mn PG-921 Il Semester M.B.A. Degree Examination, July 2016 (CBCS) MANAGEMENT 2.4: Human Capital Management Time : 3 Hours Max. Marks : 70 Instruction: Answerallthe Sections. ‘SECTION-A Answerany five of the following questions. Each question carries marks. (5x5=25) 41. Explain the functions of HRM. 2, Distinguish between Job Analysis and Job Evaluation. 8, Discuss the importance of training in an organization. 4, What is 360° Appraisal ? Discuss. 5, Explain the grievance handling process of Indian Companies. 6. Discuss the scope of strategic HRM. 7. Explain the need and importance of PMS. SECTION-B Answerany three ofthe folowing questions. Each question carries 10marks. (3x10=30) 8, Brielly explain the contemporary issues in HRM. 9. What do you mean by HRP ? Explain the factors influencing HRP. 10, Discuss the methods of Management Development Programs. 11. Explain the recent trends in Compensation Management in India, P10.PG-921 SECTION-C Compulsory Question (115215) Case Study ‘One Monday moming Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal waiked into the sales ofice at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavan’s job consisted of overseeing the work of sales officers, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years ~ thanks to the developmental initiatives taken by respective State Governments in spreading computer education in ofices, schools, colleges, banks. and other institutions. Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk. Thereatter Raghavan excused himself and did not return, Sanjay spent the whole day scanning the material and at 5.00 p.m. he picked up his things and went home. Questions: 1) What do you think about Raghavan's training programme ? 2) What types of sales training programme would you suggest ? 38) What method of training would have been best under the circumstances ? ‘Would you consider OJT simulation or experiential methods ?0 PG - 992 Il Semester M.B.A. Degree Examination, June/July 2015, (CBCS Scheme) MANAGEMENT 2.4: Human Capital Management Time : 3 Hours ‘Max. Marks : 70 SECTION-A Answer any five of the following. Each question carries fivemarks. The answer must be written in notmore than 250 words. (5x5=25) 41. Why do we need ob analysis and job description in an organization ? Analyse the changing concept of HRM in India. How does career planning contributes to employee satisfaction ? Discuss the role of technology in training of employees in organizations. gs eN What are Key Result Areas (KRAs) in performance management system in organizations ? 6. Whether trade unions are relevant today also? 7. What are the barriers to strategic human resource management ? SECTION-B Answerany three of the following. Each question carries ten marks. The answer ‘must be written in not more than 500 words. (8x10=30) 8. Discuss any five contemporary HR practices in Indian organizations. 9. Explain factors that influence human resource planning, 10. Explain the differences between performance appraisal and performance management system, 11. Analyse the components of employee and executive compensation. Pro.PG-992 nua SECTION-C 12, This is acompulsory case study. Read it and answer the questions given at the end. It carries fifteen marks. (od PRATHAMESH STEEL (PVT)LTD. Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr, Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. At this time, though the number of workers increased to about 500, labour tumover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high. He also made some arrangements for increment earings based on merit rating on seniority. Yet labour tumover and absenteeism continued at a high rate. On investigation, itwas found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When ‘something was found wrong, he was scolding the employees but no attempt was ‘made to find the case of faulty work. Meanwhile, labour unrest developed, The ‘worker began to complain about working on Saturdays and not having either ime ‘or facilties change from work clothes to original dresses after work, about toilet facilites etc. Some ofthe claims were not found sufficiently justified or easy to meet. Mr. Bapat offered to workers as compensation, a new rise in wages with ‘more liberty in allowing vacation time all of which the company could well afford. Question: |) Were the steps taken by Mr. Bapat tight under the circumstances ? li) What kind of attitude is needed on the part of HR Department towards such challenges ? il) What concepts of human capital management are applicable inthis case and how?