KL UNIVERSITY

DEPARTMENT OF MBA
NAME OF THE COURSE: HUMAN RESOURCE MANAGEMENT COURSE CODE: 15MB52C1
COURSE COORDINATOR: Dr.AVS Kamesh

CO COI QNO QUESTION MARKS BTL SOURCE

a. Define Human Resource Management In Sem Sem End 1 T1
b. Explain IIPM Exam Exam
1 1 c. Illustrate Orientation
d. Name the father of Human Resource Management

a) Summarize Human Resource Planning 1 T1 R1

b) What is Trend Analysis?
2 1 c) What is Ratio Analysis?
d) What is Corporate Analysis?

a) Demonstrate Job Analysis 1 T1R1

3 1 b) When is Job Description useful?
c) Why Job Specification is a part of Job Description?
d) Define Job Analysis

1 a) Illustrate Job Enrichment 1 T1R1

b) Define Job Enlargement
4 1 c) Define Job Engineering
d) Define Job Rotation
e) What is a Socio-Technical System?
1 2-7 a) Explain the Importance of Human Resource Management 1 T1R1
b) Explain the Functions of Human Resource Management
c) Explain the Functions of the HR Manager

2 2-7 a) Analyse Human Resource Planning Process 1 T1R1

b) Recall the supply side of human resource planning
 c) Recall the demand side of Human Resource Planning
d) Show the problems of Human Resouce Planning
3 2-7 a) Create the Job Description for the position of Marketing 1 T1R1
Manager
b) Differentiate between Job Description and Job Design
c) Distinguish Methods of Job Analysis
d) Describe the Job Analysis process
4 2-7 a) Discuss the Techniques of Job Design 1 T1R1
b) Match Job Rotation with Job Enlargement
c) Match Job Engineering with Socio-Technical System
d) Match Job Enrichment with Job Enlargement
1-4 8 Case Study T1R1
Case Study-Compulsory- Job Description at Red Lobster (Phillip
Gully 2009)
Red Lobster operates over 670 casual-dining seafood restaurants in
the US and Canada, employing more than 63,000 people. When Red
Lobster developed a new business strategy to focus on value and
improve its image, it established a new vision, mission, and goals for
the company. The restaurant chain simplified its menu with the
highest-quality seafood it could offer at mid-range prices, traded its
restaurants tropical themes for a crisp, clean look with white-shirt-
and-black-pants uniforms for its employees, and added Northeastern
coastal imagery to its menu and Web-site. Executing the new mission
and differentiation strategy required hiring fun, hospitality-minded
people who shared its values.
Although Red Lobster had not had any problem with hiring
restaurant managers, the company felt that the managers it hired did
not always reflect Red Lobsters strategy, vision and values. The
company also realized that their old job descriptions did not reflect the
passion its new strategy needed from its employees.

Question
1.Red Lobster ask your opinion of what it should do in writing its
job descriptions to improve the fit between its new management
hires and its new business strategy.
 1 1 a) Explain Recruitment 2 T1
b) Explain Selection
c) What is a Depth Interview?
d) Match Recruitment with Selection
2 1 a) Explain Orientation 2 T1
b) Explain Induction
c) Explain Socialization
d) Explain Training Needs Analysis

3 1 a) What is MDP? 2 T1
b) What is a Case Study Method?
c) Illustrate MBO.
d) Name one training method.
4 1 a) Explain BARS 2 T1
b) What is the difference between performance appraisal and
potential appraisal
c) Define Performance Appraisal
d) Explain rating scales

2 1 2-7 a) Explain the stages in the recruitment process. 2 T1

b) Explain the selection process
c) Demonstrate the Recruitment Yield Pyramid
d) Demonstrate the various selection methods

2 2-7 a) Explain orientation process with examples 2 T1

b) Explain induction process with examples
c) Interpret Training Needs Analysis
d) Illustrate any four training methods
3 2-7 a) Explain the relevance of MDP 2 T1
b) Interpret the use of Case Study Method in MDP
c) Illustrate MDP with examples
d) Explain MBO with examples
4 2-7 a) Explain Performance Appraisal Process 2 T1
b) Explain any four methods of Performance Appraisal
 c) Illustrate the problems of Performance Appraisal
d) Demonstrate the difference between Performance Appraisal
and Potential Appraisal
1-4 8 Case Study 2 T1
Disney Magic Training at Dierbergs
One of the best-known organizations in the world is Walt Disney
World. Yes, it is known for the theme parks and resorts it has
worldwide, but in HR circles Disney is seen as a model for training
employees to deliver outstanding service. At the heart of Disney
magic is training employees in the Disney culture. Once individuals
survive a rigorous selection process and are chosen as cast
members, training begins with orientation and on-the-job training.
Disney has become so well-known for its training that the Disney
Institute has been established to share the Disney approach with
other employers. One firm that is a believer in the Disney magic is
Dierbergs, a supermarket chain based in St. Louis, Missouri. Before
Fred Martels, HR director for Dierbergs went to a Disney Institute
workshop on customer service and employee orientation, Dierbergs
new employees went through a two-hour orientation program. They
got an employee handbook, saw a short company history video, and
were briefed on safety and company policies. Boring, was how
Martels described it. Indications were that upon completing the two-
hour orientation, new employees were not excited about their jobs
and unclear about customer service expectations and the company.
Then Martels went to a Disney Institute workshop on customer
service and Disneys approach to orientation. As a result, Dierbergs
totally revamped its ori
entation program. Following the Disney example, the HR staff had the
once-bare walls of the orientation and training rooms decorated with
information about company history, pictures of stores, and other
company details. That way, new employees can see some of the
company history. They are given exercises to get them involved and
interacting. They watch new videos that emphasize customer service,
company growth, and career opportunities. Throughout the new
orientation program, Dierbergs stresses participant involvement and
 interaction. Consequently, managers throughout Dierbergs have
noticed that new employees are more customerservice oriented and
appear more pleasant to customers and coworkers. As a result of this
and other changes, Dierbergs has received professional awards for
motivating and retaining employees. Evidently, Dierbergs has created
its own magic.33
Questions 1. Discuss why the assessment of training needs at
Dierbergs was crucial to the results described in the case.
2. Identify how Dierbergs new orientation program could be
evaluated in terms of reaction, learning, behavior, and results.

3 1 1 a) Explain the term Compensation 2 T1

b) Explain the term Compensable factor
c) Explain the term determinant of pay
d) Illustrate the term wage curve
2 1 a) Illustrate Benefits 2 T1
b) Name one employee welfare measure
c) Interpret the term employee welfare
d) Contrast Compensation with Benefits
3 1 a) Illustrate employee safety measure 2 T1
b) Define employee safety
c) Explain the term Health hazard
d) Relate employee safety to health
4 1 a) Define Salary 2 T1
b) Explain the term salary administration
c) Explain the concept of payroll
d) Contrast Compensation with Salary
1 2-7 a) Explain determinants of pay 2 T1
b) Explain the concept of pay for performance
c) Explain the components of Compensation in India
d) Summarize Compensation as a HR activity
2 2-7 a) Explain why companies have to implement benefits for 2 T1
employees?
b) Classify different employee benefits in organizations
c) Outline Health measures taken by organizations for their
 employees
d) Summarize the concept of employee benefits
3 2-7 a) Illustrate different safety measures implemented by 2 T1
organizations for their employees
b) Explain why companies have to ensure employee safety.
c) Show how organizations take measures to ensure employee
health
d) Classify different employee safety measures

4 2-7 a) Outline the process of salary administration 2 T1

b) Illustrate on how to ensure efficient salary administration
c) Explain the difficulties in salary administration
d) Demonstrate Salary Administration process in organizations
1-4 8 Case Study 2 T1
Implementing a New Compensation Program
The changing nature of jobs in organizations has led to companies
redesigning their compensation programs to reflect the changes. As
mentioned in the chapter, one approach being used by some
employers is competency-based pay. One firm has had success with
using a knowledge-based program to measure and reward
employees. This medium-sized manufacturing firm has about 5,000
employees in one location, and none are represented by unions. As a
result of continuing efforts by the firms management to examine and
apply innovative organization and management practices, the senior
managers at the company decided to redesign work processes and
compensation in three production departments. A task force of
employees analyzed the work in each of the production departments
and recommended some changes. First, individual jobs and job
descriptions were changed to using a team-work approach. In the
new system, workers were expected to become skilled in several
tasks and rotate throughout the different tasks, depending upon the
production schedule and workflow. Workers also were expected to
perform their own quality control. Finally a pay-for-performance
program was developed to encourage workers to broaden their
capabilities and to reward them as they did so. A series of skill
 blocks was identified by HR specialists and others familiar with the
jobs, with each skill block containing what a worker was required to
know and do. Skill blocks were developed for all processes in the
production departments. As employees mastered a skill block, they
received pay increases of 20 cents per hour, except for the basic skill
block mastery, which provided a 30-cent-per hour increase. Because
pay is based on the number of skill blocks mastered, no maximum
pay levels were set. These increases were granted on top of the
entrylevel pay rate of $9.81 per hour. Following the communication of
the new program, employees could choose to convert to the new
program or transfer to other departments still using the traditional job-
based pay plan. Only one production worker opted to transfer out of
the new production compensation program and the department. HR
specialists and production mnagers spent considerable time meeting
with workers on the processes to be used to assess their
competencies. Also, extensive training support had to be
implemented so that employees could develop additional mastery of
other skill blocks. Other coordination and program administration
issues had to be addressed as well. As a result of the changes to the
new program, production technicians are rewarded continually for
learning more and enhancing their capabilities. Also, greater
workforce flexibility has resulted, so that workers can move between
jobs and tasks as production needs dictate. Productivity has
increased and production employees have become more
knowledgeable about the linkage between compensation, their
capabilities, and productivity.30
Questions 1. Discuss how changing the compensation program was
consistent with the strategic shifts occurring in the organization.
2. What difficulties can you identify with shifting to the new
compensation program from the traditional ones used in many
production settings?

1 1 a) Explain the term employee grievance 2 T1

b) Explain the term progressive discipline
c) Classify employee grievances
 d) Demonstrate redressal of employee grievance.
2 1 a) Explain the term retrenchment 2 T1
4 b) Explain the term downsizing
c) Explain the term Suspension
d) Illustrate termination
3 1 a) Explain the term industrial democracy 2 R1
b) When was the trade union act passed in India?
c) Define Trade Unionism
d) Explain INTUC
4 1 a) Explain the term participative management 2 R1
b) Illustrate workers participation in management
c) Explain decentralized decision making in industry
d) Explain the term Collective Bargaining
1 2-7 a) Discuss employee grievance handling process 2 R1
b) Explain the types of employee grievances
c) Explain grievance redressal mechanisms in India
d) Discuss Employee Discipline Process
2 2-7 Explain the methods of employee separation 2 R1
Explain the stages in implementing disciplinary action on employees
What factors cause employee retrenchment?
Discuss downsizing in the light of current industrial environment
3 2-7 a) Discuss Industrial Democracy in the Indian Context 2 R1
b) Explain Trade Unionism in India
c) Explain the problems of Trade Unions in India
d) Illustrate the evolution of Trade Unions in India
4 2-7 a) Illustrate workers participation in management 2 R1
b) Explain the decentralised decision making in Industrial
settings
c) Explain the stages of Collective Bargaining Process
d) Illustrate Collective Bargaining
1-4 8 Case Study 3 R1
The Stolen Orange Juice
Grievances can be filed over large or small matters. The following
case represents a grievance that was decided by an arbitrator hired
by Greyhound Food Management (Warren, Michigan) and the United
Catering, Restaurant, Bar, & Hotel Workers, Local 1064. The
grievance was filed by the union on behalf of Tom, a union member
working as a fast-food attendant at a Greyhound-operated cafeteria.
The Greyhound Food Service provided food-service management on
a contract basis for many firms, including Hydra Matic, a
manufacturing company located in Warren, Michigan. Tom had been
working for Greyhound for almost a year and was working the 1
P.M.8:30 P.M. swing shift at the time of his discharge from the
company. The company justified Toms employment termination by
asserting that he had attempted to steal a six-ounce container of
orange juice, which normally sold for 58 cents. Toms supervisor
testified that from his office he had observed Tom attempting to leave
the premises with the container of orange juice hidden under his
jacket. After stopping Tom, the supervisor had accused him of
attempting to steal the orange juice. Then the supervisor had
telephoned the assistant manager for instructions. The assistant
manager had told the supervisor to document the incident and had
stated that he (the assistant manager) would take care of the matter
the next morning. The supervisors written report stated that he had
heard the refrigerator door slam, then had heard Tom walking toward
the
door. The supervisor had asked Tom twice what Tom had in his coat,
after which Tom had pulled the juice out of his coat, dropping and
spilling it on the floor. The following morning, the assistant manager
called Tom and the union steward into his office and confronted them
with the supervisors written description of the incident. Tom denied
that he had attempted to steal the orange juice, saying that the
supervisor had just seen some orange juice on the floor. At a meeting
later that morning, the assistant manager terminated Toms
employment. Tom filed a grievance, which was immediately denied.
Tom and the union then requested arbitration, as was allowed under
the company/union labor contract. The arbitrator reviewed several
documents, including statements from the supervisor, the assistant
manager, a former employee, and the union steward. Also, he
reviewed the relevant sections of the labor contract on management
rights, seniority, and the grievance procedure. Finally, the arbitrator
reviewed the list of company rules and regulations posted by the time
clock, one of which said that disciplinary action ranging from
reprimand to immediate discharge could result from rule violation. The
first rule prohibited stealing private, company, or clients property.
Company Position
The companys position was that Tom had knowledge of the posted
work rules, the first of which clearly prohibited theft. The company
also had a policy that no company property was to leave the
restaurant. The testimony of the supervisor established that Tom had
attempted to steal and remove company property. It was not relevant
that Toms impermissible act had not succeeded. The detection by
management of the theft before Tom left the premises did not excuse
the act. Also, the company said that the size or dollar amount of the
theft was immaterial. Therefore, because the company followed the
terms of the union contract that provided for dismissal of employees
for just cause, and because Tom knew, or should have known, of
the rule against stealing, the arbitrator should rule for the company.
Union Position
The unions position was that the act of attempting to steal a container
of orange juice valued at 58 cents involved moral turpitude and
therefore required the application of a high degree of proof. The
employer carried the burden of convincing the arbitrator beyond a
reasonable doubt through the witnesses that Tom had attempted to
steal the orange juice. The union contended that even though Tom
had been subject to some other minor disciplinary actions in the past,
termination was too harsh a penalty and therefore the arbitrator
should rule for Tom and the union.
Questions 1. How important is the value of the item in comparison
with the alleged act of stealing?
2. Because Tom never left the company premises with the juice, did
he actually steal it?
3. How would you rule in this case?