MS-23 : HUMAN RESOURCE PLANNING

JUNE 2003

Note : There are two Section A and B. Attempt any three questions from Section A. Each question carries 20 marks. Section B is compulsory and carries 40 marks.

SECTION A

1 What are the qualitative and quantitative dimensions of Human Resource Planning? How do they affect the Labour Market Behaviour? Explain with examples.

2 Why is there a need for Human Resource Planning in any organised effort? Discuss theoretical basis and conceptual issues associated with alternative approaches to Human Resource Planning.

3 Explain the objectives and basic assumptions of Job Evaluation. Highlighting the advantages of job evaluation, discuss how does it help develop a rational and equitable pay structure in an organisation.

4 Discuss the concept and objectives of Human Resource Accounting. What are the important considerations in the developing the HR Accounting System? Describe various phases in designing and implementation of the HR Accounting System.

5 Write short notes on any four of the following:

(a) Macro-Level Manpower Demand Forecasting

(b) Job Analysis

(c) Point Rating

(d) Training Evaluation

(e) Reward Policies

(f) H.R. Audit

SECTION B

6 Please read the case and answer the questions given at the end.

‘Inside Rails’ is an organisation with 15,000 employees scattered all over India in their seven branches. To provide for future manpower needs of the enterprise, in terms of scales, number, age, i.e., to provide the right number of employees with the right talents and skills at the right time, to perform right activities to achieve the set objectives and to fulfil the corporate purpose, manpower needs used to be calculated initially at the corporate office itself.

For the post of Chief Draftsman in the graded pay structure of Rs. 2000-3200 plus perks, taking into consideration the needs of the entire organisation with its various branches, the manpower needs were to be assessed. While assessing the manpower needs, the following information are generally collected:

(1) Details of previous selections

(2) The availability of manpower on hand

(3) Actual sanctions

(4) Present holdings

(5) Vacancies

(6) Anticipated vacancies for the next one year -

(a) due to normal wastage,

(b) due to diversification, and

(c) due to unforeseen circumstances.

(7) Surplus, if any, anticipated from other divisions of the organisation; and

(8) Any other special consideration.

An addition of 20 per cent over the net vacancies arrived at, is generally made, to arrive at the total requirement. While working out the requirements for this category, which is at the highest supervisory level and is the feeder category for managerial promotions, the anticipated vacancies on account of expected promotions are also taken. 20 per cent of the total vacancies arrived at, are filled up by open market recruitment with graduate engineers while 80 per cent is by promotion of diploma holders. Those who are recruited directly from the open market, are given training for one year and then only posted to the working posts.

Though they are called trainees, they are counted against working posts since their absorption is certain. The corporate office+- processed a requirement profile for the years 1990 and 1991 with the following information collected from various sources. The following particulars were available:

(i) Number available on hand for promotion - 13

(ii) Number of posts on hand - 22

(iii) Number on rolls - 20

(iv) Anticipated requirements to be filled on account of retirement, wastages, etc. - 6

Action was initiated and process was carried through, till the time of fixing a date for selection and interviews. It was, however, seen one day prior to the date of interview, by the Chief of Personnel when someone who had come to interview, paid a courtesy call on the Chief and when he called for the papers since he did not know about the selection, that the actual requirement would get considerably reduced. It was also seen that if the process was carried through and if seven persons were selected this would create problems and discontentment amongst the staff since atleast the last few out of the seven would not fit in. The Chief of Personnel was perplexed.

Questions:

(a) How and why has this situation arisen?

(b) Was there anything wrong in the system?

(c) Do you suggest any improvement?

(d) How would you solve the situation?