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NMIMS
SOLVED SEPTEMBER 2019 ASSIGNMENTS
NMIMS
MBA ASSIGNMENTS
SOLVED ASSIGNMENTS
NMIMS
SOLVED 2019 ASSIGNMENTS
NMIMS UNIQUE ASSIGNMENTS
NARSEE
MONJEE SOLUTIONS
Employee Development
& Talent Management
1. Meenakshi is working in Bright
HR solutions. The company is into a lot of HR related work and works with really
big size companies. Meenakshi is into Talent Management department and needs to
design talent assessment system for a large pharmaceutical company. Please help
Meenakshi to design the system by listing out talent assessment tools in
detail.
2. Ayushi is a part of Employee
Development Program at Sonic Services. With over 1200 employees at three
different development centers, the program needs to be robust. The department
of Employee Development is about 15 people large and Ayushi’s group is responsible
for arranging resources for the program. Please list out the steps followed in
arrangements of employee development.
(10 Marks)
3. Vivek is a fresh management
graduate. He has joined Telson Group of companies in the Talent management
department. He is working on the project of Succession planning for one of
their plants with his Chief HR Officer. In light of this case, please answer
following questions.
a. Vivek needs to explain the
importance of succession planning to his senior managers. Enumerate on the
objectives of succession planning for him to start his presentation. (5 Marks)
b. List out the stages involved
in succession planning, so that Vivek can start his ground work for the process
to start.
International HR
Practices
Internal
Assignment Applicable for September 2019 Examination
1. ABC Ltd. is a leading
Electronics manufacturing company in India. They are planning to set up their
first international plant in Indonesia. In a Board Meeting the Directors are
sitting with a problem to decide which model of IHRM to follow in order to
manage people employed in Indonesia. You are an HR Manager in ABC and you were
invited in this meeting. HR Director, Mr Jain, had advised you to
suggest Matching Model of IHRM.
Explain how you will convince the Board for Matching Model. (10 Marks)
2. ITB is a leading FMCG Company
in Mumbai and they are planning international expansion in Asia. The company
wants to know the recent trends in international staffing so that correct steps
can be taken in advance to react to changing business environment. You are an
HR Manager in the company and you are asked to make a presentation on ‘Recent
Trends in International Staffing’. Explain the recent trends that you will
discuss in the meeting. (10
Marks)
3. PHILIX is a leading Textiles
company in India. They have set up a plant in Mexico as part of their
international expansion strategy. The plant has 100 employees. In this context,
answer the following questions.
a. Which methods of performance
you will suggest as an HR Manager?
(5 Marks)
b. Suggest a Performance
Management Cycle for the Mexico Plant.
HR Audit
1. Kavita Foods is a family owned
business, which is going in for a HR Audit. The management team consists mainly
of family members. The business has been quite profitable but they now want to
expand. Your company has been appointed as the HR audit firm. The CEO of the
company has asked you to present the various methods of conducting the audit. Please
list out the various methods of audit along with benefits and limitations as
per the context of the case.
2. Surya Enterprises is in the
business of setting up Solar Power plants. It is a part of a large business
conglomerate, who is into many varied business sectors, right from automobiles
to defense equipment manufacturing. Inspired by Japanese business practices,
the Chairman of the conglomerate decided to go in for a Business excellence
model, which would help align all the businesses along with a similar process
of structured and sustainable business growth. The CEO is keen to include the
HR department as part of this excellence journey. The CEO of Surya Enterprises
has appointed your company to help him with this. Your company has recommended
the creation of a HR scorecard. You need to share a note to the CEO detailing
out what the HR Scorecard is, as well as the inputs that go into creating the
scorecard and the steps to create the scorecard. (10 Marks)
3. Computerz Limited is a
software company with offices across India. They have well defined HR policies
and a competent HR team. The employee performance levels have dipped over the
last 3 years and the attrition levels are also increasing. The CEO has
appointed your company to conduct the HR audit. The focus area for the audit is
Employee Motivation and Employee Engagement.
a. Describe the employee engagement audit as
well as some aspects being evaluated as part of the audit (5 Marks)
b. Detail out the importance of
employee motivation as well as the questions the audit seeks to evaluate.
Strategic HRM
Internal
Assignment Applicable for September 2019 Examination
1. You are brought in as the new
Director of HR for a company in the distribution industry which is the merger
between Company A and Company B. Company
A began as a family business which acquired a number of small companies over
time. As a result of all of these
acquisitions, the company was less standardized and more decentralized
internally and was somewhat of a combination of cultures to begin with The
culture of Company A is quite varied. Some areas of the company are focused on
metrics and quality, others are focused on job satisfaction and employee
attitudes, and still others are not focused on either. Generally, the company strives to produce a
range of high-quality products and services, but the way that this occurs is
unstructured throughout the company.
Company B was a large company which was standardized internally with a
strong culture surrounding processes and procedures. Company B has a
centralized structure with clear employee policies. Company B is focused on
quality control. They stress standardized processes and procedures across all
business units. They have a clear mission and goal that emphasizes one thing:
productivity. Company B has been successful with strategy monetarily, but its
employees are often overworked and overwhelmed. Both companies have fears
regarding losing desirable aspects of their current culture.
a. Discuss the role of strategic
HR functions in Mergers and Acquisitions?
b. What strategy would you use to
resolve the culture differences between these two organizations to create a new
organization with a cohesive culture?
2. You work for a global
professional services firm, which has been seen for decades as an employer of
choice. Last month, you were promoted to the position of Vice President, Human
Resources. The promotion comes at a time
the organization is experiencing a decline in revenues, an increase in
competition, high voluntary turnover in the US and abroad, and declining market
share. Anecdotal information suggests
that the cause of voluntary turnover is due to a poor employee benefits/total
rewards strategy, employee engagement and organizational culture. The Chief Executive Officer (CEO) has
requested your analysis and recommendations on improving the total rewards
strategy in an effort to improve employee engagement; reduce voluntary turnover
and enhancing the employer’s brand.
a. What are specific actions you can initially take to identify
and validate how total rewards are having an impact on the organization? Explain your rationale.
b. Identify and describe the
challenges the organization faces in managing the design, delivery and
financing of a total rewards program on a local and global perspective. (10 Marks).
3. The slump in the South Korean
economy in late 1990s was bound to have an effect on Hyundai also. The
automobile segment was among the first to be hit by the downside in the
economy. The domestic automobile sector had negative growth of almost 55% in
1998 compared to the previous year. Hyundai was responsible for almost 50% of
total automobile production in South Korea and was therefore badly hit. The
domestic sales of the company fell by 55% in the year 1998 and its exports
crashed by 74% to only 15,056 units. Hyundai recorded a 200-billion-won loss in
1998. According to company officials, Hyundai's six assembly plants with a
yearly production capacity of 1.65 million vehicles, were operating at only 40
percent of their capacity. In May, 1998, Hyundai reacted to this grim situation
by announcing plans to lay off 27 percent of its 46,000 workforce in South
Korea and to cut pay bonuses and benefits in a bid to save 230 billion won.
Unfortunately for the management of the company, Hyundai had one of the most
powerful and militant unions. The decision of the company to lay off workers
sparked off agitations not only in Hyundai but in other companies too. The
unions were particularly offended at the government's approval of Hyundai's
decision. In a demonstration in Ulsan, where Hyundai has its biggest automobile
plant, 32,000 employees participated in rallies. All across South Korea almost
1,20,000 employees from about 125 companies participated in demonstrations
against Hyundai and the government's decision. The government had to deploy
nearly 20,000 riot police to control the demonstrators...
Labour Problems in the Early
2000s
On September 1, 2000, Hyundai
officially cut ties with the Hyundai Group and had relocated its head office to
Yangjae-dong, Seoul, Korea - a move that was seen as symbolic of its rebirth as
an independent automotive business group. In December 2001, Hyundai forecasted
its highest profits ever - $900 million for the year. In the same year it
posted 23.4 % in unit sales and a 74.5% improvement in net income. Most
importantly, Hyundai vehicles were being accepted as a technologically
advanced, stylish and reliable in overseas markets like the US and Europe. In
the United States, the world’s largest auto market, Hyundai recorded a 42%
sales increase in 2001. This was an era of growth, reorganization and new
market exploration. But the success story was marred by another strike threat in
Hyundai.
Workers at the Ulsan plant went
on a two-day strike in December 2001, demanding higher wages and higher
bonuses. They also demanded a 30% share in the profits that year as a
performance bonus.
The management clarified, that
though the company had done well that year, it could not afford performance
bonuses to the tune of 30% of profit. The reasons given were: firstly, the
increased influx of imported cars into South Korea was bound to hurt Hyundai's
market share and margins in South Korea.
Secondly, General Motors'
purchase of Daewoo was a threat that could not be ignored or taken lightly, and
the company had to gear itself up to be able to compete with General Motors,
and lastly, the most important reason stated was that due to the appreciation
of the Korean won, Hyundai cars were becoming less competitive in international
markets and profitability consequently would be hurt.
a. Industries need to adopt
proactive policies with regard to Industrial Relations which help to prevent
any rise of conflict rather than waiting for such situations to occur and then
planning a strategy. To what extent this approach was visible in the Hyundai’s
Industrial relations policies. (5 Marks)
b. “Since the very beginning,
employee participation, and employee involvement (together known as
participative management) define the essence of Industrial Relations”. Kindly
justify this statement in terms of this case study.
Get NMIMS 4th SEM PGDHRM SOLVED ASSIGNMENTS
MBA SEPTEMBER 2019 call us at 8510092683 or mail
us at
Visit us:
www.assignmentsplus.in
