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MCQ's for Exam Paper Oct/Nov 2013
ANSWER: 1.1 (pg. 5)
ANSWER: 2.3 (pg.27) Meaning of QWL: extent to which employee’s personal needs are met through their work.List of QWL program inclusions:
1. Bulletin boards2. Theme days3. Fun committee4. Baby/wedding day pic contest 5. Calling cards6. Birthday celebrations7. Recognise personal achievements8. Encourage humour
ANSWER: 3.3 – pg. 173
Problem 1: employees sees a job analysis as a threat to current job/pay or both Problem 2: the need to update the information gathering Problem 3: when the job is held by only one or two employees Problem 4: when a job analysis form the basis of a job description and it is handed to a new employee Problem 5: managers feel that the job analysis and the job description have an impact on the flexibility that
they have.
ANSWER: 4.3 –pg. 46 (HRIS)
ANSWER: 5.4 (TB PG 59, ASSIGNMENT Q10, S1-2016)
1. Application tracking module: track candidates & their resumes to help match candidates on file to the pre-requisites of job openings
2. A position control Module: enables the organisation to track open positions for monitoring, budgeting, and control purposes
3. HR planning Module: helps estimate future labour supply & demand by analysing current staffing levels & skills mixes.
4. Training & development Module: with this module an employee’s T&D needs are evaluated and compared to the T&D options available in the organisation
5. Succession planning Module: focuses on the collection and maintenance of data that underlines succession charts. The information in this module can include employee’s qualifications to move them into keep positions in the organisation
6. Labour relations Module: assists organisations keep track of labour related matters and its outcome.
7. Basic Employment Module: It includes information such as the name, identity number, date of entry, job classification, location, job specifications and descriptions, salary comparison data, address, telephone numbers, family particulars and other basic information required by the organisation.
8. On-boarding / orientation Module: assist in providing the required information and also to keep track of what has already been communicated and provided.
9. Performance Module: can be used to keep record of score, evidence, personal development, training needs & career aspirations.
ANSWER: 6.2 (TB PG 192 job posting discussed / answer to question is on PG 267 8.7.1)
TB 192: JOB POSTING-6.5.1 (INTERNAL RECRUITMENT METHOD)
A popular method for filling internal posts is via job posting. This includes at least 4 proven effective methods.
1. Traditional bulletin boards2. Computer e-mail based systems3. Telephone-voice based systems4. The organisations internet
All four methods can be effective but the last three offers more benefits over the traditional bulletin boards and this may include:
Easy access by all employees 24-hour availability Minimum paper work Electronic tracking Immediate notification to all employees
ANSWER: 7.1
ANSWER: 8.1
ANSWER: 9.4
ANSWER: 10.2 (TB 261 TBL 8.2)
1. Pure selection strategy - this strategy means the most qualified person for the job is chosen. This approach is maximally responsive to the organisation & few mathematical equations can be used to assist the organisation make their decision.
2. Vocational Guidance strategy - this type of strategy tries to place the person in the position for which they are most qualified. This strategy is maximally responsive to the individual needs.
3. Comparison staffing strategy – pure selection & vocation guidance represents opposite ends of the continuum, both of which have drawbacks, however if individuals needs are ignored if they are I the pure selection strategy there will be high turnover or low productivity and organisations needs are affected. On the other hand with vocational guidance strategy, employees may be motivated & happy but critical job roles will be filled with individuals who are not suitably qualified. The challenge then is thus for the HR team to find a strategy that lies somewhere between this continuum. The compromise staffing strategy attempts to achieve the best allocations of available employees to fill vacancies while meeting both individual & organisation needs
ANSWER: 11.2
ANSWER: 12.1
ANSWER: 13.2 TB 156 – 5.6
ANSWER: 14.4
ANSWER: 15.4
ANSWER: 16.3 TB 161.
Technology created opportunities such as e-mail and group networking called telecommunication. Things like cloud computing and drop boxes have made it easy to share information from any location.
This may not work for all because it can foster loneliness, stagnation and a sense of isolation, family problem and even compulsive overworking.
In addition, many employees doing this fear that losing their visibility at work can derail their career.
ANSWER: 17.3 TB 159 5.8
In a typical flexitime schedule the employer must determine what the core working hours of an 8 hr. day is, and at that time the employee must work.
o Advantages of flexitime:o Employees can attend to their school-age childreno Overtime does not need to be scheduled by the employer since the core working times will be
established.o Tardiness is totally eliminated since employees can start their total work day later and still work their
full hours.o Supervisors do not have to do any time keeping on a constant basis.
Compressed workweeks, employees do not work the same hours per day but still make the total hours required to work for one week (40 hours per week).
ANSWER: 18.1 TB 150 5.2.2
Job Rotation: The process of shifting an employee from job to job
ANSWER: 19.1
ANSWER: 20.3
ANSWER: 21.2
ANSWER: 22.4 - TB 192
ANSWER: 23.1 – TB 207 TB 6.5
Time gaps in employment Vague information such as incomplete / incorrect address, contacts information of former employee Vague / no reason provided for leaving former employee Lack of employment history Inconsistency in salary history Inconsistency in job level held When all previous employees are out of business When contact details of references are incorrect
ANSWER: 24.2
ANSWER: 25.3 TB 248
Herzberg had two actor to consider in motivation: Hygiene & Motivation
Hygiene needs: reflects job content and low level needs (negative job environment creates demands for the below)
Hygiene Factors: o Moneyo Better supervisiono Good working conditionso Job securityo Consistent managemento Policy rules
(the above influences the below) Level of jib dissatisfaction (which ultimately influences performance levels)
ANSWER: 26.4 TB 211 / SG 87
1. Unstructured interviews: Questions are developed from answers to previous questions 2. Structured interviews: A set of standardised questions are asked to all the job applicants. 3. Mixed: A set of standardised questions as well as questions developed from the answers to previous
questions are used4. Behavioural interviews: Applicants give specific examples of how they have performed a certain task
or resolved a problem in the past 5. Stress interviews: Interview designed to create anxiety and put pressure on an applicant to see how
they respond
ANSWER: 27.3 TB 216
An assessment centre: A process that evaluates a candidates potential for management on the basis on multiply assessment techniques.
ANSWER: 28.1
ANSWER: 29.2 TB 63 FIG 2.4
ANSWER: 30.1
EXPLAIN: (pg. 23)
1. Employee productivity : One of the biggest challenges facing SA today since its re-entering the international markets is labour productivity. SA has one of the lowest productivity rates 0in the world which complicates matters even more. Employee’s salaries have increased
while productivity has dropped. Because of the GATT there are more international goods entering SA affecting local companies severely. This means that the productivity in local industries will have to improve by leaps and bounds. SA still has a long way to go if it want to become a world player.
2. Technology & training: A s the use of technology increases by the business the needs for skills and training has increased dramatically in order to perform many of the job’s in today’s organisation. At the same time employers are faced with less skilled workers entering the labour market as well as an increase in under prepared workers. The answer to this is the re-education and training of workers
3. Impact of government: HR professionals has since 1994 felt the great impact of government on policies and legislation laws pertaining to amongst others:
i. Labour relation frameworkii. KING III repot on governance
iii. Mine health & safetyiv. Occupational health & safety
All these have had an impact on the managing of employees within organisations/companies.
4. Quality improvement : Improved quality means survival. All trade barriers come down, worldwide competitions will increase. Only companies with the best quality will thrive – and not because of quality alone. Two by products of almost always doing well are lower prices and higher productivity. In the past quality efforts in SA suffered because of a lack of top management commitment but luckily this attitude has changed rapidly. Critical success facts in quality improvement is getting employees educated and trained.
5. Downsizing, delaying and decruiting : when companies trim costs they are laying off employees at a pace reminiscent of the great depression. These massive lay-offs are not only happening in south Africa alone more than half of Europe’s largest corporation plan to cut their workforces as the current economic crises, global completions’ and high wages take their toll.
6. The changing workforce : the demographics of SA workforces are creating new, diverse, changing workforce. There are more single parents, working couples, women and mothers. According to STATS SA there are a large number of African, Asian/Indian, Colourd and white people living in SA. How does such a population view work, management & future? What are companies doing to meet the demographics and the growing emphasis on employee competitiveness?
7. Global Economy : The changing and growing global economy is placing increasing demands on HR in SA companies. This marketplace is marked by increased competitiveness worldwide. There are strong indications that improvement in the QWL for employees will improve performance and enable companies to compete in a global environment.
TERM: DEFINITION:JOB ANALYSIS Helps the organisation and the employees to understand the qualities
needed by employees, defined by means of behavioural descriptors, to provide optimum work performance. These qualities range from personality characteristics and abilities to specific skills and knowledge
JOB DESIGN The manipulation of the content, functions and relationships of jobs in a way that both accomplishes organisational goals and satisfies the personal needs of individual job holders.
JOB EVALUATION The part of a compensations system in which a company determines the relevant value of one job in relation to another
JOB ROTATION The process of shifting an employee from job to jobJOB ENRICHMENT Enhancing the job by adding more meaningful tasks and duties to make the work
more meaningful & rewarding
TB
EXPLAIN: TB PG 122
1. Phase 1: establishing the mission, vision and values of the organisation. During this phase the future of the organisation is established and the purpose of the organisation is identifies
2. Phase 2: conducting and environmental analysis – changes in the economic environment, legislative matter, market and technology trends are considered and analysed.
3. Phase 3: conducting and internal analysis. By conducting this analysis the organisation can determine what they need to change, what they need to improve and what they need to keep doing. During this phase demand and supply forecasts is done:
Forecast demand: determining the total man power required for a company Forecast supply: evaluating the future supply of labour that will be needed by the organisation.
4. Phase4: developing and formulating a strategy - HR strategy should be formulated keeping the total organisation strategy in mind.
5. Phase5: implementing the strategy 6. Phase 6: evaluating and assessing the strategy.
EXPLAIN: TB PG 193
1. Direct applications: Provide an inexpensive source of good job applicants to the organisation, especially for entry-level clerical and blue-collar jobs.
2. Employee referrals: Quick, inexpensive and can help the organisation pirate successful employees from other companies
3. Recruiting: Employees are already familiar with the organisational functions and easily fit back into the work environment.
4. University/school: campus recruiters still use the standard 30-minute interview, handing students a copy of their annual reports and playing a passive role in recruiting.
5. Private employment/ agencies: organisations should try to use this as a last resort as this could incur more cost. Agencies may ask for 30-35 percent of an executive candidate’s annual salary to be paid upfront if placed.
6. Advertising:
TB PG 234
PHASE 1: PHASE 2: PHASE 3:(1)Definition: known as Anticipatory socialism which encompasses all the learning about the organisation before an employee joints the organisation
(1)Definition: known as encounter, in which the new employee see what the organisation is truly like & in which some initial shifting of values, skills & attitude may occur.
(1)Definition: known as change of acquisition, relatively long lasting change take place
(2)Aspects: four aspects are dealt with here:1. Realism about the organisation2. realism about the job3. congruency of skills & ability4. congruency of needs & values
(2)Aspects: five aspects are deal with here:1. Management of outside life conflicts.2. management of inter group role conflict3. Role definition.4. initiation to the task5. Initiation to the group.
(2)Aspects: three aspects are dealt with here1. resolution the role demands2. Task mastery.3. Adjustment to group norms & values.
EXPLAIN: TB PG 284
(According to study info sent this exam will only be include 8.7 as the last section to be studied)
1. Establishment2. Advancement3. Maintenance 4. Withdrawals
_______________________________________________________________________________________________
Exam Paper May/June 2013
ANSWER: 1.4
ANSWER: 2.2 (TB PG 119)
ANSWER: 3.3 TB 46
ANSWER: 4.3 TB 46
ANSWER: 5.1
ANSWER: 6.1
ANSWER: 7.4
ANSWER: 8.3
ANSWER: 9.3 TB PG 245—249
Achievement motivation –David MacClelland, only three needs are emphasized: achievement, affection & power.
Goal-setting motivation – Edwin Locke, can be achieved when individuals are given measurable goals instead of vague performance standards. The manager and subordinate agrees jointly on a set of determined goals.
Positive reinforcement is based on an employee’s behaviour depending on how their needs are met by their manager. Rewards need to be tailored accordingly to what an employee’s deems meaningful to them.
ANSWER: 10.4
ANSWER: 11.2
ANSWER: 12.2
ANSWER: 13.2
ANSWER: 14.4
ANSWER: 15.3
ANSWER: 16.3
ANSWER: 17.3
ANSWER: 18.2
ANSWER: 19.2
ANSWER: 20.2
ANSWER: 21.3
ANSWER: 22.1
ANSWER: 23.1
ANSWER: 24.2
25.3
ANSWER: 26.1
ANSWER: 27.1 or 3?
ANSWER: 28.2
ANSWER: 29.2
ANSWER: 30.1
EXPLAIN: TB PG 18
1. New employee orientation2. Newsletter3. Communication meetings4. Employee handbooks5. Bulletin boards
EXPLAIN: PG 24, 1.7.4 – THE CHANGING WORK FORCE??
The demographics of SA’s workers are creating a new, diverse, changing workforce. There are more single parents, working couples, women and minorities.
EXPLAIN: CHPT 8 265 8.5
There are three types of strategies & because of the complexity of internal staffing the following should be largely focused on:
1. Pure selection strategy - this strategy means the most qualified person for the job is chosen. This approach is maximally responsive to the organisation & few mathematical equations can be used to assist the organisation make their decision.
2. Vocational Guidance strategy - this type of strategy tries to place the person in the position for which they are most qualified. This strategy is maximally responsive to the individuals needs.
3. Comparison staffing strategy – pure selection & vocation guidance represents opposite ends of the continuum, both of which have drawbacks, however if individuals needs are ignored if they are the pure selection strategy there will be high turnover or low productivity and organisations needs are affected. On the other hand with vocational guidance strategy,
employees may be motivated & happy but critical job roles will be filled with individuals who are not suitably qualified. The challenge then is thus for the HR team to find a strategy that lies somewhere between this continuum. The compromise staffing strategy attempts to achieve the best allocations of available employees to fill vacancies while meeting both individual & organisation needs
8.6 Guidelines for selecting the most effective inter staffing strategy:Firstly the following conditions should be considered:
1. Job ration of opening to applications: where is a large number of applicants and a small amount of posts to be filled, (a small selection ratio) the organisation is likely to maximise the pure selection staffing strategy. If an organisation has many positions to fill and not many applicants to choose from (a large selection ratio) employees will have more employment opportunities. In this case the vocation guidance strategy may help to attack more eligible individuals to the organisation or convince the current workforce to stay.
2. Relative cost associated with performance in the position: relative cost of performance errors in the position should be considered. If the performance error is extremely costly to the organisation then the pure selection strategy must be considered.
3. Nature of the interrelationships between jobs: (types of Job) the type of position & its relationship with other jobs in the organisation can affect the decision of the strategy selected. In regard to jobs that are successive or dependant, the best strategy would be to select a number of groups with the same output rate. E.g. slow, medium, & fast, rather than to force the three groups to work at the rate of the slow worker.
EXPLAIN: TB PG 121/PG 33 SG
Why is SHRP so important TB 121-4.5
Linking HR planning with the organisations planning process will facilitate the organisations ability to successfully pursue a given number of strategic objectives and initiatives, and as a result create a competitive advantage.
The overriding reason for integrating HR planning with the organisations strategic planning is to ensure that the HR programs & policies function is such a manner that they achieve immediate and long term organisational goals.
When strategic and HR planning are fully integrated, personal to be retrenched or operations that may be discontinued may be phased out gradually. SHRP can also assist with selecting strategic alternatives instead of dealing with them after the alternatives have been selected.
SHRM can also further benefit the organisations profitability through better utilisation of employees. Meaningful HR data can also establish a basis for evaluating the feasibility of current plans
R planning and strategic organisational planning is thus vital if HR programs and systems are to be attuned to the changing needs of the organisation
Steps to be taken during the SHRP TB 122-4.7 (MQC assignment 1 question # 16)1. Establishing the mission vision & values: this refers to the purpose of the organisation and
why they exist2. Conducting and environmental/external analysis: changes in the environment may affect
the way an organisation operates. Things to be taken into consideration should be:a. Economic facts,b. Legislation,c. Changes in technology &d. Trends in the labour market
3. Internal analysis: organisation can see what they need to improve/change, where they are doing well and what they should keep on doing. Within this phase the following should be done:
a. Forecasting demand – determining the total manpower requirements of the organisation.
b. Forecasting supply – evaluating the future supply of labour that will be needed in the organisation
4. Implementing a strategy 5. Evaluation & assessment
EXPLAIN: TB 150 5.2.2
1. Motivation-intensive jobs include a broad range of approaches:a. Job rotation: the principal of shifting employees from job-to-job. The advantage of
this approached is that employees do not have the same routines day job day after day and will be able to acquire new skills.
b. Job enlargement: the change in the scope of work, so as to provide the employee with greater variety. When a job is enlarged either the task being performed are enlarged or several short tasks are given to the same worker.
c. Job enrichment: enhancing the work by adding more meaningful task to make the work more meaningful & satisfying to the employee. The overall purpose is to improve a job by making it more challenging and exciting.
EXPLAIN: TB 168-170 5.12.5
The most common end product of a job analysis is the job description.
1. Recruitment: may be used to develop recruitment advertisement and to provide applicants with additional information about the job opening.
2. Interviewing: JD’s are often used when they include job specifications as a means of providing the interviewer with accurate information about the job. this way the applicant can be better matched to the job opening and the interview can make sure the minimal qualification of the job are met by the applicant.
3. Orientation: new employees may be given a JB to spell out the job requirements and areas to be evaluated.
4. Training: JD’s are used to specify both training & employees needs for effective performance as well as the type of training needed to make employees more promotable
5. Job evaluations: compensations system in which an organisation determines the value of one job in relation to another.
6. Job design: HR administrators would understand what a particular job entails and the requirements. This information can be used to properly design the job to ensure ultimate productivity
7. Wage/salary: estimate whether the wages being paid is equal to the same job in other organisations
8. Performance Appraisals: specify the basis on which an employee will be judged during P.A.9. Health & safety: identify possible areas of concern in terms of H&S matters.10. Outplacement: play an important role in the career change process.
EXPLAIN: TB 189 Table 6.1
INTERNALADVANTAGES OF INTERNAL RECRUITMENT DISADVANTAGES OF INTERNAL RECRUITMENT
Increase moral of current employees Knowledge of the person & employee
records. Chain of effect of promotion is possible Need to hire only at entry level Usually faster & less expensive then
external recruitment Employee is productive sooner Little or no orientation is needed
Unhealthy competition amongst existing employees
Inbreeding resulting in no new ideas developing
Moral problem for those not promoted Strong management programs is needed
EXTERNALADVANTAGES OF EXTERNAL RECRUITMENT DISADVANTAGES OF EXTERNAL RECRUITMENT
Applicant pool is bigger New ideas & contact are brought into
the organisation Reduce internal fighting Minimise Peter Principal
Destroys incentives for current employees to strive for promotion
The individual’s ability to fit in with other employees are unknown
Increase adjustment problems Takes longer for individual to be
productive Comprehensive orientation is required.
SG 87: Six steps in the selection process
1. Internal screening2. Completion of application blank3. Interviews4. Pre-employment testing5. Reference checks6. Medical examination
EXPLAIN: SG 100
1. PHASE 1- Anticipatory Socialisation: the new member gains an accurate picture of the organisations goals, duties, and gains the knowledge & skills required to do their work.
2. PHASE 2 - Encounter: the new employee will have to develop conflict handling skills, define their role within a workgroup, learn new tasks & establish new interpersonal relationships.
3. PHASE 3 – Change & Acquisition: the new member must agree with the workgroup on what tasks to perform, master the skills required for their new job and make some adjustments to accept the groups value & norms
4. Behavioural outcome: carry out the assigned role. If new member leave transforming the outsider into a participant has failed. Organisation must encounter new member to achieve organisational goal.
5. Affective outcomes: successful orientation will lead to general satisfaction of the employee and greater job involvement. Employees who feel their work is meaningful will do more.
HRM MAY JUNE 2014
ANSWER: 1:1
EXPLAIN: TB 150 5.2.2 (REPEAT EXAM QUESTION)
1. Motivation-intensive jobs include a broad range of approaches:a. Job rotation: the principal of shifting employees from job-to-job. The advantage of
this approached is that employees do not have the same routines day job day after day and will be able to acquire new skills.
b. Job enlargement: the change in the scope of work, so as to provide the employee with greater variety. When a job is enlarged either the task being performed are enlarged or several short tasks are given to the same worker.
c. Job enrichment: enhancing the work by adding more meaningful task to make the work more meaningful & satisfying to the employee. The overall purpose is to improve a job by making it more challenging and exciting.
ANSWER 2: 3
ANSWER: 3:3
ANSWER: 4:2
ANSWER: 5: 4
ANSWER: 6:2
ANSWER: 7:2
ANSWER: 8:1
ANSWER: 9:1
ANSWER: 10:1
ANSWER: 5.4 (TB PG 59, ASSIGNMENT Q10, S1-2016)
1. Application tracking module: track candidates & their resumes to help match candidates on file to the pre-requisites of job openings
2. A position control Module: enables the organisation to track open positions for monitoring, budgeting, and control purposes
3. HR planning Module: helps estimate future labour supply & demand by analysing current staffing levels & skills mixes.
4. Training & development Module: with this module an employee’s T&D needs are evaluated and compared to the T&D options available in the organisation
5. Succession planning Module: focuses on the collection and maintenance of data that underlines succession charts. The information in this module can include employee’s qualifications to move them into keep positions in the organisation
6. Labour relations Module: assists organisations keep track of labour related matters and its outcome.
7. Basic Employment Module: It includes information such as the name, identity number, date of entry, job classification, location, job specifications and descriptions, salary comparison data, address, telephone numbers, family particulars and other basic information required by the organisation.
8. On-boarding / orientation Module: assist in providing the required information and also to keep track of what has already been communicated and provided.
9. Performance Module: can be used to keep record of score, evidence, personal development, training needs & career aspirations.
ANSWER: 11:4
ANSWER: 12:3
ANSWER: 13:4
ANSWER: 14: 1
ANSWER: 15: 3
ANSWER: 16: 1
ANSWER: 17:2….?
ANSWER: 18: 3
ANSWER:
ANSWER: 20:1
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EXPLAIN: TB 62 SELECTING, IMPLEMENTING, MAINTAINING & EVALUATING AN HRIS SYSTEM – TABLE 2.4
EXPLAIN: TB 189 Table 6.1
INTERNAL (REPEAT EXAM QUESTION)ADVANTAGES OF INTERNAL RECRUITMENT DISADVANTAGES OF INTERNAL RECRUITMENT
Increase moral of current employees Knowledge of the person & employee
records. Chain of effect of promotion is possible Need to hire only at entry level Usually faster & less expensive then
external recruitment
Unhealthy competition amongst existing employees
Inbreeding resulting in no new ideas developing
Moral problem for those not promoted Strong management programs is needed
Employee is productive sooner Little or no orientation is needed
TB 192: JOB POSTING-6.5.1 (INTERNAL RECRUITMENT METHOD)
A popular method for filling internal posts is via job posting. This includes at least 4 proven effective methods.
5. Traditional bulletin boards6. Computer e-mail based systems7. Telephone-voice based systems8. The organisations internet
Continue….most effective method for job posting is the open promotion system (TB PG 267)
EXPLAIN: (pg. 23) (REPEAT EXAM QUESTION)
1. Employee productivity : one of the biggest challenges facing SA today since its re-entering the international markets is labour productivity. SA has one of the lowest productivity rates in the world which complicates matters even more. Employee’s salaries have increased while productivity has dropped. Because of the GATT there are more international goods entering SA affecting local companies severely. This means that the productivity in local industries will have to improve by leaps and bounds. SA still has a long way to go if it want to become a world player.
2. Technology & training: as the use of technology increases by the business the needs for skills and training has increased dramatically in order to perform many of the job’s in today’s organisation. At the same time employers are faced with less skilled workers entering the labour market as well as an increase in under prepared workers. The answer to this is the re-education and training of workers
3. Impact of government: HR professionals has since 1994 felt the great impact of government on policies and legislation laws pertaining to amongst others:
i. Labour relation frameworkii. KING III repot on governance
iii. Mine health & safetyiv. Occupational health & safety
All these have had an impact on the managing of employees within organisations/companies.
4. Quality improvement : improved quality means survival. All trade barriers come down, worldwide competitions will increase. Only companies with the best quality will thrive – and not because of quality alone. Two by products of almost always doing well are lower prices
and higher productivity. In the past quality efforts in SA suffered because of a lack of top management commitment but luckily this attitude has changed rapidly. Critical success facts in quality improvement is getting employees educated and trained.
5. Downsizing, delaying and decruiting : when companies trim costs they are laying off employees at a pace reminiscent of the great depression. These massive lay-offs are not only happening in south Africa alone more than half of Europe’s largest corporation plan to cut their workforces as the current economic crises, global completions’ and high wages take their toll.
6. The changing workforce : the demographics of SA workforces are creating new, diverse, changing workforce. There are more single parents, working couples, women and mothers. According to STATS SA there are large number of African, Asian/Indian, Colourd and white people living in SA. How does such a population view work, management & future? What are companies doing to meet the demographics and the growing emphasis on employee competitiveness?
7. Global Economy : the changing and growing global economy is placing increasing demands on HR in SA companies. This marketplace is marked by increased competitiveness worldwide. There are strong indications that improvement in the QWL for employees will improve performance and enable companies to compete in a global environment.
EXPLAIN (CHP 8 CAREER MANAGEMENT IS DEALT WITH IN HRM2602) COMMUNICATION ON CHPT 8 WAS FROM 8.1 -8.7)
EXPLAIN: SG 100 (REPEAT EXAM QUESTION)
1. PHASE 1- Anticipatory Socialisation: the new member gains an accurate picture of the organisations goals, duties, and gains the knowledge & skills required to do their work.
2. PHASE 2 - Encounter: the new employee will have to develop conflict handling skills, define their role within a workgroup, learn new tasks & establish new interpersonal relationships.
3. PHASE 3 – Change & Acquisition: the new member must agree with the workgroup on what tasks to perform, master the skills required for their new job and make some adjustments to accept the groups value & norms
4. Behavioural outcome: carry out the assigned role. If new member leave transforming the outsider into a participant has failed. Organisation must encounter new member to achieve organisational goal.
5. Affective outcomes: successful orientation will lead to general satisfaction of the employee and greater job involvement. Employees who feel their work is meaningful will do more.
OCT/NOV/2014
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EXPLAIN: TB 150 5.2.2 (REPEAT EXAM QUESTION)
1. Motivation-intensive jobs include a broad range of approaches:a. Job rotation: the principal of shifting employees from job-to-job. The advantage of
this approached is that employees do not have the same routines day job day after day and will be able to acquire new skills.
b. Job enlargement: the change in the scope of work, so as to provide the employee with greater variety. When a job is enlarged either the task being performed are enlarged or several short tasks are given to the same worker.
c. Job enrichment: enhancing the work by adding more meaningful task to make the work more meaningful & satisfying to the employee. The overall purpose is to improve a job by making it more challenging and exciting.
ANSWER:
ANSWER:
ANSWER: 29: 2
ANSWER:
EXPLAIN: TB 134 4.10.1
Job satisfaction survey is referred to as moral or attitude survey, this is conducted to analyse an employee’s attitude on important topics.
EXPLAIN:
1. The job itself2. Co-worker relations3. Good supervision4. Opportunity to grow
EXPLAIN:
1. Poor supervision2. Interpersonal conflict3. Poor working environment4. Poor pay5. Poor employee engagement
EXPLAIN: TB 138
EXPLAIN: TB 150 5.2.2 (REPEAT EXAM QUESTION)
Motivation-intensive jobs include a broad range of approaches:1. Job rotation: the principal of shifting employees from job-to-job. The advantage of this
approached is that employees do not have the same routines day job day after day and will be able to acquire new skills.
For example: an employee may spend two weeks attaching wheels to vehicles and the next two weeks making final checks of the chassis
2. Job enlargement : the change in the scope of work, so as to provide the employee with greater variety. When a job is enlarged either the task being performed are enlarged or several short tasks are given to the same worker.
If a complete process consist of 12 steps end-to-end and every step has an individual assisted to a specific task, a person with and enlarged job will be given the opportunity to work on other parts of the process giving the employee and opportunity to expand their knowledge.
3. Job enrichment : enhancing the work by adding more meaningful task to make the work more meaningful & satisfying to the employee. The overall purpose is to improve a job by making it more challenging and exciting.
For example: instead of feed material into a machine, the worker the worker with an enriched job might setup the machine, feed the machinery, inspect the output, accept or reject the output & if necessary adjust or repair the machine.
EXPLAIN: TB 266 8.7
Internal staffing is intended to increase organisational effectiveness, this will happen as employees would also like to improve their financial and social statues. Internal staffing would be an advantage for an organisation who wished to retain employees with substantial knowledge of the organisation, these employees will be encouraged to continue to improve their skills.
Five internal staffing approaches are as follows:
1. Promotions: upward internal moves in an organisation and usually comes with increased pay and responsibilities. There are two main approaches used to promote employees
a. Close promotion system. The responsibility of selecting a promotable employee lies with the supervisor of that unit.
2. Seniority3. Performance4. Assessment centre5. Unofficial promotion criteria
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