BRL-106 Solved Question Paper June 2026 is our answer file for Managing Human Resources, with exam-length answers to all 8 questions IGNOU set this session, from the HR manager's role in retail to employee turnover. Two answers are open below so you can judge the quality; the full file comes on WhatsApp 9899436384.
BRL-106 Managing Human Resources key facts, June 2026 paper
- Course code: BRL-106
- Subject: Managing Human Resources
- Programme: Bachelor of Business Administration in Retailing, BBARIL, School of Management Studies
- Semester: Semester 3 core course
- Credits: 4
- Units: 12 units, not grouped into blocks
- Maximum marks: 100
- Duration: 3 hours
- Questions in the paper: 8 of 20 marks each; attempt any five, with no section restriction
- Internal choice: Q8 asks for any two of four short notes
- Word limits: none printed — the marks against each part are your only guide to length
- Sample answers shown here: 2 (Question 1 and Question 2)
- Questions in the paid file: all 8, with all four short-note options in Question 8 solved, which comes to 11 written answers; 6 questions are not shown on this page
- Exam session: June 2026 term-end examination
What the BRL-106 Solved Question Paper June 2026 covers
BRL-106 Solved Question Paper June 2026 is our answer file for BRL-106 Managing Human Resources, a 4-credit Semester 3 theory course of IGNOU's Bachelor of Business Administration in Retailing (BBARIL).
It gives you exam-length answers to all 8 questions IGNOU set this session, each worth 20 marks. The paper asked about the HR manager's role in a retail organisation, recruitment sources, methods of human resource development, Herzberg's two factor theory, performance appraisal, discipline, employee turnover and four short notes.
The answers are written for retail, not for HR in general. Where a textbook says “organisation”, our answers talk about stores, floor staff, cashiers, festive peaks and sales targets, because that is what BBARIL examiners look for in a BRL-106 answer.
Read the marks before you write. This paper prints no word limits, only marks, and it carries three unequal splits — more than any other paper we solve. Question 1 is 15+5, Question 2 is 5+15 and Question 6 is 8+12, so the heavy part sits in a different place in each one. A student who gives both parts equal space on Q1 or Q2 loses marks on the 15-mark half and wastes time on the 5-mark half.
8 questions · 20 marks each · attempt any five, no section rule · 180 minutes ÷ 5 = 36 minutes an answer · on IGNOU's usual scale of about 20 words a mark, a 20-mark answer is roughly 400 words, a 15-mark part about 300, a 12-mark part about 240, a 10-mark note about 200, an 8-mark part about 160 and a 5-mark part about 100
If you are still reading the course for the first time, pair this file with our BRL-106 Study Material so the theory and the exam answers support each other.
BRL-106 sample answers: Q1 and Q2 solved in full
Two complete answers from the IGNOU BRL-106 Question Paper of June 2026 are shown below, Q1 (15+5 marks) and Q2 (5+15 marks); the remaining 6 questions are answered only in the full file.
Read them as you would read the whole file. Each answer has an introduction, headed points with retail examples, and a short conclusion, which is the shape IGNOU evaluators reward in a 20-mark BRL-106 answer. Question wording follows the printed paper.
Question 1 Any 5 of 8 Unit 1 15 + 5 marks heavy part first Role of HRM set in 3 of 5 earlier papers
1. Explain the role of an HR manager in a retail organization. List out the five challenges of HRM in modern management. 15 + 5
Introduction. Retail is a people-intensive business. A shopper meets the brand through a cashier, a floor associate or a store manager, so the quality of the workforce decides the quality of the store experience. The HR manager in a retail organisation plans, hires, trains, rewards and retains these people so that every store runs smoothly and meets its sales goals.
Part A: Role of an HR manager in a retail organisation (15 marks)
- Manpower planning for stores. The HR manager estimates how many cashiers, floor associates, visual merchandisers and supervisors each store needs. The estimate depends on footfall, store size, opening hours and peaks such as festive sales and end-of-season discounts, so stores are neither short-staffed on busy days nor overstaffed on quiet ones.
- Recruitment and selection. Retail hires in large numbers at entry level. The HR manager chooses suitable sources (walk-ins, referrals, campus drives, job portals) and screens candidates for a customer-friendly attitude, basic numeracy and communication, using interviews, tests and reference checks.
- Induction and training. New staff are introduced to the company, store layout, policies, billing on the point-of-sale system, grooming and safety rules. Ongoing training covers product knowledge for new launches, upselling, handling returns and dealing with difficult customers.
- Performance management. The HR manager sets measurable targets such as sales per hour, average bill value, conversion rate, stock loss (shrinkage) and customer feedback scores. Regular appraisal and feedback show each employee where they stand and what to improve.
- Compensation and rewards. Retail pay usually combines a fixed salary with incentives or commissions linked to sales. The HR manager designs fair pay, shift and overtime allowances, and non-cash rewards such as “employee of the month” to keep morale high.
- Employee relations, grievance and discipline. Complaints about rosters, weekend duty, workload or a supervisor's behaviour are common in stores. The HR manager runs a clear grievance procedure and applies the code of conduct consistently, so discipline feels fair rather than personal.
- Legal compliance and welfare. Stores must follow rules on working hours, weekly offs, wages, provident fund and ESI, workplace safety and the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013. The HR manager keeps the organisation compliant and looks after staff welfare.
- Retention and career progression. Attrition is high in retail. The HR manager builds a visible career path (associate, senior associate, team leader, department manager, store manager), conducts exit interviews and acts on the reasons people leave.
- HR records and HRIS. Attendance, rosters, leave, payroll and training records for hundreds of employees across many stores are kept in a Human Resource Information System, which also gives managers data for decisions.
- Strategic partner and change agent. Following Dave Ulrich's well-known model, the HR manager plays four roles: strategic partner (linking people plans to business plans, such as staffing a new store), administrative expert (efficient HR processes), employee champion (voice of the staff) and change agent (leading change such as a move to self-checkout or omni-channel selling).
Part B: Five challenges of HRM in modern management (5 marks)
- High attrition and retention. Young, mobile employees switch jobs for small pay differences, which raises hiring and training costs.
- Workforce diversity. Managers must lead people of different ages, genders, languages and backgrounds fairly and without bias.
- Technology and reskilling. HRIS, HR analytics and automation change how work is done, and employees need regular reskilling to keep pace.
- Flexible and gig workers. Part-time, contract and seasonal staff are harder to engage, train and retain than permanent employees.
- Legal and ethical expectations. Changing labour rules, data privacy, workplace safety and employee wellbeing demand constant attention from HR.
Conclusion. In a retail organisation the HR manager is far more than a record keeper. By planning, hiring, training, rewarding and retaining the right people, and by handling modern challenges such as attrition and technology, the HR manager directly shapes customer experience, store productivity and profit.
Question 2 Any 5 of 8 Unit 4 5 + 15 marks heavy part second Recruitment set in all 5 earlier papers
2. Describe the importance of recruitment and explain the sources of recruitment with its merit and demerits. 5 + 15
Introduction. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organisation. It comes before selection: recruitment builds the pool of applicants, and selection picks the best from that pool.
Part A: Importance of recruitment (5 marks)
- Builds a pool of suitable candidates so that selection has real choice.
- Meets staffing needs on time, especially before festive and sale seasons when stores need extra hands quickly.
- Improves quality of hire and lowers later turnover by attracting people who suit customer-facing work.
- Saves cost and time in selection, because a well-targeted drive brings fewer unsuitable applicants.
- Strengthens employer brand and diversity, since the way a retailer recruits shapes how job seekers see it.
Part B: Sources of recruitment with merits and demerits (15 marks)
1. Internal sources fill a vacancy from people already inside the organisation.
- Promotion: moving a capable floor associate up to team leader.
- Transfer: shifting an employee from one store or department to another at the same level.
- Internal job posting: announcing vacancies on notice boards or the intranet so existing staff can apply.
- Employee referrals: current staff recommend friends or relatives, often with a referral bonus.
- Former employees: rehiring people who left on good terms, or recalling seasonal staff.
2. External sources bring in people from outside the organisation.
- Advertisements in newspapers, in-store posters and online.
- Campus recruitment from colleges and retail training institutes.
- Employment exchanges run by the government.
- Placement agencies and consultants, useful for managerial roles.
- Walk-in interviews, common for bulk hiring of store staff.
- E-recruitment through job portals, the company careers page and social media.
| Source | Merits | Demerits |
|---|---|---|
| Internal sources | Cheaper and faster; motivates staff because they see growth; the employee's performance is already known; shorter induction; builds loyalty. | Limited choice; no fresh ideas (“inbreeding”); can create jealousy among colleagues who were passed over; filling one post creates another vacancy; not enough for rapid expansion. |
| External sources | Wider choice of talent; brings new skills and ideas; can meet bulk hiring for new stores; helps build a diverse workforce. | Costly and time-consuming; higher risk of a wrong hire; longer induction and training; may demotivate existing staff who hoped for promotion. |
Conclusion. No single source is best. A sound retailer uses internal sources to reward and retain good performers, and external sources to bring in fresh talent and handle large or specialised hiring. Recruitment done well lays the foundation for the whole HR process that follows.
Exam-hall note on length. Both answers above are fuller than you can write in 36 minutes, because the full file doubles as a study resource. With no word limit printed, let the marks decide. In Question 1 the split is 15+5, so Part A deserves about 300 words and Part B only about 100 — six or seven of the ten roles are enough, and the five challenges should stay as one-line points. Question 2 reverses it: Part A is worth 5 marks and needs three or four lines, while Part B at 15 marks is where the sources and the merits-demerits table belong. The table is worth drawing in both cases, because it earns marks in very little space.
Questions answered only in the full file
These BRL-106 questions are printed below as they appear in the June 2026 paper; their answers are not shown on this page.
Where the printed paper has a clear slip, the correct form is given in square brackets.
3. Explain the various methods of Human Resource Development with examples. 20
4. Explain Herzberg's two factor theory and differentiate it from Maslow's theory. 20
5. What is performance appraisal? Explain the process of performance appraisal with examples. 20
6. Define discipline. Discuss the principles and procedures for disciplinary action. 8 + 12
7. What is employee turnover? Explain the four different types of employee turnover. 20
8. Write short notes on any two of the following: 10 + 10
(a) Job enrichment
(b) Reference check
(c) Importance of communication
(d) Balance score card [balanced scorecard]
Which five to pick. With no sections and no minimum from anywhere, you choose purely on strength. Question 8 is the lowest-risk answer on the paper: four options, two to write, ten marks and about two hundred words each, so two weak topics out of four cost you nothing and neither note has to run long. After that, the four single 20-mark questions — Q3, Q4, Q5 and Q7 — are simpler to plan than the split ones, because you write one continuous answer instead of balancing two parts against unequal marks. Leave Q1, Q2 and Q6 for last if you are unsure of the splits.
BRL-106 Managing Human Resources unit-wise syllabus
BRL-106 has 12 units that follow the full HR cycle of a retail business, from HR's role and manpower planning to recruitment, training, motivation, appraisal, discipline, records and retention.
The official BRL-106 study material on eGyanKosh runs as 12 units in one sequence, with no separate block titles. The table lists each unit with the topics examiners pick from it, and shows where each June 2026 question sits.
| Unit | Key topics inside it | June 2026 question |
|---|---|---|
| Unit 1: Human Resource Management: An Overview | Objectives and core elements of HRM; roles of the HR manager in retail; challenges of modern HRM | Q1 |
| Unit 2: Job Analysis, Job Design and Job Description | Job description and specification; job rotation, enlargement and enrichment; job evaluation | Q8(a) |
| Unit 3: Manpower Planning | Manpower planning model; steps and objectives; making planning effective for stores | None |
| Unit 4: Recruitment | Internal and external sources; e-recruitment and new trends; recruitment versus selection | Q2 |
| Unit 5: Selection and Induction | Selection steps and tests; application blank and reference check; retail induction programme | Q8(b) |
| Unit 6: Training and Development | On-the-job and off-the-job methods; executive development; simulation exercises | Q3 |
| Unit 7: Communication | Communication process; barriers and how to remove them; ten commandments of communication | Q8(c) |
| Unit 8: Motivation and Rewards System | Maslow, Herzberg, ERG, Theory X and Y; manager's role in motivating staff; types of rewards | Q4 |
| Unit 9: Performance Appraisal | Objectives and process; traditional versus modern methods; balanced scorecard; appraisal challenges | Q5, Q8(d) |
| Unit 10: Employee Grievance and Discipline | Causes and model grievance procedure; principles of discipline; disciplinary action steps | Q6 |
| Unit 11: HR Records and Information System | Purpose of HR records; HRIS components; steps to implement HRIS in retail | None |
| Unit 12: Retention | Factors in retention; types of employee turnover; employee exit and exit interviews | Q7 |
BRL-106 sets its units as one flat list of 12 rather than in blocks, which is how the whole BRL series is organised.
Two units produced nothing in June 2026: Unit 3 on manpower planning and Unit 11 on HR records and HRIS. Both match themes the repeat table below shows as regulars, so they are the obvious starting point for December 2026.
Two more units appeared only in half. Unit 8 supplied Q4 on Herzberg and Maslow, but the manager's role in motivating staff — the other half of that unit, and a theme set in three earlier papers — was not asked. Unit 10 supplied Q6 on discipline, but the grievance half of it, also set in three earlier papers, was left out. A student who ticks off Units 8 and 10 as covered will miss both.
BRL-106 question paper pattern and marks split
The IGNOU BRL-106 Question Paper is a 3-hour, 100-mark paper in which you attempt any five of 8 questions, each worth 20 marks.
| Part of the paper | What it looks like in June 2026 | How to plan your answer |
|---|---|---|
| Single 20-mark questions | Q3, Q4, Q5 and Q7 on HRD methods, Herzberg versus Maslow, the appraisal process and turnover types | About 36 minutes each; one introduction, six to eight headed points, short conclusion |
| Unequal split questions | Q1 at 15+5, Q2 at 5+15 and Q6 at 8+12 | Give each part space in proportion to its marks and label Part A and Part B; note that the heavy part is first in Q1 and second in Q2 |
| Short notes | Q8, any two of four, at 10+10 | Definition, four or five features with a retail example, one-line conclusion per note |
| Choice rule | 8 printed, attempt any five; no sections and all questions equal | Pick five you can write fully; a weak sixth answer earns nothing |
Three unequal splits on one paper is more than any other course we solve, and two of them mirror each other. That makes reading the marks the single most useful habit on this paper: the same 20 marks are divided three different ways, and writing two equal halves on Q1 or Q2 throws away part of the answer.
Older BRL-106 papers sometimes split a question into (a) and (b) parts of 10 marks each, while the 2025 and 2026 papers lean towards single 20-mark questions. You can compare the sessions yourself in our IGNOU Previous Year Question Paper collection.
BRL-106 topics IGNOU keeps repeating
Recruitment, training and development, and retention or turnover were set in all 5 earlier BRL-106 papers we checked, and all three came back in June 2026.
We read every BRL-106 term-end paper IGNOU has published: December 2023, June 2024, December 2024, June 2025 and December 2025, plus the June 2026 paper solved here. We could not find any BRL-106 paper before December 2023. A topic is counted once per paper, whether it came as a full question or a short note. The count column covers the five earlier papers and the last column shows separately whether June 2026 repeated each theme.
| Topic | Sessions asked | Earlier papers (of 5) | In June 2026? |
|---|---|---|---|
| Recruitment: sources, merits and demerits, new trends | Dec 2023, Jun 2024, Dec 2024, Jun 2025, Dec 2025 | 5 | Yes, Q2 |
| Training, development and HRD methods | Dec 2023, Jun 2024, Dec 2024, Jun 2025, Dec 2025 | 5 | Yes, Q3 |
| Retention, turnover and employee exit | Dec 2023, Jun 2024, Dec 2024, Jun 2025, Dec 2025 | 5 | Yes, Q7 |
| Communication: barriers, commandments, importance | Dec 2023, Jun 2024, Dec 2024, Dec 2025 | 4 | Yes, Q8(c) |
| Manpower planning: steps, model, effectiveness | Dec 2023, Jun 2024, Dec 2024, Dec 2025 | 4 | No |
| Performance appraisal: process, methods, challenges | Dec 2023, Jun 2024, Dec 2025 | 3 | Yes, Q5 |
| Meaning, objectives and role of HRM in retail | Dec 2023, Jun 2025, Dec 2025 | 3 | Yes, Q1 |
| Role of the manager in motivating retail staff | Dec 2023, Jun 2024, Dec 2024 | 3 | No |
| Grievance: causes and model procedure | Dec 2023, Dec 2024, Jun 2025 | 3 | No |
| HRIS: meaning and implementation steps | Jun 2024, Jun 2025, Dec 2025 | 3 | No |
| Motivation theories: Herzberg, hygiene theory, Theory X and Y | Jun 2025, Dec 2025 | 2 | Yes, Q4 |
| Job enrichment | Jun 2024, Jun 2025 | 2 | Yes, Q8(a) |
| Selection process, tests and reference check | Dec 2023, Jun 2025 | 2 | Yes, Q8(b) |
Three themes have a perfect record. Recruitment, training and development, and retention or turnover were set in every one of the five earlier papers and again in June 2026, which makes Units 4, 6 and 12 the three most reliable units on the course. Nine of the thirteen themes came back this session.
Four themes were skipped, and the order matters:
- Manpower planning (Unit 3) — 4 of 5 earlier papers, the highest count among the skipped themes, and Unit 3 gave no question at all. First on the list.
- HRIS (Unit 11) — 3 of 5, set in the three sessions before this one and then dropped, and Unit 11 also gave nothing.
- Grievance: causes and the model procedure (Unit 10) — 3 of 5, skipped even though Unit 10 did supply Q6 on discipline. The unit appeared; this half of it did not.
- Role of the manager in motivating retail staff (Unit 8) — 3 of 5, and not asked in any of the last three sessions, although Unit 8 supplied Q4 on Herzberg and Maslow. A theme on the way down, but not yet out.
This course also splits by session, and the window is evenly balanced. There are three June papers (2024, 2025 and 2026) and three December papers (2023, 2024 and 2025), so the comparison is fair. Two themes have never crossed over:
- Manpower planning has been set in all three December papers and in only one of the three June papers, and it has now been skipped in both June 2025 and June 2026. If you are sitting December 2026, treat it as near-certain.
- Job enrichment has been set in all three June papers and in none of the three December papers, which is why it turned up again as Q8(a) this session.
Three papers each side is a small sample, so treat this as a leaning rather than a rule — but the two patterns point in opposite directions and both are unbroken, which is worth planning around. Revise them alongside our IGNOU Solved Guess Paper before December 2026.
How our BRL-106 answers are written and checked
Every BRL-106 answer is written by Prateek Talwar, Academic Head, with our management subject team against IGNOU's own HR study material, and reviewed by Sheetal Kirola before it reaches you.
The writer starts from the June 2026 question exactly as printed, checks the marks split, and builds the answer around the terms IGNOU's units use, such as manpower planning model, model grievance procedure and simulation exercises. Retail examples are added to every answer because BBARIL papers ask about retail organisations by name.
Because this paper prints no word limits, the marks split does all the work. A 15+5 question gets a long first part and a short second one; a 5+15 question gets the reverse. The review checks that proportion as carefully as it checks the content.
Answers were planned after reading the five earlier BRL-106 papers listed above, so each one also covers the closely related points IGNOU has asked before. The turnover answer, for example, also touches retention factors, because both have been asked together.
The review checks definitions, theory names, marks-wise length and British spelling across all 8 answers. Question text is reproduced from the official IGNOU June 2026 paper, with any printing slip given correctly in square brackets.
BRL-106 solved file index: all 8 questions
The full BRL-106 solved file answers all 8 June 2026 questions; 2 are shown on this page and 6 are in the file only.
| Q no. | Question topic | Marks | Course unit | Where to read it |
|---|---|---|---|---|
| 1 | Role of an HR manager in retail; five challenges of HRM | 15 + 5 | Unit 1 | On this page |
| 2 | Importance and sources of recruitment with merits and demerits | 5 + 15 | Unit 4 | On this page |
| 3 | Methods of human resource development with examples | 20 | Unit 6 | Full file only |
| 4 | Herzberg's two factor theory versus Maslow's theory | 20 | Unit 8 | Full file only |
| 5 | Performance appraisal and its process with examples | 20 | Unit 9 | Full file only |
| 6 | Discipline: principles and procedure for disciplinary action | 8 + 12 | Unit 10 | Full file only |
| 7 | Employee turnover and its four types | 20 | Unit 12 | Full file only |
| 8 | Short notes: job enrichment, reference check, importance of communication, balanced scorecard, all four solved | 10 + 10 | Units 2, 5, 7 and 9 | Full file only |
Because Question 8 is answered for all four options, the eight questions come to eleven written answers in the file. If you are collecting papers for other courses in the same programme, our BBARIL Question Paper page groups them by semester.
Programmes that study BRL-106 Managing Human Resources
BRL-106 is a core course of IGNOU's Bachelor of Business Administration in Retailing (BBARIL), studied in Semester 3.
The June 2026 paper prints BBARIL as its programme, and IGNOU lists BRL-106 under BBARIL on its official website. Read more about the course structure on our IGNOU Bachelor of Business Administration (Retailing) page.
| Programme | Code | Link to BRL-106 |
|---|---|---|
| Bachelor of Business Administration in Retailing | BBARIL | BRL-106 is a 4-credit Semester 3 course; this June 2026 paper was set for BBARIL |
| Advanced Diploma in Retailing | ADIR | Does not include BRL-106; studies the related BRL-008 Human Resources course with overlapping topics |
Do not confuse BRL-106 with BRL-008. BRL-106 is not part of the Advanced Diploma in Retailing. ADIR learners sit a related 50-mark paper, BRL-008 Human Resources, which IGNOU sets for ADIR and BBARIL. Its topics, such as manpower planning, selection and HRIS, overlap heavily with BRL-106, so ADIR students can use this file for practice — but BRL-008 runs for 2 hours and 50 marks against BRL-106's 3 hours and 100 marks, so the answer lengths differ. Write the paper for the code on your hall ticket.
Get the full BRL-106 Solved Question Paper on WhatsApp
Send a WhatsApp message to 9899436384 and you will get the complete BRL-106 file with answers to all 8 June 2026 questions.
The file includes the 2 answers you read above and the 6 that are not shown here: HRD methods, Herzberg versus Maslow, the appraisal process, disciplinary action, the four types of turnover, and all four short notes from Q8, which comes to eleven written answers in all.
Mention “BRL 106 June 2026” in your message so our team sends the right file. If you are preparing other BBARIL courses in the same session, mention their codes in the same message.
BRL-106 Managing Human Resources FAQs
What does the BRL-106 Solved Question Paper June 2026 include?
It includes complete answers to all 8 questions of the IGNOU June 2026 BRL-106 Managing Human Resources paper. That covers the HR manager's role in retail, recruitment sources, HRD methods, Herzberg versus Maslow, performance appraisal, discipline, employee turnover and all four Q8 short notes, which comes to eleven written answers. Each answer is sized for 20 marks, follows the printed marks split, and uses retail examples that suit BBARIL examiners.
How can I get the full BRL-106 solved file on WhatsApp?
Send a message to WhatsApp 9899436384 saying “BRL 106 June 2026” and our team will share the complete file. It contains answers to all 8 questions in the paper: the 2 shown on this page plus the 6 that are not shown here. Question 8 is fully covered, with all four short notes solved, so you can pick any two in the exam.
How many questions must I attempt in the BRL-106 exam?
You must attempt any five of the 8 questions in the BRL-106 paper, and all questions carry equal marks. The paper is for 100 marks and lasts 3 hours, so each answer is worth 20 marks and deserves about 36 minutes. There are no sections, so you can pick your five purely on strength. Question 8 asks for short notes on any two of four topics, at 10 marks each.
How long should BRL-106 answers be if the paper prints no word limit?
Use the marks as your guide. IGNOU papers that do print limits work out at roughly 20 words a mark, so a 20-mark question comes to about 400 words, a 15-mark part about 300, a 12-mark part about 240, a 10-mark note about 200, an 8-mark part about 160 and a 5-mark part about 100. This paper carries three unequal splits, so check which half is the heavy one before you start writing.
Why do the marks splits matter so much on the BRL-106 paper?
Because this paper divides the same 20 marks three different ways. Question 1 is 15+5, Question 2 is 5+15 and Question 6 is 8+12, so the heavy part is first in Q1, second in Q2 and second again in Q6. That is more unequal splits than any other paper we solve. A student who writes two equal halves on Q1 gives only half the space to a 15-mark part and twice the space a 5-mark part deserves, and loses marks on both counts.
Which five BRL-106 questions should I attempt?
Question 8 is the lowest-risk answer on the paper: four short-note options, two to write, ten marks and about two hundred words each, so two weak topics out of four cost you nothing. After that, the four single 20-mark questions — Q3 on HRD methods, Q4 on Herzberg and Maslow, Q5 on appraisal and Q7 on turnover — are easier to plan than the split ones, because each is one continuous answer. Keep Q1, Q2 and Q6 for last unless you are confident about the splits.
Which BRL-106 Managing Human Resources topics repeat most often?
Recruitment, training and development, and retention or turnover were set in all five earlier BRL-106 papers from December 2023 to December 2025, and all three returned in June 2026. Communication and manpower planning came in four papers each, while performance appraisal, the role of HRM, the manager's role in motivating staff, grievance and HRIS came in three each. Nine of the thirteen themes we track came back this session.
Which BRL-106 topics were skipped in June 2026?
Four. Manpower planning, set in four of the five earlier papers, was absent and Unit 3 gave no question at all, which puts it first on a December 2026 list. HRIS, set in the three sessions before this one, was also dropped, and Unit 11 gave nothing. The grievance half of Unit 10 and the manager's role in motivating staff from Unit 8 were skipped too, even though both units did supply a question — so ticking off Units 8 and 10 as covered would be a mistake.
Does BRL-106 ask different topics in June and December?
It leans that way, and the window is evenly balanced at three June papers and three December papers. Manpower planning has appeared in all three December papers and only one June paper, and has now been skipped in both June 2025 and June 2026. Job enrichment is the mirror image: all three June papers and no December paper, which is why it came up again as Q8(a) this session. Three papers each side is a small sample, so treat it as a leaning, but if you are sitting December, prepare manpower planning.
Is BRL-106 the same course as BRL-008 Human Resources?
No, they are separate IGNOU courses. BRL-106 Managing Human Resources is a 4-credit BBARIL course with a 3-hour, 100-mark paper. BRL-008 Human Resources has a 2-hour, 50-mark paper set for ADIR and BBARIL. Their topics overlap a lot, including manpower planning, selection, motivation and HRIS, but the answer lengths differ, so you must write the paper for the code on your hall ticket.
Are the BRL-106 answers long enough for 20-mark questions?
Yes, each BRL-106 answer is written to the length IGNOU expects for 20 marks. Long answers have an introduction, six to ten headed points with retail examples and a conclusion. Where the paper splits marks, such as 15+5 or 8+12, the answer gives each part space in proportion, so you can see how much to write in the exam hall.
Can I use the BRL-106 solved paper to prepare for December 2026?
Yes, and that is one of its best uses. BRL-106 repeats its core topics often, so the June 2026 answers on recruitment, HRD, motivation, appraisal, discipline and turnover prepare you for questions that are likely to return. Combine the file with the repeat-topic table on this page and add manpower planning and HRIS, the two units this session left untouched.
Who wrote and reviewed the BRL-106 solved answers?
The BRL-106 answers were written by Prateek Talwar, Academic Head of Unnati Educations, with the management subject team, and reviewed by Sheetal Kirola before release. The review covers definitions, theory names, the proportion of each marks split and British spelling across all eight answers, and each answer is mapped to its eGyanKosh unit so you can verify it yourself.
About the authors
This BRL-106 solved paper was written and reviewed by the Unnati Educations management team, which has prepared IGNOU answer sets since 2016.
- Prateek Talwar, Academic Head, Unnati Educations. He wrote all eleven answers for this paper, including all four short-note options in Question 8. He has worked on IGNOU management and commerce material for over nine years and has prepared term-end answer sets across the BRL, BCOM and BBA course lists.
- Sheetal Kirola, Reviewer. She checked every answer against the twelve eGyanKosh units and the five earlier official BRL-106 papers, verified the theory names and statutory references in the samples, including Dave Ulrich's four HR roles and the full title of the Sexual Harassment of Women at Workplace Act of 2013, and confirmed that each part of a split question is sized to its own marks.
Our answers are written from the official IGNOU course material and past question papers, not copied from other websites. Question text is reproduced from the official IGNOU June 2026 term-end paper for study purposes. If you find an error on this page, message us on WhatsApp and we will correct it and reissue the file.