PUB3702
Assignment 2 Semester 1 2026
Unique number:
Due Date: March 2026
Detailed solutions, explanations, workings
and references.
+27 81 278 3372
, QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource
management, especially in public sector organisations where teamwork, coordination
and employee wellbeing are critical for service delivery. The scenario involving Sam
Maluleke, the accounting manager in the Department of National Education, and
Brian Furham, a recently appointed financial analyst, highlights important issues
related to managerial listening, employee integration, and learning gaps in the
workplace. This discussion evaluates whether Sam can be regarded as a good
listener and explains what can be done to overcome the identified listening
problems.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Although he notices Brian’s isolation and acknowledges that the section
would function better if Brian were part of the group, his approach during the
conversation demonstrates poor listening behaviour. Effective listening requires
managers to give full attention, show empathy, suspend judgement, and allow
employees space to express their concerns fully (Van der Westhuizen & Ernst,
2021). Sam fails to meet these requirements.
Firstly, Sam immediately controls the conversation by setting time constraints and
emphasising his workload. By stating that Brian “must be quick” because he has
reports to complete, Sam signals that Brian’s concerns are of secondary importance.
According to Berman (2013), when managers rush conversations or appear
distracted, employees may feel undervalued and reluctant to share deeper concerns.
This undermines trust and discourages open communication.
Secondly, Sam does not allow Brian to fully explain his experiences or feelings.
Brian hesitates and appears anxious, yet Sam quickly shifts the focus to what he
believes is the problem, namely Brian’s failure to fit in. This reflects what Wilkinson
(2016) describes as selective listening, where the manager listens only for
Varsity Cube 2026 +27 81 278 3372
Assignment 2 Semester 1 2026
Unique number:
Due Date: March 2026
Detailed solutions, explanations, workings
and references.
+27 81 278 3372
, QUESTION 1 (2 ANSWERS PROVIDED)
Education, Training and Learning: Learning Gaps and the Role of the Incentive
Manager
Effective communication and listening are central to good human resource
management, especially in public sector organisations where teamwork, coordination
and employee wellbeing are critical for service delivery. The scenario involving Sam
Maluleke, the accounting manager in the Department of National Education, and
Brian Furham, a recently appointed financial analyst, highlights important issues
related to managerial listening, employee integration, and learning gaps in the
workplace. This discussion evaluates whether Sam can be regarded as a good
listener and explains what can be done to overcome the identified listening
problems.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Although he notices Brian’s isolation and acknowledges that the section
would function better if Brian were part of the group, his approach during the
conversation demonstrates poor listening behaviour. Effective listening requires
managers to give full attention, show empathy, suspend judgement, and allow
employees space to express their concerns fully (Van der Westhuizen & Ernst,
2021). Sam fails to meet these requirements.
Firstly, Sam immediately controls the conversation by setting time constraints and
emphasising his workload. By stating that Brian “must be quick” because he has
reports to complete, Sam signals that Brian’s concerns are of secondary importance.
According to Berman (2013), when managers rush conversations or appear
distracted, employees may feel undervalued and reluctant to share deeper concerns.
This undermines trust and discourages open communication.
Secondly, Sam does not allow Brian to fully explain his experiences or feelings.
Brian hesitates and appears anxious, yet Sam quickly shifts the focus to what he
believes is the problem, namely Brian’s failure to fit in. This reflects what Wilkinson
(2016) describes as selective listening, where the manager listens only for
Varsity Cube 2026 +27 81 278 3372
