M.B.A. (GENERAL) DEGREE EXAMINATION,
NOVEMBER 2017
Third Semester
HUMAN RESOURCE DEVELOPMENT
(CBCS 2016 onwards)
Time 3 Hours Maximum 75 Marks
Part A x 3 15)
Answer all questions.
1. List out the importance of HRD.
2. What are the objectives of performance appraisal?
3. What is HRD climate?
4. Write a note on career planning.
5. What are the outcomes of HRD?
Part B 10 50)
Answer all questions choosing either or
6. Define HRD. Distinguish between traditional
personnel management and HRD.
Or
Discuss the various challenges faced by
organisation and HRD professionals.
Sub. Code
641344
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7. What is Performance appraisal? How are
Performance Management systems different from
Appraisal systems? Briefly outline the problems
which may affect Performance appraisal
effectiveness.
Or
What is interpersonal feedback? Explain its
importance's.
8. Define Organisation Development and discuss its
operational goals. Explain various phases of OD,
with suitable examples.
Or
Define organisational effectiveness. How the role of
effectiveness can be promoted by the organisation?
9. Define the term 'training and development. Bring
out the importance of training and development.
Or
Describe the various types of training methods.
10. "The role of HRD in formulating and implementing
strategies is crucial". Elaborate.
Or
Briefly discuss the human resources development
experience in India.
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Part C 10 10)
Compulsory.
11. Read the case and answer the questions given at the end.
The HRD programme was decided to be initiated in ABC
Oil Corporation as a totally fresh and uncontaminated
idea. To introduce HRD as a fresh idea was in itself an
innovative idea, since the Corporation had wellestablished
Human Resources Management policies and
practices. Yet, the very idea was mooted as a concept,
accepted as a principle, presented to the top management
in the company represented by the Directors and got
cleared for introduction as a necessary intervention,
considering the growth and development plans of the
organisation.
To start with, the road-show of the concept comprised a
wide campaign to create extensive awareness that
Human Resource Development, as an issue, was
everybody's baby and that it needs to be properly
nurtured and cared for. When the whole objective was
explained to critical senior management groups, the
concept received wide acceptance. After all, any new idea
should be worth looking into!
The top and senior management groups in the
Corporation, thus backed and accepted in principle, the
process of undertaking a company-wide campaign for the
new-look HRD programme. This, no doubt, implied, that
the established policies will continue to be operated, but
are liable to be tested for validity and modified for
deficiency, wherever called for.
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The awareness campaign was set in motion with great
vigour and gusto. The initial campaign was concentrated
on executives at all levels. This pre-supposed two things:
top management commitment as a vanguard action and
executive involvement as a lead group activity. Within a
short time, conferences, seminars, workshops and
training programmes were designed, drawn-up and
delivered throughout the organisation to cover virtually
every executive.
What was missed in the process was the large bulk of
non-executives. Though there was a plan to cover the
non-executives in the second leg of the campaign, the
very fact that initial efforts were going only in the
direction of executives created its own rustles and
rumbles.
The HRD action groups, who were spearheading and
controlling the HRD activities, naturally had to take
notice of the message which had come too soon from the
non-executive categories of employees, It was, therefore,
only natural to recognise that without waiting for the
second leg of the campaign, the need was to advance the
campaign schedule and initiate the HRD awareness
prqgramme for non-executives as well. After all, the milk
has to be given gladly to the baby who started crying!
But the process of covering the large mass of nonexecutive
employees was not an easy task. The number
as well as the spread at numerous locations throughout
the country made the task much more difficult. Yet, it
was felt necessary to achieve coverage of maximum
number of non-executive employees to a one-day 'HRD
awareness programme'. The programme outline was
centrally designed but the specific inputs were left to be
decided by the divisional and unit functionaries. The
programme design provided for executives as faculty, who
would cover small non-executive groups in lecture and
discussion sessions on the whole concept of new HRD
programme that the Corporation was contemplating.
When the executives speak to the non-executives on any
projected company programme, needing involvement of
non-executives, a pinch of salt is always present!
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This was true for the initial awareness programmes
organised for non-executives as well. When it became
clear that the message was not really going down to the
participants, naturally the question arose whether it was
worthwhile going ahead with the rest of the programmes
covering the large majority of non-executives.
The HRD group stepped in and rolled back their
campaign at least temporarily to review whether
everything is going to be okay or not. It was the general
view that there is a "receptability block" operating in the
communication channel between the executive faculty
members and the non-executive participants. This has to
be overcome if the programme is to give the maximum
possible return.
It was one of the ideas to try out the next few
programmes with faculty drawn from among the nonexecutives
themselves, rather than the traditional
executive faculty. Employees from the non-executive
category with excellent communication, comprehension
and influencing skills were identified and provided with a
briefing as to what exactly is the inherent purpose of the
awareness programme.
It was a revelation to find a sea-change in the
receptability of participants. Although, the programme
input was the same, the difference lay in the fact that
earlier the executive faculty used to speak to the nonexecutive
participants, whereas now it was the nonexecutives
themselves functioning as faculty, speaking to
their own colleagues in a language perceived as their
own. We often tend to forget this and end up reaping a
harvest much below our expectation. Therefore, it is
worth considering: why settle for a lean harvest when you
can afford to have the full harvest! It is small ideas that
often bring big results.
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Questions:
What is the problem as you see it? Elaborate.
List the lessons learnt. What is your
recommendation in this situation?
What kind of training programme would you
suggest as a part of the campaign for HRD
awareness programme for non- executives?
Identify HRD interventions for overall growth of the
organisation.
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