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                  Lingaya’s University
               MB A 2 n d Year (T er m – VI )
                 E xami n ati on – May 2011
 S trategi c H u man Resou rce Man age men t (B A - 236)


[Time: 3 Hours]                               [Max. Marks: 100]

Before answering the question, candidate should ensure that they
have been supplied the correct and complete question paper. No
complaint in this regard, will be entertained after examination.

Note: – Attempt five questions in all. All questions carry equal
marks. Select two questions from Section A and two questions from
Section B. Question no. 8 (Section C) is compulsory.

                          Section – A

Q-1.    Explain the concept of Strategic Human Resource
        Management (SHRM). Also differentiate between Strategic
        HR and traditional HR.                            [20]

Q-2.    Should organization view human resources from an
        investment perspective? Discuss the factors that determine
        the extent to which an organization is investment oriented
        in its management of human resources.                 [20]

Q-3.    What is HR strategy? Identify and discuss the different
        bases for classifying HR strategies. Also explain how can
        linking of business strategy and HR strategy help an
        organization to create competitive advantage?        [20]

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                             Section – B


Q-4.   Describe the performance management system. Explain
       their objectives and significance for the development of the
       organization.                                          [20]


Q-5.   Explain the various HR practices that can help in achieving
       sustainable competitive advantage through the effective
       management of people.                                 [20]


Q-6.   Distinguish between domestic and international labour
       market. Define the specific skills to manage such markets
       for better result.                                  [20]


Q-7.   Explain briefly (any two):
       (i) Merger and Acquisition
       (ii) HR outsourcing
       (iii) Restructuring                             [210=20]


                             Section – C

Q-8.   CASE STUDY


       Harish Bhatnagar, chairman of Bharat Associates, and
       Abhishek Dutta managing director, were discussing
       company affairs, over a cup of tea. This discussion later
       proved to be one that changed the role of the human
       resource department in their organization, a medium-sized
       manufacturing company. While discussing the state of

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affairs in their company l3 years after its inception, they
focused on the functioning of the HR department, which
they thought, had undergone the least transformation when
compared to the other departments. At this point, they were
joined by the HR head Vikram Kapoor. “HR seems to be
the only division that has remained the same throughout in
our company,” quipped Dutta. Kapoor had nothing to say in
defence as he knew that over the years, the HR department
had done nothing but assist the management in the general
administration of the company. Other activities that the
department handled included routine personnel functions
like acquiring, training, an appraising employees, and
issues relating to compensation and benefits of employees.
“It is time that HR involves itself in the strategic planning
of the organization. It must have a say in all the strategic
decisions made by the board,” said Bhatnagar. “It is indeed
sad to note that the HR is yet to define, understand and
carry on its competencies, which hinder it from delivering
the HR function effectively,” added Dutta.
Agreeing with these points, Kapoor emphasized that the HR
personnel of an organization had to be strategic business
partners, mobilizers, change drivers, etc. That he felt, would
help the management evaluate the effectiveness of the HR
processes. Bhatnagar suggested, “Perhaps the participation
of the HR in all strategic decisions of the board depends on
its ability to direct a team towards organizational success,
by providing guidelines on how to utilize the available
manpower resources towards generating greater revenue
and profits for the organization.” The three members
discussed the ability of HR to develop management and
leadership skills among the members of the organization by
being able to define the big picture and influence the
behaviour of its human resource towards the
accomplishment of the end objectives.


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   Perhaps,” suggested Dutta, “the HR can enhance it
   significance and importance in the organization by gaining
   a brief knowledge about all the various activities that take
   place in the organization. For instance, the HR must possess
   technical knowledge related to employment law, union
   negotiations, training and development etc. This might
   enhance the confidence of the management in the HR
   personnel.”
   Taking the above discussion as a basis, the HR team at
   Bharat Associates soon began to enhance its competencies
   and knowledge in all the aspects of HRM which, in turn,
   increased its significance in the strategic management of
   the organization. Thus, with the constant support of the top
   management, the role of the HR personnel was transformed
   into one of strategic decision makers of the organization.


   Questions:


1. In the light of the above case, briefly elucidate how the
   strategic role of HR in an organization may be assessed.


2. The role of HRM in organization in the present business
   scenario has undergone a sea change, in terms of its
   contribution to the strategic management of the company.
   Discuss the emerging role of human resource managers in
   the current business environment and how the HR function
   can be even more effective.


                                                          [20]


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