PROGRAM - MBA
SUBJECT CODE & NAME - MU0015 –Compensation and
Benefits
1. Discuss the contents of Job
Evaluation. Describe the process of Job evaluation
The contents of job evaluation are as follows:
1. Job analysis: It
is the process of examining the job content by breaking it down into its
functions, elements, tasks, operations and processes.
2. Job description: It is a written and general statement that
outlines the skills, education and
training required by
the potential employee
to perform the particular task.
3. Job classification:
Here jobs are grouped with respect to their worth.
4. Job specification: It
is a statement,
which contains the
qualifications and
characteristics of an employee, which
are required for
the successful task completion.
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2. Suppose you are a HR Manager
and you are asked to develop an effective Incentive Scheme for your
organization. What are the pre-requisites you will consider while developing an
Effective Incentive Scheme? Discuss the merits and demerits of Incentives
If I was a HR Manager
and I was asked to develop an effective incentives scheme for my organization
then following pre-requisites will be considered by me while developing and
Effective Incentive scheme :
These pre-requisites are as under:
1. The
workers’ co-operation is
mandatory in execution
of incentive schemes. The
co-operation is required
in respect of
methods adopted for analysis of
result or output on basis of which payment is done, the setting wage
rate methods for
different work categories
and prerequisites relating
to job security,
earnings and dispute
settlement regarding work standards.
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3. Discuss the types of managerial
remuneration. Explain the elements of a managerial remuneration
Types of managerial remuneration
Due to financial crises
in the last two decades, the remuneration part of the managers has
changed drastically which
affect their compensation structure. Thus, managerial
remuneration comprises of two important pays which are as follows:
1. Short term pay: The short term remuneration is related to the
bonuses (short term) and the base pay which are usually paid to the managers
according to their performance in the organisation. This type of pay is totally cash
based managerial remuneration
component and over a
certain period of time these bonuses become deferred.
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4. Define Pay Structure. What are
its objectives? Explain the major decisions involved in designing and setting
competitive pay structures
Definition of Pay Structure
A pay/salary
structure refers to the collection
of salary grades,
bands or levels, connection
of related jobs
within a series
or hierarchy which
helps the organisation in providing a framework for the implementation
of various policies and reward
strategies within the
organisation. Various salary structures are
connected with varying
types of salary
progression arrangements.
An
organisation salary structure is thus a method
of administering its salary philosophy. The two main categories of pay
structures are – Internal Equity (which is structured in a
grid and
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5. Explain the various criteria considered
for rewarding the employees for their good service
The criteria for
rewarding the employees for their good service in the firm are as follows:
1. Analysing and
surveying of staff:
Conducting the surveys
is regarded as one
of the most
critical challenge for
the firms when
it comes to motivate
their employees. For
this the firm
must deeply understand their
employees as well as their culture. Thus for this, they have created
“Culture Critique” by
using the staff
focus groups and also one-to-one interviews for both
current and existing employees.
Example: Lloyd’s
Broking Group, despite
having major growth
in its business, initiated
its employee survey
so as to
assess the unease among its staff members. The main
reason for this is the
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6. Write a short note on the
following:
a)Wage Policy Plan in India
b)Voluntary Retirement Scheme(VRS)
a)
Wage Policy
Plan in India
Wage policy
can be defined
as the principles
which act as
guidelines for determination of a
wage structure. It relates to all systematic efforts of the Government in
relation to a national wage and structure of wages.
Wage policy in India
The plans of wages in India
are explained as follows:
• The first
plan (1951 to
1956) suggested that
pre-war levels of
real wages should be restored as an initial march towards “living wage”
by use of enhanced productivity. It further suggested various measures for
making wage adjustments
like reduction of
disparities in income, reduction of
gap between the
current and living
wages, maintenance and
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PROGRAM - MBA
SUBJECT CODE & NAME - MU0016 – Performance
Management and Appraisal
1. Discuss the principles and
dimensions of Performance Management
Principles of Performance Management
Integration of individual
and organisational objectives: The
first principle is that the organisation’s and the individual goals
should be aligned and integrated. This is not to say that all that an
individual’s demands have to be met always; but that the individual objectives
have to be aligned with the organisational objectives.
An individual is
hired to achieve
some organisational goals and the individual too joins an organisation
to achieve some of his goals.
Therefore integration of the individual and
organizational goals is a
natural principle in PM.
Specificity: PM
should have specificity.
PM goals therefore
cannot be discussed
in ephemeral or
vague terms. That can
lead to confusion
even though we accept that
the business environment has
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2. What do you mean by feedback?
Explain its Role, Types and Principles.
Meaning of Feedback
Feedback is
the provision of
information to people
on how they
have performed in terms
of results, events,
critical incidents and
significant behaviour during the
period under review.
Feedback is a
useful tool for indicating whether things are going in the right direction and
for redirecting effort. Your objective in giving feedback is to provide
guidance by supplying information
in a useful
manner, either to support
effective behaviour or to
change the not-effective behaviour
and, thus, guide someone back on the track towards successful performance.
Role
When a
goal is set and an individual performs, it is possible that he deviates
from it
advertently or inadvertently. Moreover,
it is difficult for
a person to observe
the results of
his own actions.
This is more
so in areas
where results cannot be
fully defined empirically.
For example, it
is possible
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3. Assume that you have joined as
an HR in an organization. The first task assigned to you is to conduct the
Performance Appraisal Process. What according to you is its purpose? Describe
the entire Performance Appraisal process.
Purpose of Performance Appraisal
It is believed that at
least 90% of organisations have a formal PE and the rest do it informally
since it serves
a number of
organisational purposes such as
the following:
1. If
organisational goals are
converted into objectives and job tasks
and these are executed by employees, it follows that the effectiveness
with which tasks are
performed has a
direct bearing on
organisational effectiveness. PE identifies
whether an individual
is actually contributing to the
job. For example, five salesmen each are required to sell 1,000 pieces of a
product a month to ensure that the organisational target of 5,000 sales
is met. If three of them sell 1,200 each, another 1,000, but
the fifth only
200, the organisational targets
will fall short. Through PE we can pinpoint which
employee
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4. Discuss the skills that a line
manager require for effective Performance Management.
Skills the
line managers require
for effective PM.
The line managers require the following skills for
effective PM:
·
Preparing role profiles,
·
Defining goals
·
Identifying
and using performance
measures
·
Giving
and receiving feedback
·
Taking
part in the
performance dialogue
·
Identifying
the learning needs
and arranging for
learning and development
·
Diagnosing
and solving performance
problems:
·
Coaching
Preparing role profiles, i.e.,
defining key result areas and competency requirements. Often this is
done by the HR managers without consulting the
line managers. The
reason is that
there is a
particular format in which this has to be done and perhaps the
HR managers, by training, have the ability
to do
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5. Define the term ‘Ethics’.
Discuss the key factors involved in ensuring Ethics in Performance
Management(PM).
Definition of Ethics:
The word
'ethics' comes from
the Greek word
'ethikos'. It refers
to one's moral character and the
way in which society expects people to behave in accordance with
accepted principles. Most
philosophers conclude that ethical
failure occurs because
of lack of
character or, in
other words,
virtuous people
will live ethically.
Therefore, we need
to think about
the desired virtues and how one can develop those virtues, PM being a
case where such ethics
need emphasis. Aristotle's
virtues for the
city state included prudence,
justice, courage and
self-restraint. Christians added faith,
hope and love.
Over time, a
number of others
were added – compassion,
generosity, empathy, hospitality,
modesty and civility.
In the Bhagavad Gita, Lord
Krishna tells Arjuna not only how to build
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6. Write short notes on the following:
a) MBO
b) Behaviorally Anchored Rating Scales Method (BARS)
a) MBO
This method involves
setting particular calculable goals with each employee and then respectively
discussing his/her progress towards these goals. The term MBO
refers to an inclusive organisation-wide goal setting and appraisal programme
that consists of six main steps:
1. Set
the organisation’s goals:
Create organisation-wide plan
for the next year and set goals.
2. Set departmental goals: Here, the heads of
each department set goals for their respective department in consultation with
their superiors.
3. Discuss
and allocate department
goals: The heads
of department discuss the
organisation’s goals with
all the subordinates
in the department and ask them to
develop their own individual goals. In other words, how
an employee can
contribute to his/her
department in achieving its
goals.
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PROGRAM - MBA -
SEMESTER - 4
SUBJECT CODE & NAME - MU0017 – TALENT MANAGEMENT
AND EMPLOYEE RETENTION
1. What are competency
characteristics? Describe some of them.
Competency characteristics
A competency
is a reasonably
profound and long-term
component of a
person’s personality and
can forecast behaviour
in a wide
range of situations
and job tasks.
It also causes
or forecasts behaviour
and performance of an individual.
The competency forecasts which is
evaluated on a specific criterion or
standard tells whether a person has performed
well or poorly. Competency
characteristics are content
knowledge, behaviour skills, cognitive
processing, personality traits,
values, motives, and
occasionally other perceptual or
sensorimotor capabilities
(reaction time for combat pilots, visual
acuity for designers), which validly predict performance outcome
criteria.
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2. Define Talent Management.
Discuss the Talent management Approaches.
Definition of Talent Management
Talent management: Talent
management is defined
as a conscious
and systematic approach taken
up to attract,
identify, develop and
retain productive and engaged
employees with aptitude
and abilities to
meet current and future organisational needs by fulfilling the
business/operation critical roles. The
goal of talent
management is to
create a highperformance, sustainable
organization that meets
its strategic and operational goals and objectives. (John
Hokins University press)
In some
organisations only the
key performing individuals
are associated with the term
talent or talent management and
generally more attention is paid to employees
with exceptional skills.
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3. Briefly describe the different
Talent Management Processes?
Different Talent Management Processes
Organisations are
made up of
people who in
turn create value
through proven business processes, innovation, customer service, and many other important activities.
In order to meet its
business goals, an organisation must make sure that it has a
continuous and integrated
process for talent
management which includes the following:
• Workforce
planning: This process
establishes workforce and
hiring plans, compensation budgets, and hiring targets for the year.
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4. Explain the key Compensation
principles. What do you mean by Total rewards? Describe the elements of Total
rewards
Key Compensation Principles
There are few key
compensation principles. They are:
• Consider
the unique characteristics and
specific needs of organisation: The
unique characteristics and specific
needs of the organisation need to be considered for
the formulation of compensation plans. An understanding of compensation plans
among competitors will create a competitive
edge. The process
should be developed
in alignment with the strategic requirements of the company. Here
process refers to the
approach to the
programs and their
implementation and
alignment refers
to the measures,
performance requirements, reward, and the cultural values of the
organisation.
• Integrated total
rewards system: Compensation plans
need to be expanded and integrated along with
the programs, tools and practices that
impact the action
of people, so
as to effectively
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5. Explain the role of IT in
Talent Management Systems.
Role of IT in Talent Management Systems
Talent management is
an ongoing procedure
of methodically recognising,
assessing, and developing the talent for upcoming crucial
roles. This helps
in ensuring the
stability and successful
organisational performance.
The globalization and advancement in information technology (IT), in which developing
countries play a
major role, has
caused a “war
for talent.” To
meet challenging growth targets, service providers find that recruitment
and retention are
of key importance.
For developing countries
globalization
offers the
opportunity for economic
development. The major
concern for today’s organization is
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6. Write short notes on:
a) Promoting ethics in workplace
b) Talent Review
(a) Promoting positive ethics
in the workplace
Ethics act
as a basic
business term as
it is applicable
to all workplaces. Employees who do not follow
ethical values in their workplace can
increase the possibility of both
organisational corruption and legal problems. In any job,
it is very
important that employees’
behaviour must be in agreement
with both workplace policies and relevant state and federal laws.
Failing to follow workplace
behavioural ethics can
damage and even
destroy organisations.
Four keys to promote ethical behaviour in the workplace
The four
major keys involved
in promotion of
ethical behaviour in the
workplace include:
·
Confess.
·
Follow the book.
·
Good communication and information.
·
Consider the “Problem Trio”.
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SUBJECT CODE & NAME - MU0018 – Change Management
1. Describe Kotter’s Eight Step
Change Model
Kotter’s Eight Step Change Model
Step 1: Establishing a sense of urgency
• Help others in realizing
the need for change and the importance of acting immediately.
• Examining the realities of
market and competition.
• Identifying and discussing
potential crises.
Step 2: Creating the guiding coalition
• Assuring that the change
is guided by a powerful groupthat has leadership skills, bias for action,
credibility, communication skills andauthority and analytical skills.
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2. What are OD interventions? How
are they useful to the organizations?
OD interventions
Interventions are principal
learning processes in the
action stage of organization
development. Interventions are structured activities used individually or in
combination by the members of a client system to improve their social or task
performance. They may be introduced by a change agent as part of an improvement program, or they
may be used by the client following a
program to check on the state of the organization’s health, or to effect
necessary changes in its own behavior. Structured activities mean such
diverseprocedures as experiential exercises, questionnaires, attitude surveys,
interviews, relevant group discussions,
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3. Discuss the reasons for
employees’ resistance to change.
Some of the reasons for employee’s resistance to change are:
(i) The individual’s
predisposition towards change:This could be verypersonal and
deeply innate. This determines the individual’s attitude towards change which could be
negative.
(ii) Fear of the unknown:Fear
or inability to handle an unknown situation tends to dissuade individuals from
accepting change.
(iii) Uncertainty:Employees
often resist change because they are uncertain
about the impact the change will have on their lives. They may worry
about job security or they may be anxious in face of the ambiguity associated with
a new way of doing things.
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4. What do you mean by
Organizational Effectiveness? Explain the approaches involved in achieving
Organizational Effectiveness
Meaning of Organizational Effectiveness
As a wider concept,
organizational effectiveness as represented by several perspectives
comprises an organization’s fit with
its external environment, configuration
of its internal subsystems for high performance, emphasis upon organizational
learning and ability to satisfy the needs of key stakeholders. This is very
complex and includes lot many key terms like organizational performance, success,
goodness, health, competitiveness, excellence, and so on.
Organizational
effectiveness has been defined as the degree of goal achievement. The
determination of an organization’s goal(s)
is crucial in evaluating effectiveness of an
organization. The first step in the determination of goals is to distinguish
between official and
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5. What do you mean by Change
Agent? Describe the characteristics of successful Change Agents.
Definition of Change Agent
Change agents are
people who usually have specialized training in organizational behaviour and
can help guide and advice the change process.They strive to ‘alter human
capability or organizational systems to achieve a higher degree of output or
self actualization.’ Their objective is to make goals that stick. They
have a clear vision as
to how the process of change will begin and culminate, and the activities they
will perform to enable people to do more, or find a new and better perspective
on life. Change agents could be the existing managers, non-managers, employees
or outside consultants. In fact, change agents may
be either
external or internal and their success will depend on how well and skilfully
they are able to
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6. Write a brief note on the
following:
a)Herzberg’s Motivation Theory
b) Kurt Lewin’s Model of Change
a)Herzberg’s Motivation Theory
Frederick Herzberg, an
American clinical psychologist, explored things that stimulated workers to
present their best performance.He stated that employees have two possible
categories of motivators: a wish to avoid pain or deprivation (hygiene factors)
and a longing to learn and develop (motivators). Herzberg explains that while
the presence of these hygienefactors does not directly enhance employee
motivation, the absence of any one of these will definitely hinder performance.
In a nutshell, the
behavioural approach says that studying the impact of individual behaviours and
motivators in terms of enhancingperformance and reducing resistance will help
to
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