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HRM3705 Assignment 3 (COMPLETE ANSWERS) Semester 2 2024 - DUE 17 September 2024
HRM3705 Assignment 3 (COMPLETE ANSWERS) Semester 2 2024 - DUE 17 September 2024
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,HRM3705 Assignment 3 (COMPLETE ANSWERS)Semester 2 2024 - DUE 17 September 2024 ; 100%
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explanations.
Question 1 [15 marks] Complete the question by following the
steps below. Step 1: Search the internet using any search engine
(e.g., Google) to find information about current challenges in
remuneration management that organisations are encountering
in the 21st-century world of work. Step 2: Identify the most
significant challenge (only one) organisations currently face
regarding remuneration management. Step 3: Summarise the
information you found in your own words by addressing the
following: (a) Identify the remuneration management challenge
(1 mark). (b) Discuss the challenge in your own words (2 marks).
(c) Link this challenge to one of the factors influencing
remuneration (3 marks). (d) Explain the potential implications
of this challenge on an organisation's remuneration strategy (2
marks). [8] Step 4: Provide suggestions from an HR perspective
on how organisations can mitigate or reduce this remuneration
management challenge. [3] HRM3705: Assessment 03 Semester
02 (2024) 8 © UNISA 2024 Step 5: In this step, you need to
provide the following as proof of your search: • A screenshot,
snippet or photo of the website you consulted (1 mark) and the
date you accessed the website (1 mark). [2] • The URL (link) to
the website. [1] • Reference your sources and include them in a
reference list. [1] Question 2 [15 marks] This question was
based on the following case study: Remuneration Inequities at
, ProTech Industries Jabu Mokoena was contemplating
addressing a significant salary issue at ProTech Industries.
Mokoena recently assumed the role of CEO, taking over from
the founder, Sipho Mahlangu, who led ProTech for 20 years.
ProTech Industries, a family-owned business in a small rural
town in Eastern Cape, employed around 250 people and was
the town's largest employer. Although Mokoena was part of the
family and one of the owners, he had not worked at ProTech
before becoming CEO. His background included an MBA, a law
degree, and five years of management experience in a large
manufacturing firm, where he had served as the Human
Resources Director. Soon after joining ProTech, Mokoena
noticed substantial disparities in the pay structure. A
conversation with the Human Resources Manager revealed that
individual negotiations with the previous CEO largely
determined employee salaries. Unionised hourly factory
workers were not affected by this issue since their wages were
negotiated on their behalf by the union. A review of the payroll
showed that, apart from the factory workers, there were 25
other administrative and managerial employees, including a
receptionist, administrative staff, factory supervisors, the HR
manager, and the CEO. Of these, 14 employees were women.
Further investigation revealed that the three female supervisors
were paid less than their male counterparts. There were no
directly comparable supervisory roles with both male and
female incumbents. When questioned, the HR Manager
speculated that the female supervisors might have been paid
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