Human Resource Management

Q2 What is the role of HRM strategic management in new millennium era? Give details. 

Discus the operative functions of Human Resources Management. What are the qualities of a good human resources manager? 

What is the role and importance of HRM?  How does HRM contribute to strategic management? 

Define Human Resource Management. What are its functions and objectives?

Define strategic management. Explain the strategic management process.

What do you understand by human resource planning? Explain the various steps in the HRP process.

Explain the process of job analysis.

Define recruitment. Bring out the factors which influence recruitment.

What is selection? Explain the process of selection.

Explain the various inputs required for a training and development programme.

What is performance appraisal? Outline briefly its objectives and appraisal process.

Bring out the components of employee remuneration

Explain the different types of incentive systems.

Bring out the various employee benefits and services.

Explain the factors which influence employee remuneration.

Explain the steps to be considered in an industrial safety programme.

Bring out the parties and their roles in industrial relations.

Explain the strategies and tactics for remaining union-free.

Explain how human resource management is evaluated.

Write short notes on Benefits of HRP.

Write short notes on Campus recruitment.

Write short notes on Job evaluation.

Write short notes on Union legislation act.

Write a short note on ESOP.

Write a short note on Screening process.

Write a short note on HRD Score Card.

Write a short note on HRD Audit

Write a short note on Moonlighting.

What roles does human resource management play in the strategic management of an organization? illustrate your answer with relevant examples.

Briefly elucidate the government policy since 1991 affecting human resources.

Explain the various approaches of human resource planning with suitable examples.

What are the contemporary methods of recruitment? How are they different from traditional methods? Which according to you are better methods of recruitment?

What is training wheel? Describe various models of training

What is the purpose and importance of performance appraisal? What are the various modern methods used for performance appraisal?

"Work life balance is completely unbalanced" in the light of this statement elaborate on this issue and how it can be maintained.

What are the challenges face by humanresource managers in managing globalized workforce?

Q1 What is Human Resource Management (HRM)? Why it is important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?

Q2 What is job analysis? What core information should be included in most job descriptions and job specifications?

Q3 Why is training an important requirement for organizations to undertake? Why needs assessment is a requirement for determining what training should be provided?

Q4 What do you mean by compensation system? What are some of the advantages and the disadvantages of a merit-based compensation system?

Q5 Differentiate between recruitment and selection. What advice would you give to an applicant who is about to go through a two-day assessment center? How can he prepare himself?

Q6 What is performance appraisal? Suppose you are supervisor, What errors might you make when preparing the performance appraisal of a clerical employee? How might you avoid those errors?

Q7 Why is it important for organizations to take care of health and safety of employees? How can you educate employees about the consequences of : occupational stress?

Write short note on :

(a) Quality circles

Write short note on :

(b) Placement and induction

Write short note on :

(c) Career planning and development

Write short note on :

(d) Types of interviews

Q3 How is training and development necessary for the organisation? Give details about developing training programme for workers.

Q4 Why is HR planning important in an organization? How job description and job specification helps in planning manpower effectively. 

Q5 How social security is important? What different social security schemes are available for a worker? Give details about one of the social security schemes. 

Q6 What are the various techniques and process of executive development in an organization? Explain. 

Q7 How Job Evaluation helps in deciding compensation for any job. Explain with a suitable example. 

Q8 Indicate the steps needed in recruitment of the employee. What different precautions HR manager has to take at the time of recruitment?

What are the major sources of manpower supply? Highlight any six techniques used to tap manpower resources. 

You have recruited five marketing executives for your organization? Explain their development in the organization through career planning and competency based training? 

Explain the induction process? Why is it important to conduct induction in organization? What should be the ideal duration of induction period? 

Labour turnover of XYZ Ltd. has increased by 10% this year. As an HR manager how would you analyze the reasons for this and what steps will you take to reduce labor turnover?  

Write short notes on

a) TQM

Write short notes on

b) Job Description

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

a) How far do you agree with the management that performance appraisal should be discontinued? 

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

a) How far do you agree with the management that performance appraisal should be discontinued? 

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

a) How far do you agree with the management that performance appraisal should be discontinued? 

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

b) If you were the HR Manager, how would you tackle the situation? 

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

b) If you were the HR Manager, how would you tackle the situation? 

Berkely Investments is a reputed finance company having 15 branches indifferent part of the country. In the home office there are more than 200 employees. This company has a performance rating under which the employees are rated at six months intervals by a committee of two executives. Graphic scales have been used as means of appraisal The qualities, considered are responsibility, initiative, and interest in work, leadership potential co-operative attitude and community activity. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss who counsels them. The ratings aroused to influence promotions and salary adjustments the employees and also as a criterion for assigning further rating for them.

Recently three employees of the company called on the company's president to express their dissatisfaction with the ratings they had received. Their scores and composite ratings had been discussed with them. Because their ratings were comparatively low, they had been denied annual increments in salary. Approximately, two thirds of all the employees received such increments. The aggrieved employees argued that their ratings did not accurately represent their qualifications or performance. They insisted that "community activity was not y a part job their job and that what they do off the job is none of the company's business. They expressed their opinion that employees should organize union and insist that salary increase be automatic.

The threat of a union caused concern of the officers of the company. This particular experience convinced the top of officers that ratings may represent a serious hazard to satisfactory relationship with employees. Even the chief Executive finds that performance appraisal is a dangerous source of friction and its hazards outweigh its values; so it should be discontinued altogether. 

c) What modifications would you suggest in the performance appraisal system of the company?

Human Resource Planning involves the movement of an organisation, from its current manpower needs to the desired manpower needs. Discuss the various steps in human resource planning. 

(a) Discuss the need for scientific selection process. 

(b) Discus the various types of selection interviews.

Elaborate the need for effective training in an organisation. Also discuss the various on the job training methods.

What are the limitations of conventional methods of performance appraisal? Explain whether 360 degree appraisal would be able to over come these limitations. 

Explain the concept of job evaluation and discuss any two methods of job evaluation.

What are the challenges of New Millennium for a human resources manager? Explain what strategies need to be adopted under the circumstances? 

(a) Explain the concept of ESOP. How does it motivate employees?

(b) Discus the process of Job Analysis.

Write notes on the following:-

(a) Induction Process

Write notes on the following:-

(b) Career Planning

Write notes on the following: -

(c) Evolution of Human Resource Management

Write notes on the following: -

(d) Employee welfare

Write notes on the following: -

(e) Internal Mobility

What do you mean by selection? Discuss in detail types of interviews as a method of selection. What are some errors that an interviewer may commit?

Why is training an important requirement for organizations to undertake? Do you believe that acceptance of training programs would be better in organizations classified as learning organizations? 

 What is Human Resource Management (HRM)? Why is it important? Why is it correct to conclude that all managers are involved in the HRM function and implementing HRM activities? 

 Differentiate between traditional and strategic HRM. Small firms, like large enterprises, must engage in developing clearly stated strategic plans. Why?

 What is job analysis? Describe the necessity for job analysis in organizations. Describe the advantages and disadvantages of using interviews, observations and questionnaires for collecting information for job analysis.

(b) Identify training needs for a group of new salespeople in a high-en jewelery store.

(a) What is performance appraisal? What is its aim/sl?

(b) Suppose you are a supervisor. What errors might you make when preparing the performance appraisal on a clerical employee? How might you avoid those errors?

 (a) What is management development? Describe any two techniques of management development.

 (a) What is management development? Describe any two techniques of management development.

(b) What is succession planning? What happens in its absence?

(a) Distinguish between forecasting human resource supply and demand.

(b) Describe some employee wellness programs offered by organizations. What features do these programs offer?

(c) What is total compensation? What are its components?

(d) What impact does internal mobility and job changes have on organization's structure and strategy?