of being a high-profit industry. It has a very low profile so far as personnel policies are concerned and maintained steady growth over the past decade. The company is managed by a family of industrialist which is known for their shrewdness and business acumen. The management had expressed their desire to professionalise their entire organisational structure.

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The company had a work force of 1700, out of which 1000 were permanent employees and over 700 employees were temporary workman. The Personnel Department was engaged most of the time in hiring these temporary hands on a continuous basis. The strategy adopted was to hire temporary persons, retain them for a period of 7 months and then terminate them. (If a temporary is retained for more than 240 working days in a year, he is deemed to have become a permanent employee as per rules). The same temporary employee could be re-employed after a gap of a few months. Mr. Ravi studied this situation. He thought that it was an enormous waste of effort to co-ordinate the engagement of temporaries and discontinue them on such a large scale on a continuous basis. Besides, he thought, a sense of belonging could not exist among the workmen if they are employed on a hire-and-fire basis. He prepared a proposal suggesting to discontinue this practice. He submitted a well written note to the. Personnel Manager, who had a very progressive outlook on personnel matters. The Personnel Manager informed him that in SIL such decisions were beyond the jurisdiction of the department and that he could only send the proposal to the Vice President who normally deals with such matters. Accordingly, the note was forwarded to the Vice President. There was no response from the Vice President who was known for his grip over the company's administration )and controlled it very tightly. He used to take quick decisions on matters reffered to him. By practice, the managers knew that if there was no response from him, it meant that he was not interested in the proposal, and the managers generally did not venture to follow up the matter. Mr. Ravi however sent a note to the Vice President indicating his desire to discuss the matter with him. In the meanwhile he had also worked out details of another scheme offering to encourage self-study by the employees. According to it an employee could undertake higher education and seek career advancement. This, he thought, would motivate the employees as their energies would find a new and useful outlet. Mr. Ravi was called for a meeting with the Vice President. The Personnel Manager was also invited to be present. Mr. Ravi briefly explained the salient features of the two schemes he had proposed. He contended that they would bring a major change in the IR situation of the organisation. The Vice President indicated that both the proposals were immature and unrealistic, though he agreed that they were good proposals on paper. He asked Mr. Ravi to be more realistic and pragmatic in his approach rather than take decisions, on academic merits. In support of his statement he asked him to go through the facts and figures with the help of Mr. Godbole. Mr. Godbole gave Mr. Ravi a few relevant facts : the average efficiency of a permanent employee in the

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company was 48%, while that of temporaries was 85%. The productivity of an employee came down as soon as he was confirmed on the job. There was hardly anything that the company could do in the matter in the then prevailing labour situation. This was proven with the cases of a few employees who were confirmed in the past few months. Hence, in the interest of labour productivity it was necessary to maintain the temporary operatives. The company could manage the work quite well as the skill required was not of a high level in a majority of the cases. A temporary operator could pick up the required skill level in a few days. It was only the will to work which was required. As regards the self-education scheme, the Personnel Manager asked him to go through the personal docket of selected workmen. Mr. Ravi went through them and found a file of Mr. Jadhav whose case was as : He had joined the company canteen as a helper 16 years ago after his SSC. He worked sincerely, and was confirmed in the regular service of the company 10 years ago as a server. He was a sincere and hard working person. There was absolutely no problem with his work. He enrolled himself in an evening college in 1.973 and completed his B.A. In 1978. He was extremely happy and immediately put up an application seeking a white collar job as a clerk or an assistant in the commercial department. He felt that would be a more suitable job for him. The management looked into his case. Mr. Jadhav was drawing a salary of Rs. 1600 by virtue of his long service. The clerical job which he was looking for could be filled up by a fresh graduarte on a salary as low as Rs.700 to start with. His long service was not of any use in his new assignment. His application was rejected. There was no openings at the supervisory level in the canteen. Thus, there was no way in which he could be given a promotion or a white collar job. This had very serious repercussions on Mr. Jadhav 's performance. In 1979 there were complaint of his misbehaviour with his supervisor and lack of interest on the job. He was suspended for 3 days in 1980. Today ; he is a thoroughly disgruntled worker since his aspirations linked to his new qualification could not be met with. There were several other such cases of dissatisfied employees. The company management rightly feared that undue encouragement for selfstudy may have grave consequences as their aspirations could turn out to be unrealistic. This apprehension was confirmed by the feedback from other organisations which. had encouraged such schemes and were having a bitter experience with several cases of dissatisfaction among employees. Hence keeping a low profile was better. The management, finally maintained that encouraging employees to go in for higher courses was to invite trouble.

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Mr. Ravi was thoroughly confused and disillusioned. He wondered whether what is thought and taught to be good can't be so in practice. There were more and more instances proving to the contrary. .He had come across several cases of managers who made themselves redundant by developing their juniors, and had to quit the organisations. After all, who wants to pay a fat salary to a Senior executive and retain him if a junior in the department can do his job? The end justified the means in many private commercial organisations. Questions Why did the Personal Manager who understood the situation not explain it to 1. 2. 3. 4. Mr. Ravi ? Was he right in sending Mr. Ravi's proposal to the Vice President? Is the Vice President an orthodox executive or is he a pragmatic person who had adapted his style according to circumstances ?. What should be Mr. Ravi's next course of action under the circumstances ? Should he reconcile himself to the situation ? If so, how ?

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I MS-2 1

MANAGEMENT PROGRAMME

15915

Term-End Examination December, 2010

MS-2 : MANAGEMENT OF HUMAN RESOURCES


Time : 3 hours Maximum Marks : 100 (Weightage 70%)

Note : (i) There are two Sections, A and B. (ii) Attempt any three questions from Section - A. Each question carries 20 marks. (iii) Section - B is compulsory and carries 40 marks.
SECTION A

1.

Briefly describe different Perspectives of Human Resource Management and their importance with suitable illustrations. Discuss the relevance of organisational Socialisation and suggest the ways by which the organisational Socialisation Process could be improved. Give examples. What is competency Mapping ? Discuss any two methods of competency mapping and their effectiveness. Cite examples. Describe the process of coaching and it's usefulness in organisations. Provide suitable examples. Write short notes on any three of the following: (a) Stock options (b) (c) (d) (e) Pay equity Discipline Employers Association Out Sourcing

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SECTION - B 6. Read the following case carefully and answer the questions given at the end:
The Absentee Employee The National Transport Corporation (hereafter referred to as NTC), a leading transport organisation with a fleet strength of 200 vehicles is engaged in Parcel Service in South India. The NTC has its head-quarters at Madras, and has branches in important locations in Tamilnadu and other southern states.

Madhavan, a loadman of NTC at Salem was transferred from Salem to Madura, for long absence from work in the beginning of 1995, though the Corporation could have discharged him from service for long absence without permission for a period of two months. The Branch Manager of Salem NTC requested the Head of the Human Resources Division to transfer the employee to another location to enable the employee to correct himself in future. Madhavan has been in NTC from the beginning of 1992. Madhavan reported for duty at Madura, and again after six months started absenting from work as before. The Branch Manager of Madura counselled him several times, but Madhavan did not show any real change in his attitude. A written warning was given to him in October 1995. He again absented himself from duty for ten days from 17 December, 95 and after joining duty, he was again absent for 20 days which led to initiation of disciplinary action.

At the departmental enquiry held in February 1996 the delinquent employee pleaded that he was suffering from jaundice and that he rushed to his village near Salem for taking Ayurvedic treatment and rest. No medical certificate was produced. He admitted mistake in not applying for leave, and requested for mercy. Based on the admission of the misconduct, the enquiry officer gave the findings that he was guilty. The Branch Manager, Madura was informed about the findings. He recommended dismissal of Madhavan.

The Chief Executive of NTC, the final authority however again directed a transfer to Madura, rather than passing an order of dismissal. This was done to enable the employee to correct himself.

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After issue of orders, the delinquent approached the Chief Executive of NTC and requested for mercy. The Chief Executive was not in favour of changing the order of transfer. He however referred the matter to the Manager of the Human Resources Division for proper disposal. The Manager HRD, called Madhavan and asked for the reasons for absence. He asked the delinquent how the company would tolerate such absenteeism. Madhavan was asked why he failed to produce medical certificates, if he was really sick ? Was he not given an opportunity twice to correct himself, once by Branch Manager, Salem and later by Branch Manager, Madura ? Madhavan had no answer to these questions. He, however requested the Manager to give him one last chance. He had no complaints against the Branch Managers. The HRD Manager assured support to him if his version was convincing. Madhavan then narrated his family background. Madhavan's Family Background He was born to Gundappan and Palaniammal. He had two elder sisters, four elder brothers and another younger to him. His sisters and two brothers were living separately after marriage. He got the job as a loadman in NTC in 1992 at Salem through his brother-in-law, another senior loadman at NTC. Another unmarried brother of his, aged 33 was employed in a hotel and was living separately. He was living with his parents, a disabled brother aged 35 and his younger brother at Kamandapatti (Please refer Annexure A) till the end of 1994 in the family house. He was the bread winner of the family. Madhavan was now living at Omalur, with his wife Madhavi aged 22. Madhavi's tale was a tragic one. A native of Taramangalam, 10 kms, from Omalur, her father was in the military and was no more. She was married in 1993 to her father's sister's son Copal. However, she was ill-treated by both her in-laws and her husband and deprived of her ornaments. Disillusioned, she applied for a divorce and got an alimony of Rs.2000/-. This helped her to establish a small grocery shop at Omalur settling down with her sister's family. Here Madhavan developed intimacy with Madhavi much to the dislike of her sister, and another Gunapalan, a person known to Madhavan. Gunapalan wanted to marry Madhavi. But Madhavi had no interest in him. Gunapalan in this background posed serious problems to Madhavi especially after Madhavan's transfer to Madura. Gunapalan was determined to win her hand. He told her twice that she will have to forget Madhavan, or else she will have to blame herself for the consequences. Threats followed.

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Madhavan got a letter from Madhavi asking for protection. She had antagonised Gunapalan and could not completely rely on her married sister. They should marry she wrote to him. Madhavan reached Omalur to see that Madhavi's shop was burgled by unknown persons. There was a rumour in the air that Gunapalan was behind everything. Madhavan decided to marry Madhavi. He married her at the Madhura Temple and later went on a pilgrimage for a fortnight. He however did not infrom the NTC officials about his marriage. He never applied for leave as well during the marriage on 6 January 1996. What followed was the disciplinary action against Madhavan and his plea against transfer.

The HRD Manager's Decision


Madhavan gave a definite undertaking to the Manager that he would be diligent in the work in future and that the Management may terminate his services upon any complaint in future. The Manager (HRD) contacted the Branch Managers of Madura and Salem and took them into confidence. The family background was fully explained to both the Branch Managers. It transpired that Madhavan had never explained his problems to either of them. Both Managers agreed to abide by the decision of the Manager (HRD) to help Madhaven. Both promised to counsel Madhavan as well if he were posted either at Madura or Salem. The Manager (HRD) taking into account his family background passed an order transferring Madhavan to Salem.
Annexure A : Location Chart

NTC Salem
. . . .

Kamandapatti 1 OMALUR 10 Km

Puliampatti 1 Km

Taramangalam

Annexure B: Provisions in the Standing Orders

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Habitual absence without leave or absence without leave for more than 10 days:
Punishment - An employee who is found guilty of a misconduct may be punished as provided herein, depending upon the gravity of the misconduct committed by the employee. (a) (b) (c) (d) (e) (f) Fine, up to 2% of monthly salary Warning Demotion Stoppage of increment Suspension for 30 days Discharge or dismissal.

The management has the right to transfer employees from one branch to another, from head office to branches and vice versa for exigencies of service. Questions 1. 2. 3. What would be your stand on this issue as the Head of HRD Division of the organisation ? Are you of the view that you will have to adopt the stick method to prevent the disease of absenteeism spreading to other employees ? Are you of the view that if you transfer him to his home town, Salem, Madhavan would prove himself to be a good performer ?

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[ MS-2

MANAGEMENT PROGRAMME Term-End Examination June, 2010


MS-2 : MANAGEMENT OF HUMAN RESOURCES
Time : 3 hours Maximum Marks : 100 (Weightage 70%)

Note : There are two Sections, A and B. Attempt any three questions from Section - A. Each question carries 20 marks. (iii) Section - B is compulsory and carries 40 marks.

SECTION - A Highlight the objectives of HRM ? Briefly explain various HR functions with suitable examples. Discuss the concept of mobility and explain the concept with reference to Promotion and Transfer. Explain with example. Briefly describe the essential elements to be considered for structuring an Assessment centre. Define Training and Retraining. Discuss how training can be converted into a strategic function. Explain with suitable examples. 5. Write short notes on any three of the following : selection Tests growth of Trade Union movement in India employer's Association workers participation in management (e) Indiscipline

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P.T.O.

SECTION - B 6. Read the following case and answer the questions given at the end. Vishal Industries Ltd., is a medium sized engineering factory employing 250 employees. The Factory Manager advised the Personnel Manager of the company to select a right man to fill up the vacancy of a "Time-Keeper". The Personnel Manager inserted an advertisement for this post in prominent local newspapers and received a large number of applications although specific job description and job requirements were embodied in the advertisement. After preliminary screening of applications, the Personnel Manager selected only 6 applications out of 197 and sent them "Application Blank" for collecting their detailed information. On receipt of Applications and on further scrutiny, it was observed that two candidates were age-barred, although they had a good experience at their credit and one candidate had a suspicious personal life. The Personnel Manager therefore selected only 3 candidates and sent them call-letters for a personal interview on a stipulated date. Only two candidates out of three appeared for the interview before the Interview Panel consisting of three interviewers. The panel had therefore to take a decision on selection, either of Mr. Tukaram Patil or Mr. Girish Mahajan. The personal traits and merits of these two candidates are as follows : Mr. Tukaram Patil, a young man of 30 years, has worked for a year in the Time Office of a reputed company. He is an exceptionally sociable, amicable individual who enjoys mixing with employees. His verbal skills are average, but he has a good degree of hardness. He can sit late in office and prepare payrolls of employees and complete the checking of paysheets a day before the actual date of payment. He does not demand extra remuneration or over-time for sitting late hours in office. He is a good sportsman also and has worked as a secretary of a sports club. A glaring weakness as revealed during the interview is that Mr. Patil's memory is not strong and he may forget a task assigned to him. But he is straight-forward and frankly accepts his limitations. Mr. Girish Mahajan, is also a youth, aged 25, and has a good personality, above average communication skills, but at times is "rough" in dealing with people. His clerical and computational skills are excellent. He does not on his own mix with people or take part in extra curricular activities. He joined a textile mill as a clerk in the Time Office and was promoted to the post of Assistant Time Keeper within a period of 5 years. is against the principle of sitting late in office. His sense of time keeping, punctuality is good and regular. He feels that attendance of employees must be posted in the regular register on the same day and paysheets must be kept ready on 1st of

MS-2

11782
every month and sent to A/c Department, for checking before 3rd inst. Similarly, he prepares PF/ESI statements and returns in time and submits the same to respective Government authorities in time. However, Mr. Girish Mahajan is short tempered and at times he also had heated arguments with managerial executives. He limits his existence to his working table and if anybody unconnected with the time-office work comes near his table, he loses his temper.

Questions :
In terms or overall capabilities and job requirements, whom will you recommend out of the two candidates, in your capacity as a Personnel Manager ? In case the other two members of the Interview Panel differ from your decision, how will you convince them ? (c) As a Manager HR, what will you do to improve the interpersonal relations in the organization ?

MS-2

MANAGEMENT PROGRAMME Term-End Examination June, 2OO8 OF MS.z : MANAGEMENT HUMANRESOURCES


Time : 3 hours Maximum Marks: 100 (Weightage70%)

Note : (i) There are two SecfionsA and B

(ii) l,'::,:::
(iii)

om section A AII :,,I';; :::;"'' :":r


,,nd csrries40 marks. section B fs compulsory

SECTION A l. Explain the scope and componentsof HRM. Cite suitable illustrations. Define and describe Human Resource plannihg, the problems and the guidelinesfor making it more associated effective. .

Z.

MS-2

P.T.o.

3'

Define and describe the competency mapping and its variousmethods. Explain the concept of Human Resource Development (HRD). Discuss the principles of designing HRD system for an organization. write short notes on any three of the foilowing : (a) HR accounting (b) (c) (d) (e) Pay Equity Stock options Inductionprogrammes Mentoring

4'

5-

MS.2

SECTION B 6. Read the case below and answer the questions given at the end. Modern Industries Ltd. (MIL) in Bangalore is an automobile ancillary industry. It has turnover of Rs. 100 crores. It employs around 4,000 persons. The management team is headed by a dynamic Managing Director. He expects performance of high order at every level. It is more so at the Supervisory and Management levels. Normally the people of high calibre are selected through open advertisernentsto meet the human resource requirements at higher levels. However, junior-level vacancies are filled up by different types of trainees who undergo training in the company. The company offers one-year training scheme for fresh engineering graduates. During the first six months of the training, the trainees are exposed to different functional areas which is consid ered to be the core training for this category of trainees. By then, the trainees are identified for placement against the available or projected vacancies. Their further training in the next quarter is planned according to individual placement requirements. During the last quarter, the training will be on-the-job. The trainee is required to perform the jobs expected of him after he is placed there. The training . scheme is broadly structured mainly keeping in mind the The cornpany is professionally managed.

MS-2

P.T.O.

training graduates.

requirements

of

mechanical

engineering

Mr. Rakesh Sharma joined the company in the year paint Technology from 19g3 after his B. Tech . degree in a reputed institute. He was taken as a trainee against a projected vacancy in the paints application department' In MIL, the areas of interest for a trainee in Paint Technology are few. Hence, Mr. Sharma's core training was planned for the first 3 months only. Thereafter, he was put for on-the-job training in the paints application department. He took interest and showed enthusiasm in his work there. The report from the shop manager was quite satisfactory. The performance of the trainee is normally reviewed once at the end of every quarter. The Training Manager personally talks to the trainee about his progress, strengths and shortcomings. At the end of the second quarter, the Training Manager called Mr. sharma for his good his appreciated He review. performance performance and told him to keep it up. A month later Mr. sharma met the Training Manager. He requested that his training period be curtailed to 7 months only and to absorb him as an Engineer. He argued that he had been performing like a regular employee in the department for the last one quarter. As such, there was no justification for him to be put on training anymore. Further, he indicated that by doing so, he could be more effective in the department as a regular engineer. He would also gain seniority as well as some rnonetary benefits as the trainees

MS-2

were eligible for a stipend only. The regular employees were eligible for many allowances like conveyance, was a substantial amount as compared to the stipend paid to a trainee. The Training Manager turned down his request and informed him that it was not a practice of the company to do so. He told him that any good performance or contribution made by the trainees during the training period would be duly rewarded at the time of placement on completion of one year of training. Further, he told him that it would set a wrong precedence. Quite often, some trainees were put on the job much earlier than the normal period of three quarters for several reasons. Thereafter, Mr. sharma's behaviour in the dearness, house rent, education, etc. which

department became different. His changed attitude did not receive any attention in the initial period. However, by the end of the third quarter, his behaviour had become erratic and unacceptable. When he was asked by the Department Manager to attend to a particular task, he replied that he was still on training and such task shouldn't be assigned to a trainee. According to him, those jobs were meant to be attended by full-time employees and not by trainees. The Paintshop Manager complained to the Training Manager about Mr. Sharma's behaviour and he was by the Training Manager. During the discussions, Mr. Sharma complained that while all the remaining trainees were having a comfortable time as summoned

MS-2

P.T.O.

trainees, he was the only one who was put to a lot of stress and strain; the department was expecting too much from him. He felt that he should be duly rewarded for such hard work, otherwise, it was not appropriate to expect similar work output from him. The Training Manager tried to convince him again that he shouldn't harp on rewards as he was a trainee; his sole concern should be to learn as much as possible and to improve his abilities. He should have a long-term perspective rather than such a narrow-minded approach. He also informed him that his good performance would be taken into account when the right occasion arose. He warned him that he was exhibiting negative attitude for which he would be viewed seriously. His demand for earlier placement was illogical and he should forget it as he had already completed 8 months and had to wait only for 4 months. He advised Mr. Sharma that the career of an individual had to be seen on a long-time perspective and that he should not resort to such childish behaviour as it would affect his own career and image in the company. Mr. Sharma apparently seemed to have been

convinced by the assurancegiven by the Training Manager and remained passive for some time. However, when the feedback was sought after a month, the report stated that he had become more perverted. He was called again for a counselling session and was given two weeks time to show improvement. At the end of those two weeks, the Training Manager met the Department Manager, to have a discussion about Mr. Sharma. It was found that there

MS-2

was absolutely no reason for Mr" Sharma to nurture a grievance on poor rewards. It was decided that he be given a warning letter as per the practice of the company and, accordingly, he was issued a warning letter. This further aggravated the situation rather than bringing about any improvement. He felt offended and retaliated by thoroughly disobeying any instruction given to him. This deteriorated the situation more and the relationship between the manager of the department and the trainee was seriously affected. In cases of rupture of relationship, normally the practice was to shift the trainee from the department where he was not getting along well so that he would be tried in some other department where he could have another lease for striking better rapport. But unfortunately, in the case of Mr. Sharma, there was no other department to which he could be transferred, since that was the only department where his specialisation could have been of proper use. By the time he completed his training, he turned out to be one who was not at all acceptable in the departrnent for placement. His behaviour and involvement were lacking. In view of this, the Department Manager recommended that he be taken out of the department. When Mr. Sharma was informed about it, he was thoroughly depressed. One of the primary objectives of the Training

Department is to recruit fresh graduates who have good potential and train them to be effective persons, in

M S-2

P.T.O.

different departments. They are taken after a rigorous selection process which includes a written test, a preliminary and a final interview. During the training period, their aptitudes, strengths and weaknesses are identified. Their placernentin departmentsis decidedprimarily on the basis of their overall effectiveness there. Here is a case where the person happenedto be hard-workingin the beginning but turned out to be a failure in the end. The Training Managerwas conscious of this seriouslapse and was not inclinedto recommendhis termination.But at the same time it was difficult to retain a person whose track record was not satisfactory. He still felt that a fresh look be given into this case but he was unable to find a way out. He was now facedwith the dilemmawhether to terminateor not to terminateMr. RakeshSharma. Questions 3 (a) (b) Where did the things go wrong ? What options are open for the Training Manager other than terminationof Mr. Sharma? How could you put Mr. Sharma back on the right track ?

(c)

MS-2

13,000

(o
c\l
O
(f)

MANAGEMENT PROGRAMME Term-EndExamination December,2008

r-l

MS.2: MANAGEMENT OF HUMAN RESOURCES Time: 3 hours Maximum marks : 100 (/Veightage 70%
Note: Tlrcreare fwo Sections A and B. 0 (it Attempt any three questions A. Eachquestion from Section carries 20 Marks. (iil Section B is compulsory and carries40 Marks. SECTION - A Outline the objectivesand functions of HRM with suitable examples. Explain the concept of organisational socialisation. Discuss socialisation factors in organisational set-ups with suitable exdmples. Discuss the objectives of performance coaching. Describethe processof coaching citing examples. 4. Discuss the role of Industrial Democracy in empowerrnent of workers. 20 20

2A

20

J.

Write short notes on any three of the following : (a) (b) (c) (d) (u) Job design Outsourcing Potential appraisal SuccessionPlanning Mentoring

SECTION - B 6. Read the case below and answer the questions given at the end. Shashankis looking forward to his promotion and why should not he expect it ? He is very hardworking, sincere and has been maintaining a good track record for the past four years. But his career$aph till now has not been a smooth one. A major bump in his career graph was in 1999when he was transferredfrom New Bhopal to Ghaziabadin U.P. Shashankjoined the salesand marketing division of LMN Ltd. in 1995.Shashankis a graduate from Arts stream, holding a diploma in Sales and marketing from one of the reputed Institutes in M.P. He hails from a village of Bhopal, belongs to a middle class family and henceforth knows the value of money. Shashankworked very hard in the Company and within first two and a half yearshe was promoted to the higher level. But this was not enough for
Shashank as he wanted to achieve a

40

core-marketingposition. To fulfil his desirehe was working hard day and night, leaving no stone unturned to achieve his sales target. He was maintaining good relationship with his suppliers, distributors and even customers.The result was that the top Management recognized his efforts;

he was ranked as the best marketing executive, making Shashank feel more motivated. Everything was going on smoothly in Shashank's career, till the day when Suryakant joined LMN Ltd. as marketing manager. Entry of Suryakant in LMN Ltd. as Shashank's boss, was a jolt to Shashank's smooth career. Prior to joining LMN Ltd., Suryakant, a postgraduate in Business Management was working in a Marketing Firm as Senior Business Executive. He joined LMN becauseof more growth opporfunities as it was considered to be one of the top ten Marketing firms. Suryakant belonged to the same village as did Shashank.In fact Suryakant was Shashank'sFather's Uncle's son, and the relations between Shashank'sfamily and Suryakant's family had got embittered becauseof some property dispute going on between the two families. When Shashankcame to know about Suryakant's joining LMN he felt that now Suryakant would have an axe to grind. But Shashank chose to think that personal and professional lives have a demarcationFor the first three months everything went on smoothly but after that Suryakant started intervening in the work of Shashank. He began to criticize every move of Shashank and when Shashdnk tried to justify it, Suryakant simply would try to prove his authority and decree by

cornmenting : "You are a diploma holder and moreover subordinates are supposed to obey the orders." Thesethings becamedemotivating factors for Shashank and his performance began to slide' Shashank felt depressed and crestfallen' He decided that he would discuss all these things with the top authority. He was sure that top management would give him a patient hearing and try to find out some solution- With all these thoughts in mind Shashank was going towards his General Managers office, when he was stopped by Suryakanf Shashankreplied "sorqr, Sir,I have to discuss some personal matter with GM' I will be back in a few minutes-" "Personal mattet?" Suryakant was alarmed, "Bul I don't have to discuss personal matter with you, Mr- Shashank, it is some thing related to a supplier- I think you should know that official matters are always of higher priority than peisonal matters," commented Suryakant. Shashank did not want to argue with him, so he said, "Fine sir' I am coming with you for the discussion." Both of them went to Suryakant's office. "Yes Sit, what is it ?" asked Shashank-"Yes,7tis regarding the cheque from Murali Traders- Have you deposited his cheque from them ?" enqureid Suryakant- "Sir I think you have got some wrong information, I have alrady deposited their cheque-" replied Shashank." You are questioning

my authority, doubting my information. The supplier talked to me this morning, enquiring about his cheque ," said Suryakant loudly.,, Sir, sometimesit is the bank authorities who make the delay in transferring the cheque.,, clarified Shashank."Don't give vague clarifications,you know it was a cheque for Rs. 20 lakhs and I know.." Before Suryakant could complete, Shashankreplied in a higher tone,,Excuseme sir, now you are trying to doubt my sincerity. I am in this organization for the past 4 years I don,t need to prove my sincerity and honesty. How could you blame me like this, sometimes...it happens that Bank..." "Everybody in this organization knows you only on the basis of what you are pretending to be. They don,t know what type of person you are and the type of famity you belong to." said Suryakant sarcasticailf,"What do you mean to say ?" glowered Shashank,unable to keep cool. "Keep your voice low, Shashatrk,',yelled Suryakant, "Basically it is not your fault, it is in your blood, you belong to the family of land grabbers,deception runs in your nerves...,,Before he could have said anything more, Shashanklost his tempel and hit him with a hard table bell, on his forehead.Within no time Suryakant fell down unconscious, blood coming out of his forehead. That was the end of everything for Shashank. The matter got forwarded to the top authorities,

Suryakant took advantageof this situation. Seeing ShashanKspast record, he was transferred from Madhya Pradeshto Uttar Pradesh. This episode resulted in total demotivation of Shashank.Many a time he tried to clarify his situation but no one would listen. Uttar Pradesh was altogether a new beginning for Shashankbut he could not put in his efforts as was characteristicof him. He started taking his job casually. He was no longer interested in achieving salestargets. This resulted in negative feedbackto H.O. Now he was reporting to Anand Saxena.Anand came to know about his past performance. He felt that Shashank needs remotivation. So he gradually increased responsibility on Shashank."Responsibilities are given to only those persons who can shoulder them," said Anand, "I think you can very well shoulder them." "I will try my level best " replied Shashank. From that day Anand began to praise his every single action so the output was remarkable. Shashank again became a top performer in Anand's team. Shashank again felt motivated, but it took almost three yearsfor Shashankto come out of the depression.His team members also cooperated.Finally he was there to taste the success again. It is the time of Performance Appraisal when Shashank is looking forward to being

promoted. On the other side a conflict was going on within Mr- Anand's mind becauseif Shashank gets promotion there will be no body in Anand's team to achieve his salestargets. His performance will be also affected and if he doesn't forward Shashank's name Shashank will again be in depression which will adversety affect his career, even to the extent that he may quit LMN. Questions (i) (ii) Discuss the problem involved in the caseAccording to the'Hierarchy Theory of Needs of Motivationl it which level do you find Shashank ? |ustify.

(ttr) How would you have reacted towards Suryakant ? (iv) If you are in Anand's place what will be your decision ? -oOo-

t\

f:F-

MANAGEMENT PROGRAMME Term-EndExamination june, 2009 MS-2 : MANAGEMENT OF HUMAN RESOURCES


Time : 3 hours Note :

Lf) rl

Marks: L00 Maximum (VVeightage 70%)

0 (it
(iil

A and B Tltereare two sections Attempt any three questions from Section A, Eachquestioncarries20 marks, 40 marks. and carries Section B is compulsory SECTION - A

1.

Define HRM and differentiate it from traditional Personnel Management. Outline the objectives and functions of HRM. Evaluate the importance of Performance Appraisal (PA) in an organisation. Compare any two methods of PA and their merits and demerits. What is HRP ? Discuss Human Resource Planning Process. Analyse the need for training in an organisation. How can you make Training a strategic managerial function? Discuss.

20

2.

20

3.
4.

20 20

5.

Write short notes on any three of the following : (a) (b) (c) (d) (") ]ob Analysis Indiscipline Quality circle Successionplanning Employee stock option plan

20

SECTION - B 6. Read the following case carefully and answer the Questions given at the end. All progressivecompanieshave some formal or informal appraising systems for appraising the performance of their employees. Performance Appraisal is defined as any procedure that involves assessing employees' performanceagainstset standardsand, providing feedbackto the employeesassessed. The aim is to motivate employees (a) to improve their performance (b) encourage for better performance above par. The reasonsfor performanceappraisalare (1) For salary decisions,rewards, promotion. (2) To review employee's work related behaviour with a view to correcting any deficiencies. Appraisal should be central to careerplanning process. In a pharma company manufacturing and marketing drugs and medicines, the researchstaff has developed a number of new products and formulations which are effective. But at the same time it has to meet severe competition from stalwarts with foreign collaboration. Mr. Shah, the Vice PresidentMarketing has a very successful

40

Pharma Marketing background. He has been with the company for the past 4 years. Mr. Shah had made ambitious plans for capturing sizeable share of market in the Guiarat State. The Shahhad kept Company being medium srzed.,Mr. his marketing department and the marketing team lean and trim. The field sales staff was given aggressivetargets and were virtually pushed to reachthe respectivetargets. The field staff worked to their best abilities to complete their respective targets. Mr. Shahhad himself been working hard - 12 hours a day. There was no formal almost 11, appraisal and reward system in the company. During last 5 years more than 60 Medical and the Area Supervisorshad left Representatives the companydue to unsatisfactoryincrementsand promotions. Those who left the company were star workers. But Mr. Shah did not care for this high turnover. He was over confident that he would be able to hire freshers and also select candidates who were not happy with their remuneration in their respective company. Mr. Shah had never communicated to the fietd salesstaff about their performance or reasonsfor not recognising their outstanding performance in a few cases. There was on the whole a great and good performers were leaving dissatisfaction the company.

Questions: (a) What do you perceive is the basic problem in'AMBEK? What are the steps you will take serially to correct the situation? In the event of your suggesting a Performance Appraisal System: (i) How will you decide a suitable system of appraisal ? Will your system include merit, rewards and promotions ? -oOo-

(b)

(c)

(ii)

MS-2

MANAGEMENT PROGRAMME
00 C7.)

Term-End Examination December, 2009

CD

MS-2 : MANAGEMENT OF HUMAN RESOURCES


Time : 3 hours Maximum Marks : 100 (Weightage 70%)

Note : There are two Sections, A and B. Attempt any three questions from Section A. Each question carries 20 marks. (iii) Section B is compulsory and carries 40 marks.

SECTIONA What are the important factors for determining wage structure of an organisation ? Discuss about any incentive scheme and bring out its some merit. Discuss about various socialisation factors in an organisation and their impact on employees. Differentiate between recruitment and selection. Briefly discuss any two Recruitment Processes and their advantages and disadvantages. Define Worker's Participation in Management (WPM). Briefly discuss the pre-requisites for effective workers' participation. MS-2 1

20

20

20

20

P.T.O.

5.

Write short notes on any three of the following : Job description Red Hot Stove Rule Potential Assessment Training, evaluation (e) Employers Association in India

20

MS-2

SECTIONB

6.

Read the following case and answer the questions 40 given at the end.

Vishal Industries Ltd., is a medium sized engineering factory employing 250 employees. The Factory Manager advised the Personnel Manager of the company to select a right man to fill up the vacancy of a "Time-Keeper". The Personnel Manager inserted an advertisement for this post in prominent local newspapers and received a large number of applications although specific job description and job requirements were embodied in the advertisement. After preliminary screening of applications, the Personnel Manager selected only 6 applications out of 197 and sent them to "Application Blank" for collecting their detailed information. On receipt of Applications and on further scrutiny, it was observed that two candidates were age-barred, although they had a good experience at their credit and one candidate had a suspicious personal life. The Personnel Manager therefore selected only 3 candidates and sent them call-letters for a personal interview on a stipulated date. Only two candidates out of three appeared for the interview before the Interview Panel consisting of three interviewers. The panel had therefore to take a decision on selection, either of Mr. Tukaram Patil or Mr. Girish Mahajan. The MS-2
3

personal traits and merits of these two candidates are as follows : Mr. Tukaram Patil, a young man of 30 years, has worked for a year in the Time Office of a reputed company. He is an exceptionally sociable, amicable individual who enjoys mixing with employees. His verbal skills are average, but he has a good degree of hardness. He can sit late in office and prepare payrolls of employees and complete the checking of paysheets a day before the actual date of payment. He does not demand extra remuneration or over-time for sitting late hours in office. He is a good sportsman also and has worked as a secretary of a sports club. A glaring weakness as revealed during the interview is that Mr. Patil's memory is not strong and he may forget a task assigned to him. But he is straight-forward and frankly accepts his limitations. Mr. Girish Mahajan, is also a youth, aged 25, and has a good personality, above average communication skills, but at times is "rough" in dealing with people. His clerical and computational skills are excellent. He does not on his own mix with people or take part in extra curricular activities. He joined a textile mill as a clerk in the Time Office and was promoted to the post of Assistant Time Keeper within a period of 5 years. He is against the principle of sitting late
MS-2 4 P.T.O.

in office. His sense of time keeping, punctuality is good and regular. He feels that attendance of employees must be posted in the regular register on the same day and paysheets must be kept ready on 1st of every month and sent to A/c Department, for checking before 3rd inst. Similarly, he prepares PF/ESI statements and returns in time and submits the same to respective Government authorities in time. However, Mr. Girish Mahajan is short tempered and at times he also had heated arguments with managerial executives. He limits his existence to his working table and if anybody unconnected with the timeoffice work comes near his table, he loses his temper. Questions : In terms or overall capabilities and job requirements, whom will you recommend out of the two candidates, in your capacity as a Personnel Manager ? What are the criteria of your decision ? In case the other two members of the Interview Panel differ from your decision, how will you convince them ? As a Manager HR, what will you do to improve the interpersonal relations in the organization ? -o0oMS-2 5

No. of Printed Pages : 3

MS-2

MANAGEMENT PROGRAMME Term-End Examination June, 2013 04420

MS-2 : MANAGEMENT OF HUMAN RESOURCES


Time : 3 hours Note : Maximum Marks : 100 (VVeightage : 70%)

There are two Sections A and B. Attempt any three questions from section A. All questions carry 20 marks each. Section - B is compulsory, for all and carries 40 marks. SECTION-A

1.

Explain the scope of HRM, and briefly discuss various perspectives of HRM.

2.

Define and describe the objectives and purpose of 'Interview'. Discuss various types of Interview which are used in hiring process.

3.

Define 'Competency mapping'. Enumerate various methods, and discuss the 'Critical Incidents' and the 'Interview' Techniques of competency mapping. Cite relevant examples.

4.

What are the objectives and functions of Trade Unions ? Discuss the classification and role of TUs in the context of present day business scenario. Justify your answer.

5.

Write short notes or any three of the following : (a) (b) (c) (d) (e) Techniques of collecting information for Job Analysis Problems / Errors in Performance Appraisal Compensation Strategy Workers Participation in Management Dis-satisfaction, Complaint and Grievance

MS-2

P.T.O.

SECTION-B 6. Read the following case and answer the questions given at the end. Vishal Industries Ltd., is a medium sized engineering factory employing 250 employees. The Factory Manager advised the Personnel Manager of the company to select a right man to fill up the vacancy of a "Time-Keeper". The Personnel Manager inserted an advertisement for this post in prominent local newspapers and received a large number of applications although specific job description and job requirements were embodied in the advertisement. After preliminary screening of applications, the Personnel Manager selected only 6 applications out of 197 and sent them "Application Blank" for collecting their detailed information. On receipt of Applications and on further scrutiny, it was observed that two candidates were age-barred, although they had a good experience at their credit and one candidate had a suspicious personal life. The Personnel Manager therefore selected only 3 candidates and sent them call-letters for a personal interview on a stipulated date. Only two candidates out of three appeared for the interview before the Interview Panel consisting of three interviewers. The panel had therefore to take a decision on selection, either of Mr. Tukaram Patil or Mr. Girish Mahajan. The personal traits and merits of these two candidates are as follows : Mr. Tukaram Patil, a young man of 30 years, has worked for a year in the Time Office of a reputed company. He is an exceptionally sociable, amicable individual who enjoys mixing with employees. His verbal skills are average, but he has a good degree of hardness. He can sit late in office and prepare payrolls of employees and complete the checking of paysheets a day before the actual date of payment. He does not demand extra remuneration or over-time for sitting late hours in office. He is a good sportsman also and has worked as a secretary of a sports club. A glaring weakness as revealed during the interview is that Mr. Patil's memory is not strong and he may forget a task assigned to him. But he is straight-forward and frankly accepts his limitations. Mr. Girish Mahajan, is also a youth, aged 25, and has a good personality, above average communication skills, but at times is "rough" in dealing with people. His clerical and computational skills are excellent. He does not on his own mix with people or take part in extra curricular activities. He joined a textile mill as a clerk in the Time Office and was promoted to the post of Assistant Time Keeper within a period of 5 years. He is against the principle of sitting late in office. His sense of time keeping, punctuality is good and regular. He feels that attendance of employees must be posted

MS-2

in the regular register on the same day and paysheets must be kept ready on 1st of every month and sent to A/c Department, for checking before 3rd inst. Similarly, he prepares PF/ESI statements and returns in time and submits the same to respective Government authorities in time. However, Mr. Girish Mahajan is short tempered and at times he also had heated arguments with managerial executives. He limits his existence to his working table and if anybody unconnected with the time-office work comes near his table, he loses his temper. Questions : (a) In terms or overall capabilities and job requirements, whom will you recommend out of the two candidates, in your capacity as a Personnel Manager ? What are the criteria of your decision ? In case the other two members of the Interview Panel differ from your decision, how will you convince them ? As a Manager HR, what will you do to improve the interpersonal relations in the organization ?

(b) (c)

(d)

MS-2