HRM3705 Assignment 3 Semester 2 2024 | Due 17 September 2024

HRM3705 Assignment 3 Semester 2 2024 | Due 17 September 2024. All Questions Answered.  Question 1 1. Complete the question by following the steps below.  Step 1: Search the internet using any search engine (e.g., Google) to find information about current challenges in remuneration management that organisations are encountering in the 21st-century world of work.  Step 2: Identify the most significant challenge (only one) organisations currently face regarding remuneration management.  Step 3: Summarise the information you found in your own words by addressing the following: A) Identify the remuneration management challenge. B) Discuss the challenge in your own words. C) Link this challenge to one of the factors influencing remuneration. D) Explain the potential implications of this challenge on an organisation's remuneration strategy .  Step 4: Provide suggestions from an HR perspective on how organisations can mitigate or reduce this remuneration management challenge.  Step 5: In this step, you need to provide the following as proof of your search:  A screenshot, snippet or photo of the website you consulted and the date you accessed the website (1 mark).  The URL (link) to the website.  Reference your sources and include them in a reference list.  Question 2 This question was based on the following case study Remuneration Inequities at ProTech Industries Jabu Mokoena was contemplating addressing a significant salary issue at ProTech Industries. Mokoena recently assumed the role of CEO, taking over from the founder, Sipho Mahlangu, who led ProTech for 20 years. ProTech Industries, a family-owned business in a small rural town in Eastern Cape, employed around 250 people and was the town's largest employer. Although Mokoena was part of the family and one of the owners, he had not worked at ProTech before becoming CEO. His background included an MBA, a law degree, and five years of management experience in a large manufacturing firm, where he had served as the Human Resources Director. Soon after joining ProTech, Mokoena noticed substantial disparities in the pay structure. A conversation with the Human Resources Manager revealed that individual negotiations with the previous CEO largely determined employee salaries. Unionised hourly factory workers were not affected by this issue since their wages were negotiated on their behalf by the union. A review of the payroll showed that, apart from the factory workers, there were 25 other administrative and managerial employees, including a receptionist, administrative staff, factory supervisors, the HR manager, and the CEO. Of these, 14 employees were women. Further investigation revealed that the three female supervisors were paid less than their male counterparts. There were no directly comparable supervisory roles with both male and female incumbents. When questioned, the HR Manager speculated that the female supervisors might have been paid less because they were women and perhaps because the former CEO, Mahlangu, believed that women did not need as much money as male supervisors due to having working husbands. She also mentioned that she thought they were paid less because they supervised employees with lower skill levels than those supervised by male supervisors. Mokoena was not sure whether this explanation was accurate. 2.1. Identify and briefly discuss the types of pay discrimination reflected in the case study. Use evidence from the case study to substantiate your answer. 2.2. Evaluate the ethical and legal implications of the remuneration disparities at ProTech Industries. What would the consequences of the remuneration disparities be within ProTech?  Question 3 This question was based on the following case study Remuneration at Zenith Manufacturing Background: Zenith Manufacturing is a mid-sized company based in Johannesburg, South Africa, specialising in producing high-quality automotive parts. With a workforce of 500 employees, Zenith prides itself on its innovative engineering and commitment to quality. However, the company is facing challenges in retaining key talent, particularly in technical roles, due to the competitive nature of the automotive industry. In recent months, several skilled engineers and technicians have left Zenith to join competitors who offer more attractive remuneration packages. The Human Resources Director, Lindiwe Ndlovu, has identified that Zenith's current remuneration strategy is not as competitive as that of similar companies in the region. A benchmarking study by the HR department revealed that Zenith's salary offerings are below the market median, particularly for specialised roles. Additionally, other companies in the industry offer more generous benefits, such as performance bonuses, stock options, and flexible working arrangements. Lindiwe has recommended that Zenith re-evaluate its remuneration policy regarding employee remuneration to prevent further loss of talent and attract new employees. However, the company is also concerned about balancing its salary offerings with financial sustainability. 3.1. Identify the remuneration building block inadequately addressed in Zenith Manufacturing. Provide specific examples from the case study to support your answer. 3.2. Evaluate whether Zenith Manufacturing has effectively implemented the necessary remuneration practices to support the remuneration building block identified in Question 3.1. For each relevant practice, provide a brief discussion, give an example from the case study, and critically assess whether the practice was appropriately applied or neglected within Zenith Manufacturing. Ensure the coherence of your response for an additional.