1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

END SEMESTER EXAMINATION – OCTOBER 2014

B.B.M. – III SEMESTER

HUMAN RESOURCE MANAGEMENT

Duration: 3 Hours                                                                                            Max. Marks: 100

SECTION – A

 

1. Answer ALL the questions. Each carries 2 marks.                                             (10 x 2 =20)

 

1. Analyze any four objectives of HRM.
2. What can be the reasons for Attrition? Specify any four.
3. Give any two problems of Performance Appraisal.
4. HRP has many barriers. Give any two
5. What is preliminary interview?
6. Define Induction
7. What do you understand by Placement?
8. Give any two importance of succession planning.
9. Mention any two purposes of Job evaluation.
10. Specify any two social security benefits in India.

 

 

SECTION – B

1. Answer any FOUR Each carries 5 marks.                                  (4×5=20)

 

11. HRM must perform certain functions to achieve objectives. Explain them
12. How does HRP process occur?
13. Training benefits employees. Elucidate
14. “Performance Appraisal contributes to firms competitive strengths”, Discuss.
15. What different career development initiatives can be designed by organizations to develop their employees?
16. Analyse steps in the selection procedure.

 

SECTION – C

III)      Answer any THREE questions.    Each carries 15 marks.                        (3×15=45)

 

17. There are several sources of Recruitment. Broadly classify and explain.
18. ‘A multitude of methods of training are used to train employees’ –Discuss

in detail.

19. ‘A Reward system is a composition of financial and non financial

rewards’- explain.

20. Explain most popular methods of Performance Appraisal.
21. Explain in detail different types of welfare activities available for

Employees in an organization.

 

SECTION – D

 

1. IV) Case study- Compulsory questions.           (15 marks)

 

When most people think of car-rental firms, the names of Hertz and Avis usually come to mind. But in the last few years, Enterprise Rent-A-Car has overtaken both of these industry giants and today it stands as both the largest and the most profitable business in the car-rental industry. In 2001, for instance, the firm had sales in excess of $6.3billion and employed over 50,000 people.

 

Jack Taylor started Enterprise in St. Louis in 1957. Taylor had a unique strategy in mind for Enterprise, and the strategy played a key role in the firm’s initial success. Most car-rental firms like Hertz and Avis base most of their locations in or near airports, train stations, and other transportation hubs. These firms see their customers as business travellers and people who fly for vacation and then need transportation at the end of their flight. But Enterprise went after a different customer.  It sought to rent cars to individuals whose own cars are being repaired or who are taking a driving vacation.

 

The firm got its start by working with insurance companies. A standard feature in many automobile insurance policies is the provision of a rental car when one’s personal car has been in an accident or has been stolen. Firms like Hertz and Avis charge relatively high daily rates because their customers need the convenience of being near an airport and/or they are having their expenses paid by their employer. These rates are often higher than insurance companies are willing to pay, so customers who use these firms end paying part of the rental bills themselves. In addition, their locations are also often inconvenient for people seeking a replacement car while theirs is in the shop.

 

But Enterprise located stores in downtown and suburban areas, where local residents actually live. The firm also provides local pickup and delivery service in most areas. It also negotiates exclusive contract arrangements with local insurance agents. They get the agent’s referral business while guaranteeing lower rates that are more in line with what insurance covers.

 

In recent years, Enterprise has started to expand its market base by pursuing a two-pronged growth strategy. First, the firm has started opening airport locations to compete with Hertz and Avis more directly. But their target is still the occasional renter rather than the frequent business traveller. Second the firm also began to expand into international markets and today has rental offices in the United Kingdom, Ireland and Germany.

 

Another key to Enterprise’s success has been its human resources strategy. The firm carefully targets a certain kind of individual to hire; its preferred new employee is a college graduate from the bottom half of the graduating class and preferably one who was an athlete or who was actively involved in campus social activities. The rationale for this unusual academic standard is actually quite simple. Enterprise managers do not believe that especially high levels of achievements are necessary to perform well in the car-rental industry, but having a college degree nevertheless demonstrates intelligence and motivation. In addition, since interpersonal relations are important to its business, Enterprise wants people who were social directors or high-ranking officers of social organizations such as fraternities or sororities. Athletes are also desirable because of their competitiveness.

 

Once hired, new employees at Enterprise are often shocked at the performance expectations placed on them by the firm. They generally work long, grueling hours for relatively low pay. And all Enterprise managers are expected to jump in and help wash or vacuum cars when a rental agency gets backed up. All Enterprise managers must wear coordinated dress shirts and ties and can have facial hair only when “medically necessary”. And women must wear skirts no shorter than two inches above the knee or creased pants.

 

So what are the incentives for working at Enterprise? For one thing, it’s an unfortunate fact of life that college graduates with low grades often struggle to find work. Thus, a job at Enterprise is still better than no job at al. The firm does not hire outsiders- every position is filled by promoting someone already inside the company. Thus, Enterprise employees know that if they work hard and do their best, they may very well succeed in moving huger up the corporate ladder at a growing and successful firm.

 

Questions:

 

22.

1. Would Enterprise’s approach to human resource management work in other industries?
2. Does Enterprise face any risks from its human resource strategy?
3. Would you want to work for Enterprise? Why or why not?

 

 

 

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