1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

END SEMESTER EXAMINATION – APRIL 2014

M.COM – II SEMESTER

STRATEGIC HUMAN RESOURCE MANAGEMENT

Duration: 3 Hrs                                                                                     Max. Marks: 100

 

Section – A

 

1. Answer any SEVEN questions. Each question carries 5 marks.       (7×5=35)
2. State True or False for  the following statements.  If false, correct the statement.
3. Human resource management is the same as personnel management.
4. Human resource planning includes preparing a replacement chart.
5. Job description describes important details of an employee’s compensation.
6. E recruitment is suitable for all  kind of companies.
7. Convention on the Rights of the Child relating to child labour is an ILO convention.

 

2. Explain the concept of Strategic HRM in the context of growing organizations.
3. Describe the environmental factors that influence human resource management.
4. Explain the difference between recruitment and placement.
5. What are the different methods employed to do a job analysis?
6. State the different forms of work place violence?
7. What are the guiding principles of wage fixation?
8. Mention the ethical issues facing an HR manager?
9. What are the consequences of substance abuse at work place?
10. How can safety at workplace be ensured by the HR manager?

 

Section – B

 

1. Answer any three Each carries 15 marks. (3×15=45)

 

11. Describe the process of human resource planning. Relate it to the environmental factors affecting an organization.
12. Discuss the principles of training and development in an organization. What may be the training needs of experienced employees vis a vis fresh recruits in an organization?
13. Discuss the elements of Performance Management and what are the most common errors encountered while rating performance? What are the legal issues involved in performance appraisal?
14. Explain in detail the various components and processes of wage fixation. What difficulties are encountered regarding the same?
15. Examine the reasons for industrial disputes in recent times. What are the ways of resolving disputes involving trade unions?

 

Section – C

• Compulsory Case study                                                                  (1 x 20 = 20)

 

16. More women than ever are in the workplace. Women have made enormous advancements in education and professionally especially over the last 20 years. However not only do women on average earn less than men, they also seemed to have hit the so called “Glass Ceiling.” in trying to obtain top level positions and are subject to sexual harassment at work place. Rekha is well educated and is employed as the customer relations manager. Her assignment as a customer service manager was to conduct studies on the different kinds of customer complaints that were recurring and arrive at some conclusions and suggestions to reduce their recurrence. After a thorough job of the task assigned to her for which she was praised, she hoped to move up the ladder to become a senior manager in the organization.  However for reasons not explained, she was denied a promotion as the management assumed that since she was 32 she would be married soon.   When she came to know of this assumption on which the decision was taken, she was put into a confused state to decide whether to continue with the organization or not. She now recalled the sexual politics that she had to encounter when her senior manager, a married, middle-aged man made comments with sexual overtones to her and that she often felt humiliated but could not do much to over come it. This denial of promotion was the last straw and the organization lost a dedicated and sincere worker.

 

Questions:

1. “Glass Ceiling” is indeed prevalent and a serious shortcoming in the workplace.

Explain.

1. Does the fields women work in affect their climb in the ladder? Give reasons.
2. Do you agree that women in management will have some advantage with their typical ‘Feminine Style of Management’? Give reasons to support your answer with reference to the case study.
3. What would have been the role of an exit interview in this case?
4. &&&&&&&&&&&&&&&&&&&&&&&&&&&&

 

 

 

Scheme of valuation

1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

(Affiliated to Bangalore University)

Strategic Human Resource Management

End Semester Examinations – April  2014

M.Com. & MIB

 

Duration: 3 Hrs                                                             Max. Marks: 100

 

Section – A

 

Answer any SEVEN questions ( out of TEN)      7 x 5  = 35

1. F,T,F,F,F

2. guide and align philosophy, tactical planning and practice with the strategic and long term goals of the organization specially in the context of changing business environment focus on human capitalformation and management
3. Internal and external factors- technology, competition, political economic, sociological internal unions, culture of orgn , leadership, quality of labor
4. Recruitmentprocess of attracting, screening, selecting, a  qualified person for a  job, Placement proper positioning of an employee, task compensation and incentives
5.   Job analysis Observation, interview, critical incidents, workshops, diary
6. Physical assault, threatening behavior or verbal .Verbal harassment, abusive and offensive language, discourteous conduct towards superiors and subordinate at workplace including sexual harassment

7 . Internal equity -difficult jobs pay more, external equity- similar job paid elsewhere, individual equity-  equal pay for equal work

8. Discrimination and Harassment, privacy in employee relations including hiring, firing, compensation, benefits and leaves,diversity and safety

9.Los of productivity, violence, insubordination

10.Organsing and  Providing training on safety procedures

 

Section – B

Answer any THREE  out of FIVE                          3 x 15   = 45

11. Meaning, Organization strategies, internal and external envt factors, forecasting, need of the organization, survey availability of people, make suitable plans for the future
12. To reduce randomness of work and behavioral patterns and align them to organization needs and culture. principles-openness, collaborations, trust, authenticity, proactive, autonomy and conformation. Experienced employee needs different from freshers- new managerial, leadership welfare, succession planning, and performance appraisal, grievance redressal, trade union related. fresher aligning values, attitudes, knowledge skills and behavior to that of the organization
13. a scientifically based, data-oriented management system. It consists of three primary elements-measurement, feedback and positive reinforcement. Subjectiveness, lack of follow-up, Improper preparation, poor Pay, promotion, training, transfer and termination-common target of legal disputes by employees involving charges of unfairness and bias. documentation, biases effect of recent performance, poor interview
14. wages . bonus,gratuity and allowances, inflation rate, experience qualification
15. Mediation, voluntary and a compulsory arbitration board, tribuanals

 

 

 

 

 

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