Download PTU I. K. Gujral Punjab Technical University (IKGPTU) MBA (Master of Business Administration) 2020 December 2nd Sem 76156 Human Resource Management Previous Question Paper
Roll No.
Total No. of Pages : 03
Total No. of Questions : 17
MBA / MBA (IB) (2018 Batch) (Sem.?2)
HUMAN RESOURCE MANAGEMENT
Subject Code : MBA-204-18
M.Code : 76156
Time : 3 Hrs. Max. Marks : 60
INST RUCT IONS T O CANDIDAT ES :
1 .
SECT ION-A c ontains EIGHT questio ns carrying TWO marks each an d s tudents
has to attempt ALL que stions.
2 .
SECT ION-B c ons ists of FOUR Subsections : Units-I, II, III & IV. Ea ch Subsection
con tains T WO questions each ca rrying EIGHT ma rks each and s tudents have to
attemp t any ONE qu estio n from e ach Sub section.
3 .
SECT ION-C is COMPUL SORY a nd consists of ONE C ASE ST UDY ca rrying
TWELVE marks .
SECTION-A
Write briefly :
1.
Staff organisation
2.
Job description
3.
Career development
4.
Outplacement
5.
Non - financial incentives
6.
Quality circles
7.
Employee counselling
8.
HR audit
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SECTION-B
UNIT-I
9.
Difference between HRM and SHRM. Also discuss the role of HR in maintaining
competitive advantage.
10. Briefly discuss the various tools and techniques to scan the environment.
UNIT-II
11. How the organisations can measure the effectiveness of training programmes?
12. What are the various modes of internal mobility of employees and what are its benefits?
UNIT-III
13. Discuss the various measures to improve the Quality of Life of employees working in an
organised sector.
14. Explain the modem methods of appraising an employee's performance.
UNIT-IV
15. Discuss in detail the dispute resolution machinery of various issues of human resources in
an organisation.
16. What are the various ethical concerns in human resource management?
SECTION-C
17. Case study :
Farmington, Connecticut-based Otis Elevator is the world's largest manufacturer, installer,
and servicer of elevators, escalators, moving walk-ways, and other vertical and horizontal
passenger transportation systems. Otis products are offered in more than 200 countries
worldwide, and the company employs more than 63,000 people. Among its many
installations are the Eiffel Tower, Sudney Opera House, Vatican, CN Tower (Toronto), and
Hong Kong Convention Centre.
For years, the company had an ineffective performance management system that was
excessively time consuming and inspired little confidence among employees or managers.
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In revamping its performance management, Otis moved toward a system that provided
performance feedback based on critical strategic competencies related to the company's
new focus on project teams. For this realignment into project teams to be successful,
managers were required to demonstrate specific competencies in both team leadership and
project management, as well as remain accountable for the financial and operating results
of projects.
Realising that critical feedback in these areas could not come exclusively from immediate
supervisors, Otis had a custom-designed 360 degree feedback system developed that
provided managers with feedback from those most directly affected by their performance;
their subordinates, peers and customers. The system provides ratings on several critical
core competencies and is administered entirely online via the company Internet. The online
system is easy to use, employs encryption technology to secure all data, and allows a
performance review to be completed in 20 minutes. The system allows Otis to provide
performance feedback in tandem with the organisation's strategic objectives; is far more
efficient than the previous paper driven system; and perhaps, most importantly, has
restored employee faith in the company's performance feedback system.55
Questions :
a. How can 360 degree feedback mechanism help Otis revamp its performance
management system?
b. What critical inputs need to be considered while evaluating by customers, peers and
bosses?
NOTE : Disclosure of Identity by writing Mobile No. or Making of passing request on any
page of Answer Sheet will lead to UMC against the Student.
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This post was last modified on 14 February 2021