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HUMAN RESOURCE MANAGEMENTMID-TERM EXAMINATION, 2010-2011

Time: 2.30 hrs. 

Marks: 50 

All questi!s are "m#ulsr$

%lease &rite the a!s&er &ithi! the #r'i(e(

s#a"e !l$

1. Please go through the case ‘Exercising Strategy: Strategy and HRM at Delta Air Lines’

see Annexure !". #he case illustrates the interde$endence %et&een strategic decision o' 

‘ho& to co($ete’ and ‘&ith &hat to co($ete’. !' you &ere in charge o' HRM 'or Delta

Air Lines no&) &hat &ould %e your priorities in terms of strategy formulation

and implementation of corresponding HR strategy* Ho& &ill you ensure the

success'ul i($le(entation o' the strategy*

10 Marks)

#he right 'lo& o' ans&er 'or this +uestion is as %elo&

!" ,hat’s &rong &ith the current %usiness strategy*- 20% students have

attempted

!!" ,hat should %e the %usiness strategy*- 10% students have attempted

!!!" ,hat should %e the HR strategy* – 90% students have attempted

!" Ho& to i($le(ent it / 20% students have attempted

0eneral o%seration /

Don’t ela%orate on &hat is there in the case. 2ocus on i($le(entation o' your learning.

ocus on !Ho"# not !$hat#

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3. Please go through the case o' ‘Pro%le( o' 4oo(ing 4 Schools’ See Annexure !!".

Assu(e that you &ere gien the res$onsi%ility 'or deelo$ing the recruit(ent strategy 'or 

all the colleges and schools 55 

a. $hat recruitment channels &ould you use to 'ind and attract +uali'ied 'aculty and

"hy  & Marks'0% students have discussed a(out "hat is there in case (efore going for

recruitment "hich is not reuired* 

+ive ,-& recruitment method .not selection – many have done that) – /0%

people have given correct ans"er*

 

nly 10% people have discussed "hy these methods

lease read the uestion carefully . have

already put in (old "hat "ant in ans"er)*

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 %. !denti'y the ma3or road4(locks you (ight encounter in recruiting the 'aculty.  & Marks)

t#s a flo" from the previous ans"er – "hat

channels you are follo"ing and "hat road (lock

.need ,4& points) – /0% have given correct

ans"er

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6. Mr. 7han is the Head HR 'or !n'osyste( Pt. Ltd. !n !n'osyste( e($loyees consider it

as a re&ard those &ho are selected 'or on-the-8o% training in 9SA 'or one year as it is

 %ased on $er'or(ance and $otential. o($any is also +uite selectie in choosing the

 $eo$le 'or this 'oreign assign(ent ta;ing into account the cost 'actor. #he 'unctional area

'or the 'oreign assign(ent 'or the year 34) >3EE) >SP) S?AP) ?R4A) ?r%ix

ii. Microso't #echnologies: ASP) !!S) M#S) @@

iii. !4M Main'ra(es: >L) !S) D43) RE) ?S=3) MS

#he 9S ounter$art is e($hasiBing that the candidates sent 'or 'oreign assign(ent should

hae $rior ;no&ledge a%out the culture o' 9SA) co((and oer &ritten and s$o;en English)

and good inter$ersonal s;ills. #hough the co($any is 'ull &ith e($loyees o' high technical

s;ill) %ut they are recruited 'ro( di''erent states &ith di''erent %ac;ground) di''erent s$o;en

language) and di''erent culture. Mr. 7han 'ound that the $rior $re-de$arture trainings sa&

 $oor attendance as (ore than C

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.ii) Ho" to assess-evaluate .e*g* ntervie"6 test)

the candidate on that criteria corresponding

to .i)*

7his time .in end term) please "rite

(ullent point ans"ers and no need to fill

the space* 7he ans"er must (e precise

and convincing* 8on#t (eat around the

(ush*

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 %. 7han need to reise the $re-de$arture training. ,hat should %e the content and

method of this training 

.'*& Marks)

nly t"o aspects

ontent of training and corresponding training

method

e*g* content is !cultural a"areness# – methods is

video or film of :;< – &0% right ans"er

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. Please go through the case o' ‘Per'or(ance Manage(ent: ase Analysis’ See Annexure

!!!" and ans&er the 'ollo&inga. Assu(ing that no changes are (ade in the current syste( used %y Ra8at 7u(ar)

"hat do you e=pect "ill occur regarding the future production performance of 

the supervisory staffs* & Marks)

,4& – "hat factors of production "ill (e impacted

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 %. ,hat are your comments on the criticism levelled (y ;harma and other

supervisors* & Marks)

riticisim (y supervisor 1

2

>

**

?our comments on the charges "ith it#s impact and

analysis*

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c. Place yoursel' in the $osition o' Ra8at and indicate a comprehensive action plan for

future) &hich can ta;e care o' the 'eelings o' su$erisory sta'' and also the

cor$orate re+uire(ents. & Marks)

omprehensive plan

$hat "ill (e the performance management system

.i) $hat "ill (e factors of evaluation

.ii) rocess of evaluation

8on#t say evaluate !commitment# must define !ho"#* t

should not (e recommendation* 7hink you need to do ho"

"ill you do*

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