2005 Indira Gandhi National Open University (IGNOU) M.B.A Business Administration MS23 : HUMAN RESOURCE PLANNING Question paper for exam preparation. Question paper for 2005 Indira Gandhi National Open University (IGNOU) M.B.A Business Administration MS23 : HUMAN RESOURCE PLANNING Question paper, Exam Question papers 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2012 university in india question papers. SiteMap
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2005 Indira Gandhi National Open University (IGNOU) M.B.A Business Administration MS23 : HUMAN RESOURCE PLANNING Question paper

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2005 Indira Gandhi National Open University (IGNOU) M.B.A Business Administration MS23 : HUMAN RESOURCE PLANNING Question paper
MANAGEMENT PROGRAMME Term-End Examination

December, 2005

MS23 : HUMAN RESOURCE PLANNING

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note : (i) There are three Sections A and B.

(ii)Section A has two Sets I and II.

(iii)Set I is meant for the students who have registered for MS23 prior to July 2004 i.e. upto January, 2004.

(iv) Set II is meant for the students who have registered for MS-23 from July 2004 onwards.

(v) Attempt any three questions from Section A. All questions carry 20 marks each.

(vi) Section C is compulsory for all and carries 40 marks.


SECTION A

(Pre-Revised)

(Set I)

1. Define and differentiate between Job Analysis, Job Description and Job Evaluation. Select an appropriate job evaluation method and create a plan for evaluating jobs of scientists in different grades.

2. Discuss the role of indoctrination in organisations. How can Performance Appraisal, and Training and Development be made an integral part of Human Resource Planning ? Discuss.

3. Discuss the scope of Human Resource Audit. While auditing Reward systems for employees in a manufacturing organisation, which factors should be taken into account and why ? Explain with suitable examples.

4. Define and discuss the need for Human Resource Planning in an organisation. Briefly discuss various approaches to HRP

5. Write short notes on any three of the following :

(a) Training methods
(b) Value determinants of HRP
(c) Human Resource Accounting
(d) Labour Market Behaviour
(e) Promotion and Reward Policies

SECTION A

(Revised)

Set II

1. Define and discuss the objectives of Human Resource Planning at organisational level. How does it help in determining and evaluating future organisational capabilities, needs and anticipated problems ? Explain with suitable examples.

2. Define and describe Job Analysis. Briefly discuss several methods in which information about a job is collected and evaluated.

3. What is the purpose and process of recruitment function ? Discuss various methods of sourcing manpower.

4. How is monetary value assigned to different dimensions of Human Resources costs, investments, and worth of the employees ? Briefly explain Cost and Economic value approaches of measurement.

5. Write short notes on any three of the following :

(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory

SECTION C

6. Read the case given below and answer the questions given at the end.

Mr. Kapil Kumar and Mr. Abbas Ali were working in a scooter manufacturing public sector industry as Senior Quality Control Engineers in 1988. One post of Deputy Chief Quality Controller has fallen vacant due to the retirement of the incumbent and the management decided to recruit a qualified, knowledgeable and experienced professional from outside so that the present quality standard may be improved thus ensuring better marketability of their scooters in the face of stiff competition. Mr. Kapil Kumar, who was a mechanical enginer with about 15 years experience in the Quality Control Department dealing with mopeds and scooters, could have been promoted to fill the post on the basis of seniority. However, the management was looking for a graduate in statistics with experience in latest Quality Control (QC) techniques like statistical quality control, quality assurance and other related areas rather than a mechanical or automobile engineer with the routine experience in quality control. As such instead of promoting Kapil Kumar, the management advertised for the post of Deputy Chtef Quality Controller - since as per company rules it was DR (Direct Recruitment) vacancy also.

Selection of Outsider

Out of the applications received in response to the advertisement, six candidates were called for interview including the two internal candidates, Mr. Kapil Kumar and Mr. Abbas Ali. The person selected was an outsider, one Mr. Ratnam, who had over 12 years experience SQC, quality assurance etc., in the two-wheeler private manufacturing industry. Mr. Ratnam joined within 2 months time expeding that in his new position he would be the main controller for quality. However, after joining the organisation he came to know that he would be the second seniormost person in the hierarchy for controlling the quality and would be reporting to one, Kirpal Sing,. the Chief for Quality Controls. Mr. Kirpal Singh had come up to this post by seniority and was basically a diploma holder in automobile engineering. He had to his credit about 28 years of industrial experience, out of which 20 years were spent in Quality Control Department of two industries. He Joined the present organisation in its Quality Control Department and had 17 years experience in the organisation and was due for retirement within the next 2 or 3 years. On learning about the retirement time of Mr. Kirpal Singh, Mt. Ratnam had the consolation that he would be able to take up the position of 'Chief Controller of Quality' very soon.

Interference from Top

Ratnam could not put forth many good suggestions (for quality control) because of the interference and direct supervision of Kirpal Singh. He, however, could pick up a good deal of knowledge about the working of the company, the nature-and tendency of different production department heads particularly with regard to care for quality, organization for 'QC' in the company, the various components required for assembly of the company's two-wheeler scooter and the expected quality standards, drawback in the present system of quality controls. etc.

Right from the time the advertisement for the selection of Deputy Chief Quality Controller appeared, the O.A. (Officers Association) of the organization had been pressing the management to consider the case of Kapil Kumar for promotion to the above post based on his seniority in the organisation.

Meanwhile, the management obtained a licence in 1989 for producing Three-Wheeler Autos. As a result of this and the pressure from O.A., Ratnam was transferred to look after the Quality Control Department at the company's new Three-Wheeler plant, whereas Kapil Kumar was promoted as Deputy Chief Quality Controller in the present two-wheeler scooter plant in 1990 (after creating one additional post of Deputy Chief Quality Controller for the new Project).

In 1991, the State Govemment, which controlled the company in question, changed the Managing Director. During the regime of this new Managing Director, Kapil Kumar was promoted as Chief (Quality Controls) next year, when Kirpal Singh retired. This decision was based on the recommendations of Kirpal Singh and partly attributed to pressure from O.A., for further promotion of Kapil Kumar based on his vast experience in the Quality Control function of this industry. Abbas Ali rose to the position held earlier by Kapil Kumar.

Allotment of Company Quarters

The Company had its own township near the factory. Its quarter allotment scheme was based on the length of service, i.e., date of joining. Ratnam had asked for a suitable quarter at the time of interview and was thus allotted a tile quarter meant for the Senior Engineer's cadre. He learnt about this, after occupying the quarter. Ratnarn asked foy a change of Quarter - preferably a RCC-roof quarter, - but his request was turned down, since he had put in only few months of service whereas many others senior to him, on the beds of their longer length of service in the Company (having over 10 years service), were staying in tiled-roof quarters and were awaiting a chance for a RCC-roof quarter. Kapil Kumar and Abbas Ali were residing in RCC-roof quarters. Soon after Kapil Kumar's promotion to the post of Chief (Quality Controls), he was allotted a bungalow.

The management's decision in this case must be viewed in the contesxt of the downtrend in the demand for scooters and three-wheeler autos during 1993 following complaints from dealers about the deteriorating quality of components as also their short life. Notably the complaints had risen ten-fold in that year as compared to that in 1988.

Questions

(a) Was the management justified in taking a decision to recruit a qualified and experienced person from outside as Deputy Chief Quality Controller ?

(b) Was it in the interest of the organisation to transfer Ratnam to the new auto-wheeler plant and promote Kapil Kumar ? What could have prompted the management to take this decision ?

(c) How do you view the role of O.A.s in supporting only the local and internal candidates and overlooking the interests of direct recruits even when they were family members of the Association, particularly at a time, when the industry needed professionally qualified persons to fill key technical posts ?

(d) How would you react to the management's scheme for quarter allotment and why ?



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