Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2019 Summer 4th Sem 2840302 Strategic Human Resource Management Shrm Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2840302 Date: 06/05/2019
Subject Name: Strategic Human Resource Management (SHRM)
Time: 10:30 AM To 01:30 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
(a)
Multiple Choice Questions 6
The main difference between Market Driven Strategy and Resource Driven Strategy lies
in the way none explains the source of
1. A. Profitability between two firms B. Size difference of two firms
C. Product market strategies of two firms D. Manpower strategy difference of
two firms
2. Temporary employment relations are likely to be more common in companies that
A. Operate on a project mode B. Work in a seasonal industry
C. Requires low-skilled workers whose supply is
high
D All of the above
3. A company with very good organizational culture will
A. Have higher profit B. Have lower profit
C. Have lower operating cost D. Have no effect on operating cost
4.
Balances scorecard approach to strategic assessment of divisional performance necessarily has
measurements in
A. Four dimensions B. Many dimensions
C. In four dimensions of equal weighs given to
all
D. Many dimensions of equal weighs
given to all
5. While assessing team performance, all assessment should necessarily be
A. Objective measures B. Mixture of objective and subjective
measures
C. analytical D. As per expectations of team
members
6. Most employers dislike trade unions of their workers because
A. It affects their freedom to set work rules and
wage rates
B. Trade union is voluntary choice
C. Most trade unions interfere in preparation and
presentation of company balance sheet
D. Trade union leaders do not
understand anything of business
Q.1
(b)
Explain following terms in brief:
a) Deferred Compensation
b) ESOP
c) Labor Mobility
d) Balanced Scorecard
04
Q.1 (c) Explain the following:
a) Manpower Planning
b) Outsourcing
c) Co-employment
d) Stock Appreciation Rights (SARS)
04
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1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2840302 Date: 06/05/2019
Subject Name: Strategic Human Resource Management (SHRM)
Time: 10:30 AM To 01:30 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
(a)
Multiple Choice Questions 6
The main difference between Market Driven Strategy and Resource Driven Strategy lies
in the way none explains the source of
1. A. Profitability between two firms B. Size difference of two firms
C. Product market strategies of two firms D. Manpower strategy difference of
two firms
2. Temporary employment relations are likely to be more common in companies that
A. Operate on a project mode B. Work in a seasonal industry
C. Requires low-skilled workers whose supply is
high
D All of the above
3. A company with very good organizational culture will
A. Have higher profit B. Have lower profit
C. Have lower operating cost D. Have no effect on operating cost
4.
Balances scorecard approach to strategic assessment of divisional performance necessarily has
measurements in
A. Four dimensions B. Many dimensions
C. In four dimensions of equal weighs given to
all
D. Many dimensions of equal weighs
given to all
5. While assessing team performance, all assessment should necessarily be
A. Objective measures B. Mixture of objective and subjective
measures
C. analytical D. As per expectations of team
members
6. Most employers dislike trade unions of their workers because
A. It affects their freedom to set work rules and
wage rates
B. Trade union is voluntary choice
C. Most trade unions interfere in preparation and
presentation of company balance sheet
D. Trade union leaders do not
understand anything of business
Q.1
(b)
Explain following terms in brief:
a) Deferred Compensation
b) ESOP
c) Labor Mobility
d) Balanced Scorecard
04
Q.1 (c) Explain the following:
a) Manpower Planning
b) Outsourcing
c) Co-employment
d) Stock Appreciation Rights (SARS)
04
2
Q.2 (a) Define SHRM. Explain Market Driven Strategy and Resource Driven Strategy in
brief.
07
(b) Define HR System. Mention commonly used set of HR system and its relation with
organization?s business systems
07
OR
(b) Explain Tangible and Intangible Assets as Sources of Competitive Advantage. 07
Q.3 (a) Explain Activities and Techniques related to Strategic HR Planning.
07
(b) What are commonly used Selection Instruments and their Advantages and
Disadvantages.
07
OR
Q.3 (a) Explain on how to assess Employee Career Goals
07
(b) Explain on how to assess Employee Performance at different levels.
07
Q.4 (a) Explain in brief: Generic and Strategic Approach to Compensation
07
(b) Why do workers join Union and why do employers? dislike Union?
07
OR
Q.4 (a) Mention types of Outsourcing and why companies resort to Outsourcing?
07
(b) Explain the relationship between Merger-Acquisition and Resource Driven Strategy.
07
Q ? 5 Case Study
As a new member of the board of directors for a local bank, Jack Nelson was being
introduces to all the employees in the home office. When he was introduced to Ruth
Johnson, he was curious about her work and asked her what her machine did. Johnson
replied that she really did not know what the machine was called or what it did. She
explained that she had been working there for only two months. She did, not know
much about how to operate the machine and as per her supervisor, she was an
intelligent employee. At one of the branch offices, the supervisor in charge spoke to
Nelson confidentially, telling him that ?something was wrong,? but she didn?t know
what. But for one thing, she explained, employee turnover was too high. With
customers to see and loans to be made, she explained, she had little time to work with
new employees. All branch supervisors hired their own employees without
communication with the home office or other branches.
14
When an opening developed, the supervisor tried to find a suitable employee to
replace the worker. After touring the 22 branches and finding similar problems in
many of them, Nelson wondered what the home office should do or what action he
should take. The banking firm was generally regarded as a well-run institution that
had grown from 27 to 191 employees during past 8 years. The more he thought about
the matter, the more puzzled Nelson became. He couldn?t put his figure on the
problem, and he didn?t know whether to report his findings to the president.
FirstRanker.com - FirstRanker's Choice
1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2840302 Date: 06/05/2019
Subject Name: Strategic Human Resource Management (SHRM)
Time: 10:30 AM To 01:30 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
(a)
Multiple Choice Questions 6
The main difference between Market Driven Strategy and Resource Driven Strategy lies
in the way none explains the source of
1. A. Profitability between two firms B. Size difference of two firms
C. Product market strategies of two firms D. Manpower strategy difference of
two firms
2. Temporary employment relations are likely to be more common in companies that
A. Operate on a project mode B. Work in a seasonal industry
C. Requires low-skilled workers whose supply is
high
D All of the above
3. A company with very good organizational culture will
A. Have higher profit B. Have lower profit
C. Have lower operating cost D. Have no effect on operating cost
4.
Balances scorecard approach to strategic assessment of divisional performance necessarily has
measurements in
A. Four dimensions B. Many dimensions
C. In four dimensions of equal weighs given to
all
D. Many dimensions of equal weighs
given to all
5. While assessing team performance, all assessment should necessarily be
A. Objective measures B. Mixture of objective and subjective
measures
C. analytical D. As per expectations of team
members
6. Most employers dislike trade unions of their workers because
A. It affects their freedom to set work rules and
wage rates
B. Trade union is voluntary choice
C. Most trade unions interfere in preparation and
presentation of company balance sheet
D. Trade union leaders do not
understand anything of business
Q.1
(b)
Explain following terms in brief:
a) Deferred Compensation
b) ESOP
c) Labor Mobility
d) Balanced Scorecard
04
Q.1 (c) Explain the following:
a) Manpower Planning
b) Outsourcing
c) Co-employment
d) Stock Appreciation Rights (SARS)
04
2
Q.2 (a) Define SHRM. Explain Market Driven Strategy and Resource Driven Strategy in
brief.
07
(b) Define HR System. Mention commonly used set of HR system and its relation with
organization?s business systems
07
OR
(b) Explain Tangible and Intangible Assets as Sources of Competitive Advantage. 07
Q.3 (a) Explain Activities and Techniques related to Strategic HR Planning.
07
(b) What are commonly used Selection Instruments and their Advantages and
Disadvantages.
07
OR
Q.3 (a) Explain on how to assess Employee Career Goals
07
(b) Explain on how to assess Employee Performance at different levels.
07
Q.4 (a) Explain in brief: Generic and Strategic Approach to Compensation
07
(b) Why do workers join Union and why do employers? dislike Union?
07
OR
Q.4 (a) Mention types of Outsourcing and why companies resort to Outsourcing?
07
(b) Explain the relationship between Merger-Acquisition and Resource Driven Strategy.
07
Q ? 5 Case Study
As a new member of the board of directors for a local bank, Jack Nelson was being
introduces to all the employees in the home office. When he was introduced to Ruth
Johnson, he was curious about her work and asked her what her machine did. Johnson
replied that she really did not know what the machine was called or what it did. She
explained that she had been working there for only two months. She did, not know
much about how to operate the machine and as per her supervisor, she was an
intelligent employee. At one of the branch offices, the supervisor in charge spoke to
Nelson confidentially, telling him that ?something was wrong,? but she didn?t know
what. But for one thing, she explained, employee turnover was too high. With
customers to see and loans to be made, she explained, she had little time to work with
new employees. All branch supervisors hired their own employees without
communication with the home office or other branches.
14
When an opening developed, the supervisor tried to find a suitable employee to
replace the worker. After touring the 22 branches and finding similar problems in
many of them, Nelson wondered what the home office should do or what action he
should take. The banking firm was generally regarded as a well-run institution that
had grown from 27 to 191 employees during past 8 years. The more he thought about
the matter, the more puzzled Nelson became. He couldn?t put his figure on the
problem, and he didn?t know whether to report his findings to the president.
3
Questions:
What do you think is causing some of the problems in the bank?s home office and
branches?
Do you think setting up an HR unit in the main office would help?
OR
Q. 5 Walmart purchased massive quantities of items from its suppliers to form scale
economy, and with the efficient stock control system, help in making its operating
costs lower than those of its competitors. It also imported many goods from China,
?the world factory? for its low cost. Managers engage in three levels of strategic
planning the corporate-level strategy; the business-level strategy and the function-
level strategy. The functional strategy should serve the overall company strategy, so
the corporate strategy could be implemented more effectively and efficiently. The
following part we?ll examine the ?fitness? of HR practices in Walmart with this
theoretical model, which is obviously also the integration process of HR practices with
the contingency variables to some extent.
From the recruitment. Walmart audit reports which found ?extensive violations of
child-labor laws and state regulations requiring time for breaks and meals.? Walmart
also faced a barrage of lawsuits alleging that the company discriminates against
workers with disabilities, for the recruitment of these people means providing more
facilities for them and the loss of efficiency to some extent. From training perspective,
through training on behavioral requirement for success and encouragement, Walmart
tried to adjust the employee behaviors and competencies to what the company?s
strategy requires, that is to low down cost more. From the performance management
perspective, Walmart made very high demanding standards and job designs. There are
so many instances of minors working too late, or for too many hours.
Walmart also goes great lengths to reduce cost, cases that women sued Walmart for
its discriminated policy against women by denying them promotions and paying them
less than men did. From the compensation management perspective, Walmart has also
showed very aggressive HR policies and activities. Walmart imported $15 billion
worth of goods from china, for not only the strategic consideration of supplier chain
economy, but also Walmart has some factories in china, whose products are branded
with Walmart name.
14
With this method, Walmart pays much less to Chinese labors in this ?world-factory?
and earn some advantages, so we could just see how the Walmart corporate strategy
is just intensely integrated with its HR policy. In 2002, operating costs for Walmart
were just 16.6 percent of total sales, compared to a 20.7 average for the retail industry
as a whole, which supported greatly the overall strategy. Walmart workers in
California earn on average 31 percent less than workers employed in other large retail
business. Actually, with other operating and inventory costs set by higher-level
management, store managers must turn to wages to increase profits, and Walmart
expects the labor costs to be cut by two-tenths of a percentage point each year. From
the employee benefit and safety perspective, workers eligible for benefits such as
health insurance must pay over the odds for them. In 1999, employees paid 36 percent
of the costs. In 2001, the employee burden rose to 42 percent. While in the US, large-
firm employees pay on average 16 percent of the premium for health insurance.
Unionized supermarket workers typically pay nothing. Walmart was frequently
accused of not providing employees with affordable access to health care, but the top
managers and HR managers know their focus was just to try their most to implement
Walmart?s corporate strategy.
FirstRanker.com - FirstRanker's Choice
1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 4 ? EXAMINATION ? SUMMER 2019
Subject Code: 2840302 Date: 06/05/2019
Subject Name: Strategic Human Resource Management (SHRM)
Time: 10:30 AM To 01:30 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
(a)
Multiple Choice Questions 6
The main difference between Market Driven Strategy and Resource Driven Strategy lies
in the way none explains the source of
1. A. Profitability between two firms B. Size difference of two firms
C. Product market strategies of two firms D. Manpower strategy difference of
two firms
2. Temporary employment relations are likely to be more common in companies that
A. Operate on a project mode B. Work in a seasonal industry
C. Requires low-skilled workers whose supply is
high
D All of the above
3. A company with very good organizational culture will
A. Have higher profit B. Have lower profit
C. Have lower operating cost D. Have no effect on operating cost
4.
Balances scorecard approach to strategic assessment of divisional performance necessarily has
measurements in
A. Four dimensions B. Many dimensions
C. In four dimensions of equal weighs given to
all
D. Many dimensions of equal weighs
given to all
5. While assessing team performance, all assessment should necessarily be
A. Objective measures B. Mixture of objective and subjective
measures
C. analytical D. As per expectations of team
members
6. Most employers dislike trade unions of their workers because
A. It affects their freedom to set work rules and
wage rates
B. Trade union is voluntary choice
C. Most trade unions interfere in preparation and
presentation of company balance sheet
D. Trade union leaders do not
understand anything of business
Q.1
(b)
Explain following terms in brief:
a) Deferred Compensation
b) ESOP
c) Labor Mobility
d) Balanced Scorecard
04
Q.1 (c) Explain the following:
a) Manpower Planning
b) Outsourcing
c) Co-employment
d) Stock Appreciation Rights (SARS)
04
2
Q.2 (a) Define SHRM. Explain Market Driven Strategy and Resource Driven Strategy in
brief.
07
(b) Define HR System. Mention commonly used set of HR system and its relation with
organization?s business systems
07
OR
(b) Explain Tangible and Intangible Assets as Sources of Competitive Advantage. 07
Q.3 (a) Explain Activities and Techniques related to Strategic HR Planning.
07
(b) What are commonly used Selection Instruments and their Advantages and
Disadvantages.
07
OR
Q.3 (a) Explain on how to assess Employee Career Goals
07
(b) Explain on how to assess Employee Performance at different levels.
07
Q.4 (a) Explain in brief: Generic and Strategic Approach to Compensation
07
(b) Why do workers join Union and why do employers? dislike Union?
07
OR
Q.4 (a) Mention types of Outsourcing and why companies resort to Outsourcing?
07
(b) Explain the relationship between Merger-Acquisition and Resource Driven Strategy.
07
Q ? 5 Case Study
As a new member of the board of directors for a local bank, Jack Nelson was being
introduces to all the employees in the home office. When he was introduced to Ruth
Johnson, he was curious about her work and asked her what her machine did. Johnson
replied that she really did not know what the machine was called or what it did. She
explained that she had been working there for only two months. She did, not know
much about how to operate the machine and as per her supervisor, she was an
intelligent employee. At one of the branch offices, the supervisor in charge spoke to
Nelson confidentially, telling him that ?something was wrong,? but she didn?t know
what. But for one thing, she explained, employee turnover was too high. With
customers to see and loans to be made, she explained, she had little time to work with
new employees. All branch supervisors hired their own employees without
communication with the home office or other branches.
14
When an opening developed, the supervisor tried to find a suitable employee to
replace the worker. After touring the 22 branches and finding similar problems in
many of them, Nelson wondered what the home office should do or what action he
should take. The banking firm was generally regarded as a well-run institution that
had grown from 27 to 191 employees during past 8 years. The more he thought about
the matter, the more puzzled Nelson became. He couldn?t put his figure on the
problem, and he didn?t know whether to report his findings to the president.
3
Questions:
What do you think is causing some of the problems in the bank?s home office and
branches?
Do you think setting up an HR unit in the main office would help?
OR
Q. 5 Walmart purchased massive quantities of items from its suppliers to form scale
economy, and with the efficient stock control system, help in making its operating
costs lower than those of its competitors. It also imported many goods from China,
?the world factory? for its low cost. Managers engage in three levels of strategic
planning the corporate-level strategy; the business-level strategy and the function-
level strategy. The functional strategy should serve the overall company strategy, so
the corporate strategy could be implemented more effectively and efficiently. The
following part we?ll examine the ?fitness? of HR practices in Walmart with this
theoretical model, which is obviously also the integration process of HR practices with
the contingency variables to some extent.
From the recruitment. Walmart audit reports which found ?extensive violations of
child-labor laws and state regulations requiring time for breaks and meals.? Walmart
also faced a barrage of lawsuits alleging that the company discriminates against
workers with disabilities, for the recruitment of these people means providing more
facilities for them and the loss of efficiency to some extent. From training perspective,
through training on behavioral requirement for success and encouragement, Walmart
tried to adjust the employee behaviors and competencies to what the company?s
strategy requires, that is to low down cost more. From the performance management
perspective, Walmart made very high demanding standards and job designs. There are
so many instances of minors working too late, or for too many hours.
Walmart also goes great lengths to reduce cost, cases that women sued Walmart for
its discriminated policy against women by denying them promotions and paying them
less than men did. From the compensation management perspective, Walmart has also
showed very aggressive HR policies and activities. Walmart imported $15 billion
worth of goods from china, for not only the strategic consideration of supplier chain
economy, but also Walmart has some factories in china, whose products are branded
with Walmart name.
14
With this method, Walmart pays much less to Chinese labors in this ?world-factory?
and earn some advantages, so we could just see how the Walmart corporate strategy
is just intensely integrated with its HR policy. In 2002, operating costs for Walmart
were just 16.6 percent of total sales, compared to a 20.7 average for the retail industry
as a whole, which supported greatly the overall strategy. Walmart workers in
California earn on average 31 percent less than workers employed in other large retail
business. Actually, with other operating and inventory costs set by higher-level
management, store managers must turn to wages to increase profits, and Walmart
expects the labor costs to be cut by two-tenths of a percentage point each year. From
the employee benefit and safety perspective, workers eligible for benefits such as
health insurance must pay over the odds for them. In 1999, employees paid 36 percent
of the costs. In 2001, the employee burden rose to 42 percent. While in the US, large-
firm employees pay on average 16 percent of the premium for health insurance.
Unionized supermarket workers typically pay nothing. Walmart was frequently
accused of not providing employees with affordable access to health care, but the top
managers and HR managers know their focus was just to try their most to implement
Walmart?s corporate strategy.
4
It has been argued that doing business in China is particularly difficult because of the
higher relative importance of personal relationships (guanxi), as opposed to the
specification and enforcement of contracts in the West (Davies et al, 1995). Walmart
China has tried every effort to develop good relationships with China government and
other influence groups. So, Walmart made this exception of have unionizations is just
in accordance with its corporate strategy and HR strategy. If it ignores the Chinese
government?s firm rule, its cost would just outweigh what it would save by organizing
no unions in its labor relations management as Walmart provides little power for
Chinese workers as the unions are controlled by the state.
Questions:
1- Identify the challenges your business will face and how it will affect your HRM
strategies.
2 - Design HRM strategies to address these business challenge
*************
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This post was last modified on 19 February 2020