HRM2605 Assignment 2 (DETAILED ANSWERS) Semester 2 2025 - DISTINCTION GUARANTEED

HRM2605 Assignment 2 (DETAILED ANSWERS) Semester 2 2025 - DISTINCTION GUARANTEED - DISTINCTION GUARANTEED - DISTINCTION GUARANTEED Answers, guidelines, workings and references ,... QUESTION 1 Human Resource Functions refer to the key activities and responsibilities carried out by the HR department to support the management of people within an organisation. Identify the HR function that is described in each of the following scenarios. Provide a justification for each of your answers: 1.1 Yolandi is an HR officer at a large manufacturing company in South Africa. She works closely with senior management to ensure that the company’s human resource needs are aligned with its long-term business goals. As part of her role, she conducts regular assessments to identify current workforce capabilities and anticipate future staffing requirements. Yolandi ensures that the organisation is neither overstaffed nor understaffed by making sure the right people with the right skills are in the right roles at the right time. This process helps link the company’s human resource management efforts with its overall strategic plan. (2) 1.2 Alenda, an HR intern at BigBucks Bank, has been assigned to assist the HR department with reviewing and updating job roles within the customer service division. Her responsibilities include analysing how work is structured, determining the specific tasks that employees are expected to perform, how many different tasks each job should include, and how much independence employees have in making decisions about their work. She also considers how to make roles more engaging by balancing task variety, responsibility, and challenge. Her goal is to ensure that employees are both productive and satisfied with their work. (2) 1.3 Soloman, the HR manager at “Say-Again” Communications, is preparing for a group of new employees who will be joining the company on 1 October 2025. As part of this process, he is compiling a comprehensive employee handbook. The handbook outlines the company’s policies, procedures, workplace culture, and performance expectations. Solomon is also planning a get together to help the new hires understand their roles, meet their colleagues, and familiarise themselves with the company’s values and structure. His aim is to ensure that new employees feel welcomed, confident, and prepared to contribute effectively from day one. (2) 1.4 Sadika, a team leader in the customer care department of a national service provider, regularly meets with her team members to review their progress, assess how well they are meeting their work responsibilities, and identify any challenges they may be facing. She takes note of how effectively each person is handling their tasks and provides feedback during individual discussions. She also uses these sessions to guide employees on areas where they can improve or develop further. (2) 1.5 Mpho, an HR officer at a large manufacturing company, has been tasked with enhancing employee capabilities to support the company’s shift towards more automated production processes. She works with department managers to identify areas where skills gaps exist, then collaborates with external providers and internal specialists to create targeted interventions. Assessment 02 (S2-2025) 8 © Unisa 2025 These include designing structured programmes, facilitating learning opportunities, and assessing the impact of these interventions on operational efficiency and employee growth. (2) Question 1 = 10 marks QUESTION 2 Read the case study below and then answer the questions that follow: Case study: Stepping up at work After graduating with a BCom degree in Business Management from the University of Pretoria, Kabelo started his first job at a dynamic branding and media company called BrandRise Solutions. Despite being new to the company, Kabelo’s supervisor, Lerato, quickly recognises his strong potential and work ethic. She gradually starts involving him in various operational activities, giving him opportunities to lead small projects and coordinate team meetings when she is attending external engagements. Over time, Kabelo becomes familiar with many of the day-to-day operations of the department. One morning, however, everything changes when the team learns that Lerato has been hospitalised following a serious cycling accident. While she is expected to recover, she will be out of office for several weeks. The Chief Operations Officer (COO) calls Kabelo in and asks him to take on the role of acting supervisor until Lerato returns. Although Kabelo has assisted Lerato before, this is the first time he will be fully responsible for running the department. That evening, Kabelo shares the news with his partner, Nomsa, who responds with excitement: “Even though it’s under tough circumstances, this is your moment to shine!” Kabelo smiles but admits he’s nervous: “What if I run into a situation I’m not equipped to handle?” Later that evening, his friend and colleague, Reggie, visits him. Kabelo brings up his concerns, and Reggie tries to reassure him: “Don’t stress too much. If any staff issues pop up, just call HR. It’s their job, not yours.” Kabelo feels somewhat reassured until he overhears Nomsa later on a phone call with her friend, saying: “Kabelo’s in for a big surprise. If he wants to take on a leadership role, he can’t expect HR to do everything. Line managers have to handle a lot of the people-related matters themselves. It comes with the territory.” Questions: 2.1 Comment on Nomsa’s statement: ’’Kabelo’s in for a big surprise. If he wants to take on a leadership role, he can’t expect HR to do everything. Line managers have to handle a lot of the people-related matters themselves.” Do you agree with her or not? Substantiate your answer with a motivation. (2) 2.2 A few weeks into the acting role, Kabelo is asked by the COO to write a report on how the company can better support line managers. The report will include HR-related responsibilities that line managers typically take on, as well as challenges they face. Kabelo drafts the report and consults Reggie for help. Together, they phone you for advice. You suggest that they include the following key areas: Policies and procedures Training on conducting performance appraisals Communication Labour relations Help Kabelo complete a report. Your answer should be in report format and from a line manager’s perspective, explaining what is expected in each area and how the HR department can support them.(18) Question 2 = 20 marks Assessment 02 (S2-2025) 9 © Unisa 2025 QUESTION 3 South African organisations must be competitive yet also address a range of HR issues or challenges. Summarise the most critical challenges facing HR professionals today. (5) Question 3 = 5 marks QUESTION 4 Read the case study below and then answer the questions that follow: Case study: Bridging Generations at SkyVista Airways Naledi Moeketsi, the recruitment coordinator at SkyVista Airways, a regional airline operating in Gauteng, is preparing to fill several open flight attendant positions. She designs a recruitment advert for a local newspaper to attract qualified candidates for routes between Johannesburg, Durban, and Gqeberha. The advert reads: Flight Attendant Vacancies – Join our SkyVista Crew SkyVista Airways, a Gauteng-based regional airline, is seeking enthusiastic and service-oriented individuals to join our cabin crew. Successful candidates will man flights on regional routes between Johannesburg, Durban, and Gqeberha. Minimum Requirements: Prior experience in a customer-facing role. Height between 163 cm and 183 cm (required for safety and operational purposes). Availability for a six-week intensive training programme. A level-2 first-aid certificate issued by an accredited training provider. Willingness to travel and work flexible shifts. Access to reliable personal transport. For enquiries, contact Lungi Phiri at or call 012 345 6789. Submit your CV and certified copies of your qualifications and ID by 30 June. To support fair and well-rounded evaluation, Naledi assembles an interview panel composed of individuals across multiple generations. One panel member is Thandi Dlamini, a retired former senior flight attendant born in 1952, reappointed on a short-term contract to assist with training. Another is Ravi Naidoo, a long-serving HR administrator born in 1962 who has worked with SkyVista since its founding in the 1980s. Three shortlisted candidates include: Sipho (born in 1991), who previously worked in luxury retail, Miriam (born in 1980), with prior airline experience, and Anja (born in 1985), who holds a tourism diploma and has worked at a hotel reception desk. SkyVista’s management is aware that modern recruitment must consider South Africa’s diverse and multi-generational workforce. With the evolution of communication channels and digital access, the company also reflects on the effectiveness and appropriateness of its current recruitment strategies. Assessment 02 (S2-2025) 10 © Unisa 2025 Questions: 4.1 Which non-traditional recruitment strategies could SkyVista Airways consider using? Substantiate your answer. (4) 4.2 Advise SkyVista Airways on the sources available in the labour market it could consider. (2) 4.3 Analyse the content of the advertisement on the basis of South African labour legislation. (4) 4.4 Do you think there are any problems about the content of the advertisement? Provide reasons for your answer. (2) 4.5 Should SkyVista Airways continue relying solely on newspaper advertisements for recruiting flight attendants, or should they consider alternative external recruitment methods? Explain your recommendation.