HRM3701 October November PORTFILIO (COMPLETE ANSWERS) Semester 2 2025 - DUE 27 October 2025

HRM3701 October November PORTFILIO (COMPLETE ANSWERS) Semester 2 2025 - DUE 27 October 2025; 100% TRUSTED Complete, trusted solutions and explanations. For assistance, Whats-App 0.6.7-1.7.1-1.7.3.9. Ensure your success with us.. Oct/Nov 2025 100 marks Due Date: 27 October 2025, 11PM EXAMINERS: FIRST EXAMINER: Dr S Ismail SECOND EXAMINER: Ms K Gani INTERNAL MODERATOR: Dr N Takawira EXTERNAL MODERATOR: Dr D Pillay-Naidoo This paper consists of 8 pages. Please note that the current Unisa Online Examination Rules apply to this HRM3701 examination and must be strictly followed. INSTRUCTIONS: (1) Academic Integrity: Unisa upholds a zero-tolerance policy against plagiarism and any other forms of academic dishonesty. It is, therefore, crucial to strictly follow all Unisa policies on plagiarism, academic integrity and copyright infringement. Students suspected of engaging in dishonest behaviour during the examination will face disciplinary actions. (2) Technical Requirements: • Please ensure that your submission includes a cover page containing your module code, semester and year of registration, full name, and student number. • Your answers must follow the cover page, be clearly numbered according to the assignment questions, typed in Arial font size 12 with 1.5 line spacing, and submitted as a single PDF document. Submissions (handwritten or typed) that contain scanned text will not be accepted. (3) Turnitin and Honesty Declaration: You should have already accepted the Turnitin EULA and the Honesty Declaration when you previously submitted your formative assessments. Please ensure that this is in place. Accepting the EULA will automatically submit your file to Turnitin. (4) Submission Format: Upload your typed answers as a single PDF file to platform immediately after completion. Handwritten or scanned documents will not be accepted. HRM3701 October 2025 2 (5) Submission Deadline: Ensure that you submit your portfolio before the due date and time as stipulated above. If your portfolio is not received by the exact time indicated above, you will have missed the deadline and will not be able to resubmit. “We do not learn from experience... we learn from reflecting on experience." John Dewey (1933) Instructions to complete the self-reflective learning journal To complete this self-reflective learning journal, you need to provide detailed, in-depth responses to the questions. Your answers should not simply summarise the content or experiences, but should demonstrate critical thinking, personal reflection, and a clear connection to your learning journey. Focus on exploring the reasons behind your thoughts, how your understanding has evolved, and the insights you have gained. Consider how the learning process has influenced your academic development, professional growth, and personal perspective. Be honest, thoughtful, and thorough in your reflections, providing specific examples where possible to illustrate your points. This is an opportunity for you to engage deeply with the material and reflect on how it has shaped your learning and future goals. 1. Reflecting critically on your decision to pursue Human Resource Management (HRM), what are the personal, professional, and societal factors that influenced this choice? How do you envision your role within the HR field evolving, and what impact do you aim to make? 2. How did Assignment 1 help enhance your understanding of the areas within HRM that require improvement? Discuss the key insights you gained from the assignment, including any difficulties you faced, your emotional and intellectual responses during the process, and how feedback influenced your approach to learning and improvement. In hindsight, how would you approach the assignment differently with the feedback you received? 3. In what ways did Assignment 2 challenge your understanding and application of HR theories and concepts? Discuss the key insights you gained from the assignment, including any difficulties you faced, your emotional and intellectual responses during the process, and how feedback influenced your approach to learning and improvement. In hindsight, how would you approach the assignment differently with the feedback you received? 4. In what ways did Assignment 3 challenge your understanding and application of HR theories and concepts? Discuss the key insights you gained from the assignment, including any difficulties you faced, your emotional and intellectual responses during the process, and how feedback influenced your approach to learning and improvement. In hindsight, how would you approach the assignment differently with the feedback you received? 5. Critically evaluate the process and outcomes of compiling your HRM portfolio. How did creating this portfolio help you integrate and apply theoretical knowledge in a practical context? Reflect on what aspects of the portfolio you found most rewarding and assess your own performance. What grade would you assign yourself, and what criteria informed this self-assessment? 6. Examine your personal learning style and its alignment with your academic and career goals in HRM. Are there particular strengths or weaknesses in your approach to learning that need adjustment in order to enhance your academic success and professional development? How do you plan to optimise your learning strategies to meet your future goals? 7. Provide a critical analysis of your experience with this module. What elements did you find most valuable, and which aspects did you find less engaging or difficult to connect with? Discuss how the knowledge gained from this module has equipped you with practical competencies in HRM, and in what ways you plan to apply these competencies in real-world settings. 8. Reflecting on your participation in the discussion classes, what specific ideas, concepts, or perspectives did you gain that have influenced your understanding of the subject? How did these discussions challenge or expand your previous viewpoints, and how will you apply these insights to your academic or professional practice? 9. How has your understanding of Human Resource Management evolved over the course of this module? Reflect on any shifts in your perspective regarding the strategic role HR plays within an organisation and identify key learnings that have reshaped your view. 10. Considering current global HR trends (e.g., digital transformation, remote work, diversity and inclusion), how do you envision the future of HRM? Based on your learning in this module, what skills and competencies do you believe HR professionals will need to develop to remain effective and relevant in the evolving workplace? 11. Reflecting on your personal development as a future HR professional, identify the key strengths and areas for improvement that have emerged throughout this module. How will you leverage your strengths, and what specific actions will you take to address areas for growth to excel in the HR field? 12. In HRM, people are often referred to as an organisation’s most valuable asset. Critically evaluate this assertion by reflecting on your learning throughout the module. Do you agree or disagree with this statement? Why? Provide a detailed explanation using HRM theories, practices, and real-world examples. 13. In terms of HRM practices, what role does organisational culture play in shaping employee behaviour and performance? Reflect on how HRM can influence and reinforce organisational culture, and discuss the challenges that HR professionals face when trying to align HR practices with an organisation’s values and goals. 14. Please answer your unique question provided to you on the discussion forum. R&S currently operates under a compliance-driven HR model, focusing primarily on policies, rules, and regulatory adherence. Senior management has decided to transition to an employee-centred HR model that prioritises employee engagement, development, and wellbeing. As an HR consultant, you are required to: - Propose an appropriate change management strategy that R&S could implement to achieve this transition. Using Kotter’s change management model, structure your proposed strategy and explain the key steps involved. (8) - Recommend specific implementation steps and discuss the expected benefits of adopting an employee-centred HR approach. (5) NB: Your answer should be structured as a professional memo with all the relevant headings and addressed to the Executive Management of R&S. “Stress Behind the Headsets: Employees Speak Out” (The Johannesburg Times, 14 May 2025) At first glance, Rise & Shine Call Centre (R&S) appears to be a success story of South Africa’s growing outsourcing industry. Established in 2018, the company services big-name clients in the financial and retail sectors, operating from a sleek glass building in the heart of Sandton. Its glossy brochures boast of “customer-first excellence” and “career growth opportunities for young talent.” But beneath the polished image, employees paint a very different picture. Several staff members recently took to social media, describing the company as “a pressure cooker where people are treated like disposable machines.” Their anonymous post quickly went viral, raising questions about the company’s labour practices. Former and current employees allege: • Excessive hours and no overtime pay: “We’re expected to work 48 hours a week, and when clients push targets, we stay even longer—with no compensation,” said one employee. • Unrealistic performance targets: Failure to meet daily call quotas often results in written warnings or threats of dismissal. • Restrictive contracts: Some workers claim their contracts prevent them from resigning within the first two years. • Salary deductions without proof: Damages to equipment or customer complaints are allegedly deducted from pay without any investigation. • Union rights suppressed: Several employees alleged being warned not to join trade unions or discuss wages. • Workforce is diverse but complaints of unfair treatment and lack of inclusion are rising. The company has also been struggling with high staff turnover, absenteeism, and negative publicity, which has begun to alarm corporate clients. You as an HR consultant have been contracted to investigate and recommend solutions. HRM3701 October 2025 6 Image Source: “Rise & Shine Defends Record, Points to CSR Impact” (Business Daily Africa, 20 May 2025) In response to growing criticism, Rise & Shine Call Centre has issued a press release highlighting its Corporate Social Responsibility (CSR) initiatives. The company notes that in the past three years, it has: • Donated computer labs to five township schools, benefiting over 2,000 learners. • Launched a scholarship programme for first-generation university students in Gauteng. • Provided food parcels and transport subsidies to employees during festive periods. • Partnered with a local NGO to run mental health awareness campaigns for youth. R&S argues that these initiatives demonstrate its commitment to both employees and the wider community. In the words of CEO Lerato Mokoena: “We take our responsibility to society seriously. Our employees are proud to work for a company that invests in communities and uplifts South Africa’s youth.” Despite these efforts, critics question whether CSR projects can compensate for what whistle-blowers describe as “toxic working conditions”. Change management strategy memo Professional memo format, correct headers, clear and concise. Correctly names and explains all steps in Kotter’s change model with a clear link to the R&S context. Provides 3 actionable implementation steps. Clearly explains 2 expected benefits of the change. Minor formatting errors in memo. Names/explains most of the steps of Kotter’s change model, mostly linked to the case study. Provides 2 steps; somewhat actionable. Explains 1 benefit; mostly relevant Format partially correct. Minimal identification and explanation of the steps of Kotter’s change model, with a partial link to the case study. Provides 1 step; limited actionability. Poor understanding of the benefits of the change. Format is incorrect or task is incomplete. No or incorrect identification of the steps of Kotter’s change model with no link to the case study. No steps or irrelevant. No benefits or irrelevant. You have been asked to present your proposed Wellness and Employee Relations Strategy to the Board of Executives at Rise & Shine Call Centre. Your presentation must: 1. Discuss the three main HR challenges (high stress, absenteeism, and strained labour relations) and explain the way each affects employee wellness. 2. Propose at least three evidence-based initiatives that address these issues. 3. Be professional, concise, and suitable for a board-level audience. Format requirements: • Develop your presentation in PowerPoint (8–10 slides). • Slides must include bullet points, visuals/graphics/charts (no overcrowded text). • Provide speaker notes for each slide explaining what you would say during the presentation. • Embed these slides into your document under Task 3. 2.2 Limitations (3) Clearly evaluates ≥3 limitations with critical reasoning Evaluates 2 limitations: mostly relevant Evaluates 1 limitation: minimal analysis No evaluation or irrelevant 2.3 Evidence-based recommendation (3) Proposes 3 evidence-based, actionable recommendations Proposes 2 recommendations; somewhat actionable Proposes 1 recommendation; limited evidence No recommendation or irrelevant 2.4 Recruitment guidelines (3) Provides 3 clear, actionable guidelines aligned with CSR positioning Provides 2 guidelines; mostly aligned with CSR positioning Provides 1 guideline; partial alignment with CSR positioning No guidelines or irrelevant. R&S provide you with a newspaper clipping (see page 5). To understand the environmental factors (both internal and external) that influence R&S, conduct a SWOT and a PESTLE analysis. In your answers consider all the issues mentioned in the newspaper clipping and consider other South African issues not necessarily mentioned in the clipping. To protect their reputation in the labour market following the article published in The Johannesburg Times, R&S issued a press release highlighting their corporate social responsibility campaign (see page 6). Considering employer attractiveness theory, answer the following questions: 1. Analyse how at least two CSR initiatives contribute to R& S’s external employer brand and attractiveness to potential employees, making reference to the employer attractiveness framework (by Berthon et al., 2005). (9) 2. Critically evaluate the limitations of relying on CSR initiatives alone to offset negative workplace practices. (3) 3. Propose one evidence-based recommendation for how R&S could more effectively integrate CSR into its internal strategy to enhance both reputation and employee experience. (3) 4. Within your HR consultant role, provide recruitment guidelines that R&S could implement to attract top graduate talent in light of its CSR positioning. (3) SWOT and PESTEL Analysis (12) Insightful, well-structured, and based on case study. Clear understanding of requirements of SWOT and PESTEL analysis. Correctly identifies all elements and provides relevant examples. Mostly accurate in SWOT and PESTEL analysis, some elements lacking in alignment with case study. Correctly identifies all elements with mostly relevant examples. Lacks clarity or relevance to the SWOT analysis, PESTEL analysis and in relation to the case study, some sections incomplete. Identifies some elements or examples that are partially relevant. Minimal or no understanding of SWOT and/or PESTEL analysis in the context of the case study. No or incorrectly identified elements and or examples R&S provide you with a newspaper clipping (see page 5). To understand the environmental factors (both internal and external) that influence R&S, conduct a SWOT and a PESTLE analysis. In your answers consider all the issues mentioned in the newspaper clipping and consider other South African issues not necessarily mentioned in the clipping. To protect their reputation in the labour market following the article published in The Johannesburg Times, R&S issued a press release highlighting their corporate social responsibility campaign (see page 6). Considering employer attractiveness theory, answer the following questions: 1. Analyse how at least two CSR initiatives contribute to R& S’s external employer brand and attractiveness to potential employees, making reference to the employer attractiveness framework (by Berthon et al., 2005). (9) 2. Critically evaluate the limitations of relying on CSR initiatives alone to offset negative workplace practices. (3) 3. Propose one evidence-based recommendation for how R&S could more effectively integrate CSR into its internal strategy to enhance both reputation and employee experience. (3) 4. Within your HR consultant role, provide recruitment guidelines that R&S could implement to attract top graduate talent in light of its CSR positioning. (3) 3.1 Wellness & Employee Relations Strategy Clearly states purpose and context; aligns with case study. Proposes 3 evidence-based Stated purpose and context; mostly relevant. Proposes 2 initiatives; partial linkage. Slides mostly logical, Purpose or context partially clear. Proposes 1 initiative; minimal linkage. Slides partially logical; Missing information or irrelevant information. Correct format not followed. Poorly structured, HRM3701 October 2025 8 initiatives addressing all key HR challenges: links to theory and legislation. Slides are logical, concise, visuals/graphics used, professional design, 8–10 slides, speaker notes complete. Speaker notes expand slides, demonstrate understanding, link to case study. Strategic tone, persuasive, suitable for executive audience minor overcrowding, speaker notes partial. Notes partially expand slides, some understanding. Mostly appropriate tone; some persuasive elements. visuals minimal. Minimal notes; limited linkage. Partially appropriate tone; limited persuasiveness. no speaker notes, unprofessional.