Human Resource Management

St. Joseph’s College of Commerce B.B.M. 2014 III Sem Human Resource Management Question Paper PDF Download

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  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)

 

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

 

SECTION – C

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

 

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

in detail.

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

rewards’- explain.

  1. Explain most popular methods of Performance Appraisal.
  2. 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?

 

 

 

St. Joseph’s College of Commerce B.B.A. 2015 Human Resource Management Question Paper PDF Download

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ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
END SEMESTER EXAMINATION – SEPT/OCT. 2015
B.B.M. –III SEMESTER
M1 11 304:  HUMAN RESOURCE MANAGEMENT
Duration: 3 Hours                                                                                             Max. Marks: 100
SECTION – A
I) Answer ALL the questions.  Each carries 2 marks.                                        (10×2=20)
  1. Name any two out of the three phases that make up the process of the feedback exercise.
  2. “The third element of Succession Planning is creation of a Congenial Environment where the employees can work at their best.” Explain the term.
  3. Distinguish between Training and Development.
  4. “Recruitment and Selection are synonymous terms”? Explain
  5. “Training is not always effective”. State any 4 reasons.
  6. What do you mean by statutory and non-statutory welfare activities?
  7. Define Social Security.
  8. Explain the Time and Piece wage plan.
  9. Give the meaning of financial and non-financial rewards.
  10. Define HRM.
SECTION – B
II) Answer any FOUR questions.  Each carries 5 marks.                                      (4×5=20)
  11. “Performance appraisal acts as a force which tends to motivate the employees of the organization to work towards the attainment of the organizational and personal goals.”Explain the purpose of conducting Performance Appraisal.
  12. “High attrition rate adds positive value to the organization”, True or False? Justify your answer.
  13. “Career Planning encapsulates four concepts(phases).” Explain
  14. Is it important to maintain good Industrial Relations? Yes or No? Comment
  15. Give the meaning and types of OJT with examples.
  16. “Various factors determine compensation and pay rates.” Explain.
SECTION – C
III) Answer any THREE questions.  Each carries 15 marks.                                (3×15=45)                                                                                                
  17. “Man power Planning suffers from some shortcomings.”Comment. Also give the Suggestions to make MPP effective.
  18. Explain the meaning, methods and importance of Job Evaluation.
  19. “Human resource Planning translates the organization objectives and plans into the number of workers needed to meet the pre-set objectives.” In the light of the above, explain the need, importance and limitations of HRP.
  20. Explain the three Stages of  training need analysis, and explain the Kirkpatrick’s model of training evaluation.
  21. Explain the advantages of promoting employees from within the organization rather than employing outside persons.
 

SECTION – D
IV) Case Study                                                                                                              (1×15=15)                                                                                           
  22. Joe Black was trying to figure out what to do about a problem salary situation he had in his plant. Black recently took over as president of Acme Manufacturing. The founder and former president, Bill George, had been president for 35 years. The company was family owned and located in a small eastern Arkansas town. It had approximately 250 employees and was the largest employer in the community. Black was the member of the family that owned Acme, but he had never worked for the company prior to becoming the president. He had an MBA and a law degree, plus five years of management experience with a large manufacturing organization, where he was senior vice president for human resources before making his move to Acme.

A short time after joining Acme, Black started to notice that there was considerable inequity in the pay structure for salaried employees. A discussion with the human resources director led him to believe that salaried employees pay was very much a matter of individual bargaining with the past president. Hourly paid factory employees were not part of this problem because they were unionized and their wages were set by collective bargaining. An examination of the salaried payroll showed that there were 25 employees, ranging in pay from that of the president to that of the receptionist. A closer examination showed that 14 of the salaried employees were female. Three of these were front-line factory supervisors and one was the human resources director. The other 10 were non management.

This examination also showed that the human resources director appeared to be underpaid, and that the three female supervisors were paid somewhat less than any of the male supervisors. However, there were no similar supervisory jobs in which there were both male and female job incumbents. When asked, the Hr director said she thought the female supervisors may have been paid at a lower rate mainly because they were women, and perhaps George, the former president, did not think that women needed as much money because they had working husbands. However, she added she personally thought that they were paid less because they supervised less-skilled employees than did the male supervisors. Black was not sure that this was true.

The company from which Black had moved had a good job evaluation system. Although he was thoroughly familiar with and capable in this compensation tool, Black did not have time to make a job evaluation study at Acme. Therefore, he decided to hire a compensation consultant from a nearby university to help him. Together, they decided that all 25 salaried jobs should be in the same job evaluation cluster, that a modified ranking method of job evaluation should be used, and that the job descriptions recently completed by the HR director were current, accurate, and usable in the study.

The job evaluation showed that the HR director and the three female supervisors were being underpaid relative to comparable male salaried employees.

Black was not sure what to do. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be found guilty of sex discrimination and then have to pay considerable back wages. He was afraid that if he gave these women an immediate salary increase large enough to bring them up to where they should be, the male supervisors would be upset and the female supervisors might comprehend the total situation and want back pay. The HR director told Black that the female supervisors had never complained about pay differences.

The HR director agreed to take a sizable salary increase with no back pay, so this part of the problem was solved. Black believed he had four choices relative to the female supervisors:

1. To do nothing.
2. To gradually increase the female supervisors salaries.
3. To increase their salaries immediately.
4. To call the three supervisors into his office, discuss the situation with them, and jointly decide what to do.

Questions :

 

a. What would you do if you were Black?

b. How do you think the company got into a situation like this in the first place?

c. Why would you suggest to Black to pursue the alternative you suggested?

 

(3+6+6)

 

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