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MANAGEMENT PROGRAMMETerrn-End Examination

December, 2OOz

MS-22 : HUMAN RESOURCEDEVELOPMENT

Time: 3 hours Maximum Marks : 700(Weightase700/0)

Note :(i)(ii)

Thereare two SectionsA and B.Attempt any hree questions 'romSec:tion . Eachquestion carries20 marks.

(iii) SectionB is compulsory and carrtes40 msrks.

2 .

SECTION ADefine and describe three ss of organisationalDevelcipment- rieflydiscusshe processof formulating heOrganisational evelopment lan.What is CompensationSystem? What considerations retaken into account n designinga rewardsystem? Explainwith example.

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3.

4.

Define and describe Diversity and Power. Briefly discuisthe cultural, structural and behavioural influences onDiversity and Power, with examples.Enumerate and briefly describe the evaluation criteriaagainst which 'HRD' is assessed or attaining the status ofa 'Profession'. Explain with example.

5. Write short notes on any three of the following :(a) Knowledge Management(b) Developing BusinessEthics(c) Horizontal re-skilling(d) Role of Trade Unions in HRD(e) Basic processesof Coaching

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SECTION B6- Read the following case carefuilyand answer the questions

given at the end.Microelectronics, a carifornia-based electronics

defense contractor, has enjoyed a smooth growth curveover the past five years,' primarily because of favourabledefense funding during the Reagan administration'sbuild-up of u.s. military defenses. Microerectronics hashad numerous contracts to design and develop guidanceand radar systems for military weaponry.

Although the favourabre funding cycre has enabled.Microelectronics to grow at a steady rate, the company isfinding it increasingly difficult to keep its really goodengineers. Based on extensive turnover analysesconducted by Ned Jackson, the human resourcesplanningmanager, Microelectronics' problem seems to be itsinability to keep engineers beyond the "critical,' five yearpoint. Apparently, the probability of turnover dropsdramatically after five years of service. Ned's conclusion isthat Microelectronics has been essentially serving as anindustry college. Their staffing strategy has always beento hire the best and brightest engineers from the bestengineering schoois in the United States.

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Ned believes that these engineers often get lost in theshuffle at the time they join the firm. For example, most(if not all) of the new hires must work on non-classifiedprojects until cleared by security to join a designatedmajor project. Security clearance usually takes anywherefrom six to ten months. In the meantime the majorproject has started, and these young engineers frequentlymiss out on its design phase, considered the most creativeand challenging segment of the program. Because of thenature of project work, new engineers often havedifficulty learning the organizational culture such aswho to ask when you have a problem, what the generaldos and don'ts are, and why the organization does thingsin a certain way.

After heading a task force of human resourceprofessionals within Microelectronics, Ned has beendesignated to present to top management a proposaldesigned to reduce turnover among young engineeringrecruits. The essence of his plan is to create a mentorprogram, except that in this plan the mentors will not bethe seasoned graybeards of Microelectronics, but ratherthose engineers in the critical three-to-five-year servicewindow, the period of highest turnover. These engineerswill be paired with new engineering recruits before therecruits actually report to Microelectronics for work.

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According to the task force, the programme istwofold ' (1) it benefits the newcomer by easing thetransition into the company, and (2\ it helps thethree-to-five-year service engineers by enabling them toserve an important role for the company. By performingthe mentor role, these .engineers will .become morecommitted and hence less likely to leave. As Nedprepared his fifteen-minute presentation for topmanagement, he wondered if he had adequatelyanticipated the possible objections to the program inorder to make an intelligent defense of it. Only timewould tell.Questions t(a) Identify the salient issues rom HR point of view for

this case.(b) If you were to study this turnover problem, how

would you conduct a needs analysis or evolve acounselling programme ?

(c) What are the causes of dissatisfaction and turn overin Micro

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