St. Joseph’s College of Commerce (autonomous)
End Semester Examination – April 2012
M.Com – II Semester
Strategic Human Resource Management
Time: 3 hours Max. Marks: 100
Section – a
- I) Answer ALL the following questions. Each carries 2 marks. (10×2=20)
- What do you mean by Broad banding?
- Define Job analysis.
- State any two consequences of stress.
- Distinguish between job instruction and vestibule training.
- What is Projection?
- What is BARS?
- Define ‘Industrial accident’.
- Enumerate any two characteristics of a learning organization.
- Give 4 examples of perquisites.
- Explain E-appraisal.
Section – b
- II) Answer any FOUR questions from the following: (4 x 5= 20)
- Critically analyze the hiring considerations for BPO firms.
- Define strategy and strategic management. Explain any two business strategies.
- What are the legal issues in performance management?
- What are the principles of wage fixation?
- Enumerate the different steps involved in collective bargaining.
- Explain the advantages and limitations of job evaluation as a basis for fixing wages and salaries.
Section – c
III) Answer any THREE questions from the following: (3×15=45)
- Some of the modern industries still follow the traditional techniques of performance appraisal. Do you think this system is apt? Defend your argument with reasoning. Explain any 5 traditional methods of performance appraisal.
- Explain the different steps of a grievance procedure?
- “Although nothing can be done about the past performance, the future and perhaps even the present performance can be made excellent provided proper
care is taken today to plan for the quantity and quality of tomorrow’s manpower.”Elucidate.
- Explain the functions of trade unions. Why do unions need security? What is the reason behind employees joining trade unions?
- What are the modern sources and techniques of recruitment?
Section – d
22. Case Study – Compulsory question. (15marks)
Bharat Hotel Group is a family-owned hotel chain with-four major hotels in Delhi, Mumbai, Chennai and Bangalore. The hotels on the whole have 700 rooms and there are 50-60 employees in each hotel. A key strategy of the hotel‘s MD Ashok Rai was to offer high-class accommodation and facilities to generate revenue and business all round the year. Currently, the hotel offers different facilities like an outdoor terrace and pool, two bars, a leisure club for guests and members and a conference suite of function rooms. Apart from these, it also has two restaurants out of which one is a high class restaurant which provides, lunch and dinner and another a snacks restaurant which offers light meals.
To improve the revenue and service strategy, the MD and senior management reviewed a few aspects of work. Firstly they reviewed their management approach and style. Under the guidance of the General Manager (GM), each branch was assigned program targets for success. These included the quality and standards of performance, excellence in customer service, hygiene, health and safety in each hotel, and maintaining the ambiance of the hotel. To do all this it was essential how the management handled employee communication and the contribution of the employees towards the organization’s success. To involve the whole organization in framing plans and policies, the management cascaded the business plan down to the general managers, each of whom produced an ”operational plan‘ for his respective hotel unit. Departmental heads then produced their own departmental plans and these were all communicated to all departmental staff. In addition, all the staff received a copy of the business plan. All these plans were integrated and a suitable plan of action was prepared.
Based on this, the GM and department Manager of each hotel became responsible for designing and implementing training needs. A Group Training Officer was appointed, who would report to the Group HR Manager. The main tasks of the Group Training Officer included coordinating the analysis of training needs, evaluating training activities and ensuring that it was followed up afterwards and to act as a supporter and training facilitator for the manager of each hotel. The HR Manager made use of technology successfully by uploading the training materials on the
Internet, so that the managers and the staff could use a browser to access the materials via the group intranet. Training needs were linked to business objectives by focusing on standards of performance for meeting service quality objectives. Moreover, all the managers were trained to carry-out staff performance reviews. This was done by each head of department working individually with his or her staff to agree upon the standards of performance relating to service quality. In addition, each member of the staff described his/her job role, the key result areas and yardsticks for measuring performance, and the methods through which his/her performance could be improved. Moreover, for the benefit of the employees, a staff handbook was prepared as a guide. The guide included codes of quality service and employee conduct. Several training courses were made mandatory for all the staff. The training classes were run by departmental managers who also received training. The aim of this training program was two-fold: to make training a routine task in the organization and to bring about a sense of commitment to them. This could help in making the staff realize that excellence in performance, competence and learning is valued and necessary.
The results of all these activities became slowly visible. The company‘s gross profits increased by 34 percent.
Questions:
- What are the training needs of the employees at Bharath Hotel? (7 marks)
- Technology can be useful for delivering training effectively. How did the HR
Manager of Bharat Hotels utilize the Internet in training and what are the
advantages of using Internet based training? (8 marks)
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