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HRM2601EXAM PACK
, HRM2601
HUMAN RESOURCE PROVISIONING
OCT/NOV 2017
Section A
1. 2 2. 3 3. 4
4. 4 5. 1 6. 3
7. 2 8. 4 9. 3
10. 1 11. 3 12. 4
13. 4 14. 1 15. 1
16. 2 17. 1 18. 1
19. 3 20. 2 21. 2
22. 2 23. 1 24. 1
25. 2 26. 3 27. 2
28. 1 29. 2 30. 4
Section B
Question 1
Gabriella is the HR manager at Kitchen Pro. She has realised that the company needs to develop
an HRIS to keep track of employee information.
1.1 Top management and the general manager are not convinced that the company needs an
HRIS and feel that the HR department could be mismanaging company funds. Gabriella is tasked
with compiling a report on the benefits of an HRIS to reassure them that it will be beneficial to the
company if implemented correctly and will safe the company money in the long term.
1. Improves the quality of information
2. Reduces the administrative burden
3. Improves the speed and accessibility of information
4. Improves the flexibility of information
5. Increases competitiveness
6. Produces a greater number and variety of accurate, real time HR related reports
7. Improves the services to employees and employee satisfaction
8. Produces HR metrics
9. Re-engineers HR processes and functions
10. Shifts the focus of HR from processing of transactions to strategic HRM
1.2 Top management justifies that many successful companies still use paper-based systems.
Gabriella is asked to identify and discuss five reasons for the slow introduction of computer-based
systems and technology in HR departments
HRM2601
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, 1. Lack of support by top management – Investment in an HRIS is a low priority in most
organisations because top management cannot see the relationship between the HR
functions and profit
2. Satisfaction with the status quo – because of the vast amount of tedious work involved in
the development of an HRIS and the lack of additional staff to assist many HR managers
don’t see the need for an HRIS system
3. Defensiveness about revealing HR operations – a computer based system can make the
operations of HR more public. HR managers are fearful of losing ownership of the function
are thus not eager to computerise
4. Lack of HRIS knowledge – there is no module on an HRIS in most HR qualifications, many
HR managers are poorly prepared to develop and implement such a system
5. Poor or incomplete needs analysis – if the needs analysis is not done properly the decision-
makers might not see a need for implementation of such a system
6. Lack of proper communication – an HRIS can be seen as a threat or unnecessary if there is
no proper communication beforehand
1.3 What are some of the most common reasons that HRIS fail and of which Kitchen Pro should
be mindful?
1. Lack of management commitment
2. No project team is assigned
3. Company politics
4. Incorrect decisions because of poorly written needs analysis
5. Key personnel are not included in the project team
6. Failure to effectively manage change
7. Failure to define, manage, control, validate and support the quality of the data
8. Insufficient planning
9. Data security failure
Question 2
Siphiwe Kola is the newly appointed HR manager at Paper Cuts SA, the leading manufacturer and
distributor of paper products in South Africa. Her biggest concerns are employee productivity and
job satisfaction. It is a known fact that South Africa has one of the lowest levels of productivity in
the world. Siphiwe wants to study job design and job analysis at Paper Cuts SA to make sure that
the employees are happy and productive.
2.1 Define and discuss (a) the role that job design plays in increasing job satisfaction and (b) the
approaches to job design. Select the most appropriate method of job design for Paper Cuts SA
and justify your choice
(a) Job design determines how work is performed and therefore greatly affects how an
employee feels about a job, how much authority an employee has over the work, how much
decision-making the employee performs on the job and how many tasks the employee
should complete. Job design determines the nature of social relationships that exist on the
job, as well as the relationship between the employee and the work. All of these have an
impact on the levels of satisfaction an employee will experience while performing his job.
(b) 1. Specialisation-intensive jobs – also called job simplification, is characterised by jobs with
very few tasks that are repeated often during the workday. Specialisation offers economic
benefits, especially when there is an abundant supply of unskilled labour, however
overspecialisation is a frequently cited reason for employees feeling alienated from work
and their supervisors.
HRM2601
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, 2. Motivation-intensive jobs – There has to be a balance between employees’ human needs
and the employers’ economic goals. This approach focuses on ways to rearrange work in a
way that creates enough interest to motivate employees yet remains simple enough for
most members to perform. The more specialised a job, the lower the likelihood that the
employee will find it motivating.
3. The sociotechnical approach – an organisation or work unit is a combined, social-plus-
technical system (sociotechnical) and this system is open in relation to its environment.
The most popular application is self-managed work teams. Teams that control their own
work, schedules and tasks and often train each other. Members are expected to perform or
rotate to more than one job for the team ie multiskilling.
For Paper Cuts SA the best approach would be “Motivation-Intensive” jobs. Paper Cuts is a
manufacturing company, they will have many positions that are more or less the same. The
concepts of job rotation, job enlargement and job enrichment will be easy to apply and this
will keep the employees motivated. Self-managed work teams will most likely fail because
there are probably many technical operations in the factory that would need to be overseen
by specifically skilled members of staff.
2.2 Muhammad is a social media marketing manager at Paper Cuts SA. Suggest strategies to
accommodate employees striving to maintain a balanced work-family life.
• Flexi Time
• Telecommuting
2.3 Raj Moodley, an intern, is required to assist Siphiwe to do a job analysis of the work conducted
in the accounts department. One of the most common end products of a job analysis process is a
written job description. Briefly advise Raj on the uses of a job description in the following HR
functions: recruitment, interviewing, orientation, training
• Recruitment – used to develop recruitment advertisements
• Interviewing – used as a means of providing the interviewer with concise, accurate
information about the job
• Orientation – spells out job requirements and areas to be evaluated
• Training – it specifies the training an employee requires for effective performance
Question 3
Techno Geek is an IT specialist company in Houghton, Johannesburg. The HR manager, Mark,
has identified that the company needs to recruit a programme developer. Mark realises that there
are many suitable candidates for the position that are already working for Techno Geek.
3.1 Mark thus chooses job posting, an internal recruitment method to recruit the programme
developer. Job posting has proven to be an effective management tool. Identify the aspects that
Mark should take into consideration during the job posting process.
1. The job posting procedure has to be clearly explained and followed to the letter each time a
position is open.
2. Job specifications should be clear and should include the years of experience, skills or
training employees must have to apply for the posted position.
3. Job-posting procedures should specify the exact period during which posted positions will
remain open.
4. The application procedure should be clear.
HRM2601
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