aima hrm assignment

7/28/2019 AIMA HRM Assignment

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HR01Human Resource Management

Assignment No.I

Assignment Code: 2013HR01A1 Last Date of Submission: 15th April 2013

Maximum Marks:100

Attempt all the questions. All the questions are compulsory and carry equal marks.

Section-A

Ques.1 What failures influence Human Resource Planning? Explain the process of HRP(Human Resource Planning) in large organizations.

Ques.2 You are planning to set up a subsidiary in India and are trying to decide whether themanaging director of the new facility should be a local Indian manager, an expatriate

manager from your firms home country or a third country manager from elsewhere inyour worldwide operations. On what basis would you make the decision?

Ques.3 What is job analysis? What general guidelines should the HR specialist use whendeciding how many and what sources of job information to use in a job analysisproject?

Ques.4 Does the Human Resource function in organizations in India enjoy strategic status?Discuss with suitable examples.

Section-B

Case Study: Looney Tunes on Parade

Republic Insurance Company is a regional, all-purpose firm with offices in a three-state area. The

central headquarters office houses the staff that plans and controls the field-office operations. Because

the company is in such a competitive industry, sales play a very important role in Republics efforts.

The group responsible for planning and controlling the sales effort of Republics three-state field force is

the Strategic Management Division. There are two main components of the Strategic ManagementDivisions:

1. The Accounting Department pays the bills and keeps track of the income.

2. The Plans Department does the marketing, product and price studies, profit, budget planning,

and similar duties.

The organizational chart of this Strategic Management Division is shown below. It depicts the structure

of the division and the leadership roles within that structure which have a bearing on this case. It alsoincludes the names of the individuals who filled those leadership roles in June 1987, the time at which

the events in this case begin.

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The manager of the Plans Department is responsible for two units: Budgets and Pricing. Each unit has

a supervisor who is responsible for the projects and tasks assigned to the unit. The Budgets Unit does

long-term planning and evaluation of the profit and cost centers of Republic, and coordinates the overall

budget planning for the entire company. The Pricing Unit is responsible for keeping track of the

competitions prices on insurance policies, company-wide profit-forecasting, and other special studies

about company products or costs. The Pricing Unit regularly provides these studies to other units and

divisions within the company. These studies supply essential information to the managers of these

other departments so that they can make their own business and budgeting plans.

In June of 1987, the Strategic Management Division was headed by Sam Benson. Peter Gilmore, who

had been with Republic for 10 years, managed the Plans Departments two units. The Budgets Unit

was supervised by Sandi Bates, and the Pricing Units supervisory position was vacant.

In that same month, Peter Gilmore received a referral from Personnel for the open supervisors position

in the Pricing Unit. The job candidates name was David Randle. Randle had a resume that looked

good (see the copy of the resume at the end of case) and Gilmore managed to squeeze him in for a 20-

minute interview between business meetings. The manager talked in general about the job and asked

Randle about his resume. He found Randle personable and easy to get along with, liked the

candidates background, and decided to offer him the job. He told Personnel to hire him and take care

of the details.

Randle began work a week later, on July 1, 1987, as supervisor of the Pricing Unit. He had two cost

analysts and a secretary reporting to him.

R E S U M E

DAVID RANDLE5634 Wastercrest Street

City, State 12345

EDUCATION : State University

The Evening College ProgramB.S. in Business3.75 GPA, 3.8 in major1978-1984

PERSONAL : Born: October 9, 1957MarriedFluent in four languages:Spanish, French, Italian and Portugese

WORK HISTORY : Smith Store

January 1987 dateCost Accountant: supervises Cost Unit, profit-planning,budget coordination for the stores.

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Johnson Adhesives ManufacturingFebruary 1986 July 1986Price Analyst: developed and supervised computerrecords, inventory controls, payrolls

Safety Media FilmsJanuary 1983 February 1986

Price Analyst: budget planning, international finance,financial planning

Bander Food ChainsNovember 1981 January 1983Senior Bookkeeper: price studies, computer records,supervision

Get Smart Book PublishersFebruary 1981 November 1981

Junior Bookkeeper: payroll accounts, accounts

receivable, payable, general ledger, audits.Questions:

Q1. Evaluate David Randles resume.

Q2. Evaluate the selection procedure used by Peter Gilmore.

Q3. Anticipate any effects of the selection procedure used by Peter Gilmore on David Randles

future performance.

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HR01Human Resource Management

Assignment No.II

Assignment Code: 2013HR01A2 Last Date of Submission: 15th May 2013

Maximum Marks:100

Attempt all the questions. All the questions are compulsory and carry equal marks.

Section-A

Ques.1 What is employee empowerment? As a manager from where would you seek the

power to empower others?Ques.2 Write short note on Trade Union Movement in India

Ques.3 Why are some people satisfied with what is identified as a mid-career plateau whileothers at the same point experience career burnout?

Ques.4 Training programs are frequently the first items eliminated when managers whenmanagement wants to cut costs. Why do you believe this occurs?

Section-B

Case Study: Wanted Good Secretary

For over three years, Bernard Malinowaski had been the manager of the Customer Service Department

at Buford department store. After nearly six years working in various customer service assignments, he

still enjoyed the work of responding to the inquiries, requests, and complaints of Bufords various retail

customers. He felt it was a way to help the customers and Buford at the same time.

He supervised five service representative who dealt directly with the customers. At times, the service

representatives would also support different marketing programs and initiatives. There was one

secretary for the department who provided the administrative and clerical support needed to keep the

department running efficiently. Bernard realized all too well how important it was to have a top-

performer in that position.

That was why he was so concerned-and surprised-by the recent performance of his new secretary,

Betty Lyons. Bernards expectations had been high when he hired Betty two months ago. He thought

she would be the one who might stick around and solve the revolving door problem he had

experienced with every former occupant of that job. But now, he started to think about replacing Betty.

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When she started in Customer Service, Betty seemed to be the ideal worker: She was energetic, cared

about doing a good job, worked hard, and got along well with her co-workers. But here she was,

making the same old mistakes all her predecessors had made. He ticked off in his own mind the by-

now familiar list of problems:

Letters to customers always looked sloppy and poorly composed. The recent addition of a word

processor to the unit not resulted in any improvements.

The turnaround time for producing the letters was too long, often seeming to take two or three days

from the date of submission.

Filing and record keeping duties piled up and never seemed to be completed on any sort of timely

or up-to-date basis.

To make matters worse, recently she had started complaining of being overworked. Indeed, Bernardoverheard her say to one of the service representatives just yesterday: Have they ever told you what

they expect you to do or what the priorities are around here Im so busy and pulled in so many

directions, I cant do everything. And I dont know what Im supposed to do first.

Benard knew she was not performing up to standard, and that he would have to act soon. He thought

to himself: Its funny, but the good ones always seem to have the most problems. When they do their

work well, we give them more to do and then, bang, their work falls to pieces. The mediocre ones

always stay mediocre-just getting the job barely done. Bernard felt the people should derive

satisfaction from completing a job done well-and if not, well, he did give them a pay raise once a year.

That should be reward enough, He thought. And that was all the reward he gave them.

Questions:

Q1. Is there a performance problem?

Q2. Describe the issues

Q3. How should Bernard respond?

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