EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY 2017
First and Second Years
HUMAN RESOURCE MANAGEMENT
Time 3 Hours Maximum Marks: 70
SECTION-A × 5 15)
Answer Three questions
Q1) Concept of HRM.
Job design.
Replacement chart.
Induction.
Demotions.
T Group training.
SECTION-B × 15 45)
Answer Three questions.
Q2) What are the various institutions involved in Human Resource Development in
India?
Q3) Briefly explain the performance appraisal methods.
Q4) Discuss about grievance redressed measures taken by organisations.
Q5) Examine the need and objectives of training for employees.
Q6) Write about contents of job analysis.
Q7) Briefly explain any two theories of motivation.
SECTION-C
Compulsory
Q8) Case study.
Effectiveness of Well-timed Training in Fostering Employee Competency
Modern Textiles is in the business of producing garments and has an average
annual turnover of Rs. 3 billion. Since a large volume of its products is exported,
the company has been very conscious of its quality commitment. It provides
induction training to every new employee for two weeks and then on-the-job
training by a supervisor for four months. This had been proving sufficient for the
workers in meeting the clients' quality expectations even while maintaining the
high volume of production.
As part of its ambitious expansion programme, the company recently imported
ultramodern machinery to double its production capacity. After the machinery
was installed, the production volumes increased as expected, but the reject rates
too rose dramatically. Consequently, the cost of production increased and the
export deadlines too became very tight. The management discussed the issue at
the different levels of the organization and held the machine operators'
inadequate knowledge and improper handling of the new machines as the
primary reason for the unusual rejects. To remedy the situation, the HR
department hurriedly organized the necessary training programmes for the
employees' handling this machine and the reject rates situation started to
improve.
Meanwhile, the production manager found the HR department at fault for the
crisis and blamed it for not undertaking training-needs assessment among the
production department employees. However, the HR department retorted by
saying that barely three months before the arrival of the new machine, a routine
training-needs assessment had been made among those employees but it had
revealed no pressing training requirements. On their part, the HR personnel held
the production manager responsible for failing to inform them about the
imminent arrival of the new machine at the time of the assessment of the training
necessities. The blame game continued.
Questions:
From your perception, who is responsible for the whole incident resulting in
high reject rates and the other associated problems?
If you were the HR manager, what would you do to avert this crisis?
What should be the long-term strategy of this company in terms of the
training policy and process?