Ignou Question Bank (432)
Ignou Question Bank from previous year papers
Children categories
Ms-495, Question Bank (2)
Ms-495, Question Bank, Ethics And Corporate Governance In Banks
IB0-04 Question Bank (3)
IB0-04 Quesiton Bank, Export - Import Procedures And Documentation
MC0-03 Question Bank (2)
MC0-03 Question Bank, Research Methodology And Statistical Analysis
Ms-23 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2009
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept of Human Resource Planning. Describe the various factors contributing to demand forecasting.
2. What is job evaluation? Explain any two methods of job evaluation with examples.
3. Discuss aims and objectives of career planning. Describe the career planning process and its benefits.
4. What is Human Resource Accounting (HRA) ? Describe the historical development of Human Resource Accounting.
5. Write short notes on any three of the following :
(a) Orientation
(b) Selection tests
(c) Retention
(d) Role of HR professionals
(e) Scope of HR audit
6. Please read the case given below and answer the questions given at the end :
'Inside Rails' is an organrzation with 15,000 employees scattered all over India in their seven branches. To provide for fufure manpower needs of the enterprise, in terms of sales, number, age, i.e., to provide the right number of employees with
the right talents and skills at the right time to perform right activities to achieve the set objectives and to fulfill the corporate purpose, manpower needs used to be calculated initially at the corporate office itself. For the post of Chief Draftsman in the graded pay structure of Rs. 2000-3200 plus perks, taking into consideration the needs of the entire organisation with its various branches the manpower needs were to be assessed. While assessing the manpower needs, the following informations are generally collected.
(a) Details of previous selections
(b) The availability of manpower on hand
(c) Actual sanctions
(d) Present holdings
(e) Vacancies
(f) Anticipated vacancies for the next one year
-(i) due to normal wastage,
(ii) due to diversificatiory and
(iii) due to unforeseen circumstances.
g) Surplus, if. any, anticipated from other divisions of the organization and
h) Any other special considerations.
An addition of 20 per cent over the net vacancies arrived at is generally made, to arrive at the total requirement. While working out the requirements for this category which is at the highest supervisory level and is the feeder category f or managerial promotions, the anticipated vacancies on account of expected promotions are also taken. 20 per cent of the total vacancies arrived at are filled up by open market recruitment with graduate engineers while 80 per cent is by promotion of diploma holders. Those who are recruited directly from open market are given training for one year and then only posted to the working posts.
Though they are called trainees, they are counted against working posts since their absorption is certain. The corporate office processed a requirement profile for the years 1990 and 199'1" with the following informations collected from various sources. The following particulars were available:
(u) Number available on hand for promotion - 13
(b) Number of posts on hand - 22
(c) Number on rolls - 20
(d) Anticipated requirements to be filled onaccount of retirement, wastages, etc. -6
(e) Total requirement- 7
Action was initiated and the process was carried through, till the time of fixing a date for selection and interviews. It was, however, seen one day prior to the date of interview, by the Chief of Personnel when someone who had come to interview paid a courtesy call on the Chief and when he called for the papers since he did not
know about the selection, that the actual requirement would get considerably reduced. It was also seen that if the process was carried through and if seven persons were selected this would create problems and discontentment amongst the staff since at least the last few out of the seven would not fit in. The Chief of Personnel was perplexed.
Questions :
a) How and why has this situation arisen ?
b) Was there anything wrong in the system ?
c) Do you suggest any improvement ?
d) How could you solve the situation ? By canceling the entire procedure so far completed and start afresh the manpower planning to see the needs or make adjustments now, or by going through the process and face the situation of excess when it arises ?
Ms-23 june 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2010
MS-23 : HUMAN RESOURCE PLANNING
1. What is Human Resource Forecasting ? Discuss various forecasting techniques with relevant examples.
2. Discuss various factors contributing and roles changes with illustration. Bring out its relevance in the changing world of work.
3. Explain the concept of orientation and its relevance in the organizational control.
4. Define Human Resource Information Systems (HRIS). Discuss the effectiveness of HRIS and role of information technology in HRIS.
5. Write short notes on any three of the following :
a) Cost approach in HR Accounting
b) Performance Appraisal
c) Selection Process Evaluation
d) Job Analysis
(e) Succession planning
6. Read the case given below and answer the questions given at the end of the case.
Pearl Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the
organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers. Engineering graduates were selected from amongst those who applied in response to an all- India advertisement. For the selection of one engineer, on an average, eight applicants were
called for interview. A selection committee consisting of the General Manager, the production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview. The engineers thus selected had to undergo a two-year intensive theoretical and practical training. A well-staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training was imparted in all the works departments under the guidance of qualified and
experienced instructors. A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two-year training programme they were deputed to work full-time to familiarize themselves with the conditions in departments where they were to be absorbed eventually. On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the works departments, however, most of them faced some difficulty or the other. According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold positions of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional opportunities were adversely affected by the placement of graduate engineers, tried their best to run down the latter as a class, sometimes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as " the blue-eyed boys" of the organization. Management knew that many of the graduate engineers were not utilized according to their capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years' experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank-and-file of employees who worked under them. In spite of these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organization in course of time.
The General Manager could not allow the situation to continue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them. He, therefore, called a meeting of all heads of departments to review the situation.
Questions :
i) Identify the issues related to manpower planning as evident in the case.
ii) Discuss the strategies to tackle the percentage of internal promotion at the organizational level.
iii) What type of additional training programmes should be imparted for direct entrants ?
iv) Suppose you are the head of the personnel division. What would be your suggestions in the meeting, which has been called by the General Manager ?
Ms-23 june 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2011
MS-23 : HUMAN RESOURCE PLANNING
1. Briefly describe various forecasting techniques. Explain how these techniques are being used in human resource planning with suitable examples.
2. Explain the concept of job analysis. Briefly describe various steps in the job analysis process.
3. Discuss the objectives and uses of the performance appraisal system. Briefly describe M.B.O as the methods of performance appraisal and its merits and demerits.
4. Explain the concept of HR Audit. Describe various essential steps in Auditing process.
5. Write short notes on any three of the following :
(a) Job - evaluation.
(b) HR I.S.
(c) Succession planning.
(d) Induction training.
(e) Competency mapping.
6. Read the following case and answer the questions given at the end.
Popat Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental
managers.
Engineering graduates were selected from amongst those who applied in response to an all-India advertisement. For the selection of one engineer, on an average, eight applicants were called for interview. A selection committee consisting of the General Manager, the Production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview. The engineers thus selected had to undergo a two -year intensive theoretical and practical
training. A well - staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training in all the works departments under the guidance of qualified and experienced instructors.
A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two -year training programme they were deputed to work full-time to familiarize themselves with the conditions in departments where they were to be absorbed eventually.
On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the works departments however, most of them faced some difficulty or the other.
According to management , some of the heads of departments„ who were themselves not
qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up horn the ranks to hold positions of responsibility. A few discredited them saving that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional
opportunities were adversely affected by the placement of graduate engineers, tried - their best to run down the latter as a class, sometimes working on the group feelings of the workers.
Some of the supervisors who were not graduate engineers also spoke derisively of them as "the blue-eyed boys" of the organization. Management knew that many of the graduate engineers were not utilized according to their Capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years' experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank - and - file of employees who worked. under them.
In spite of these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organization in course of time.
The General Manager could not allow the situation to continue especially when it was a
difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them. He, therefore, called a meeting of all heads of departments to review the situation.
Questions :
(a) Identify the issues related to manpower planning as evident in the case.
(b) Discuss the strategies to tackle the percentage of internal promotion at the
organizational level.
(c) What type of additional training programmes should be imparted for direct
entrants ?
(d) Suppose you are the head of the personnel division, what would be your suggestions in the meeting, which has been called by the General Manger ?
Ms-23 dec 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2008
MS-23 : HUMAN RESOURCE PLANNING
1. Define and discuss the objectives of Human Resource Planning. Describe Pianning Processes of Human Resource Planning.
2. Explain the concept of job evaluation and discuss any two methods adopted to conduct the process citing suitable examples.
3. Discuss the purpose and process of recruitment function. Explain methods of recruiting manpower with the help of illustration.
4. What are the main features of Human Resource Information System (HRIS) in an organisation ? Discuss the usage and advantages of HRIS.
5.Write short notes on any three of the following :
(a) Succession planning
(b) Competency mapping
(c) HR inventory
(d) Interview
(e) Demand forecasting
6. Read the case given below and answer the questions given at the end :
The following is a memorandum from the Managing Director of National Audio Clubs Limited (NAC) to the Chairman of the Planning Committee of which the Personnel Manager is a member.
There is a need for NAC to adopt a more formal approach to manpower planning. We have been going through a period of explosive growth and this shows no real sign of slackening. The problem we have always faced and are still facing is the difficulty of making accurate forecasts in the fluid, indeed volatile, environment in which we operate. But we must find a way of overcoming this problem in order to achieve four main aims : to obtain forecasts of manpower costs for budgeting purposes; to determine, as accurately as we can, future requirements so that we can plan the necessary recruitment and training programmes to fulfil them; to ensure that we are making the most effective and economical use of our key resource - manpower
Full case not available
Questions :
(a) What are the main contents of the memorandum empha sized ?
(b) \A/hat indicators are highlighted in the data provided by the MD ?
(c) Discuss the justification of the action
required.
(d) As HR Manager, what advice would you give to the planningcommittee on
how to tackle this manpower planning task ?
Ms-23 dec 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2009
MS-23 : HUMAN RESOURCE PLANNING
1. Why Human Resource Planning is important ? Describe the planning process.
2. What is job analysis ? Explain various steps involved in job analysis.
3. Define and discuss the objectives of performance appraisal. Briefly discuss the various methods of performance appraisal.
4. Explain the concept of HR Audit. Describe the essential steps in HR Auditing process.
5. Write short notes on any three of the following :
a) Demand Forecasting
b) HR Inventory
c) Succession Planning
d) Potential Appraisal
(e) Competency Mapping
6. Read the following case and answer the questions given at the end.
Abraham Kurien was confused, distracted, and worried. A day earlier, he had been called for a chat with Sanat Sharma, the finance director of the Rs. 2,000-crore Gitane Steel Ltd. (GSL). Apparently, Kurien's transfer had been finalised. He was to hand over charge of the corporate funds management function in Mumbai by the end of the month and take over as the commercial controller of GSL's Bhilai (Madhya Pradesh) plant. Unfortunately, the prospect hardly pleased Kurien. Liberalisation was revolutionizing corporate finance, and he was loath to lose contact with the world of finance at this exciting juncture. Kurien had already proved his mettle during his two years as a finance trainee with GSL.
In fact, Kurien wondered if his transfer to Bhilai —and to another function—wasn't a
strategic brake that GSL's top management team was applying on his mobility. While GSL's job rotation programme was viewed positively by most managers, several employees felt dissatisfied because of the perceived erosion of their specialist skills. Like
Kurien, who while believing that job rotation was a valuable means to building generalists within the organisation, felt that his own move to plant administration was not right for him. Kurien eventually decided to take up the job the Welbright Group had offered him and quit GSL.
Following his departure, a debate broke out within GSL about whether the incumbent commercial accountant at Bhilai should be shifted to corporate finance—as had been planned—or whether that move should wait until a replacement for Kurien could be found. Finally, it was decided that Vijayan Warrier from GSL's internal audit department would be moved to Bhilai as its commercial accountant. However, fresh complications arose. A B-school graduate and a cost accountant, Warrier had been in the internal audit department for three years. A manager in the M-3 grade, Warrier had a track record of excellent appraisals. While the move to Bhilai meant a promotion as the post was an M-2
grade position, Warrier was, in any case, due for a grade change that year. But as he had not acquired plant-level experience yet, GSL's Management Development Team (MDT) decided to transfer Warrier to Bhilai. Although he should have been pleased, Warrier opposed his transfer on the grounds that he was locationally-constrained.
Said Warrier, "I cannot leave Mumbai now. My son is in the middle of a school year and I cannot disrupt that. I have been through much agony to secure his admission and I am not going to give it up. Besides, my wife is a professional and I cannot expect her to move from place to place. The company feels the need for Wander to gain plant-level exposure. "Besides", said Kamath, "the Bhilai job entails a grade change.
Every finance person has to go through a stint at a plant and Bhilai is the best opportunity to gain all-round experience. Moreover, the corporate finance job has already been offered to someone else and there is no question of reversing that decision." Since there were so many personal issues at stake, Warrier was reluctant to accept the transfer.
When Warrier did not change his stand even the following week, GSL's MDT decided that Warrier should stay on in the internal audit department. But now, Warrier wondered if he had unwittingly grounded his chances of being promoted to the M-2 grade. While Kamath appreciated Warder's predicament, he said, "I guess Warrier will remain in the audit department. He must gain plant exposure either at the M-3 grade or in transit to the M-2 grade. But now, Warrier will have to wait till a suitable vacancy arises at our Thane plant, new Mumbai. Until then, his grade change is likely to be delayed." And that is exactly what happened. At the end of the year, Warrier was appraised as excellent. But he did not get promoted to the M-2 grade. Disappointed, Warrier asked: "Why have I not been promoted ? I have been in the M-3 level for close to four years now. My peers have moved up." Replied Dhananjay Puri, GSL's chief internal auditor. "The job at Bhilai was an M-2 job and I had timed your move there to coincide with your grade change. But how can I justify a promotion when you have not covered all the necessary milestones at the M-3 level ?" General Manager in GSL's HRD department pointed out Raj: "Your immobility has become a factor in your appraisal. While GSL isn't penalising you for immobility, your growth within the organisation does get retarded. As grades are earned through experience and the willingness to accept change, your promotions will get delayed. After all, they are a function of your having covered particular milestones during your tenure with the company." In other words, GSL's logic was that a manager could either consider a string of jobs or a career with GSL to climb the corporate ladder. But the latter meant falling in line with its management development plan. And one of the key tenets of the plan was that the company would not recruit directly for any of the M-1 grade positions; direct recruitment would take place only at the entry level and, in a few
cases, at the M-3 level. Other positions were open only to internal candidates because, GSL believed, they were key areas that needed experience and ingraining in its organisational culture. Said Kamath: "At any point of time, we are planning the careers of 300-odd managers. Our responsibility is to provide them with the necessary skills to emerge as GSL's vice-presidents, who will take over from those retiring. And their profile does not consist of just age and experience. It is a gradual understanding of GSL, its markets, its rivals, its strengths, its weaknesses. This is attained best through structured growth. Today, if GSL is a Rs. 2,000-crore company, with a 36 per cent share of the market, it is because the people at the helm have a tremendous feel for GSL’s business and have participated for years in shaping it.”
Questions :
a) Why was Kurien confused and worried ?
b) What are the merits and demerits of the company's job rotation programme ?
(c) Why did Kurien resign even after not being transferred ?
Ms-23 dec 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2010
MS-23 : HUMAN RESOURCE PLANNING
Ms-23 dec 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2010
MS-23 : HUMAN RESOURCE PLANNING
Ms-23 dec 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2011
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept and process of HRP. Describe the manning standards and utilisation of Human Resource Planning.
2. Discuss different kinds of roles. Describe the factors contributing to role changes in an orgn with suitable examples.
3. Explain the aims and objectives of career planning. Discuss the career planning process and also highlight the benefits of having career planning in an organisation.
4. Discuss the concept of HRIS. Describe an IT supported HRIS and its advantages with suitable examples.
5. Write short notes on any three of the following :
(a) Human Resource Inventory
(b) Job Specification
(c) Potential Apprisel
(d) Sources of man power supply
(e) The cost approach in HRA.
6. Read the following case and answer the questions given at the end.
K.M.T. Ltd. is a government undertaking situated near Cochin. It manufactures textile
machinery and other machine tools, and has about 4,000 employees. The company till 1984 had a good business record. It started showing declining results because of competition from four new private sector industries. This setback was further aggravated because of competition from H.M.T. and P.M.T. in the area of manufacture of machine tools. Adding to this was K.M.T. Ltd.'s failure to diversify into other areas though it had enough capacity, particularly with regard to variety in machine tools and textile machinery. It was also noticed that the costs of textile machinery and other machine tools produced by K.M.T. Ltd. were higher than those produced by other companies. The company was managed by the Managing Director, Mr. Menon, under the guidance of the Board of Directors. The General Manager, Mr. Joseph, was incharge of production. The company's management thought of adding two new departments, namely Industrial Engineering and Cost Accounting. A few old hands were selected from within the organisation and were sent for training to NPC, Madras, and ICWA. Following this, the section heads of these two departments - Industrial Engineer Srikumaran, and Cost Accountant, Nambiar -began their departmental activities. They were promoted as Senior Industrial Engineer and Senior Cost Accountant and subsequently to the Chief's post. It was, however, noticed that these two departments could neither effectively check nor control manufacturing costs with the available talent.
The MD in order to check the cost factor thought of recruiting well-qualified and experienced individuals for the senior-level posts of industrial engineer and cost accountant. An advertisement for the two posts was given and to attract qualified personnel, the salary offered was in the higher grade of 'G4' (Spl). The Officers Association (OA) approached the MD and requested him not to recruit outsiders for these posts, but instead, arrange for suitable training for existing experienced officers of these departments and promote them afterwards. They also objected to the recruitment of outsiders in a higher grade of 'G4' (Spl) instead of the usual 'G4' grade. Under pressure from the OA, the personnel department sent the interview letters indicating
the correction in recruitment grade to 'G4'. A large number of outside candidates wrote back saying that they would be interested, provided they were considered in 'G4' (Spl) grade as already advertised. Under the advice of the MD, telegrams were sent asking candidates to appear for the interview and which also stated that the 'G4' (Spl) grade would be considered.
Seven candidates, including two departmental officers, appeared for the Industrial Engineer's post and eight candidates, including three departmental candidates, appeared for the Cost Accountant's post. In each case, well-qualified and experienced outsiders (Mr Gopalan as Senior Industrial Engineer and Mr. Nayar as Senior Cost Accountant) were selected in ` G4' (Spl) grade as per the original plan of the MD. The General Manager, the Chief Industrial Engineer and the Chief Cost Accountant were not included in the board for selection of candidates and thus, felt neglected.
Mr. Gopalan and Mr. Nayar joined the organisation and were asked to report to their respective chiefs. The chiefs allotted some minor assignments to them, retaining major ones with either themselves or with some of their close associates (who had been recently promoted mainly on the basis of seniority). The present profile of work assignments were covering only a limited area of industrial engineering and costing. Many other areas were not tried out and taken up; the latest techniques were also not being used. When an opportunity for promotion of both Mr. Gopalan and Mr. Nayar
arose (as Chief of Industrial. Engineering was retiring and the Chief Cost Accountant had resigned), the departmental promotion committee, consisting of the MD, GM, Chief
Personnel Manager and the Chief Industrial Engineer, selected and promoted two ` G4' grade officers to 'G5' grade on the basis of their duration of service in the organisation. The cases of Mr. Gopalan and Mr. Nayar (of 'G4' (Spl) grade) were rejected as they had only a year's experience with the organisation. Both these new officers were dejected at not being considered for promotion. They had joined the Officers Association, but after this incident the two were also neglected by the OA. Mr. Gopalan and Mr. Nayar decided to quit the organisation as early as possible since they were not prepared to work under their juniors.
The business of the company declined further. Then, there came a sudden change. The
MD, Mr. Menon, was replaced by Mr. Ramakrishanan. After reviewing the comapany's
position, the new MD called Mr. Gopalan and Mr. Nayar as well as their new chiefs. He gave them new assignments and asked them (Mr. Gopalan and Mr. Nayar) to report back
urgently through their chiefs. After 10 days, Mr. Gopalan met the MD and handed over his resignation instead of the assignment report. The MD enquired about the reason for the resignation. Mr. Gopalan explained as to how he had been sidelined for promotion to
the Chief Industrial Engineer's post, and how he had been treated in the department with respect to assignments. Moreover, he stated that he was not willing to work under his junior. He also said that he had been offered a divisional head's post in a big (multi-unit) private industry and would like to join them at the earliest. He further added that he was interested in utilising his potential and talent to the fullest. The MD asked him to think over his resignation, and particularly since he was joining a private sector industry after serving in the public sector. He promised to make use of his talent at K.M.T. Ltd. Itself and to look into his case and promote him as Joint Chief Industrial Engineer. After a lapse of another week, Mr. Nayar also approached the new MD with his resignation letter.
Questions :
(a) Is the recruitment policy of the organisation faulty ? Why ?
(b) Why are Gopalan and Nayar demotivated ?
(c) Do you think that Gopalan and Nayar should have been selected enabling their
effective utilisation ?
(d) If you were asked to advise Menon and Ramakrishnan about dealing with the problems of Gopalan and Nayar, what advice would you give ?
Ms-22 june 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2007
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Explain the concept of Career Paths. Briefly discuss various career problems faced by the professionals in their career, with suitable examples.
2. What is Performance Management ? How are Profit and Performance linked to each other ? Briefly discuss the major methods and movements aimed at increasing organisational performance.
3. What is Compensation System ? Discuss in brief the characteristics which should be rewarded and explain why. Explain with suitable examples.
4. Discuss the concept of HRD Audit, and briefly describe the methodology adopted for the process. Explain with example.
5. Write short notes on any three of the following :
(i) Developing Business Ethics
(ii) Coaching
(iii) Re-organisation of work
(iv) HRD and Technological changes
(v) Approaches to Knowledge Management
6. Please read the case and answer the questions given at the end.
Hara Food Products Company, which was founded in 1955 to manufacture grocery and other food products, had in the course of years grown into a vast enterprise having offices and branches in almost all the important cities of the country. Its annual sales amounted to about Rs. 50 to 60 lakhs a year.
The company's Head Office and factory were situated at Calcutta. Its products were distributed through five zonal sales offices which directed 25 district sales offices throughout the country.
The administrative responsibility of each zonal office was borne by a manager whose duty it was to promote sales in his zone. He was advised and instructed by the Head Office from time to time. Under the control of each ZonalManager, there were four functional heads viz., Personnel Manager, Accounts Manager, Sales Manager and office Manager. These executives advised and assisted the Zonal Manager on various functions relating to the zonal administration. Each functional head enjoyed sufficient freedom and independence in respect of his work.
On matters relating to sales, the Zonal Manager received advice from Sales Manager. The latter often formulated policies, plans and schedules for sales operations and submitted his views on all the matters concerning sales to the Zonal Manager. Many a times, he also issued orders and instructions to the District Sales Managers but all these were routed through the Zonal Manager. Ordinarily all his views and advice were accepted and approved by the Zonal Manager.
The Sales Manager was assisted in his work by three product managers, who were considered to be experts in their respective fields. Their duty was to travel with the
sales supervisors of various districts and study the market for the company's products; survey the competitive position of the company's products; study dealer and consumer reactions, trend in sales, etc., and advise the district sales supervisors from time to time regarding the steps to be taken for promoting sales in the districts.
Every month each one of them submitted a report on the sales activities of the company to the Sales Manager. The relationship between the Product Manager and the Sales Manager is the same as that between the Zonal Manager and the Sales Manager.
Directly responsible to the Zonal Manager were five District Sales Managers besides the four functional heads. Each District Sales Manager was responsible for sales in his territory. In promoting the sales of the company, each District Manager was assisted by five sales supervisors besides several salesmen. The duties and functions of the District Sales Manager were to :
1. Select, train and supervise his sales supervisors and salesmen in consultation with the Zonal Manager;
2. Make a study of the nature of consumer demand, changing markets, existing stocks and formulate sales campaigns and promotional methods;
3. Fix up targets of sales to be attained in his territory from time to time;
4. Formulate credit policies to be followed in consultation with the Zonal Manager;
5. Develop better team work among the sales supervisors and salesm€o;
6. See that the customers are satisfied with the company's services; and
7 Do such other functions and duties as might be assigned to him from time to time by the Zonal Manager
every month each district sales manager submitted a detailed report on the sales activities of the company in his district, to the Zonal Manager. Ordinarily these reports were passed on to the Sales Manag er for necessary action to be taken with respect to each district. on the morning of June 6, 1981 the following conversation took place over phone between Mr. Raju, the Sales Manager at the South zonal office and Mr. Hari one of the District Managers in the Zone. Hari : "l wish to bring to your notice an important matter that needs your urgent consideration..... The Product Managers are interfering too much with the sales activities of my district. I receive frequent complaints from the supervisors that they are not able to carry out my instructions due to unnecessary interfe rence from these people. If this state of affairs continues it would be very difficult to maintain our sales. The morale of the supervisors would be seriously affected. I will not be responsible if sales go down this year in our area on this account. You must take some steps to see that the relationship between the line and staff is maintained on good terms. "
Raju: "Mr. Hari, you need not worry. I shall call the Product Managers and see that they maintain proper relationship with you. ..." Next day Mr. Raju called all the Product Managers and after discussing routine matters, he said, "I was told. by Mr Hari that his sales supervisors are complaining that you are interfering with their activities. Definitely you are all expected to advise them on the steps to be taken for increasing sales. But at the same tirne please remernber that you have to play only an advisory role. While advising these people you must also see that the line
authority is respected.... "
The product managers did not say anything. In the subsequent months Mr. Raju did not receive any complaint from the District Office. But in the first week of October, while scrutinising the sales progress reports of the various districts for the previous quarter, the Zonal Manager found an unusual decline in sales in the District which was under the supervision of Mr. Hari. The Zonal Manager called Mr. Hari and asked him why there was so much decline in sales in his territory while all the other districts showed very good progress.
Hari replied, ".... during the past three months the Product Managers did not seem to have advised our men properly. In fact, they never cared to advise the supervisors on the recent changes and the latest trends in the market. They seem to be unwilling to co-ope rate with our men to maintain sales."
by Mr Hari that his sales supervisors are complaining that you are interfering with their activities. Definitely you are all expected to advise them on the steps to be taken for increasing sales. But at the same tirne please remernber that you have to play only an advisory role. While advising these people you must also see that the line authority is respected.... "
The product managers did not say anything. In the subsequent months Mr. Raju did not receive any complaint from the District Office. But in the first week of October, while scrutinising the sales progress reports of the various districts for the previous quarter, the Zonal Manager found an unusual decline in sales in the District which was under the supervision of Mr. Hari.
The Zonal Manager called Mr. Hari and asked him why there was so much decline in sales in his territory while all the other districts showed very good progress. Hari replied, ".... during the past three months the Product Managers did not seem to have advised our men properly. In fact, they never cared to advise the supervisors on the recent changes and the latest trends in the market. They seem to be unwilling to cooperate with our men to maintain sales."
When asked about this by the Zonal Manager, one of the Product Managers said, "We used to give advice to this district office also as we usually do with other district offices. On a complaint, seems from Mr. Hari, we had been told by Mr. Raju that we were exceeding our authority and unnecessarily interfering with the activities in the district. We had been asked to restrain ourselves. The District Manager takes advice directly from the Zonal Sales Manager. We have got nothing to do in this matter....'
Questions
(a) What is the problem in the case ?
(b) Analyse the causes which led to the problem.
(c) As a member of the management team, what would you do to solve the problem immediately ?
(d) Suggest a suitable organisation structure for this company so that such problems do not occur in future.
Ms-22 june 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2008
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Explain the concept of career. Describe different strategies for career development.
2. What is Human Resource Development ? Discuss briefly the various strategies of HRD.
3. Critically analyse the process which brings us from performance appraisal to performance management.
4 Discuss the ways and means of managing technological change in work organisation. Cite suitable illustrations.
5. write short nctes on any three of the following :
(a) Diversity management
(b) Socialization
(c) Induction Training
(d) Coaching
(e) Reward svstem
More...
Ms-22 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define HRD and discuss value-anchored processes of HRD. Explain how do these processes help an organization in achieving excellence. Explain with relevant examples.
2. What is Action Research ? How does it differ from OD ? Discuss the important factors to be considered in the development of internal self-renewal facilitators, with suitable examples.
3. Define and describe the objectives and disadvantages of Multisource Feedback and Assessment Feedback System (MAFS). Discuss what are the indicators of an organization's readiness to participate in MAFS ?
4. Discuss the means of managing technological changes in work organization. Briefly describe the factors which facilitate developing the change mind-set. Explain with suitable examples.
5. Write short notes on any three of the following:
(a) Need for competency mapping
(b) Diversity management
(c) Horizontal re-skilling
(d) Mentoring
(e) Role of Trade Unions in HRD
6. Read the csse and answer the questions giaen at the end.
ABC Food Limited, a multinational corporation dealing in consumer food products,
started its operations in India from 1965. Initially, the growth of the company has
been very slow, because of the limited market size in India for ready food items. However, during the last three years there has been a boom in the fast food market and many new companies have ventured into the same product line. ABC Food Limited, being an old company operating in India, has distinct advantages vis-a-vis its competitors who are of recent standing. The products of the company have enjoyed very good reputation in the market from the day of its inception. Over a period of time, the company has added many new products which have been successfully accepted by the market. In view of the recent competition offered to its existing product line, the company has launched a number of new products in the last three years. Based on the Market Research Survey conducted by the company regarding acceptance of their new products, the feedback has been excellent. There is ample scope for the company to penetrate into the existing rnarkets as well as expand the size of the existi.g market by introducing its products into areas in which the company does not have any marketing set-up till date.
The organisational set-up of the company in India consists of Marketing Director at the corporate level and four Zonal Managers Marketing, each in charge of East, West, North, South zone independently. The order of promotion in Marketing Department is Management Trainee – Marketing Officer - Branch Manager - Regronal Manager -Zonal Manager - Director Marketing. Mr. Khan joined the company in 1982 as a Management Trainee, Marketing and after completion of two years of rigorous Management Training in all the four zonal offices, he was placed in Bombay Zonal Office as Marketing Officer. Mr. Khan did his MBA in 1982 after graduating in Commerce. He was selected on the basis of Campus Interview by the company. Mr. Khan has been recognized as an outstanding officer based on his previous Performance Appraisal Reports throughout his career with the company by
different bosses with whom he had worked during the relevant time.
The company's performance appraisal system has been recently updated and modified with the cooperation and consultation of an outside consultant in the area of Human Resource Development. The thrust of the new performance appraisal system is on mutual consultation and fixation of target on the basis of joint discussion between the appraisee and the appraiser. Another distinct feature of the new system is that it has two-tier system of assessment, one by the immediate boss under whom the appraisee is working and second by the boss of the reporting officer.
The immediate boss of Mr.Khan is Mr. Singh, who is in the grade of Branch Manager but placed at Zonal Office, Bombay. During the last three years, Mr.Khan and Mr. Singh have been given the assignment of conducting Market Research in various parts of the country with the help of an advertising company. In this connection both have to travel extensively to different parts of the country, being away from their families and permanent place of work at times for even more than 15 days in a month. Mr. Dutt, the Zonal Manager, Marketing in charge of Bombay division since 1985, was transferred on promotion as Zonal Manager form Northern Zane where he was working as Regional Manger. He has been observing the working of Mr. Khan as reviewing officer, being the immediate boss of Mr. Singh. During this period, Mr. Dutt had developed a fancy for Mr.Khan being smart, energetic and
dynamic in his approach to work. He has been talking good about him to Mr. Singh from time to time. However, during some of the trips to outstation which were jointly undertaken by Mr. Khan and Mr. Singh, Mr.Singh observed that Mr. Khan has started taking his work lightly as he tends to spend more time with clients in informal get-togethers instead of serious business discussions. Moreover, he has developed tendency of overcharging his expenses on such tours to the company. So far, all such expenses were authorized by Mr. Singh for payment to Mr. Khan. Keeping in mind Mr.Khan's excellent performance, Mr.Singh has been avoiding bringing it to Mr. Khan's notice. Mr. Singh has to fill up the Appraisal Report of Mr.Khan for the calendar year 1988. For the last three years, ever since Mr. Khan started working wit-h Mr.Singh, he has been getting excellent reports from Mr.Singh. In view of the above developments, Mr.Singh has not given an excellent report to Mr. Khan for the Appraisal Year 1988. He has also made certain adverse remarks about his integrity and honesty.
Mr. Khan is due for promotion and the Appraisal Report for 1988 is very important for him because as per the promotion policy of the company, promotions are decided on the basis of the last three years' appraisal reports.
Questions :
(a) Identify and discuss the core issue in the case.
(b) Was Mr. Singh justified in giving adverse remarks regarding Mr. Khan's integrity and honesty?
(c) How would you view the action of Mr.Singh, if you were the M.D. of the company?
(d) If you were the M.D. of the company, how do you solve the issue?
Ms-22 june 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2010
MS-22 : HUMAN RESOURCE DEVELOPMENT
1.Define HRD. Briefly discuss the changing boundaries of HRD and HRD trends in Asian Countries.
2.What is the concept of career ? Briefly describe the individual and organisational strategies for career development. Explain with suitable example.
3. What are the objectives of compensation cum reward system ? How is assessment done for rewarding employees, discuss with example.
4. What is Self-Renewal System ? Describe the important aspects of development of Internal Self Renewal Facilitators, with suitable examples.
5. Write short notes on any three of the following :
a) Competency Mapping.
b) The Coaching Process.
c) HRD Audit.
d) Knowledge Management in Organisations
(e) Managing Technological changes in work organisation.
Ms-22 june 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2011
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are the 3 Ss of Organisational Development ? Discuss the Competency based Organisational Development System. Explain with suitable examples.
2. What are the objectives of compensation cum- reward system ? Briefly discuss various components of compensation system, citing suitable examples.
3. How does HRD Audit contribute towards development process of an organisation ? Explain the process of HRD Audit in an organisation.
4.What are the issues in managing technological change in work organisation ? Briefly discuss the role and relationship of HRD in managing technological change.
5. Write short notes on any three of the following :
(a) 360 Degree Appraisal
(b) Mentoring
(c) Role of Trade Unions in HRD
(d) Career Transition and choices
(e) Diversity Management
6. Read the case and answer the questions given at the end :
The HRD programme was decided to be initiated in IOC as a totally fresh and uncontaminated idea. To introduce HRD as a fresh idea was in itself an innovative idea, since the Corporation had well - established Human Resources Management policies and practices. Yet, the very idea was mooted as a concept, accepted as a principle, presented to the top management in the company represented by the Directors and got cleared for introduction as a necessary intervention, considering the growth and development plans of the organisation.
To start with, the road -show of the concept comprised a wide campaign to create extensive awareness that HRD, as an issue, was everybody's baby and that it needs to be properly nurtured and cared for. When the whole objective was explained to critical senior management groups, the concept received wide acceptance. After all, any new idea should be worth looking into ! The top and senior management groups in the Corporation, thus backed and accepted in principle, the process of undertaking a company -wide campaign for the new-look HRD programme. This, no doubt, implied that the established policies will continue to be operated, but are liable to be tested for validity and modified for deficiency, wherever called for. The awareness campaign was set in motion with great vigour and gusto. The initial campaign was concentrated on executives at all iceek. This pre - supposed two things : top management commitment as a vanguard action and executive involvement as a lead group activity. Within a short time, conferences, seminars, workshops and training programmes were designed, drawn -up and delivered throughout the organisation to cover virtually every executive.
What was missed in the process was the large bulk of non- executives. Though there was
a plan to cover the non execuuive involment in the second leg of the campaign, the the very fact intial efforts were going only in the direction of executives created its own rustles amid rambles.
The HRD action groups, who were spearheading and controlling the HRD activities, naturally had to take notice or the message which had come too soon from the non --executive categories of employees. It was, therefore, only natural to recognise that . without waiting for the second leg of the campaign, the need was to advance the campaign schedule and initiate the HRD awareness programme for non- executives.
as well. After : all. the milk has to be given gladly to the baby which started crying ! But the process of covering the large mass of non- executive employees was not an easy task. The number as well as the spread of numerous locations throughout the company made the task to achieve coverage of maximum number of non-executive employees to a one-day "HRD) awareness programme". The programme outline was centrally designed but the specific inputs were left to be decided by the divisional and unit functionaries.
The programme design provided for executives as faculty, who would cover small non - executive groups in lecture and discussion sessions on the whole concept of new FIND programme that the Corporation is contemplating. When the executives speak to the non -executives on any projected company programme, needing involvement of non executives, a pinch of salt is always present ! This was true for the initial awareness programmes organised for non -executives as well. When it became clear that the message was not really going down to the participants, naturally the question arose whether it was worthwhile going ahead with the rest of the programmes covering the large majority of non-executives.
The HRD group stepped in and rolled back their campaign at least temporarily to review whether everything is going to be okay or not. It was the general view that there is a "receptability block" operating in the communication channel between the executive faculty members and the non -executive participants. This has to be overcome if the programme is to give the maximum possible return.
It was one of the ideas to try out the next few programmes with faculty drawn from among the non -executives themselves, rather than the traditional executive faculty. Employees from non - executive category with excellent communication, comprehension and influencing skills were identified and provided with a briefing as to what exactly is the inherent purpose of the awareness programme.
It was a revelation to find a sea - change in the receptability of participants. Although, the programme input was the same, the difference lay in the fact that earlier the executive faculty used to speak to the non - executive participants, whereas now it was the non - executives themselves functioning as faculty, speaking to their own colleagues in a language perceived as their own. We often tend to forget this and end up reaping a harvest much below our expectation.
Therefore, it is worth considering : why settle for a lean harvest when you can afford to have the full harvest ! It is small ideas that often bring big results.
Questions :
(a) What is the problem as you see it ? Elaborate.
(b) List the lessons learnt. What is your recommendation in this situation ?
(c) What is the "receptability block" ? Explain.
(d) What were the changes witnessed ? How did they occur ?
Ms-22 dec 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 Dec, 2007
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define and describe three Ss of organizational Development- Briefly discuss the process of formulating the Organisational Development Plan.
2. What is Compensation System ? What considerations are taken into account in designing a reward system ? Explain with example.
3. Define and describe Diversity and Power. Briefly discuis the cultural, structural and behavioural influences on Diversity and Power, with examples.
4. Enumerate and briefly describe the evaluation criteria against which 'HRD' is assessed for attaining the status of a 'Profession'. Explain with example.
5. Write short notes on any three of the following :
(a) Knowledge Management
(b) Developing Business Ethics
(c) Horizontal re-skilling
(d) Role of Trade Unions in HRD
(e) Basic processes of Coaching
6- Read the following case carefuily and answer the questions given at the end.
Microelectronics, a carifornia-based electronics defense contractor, has enjoyed a smooth growth curve over the past five years,' primarily because of favourable defense funding during the Reagan administration's build-up of u.s. military defenses. Microerectronics has had numerous contracts to design and develop guidance and radar systems for military weaponry. Although the favorable funding cycle has enabled. Microelectronics to grow at a steady rate, the company is finding it increasingly difficult to keep its really good engineers. Based on extensive turnover analyses conducted by Ned Jackson, the human resources planning manager, Microelectronics' problem seems to be its inability to keep engineers beyond the "critical,' five year point. Apparently, the probability of turnover drops dramatically after five years of service. Ned's conclusion is that Microelectronics has been essentially serving as an industry college. Their staffing strategy has always been to hire the best and brightest engineers from the best engineering schools in the United States.
Ned believes that these engineers often get lost in the shuffle at the time they join the firm. For example, most (if not all) of the new hires must work on non-classified projects until cleared by security to join a designated major project. Security clearance usually takes anywhere from six to ten months. In the meantime the major project has started, and these young engineers frequently miss out on its design phase, considered the most creative and challenging segment of the program. Because of the nature of project work, new engineers often have difficulty learning the organizational culture such as who to ask when you have a problem, what the general dos and don'ts are, and why the organization does things in a certain way.
After heading a task force of human resource professionals within Microelectronics, Ned has been designated to present to top management a proposal designed to reduce turnover among young engineering recruits. The essence of his plan is to create a mentor program, except that in this plan the mentors will not be the seasoned graybeards of Microelectronics, but rather those engineers in the critical three-to-five-year service window, the period of highest turnover. These engineers will be paired with new engineering recruits before the recruits actually report to Microelectronics for work.
According to the task force, the programme is twofold ' (1) it benefits the newcomer by easing the transition into the company, and (2\ it helps the three-to-five-year service engineers by enabling them to serve an important role for the company. By performing the mentor role, these .engineers will .become more committed and hence less likely to leave. As Ned prepared his fifteen-minute presentation for top management, he wondered if he had adequately anticipated the possible objections to the program in order to make an intelligent defense of it. Only time would tell.
Questions
(a) Identify the salient issues from HR point of view for this case.
(b) If you were to study this turnover problem, how would you conduct a needs analysis or evolve a counselling programme ?
(c) What are the causes of dissatisfaction and turn over in Microelectronics ?
(d) Do you find the mentoring programme suitable to reduce turnover ? Justify your answer.
