Deemed University 2011 M.B.A University: Lingayas University Term: VI Title of the : Strategic Human Resource Management - Question Paper
Roll No. ..
Lingayas University
MBA 2nd Year (Term VI)
Examination May 2011
Strategic Human Resource Management (BA - 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]
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 [210=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 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.
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]
| Earning: Approval pending. |
