PASSMATE TUTORIALS
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Table of Contents
Question 1 ........................................................................................................................... 3
1.1 Human Capital Management vs Strategic Human Resource Management (10 marks)
.......................................................................................................................................... 3
1.2 Two HR policy changes aligned to a remote-first objective (5 marks)................ Error!
Bookmark not defined.
Question 2 ........................................................................................................................... 6
2.1 SABPP competencies and complementary frameworks (8 marks) ............................ 6
2.2 Technical versus soft skills for sustained employability (7 marks) ............................. 7
Question 3 ........................................................................................................................... 9
Annexure A: AI Tool Output ............................................................................................... 11
Question 4 ......................................................................................................................... 13
4.1 Managing culture shock as a change agent (7 marks)............................................. 13
4.2 Leadership capabilities for managing a remote workforce (8 marks) ....................... 13
Question 5 ......................................................................................................................... 14
5.1 Benefits of a digital coaching and mentoring plan (6 marks).................................... 14
5.2 Proposed digital mentoring tool (4 marks) ............................................................... 15
References ........................................................................................................................ 17
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Question 1
1.1 Human Capital Management vs Strategic Human Resource Management
(10 marks)
The statement that Human Capital Management (HCM) will replace Strategic Human
Resource Management (SHRM) in the new world of work is only partially correct.
Although the new world of work has shifted organisational attention towards human
capital as a source of competitive advantage, HCM should not be viewed as a
replacement for SHRM. Instead, HCM represents an evolution of SHRM by
strengthening its strategic emphasis on creating value through people rather than
merely administering employment practices (Armstrong and Taylor, 2023; CIPD,
2024).
Strategic Human Resource Management focuses on aligning HR strategies, policies
and practices with organisational objectives to improve long-term organisational
performance. Its purpose is to ensure that recruitment, development, performance
management and reward systems support the achievement of business strategy.
Human Capital Management builds on this foundation by recognising employees as
strategic assets whose knowledge, creativity, capabilities and commitment generate
sustainable organisational value. Consequently, HCM broadens the traditional HR
perspective from managing labour costs to investing in people as organisational
capital (Armstrong and Taylor, 2023).
For Eco Connect, this distinction is particularly important because the organisation is
transforming from a traditional logistics company into a digital On-Demand service
provider. Such a transformation requires continuous innovation, rapid decision-
making, digital capability and organisational agility. These outcomes cannot be
achieved through technology alone but depend on employees who possess
specialised knowledge, digital competence and the ability to adapt to constant change.
Therefore, SHRM remains the strategic framework, while HCM provides the
philosophy that guides investment in people to achieve strategic success.
Viewing employees as value-creating assets rather than organisational costs is
essential for several reasons. Firstly, the scenario identifies a significant skills gap. If
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Table of Contents
Question 1 ........................................................................................................................... 3
1.1 Human Capital Management vs Strategic Human Resource Management (10 marks)
.......................................................................................................................................... 3
1.2 Two HR policy changes aligned to a remote-first objective (5 marks)................ Error!
Bookmark not defined.
Question 2 ........................................................................................................................... 6
2.1 SABPP competencies and complementary frameworks (8 marks) ............................ 6
2.2 Technical versus soft skills for sustained employability (7 marks) ............................. 7
Question 3 ........................................................................................................................... 9
Annexure A: AI Tool Output ............................................................................................... 11
Question 4 ......................................................................................................................... 13
4.1 Managing culture shock as a change agent (7 marks)............................................. 13
4.2 Leadership capabilities for managing a remote workforce (8 marks) ....................... 13
Question 5 ......................................................................................................................... 14
5.1 Benefits of a digital coaching and mentoring plan (6 marks).................................... 14
5.2 Proposed digital mentoring tool (4 marks) ............................................................... 15
References ........................................................................................................................ 17
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, PASSMATE TUTORIALS
Question 1
1.1 Human Capital Management vs Strategic Human Resource Management
(10 marks)
The statement that Human Capital Management (HCM) will replace Strategic Human
Resource Management (SHRM) in the new world of work is only partially correct.
Although the new world of work has shifted organisational attention towards human
capital as a source of competitive advantage, HCM should not be viewed as a
replacement for SHRM. Instead, HCM represents an evolution of SHRM by
strengthening its strategic emphasis on creating value through people rather than
merely administering employment practices (Armstrong and Taylor, 2023; CIPD,
2024).
Strategic Human Resource Management focuses on aligning HR strategies, policies
and practices with organisational objectives to improve long-term organisational
performance. Its purpose is to ensure that recruitment, development, performance
management and reward systems support the achievement of business strategy.
Human Capital Management builds on this foundation by recognising employees as
strategic assets whose knowledge, creativity, capabilities and commitment generate
sustainable organisational value. Consequently, HCM broadens the traditional HR
perspective from managing labour costs to investing in people as organisational
capital (Armstrong and Taylor, 2023).
For Eco Connect, this distinction is particularly important because the organisation is
transforming from a traditional logistics company into a digital On-Demand service
provider. Such a transformation requires continuous innovation, rapid decision-
making, digital capability and organisational agility. These outcomes cannot be
achieved through technology alone but depend on employees who possess
specialised knowledge, digital competence and the ability to adapt to constant change.
Therefore, SHRM remains the strategic framework, while HCM provides the
philosophy that guides investment in people to achieve strategic success.
Viewing employees as value-creating assets rather than organisational costs is
essential for several reasons. Firstly, the scenario identifies a significant skills gap. If
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
