Management 2021 Paper I 50 marks Critically evaluate

Q3

(a) Briefly explain the concept of Corporate Social Responsibility (CSR) with industry illustrations. Critically evaluate major initiatives developed by multilateral agencies to measure CSR activities. 20 marks (b) "If money does not make you happy, you are not spending it right." Give your views on the statement in context of money being a tool for motivation. 15 marks (c) Briefly explain the distinguishing features between domestic and International Human Resource Management (IHRM). Critically evaluate pros and cons of employing Host Country Nationals (HCNs), Parent Country Nationals (PCNs) and Third Country Nationals (TCNs). 15 marks

हिंदी में प्रश्न पढ़ें

(a) उद्योग-धंधों के उदाहरणों के साथ नैगमिक सामाजिक दायित्व (सी एस आर) की अवधारणा को संक्षेप में समझाइये । सी एस आर गतिविधियों को मापने के लिए बहुपक्षीय अभिकरणों द्वारा विकसित प्रमुख पहलों का आलोचनात्मक ढंग से मूल्यांकन कीजिए । 20 (b) "यदि रुपया-पैसा आपको खुशी नहीं देता है तो आप उसको उचित ढंग से खर्च नहीं कर रहे हैं ।" रुपया-पैसा अभिप्रेरणा का एक साधन है, इस संदर्भ के साथ इस कथन पर अपने विचार व्यक्त कीजिए । 15 (c) देशीय एवं अंतर्राष्ट्रीय मानव संसाधन प्रबंध (आई एच आर एम) में अंतर करने वाली विशेषताओं को संक्षेप में समझाइये । मेजबान देश के नागरिकों (एच सी एनएस) मूल देश के नागरिकों (पी सी एनएस) और किसी तीसरे देश के नागरिकों (टी सी एनएस) को रोजगार देने से होने वाले भले और बुरे परिणामों का आलोचनात्मक ढंग से मूल्यांकन कीजिए । 15

Evaluate your answer to this question → See all 2021 Management questions

Directive word: Critically evaluate

This question asks you to critically evaluate. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

Begin with a brief introduction acknowledging CSR, motivation theories, and IHRM as interconnected themes in contemporary management. For part (a), spend approximately 40% of time/words (8 marks worth) explaining CSR dimensions with Indian industry examples like Tata or Infosys, then critically assess GRI, ISO 26000, and UNGC frameworks. For part (b), allocate 30% (5 marks worth) to examining the money-happiness paradox through behavioural economics and Herzberg's two-factor theory, using Indian context of salary satisfaction. For part (c), use remaining 30% (5 marks worth) to contrast domestic vs IHRM features, then evaluate HCN/PCN/TCN trade-offs with MNC examples like HUL or Maruti Suzuki. Conclude by synthesizing how ethical responsibility, intrinsic motivation, and global talent strategy converge for sustainable organizational success.

Key points expected

  • Part (a): Define CSR through Carroll's pyramid or triple bottom line; illustrate with Indian companies like Tata Steel's tribal development or ITC's e-Choupal; critically evaluate GRI Standards, ISO 26000, UN Global Compact, and ILO conventions on strengths, limitations, and developing country applicability
  • Part (a): Assess critique of Western-centric CSR metrics and their relevance to Indian MSMEs and informal sector realities
  • Part (b): Interpret the statement through behavioural economics (pro-social spending, experiential purchases) and contrast with traditional motivation theories (Maslow, Herzberg, McClelland); examine money as hygiene vs motivator factor
  • Part (b): Apply Indian context—salary satisfaction surveys, rising gig economy, and generational shifts in workforce priorities (Gen Z preferences)
  • Part (c): Distinguish domestic HRM from IHRM on dimensions of cultural environment, legal frameworks, employee diversity, risk exposure, and strategic complexity
  • Part (c): Evaluate HCNs (local knowledge, cost efficiency, limited global coordination), PCNs (control, career development, cultural myopia, cost), TCNs (global perspective, flexibility, complexity in compensation/taxation) with Indian MNC illustrations
  • Part (c): Critically assess ethnocentric, polycentric, regiocentric, and geocentric staffing approaches and their strategic fit
  • Synthesis: Connect how ethical CSR practices, well-designed monetary rewards, and strategic IHRM staffing together build sustainable competitive advantage in globalized business environment

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precisely defines CSR (Carroll's pyramid/TBL), distinguishes hygiene from motivator factors in part (b), and accurately contrasts domestic vs IHRM dimensions; for (c) correctly identifies ethnocentric/polycentric/regiocentric/geocentric orientationsBasic definitions present but conflates CSR with philanthropy, treats money motivation simplistically, or lists IHRM differences without conceptual depthMischaracterizes CSR as mere charity, confuses money's role in motivation theories, or fails to distinguish domestic and international HRM meaningfully
Framework citation20%10Cites GRI, ISO 26000, UNGC with critical assessment for (a); references Dunn & Norton, Kahneman, or Herzberg for (b); uses Perlmutter's EPRG framework or Dowling et al. for (c)Mentions some frameworks superficially without critical engagement or mixes up theoretical sources across partsNo recognizable frameworks cited, or significant errors in attributing theories (e.g., attributing CSR pyramid to Porter)
Case / Indian example20%10Rich Indian illustrations: Tata's CSR legacy, Infosys foundation work for (a); Indian salary satisfaction studies or startup equity culture for (b); Maruti-Suzuki's PCN-HCN evolution or TCS's global staffing for (c)Generic examples or only one part has Indian relevance; uses foreign MNCs without Indian adaptationNo Indian examples, or factually incorrect cases; relies entirely on hypothetical or Western illustrations
Multi-perspective analysis20%10For (a) critiques Western bias in CSR metrics and developing country challenges; for (b) balances behavioural economics with organizational justice theory; for (c) evaluates staffing choices through cost, control, and capability lenses with stakeholder trade-offsOne-sided analysis or descriptive listing without critical tension; misses developing country perspective in CSR critiquePurely descriptive with no critical evaluation; ignores contradictions between parts or presents only one viewpoint per sub-question
Conclusion & recommendation20%10Synthesizes all three parts into coherent argument: responsible business requires context-sensitive CSR measurement, strategic use of monetary rewards alongside intrinsic motivators, and adaptive staffing policies; offers actionable recommendations for Indian MNCsSummarizes parts separately without integration; generic conclusion not specific to question themesNo conclusion, or abrupt ending; conclusion contradicts body or introduces entirely new unsupported claims

Practice this exact question

Write your answer, then get a detailed evaluation from our AI trained on UPSC's answer-writing standards. Free first evaluation — no signup needed to start.

Evaluate my answer →

More from Management 2021 Paper I