Exam (elaborations)
HRM3701 Assignment 3 (100% COMPLETE
ANSWERS) Semester 1 2025 - DUE 2 May
2025
Course
Applied Human Resource Management Competencies (HRM3701)
Institution
University Of South Africa
Book
Applied Human Resource Management
Applied Human Resource Management Competencies - HRM3701
Assignment 3 Semester 1 2025 - DUE 2 May 2025 ;100 % TRUSTED
workings, Expert Solved, Explanations and Solutions.
What should Barbara do? Barbara Wilson is a registered nurse who has been
employed by Hope Regional Medical Centre for the past eight years. For the
first six years, Barbara worked as a nurse in the neurological ward. She
enjoyed working in this area, and particularly enjoyed her daily personal
interaction with the patients. After a few years of irregular schedules and
long shifts, she decided she needed a change, and began working as a
theatre nurse in the operating room. Initially, Barbara was excited about the
adjustment to her normal routine and looked forward to slowing down a bit.
However, one year into her job in the operating room, Barbara began to find
her work monotonous, and was easily bored. She dreaded getting up in the
morning and going to work, and looked forward to her days off. She began to
miss her years of working in the neurological ward, and longed for a way to
integrate all the knowledge, skills, and abilities she had gained and enjoyed
by being a nurse, in the job that suited her best. In the neurological ward,
Barbara was responsible for putting in and monitoring IVs; checking patient
charts; providing care, food and medication; dressing changes; bed baths;
taking care of patients' questions and concerns; and so forth. She would also
participate in the entire after surgery care, consult with patients on pain and
symptom management, walking after surgery, and coordinated home care.
Patients would also convey words of gratitude to Barbara, and she would
receive recognition from the hospital for a job well done, which reinforced
the work that she did. Barbara made decisions for the patients based on her
knowledge of the medical field. She prioritised patient care and worked one-
on-one with the patients. She received instant feedback from the patients in
some cases, and knew quickly whether patients were satisfied with their care
and their experience at the hospital. In the operating room, on rare
,occasions Barbara would put in catheters, position patients on operating
tables, and basically follow the doctors' instructions during surgery. Her
tasks were limited to the time spent in surgery. Patients were only in the
operating room for limited periods of time, leaving little time for Barbara to
get to know them and to participate in their care. Barbara played an integral
role in the patients’ hospital experience, although on a personal level she felt
that she did not contribute enough of herself to the task at hand, as she
mostly had to stand around and wait for instructions from the surgeon. She
also felt that there was a lack of communication between her peers. Barbara
had to take a back seat to the surgeons in the operating room, and her work
was very rigidly decided by the operating surgeon who made all the
decisions on what was to take place, at what time. If no operations were
scheduled, Barbara had little (if any) work to do. Barbara received no
feedback from patients for her work, as they were sometimes even unaware
that she was in the operating room. She also received no feedback from her
supervisor. 1. Critically analyse the key factors that led to Barbara’s job
dissatisfaction after being transferred from the neurological ward to the
operating room. (6) Assessment criteria To answer this question, you need to
compare the neurological ward and the operating room tasks while also
considering (1) the nature of Barbara’s tasks and responsibilities in the
operating room versus the neurological ward, (2) the mismatch between
Barbara’s initial expectations and the reality of her role in the operating
room. 2. Using Hackman’s and Oldham’s job characteristics theory, compare
the job/role of the neurological ward to that of the operating room. (16)
Assessment criteria To answer this question, you need to apply Hackman
and Oldham’s job characteristics theory/model and differentiate between the
two roles (i.e. the neurological ward and the operating room) that Barbara
undertakes under the core dimensions of this model. Tip: It is easy to
compare two or more things when you use a table format to complete the
task. 3. Synthesise the information from Barbara’s two roles to explain how
Hope Regional Medical Centre could apply job enrichment techniques to
improve Barbara’s job satisfaction and engagement? Suggest potential
modifications in Barbara’s current role in the operating room. (6) Assessment
criteria To answer this question, you need to consolidate the information you
have provided in question 2 to propose suggestions of how to enrich
Barbara’s current role in the operating room using job enrichment strategies.
4. Evaluate Barbara’s motivation and job satisfaction using relevant theories
of motivation (10) Assessment criteria To answer this question, you need to
apply and critically evaluate at least two motivation theories in which you
explain the decline in Barbara’s motivation and job satisfaction. You then
need to further discuss how these two theories explain Barbara’s perceived
lack of fulfilment in her role in the operating room. 5. Critically analyse the
importance of feedback and communication in Barbara’s work environment,
and recommend methods for improving these aspects (5) Assessment
criteria To answer this question, you need to critically evaluate the role of
feedback in Barbara’s motivation and professional development. You need to
, also discuss the communication challenges Barbara faces in the operating
room and suggest ways in which communication can be improved with
supervisors and colleagues. 6. The management at Hope Regional Medical
Centre is aware of the effect of its decision to transfer Barbara and have
decided to review the career development opportunities within the hospital.
How could the hospital have better supported Barbara’s career development,
especially in terms of role rotation or continuous learning opportunities?
Discuss the importance of providing opportunities for personal growth and
development in retaining valuable employees within healthcare
organisations. (3) Assessment criteria To answer this question, you need to
discuss how the organisational culture and work environment at Hope
Regional Medical Centre may influence Barbara’s job satisfaction and of her
professional identity. You need to further consider the implications of a
culture that does not provide adequate recognition, feedback or employee
development opportunities. 7. On a personal level, what strategies can
Barbara implement to cope with her job dissatisfaction, and how can she
communicate her concerns effectively to her supervisor? (4) Assessment
criteria To answer this question, you need to suggest personal strategies
Barbara can use to address her dissatisfaction. Additionally, explain how she
can approach her supervisor to express her concerns constructively,
including the benefits of open communication in her professional
environment. Total: 50
✅ Answer to Question 1:
Critically analyse the key factors that led to Barbara’s job dissatisfaction after being
transferred from the neurological ward to the operating room.
[6 Marks]
To understand Barbara's job dissatisfaction, we must consider the nature of her tasks and
responsibilities in the two roles and the discrepancy between her expectations and the reality
in the operating room.
1. Nature of Tasks and Responsibilities
Neurological Ward Operating Room
Barbara had a wide range of duties such as monitoring Her tasks are narrowly defined:
IVs, giving medication, bathing patients, dressing positioning patients, inserting
wounds, managing pain, and offering emotional support. catheters, and assisting surgeons.
She follows direct instructions from
She exercised clinical judgment, interacted directly
the surgeon with limited autonomy
with patients, and saw the outcomes of her care.
and no patient continuity.
She received verbal feedback from patients and She receives no feedback from
HRM3701 Assignment 3 (100% COMPLETE
ANSWERS) Semester 1 2025 - DUE 2 May
2025
Course
Applied Human Resource Management Competencies (HRM3701)
Institution
University Of South Africa
Book
Applied Human Resource Management
Applied Human Resource Management Competencies - HRM3701
Assignment 3 Semester 1 2025 - DUE 2 May 2025 ;100 % TRUSTED
workings, Expert Solved, Explanations and Solutions.
What should Barbara do? Barbara Wilson is a registered nurse who has been
employed by Hope Regional Medical Centre for the past eight years. For the
first six years, Barbara worked as a nurse in the neurological ward. She
enjoyed working in this area, and particularly enjoyed her daily personal
interaction with the patients. After a few years of irregular schedules and
long shifts, she decided she needed a change, and began working as a
theatre nurse in the operating room. Initially, Barbara was excited about the
adjustment to her normal routine and looked forward to slowing down a bit.
However, one year into her job in the operating room, Barbara began to find
her work monotonous, and was easily bored. She dreaded getting up in the
morning and going to work, and looked forward to her days off. She began to
miss her years of working in the neurological ward, and longed for a way to
integrate all the knowledge, skills, and abilities she had gained and enjoyed
by being a nurse, in the job that suited her best. In the neurological ward,
Barbara was responsible for putting in and monitoring IVs; checking patient
charts; providing care, food and medication; dressing changes; bed baths;
taking care of patients' questions and concerns; and so forth. She would also
participate in the entire after surgery care, consult with patients on pain and
symptom management, walking after surgery, and coordinated home care.
Patients would also convey words of gratitude to Barbara, and she would
receive recognition from the hospital for a job well done, which reinforced
the work that she did. Barbara made decisions for the patients based on her
knowledge of the medical field. She prioritised patient care and worked one-
on-one with the patients. She received instant feedback from the patients in
some cases, and knew quickly whether patients were satisfied with their care
and their experience at the hospital. In the operating room, on rare
,occasions Barbara would put in catheters, position patients on operating
tables, and basically follow the doctors' instructions during surgery. Her
tasks were limited to the time spent in surgery. Patients were only in the
operating room for limited periods of time, leaving little time for Barbara to
get to know them and to participate in their care. Barbara played an integral
role in the patients’ hospital experience, although on a personal level she felt
that she did not contribute enough of herself to the task at hand, as she
mostly had to stand around and wait for instructions from the surgeon. She
also felt that there was a lack of communication between her peers. Barbara
had to take a back seat to the surgeons in the operating room, and her work
was very rigidly decided by the operating surgeon who made all the
decisions on what was to take place, at what time. If no operations were
scheduled, Barbara had little (if any) work to do. Barbara received no
feedback from patients for her work, as they were sometimes even unaware
that she was in the operating room. She also received no feedback from her
supervisor. 1. Critically analyse the key factors that led to Barbara’s job
dissatisfaction after being transferred from the neurological ward to the
operating room. (6) Assessment criteria To answer this question, you need to
compare the neurological ward and the operating room tasks while also
considering (1) the nature of Barbara’s tasks and responsibilities in the
operating room versus the neurological ward, (2) the mismatch between
Barbara’s initial expectations and the reality of her role in the operating
room. 2. Using Hackman’s and Oldham’s job characteristics theory, compare
the job/role of the neurological ward to that of the operating room. (16)
Assessment criteria To answer this question, you need to apply Hackman
and Oldham’s job characteristics theory/model and differentiate between the
two roles (i.e. the neurological ward and the operating room) that Barbara
undertakes under the core dimensions of this model. Tip: It is easy to
compare two or more things when you use a table format to complete the
task. 3. Synthesise the information from Barbara’s two roles to explain how
Hope Regional Medical Centre could apply job enrichment techniques to
improve Barbara’s job satisfaction and engagement? Suggest potential
modifications in Barbara’s current role in the operating room. (6) Assessment
criteria To answer this question, you need to consolidate the information you
have provided in question 2 to propose suggestions of how to enrich
Barbara’s current role in the operating room using job enrichment strategies.
4. Evaluate Barbara’s motivation and job satisfaction using relevant theories
of motivation (10) Assessment criteria To answer this question, you need to
apply and critically evaluate at least two motivation theories in which you
explain the decline in Barbara’s motivation and job satisfaction. You then
need to further discuss how these two theories explain Barbara’s perceived
lack of fulfilment in her role in the operating room. 5. Critically analyse the
importance of feedback and communication in Barbara’s work environment,
and recommend methods for improving these aspects (5) Assessment
criteria To answer this question, you need to critically evaluate the role of
feedback in Barbara’s motivation and professional development. You need to
, also discuss the communication challenges Barbara faces in the operating
room and suggest ways in which communication can be improved with
supervisors and colleagues. 6. The management at Hope Regional Medical
Centre is aware of the effect of its decision to transfer Barbara and have
decided to review the career development opportunities within the hospital.
How could the hospital have better supported Barbara’s career development,
especially in terms of role rotation or continuous learning opportunities?
Discuss the importance of providing opportunities for personal growth and
development in retaining valuable employees within healthcare
organisations. (3) Assessment criteria To answer this question, you need to
discuss how the organisational culture and work environment at Hope
Regional Medical Centre may influence Barbara’s job satisfaction and of her
professional identity. You need to further consider the implications of a
culture that does not provide adequate recognition, feedback or employee
development opportunities. 7. On a personal level, what strategies can
Barbara implement to cope with her job dissatisfaction, and how can she
communicate her concerns effectively to her supervisor? (4) Assessment
criteria To answer this question, you need to suggest personal strategies
Barbara can use to address her dissatisfaction. Additionally, explain how she
can approach her supervisor to express her concerns constructively,
including the benefits of open communication in her professional
environment. Total: 50
✅ Answer to Question 1:
Critically analyse the key factors that led to Barbara’s job dissatisfaction after being
transferred from the neurological ward to the operating room.
[6 Marks]
To understand Barbara's job dissatisfaction, we must consider the nature of her tasks and
responsibilities in the two roles and the discrepancy between her expectations and the reality
in the operating room.
1. Nature of Tasks and Responsibilities
Neurological Ward Operating Room
Barbara had a wide range of duties such as monitoring Her tasks are narrowly defined:
IVs, giving medication, bathing patients, dressing positioning patients, inserting
wounds, managing pain, and offering emotional support. catheters, and assisting surgeons.
She follows direct instructions from
She exercised clinical judgment, interacted directly
the surgeon with limited autonomy
with patients, and saw the outcomes of her care.
and no patient continuity.
She received verbal feedback from patients and She receives no feedback from
