2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
QUIZ
Assessment 2
Started on Sunday, 13 April 2025,
State Finished
Completed on Sunday, 13 April 2025,
Time taken
Question 1
Mr. Ntombela owns a table manufacturing company in Tzaneen, Limpopo Province,
with 15 employees, including eight carpenters. The employees have varying skills,
experience, responsibilities, and qualifications. Mr. Ntombela wants to reward his
employees for their hard work, specifically the carpenters. What remuneration
approach would be most suitable for Mr Ntombela to reward his carpenters, who
produce tables at his manufacturing company in Tzaneen?
Select one:
a standard-hour plan
commission
a piece rate plan
merit pay
Feedback
Your answer is correct.
The correct answer is a piece rate plan. See “Individual pay-for-performance plans”,
section 6.6.1 in lesson 6 and section 6.5.1, chapter 6 in the prescribed book.
A piece rate plan would be the most suitable approach for Mr. Ntombela to reward
his carpenters. Piece rate plans remunerate employees based on the number of
units they produce, which aligns with the carpenters' role of manufacturing tables.
This approach directly links remuneration to productivity and output, providing an
incentive for the carpenters to increase their efficiency and output. Merit pay rewards
employees based on their individual performance and achievement of specific goals.
While it acknowledges individual contributions, it may not be the most suitable
1
,2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
approach for carpenters whose productivity is primarily measured by the number of
tables they produce. Commission plans are typically used to incentivise sales staff
based on the sales they generate. This approach may not directly align with the role
of carpenters in manufacturing tables, as their output is in the form of physical
products rather than sales. Standard-hour plans determine pay based on the time it
takes to complete a task compared to a standard time. However, for carpenters
manufacturing tables, productivity is better measured by the number of tables
produced rather than the time spent. Implementing a standard-hour plan may not
effectively incentivise productivity based on output.
Question 2
Which action would best reflect your role as a remuneration analyst responsible for
ensuring external competitiveness?
Select one:
Designing an employee wellness initiative.
Benchmarking remuneration against industry competitors.
Creating a pay-for-performance program.
Conducting internal job evaluations.
Feedback
Your answer is correct.
The correct option is Benchmarking remuneration against industry
competitors. See “What is external competitiveness?” in section 4.4 in lesson 4 as
well as section 3.2, in chapter 3 of the prescribed book.
Benchmarking remuneration against industry competitors is the correct
answer because involves comparing an organisation's remuneration practices with
those of its competitors to ensure that pay levels are competitive and attractive in the
market. By conducting benchmarking, the remuneration analyst can gather valuable
insights into prevailing market trends and adjust the organisation's pay structures
accordingly to remain competitive in attracting and retaining talent.
Creating a pay-for-performance program, while an important aspect of
remuneration management, is more focused on internal alignment and motivating
2
,2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
employee performance rather than directly addressing external
competitiveness. Designing an employee wellness initiative, although beneficial
for employee well-being, does not directly contribute to ensuring external
competitiveness. Employee wellness initiatives are aimed at improving health and
morale, rather than directly influencing the organisation's position in the external job
market. Conducting internal job evaluations, while essential for establishing equitable
internal pay structures, does not specifically address the task of ensuring external
competitiveness. Internal job evaluations focus on determining the relative value of
different jobs within the organisation, which is important for internal alignment but
may not reflect market rates or competitor practices. Therefore, benchmarking
remuneration against industry competitors is the most relevant action for a
remuneration analyst tasked with ensuring external competitiveness, as it involves
assessing the organisation's pay practices concerning the broader job market.
Question 3
In remuneration management, which demographic factor should organisations
consider when conducting remuneration surveys?
Select one:
The labour market
Government legislation
Industry type
Individual preferences
Feedback
Your answer is incorrect.
The correct answer is industry type. See “Remuneration survey”, section 4.6 in
lesson 4, section 3.4, table 3.2 in, chapter 3 of the prescribed book.
Remuneration surveys require consideration of various demographic factors to
ensure accurate benchmarking and competitiveness. Industry type is crucial as it
helps tailor the survey to relevant sectors, ensuring that salary benchmarks align
3
, 2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
with comparable organisations in the same industry. This approach facilitates more
accurate and relevant data for salary comparisons and strategic decision-making.
While individual preferences and the labour market are important considerations
in remuneration management, they are not specifically demographic factors
addressed by remuneration surveys. Individual preferences vary among employees
and may impact compensation negotiations but are not directly relevant to survey
design. The labour market provides context for understanding supply and demand
dynamics but is not a demographic factor surveyed in remuneration
studies. Government legislation influences remuneration practices through legal
requirements such as minimum wage laws and benefits mandates. However, it is not
a demographic factor per se and does not inform the selection or design
of remuneration surveys. Therefore, the correct option is industry type, as it directly
informs the survey methodology and ensures relevant comparisons within the same
sector.
Question 4
In determining the strategic positioning of their remuneration, an organisation must
conduct a comprehensive evaluation of various factors. Among the options provided,
which factor presents the least straightforward influence on the organisation's
remuneration strategy, requiring nuanced consideration and analysis?
Select one:
Trade unions
Individual preferences
The product market
The labour market
Feedback
Your answer is incorrect.
The correct answer is trade unions. See "Strategic Evaluation," Section 4.5 in
Lesson 4 and Section 3.3 in Chapter 3 of the prescribed book.
4
QUIZ
Assessment 2
Started on Sunday, 13 April 2025,
State Finished
Completed on Sunday, 13 April 2025,
Time taken
Question 1
Mr. Ntombela owns a table manufacturing company in Tzaneen, Limpopo Province,
with 15 employees, including eight carpenters. The employees have varying skills,
experience, responsibilities, and qualifications. Mr. Ntombela wants to reward his
employees for their hard work, specifically the carpenters. What remuneration
approach would be most suitable for Mr Ntombela to reward his carpenters, who
produce tables at his manufacturing company in Tzaneen?
Select one:
a standard-hour plan
commission
a piece rate plan
merit pay
Feedback
Your answer is correct.
The correct answer is a piece rate plan. See “Individual pay-for-performance plans”,
section 6.6.1 in lesson 6 and section 6.5.1, chapter 6 in the prescribed book.
A piece rate plan would be the most suitable approach for Mr. Ntombela to reward
his carpenters. Piece rate plans remunerate employees based on the number of
units they produce, which aligns with the carpenters' role of manufacturing tables.
This approach directly links remuneration to productivity and output, providing an
incentive for the carpenters to increase their efficiency and output. Merit pay rewards
employees based on their individual performance and achievement of specific goals.
While it acknowledges individual contributions, it may not be the most suitable
1
,2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
approach for carpenters whose productivity is primarily measured by the number of
tables they produce. Commission plans are typically used to incentivise sales staff
based on the sales they generate. This approach may not directly align with the role
of carpenters in manufacturing tables, as their output is in the form of physical
products rather than sales. Standard-hour plans determine pay based on the time it
takes to complete a task compared to a standard time. However, for carpenters
manufacturing tables, productivity is better measured by the number of tables
produced rather than the time spent. Implementing a standard-hour plan may not
effectively incentivise productivity based on output.
Question 2
Which action would best reflect your role as a remuneration analyst responsible for
ensuring external competitiveness?
Select one:
Designing an employee wellness initiative.
Benchmarking remuneration against industry competitors.
Creating a pay-for-performance program.
Conducting internal job evaluations.
Feedback
Your answer is correct.
The correct option is Benchmarking remuneration against industry
competitors. See “What is external competitiveness?” in section 4.4 in lesson 4 as
well as section 3.2, in chapter 3 of the prescribed book.
Benchmarking remuneration against industry competitors is the correct
answer because involves comparing an organisation's remuneration practices with
those of its competitors to ensure that pay levels are competitive and attractive in the
market. By conducting benchmarking, the remuneration analyst can gather valuable
insights into prevailing market trends and adjust the organisation's pay structures
accordingly to remain competitive in attracting and retaining talent.
Creating a pay-for-performance program, while an important aspect of
remuneration management, is more focused on internal alignment and motivating
2
,2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
employee performance rather than directly addressing external
competitiveness. Designing an employee wellness initiative, although beneficial
for employee well-being, does not directly contribute to ensuring external
competitiveness. Employee wellness initiatives are aimed at improving health and
morale, rather than directly influencing the organisation's position in the external job
market. Conducting internal job evaluations, while essential for establishing equitable
internal pay structures, does not specifically address the task of ensuring external
competitiveness. Internal job evaluations focus on determining the relative value of
different jobs within the organisation, which is important for internal alignment but
may not reflect market rates or competitor practices. Therefore, benchmarking
remuneration against industry competitors is the most relevant action for a
remuneration analyst tasked with ensuring external competitiveness, as it involves
assessing the organisation's pay practices concerning the broader job market.
Question 3
In remuneration management, which demographic factor should organisations
consider when conducting remuneration surveys?
Select one:
The labour market
Government legislation
Industry type
Individual preferences
Feedback
Your answer is incorrect.
The correct answer is industry type. See “Remuneration survey”, section 4.6 in
lesson 4, section 3.4, table 3.2 in, chapter 3 of the prescribed book.
Remuneration surveys require consideration of various demographic factors to
ensure accurate benchmarking and competitiveness. Industry type is crucial as it
helps tailor the survey to relevant sectors, ensuring that salary benchmarks align
3
, 2025 – S1 – HRM3705 – ASSESSMENT 2 – Q&A
with comparable organisations in the same industry. This approach facilitates more
accurate and relevant data for salary comparisons and strategic decision-making.
While individual preferences and the labour market are important considerations
in remuneration management, they are not specifically demographic factors
addressed by remuneration surveys. Individual preferences vary among employees
and may impact compensation negotiations but are not directly relevant to survey
design. The labour market provides context for understanding supply and demand
dynamics but is not a demographic factor surveyed in remuneration
studies. Government legislation influences remuneration practices through legal
requirements such as minimum wage laws and benefits mandates. However, it is not
a demographic factor per se and does not inform the selection or design
of remuneration surveys. Therefore, the correct option is industry type, as it directly
informs the survey methodology and ensures relevant comparisons within the same
sector.
Question 4
In determining the strategic positioning of their remuneration, an organisation must
conduct a comprehensive evaluation of various factors. Among the options provided,
which factor presents the least straightforward influence on the organisation's
remuneration strategy, requiring nuanced consideration and analysis?
Select one:
Trade unions
Individual preferences
The product market
The labour market
Feedback
Your answer is incorrect.
The correct answer is trade unions. See "Strategic Evaluation," Section 4.5 in
Lesson 4 and Section 3.3 in Chapter 3 of the prescribed book.
4
