ADL 09 Human Resource Management V1

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ADL 09 Human Resource Management V1
Assignment – A
Question 1. What is a profession? Is personnel a profession in India? Discuss
with reasons.
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?

iscuss 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
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
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
(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) Counseling
(c) Listening
(d) Understanding
31. Counseling 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
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
(c) Allowing past performance to influence how present performance is
(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

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