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Subject Code-B102

Section A: Objective Type & Short Questions (30 marks)

 This section consists of Multiple Choice and Short Answer type questions.

 Answer all the questions.

 Objective Question carries 1 mark each &Short Question carries 5 marks each.

Part One

Multiple Choices:

1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others

a. Geocentrism

b. Polycentrism

c. Ethnocentrism

d. Egocentrism

2. It is the systemic study of job requirements & those factors that influence the performance of

those job requirements

a. Job analysis

b. Job rotation

c. Job circulation

d. Job description

3. This Act provides an assistance for minimum statutory wages for scheduled employment

a. Payment of Wages Act, 1936

b. Minimum Wages Act, 1948

c. Factories Act, 1948

d. Payment of Gratuity act, 1972

4. __________ is the actual posting of an employee to a specific job

a. Induction

b. Placement

c. Attrition

d. None

5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as

a. Training

b. Development

c. Education

d. Mentoring

Examination Paper of Human Resource Management

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IIBM Institute of Business Management

6. Change that is designed and implemented in an orderly and timely fashion in anticipation of

future events

a. Planned change

b. Technology change

c. Structural change

d. None

7. It is a process for setting goals and monitoring progress towards achieving those goals

a. Performance appraisal

b. Performance gap

c. Performance factor

d. Performance management system

8. A method which requires the rates to provide a subjective performance evaluation along a scale

from low to high

a. Assessment centre

b. Checklist

c. Rating scale

d. Monitoring

9. It is the sum of knowledge, skills, attitudes, commitment, values and the liking of the people in an

organization

a. Human resources

b. Personal management

c. Human resource management

d. Productivity

10. A learning exercise representing a real-life situation where trainees compete with each other to

achieve specific objectives

a. Executive development

b. Management game

c. Programmed learning

d. Understudy

Part Two:

1. What is the importance of Career Planning in industry?

2. List the various features of HRM.

3. How can you explain the concept of Performance Appraisal?

4. Differentiate between on- the- job and off- the- job training.

END OF SECTION A

Examination Paper of Human Resource Management

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IIBM Institute of Business Management

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 150-200 words).

Caselet 1

Uptron Electronics Limited, is a pioneering and internationally reputed firm in the electronics

industry. It is one of the largest firm in the country. It attracted employees from internationallyreputed

institute and industries by offering high salaries, perks, etc. It has advertized for the position

of an electronic engineer recently. Nearly 150 candidates applied for the jobMr. Sashidhar, an

electronics Engineering Graduate from the Indian Institute Of Technology with 5 years 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 Uptyron Electronics Ltd., on 21st January, 2002, with greater enthusiasm. He

also found his job to be quite comfortable and a challenging one and he felt it was 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

superior subordinate relations, rate of employee turnover, especially at higher level But he decided to

stay on as he has 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 overloaded 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 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 is wrong with the recruitment policy of the company?

2. Why did Mr. Sashidhar’s resignation surprise the General Manager?

Examination Paper of Human Resource Management

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IIBM Institute of Business Management

Caselet 2

The contexts in which human resources are managed in today's organizations are constantly,

changing. No longer do firms utilize one set of manufacturing processes, employ a homogeneous

group of loyal employees for long periods of time or develop one set way of structuring how work is

done and supervisory responsibility is assigned. Continuous changes in who organizations employ

and what these employees do require HR practices and systems that are well conceived and

effectively implemented to ensure high performance and continued success.

1. Automated technologies nowadays require more technically trained employees possessing

multifarious skills to repair, adjust or improve existing processes. The firms can't expect these

employees (Gen X employees, possessing superior technical knowledge and skills, whose attitudes

and perceptions toward work are significantly different from those of their predecessor organizations:

like greater self control, less interest in job security; no expectations of long term employment;

greater participation urge in work activities, demanding opportunities for personal growth and

creativity) to stay on without attractive compensation packages and novel reward schemes.

2. Technology driven companies are led by project teams, possessing diverse skills, experience and

expertise. Flexible and dynamic organizational structures are needed to take care of the expectations

of managers, technicians and analysts who combine their skills, expertise and experience to meet

changing customer needs and competitive pressures.

3. Cost cutting efforts have led to the decimation of unwanted layers in organizational hierarchy in

recent times. This, in turn, has brought in the problem of managing plateau employees whose careers

seem to have been hit by the delivering process. Organizations are, therefore, made to find alternative

career paths for such employees’

4. Both young and old workers, these days, have values and attitudes that stress less loyalty to the

company and more loyalty to oneself and one's career than those shown by employees in the past,

Organizations, therefore, have to devise appropriate HR policies and strategies so as to prevent the

flight of talented employees

Question:-

1. Discuss that technological breakthrough has brought radical changes in HRM.

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 150-200 words).

1. Several types of interviews are commonly used depending on the nature & importance of the

position to be filled within an organization. Explain the different types of Interviews.

2. How would you explain Organizational Change and Development?

END OF SECTION C

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