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Human Resource Management And Organizational Development Question Paper

Human Resource Management And Organizational Development

Course:Higher Diploma In Business Management (Business Management)

Exam Year:2008

HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
November 2008
Time: 3 hours
THE KENYA NATIONAL EXAMINATIONS COUNCIL
HIGHER DIPLOMA IN BUSINESS MANAGEMENT
MODULE II
HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
INSTRRUCTIONS TO CANDIDATES
This paper consists of THREE sections; A, B and C.
Answer FOUR questions as follows:
The TWO compulsory questions in section A.
Any ONE of the TWO questions in section B.
Any ONE of the TWO questions in section C.
The marks for each questions are as indicated.
This paper consists of 4 printed pages
Candidates should check the question paper to ascertain that all the pages are printed as indicated and no questions are missing.
SECTION A (60 marks)
Answer Questions 1 and 2 which are compulsory.
1.Read the case below and then answer the questions that follow.
KWOTE INDUSTRY
Mr Mwaburi has been the Human Resource Manager for Kwote Industry, a manufacturer of fast moving consumer goods (FMCGs), for the last five years. Among his many other duties, he is responsible for overseeing the recruitment, inclusion, deployment and separation of junior and middle level management staff.

One and half years ago, Mr Mwaburi was involved in the recruitment of Jason Kasungu as a management trainee, assigned to the sales department. Jason was recruited on the basis of a powerful recommendation from a key customer of the company. The interview conducted for his hiring was a mere formality, with the panellists merely authenticating Jason's certificates and testimonials.These documents were quite a good recommendation in themselves as they included his second class honours degree certificate and letters of commendation from previous employers.

Jason was deployed to the sales department to undergo intensive on-the-job training as a potential regional sales manager. He was initially attached to the customer support crew responsible for going round the country sorting out the problems experienced by the wholesale and retail customers of the company. After three months, he was then attached to individual salespersons responsible for expensive territories. These salespersons were the backbone of the company as they are the ones solely responsible for generating sales of the company. Jason had to rotate around the several salespersons, so that he could have an all round experience of marketing conditions throughout the country.

Jason got on very well with fellow employees. This was primarily because of his outgoing and generous nature. He seemed to have no responsibilities beyond his own personal needs. He therefore freely spent his salary on entertaining his friends. The salary was not small in relation to the going rates. As per his contract of employment, his remuneration was on straight salary terms, to be reviewed annually during the programmed staff appraisal exercises.

After a period of nine months, Jason elevated to the position of a relieve salesperson. In this capacity he would actually take over the territories of salespersons proceeding on leave. He was assigned a company vehicle which was wholly company serviced for this purpose. The company assumed that he was a competent driver. He performed quite well in this role, sometimes surpassing the monthly sales achievements of the salespersons he was relieving. However, his record as a driver was anything but satisfactory, as he was involved in several minor accidents which he managed to solve without recourse to the legal process.

The company had very hopes for Jason. From the reports reaching them, the senior management saw great potential in him, and thought that he could evolve into a change agent especially for the marketing department which was manned by old-school traditionalists who were inflexible in their marketing approach. Jason brought a breath of fresh air, with his radical proposals in his monthly reports.

However, about a month ago Jason's behaviour was seen to have changed drastically. It was at this time that he was given some special assignment, dealing with an elite class of institutional customers whose needs were quite different from those of the ordinary channel stockists. It is within this period that Jason was noted to be drinking alcohol quite heavily. He would report for work with heavy hangovers quite consistently. The weekly sales records dropped tremendously.

A week ago, he was involved in a major accident, where his passenger died. Mr Mwaburi has discovered that all along, Jason did not have a driving licence.
(a) Evaluate the omissions in the recruitment procedure followed in hiring Jason(10 mark)
(b) Explain the merits of the remuneration method used to pay Jason.(10 marks)
(c) Analyse the qualities that Jason would need to have for him be effective as a change agent.(10 marks)
(d) Assuming that Jason has been suffering from stress, explain the ways in which Mr Mwaburi, as his manager, should help him overcome the stress.(10 marks)

2.(a) One of the management development strategies is succession planning. Describe the succession planning process followed in this strategy.(8 marks)
(b) Analyse the steps that should be followed in the systems approach to change in an organization.(12 marks)

SECTION B (20 marks)
Answer any ONE of the TWO questions in this section.
3.(a) Explain the ways in which an employee would enhance his or her chances of achieving the career goals within a single organization.(10 marks)
(b) Explain the factors that may limit the objectivity of the internal change agent in an organization.(10 marks)

4.(a) Explain the importance of organizational development to firm.(10 marks)
(b) Analyse the characteristics of organizational development as a means of managing change in an organization.(10 marks)

SECTION C (20 marks)
Answer any ONE of the TWO questions in this section.
5.(a) Examine the types of issues that should be addressed in the exit interview.(10 marks)
(b) One of the methods of job evaluation is the ranking method. Explain the steps that should be followed in this method(10 marks)

6.(a) Evaluate the conditions that should be fulfilled for job design to be successful.( 8 marks)
(b) There are certain types of information that a Human Resource specialist should collect through job analysis. Describe these types of information.(12 marks)

Human Resource Management And Organizational Development Question Paper

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