OMBH301 MP - Manpower Planning Assignment Answers PDF

lOMoARcPSD|13540437 OMBH301 MP - Manpower Planning Assignment Answers Mba Mhrdm (University of Mumbai) Studocu is not sponsored or endorsed by any college or university Downloaded by Tracy ([email protected]) ...

lOMoARcPSD|13540437 OMBH301 MP - Manpower Planning Assignment Answers Mba Mhrdm (University of Mumbai) Studocu is not sponsored or endorsed by any college or university Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 Assignments OMBH301_MP Assignment Submission Last Date Time: Dec 31 2023 11:55PM Assignment: 1 Instruc ons: Number of Ques ons: 30 Maximum Marks: 30 Each ques on carries 1 Mark. All ques ons are compulsory. A empts: 1 1 Which is the simplest flow model used for forecas ng? Semi - Markov Model Vacancy Model Resource based Model Markov Model 2 Which of these factors is not included in environmental scanning Poli cal factors Economical Factors Technical Factors compensa on management 3 How many stages does the recruitment process comprise of? 2 3 4 5 Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 4 Which of the following op on is not the factor that hinders with the human resource planning process? Type and quality of forecas ng informa on Time horizons Environmental uncertain es Unite the perspec ves of line and staff managers 5 What is the major issue faced while doing personal planning? Type of informa on which should be used in making forecasts Types of people to be hired Mul ple posi ons to be filled Recruitment process 6 The e first step in making strategic HR Planning can be iden fied as Designing the Human Resource Management System Planning the total workforce Se ng the strategic direc on Inves ng in human resource development and performance 7 The informa on type which focusses on accomplishment of employees is called Trait based informa on Behaviour based informa on Result based informa on Coaching based informa on 8 The HR strategy should focus on Strategy of organiza on strategy of compe tors strategy of employee strategy of retailer Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 9 The Second step in Strategic Human resource planning is Strategic direc on HRM system Planning the total workforce genera ng human resource requirement 10 Which of the forecas ng technique is the fastest? Work study technique Flow models Ra o trend analysis HR demand Forecast 11 Collec on or aggrega on of tasks, du es & responsibili es is known as Role Job HRIS Designa on 12 Process which involves a collec on of job-related informa on is termed as Job Descrip on Job Analysis Job rota on Job designing 13 Choose the correct op on, where Human Resource Informa on System can be used. Succession planning Induc ng new hires Re rement Inducing new hires Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 14 Which of these is the most important external factor governing recruitments? Sons of soil Labour market Supply and demand Unemployment rate 15 Which of the following levels, planning is done at the strategic business unit level? intermediate level planning Macro level Opera on planning corporate level planning 16 On the date of joining the employee is introduced to the company and other employees this process is called as Induc on Training Introduc on Fresher welcome 17 “HRP is planning for the future personnel needs of an organiza on, taking into account both internal ac vi es and factors in the external environment”, who has given this defini on Stoner and Freeman De Cenzo and Robbins Leap and Crane Stainer Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 18 Following is the example of strategy implementa on selec on of performance measures (EVALUATION & IMPLEMENTATION STRATEGY) maintaining a endance register (OPERATIONAL STRATEGY) daily supervision (OPERATIONAL STRATEGY) credi ng payment of vendors (FM STRATEGY) 19 ….............................. not a purpose of an organisa onal structure? To coordinate people and resources To organise lines of communica on To formalise authority To limit workers' rights 20 In line organisa on, the business ac vi es are divided among…........................... three types of departments. Accounts, Produc on, Sales Produc on, Quality, Sales Produc on, Quality, Maintenance Produc on, Maintenance, Sales 21 In….......................................... organisa on structure, each specialist is supposed to give his func onal advice to all other foremen and workers Line organisa on Func onal organisa on Line and staff organisa on All of the above 22 The ---------- is conducted to get the feedback of employee when he is leaving the organiza on Exit Interview Entry Interview Employee referral Employee termina on Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 23 In …..................................method requirements of any category of manpower are further subdivided into various components and then a separate norm appropriate to each Employers Opinion Method Norma ve Method Component Method Interna onal Comparisons Method 24 The Public Service Commission’s serves as------------ retailer supplier recruitment agency accoun ng agency 25 Forecasts for a period more than five years are considered as long-term forecasts. TRUE FALSE 26 Short term forecasts are done for the period of 5 years TRUE FALSE 27 TQM focuses on detec ng and correc ng defects TRUE FALSE 28 Six sigma re- creates the processes to ensures defects never arise right from the beginning TRUE FALSE Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 29 Human Resource Planning facilitates interna onal expansion strategies. True False 30 It is a known fact the employees resist change True False Assignment: 2 Instruc ons: Assignment 2 is based on the following text/paragraph of case study/situa onal exercise etc. You first need to read this text and then answer the following MCMR i.e. Mul ple choice mul ple response ques ons. Number of Ques ons: 5 Each ques on carries 2 Mark All Five Ques ons are Mandatory. A empts: 1 Sai Engineering Company was a large heavy engineering unit. It a ached great importance to the recruitment and training of its senior supervisors. Besides this every alternate year this company has recruited the several engineers, graduates a er providing them training they were appointed as senior supervisor. Such appointments were made to about 40 per cent of the vacancies of senior supervisors that occurred in the organiza on. This was considered necessary by management as a planned programme of impar ng vitality to the organiza on. Besides, many of the old - mers, who had risen from the ranks, did not possess the necessary academic background with the result that they could not keep pace with the technological changes. Management also believed that in the rapidly changing condi ons of industry, a bank of technically competent supervisors played a pivotal role, besides serving as a pool from which to select future departmental managers. Engineering Graduates were selected from amongst those who applied in response to an all - India adver sement. For the selec on of one engineer, on an average, eight applicants were called for interview. A selec on commi ee consis ng of the General Manager, the Produc on Manager, the Personnel Manager. Personnel Manager and the Training Officer interviewed and selected the candidates. The selec on interview was preceded by a wri en test and only those who secured 40 per cent marks qualified for interview. The engineers thus selected had to undergo a two year intensive theore cal and prac cal training. A well - staffed and equipped Training Ins tute was directly responsible for the training of the graduate engineers, besides training trade appren ces and opera ves required by the company. Lectures on theore cal subjects were given at the Training Ins tute and prac cal training was imparted in all the works departments under the guidance of qualified and experienced instructors. A few lectures by senior officers of the company were also Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 arranged to acquaint them with the company policies on different ma ers. During the last quarter of their two year training programme they were deputed to work full me to familiarize themselves with the condi ons in departments where they were to be absorbed eventually. On successful comple on of training, the graduate engineers were offered appointments, depending on their performance and ap tude as revealed during training. On placement in the work departments, however, most of them faced some difficulty or the other. According to management, some of the heads of departments, who were themselves not qualified engineers, did not have sufficient confidence in these younger men. They preferred the subordinates who came up from the ranks to hold posi ons of responsibility. A few discredited them saying that it would take years before these youngsters could pick up the job. Besides, some of the employees, whose promo onal opportuni es were adversely affected by the placement of graduate engineers, tried their best to run down the la er as a class, some mes working on the group feelings of the workers. Some of the supervisors who were not graduate engineers also spoke derisively of them as “the blue - eyed boys “of the organiza on. Management knew that many of the graduate engineers were not u lized according to their capacity or training, nor was any a empt made to test or develop their poten ali es. They also knew that many of the graduate engineers were, therefore, dissa sfied with their work life. Some of them who did not get equal promo onal opportuni es as their colleagues placed in other departments, were looking for be er jobs elsewhere. On the other hand, according to management, the young graduate engineers were themselves partly responsible for the hos le a tude of others in the organiza on. Some of them failed to appreciate that a newcomer invited hos lity in the beginning and it took me before he was accepted as a member of the work – group. They did not bother to understand and appreciate the problems of the rank - and - file of employees who worked under them. Despite these drawbacks, the General Manager of the company felt that these men were a set of disciplined supervisors. They had a sense of pride in their profession, and with the extensive training they had resented they would be able to take up any responsible posi on in the organiza on in course of me. The General Manager could not allow the situa on to con nue especially when it was a difficult and costly process to recruit and train young engineering graduates of the requisite type and Caliber. He knew that the prosperity of the company, to a large extent, depended on these young men In addi on, a large number of lucra ve employment opportuni es were available to these young engineers elsewhere and there was a systema c raid on them , He , therefore , called a mee ng of all heads of departments to review the situa on. 1 2 Iden fy the issues related to manpower planning as evident in the case. Lack of support Employees Resistance Posi ve Thinking Posi ve reinforcement Downloaded by Tracy ([email protected])  lOMoARcPSD|13540437 3 Iden fy the issues related to the head of the department in absorbing the young engineers at the organiza on? Young engineers grabbed the promo on of senior employees Ego issue of seniors Family issues Society problem 4 Iden fy the strategies to tackle the percentage of internal promo on at the organiza onal level? Keep the candidate experience the same as for an external hire Proac vely iden fy opportuni es for employee growth Freeze employee referral Freeze internal recruitment 5 What type of addi onal training programmes should be imparted for direct entrants? Role Play Simula on Training method Lecture Seminar 6 Suppose you are the head of the personnel division. What would be your sugges ons in the mee ng which has been called by the General Manager? Internal promo on based on qualifica on and experience Sensi vity training for new and old employees Strict rules and its implementa on Rigid HR prac ces Downloaded by Tracy ([email protected])