FT2014

HRM503

Faculty of Management and Commerce

M.S. Ramaiah University of Applied Sciences
Department
Management Studies
Course
M.B.A. in Human Resource Management
Batch
Full -Time 2014
Module Start Date 23rd Mar 2015
Module Code
HRM 503
Module Title
Human Resource Development
Laboratory Y
N
Module Leader(s)
Lokesh A C

Module Assessment
Reg. No.

Name of the Student

Part-A

A.1
A.2
A.3

Literature review of role of HRD in Team building and work

culture(with examples)
Literature review of role of HRD in achieving organisations vision and
mission(with examples)
Stance taken by you, with sufficient justification
Part-A Max Marks
Organisational structure of Coca Cola and Dabur

Part-B

B.1

B.2

Performance appraisal
Compensation planning

B.3

C1.1
C1.2
C2.1
C2.2

Part-C

Factors responsible for the restructuring of human resources in Coca

Cola and Dabur

C2.3

Identification of Proactive Organization

Initiatives taken for development of HRD and the outcomes
Part-B Max Marks
Training plan
Justification for the plan adopted
Methods for performance management and compensation
management.
Evaluation of each method
Suitability of each method to the Indian context
References and citation of references
Benefits you have derived by solving this assignment. Whether the
assignment was able to assess module learning outcomes or not?
Part-C Max Marks

Second
Examiner
Marks

Part Total

First
Examiner
Marks

Marking Scheme

Max Marks

Sections

Component - 1: (Assignment, Presentation on assignment submitted and Laboratory Test) (1.A+1.B+1.C)

1.A Assignment (100 Marks)
Marks

8+8
8
6
30
4
8
6
6
2
4
30
05
08
5+5
4+4
04
03
02
40

Total Assignment Marks

100
If the module has Laboratory element, 30% weight of Total Assignment Marks
(i.e. 1.A Marks = Total Assignment Marks X 0.3)
If the module does not have Laboratory element, 40% weight of Total Assignment Marks
(i.e. 1.A Marks = Total Assignment Marks X 0.4)

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HRM503

1.B Presentation on assignment submitted (20 Marks)

Attribute
Max Marks
Technical Content
05
Grasp and Explanation

05

Quality of Slides and Delivery

05

Q&A

05
Total
(20 marks reduced to 10 Marks)

First Examiner Marks

Second Examiner Marks

20
Total 1.b
Marks

1.C Laboratory Exam / Tool Test (20 Marks)

IMPORTANT: If a module does not have laboratory content, 1.c should be shown as 0 Marks

Attribute

Max Marks

Laboratory Examination / Tool Test

10

Viva Voce

10
Total

(20 marks reduced to 10 Marks)

First Examiner Marks

Second Examiner Marks

First Examiner Marks

Second Examiner Marks

20

Total 1.c Marks

Component - 2: Examination
Examination

Max Marks

Written examination

100

Written examination marks reduced to 50 Marks

Component-1: Assignment

Module Marks Tabulation

First Examiner
Second Examiner Marks

1.A
Result

1.B
1.C
Component-1 Total

Pass

Fail

Component-2: Examination

Pass

Fail

Pass

Fail

Module Marks (Max 100 )

IMPORTANT: 1. Component 1 and 2 total marks have to be rounded off to the next higher integer and entered in the above fiel ds.
2. A minimum of 40% required for a pass in both components.

Signature of First Examiner

Signature of Second Examiner

Please note:
1. Documental evidence for all the components/parts of the assessment such as the reports, presentation slides, posters, laboratory
exam / tool tests are required to be attached to the assignment report in a proper order.
2. The First Examiner is required to mark the comments in RED ink and the Second Examiners comments should be in GREEN ink.
3. The marks for all the questions of the assignment have to be written only in the Component -1: Assignment table.
4. The individual question marks have to be entered on the table of the Answer book for written exam and only the total marks are
entered in Component-2: Examination table.
5. The First Examiner (Module Leader) has to submit the following to Examination and Assessment Section after the review process:
Assignment documents, Grade-sheet data file and Module marks card (PMAR).
6. If the variation between the marks awarded by the first examiner and the second examiner lies within +/- 3 marks, then the marks
allotted by the first examiner is considered to be final. If the variation is more than +/- 3 marks then both the examiners should resolve
the issue in consultation with the Chairman BoE .

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HRM503

Assignment
Instructions to students:
1.
2.
3.
4.
5.
6.
7.
8.

The assignment consists of 3 parts

The assignment has to be neatly word processed as per the prescribed format
The maximum number of pages should be restricted to 35
Use only SI units
Submission Date: 23rd April 2015
Submission after the due date is not permitted
Method of evaluation as per the submission and marking scheme
At the end, you are required to comment on a. Benefits you have derived by solving this assignment
b. Whether assignment was able to assess module learning outcomes or not?
9. IMPORTANT: It is essential that all the sources used in preparation of the assignment must be
suitably referenced in the text (Harvard Style)

Part A Debate on need of Japanese HRD concepts

Human Resource Development (HRD) is a key subset of HRM. It plays a vital role in aligning the skills of
the employees with vision and mission of the organisation.
After globalisation many Japanese organisations, which started their business in India, also brought in
their (Japanese) management concepts for HRD. Japanese focused on skill development & team work
for introducing concepts like Kaizen, TQM, Policy Deployment, Voice of Customer etc resulting
increased productivity and growth. Many Indian organisations benefited from adopting these concepts.
On the contrary, organisations like AMUL, TATAs, Reliance and many more in India, have been
successful in their indigenous HRD effort.
In the light of the above, debate on the topic
Japanese HRD concepts are necessary for organisations in India to be successful
Bring out your well-researched views to support or oppose the above statement.
Provide ample justification with real-life examples to highlight the role of HRD in:
Team Work
Achieving Vision & Mission of the organisation
Building a positive work environment
30 Marks

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HRM503

Part B Case Study on HR Restructuring in Coco Cola and Dabur (Abstract)

HR Restructuring - The Coca Cola & Dabur Way
Abstract
Coca Cola:
It all began with Coca Cola India's (Coca-Cola) realization that something was surely amiss. Four CEOs
within 7 years, arch-rival Pepsi surging ahead, heavy employee exodus and negative media reports
indicated that the leader had gone wrong big time. The problems eventually led to Coca-Cola reporting
a huge loss of US $ 52 million in 1999, attributed largely to the heavy investments in India and Japan.
Coca-Cola had spent Rs 1500 crore for acquiring bottlers, who were paid Rs 8 per case as against the
normal Rs 3. The losses were also attributed to management extravagance such as accommodation in
farmhouses for executives and foreign trips for bottlers.
Following the loss, Coca-Cola had to write off its assets in India worth US $ 405 million in 2000. Apart
from the mounting losses, the write-off was necessitated by Coca-Cola's over-estimation of volumes in
the Indian market. This assumption was based on the expected reduction in excise duties, which
eventually did not happen, which further delayed the company's break-even targets by some more
years.
Changes were required to be put in place soon. With a renewed focus and energy, Coca-Cola took
various measures to come out of the mess it had landed itself in.
Dabur:
In 1998, the 114 year old ayurvedic and pharmaceutical products major Dabur found itself at the
crossroads. In the fiscal 1998, 75% of Dabur's turnover had come from fast moving consumer goods
(FMCGs). Buoyed by this, the Burman family (promoters and owners of a majority stake in Dabur)
formulated a new vision in 1999 with an aim to make Dabur India's best FMCG company by 2004. In the
same year, Dabur revealed plans to increase the group turnover to Rs 20 billion by the year 2003-04.
To achieve the goal, Dabur benchmarked itself against other FMCG majors viz., Nestle, ColgatePalmolive and P&G. Dabur found itself significantly lacking in some critical areas. While Dabur's priceto-earnings (P/E) ratio was less than 24, for most of the others it was more than 40. The net working
capital of Dabur was a whopping Rs 2.2 billion whereas it was less than half of this figure for the others.
There were other indicators of an inherently inefficient organization including Dabur's operating profit
margins of 12% as compared to Colgate's 16% and P&G's 18%. Even the return on net worth was
around 24% for Dabur as against HLL's 52% and Colgate's 34%.
The Burmans realized that major changes were needed on all organizational fronts. However, media
reports questioned the company's capability to shake-off its family-oriented work culture.
With reference to the HR Restructuring Case Study, answer the following.
1. Outline your learning from the case with respect to:
a. The organisational structure of Coca Cola and Dabur

(2+2 Marks)

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HRM503

b. Identify and analyse the factors responsible for the restructuring of human resources in Coca
Cola and Dabur
(4+4 Marks)
2. Compare and discuss the performance appraisal and compensation planning employed by Coca
Cola and Dabur
(6+6 Marks)
3. Identify an organisation* like Dabur, which used proactive approach to HRD. Discuss and comment
on the initiatives taken and the outcome.
(6 Marks)
Please Note
Abstract of the case study has been provided above for your reference
Please refer the following URL for the complete case study
http://www.icmrindia.org/free%20resources/casestudies/Human%20Resource%20and%20Org
anization%20Behavior%20freecasep1.htm
*Please choose the organisation in consultation with Module Leader.
30 Marks

Part -C
1. Suppose you are appointed as an HR Manager of a Cement manufacturing company. You are
assigned the task of developing a training plan for Finance for Non-Finance Executives.
Explain the steps involved in developing the training plan. Suggest a method for evaluating the
success of this training program.
2. Organisations* today are adopting new methods for performance management and
compensation management. Perform comparative analysis of 3 such methods addressing the
following.
New methods for performance management and compensation management from literature
Evaluation of each method
Suitability of each method to the Indian context
(*Please choose the organisation in consultation with Module Leader ).

35 Marks

Guidelines for Submission

Citation of the references in the text is necessary in all the parts
Restrict your report for Part-A to 3 pages only
Use of figures could be avoided in Part-A
Divide your discussions clearly as per the sections mentioned above
Restrict your report for Part-B and C to a maximum of 15 and 10 pages respectively
Divide your discussions clearly as per the sections mentioned above and draw the conclusion at
the end of each section
Please note: Marks will be awarded only to the sections and sub-sections clearly indicated as
per the problem statement
A presentation on the assignment should be given to the Examiner in MSRUAS format only