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Reg. No.


Second Semester

Time: Three




Max. Marks: 100




PART-A(10 x2= 20Marks)

(Answer should not exceed 30 words)

1. What is the basic difference between personnel management and human resource


What are the different kinds of growth strategies that an organization can adopt?


What is job description and job specification? What are the differences between the two?


What is the purpose of a reference and background check?


Who is responsible for the induction of a new employee?

6. What is the role of employees, managers, mentors and organizations

in career

development process?

7. Define employee


8. List the different

allowances given to the employee to take care of basic needs of their



What are the objectives of labour relations?

10. What

are the causes of indiscipline?

(Answer should not exceed 150 words)

a. What

are the competencies that HR professionals need to succeed in the new world?



What is HRM? What are its functions and objectives?

a. What is job analysis? Explain the steps involved in job analysis.


b. What are the differences

between recruitment and selection? Explain the selection


13. a. Discuss the inputs that you would keep

in mind for an induction programme




What would be the role of HR in the career development of employees?



(Answer should not exceed 75 words)

14. a. Describe the components of executive remuneration.





You are the HR manager for a call centre and are to design a flexible benefit programme
for your employees and give justifications for the same. Prepare the same in the form of a
report to be submitted to the head of HR.

b. If you were

Define discipline. Explain the disciplinary action process in an industrial environment.



How do the theories of motivation influence compensation decision?


-C (2 x 15 = 30 Marks)

Case studv:


Nailq AGM Materials, is fuming and fretting. He bumped into Kamath, GM

Materials, threw the resignation letter on his table, shouted and walked out of the room
Naik has reason for his sudden outburst. He has been driven to the wall. Perhaps,
details of the story .will tell the reasons for Naik's bile and why he put in his papers,
barely four months after he took up his present assignment.
The year was 1995 when Naik quit the prestigious SAIL plant at Vishakhapafiram.
As a manager materials, Naik enjoyed powers- he could even place an order for materials
worth Rs. 25 lakh. He needed nobody's prior approval.
Naik joined a pulp-making plant located at Harihar in Karnataka, as AGM
Materials. The plant is a part of the multi-product and multiplant-conglomerate owned
by a prestigious business house in India. Obviously, perks, designation and reputation
of the conglomerate lured Naik away from the public sector steel monolith.
When he joined the eucalyptus pulp making company little did Naik realise that he
needed prior approval to place an order for materials worth Rs. 12 lakh. He had
presumed that he had the authority to place and order by himself worth half the amount
of what he used to do at the mega steel maker. He placed the order; materials arrived,
were received, accepted and used up in the plant.
Trouble started when the bill for Rs. l2lakh came from the vendor. The accounts
department withheld payment for the reason that the bill was not endorsed by Kamath.
Kamath refused to sign on the bill as his approval was not taken by Naik before placing

of the training necessities. The blame game continued.

(Answer should not exceed 150 words)

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Does the company have an orientation programme?


(10 Marks)

If you were the HR manager, what would you do to avert this crisis?
(Answer should not exceed 75 words)


(5 Marks)

What should be the long-term stratery of this company in terms of the training policy
and process?

Naik felt fumigated and cheated. A brief encounter with Kamath only aggravated
the problem. Naik was curtly told that he should have known company rules before
venturing. Naik decided to quit.


Naik what would have you done?

Modern textile is in the business of producing garments and has an average annual
tumover of Rs 3 billion. Since a large volume of its products is exported, the company
has been very conscious of its quality commitment. It provides induction training to
every new employee for two weeks and then on-the -job training by a supervisor for four
months. This had been proving sufficient for the workers in meeting the clients 'quality
expectations even while maintaining the high volume of production.
As part of its ambitious expansion programme, the company recently imported
ultramodern machinery to double its production capacity. After the machinery was
installed, the production volumes increased as expected, but the reject rates too rose
dramatically. Consequently, the cost of production increased and the export deadlines
too became very tight. The management discussed the issue at the ilifferent levels of the
organization and held the machine operators' inadequate knowledge and improper
handling of the new machines as the primary reason for the unusual rejects. To remedy
the situation, the HR department hurriedly organized the necessary training programmes
for the employees' handling this machine and the reject rates situation started to improve.
Meanwhile, the production manager found the HR department at fault for the crisis
and blamed it for not undertaking training-needs assessment among the production
department employees. However, the HR department retorted by saying that barely three
months before the arrival of the new machine, a routine training-needs assessment had
been made among those employees but it had revealed no pressing training requirements.
On their part, the HR personnel held the production manager responsible for failing to
inform them about the imminent a:rival of the new machine at the time of the assessment

the order.

(Answer should not exceed 150 words)

(5 Marks)


(10 Marks)

If yes, how effective is it?


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