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Xaviers Institute of Business Management Studies
Human Resource Management
(i) There are three Sections A and B and C.
(ii) Attempt any three questions each from Section A and B. All questions carry 10 marks each.
(iii) Section C is compulsory for all and carries 40 marks.
SECTION A
Question. 1. Define and differentiate between Job Analysis, Job Description and Job Evaluation. Select an appropriate job evaluation method and create a plan for evaluating jobs of scientists in different grades.
Answer: Job Analysis and Job Evaluation are the two important functions of Human Resource Management to know the characteristics of a particular position. An expert, to provide pertinent information about the two, performs both the tasks. Job Analysis is a process, which determines job requirements while Job Evaluation ascertains the value of a job in relation to other jobs.
Job Analysis is performed with an objective of
Question. 2. Discuss the role of indoctrination in organizations. How can Performance Appraisal, and Training and Development be made an integral part of Human Resource Planning? Discuss.
Answer:
Question. 3. Discuss the scope of Human Resource Audit. While auditing Reward systems for employees in a manufacturing organization, which factors should be taken into account and why? Explain with suitable examples.
Question. 4. Define and discuss the need for Human Resource Planning in an organization. Briefly discuss various approaches to HRP
Answer: Human Resource Planning is a systematic process of forecasting both the prospective demand for and supply of manpower, and employment of skills with the objectives of the organization. It can also be termed as the method of reviewing the manpower necessities to ensure that right kind of skills is made available to the organization.
The main purpose of HRP is to set the goals and objectives of the company. In other words, it is to have the precise number of employees, with
5. Write short notes on any three of the following:
(a) Training methods
1. Case Study
The case study is a proven method for training and is known to effectively boost learner motivation. However, when learners lack access to the resources necessary to completing a case study or if the project become a challenge, their motivation and learning will be hindered.
This method is suitable for situations when the trainees have the core knowledge but can still benefit from training. Because this method comes with lower costs, it’s also one of the more popular methods in different disciplines like law, counseling, and medicine.
2. Games-Based Training
Games have been used for many educational purposes, including training. Using games for education is affordable, competitive, and
SECTION B
Question. 1. Define and discuss the objectives of Human Resource Planning at organizational level. How does it help in determining and evaluating future organizational capabilities, needs and anticipated problems? Explain with suitable examples.
Answer:
Question. 2. Define and describe Job Analysis. Briefly discuss several methods in which information about a job is collected and evaluated.
Answer: Though there are several methods of collecting job analysis information yet choosing the one or a combination of more than one method depends upon the needs and requirements of organization and the objectives of the job analysis process. Typically, all the methods focus on collecting the basic job-related information but when used in combination may bring out the hidden or overlooked information and prove to be great tools for creating a perfect job candidate fit.
Selecting an appropriate job analysis method depends on the structure of the organization, hierarchical levels, nature of job and responsibilities and duties involved in it. So, before executing any method, all advantages and
Question. 3. What is the purpose and process of recruitment function? Discuss various methods of sourcing manpower.
Answer: A recruitment process is an organization-specific model of candidate sourcing for the purpose of finding and hiring new employees. Typically, the ownership of the recruitment process resides within the Human Resources function, although companies also use third party recruiting firms. Ownership can vary depending upon the specific organizational structure of the company carrying out the process.
Recruitment process steps
But . . . there’s a little more to it than that, as you might imagine. Okay, so company officials must be self-aware and know what works for their
Question. 4. How is monetary value assigned to different dimensions of Human Resources costs, investments, and worth of the employees? Briefly explain Cost and Economic value approaches of measurement.
Answer:
Question. 5. Write short notes on any three of the following :
(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory
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SECTION C
1. Quality control Department
Read the case given below and answer the questions given at the end.
Mr. Kapil Kumar and Mr. Abbas Ali were working in a scooter manufacturing public sector industry as Senior Quality Control Engineers in 1988. One post of Deputy Chief Quality Controller has fallen vacant due to the retirement of the incumbent and the management decided to recruit a qualified, knowledgeable and experienced professional from outside so that the present quality standard may be improved thus ensuring better marketability of their scooters in the face of stiff competition. Mr. Kapil Kumar, who was a mechanical engineer with about 15 years experience in the Quality Control Department dealing with mopeds and scooters, could have been promoted to fill the post on the basis of seniority. However, the management was looking for a graduate in statistics with experience in latest Quality Control (QC) techniques like statistical quality control, quality assurance and other related areas rather than a mechanical or automobile engineer with the routine experience in quality control. As such instead of promoting Kapil Kumar, the management advertised for the post of Deputy Chief Quality Controller – since as per company rules it was DR (Direct Recruitment) vacancy also.
Selection of Outsider
Out of the applications received in response to the advertisement, six candidates were called for interview including the two internal candidates, Mr. Kapil Kumar and Mr. Abbas Ali. The person selected was an outsider, one Mr. Ratnam, who had over 12 years experience SQC, quality assurance etc., in the two-wheeler private manufacturing industry. Mr. Ratnam joined within 2 months time expecting that in his new position he would be the main controller for quality. However, after joining the organization he came to know that he would be the second senior most person in the hierarchy for controlling the quality and would be reporting to one, Kirpal Sing,. The Chief for Quality Controls. Mr. Kirpal Singh had come up to this post by seniority and was basically a diploma holder in automobile engineering. He had to his credit about 28 years of industrial experience, out of which 20 years were spent in Quality Control Department of two industries. He joined the present organization in its Quality Control Department and had 17 years experience in the organization and was due for retirement within the next 2 or 3 years. On learning about the retirement time of Mr. Kirpal Singh, Mt. Ratnam had the consolation that he would be able to take up the position of ‘Chief Controller of Quality’ very soon.
Interference from Top
Ratnam could not put forth many good suggestions (for quality control) because of the interference and direct supervision of Kirpal Singh. He, however, could pick up a good deal of knowledge about the working of the company, the nature-and tendency of different production department heads particularly with regard to care for quality, organization for ‘QC’ in the company, the various components required for assembly of the company’s two-wheeler scooter and the expected quality standards, drawback in the present system of quality controls. etc.
Right from the time the advertisement for the selection of Deputy Chief Quality Controller appeared, the O.A. (Officers Association) of the organization had been pressing the management to consider the case of Kapil Kumar for promotion to the above post based on his seniority in the organization.
Meanwhile, the management obtained a license in 1989 for producing Three-Wheeler Autos. As a result of this and the pressure from O.A., Ratnam was transferred to look after the Quality Control Department at the company’s new Three-Wheeler plant, whereas Kapil Kumar was promoted as Deputy Chief Quality Controller in the present two-wheeler scooter plant in 1990 (after creating one additional post of Deputy Chief Quality Controller for the new Project).
In 1991, the State Government, which controlled the company in question, changed the Managing Director. During the regime of this new Managing Director, Kapil Kumar was promoted as Chief (Quality Controls) next year, when Kirpal Singh retired. This decision was based on the recommendations of Kirpal Singh and partly attributed to pressure from O.A., for further promotion of Kapil Kumar based on his vast experience in the Quality Control function of this industry. Abbas Ali rose to the position held earlier by Kapil Kumar.
Allotment of Company Quarters
The Company had its own township near the factory. Its quarter allotment scheme was based on the length of service, i.e., date of joining. Ratnam had asked for a suitable quarter at the time of interview and was thus allotted a tile quarter meant for the Senior Engineer’s cadre. He learnt about this, after occupying the quarter. Ratnam asked for a change of Quarter – preferably a RCC-roof quarter, – but his request was turned down, since he had put in only few months of service whereas many others senior to him, on the beds of their longer length of service in the Company (having over 10 years service), were staying in tiled-roof quarters and were awaiting a chance for a RCC-roof quarter. Kapil Kumar and Abbas Ali were residing in RCC-roof quarters. Soon after Kapil Kumar’s promotion to the post of Chief (Quality Controls), he was allotted a bungalow.
The management’s decision in this case must be viewed in the context of the downtrend in the demand for scooters and three-wheeler autos during 1993 following complaints from dealers about the deteriorating quality of components as also their short life. Notably the complaints had risen ten-fold in that year as compared to that in 1988.
Questions
Question. (a) Was the management justified in taking a decision to recruit a qualified and experienced person from outside as Deputy Chief Quality Controller?
Answer: “Firstly, I would like to say that a degree is not just about getting a job/career. The benefits affect all parts of life; intellectual, social, sporting, personal, artistic, ethical, and so much more.
Recruiters often write job advertisements that specify that a degree is needed for the job, thus the market decides on this point, and it values degrees. Additionally, there are more jobs today than there were 50 years ago that involve working with your brain and fewer jobs involving manual skills.
A degree is a start in working life, after all. Then experience, to give it its due place, will increasingly provide opportunities for further development of the person. Let us compare like with like, say a 21-year-old graduate compared with a 21-year-old
Question. (b) Was it in the interest of the organization to transfer Ratnam to the new auto-wheeler plant and promote Kapil Kumar? What could have prompted the management to take this decision?
Answer: The Company had its own township near the factory. Its quarter allotment scheme was based on the length of service, i.e., date of joining. Ratnam had asked for a suitable quarter at the time of interview and was thus allotted a tile quarter meant for the Senior Engineer’s cadre. He learnt about this, after occupying the quarter. Ratnam asked for a change of Quarter – preferably a RCC-roof quarter, – but his request was turned down, since he had put in only few months of service whereas many others senior to him,
Question. (c) How do you view the role of O.A.s in supporting only the local and internal candidates and overlooking the interests of direct recruits even when they were family members of the Association, particularly at a time, when the industry needed professionally qualified persons to fill key technical posts?
Answer: Promoting Internal Candidates: The Pros and the Cons
API has helped facilitate searches where a full slate of excellent external candidates was considered, but, in the final analysis, an internal candidate was selected. One might say that’s a waste of time and money, but, in one memorable case, the aviation reporting executive with whom we worked took an opposing point of view
Question. (d) How would you react to the management’s scheme for quarter allotment and why?
Answer: The Govt. Qtrs. under General Administration Department are meant only for the employees working in the Assam Secretariat. All applications are received as per the Quarter Application format. As the
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2. Pearl Engineering
Pearl Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every. Alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers.
Engineering Graduates were selected from amongst those who applied in response to an all-India advertisement. For the selection of one engineer, on an average, eight applicants were called for interview. A selection committee consisting of the General Manager, the Production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview.
The engineers thus selected had to undergo a two year intensive theoretical and practical training. A well-staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training was imparted in all the works departments under the guidance of qualified and experienced instructors. A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two-year training programme they were deputed to work fulltime to familiarize themselves with the conditions in departments where they were to be absorbed eventually.
On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the work departments, however, most of them faced some difficulty or the other.
According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold positions of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional opportunities were adversely affected by the placement of graduate engineers, tried their best to run down the latter as a class, sometimes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as “the blue-eyed boys” of the organization. Management knew that many of the graduate engineers were not utilized according to their capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank-and-file of employees who worked under them.
In spite of these drawback, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsible position in the organization in course of time.
The General Manager could not allow the situation to continue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and caliber. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them, He, therefore, called a meeting of all heads of departments to review the situation.
Questions:
Question. (i) Identify the issues related to manpower planning as evident in the case.
Answer: s In human resource management practices of various nations, companies have to adapt to the local specifics. This claim is strongly supported by the results of the international Central and Eastern European International Research Team research. Based on the instances of research conducted in various countries, we can clearly see that only the ‘best practice’ is not enough when used exclusively, and a ‘best fit’
Question. (ii) Discuss the strategies to tackle the percentage of internal promotion at the organizational level.
Answer: Promoting internal talent mobility in your organization So what does internal mobility look like?
Here are six tips to help your organization build its internal mobility programs:
1. Set clear goals and metrics: Identify one or two specific goals that you want your internal mobility program to address, such as improving engagement or reducing high potential employee turnover. Next, settle on metrics that track back to goals and identify what data you will need to track and analyze in order to measure
Question. (iii)What type of additional training programmes should be imparted for direct entrants?
Answer: Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization.
Training is a continuous or never ending
Question. (iv) Suppose you are the head of the personnel division. What would be your suggestions in the meeting – Which has been called by the General Manager?
Answer:
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