*"1

LTNIVERSITYOFCOLOMBO,SRILANKA
FACULTY OF MANAGEMENT AND FINANCE
Postgraduate
& Mid-carerDevelopmnt
Unit
MasterofBusinessAdministrationin Finance/Masterof BusinessAdministrationin Marketing/
MasterofBusinessAdministrationin HumanResourceManagement
(SemesterII - First-hal0Examination- August2008

MBA 537- HumanResourceManagement

Three(03)Hours
Instrucfions to candidates:

AnsweranyFM (05)questions.
All questions
carryequalmarks.
Thecandidate
is responsible
for legibilityofwriting.
Managetime(threehours)writinganswers
to thepoint.
ThereareTen
pag9s.
on Six
Questions
,,EveryManageris nor
L "EveryManagercanbe perceived
as a HumanResource
Manager,,.
supposed
!o be an expertin HRM". "EveryHumanResource
Manageris supposed
to be an
exDertin HRM".
Do youagreeor disag.ee
withthesestatements?
Justiryyouranswer.
2.

i. "Trust is an important factor that determinssuccessof flex-time schedulein an

organization.The manager(superior)shouldtrust hisnlersubordinatesin the sensethat
they will not abusethe systemand they will cornplctesuccessfullywork assrgnmenrs.
Shoulda flcx-time programmeseemappropriatefor an organization,the programme,s
chancesofsucceedingare increased,
ifseveralstepsare taken',.Discuss.
ii. An organisationthat envisages
to implementTelecomhuting,as an altemativework
schedule,needsto be careful.Why?

3. Assume
thatyouarerequired
to doa JobAnalysisin anorganization.
Describe
djstinctlyhow
youprformit.

4. Readthe following vignetteand answerquestionsgivenat the end of i1

Selection.t MM Paints
and
MM Paints(Pvt) Company is a medium size businessorganizationmanufacturing
distributingMM brandpainlsthroughoutthe country.The ownerwho is the ManagingDircclor
(MD) of the Companyis a hardworkingpersonand becauseof his genuinccommilmcnl,
expertisein painting,humanrelationsand experiencehe wasableto developthe Companyto the
cumentstate.ln fact,the Companyobtainedan awardfrom the Covernmentfor high productivity
last year.However,the Companyhasto facea sverecomptilioncoming from local as well as
foreigncompaniesengagedin the industry
Three years ago the MD hired a graduatc in Accounting from the University of Sri
for the post of Accouniant,namelyMr' JanakaChandanaBasedon his
Jayewardenepura
excellentperformancehe was promotedin 2007 to thc post of Intctnal Auditor thal had bcen
businessneedstoo. He obtainedbis
designedexclusivelyfor his promotionby considering
from the Universityof Colomboin the sameyeaf
Administration
MastersDegreein Business
(beforethe promotion).The MD had a lery bad experiencefiom a personwho had beenhired
for the post of ProductionManagcr.The personwho had rvorkedas the ProductionManager
learnedmanythingsaboutthe manufacturingtechnoiogyand left to starthis own businesslvhich
was competilive
to the Company.Du to this event,the Companylost somcof its customers.
'fhis person
and chairedby the MD. With this
had beenhiredthroughan intcrvicwconducted
very badcxperiencehe startedto be very seriousin employeeselection
The postof MarketingManagerbecamevacantdu to the resignationof thejob holder.He Iefl
becausehe had found a job with better rewards.The InternalAuditor suggestedto form an
interviewpanelconsistingof an expertin Marketingand an expertin FIRM chairedby the MD.
The MD acceptedthe suggestion.A personwiih a BCom and an MSc in Mafketing from the
In fact.
as the expcrtin Marketingfor the interview.
UK wasappointed
Strathclyde
University,
he was a friendto the MD and had an extensiveexperiencein Marketing.The HRM exPertwas
an acadcmicwith a wealth of teachingand rcsearchexpcriencewho had taughtHRM to Mr'
Janakafor his MBA. The HRM experthada BSc,an MSc, an MBA and a PhD
The vacancywas advertisedand nine personsapplied All were called lor the first interviwth
the cxpertin HRM, the
as planned,i.e.lhe expenin Marketing,
boardfor which hadconsisted

intemalAuditor and the MD. In fact, the HRM experthadaskedfor an evaluationschemebefore

the intervieNing was commenced.He was inlormed by the chair that we could consider
experienceand educationplus expectedsalary. Each intewiewer was given a file that had
containeda form for eachcandidategiving a summaryof the r]ndidate's informationwhich had
includedname,address,contactnumber,dateofbirth, etc.Oneofthe nine fbrms relatingto nine
candidates
is givenbelow:
Intervierafor tbe post of Marketitrg Manager (Cti07/2007|
Applicants Name& Address

9.00a.m.

Mr. A.mandaK. Jayawardene

145/5,BalangalaRoad,Wattala

ContactNo.

0777122228,2854341

CivilStatus

Manied

Dateof Binh

23t04/1972

AcademicQualification

GCE (A/L) Passed

GCE (O/L) Passed

Professional
Qualification

Diplomain Marketing

Experience

l2 years experiencein handlingdealer

networkin hardware
sector
SAIGroup
2001-2002
MarketingManager
1999-2001
FicldSales
Manager
(Be\l
lgqT-1999
Regional
SalesManager
RSMin 1998/99)
1990-1994
Sales
Representative
KT (P\,1)Ltd
1994-1997
AreaSales
Manager

Present
Employer

SteelTradingCompany

CurrentPosition

SeniorSalesManager

Reasonfor applying
ExpectedSalary

CunentSalary

Slrengths

Weaknesses

Grading(A-Good,lj-Average,C-Poor)
Suitability
for thePost

Nameofthe Panelist:

Signarure:

After interviewing
eachapplicant,
the HRM expertgavea testcalldSupe.visor
lndexto ach
one.Eachapplicanthad beenrequested
to go oul complelethe text, andhandit overto the
counterreceptionist.
The indexhadcontained
pertaining
20 statements
to principles
or belielsor
practices
aboutsupervision,
job applicant
Finally,theMarketingexpertselected
Mr. Prabath
asthemostappropriate
andthe
HRM expertselected
the sameperson.But the MD preferredMr. Ruwanto Mr. Prabath.
Mr.
Ruwanhadbeenselected
asthesecondin orderof meritby thebothexperts.
However,
a second
interviewhadbeenheldby theMD onlyandMr. Ruwanwasselected
andhired.
Afterthreemonths,theHRM expertgota telephone
callfromtheInternalAuditor.
Mr. Janaka
spoke,"Sir,we needyourhelpfor aninteliew".
Theexpertresponded,
whatis thepost?"
"Janaka,
"MarketingManagr".
"MarketingManager!
We interviewed
for thepostthreemonthsago,if my memoryis correct".
"Yessir.Theoneselected
by MD at th final interviewhada conflictwith two Assistant
Sales
Managers
anda vrbalclashwiththeMD. Lastweekheresigned".
TheexDert
reDlied"Oh! I see".

Ouestions:
i.

Whataretheproblems
doestheCompanylacein termsofemployeeselection?

ii.

Whatmay be otherHRM prcblems?

iii.

Whatis yourcoursofconsullation?

5. For a comprehensive
and accumtePerformanceEvaluationof employees,the organisation
should focus on traits, behavioursand results.Thus, the use of MBO, BASS and BOS
technique
areindispensable.
Do you agreeor disagreewith thesestatements?
Why?

6. "OpenMethodvis-a-visClosedMethodis betterfor givingpromotions".

"FormalCriteriavis-d-visInformalCriterionareusefulfor dete.mining
employe"
promotions".
"Hoardingmayresultinjob dissatisfaction.
Henceit shouldbeavoided',.
"Theemployer's
rightto transferanmployee
is subjectto severallimitations',.
"NeitherLIFOnor FIFOaregoodmethods
ofdetermining
Layoffs,'.
Describe
thesestatements.
7. To ensureequity is an objective of Pay Management.Equity is simpty the degreof
reasonableness.
There arc four typesof equity, i.e. primaryequity, intemal equiiy, external
equiryand input equity.
How to makesurethat pay is fair jn termsofthese four typesofequity?
How a Compensation
and BenefitsManagerof an organizationcan assurethat pay is fair in
termsofthese four typesofequity?
-

8. A good organizationshouldspecifopenaltiesthat may be inflicted for offencesand indicate

possiblepetraltiesthat may be inflictedfor non-serious
offencesand seriousoft'ences
as well.
This indicationis Dotdefinitive and exhaustive,but only illustrative. Describe.
9. To identirytrainingneedsis the first stepofa Systematic
Trainingprocess.
Describethe following in relationto thessteps:
i.

Training for a wrongkaining need

ii.

Trainingowing to wrcng pe.formancediagnosis

iii.

Organization
needsanalysis

i\.

Personneed5
anal)sis

V.

NGT,
5

10.Readthefollowingvignetteandanswerquestions
givenat theendof it.
Prmanency
ThHumanResource
Manager
ofthe HeadOllce ofMah.valiTeaCorporation
waswaitingfor
a productionworker, namelyRamalinga,rvho had beenworking as a casualemployee.
Ramalinga
stoodbeforehimandsaidwith somerespect:
"Sir, I havea problemfrom which I havebeensufferinglor sevenmonlhs.I want to tell it to you
andget a reasonable
solutionfrom you".
"Yes. Why are you standing?Fi$t pleasebe seated.OK....tell me your problem,'.
"I am a daily paidworker working in the factory.I havebenworking for one and a halfyearsas
a casualproductionworker. On a few occasions,I have worked as Tractor Driver when the
relevantdriverswereabsent,I can do repairingofsome machinesin the factoryand masonwork
in additionto driving".
"OK. Whatdo you expectfrom the management?"
"l expcctfrom the management
to makeme a permanentworker".
"PermanentProductionWorkgr!"
"Yes. An),thing,in the factory,in the field it doesnot matter_I want perrnanency'!.
Then,the HumanResourceManagergavehim a form to bo filled that Ramalingadid. After he
had left, the Human ResourceManagergave a call to the productionManagerwho said the
following: "Of coursehe is a very good worker who can do many things.On a few occasions
whena tractordriver was absenthe haddrivenit voluntarily.For that,we havepaid extramoney.
The relevantsupervisorhasnot entrustedhim with any specialwork and hasofferedusualwork
with the otherworkersin the factory.Also, he did not reporttor work for nearlyone monthdue
to an injury. I hav no shortageof productjonworkers.I am on my opinion that he shouldbe
transferedto the other factoryin the samecapacity,..
Th lluman ResourceManagerwasa newly appointedone for the postthat had beencreatedone
monlnago.

Ouestions:
i.

What problemsdo you rhink that this corporationis facing or will tace, from the
viewpointof industrial
relations?

ii.

What are youI suggestions

as shortand long-termsolutions?

Sou.ce:Opatha,(2002'?)

'