HRM2605 EXAM PACK 2023

September/November 2021 HRM2605 Human Resource Management for Line Managers 75 marks Duration: 3 hours EXAMINERS: FIRST EXAMINER: Dr M du Plessis SECOND EXAMINER: Ms M Sukdeo MODERATOR: Dr M Bezuidenhout This paper consists of seven (7) pages. Instructions: (1) Students must upload their answer scripts in a single PDF file (answer scripts must not be password protected or uploaded as “read only” files). (2) NO e-mailed scripts will be accepted. (3) Students are advised to preview submissions (answer scripts) to ensure legibility and that the correct answer script file has been uploaded. (4) During the examination session, students are permitted to resubmit their answer scripts should their initial submission be unsatisfactory. (5) Incorrect file format and uncollated answer scripts will not be considered. (6) Incorrect answer scripts and/or submissions made on unofficial examination platforms will not be marked and no opportunity will be granted for resubmission. (7) A mark awarded for an incomplete submission will be the student’s final mark. No opportunity for resubmission will be granted. (8) A mark awarded for illegible scanned submission will be the student’s final mark. No opportunity for resubmission will be granted. (9) Submissions will only be accepted from registered student accounts. (10) Students suspected of dishonest conduct during the examinations will be subjected to disciplinary processes. Unisa has a zero tolerance for plagiarism and/or any other forms of academic dishonesty. (11) Students are provided one hour to submit their answer scripts after the official examination time. Submissions made after the official examination time will be rejected by the examination regulations and will not be marked. (12) Students experiencing network or load shedding challenges are advised to apply for an aegrotat and submit supporting evidence within three days of the examination session. (13) Students experiencing technical challenges during the examination session should send an email to . Only communication received from your myLife account will be considered. (14) Please ensure that you submitted a declaration of honesty. (15) Submit your answer file on the official myExams platform. Detailed instructions are provided in the student guide: Take-Home or Portfolio Exam (File Upload) on myExams S - The study-notes marketplace CONFIDENTIAL Page 2 of 7 HRM2605 September/November 2021 [TURN OVER] ANSWER ALL THREE (3) OF THE FOLLOWING QUESTIONS. QUESTION 1 Read the following scenario and then answer the questions that follow. Remember: your answers should relate to the information provided in the scenario. Coping with demands at work Naledi Lekota is a working mother that hardly has time to relax after hours. She works extremely hard and has been working at the Val-De-Grace Hospital for more than 10 years. Naledi has been the matron at the hospital for almost seven years. The operations manager, David Dlamini, whom she reports to, suddenly passed away and the hospital is urgently looking for a replacement for him. Naledi has all the right qualifications and experience as she has over the years during his absence been acting as the operations manager – a job she has done very well. Despite this, the hospital authorities are not even considering her for the position. The directors of the hospital believe that it is a “man’s job”, and they are not prepared to consider her as a possible candidate. Previously, managerial vacancies were also filled by external candidates, because management felt that “the new blood” introduced in this way contributed to innovation and creativity. Naledi has always tried to make the work environment a better place for the nursing staff. Their wellbeing has been a big priority for her. She recently noticed that because of the numerous vacancies at the hospital, her nursing staff are working very hard to cope with the ever-increasing demands from patients. There has also recently been a worldwide pandemic that has now spread to South Africa. Several people have been hospitalised and placed in isolation wards to stop the spread of the virus and for intensive monitoring. This has worsened the staffing situation as the employees now have to work additional shifts to cope with the increasing number of patients. These employees reported feeling exhausted and as though their efforts and performance are not recognised. Some staff members even said that they would leave as soon as they found another job that offered better working conditions. 1.1 HR professionals should recognise that employees generally progress through different career stages. Identify [½ mark] and briefly discuss [ ½ mark] the career stage in which Naledi finds herself. Substantiate your discussion with an example from the case study [1 mark]. (2) 1.2 Identify [2 marks] and briefly discuss [2 marks] two problems that Naledi faces in terms of her career. (4) 1.3 The Board of Directors assumed that the operations manager position is more suitable for male employees. Evaluate the legality of this assumption or opinion by referring to the requirements set out in the Employment Equity Act, no 55 of 1998. (2) S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 3 of 7 HRM2605 September/November 2021 [TURN OVER] 1.4 Identify the recruitment source that was used to attract suitable candidates for the managerial vacancies at the hospital [1 mark]. Secondly, outline two advantages and two disadvantages of using this recruitment source [4 marks]. (5) 1.5 You have read in an article that internal staffing can be beneficial to an organisation. Convince the Board of Directors to consider an internal staffing strategy that will ensure fairness in the selection and promotion procedures of the hospital. In your answer, you should refer to the advantages of adopting an internal staffing strategy. (5) 1.6 Identify and define the health condition that the employees in the scenario are experiencing because of their situation at work [1 mark]. Secondly, explain what the employer can do to assist these employees in managing this health condition [4 marks]. (5) 1.7 The following snippet was obtained from the scenario: “Some staff members even said that they would leave as soon as they found another job that offered better working conditions.” Evaluate this statement and advise Naledi on the actions that she can take to ensure that the employees do not leave the organisation. (2) [25] S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 4 of 7 HRM2605 September/November 2021 [TURN OVER] QUESTION 2 Read the following scenario and then answer the questions that follow. New beginnings at Technology for Africa Amir Naidoo has recently been appointed as the HR manager at Technology for Africa, a company that specialises in the design of global positioning systems (GPSs). The company has a client base throughout the southern part of Africa and the company has been expanding rapidly during the past few years. Unfortunately, due to inexperience, management has made several mistakes in terms of their staffing needs and future requirements, which has led to a reputation of poor service delivery. Amir was asked to advise the directors of the company on the way forward. Technology for Africa has recently formed an alliance with a tour operating company that organises tours for international clients visiting Africa. With this alliance, there is a possibility that the company could experience growth and increase its revenue. Should this alliance realise, they will have to appoint additional staff to ensure that they provide the best possible service to its clients. As Amir starts settling into the company, he starts asking for more information and he discovers that no one can provide him with the new strategic plan for the company. This is concerning for Amir, and he approaches the managing director, Nadja Helgard, for guidance. Nadja informs him that they do have a five-year plan, but that it is not communicated to the employees. Amir also talks to several line managers and employees in different divisions and realises that most of the employees are unhappy at the company. He suspects that the salaries and wages that the company pays are not market related. Several youngsters complained that they did not get any feedback on their work. They also complained that there were not enough training opportunities and only few people got the opportunity to progress in their careers. Several employees resigned because they felt the organisation is not the right fit for them. Besides these concerns, Amir also noticed that there is a general perception that the supervisors are not fair and consistent in the application of rules and disciplinary procedures. 2.1 What action should Amir take to ensure that the company’s staffing needs and future employee requirements are addressed? In your answer, you should identify the HR process [1 mark] and briefly apply it to the scenario [4 marks]. (5) 2.2 What HR function should Amir use to determine if the salaries that the organisation pays are comparable to those of other organisations in the same industry [1 mark]? In your answer, you should identify the most suitable technique used for this function [1 mark] and briefly discuss it [3 marks]. (5) 2.3 Identify at least five (5) HRM problems that Amir is presented with in the scenario. (5) S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 5 of 7 HRM2605 September/November 2021 [TURN OVER] 2.4 Explain which HR functions must be put in place to reduce or eliminate the problems identified in question 2.3. In your answer, you should first identify the HR functions [5 marks] and then explain how it will address the problem [5 marks]. Use the table below to structure your answer. Problem identified in question 2.3 HR function How will the HR function address the problem identified in question 2.3? 1. 2. 3. 4. 5. (10) [25] S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 6 of 7 HRM2605 September/November 2021 QUESTION 3 3.1 Read the following scenario and then answer the questions that follow. Golden Insurance (Pty) Ltd is a large life-insurance organisation in South Africa. The organisation has many divisions, but one department that has been receiving a lot of criticism in the media is its inbound call centre. Customers have been complaining that the call centre agents are rude and disrespectful and that their calls are directed to various departments before they reach the correct one. Simon, the call centre supervisor, has approached you for assistance in developing and presenting a training programme for the call centre agents. He believes both existing and new call centre agents should be taught how to answer incoming telephone calls professionally, listen to what the customer requires and then assist the customer in an efficient and professional manner. Apply the systems approach to training and development (T&D) to the scenario by answering the following questions: 3.1.1 Explain how the first phase of the systems approach to T&D should be applied to address the problems at Golden Insurance (Pty) Ltd [3 marks]. On which level does Golden Insurance’s immediate training needs lie? [1 mark]. Substantiate your answer with an example from the scenario [1 mark]. (5) 3.1.2 Which T&D technique should be used to present the training programme to the call centre agents? [1 mark] Substantiate your answer with a reason [1 mark]. (2) 3.1.3 After you have presented the training programme, it is important to determine the extent to which the trainees have changed as a result of participating in the training programme. Explain the evaluation strategy that should be followed to determine if the training programme was effective. (3) 3.1.4 How may call centre agents’ jobs be redesigned so that they are more satisfied and challenged by their work [4 marks]? Can a call centre agent’s job be enriched or enlarged so that the employee remains satisfied and productive or does it resemble an assembly line [1 mark]? (5) Question 3.1 = 15 marks 3.2 Read the following scenario and then answer the question that follows. On a Friday afternoon, a difference of opinion breaks out between employees A and X about a soccer game to take place on the following Saturday. The argument takes place on a bus provided by the employer to take the employees home. The difference of opinion soon becomes heated, and employee X assaults employee A. Employee A is X’s subordinate. The bus, which belongs to the employer, is full of other employees who witnesses the events and some of them report the matter to the Head: HRM the following Monday. Employee X has been known S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 7 of 7 HRM2605 September/November 2021 to verbally abuse other employees (and previously received a written warning for these eight months before this incident on the bus). He has been with the same employer for ten years. Employee A has only been in the service of the company for four years, but he has a clean disciplinary record. The Head: HRM is considering dismissing employee X only. Because the Head: HRM is an experienced manager, she does not need any guidance in procedural fairness – she knows that the employee must be given due notice, and that he must be given an opportunity to state a case in response to the charges brought against him. She does, however, have some difficulty in respect of substantive fairness (the reason for the dismissal). She approaches you for advice and assistance in applying the provisions of the Code of Good Conduct: Dismissal. Advise the Head: HRM on the substantive fairness of the dismissal of employee X. (5) 3.3 Trade unions’ common strategies for ending the bargaining impasse include power tactics, such as calling a strike, waging a corporate campaign, setting up a picket line or imposing a boycott. If trade unions wish to engage in a protected strike, certain procedural requirements must be met before this strike is protected in terms of the Labour Relations Act (LRA) 66 of 1995. Briefly discuss these procedural requirements as stipulated by the LRA. (5) [25] Total = [75] © UNISA 2021 S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace HRM2605 November 2021 Exam S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace Question 1 1.1 Naledi is in the maintenance stage. People generally achieve their highest advancement during the maintenance stage, devoting a considerable amount of their energies to developing and guiding others with less experience. For example, in the given case, Naledi has always tried to make the work environment a better place for the nursing staff. Their wellbeing has been a big priority for her. 1.2 Naledi is facing the problem of opportunities for career development and growth 1.3 According to the Employment Equity Act 55 of 1998 in South Africa, it is illegal to recruit people based on their gender. In view of the Employment Equity Act no 55 of 1998 an employer may not disqualify and applicant because of gender. The Employment Equity Act 55 of 1998 (EEA) aims to achieve equity in the workplace by promoting equal opportunity and fair treatment in employment through the elimination of unfair discrimination and the implementation of affirmative action measures to redress the disadvantages in employment experienced by designated groups, in order to ensure their equitable representation in all occupational categories and levels in the work force. 1.4 The recruitment source that was used by the hospital is the External Recruitment. The advantages of External Recruitment are  Applicant pool is greater  Minimises Peter Principle The disadvantages of external recruitment are  Destroys incentive of employees to strive for promotion  The individual's ability to fit in with the rest of the organisation is unknown S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace 1.5 internal staffing can be beneficial to an organisation. The main advantages of internal staffing are:  Increases morale of all employees  Knowledge of personnel records  Chain effect of promotion  Need to hire only at entry level  Usually faster, less expensive 1.6 The employees are experiencing burnout. To help the employees, the employer can provide with some healthcare programmes. Employee assistance programmes (EAPs) designed to help employees overcome personal crises such as alcoholism, job burnout or family problems are offered by many large employers. The employer can also provide with the wellness programmes. A complete wellness programme has three components, It helps employees identify potential health risks through screening and testing, o It educates employees about such health risks as high blood pressure, smoking, poor diet and stress and It encourages employees to change their lifestyles through exercise, good nutrition and health monitoring. 1.7 The statement indicate that the employees are demotivated with the working conditions and are now looking for other better organisations with better working conditions. To retain employees, Naledi can improve employee motivation through some incentives and help them realise that they are making a difference in the organisation. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace Question 2 2.1 The HR process applicable in this scenario is the strategic human resource planning. Strategic human resource planning (SHRP) is necessary to the scenario to ensure that employees with the appropriate talent, skills and desire are available and appointed in the right position, at the right time. SHRP therefore ensures that experienced talent is recruited well in advance and can reduce the incident of mistakes in terms of their staffing needs and future requirements, which has led to a reputation of poor service delivery. The first step, the HR management have to monitor and assess the company mission and core businesses, its strategic plans and parameters as well as its concepts, structure and cultural and HR challenges. The second step is to conduct environmental scanning to gather information about trends and anticipated developments in the external and internal environmentand its relevance for HR strategy. The HR management will then do the HR demand analysis which entails the evaluation of the future supply of labour. 2.2 The HR function should Amiruse to determine if the salaries that the organisation pays are comparable to those of other organisations in the same industry is the Job evaluation. The most suitable technique used for this function is External equity. External equity is about comparing what an employee earns in the organization for which they work to similar jobs in other organizations. External equity refers to fairness of pay against the external market. External equity compares what the company is willing to pay for talent versus what outside organizations competing for the same talent are willing to pay. It provides a basis for competitive job offers, salary adjustments, and salary structures. 2.3 The following HRM problems are evident from the scenario:  The employees are unhappy and job satisfaction, employee engagement and morale at an all-time low.  Employees did not receive feedback on their work or performance.  Salaries / compensation / remuneration is not adequate  There are not enough training opportunities S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace  Only a few employees are provided with opportunities to progress in their careers.  Employees resigned because they felt that the organisation was not the right fit for them. 2.4 Problem identified in question 2.3 HR function How will the HR function address the problem identified in question 2.3? 1 Only a few employees are provided with opportunities to progress in their careers. Internal staffing and career management The organisation could assist the employees in developing career plans. By developing career plans, organisations can gradually prepare employees to progress in their careers and offer opportunities for promotion 2 Employees did not receive feedback on their work or performance Performance management and appraisal: HR could design and implement a performance appraisal system for appraising the performance of the employees. Performance-related feedback are one of the most important methods for enhancing employee development and improving individual performance. 3 There are not enough training opportunities Training and development: Currently, the organisation does not offer opportunities for training and development. To address this problem, HR could conduct a training needs analysis to identify the training needs and then design training programmes to address these needs. By offering training and developmental opportunities, S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace the competencies and capabilities of the employees will increase, and ongoing learning is encouraged. 4 Salaries / compensation / remuneration is not adequate Compensation: The objectives of a compensation system are to (1) attract talented employees, (2) retain talented employees and (3) motivate talented employees. HR could therefore first conduct a wage and salary survey to determine if the compensation offered are market related; and then design and implement a compensation and benefit system for all employees. 5 The employees are unhappy and job satisfaction, employee engagement and morale at an all-time low Strategic human resource planning (SHRP) SHRP will ensure that the right number of qualified people are placed in the right job at the right time. SHRP will reduce job dissatisfaction, employee turnover and absenteeism, and increase employee morale. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace Question 3 3.1.1 The first phase of the systems approach to T&D is needs assessment. The first step in the systems approach to training and development is a needs assessment. Simon will conduct the needs assessment to identify problems, shortcomings or gaps that can be overcome or minimised with training and development. The needs assessment may be conducted at three levels, namely Organisational analysis, operational analysis or individual analysis. Since the call centre department is the one with the main problems, Simon can focus on the operational analysis and individual analysis. Simon can make use of questionnaires, observation, skills and knowledge tests, personal development plans, performance appraisal data and critical incidents to obtain information from employees in the call centre department. immediate training needs lie on operational level. As indicated in the case study, Simon believes both existing and new call centre agents should be taught how to answer incoming telephone calls professionally, listen to what the customer requires and then assist the customer in an efficient and professional manner. 3.1.2 The T&D technique that should be used to present the training programme to the call centre agents is coaching. Coaching is an on-the-job approach in which a manager has the opportunity to teach an employee on a one-to-one basis. This is a method by which a manager plays the role of a helper and a teacher, and this is most suitable as it allows the employees to train in the real job setting. 3.1.3 The valuation strategy that can be used to determine if the training programme was effective is to assess the extent to which the objectives were met using the levels of T&D evaluation. Level 1: How did the participants react? - trainee normally completes a questionnaire about the adequacy of the T&D facilities, the skill of the trainer, the quality of the programme content and the relevancy of the T&D techniques. Level 2: what did the participants learn? - Learning is often assessed by testing a trainee both before and after a programme. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace Level 3: how did participants’ behaviour change? - Participants in T&D are expected to learn a skill or body of knowledge that results in a positive change in job behaviour. Level 4: what organisational goals were affected? - examines the impact of T&D on organisational goals of productivity, quality and job satisfaction, as well as decreased turnover, accidents and grievances 3.1.4 The call centre jobs can be redesigned by job enrichment. In the job enrichment approach, jobs are redesigned in both scope and depth. Typically, the worker decides how the job is performed, planned and controlled and makes decisions concerning the entire process. The overall purpose is to improve a job by making it more exciting and challenging.a call centre agent’s job be enriched or enlarged so that the employee remains satisfied and productive. 3.2 A dismissal is unfair if it is not affected for a fair reason (substantive fairness). To determine the substantive fairness of a dismissal for misconduct, all the questions contained in item 7 of the Code of Good Conduct: Dismissal must be answered in the affirmative. This means that an employer must be able to prove each of the points listed in item 7. Step 1: Was there a contravention of a rule or standard? Clearly there was a contravention of a rule or standard. The rule is quite simply that one employee may not assault another. This is a general rule that is well known and that need not be communicated (e.g. it does not need to be contained in a disciplinary code to be effective.) The only issue here is that the assault by X on A took place off company premises and outside working hours. Step 2: Was the rule valid or reasonable? Clearly the rule (the rule against assault in the workplace) is both valid and reasonable. A workplace cannot function if employees are allowed to assault one another. It is therefore clear that this requirement has been satisfied. Step 3: Was the employee aware of the rule? It is important for an employee to be aware of the rule at the time of the misconduct. Employee X may want to argue that he was not aware of the rule S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace against assault at the time of the assault. This is not a valid argument. Even if the organisation did not have a clear disciplinary code that prohibited assault, the rule against assault in the workplace is sufficiently well known to make it unnecessary for it to be communicated to employees. Step 4: Has the rule or standard been consistently applied by the employer? all cases of assault must be treated in the same way. If the employer wants to distinguish between the two cases, there must be valid and good reasons for doing so. In this case, there does appear to be valid and fair reasons. Note that employee X was the aggressor (he initiated the assault) and employee A was the victim of the assault. The fact that employee X has worked for the organisation for six years longer than employee A is not relevant to this issue; nor is the fact that, eight months before the incident on the bus, employee X received a warning for verbal abuse. Warnings are normally only valid for a period of six months, and this warning was not relevant to the bus incident. Step 5: Is dismissal the appropriate sanction? Assault on a fellow worker is undoubtedly a serious matter, and is recognised as such by South African labour law. Generally, assault justifies dismissal. The fact that employee X has served the company for ten years may be taken into account. However, because of the seriousness of the matter, dismissal for misconduct may well still be justified. On the contrary, it could be argued that because employee X had been employed for such a long time, he should have known better than to assault another employee. Because the misconduct relates to assault, the dismissal is justified, and this requirement is also met 3.3 The following procedural requirements must be met before a strike will be protected by the LRA: (1) the dispute must be referred for conciliation to an existing bargaining, statutory council or CCMA. (2) the relevant council will issue a certificate of non-resolution if they are unable to resolve the dispute by means of conciliation. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace (3) should the dispute not be resolved within 30 days, the strike may continue. (4) 48 hours’ written notice of the intended strike should be given. Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace [TURN OVER] UNIVERSITY EXAMINATIONS October/November 2020 HRM2605 Human Resource Management for Line Managers 75 Marks Duration: 3 Hours EXAMINERS: FIRST EXAMINER: Dr M du Plessis SECOND EXAMINER: Ms M Sukdeo MODERATOR: Dr M Bezuidenhout This paper consists of seven (7) pages. Instructions: (1) Submit your answers as a single document in PDF format. It is preferable for you to type your answers (Font: Arial 12) and then convert your document to PDF format for submission. However, if this is not possible, you may also write your answers down and scan them to a PDF file. Please write legibly. (2) Start with a cover page, stating the module code and your student number. (3) This should be followed by your answers to the questions. Note that all three questions are compulsory. There are no elective questions. (4) There is no need for a table of contents, introduction, conclusion or list of references (as was required in your assignments). Simply answer the questions asked. (5) Make sure that each question and sub-question is clearly numbered. (6) While you are not required to cite your sources, this does not mean that you can simply copy information from any source. You need to answer the questions in your own words. Plagiarism will not be tolerated and may result in disciplinary action if detected. (7) Please ensure that you submitted a declaration of honesty on myUnisa. (8) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is NOT password protected as these files cannot be marked. Virus infected files will also not be marked. The maximum file size is 20Mb. (9) Submit your answers in one PDF document by using the Login and download my Exam Question Paper for Oct/Nov 2020 link or the Assessment Info tool on myUnisa. Detailed instructions are provided in Tutorial Letter HRM2605/102/2/2020 (available in the “Examination” folder under the Additional Resources tool on the myUnisa module site). S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 2 of 7 HRM2605 October/November 2020 [TURN OVER] ANSWER ALL THREE (3) OF THE FOLLOWING QUESTIONS. QUESTION 1 Read the following scenario and then answer the questions that follow. Darwin opened an upmarket boutique hotel in Cape Town. Never in his wildest dreams did he foresee that the hotel would be so successful and so popular among business executives and tourists. Due to its success, the hotel is expanding rapidly, and Darwin is aware that he needs to take immediate action to strategically position its human resources. Currently the hotel employs 1 500 employees ranging from cleaners to hotel managers and executives, but it requires at least 500 more employees to meet the high customer demand and enable to expansion of the hotel. Darwin’s main concern is that the International Hotel and Tourism School does not supply enough graduates to cater for his employee demands and therefore he would not be able to appoint enough workers. One evening, as Darwin is wandering around the restaurant, he spots one of his regular customers – you. You are a human resource consultant at a large talent management firm in Johannesburg. Darwin decides to discuss his current staffing problems with you. He points out that there is a shortage of qualified staff to fill the vacant positions in his hotel and asks you to assist him with his staffing problem. 1.1 Assist Darwin with his staffing problem by explaining which HR functions (or processes) need to be put in place to address the problem. In your answer you must identify at least five (5) HR functions [5 marks] and explain how these functions (or processes) could address Darwin’s staffing problem [5 marks]. (10) 1.2 During your consultation with Darwin he asks whether the implementation of an effective performance management system is the answer to his staffing problem. Answer Darwin’s question by explaining the objectives of a performance appraisal to him [6 marks]. In your answer you should demonstrate why the implementation of a performance management system is the answer to his staffing problem, or not [1 mark]. (7) 1.3 Darwin is further of the opinion that the implementation of an efficient and effective compensation system is the solution to his problem. Answer Darwin’s question [1 mark] by explaining how a welldeveloped compensation system could be used to attract and retain qualified employees [4 marks]. (5) 1.4 Differentiate between a person-based and performance-based pay system [2 marks] and give an example of each [½ mark each]. (3) [25] S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 3 of 7 HRM2605 October/November 2020 [TURN OVER] QUESTION 2 2.1 Read the following scenario and then answer the questions that follow. In 2015, Phindile was promoted to marketing manager because she had been working for the organisation for more than 10 years and was the most experienced employee. However, after five (5) years in the position Phindile’s performance declined. She is constantly late for work, she is irritable and anxious most of the time, she cannot make important managerial decisions nor concentrate on her work. Unfortunately, her sales team is experiencing the negative impact of Phindile’s declining performance, as the sales team were unable to achieve their sales target of R6,5 million for the year. Phindile’s direct supervisor tried to assist Phindile by giving her a few days off and creating a positive work environment, but nothing seems to be helping her. 2.1.1 Discuss the promotion criteria that was used in 2015 to promote Phindile to marketing manager. (2) 2.1.2 Summarise the health condition that Phindile is experiencing. (2) 2.1.3 Explain in detail what Phindile’s direct supervisor must do to determine why she is not performing at an acceptable standard [4 marks]. In your answer you should expand on the possible reason or cause for Phindile’s declining performance [2 marks]. (6) 2.1.4 Explain what Phindile’s supervisor can do to assist her with the health condition identified in question 2.1.3. (5) Question 2.1 = 15 marks 2.2 Read the following scenario and then answer the questions that follow. Charl, a BCom HRM graduate, with five years’ work experience in HRM, recently applied for an HR administrator position at Petsmore, a large retail company in South Africa. He had seen the advertisement in the local newspaper and, because he met all the requirements for the job, he sent all the required documents to apply for the position. Charl was called in for the selection process and was told that this process involved several steps. He needed to pass each step to continue to the next one, to ensure that the selection process was fair. He was also told that the reason he was called in, was because he had passed the first phase – his CV was chosen from the pool of applicants, since he met all the requirements of the job. They then asked him to fill in some of his personal information, which he was told was step 2. Step 3 then included a series of tests: medical tests and psychometric tests. In the medical test, they tested his HIV status and they tested his urine for drugs. Charl felt very uncomfortable with this, but was sure that he would get the job, as he was passing all the levels. The psychometric test was straightforward, as it contained general knowledge questions and Charl was sure that he had made it. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 4 of 7 HRM2605 October/November 2020 [TURN OVER] The next step and, according to what Charl was told, the final step, was an interview, which was what he was most worried about. When he walked into the interview room, there was a single, friendlylooking recruiter. She began by asking him questions about his family, his religion and his plans for the future. Charl thought she was asking him these questions to get to know him better but was a bit confused when he noticed she took notes about each thing they discussed. She then began asking him random questions relating to how he would behave on the job in certain situations, what he knew about HR administration and how willing he was to travel and relocate to another province. At the end of the interview, she told him that he would be contacted regarding the outcome of the selection process. Charl waited a few weeks before he contacted the recruiter, to ask her what the outcome of the selection process was. She explained to Charl that he had not been selected, because he did not have any experience and the company was looking to employ a previously disadvantaged individual. 2.2.1 Discuss the aspects that were illegal in the selection process at Petsmore. (4) 2.2.2 Suggest possible solutions, from an HR perspective, to improve the selection process at Petsmore. (4) 2.2.3 HR professionals should recognise that employees generally progress through different career stages. Discuss the career stage in which Charl currently finds himself. (2) Question 2.2 = 10 marks [25] S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 5 of 7 HRM2605 October/November 2020 QUESTION 3 3.1 Read the following scenario and then answer the questions that follow. Tebogo graduated from the University of South Africa with a degree in HRM. She was appointed at Ubuntu Growth, on a contract basis, as an administrative assistant in the marketing department. Tebogo worked at the organisation for 12 months, after which her contract expired. Her HR manager, Ms Pillay, felt that Tebogo had not acquired the practical experience she needed to work in the marketing environment and, therefore, did not renew her contract. At that time, no suitable permanent or contract positions were available in the HRM department. She then started at a recruitment company as a junior recruitment consultant, but the hours were too long, and she was under constant pressure to meet high targets. So, she started searching for jobs online and saw an advertised vacancy for an HR consultant at Ubuntu Growth. The position was permanent, with a market-related salary and comprehensive benefits. Tebogo loved working at Ubuntu Growth and, since she met all the requirements, she uploaded her CV and supporting documents to the organisation’s recruitment website. Tebogo’s application was successful and the position was offered to her. She was to commence duty on the first day of the following month. On her first day of work at Ubuntu Growth, Tebogo reported to her manager, Ms Gani, for duty. Ms Gani issued her with an access card and a job description and directed her to her desk, which was situated in the HR department. She informed Tebogo that she would be back later to assign her tasks that need to be completed by the end of the week. Tebogo could thus start by reading through her job description. 3.1.1 Since Tebogo worked for the company before, is it necessary to orientate her again? [1 mark] Substantiate your answer with a reason [1 mark]. (2) 3.1.2 Draw up a summary outlining the role of Ms Gani [3 marks] and the role of Tebogo [3 marks] in the onboarding and orientation process. (6) 3.1.3 Clarify the use of the job description in the onboarding and orientation process. (2) Question 3.1 = 10 marks 3.2 Read the following case study and then answer the question that follows. Top Dog Security Services CC You are the manager of Top Dog Security Services CC, which supplies dog-assisted security services to companies and businesses that require top level protection of their premises, warehousing, vehicle parks, and so forth, countrywide. You employ 200 employees and have 150 security guards and 160 dogs, who work shifts to provide a 24-hour service, 7 days a week, 365 days a year. You have been operating since 2000 and have never had a strike of your employees. It is unfortunate but true, but one man’s misery is often another man’s profit. You consequently have a good business that is well managed, capitalising on the current situation prevailing in this part of S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 6 of 7 HRM2605 October/November 2020 the country. This service is provided on a daily, weekly or monthly basis depending on the requirements of clients and the nature of the contracts they enter into. One of your clients, Fast Delivery Vans, has various outlets in the Western Cape, and therefore various depots, but is currently experiencing a protected strike by its employees originating from a wage dispute. Their manager has informed you that due to the sensitivity of the current situation, security services must be suspended until further notice. Fast Delivery Vans is your largest client and is responsible for 40% of the security services you provide in the Western Cape. Your employees inform you via the Security Guards' Union (SGU) that they have sympathy with the situation Fast Delivery Vans is currently experiencing and that they will engage in a sympathy strike from Monday next week. After investigations, you discover that the Fast Delivery Vans’ management had offered a 6% wage increase, whilst their union, the National Delivery Truckers’ Union (NDTU), has stood firm on their final demand of 9%. As coincidence would have it, you recently completed your negotiations with the SGU and signed an agreement to pay an increase of 8% due to a good financial year. The union now insists that they will also take your security guards on strike until the dispute at Fast Delivery Vans is resolved. They also insist that you should put pressure on your clients to pay the demands the union made at Fast Delivery Vans. They also threaten not to feed the dogs as from tomorrow, before they go on strike the next Monday. Your clients have heard a rumour that you are going to experience a sympathy strike and are very nervous about the consequences a lack of security may have for them. They have urged you to speedily inform them of your solution to this problem. If the workers of Top Dog Security Services CC embark on a sympathy strike, will the strike be protected in terms of the Labour Relations Act? Substantiate your answer with evidence from the Labour Relations Act. (10) 3.3 Read the following scenario and then answer the question that follows. You were right! You are working longer and attending more meetings A study of three (3) million people confirms what many employees who are working from home already know: We are swamped! Work-from-home employees’ days seem longer, with more meetings and e-mails than ever before. An analysis of the e-mails and meetings of 3.1 million employees globally found that the average workday increased by 8.2% – or 48.5 minutes a day – during the COVID-19 pandemic. Employees are also participating in more online meetings. The study further shows that remote working blurs the boundaries between work and home. Employees started sending more e-mails after business hours when lockdown started, which further lengthened the workday. S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace CONFIDENTIAL Page 7 of 7 HRM2605 October/November 2020 Source: Adapted from Kost, D. 2020. You’re right! You are working longer and attending more meetings [online]. Available from 2020]. From the information above it is evident that the COVID-19 pandemic workforce has created a significant challenge for managers. Explain how managers can support their employees during the COVID-19 pandemic to ensure that they remain motivated, engaged and productive in their work. (5) [25] Total = [75] © UNISA 2020 S - The study-notes marketplace Downloaded by: miketervis | Distribution of this document is illegal S - The study-notes marketplace NAME STUDENT NUMBER QUESTION 1 1.1 Assist Darwin with his staffing problem by explaining which HR functions (or processes) need to be put in place to address the problem. In your answer you must identify at least five (5) HR functions [5 marks] and explain how these functions (or processes) could address Darwin’s staffing problem [5marks]. (10) Staffing: Effective internal staffing plans, policies and procedures will promote the achievement of both organisational and employee’s personal goals. Internal staffing which is the placement of individuals already in the service of the organisation is based on additional information such as all aspects of their performance since appointment, as well as skills, competencies and qualifications obtained. This can as well solve the staffing problems especially through promotion. Also, effective staffing can assist to retain the human resources most likely to serve the organisation’s needs. Training and development: Effective training and development can contribute greatly to improved performance, as well as motivated employee behavior. It is therefore vital for every human resource manager to be aware of the requirements for proper training and development, and to ensure that they are constantly adhered to. Training can also enable employees to be able to do multi tasks thereby solving the challenge associated with needing more employees to do the work. Thereby solving the staffing problems Performance management: Effective performance management can boost the productivity of current employees to try and cover the gap for the staff being needed to be employed. Compensation: fair and competitive compensation system makes potential employees from other organisations to leave their employers and come for the upmarket boutique Hotel. S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace Benefits: closely linked to compensation system benefits include company car company house among others. These elements can act as motivational elements to retain and attract employees to the upmarket boutique hotel. Thereby solving the staffing strategies 1.2 During your consultation with Darwin he asks whether the implementation of an effective performance management system is the answer to his staffing problem. Answer Darwin’s question by explaining the objectives of a performance appraisal to him [6 marks]. In your answer you should demonstrate why the implementation of a performance management system is the answer to his staffing problem, or not [1 mark]. (7) Performance appraisal objectives fall into 2 categories which are evaluative and developmental • Evaluative Objectives involves compensation decisions, staffing decisions, evaluating the recruitment, selection and placement system • Developmental Objectives involves developing employee skills and motivation for future performance, giving performance feedback and well as training and development decisions Therefore, the implementation of a performance management system is the answer to his staffing problem because staffing decisions are covered/addressed by the evaluative objective of the performance appraisal 1.3 Darwin is further of the opinion that the implementation of an efficient and effective compensation system is the solution to his problem. Answer Darwin’s question [1 mark] by explaining how a well-developed compensation system could be used to attract and retain qualified employees [4 marks]. (5) Efficient and effective compensation systems, are designed to serve many purposes, is to provide fair and equitable remuneration for all employees. The human resource manager therefore has to ensure that all employees feel that they are being paid what they are worth and that their salaries compare favorably with others doing similar work, inside and outside the organisation. In addition, the compensation program must be one which provides equity to the employees while allowing the organisation to remain competitive in the marketplace. Attracting talented employees as an objective of an effective and efficient compensation system: When attracting talented employees, employers try to remain competitive within the labour market S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace by offering salaries that are similar to those offered by competing employers. This usually means determining what the going rate is for jobs within the local labour market, which entails using wage surveys to estimate the average salaries. The employer has two alternatives, firstly the employer starts by conducting wage or salary surveys, and secondly the employer may also use published market data. Job titles are no longer an acceptable means of providing comparability of positions, whereas comparing job descriptions the HR specialist can determine if the job is similar. When conducting wage surveys, it is important to determine what information about each job is necessary, and what wages are been paid for each. The survey information should include salary ranges, incentives, normal wage changes such as cost of living increases and specific wage policies and practices within each organisation in the survey. Conducting wage surveys has become a science, and few organisations have personnel capable of undertaking such a task. Therefore, attractive compensation system will attract even employees who are employed by different organisation to come and join the upmarket boutique hotel. Thereby solving the staffing problems. 1.4 Differentiate between a person-based and performance-based pay system [2 marks] and give an example of each [½ mark each]. Person based pay system is a structure based on skills. Basically a person is paid for all the skills for which he has been certified regardless of whether the work he/she is doing requires all or just a few of those particular skills. For instance, being paid r6000 per week because you are a holder of a PHD. Whereas,pay-for-performancekcompensation describes performance-based pay programs where an employee is incentivized and rewarded for achieving goals or objectives. For instance, paying an employee 10% of each product which he or she would have sold. QUESTION 2 S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace 2.1.1 Discuss the promotion criteria that was used in 2015 to promote Phindile to marketing manager. (2) Seniority. A large number of organisations place significant importance upon an employee's seniority when making a promotion decision. Seniority is directly related to an employee's length of service or the period spent in a specific job grade. 2.1.2 Summarise the health condition that Phindile is experiencing. Burnout Burnout is a state of fatigue or frustration. In essence, it is the perception that an individual is giving more than he or she is receiving whether it is money, satisfaction or praise and they often feel that they cannot and will not continue to do the job. A key factor in burnout is unrealistic expectations. When people strive excessively to achieve unattainable goals, they may experience a feeling of helplessness – that no matter what they do, they will not succeed. 2.1.3 Explain in detail what Phindile’s direct supervisor must do to determine why she is not performing at an acceptable standard [4 marks]. In your answer you should expand on the possible reason or cause for Phindile’s declining performance [2 marks]. The direct supervisor can do Job analysis. For an employee to perform satisfactorily, their skills, abilities and motives to perform the job must match the job’s requirements. A mismatch may lead to poor performance, absenteeism, turnover and other problems. hence this process entails collecting job related information through a process called job analysis. The skills and abilities to perform a specific job are determined. Various job analysis techniques exist. The possible reason or cause for Phindile’s declining performance are compensation which is not favorable and lack of motivation. 2.1.4 Explain what Phindile’s supervisor can do to assist her with the health condition identified in question 2.1.3. Give proper recognition where due Ensure clear and fair job expectations exists S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace Provide support and counselling or support Consider flexible work schedules Educate the employee om burnout 2.2.1 Discuss the aspects that were illegal in the selection process at Petsmore. (4) The aspects which were illegal include the step 3. More specifically the testing of HIV status. This is so because it has nothing to do with the role of the HR administrator, rather it was constituting discrimination on the grounds of HIV status. Same applies to the last phase where she began by asking him questions about his family, his religion and his plans for the future whilst noting down the notes. This was also illegal and it results in discrimination on the grounds of religion. 2.2.2 Suggest possible solutions, from an HR perspective, to improve the selection process at Petsmore. To improve the selection process, the following aspects must be in place before engaging in the selection process. a) Organisational goals: This must include the general hiring policy of the organisation. Policymakers must determine how the employees fit into the overall framework of the organisation and must establish the relationship among the employees in the organisation. b) Job Design: Involves determining what duties and responsibilities each job will entail. How motivating or repetitious each job becomes greatly affect the performance of employees on the job. c) Job success criterion: The discovery of which employees are successful will determine what kind of employees to recruit and select in the future. d) Job specification: Job specifications, come from the job analysis, which specifies what traits, skills and background an individual must have to qualify for the job. e) Selection instruments: Policy-makers must decide which combination of interviews, tests or other selection devices to use in the selection process. There is no magical combination of selection instruments, but there are a few new selection techniques in HR management that have improved S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace in various areas. There are also the restrictions mentioned above by government guidelines, such as the Employment Equity Act (as amended) and other influences. 2.2.3 HR professionals should recognise that employees generally progress through different career stages. Discuss the career stage in which Charl currently finds himself. (2) Establishment At the beginning of a career, the employee faces anxiety and uncertainty over their performance potential and ency. Durin~ establishment, a supportive and caring superior is particularly important for assisting the employee to become a productive employee. QUESTION3 3.1 Read the following scenario and then answer the questions that follow. 3.1.1 Since Tebogo worked for the company before, is it necessary to orientate her again? [1 mark] Substantiate your answer with a reason [1 mark]. (2) Is it necessary to orientate Tebogo. Orientation is important because it lays a foundation for Tebogo‘s new entire career with the department. First impressions are important since they establish the basis for everything that follows. Without orientation, a new employee sometimes feels uncomfortable in his/her new position and takes longer to reach his/her full potential. 3.1.2 Draw up a summary outlining the role of Ms Gani [3 marks] and the role of Tebogo [3 marks] in the onboarding and orientation process. (6) Ms Gani plays an important role in ensuring Tebogo acclimate quickly to a company's workplace culture. Ms Gani create the resources, checklists and tools that a new employee needs to make a confident entry into a new job. This includes developing information that describes company benefits, provides access to policies and procedures and lists training courses that orient the new employee. This information may include a website or a brochure that explains employee support programs and display a calendar S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace of events that introduce the new employee to other employees for ongoing engagement and relationship building. The role of Tebogo in orientation is to make sure that she understands all the basics of the job and also the organization, where necessary she should ask for clarity 3.1.3 Clarify the use of the job description in the onboarding and orientation process. A well-developed job description can provide details on the essential functions of a job. This is very helpful when Tebogo requests a reasonable accommodation. The job description can contain prerequisites for positions such as educational requirements, employment experience, physical requirements, supervisory responsibilities and certificates or licenses needed. Well-developed, accurate job descriptions may also prove useful in providing a defense against charges of employment discrimination beyond the recruiting process. QUESTION3 3.1 Read the following scenario and then answer the questions that follow. 3.1.1 Since Tebogo worked for the company before, is it necessary to orientate her again? [1 mark] Substantiate your answer with a reason [1 mark]. (2) Is it necessary to orientate Tebogo. Orientation is important because it lays a foundation for Tebogo‘s new entire career with the department. First impressions are important since they establish the basis for everything that follows. Without orientation, a new employee sometimes feels uncomfortable in his/her new position and takes longer to reach his/her full potential. 3.1.2 Draw up a summary outlining the role of Ms Gani [3 marks] and the role of Tebogo [3 marks] in the onboarding and orientation process. (6) Ms Gani plays an important role in ensuring Tebogo acclimate quickly to a company's workplace culture. Ms Gani create the resources, checklists and tools that a new employee needs to make a confident entry into a new job. This includes developing information that describes company benefits, provides access to policies and procedures and lists training courses that orient the new employee. This information may S - The study-notes marketplace Downloaded by: VarsityC | Distribution of this document is illegal Downloaded by: miketervis | S - The study-notes marketplace include a website or a brochure that explains employee support programs and display a calendar of events that introduce the new employee to other employees for ongoing engagement and relationship building. The role of Tebogo in orientation is to make sure that she understands all the basics of the job and also the organization, where necessary she should ask for clarity 3.1.3 Clarify the use of the job description in the onboarding and orientation process. A well-developed job description can provide details on the essential functions of a job. This is very helpful when Tebogo requests a reasonable accommodation. The job description can contain prerequisites for positions such as educational requirements, employment experience, physical requirements, supervisory responsibilities and certificates or licenses needed. Well-developed, accurate job descriptions may also prove useful in providing a defense against charges of employment discrimination beyond the recruiting process. 3.2 If the workers of Top Dog Security Services CC embark on a sympathy strike, will the strike be protected in terms of the Labour Relations Act? Substantiate your answer with evidence from the Labour Relations Act. (10) A sympathy strike is when one union strikes in support for another involved in a dispute, even though the first union has no disagreement with the employer. It is a labor strike that started by workers in one industry and supported by workers in a separate but related industry. It is strike in which other unions agree to a work stoppage, not because of actions by their own employer but to support other union members striking at other workplaces, is called a secondary or sympathy strike. These strikes are allowed by the Labour Relations Act, however the following conditions must, however, be met before the LRA will protect these strikes: I. The primary strike should be a protected strike. II. Seven days' notice should be given to the secondary employer before this action.