HRM2605 | Human Resource Management – HRM2605, UNISA, 2012–2014 exam material with solutions

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HRM2605 SOLUTION
SECTION A (30 MARKS)
1. 1 6. 1 11. 4 16. 4 21. 2 26. 2
2. 4 7. 4 12. 3 17. 2 22. 1 27. 3
3. 4 8. 1 13. 4 18. 2 23. 1 28. 2
4. 4 9. 2 14. 1 19. 1 24. 1 29. 2
5. 3 10. 4 15. 3 20. 4 25. 2 30. 3


SECTION B

QUESTION 1 (20 MARKS)

1.1 (8 marks)

The grounds for dismissal are misconduct. The employer needs to have taken the following into
consideration:

 The matter must be investigated
 The employee must be given prior notice of the charge brought against him as well as the
results of the investigation.
 The employee must be given the chance to state his case in response.
 The employee must be entitled to assistance and representation by a trade union official or
fellow worker.
 The employee must be notified in writing of the employer’s decision.
 The employer must provide the employee with reasons why dismissal was seen as the
appropriate sanction.

1.2 (10 marks)

 The employee will have 30 days to dispute the unfair dismissal
 The dispute will be taken to CCMA
 Conciliation will occur
 The council will make a ruling
 If there is a failure to resolve the dispute, it will be referred for arbitration
 Arbitration will occur and the relevant party will be awarded compensation or the dismissal
will stand, depending on the findings

1.3 (2 marks)

 Thabo can take a fellow employee or a trade union representative
 The employer can have the HR department to represent the company




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QUESTION 2 (20 MARKS)

2.1 (15 marks)

The work hierarchy of work activities is:

 Job family – this is a category in which the job falls into e.g. compensation managers
 Occupation – jobs that are combined across the organisation based on their skills, efforts
and responsibilities e.g. compensation specialist
 Job – a group of positions that are similar enough in their job elements, tasks and duties to
be covered by the same job analysis e.g. payroll manager.
 Position – a combination of all duties required of the person performing the job. Each
person in an organisation hold a position e.g. compensation policy administrator
 Duty – several distinct tasks that are performed by an individual to complete a work activity
for which they are responsible e.g. payroll processing
 Task – an identifiable unit of work activity that is produced through the application of
methods, procedures and techniques e.g. preparing payroll forms
 Element – the smallest practical unit into which any work can be subdivided e.g. signed
payroll cheques

2.2 (5 marks)

 The old labour act was amended so much it no longer formed an intelligible piece of
legislation
 The system of collective bargaining did not function adequately
 There was no structural support for worker participation in decision making
 The dispute resolution was ineffective
 The needs for small businesses were not adequately addressed
 The old act did not comply with labour provisions in the interim constitution

QUESTION 3 (20 MARKS)

3.1 (4 marks) (include examples)

 Acquainting new employees with job procedures
 Establishing relationships with co-workers, including subordinates and supervisors
 Creating a sense of belonging among employees by showing them how their jobs fits into
the overall organisation
 Acquainting new employees with the goals of the organisation
 Indicating to the employees the preferred means by which these goals should be attained
 Identifying the basic responsibilities of the job
 Indicating the required behaviour patterns for effective job performance




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3.2 (4 marks)

 Recruitment
o Job descriptions may be used to develop recruitment advertisements and provide
applicants with additional information about job openings.
 Interviewing
o Job descriptions are often used when they include job specifications as a means of
providing the interviewer with concise, accurate information about the job.
o The interviewer can then better match the applicant to the job opening and make sure
that the minimum qualifications of the job are met by the applicant.
 Orientation
o New employees may be given job descriptions to spell out job requirements and areas
to be evaluated.
 Training
o Organisations use job descriptions to specify both the training an employee requires for
effective performance and the type of training current employees may need to become
promotable.

3.3 (12 marks)

a) Needs assessment
b) Training and development
c) Evaluation

a) Needs assessment

 Systematic analysis of the specific training management development activities required by
an organisation to reach its objectives – good for organisations with HR problems.
 May be conducted on three levels:
o Organisational analysis
 Organisation-wide performance criteria e.g. absenteeism, turnover, employment
equity problems, etc.
 The purpose of this analysis is to uncover major problem areas that may indicate a
need for training.
o Operations analysis (job/task analysis) – the purpose is to determine how a job should
be performed – the desired level of performance.
o Individual analysis – focuses on the employee and is used to identify employees for
training. The two purposes of individual analysis are:
 Who currently needs training and development?
 What skills, knowledge, abilities or attitudes needs to be acquired or strengthened
now and in future – the performance gap must be filled.
 Management succession chart (executive succession chart) – chart or schedule that shows
potential successors for each management position within the organisation.




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