HR01 Human Resource Management

Assignment No.I
Assignment Code: 2013HR01A1 Last Date of Submission: 15th April 2013 Maximum Marks:100

Attempt all the questions. All the questions are compulsory and carry equal marks.

Section-A Ques.1 Ques.2 What failures influence Human Resource Planning? Explain the process of HRP (Human Resource Planning) in large organizations. You are planning to set up a subsidiary in India and are trying to decide whether the managing director of the new facility should be a local Indian manager, an expatriate manager from your firms home country or a third country manager from elsewhere in your worldwide operations. On what basis would you make the decision? What is job analysis? What general guidelines should the HR specialist use when deciding how many and what sources of job information to use in a job analysis project? Does the Human Resource function in organizations in India enjoy strategic status? Discuss with suitable examples. Section-B Case Study: Looney Tunes on Parade Republic Insurance Company is a regional, all-purpose firm with offices in a three-state area. The central headquarters office houses the staff that plans and controls the field-office operations. Because the company is in such a competitive industry, sales play a very important role in Republics efforts. The group responsible for planning and controlling the sales effort of Republics three-state field force is the Strategic Management Division. There are two main components of the Strategic Management Divisions: 1. 2. The Accounting Department pays the bills and keeps track of the income. The Plans Department does the marketing, product and price studies, profit, budget planning, and similar duties. The organizational chart of this Strategic Management Division is shown below. It depicts the structure of the division and the leadership roles within that structure which have a bearing on this case. It also includes the names of the individuals who filled those leadership roles in June 1987, the time at which the events in this case begin.

Ques.3

Ques.4

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STRATEGIC MANAGEMENT DIVISION

Division Head: Sam Benson

Plan

Accounting

Manager: Peter Gilmore

Budgets Unit

Pricing Unit

Supervisor: Sandi Bates

Vacant

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The manager of the Plans Department is responsible for two units: Budgets and Pricing. Each unit has a supervisor who is responsible for the projects and tasks assigned to the unit. The Budgets Unit does long-term planning and evaluation of the profit and cost centers of Republic, and coordinates the overall budget planning for the entire company. The Pricing Unit is responsible for keeping track of the competitions prices on insurance policies, company-wide profit-forecasting, and other special studies about company products or costs. The Pricing Unit regularly provides these studies to other units and divisions within the company. These studies supply essential information to the managers of these other departments so that they can make their own business and budgeting plans. In June of 1987, the Strategic Management Division was headed by Sam Benson. Peter Gilmore, who had been with Republic for 10 years, managed the Plans Departments two units. The Budgets Unit was supervised by Sandi Bates, and the Pricing Units supervisory position was vacant. In that same month, Peter Gilmore received a referral from Personnel for the open supervisors position in the Pricing Unit. The job candidates name was David Randle. Randle had a resume that looked good (see the copy of the resume at the end of case) and Gilmore managed to squeeze him in for a 20minute interview between business meetings. The manager talked in general about the job and asked Randle about his resume. of the details. Randle began work a week later, on July 1, 1987, as supervisor of the Pricing Unit. He had two cost analysts and a secretary reporting to him. RESUME DAVID RANDLE 5634 Wastercrest Street City, State 12345 EDUCATION : State University The Evening College Program B.S. in Business 3.75 GPA, 3.8 in major 1978-1984 PERSONAL : Born: October 9, 1957 Married Fluent in four languages: Spanish, French, Italian and Portugese Smith Store January 1987 date Cost Accountant: supervises Cost Unit, profit-planning, budget coordination for the stores. He found Randle personable and easy to get along with, liked the candidates background, and decided to offer him the job. He told Personnel to hire him and take care

WORK HISTORY

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Johnson Adhesives Manufacturing February 1986 July 1986 Price Analyst: developed and supervised computer records, inventory controls, payrolls Safety Media Films January 1983 February 1986 Price Analyst: budget planning, international finance, financial planning Bander Food Chains November 1981 January 1983 Senior Bookkeeper: price studies, computer records, supervision Get Smart Book Publishers February 1981 November 1981 Junior Bookkeeper: payroll accounts, accounts receivable, payable, general ledger, audits. Questions: Q1. Q2. Q3. Evaluate David Randles resume. Evaluate the selection procedure used by Peter Gilmore. Anticipate any effects of the selection procedure used by Peter Gilmore on David Randles future performance.

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HR01 Human Resource Management

Assignment No.II
Assignment Code: 2013HR01A2 Last Date of Submission: 15th May 2013 Maximum Marks:100

Attempt all the questions. All the questions are compulsory and carry equal marks.

Section-A Ques.1 Ques.2 Ques.3 Ques.4 What is employee empowerment? As a manager from where would you seek the power to empower others? Write short note on Trade Union Movement in India Why are some people satisfied with what is identified as a mid-career plateau while others at the same point experience career burnout? Training programs are frequently the first items eliminated when managers when management wants to cut costs. Why do you believe this occurs? Section-B Case Study: Wanted Good Secretary For over three years, Bernard Malinowaski had been the manager of the Customer Service Department at Buford department store. After nearly six years working in various customer service assignments, he still enjoyed the work of responding to the inquiries, requests, and complaints of Bufords various retail customers. He felt it was a way to help the customers and Buford at the same time. He supervised five service representative who dealt directly with the customers. At times, the service representatives would also support different marketing programs and initiatives. department running efficiently. performer in that position. That was why he was so concerned-and surprised-by the recent performance of his new secretary, Betty Lyons. Bernards expectations had been high when he hired Betty two months ago. He thought she would be the one who might stick around and solve the revolving door problem he had experienced with every former occupant of that job. But now, he started to think about replacing Betty. There was one secretary for the department who provided the administrative and clerical support needed to keep the Bernard realized all too well how important it was to have a top-

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When she started in Customer Service, Betty seemed to be the ideal worker: She was energetic, cared about doing a good job, worked hard, and got along well with her co-workers. now familiar list of problems: Letters to customers always looked sloppy and poorly composed. processor to the unit not resulted in any improvements. The turnaround time for producing the letters was too long, often seeming to take two or three days from the date of submission. Filing and record keeping duties piled up and never seemed to be completed on any sort of timely or up-to-date basis. To make matters worse, recently she had started complaining of being overworked. Indeed, Bernard overheard her say to one of the service representatives just yesterday: Have they ever told you what they expect you to do or what the priorities are around here Im so busy and pulled in so many directions, I cant do everything. And I dont know what Im supposed to do first. Benard knew she was not performing up to standard, and that he would have to act soon. He thought to himself: Its funny, but the good ones always seem to have the most problems. When they do their work well, we give them more to do and then, bang, their work falls to pieces. The mediocre ones always stay mediocre-just getting the job barely done. Bernard felt the people should derive satisfaction from completing a job done well-and if not, well, he did give them a pay raise once a year. That should be reward enough, He thought. And that was all the reward he gave them. The recent addition of a word But here she was, making the same old mistakes all her predecessors had made. He ticked off in his own mind the by-

Questions: Q1. Q2. Q3. Is there a performance problem? Describe the issues How should Bernard respond?

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