MUJ Sample MBA 4th sem HRM

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FEB- MARCH 2025
SESSION
PROGRAM
MASTER OF BUSINESS ADMINISTRATION
(MBA)
SEMESTER
IV
COURSE CODE & NAME
DHRM401 COMPENSATION & BENEFITS
Assignment Set – 1
Q1. Explain the concept of Compensation Management by briefly explaining the 3p
Parameters. 4+6
Ans 1.
Concept of Compensation Management and the 3P Parameters
Compensation Management
Compensation Management is a strategic process that involves designing and implementing
reward systems to ensure employees are compensated fairly, equitably, and competitively. It
plays a vital role in motivating employees, retaining talent, and aligning employee performance
with organizational goals. The primary aim is to attract skilled talent, motivate employees for
better productivity, and retain them by offering a balanced and performance-driven
compensation structure.
Significance of the 3P Parameters
The concept of Compensation Management is effectively explained through the 3P
compensation model – Pay for Position, Pay for Person, and Pay for Performance. These three
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Q2. Explain compensation management and different compensation components under
both Indirect and Direct Compensation. Explain the process of value-based compensation
design with a structure. 5+5
Ans 2.
Components of Compensation and Value-Based Compensation Design
Compensation Management
Compensation Management involves planning, developing, and managing a reward system that
provides fair, equitable, and competitive remuneration to employees. It encompasses various
components of pay that motivate employees to perform well and remain committed to the
organization. These components can be broadly classified into direct compensation and indirect
compensation, both of which play significant roles in an employee’s total earnings and job
satisfaction.
Direct Compensation Components
Direct compensation refers to the monetary benefits directly paid to employees in exchange for
Q3. Explain the objective of Performance Management. Briefly explain the process of
Performance Management by depicting it through a flow chart. 5+5
Ans 3:
Objectives and Process of Performance Management
Performance Management is a systematic process used by organizations to improve individual
and organizational effectiveness. Its core objective is to align employee activities with business
goals to drive better results. This system involves setting clear expectations, monitoring
performance, providing continuous feedback, and evaluating outcomes. One major goal is to
develop employee potential through coaching, training, and performance reviews, ensuring
they contribute optimally to the organization.
Another important objective is to enhance accountability and transparency in performance
Assignment Set – 2
Q4. Define the methods, systems and processes of job evaluation. Explain the concept of
Equity at both the Internal & External levels. 5+5
Ans 4.
Methods, Systems, and Processes of Job Evaluation
Job evaluation is the process of determining the relative worth of jobs within an organization
to establish a fair and equitable pay structure. It helps eliminate pay inequalities by assessing
each job’s value based on factors like responsibilities, skills, effort, and working conditions.
There are several methods and systems used for job evaluation:
1. Ranking Method
In this simple method, jobs are arranged in order based on their perceived importance or value
Q5. Define the Voluntary Retirement Scheme (VRS) concept and the reasons for adopting
VRS. List Merits & Demerits of VRS? 5+5
Ans 5.
Understanding the Concept of Voluntary Retirement Scheme (VRS)
The Voluntary Retirement Scheme (VRS) is a strategic tool adopted by organizations to reduce
surplus staff strength in a humane and structured way. Under this scheme, employees are given
the option to retire voluntarily before the actual date of superannuation, usually with attractive
compensation benefits. VRS is not forced retirement; instead, it is a legally valid and mutually
agreed-upon exit mechanism that offers monetary and other benefits to those who opt for it. It
helps employers manage workforce optimization without resorting to layoffs, which can be
Q6. Explain the principles of Managerial Remuneration. Briefly elucidate important
features of Executive Compensation and elements of Managerial Remuneration. 10
Ans 6.
Principles and Features of Managerial Remuneration
Principles of Managerial Remuneration
Managerial Remuneration refers to the compensation paid to the top executives and key
managerial personnel in an organization. It includes salaries, benefits, incentives, stock options,
and other perks offered in return for their strategic leadership and managerial responsibilities.
In India, managerial remuneration is regulated under the Companies Act, 2013, especially for
public companies. The remuneration must be justified, transparent, and aligned with the
FEB MARCH 2025
SESSION
PROGRAM
MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER
IV
COURSE CODE & NAME DHRM402 AND PERFORMANCE MANAGEMENT
& APPRAISAL
Assignment Set – 1
Q1. Explain the evolution of performance management.
Ans 1.
Evolution of Performance Management
Early Foundations of Performance Appraisal
The concept of performance management has evolved over many decades. In the early 20th
century, organizations began recognizing the need to evaluate employee output to ensure
efficiency. The earliest systems were merely performance appraisals focused on evaluating past
performance. These were largely top-down, judgmental processes where supervisors rated
employees annually based on their behavior or output. This approach was rigid, lacked
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Q2. Describe goal theory and its application in performance management.
Ans 2.
Concept of Goal Theory
Goal theory, developed by Edwin Locke in the 1960s, asserts that setting specific and
challenging goals leads to higher levels of employee performance. According to this theory,
goals serve as motivators because they direct attention, mobilize effort, increase persistence,
and promote the development of strategies and action plans. Employees perform better when
Q3. Write short notes on:
a. Principle of specificity
b. Principle of measurability
Ans 3.
a. Principle of Specificity
Understanding the Principle of Specificity
The principle of specificity is a fundamental guideline in performance management and goal
setting that emphasizes the need for clearly defined and detailed objectives. It implies that
performance goals should be tailored to specific job roles, tasks, or competencies. Vague or
general goals can lead to confusion, misinterpretation, and lack of direction, whereas specific
goals provide a clear roadmap for what is expected from the employee.
Importance in Performance Management
Specific goals enhance employee focus and improve motivation because they leave little room
Assignment Set – 2
Q4. Briefly explain the role of feedback in the performance appraisal feedback system.
Ans 4.
Role of Feedback in the Performance Appraisal Feedback System
Feedback in Appraisals
Feedback plays a central role in the performance appraisal process. It serves as a
communication bridge between employees and managers, ensuring that employees are aware
of how their work is perceived, what they are doing well, and where they need to improve.
Constructive feedback, when delivered effectively, can significantly enhance employee
motivation, performance, and growth.
Continuous Improvement and Development
The core function of feedback in appraisal is to facilitate continuous improvement. When
Q5. Discuss the merits and demerits of 360-degree appraisal.
Ans 5.
Merits and Demerits of 360-Degree Appraisal
360-Degree Appraisal
The 360-degree appraisal is a comprehensive feedback system where an employee’s
performance is evaluated not just by their immediate supervisor, but also by peers,
subordinates, and sometimes even external stakeholders like clients. It provides a multi
dimensional view of performance, behavior, and interpersonal skills, making it a widely
adopted method in modern performance management systems.
Merits of 360-Degree Appraisal
One of the key advantages of the 360-degree appraisal system is its holistic approach. Since it
gathers feedback from multiple sources, it provides a more balanced and complete picture of
Q6. Discuss the challenges of linking performance with rewards.
Ans 6.
Challenges of Linking Performance with Rewards
Understanding the Link Between Performance and Rewards
Linking performance with rewards is a widely practiced approach in performance management
systems. It aims to drive employee motivation, retention, and productivity by recognizing and
rewarding those who meet or exceed expectations. However, aligning rewards directly with
performance is not always straightforward and presents several challenges for organizations.
Difficulties in Measuring Performance Objectively
One of the primary challenges in linking rewards to performance lies in the difficulty of
JAN – FEB 2025
SESSION
PROGRAM
MASTER OF BUSINESS ADMINISTRATION (MBA)
SEMESTER
IV
COURSE CODE & NAME DHRM403 TALENT MANAGEMENT AND
EMPLOYEE RETENTION
Assignment Set – 1
Q1. Explain the need for talent management in any organisation.
Ans 1.
Need for Talent Management in Any Organisation
Talent Management
Talent management refers to the strategic process of attracting, developing, retaining, and
utilizing individuals who can significantly contribute to an organization’s performance. It plays
a critical role in ensuring that the right people are in the right roles, at the right time, and
equipped with the right skills to meet business objectives.
Aligning Talent with Business Strategy
One of the major reasons talent management is essential is its ability to align human resources
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Q2. Describe the components of adaptive talent strategy.
Ans 2.
Components of Adaptive Talent Strategy
Adaptive Talent Strategy
An adaptive talent strategy refers to a flexible and responsive approach to managing talent in
alignment with evolving business needs, market changes, and workforce expectations. In
today’s dynamic environment, organizations must shift from rigid traditional HR practices to
agile talent strategies that anticipate and address future challenges effectively.
Workforce Planning and Forecasting
The foundation of an adaptive talent strategy lies in strategic workforce planning. This involves
Q3. Discuss the objectives of talent planning.
Ans 3.
Objectives of Talent Planning
Talent Planning
Talent planning is a strategic process that focuses on aligning the organization’s future talent
needs with its business goals. It includes forecasting workforce requirements, identifying gaps
in talent, and developing strategies to attract, develop, and retain employees. Talent planning
ensures that an organization is well-prepared to meet both short-term and long-term human
capital needs.
Ensuring Right Talent at the Right Time
One of the primary objectives of talent planning is to ensure that the organization has the right
Assignment Set – 2
Q4. Briefly explain the role of feedback in the performance appraisal feedback system.
Ans 4.
Role of Feedback in the Performance Appraisal Feedback System
Feedback in Appraisals
Feedback is a vital element of the performance appraisal process. It serves as a communication
mechanism that informs employees about their performance, highlights strengths, points out
areas of improvement, and guides future behavior. In a well-designed performance
management system, feedback is not just a formality but a powerful tool for employee
development and organizational success.
Enabling Performance Improvement
The primary role of feedback is to provide employees with actionable insights that help them
Q5. Explain the term retention. Discuss its importance.
Ans 5.
Understanding the Term Retention
Retention refers to the ability of an organization to retain its employees over time, particularly
high-performing and skilled individuals. It is the process of ensuring that employees remain
committed to the organization and do not leave voluntarily. Retention is closely linked with
job satisfaction, employee engagement, organizational culture, career growth opportunities,
and effective leadership. It is not just about keeping people in the company but about keeping
the right people through meaningful employment experiences.
Retention strategies are designed to minimize voluntary turnover and promote a stable and
Q6. Discuss the challenges in talent management.
Ans 6.
Challenges in Talent Management
Dynamic Business Environment
One of the major challenges in talent management is keeping up with the rapidly changing
business landscape. As industries evolve due to technological advancements, market trends,
and globalization, organizations must constantly update their talent strategies. The skills
required today may not be relevant tomorrow, making it difficult to hire and retain future-ready
talent.
Attracting the Right Talent
In a competitive job market, attracting skilled and culturally aligned candidates has become
SESSION
MARCH 25
PROGRAM
SEMESTER
MASTER OF BUSINESS ADMINISTRATION
IV
COURSE CODE & NAME
DHRM404 CHANGE MANAGEMENT
SET 1
Q1: List the factors which can influence the process of communicating change.
Ans 1.
Communicating Change
Communication plays a crucial role in the successful implementation of organizational change.
When change is not properly communicated, it can lead to confusion, resistance, and failure in
execution. The process of communicating change involves a series of deliberate steps to ensure
clarity, transparency, and alignment with the organization’s vision and goals.
Leadership Style and Management Support
The communication of change is heavily influenced by the leadership style adopted by top
management. Transformational leaders who inspire, motivate, and engage with employees are
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Q2: What do you understand by driving forces? Also, explain three basic forms of change.
Ans 2.
Understanding Driving Forces in Change Management
Driving forces are the elements within or outside an organization that push for change. They
are the motivators that create pressure on the organization to evolve, improve, or transform its
operations, culture, or strategy. These forces can be internal—such as declining productivity
or low employee morale—or external—like technological advancements, competition, or
government regulations.
Organizations that actively recognize and respond to driving forces are better positioned to
Q3: Explain Organised Resistance? Highlight various behavioural reactions of employees
towards change.
Ans 3.
Organised Resistance
Organised resistance refers to a structured and collective opposition to change within an
organization. Unlike individual or passive resistance, it involves groups or teams who
consciously plan actions to block or delay change initiatives. This form of resistance is usually
stronger, more visible, and often coordinated through informal or formal leadership within the
workforce.
Understanding Organised Resistance
Organised resistance stems from deep-rooted concerns about the implications of change. It may
be led by unions, departmental groups, or employee representatives. This resistance is not
Q4: Throw some light on individual skill sets in Learning Organisations.
Ans 4.
Learning Organisations
A learning organisation is one that continuously transforms itself by encouraging learning at
all levels. It promotes a culture where individuals acquire and apply knowledge to improve
personal and organizational performance. Individual skill sets play a central role in driving this
transformation, as personal development directly influences the collective learning ability of
Q5: Explain various reasons individuals resist change.
Ans 5.
Resistance to Change
Resistance to change is a natural human response when individuals perceive threats to their
familiar environment, routine, or status. In organizational contexts, change may be necessary
for survival or growth, but it often encounters resistance at individual levels. Understanding
the underlying reasons why individuals resist change is crucial for implementing effective
change management strategies.
Fear of the Unknown
One of the most common reasons for resistance is the fear of the unknown. When individuals
Q6: Write a note on “organizational culture”.
Ans 6.
Organizational Culture
Organizational culture refers to the shared values, beliefs, norms, and practices that shape the
behavior and thinking of individuals within an organization. It defines the way employees
interact with each other, make decisions, approach problems, and pursue organizational goals.
A strong culture aligns employees with the mission and vision of the company, creating a
FEBRUARY – MARCH 2025
SESSION
PROGRAM
MASTER OF BUSINESS ADMINISTRATION
(MBA)
SEMESTER
04
COURSE CODE & NAME DMBA401 STRATEGIC MANAGEMENT AND
BUSINESS POLICY
Assignment Set – 1
1. Explain the strategic management process in detail. Also, explain the various levels at
which strategy operates in an organization. 7+3
Ans 1.
Strategic Management Process and Levels of Strategy
Understanding the Strategic Management Process
Strategic management is the continuous planning, monitoring, analysis, and assessment
necessary for an organization to meet its goals and objectives. It helps businesses align their
internal capabilities with external opportunities and threats to gain a competitive advantage.
The strategic management process is both analytical and decision-oriented, guiding long-term
success through a series of well-defined steps.
Steps in the Strategic Management Process
1. Goal Setting This is the foundation of the strategic process where the organization defines
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2. Define strategic analysis and discuss its importance in the strategic management
process. Explain the key components of strategic analysis, including both internal and
external analysis.
Ans 2.
Strategic Analysis and Its Components
Definition and Importance of Strategic Analysis
Strategic analysis is the process of researching and analyzing the internal and external
environment of an organization to identify strategic factors that influence business
performance. It involves evaluating the current position of the firm and determining the
direction in which it should move to achieve its long-term goals.
Strategic analysis is essential because it provides the foundation for strategic decision-making.
3. Discuss the various types of strategic control systems. What is the difference between
strategic control and operational control? 6+4
Ans 3.
Types of Strategic Control Systems and Strategic vs Operational Control
Types of Strategic Control Systems
Strategic control refers to the process used by organizations to monitor and evaluate whether
their chosen strategies are effectively guiding them toward long-term objectives. Unlike
operational control, which is short-term and routine-focused, strategic control is more
concerned with aligning activities with long-term goals. Various types of strategic control
systems are used by management to assess and respond to strategic developments.
1. Premise Control
Premise control focuses on the assumptions and environmental conditions on which a strategy
Assignment Set – 2
4. Elaborate on the significance of Business Continuity Planning. Describe the process of
creating a Business Contingency Plan. 5+5
Ans 4.
Significance of Business Continuity Planning (BCP)
Business Continuity Planning (BCP) refers to the proactive process of identifying potential
threats to an organization and developing strategies to ensure that critical business functions
can continue during and after a crisis or disruption. BCP is crucial for maintaining operational
resilience, minimizing financial loss, and protecting brand reputation.
The modern business environment is exposed to numerous risks such as cyber-attacks, natural
5. What are the primary motivations for companies to form strategic alliances? How does
strategic alliance differ from a merger or acquisition? 5+5
Ans 5.
Motivations for Strategic Alliances and Difference from Mergers or Acquisitions
Primary Motivations for Forming Strategic Alliances
A strategic alliance is a formal agreement between two or more companies to pursue a set of
agreed-upon objectives while remaining independent organizations. These alliances are formed
to share resources, knowledge, markets, or capabilities to gain competitive advantages. Unlike
mergers or acquisitions, strategic alliances do not involve ownership changes but instead focus
on mutual benefit through collaboration.
Access To New Markets.
One of the primary motivations for forming strategic alliances is access to new markets.
6. What are some examples of companies that have successfully fostered a culture of
innovation, what lessons can be learned from them? 10
Ans 6.
Examples of Companies Fostering a Culture of Innovation and Lessons Learned
Innovation is a critical driver of long-term success and competitive advantage in today’s rapidly
evolving business environment. Some companies have distinguished themselves by fostering
a culture of innovation, enabling them to create breakthrough products, transform industries,
and maintain leadership positions. These companies provide valuable lessons in how to build
FEB-MARCH 2025
SESSION
PROGRAM
MBA
SEMESTER
IV
COURSE CODE & NAME DMBA402
INTERNATIONAL
BUSINESS
MANAGEMENT
Assignment Set – 1
1. Explain the importance of International Business. Explain the challenges faced while doing
international business.
Ans 1.
Importance of International Business
International business plays a vital role in the growth and development of economies and
organizations. It involves commercial transactions that cross national boundaries and includes
activities like trade, investment, joint ventures, and franchising. In the modern globalized world,
businesses seek to expand beyond their domestic markets to achieve several strategic benefits.
One of the major advantages of international business is market expansion. By entering foreign
markets, companies can access new customer bases and reduce their dependency on local demand.
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2. Write short note on following:
a. Impact of Demographic Environment on IB
b. Culture and its impact on international business
Ans 2.
a. Impact of Demographic Environment on International Business
Demographic environment refers to the characteristics of the population in a specific region,
including age distribution, gender, income levels, education, population growth rate, urbanization,
and workforce availability. These demographic factors play a critical role in shaping international
business decisions and strategies. A favorable demographic profile often translates to new market
opportunities, while an unfavorable one may present operational and economic challenges.
For example, countries with a young and growing population, such as India and many African
3. Write notes on the following:
a. Negative impact of Globalization
b. International Labor Organization 5+5
Ans 3.
a. Negative Impact of Globalization
Globalization, while offering numerous benefits like economic integration and market access, also
brings with it several negative consequences, particularly for developing and underdeveloped
countries. One of the most significant negative effects is the widening income inequality between
developed and developing nations. Wealth tends to concentrate in a few countries or within elite
groups, leaving large portions of the population marginalized and economically vulnerable.
Another negative impact is the loss of cultural identity. As global brands and western lifestyles
Assignment Set – 2
4. What is International Financial Management? Explain the types of International
Accounting Standards.
Ans 4.
International Financial Management
International Financial Management (IFM) refers to the management of financial operations that
involve cross-border transactions. It is concerned with managing finance in an international
business environment and addresses issues like foreign exchange risk, global investment decisions,
cross-border taxation, international capital budgeting, and global financing options.
The core objective of IFM is to maximize the value of a firm operating in multiple countries, while
managing the risks that arise from exchange rate fluctuations, political instability, and differing
5. Explain FDI? Elaborate on the advantages and disadvantages of FDI. 2+8
Ans 5.
FDI (Foreign Direct Investment)
Foreign Direct Investment (FDI) refers to an investment made by a company or individual in one
country into business interests located in another country. It typically involves acquiring a lasting
interest or significant degree of influence in a foreign business, often through ownership of assets,
establishing operations, or forming joint ventures. FDI is not just about capital flow—it also
includes the transfer of technology, expertise, and management practices. It plays a major role in
6. Write notes on the following:
a. Recruitment of Expatriates
b. Theory of Absolute Advantage 5+5
Ans 6.
a. Recruitment of Expatriates
The recruitment of expatriates refers to the process of selecting and assigning employees from one
country (usually the home country of a multinational corporation) to work in a foreign subsidiary
or office. Expatriates are typically professionals with strong organizational knowledge and the
ability to manage cross-cultural teams. Recruitment of expatriates is a strategic function in
international human resource management and is critical to the success of global operations.
FEB-MARCH 2025
SESSION
PROGRAM
MASTER OF BUSINESS ADMINISTRATION
(MBA)
SEMESTER
IV
COURSE CODE & NAME DMBA403 BUSINESS LEADERSHIP
Assignment Set – 1
1. Discuss the different Elements of Leadership in detail.
Ans 1.
Introduction
Leadership is not just about giving orders; it is about inspiring people, building trust, and
influencing behavior towards a common goal. Effective leadership is shaped by various core
elements that contribute to the leader’s ability to drive performance, establish direction, and
maintain cohesion within teams or organizations.
Vision and Strategic Direction
A strong vision gives leaders the ability to see the bigger picture and guide their teams
accordingly. Strategic direction involves defining long-term objectives and aligning resources,
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2. Describe – Behavioral approach to Leadership Theories 10
Ans 2.
The behavioral approach to leadership focuses on what leaders do rather than on their personal
traits or characteristics. It studies how leaders behave in different situations and how their
actions influence group performance and satisfaction. This theory marked a shift from
personality-based assessments to the analysis of leadership styles and actions.
Origin and Key Focus of the Behavioral Approach
This approach gained prominence in the 1940s and 1950s through research at Ohio State
3. Describe Team Norms, Cohesiveness and Characteristics of good team.
Ans 3.
Understanding Team Norms
Team norms are the informal yet powerful rules that govern the behavior, interactions, and
expectations among team members. These norms develop through mutual experiences,
conversations, and shared values. They play a vital role in shaping how team members
collaborate, communicate, and resolve conflicts. Norms can include expectations like
punctuality, active participation in meetings, openness to feedback, and mutual respect. When
Assignment Set – 2
4. List the Six Ways to lead a team.
Ans 4.
Introduction
Effective leadership is crucial for team success in any business environment. A good leader not
only guides the team towards goals but also builds trust, fosters collaboration, and ensures
accountability. There are several approaches to team leadership, but six core strategies stand
out in terms of their impact and practicality. These methods help leaders create a strong team
culture, promote efficiency, and drive results in both stable and dynamic environments.
1. Providing a Clear Vision and Direction
One of the most critical leadership actions is setting a clear vision. This involves outlining the
5. Explain – how to become a Successful Intercultural Leader. 10
Ans 5.
In today’s globalized world, organizations operate across borders with culturally diverse teams.
This shift has made intercultural leadership a critical competency for managers and executives.
Intercultural leadership refers to a leader’s ability to manage, inspire, and collaborate with
people from different cultural backgrounds. Becoming a successful intercultural leader
involves understanding cultural differences, adapting communication styles, and promoting
6. Explain the Characteristics of Ethical Leadership. 10
Ans 6.
Ethical leadership is a style of leadership rooted in respect for ethical beliefs, values, and
dignity of others. It emphasizes fairness, honesty, accountability, and transparency in decision
making and behavior. In modern organizations, ethical leadership is crucial for building trust,
enhancing reputation, and sustaining long-term growth. A leader’s ethical conduct sets the tone
for the organizational culture and influences how employees behave and make decisions.
Integrity and Honesty
One of the foremost characteristics of ethical leadership is integrity. Leaders who act with