BBA/B.Com Organization Behaviour and HRM JUNE 2026

Description

Organization Behaviour and HRM

Jun 2026 Examination

 

 

Q1. A fast-growing technology startup has quickly scaled to over 150 employees across multiple locations. The founders have historically managed HR functions in an ad hoc manner, resulting in inconsistent performance management, rapid turnover, and a fragmented company culture. With new funding secured, the company appoints an HR Director to establish a formal HR infrastructure, drive employee engagement, and leverage data analytics for strategic decisions while retaining the startup’s culture of agility and innovation. Apply Strategic HRM principles to explain how the HR Director can align performance management and employee engagement practices to support organizational growth while maintaining agility. (10 Marks)

Ans 1.

Introduction

Strategic HRM is the practice of aligning human resource management with the organization’s long-term business objectives so that people management becomes a competitive advantage rather than an administrative function. For a technology startup that has grown from a small founding team to 150 employees across multiple locations, the transition from ad hoc HR to structured strategic HRM is both urgent and delicate. The urgency arises from the documented consequences of the current approach: inconsistent performance management, high turnover, and cultural fragmentation. The delicacy lies in formalizing without rigidifying, since the startup’s agility and innovative culture are genuine competitive assets that must be

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Q2 (A). The Hawthorne experiments showed that employee productivity is influenced not only by physical working conditions but also by social and psychological factors such as recognition and group relationships. A manufacturing firm today is deciding whether to focus more on improving technical work processes or on improving employee morale and teamwork. Evaluate the relevance of the Hawthorne experiments in today’s organizations. Based on this, should managers focus more on technical improvements or social factors? (5 Marks)

Ans 2(A).

Introduction

The Hawthorne experiments, conducted at Western Electric’s Chicago plant between 1924 and 1932 under Elton Mayo, produced findings that permanently altered management thinking. The core discovery was that worker productivity was more strongly influenced by social recognition, group dynamics, and managerial attention than by lighting, rest breaks, or other physical working conditions. For a manufacturing firm deciding where to invest today, the question is whether this nearly century-old insight still holds

 

Q2 (B). An HR manager at a leading service organization observes that several employees with strong technical skills are underperforming on collaborative projects due to recurring negative attitudes, resistance to feedback, and interpersonal conflicts. While some managers propose strict performance policies, others advocate for targeted attitude and emotional intelligence training. Evaluate these two approaches for improving employee performance. Which approach is likely to be more effective in the long term? (5 Marks)

Ans 2(B).

Introduction

When technically skilled employees underperform on collaborative work due to attitude problems and interpersonal conflicts, the root cause is behavioral rather than competence-based. Choosing the right intervention requires understanding what is actually driving the performance gap. Strict performance policies and emotional intelligence training are not equivalent tools for this problem; they address different layers of the