HRM2602
Assignment 2 Semester 2 2026
Unique number:
Due date: 27 August 2026
SECTION B: SCENARIOS
QUESTION 1 [25]
1.1 (4)
Burnout
The condition affecting Mzamani is job burnout because his behaviour shows that
long term work pressure has moved beyond normal stress and is now affecting
him physically, emotionally and behaviourally. Burnout develops when a person
feels exhausted and frustrated after giving more effort than they feel they are
receiving back from their work, and the person may reach a stage where
continuing with the job feels difficult (HRM2602 Workbook 5, 2026: 75).
The scenario supports this because Mzamani was previously passionate and
innovative, but he has become cynical, withdrawn and feels that he has nothing
left to give even while his workload keeps increasing. His frequent absence,
migraines, fatigue, weight loss and heavier drinking also fit recognised burnout
signs such as physical exhaustion, poor health, disengagement, absenteeism and
addictive behaviour (Warnich et al., 2022:486–487). In my view, the unusually long
hours, weekend work, unrealistic deadlines and lack of additional staff are strong
job pressures that explain why his condition has become this serious.
,SECTION A: DECLARATION
Note that the assessment will not be marked if this declaration has not been
completed.
Declaration of own work
I hereby declare that the material which I now submit for assessment is entirely my
own work and has not been taken from the work of others. Work that was
constructed from other sources has been duly referenced.
Full name & surname: ______________________________________
Student number: ______________________________________
Signature: ______________________________________
(electronic / digital handwritten signature / initial(s) and
surname)
Cellphone number: ______________________________________
SECTION B: SCENARIOS
QUESTION 1 [25]
1.1 (4)
Burnout
The condition affecting Mzamani is job burnout because his behaviour shows that
long term work pressure has moved beyond normal stress and is now affecting
him physically, emotionally and behaviourally. Burnout develops when a person
feels exhausted and frustrated after giving more effort than they feel they are
receiving back from their work, and the person may reach a stage where
continuing with the job feels difficult (HRM2602 Workbook 5, 2026: 75).
, The scenario supports this because Mzamani was previously passionate and
innovative, but he has become cynical, withdrawn and feels that he has nothing
left to give even while his workload keeps increasing. His frequent absence,
migraines, fatigue, weight loss and heavier drinking also fit recognised burnout
signs such as physical exhaustion, poor health, disengagement, absenteeism and
addictive behaviour (Warnich et al., 2022:486–487). In my view, the unusually long
hours, weekend work, unrealistic deadlines and lack of additional staff are strong
job pressures that explain why his condition has become this serious.
1.2
(8)
Step one: Confront the employee in a firm but supportive way
Timhaka Construction Solutions should first meet privately with the junior site
manager and address the concern calmly, without accusing him of being an
alcoholic before there is proper evidence. The discussion should be factual,
respectful and non threatening, because a constructive confrontation focuses on
the work problem and gives the employee a fair chance to respond instead of
creating immediate conflict (Warnich et al., 2022:496–497).
Step two: Present the available facts
Management should then place the known workplace facts before the employee,
including the company vehicle accident and the report from a co worker who
believed that alcohol could be smelt on his breath. The organisation should also
check other reliable information such as attendance, safety incidents and work
performance, because the aim is to show whether the suspected substance
problem is affecting workplace conduct rather than making assumptions about the
employee's private life (Warnich et al., 2022:497).
Step three: Encourage open communication
Assignment 2 Semester 2 2026
Unique number:
Due date: 27 August 2026
SECTION B: SCENARIOS
QUESTION 1 [25]
1.1 (4)
Burnout
The condition affecting Mzamani is job burnout because his behaviour shows that
long term work pressure has moved beyond normal stress and is now affecting
him physically, emotionally and behaviourally. Burnout develops when a person
feels exhausted and frustrated after giving more effort than they feel they are
receiving back from their work, and the person may reach a stage where
continuing with the job feels difficult (HRM2602 Workbook 5, 2026: 75).
The scenario supports this because Mzamani was previously passionate and
innovative, but he has become cynical, withdrawn and feels that he has nothing
left to give even while his workload keeps increasing. His frequent absence,
migraines, fatigue, weight loss and heavier drinking also fit recognised burnout
signs such as physical exhaustion, poor health, disengagement, absenteeism and
addictive behaviour (Warnich et al., 2022:486–487). In my view, the unusually long
hours, weekend work, unrealistic deadlines and lack of additional staff are strong
job pressures that explain why his condition has become this serious.
,SECTION A: DECLARATION
Note that the assessment will not be marked if this declaration has not been
completed.
Declaration of own work
I hereby declare that the material which I now submit for assessment is entirely my
own work and has not been taken from the work of others. Work that was
constructed from other sources has been duly referenced.
Full name & surname: ______________________________________
Student number: ______________________________________
Signature: ______________________________________
(electronic / digital handwritten signature / initial(s) and
surname)
Cellphone number: ______________________________________
SECTION B: SCENARIOS
QUESTION 1 [25]
1.1 (4)
Burnout
The condition affecting Mzamani is job burnout because his behaviour shows that
long term work pressure has moved beyond normal stress and is now affecting
him physically, emotionally and behaviourally. Burnout develops when a person
feels exhausted and frustrated after giving more effort than they feel they are
receiving back from their work, and the person may reach a stage where
continuing with the job feels difficult (HRM2602 Workbook 5, 2026: 75).
, The scenario supports this because Mzamani was previously passionate and
innovative, but he has become cynical, withdrawn and feels that he has nothing
left to give even while his workload keeps increasing. His frequent absence,
migraines, fatigue, weight loss and heavier drinking also fit recognised burnout
signs such as physical exhaustion, poor health, disengagement, absenteeism and
addictive behaviour (Warnich et al., 2022:486–487). In my view, the unusually long
hours, weekend work, unrealistic deadlines and lack of additional staff are strong
job pressures that explain why his condition has become this serious.
1.2
(8)
Step one: Confront the employee in a firm but supportive way
Timhaka Construction Solutions should first meet privately with the junior site
manager and address the concern calmly, without accusing him of being an
alcoholic before there is proper evidence. The discussion should be factual,
respectful and non threatening, because a constructive confrontation focuses on
the work problem and gives the employee a fair chance to respond instead of
creating immediate conflict (Warnich et al., 2022:496–497).
Step two: Present the available facts
Management should then place the known workplace facts before the employee,
including the company vehicle accident and the report from a co worker who
believed that alcohol could be smelt on his breath. The organisation should also
check other reliable information such as attendance, safety incidents and work
performance, because the aim is to show whether the suspected substance
problem is affecting workplace conduct rather than making assumptions about the
employee's private life (Warnich et al., 2022:497).
Step three: Encourage open communication
