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MANAGEMENTPROGRAMMETerm-End Examination
June,2OOB
MS-22 HUMANRESOURCEDEVELOPMENTTime : 3 hours
SECTIONAl. Explain the concept of career. Describe different
strategies
for career development.
2. What is Human ResourceDevelopment ? Discussbriefly thevarious
strategiesof HRD.
Maximum Marks 100(Weishtage700/o)
Note iI (il Thereare two SecfionsA rrndB.F (ii) Attempt any
three questions rom SectionA. Eqch
question carries20 marks.(iii) SectionB is compulsory and
carries40 marks.
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3 - Critically analyse the process which brings us
fromperformance appraisal to performance management.4 ' Discuss the
ways and means of managing technological
change in work organisation.Cite suitable llustrations.5. write
short nctes on any three of the foliowing :
(a) Diversity management(b) Socialization(c) Induction
Training(d) Coaching(e) Reward svstem
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4. Finishing department : The paper rolls were thenmoved to the
processing department where therequired coating was given.Grading,
winding and packing departments.Quality control department.
Twenty-eight workers worked in the paper machinedepartment in
four groups each group attending onemachine. The nature of the work
on each rnachine wassuch that al l the seven workers had to work
incooperation. Becuase no individual tasks could bespecified, the
group was made responsible for the workturned out by them. All the
workers working in the papermachine department had been with the
company for overten years.
The company did not have any incentive wage systemfor any class
of its employees. They were all givenstraight salaries with normal
annual increments. Theannual increments were sanctioned each year
in a routineway. It was the policy of the company that
theincrements should not be stopped unless the departmenthead
concerned recommended such an action.
Mr. Rog was placed in charge of the paper machinedepartment a
year ago. Though Mr. Rog was anewcomer in the organisation, he
proved himself to be avery competent man. The management noted that
he was
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very aggressive and enthusiastic and that he knew his jobwell.
At the end of the year when increments were dueto be sanctioned, he
recommended to the managementthat the increments due to eleven men
in his departmentshould be stopped, for, in his opinion they were
lazy andinefficient. The eleven men concerned belonged to all
thefour groups operating in the department.
The management, though puzzled about the actionrecommeded by Mr.
Rog, acted upon it and stopped theincrements due to the eleven men
concerned. Themanagement were aware that such an action was the
firstof its kind in the history of the company. Most of
theemployees were with the company for a fairly long periodand
there was never an instance of strained relationsbetween the
management and the employees.
Soon after the action was taken, the elevenemployees concerned
made a representation to themanagement requesting them to let them
know what waswrong with their work as to warrant stopping of
theirincrements. The management were in a fix because theydid not
have specific reasons to give except Mr. Rog'sreport in which he
simply mentioned that the eleven menconcerned were "lazy and
inefficient".
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The management were naturally concerned about therepresentation
and therefore, they tried to ascertain fromMr. Rog the detailed
circumstances under which herecommended the stoppage of increments.
WhenMr. Rog could not pin-point the reasons, themanagement
suspected hat Mr. Rog's recommendationwas based on his '
impressions' rather than on facts.They, therefore, advised Mr. Rog
to maintain a registerfrom then on noting the details of day-to-duy
incidents of"lazy and inefficient" workers and obtain the
signaturesof the workers concerned. Mr. Rog was to make the
finalappraisal of each worker in his department on the basisof this
register and recommend each case giving specificreasons why
increments should be stopped.
Mr. Rog started maintaining a register as suggestedby the
management; but he found it difficult to repcrtsatisfactorilyany
case of lazinessor inefficiency for wantof specif ic reasons.
The management were convinced that their action ofstopping
increments of eleven men on the strength ofMr. Rog's report was not
a proper one. They realisedthat no similar action in future would
be taken based oninadequate infcrmation. But, they were
wonderingwhether the suggestionmade to Mr. Rog was the propercourse
of action to prevent occurrence of similarsituations.
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Ques tions :(a) Identifyand discusshe core issuesn the case.(b)
Was management of the company justified inimplementing he
recommendationsf Mr. Rog, in
the absence f proper report ?(c) How would you view the action
of Mr. Rog, if you
were the M.D. of the company?(d) Do you think the reward system
nstitutedby thecompany needs o be reviewed? Substantiate our
answerwith logic.
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