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    Gujarat Technological University

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    Isha Khanna
    This document contains an exam for a Human Resource Management course. It includes 5 questions assessing students' knowledge of key HR terms, concepts, and processes. Specifically, it tests understanding of strategic HR, industrial conflict, the HR scorecard, selection methods, HR planning tools, methods for settling industrial disputes, training vs. development, performance appraisal techniques, grievance processes, employee welfare provisions, collective bargaining, and maternity benefit laws. It also includes a case study about an employee, Mr. Robin Thomas, who was not considered for a promotion despite meeting qualifications, leading to his resignation. Students are asked to identify the problem in the case and evaluate whether the company handled the situation correctly.

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    Gujarat Technological University

    Uploaded by

    Isha Khanna
    21 views2 pages
    This document contains an exam for a Human Resource Management course. It includes 5 questions assessing students' knowledge of key HR terms, concepts, and processes. Specifically, it tests understanding of strategic HR, industrial conflict, the HR scorecard, selection methods, HR planning tools, methods for settling industrial disputes, training vs. development, performance appraisal techniques, grievance processes, employee welfare provisions, collective bargaining, and maternity benefit laws. It also includes a case study about an employee, Mr. Robin Thomas, who was not considered for a promotion despite meeting qualifications, leading to his resignation. Students are asked to identify the problem in the case and evaluate whether the company handled the situation correctly.

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    4529204

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    This document contains an exam for a Human Resource Management course. It includes 5 questions assessing students' knowledge of key HR terms, concepts, and processes. Specifically, it tests understanding of strategic HR, industrial conflict, the HR scorecard, selection methods, HR planning tools, methods for settling industrial disputes, training vs. development, performance appraisal techniques, grievance processes, employee welfare provisions, collective bargaining, and maternity benefit laws. It also includes a case study about an employee, Mr. Robin Thomas, who was not considered for a promotion despite meeting qualifications, leading to his resignation. Students are asked to identify the problem in the case and evaluate whether the company handled the situation correctly.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    21 views2 pages

    Gujarat Technological University

    Uploaded by

    Isha Khanna
    This document contains an exam for a Human Resource Management course. It includes 5 questions assessing students' knowledge of key HR terms, concepts, and processes. Specifically, it tests understanding of strategic HR, industrial conflict, the HR scorecard, selection methods, HR planning tools, methods for settling industrial disputes, training vs. development, performance appraisal techniques, grievance processes, employee welfare provisions, collective bargaining, and maternity benefit laws. It also includes a case study about an employee, Mr. Robin Thomas, who was not considered for a promotion despite meeting qualifications, leading to his resignation. Students are asked to identify the problem in the case and evaluate whether the company handled the situation correctly.

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    of 2

    Seat No.: ________ Enrolment No.

    ___________

    GUJARAT TECHNOLOGICAL UNIVERSITY


    MBA - SEMESTER– II EXAMINATION – WINTER 2019
    Subject Code: 4529204 Date: 31-12-2019
    Subject Name: Human Resource Management
    Time: 2.30 PM to 5.30 PM Total Marks: 70
    Instructions:
    1. Attempt all questions.
    2. Make suitable assumptions wherever necessary.
    3. Figures to the right indicate full marks.

    Q.1 Define these terms in short: 14


    a. Strategic Human Resource Management.
    b. Industrial Conflict.
    c. HR Scorecard.
    d. BARS
    e. Job Enlargement
    f. Poaching
    g. Talent Management.

    Q.2 (a) Explain process of selection and briefly illustrate barriers to selection 07

    (b) Right type of manpower planned at the right time can give the optimum 07
    results”. Briefly mention the process of Human Resource Planning and in short
    tell the various tools of forecasting which can be used.
    OR
    (b) Industrial dispute shows negative aspects of management and labor relations. 07
    Briefly explain the various methods for settlement of industrial dispute and also
    underpin the concept of industrial dispute.

    Q.3 (a) Differentiate between training and management development and brief the 07
    various methods of training utilized by organization.
    (b) Performance appraisal tools effectiveness depends upon the organization and 07
    job profile which is to be evaluated. Justify the statement by describing various
    techniques of appraisals and in short mention the process of appraisal.
    OR
    Q.3 (a) Define grievance and detail the process of grievance redressal mechanism. 07
    (b) Discuss in detail Trade Union Act 1926, with respect to provisions related to 07
    registration, dissolution and rights and duties of trade union.
    Q.4 (a) Welfare practices goes a long way in building employee engagement. Detail the 07
    concept of employee welfare and discuss in short the provisions of welfare as per
    Factories Act,1948
    (b) Collective bargaining serves as yardstick for managing sound industrial 07
    relations. Justify the statement underpinning the process of collective bargaining,
    objectives of collective bargaining and types of collective bargaining.
    OR
    Q.4 (a) Detail Maternity Benefit Act,1961 with respect to objectivity, applicability, 07
    benefits, forfeiture and penalties
    (b) Pay Equity can be justified by Job-evaluation. Justify the same by underpinning 07
    the concept of job evaluation and various techniques which can be used for job
    evaluation
    Page 1 of 2
    Q.5 E- value serve limited is a Bangalore based software company which markets the IT
    Products with a capacity of 1000 employee. The company follows a strict
    employment recruitment policy. The employees selected will be trainees with the
    company and after completion of their training they will be absorbed at the entry
    level managerial position. The company also follows the procedure that only the
    entry level recruitment would be done externally and while the high-level positions
    will be occupied by the internal employees through promotions and transfers. So the
    employees have mentioned stipulated periods when the promotions are done. Only
    in case of emergency the company invited application externally for high level
    positions.
    In the year 2000 the company really needed as assistant manager (marketing due to
    termination of the present one. So, the company invited application for the
    following position through newspaper and references of present employees. There
    were 3 employers who were just promoted as assistant managers because of their
    performance.
    The job specification was that the candidate should have at least 1 year of experience
    in marketing and preference will be given to the candidate who have marketed IT
    products with any organization. Mr Robin Thomas who had just completed 2 years
    of service in retail applied for the following position and got selected. He agreed
    with the job profile and joined the organization in 2000.Now as the company
    declared the promotion dates for the employees he will be promoted as marketing
    manager in the year 2005 and other 3employees will be promoted in the same year
    but earlier than Mr. Robin
    Now in the year 2003 there came an urgency of the marketing manager due to sudden
    resignation. And the company decided to give advertisement in the newspaper to
    invite direct recruitment the job specification was mentioned as the candidate should
    have at least 5 years of experience in marketing. Mr. Robin also met the specification
    and also applied for the job. But he was not called out of the other applicants. As he
    had 2 years of experience earlier and he already completed 3 years with the company
    so he should be considered for the position. Looking to following situation he
    applied through the proper channel. But his application was not accepted. He could
    not understand the logic behind, and he resigned from the job.

    (a) What is the problem in this case? 07


    (b) Is it right on the part of the company not to call Mr. Robin for the interview? 07

    OR
    (a) Is Robins grievance genuine? If it was genuine then what can be the impacts on 07
    performance of employees in future?
    (b) As the Vice President ( HR ) how would you have handled this situation 07

    applied for the following position********


    and got selected. He agreed with the job profile
    and joined the organization in 2000.Now as the company declared the promotion
    datesfor the employees he will be promoted as marketing manager in the year 2005
    and other 3employees will be promoted in the same year but earlier than Mr. Robin

    Now in the year 2003 there came an urgency of the marketing manager due to sudden
    resignation. And the company decided to give advertisement in the newspaper to
    invite
    direct recruitment the job specification was mentioned as the candidate should have
    at
    least 5 years of experience in marketing. Mr. Robin also met the specification and
    also
    Page
    applied for the job. But he was not called out of the other applicants. As he had 2 2 of 2
    years of
    experience earlier and he already completed 3 years with the company so he should
    be

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