M.Com. DEGREE EXAMINATION, APRIL 2016
First Semester
MANAGEMENT OF HUMAN RESOURCES
(CBCS 2012 onwards)
Time 3 Hours Maximum 75 Marks
Part A 3 15)
Answer all questions.
All questions carry equal marks.
1. Distinguish between personnel management and HRM.
2. What is succession planning?
3. What is Separation?
4. Explain what is ESOP.
5. What is collective bargaining?
Part B 10 50)
Answer all questions choosing either or
All questions carry equal marks.
6. Identify the different functions of human resource
management in today's industrial scenario.
Or
Explain the importance of Human Resource
Management.
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7. Explain the HR planning process.
Or
Discuss the various factors that affect recruitment.
8. Discuss the training methods for non-managerial
workers including supervisors.
Or
Define employee promotion, demotion and transfers.
What are the types and basis of promotions and
transfers?
9. What HRIS? Describe the nature and type of
information that falls under HRIS.
Or
Evaluate the various methods of job evaluation.
10. Explain the legislative provisions of welfare and
safety which an employer has to provide.
Or
Discuss the reasons for multiplicity of trade unions.
Part C 10 10)
(Compulsory)
11. Read the following case and answer the questions.
Naik, AGM materials, is fuming and fretting. He bumped
into Kamath, GM materials, threw the resignation letter
on his table, shouted and walked out of the room swiftly.
Naik has reason for his sudden outburst. He has been
driven to the wall. Perhaps, details of the story will tell
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the reasons for Naik's bile and why he put in his papers,
barely four months after he took up his present
assignment.
The year was 1995 when Naik quit the prestigious SAIL
plant at Vishakapatnam. As manager materials, Naik
enjoyed powers-he could even place an order for materials
worth 25 lakh. He needed nobody's prior approval.
Naik joined a pulp-making plant located at Harihar in
Karnataka, as AGM materials. The plant is a part of the
multi product and multi-plant conglomerate owned by a
pretigious business house in India. Obviously, perks,
designation and reputation of the conglomerate lured
Naik away from the public sector steel monolith.
When he joined the pulp-making company, little did Naik
realize that he needed prior approval to place an order for
materials worth 12 lakh. He had presumed that he had
the authority to place an order by himself worth half the
amount of what he used to do at megasteel maker. He
placed the order, materials arrived, were received,
accepted and used up in the plant.
Trouble started when the bill for 12 lakh came from the
vendor. The accounts department withheld payment for
the reason that the bill was not endorsed by Kamath.
Kamath refused to sign the bill as his approval was not
taken by Naik before placing the order.
Naik felt fumigated and cheated. A brief encounter with
Kamath only aggravated the problem. Naik was curtly
told that he should have known company rules before
venturing. Naik decided to quit.
Questions:
Does the company have an orientation programme?
If yes, how effective is it?
If you were Naik, what would have you done?