MBA (Part II) (Semester III) (CBCS) Examination, 2017
Paper XIX Group C HUMAN RESOURCE MANAGEMENT
Paper I Strategic Human Resource Management
Day and Date Friday, 12-5-2017 Total Marks 70
Time 10.30 a.m. to 1.00 p.m.
Instructions Question No. 1 is compulsory.
Attempt any two questions from Q. No. Q.No. 3 and
Q.No. 4.
Attempt any two questions from Q.No. Q.No. 6 and
Q.No. 7.
1. Case Study.
Royal Engineering designs, develops, manufactures and sells high-quality
specialized electronic goods using technology that has been created in-house.
Approximately 60 per cent of the company's operating revenue is derived from
export markets. The company is a 'first-mover' in its field; it is not an imitator.
Given its small size relative to other global firms, Royal has adopted a niche
strategy, marketing to certain groups interested in the unique products it offers.
Because of the company's commitment to innovation, management has placed
strategic importance on the employment of R D engineers as the drivers of
new products. Speed to market is vital to ensure that the firm would be the first
to release new products. R D engineers are vital in this process. There are 57
engineers out of the total of 520 employees. They are much in demand by
competitors but because of the interesting work and career prospects, labour
turnover is not too high-last year six of them left. The company is expanding
steadily and recruits three or four engineers straight from university every year
but relies quite extensively on external recruitment to obtain more experienced
people. Five qualified engineers have been recruited in the last six months and at
present there are four unfilled vacancies.
However, the Director of Engineering is not satisfied with the quality of the new
recruits. They are not up to the standards expected and are not setting down. He
has left final selection to his three departmental heads, although the head of HR
(who reports to the Managing Director) has been responsible for the initial recruiting
process and submitting candidates to the departmental heads, who draw up
shortlists and conduct interviews.
The Director of Engineering called in the Head of HR to explain why this situation
had arisen. The latter used the excuses that good engineers were difficult to find
and that the departmental managers had made poor selections. He had been
present at some interviews, although, because he was not an engineer, he had
not taken an active part. He had observed that they were distinctly lacking in
interviewing skills, having no idea how to structure an interview and were prone
to making subjective judgements based on personal prejudices. He was thinking
about what should be done about it but had not got around to taking any action
yet. The Director of Engineering would have none of this. He said in no uncertain
terms that this was the Head of HR's responsibility. He couldn't just 'sit and
observe. He couldn't just 'sit back' and let events take their course. This was
gross dereliction of duty. He had to do something about it and fast. If the
departmental heads were not good at selecting people, it was up to him (the
Head of HR) to ensure that they improved significantly. The achievement of the
business goals of the company depended on getting and keeping good engineers.
Somewhat chastened, the Head of HR retreated to consider what he should do.
He had to admit to himself that he had left it mainly to the specialists and he
knew that his future with the company was in danger if he didn't deliver the goods
the Director of Engineering was the key player in the firm and would have no
difficulty in convincing the Managing Director that the Head of HR wasn't up to
the job. The Head of HR had to reach conclusions on what approach to the
selection of engineers should be adopted and what he should do about the
departmental managers' interviewing skills.
Analyse the case. 5
Identify the problem. 2
Alternative solutions. 5
Best solution. 2
2. Write short notes on (any two) 14
Traditional job design.
Integrating HR strategies with business strategies.
Balance score card.
3. Write short notes on (any two) 14
Competency Mapping
Generic approach to strategic compensation
Selection instruments in manpower acquisition.
4. Write short notes on (any two) 14
Cross cultural training.
Location based employee market segmentation.
Strategic dimensions of performance appraisal.
5. Explain in detail process of Human Resource Planning and with factors affecting
HRP. 14
6. Enumerate in detail changing environment of HRM with reference to various HR
practices and internal and external environment. 14
7. Explain in detail various steps in strategic management process and distinguish
between traditional HR and strategic HR. 14