M.B.A. DEGREE EXAMINATION, MAY 2017
Final Year
C HUMAN RESOURCE PLANNING DEVELOPMENT
Time 3 Hours Maximum Marks: 75
SECTION-A × 5 15)
Answer three questions
Q1) Supply Forecasting.
Task analysis.
HRD in Panchayat Raj.
Organisational development.
Public System.
HRD Design.
SECTION-B × 15 45)
Answer three questions.
Q2) Bringout the methods of demand forecasting of HR.
Q3) Give an overview on HRD strategies.
Q4) Discuss about motivational aspects of HRD.
Q5) Explain the position of HRD in government and service industry.
Q6) State the problems and prospective of HRD.
Q7) Define HR planning. Describe its process.
SECTION-C
Compulsory
Q8) Case study
Case Analysis:
Magnum Financial Services Ltd. (MFSL) is a large financial services company
with over 4,000 employees scattered all over India in their 12 branches. In view
of 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 networth 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 induction of the online
trading mechanism, is proving to be a tough job. The stock indices have been
galloping day by day. Looking at the increasing number of trading centres that
are opening in various parts of the country the company wanted to hire 25
trading assistants by offering competitive salaries. While assessing manpower
needs at various locations, the following things are generally taken into account.
Man power needs.
Details of previous selection in each centre.
Current employee strength in each centre.
Sanctioned ports for each centre.
No. 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 ports have been earmarked so as to serve as a cushion to
absorb sudden fluctuations. The actual details about trading assistants in
various centres were details of employees and posts.
No. of people with 2 years experience.
No eligible for promotion to next grade -28.
No. of vacancies on hand 25.
No. on rolls 142.
Anticipated needs to be filled up owing to Market conditions 24.
Reserve to be kept over and above sanctioned Posts 5.
Total requirement over a period of 12 months 54.
In the I batch, it was planned to hire 25 people having one year's exposure to
online market operations, in the Rs. 5,000-8,000 grade. The chief HR Manager
arrived at Mumbai to co-ordinate the recruitment activity. The Mumbai office
got the tax message from H.Q. On Monday advocating caution and restraint
while hiring trading assistants around 150 short listed graduates have been called
for the interview on that day.
Prepare a comprehensive H.R. plan for each centre of MFSL.
Looking at the scenario what should the chief HR manager do.
Is it advisable to decentralize the hiring process so as to avoid problems of
the nature mentioned above why? Why not?