Human Resource Management - ADL-09-

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Assignment - A
Question 1. What is a profession? Is personnel a profession in India? Discuss with
reasons.

Answer: A simple way of describing profession is - an occupation requiring advanced

learning. The central theme of any profession is unselfish service to mankind. In India
Personnel has come emerge as a full-fledged profession, due to increasing pressing reasons,
which are as follows:

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Question 2. Why is change always resisted in the Organization? What measures would
you recommended to minimize resistance?

Question 3. What is Human Resource Planning (HRP)? Discuss the purposes and
process of HRP?

Question 4. Write short notes on any three of the following:

(a) Job evaluation
(b) Job analysis
(c) Recruitment
(d) 360 degree performance appraisal
(e) Collective bargaining

Question 5. What is ‘Career’ and why is career Planning becoming more important in
today's competitive world?

Question 6. Why are employees often unhappy with the performance appraisal done in
the Organization? Discuss the important errors that can happen during
performance appraisal.

Assignment - B
Question 1. Discuss the need for training and development. Describe how training needs
are assessed?

Question 2. What is the salary structure? How is it designed in a private industry?

Question 3. What are the ideal features of an effective incentive scheme?

Question 4. Discuss the measures for occupational health and safety at enterprise level
and explain the role of top management, unions and workers in this regard.
Question 5. Write short notes on any three of the following:
a. Minimum wage and need based minimum wage.
b. Factories Act, 1948
c. Workmen's Compensation Act, 1923
d. Motivation and job satisfaction
e. MBO

Case Study
Shivani Exports

Chief buyer Ms Radha Shaluja, called the management trainee, Ms Mridhula Bansal, into her
office, “Mridhula, you have been with us only for six months but in that time you have
progressed very well. I am delighted with your work and I appreciate the efforts you have put
into it”. Mridhula was pleased. When she had come to Shivani Exports, fresh out of the
Management College, she had lot of inhibitions about joining an export house. The job was
different from what she had expected, with long hours of working and little glamour. But
now she has been there for six months and was getting adjusted to routine life. Her immediate
boss Radha had said that she was doing well.

Three months later, however, Mirdhula was in for a surprise. When an opening for the post of
Dy. Chief Buyer occurred in Shivani Exports someone else was hired. No one even
mentioned the opening to Mridhula. She was never considered. Upset and annoyed Mridhula
went to visit her friend Ramesh Gupta, a senior buyer in men's division. Ramesh was
someone in whom Mridhula could confident. ” My boss Radha Shaluja said, I was doing well
and I have great future here”. I just could not understand why the management did not even
consider me for promotion. “Well, for one thing” Ramesh said “You are not ready yet”. “That
is not true” Mridhula responded. “I have worked hard for the last nine months and learnt
everything there to know about fabrics, inventory control, fashion forecasting and buying.
What else is there to learn"? “I thought you knew the policy of this company, Mridhula”,
Ramesh began hesitantly, “Shivani Exports wants to be a fashion leader. Buyer should how to
get the. best items for the cheapest price.It also takes creativity and in- depth knowledge of
the market- such as finding new fashion items that will be a big hit. You have to be ahead of
the customers. Anticipate their needs and generate their needs. You competent, Mridhula, but
you have not come up with any ideas so far”.

Mridhula was disappointed. She walked dejectedly out of Ramesh's office. The next day
Mridhula phoned in sick. Over the next few months, her performance gradually declined and
she made several purchasing and accounting errors. Concerned that Mridhula was failing to
meet minimum performance standards, Radha asked what was wrong? “Oh, nothing”
Mridhula answered. “It is just that I don't feel like working so hard if I am not going to get
rewarded”.

Question 1. How would you evaluate the performance Appraisal System at Shivani
Exports?

Question 2. What can Radha do now to restore Mridhula's motivation and get her back’
on track?
Question 3. What mistakes, if any, did Ms Radha and Shivani Exports make with
respect I on Human Resource Management?

Case Study
Grass- Cutter V s. Gas Cutter

In one public sector undertaking with a chequered past, a line manager was appointed as the
Chief of personnel. Within a year after taking up the assignment, he had to sign a wage
agreement with the workers’ union. The union at that time was dominated by non technical
staff. The union's charter of demands favoured in the interests of its dominant member
groups. It asked for a significant revision in gardener's pay, but was not equally vocal in
pressing for the increase in the pay scales of workers in certain technical grades. The
management conceded these demands because the union cooperated with them keeping the
burden o(the pay revision well within the guidelines of the Bureau o[public Enterprises
(BPE).

Once the agreement was signed and communicated to employee / members by the
management and the union respectively, there was commotion among the technical staff.
They walked out of the union, formed a separate technical staff union and marched round the
company premises holding placards, which read, “Here grass cutters get more than the gas
cutters”. In the engineering assembly unit, till the pay revision occurred, welding was a
highly rated job. But not any longer, now gardeners get more than welders.

Question 1. What happens if grass-cutters get more than gas cutters?

Question 2. Evaluate the pros and cons of the approach of both the management and
union in this incident?

Question 3. List the lessons learnt. Suggest a way out of the problem on hand?

Assignment - C
1. Every management level requires interaction with the people. A manager with the ability to
build a work atmosphere approval and security to work effectively as a group and to build
cooperative effort within the team he would be known to be an expert in:
a) Organisation skill
b) Leading skill
c) Planning skill
d) Human skill

2. The ability to see the organisation as a whole and being aware how changes in anyone part
of the organisation effect all the other parts is known as
a) Leading skill
b) Human skill
c) Conceptual skill
d) Organising skill
3. A system in which the level of equilibrium between is always dynamic may be termed as:
a) An open system
b) A closed system
c) A system which is self sufficient and self regulatory
d) All of the above

4. In an organisational situation, a higher goal which is common to all even in a conflict

situation may be termed as:
a) Super ordinate goal
b) Conflict aftermath
c) Organisational goal
d) All of the above

5. An organisation structure in which a personis accountable to two bosses at the same time is
called:
a) Geographical Organisation
b) Functional Organisation
c) Product Organisation
d) Matrix Organisation

6. A plan can not be said to exist unless:

a) It has been reduced to writing
b) It has been signed by the chairman
c) It has been conveyed to all managers
d) Commitment of resources, direction, or reputation has been made.

7. The managerial function of staffing means:

a) Hiring people for the organisation
b) Filling, and keeping filled, positions in the organisation structure
c) Right man for the right job
d) Maintaining good relationship between staff and line personnel

8. 7-S Framework is utilized for evaluation of:

a) Strength & weakness of a corporate entity
b) Quality Control status of an organisation
c) Market shares of a firm
d) Production capacity of an industrial unit.

9. BCG Matrix is a
a) Method for inventory control
b) Strategic Planning Tool
c) Method of evaluating critical area in PERT
d) Tool for determining motivation

10. Synergy is
a) Energy created due to motivation
b) Enhanced power output of a generating set
c) Benefits of vertical integration and related diversification
d) Wrongly spelled out word
11. (2 + 2 = 5) effect is often used to indicate:
a) Error in mathematical problems
b) Synergy
c) Enhanced skills
d) Better management control and supervision

12. Which one of the following is not a component of McKingsy's 7-S Framework?
a) Staff
b) Skills
c) Shared Value
d) Sale

13. SWOT Analysis (TOWS Matrix) is a modem management tool tor:

a) Inventory control
b) Production scheduling
c) Human Resource Development
d) Developing of alternative strategies during planning

14. As per Standford Research Institute 12% of effective management strategy is knowledge
and 88% is
a) Motivating people
b) Managing Resources
c) Material and Machine management
d) Dealing appropriately with people

15. According to the findings of Management Development Institute survey we could

improve productivity, without extra finance or new technology if we could improve
leadership abilities of our executives by:
a) 10 per cent
b) 20 per cent
c) 30 to 40 per cent
d) 45 per cent

16. Effective communication means:

a) 20 % per cent listening
b) 50 per cent listening
c) 50 per cent reading
d) 50 per cent speaking

17. HRA stands for (in corporate management):

a) Human Resource Assessment
b) Human Resource Audit
c) Human Resource Allowance
d) Human Resource Approach

18. Conflict is:

a) Always destructive
b) Always constructive
c) Never constructive
d) Could be destructive and constructive
19. Job Evaluation is a technique which aims at:
a) Establishing fair and equitable pay structure
b) Analysing of requirement of updating technology
c) Assessing safety requirement of jobs
d) Improving productivity

20. Induction or orientation is an integral part of:

a) Training
b) Selection
c) Recruitment
d) Neither of the above

21. Conflicts in work environment could be classified as under (Tick mark wrong one)
a) Perceived conflict
b) Apparent conflict
c) Manifest conflict
d) Latent conflict

22. Industrial Dispute Act, 1947 provides the following industrial relations machinery for
resolution of conflicts: (Tick mark wrong one)
a) Negotiation
b) Conciliation
c) Mediation
d) Arbitration

23. Qualitative dimensions of Human Resource Planning are (Tick mark incorrect one):
a) Education and Training
b) Health and Nutrition
c) Equality of opportunity
d) Fair Wages

24. In stress Management stress underload is called:

a) Rust out stress syndrome
b) Bum out stress syndrome
c) Optimum stress level
d) Coping with strenuous

25. What can an organisation do to alleviate stress (Tick mark wrong one)
a) Undertakes stress audit
b) Use scientific input
c) Spread the message of stress awareness
d) Organise job evaluation

26. The power of a person derives from the closeness to a powerful person is known as:
a) Authority
b) Emotional power
c) Expert power
d) All of the above
27. The saying “Give a man fish, He will eat it; Train a man to Fish, He will feed his family”
is used in relation to which management activity?
a) Motivation
b) Recruitment
c) Training
d) Production

28. Performance review is done to

a) Reward work done
b) Focus on areas requiring improvement
c) Giving appropriate feed back to individuals
d) All of the above

29. Free exchange of help between the employee and the supervisor, taking help from his
employee and as much as giving them the needed help the support may be termed as:
a) Trust
b) Communication
c) Mutuality
d) The Dyad

30. When a young person joins an organisation he needs some senior person in whom he can
confide and get advice and support. Such relationship may be called:
a) Mentoring
b) Counselling
c) Listening
d) Understanding

31. Counselling is
a) Helping the employee to grow and develop
b) Giving him feed back
c) Reading his performance report
d) Explaining legal implications.

32. The term OCT AP AC is used in relation to which of following:

a) Organisational Development
b) Organisational culture & climate
c) Quality Control
d) Marketing synergy

33. Line Managers are:

a) Supervisors
b) Staff authorities
c) Managers with authority
d) Production & Marketing Managers to direct operations in their spheres of activity

34. The methods of recruitment may include:

a) Internal
b) Direct
c) Indirect and Third Party
d) All of the above.
35. Which of the following is not a typical Rater error?
a) Average behavior
b) First Impressions
c) Central Tendency
d) Halo effect

36. Spillover Effect in Rater Errors means:

a) Rating is influenced by the most recent Behavior
b) Basing the entire appraisal on the basis of one perceived positive equally
c) Allowing past performance to influence how present performance is evaluated
d) Ratee may be rated very strictly.

37. Key result areas are usually termed as:

a) Objectives
b) Mission
c) Goals
d) KRAs

38. The logical and possible sequences of positions that could be held by an individual based
on what and how people perform in an organisation is called:
a) Career
b) Career Anchors
c) Career Path
d) Succession Planning

39. “In-Basket” Technique is used in

a) Production
b) Marketing
c) Training
d) Accounting

40. The Act which aims to ensure regular and prompt payment of wages and to prevent the
exploitation of wage earners by prohibiting arbitrary fines and deductions is called:
a) The Equal Remuneration Act, 1976
b) The Payment of Bonus Act, 1965
c) The minimum Wages Act, 1948
d) The Payment of Wages Act, 1936