MUJ MBA 3 SEM HRM Solved Assignments JULY AUG 2025

SESSION	JULY – AUG 2025
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	III
COURSE CODE & NAME	DHRM 301 MANPOWER PLANNING AND SOURCING

Assignment Set – 1

Q1. Sunrise Textiles Pvt. Ltd. is a medium-sized garment manufacturing company located in Tiruppur, Tamil Nadu. The company has grown rapidly over the past five years due to increasing export demand. However, with expansion plans to set up a new production line for eco-friendly fabrics, the HR department has been asked to prepare a manpower plan for the next three years.

When the HR manager, Mr. Ravi, began the manpower planning exercise, he realized that most of the data on employee skills, experience, and productivity were outdated. Many employees were promoted informally, and job descriptions had not been revised for years. Additionally, the production head resisted the idea of manpower planning, claiming it was a “waste of time” because “we can hire whenever we need.”

As a result, recruitment decisions were often made at the last minute, leading to higher costs, overworked staff, and delays in order delivery.

Q1) Identify the main obstacles faced by Sunrise Textiles in manpower planning.

Q2) How could Mr. Ravi overcome these obstacles?

Q3) Why is manpower planning important for a growing company like Sunrise Textiles?

Q4) Suggest two practical steps that can help improve manpower planning in this organization. 2.5+2.5+2.5+2.5

Ans 1.

Case Study: Manpower Planning at Sunrise Textiles Pvt. Ltd.

Main Obstacles in Manpower Planning

Sunrise Textiles Pvt. Ltd. faces several key obstacles in executing effective manpower planning. The foremost challenge is the lack of updated employee data. Since records related to employee skills, performance, and experience are outdated, the HR team cannot accurately forecast manpower requirements. Secondly, absence of clear job descriptions and career structures has created confusion regarding roles and responsibilities. Informal promotions and undefined positions make it difficult to assess skill gaps or training needs.

A major organizational obstacle is resistance to manpower planning from line management.

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Q2. Explain the relevance of Human Resource Accounting in HRM. 6+4

Ans 2.

Relevance of Human Resource Accounting in HRM

Human Resource Accounting (HRA) is the process of identifying, quantifying, and reporting the value of human resources in an organization. It recognizes employees as valuable assets whose knowledge, skills, and performance contribute directly to organizational success. In the context of Human Resource Management (HRM), HRA bridges the gap between traditional accounting systems and modern talent management practices by assigning a

Q3. Write short notes on

Talent Engagement
Competency Mapping 5+5

Ans 3.

(a) Talent Engagement

Talent engagement refers to the emotional, psychological, and professional commitment employees have toward their organization and work. Engaged employees are motivated, loyal, and aligned with the organization’s goals, leading to higher productivity and innovation.

Employee engagement strategies include open communication, recognition programs, and

Assignment Set – 2

Q4. Explain the train-to-hire process and discuss the benefits and challenges of partnering with educational institutions for talent acquisition. 10

Ans 4.

Train-to-Hire Process: Benefits and Challenges of Partnering with Educational Institutions

The train-to-hire process is an innovative recruitment strategy that bridges the gap between academic learning and industry requirements. It involves collaboration between organizations and educational institutions to train potential candidates in specific job-related skills before formal employment. This proactive approach ensures that candidates entering the workforce

ipelines and long-term organizational competitiveness.

Q5. Write short notes on:

Selection Tests
Relevance of Induction 5+5

Ans 5.

(a) Selection Tests

Selection tests are systematic tools used to assess candidates’ skills, abilities, and personality traits during the recruitment process. These tests aim to predict job performance and ensure objective hiring decisions. Common types include aptitude tests, which measure cognitive ability; technical tests, which assess job-specific knowledge; and personality tests, which

Q6. What are the various reasons behind Employee “Turnover”. 10

Ans 6.

Reasons Behind Employee Turnover

Employee turnover refers to the rate at which employees leave an organization within a specific period. High turnover disrupts operations, increases recruitment costs, and affects organizational morale. Understanding the underlying reasons is essential for designing effective retention strategies and sustaining workforce stability.

SESSION	JULY – AUG 2025
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	III
COURSE CODE & NAME	DHRM302 MANAGEMENT & ORGANISATIONAL DEVELOPMENT

Assignment Set – 1

Q1. Describe the steps in OD process. 10

Ans 1.

Steps in the Organisational Development (OD) Process

Organisational Development (OD) is a structured, scientific, and humanistic process aimed at improving organizational effectiveness and employee well-being through planned change. It involves applying behavioral science principles to bring long-term transformation in culture, systems, and performance. The OD process follows a systematic series of steps to diagnose problems, implement interventions, and evaluate results.

Step 1: Problem Identification and Recognition

The OD process begins with recognizing the need for change. This could arise from declining

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Q2. Discuss the strategies to manage change with examples. 10

Ans 2.

Strategies to Manage Change with Examples

Change management refers to the process of preparing, supporting, and helping individuals and organizations adapt to transitions. Successful change management requires a combination of leadership commitment, communication, training, and employee involvement. In today’s dynamic environment, organizations must adopt effective strategies to manage resistance and ensure smooth transformation.

Communication Strategy

Transparent and consistent communication is the cornerstone of change management.

Q3. Explain Lewin’s model of Organisational Change. 10

Lewin’s Model of Organisational Change

Kurt Lewin’s model of organizational change is one of the most influential frameworks in change management. Developed in the 1940s, it provides a simple yet powerful three-step model—Unfreezing, Changing, and Refreezing—to guide organizations through planned transformation. The model emphasizes the psychological and behavioral aspects of change,

Assignment Set – 2

Q4. Discuss the factors influencing ethical judgements. 10

Ans 4.

Factors Influencing Ethical Judgements

Ethical judgement refers to an individual’s ability to evaluate a situation and determine what is morally right or wrong based on personal values, professional principles, and societal norms. In organizational contexts, ethical judgement influences decisions regarding leadership, human resource policies, corporate governance, and social responsibility. Multiple psychological, social, and organizational factors shape how individuals form ethical

Discuss the different types of qualitative evaluation methods available to managers. 10

Ans 5.

Qualitative Evaluation Methods Available to Managers

Qualitative evaluation methods focus on understanding the quality, context, and subjective aspects of organizational performance and development. Unlike quantitative methods, which emphasize numerical data, qualitative techniques explore employee perceptions, behaviors, and experiences. For managers, these methods provide deeper insights into team dynamics, leadership effectiveness, and organizational culture, which are essential for decision-making

Q6. Explain the types of techno-structural interventions with the help of suitable examples. 10

Ans 6.

Types of Techno-Structural Interventions with Examples

Techno-structural interventions are a vital component of organizational development that focus on improving efficiency by restructuring work processes and integrating new technologies. These interventions aim to align the organization’s technical and structural systems with its strategic goals. As organizations evolve in the digital era, techno-structural approaches become essential for maintaining competitiveness and innovation.

Structural Design Interventions

Structural design interventions involve modifying the organization’s hierarchy, roles, and

SESSION	JULY-AUGUST 2025
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	III
COURSE CODE & NAME	DHRM303 EMPLOYEE RELATIONS MANAGEMENT

Assignment Set – 1

Q1. Briefly describe the following concepts:

a) Charles Handy’s model of organisational culture
b) Robert A. Cooke’s model of organisational culture 5+5

Ans 1.

a) Charles Handy’s Model of Organisational Culture

Charles Handy’s model of organisational culture is one of the most influential frameworks that classifies workplace culture into four distinct types based on power distribution, control mechanisms, and employee relationships. According to Handy, every organization develops a dominant culture that shapes how people interact, make decisions, and accomplish goals.

Power Culture

The first type is Power Culture, symbolized by a “web.” In this culture, power is concentrated in a few individuals, often at the top. Decision-making is centralized, and success depends on

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Q2. Discuss in detail any five different leadership styles with suitable explanations. 2+2+2+2+2

Ans 2.

Autocratic Leadership Style

Autocratic leadership, also known as authoritarian leadership, is characterized by centralized decision-making, where the leader retains complete control over policies and processes. Leaders in this style expect strict compliance and rarely encourage employee participation. This style is effective in situations requiring quick decisions or during crises. For example, in military or manufacturing environments, where discipline and precision are critical, autocratic leadership ensures order and efficiency. However, it may also suppress creativity

Q3. Define organisational discipline. Elaborate on any two types of organisational discipline with examples. 5+5

Ans 3.

Organisational Discipline

Organisational discipline refers to the systematic adherence to established rules, policies, and behavioral standards within a workplace. It ensures order, harmony, and efficiency by regulating employee actions in line with organizational objectives. Discipline creates a framework where employees understand their duties, respect authority, and maintain decorum. The achievement of coordination, the prevention of misconduct, and the

Assignment Set – 2

Q4. Define organisational justice. Discuss in detail the various types of organisational justice with suitable examples. 5+5

Ans 4.

Organisational Justice

Organisational justice refers to employees’ perceptions of fairness within the workplace, particularly regarding decision-making processes, resource distribution, and interpersonal treatment. It reflects how individuals judge whether their organization treats them equitably and ethically. The concept plays a crucial role in shaping employee satisfaction, trust, and commitment. When employees feel they are treated fairly, they demonstrate higher

Q5. Write brief notes on the following:

a) The Minimum Wages Act
b) The Industrial Disputes Act 5+5

Ans 5.

(a) The Minimum Wages Act, 1948

The Minimum Wages Act, 1948 is a fundamental labor legislation enacted in India to ensure that workers receive fair remuneration for their work. Its objective is to prevent exploitation by prescribing the minimum rate of wages that must be paid to employees in both organized and unorganized sectors. The Act empowers both the Central and State Governments to fix and periodically revise minimum wage rates for different types of employment based on skill

Q6. Explain the concept of a trade union. Discuss the key reasons why employees choose to join trade unions? 5+5

Ans 5.

Trade Union

A trade union is an organized association of workers formed to protect and promote their collective interests concerning employment, wages, working conditions, and benefits. Trade unions act as a bridge between employees and employers, ensuring that workers’ voices are represented in negotiations and policymaking. They play a vital role in maintaining industrial democracy, preventing exploitation, and ensuring fair labor practices.

The Trade Unions Act of 1926 is the legislation that governs the process of registering trade

SESSION	JUL-AUG’25
PROGRAM	MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER	III
COURSE CODE & NAME	DHRM304 (HUMAN RESOURCE AUDIT)

Assignment Set – 1

Q1. Explain the main objectives of human resource planning in an organization. 10

Ans 1.

Human Resource Planning (HRP) is a strategic process that ensures an organization has the right number and type of employees to achieve its goals effectively. It involves forecasting future workforce requirements, analyzing current human resource availability, and developing strategies to bridge the gap. HRP plays a crucial role in aligning human capital with organizational objectives, ensuring efficiency, and supporting business sustainability.

Ensuring the Right Workforce at the Right Time

The foremost objective of HRP is to ensure that the organization has the right number of

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Q2. Explain various human resource development systems. 10

Ans 2.

Human Resource Development (HRD) is a systematic process aimed at enhancing the knowledge, skills, and capabilities of employees for personal and organizational growth. It encompasses structured systems and mechanisms that ensure continuous learning, motivation, and performance improvement. HRD systems create a culture of development where individuals grow alongside organizational progress.

Performance Appraisal System

One of the most crucial HRD systems is performance appraisal. It involves systematically

Q3. Describe recruiting? Explain different types of interviews. 2 + 8

Ans 3.

Recruiting

Recruitment is the process of identifying, attracting, and selecting suitable candidates to fill organizational vacancies. It forms the starting point of human resource acquisition and plays a pivotal role in ensuring the organization has the right people in the right positions. Effective recruitment strategies strengthen workforce quality, organizational culture, and overall business success.

Recruitment involves finding potential employees and encouraging them to apply for jobs

Assignment Set – 2

Q4. What are the main reasons behind human resource valuation? 10

Ans 4.

Human Resource Valuation (HRV) refers to the process of measuring the economic value of human assets in an organization. Unlike physical or financial assets, human resources are intangible but immensely valuable in driving productivity, innovation, and growth. The concept recognizes that employees’ skills, knowledge, and experience contribute directly to the firm’s profitability and competitive advantage. Therefore, valuing human capital is essential for informed decision-making and strategic management.

Enhancing Strategic Decision-Making

One of the main reasons behind human resource valuation is to assist management in making

Q5. What do you understand by competency mapping? Explain any four core competencies for professionals. 2 + 8

Ans 5.

Competency mapping is a structured process of identifying and analyzing the specific skills, knowledge, and behavioral attributes required to perform a job effectively. It helps organizations match employee capabilities with job requirements, thereby enhancing productivity, development, and performance. Competency mapping is a cornerstone of modern HR practices as it integrates recruitment, training, performance appraisal, and succession planning into one unified framework.

Meaning of Competency Mapping

Competency mapping involves assessing both technical and behavioral competencies of

Q6. Write a short note on effectiveness of Human Resource Development Audit as an intervention. 10

Ans 6.

Effectiveness of Human Resource Development Audit as an intervention

A Human Resource Development (HRD) Audit is a systematic examination of HRD policies, practices, and systems within an organization. It aims to assess the effectiveness of human resource initiatives in promoting growth, performance, and organizational excellence. As an intervention, HRD audit provides a roadmap for improving HR strategies, aligning them with

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