M.B.A. (Part II) (Semester III) (Old-CBCS) Examination, 2018
Group C Human Resource Management (Paper
STRATEGIC HUMAN RESOURCE MANAGEMENT (Paper XIX)
Day and Date Friday, 14-12-2018 Max. Marks 70
Time 10.30 a.m. to 1.00 p.m.
1. Multiple choice questions (one mark each) 14
Strategy word come from language.
Greek Japanese
Germany Spanish
Balanced scorecard should result in
Improved Processes
Motivated/Educated Employees
Enhanced Information Systems
All of the above
Finding ways to reduce is a key responsibility of
management.
Dissatisfaction Uncertainty
Stress None of the above
The and control systems should be altered to support the strategic
human resource function.
Appointment Reward
Job allotment None of the above
Strategic thinking is a process.
Short term Long term
Continuous All of the above
is considered as a strategic activity.
Recruitment Planning
Productivity All of the above
In strategic human resource management, HR strategies are generally
aligned with
Business Strategy Marketing Strategy
Finance Strategy Economic strategy
SHRM was first time evolved in the year
1964 1974
1984 1994
HRM policies are developed by the
Top management Line Manager
HR department HR Manager
10) Recruitment and selection policy doesn't include the following
Reservation in Recruitment Source of Recruitment
Selection Procedure Interview methods
11) SHRM mold the human resource in such a way to attain the
Profit Organizational Goal
Individual Goal Market Share
12) Perception of human assets as higher risk investment is a barrier to

HRM SHRM
HRP Economy
13) The primary source of competitive advantage in SHRM is
People Pattern
Technology Process
14) Strategic Management process usually consists of
Four Five
Six Seven
2. Short notes 14
Traditional HR Vs Strategic HR
KRA.
3. Short notes 14
Succession Planning
Objectives ESOPs.
*SLRCL50* SLR-CL 50
Set P
4. Define strategic Human resource Management. And explain barrier to
SHRM.
OR
Define Human Resource Planning and its process with diagram. 14
5. Case Study 14
Cold War for Strategic Appraisal
Deccan electronics PVT.LTD recently diversified its business activity and started
computer. The company has advertised for the post of commercial manager
at computer department. Among the all applicants Mr. Bhuvan is found to be
more suitable for the position than other candidates. But Mr. Bhuvan joined
in a new post as joint General Manager, a post below the cadre of general
Manager in the company position based on his performance. Mr. Nayan the
Deputy General Manager in the company. Mr. Bhuvan ready to join that post
viewing that he will be the considered for general manager position based on
his performance. Mr. Nayan the Deputy General Manager of the company and
one of the candidates for general Manager's position was annoyed with the
Management's practice. But, he wanted to show his performance record to the
management at the next appraisal meeting. The management of the company
asked to Mr. Kapoor, General Manager of television Division to be the General
Manager in charge of computer Division for some times, until a new General
Manager is appointed. Mr. Kapoor wanted to switch over the computer Division
in view of the prospects, prestige and recognition of the position among the top
Management of the company. He viewed this assignment as a chance to prove
his performance.
The company has a system of appraisal of the superior's performance by the
subordinates. The performance of the deputy General Manager, Joint General
Manager each has to be appraised by the same group of the subordinates.
Mr. Nayan and Mr. Kapoor know very well about the system and its operation,
competing with each other in convincing their subordinates about their
performance, and used all sort of techniques for pleasing them like promising
them a wage hike, transfers to job as per their interest, promotion etc. however,
these two officers functioned in collaboration with a view to pull down
Mr. Bhuvan. They openly told their subordinates that a stranger should not
occupy the chair. They created several groups among employees like Pro-
Nayan group, Pro-Kapoor Group, Anti Bhuvan And Kapoor Group, Anti Nayan
and Anti Bhuavan Group.
Mr. Bhuvan had been watching the proceedings calmly and keeping the top
management in touch with all these developments. However, Mr. Bhuvan has
been quite work conscious and top management found his performance under
such a political atmosphere to be satisfactory. Mr. Bhuvan pleasing manners
and the way of maintaining human relations with different levels of employees
did, however, prevent the emergence of and anti Bhuvan wave in the company.
But in the view of political atmosphere within the company, there is no strong
Pro-Bhuvan group either.
Management administered the performance appraisal techniques and the
subordinates appraised the performance of all these three managers. In the
end surprisingly, the workers assigned the following overall scores, Bhuvan:
560 points, Kappor 420 points, Nayan 260 points.
Questions
Analyze the case.
How do you evaluate the employee's appraisal in this case.
Do you suggest any techniques to avert politics creeping in to the
process of performance appraisals by subordinates