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Bmit 411: Managing People March 2010 Question Paper
Bmit 411: Managing People March 2010
Course:Bachelor Of Business Management And Information Technology
Institution: Kabarak University question papers
Exam Year:2010
KABARAK UNIVERSITY UNIVERSITY EXAMINATIONS
2009/2010 ACADEMIC YEAR
FOR THE DEGREE OF BACHELOR OF BUSINESS
MANAGEMENT AND INFORMATION
TECHNOLOGY
COURSE CODE: BMIT 411
INSTRUCTIONS:
1. Answer question ONE and ANY OTHER THREE question
2. Read the case provided and answer the question that follows.
DIAMOND INTERNATIONAL
In 1981 the 320 employees who manufactured paper egg cartons at Diamond International plant
in Nakuru faced an uncertain future. Styrofoam containers were creating stiff competition, the
recession was affecting profits adversely and workers were worried about being laid off. Labour-
management relations were strained at best. Over 65% of the plant’s workforce felt that the
management did not treat them with respect. 56% approached their work pessimistically and
79% thought they were not being rewarded for a job well done. Then the Human Resource
Director of diamond International Plant devised a system of productivity incentives called the
100 club. It is disarmingly simple employees are allocated points in recognitions of above
average performance. Any employee’s who works a full year without having an industrial
accident is awarded 20 points, 100% attendance is worth 25 points. Every year on February (the
anniversary of the programmes launching date) points are tallied and a record is send to the
individual’s home. Upon reaching 100 points the worker gets a light blue nylon jacket
emblazoned with the company logo and batch signifying membership in the “100 club”. Every
one of the plants employees has now earned a jacket.
Those who accumulate more than 100 points can receive additional gift with 500 points,
employees can choose from such items as a blender, cooking accessories, a wall clock or
cribbage board. Diamonds management is quick to point out that none of the prizes is beyond the
purchasing power of the worker; the real value is this. It’s a sign of appreciation from the
company.
“for too long the people who have got the majority of attention have been those who cause
problems” says Diamonds Human Resource Director” our programmes primary focus is the
recognition of good employees”
Q UESTION 1
a) Do you think recognition alone is enough to motivate employees or does it always to be
tied with pay? ( 4 marks)
b) How might Diamond’s recognition programme affects errors, grievances and time lost
due to absenteeism? (6 marks)
c) Can such a programme be sustained overtime? If so how? ( 5 marks)
d) Differentiate lay off from retrenchment. (4 marks)
e) How long will it take an individual employee to win a blender or wall clock? (4 marks)
f) Discuss various ways in which a Human Resource manager of an organization facing
frequent employee strike, Absenteeism and high labour turn over can improve
employee’s management relations and restore peace in such an organization. (10 marks) Page 3 of 3
g) Explain employee’s selection process that ensures successful employee
performance. ( 7 marks)
QUESTION 2
a) You have been appoint a new Human Resource manager in a fast growing business
organization. What are your roles in this organization? (10 marks)
b) Discuss why management of Human Recourses in the current competitive business
environment require a well trained and competent HR managers. ( 10 marks)
QUESTION 3
a) Discuss motivation and identify its role in organizational performance and highlight on
the relevancy of Abraham’s Mas low theory of needs hierarchy
to practicing manager. (8 marks)
b) Peter Druckes once remarked “work in HRM is nothing more than the work of file clerk”
critically example this statement. (6 marks)
c) With the help of organizational structure. Discuss line and staff relationship and line
staff departments. (6 marks)
QUESTION 4
a) Employee training in an investment without returns. With appropriate support to your
argument examine this statement. (5 marks)
b) Differentiate employee grievances from collective bargaining and explain the role of
trade union in each of them. (6 marks)
c) Discuss Job evaluation, show its role in salary administration and point out various
factors that influence salary and wage pay in Kenyan context.
QUESTION 5
a) Discuss employees attitude perception and personality and show the implication of each
in the management of Human Resources in the management of Human Resources in the
organization. (12 marks)
b) Discuss recruitment and identify various demerits associated with internal and external
sources of recruitment.( 8 marks)
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