Personnel Management IIBM EXAM ANSWER SHEETS PROVIDED. MBA EMBA BMS DMS ANSWERS PROVIDED. DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiple Choice questions & short notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Goal setting theory is developed by________
a. Vroom
b. Edwin Lock
c. Alderfer
d. Herzberg
2. Vertical enlargement of a job by adding responsibility and opportunity for personal
growth, is referred as___________
a. Quality Circle
b. Work Redesign
c. Job Enrichment
d. Job Enlargement
3. It is the process by which data in regard to each job is systematically observed and noted.
a. Job Enrichment
b. Job Enlargement
c. Job Analysis
d. Job Description
4. The primary purpose of training is to establish a sound relationship between the worker
and his__________
a. Employer
b. Incentive
c. Knowledge
d. Job
5. On the job oriented training method include_________
a. Job Rotation
b. Brain Storming Sessions
c. Guidance
d. All of the Above
6. The performance appraisal that evaluates performance from the monetary returns the
employee yields to his organization, is termed as__________
a. Critical Incident Method
b. Forced –choice Method
c. Cost- Accounting Method
d. Forced-distribution Method
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7. MBO stands for ___________
a. Management of Objectives
b. Management by Objectives
c. Management with Objectives
d. Managers with Opportunity
8. Upward reassignment of an individual in an organization’s hierarchy , accompanied by
increased responsibilities, Status etc, is referred as________
a. Separations
b. Transfer
c. Promotion
d. Demotion
9. Any wage cost not directly connected with employees productive effort, performance,
service or sacrifice, is called_________
a. Compensation
b. Fringe Benefits
c. Incentives
d. Allowances
10. The level of participation in which the council is consulted on such matters as welfare
programs and method of work and safety.
a. Consultative Participation
b. Informative Participation
c. Associative Participation
d. Decisive Participation
Part Two
1. Difference between Job Description and Job specification?
2. Explain the role of HRM in strategic Management.
3. Describe the Techniques of Job Design.
4. Explain the process of Selection.
END OF SECTION A
Section B: Caselets (40 Marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Uptron Electronic Limited is a pioneering and internationally reputed firm in the Electronics
industry. It is one of the largest firms in the country. It attracted employees from internationally
reputed Institutes and Industries by offering high salaries, perks, etc. It has advertised for the
position of an Electronic Engineer recently. Nearly 150 candidates applied for the job. Mr.
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Sashidhar, an Electronic Engineering Graduate from Indian Institute of Technology with 5years
working experience in a medium- sized electronics firm, was selected from among the 130
candidates who took tests and interview. The interview board recommended an enhancement in his
salary by Rs. 5,000 more than his present salary at his request. Mr. Sashidhar was very happy to
achieve this and he was congratulated by a number of people including his previous employer for
his brilliant interview performance, and wished him good luck.
Mr. Sashidhar joined Uptron Electronics Ltd. on 21st January, 2002, with great enthusiasm. He also
found his job to be quite comfortable and a challenging one and he felt it was highly prestigious to
work with this company during the formative years of his career. He found his superiors as well as
subordinates to be friendly and cooperative. But this climate did not live long. After one year of his
service, he slowly learnt about a number of unpleasant stories about the company, management, the
superiors as well as subordinates relations, rate of employee turnover, especially at higher level. But
he decided to stay on as he had promised several things to the management in the interview. He
wanted to please and change the attitude of management through his diligent performance, firm
commitment and dedication. He started maximizing his contributions and the management got the
impression that Mr. Sashidhar had settled down and will remain in the company.
After some time, the superiors started riding rough- shod over Mr. Sashidhar. He was over- loaded
with multifarious jobs. His freedom in deciding and executing was cut down. He was ill- treated on
a number of occasions before his subordinates. His colleagues also started assigning their
responsibilities to Mr. Sashidhar. Consequently there were imbalances in his family life, social life
and organizational life. But he seemed to be calm and contented. Management felt that Mr.
Sashidhar had the potential to bear with many more organizational responsibilities.
So the General Manager was quite surprised to see the resignation letter of Mr. Sashidhar along
with a cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The General
Manager failed to convince Mr. Sashidhar to withdraw his resignation. The General Manager
relieved him on 25th January, 2004. The General Manager wanted to appoint a committee to go into
the matter immediately, but dropped the idea later.
Questions:
1. What prevented the General Manager from appointing a committee?
2. What is wrong with the recruitment policy of the company?
Caselet 2
When Adite Technologies Ltd (ATL) moved one of their divisions to Bangalore, the branch
manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to
other local divisions. Ten of the thirty chose to stay and to be transferred to another division.
Madhuri was one of those. She was assigned to the computer moving-head division.
When Madhuri reported to the new job, Narender Kumar, her new supervisor told her he did not
know whether or not he would have a permanent position for her. For three days Madhuri sat and
watched other employees do their work. One Friday, Narender announced that their division had
received another big contract and he would brief Madhuri on her new assignment on Monday.
Madhuri arrived at 9:00 am Monday morning and waited anxiously to learn about the new job.
Narender did not arrive until 10:30. He was being briefed on the new contract; he said and would
not be able to meet Madhuri before lunch. At 1:30 pm Narender returned to show Madhuri the
operation, ‘we are reworking model 10-D and it only requires changing two spot welds. With this
jig, you can turn one out in about three to five minutes’. Narender added,’ B y the way will be the
quality control supervisor on this job. Just double Madhuri was given no idea how important the
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checks might be.
‘Please watch me’, said Narender Madhuri, taking up the welding torch. ‘Any one can do it easily’.
He repeated the operation five or six times. Madhuri tried it and experienced no difficulty. Neither
of them checked their reworked pieces with the blue print to see if they would pass the quality
check and as a result, Madhuri never checked any pieces after that demonstration. Narender did not
see again until Friday.
During the week several things happened. More than half the motors did not work correctly by the
time they reached the final assembly. It could not be determined whether the faulty motors were the
result of Madhuri’s work or the result of a lack of quality checks. A box of 20 parts had been
approved by Madhuri since her initials were on the inspection card, but she had not made the
necessary alterations. That was when Narender found time to talk to Madhuri again.
Questions:
1. What incidents showed that Narender was not performing a good job as a trainer?
2. How do you think Madhuri feels about Narender and about her new job?
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Define the concept of HRP? Explain the need and importance with their process?
2. What do you mean by Worker’s Participation in Management? Describe the purpose of
worker’s participation and effectiveness of worker’s participation?
END OF SECTION C
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Examination Paper MM.100
Compensation Management
Section A: Objective Type & Short Questions (30 marks)
This section consists of Multiple Choi ce questions & short note questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices
1. A ________ is a hierarchy of jobs to which wage rates have been attached.
a. Wage Level
b. Wage Structure
c. Wage Index
d. Wage Policy
2. It is the wage which is above the minimum wage but below the living wage.
a. Basic wage
b. Overtime
c. Fair wage
d. Compensation
3. It is the process of minimizing the physical and perceptual loads imposed on people engaged in
any type of work.
a. Motion Economy
b. Human Engineering
c. Value Analysis
d. Task Identity
4. It is the method which lists frequency of critical behaviors in an employee___________
a. Performance Appraisal
b. Performance Matrix
c. 360 degree feedback
d. Management by Objectives
5. A map to illustrate behavioral parameters requires in competent performance is___________
a. Competency Mapping
b. Balanced Score Card
c. Behavioral Observation Scale
d. Key Results Areas
6. In this type of team, team members are temporarily assigned some tasks to accomplish?
a. Cross functional Team
b. Hybrid team
c. Process Team
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d. Parallel Team
7. The practice of comparing compensation with other competing to offer a competitive pay
package t o employees, is refer as____________
a. Broadband Policy
b. Bench Marking
c. Retention Policy
d. None of the above
8. Any wage cost not directly connected with the employees’ productive effort, performance
service, is called__________
a. Allowances
b. Incentives
c. Fringe Benefits
d. Bonus
9. It is a company’s expenditure spent directly on employees excluding the cost of infrastructure.
a. Basic Salary
b. Cost to company
c. Allowances
d. Bonus
10. Strategy that provides overall guidelines for the organization is refer as___________
a. HR Strategy
b. Functional strategy
c. Corporate strategy
d. Operational strategy
Part Two:
1. Discuss the terms ‘wages’ and ‘salary’. What factors determine the wage structure in an
industrial enterprise?
2. Define job design. Briefly explain various technique of job design.
3. Briefly explain the Method of Job evaluation?
4. Write a short note on Fringe Benefits?
END OF SECTION A
Section B: Caselets (40 Marks)
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
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In 2001, a Chennai- based two- wheeler major introduced a bonus scheme for its employees.
Employees covered under this bonus scheme are evaluated through a three-tier process- (1) meeting
production schedules, 2) maintaining machines, and (3) reducing overtime, scrap and shipping errors.
In 2002, productivity surged, and some employees even added as much as 15 per cent to their
paychecks.
The two- wheeler company started facing competition from international players and also was riddled
in patent issues. A court order forced them to stop production of many models, causing significant
manpower restricting successive drop in sales, the company was forced to withdraw the bonus scheme,
and asked employees to be prepared for a financial structure, which would mean a reduction in their
benefits and perks. This message had a highly demoralizing effect on the employees and many efficient
designers and engineers left their jobs to join the competitors. The trade unions also took up the matter
as the workers only faced pay- cut while the senior management remuneration remained unchanged.
A portion of the employee compensation is paid as variable pay, of which bonus is a major part. Other
variable incentives are based on allocated weight age on group target achievement. To rationalize the
compensation cost, the company decided to further switch over to individual performance track record.
A formal announcement to this effect made the workers furious and led to workers protest, resulting in
production loss an a regular basis. The company made it clear to the employees that their behavior
would lead to the closure of the company, which would put them in financial and went on an indefinite
strike.
A few months later, the company obtained clearance from the court and the production of all the
premium high- selling brands, which was stopped earlier, could be resumed, as the patent issue was
found to be untenable. The company feels that the whole issue was masterminded by competitors to
poach valuable employees from the company.
Question:
1. Study the case and provide an alternative compensation design, which would redress the
problem faced by the two- wheeler major in Chennai.
Caselet 2
You are a Manager, the Financial Analysis department of Mendelssohn’s Insurance. Your assistant,
Denzil Worsnip, has worked for you two years. He is 24 years of age and joined Mendelssohn’s as an
‘A’ level entrant. He progressed through the support functions, from junior clerk to section head. He
showed such promise that the company sponsored him at evening classes to study for the accounting
technicians exams. He is over half way through this at the moment and is due to take his final exams in
9 months time.
His aim in joining your team was to use the job as a stepping tone to one of the sales teams. You were
not bothered that Denzil looked on the job in this way a you are all in favor of encouraging people to
get on.
In nay case, you know it is exceptionally difficult to get onto one of these sales teams, particularly
these days with the company placing so much emphasis on its graduate recruitment. You know he was
put out recently when the Unit Trust team hired a graduate trainee, as he had put a lot of effort into
chatting them up. Nevertheless, Denzil does not accept that the new recruit had an advantage in that he
is a qualified actuary.
Until a few months ago, Denzil had been an above average employee. He was always cheerful,
enthusiastic and willing. He also picked things up quickly. You used to have regular weekly team
meetings. You used to use these meetings to get suggestions on your new procedures. Denzil used to
make an excellent contribution to these meetings; he was always full of ideas. It is a shame that there is
now so little time for these meetings.
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You often used to give Denzil some one-off projects to do. He always handled them well and he was
always able to squeeze in the extra work. He was also quite prepared to work late time for these
meetings.
You often used to give Denzil some one-off projects to do. He always handled them well and he was
always able to squeeze in the extra work. He was also quite prepared to work late without overtime
pay. In the last few months, he seems to have really changed. The other day, he refused to take on a job
you wanted him to do. You remember that about four months ago, a similar thing happened. He
complained that he had enough to do and could not take on any more and that he was fed up of
working every day until 8’o clock. You were annoyed at this because you felt Denzil could take on the
extra work, he would just have to assess his priorities better. Anyway, it was only additional routine
work you wanted him to do. You knew he was too busy to do ant projects so you were doing this
yourself to keep the pressure off Denzil. As for all the overtime, partly, Denzil does go in for long
lunch breaks. Networking he calls it. The loss of one person has put additional pressure on the team,
but you feel you should most of it. The others just need to find more efficient working practices.
Denzil has also recently taken to being very off-handed to people. You have overheard him several
times being rude, both on the ‘phone and in person’ to pe ople from the business teams who ask him
for information or help. He has been very rude to you too and obviously completely fails to appreciate
the extreme pressure you are under. Last week, for instance, you got your team together to tell them
about the new procedure, you are implementing, Denzil sat there fuming and then started carrying on at
you for having drawn up this new procedure in secret and also claimed the procedure to be unworkable
and pointed out some faults. The faults he mentioned were valid. But they are easily rectifiable. You
know perfectly well that the new procedure is workable and it will save them all considerable time and
effort as it cuts out a layer of admin. Denzil is just being obstructive. Maybe he has girlfriend problem
and he is taking it out on the office?
Questions:
1. Identify aspects of Denzel’s behavior that indicate that he was well-motivated.
2. Identify those actions taken by the Manager that helped to motivate Denzil.
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 10 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. What is compensation management? What goals or objectives does it follow?
2. What do you understand by Motivation? Discuss the roles of rewards and incentives in
Motivation.
3. What is Incentives? Discuss the non-financial Incentives in detail?
END OF SECTION C
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