Examination Paper of Human Resource Management
IIBM Institute of Business Management
Examination Paper MM.100
Human resource Development & Training
Section A: Objective Type (30 marks)
 This section consists of Multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. HRD is the process of helping people to acquire
a. Competition
b. Completeness
c. Competencies
d. None of the above
2. Techniques of human resource development are also called
a. HRD methods
b. HRD instruments
c. HRD mechanism
d. All of the above
3. In India HRD began only in
a. 1970s
b. 1980s
c. 1910s
d. 1990s
4. BARS stand for
a. Behaviorally Anchored Rating Scale
b. Behaviorally Anchoring Rating Scale
c. Behaviorally Appraisal Rating Scale
d. None of the above
5. Levels of evaluations of training programmes are
a. 7
b. 6
c. 5
d. 10
IIBM Institute of Business Management 1
Examination Paper of Human Resource Management
Section B: Case lets (40 marks) This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200
words).
Case let 1
Introduction to the organization:
XYZ Company was established 20 years ago, to manufacture gearbox components for diesel
engines. It employs around 250 people, having a head office, which employs a wide range of
personnel who are generally well educated and enthusiastic about their work, and a factory,
which
employs semi-skilled local people who are generally disinterested in the products of the
company
and who have an instrumental attitude to work, seeing salary as the only reward.
Brief Description of the Problem:
The performance of the Company has not been good and the records revealed the following
facts:
 Wastage within the factory was costing the Company approximately Rs. 100,000 a month.
 There was wide spread differences in individual work standards
 Processes were non-standardized resulting in repeated problems
 Management made all decisions and cascaded the result down to employees
 The top management became concerned about the performance of the factory and they hired
Mr. Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to
relationships and tasks with the following objectives:
 To review and improve communication systems.
 To restructure the organization and to review teamwork and quality practices.
 To review leadership issues across all levels.
Mr.Tanmoy Deb carried out discussions, interviews and surveys and made the following
observations:
 There’ and ‘us’ attitude was widely prevalent between head office and factory personnel
 Production personnel lacked technical skills
 Factory employees felt alienated from sharing the Company’s success
 Production systems were adhoc and defective because of frequent variations in standards set
 Many times raw material was found to be of inferior quality
 rigidly defined job descriptions
Questions:
1. What in your view are the central human resources issues involved in this case?
2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present
system?
IIBM Institute of Business Management 3
Examination Paper of Human Resource Management
Case let 2
Introduction to the organization:
XYZ Company is an existing profit making FMCG Company. The company has 600 personnel
and has branches all other the country. It has a separate training department with a Training
Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr.
Mohan has been in the company for the last 8 years and is very efficient.
Brief Description of the Problem:
Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is
dissatisfied and in fact frustrated. There are several reasons attached to it. First and foremost is
that he is not paid adequately despite the fact that he has brought 12% growth in revenue to
the
company. Second reason is that he is not consulted and constantly neglected while making
decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the
organization. Production Manager is constantly hurting him and interferes with the work. Dr.
Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows
that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he
should adjust himself with the environment and also talk of how Mohan is constantly neglected.
He talks of how politics is played in the organization and strengths and weaknesses of Mohan
but
does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of
family run business. In this setting, personal equation rather than merit works. Mohan is not
convinced, and says he is leaving.
Questions:
1. Why a high performer like Mr. Mohan decided to leave the organization he has been long
part of?
2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What
Would you have done if you were in his shoes?
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250
words).
END F SECTION B
IIBM Institute of Business Management 4
Examination Paper of Human Resource Management
1. Discuss the basic concept of management development. What is the importance of
management development in the changing business?
2. What do mean by Quality of work life? Discuss various methods to improve quality of
work life.
END F SECTION C
IIBM Institute of Business Management 5

ISBM / IIBMS / IIBM / ISMS / KSBM / NIPM

SMU / SYMBIOSIS / XAVIER / NIRM / PSBM

ISM / IGNOU / IICT / ISBS / LPU / ISM&RC

MBA - EMBA - BMS - GDM - MIS - MIB

DMS - DBM - PGDM - DBM - DBA

www.mbacasestudyanswers.com

www.casestudies.co.in

aravind.banakar@gmail.com

ARAVIND 09901366442 - 09902787224