FT2014 HRM503

1

Faculty of Management and Commerce M.S. Ramaiah University of Applied Sciences

Department Management Studies

Course M.B.A. in Human Resource Management

Batch Full -Time 2014 Module Start Date 23rd Mar 2015

Module Code HRM 503

Module Title Human Resource Development Laboratory Y N X

Module Leader(s) Lokesh A C

Module Assessment

Reg. No. Name of the Student

Component - 1: (Assignment, Presentation on assignment submitted and Laboratory Test) (1.A+1.B+1.C)

1.A Assignment (100 Marks)

Sect

ion

s

Marking Scheme

Marks

Max

Mar

ks

Firs

t

Exam

iner

Mar

ks

Par

t To

tal

Seco

nd

Exam

iner

Mar

ks

Par

t-A

A.1 Literature review of role of HRD in Team building and work culture(with examples)

8 + 8

A.2 Literature review of role of HRD in achieving organisations vision and mission(with examples)

8

A.3 Stance taken by you, with sufficient justification 6

Part-A Max Marks 30

Par

t-B

B.1 Organisational structure of Coca Cola and Dabur

4

Factors responsible for the restructuring of human resources in Coca Cola and Dabur

8

B.2 Performance appraisal

6

Compensation planning 6

B.3

Identification of Proactive Organization 2

Initiatives taken for development of HRD and the outcomes 4

Part-B Max Marks 30

Par

t-C

C1.1 Training plan 05

C1.2 Justification for the plan adopted 08

C2.1 Methods for performance management and compensation management.

5+5

C2.2 Evaluation of each method 4+4

C2.3 Suitability of each method to the Indian context 04

References and citation of references 03

Benefits you have derived by solving this assignment. Whether the assignment was able to assess module learning outcomes or not?

02

Part-C Max Marks 40

Total Assignment Marks 100

If the module has Laboratory element, 30% weight of Total Assignment Marks (i.e. 1.A Marks = Total Assignment Marks X 0.3)

If the module does not have Laboratory element, 40% weight of Total Assignment Marks (i.e. 1.A Marks = Total Assignment Marks X 0.4)

FT2014 HRM503

2

1.B Presentation on assignment submitted (20 Marks)

Attribute Max Marks First Examiner Marks Second Examiner Marks

Technical Content 05

Grasp and Explanation 05

Quality of Slides and Delivery 05

Q & A 05

Total 20

(20 marks reduced to 10 Marks) Total 1.b Marks

1.C Laboratory Exam / Tool Test (20 Marks) IMPORTANT: If a module does not have laboratory content, 1.c should be shown as 0 Marks

Attribute Max Marks First Examiner Marks Second Examiner Marks

Laboratory Examination / Tool Test 10

Viva Voce 10

Total 20

(20 marks reduced to 10 Marks) Total 1.c Marks

Component - 2: Examination

Examination Max Marks First Examiner Marks Second Examiner Marks

Written examination 100

Written examination marks reduced to 50 Marks

Module Marks Tabulation

Component-1: Assignment First Examiner Second Examiner Marks

Result 1.A

1.B

1.C

Component-1 Total Pass Fail

Component-2: Examination Pass Fail

Module Marks (Max 100 ) Pass Fail

IMPORTANT: 1. Component 1 and 2 total marks have to be rounded off to the next higher integer and entered in the above fields. 2. A minimum of 40% required for a pass in both components.

Signature of First Examiner Signature of Second Examiner

Please note:

1. Documental evidence for all the components/parts of the assessment such as the reports, presentation slides, posters, laboratory

exam / tool tests are required to be attached to the assignment report in a proper order.

2. The First Examiner is required to mark the comments in RED ink and the Second Examiners comments should be in GREEN ink.

3. The marks for all the questions of the assignment have to be written only in the Component -1: Assignment table.

4. The individual question marks have to be entered on the table of the Answer book for written exam and only the total marks are

entered in Component-2: Examination table.

5. The First Examiner (Module Leader) has to submit the following to Examination and Assessment Section after the review process:

Assignment documents, Grade-sheet data file and Module marks card (PMAR).

6. If the variation between the marks awarded by the first examiner and the second examiner lies within +/- 3 marks, then the marks

allotted by the first examiner is considered to be final. If the variation is more than +/- 3 marks then both the examiners should resolve

the issue in consultation with the Chairman BoE.

FT2014 HRM503

3

Assignment

Instructions to students:

1. The assignment consists of 3 parts 2. The assignment has to be neatly word processed as per the prescribed format 3. The maximum number of pages should be restricted to 35 4. Use only SI units 5. Submission Date: 23rd April 2015 6. Submission after the due date is not permitted 7. Method of evaluation as per the submission and marking scheme 8. At the end, you are required to comment on -

a. Benefits you have derived by solving this assignment b. Whether assignment was able to assess module learning outcomes or not?

9. IMPORTANT: It is essential that all the sources used in preparation of the assignment must be suitably referenced in the text (Harvard Style)

Part A Debate on need of Japanese HRD concepts

Human Resource Development (HRD) is a key subset of HRM. It plays a vital role in aligning the skills of the employees with vision and mission of the organisation. After globalisation many Japanese organisations, which started their business in India, also brought in their (Japanese) management concepts for HRD. Japanese focused on skill development & team work for introducing concepts like Kaizen, TQM, Policy Deployment, Voice of Customer etc resulting increased productivity and growth. Many Indian organisations benefited from adopting these concepts. On the contrary, organisations like AMUL, TATAs, Reliance and many more in India, have been successful in their indigenous HRD effort. In the light of the above, debate on the topic

Japanese HRD concepts are necessary for organisations in India to be successful

Bring out your well-researched views to support or oppose the above statement. Provide ample justification with real-life examples to highlight the role of HRD in:

Team Work

Achieving Vision & Mission of the organisation

Building a positive work environment

30 Marks

FT2014 HRM503

4

Part B Case Study on HR Restructuring in Coco Cola and Dabur (Abstract)

HR Restructuring - The Coca Cola & Dabur Way

Abstract

Coca Cola:

It all began with Coca Cola India's (Coca-Cola) realization that something was surely amiss. Four CEOs

within 7 years, arch-rival Pepsi surging ahead, heavy employee exodus and negative media reports

indicated that the leader had gone wrong big time. The problems eventually led to Coca-Cola reporting

a huge loss of US $ 52 million in 1999, attributed largely to the heavy investments in India and Japan.

Coca-Cola had spent Rs 1500 crore for acquiring bottlers, who were paid Rs 8 per case as against the

normal Rs 3. The losses were also attributed to management extravagance such as accommodation in

farmhouses for executives and foreign trips for bottlers.

Following the loss, Coca-Cola had to write off its assets in India worth US $ 405 million in 2000. Apart

from the mounting losses, the write-off was necessitated by Coca-Cola's over-estimation of volumes in

the Indian market. This assumption was based on the expected reduction in excise duties, which

eventually did not happen, which further delayed the company's break-even targets by some more

years.

Changes were required to be put in place soon. With a renewed focus and energy, Coca-Cola took

various measures to come out of the mess it had landed itself in.

Dabur:

In 1998, the 114 year old ayurvedic and pharmaceutical products major Dabur found itself at the

crossroads. In the fiscal 1998, 75% of Dabur's turnover had come from fast moving consumer goods

(FMCGs). Buoyed by this, the Burman family (promoters and owners of a majority stake in Dabur)

formulated a new vision in 1999 with an aim to make Dabur India's best FMCG company by 2004. In the

same year, Dabur revealed plans to increase the group turnover to Rs 20 billion by the year 2003-04.

To achieve the goal, Dabur benchmarked itself against other FMCG majors viz., Nestle, Colgate-

Palmolive and P&G. Dabur found itself significantly lacking in some critical areas. While Dabur's price-

to-earnings (P/E) ratio was less than 24, for most of the others it was more than 40. The net working

capital of Dabur was a whopping Rs 2.2 billion whereas it was less than half of this figure for the others.

There were other indicators of an inherently inefficient organization including Dabur's operating profit

margins of 12% as compared to Colgate's 16% and P&G's 18%. Even the return on net worth was

around 24% for Dabur as against HLL's 52% and Colgate's 34%.

The Burmans realized that major changes were needed on all organizational fronts. However, media

reports questioned the company's capability to shake-off its family-oriented work culture.

With reference to the HR Restructuring Case Study, answer the following.

1. Outline your learning from the case with respect to: a. The organisational structure of Coca Cola and Dabur (2+2 Marks)

FT2014 HRM503

5

b. Identify and analyse the factors responsible for the restructuring of human resources in Coca Cola and Dabur (4+4 Marks)

2. Compare and discuss the performance appraisal and compensation planning employed by Coca Cola and Dabur (6+6 Marks)

3. Identify an organisation* like Dabur, which used proactive approach to HRD. Discuss and comment on the initiatives taken and the outcome. (6 Marks)

Please Note

Abstract of the case study has been provided above for your reference

Please refer the following URL for the complete case study

http://www.icmrindia.org/free%20resources/casestudies/Human%20Resource%20and%20Org

anization%20Behavior%20freecasep1.htm

*Please choose the organisation in consultation with Module Leader.

30 Marks

Part -C

1. Suppose you are appointed as an HR Manager of a Cement manufacturing company. You are assigned the task of developing a training plan for Finance for Non-Finance Executives. Explain the steps involved in developing the training plan. Suggest a method for evaluating the success of this training program.

2. Organisations* today are adopting new methods for performance management and compensation management. Perform comparative analysis of 3 such methods addressing the following.

New methods for performance management and compensation management from literature

Evaluation of each method

Suitability of each method to the Indian context

(*Please choose the organisation in consultation with Module Leader).

35 Marks

Guidelines for Submission

Citation of the references in the text is necessary in all the parts Restrict your report for Part-A to 3 pages only

Use of figures could be avoided in Part-A

Divide your discussions clearly as per the sections mentioned above

Restrict your report for Part-B and C to a maximum of 15 and 10 pages respectively

Divide your discussions clearly as per the sections mentioned above and draw the conclusion at the end of each section

Please note: Marks will be awarded only to the sections and sub-sections clearly indicated as per the problem statement

A presentation on the assignment should be given to the Examiner in MSRUAS format only