Fourth semester M.B.

A degree semester end examination (SEE) Feb -June 2018

Department of Master of Business administration

COMPETENCY MAPPING AND PERFORMANCE MANAGEMENT

Time: 3Hours Max Marks: 100

Instructions to candidates

1. Answer five full questions.

2. Questions 1, 2 and 5 are compulsory.
3. Answer any one question from Q no 3 and 4.
4. Answer any one form Q no 6 and 7

1 a) Define competency (3 Marks)

b) Discuss the approaches to competency mapping (7Marks)
c) Enumerate the steps in competency mapping (10 Marks)

2 a) Write the meaning of job task analysis (3 Marks)

b) Elucidate how to acquire and retain talents in industries (7 Marks)
c) Explain any 5 data collection methods for mapping with merits and
Demerits (10Marks)

3 a) Define the term performance feedback (3Marks)

b) Explain the aims and roles of performance management systems (7 Marks)
c) Enumerate in detail the performance management process (10 Marks)

OR

4 CASE STUDY OF SUVI:- 20Marks

SL. NO Competencies'

1 Strategy &direction
2 Leading change &creativity

3 Active learning & agility

4 Business acumen

5 Promoting synergetic team work

6 Decisiveness

7 Manage execution
SUVI limited is one of the premier companies in heavy chemicals and textile. GHCLSUVI is distinguish
its growth by financial performance and outstanding people &processes. Its strives for building
trusting relationships , encouraging entrepreneurship & sharing prosperity. With the vision to meet
the challenges of the national &international market, it was decided to enhance the operational
performance &further develop the potential of their employees.

Competency mapping at SUVI included the middle & senior level executives from DGM & above.

A competency model for various positions ,definition of all competencies along with a weighing scale
were developed in phase 1 & phase 2 in the below shown box,

The competency were identified on the basis of discussion with the top management. In order to
understand the vision &mission of SUVI. This was followed by one to one behavior event interviews
for the position holders &the peer group that was to develop the competency model.

Questions:

a) Do you think cordial relationship works in the organization?

b) How does the strategy and direction enhance the competency model?
c) What is the role of the top management?
d) How does the model execute finally?

5 a) what is employee engagement (3Marks)

b) Elucidate the performance linked remuneration system (7 Marks)
c) Briefly explain the 10 C’s of employee engagement (10 marks)

6) a)Define career planning (3 Marks)

b) Analyse the contents of psychological contract (7 Marks)
c) Explain the methods to develop second line leaders to occupy critical (10 marks)
Positions

OR

7) a) Who are career anchors (3Marks)

b) Explain how to create career growth opportunities and succession (7 Marks)
Planning
c) Write a note on vertical portions and horizontal postings (10 marks)