Paper / Subject Code: 86016/ Elective: Human Resource: Human Resource Accounting & Audit
TYBMS SEM-6
Human Resource:
Human Resource Accounting & Audit
(QP November 2019 with Solutions)
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Please check whether you have got the right question paper.
N.B: 1) All questions are compulsory.
2) Figures to the right indicate marks.
Q.1 A) Multiple Choice Questions (Any 8) [08]
1) ________ refers to the costs incurred in acquiring the right man for the right job at the right time and in right quantity.
a) Additional Cost
b) Acquisition Cost
c) Requisition Cost
d) Selection Cost
2) Results of HR Audit ________ are expressed in measurable terms.
a) Can
b) Cannot
c) Are Always
d) None
3) Workshop method of conducting HR Audit is very ________
a) Rigid
b) Flexible
c) Cannot say
d) None of the above
4) For maintaining confidentiality of information the HR Author may sign ________.
a) NDA
b) MOU
c) Contract
d) None
5) Opportunity cast method was first advocated by _______ and _______
a) Hc Kiman & Jones
b) RG Barry & Rinson Likert
c) Eric G & Flan Holtz
d) Malcolm Baldridge & Ishkawa
6) _______ training cost refers to the cost incurred in conventional training for the orientation of an individual so that he can operate the work.
a) Formal training
b) Informal training
c) Special training
d) On the job training
7) Historical development of Human Resources Accounting has how many stages?
a) 1
b) 2
c) 4
d) 5
8. _________ cost takes time to calculate and consider.
a) Opportunity
b) Replacement
c) Selection
d) Recruitment
9) Historical cost accounting also known as _______ accounting
a) Conventional
b) Non-Conventional
c) Both a & b
d) None of the above
10) _______ can be easily verified with the help of relevant documentary and other evidence.
a) Documents
b) Financial statements
c) Verbal records
d) None of the above
Q.1 B) Match the following (Any 7) [7]
|
A |
B |
|
1) Expected
realizable value |
a) Empolyee
skills |
|
2) Asset
multiplier method |
b) MBO
approach |
|
3)
Questionnaire method |
c) HR
Valuation |
|
4)
Performance management |
d) Rensis
Likert |
|
5)
Recruitment, documentation etc |
e)
Pre-decided questions |
|
6) Structured
interview |
f) Elements
of HR Audit |
|
7)
Replacement cost method |
g)
Performance related pay |
|
8) Costing
Exercise |
h) Scientific
and objective |
|
9) Specific
Goals for measuring performance |
i) No
relation between cost and value |
|
10)
Opportunity cost method |
j)
Non-monetary method |
Ans:
A | B |
1) Expected realizable value | c) HR Valuation |
2) Asset multiplier method | d) Rensis Likert |
3) Questionnaire method | e) Pre-decided questions |
4) Performance management | g) Performance related pay |
5) Recruitment, documentation etc | f) Elements of HR Audit |
6) Structured interview | h) Scientific and objective |
7) Replacement cost method | i) No relation between cost and value |
8) Costing Exercise | j) Non-monetary method |
9) Specific Goals for measuring performance | b) MBO approach |
10) Opportunity cost method | a) Employee skills |
Q. 2a) Explain historical development of HRA and its stages. [15]
The idea of valuing human beings as assets was first proposed.
Researchers began exploring whether the cost of hiring, training, and development should be capitalized rather than treated as expenses.
Rensis Likert and his associates at the University of Michigan played a major role by studying how better human resource reporting could support management decisions.
Brummet, Flamholtz and Pyle introduced the term “Human Resource Accounting” in 1968.
Researchers developed both cost-based and value-based models.
The cost-based approach included:
Acquisition cost
Replacement cost
Training and development cost
Value-based models tried to estimate how much future benefits employees would bring to the organization.
R.G. Barry Corporation in the United States, which published human resource value in its annual report.
Various public enterprises in India also began reporting HRA figures.
Organizations applied HRA models to see whether the results improved management decisions.
Reports included recruitment cost, training cost, staff turnover value, and employee contribution.
HRA became a subject of academic teaching and research in many universities.
Many companies found the system complex and expensive to maintain.
Valuation methods lacked standardization, making figures difficult to compare.
Accounting regulators did not allow human asset values to appear in the balance sheet.
Human valuation numbers changed frequently and required regular updating.
Organizations became more knowledge driven.
The value of intellectual capital, innovation, and employee skills became more important than physical assets.
Strategic Human Resource Management (SHRM) emphasized measuring human contribution for competitive advantage.
New reporting frameworks, such as:
Balanced Scorecard
Human Capital Reporting guides
Competency-based performance measurement
Workforce productivity metrics
Employee engagement reports
Intellectual capital valuation
Human capital return on investment
Use of HR Analytics to forecast employee performance, turnover, and contribution.
Integration of human capital reporting in sustainability and ESG reports.
Global organizations publishing human resource disclosures in annual reports.
AI-based tools measuring workforce value more accurately.
Internal performance evaluation
Investment in employee development
Workforce planning
Decision making at strategic levels.
Human Resource Accounting (HRA) did not develop all at once. It emerged gradually through several stages as scholars, economists, and organizations began to recognize that people are valuable resources worth measuring. Below is a detailed discussion of the major stages in the historical development of HRA:
1. Early Conceptual Stage (1960s)
The roots of HRA can be traced to the early 1960s when economists started questioning why traditional accounting ignored human resources even though employees contributed significantly to organizational success.
During this period:
This stage laid the intellectual foundation for the later development of models and measurement systems.
2. Development of Valuation Models (Late 1960s to Early 1970s)
Once the concept gained academic interest, researchers began designing methods to value human resources numerically.
Some major contributions in this stage were:
This era was important because it provided structured techniques to measure employees in financial terms.
3. Experimental and Corporate Adoption Stage (1970s)
In the 1970s, several large organizations in the United States, India, and Europe began experimenting with HRA in real-world settings. Examples include:
During this stage:
Although adoption was limited, this period showed that HRA could be used in practice and not just theory.
4. Decline in Corporate Enthusiasm (Late 1970s to 1980s)
By the late 1970s and early 1980s, interest in HRA slowed down. The decline happened for several reasons:
As a result, although universities continued teaching the subject, fewer corporations implemented it in practice.
5. Revival with Strategic HR and Knowledge Economy (1990s onwards)
From the 1990s, HRA regained relevance due to major changes in business and the economy:
brought the focus back toward human value.
During this stage, companies and researchers expanded HRA to include:
6. Modern Stage: Integration with Technology and Analytics (2000s to Present)
Today, HRA continues evolving with advanced analytics, HR information systems, and big data. Modern trends include:
Although full recognition in financial statements is still limited, companies now use HRA for:
OR
Q.2b) What is HR Accounting and explain the objectives. [8]
The primary objective of Human Resource Accounting (HRA) is to provide management and other stakeholders with relevant and reliable information about the value of an organization's human resources. This information is intended to improve decision-making related to human resource management and to provide a more complete picture of the organization's financial position and performance. This overarching objective can be broken down into several key sub-objectives:
1. Identifying and Measuring the Value of Human Resources
One of the fundamental objectives of HRA is to identify and measure the value of an organization's human resources. This involves determining the costs associated with recruiting, hiring, training, and developing employees, as well as assessing the economic value of their skills, knowledge, and abilities.
Cost Measurement: HRA aims to quantify all costs related to human resources, including direct costs (e.g., salaries, wages, benefits) and indirect costs (e.g., recruitment expenses, training costs, employee development programs).
Value Assessment: HRA seeks to determine the economic value of employees' contributions to the organization. This can be done through various methods, such as assessing the present value of future earnings, measuring the return on investment in human capital, or evaluating the impact of employee performance on organizational outcomes.
2. Facilitating Better Decision-Making
HRA aims to provide management with the information needed to make more informed decisions about human resource management. By quantifying the value of human resources, HRA can help managers:
Optimize Staffing Levels: HRA can help managers determine the optimal number of employees needed to achieve organizational goals, as well as identify areas where staffing levels may be too high or too low.
Improve Recruitment and Selection: By tracking the costs and benefits of different recruitment and selection methods, HRA can help managers identify the most effective ways to attract and hire qualified employees.
Enhance Training and Development: HRA can help managers evaluate the effectiveness of training and development programs by measuring the return on investment in human capital.
Increase Employee Retention: By identifying the factors that contribute to employee turnover, HRA can help managers develop strategies to improve employee retention and reduce the costs associated with employee turnover.
3. Improving Organizational Efficiency and Productivity
By providing insights into the value of human resources, HRA can help organizations improve their efficiency and productivity. This can be achieved by:
Identifying Areas for Improvement: HRA can help organizations identify areas where human resource management practices can be improved to enhance employee performance and productivity.
Promoting Employee Engagement: By demonstrating the value of employees to the organization, HRA can help promote employee engagement and motivation, leading to increased productivity and improved organizational outcomes.
Optimizing Resource Allocation: HRA can help organizations allocate resources more effectively by identifying the areas where investments in human capital will generate the greatest return.
4. Providing a More Complete Picture of Organizational Value
Traditional accounting methods typically focus on tangible assets, such as property, plant, and equipment. HRA seeks to provide a more complete picture of organizational value by including the value of human resources, which are often a significant asset for many organizations.
Enhanced Financial Reporting: HRA can provide stakeholders with a more accurate and comprehensive view of the organization's financial position and performance by including the value of human resources in financial reports.
Improved Stakeholder Communication: HRA can help organizations communicate the value of their human resources to stakeholders, such as investors, creditors, and employees, thereby enhancing trust and confidence in the organization.
Attracting and Retaining Investors: By demonstrating the value of human resources, HRA can help organizations attract and retain investors who recognize the importance of human capital in driving organizational success.
5. Supporting Human Resource Planning and Control
HRA provides a framework for planning and controlling human resource activities. By quantifying the costs and benefits of human resource programs, HRA can help managers:
Develop Human Resource Budgets: HRA can help managers develop realistic and effective human resource budgets by providing data on the costs of various human resource activities.
Monitor Human Resource Performance: HRA can help managers monitor the performance of human resource programs and identify areas where improvements are needed.
Evaluate Human Resource Investments: HRA can help managers evaluate the return on investment in human resource programs and make informed decisions about future investments.
Q.2.c) Explain in detail the need for HR Accounting. [7]
Human Resource Accounting (HRA) is essential for organizations to measure and report the value of their employees as assets. Traditionally, financial statements only recognize tangible assets (e.g., buildings, machinery) but ignore human capital, which is a key driver of organizational success. HRA helps bridge this gap by quantifying the cost and value of human resources.
Need for Human Resource Accounting
1. Recognizing Human Capital as an Asset
- Employees are one of the most valuable assets of an organization.
- Unlike physical assets, human resources appreciate in value over time with training and experience.
- HRA ensures that organizations account for human capital similarly to other assets.
2. Better Decision-Making in HR Management
- HRA provides financial insights into HR-related decisions such as hiring, training, promotion, and retention.
- It helps organizations optimize workforce planning by identifying high-value employees.
3. Measuring HR Investments and Returns
- Companies spend heavily on recruitment, training, and development.
- HRA allows firms to measure the return on investment (ROI) of these expenditures.
- Helps determine whether HR investments are yielding productivity gains.
4. Improving Employee Productivity and Motivation
- Recognizing employees as assets fosters a sense of belonging and motivation.
- HRA encourages organizations to invest in employee well-being and skill development.
- A motivated workforce leads to higher efficiency and performance.
5. Enhancing Transparency in Financial Reporting
- Traditional accounting does not include human capital valuation in financial statements.
- HRA improves transparency by including HR-related expenses and value generation in reports.
- This benefits investors, management, and stakeholders by providing a clearer picture of company performance.
6. Supporting Workforce Planning and Succession Management
- Organizations need to plan for future workforce requirements.
- HRA helps in identifying skill gaps, potential leaders, and workforce aging trends.
- Ensures continuity in leadership and smooth succession planning.
7. Compliance with Modern Business Practices
- Many companies are shifting towards knowledge-based economies, where human capital is a primary driver of growth.
- HRA aligns with modern corporate governance, sustainability, and ESG (Environmental, Social, and Governance) reporting.
8. Competitive Advantage in Talent Management
- Organizations that implement HRA effectively can attract and retain top talent.
- A well-structured HRA system showcases the company’s commitment to employee growth and recognition.
- Helps in building a strong employer brand.
9. Reducing Employee Turnover and Associated Costs
- High employee turnover leads to increased hiring and training costs.
- HRA helps organizations understand why employees leave and develop strategies to improve retention rates.
10. Facilitating Mergers, Acquisitions, and Valuation
- During mergers or acquisitions, human capital plays a crucial role in determining the true value of a company.
- HRA provides a quantitative valuation of human resources, helping in negotiations and investment decisions.
Q.3a) What is historical cost approach and state its advantages. (15)
Historical cost is an accounting principle that requires
companies to record assets and liabilities at their original purchase price.
This means that the value of an asset on the balance sheet remains the same,
regardless of any subsequent changes in its market value. For example, if a
company purchases a piece of equipment for $10,000, it will be recorded on the
balance sheet at $10,000, even if its market value later increases to $12,000
or decreases to $8,000.
The historical cost principle applies not only to tangible
assets like property, plant, and equipment (PP&E) but also to intangible
assets like patents and trademarks. Liabilities are also recorded at the amount
of proceeds received in exchange for the obligation, adjusted for amortization
or accretion.
Advantages of Historical Cost
Several advantages contribute to the enduring popularity of
historical cost accounting:
1. Objectivity and Verifiability
One of the most significant advantages of historical cost is
its objectivity. The original purchase price is a verifiable fact, supported by
invoices, receipts, and other documentation. This reduces the potential for
subjective judgments and biases in financial reporting. External auditors can
easily verify the historical cost of an asset by examining these supporting
documents, providing a high degree of assurance about the accuracy of the
reported figures.
2. Reliability
Because historical cost is based on actual transactions, it
is considered a reliable measure of value. Unlike fair value accounting, which
relies on estimates and market conditions, historical cost provides a stable
and consistent basis for financial reporting. This reliability is particularly
important for users of financial statements who rely on the information to make
informed decisions.
3. Simplicity and Ease of Application
Historical cost accounting is relatively simple to apply. It
does not require complex valuation models or frequent revaluations. This makes
it easier and less costly for companies to maintain their accounting records.
The straightforward nature of historical cost also reduces the potential for
errors and inconsistencies in financial reporting.
4. Understandability
The concept of historical cost is generally easy for users
of financial statements to understand. Most people are familiar with the idea
of recording assets at their original purchase price. This enhances the
transparency and credibility of financial reporting. Users can readily grasp
the basis for the reported values and make informed judgments about a company's
financial position.
5. Conservatism
Historical cost aligns with the principle of conservatism in
accounting. Assets are not revalued upwards until they are sold, but they are
often written down if their value declines below the historical cost. This
approach avoids overstating assets and income, providing a more cautious and
realistic view of a company's financial performance.
6. Reduced Volatility
Using historical cost reduces the volatility of reported
earnings and equity. Fair value accounting, which requires assets and
liabilities to be revalued to their current market values, can lead to
significant fluctuations in financial statements due to market volatility.
Historical cost provides a more stable and predictable picture of a company's
financial performance over time.
7. Comparability
Historical cost enhances the comparability of financial
statements across different companies and over different time periods. Because
assets are recorded at their original purchase price, it is easier to compare
the financial performance of companies that have acquired similar assets at
different times. This comparability is essential for investors and analysts who
use financial statements to evaluate and compare different investment
opportunities.
Limitations of Historical Cost
Despite its advantages, historical cost accounting also has
some limitations:
- Irrelevance: Historical
cost may not reflect the current economic value of an asset. In periods of
inflation or deflation, the historical cost of an asset may be
significantly different from its current market value.
- Lack
of Comparability: While historical cost enhances comparability in
some respects, it can also hinder comparability when assets are acquired
at different times and under different market conditions.
- Distorted
Financial Ratios: Historical cost can distort financial ratios,
such as return on assets (ROA), if the book value of assets does not
reflect their current economic value.
OR
Q.3b) Explain Replacement cost and its limitations. (08)
Replacement cost is the amount that would be required today to replace an existing asset with a new one that has the same utility or function. In simple terms, it is the current cost of buying or constructing a similar asset.
In accounting and management studies (including BMS), replacement cost is often used to value assets more realistically than historical cost, because it reflects present market conditions. It is useful for decision making, performance evaluation, pricing and capital budgeting.
Organizations may calculate replacement cost for machinery, buildings, equipment, inventory and other long-term assets when they want to see how much it would cost to continue operations at current market prices.
Limitations of Replacement Cost
Replacement cost has several limitations that must be considered:
1. Higher Premiums
Replacement cost policies typically have higher premiums than ACV policies. This is because the insurer is taking on a greater financial risk by covering the full cost of replacement without factoring in depreciation. Policyholders need to weigh the higher premium against the potential benefits of full replacement coverage.
2. Moral Hazard
Replacement cost coverage can create a moral hazard. Policyholders might be less careful with their property, knowing that they can easily replace damaged items with new ones at the insurer's expense. This can lead to increased claims and potentially higher premiums for everyone.
3. Overinsurance
In some cases, the replacement cost of an asset may exceed its actual value or the owner's need. For example, replacing an old, inefficient appliance with a brand-new, energy-efficient model might be more expensive than simply repairing the old one. In such cases, the policyholder might be paying for coverage they don't really need.
4. Availability and Technological Advancements
Replacement cost assumes that a similar replacement is readily available. However, this may not always be the case, especially for older or specialized items. Technological advancements can also make it difficult to find an exact replacement. For example, replacing an old computer system with a new one might require significant upgrades to other systems and software, increasing the overall cost.
5. Inflation
The replacement cost is based on current market prices. Inflation can significantly increase the cost of materials and labor over time, potentially leaving the policyholder underinsured if the coverage limits are not adjusted accordingly. It's crucial to review and update insurance policies regularly to account for inflation.
6. Building Codes and Regulations
When replacing damaged property, policyholders may be required to comply with current building codes and regulations. These codes can add to the overall cost of replacement, especially if the original structure was not up to current standards. Some replacement cost policies may not fully cover the cost of complying with these codes, leaving the policyholder responsible for the difference.
7. Difficulty in Determining Replacement Cost
Determining the accurate replacement cost can be challenging, especially for unique or custom-built items. Appraisals and professional assessments may be required to estimate the cost of replacing such items, which can add to the overall expense.
8. Requirement to Actually Replace the Item
Many replacement cost policies require the policyholder to actually replace the damaged item in order to receive full reimbursement. If the policyholder chooses not to replace the item, they may only receive the actual cash value (ACV). This can be a limitation for policyholders who prefer to use the insurance payout for other purposes.
9. Wear and Tear
While replacement cost policies don't directly consider depreciation, they typically exclude coverage for damage caused by normal wear and tear. This means that if an item fails due to age or lack of maintenance, the policy will not cover the cost of replacement.
10. Specific Exclusions
Replacement cost policies often have specific exclusions that limit coverage. These exclusions can vary depending on the policy and the insurer, but they may include damage caused by certain types of events, such as floods, earthquakes, or acts of war. It's important to carefully review the policy exclusions to understand the limitations of coverage.
Q.3c) Explain capitalization of salary and its disadvantages. (07)
Salary capitalization, also known as labor capitalization,
is an accounting method where a portion of an employee's salary and related
expenses are recorded as an asset on the balance sheet instead of being
expensed on the income statement in the period they are incurred. This practice
is typically applied when an employee's work directly contributes to the
creation of a long-term asset, such as software development, building
construction, or research and development projects.
In essence, the rationale behind salary capitalization is
that the employee's efforts are creating future economic benefits for the
company. Therefore, it's more appropriate to allocate the cost of their labor
to the asset being created rather than immediately expensing it.
Advantages of Salary Capitalization
Capitalizing salary can offer several potential advantages
for companies:
- Improved
Matching Principle: It aligns the expense of labor with the
revenue generated by the asset created. This provides a more accurate
representation of the company's profitability over the asset's useful
life.
- Enhanced
Financial Ratios: Capitalizing salary can improve key financial
ratios, such as the return on assets (ROA) and the profit margin. This is
because the expense is deferred, leading to higher reported profits in the
short term.
- Tax
Benefits: In some jurisdictions, capitalizing salary may result
in tax benefits. The capitalized costs can be depreciated over the asset's
useful life, providing a tax deduction over time.
- More
Accurate Asset Valuation: It provides a more accurate
representation of the true cost of an asset. This is particularly
important for assets that are internally developed, as it captures the
labor costs associated with their creation.
- Attractiveness
to Investors: Showing a higher profit margin can make the company
more attractive to investors.
Disadvantages of Salary Capitalization
Despite the potential benefits, salary capitalization also
has several disadvantages:
- Increased
Complexity: It adds complexity to the accounting process.
Companies need to implement robust time tracking and cost allocation
systems to ensure accurate capitalization.
- Subjectivity: Determining
the portion of salary to be capitalized can be subjective, especially when
employees work on multiple projects. This can lead to inconsistencies and
potential manipulation.
- Potential
for Overstatement of Assets: If not done carefully, salary
capitalization can lead to an overstatement of assets on the balance
sheet. This can mislead investors and creditors about the company's
financial health.
- Reduced
Current Profitability: While it improves long-term profitability,
it reduces current profitability. This may be a concern for companies that
are focused on short-term results.
- Compliance
Costs: Implementing and maintaining a salary capitalization
system can be costly, especially for small businesses.
- Risk
of Write-Downs: If the asset being created does not generate the
expected economic benefits, the capitalized costs may need to be written
down, resulting in a significant loss.
Q.4a) What is Human Resource Audit? What are the features of Human Resource Audit? (15)
A Human Resource Audit (HR Audit) is a systematic evaluation of an organization’s HR policies, practices, and procedures to assess their effectiveness, compliance with legal requirements, and alignment with business objectives.
It helps organizations identify strengths, weaknesses, and areas for improvement in HR functions such as recruitment, training, performance management, compensation, employee relations, and compliance.
Objectives of HR Audit
- Ensure compliance with labor laws and regulations.
- Evaluate the effectiveness of HR policies and procedures.
- Identify gaps in recruitment, training, and performance management.
- Improve HR efficiency and alignment with business goals.
- Enhance employee satisfaction and engagement.
Features of Human Resource Audit
1. Systematic and Objective
- The audit follows a structured process with clear methodologies and measurable criteria.
- It is based on data analysis, reports, and observations, ensuring objectivity.
2. Comprehensive Evaluation
- Covers all HR functions, including hiring, training, compensation, employee relations, and compliance.
- Examines HR's alignment with business strategy and organizational goals.
3. Compliance-Oriented
- Ensures that HR policies comply with labor laws, industry regulations, and corporate governance standards.
- Helps in avoiding legal risks and penalties.
4. Identifies Strengths and Weaknesses
- Highlights areas where HR is performing well.
- Identifies gaps and suggests improvements in HR processes.
5. Enhances HR Effectiveness
- Improves HR decision-making, workforce planning, and talent management.
- Helps in restructuring policies for better efficiency.
6. Focuses on Employee Well-being
- Evaluates employee satisfaction, workplace culture, and engagement levels.
- Recommends strategies for enhancing employee morale and retention.
7. Provides a Benchmark for Future Improvement
- HR audits help set performance benchmarks for future HR activities.
- Organizations can measure progress over time by conducting regular audits.
8. Decision-Support Tool for Management
- Provides HR leaders and top management with insights for strategic workforce planning.
- Helps in making data-driven HR decisions.
OR
Q.4.b) What are the limitations of HR Audit? Explain in detail? (08)
A Human Resource Audit (HR Audit) is a systematic process to evaluate HR policies, practices, and compliance with legal and organizational standards. While HR audits provide valuable insights, they also have certain limitations that may impact their effectiveness.
Limitations of HR Audit
1. Subjectivity in Evaluation
- HR audits often rely on qualitative data, making assessments subjective.
- Factors such as workplace culture, employee satisfaction, and leadership effectiveness are difficult to measure accurately.
- Personal biases of auditors or HR personnel may influence audit findings.
2. High Cost and Resource Intensive
- Conducting a detailed HR audit requires significant financial investment.
- Hiring external auditors or training internal HR staff adds to the cost.
- Time-consuming process that requires collecting and analyzing large amounts of data.
3. Resistance from Employees and Management
- Employees and HR teams may resist audits due to fear of negative findings.
- Management may be reluctant to accept recommendations that require major changes.
- Lack of cooperation from employees or department heads can lead to incomplete or inaccurate audit results.
4. Difficulty in Measuring HR Effectiveness
- Unlike financial audits, HR audits deal with human behavior and performance, which are hard to quantify.
- Factors such as employee morale, job satisfaction, and leadership impact cannot be measured in fixed numerical terms.
- Results may be open to interpretation rather than providing clear-cut conclusions.
5. Legal and Ethical Concerns
- Audits require access to confidential employee records, compensation details, and performance reviews.
- Improper handling of data may lead to legal violations related to privacy laws.
- Employees may feel their privacy is invaded, affecting workplace trust.
6. Lack of Standardized HR Audit Framework
- No universally accepted HR audit model exists, leading to inconsistencies in auditing methods.
- Different organizations use different criteria, making it difficult to compare results across companies or industries.
7. Focus on Compliance Over Strategic Improvement
- Many HR audits focus only on legal compliance rather than long-term HR strategy.
- Ensuring policies meet labor laws is important, but it does not guarantee employee engagement, productivity, or innovation.
8. Short-Term Perspective
- Audits provide a snapshot of HR performance at a given time.
- Long-term HR challenges like employee retention, succession planning, and leadership development may not be fully addressed.
9. Implementation Challenges
- Even if an HR audit identifies gaps and inefficiencies, implementing corrective actions can be challenging.
- Organizational budget constraints, lack of management commitment, or cultural resistance may prevent effective implementation of audit recommendations.
10. Over-Reliance on Documentation
- HR audits often focus on policies, procedures, and documentation rather than actual employee experiences and workplace culture.
- A company may have strong HR policies on paper, but if they are not effectively practiced, the audit may not reveal the true HR challenges.
Q.4 c) Describe the process of HR Audit. (07)
A Human Resource Audit (HR Audit) is a systematic process used to evaluate the effectiveness, efficiency, and compliance of an organization’s HR policies, practices, and systems. It helps identify gaps, ensure legal compliance, and improve HR performance.
The HR Audit Process typically involves the following key steps:
1. Determining the Objectives and Scope
Before starting the audit, it is important to define:
- Purpose of the audit – Compliance check, performance improvement, or strategic alignment.
- Scope of the audit – Whether it covers all HR functions or focuses on specific areas (e.g., recruitment, training, compensation).
- Timeframe – Frequency of the audit (annual, bi-annual, or as required).
Example: If the audit’s goal is to check compliance, it will focus on legal regulations, labor laws, and employee documentation.
2. Collecting Data and Information
HR auditors gather data from multiple sources, including:
- HR policies and manuals (recruitment, training, payroll, employee benefits).
- Employee records and documents (attendance, appraisals, contracts).
- Interviews and surveys with HR staff, employees, and managers.
- Compliance reports related to labor laws, diversity, and workplace safety.
Methods used:
Document Review – Examining HR policies and procedures.
Employee Feedback – Conducting surveys and interviews.
HR Metrics & Reports – Analyzing workforce data, turnover rates, and productivity levels.
3. Evaluating Compliance with Labor Laws
The audit ensures that the organization complies with government regulations and industry standards, such as:
- Employment laws (minimum wages, working hours, contract laws).
- Employee benefits and compensation policies.
- Anti-discrimination and workplace safety regulations.
- HR recordkeeping and confidentiality compliance.
Example: Ensuring that the company complies with Equal Employment Opportunity (EEO) laws to prevent discrimination.
4. Assessing HR Policies, Procedures, and Practices
The HR audit evaluates how effectively HR policies align with business goals and employee needs. Areas analyzed include:
- Recruitment & Selection – Are hiring processes fair and effective?
- Performance Management – Are appraisal systems transparent and unbiased?
- Training & Development – Does the company provide skill-enhancing programs?
- Employee Relations – Is there a grievance redressal system?
Example: If the audit finds high employee turnover, it investigates reasons for attrition and suggests solutions.
5. Benchmarking Against Industry Standards
The organization’s HR performance is compared with industry benchmarks and best practices in areas such as:
- Employee productivity and engagement levels.
- Salary and benefits competitiveness.
- Training programs and employee development opportunities.
Example: If competitors offer flexible work policies and the company does not, the audit may suggest implementing hybrid work models.
6. Identifying Gaps and Weaknesses
After data collection and analysis, auditors identify key problem areas, such as:
- Non-compliance with labor laws.
- Outdated or inefficient HR policies.
- Low employee morale or high turnover rates.
- Lack of diversity and inclusion efforts.
Example: If exit interviews reveal dissatisfaction with career growth opportunities, the audit suggests enhancing promotion policies.
7. Preparing the HR Audit Report
A detailed audit report is prepared, which includes:
Findings and observations (strengths and weaknesses).
Compliance status (any legal risks).
Key HR performance metrics.
Recommendations for improvement.
Example: If recruitment processes are slow, the report may suggest automating applicant tracking systems to improve efficiency.
8. Implementing Recommendations & Continuous Monitoring
- HR and management collaborate to implement the suggested improvements.
- Policies and processes are updated based on audit findings.
- Regular monitoring and follow-up audits ensure continuous HR effectiveness.
Example: If employees lack soft skills training, HR introduces new learning and development programs.
Q.5) Which are the areas covered by HR Audit? Explain in brief. (15)
A Human Resource Audit (HR Audit) involves evaluating various functions and processes within an organization to ensure they are aligned with business goals, legally compliant, and effective in promoting employee satisfaction and performance. Here are the key areas covered by HR Audit:
1. Recruitment and Selection
This area assesses the effectiveness and fairness of recruitment and selection processes, including:
- Job descriptions and specifications – Are they clear and up-to-date?
- Selection methods – How effective are the methods in hiring the right talent?
- Recruitment channels – Are the methods used to attract candidates efficient and diverse?
- Equal opportunity – Does the recruitment process comply with non-discrimination laws?
Objective: To ensure that the organization hires qualified, diverse, and legally compliant candidates.
2. Training and Development
HR audits examine the organization's training programs, including:
- Employee onboarding – Is the orientation process effective for new hires?
- Training effectiveness – Are training programs aligned with organizational needs and employee development?
- Skill enhancement – Are employees regularly provided with opportunities for skill development?
- Leadership development – Are future leaders being trained effectively?
Objective: To assess the relevance and efficiency of the training process for employee growth and organizational performance.
3. Compensation and Benefits
This area covers the organization’s compensation strategy and employee benefits:
- Salary structures – Are they competitive with industry standards?
- Pay equity – Is there fairness in compensation across genders, ethnicities, and roles?
- Benefits packages – Do they meet the needs of employees (healthcare, retirement, etc.)?
- Incentives and bonuses – Are performance-related bonuses and incentives effectively motivating employees?
Objective: To ensure employees are fairly compensated and receive competitive and attractive benefits.
4. Performance Management
The performance management system is analyzed to determine its effectiveness in driving performance and growth:
- Goal setting – Are objectives clear, measurable, and aligned with business goals?
- Appraisal process – Is the performance review process transparent, objective, and motivating?
- Feedback mechanisms – Do employees receive regular, constructive feedback?
- Employee recognition – Are top performers acknowledged appropriately?
Objective: To evaluate whether performance management systems are effectively enhancing individual and organizational performance.
5. Employee Relations
This area focuses on the relationship between employees and management, as well as organizational culture:
- Conflict resolution – Are there clear procedures to handle disputes?
- Grievance mechanisms – Are employees encouraged to voice concerns, and is there a process to resolve issues?
- Workplace environment – Is the work culture positive, inclusive, and supportive?
- Employee engagement – Are employees satisfied and motivated?
Objective: To ensure a positive, supportive, and fair work environment that fosters good employee relations.
6. Legal Compliance
HR audits evaluate whether the organization complies with relevant labor laws and regulations:
- Labor laws – Are employee rights regarding wages, working hours, and conditions being followed?
- Health and safety – Does the company comply with workplace safety regulations?
- Employment contracts – Are all contracts compliant with the law?
- Recordkeeping – Are employee records managed in compliance with data protection laws?
Objective: To minimize legal risks and ensure the organization adheres to all regulatory requirements.
7. Organizational Structure and HR Policies
HR audits review the organizational design, including:
- Organizational chart – Does the structure support efficient decision-making and operations?
- HR policies and procedures – Are they clear, up-to-date, and aligned with best practices?
- Succession planning – Does the organization have a plan for identifying and developing future leaders?
- Workforce planning – Is the company prepared for future workforce needs?
Objective: To ensure the HR structure and policies are aligned with strategic goals and the future workforce needs.
8. Employee Health, Safety, and Well-Being
This area focuses on ensuring employees have a safe and healthy workplace:
- Health and safety policies – Are they in place and followed?
- Workplace injuries – Is there an effective system for preventing and handling injuries?
- Employee wellness programs – Are there initiatives to support physical and mental health (e.g., fitness programs, counseling)?
Objective: To provide a safe, healthy, and supportive working environment for employees.
9. Diversity and Inclusion
HR audits assess how well the organization is implementing diversity and inclusion initiatives:
- Diversity recruitment practices – Are diverse groups being hired and promoted?
- Inclusion policies – Are policies in place to ensure an inclusive and respectful workplace?
- Equity in advancement – Do employees from all backgrounds have equal opportunities for growth and promotion?
Objective: To ensure diversity and inclusion are effectively integrated into the workplace culture and practices.
10. Employee Retention and Turnover
This area evaluates how well the organization is managing employee retention and addressing high turnover rates:
- Exit interviews – Are reasons for leaving analyzed to identify trends?
- Retention strategies – Are strategies in place to retain top talent?
- Employee satisfaction surveys – Are employees satisfied with their roles and the work environment?
Objective: To minimize turnover and increase employee satisfaction and loyalty.
OR
Q.5) Short notes. (Any 3) [15]
1. Valuation of Human resources
Valuation of Human Resources (HR) refers to the process of determining the financial value of an organization’s human capital—its employees, skills, knowledge, and experience. Unlike physical assets, human resources are intangible and difficult to quantify, but their value is crucial for making informed decisions about hiring, training, compensation, and workforce planning.
The primary goal of HR valuation is to recognize employees as valuable assets that contribute to the success of the organization. By assigning a financial value to human resources, businesses can assess the effectiveness of their HR practices, evaluate return on investment in human capital, and align workforce strategies with organizational objectives.
Methods of Valuation:
- Cost-Based Method: Calculates the total costs incurred in acquiring, training, and compensating employees.
- Market Value Method: Assesses human capital value by comparing salaries and compensation packages in the external labor market.
- Income-Based Method: Estimates the future income or profits generated by an employee over their tenure.
- Human Capital Index (HCI): A composite score based on factors like performance, skills, and experience to assess overall human capital.
- Economic Value Added (EVA): Calculates the value employees add to the company’s profitability and financial performance.
Importance:
Valuing human resources helps organizations make strategic decisions regarding workforce development, retention, and compensation. It also enables businesses to demonstrate the financial impact of their employees, improve HR practices, and align human capital with business goals. However, the process can be challenging due to the intangible nature of human capital and the subjectivity involved in evaluation methods.
2. Issues in Human Capital measurement and reporting
Human capital is a crucial asset for any organization, yet measuring and reporting its value presents several challenges due to its intangible nature. The process of measuring and reporting human capital involves assessing the skills, knowledge, experience, and potential of employees, which are often difficult to quantify. Below are some key issues faced in this domain:
1. Intangibility of Human Capital
- Challenge: Unlike physical assets or financial capital, human capital is intangible. Employees' skills, creativity, and relationships cannot be easily measured in monetary terms.
- Impact: This lack of direct measurability makes it difficult to accurately assess the value of human resources, often leading to reliance on subjective assessments and assumptions.
2. Lack of Standardization
- Challenge: There is no universally accepted standard or framework for human capital measurement. Different organizations may use different methods, metrics, and tools to measure the same human capital aspects.
- Impact: The inconsistency in approaches makes comparisons across organizations or industries challenging and undermines the credibility and reliability of human capital reporting.
3. Subjectivity in Valuation
- Challenge: Human capital measurement often relies on qualitative data, such as performance evaluations, leadership potential, or employee engagement. These are inherently subjective and can vary depending on the evaluator’s perspective or biases.
- Impact: Subjectivity leads to inconsistencies in the valuation process and may result in an overestimation or underestimation of employees' actual value to the organization.
4. Difficulty in Quantifying Future Contributions
- Challenge: Human capital's value is often projected based on future performance, such as an employee’s potential to generate revenue, reduce costs, or innovate. Predicting an employee’s future contributions is inherently uncertain and can fluctuate.
- Impact: The inability to accurately forecast future value can lead to inaccurate reporting and a failure to capture the long-term impact of human resources on organizational performance.
5. Inadequate Data and Metrics
- Challenge: Many organizations struggle to collect the right data to assess human capital. There may be gaps in performance data, employee satisfaction surveys, or skills inventories.
- Impact: Without reliable data, organizations cannot accurately measure human capital, leading to incomplete or misleading reports.
6. Organizational Complexity
- Challenge: In large or complex organizations, human capital is spread across different departments, roles, and locations, making it difficult to aggregate data into a single, cohesive report.
- Impact: This fragmentation can result in inconsistent measurements and a lack of a comprehensive view of the workforce’s value, making it challenging for decision-makers to form accurate conclusions.
7. Integration with Financial Reporting
- Challenge: While human capital is a significant driver of organizational success, it is often not directly reflected in financial statements, as employee value is not recognized as an asset in traditional accounting practices.
- Impact: This disconnect between human capital and financial performance reporting limits the ability of investors, managers, and stakeholders to fully understand the contribution of human capital to the organization’s overall success.
8. Privacy and Ethical Concerns
- Challenge: Human capital data often includes sensitive information, such as employee performance, compensation details, and personal development plans. Handling and reporting such information raises privacy and ethical concerns.
- Impact: Mishandling of personal or confidential data could lead to legal issues, employee mistrust, and potential harm to the organization’s reputation.
9. Employee Turnover and Retention
- Challenge: High employee turnover can skew human capital measurements, as employees who leave the organization may impact the perceived value of the workforce.
- Impact: Frequent turnover may lead to challenges in capturing the full value of human capital, especially if employees contribute significantly during their tenure but leave before their long-term impact can be fully measured.
10. Overemphasis on Quantitative Metrics
- Challenge: Organizations often focus heavily on quantitative metrics (e.g., hours worked, revenue generated, number of skills acquired) when assessing human capital. However, qualitative factors like employee engagement, culture, and leadership potential are harder to measure but equally important.
- Impact: An overreliance on numbers might lead to an incomplete picture of an employee's true value and may miss critical areas such as creativity, teamwork, or emotional intelligence, which are essential for organizational success.
3. Human Resource Accounting
Human Resource Accounting (HRA) is the process
of measuring and reporting the value of human capital in an organization. It
aims to quantify the financial worth of employees’ skills, knowledge, and
contributions to the company.
Human Resource Accounting is a system of measuring the cost
and value of employees to an organization. Instead of treating staff expenses
only as costs, HRA considers employees as assets whose skills, experience,
knowledge and productivity increase organizational value.
It aims to record investments made in hiring, developing and
retaining employees and also estimate the economic benefits generated from
them.
Definition
- HRA
is the process of identifying and reporting investments made in human
resources that are not accounted for in traditional accounting systems.
- It
measures the value of human capital and helps management make informed
decisions about personnel.
Objectives of Human Resource Accounting
- Provide
information on the cost of human resources.
- Improve
the quality of decision-making related to recruitment, training and
development.
- Show
the true earning capacity of the organization.
- Help
determine whether the organization is using its human resources
effectively.
- Assist
in workforce planning, budgeting and HR performance evaluation.
- Communicate
the value of human assets to stakeholders.
Importance
- Encourages
management to treat employees as valuable assets rather than expenses.
- Helps
evaluate the return on investment in HR.
- Improves
planning for training, staffing and development.
- Supports
better employee-related decisions.
- May
help reduce employee turnover if data shows loss due to attrition.
- Provides
a more realistic and accurate picture of organizational worth.
Methods of Valuation in HRA
Different methods are used to calculate the value of human
resources. Major approaches include:
1. Cost-Based Methods
These focus on estimating the cost spent on acquiring and
developing employees.
a. Historical Cost Method
Records the actual cost spent on recruitment, selection,
training and development of employees.
Advantages: Simple and easy to apply
Limitation: Does not reflect current value or
employee performance
b. Replacement Cost Method
Estimates how much it would cost to replace existing
employees with new ones having similar skills and experience.
Advantages: More realistic than historical cost
Limitation: Difficult to calculate accurately
2. Value-Based Methods
These estimate how much value employees create for the
company.
a. Present Value of Future Earnings Method
Calculates the net present value of the future earnings
employees are expected to generate for the company during their service.
b. Lev and Schwartz Model
One of the most widely applied models. It estimates the
value of human resources based on:
- Salary
for each age group
- Number
of employees
- Average
retirement age
- Discount
rate
3. Non-Monetary Methods
These methods assign no rupee value but measure qualities
like:
- Skill
levels
- Performance
- Employee
satisfaction
- Productivity
- Potential
Examples:
- Skill
inventory
- Ratings
and performance scores
- Human
resource scorecards
Advantages of HRA
- Helps
management understand the impact of HR investments.
- Enhances
workforce planning.
- Promotes
transparency in reporting.
- Encourages
long-term HR development programs.
- Shows
how employee performance affects organizational profits.
Limitations of HRA
- No
universally accepted method of valuation.
- Human
value is subjective and difficult to measure accurately.
- Employees
may feel uncomfortable being assigned a monetary value.
- Financial
statements prepared under law do not recognize human assets officially.
- Data
collection and calculation can be complex.
4. Principles of Effective HR Auditing
HR Auditing is the process of systematically reviewing and evaluating the HR policies, practices, and systems within an organization. The goal is to ensure that HR operations align with organizational objectives and legal requirements, and to identify areas for improvement. Effective HR auditing is guided by several principles that ensure the audit is thorough, objective, and beneficial for the organization.
Principles of Effective HR Auditing:
-
Comprehensiveness:
- The audit should cover all critical areas of human resource management, including recruitment, training, performance management, compensation, benefits, compliance, and employee relations.
- A holistic approach ensures that no aspect of HR management is overlooked.
-
Objectivity:
- The audit should be conducted impartially, without bias, and should rely on factual data, not subjective opinions.
- Using objective criteria and benchmarks ensures accurate evaluations and avoids skewed results.
-
Confidentiality:
- HR audits involve sensitive employee data, and it is crucial that all information is kept confidential to maintain trust and comply with legal requirements.
- Ensuring confidentiality helps protect the privacy of employees and reduces the risk of data misuse.
-
Alignment with Organizational Goals:
- HR auditing should be aligned with the overall strategic goals of the organization. This ensures that HR practices contribute to the broader objectives and business success.
- The audit should identify areas where HR can better support organizational growth, productivity, and employee satisfaction.
-
Compliance with Legal and Regulatory Standards:
- An effective HR audit must ensure that the organization's HR policies and practices comply with all relevant labor laws and regulations.
- Non-compliance with legal requirements can result in legal risks, fines, and damage to the company’s reputation.
-
Data-Driven Decision Making:
- The audit should be based on reliable data, such as employee feedback, HR records, performance metrics, and industry benchmarks.
- A data-driven approach helps provide actionable insights and allows for more precise recommendations.
-
Actionable Recommendations:
- The audit process should result in clear, actionable recommendations that can lead to improvements in HR practices.
- The focus should be on continuous improvement, identifying weaknesses, and suggesting practical solutions for enhancing HR efficiency and effectiveness.
-
Regular and Continuous Process:
- HR auditing should be an ongoing process, not a one-time event. Regular audits help monitor changes, track progress, and ensure the alignment of HR practices with evolving organizational goals.
- Continuous auditing helps to adapt HR practices to new challenges and regulatory changes.
5. Capitalized Earning approach concept
The Capitalized Earnings Approach is a valuation technique that estimates the value of a business by capitalizing its expected future earnings stream. It's based on the principle that the value of a company is the present value of its anticipated future profits. This approach is particularly useful for valuing established businesses with a stable earnings history and predictable future performance.
Calculation Methodology
The basic formula for the Capitalized Earnings Approach is:
Business Value = Expected Future Earnings / Capitalization Rate
Where:
Expected Future Earnings: This is typically the normalized earnings of the business, adjusted for any non-recurring items or unusual events. It can be a single year's earnings or an average of several years' earnings.
Capitalization Rate: This is the rate of return required by investors, reflecting the risk associated with the investment. It is inversely related to the value of the business; a higher capitalization rate results in a lower valuation, and vice versa.
Advantages of the Capitalized Earnings Approach
Simplicity: The Capitalized Earnings Approach is relatively simple to understand and apply.
Focus on Earnings: It directly focuses on the earnings of the business, which is a key driver of value.
Suitable for Stable Businesses: It is well-suited for valuing established businesses with a stable earnings history.
Disadvantages of the Capitalized Earnings Approach
Reliance on Historical Data: It relies heavily on historical data, which may not be indicative of future performance.
Subjectivity in Capitalization Rate: The selection of the capitalization rate is subjective and can significantly impact the valuation.
Not Suitable for High-Growth Businesses: It is not well-suited for valuing high-growth businesses or businesses with volatile earnings.
Ignores Asset Value: It does not explicitly consider the value of the company's assets.
Determining Expected Future Earnings
Accurately estimating expected future earnings is crucial for the Capitalized Earnings Approach. Several methods can be used:
Historical Earnings Analysis: Analyzing past earnings trends to identify patterns and project future performance. This involves adjusting for any non-recurring items, such as one-time gains or losses.
Weighted Average Earnings: Calculating a weighted average of past earnings, giving more weight to recent years. This approach is useful when earnings are trending upwards or downwards.
Industry Benchmarking: Comparing the company's earnings to those of its peers in the same industry. This can provide insights into the company's relative performance and potential for future growth.
Management Projections: Considering management's forecasts for future earnings, but these should be carefully scrutinized and validated.
Elective: Operation Research (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2022 | November | ||
2023 | April | ||
2023 | November | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: International Finance (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2022 | November | Solution | |
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Brand Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April | Solution | |
Elective: HRM in Global Perspective (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April | ||
Elective: Innovation Financial Service (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | Solution | |
2024 | April | ||
2024 | November | Solution | |
2025 | April | Solution | |
Elective: Retail Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April | ||
Elective: Organizational Development (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Project Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | Solution | |
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: International Marketing (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: HRM in Service Sector Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Strategic Financial Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Media Planning (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Workforce Diversity (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Financing Rural Development (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Sport Marketing (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: HRM Accounting & Audit (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Indirect Tax (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | Solution | |
2024 | November | Solution | |
2025 | April |
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Elective: Marketing of Non-Profit Organization (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | Solution | |
2019 | November | Solution | |
2023 | April | Solution | |
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Indian Ethos in Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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