HRM2603 Assignment 3 (COMPLETE ANSWERS) Semester 2 2026 - DUE 15 September 2026

HRM2603 Assignment 3 (COMPLETE ANSWERS) Semester 2 2026 - DUE 15 September 2026; 100% TRUSTED Complete, trusted solutions and explanations. For assistance, Whats-App 0.8.1..2.7.8..3.3.7.2.. Question 1 [11 marks] 1.1 Explain why some industries make greater use of pay-for-performance plans (incentives) than others. Use concepts from remuneration management covered in the module to explain when incentives are likely to be effective and when they may be less effective. (5) 1.2 Reflect on your understanding of remuneration before [3 marks] you registered for this module. Explain how your perspective has changed after working through lessons 2 to 6. Use relevant remuneration principles and concepts from the module [3 marks] to support your reflection and demonstrate how different concepts have influenced your understanding of remuneration. (6) Question 2 [11 marks] Read the following scenario and answer the questions that follow: A remuneration survey at BuildMore Construction reveals that salaries are at the 90th percentile compared to competitors. Despite declining profitability, the CFO argues that reducing employee pay will have a negative impact on motivation and turnover. 2.1 Explain what it means to pay at the 90th percentile [2 marks], identify [1 mark] and discuss [2 marks] the external market positioning strategy BuildMore Construction is using. (5) 2.2 Critically discuss the tension between cost efficiency (controlling costs) and external competitiveness in this scenario. (6) Read the scenario on the next page and answer the question that follows: Question 3 [16 marks] 16 HRM2603: Assessment 3 Semester 02 (2026) Spot On Textiles Managing Director Thabo Tshabalala Human Resources Manager Cindy Zulu "The purpose behind the job evaluation system is to ensure equity, alignment and fairness in the pay rates at Spot On Textiles," explains Thabo Tshabalala. "I understand all of that, Mr Tshabalala," protests Cindy, "but David is the best chemist in the country. We now have an opportunity to get him to work for us." Tshabalala speaks firmly. "Look, Cindy, the grade for chemists is grade C; only managers from grade D upwards get a company car. Can you imagine what will happen? I will have the other chemists demanding cars as well. You were part of the job-evaluation panel; you concurred with the evaluation; now you want the job to be pushed to grade D. I have a major problem with that – I do not want the system to be manipulated." Cindy, however, is determined. "Employing David would be in the interest of the business, Mr Tshabalala. We cannot afford to lose a resource of that calibre. There must be a way that we can get around this problem.” "I'm sorry, I do not know of any way. If you can think of one, come and tell me, but I doubt that you will." 3.1 Explain the purpose of job evaluation [4 marks] and analyse how it is applied at Spot On Textiles [4 marks]. (8) 3.2 Analyse the tension between internal alignment [3 marks] and external competitiveness [3 marks] in the remuneration strategy of Spot On Textiles. In your answer, apply both concepts to the scenario and explain the remuneration trade-offs that may arise from balancing internal and external considerations [2 marks]. (8) Total marks for assessment 3 [40] 17 HRM2603: Assessment 3 Semester 02 (2026) ASSESSMENT CRITERIA The following assessment criteria will be used to evaluate your answers to Assessment 3: Question Poor Satisfactory Excellent Mark 1.1 No explanation of why some industries make greater use of pay-for-performance plans (incentives) than others, or the answer is off topic/not relevant A superficial explanation of why some industries make greater use of pay-forperformance plans (incentives) than others is provided, but it is not linked to remuneration concepts covered in the module An explanation of why some industries make greater use of pay-forperformance plans (incentives) than others is provided and linked to remuneration concepts covered in the module 0 1–2 3–5 /5 1.2 No reflection provided, or the answer is off topic/not relevant A reflection is provided, but it is not linked to relevant remuneration principles and concepts from the module A reflection is provided, and it is linked to relevant remuneration principles and concepts from the module 0 1–3 4–6 /6 No response or incorrect 2.1 discussion of paying at the 90 th percentile Basic idea is conveyed, but the discussion is vague Clear and accurate explanation of paying at the 90 th percentile Attempts to identify and Fails to identify a relevant Accurately identifies and discusses an external market positioning strategy relevant to the scenario external market positioning strategy discuss an external market positioning strategy, but it is unclear or not directly relevant to the scenario 0 1–3 4–5 /5 2.2 No explanation of the tension between cost efficiency (controlling costs) and external competitiveness, or the answer is off topic/not relevant The tension between cost The tension between cost efficiency (controlling costs) and external competitiveness is explained, but not linked to the scenario efficiency (controlling costs) and external competitiveness is explained and linked to the scenario 0 1–4 5–6 /6 3.1 No explanation of the purpose of job evaluation, or the answer is off topic/not The purpose of job evaluation is explained, but not linked to how it is applied at Spot On The purpose of job evaluation is explained, and linked to how it is applied at relevant Textiles Spot On Textiles 0 1–5 6–8 /8 3.2 No explanation of the The tension between cost The tension between cost tension between cost efficiency (controlling costs) efficiency (controlling costs) and external competitiveness, or the answer is off topic/not relevant and external competitiveness is explained, but not linked to the scenario efficiency (controlling costs) and external competitiveness is explained and linked to the scenario No explanation of the The remuneration trade-offs remuneration trade-offs that may arise from balancing internal and external considerations that may arise from balancing internal and external considerations are explained, but not linked to the scenario The remuneration tradeoffs that may arise from balancing internal and external considerations are explained and linked to the scenario 0 1–5 6–8 /9 18 HRM2603: Assessment 3 Semester 02 (2026) Professional and consistent layout; logical structure and appropriate numbering; accurate and consistent referencing; correct technical presentation with minimal errors. 2 19 Technical presentation and layout Generally clear and appropriate presentation, but with some inconsistencies or minor errors in layout, formatting, referencing or technical presentation. No credible sources provided. 1 Poor or inconsistent presentation with significant technical, formatting or referencing problems. 0 /2 TOTAL MARK FOR