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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
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.
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.
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.
4. Define and discuss the need for Human Resource Planning in an
organization. Briefly discuss various approaches to HRP
5. Write short notes on any three of the following:
(a) Training methods
(b) Value determinants of HRP
(c) Human Resource accounting
(d) Labour Market Behavior
(e) Promotion and Reward Policies
SECTION B
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.
2. Define and describe Job Analysis. Briefly discuss several methods in
which information about a job is collected and evaluated.
3. What is the purpose and process of recruitment function? Discuss
various methods of sourcing manpower.
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.
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
(a) Was the management justified in taking a decision to recruit a
qualified and experienced person from outside as Deputy Chief Quality Controller?
(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?
(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?
(d) How would you react to the management's scheme for quarter allotment
and why?
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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:
(i) Identify the issues related to manpower planning as evident in the
case.
(ii) Discuss the strategies to tackle the percentage of internal
promotion at the organizational level.
(iii)What type of additional training programmes should be imparted for
direct entrants?
(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?
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