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Ms-22 dec 2007

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MS-22    Dec, 2007

MS-22 : HUMAN RESOURCE  DEVELOPMENT

 

1. Define  and  describe  three  Ss  of  organizational Development-  Briefly  discuss  the  process  of formulating  the Organisational  Development  Plan.

2. What is  Compensation  System  ? What considerations  are taken  into  account  in  designing  a reward  system  ? Explain with example.

3. Define  and  describe  Diversity  and  Power.  Briefly  discuis the  cultural,  structural  and  behavioural  influences  on Diversity and  Power,  with  examples.

4. Enumerate  and  briefly  describe  the  evaluation  criteria against  which  'HRD'  is  assessed  for  attaining the  status  of a  'Profession'.  Explain with  example.

5.  Write  short  notes  on  any  three  of  the  following  :

(a)  Knowledge Management

(b)  Developing Business  Ethics

(c)  Horizontal  re-skilling

(d)  Role of  Trade Unions  in  HRD

(e)  Basic processes  of  Coaching

 

6-  Read the  following  case  carefuily  and answer  the  questions given at  the  end.

Microelectronics,  a  carifornia-based  electronics defense contractor,  has  enjoyed  a  smooth  growth  curve over  the  past  five  years,' primarily  because of  favourable defense  funding  during  the  Reagan  administration's build-up  of  u.s.  military  defenses. Microerectronics has had  numerous  contracts to  design and  develop  guidance and  radar  systems  for  military weaponry. Although  the  favorable funding  cycle  has  enabled. Microelectronics  to  grow  at  a  steady  rate, the  company  is finding  it  increasingly  difficult  to  keep  its  really  good engineers.  Based  on  extensive  turnover  analyses conducted by  Ned Jackson,  the  human  resources  planning manager,  Microelectronics'  problem  seems  to  be  its inability  to  keep  engineers  beyond the  "critical,'  five  year point.  Apparently,  the  probability  of  turnover  drops dramatically after five years  of  service.  Ned's conclusion is that  Microelectronics  has  been  essentially  serving  as  an industry  college.  Their  staffing  strategy has  always  been to  hire  the  best  and  brightest  engineers  from  the  best engineering  schools in  the  United  States.

    Ned  believes that  these  engineers often  get  lost  in  the shuffle at  the  time  they  join  the  firm.  For  example,  most (if  not  all)  of  the  new  hires  must  work  on  non-classified projects  until  cleared  by  security  to  join  a  designated major  project.  Security  clearance  usually  takes  anywhere from  six  to  ten  months.  In  the  meantime  the  major project  has  started, and  these young  engineers frequently miss out  on  its  design phase, considered the  most  creative and  challenging segment of  the  program.  Because  of  the nature  of  project  work,  new  engineers  often  have difficulty  learning  the  organizational  culture  such  as who  to  ask  when  you  have  a  problem,  what  the  general dos and  don'ts  are,  and  why  the  organization does things in  a  certain  way.

   After  heading  a  task  force  of  human  resource professionals  within  Microelectronics,  Ned  has  been designated  to  present  to  top  management  a  proposal designed  to  reduce  turnover  among  young  engineering recruits.  The  essence of  his  plan  is  to  create  a  mentor program,  except  that  in  this  plan  the  mentors  will  not  be the  seasoned graybeards of  Microelectronics, but  rather those  engineers  in  the  critical  three-to-five-year  service window,  the  period  of  highest turnover.  These  engineers will  be  paired  with  new  engineering  recruits  before  the recruits  actually  report  to  Microelectronics  for  work.

   According  to  the  task  force,  the  programme  is twofold  '  (1)  it  benefits  the  newcomer  by  easing  the transition  into  the  company,  and  (2\  it  helps  the three-to-five-year  service  engineers  by  enabling  them  to serve  an  important  role  for  the  company.  By  performing the  mentor  role,  these  .engineers  will  .become  more committed  and  hence  less  likely  to  leave.  As  Ned prepared  his  fifteen-minute  presentation  for  top management,  he  wondered  if  he  had  adequately anticipated  the  possible  objections  to  the  program  in order  to  make  an  intelligent  defense  of  it.  Only  time would  tell.

Questions

(a)  Identify  the  salient  issues  from  HR  point  of  view  for this case.

(b)  If  you  were  to  study  this  turnover  problem,  how would  you  conduct  a  needs  analysis  or  evolve  a counselling  programme  ?

(c)  What  are  the  causes of  dissatisfaction and  turn  over in  Microelectronics  ?

(d)  Do  you  find  the  mentoring  programme  suitable  to reduce  turnover  ? Justify  your answer.

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