MANAGEMENT PROGRAMME - IIS7...Define HRD Audit. How can HRD Audit be used as an OD intervention in...
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MS-22 MANAGEMENT PROGRAMME Term-End Examination December, 2009 MS-22 : HUMAN RESOURCE DEVELOPMENT Time : 3 hours Maximum Marks : 100 (Weightage 70%) Note : There are two Sections A and B. Section A has five questions carrying 20 marks each. Attempt any three out of them. (iii) Section B is compulsory and carries 40 marks. SECTION - A "With global economy and the world becoming a global village, the business enterprises have became extremely cautious of the need for hiring competent human resources and developing core competencies required for the organisation." Discuss the underlying concepts and processes in the light of the above remark with examples. Why should organisations reward their employees ? Discuss how are the reward systems designed in an organisation and explain the ways in whic_h employees are rewarded in an organisational set up. MS-22 1 P.T.O.
Transcript of MANAGEMENT PROGRAMME - IIS7...Define HRD Audit. How can HRD Audit be used as an OD intervention in...
MS-22
MANAGEMENT PROGRAMME
Term-End Examination
December, 2009
MS-22 : HUMAN RESOURCEDEVELOPMENT
Time : 3 hours Maximum Marks : 100
(Weightage 70%)
Note :
There are two Sections A and B.
Section A has five questions carrying 20 marks each.
Attempt any three out of them.
(iii) Section B is compulsory and carries 40 marks.
SECTION - A
"With global economy and the world becoming a
global village, the business enterprises have
became extremely cautious of the need for hiring
competent human resources and developing core
competencies required for the organisation."
Discuss the underlying concepts and processes in
the light of the above remark with examples.
Why should organisations reward their employees ?
Discuss how are the reward systems designed in an
organisation and explain the ways in whic_h employees
are rewarded in an organisational set up.
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Define HRD Audit. How can HRD Audit be usedas an OD intervention in an organisation ? Brieflydescribe the significance of HRD score-card of afirm.
Explain the concept of Knowledge Management.Briefly discuss various approaches to knowledgemanagement, with suitable examples.
5. Write short notes on any three of the following :
Re-organisation of work
Systems Theory and Human Performance
Vertical re-skilling
Career transition and choices
(e) Mentoning
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SECTION - B6. Please read the case and answer the questions
given at the end.
Kalyani Electronics Corporation Ltd.recently diversified its activities and startedproducing computers. It employed personnel atlower level and middle level. It has receivedseveral applications for the post of CommercialManager-Computer Division. It could not decideupon the suitability of the candidate to theposition, but did find that Mr. Prakash is morequalified for the position than other candidates.Now the Corporation has created a new postbelow the cadre of General Manager i.e. JointGeneral Manager and asked Mr. Prakash to jointhe Corporation as Joint General Manager. Mr.Prakash agreed to it viewing that he will beconsidered for the General Manager's positionbased on his performance. Mr. Anand, theDeputy General Manager of the Corporation andone of the candidates for General Manager'sposition was annoyed with the management'spractice. But, he wanted to show his performancerecord to the management at the next appraisalmeeting. The management of the Corporationasked Mr. Sastry, General Manager of TelevisionsDivision to be the General Manager in-charge ofComputer Division for some time, until a newGeneral Manager is appointed. Mr. Sastry wanted
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to switch over to the Computer Division in viewof the prospects, prestige and recognition of theposition among the top management of theCorporation. He viewed this assignment as achance to prove his performance.
The Corporation has the system of appraisalof the superior's performance by the subordinates.The perfomance of the Deputy General Manager,Joint General Manager and General Manager hasto be appraised by the same group ofsubordinates. Mr. Prakash is a stranger to thesystem as well as its Modus Operandi. Mr. Sastryand Mr. Anand were competing with each otherin convincing their subordinates about theirperformance and used all sorts of techniques forpleasing them like promising them a wage hike,transfers to the job of their interest, promotionsetc. However, these two officers functioned incollaboration with a view to pull down Mr.Prakash. They openly told their subordinates thata stranger should not occupy the 'chair'. Theycreated several groups among employees like pro-Anand group, pro-Sastry group, anti-Prakash andSastry Group, anti-Anand and Prakash group.
Mr. Prakash has been watching theproceedings calmly and keeping the managementin touch with all these developments. However,Mr. Prakash has been quite work-conscious andtop management found his performance under
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such a political atmosphere to be satisfactory.Prakash's pleasing manners and way ofmaintaining human relations with different levelsof employees did, however, prevent an anti-Prakash wave in the company. But in view ofthe politicisation, there is no strong pro-Prakash'sgroup either.
The management administered theperformance appraisal technique and thesubordinates appraised the performance of all thethree managers. In the end, surprisingly, theworkers assigned the following overall scores.Prakash : 560 points, Sastry : 420 points; andAnand : 260 points.
Questions :
How do you evaluate the workers' appraisalin this case ?
Do you suggest any techniques to avertpolitics creeping into the process ofperformance appraisal by subordinates ?
(c) What measures would you like to suggest indispensing with such an appraisal system ?
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