Download BU (Bangalore University) MBA 2nd Semester 2015 July Human Capital Management Question Paper

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PG-992

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II Semester M.B.A. Degree Examination, June/July 2015

(CBCS Scheme)

MANAGEMENT

2.4: Human Capital Management

Time: 3 Hours

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Max. Marks: 70

SECTION-A

Answer any five of the following. Each question carries five marks. The answer must be written in not more than 250 words.

1. Why do we need job analysis and job description in an organization?
2. Analyse the changing concept of HRM in India.

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3. How does career planning contribute to employee satisfaction?
4. Discuss the role of technology in training of employees in organizations.
5. What are Key Result Areas (KRAs) in performance management system in organizations?
6. Whether trade unions are relevant today also?
7. What are the barriers to strategic human resource management?

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(5x5=25)

SECTION-B

Answer any three of the following. Each question carries ten marks. The answer must be written in not more than 500 words.

1. Discuss any five contemporary HR practices in Indian organizations.
2. Explain factors that influence human resource planning.

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3. Explain the differences between performance appraisal and performance management system.
4. Analyse the components of employee and executive compensation.

(3×10=30)

P.T.O.

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PG-992

SECTION-C

This is a compulsory case study. Read it and answer the questions given at the end. It carries fifteen marks.

PRATHAMESH STEEL (PVT) LTD.

(1x15=15)

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Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standards were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent.

In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. At this time, though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high. He also made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continued at a high rate.

On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The worker began to complain about working on Saturdays and not having either time or facilities to change from work clothes to original dresses after work, about toilet facilities etc. Some of the claims were not found sufficiently justified or easy to meet. Mr. Bapat offered to workers as compensation, a new rise in wages with more liberty in allowing vacation time all of which the company could well afford.

Questions:

1. Were the steps taken by Mr. Bapat right under the circumstances?

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2. What kind of attitude is needed on the part of HR Department towards such challenges?
3. What concepts of human capital management are applicable in this case and how?