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Human Resource Management-UPES-1-J13

Human Resource Management-UPES-1-J13

Section A (20 Marks)

Write short notes on any four of the following:

  1. Job Description and Evaluation
  2. Ergonomics
  3. Time Series Analysis
  4. Delphi Technique
  5. Recruitment and Selection



Section B (30 marks)

(Attempt any three)


  1. List out the differentiation between HRM and Personnel Management.
  2. Explain the important issues that can motivate people to give best in a dynamic and ever-changing environment.
  3. Define job analysis and its role in the HRP process.
  4. What is optimum manpower planning? You have been retained by an organization to develop a manpower planning system. What factors would you recommend them to consider for effective manpower planning?

Section C (50 marks)


(Attempt all questions. Every question carries 10 marks)


Read the case “Mental Block” and answer the following questions:


Case Study: Mental Block


Mr Vachani is a Quality Controller for four divisions in a family-owned manufacturing organization in which functional heads enjoy a large measure of autonomy. Mr. Bose is the Production Superintendent of one of the four divisions of the company. By and large, both these senior executives, who report to the General Manager (Works), get along well as colleagues though they have their usual differences and disagreements over issues concerning quality.

One day Mr. Bose stormed into Mr. Vachani's office and shouted. "Your Senior Inspector, Mr. Sundaram, has misbehaved with me and I will not tolerate it. You must take immediate action against him." Mr. Vachani asked Mr. Bose to cool down and explain exactly what had happened. Narrating the incident, Mr. Bose said that in the morning he had observed one of his workmen carrying out an out-of-routine job. On being asked to explain why this was so, the workman said that he was working on the job as per the advice of Mr. Sundaram. On returning to his office, he called Mr. Sundaram, to make enquiries on the matter. The latter did not respond at first, but on being sent for once again, appeared before him. On being asked why he had assigned the out-of-routine job to a workman, Mr. Sundaram, did not give a satisfactory answer. He was told not to confuse his workmen. But Mr. Sundaram reacted by making rude remarks and misbehaving.

Mr Vachani listened patiently to Mr. Bose and advised him not to be agitated; adding that he (Mr. Vachani) would talk to Mr. Sundaram about the matter. On Mr. Bose's attempts to again tell Mr. Vachani as to what he wanted to be done, the latter said he would himself decide the best course of action, though of course, Mr. Bose was free to take any alternative action he felt necessary.

After some time Mr. Sundaram came to see Mr. Vachani in his office. The latter did not indicate that he was aware of the incident with Mr. Bose. After discussing various matters, Mr. Sundaram told Mr. Vachani. "Today, I had a fight with Bose" and proceeded to narrate the whole matter. His account of the meeting with Mr. Bose was “I went to Bose's office a little after I was called in. He asked me harshly to explain why I did not respond immediately on being sent for, I replied politely that I was busy in some work, and I did not want to disturb him. When Mr. Bose continued to press the issue I told him to discuss with

Mr. Vachani whether I am required to respond immediately to his calls even if some work suffers in the process. About the out-of-routine job, I tried to explain that this became necessary in view of the important inspection on Monday (about which Mr. Bose was also aware) and that I had taken the initiative in the interest of work. Anyway, Mr. Bose told me rudely not to instruct his men directly and to get out. This infuriated me and I told Mr. Bose angrily that it was he who had called me. He then used some foul language and as a result hot words were exchanged, so much so that I felt like hitting him." Mr. Sundaram further added the he was nowhere at fault and that Mr. Bose's behavior, especially in asking him to 'get out', really provoked him. He said though he always gave Mr. Bose due regard as a senior, the latter had no right to be as rude and insulting as he was.

It needs to be mentioned here that Mr. Sundaram has been working to the entire satisfaction of Mr. Vachani and at times carried out his own liaison with Mr. Bose and his department, whenever he was required to do so. After thinking over the incident for a few minutes, Mr Vachani advised Mr. Sundaram to go to Mr. Bose sometime and talk to him reminding him (Mr Bose) politely about the usage of strong words like 'get out', etc., and admitting that he had lost his temper. In this way he felt that Mr. Bose would not take offence to what Sundaram had said. After some persuasion, Sundaram agreed to do so and went back. About an hour later, Mr. Vachani received a call from Mr. Sundaram saying that he had information that Mr. Bose reported the matter to the Personnel Manager, and as such there was no need for him now to talk to Mr. Bose as suggested by Mr Vachani and that he would rather let the matter be decided otherwise since he in any case was not at fault.



  1. Was Mr. Vachani’s suggestion to Mr. Sundaram to talk out the matter with Mr. Bose correct in the circumstances?
  2. Should he not have told Mr. Sundaram that his interpretation of the incident varied from that of Mr. Bose?
  3. Was Mr. Bose justified in reporting the incident to the Personnel Manager soon after he had apprised Mr. Vachani of the same?
  4. What action, if any, should the Personnel Manager take in this regard?
  5. If Mr. Bose is found to be guilty of implicating Mr. Sundaram without any substantial reason, what remedy do you think the Personnel Manager should suggest avoiding recurrence of such incidents in future?
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