PUB3702
Assignment 2 Semester 1 2026
Unique number:
Due date: March 2026
QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource management,
especially in public sector organisations where teamwork, coordination and employee
wellbeing are critical for service delivery. The scenario involving Sam Maluleke, the
accounting manager in the Department of National Education, and Brian Furham, a
recently appointed financial analyst, highlights important issues related to managerial
listening, employee integration, and learning gaps in the workplace. This discussion
evaluates whether Sam can be regarded as a good listener and explains what can be
done to overcome the identified listening problems.
Is Sam Maluleke a Good Listener?
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen
as a replacement for individual research, critical analysis, or professional consultation. Students are encouraged
to perform their own research and seek advice from their instructors or academic advisors for specific
assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the
information in these study notes, the seller does not guarantee the completeness or correctness of all content.
The buyer is responsible for verifying the accuracy of the information and exercising their own judgment when
applying it to their assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's
policies regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and
sources of inspiration. Any direct reproduction of the content without proper citation and acknowledgment may
be considered academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences
arising from the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or
any other negative consequences resulting from the application or misuse of the information provided.
, QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource
management, especially in public sector organisations where teamwork, coordination
and employee wellbeing are critical for service delivery. The scenario involving Sam
Maluleke, the accounting manager in the Department of National Education, and
Brian Furham, a recently appointed financial analyst, highlights important issues
related to managerial listening, employee integration, and learning gaps in the
workplace. This discussion evaluates whether Sam can be regarded as a good
listener and explains what can be done to overcome the identified listening
problems.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Although he notices Brian’s isolation and acknowledges that the section
would function better if Brian were part of the group, his approach during the
conversation demonstrates poor listening behaviour. Effective listening requires
managers to give full attention, show empathy, suspend judgement, and allow
employees space to express their concerns fully (Van der Westhuizen & Ernst,
2021). Sam fails to meet these requirements.
Firstly, Sam immediately controls the conversation by setting time constraints and
emphasising his workload. By stating that Brian “must be quick” because he has
reports to complete, Sam signals that Brian’s concerns are of secondary importance.
According to Berman (2013), when managers rush conversations or appear
distracted, employees may feel undervalued and reluctant to share deeper concerns.
This undermines trust and discourages open communication.
Secondly, Sam does not allow Brian to fully explain his experiences or feelings.
Brian hesitates and appears anxious, yet Sam quickly shifts the focus to what he
believes is the problem, namely Brian’s failure to fit in. This reflects what Wilkinson
(2016) describes as selective listening, where the manager listens only for
Assignment 2 Semester 1 2026
Unique number:
Due date: March 2026
QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource management,
especially in public sector organisations where teamwork, coordination and employee
wellbeing are critical for service delivery. The scenario involving Sam Maluleke, the
accounting manager in the Department of National Education, and Brian Furham, a
recently appointed financial analyst, highlights important issues related to managerial
listening, employee integration, and learning gaps in the workplace. This discussion
evaluates whether Sam can be regarded as a good listener and explains what can be
done to overcome the identified listening problems.
Is Sam Maluleke a Good Listener?
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen
as a replacement for individual research, critical analysis, or professional consultation. Students are encouraged
to perform their own research and seek advice from their instructors or academic advisors for specific
assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the
information in these study notes, the seller does not guarantee the completeness or correctness of all content.
The buyer is responsible for verifying the accuracy of the information and exercising their own judgment when
applying it to their assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's
policies regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and
sources of inspiration. Any direct reproduction of the content without proper citation and acknowledgment may
be considered academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences
arising from the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or
any other negative consequences resulting from the application or misuse of the information provided.
, QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource
management, especially in public sector organisations where teamwork, coordination
and employee wellbeing are critical for service delivery. The scenario involving Sam
Maluleke, the accounting manager in the Department of National Education, and
Brian Furham, a recently appointed financial analyst, highlights important issues
related to managerial listening, employee integration, and learning gaps in the
workplace. This discussion evaluates whether Sam can be regarded as a good
listener and explains what can be done to overcome the identified listening
problems.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Although he notices Brian’s isolation and acknowledges that the section
would function better if Brian were part of the group, his approach during the
conversation demonstrates poor listening behaviour. Effective listening requires
managers to give full attention, show empathy, suspend judgement, and allow
employees space to express their concerns fully (Van der Westhuizen & Ernst,
2021). Sam fails to meet these requirements.
Firstly, Sam immediately controls the conversation by setting time constraints and
emphasising his workload. By stating that Brian “must be quick” because he has
reports to complete, Sam signals that Brian’s concerns are of secondary importance.
According to Berman (2013), when managers rush conversations or appear
distracted, employees may feel undervalued and reluctant to share deeper concerns.
This undermines trust and discourages open communication.
Secondly, Sam does not allow Brian to fully explain his experiences or feelings.
Brian hesitates and appears anxious, yet Sam quickly shifts the focus to what he
believes is the problem, namely Brian’s failure to fit in. This reflects what Wilkinson
(2016) describes as selective listening, where the manager listens only for
