Examination Paper of Personnel Management
IIBM Institute of Business Management 3
Examination Paper of Personnel Management
IIBM Institute of Business Management 2
Examination Paper of Personnel Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Personnel Management
Section A: Objective Type (30 marks)
• This section consists of Multiple Choice questions & short note questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Goal setting theory is developed by
a. Vroom
b. Edwin Lock
c. Alderfer
d. Herzberg
2. Vertical enlargement of a job by adding responsibility and opportunity for personal growth, is referred as
a. Quality Circle
b. Work Redesign
c. Job Enrichment
d. Job enlargement
3. It is the process by which data in regard to each job is systematically observed and noted.
a. Job Enrichment
b. Job Enlargement
c. Job Analysis
d. Job Description
4. The primary purpose of training is to establish a sound relationship between the worker and his ______.
a. Employer
b. Incentive
c. Knowledge
d. Job
5. On the job oriented training method include
a. Job Rotation
b. Brain Storming Sessions
c. Guidance
d. All of the Above
6. The performance appraisal that evaluates performance from the monetary returns the employee yields to his organization, is termed as
a. Critical Incident Method
b. Forced –choice Method
c. Cost- Accounting Method
d. Forced-distribution Method
7. MBO stands for ___________.
a. Management of Objectives
b. Management by Objectives
c. Management with Objectives
d. Managers with Opportunity
8. Upward reassignment of an individual in an organization’s hierarchy , accompanied by increased responsibilities, Status etc, is referred as
a. Separations
b. Transfer
c. Promotion
d. Demotion
9. Any wage cost not directly connected with employees productive effort, performance, service or sacrifice, is called
a. Compensation
b. Fringe Benefits
c. Incentives
d. Allowances
10. The level of participation in which the council is consulted on such matters as welfare programs and method of work and safety.
a. Consultative Participation
b. Informative Participation
c. Associative Participation
d. Decisive Participation
Part Two
1. Discuss the concept of Manpower Audit.
2. Explain the concept of Management by Objectives.
3. Write a note on ‘Employees state Insurance Scheme’.
4. Discuss McGregor’s Theory X and Theory Y.
END OF SECTION A
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
Uptron Electronic Limited is a pioneering and internationally reputed firm in the Electronics industry. It is one of the largest firms in the country. It attracted employees from internationally reputed Institutes and Industries by offering high salaries, perks, etc. It has advertised for the position of an Electronic Engineer recently. Nearly 150 candidates applied for the job. Mr. Sashidhar, an Electronic Engineering Graduate from Indian Institute of Technology with 5years working experience in a medium- sized electronics firm, was selected from among the 130 candidates who took tests and interview. The interview board recommended an enhancement in his salary by Rs. 5,000 more than his present salary at his request. Mr. Sashidhar was very happy to achieve this and he was congratulated by a number of people including his previous employer for his brilliant interview performance, and wished him good luck.
Mr. Sashidhar joined Uptron Electronics Ltd. on 21st January, 2002, with great enthusiasm. He also found his job to be quite comfortable and a challenging one and he felt it was highly prestigious to work with this company during the formative years of his career. He found his superiors as well as subordinates to be friendly and cooperative. But this climate did not live long. After one year of his service, he slowly learnt about a number of unpleasant stories about the company, management, the superiors as well as subordinates relations, rate of employee turnover, especially at higher level. But he decided to stay on as he had promised several things to the management in the interview. He wanted to please and change the attitude of management through his diligent performance, firm commitment and dedication. He started maximizing his contributions and the management got the impression that Mr. Sashidhar had settled down and will remain in the company.
After some time, the superiors started riding rough- shod over Mr. Sashidhar. He was over- loaded with multifarious jobs. His freedom in deciding and executing was cut down. He was ill- treated on a number of occasions before his subordinates. His colleagues also started assigning their responsibilities to Mr. Sashidhar. Consequently there were imbalances in his family life, social life and organizational life. But he seemed to be calm and contented. Management felt that Mr. Sashidhar had the potential to bear with many more organizational responsibilities.
So the General Manager was quite surprised to see the resignation letter of Mr. Sashidhar along with a cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The General Manager failed to convince Mr. Sashidhar to withdraw his resignation. The General Manager relieved him on 25th January, 2004. The General Manager wanted to appoint a committee to go into the matter immediately, but dropped the idea later.
Examination Paper of Personnel Management
IIBM Institute of Business Management 4
Questions
1. What prevented the General Manager from appointing a committee?
2. What is wrong with the recruitment policy of the company?
Caselet 2
When Adite Technologies Ltd (ATL) moved one of their divisions to Bangalore, the branch manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to other local divisions. Ten of the thirty chose to stay and to be transferred to another division. Madhuri was one of those. She was assigned to the computer moving-head division.
When Madhuri reported to the new job, Narender Kumar, her new supervisor told her he did not know whether or not he would have a permanent position for her. For three days Madhuri sat and watched other employees do their work. One Friday, Narender announced that their division had received another big contract and he would brief Madhuri on her new assignment on Monday.
Madhuri arrived at 9:00 am Monday morning and waited anxiously to learn about the new job. Narender did not arrive until 10:30. He was being briefed on the new contract; he said and would not be able to meet Madhuri before lunch. At 1:30 pm Narender returned to show Madhuri the operation, ‘we are reworking model 10-D and it only requires changing two spot welds. With this jig, you can turn one out in about three to five minutes’. Narender added,’ By the way will be the quality control supervisor on this job. Just double Madhuri was given no idea how important the checks might be.
‘Please watch me’, said Narender Madhuri, taking up the welding torch. ‘Any one can do it easily’. He repeated the operation five or six times. Madhuri tried it and experienced no difficulty. Neither of them checked their reworked pieces with the blue print to see if they would pass the quality check and as a result, Madhuri never checked any pieces after that demonstration. Narender did not see again until Friday.
During the week several things happened. More than half the motors did not work correctly by the time they reached the final assembly. It could not be determined whether the faulty motors were the result of Madhuri’s work or the result of a lack of quality checks. A box of 20 parts had been approved by Madhuri since her initials were on the inspection card, but she had not made the necessary alterations. That was when Narender found time to talk to Madhuri again.
Questions
1. What incidents showed that Narender was not performing a good job as a trainer?
2. How do you think Madhuri feels about Narender and about her new job?
END OF SECTION B
Examination Paper of Personnel Management
IIBM Institute of Business Management 5
Section C: Applied Theory (30 Marks)
• This section consists of Applied Theory Questions
• Answer all the questions
• Each question carries 15 marks each.
• Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. What do you understand by the term ‘Performance Appraisal’? Discuss the various methods of performance appraisal in detail.
2. What is Training? Why is training necessary for organization performance and success?
END OF SECTION C
5
IIBM Institute of Business Management 3
Examination Paper of Personnel Management
IIBM Institute of Business Management 2
Examination Paper of Personnel Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Personnel Management
Section A: Objective Type (30 marks)
• This section consists of Multiple Choice questions & short note questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Goal setting theory is developed by
a. Vroom
b. Edwin Lock
c. Alderfer
d. Herzberg
2. Vertical enlargement of a job by adding responsibility and opportunity for personal growth, is referred as
a. Quality Circle
b. Work Redesign
c. Job Enrichment
d. Job enlargement
3. It is the process by which data in regard to each job is systematically observed and noted.
a. Job Enrichment
b. Job Enlargement
c. Job Analysis
d. Job Description
4. The primary purpose of training is to establish a sound relationship between the worker and his ______.
a. Employer
b. Incentive
c. Knowledge
d. Job
5. On the job oriented training method include
a. Job Rotation
b. Brain Storming Sessions
c. Guidance
d. All of the Above
6. The performance appraisal that evaluates performance from the monetary returns the employee yields to his organization, is termed as
a. Critical Incident Method
b. Forced –choice Method
c. Cost- Accounting Method
d. Forced-distribution Method
7. MBO stands for ___________.
a. Management of Objectives
b. Management by Objectives
c. Management with Objectives
d. Managers with Opportunity
8. Upward reassignment of an individual in an organization’s hierarchy , accompanied by increased responsibilities, Status etc, is referred as
a. Separations
b. Transfer
c. Promotion
d. Demotion
9. Any wage cost not directly connected with employees productive effort, performance, service or sacrifice, is called
a. Compensation
b. Fringe Benefits
c. Incentives
d. Allowances
10. The level of participation in which the council is consulted on such matters as welfare programs and method of work and safety.
a. Consultative Participation
b. Informative Participation
c. Associative Participation
d. Decisive Participation
Part Two
1. Discuss the concept of Manpower Audit.
2. Explain the concept of Management by Objectives.
3. Write a note on ‘Employees state Insurance Scheme’.
4. Discuss McGregor’s Theory X and Theory Y.
END OF SECTION A
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
Uptron Electronic Limited is a pioneering and internationally reputed firm in the Electronics industry. It is one of the largest firms in the country. It attracted employees from internationally reputed Institutes and Industries by offering high salaries, perks, etc. It has advertised for the position of an Electronic Engineer recently. Nearly 150 candidates applied for the job. Mr. Sashidhar, an Electronic Engineering Graduate from Indian Institute of Technology with 5years working experience in a medium- sized electronics firm, was selected from among the 130 candidates who took tests and interview. The interview board recommended an enhancement in his salary by Rs. 5,000 more than his present salary at his request. Mr. Sashidhar was very happy to achieve this and he was congratulated by a number of people including his previous employer for his brilliant interview performance, and wished him good luck.
Mr. Sashidhar joined Uptron Electronics Ltd. on 21st January, 2002, with great enthusiasm. He also found his job to be quite comfortable and a challenging one and he felt it was highly prestigious to work with this company during the formative years of his career. He found his superiors as well as subordinates to be friendly and cooperative. But this climate did not live long. After one year of his service, he slowly learnt about a number of unpleasant stories about the company, management, the superiors as well as subordinates relations, rate of employee turnover, especially at higher level. But he decided to stay on as he had promised several things to the management in the interview. He wanted to please and change the attitude of management through his diligent performance, firm commitment and dedication. He started maximizing his contributions and the management got the impression that Mr. Sashidhar had settled down and will remain in the company.
After some time, the superiors started riding rough- shod over Mr. Sashidhar. He was over- loaded with multifarious jobs. His freedom in deciding and executing was cut down. He was ill- treated on a number of occasions before his subordinates. His colleagues also started assigning their responsibilities to Mr. Sashidhar. Consequently there were imbalances in his family life, social life and organizational life. But he seemed to be calm and contented. Management felt that Mr. Sashidhar had the potential to bear with many more organizational responsibilities.
So the General Manager was quite surprised to see the resignation letter of Mr. Sashidhar along with a cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The General Manager failed to convince Mr. Sashidhar to withdraw his resignation. The General Manager relieved him on 25th January, 2004. The General Manager wanted to appoint a committee to go into the matter immediately, but dropped the idea later.
Examination Paper of Personnel Management
IIBM Institute of Business Management 4
Questions
1. What prevented the General Manager from appointing a committee?
2. What is wrong with the recruitment policy of the company?
Caselet 2
When Adite Technologies Ltd (ATL) moved one of their divisions to Bangalore, the branch manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to other local divisions. Ten of the thirty chose to stay and to be transferred to another division. Madhuri was one of those. She was assigned to the computer moving-head division.
When Madhuri reported to the new job, Narender Kumar, her new supervisor told her he did not know whether or not he would have a permanent position for her. For three days Madhuri sat and watched other employees do their work. One Friday, Narender announced that their division had received another big contract and he would brief Madhuri on her new assignment on Monday.
Madhuri arrived at 9:00 am Monday morning and waited anxiously to learn about the new job. Narender did not arrive until 10:30. He was being briefed on the new contract; he said and would not be able to meet Madhuri before lunch. At 1:30 pm Narender returned to show Madhuri the operation, ‘we are reworking model 10-D and it only requires changing two spot welds. With this jig, you can turn one out in about three to five minutes’. Narender added,’ By the way will be the quality control supervisor on this job. Just double Madhuri was given no idea how important the checks might be.
‘Please watch me’, said Narender Madhuri, taking up the welding torch. ‘Any one can do it easily’. He repeated the operation five or six times. Madhuri tried it and experienced no difficulty. Neither of them checked their reworked pieces with the blue print to see if they would pass the quality check and as a result, Madhuri never checked any pieces after that demonstration. Narender did not see again until Friday.
During the week several things happened. More than half the motors did not work correctly by the time they reached the final assembly. It could not be determined whether the faulty motors were the result of Madhuri’s work or the result of a lack of quality checks. A box of 20 parts had been approved by Madhuri since her initials were on the inspection card, but she had not made the necessary alterations. That was when Narender found time to talk to Madhuri again.
Questions
1. What incidents showed that Narender was not performing a good job as a trainer?
2. How do you think Madhuri feels about Narender and about her new job?
END OF SECTION B
Examination Paper of Personnel Management
IIBM Institute of Business Management 5
Section C: Applied Theory (30 Marks)
• This section consists of Applied Theory Questions
• Answer all the questions
• Each question carries 15 marks each.
• Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. What do you understand by the term ‘Performance Appraisal’? Discuss the various methods of performance appraisal in detail.
2. What is Training? Why is training necessary for organization performance and success?
END OF SECTION C
5
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