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College of Business, Hospitality and Tourism Studies

Department of Management, IR and OHS


HRM 703 Human Resource Management & Development
Final Examination: Trimester 1, 2016
Question Paper
________________________________________________________________________
This examination constitutes 50% of the total assessment of this unit and students must score
40/100 in this examination in order to pass this unit.

Instructions
Read the following instructions before writing.
1. Time Allowed: 3 HOURS with additional 10 MINUTES reading time.
2. All questions are compulsory.
3. Write your ID Number and Name on ALL pages of your Answer Booklet and
any extra sheets that you use.
4. This is a closed book examination. You are not permitted to access any books,
notes or other forms of written or electronic materials.

Sections Question Marks

Section A: Case Study Four Questions: Attempt all 20

Section B: Paragraph Writing Five Questions: Attempt all 50

Section C: Essay 2 Questions. Both are compulsory 30


TOTAL/WEIGHT 100/50

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SECTION A: CASE STUDY 20 MARKS

There are Four questions in this section. All questions are compulsory. Each is worth 5 marks.

The changing face of motivation


Alison Hill is Director of Pragmatic Thinking, a behavioral strategy company; and founder of
Maximizing Maternity, excellence in maternity transitions for forward- thinking organizations.
She is co-author of Dealing with the tough stuff: How to achieve results from crucial
conversations.
The world of work is rapidly changing. The days of motivating employees to simply complete a
task are well and truly gone. In a competitive work environment, the most valuable commodities
are lateral thinking, problem solving and innovation. These higher order concepts need to be
encouraged and reinforced to ensure sustainability in the business or organization.
When it comes to looking at motivation one thing is true what has worked in past isnt going
to be the thing that will work in our rapidly changing future. Motivating others to think and
behave differently is not an exact science and requires you to understand the drivers of behaviors
as well as get clear on the outcomes you are seeking. Employee motivation is a topic that has
spurned a whole industry within the corporate world, but there are a couple of myths when it
comes to looking at motivation that is worth clearing up.
Myth 1: people are unmotivated. Reality: there is no such thing as any motivation. Everyone
is motivated for something. They key for managers, leaders and HR professionals is to recover
what are the motivating factors at play for an individual and work with those
Myth 2: money is the primary motivator at work. Reality: money is not a strong motivator.
When employees have enough money, and money, and money is distributed in a fair and
equitable way, monetary rewards cease to be a motivated force at work. The individual values of
employee are a good indicator of the factors that drive behavior and decisions, and its important
to always remember the number one reinforce of behavior change- praise.
Myth 3: yearly bonuses are motivating. Reality: when a reward is predictable it ceases to be a
motivator and becomes an expectation.
The bottom line is that individuals are motivated whey they are engaged in meaningful work,
when they are connected to the purpose of the outcome. Author and motivational speaker
Malcolm Gladwell identifies that three things are needed:
1. Complexity: The work needs to have a level of complexity in order to be changing.
Individuals are not motivated by tasks that are easy to do.
2. Autonomy: individuals need the space to be able to do what needs to be done their way.
3. Relationships between effort and reward: Individuals need to know that their effort has a
direct relationship to the rewards they can gain. It needs to be clear that if individuals put
in the effort there is an equivalent reward. Rewards that are over the top are not
motivating
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As a HR practitioner, it is important to understand these three elements in the job design
and the process of leadership within the organization. In addition, your ability to be
skilled in the human skills as a HR practitioner is critical. Understanding what drives
their behavior and your ability to influence behavior is the key to motivating behavior
change within the workplace.

(Adapted from AHRI Managing Human Resources)

Questions

1. Identify and discuss at least two strategic management techniques that are evident in the
case.

2. Compare and contrast money and good working conditions as motivators for
employees.

3. There is no one best way to design a job. Briefly discuss the four methods that are used to
design a job.
4. QWL involves the implementation of HRM policies and practices designed to promote
organisational performance and employee wellbeing. Briefly outline at least four of these
policies.

SECTION B: PARAGRAPH WRITING 50 MARKS

There are five questions in this section. All questions are compulsory. Each is worth 10 marks.

1. Explain what is job analysis and when do we analyze a job.

2. Job analysis supports many HR activities identify and explain three major uses of job
analysis.

3. A significant and emerging issue is Web Recruitment. Explain what are Web
Recruitment and its potential benefits.

4. Discuss the relationships between strategy, performance management, and appraisal.

5. Identify and evaluate at least three (3) sources of errors in performance appraisal.
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SECTION C: ESSAY 30 MARKS

There are two questions in this section. Both questions are compulsory. Each is worth 15 marks.

Question 1

Conducting performance appraisals is an integral part of Human Resource Management.


Critically discuss the concepts and issues surrounding 360 degree appraisal from a HR
Managers perspective.

Question 2

HRD can be a platform for organisational transformation and renewal. The ultimate purpose of
HRD is to help the organisation and individuals to compete more effectively now and in the
future. List and critically examine the major Human resource development methods and
techniques.

..The End ..

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