HUMA RESOURCE MAAGEMET

OV. 2007
.B. (1) Section 1 is compulsory.
(2) Answer any three questions from Section 2.
(3) Support your answer with examples.
(4) Answer both sections in the same answer book.
Section 1
(1) Explain the following concepts in brief:
(a) Industrial relations
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and
‘Relations’. “Industry” refers to “any productive activity in which an individual (or a
group of individuals) is (are) engaged”. By “relations” we mean “the relationships
that exist within the industry between the employer and his workmen.”
The term industrial relations explains the relationship between employees and
management which stem directly or indirectly from union-employer relationship.
The term industrial relations has a broad as well as a narrow outlook. Originally,
industrial relations was broadly defined to include the relationships and interactions
between employers and employees. From this perspective, industrial relations covers
all aspects of the employment relationship, including human resource management,
employee relations, and union-management (or labor) relations. Now its meaning
has become more specific and restricted. Accordingly, industrial relations pertains to
the study and practice of collective bargaining, trade unionism, and labor-
management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel
practices and policies of employers.
(b) External forces influencing Human Resource Management
(c) Fringe benefits
For this question, refer Nov. 2006 paper [short notes]
(d) 360 degree performance appraisal system
For this question, refer Nov. 2001 paper [concepts]
(e) Personnel planning
A personnel planning is the process of forecasting an organisation’s future demand
for and the supply of the right type of people in the right number. It involves
estimating the size and composition of the future workforce. It involves acquiring the
required manpower from different internal and external sources. It develops the
manpower through education, training and development programmes in order to
provide the right type of employees. It helps to maintain stable manpower thro
ugh
attractive wages, welfare and other facilities and scientific selection policies.

Personnel planning is a continuos process because the demand for and the supply of
human resources undergo frequent changes. It is directly influenced by manpower
environment which influences the demand for and supply of manpower. A personnel
planning has both qualitative and quantitative aspects. The organization needs
talented employees in the right numbers.
(2) Case study
Rise and fall
Jagannath (JAGGU TO HIS FRIEND) is an over ambitious young man. For him ends
justify means
With a diploma in engineering, Jaggu joined n 1977; a Bangalore- based
company as a Technical Assistant. He got himself enrolled as a student in an evening
college and obtained his degree in engineering in 1982. Recognizing his improved
qualification, Jaggu was promoted as Engineer – Sales in 1984.
Jaggu excelled himself in the new role and became the blue – eyed boy of the
management. Promotion came to him in quick successions. He was made Manager –
Sales in 1986 and senior Manager – Marketing in 1988.
Jaggu did not forget his academic pursuits. After being promoted as Engineer
– Sales, he joined MBA (Part-Time) programme. After completion MBA, jaggu
became a Ph. D. scholar and obtained his doctoral degree in 1989.
Functioning as Senior Manager – Marketing Jaggu eyed on things beyond his
jurisdiction. He started complaining against Suresh the section head and Prahalad
the Unit Chief (both production) with Ravi, the EVP (Executive – Vice President).
The complaints included delay in executive orders, poor quality and customer
rejections. Most of the complaints were concocted.
Ravi was convinced and requested Jaggu to head the Production Section so
that things could be Straightedned up there. Jaggu became the section head n Suresh
was shifted to sales.
Jaggu started spreading his wings. He prevailed upon Ravi and got sale and
quality under his control, in addition to production. Suresh an equal in status was
now subordinated to Jaggu. Success had gone to Jaggu’s head. He had everything
going in the favour-position, power, money and qualification. He divided workers
and use them as pawns. He ignored Prahalad and established direct link with Ravi.
Unable to bear the humiliation, Prahalad quit the company, Jaggu was promoted as
General Manager. He became a megalomaniac.
Things had to end to some point. It happened in Jaggu’s life too. There were
complaint against him. He had inducted his brother – in –law, Ganesh, as an
engineer. Ganesh was by nature corrupt. He stole copper worth 5 lakh and was
suspended. Jaggu tried to defend Ganesh but failed in his effort corruption charges
were also levelled against Jaggu who was reported to have made nearly Rs. 20 lakh
for himself.
On the new year day of 1993 Jaggu was reverted back to his old position –
sales Suresh was promoted and was asked to head production. Roles got revered.
Suresh became boss to Jaggu.

Unable to swallow the insult, Jaggu put in his papers.

Back home, Jaggu started his own consultancy claiming himself as an
authority in quality management. He poached on his previous company and picked
up two best brains in quality. From 1977 to 1993, Jaggu’s career graph had a steep
rise ans a sudden fall. Whether thee would be another hump in the cure is a big
question.
QUESTIOS:
If Questions are not given use the following steps:
 Summary of the case (Problems & Outlook of case)
 SWOT Analysis
 State the problems in the case (Major & Minor Problems)
 Selecting the Best Solution & Why?
 Alternative solutions to the case (5 to 7 solutions)
(a) Bring out the principles of promotion that were employed in
promoting Jaggu.
Ans.
• Jaggu was promoted recognizing his improved Qualification.
• Jaggu excelled himself with every opportunity given to him
• Promotion preceded by job analysis and performance appraisal
(b) What would you do if you were Ravi?
Ans.
 Ravi – Executive Vice President.
 Positioning the right person for right job.
 At the same time co-ordinate the right job.
 Suspend Jaggu.
(c) Bring out the ethical issues involved in Jaggu’s behaviour.
Ans.
 Humiliating sub-ordinates
 Appointing his brother-in-law as an engineer though he was corrupt by nature.
 Defending Ganesh for stealing
 Making money for himself out of company by unethical means.

Given all the above, participative management emphasizes the pertinence of this
approach to knowledge-based organizations, and the benefits derived from a
management approach and organizational design that emphasizes and supports
lateral networks, enhanced flexibility, and respect for worker knowledge and
motivation. The workers’ self-esteem, job satisfaction, and cooperative with the
management will also improve. The results often are reduced conflict and stress,
more commitment to goals, and better acceptance of a change. Employees may also
reduce turnover and absences when they begin to feel that working conditions are
satisfactory and that they are becoming more successful in their jobs. They identify
themselves with the work and this leads to an improved performance. Finally, the act
of participation in itself establishes better communication, as people mutually
discuss work problems.
The pros and cons of direct participation from different perspectives: