HR01
Human Resource Management
Assignment No.I
Assignment Code: 2013HR01A1 Last Date of Submission: 15th April 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 What failures influence Human Resource Planning? Explain the process of HRP
(Human Resource Planning) in large organizations.
Ques. 2 You are planning to set up a subsidiary in India and are trying to decide whether the
managing director of the new facility should be a local Indian manager, an expatriate
manager from your firm’s home country or a third country manager from elsewhere in
your worldwide operations. On what basis would you make the decision?
Ques. 3 What is job analysis? What general guidelines should the HR specialist use when
deciding how many and what sources of job information to use in a job analysis
project?
Ques. 4 Does the Human Resource function in organizations in India enjoy strategic status?
Discuss with suitable examples.
Section-B
Case Study: Looney Tunes on Parade
Republic Insurance Company is a regional, all-purpose firm with offices in a three-state area. The central headquarters office houses the staff that plans and controls the field-office operations. Because the company is in such a competitive industry, sales play a very important role in Republic’s efforts.
The group responsible for planning and controlling the sales effort of Republic’s three-state field force is the Strategic Management Division. There are two main components of the Strategic Management Divisions:
1. The Accounting Department pays the bills and keeps track of the income.
2. The Plans Department does the marketing, product and price studies, profit, budget planning, and similar duties.
The organizational chart of this Strategic Management Division is shown below. It depicts the structure of the division and the leadership roles within that structure which have a bearing on this case. It also includes the names of the individuals who filled those leadership roles in June 1987, the time at which the events in this case begin.
STRATEGIC MANAGEMENT DIVISION
The manager of the Plans Department is responsible for two units: Budgets and Pricing. Each unit has a supervisor who is responsible for the projects and tasks assigned to the unit. The Budgets Unit does long-term planning and evaluation of the profit and cost centers of Republic, and coordinates the overall budget planning for the entire company. The Pricing Unit is responsible for keeping track of the competition’s prices on insurance policies, company-wide profit-forecasting, and other special studies about company products or costs. The Pricing Unit regularly provides these studies to other units and divisions within the company. These studies supply essential information to the managers of these other departments so that they can make their own business and budgeting plans.
In June of 1987, the Strategic Management Division was headed by Sam Benson. Peter Gilmore, who had been with Republic for 10 years, managed the Plans Department’s two units. The Budgets Unit was supervised by Sandi Bates, and the Pricing Unit’s supervisory position was vacant.
In that same month, Peter Gilmore received a referral from Personnel for the open supervisor’s position in the Pricing Unit. The job candidate’s name was David Randle. Randle had a resume that looked good (see the copy of the resume at the end of case) and Gilmore managed to squeeze him in for a 20-minute interview between business meetings. The manager talked in general about the job and asked Randle about his resume. He found Randle personable and easy to get along with, liked the candidate’s background, and decided to offer him the job. He told Personnel to hire him and take care of the details.
Randle began work a week later, on July 1, 1987, as supervisor of the Pricing Unit. He had two cost analysts and a secretary reporting to him.
R E S U M E
DAVID RANDLE
5634 Wastercrest Street
City, State 12345
EDUCATION : State University
The Evening College Program
B.S. in Business
3.75 GPA, 3.8 in major
1978-1984
PERSONAL : Born: October 9, 1957
Married
Fluent in four languages:
Spanish, French, Italian and Portugese
WORK HISTORY : Smith Store
January 1987 – date
Cost Accountant: supervises Cost Unit, profit-planning, budget coordination for the stores.
Johnson Adhesives Manufacturing
February 1986 – July 1986
Price Analyst: developed and supervised computer records, inventory controls, payrolls
Safety Media Films
January 1983 – February 1986
Price Analyst: budget planning, international finance, financial planning
Bander Food Chains
November 1981 – January 1983
Senior Bookkeeper: price studies, computer records, supervision
Get Smart Book Publishers
February 1981 – November 1981
Junior Bookkeeper: payroll accounts, accounts receivable, payable, general ledger, audits.
Questions:
Q1. Evaluate David Randle’s resume.
Q2. Evaluate the selection procedure used by Peter Gilmore.
Q3. Anticipate any effects of the selection procedure used by Peter Gilmore on David Randle’s future performance.
HR01
Human Resource Management
Assignment No.II
Assignment Code: 2013HR01A2 Last Date of Submission: 15th May 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 What is employee empowerment? As a manager from where would you seek the
power to empower others?
Ques. 2 Write short note on Trade Union Movement in India
Ques. 3 Why are some people satisfied with what is identified as a mid-career plateau while
others at the same point experience career burnout?
Ques. 4 Training programs are frequently the first items eliminated when managers when
management wants to cut costs. Why do you believe this occurs?
Section-B
Case Study: Wanted – Good Secretary
For over three years, Bernard Malinowaski had been the manager of the Customer Service Department at Buford department store. After nearly six years working in various customer service assignments, he still enjoyed the work of responding to the inquiries, requests, and complaints of Buford’s various retail customers. He felt it was a way to help the customers and Buford at the same time.
He supervised five service representative who dealt directly with the customers. At times, the service representatives would also support different marketing programs and initiatives. There was one secretary for the department who provided the administrative and clerical support needed to keep the department running efficiently. Bernard realized all too well how important it was to have a top-performer in that position.
That was why he was so concerned-and surprised-by the recent performance of his new secretary, Betty Lyons. Bernard’s expectations had been high when he hired Betty two months ago. He thought she would be the one who might stick around and solve the “revolving door” problem he had experienced with every former occupant of that job. But now, he started to think about replacing Betty.
When she started in Customer Service, Betty seemed to be the ideal worker: She was energetic, cared about doing a good job, worked hard, and got along well with her co-workers. But here she was, making the same old mistakes all her predecessors had made. He ticked off in his own mind the by-now familiar list of problems:
• Letters to customers always looked sloppy and poorly composed. The recent addition of a word processor to the unit not resulted in any improvements.
• The turnaround time for producing the letters was too long, often seeming to take two or three days from the date of submission.
• Filing and record keeping duties piled up and never seemed to be completed on any sort of timely or up-to-date basis.
To make matters worse, recently she had started complaining of being “overworked.” Indeed, Bernard overheard her say to one of the service representatives just yesterday: “Have they ever told you what they expect you to do or what the priorities are around here” I’m so busy and pulled in so many directions, I can’t do everything. And I don’t know what I’m supposed to do first.”
Benard knew she was not performing up to standard, and that he would have to act soon. He thought to himself: “It’s funny, but the good ones always seem to have the most problems. When they do their work well, we give them more to do and then, bang, their work falls to pieces. The mediocre ones always stay mediocre-just getting the job barely done. “Bernard felt the people should derive satisfaction from completing a job done well-and if not, well, he did give them a pay raise once a year. “That should be reward enough, ”He thought. And that was all the reward he gave them.
Questions:
Q1. Is there a performance problem?
Q2. Describe the issues
Q3. How should Bernard respond?
Human Resource Management
Assignment No.I
Assignment Code: 2013HR01A1 Last Date of Submission: 15th April 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 What failures influence Human Resource Planning? Explain the process of HRP
(Human Resource Planning) in large organizations.
Ques. 2 You are planning to set up a subsidiary in India and are trying to decide whether the
managing director of the new facility should be a local Indian manager, an expatriate
manager from your firm’s home country or a third country manager from elsewhere in
your worldwide operations. On what basis would you make the decision?
Ques. 3 What is job analysis? What general guidelines should the HR specialist use when
deciding how many and what sources of job information to use in a job analysis
project?
Ques. 4 Does the Human Resource function in organizations in India enjoy strategic status?
Discuss with suitable examples.
Section-B
Case Study: Looney Tunes on Parade
Republic Insurance Company is a regional, all-purpose firm with offices in a three-state area. The central headquarters office houses the staff that plans and controls the field-office operations. Because the company is in such a competitive industry, sales play a very important role in Republic’s efforts.
The group responsible for planning and controlling the sales effort of Republic’s three-state field force is the Strategic Management Division. There are two main components of the Strategic Management Divisions:
1. The Accounting Department pays the bills and keeps track of the income.
2. The Plans Department does the marketing, product and price studies, profit, budget planning, and similar duties.
The organizational chart of this Strategic Management Division is shown below. It depicts the structure of the division and the leadership roles within that structure which have a bearing on this case. It also includes the names of the individuals who filled those leadership roles in June 1987, the time at which the events in this case begin.
STRATEGIC MANAGEMENT DIVISION
The manager of the Plans Department is responsible for two units: Budgets and Pricing. Each unit has a supervisor who is responsible for the projects and tasks assigned to the unit. The Budgets Unit does long-term planning and evaluation of the profit and cost centers of Republic, and coordinates the overall budget planning for the entire company. The Pricing Unit is responsible for keeping track of the competition’s prices on insurance policies, company-wide profit-forecasting, and other special studies about company products or costs. The Pricing Unit regularly provides these studies to other units and divisions within the company. These studies supply essential information to the managers of these other departments so that they can make their own business and budgeting plans.
In June of 1987, the Strategic Management Division was headed by Sam Benson. Peter Gilmore, who had been with Republic for 10 years, managed the Plans Department’s two units. The Budgets Unit was supervised by Sandi Bates, and the Pricing Unit’s supervisory position was vacant.
In that same month, Peter Gilmore received a referral from Personnel for the open supervisor’s position in the Pricing Unit. The job candidate’s name was David Randle. Randle had a resume that looked good (see the copy of the resume at the end of case) and Gilmore managed to squeeze him in for a 20-minute interview between business meetings. The manager talked in general about the job and asked Randle about his resume. He found Randle personable and easy to get along with, liked the candidate’s background, and decided to offer him the job. He told Personnel to hire him and take care of the details.
Randle began work a week later, on July 1, 1987, as supervisor of the Pricing Unit. He had two cost analysts and a secretary reporting to him.
R E S U M E
DAVID RANDLE
5634 Wastercrest Street
City, State 12345
EDUCATION : State University
The Evening College Program
B.S. in Business
3.75 GPA, 3.8 in major
1978-1984
PERSONAL : Born: October 9, 1957
Married
Fluent in four languages:
Spanish, French, Italian and Portugese
WORK HISTORY : Smith Store
January 1987 – date
Cost Accountant: supervises Cost Unit, profit-planning, budget coordination for the stores.
Johnson Adhesives Manufacturing
February 1986 – July 1986
Price Analyst: developed and supervised computer records, inventory controls, payrolls
Safety Media Films
January 1983 – February 1986
Price Analyst: budget planning, international finance, financial planning
Bander Food Chains
November 1981 – January 1983
Senior Bookkeeper: price studies, computer records, supervision
Get Smart Book Publishers
February 1981 – November 1981
Junior Bookkeeper: payroll accounts, accounts receivable, payable, general ledger, audits.
Questions:
Q1. Evaluate David Randle’s resume.
Q2. Evaluate the selection procedure used by Peter Gilmore.
Q3. Anticipate any effects of the selection procedure used by Peter Gilmore on David Randle’s future performance.
HR01
Human Resource Management
Assignment No.II
Assignment Code: 2013HR01A2 Last Date of Submission: 15th May 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 What is employee empowerment? As a manager from where would you seek the
power to empower others?
Ques. 2 Write short note on Trade Union Movement in India
Ques. 3 Why are some people satisfied with what is identified as a mid-career plateau while
others at the same point experience career burnout?
Ques. 4 Training programs are frequently the first items eliminated when managers when
management wants to cut costs. Why do you believe this occurs?
Section-B
Case Study: Wanted – Good Secretary
For over three years, Bernard Malinowaski had been the manager of the Customer Service Department at Buford department store. After nearly six years working in various customer service assignments, he still enjoyed the work of responding to the inquiries, requests, and complaints of Buford’s various retail customers. He felt it was a way to help the customers and Buford at the same time.
He supervised five service representative who dealt directly with the customers. At times, the service representatives would also support different marketing programs and initiatives. There was one secretary for the department who provided the administrative and clerical support needed to keep the department running efficiently. Bernard realized all too well how important it was to have a top-performer in that position.
That was why he was so concerned-and surprised-by the recent performance of his new secretary, Betty Lyons. Bernard’s expectations had been high when he hired Betty two months ago. He thought she would be the one who might stick around and solve the “revolving door” problem he had experienced with every former occupant of that job. But now, he started to think about replacing Betty.
When she started in Customer Service, Betty seemed to be the ideal worker: She was energetic, cared about doing a good job, worked hard, and got along well with her co-workers. But here she was, making the same old mistakes all her predecessors had made. He ticked off in his own mind the by-now familiar list of problems:
• Letters to customers always looked sloppy and poorly composed. The recent addition of a word processor to the unit not resulted in any improvements.
• The turnaround time for producing the letters was too long, often seeming to take two or three days from the date of submission.
• Filing and record keeping duties piled up and never seemed to be completed on any sort of timely or up-to-date basis.
To make matters worse, recently she had started complaining of being “overworked.” Indeed, Bernard overheard her say to one of the service representatives just yesterday: “Have they ever told you what they expect you to do or what the priorities are around here” I’m so busy and pulled in so many directions, I can’t do everything. And I don’t know what I’m supposed to do first.”
Benard knew she was not performing up to standard, and that he would have to act soon. He thought to himself: “It’s funny, but the good ones always seem to have the most problems. When they do their work well, we give them more to do and then, bang, their work falls to pieces. The mediocre ones always stay mediocre-just getting the job barely done. “Bernard felt the people should derive satisfaction from completing a job done well-and if not, well, he did give them a pay raise once a year. “That should be reward enough, ”He thought. And that was all the reward he gave them.
Questions:
Q1. Is there a performance problem?
Q2. Describe the issues
Q3. How should Bernard respond?
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