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MBA Sample Paper - Management of Human Resources
(Paper 1)
MS 02 Management of Human Resources
Note : (I) There are two Sections A and B. (ii) Attempt any three questions from section A. Each question carries 20 marks (iii) Section B is compulsory and carries 40 marks.
Section A
1. Trace the evolution of Human Resource Management. Discuss the strategic and political perspectives of HRM.
2. Why is human resource planning important ? Discuss the process of human resource planning.
3. Discuss the competency approach to job analysis. Briefly describe any two methods of competency mapping.
4. Discuss training need evaluation and describe various training evaluation techniques.
5. Write short notes on any three of the followng :
a) Performance coaching
b) Human Resource Information System
c) Fringe benefits
d) Industrial democracy
e) Outsourcing
Section B
6. Please read the following two cases and answer the questions given at the end of each.
(A) Case Study
Mr. Ramchandran is the Chief Executive of ABC Limited Recently, it was decided by the Board ot Directors that it would be profitable fot the corporation to set up a separate Marketing Department. Mr. Ramchandran has been directed to pick up a person who he feels is capable of heading the departrnenl. and then puting this person in charge of getting the department on its feet. After considering a number of good men Mr. Ramchandran has narrowed the field down to two possible choices : Rajesh Mehta and Pramod Kumar.
Rajesh Mehta has a good track record with the company. He was hired eight years ago, and through the years he has shown a good deal of drive and initiative in all of his endeavours. He is an aggressive young man, and has received the nickname of 'go-getter' in his department. Although Mehta seems to be more concerned at times with ends rather than means,'he is very efficient and is considered a good leader by those who work under him. As one worker stated. "Although he can get rough with you at times, you always know where you stand with him, and when you have done a good job, he lets you know it." Mehta is also credited with accepting full responsibility, in all cases, and making quick decisions when action is called for.
Pramod Kumar has been with the company for eleven years. He is well liked by all in his department and his work is first rate. Kumar's leadership style differs from Mehta's in that Kumar is not as aggressive and quick to act as Mehta. Before Kumar makes a decision, he generally consults others who he feels can contribute further information on a given subject. This often includes those who work under him. Those who work under Kumar consider him a good leader, and state that the atmosphere of participation produced by Kumar really encourages their utmost individual output while on the job. This can be seen by the production increase which soon occurred when Kumar became the head of his work force.
Questions
(a) If you were Mr Ramchandran whom would you select as the head of the Marketing Deptt. ? why ?
(b) Will you give any weightage to the length of service in the organization ? Why ?
(B) Case Study
Raghav Chemicals Ltd. has planned for computerization of nearly 50 per cent of the production operations and control. Ii has taken care of all resources in the computerization plan including human resources- The present inventory of human resources and future requirements of the production department were specified as given hereunder.
Category of Human Resources Present lnventory Requirements after Computerisation Surplus
Chemical engineers (Operation) 15 8 7
Chemical engineers (Maintenance and control) 10 6 4
Mechanical engineers (Maintenance) 2 2 0
Snpervisors 10 2 8
Operators 30 10 20
Quality conirollers 5 1 4
72 29 43
The human resource planners suggested the redeployment of chemical engineers in their newly started sister concern, i.e., Laxman Paper Mills Ltd., and retrench surplus of employees of all other categories. They also recommended to the management that there was no need for further recruitment or for any other action plan.
The computerization was over by the end of 1998. When the management wanted to start the production on the newly computerized process, it was shocked to note that not many employees in the production department were suitable to the new jobs and the information supplied by the human resource planners in this regard did not match with the reality.
Questions :
a) Identify the problem in this case
b) To what extent are the human resource planners responsible for the present state of affairs ?
c) What should the management do now to deal with the problem taking into account both the short-term and long term perspective ?
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