Total No. of Questions 08] [Total No. of Pages 02
M.B.A. DEGREE EXAMINATION, MAY 2018
Third Year
C-HUMAN RESOURCE MANAGEMENT (Optional)
Human Resource Planning Development
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. × 5 15)
Q1) Supply forecasting of HR.
Human resource development.
Task analysis.
HRD in Panchayati Raj institutions.
HRD Climate.
Mentoring.
SECTION B
Answer any three questions. × 15 45)
Q2) What do you mean by human resource planning? Explain the process of HRP.
Q3) Explain various methods and techniques of demand forecasting in HR.
Q4) Discuss various strategies for human resource development.
Q5) What is counseling? How it is different from mentoring?
Q6) Give an overview on HRD experience in government and public system.
Q7) Discuss emerging trends and perspectives of HRD.
SECTION C
(Compulsory)
Q8) Case Study:
Like several other HR systems at the hotel Paris, the compensation program was
unplanned and unsophisticated. The company has a narrow target range for what
it will pay employees in each job category (front-desk clerk, security guard, and
so forth). Each hotel manager decides where to start a new employee within that
narrow pay range: The company has given little thought to tying general pay
levels or individual employee's pay to the company's strategic goals. For
example, the firm's policy is simply to pay its employees a "competitive salary",
by which it means about average for what other hotels in the city are paying for
similar jobs.
Lisa knows that pay policies like these may actually run counter to what the
company wants to achieve strategically, in terms of creating an extraordinarily
service-oriented workforce. How can you hire and retain a top workforce, and
channel their behaviors toward high-quality guest services, if you don't somehow
link performance and pay? She and her team therefore turn to the task of
assessing and redesigning the company's compensation plan. So, even a casual
review by Lisa Cruz and the CFO made it clear that the company's compensation
plan wasn't designed to support the firm's new strategic goals.
The current compensation policies had also bred what one hotel manager called
an "I don't care" attitude on the part of most employees. What she meant was
that most Hotel Paris employees quickly learned that regardless of what their
performance was, they always ended up getting paid about the same as
employees who performed better and worse than they did.
Lisa and the CFO knew they had to institute a new, strategic compensation plan.
They wanted a plan that improved employee morale, contributed to employee
commitment, reduced employee turnover and rewarded (and thus encouraged)
the sorts of service-oriented behaviors that boosted guest satisfaction. After
meeting with the company's CEO and the Board, the CFO gave Lisa the goahead
to redesign the company's compensation plan, with the overall aim of
creating a new plan that would support the company's strategic aims.
Questions:
Discuss the strategic integration of compensation plans at Hotel Plans, which
will influence employee performance.
Would you suggest Hotel Paris implement a competency-based pay plan for
its non-managerial staff?
Devise a ranking job evaluation system for the hotel Paris' nonmanagerial
employees (housekeepers, valets, front desk clerks, phone operators, wait
staff, groundskeepers and security guards).