This is the question set along with answers of Management of Human Resources Fall 2022, which was taken by the Pokhara

POKHARA UNIVERSITY - Management of Human Resources

Level: Bachelor                                                                         Full Marks: 100

Semester: Fall                                                                           Pass Mark: 45

Year: 2022                                                                                Time: 3 hrs.

Programme: BBA/BI/TT/BCIS/BHCM                                       

Course: Management of Human Resources

Candidates are required to answer in their own words as far as practicable. The figures in the margin indicate full marks.

Section "A"

Very Short Answer Questions

Attempt all the questions. [10×2]

1. Mention the primary goal of staffing and motivation functions of HRM.

2.  Differentiate between job descriptions and job specifications.

3. How is HRM a shared function?

4.  Differentiate between training and development.

5. What is career development in an organisation?

6. List out the criteria of performance appraisal.

 7. List out the factors to be consider while determining compensation.

8. How managers can create a safe and healthy work environment? 

9. What are the steps involved in human resource planning process?

10. What are various disciplinary actions in an organization?

Section "B"

Descriptive Answer Questions

Attempt any six questions. [6x10]

11. Explain the components of the staffing, training and development, motivation, and maintenance functions of human resource management. 

12. What are the different steps that managers usually follow before reaching a selection decision? Explain.

13. Discuss the methods and criteria for evaluating training program effectiveness.

 14. Identify ways to make performance evaluations more effective. Select one that you believe is most effective and explain why? 

15. What are the major types of retirement benefit programs offered by Nepalese organisations? Explain.

16. "Occupational health and safety conditions in Nepalese organisations are not satisfactory." Do you agree or disagree with the above statement? Give your logic.

17. Why do employees join trade unions? Discuss the main steps in the collective bargaining process.

Section "C"

Case Analysis

18. Read the case situation given below and answer the questions that follows:

TURNOVER AND MORALE PROBLEMS AT TSA [4×5-20]

Next time you go through security on your way through the airport, smile and say thank you to the screeners who help you send your bags through screening and wave you through the scanner. Low morale runs rampant through the screeners that work at the Transportation Safety Administration (TSA) and odds are that the screener you smile at is thinking about quitting. A recent government report revealed concerns that the low morale of the screeners may be a distraction to them on the job and may even cause them to be less focused on security and screening responsibilities. About one in five of the nation's 48,000 screeners quit every year due to low morale, low pay, discrimination and fear of retaliation if they complain.

An ambitious program aimed at reducing turnover was implemented in 2006, paying bonuses of $500 to $1000 to screeners as a retention incentive. Although $18 million in bonuses was paid, the number of screeners leaving their jobs was unchanged. Screeners earn an average of $30,000 a year. TSA also started a program that would raise salaries of high-quality veteran screeners to a new pay grade and a better opportunity to be promoted to other government security jobs such as the Secret Service or Border Patrol. The pay and promotion system has been widely viewed by employees as not fair, credible or transparent. Employee ratings are seen as more arbitrary than based on merit.

While over 90 percent of screeners feel that their work was important, only 20 percent felt that promotions were based on merit. Most admit that they feel that the screener position is a difficult "dead end" job. "It's menial labor," observed Michael Boyd, an aviation consultant who advises airports and airlines. "These are people who paw through luggage."

Questions:

a) Why do screeners describe the position as a "dead end job"? How can job design be used to correct that perception?

b) Develop a job description for a screener position. 

c) How might job enrichment concepts be used to increase morale and retention at TSA?

d) Why didn't the bonuses reduce turnover?