College of Business, Hospitality and Tourism Studies

Department of Management, Industrial Relations and OHS

HRM703 Human Resource Management and Development

Final Exam: Trimester I, 2012

Instructions

Read the following instructions before writing

1. Time Allowed: 3 hours with additional 10 minutes reading time.

2. Answer Booklet: All answers are to be written in the Answer Booklet.

3. Write your ID Number on all the sheets of paper in your Answer Booklet that you use.
Please also number all the sheets paper/pages that you use.
4. There are 3 sections to this paper, section A and B are compulsory. Whereas section C
there are four (4) questions, you are required to choose any two (2) questions.

Sections Question Marks

Section A: Short Answers 8 Questions. All compulsory 40

Section B: Case Study 4 Questions. All compulsory 20

Section C: Essay Question 2 Questions (4 choices) 40

Total 100

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Section A: Short Answers 40 marks

All questions from this section are compulsory.

Question 1

As a HR manager of Nestle, you have been asked to design two (2) selection methods for
sourcing out candidates for the post of a quality control officer. [5 marks]

Question 2

As a training coordinator, you are asked to evaluate any two (2) Hands-on-Methods. Ensure to
support your answers with appropriate examples. [5 marks]

Question 3

As supervisor of your department, one of your job characteristics would be to conduct

performance appraisals of your subordinates.

Critically analyse any two factors that you would need to bear in mind whilst analyzing poor
performance. Support your answers with relevant examples. [5 marks]

Question 4

Whatever approach to performance management is used, it is imperative to decide who to

employ as the source for the performance measures. Each source has specific strengths and
weaknesses.

Assess any two (2) performance information sources. [5 marks]

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Question 5

Workers may be dissatisfied with their work for a number of reasons. Evaluate any two of the
sources/factors that lead to job dissatisfaction. Support your answers with relevant examples.
[5 marks]

Question 6

Compare and contrast employers view with employees view in regards to pay structure
decisions. [5 marks]

Question 7

Compare and contrast employee benefits in Fiji with one other country that you have studied.
Ensure to support your answers with relevant examples. [5 marks]

Question 8

There are signs of a transformation from an adversarial approach to a less adversarial and
more constructive approach to union management relations.

Critically analyse the above statement using any two (2) signs of transformations that have been
seen in labor management relations today. Support your answers with examples. [5 marks]

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Section B: Case Study 20 marks

Read the case study provided carefully and answer the questions that follow:

Developing people through training: A Forestry Commission case study

Introduction
The Forestry Commission is a government department, making it a public sector organization.
Its mission is 'to protect and expand Britain's forests and woodlands and increase their value to
society and the environment '. It is Britain's largest land manager and is responsible for some of
the UK's most spectacular landscapes. The Forestry Commission has always placed operating in
a 'green' manner top of its agenda. It balances four related needs: people, nature, environment,
economy.

Roles within the organization

Murray Livingstone recently started a two-year apprenticeship with the Forestry Commission.
Murray works in the West Argyll Forest District as a forest craftsperson, harvesting trees for
timber. His initial training involved learning about different types of machines and health and
safety on the forest site. This is a first line job which one day could go on to a middle
management post as a senior Forester.

Julie McMorran is a civil engineer. Some of her projects involve building new roads and bridges
for timber lorries to get in and out of forestry areas.

At a higher level within the organisation, Gordon Donaldson is a Forest District Manager. His
work includes managing the restoration of forest land at Loch Katrine in Scotland.

All employees working with the Forestry Commission receive good rates of pay, which can rise
steadily with greater responsibility. The Forestry Commission promotes employees from within
the organisation. Whether employees join with qualifications from school, college or from
university, they have the opportunity of a long-term career path. The Forestry Commission
benefits by keeping its trained staff, which is less costly than recruiting new ones.

The importance of training

The Forestry Commission invests heavily in a range of training essential for the organisation's
growth and development:
Health and safety training
Regular refresher training - work safely with powerful machines

Other skills such as communication and leadership.

The Forestry Commission has a culture of Continuous Professional Development (CPD). This is
supported by a system of regular appraisals. They then develop a training plan to fill the gaps.
Training allows staff like Julie McMorran to engage in learning that has clear links to their

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current or future roles. Julie wants to take more responsibility for her work so she is now
studying for a Masters Degree in timber engineering.

Types of learning and training

On-the-job
Off-the-job

Training in action
How training works at Forestry Commission is to examine the training opportunities provided
for Julie McMorran. The profile highlights how the training she has received has developed her
career.

Conclusion
People who work for the Forestry Commission perform a wide variety of jobs. They are all
important in contributing to the overall aims and objectives of the organisation.
To carry out their roles effectively they need training. Development helps them to grow as
individuals and take on extra responsibility, which adds value to the organisation.

Source:http://businesscasestudies.co.uk/forestry-commission/developing-people-through-
training/conclusion.html

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Question 1

Analyse how training has contributed to this companys business strategy [5 marks]

Question 2

Apart from the on-the-job training there are other options that trainers can utlise to deliver
training. Validate the use of simulations and E-learning to this case study.
[5 marks]

Question 3

Managing Diversity is the process of creating an environment that allows all employees to
contribute to organizational goals and experience personal growth.

Develop training tools/ideas for effectively managing diversity in your organization. [5

marks]

Question 4

The case study mentions Julie McMorrans experience with the company. Analyse how her
trainings have benefited her job prospects and the company as well. [5 marks]

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Section C: Essay 40 marks

You have been provided with four (4) essay topics; choose any two (2).

Question 1

As the HR manager of Natadola Holdings Ltd, evaluate the performance measurement

management system that you could use. (Ensure to elaborate on the 5 approaches to measuring
performance). [20 marks]

OR

Question 2

Pay plans are typically used to energize, direct or control employee behavior. In your essay
concentrate on the following questions:

a) Analyse how pay influences individual employees. Ensure to provide relevant examples
to support your answers (utilize any 3 theories that addresses compensation effects)
[9
marks]

b) Organisations can choose from a range of programs to compensate employee

contributions. Compare and contrast any three (3) compensation programs.
[11
marks]

OR

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Question 3

In addition to holding onto key personnel, another hallmark of successful forms is their ability
and willingness to dismiss employees who engage in counter-productive behavior.

Critically analyse the above statement in relation to involuntary turnover and voluntary turnover.
[20 marks]

OR

Question 4
A more recent industrial relations model, developed by Harry Katz and Thomas Kochan
addresses the decisions management and unions make in their interactions. Analyse this model
by focusing on the following:

a) Goals and strategies

b) Union structure, administration, and membership

c) Legal framework

[20 marks]

The End

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