SECTION A - (5 X 4 = 20 marks)

Answer any FIVE of the following.

1. (a) Job enrichment.

(b) Labour turnover.
(c) Psychological tests in selection
(d) Trade Unions.
(e) Promotion
(f) Rationale of labour participation in management.
(g) Minimum Wage (h) Works Committee.
(i) Job Design (j) Motivation.

SECTION B - (4 X 10 = 40 marks)
Answer any FOUR questions.

2. What do you understand by human resource management? Explain its principles.

3. What are the different sources of recruitment?

4. Discuss the impact of employee absenteeism.

5. What is industrial relations? Explain the significance of industrial relations?

6. Discuss the different techniques of job evaluation.

7. Critically analyze the wage policy of Government of India.

8. What are the different types of compensation?

SECTION C - (2 X 20 = 40 marks)
Answer any TWO questions.

9. What is collective bargaining? Explain the trends in collective bargaining in India.

10. What are the causes of employee grievances? Provide a mechanism to redress
grievances.

11. What are the different types of transfer? Outline a suitable transfer policy.

12. Compare and contrast Maslow’s need hierarchy theory with Herzberg’s two factors
theory of motivation.

Section A

1. Define HRM and differentiate it from traditional Personnel Management. Outline the
objectives and functions of HRM. (20)

2. Evaluate the importance of Performance Appraisal (PA) in an organisation. Compare any

two methods of PA and their merits and demerits. (20)

3. What is HRP ? Discuss Human Resource Planning Process. (20)

4. Analyse the need for training in an organisation. How can you make Training a strategic
managerial function? Discuss. (20)

5 . Write short notes on any three of the following : (20)

(a) Job Analysis

(b) Indiscipline

(c) Quality circle

(d) Succession planning

(e) Employee stock option plan

SECTION - B

6. Read the following case carefully and answer the Questions given at the end. (40)

All progressive companies have some formal or informal appraising systems for appraising
the performance of their employees.

Performance Appraisal is defined as any procedure that involves assessing employees

performance against set standards and, providing feedback to the employees assessed.

The aim is to motivate employees (a) to improve their performance (b) encourage for better
performance above par.

The reasons for performance appraisal are (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 career planning process.

In a pharma company manufacturing and marketing drugs and medicines, the research staff
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 President Marketing has a very successful 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 Company being medium
srzed.,MrS. hahhad kept his marketing department and the marketing team lean and trim.
The field sales staff was given aggressive targets and were virtually pushed To reach the
respective targets. The field staff worked to their best abilities to complete their respective
targets. Mr. Shah had himself been working hard almost 11, - 12 hours a day. There was no
formal appraisal and reward system in the company. During last 5 years more than 60
Medical Representativesa nd the Area Supervisorsh ad Left the company due to
unsatisfactory increments And 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 field sales staff about
their performance or reasons for not recognising their outstanding performance in a few
cases. There was on the whole a great dissatisfactiona nd good performers were leaving the
company.

Questions:

(a) What do you perceive is the basic problem in 'AMBEK'?

(b) What are the steps you will take serially to correct the situation?

(c) In the event of your suggesting a Performance Appraisal System:

(i) How will you decide a suitable system of appraisal ?

(ii) Will your system include merit, rewards and promotions?

SECTION C

6. Read the following case carefully and answer the questions given at the end.

Training for Whom ?

Microelectronics, a California-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. Microelectronics has
had numerous contacts to design and develop guidance and radar systems for military
weaponry.

Although the favourable 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
engineering 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 it 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) lf 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 turnover in Microelectronics ?

(d) Do you find the mentoring programme suitable to reduce turnover ? Justify your answer.