DMBA216 HUMAN RESOURCE MANAGEMENT

Description

SESSION	JULY-AUGUST 2026
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	II
COURSE CODE & NAME	DMBA216 HUMAN RESOURCE MANAGEMENT

 

Assignment Set – 1

 

Q.1. What are the objectives and significance of Human Resource Management. Differentiate between HRM, HRD, and Personnel Management. (5+5 = 10 Marks)

Ans 1.

Meaning and Objectives of Human Resource Management

Human Resource Management is the systematic hiring, development, motivation and retention of the people who work within the organisation. It views employees as assets not to be exploited or discarded. The main aim of HRM is to maintain proper manpower at the right time with the right skills. It also works to foster the work environment that will encourage staff to be motivated, respected and capable to give their best effort. Another major aim is to keep the organisation’s goals consistent with

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Q.2. Discuss the key functions of Human Resource Manager. Explain how in the era of globalization, the role of HR manager has changed. (6+4 = 10 Marks)

Ans 2.

Key Functions of a Human Resource Manager

The role of a Human Resource Manager is multifaceted, with various responsibilities that all work together to ensure the smooth operation of an organisation. First, human resource planning, which is the forecasting of the number and type of employees the organisation will require in the future. This is then followed by recruitment and selection, the identification and selection of suitable candidates by utilizing a fair and structured process. The moment employees are

 

Q.3. Explain the process of Human Resource Planning and its importance. Briefly discuss the sources of recruitment. (5+5 = 10 Marks)

Ans 3.

Process of Human Resource Planning

HRP is the process of deciding the manpower requirements of an organisation in advance and formulating a plan for it. The first step is to start with the organisation’s goals and strategic plans, as there should be no staffing requirements without business objectives. The next step is to forecast the demand for employees—information that estimates the number of employees needed with specific skills over the next period. This is then followed by the analysis of the manpower available

 

 

Assignment Set – 2

 

Q.4. Differentiate between training and management development. What are the different methods of training. (5+5 = 10 Marks)

Ans 4.

Difference Between Training and Management Development

The aim of both training and management development is to increase the capability of employees, albeit for different purposes and over a wider scope. Training is typically brief and is on-the-job training to enhance the skills required for an existing position. It is job related and can be technical in nature, such as teaching a machine operator how to operate new equipment, or training a cashier on a new billing system. This generally takes the form of training provided to all staff at every level,

 

 

Q.5. Discuss the process and methods of performance appraisal. Identify the steps of succession planning. (5+5 = 10 Marks)

Ans 5.

Process of Performance Appraisal

Performance appraisal is a systematic approach to assessing an employee’s effectiveness in performing job tasks during a specified time interval. Typically, the cycle starts with establishing clear standards of performance and goals that are conveyed to the employee at the beginning of the appraisal period. Actual observation and measurement of performance is the next step, during which the manager gathers information about the employee’s performance through the

 

 

Q.6. What is collective bargaining? Explain its needs. Also discuss employee welfare measures and their importance in organizations. (2+3+5 = 10 Marks)

Ans 6.

Meaning of Collective Bargaining

Collective bargaining refers to the negotiation between employers and employees (typically organized in trade unions) that is used to come to an agreement on issues like wages, working conditions and other terms and conditions of employment. When the employees speak as one, they have greater negotiating power and more equitable results for the workforce as a whole than if each one dealt individually with the management.

Need for Collective