Human Resource Development & Training:IIBM Exam paper Sem 2: contact us for answers

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

Human Resource Development & Training

Section A: Objective Type (30 marks)

· This section consists of Multiple Choice and Short answer type questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple choices:

1) Who used the term ‘Intellectual Capital’ for the first time?

a. Alvin Toffler

b. Tseng and Jiao

c. J K Galbraith

d. Rouibah and Ould-al

2) Organizational behavior is a:

a. Micro perspective

b. Macro perspective

c. Neo perspective

d. Latent perspective

3) Ethics in H R Development means:

a. Accepted behavior

b. Rejected behavior

c. Unexpected behavior

d. There is no term like, in HRD

4) What does ‘s’ stands for in COPS for conducting a detail HR analysis?

a. Shell

b. Swap

c. System

d. Site

5) In generic HRD model, training and development lies:

a. At bottom level

b. In middle level

c. A top level

d. Not a part of this model

6) Under the development part, the instructors use to focus on:

a. Skills of the learner

b. Process of the learner

c. Concepts of the learner

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

d. No focus

7) Gap is:

a. The difference between competency model and current state

b. The difference between ideal state and current state

c. The difference between ideal state and competency model

d. None of the above

8) According to Hamblin there are …… levels at which evaluation can be made.

a. 3

b. 4

c. 5

d. 7

9) Norm reference tests are:

a. Tests designed to measure degree of learning

b. To maximize the individual differences an for comparing them with externals.

c. To test the learner has mastered the taught one or not.

d. None of the above

10) David Kolb gave the idea that learning is a:

a. Linear process

b. Slow process

c. Unlimited process

d. Circular process

Part Two:

1. Explain PCMM (People Capability Maturity Model) approach for HRD.

2. Write a short note on ‘HRD Strategy model’.

3. Explain the utility of ‘Training Process Pyramid’.

4. What are ‘on-the-job’ and ‘off-the-job’ techniques of training and development?

END OF SECTION A

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Section B: Caselets (40 marks)

· This section consists of Caselets.

· Answer all the questions.

· Each Caselet carries 20 marks.

· Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

Introduction to the organization:

XYZ Company was established 20 years ago, to manufacture gearbox components for diesel

engines. It employs around 250 people, having a head office, which employs a wide range of

personnel who are generally well educated and enthusiastic about their work, and a factory, which

employs semi-skilled local people who are generally disinterested in the products of the company

and who have an instrumental attitude to work, seeing salary as the only reward.

Brief Description of the Problem:

The performance of the Company has not been good and the records revealed the following facts:

· Wastage within the factory was costing the Company approximately Rs. 100,000 a month.

· There was wide spread differences in individual work standards

· Processes were non-standardized resulting in repeated problems

· Management made all decisions and cascaded the result down to employees

· The top management became concerned about the performance of the factory and they hired Mr.

Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to

relationships and tasks with the following objectives:

· To review and improve communication systems.

· To restructure the organization and to review teamwork and quality practices.

· To review leadership issues across all levels.

Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following

observations:

· There’ and ‘us’ attitude was widely prevalent between head office and factory personnel

· Production personnel lacked technical skills

· Factory employees felt alienated from sharing the Company’s success

· Production systems were adhoc and defective because of frequent variations in standards set

· Many times raw material was found to be of inferior quality

· Rigidly defined job descriptions

Questions:

1. What in your view are the central human resources issues involved in this case?

2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present

system?

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Caselet 2

Introduction to the organization:

XYZ Company is an existing profit making FMCG Company. The company has 600 personnel

and has branches all other the country. It has a separate training department with a Training

Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr.

Mohan has been in the company for the last 8 years and is very efficient.

Brief Description of the Problem:

Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is

dissatisfied and infact frustrated. There are several reasons attached to it. First and foremost is

that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the

company. Second reason is that he is not consulted and constantly neglected while making

decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the

organization. Production Manager is constantly hurting him and interferes with the work. Dr.

Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows

that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he

should adjust himself with the environment and also talk of how Mohan is constantly neglected.

He talks of how politics is played in the organization and strengths and weaknesses of Mohan but

does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of

family run business. In this setting, personal equation rather than merit works. Mohan is not

convinced, and says he is leaving.

Questions:

1. Why a high performer like Mr. Mohan decided to leave the organization he has been long

part of?

2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would

you have done if you were in his shoes?

END OF SECTION B

Section C: Applied Theory (30 marks)

· This section consists of Applied Theory Questions.

· Answer all the questions.

· Each question carries 15 marks.

· Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. Trace out the changing paradigm of growth. Why has human resource development assume

greater importance in present time?

2. Training effectiveness is crucial for the success of the training department. How will you

ensure it?

END OF SECTION C