LINIVERSITY OF COLOMBO. SRI LANKA

FACIJ'LTY OF MANAGEMENT ANTD FINANCE

Postgradurte & Mid-career Development Unit

Master of Business Administration4vlaster of Business Administration in HRM(Scmcster ll - First half) Examination September, 2009

MBA 537- Human Resoirrces Management

Thrce (01) Hours

Answer FOUR (0,1) Questions in all. including Question !g4$91Q!.

1. Read the following case and answer the questions given at the end.

"l need you to be morc open and want them to accept their mistakes. That is how we can

develop the team-" Mr. Chaudry, the newly appoinred Expatriate CEO of the Indo-New

Zealand joint venture Taxila (Pvt.) Ltd. was telling his team. Taxila (Pvt.) Ltd. is a

company selling fabricated building materials to the Sri Lankan market, having its

factory and office with 70 employees. Their HR function is handled by an executrve

reporting to the Finance Departmenl

The following observations have been rnade by the new CEO through different

interventions and feedback he had received from different parties.

a) Senior management team:

. It is felt that cohesion among the senior management team is lacking.

o Several members are not convinced with the company strategies emanaling ftom

the foreign partner. They feel having ouned by a leading foreign company itselfis

not sufficient enough to convince Sri Lankan markets/construction related

professionals as our market behaviour is different to some other countries.

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b) coalclarity:

Most ofthe compa-ny employees are unaware ofthe common objectlves, different rolesand responsibilities of other departments.

c) Intemal communication:

Employees come to know about company events, activities and news about staffmembers through word ofmouth.

d) HR Interaction with factory staff:The level of interaction between HR aDd factory shffneeds to improve.

e) Intemal Focus:

The oflice staffseems to be more internally focuscd than extemally. .fhe sales and

cuslomer service staffmeets diffbrent challenges due to stringent intemal proceclures andprocesses of the company.

f) Other

. Tlust and openness seems to be lacking among the employe€s.r Self-motivation and taking initiative is rarely seen among the employees. They expect

supervisors/mangers to drive them from behind.. Appreciation ofemployees for walking the extra mile is not visiblc.

As a seruor manager you have be,en appointed to a 03-member HR Task Team to come out withan action plan to improve HR Management practrces in the olganization.

Que!tions

i. What are the recommendations to address the senior management_ related HR issues?

(20 Marks)ii. What are the other recommendations would you make as a member ofthe task team to

address the rgst ofthe issues?

(20 Marks)(You can use examples ofsuch initiatives evcn in other organizations, HR models and conceptsand research findings to explain).

(Total: 40 Marks)

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2. "Good performance management systems are not evolved overnight"-

Identify and explain at least l0 factors leading to the growth ofperformance management

syslems in organisations.

(You can use examples of such initiatives even in other organizations, HR models and

concepts and research findings to explain).

(20 Marks)

Lukshmi Perera was looking at the far away tree through her window. The greenery

reminds hcr of the training in the wildemess rvhich she attended, while serving her

previous employer. Being the new HRD Manager of Comline Ltd.. a gannent

manufacturer, she is thinking of introducing the same tmining technique to her new

company- She remembers the initial interaction she had with the Conline Managing

Director (MD). Thcrc shc was immediately challengcd with the question; "how can

wildcrncss training hclp achicvc our bottom-linc?" SiDcc then she has been coilccting

more 1'acts to write thc Jrroposal on Outward Bounti training for middle managers.

frovide Lukshmi with berter argume[ts to convince the Managing Ditcctor ofCom]inc

Lrd.

3 .

(20 Marks)

4. A colleague has an interview for a ncrv job in another organisation. Shc calls you to say

that the information pack she has rccei|cd sa.vs lhat they have a total rcward approach to

remuneiation but shc is llnsuie what illis mcanri.

i. Explain briefly to hcr whal contains in th9 total rewards approach?

(10 Marks)

ii. What are thc bclefits ofsuch lr system to an organisation?

(10 Marks)

(1'otal: 20lV2rks)

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5. Most ofthe organisations arc affected by the Global Financial Cisis in some way or the

other. tt is also a strategic role of Human Resources Division to drive th€ business to

sur-vive and rluive in challenging situations

If somcone asks: "Is shedding staff a convincing strategy?" the llR answer will bel "As a

last resort, not the first"

Assume that you are the HR Manager of the organisation' and answer the following

que$lons

i. ldentify and briefly explain at lcast five (05) ways ofcontaining HR related costs

(10 Mark$

ii. After four months the organisation decidecl to reduce the staff numbers of one

division ofthe company which is creating rnajor losses'

If you have been assigned that task, how would you handle the VRS (Voluntary

Retirement Scheme)?(10 Marks)

(Total: 20 Marks)

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