Total No. of Questions 08] [Total No. of Pages 02
EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY 2018
First and Second Years
HUMAN RESOURCE MANAGEMENT
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Need for Job analysis.
Inventory and replacement chart.
Recruitment policy.
Job satisfaction.
Discipline.
Potential appraisal.
SECTION B
Answer any three questions. x 15 45)
Q2) What is Human resource management? Discuss the effect of external
environment on HRM.
Q3) Explain various techniques to forecast human resource demand.
Q4) Explain steps involved in selection process.
Q5) Explain various methods of training in detail.
Q6) Explain Maslow need hierarchy theory.
Q7) What is human resource development? Explain its scope and elements.
SECTION C
(Compulsory)
Q8) Case Study:
Vishal Components Limited manufactures a wide range of automotive
components. It has a workface of 1500 including 250 supervisors and executives.
Performance appraisals of these employees are being carried out annually. The
parameter used for performance appraisal is sense of responsibility, superiors'
dependability on subordinates, initiative, regularity and punctuality, community
activity and potential for development to take higher positions. All these factors
are given equal weightage the performance appraisal has three objectives: to
grant annual increment, to determine promotability and to assess training needs.
In the year 2010-11, some supervisors and executives were not given any
increment because as per performance appraisal, their total scores were below
standard. The overall low scores were due to community activity and potential
for development which were given equal weightage along with other factors. On
the stoppage of annual increment, the aggrieved supervisors and executives
represented their case to the managing director of the company and contended
that the entire performance appraisal system was faulty. They were very much
against the inclusion of community activity and potential for development in the
performance appraisal meant for giving pay raise. They argued that all aggrieved
supervisors and executives should be given regular annual increments and timebound
promotions. The system would be more objective, air and free from undue
biases.
Questions:
As human resource manager, how will you defend the existing performance
appraisal system of the company? Will you like to incorporate changes, if
any? If yes, what would be these changes and why?
Should there be separate appraisal criteria for appraising supervisors and
executives? If yes, where are such differences needs?
What actions should be taken to the representation made by the aggrieved
supervisors and executives?