USN No:

I Trimester EMBA Examinations – Feb 2022

Course Title: Human Resource Management Course Code: 18EPG101
Duration: 03 Hours Date: 12-02-2022
Time: 10:00 AM to 01:00 PM Max Marks: 100

Note: 1. All sections are compulsory

2. Draw neat diagrams wherever necessary
3. Use calculators wherever necessary

SECTION – A
(Short Answer – Answer any THREE Questions) 05x03=15 Marks

01
Differentiate between training and development. (05 Marks)
.
02
Differentiate between Performance Appraisal and Performance Management (05 Marks)
.
03
What is meant by collective bargaining? (05 Marks)
.
04
What Is Human Resource Management? (05 Marks)
.

SECTION – B
(Short Essay – Answer any FOUR Questions) 04x10=40 Marks

05
Difference between Job Description and Job Specification. (10 Marks)
.
06
Discuss various applications of job analysis.
. (10 Marks)
07
What do you understand by industrial relation?
. (10 Marks)
08
Discuss the importance of Human Resource Planning.
. (10 Marks)
09
Why study human resource management and define HRM?
. (10 Marks)

P.T.O
 SECTION – C (Case Study)
(Answer all Questions) 03x15=45 Marks

Dealing with under-performers at Polymers UK

International Polymers is a US corporation (the original centre for research and development) with
subsidiaries in a number of countries, including the UK. Its ‘value targets’ are to:
 Achieve outstanding financial performance;
 Achieve customer satisfaction via innovation;
 Be a role model in the community;
 Be the best specialty chemical company to work for.
The UK company (Polymers UK Ltd) has been in existence for three years. The company was established
as the base for the European marketing and manufacturing activities of the parent company. It has taken
over responsibility for the further development of the three products with which it is concerned:
Mycellene (liquid crystal technology), Oledine (electrically conductive polymers) and Therlastene
(thermoplastic elastomers).
Polymers UK is located in Southwell and has just over 650 staff – R&D, manufacturing, marketing
and administrative.
The performance management system for staff is based on the parent company’s scheme with
some variations; for example there is no forced distribution of ratings. It involves agreeing objectives,
defining competency requirements and reviewing performance at an annual meeting, although it is
emphasized that performance management is a continuous process, not a once-a-year event. The
performance review involves rating staff on a four-point scale (A, B, C and D in descending order of
merit). The rating informs performance pay decisions. The distribution of ratings at the last review was A
= 6 per cent, B = 66 per cent, C = 26 per cent and D = 2 per cent. With the exception of this central
tendency in the ratings, the system works reasonably well. The company has a disciplinary procedure but
there is no capability procedure. Managers have been trained in carrying out their performance
management duties, and this has included a brief session on dealing with under-performers.
Polymers is having to contend with stiff competition in the midst of an economic downturn. It has
not been performing too well recently in terms of sales or productivity. The parent company is not happy
and is concerned that not enough is being done to deal with the under-performers. It has adopted forced
distribution and a ‘hank and yank’ system: that is, dismissing those employees who are assessed in the
lowest category.
The chief executive is certain that managers are not dealing with under-performers very well, if at
all, as the distribution of ratings and the total absence of disciplinary action for incapability seems to
indicate. He is convinced from his contacts with managers that there are a number of examples of under-
performance and he wants something done about it that will satisfy the parent company. He therefore
asks the head of HR to prepare recommendations on what action should be taken.

As head of HR, prepare a brief report to your chief executive containing:

10
An analysis of the factors that should be taken into account. (15 Marks)
.
11
A diagnosis of the causes of any problems. (15 Marks)
.
12
Recommendations on the action to be taken. (15 Marks)
.