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Posted By: S.Yamininagarajan Member Level: Diamond Posted Date: 01 Jul 2008
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2005 Indira Gandhi National Open University (IGNOU) human resource planning Question paper
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Test Papers / Previous Question Papers of IGNOU MS23 Human Resource Planning December 2005
MANAGEMENT PROGRAMME
Term-End Examination
December, 2005
MS23 (S) : HUMAN RESOURCE PLANNING
Time: 3 hours
Maximum Marks: 100
(Weightage 70%)
Note : (i) There are three Sections A and B.
(ii)Section A has two Sets I and II.
(iii)Set I is meant for the students who have registered for MS23 prior to July 2004 i.e. upto January, 2004.
(iv) Set II is meant for the students who have registered for MS-23 from July 2004 onwards.
(v) Attempt any three questions from Section A. All questions carry 20 marks each.
(vi) Section C is compulsory for all and carries 40 marks.
SECTION A
Set I
(Pre-Revised)
1. There is a definite link between education and economic growth, and lack of adequate skilled manpower impedes growth. To which one of the approaches of HRP would you ascribe this statement ? Discuss the steps involved in, and limitations of this approach. (20)
2. What are the basic requisites of an effective Human Resource Information System (HRIS) ? How is computerised HRIS advantageous for an organisation at different levels ? Discuss with suitable examples. (20)
3. How would you formulate the aims and objectives of a training programme ? Explain with an example. How are training needs identified for different levels of employees in an organisation ? Discuss. (20)
4. Descnbe the basic assumptions of Job Evaluation. Explain, with example, the major areas where job evaluation can be applied successfully. (20)
5. Write short notes on any three of the following: (20)
(i) Qualitative methods for demand forecasting
(ii) Issues and problems of managerial selection
(iii) Measurement of Human Resource Cost
(iv) Dimensions of HR Planning
(v) Peer group appraisal
SECTION A
Set II
(Revised)
1. Is Human Resource Planning a win-win process for employers and employees both ? Explain with reasons. Discuss the important issues in demand forecasting. (20)
2. Define and describe the concept of Role. Are role expectations changing in the modern world of work ? Explain with the help of different approaches to changing roles in the organizational context. (20)
3. Describe competency approach. Discuss how it is used by the organisation. Briefly discuss various approaches to competency mapping. (20)
4. What are the pre-requisites for introducing Human Resource Information System (HRIS) in an organisation ? How is HRIS advantageous over manual system ? Discuss how it can be made more effective and useful. (20)
5. Write short notes on any three of the following : (20)
(i) Career Planning
(ii) Coping with dislocation
(iii) Executive Search
(iv) Steps in Job Analysis Process
(v) Induction Training
SECTION C
6. Read the case given below and answer the questions given at the end of the case. (40)
Pearl Engineering Company was a large heavy-engineering unit. It attached great importance to the recruitment and training of its senior supervisors. Apart from selecting them from within the organization, the company recruited, every. alternate year, about ten young engineering graduates and offered them training for a period of two years, before they were appointed as senior supervisors. Such appointments wete made to about 40 per cent of the vacancies of senior supervisors that occurred in the organization. This was considered necessary by management as a planned programme of imparting vitality to the organization. Besides, many of the old-timers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing conditions of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers.
Engineering Graduates were selected from amongst those who applied in response to an all-India advertisement. For the selection of one engineer, on an average, eight applicants were called for interview. A selection conmittee consisting of the General Manager, the Production Manager, the Personnel Manager and the Training Officer interviewed and selected the candidates. The selection interview was preceded by a written test and only those who secured 40 per cent marks qualified for interview.
The engineers thus selected had to undergo a two year intensive theoretical and practical training. A well-staffed and equipped Training Institute was directly responsible for the training of the graduate engineers, besides training trade apprentices and operatives required by the company. Lectures on theoretical subjects were given at the Training Institute and practical training was imparted in all the works departments under the guidance of qualified and experienced instructors. A few lectures by senior officers of the company were also arranged to acquaint them with the company policies on different matters. During the last quarter of their two-year training programme they were deputed to work fulltime to familiarize themselves with the conditions in departments where they were to be absorbed eventually.
On successful completion of training, the graduate engineers were offered appointments, depending on their performance and aptitude as revealed during training. On placement in the work departments, however, most of them faced some difficulty or the other.
According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold positions of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promotional opportunities were adversely affected by the placement of graduate engineers, tried their best to run down the latter as a class, sometimes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as "the blue-eyed boys" of the organization. Management knew that many of the graduate engineers were not utilized according to their capacity or training, nor was any attempt made to test or develop their potentialities. They also knew that many of the graduate engineers were, therefore, dissatisfied with their work life. Some of them who did not get equal promotional opportunities as their colleagues placed in other departments, were looking for better jobs elsewhere.
On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hostile attitude of others in the organization. Some of them failed to appreciate that a newcomer invited hostility in the beginning and it took time before he was accepted as a member of the work-group. They did not realize that they would be fully productive only after gaining about five to seven years experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They did not bother to understand and appreciate the problems of the rank-and-file of employees who worked under them.
In spite of these drawback, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had received, they would be able to take up any responsiblep osition in ihe organization in course of time.
The General Manager could not allow the situation to continue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and calibre. He knew that the prosperity of the company, to a large extent, depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere and there was a systematic raid on them, He, therefore, called a meeting of all heads of departments to review the situation.
Questions:
(i) Identjfy the issues related to manpower planning as evident in the case.
(ii) Discuss the strategies to tackle the percentage of internal promotion at the organizational level.
(iii)What type of additional training programmes should be imparted for direct entrants ?
(iv) Suppose you are the head of the personnel division. What would be your suggestions in the meeting. which has been called by the General Manager ?
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