Note : (I) There are two Sections A and B.

(ii) Attempt any three questions from section A. Each question carries 20 marks

(iii) Section B is compulsory and carries 40 marks

SECTION A

1. Trace the evolution of Human Resource Management. Discuss the strategic and political perspectives of HRM.

2. Why is human resource planning important ? Discuss the process of human resource planning.

3. Discuss the competency approach to job analysis. Briefly describe any two methods of competency mapping.

4. Discuss training need evaluation and describe various training evaluation techniques.

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

a) Performance coaching

b) Human Resource Information System

c) Fringe benefits

d) Industrial democracy

e) Outsourcing

SECTION B

6. Please read the following two cases and answer the questions given at the end of each.

(A) Case Study

Mr. Ramchandran is the Chief Executive of ABC Limited Recently, it was decided by the Board ot Directors that it would be profitable fot the corporation to set up a separate Marketing Department. Mr. Ramchandran has been directed to pick up a person who he feels is capable of heading the departrnenl. and then puting this person in charge of getting the department on its feet. After considering a number of good men Mr. Ramchandran has narrowed the field down to two possible choices : Rajesh Mehta and Pramod Kumar.

Rajesh Mehta has a good track record with the company. He was hired eight years ago, and through the years he has shown a good deal of drive and initiative in all of his endeavours. He is an aggressive young man, and has received the nickname of 'go-getter' in his department. Although Mehta seems to be more concerned at times with ends rather than means,'he is very efficient and is considered a good leader by those who work under him. As one worker stated. "Although he can get rough with you at times, you always know where you stand with him, and when you have done a good job, he lets you know it." Mehta is also credited with accepting full responsibility, in all cases, and making quick decisions when action is called for.

Pramod Kumar has been with the company for eleven years. He is well liked by all in his department and his work is first rate. Kumar's leadership style differs from Mehta's in that Kumar is not as aggressive and quick to act as Mehta. Before Kumar makes a decision, he generally consults others who he feels can contribute further information on a given subject. This often includes those who work under him. Those who work under Kumar consider him a good leader, and state that the atmosphere of participation produced by Kumar really encourages their u