0413-325 Final Solved Questions & Study Guide (Summer 2026)

0413-325 Strategic HRM Final Exam Solved Questions — Summer 2026 (DIU BBA)

Introduction

Strategic Human Resource Management (SHRM), coded 0413-325, is a cornerstone course in the BBA program at Daffodil International University (DIU). It bridges the gap between human capital and organizational strategy, equipping students with frameworks like the Resource-Based View (RBV), Balanced Scorecard (BSC), and contingency theory to align HR practices with business goals. For DIU BBA students, mastering this course is essential not only for academic success but also for real-world applications in HR leadership, workforce planning, and organizational turnaround strategies.

Practicing past exam questions is one of the most effective ways to prepare for the Strategic HRM final exam. It helps students understand the exam pattern, apply theoretical concepts to practical scenarios, and identify knowledge gaps. This solved guide for the Summer 2026 final exam provides step-by-step solutions, detailed explanations, and strategic insights—all tailored to help DIU BBA students achieve top grades while building skills for their future careers in HR and business leadership.

Exam Overview & Mark Distribution

The 0413-325 Strategic HRM final exam (Summer 2026) consists of five questions, each worth 8 marks, totaling 40 marks. The questions assess four Course Learning Outcomes (CLOs) at varying cognitive levels—from comparative analysis (Level 2) to quantitative competency gap analysis (Level 4). Below is the mark breakdown:

• Question 1: Comparison of RBV and contingency perspective (8 marks) — CLO1, Level 2
• Question 2: Balanced Scorecard turnaround strategy (4+4 marks) — CLO2, Level 3
• Question 3: HR role in strategic expansion (8 marks) — CLO2, Level 3
• Question 4(i): Competency gap analysis (4 marks) — CLO3, Level 4
• Question 4(ii): PAQ survey scoring (4 marks) — CLO3, Level 4

Solved Questions

Question 1: Compare the outcomes of the resource-based view and the contingency perspective to determine what an organization risks if it strictly follows the former while completely ignoring the latter.

Solution Steps:

• Define the Resource-Based View (RBV):

The RBV posits that an organization’s competitive advantage stems from its unique, valuable, rare, and hard-to-imitate resources—especially human capital. Under RBV, HR focuses on developing internal talent, fostering core competencies, and leveraging employee skills as strategic assets.

• Define the Contingency Perspective:

The contingency approach argues that HR strategies must adapt to external and internal situational factors—such as market conditions, technology, or organizational size. There is no one-size-fits-all solution; effectiveness depends on alignment with context.

• Outcomes of RBV:

- Long-term competitive advantage through talent differentiation.

- Strong organizational culture and employee loyalty.

- Focus on internal development over external hiring.

• Outcomes of Contingency Perspective:

- Flexibility in HR policies to respond to change.

- Situational relevance—strategies fit the environment.

- Risk mitigation through adaptive planning.

• Risks of Ignoring Contingency:

If an organization strictly follows RBV and ignores contingency, it risks:

- Misalignment with external realities (e.g., economic downturns, regulatory changes).

- Over-reliance on internal resources that may become obsolete.

- Inflexibility—unable to pivot when market demands shift.

- Strategic rigidity, leading to competitive disadvantage in dynamic industries.

Final Answer:

An organization that adheres solely to the Resource-Based View while ignoring the contingency perspective risks strategic inflexibility, misalignment with external conditions, and failure to adapt to changing environments. This can erode competitive advantage and limit long-term sustainability.

Question 2: A retail chain experiences a sharp decline in customer satisfaction. To address this issue, the leadership team wants to organize a turnaround strategy using a Balanced Scorecard framework. (a) Identify ways to cut the recruitment budget to instantly boost short-term corporate profitability. (b) Plan and fund targeted customer service training tracks to improve order-fulfillment accuracy.

Solution Steps:

Part (a): Cutting Recruitment Budget to Boost Short-Term Profitability

• Freeze Non-Essential Hiring:

Pause recruitment for non-critical roles (e.g., administrative, back-office) to reduce payroll costs.

• Leverage Internal Mobility:

Fill open positions through internal transfers or promotions, reducing recruitment and onboarding costs.

• Reduce Agency Fees:

Minimize reliance on external recruitment agencies and shift to in-house talent sourcing (e.g., employee referrals, social media).

• Optimize Job Descriptions:

Narrow job requirements to essential skills only, reducing time-to-hire and advertising costs.

• Use Contract or Part-Time Workers:

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