HRM3704/202/2/2014
Tutorial Letter 202/2/2014
Contemporary Issues in Human Resource
Management
HRM3704
Semester module
Department of Human Resource Management
This tutorial letter contains feedback
on Assignment 02 and guidelines for
the examination.
Bar code
, CONTENTS
Page
1 INTRODUCTION ................................................................................................................... 2
2 COMMENTS ON ASSIGNMENT 02 (SECOND SEMESTER) .............................................. 3
3 THE EXAMINATION ........................................................................................................... 11
4 YEAR MARK ....................................................................................................................... 11
5 CONCLUSION .................................................................................................................... 12
Dear Student
By now you should have received the following tutorial letters for HRM3704:
Tutorial letter Content of tutorial letter
HRM3704/101/3/2014 A word of welcome, purpose and outcomes of the module, where to start,
important notice, communication with the University, student support system,
prescribed book and enquiries, tutorial matter, additional sources of information,
assignments, the examination, discussion classes, study plan, frequently asked
questions, conclusion, compulsory assignments for the first and second
semesters, self-assessment assignments, guidelines for answering assignment
and examination questions, and guidelines for completing Assignments 03 and
04
HRM3704/201/2/2014 Prescribed book, comments on Assignment 01 (second semester), the
examination, case study guidelines and year mark
HRM3704/202/2/2014 Introduction, comments on Assignment 02 (second semester), the examination
(this tutorial letter) and your year mark
Unfortunately, lecturers do not have the facilities to send students duplicate copies of study material that
has been lost in the mail. If you have not received all these tutorial letters, please contact the Despatch
Department at or send your enquiry via SMS to the short code 43579. The study
material for this module is also available electronically via myUnisa. I therefore strongly recommend that
you register for and utilise this system if you have not yet done so yet. You will find information about the
system in the brochure entitled My studies @ Unisa, which you should have received upon registration.
This brochure is also available at www.unisa.ac.za. Click on "Study", then click on "Download brochures"
and then on "My studies @ Unisa 2014".
Remember that tutorial letters are the University's principal means of communication and teaching. This is
why you need to make sure that you receive all the tutorial letters for your course. Please read and study
the tutorial letters carefully, and keep them in a safe place.
1 INTRODUCTION
By now, you should have a fairly good idea of the content of the study material, as you should already have
submitted Assignments 01 and 02. This tutorial letter contains feedback on Assignment 02, as well as
information about the examination and the calculation of your year mark. Please refer to this tutorial letter
throughout the semester and when preparing for the examination.
2
, HRM3704/202
2 COMMENTS ON ASSIGNMENT 02 (SECOND SEMESTER)
You will only be admitted to the examination if you have submitted Assignment 01 (the compulsory
assignment) timeously. The marks you earn for Assignments 01 and 02 contribute towards your year mark
– refer to section 4 of this tutorial letter for more information. Remember that your year mark contributes
20% and your examination mark 80% to your final mark.
To complete Assignment 02, you had to work through the relevant chapters of the prescribed book.
This assignment is based on study units 8, 11 and 12 in your study guide.
Question 1
ETHICS FLAW: THE CASE OF A LARGE MANUFACTURING COMPANY IN SOUTH AFRICA
Alicia Darbis recently graduated from university with a degree in business management. Alicia was quite
clever, although her results did not reflect this. She had thoroughly enjoyed school, dating, playing netball
and hockey, but found few stimulating academic avenues. After graduation she did not make any attempt to
find a job. Her father was very upset when he discovered this, and took it upon himself to see that Alicia
became employed.
Alicia’s father, Dave Darbis, was the executive vice-president of a large manufacturing firm in South Africa.
He approached Sue, the human resources officer who administered the appointments at the company, and
asked her to find a job – any job – for his daughter in the company as soon as possible. Sue had just
finished interviewing candidates for an administration position in procurement when Dave phoned her. She
already had the perfect candidate in mind: Thabi had excellent credentials and was able to start working
immediately – she would be perfect for the position.
Sue asked Dave to send Alicia to her office for an interview. Alicia went at the instruction of her father, and
before she left the building she was surprised to learn that she had been selected as the new senior
administrative officer of the procurement department. Alicia realised that she had been appointed because
Sue hoped that she might get extra perks or promotion opportunities from Dave. After Alicia’s appointment,
Sue had a tough decision to make: (1) disappoint Thabi or (2) appoint her as Alicia’s subordinate. After
careful consideration Sue offered Thabi the position of junior administrative assistant. Thabi was surprised
by this offer; as during the interview Sue had expressed the opinion that Thabi would make an excellent
senior administrative officer because she had the relevant experience, skills and qualifications. In Sue’s
exact words: “You will be able to administer this department all by yourself with your qualifications”. Despite
the disappointment about the seniority and compensation of the position, Thabi accepted the offer.
The new recruits were scheduled to start on 1 April, however it did not take the employees in the
department long to discover why Alicia had been appointed. When a difficult task was assigned to Alicia,
she asked Thabi to do it, suggesting that the department head would be pleased with her if she helped out.
In the end Thabi did most of the work that Alicia was responsible for, while Alicia received all the credit.
Alicia developed a pattern of coming late, taking long lunch breaks, and leaving early. Whenever the
department head attempted to reprimand her for her unacceptable behaviour, Alicia would remind him that
her father was vice-president of the company. The department head was at the end of his tether.
Source: Adapted from Mondy, RW. 2012. Human resource management. 12th edition. Essex, England:
Pearson Education.
3
, Refer to chapter 8 of your prescribed book.
Question 1.1 Identify and discuss the ethical dilemma(s) in this scenario. (6)
The following ethical dilemmas can be identified in the case study:
Element Description Example/quote from case study
Selection(Screening) Job description and job specification: − When Alicia was selected Sue did not
The job description provides details compare Alicia to the job description or
1 mark for about the job’s duties, responsibilities, job specification because Alicia did not
identifying that working conditions and physical have the skills, knowledge and
selection was an requirements. experience required for the job.
ethical dilemma and The job specification describes the − Sue discriminated against Thabi with
2 marks for an qualifications, skills, educational regards to qualifications, skills and
appropriate experience and physical attributes experience because Thabi would have
example/motivation needed to successfully undertake the been the better candidate.
from the case study. job.
Employment interview: The interview Alicia went for an unstructured interview in
remains the most widely used tool for Sue’s office, while it can be assumed that
selection and is often the first point of Thabi had to go through a formal,
formal contact between a potential structured interview. The same procedure
employee and the organisation. was therefore not used, objective criteria
Interviews can be structured or were not used and consistency was not
unstructured. applied.
An interview should be standardised (Standardisation and objectivity is
and objective. questioned)
Other issues with regards to - Alicia did not go through the correct
recruitment and selection application procedures – she was
referred by her father who is the vice-
president of the company.
- In some companies there are policies
against appointing family and friends.
- Another dilemma is the comment
made to Thabi during the interview
(“you will be able to deal with the
administration of this department all by
yourself”). This comment created
expectations.
Compensation Compensation should be fair. Thabi was treated unfairly with regard to
compensation. It is assumed that Alicia
1 mark for received a higher salary because she was
identifying that offered a higher position.
compensation was
an ethical dilemma
and 1 mark for an
example/motivation
out of the case
study.
Other issues Sue entered into unethical behaviour for
her own benefit. “Sue hoped that she
might get extra perks or promotion
opportunities from Dave”.
Sue created another new position to
accommodate Thabi. It is not clear if she
consulted whether there is room for such a
4
Tutorial Letter 202/2/2014
Contemporary Issues in Human Resource
Management
HRM3704
Semester module
Department of Human Resource Management
This tutorial letter contains feedback
on Assignment 02 and guidelines for
the examination.
Bar code
, CONTENTS
Page
1 INTRODUCTION ................................................................................................................... 2
2 COMMENTS ON ASSIGNMENT 02 (SECOND SEMESTER) .............................................. 3
3 THE EXAMINATION ........................................................................................................... 11
4 YEAR MARK ....................................................................................................................... 11
5 CONCLUSION .................................................................................................................... 12
Dear Student
By now you should have received the following tutorial letters for HRM3704:
Tutorial letter Content of tutorial letter
HRM3704/101/3/2014 A word of welcome, purpose and outcomes of the module, where to start,
important notice, communication with the University, student support system,
prescribed book and enquiries, tutorial matter, additional sources of information,
assignments, the examination, discussion classes, study plan, frequently asked
questions, conclusion, compulsory assignments for the first and second
semesters, self-assessment assignments, guidelines for answering assignment
and examination questions, and guidelines for completing Assignments 03 and
04
HRM3704/201/2/2014 Prescribed book, comments on Assignment 01 (second semester), the
examination, case study guidelines and year mark
HRM3704/202/2/2014 Introduction, comments on Assignment 02 (second semester), the examination
(this tutorial letter) and your year mark
Unfortunately, lecturers do not have the facilities to send students duplicate copies of study material that
has been lost in the mail. If you have not received all these tutorial letters, please contact the Despatch
Department at or send your enquiry via SMS to the short code 43579. The study
material for this module is also available electronically via myUnisa. I therefore strongly recommend that
you register for and utilise this system if you have not yet done so yet. You will find information about the
system in the brochure entitled My studies @ Unisa, which you should have received upon registration.
This brochure is also available at www.unisa.ac.za. Click on "Study", then click on "Download brochures"
and then on "My studies @ Unisa 2014".
Remember that tutorial letters are the University's principal means of communication and teaching. This is
why you need to make sure that you receive all the tutorial letters for your course. Please read and study
the tutorial letters carefully, and keep them in a safe place.
1 INTRODUCTION
By now, you should have a fairly good idea of the content of the study material, as you should already have
submitted Assignments 01 and 02. This tutorial letter contains feedback on Assignment 02, as well as
information about the examination and the calculation of your year mark. Please refer to this tutorial letter
throughout the semester and when preparing for the examination.
2
, HRM3704/202
2 COMMENTS ON ASSIGNMENT 02 (SECOND SEMESTER)
You will only be admitted to the examination if you have submitted Assignment 01 (the compulsory
assignment) timeously. The marks you earn for Assignments 01 and 02 contribute towards your year mark
– refer to section 4 of this tutorial letter for more information. Remember that your year mark contributes
20% and your examination mark 80% to your final mark.
To complete Assignment 02, you had to work through the relevant chapters of the prescribed book.
This assignment is based on study units 8, 11 and 12 in your study guide.
Question 1
ETHICS FLAW: THE CASE OF A LARGE MANUFACTURING COMPANY IN SOUTH AFRICA
Alicia Darbis recently graduated from university with a degree in business management. Alicia was quite
clever, although her results did not reflect this. She had thoroughly enjoyed school, dating, playing netball
and hockey, but found few stimulating academic avenues. After graduation she did not make any attempt to
find a job. Her father was very upset when he discovered this, and took it upon himself to see that Alicia
became employed.
Alicia’s father, Dave Darbis, was the executive vice-president of a large manufacturing firm in South Africa.
He approached Sue, the human resources officer who administered the appointments at the company, and
asked her to find a job – any job – for his daughter in the company as soon as possible. Sue had just
finished interviewing candidates for an administration position in procurement when Dave phoned her. She
already had the perfect candidate in mind: Thabi had excellent credentials and was able to start working
immediately – she would be perfect for the position.
Sue asked Dave to send Alicia to her office for an interview. Alicia went at the instruction of her father, and
before she left the building she was surprised to learn that she had been selected as the new senior
administrative officer of the procurement department. Alicia realised that she had been appointed because
Sue hoped that she might get extra perks or promotion opportunities from Dave. After Alicia’s appointment,
Sue had a tough decision to make: (1) disappoint Thabi or (2) appoint her as Alicia’s subordinate. After
careful consideration Sue offered Thabi the position of junior administrative assistant. Thabi was surprised
by this offer; as during the interview Sue had expressed the opinion that Thabi would make an excellent
senior administrative officer because she had the relevant experience, skills and qualifications. In Sue’s
exact words: “You will be able to administer this department all by yourself with your qualifications”. Despite
the disappointment about the seniority and compensation of the position, Thabi accepted the offer.
The new recruits were scheduled to start on 1 April, however it did not take the employees in the
department long to discover why Alicia had been appointed. When a difficult task was assigned to Alicia,
she asked Thabi to do it, suggesting that the department head would be pleased with her if she helped out.
In the end Thabi did most of the work that Alicia was responsible for, while Alicia received all the credit.
Alicia developed a pattern of coming late, taking long lunch breaks, and leaving early. Whenever the
department head attempted to reprimand her for her unacceptable behaviour, Alicia would remind him that
her father was vice-president of the company. The department head was at the end of his tether.
Source: Adapted from Mondy, RW. 2012. Human resource management. 12th edition. Essex, England:
Pearson Education.
3
, Refer to chapter 8 of your prescribed book.
Question 1.1 Identify and discuss the ethical dilemma(s) in this scenario. (6)
The following ethical dilemmas can be identified in the case study:
Element Description Example/quote from case study
Selection(Screening) Job description and job specification: − When Alicia was selected Sue did not
The job description provides details compare Alicia to the job description or
1 mark for about the job’s duties, responsibilities, job specification because Alicia did not
identifying that working conditions and physical have the skills, knowledge and
selection was an requirements. experience required for the job.
ethical dilemma and The job specification describes the − Sue discriminated against Thabi with
2 marks for an qualifications, skills, educational regards to qualifications, skills and
appropriate experience and physical attributes experience because Thabi would have
example/motivation needed to successfully undertake the been the better candidate.
from the case study. job.
Employment interview: The interview Alicia went for an unstructured interview in
remains the most widely used tool for Sue’s office, while it can be assumed that
selection and is often the first point of Thabi had to go through a formal,
formal contact between a potential structured interview. The same procedure
employee and the organisation. was therefore not used, objective criteria
Interviews can be structured or were not used and consistency was not
unstructured. applied.
An interview should be standardised (Standardisation and objectivity is
and objective. questioned)
Other issues with regards to - Alicia did not go through the correct
recruitment and selection application procedures – she was
referred by her father who is the vice-
president of the company.
- In some companies there are policies
against appointing family and friends.
- Another dilemma is the comment
made to Thabi during the interview
(“you will be able to deal with the
administration of this department all by
yourself”). This comment created
expectations.
Compensation Compensation should be fair. Thabi was treated unfairly with regard to
compensation. It is assumed that Alicia
1 mark for received a higher salary because she was
identifying that offered a higher position.
compensation was
an ethical dilemma
and 1 mark for an
example/motivation
out of the case
study.
Other issues Sue entered into unethical behaviour for
her own benefit. “Sue hoped that she
might get extra perks or promotion
opportunities from Dave”.
Sue created another new position to
accommodate Thabi. It is not clear if she
consulted whether there is room for such a
4
