Sem: Sep-2024 Maximum Marks: 50 Examination: End Exam Date: 23/09/2024 Duration: 2.5hrs
Programme code:19 Programme: PGDM(Executive)	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: 117I19C203	Name of the Course: HRM
Instructions: Attempt any 4 questions from Q1 to Q6. Q7 is compulsory

Question No.	Max. Marks
Q1	Integrated Solutions was a growing organization in the telecom industry. Its phenomenal growth in the recent past led to a huge manpower requirement in the company. Recruiting the required resources was a challenging task for the HR department as there was a dearth of talent in human resources in the market with too many companies vying for the same talent. The CEO of the company called for a meeting of all the heads of departments to discuss ways in which the manpower requirement could be met. The CEO invited suggestions about innovative ways of recruiting top talent in the industry. Discuss the various sources of recruitment available to Integrated Solutions. What are some strategic decisions that will guide the recruitment process by the HR department in Integrated Solutions?	10
Q2	Jatin Shah, president of Apex Door, has a problem. No matter how often he tells his employees how to do their jobs, they invariably “decide to do it their way,” as he puts it, and arguments ensue between Jatin, the employee, and the employee’s supervisor. One example is the door design department, where the designers are expected to work with the architects to design doors that meet the specifications. While it’s not “rocket science,” as Jatin puts it, the designers invariably make mistakes—such as designing in too much steel, a problem that can cost Apex tens of thousands of wasted rupees, once you consider the number of doors in, say, a 30-story office tower. The order processing department is another example. Jatin has a very specific and detailed way he wants the order written up, but most of the order clerks don’t understand how to use the multipage order form. They simply improvise when it comes to a detailed question such as whether to classify the customer as “industrial” or “commercial.” The current training process is as follows. None of the jobs has a training manual per se, although several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually, the person leaving the company trains the new person during the 1- or 2-week overlap period, but if there’s no overlap, the new person is trained as well as possible by other employees who have filled in occasionally on the job in the past. The training is the same throughout the company—for machinists, secretaries, assemblers, engineers, and accounting clerks, for example. What do you think of Apex’s training process? Could it help to explain why employees ‘do things their way’? If yes, how? Explain in detail what you would do to improve the training process at Apex. Please provide specific suggestions	10
Q3	A mid-sized technology company experiencing rapid growth in its software development division. The company is struggling to keep up with the increasing demand for its products and services, leading to project delays and customer dissatisfaction. The HR department has identified a significant shortage of skilled software developers and project managers. The HRBP is tasked with developing a comprehensive manpower planning strategy to address the talent gap and ensure the company's continued growth. How will you assess the needs for the above company? (3) What factors will influence the company’s future growth and staffing requirements? (3) What tools and techniques can be used in forecasting? (4)	10
Q4	Is there a need for a HR department in every organization? Justify (5) What are some of the latest trends in HR. Comment on how technology is impacting HR in organizations. (5)	10
Q5	Midas Manufacturing, a mid-sized company specializing in automotive parts, has experienced rapid growth over the past two years due to increased market demand. However, more recently, the company has faced a decline in overall productivity and a rise in product defects. Company leadership has identified two primary concerns: Low morale among employees, particularly in the production department. A drop in work quality and delays in meeting project deadlines. The production team consists of 50 employees, some of whom have been with the company for over a decade, while others were recently hired to accommodate growing production needs. Although the company introduced a performance appraisal system two years ago, many employees feel it is outdated, lacks clear objectives, and does not offer adequate feedback for their personal development. To address these challenges, Sarah, the HR manager, has proposed an overhaul of the current performance management system. Her aim is to create a more dynamic, continuous process that not only assesses employee performance but also motivates staff and aligns their individual goals with the company’s broader objectives. Q 1. What elements make a performance appraisal system outdated or ineffective? (5 marks) Q 2. How can Sarah ensure that the new system fosters a culture of recognition and development, rather than just evaluation? (5 marks)	10
Q6	Jupiter Tech Solutions, a growing software development company, prides itself on its innovation and creative culture. Over the last few years, the company has expanded rapidly, attracting talent from various regions. However, despite the company’s growth and success, several employees have expressed dissatisfaction with the current compensation and benefits package. Exit interviews indicate that compensation is one of the primary reasons for employee turnover. The company has a traditional salary structure with fixed pay grades and limited bonus opportunities. Benefits include basic health insurance and limited paid time off (PTO). While some employees want an option of diverse benefits offerings, others are somewhat satisfied with benefits but want an increase in base pay. Other competitors in the tech industry provide more comprehensive benefits such as stock options, performance bonuses, flexible working arrangements, and wellness programs. The HR Manager, Jayesh, has noticed increasing discontent among both new hires and long-term employees. While the company’s leadership has been focused on growth and market share, Jayesh believes that revising the compensation and benefits strategy is critical to retaining top talent and staying competitive in the industry. How can Jayesh involve employees in the process of redesigning the compensation and benefits package to ensure it meets their needs?	10
Q7	Write short notes on any 2: Nontraditional methods of career progression Employee engagement Industrial Relations and Collective Bargaining	10