M.Phil. DEGREE EXAMINATION, APRIL 2016
Management
STRATEGIC HUMAN RESOURCE MANAGEMENT
(CBCS 2012 onwards)
Time 3 Hours Maximum 75 Marks
Part A 3 21)
Answer all questions.
All questions carry equal marks.
1. What do you mean by benchmarking in SHRM?
2. What is emotional intelligence?
3. How would you relate job evaluation to KPA?
4. Distinguish between counseling and mentoring.
5. What are the limitations of HR audit?
6. What do you mean by 'breaking the glass ceiling'?
7. What is career plateau?
Part B 6 24)
Answer any four questions.
All questions carry equal marks.
8. Differentiate between the strategies that are practiced in
traditional HRM and SHRM.
9. What factors determine success in HR outsourcing?
Sub. Code
642204
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10. Critically evaluate the benefits that are provided by any
one of the leading information technology companies to
combat job hopping.
11. Describe the role of training methods which contributes
to organizational learning.
12. Brief the methods to improve quality of work life.
13. What are the factors that influence organization
commitment?
Part C 10 20)
Answer all questions.
All questions carry equal marks.
14. Explain the process of succession planning.
Or
Discuss different approaches to knowledge
management.
15. Imagine you are the Manager-Business process
re-engineering in a leading organization. What are
your roles and responsibilities?
Or
Discuss the issues related to OD in virtual learning
organizations.
Part D 10 10)
(Compulsory)
16. Read the following case and answer the questions
OTIS Elevator Company had concerns that its old paperbased
performance appraisal system was too slow and
cumbersome. There were also concerns whether the
raters could be assured of the confidentiality to their
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rating. Because of these problems, the company wanted a
better system for appraising and development the
performance of its engineering managers. Specially, the
company was interested in enhancing these managers'
project management and project team leadership skills,
The engineering managers needed substantial
improvement in their skills, and the company wanted a
performance appraisal system that would provide
feedback from the managers' subordinates, peers and
customers as well as their direct superiors.
Given these concern, it is not surprising that OTIS
Elevator decided to develop a 360-degree feedback
system. The innovative aspect of the company's approach
to the 360-degree system is that the company decided to
base the system on the internet and its own intranet. An
independent contractor, E-Group developed the system
and handles the collation and analysis of the feedback
information.
E-group chose a 75-item survey called LEAPS. which
measures seven dimensions of leadership. for the 360-
degree instrument. The instrument was loaded on a
website so that all raters can pull up the information and
complete the appraisal in approximately 20 minutes.
After completing the appraisal, they simply submit the
results via e-mail to E-group to process. Because the
system is encrypted, the company is able to provide
greater confidentiality and anonymity for the raters than
with the previous paper-and-pencil system. In addition to
the LEAPS item, the company included a fairly large set
of other item to assess managers technical competency
and their contributions to the business. E-group was able
to provide appraisal profiles for the managers within
three days after the last of the evaluators e-mailed their
input for the manager. In addition, the profile of actual
ratings for each manager from E-group also includes an
ideal leadership profile developed by OTIS executives. By
comparing his actual ratings with the ideal profile.
managers can identify areas for future development.
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OTIS Elevator chose to use the system only for
developmental purposes, although recently it began to
consider other purposes for the system.
Questions
How was the 360-degree appraisal better than the
traditional appraisal system in OTIS Elevators?
What problems do you think OTIS Elevator is likely
to experience in this process?