Sem: Dec-2024 Maximum Marks: 50 Examination: Supplementary ETE Date: 11/12/2024 Duration: 2.5hrs
Programme code: Programme: MBA for working executive (program code-18)	Class: FY	Semester: II Batch-1 (OPS&SCM)
College: K. J. Somaiya Institute of Management	Name of the department/Section/Center: HR&OB
Course Code:	Name of the Course: HRM
Instructions: Attempt any 4 questions from Q1 to Q6. Q7 is compulsory

Question No.	Max. Marks
Q1	Ashish Mehta, owner of XYZ group, posted Arvind as the manager for their recently opened office. After joining, Arvind recruited technical and administrative staff subsequently. But within a year of its operation, many of the recruited staff resigned. The owner was seriously concerned and called Arvind to ask him about his hiring practices. Arvind explained that he had made the initial assessment based on his knowledge and got the candidates to fill in their applications forms. He conducted an unstructured casual interview with those who met certain minimum criteria and assessed their knowledge, skills, and proficiency through the interview. He also critically observed the candidates’ sitting posture, how they presented themselves, mannerisms, and attire. These factors were also considered important for final selection of candidate. Finally, a ranked list based on points was made and a job offer to the top candidates in each role was given. a) What is your assessment of the hiring practice? b) What would be your recommendations for Arvind?	10
Q2	A golf club identifies a performance gap shown by a declining number of membership renewals and low member satisfaction with service. Data used in the analysis might include the golf club’s strategic goals, culture, quality assurance processes, and employee resignation and absenteeism rates. As a result of the analysis, the training requirements needed to address this issue are identified. Identify at what level the training need analysis is happening in the above case. Detail the other levels of training need analysis? (3 marks) The first step of ADDIE model talks of training need analysis. Describe in brief the other steps that the model of Training design talks about. (3 marks) What are some of the challenges that the golf club may face when it decides to improve organizational performance through appropriate training measures? (4 marks)	10
Q3	Answer the following a) Are people always an organization's most valued asset? Why or why not? b) Suppose your parent company, located in Germany, wants to start a manufacturing unit to manufacture stationery products in India and asks you about the work culture in Indian manufacturing companies, what are the key points you will explain to your German Manager? (Elaborate only 4 key points to support your answer)	10
Q4	There is a retail outlet with 50 sales personnel currently. According to the business strategy of the company, expansion plans will require the following manpower during the next three years: 2025- 60 people; 2026: 70 people and 2027: 80 people. Typically, 2 personnel are promoted to the rank of sales supervisor every year. An average of 5 people are transferred to other retail outlets of the organization and 2 per year are transferred in from other retail outlets. Employee turnover averages 50 % per year. What would be the manpower requirements over the next one year? If the overall number is 70, what difference would it make in the requirement?	10
Q5	In today's dynamic business environment, traditional performance management systems are often criticized for being bureaucratic, time-consuming, and ineffective. Discuss the limitations of traditional performance appraisal methods and propose innovative approaches to performance management that can better align with modern organizational goals. Provide specific examples to illustrate your points.	10
Q6	Ather Tech Solutions is a growing IT firm with 200 employees. The company has been expanding its services and recently hired several software developers and project managers. To remain competitive in the fast-paced tech industry, Ather Tech Solutions HR department is reviewing its compensation and benefits structure. Currently, the company offers: A fixed salary with no performance-based bonuses. Basic health insurance for employees but not for dependents. A standard provident fund contribution of 8% from both the employer and employee. 10 days of paid time off (PTO) per year for all employees, regardless of seniority. Several employees, particularly the newer hires in software development, have raised concerns about the compensation package. They feel the company is not keeping pace with industry standards, especially in terms of performance-based pay and health benefits. During exit interviews, some employees mentioned that they left because other companies offered higher salaries, better benefits, and performance bonuses. However, the Finance department has warned that significantly increasing compensation might strain the company’s budget, which is already stretched due to recent expansions. Proposed Changes: The HR team has proposed the following revisions: Introduce a performance-based bonus system, where high performers can earn up to 15% of their annual salary. Expand health insurance to cover employees’ dependents, with an option to upgrade coverage at their own cost. Increase PTO from 10 days to 15 days per year and offer an additional 5 days for employees who have been with the company for more than three years. However, the management team is divided on whether these changes will effectively address employee concerns or create new financial pressures. How should the company balance between keeping costs manageable and offering a competitive compensation package to retain talent?	10
Q7	Write short notes on any 2: Career Planning Job Analysis Trade Unions Competency models	10