UGC NET Management Unit - III Syllabus

Unit - III syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Unit - III in UGC NET Management, not a summary of it.

1. 1

   Strategic Role of Human Resource Management

   6 topics

   • Competency Mapping & Balanced Scoreboard
   • Career Planning and Development
   • Performance Management and Appraisal
   • Organization Development, Change & OD Interventions
   • Talent Management & Skill Development
   • Employee Engagement & Work Life Balance
2. 2

   Industrial Relations

   3 topics

   • Disputes & Grievance Management
   • Labour Welfare and Social Security
   • Trade Union & Collective Bargaining
3. 3

   International Human Resource Management

   2 topics

   • HR Challenge of International Business
   • Green HRM

Unit - III flashcards for UGC NET Management

25 of 57 cards from the Unit - III deck — real questions with worked answers.

1. What is competency mapping?

   The process of identifying and describing the key competencies (knowledge, skills, attitudes, behaviours) required to perform a job effectively, and assessing the extent to which an individual possesses them.

2. What are the three broad categories of competencies in a competency framework?

   Core/organizational competencies (common to all), managerial/leadership competencies, and functional/technical competencies (job-specific).

3. What is the Iceberg Model of competency?

   A model showing visible competencies (knowledge and skills) above the water and hidden competencies (self-concept, traits, motives) below, which are deeper and harder to develop.

4. Who developed the Balanced Scorecard and in what year?

   Robert Kaplan and David Norton, in 1992.

5. Name the four perspectives of the Balanced Scorecard.

   Financial, Customer, Internal Business Process, and Learning & Growth perspectives.

6. What is the central purpose of the Balanced Scorecard?

   To translate an organization's vision and strategy into a coherent set of performance measures, balancing financial and non-financial, short-term and long-term, and leading and lagging indicators.

7. In the Balanced Scorecard, which perspective is considered the foundation that drives the other three?

   The Learning & Growth perspective (people, systems, and organizational capability).

8. What is career planning?

   The ongoing process by which an individual sets career goals and identifies the means to achieve them, matching personal aspirations with organizational opportunities.

9. Differentiate career planning from career development.

   Career planning is the individual's process of setting goals and paths; career development is the organization's set of activities and HR efforts that help employees progress along those paths.

10. What is a 'career anchor' and who proposed the concept?

    A career anchor is a person's self-perceived talents, motives and values that guide career decisions; the concept was proposed by Edgar Schein, who identified eight anchors (e.g., technical/functional, managerial, autonomy, security).

11. What is a 'career plateau'?

    A point in a career where the likelihood of further hierarchical promotion is very low, either structurally (no openings) or due to limited individual capacity/willingness.

12. What is succession planning?

    The process of identifying and developing internal people with the potential to fill key leadership and critical positions when they become vacant.

13. Define performance management.

    A continuous, integrated process of planning, monitoring, developing, reviewing and rewarding employee performance to align individual contribution with organizational goals.

14. How does performance management differ from performance appraisal?

    Performance appraisal is a periodic (often annual) evaluation event; performance management is a continuous, holistic system in which appraisal is just one component.

15. What is 360-degree feedback?

    A multi-rater appraisal method in which performance feedback is collected from supervisors, peers, subordinates, self, and sometimes customers, giving an all-round view.

16. What is the 'halo effect' error in appraisal?

    Allowing one favourable trait or single positive impression of an employee to bias the rating of all other performance dimensions.

17. What is the 'central tendency' error in performance appraisal?

    The rater's tendency to rate all employees around the middle/average of the scale, avoiding very high or very low ratings.

18. What is Management by Objectives (MBO) and who introduced it?

    A results-oriented appraisal approach where superior and subordinate jointly set measurable goals and review achievement against them; introduced by Peter Drucker in 1954.

19. What is the Behaviourally Anchored Rating Scale (BARS)?

    An appraisal method that combines rating scales with specific narrative examples of good and poor behaviour anchored at each scale point for each performance dimension.

20. What does 'forced distribution' method of appraisal involve?

    Forcing raters to place employees into predetermined performance categories following a fixed (often bell-curve) distribution, e.g., top 20%, middle 70%, bottom 10%.

21. What are Key Result Areas (KRAs)?

    The critical areas or outcomes for which a job role is responsible and against which performance is measured; they define what 'good performance' looks like for the role.

22. What is Organization Development (OD)?

    A planned, organization-wide, top-managed effort to increase organizational effectiveness and health through planned interventions in processes, using behavioural-science knowledge.

23. Name the three stages of Kurt Lewin's model of planned change.

    Unfreezing, Changing (Moving), and Refreezing.

24. What is Lewin's Force Field Analysis?

    A technique that views any situation as a balance between driving forces (favouring change) and restraining forces (resisting it); change occurs by strengthening drivers or weakening restrainers.

25. What is 'action research' in the context of OD?

    A cyclical OD process of data gathering, diagnosis, feedback, action planning, intervention, and evaluation, conducted collaboratively between consultant and client.

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