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Note:
(i) This paper consists of two Sections A and B.
(ii) Answer any four questions from Section A. All questions in this section carry 15 marks each.
(iii) Section B is compulsory and carries 40 marks.
SECTION A
1 What are the advantages and disadvantages of the various external recruitment sources? Why is it significant for organisations to have an effective job of recruiting?
2 Discuss the importance of training towards the development of an organisation. How do you identify the training needs of an organisation and what are the steps involved in it? Elaborate.
3 Discuss briefly the growth and development of employer’s association and their functions.
4 Examine the role of a regulating mechanism of industrial relations. Is it to enable or to control industrial relations? Discuss.
5 What is motivation? Why is it a critical issue for managers in organisation? Compare and contrast Maslow’s need hierarchy theory with Herzberg’s two-factor theory of motivation.
6 Write short notes on any three of the following:
(i) Performance appraisal vs Potential appraisal
(ii) Manpower planning
(iii) Career planning vs Succession planning
(iv) Industrial tribunal
(v) Suspension vs Dismissal
SECTION B
7 Read the following case carefully and answer the questions given at the end:
In response to an advertisement Murali Dhar Yadav applied for the post of an Assistant Supervisor at the Kanpur unit Manorama Industries (P) Limited, leading manufacturers of telephone cables. He was 22 and had passed intermediate examination in science from U.P. Board securing second class as well as a three-year diploma in mechanical engineering from Allahabad Polytechnic. The selection was made in the last week of December 1967 through scientific procedures including screening, psychological tests, group discussion, interview and medical check-up and, as Yadav was found to be the most suitable person among 34 applicants, the management was pleased to offer him the position.
Yadav joined the company on February 6, 1968 and after completing six months’ training successfully he was formally placed as an Assistant Supervisor at Rs. 300 p.m. in extrusion section dealing with the coating of polyvinyl chloride on copper or bunched cables. He supervised approximately 60 workers and reported to the general supervisor. His duties and responsibilities in this position included:
(a) Planning the work of the section, anticipating difficulties and possible delays;
(b) Progress chasing of the schedule;
(c) Rush and priority orders - execution (extrusion side);
(d) Development of new methods with an objective of better utilization of labour cost and wastage;
(e) Colomat ink room - its proper care;
(f) Training new operators in extruders;
(g) Inspection and check - work for quality, quantity and time and to follow-up quality control reports;
(h) Timely disposal of uncared for and old material and proper labelling of other materials of the store (extrusion);
(i) Daily extrusion programme; and
(j) Process standardization.
Yadav’s performance as Assistant Supervisor from the very beginning was found to be uniformly efficient. His general behaviour in the company towards his superiors, fellow-supervisors and workers was highly appreciable. He used to participate actively in informal get-together and parties in the canteen of the company. He inspired confidence, respect and enthusiasm in his subordinates. He was instrumental in increasing production and did not hesitate to work with his own hands. He welcomed responsibilities and did not pass the buck. On the recommendation of the General Supervisor, he was confirmed in his position from February 10, 1969.
In September 1969, Baldev Prasad Sinha, as Assistant Supervisor in the cabling section, took three months’ leave and Yadav was transferred to this section for the specified period of time. Yadav again demonstrated his ability and leadership qualities while handling the responsibilities of the new section. In January 1970, he was placed again in the extrusion section.
In June 1970, Rakesh Kochar, a Production Supervisor (shift incharge) of the extrusion section was transferred to the Calcutta unit of the company and to fill up the vacancy thus created the General Supervisor recommended the name of Yadav on the following grounds:
(a) He had fair knowledge of extrusion, cabling and tinning;
(b) He could get things done and had a control over the workers;
(c) He was the senior most diploma holder in the extrusion department;
(d) He took responsibilities willingly; and
(e) He had potential for leadership.
The management was pleased to accept the above recommendation and promoted Yadav as a Production Supervisor (shirt incharge) w.e.f. July 1, 1970 at a salary of Rs. 500 p.m. in the pay scale of Rs. 500-50-800-EB-60-1160.
Gradually as the factory expanded, more workers were employed and more machines were brought. However, it was found that despite the expansion, the production in cabling section was not increasing proportionately as expected because of low motivation among workers Yadav was transferred to this section in November 1971 to get the expected results. He attempted to motivate the workers by providing them good facilities for work valuing their ideas, recognizing good work and by changing the programmes and schedules according to the capacity of each individual. He also tried to inject team-spirit among the workers by encouraging competition between the two shifts of workers his techniques proved to be very effective and consequently, production in the section increased 1.35 times Besides this he also made useful suggestions for cooling the cables at the die for getting a mat finish which was implemented and since then being practiced.
In July 1972 his services were rendered to wire drawing section where production was suspected to suffer because of poor personal relations among the workers as well as between the supervisors. He attempted to create a healthy atmosphere in the section to settle the disputes among workers through mutual understanding and to inject a sense of brotherhood and respect for each other.
He succeeded in his attempts to build up good relations and consequently, production increased 1.2 times In March 1973, he was again placed in the extrusion section and at the end of the year 1973 the General Supervisor and the Works Manager appraised his performance on the five -point scale (ranging from outstanding to poor) consisting of ten factors as follows:
Factors Performance
1. Knowledge of job Outstanding
2. Willingness to improve Outstanding
3. Hard work and perseverance Good
4. Output of work Outstanding
5. Accuracy of work Good
6. Dependability Outstanding
7. Mental alertness Good
8. Originality and resourcefulness Outstanding
9. Ability to get things done Outstanding
10. Cooperation and helpfulness Outstanding
Comments: He deserves to be upgraded to General Supervisor’s grade.
On these grounds Yadav was promoted as a General Supervisor in Production Planning and Control Department w. e. f. January 10, 1974. He was to be paid a salary of Rs. 700 p.m. in the scale of Rs. 700-70-1120-EB-30-1600. The duties and responsibilities in this position included the following:
(a) Coordination of wiredrawing, extrusion and cabling sections;
(b) Assessment of target requirements of raw materials;
(c) programming, coordinating and controlling the processes for machines;
(d) Assessment of customer requirements;
(e) Delivery Scheduling and
(f) Export order execution
Yadav showed mixed reactions to his promotion as a General supervisor in Production Planning and Control Department. On the other hand, he was glad to acquire the status of the General Supervisor as well as accompanying financial benefits. On the other hand, he felt uneasiness for he was completely removed from the shop -floor team of workers, which he enjoyed to supervise. He put his best efforts to perform his functions in the new position. However, despite his efforts on April 10, 1974, 70 kms of wrong color coded twisted wires worth about Rs 12,000 were produced because of his incorrect planning for which he was warned to be careful in future. Again on May 3 he was responsible for wrong twisting of 75 kms. of switchboard wire for which he was asked to submit an explanation by the Works Manager. Though since then such mistakes did not occur in his planning, a number of different kinds of mistakes crept in because of miscalculations. For example, on June 5, he planned 12 kms. wire of white colour with a margin of 10 per cent wastage but the actual wastage amounted to 15 per cent. On June 30, a lot of work accumulated to coiling section due to his incorrect planning. On September 9, the process got help up because he planned 200 kg. of 4 mm wire for cables but only 185 kg of the wire could be actually available for it. The Works Manager reprimanded him privately several times for such inaccuracies in planning and did not know what to do. It was extremely surprising why Yadav’s performance tended to fall substantially below the standards expected of him by the company.
Questions:
(a) Assess the leadership qualities of Yadav. What types of human relations skills does Yadav display?
(b) Why has performance turned out to be below the standards of the company?
(c) Are management appraisals fallacious in promotion?
(d) What action should be taken to improve the performance of Yadav? | 