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 HR practices and organizational strategy, equipping students with the tools to align human capital with business goals. This Summer 2026 final exam tests your ability to apply theoretical frameworks—like the Resource-Based View (RBV) and Balanced Scorecard (BSC)—to real-world HR challenges, from succession planning to competency gap analysis.

For DIU BBA students, practicing past exam questions is one of the most effective ways to prepare. It not only reinforces key concepts but also sharpens your ability to structure answers under time constraints. This solved guide covers all five questions from the 0413-325 Strategic HRM final exam, providing step-by-step solutions, formulas, and strategic insights. Whether you're revising for the final or looking to deepen your understanding of HR analytics and strategic workforce planning, this resource is designed to help you succeed.

Exam Overview & Mark Distribution

The Summer 2026 Strategic HRM final exam consists of five questions, each worth 8 marks, for a total of 40 marks. The questions assess three Course Learning Outcomes (CLOs) at varying cognitive levels (Level 2 to Level 4):

• CLO1 (Level 2): Compare and contrast HR theories (e.g., RBV vs. Contingency Perspective).
• CLO2 (Level 3): Apply HR frameworks (e.g., Balanced Scorecard, labor market analysis) to strategic decisions.
• CLO3 (Level 4): Analyze quantitative HR data (e.g., competency gaps, succession ratios, PAQ scores).

Solved Questions

Question 1: Resource-Based View vs. Contingency Perspective

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.

• Resource-Based View (RBV):

- Focuses on internal resources (e.g., skills, culture, intellectual property) as sources of sustainable competitive advantage.

- Assumes resources are valuable, rare, inimitable, and non-substitutable (VRIN).

- Risk: Overemphasis on internal strengths may lead to ignoring external threats (e.g., market shifts, regulatory changes).

• Contingency Perspective:

- Argues that HR strategies must align with external factors (e.g., industry trends, economic conditions, labor laws).

- Example: A tech firm in a high-turnover industry may need flexible hiring practices, while a manufacturing plant in a stable market may prioritize long-term retention.

- Risk: Over-reliance on external alignment may undermine core competencies if internal capabilities are neglected.

• Key Risk of Ignoring Contingency Perspective:

- Strategic Rigidity: The organization may fail to adapt to changing labor markets, customer demands, or technological disruptions.

- Example: A company investing heavily in RBV-driven training programs for outdated skills (e.g., legacy software) may lose relevance if the industry shifts to AI-driven tools.

- Solution: Balance RBV with environmental scanning (e.g., PESTLE analysis) to ensure HR strategies remain agile and context-aware.

Final Answer:

An organization that strictly follows the Resource-Based View (RBV) while ignoring the Contingency Perspective risks strategic misalignment with external realities. This can lead to inefficient resource allocation, missed opportunities, and competitive disadvantage in dynamic markets.

Question 2: Balanced Scorecard for Retail Turnaround

A retail chain experiences a sharp decline in customer satisfaction. To address this, the leadership team wants to:

1. Cut the recruitment budget to instantly boost short-term profitability.
2. Plan and fund targeted customer service training to improve order-fulfillment accuracy.

Use the Balanced Scorecard (BSC) framework to structure the turnaround strategy.

Part 1: Cutting Recruitment Budget (Short-Term Profit Boost)

• BSC Perspective: Financial (immediate cost reduction).
• Action Steps:

- Freeze non-critical hiring (e.g., back-office roles) to reduce payroll expenses.

- Reallocate recruitment funds to customer-facing roles (e.g., cashiers, support staff).

- Leverage internal mobility: Promote high-performing employees to fill gaps instead of external hiring.

• Risk: Over-cutting may lead to understaffing, worsening customer service further.
• Mitigation: Monitor employee turnover rates and customer satisfaction scores post-implementation.

Part 2: Customer Service Training (Long-Term Improvement)

• BSC Perspective: Customer (directly impacts satisfaction) and Internal Process (order accuracy).
• Action Steps:

- Identify training needs: Use customer feedback data to pinpoint pain points (e.g., slow checkout, incorrect orders).

- Design targeted modules:

- Technical training: POS system efficiency, inventory management.

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