MNH202C/201/1/2009
STREPIESKODE
BAR CODES
UNISA P248(A)
DEPARTMENT OF HUMAN
RESOURCE MANAGEMENT
BUSINESS MANAGEMENT II
HUMAN RESOURCE MANAGEMENT
(MNH202C)
TUTORIAL LETTER 201/1/2009
Study this tutorial letter carefully and keep it safe as you will need it for examination
preparation.
UNISA
2
By now you should have received a study guide and the following tutorial letters for MNH202C:
Tutorial Letter
MNH202C/101/3/2009
HRMALL6/301/3/2009
MNH202C/201/1/2009
(this tutorial letter)
Content of tutorial letter
A word of welcome, purpose and outcomes of the module, where to start, important
notice, communication with the university, student support system, prescribed book
and enquiries, tutorial matter, additional sources of information, assignments,
examination, discussion classes, study plan, frequently asked questions,
compulsory assignments, self-assessment assignments, guidelines for answering
assignment and examination questions, comments on Assignments 03 and 04
New restructured qualifications
Introduction, important additional contact details of lecturers, myUnisa, the
examination, other editions of the prescribed book, answers to assignments for both
semesters, additional resources, change in contact information – South African
Journal of Labour Relations, comments on Assignment 01, conclusion
If you have not received these tutorial letters and the study guide please contact the Department of Despatch at
086 167 0411. The study material for this module (study guide and tutorial letters) is also available on the
internet (myUnisa). We strongly recommend, therefore, that you register for and utilise this system if you have
not yet done so. Information about the system can be obtained from section 2.5 in the booklet Unisa: services
and procedures, which you received at registration. This booklet is also available from www.unisa.ac.za. Click on
"Study at Unisa", then on "Downloadable documents".
Unfortunately, lecturers do not have the facilities to send students duplicate copies of study material that is lost in
the mail.
Remember that tutorial letters are the university’s principal means of communication and teaching: this is why
you need to check and make sure that you have received all the tutorial letters for your course. Please read and
study tutorial letters carefully and keep them in a safe place!
CONTENTS
1
2
3
4
5
6
7
8
9
10
INTRODUCTION
IMPORTANT ADDITIONAL CONTACT DETAILS OF LECTURERS
myUnisa
THE EXAMINATION
OTHER EDITIONS OF THE PRESCRIBED BOOK
ANSWERS TO ASSIGNMENTS FOR BOTH SEMESTERS
ADDITIONAL RESOURCES
CHANGE IN CONTACT INFORMATION – SOUTH AFRICAN JOURNAL OF
LABOUR RELATIONS
COMMENTS ON ASSIGNMENT 01
CONCLUSION
Dear Student
1
INTRODUCTION
The main purpose of this tutorial letter is to inform you about the information on myUnisa, and to provide
additional information about the examination and feedback on Assignment 01. Keep this tutorial letter as you will
need it to prepare for the examination.
3
2
MNH202C/201/1/2009
IMPORTANT ADDITIONAL CONTACT DETAILS OF LECTURERS
In tutorial letter MNH202C/101/3/2009 we provided contact information for your lecturer, Mrs S Wärnich. For
your convenience we also provide an additional number that you may use between 08:00 and 13:00, that is
(012) 429-3723.
3
myUnisa
Consult the Unisa: services and procedures brochure which you received after registration, where you will find
more information about myUnisa. We would like to encourage you to use this system when submitting
assignments in future. This is just one of the benefits of using myUnisa. If you are already using myUnisa, keep
on visiting the site regularly!
For those students who have access to the internet and myUnisa, we will be uploading
interesting HR articles and related information from time to time for this module. Please note
that you will not be examined on any of these items and you will thus not be disadvantaged in
terms of the examination if you do not visit the site regularly ─ we would merely like to provide
this in addition to the information in your prescribed material. If you do not have access to a
computer at home or at work, we would like to encourage you to visit the Unisa Library, your
local library, your community centre, an internet café, a friend or family member or any other
place where you can access the internet, if at all possible. Computer skills are important! We
would like to invite you to share interesting HR articles or information related to the
content in the MNH202C module with us, so that we can share this with your fellow
students as well! We would love to hear from you!
4
THE EXAMINATION
4.1 General
Please refer to the guidelines and information we provided in Tutorial letter MNH202C/101/3/2009 about the
lecturer's expectations regarding the examination, the format and composition of the examination paper, and
hints for the examination.
We have in the past received requests from students for examination “hints and tips”. Please
refer to Tutorial letter MNH202C/101/3/2009 in which we provided extensive information regarding
the examination. We cannot provide any additional information, but you are welcome to
contact us if you are struggling to master the content of the module for the examination.
4.2 Format of the examination paper
Please note that the examination paper will be a fill-in paper, which means that you will only receive an
examination paper and a mark-reading sheet in the examination. The answers to the paragraph/essay questions
in section B should be written in the space provided on the examination paper. Section A will be worth 30 marks
and section B 40 marks. For more detail regarding the format of the examination paper, please refer to Tutorial
letter MNH202C/101/3/2009.
4.3 Year mark and final assessment mark
As explained in Tutorial letter MNH202C/101/3/2009, your final assessment mark for the module will be a
combination of an assignment mark and the examination mark.
You earn a year mark by submitting Assignments 01 and 02. The marks obtained for these assignments will be
combined with your examination mark in order to calculate the final assessment mark for this module. The
assignment marks will contribute a maximum of 10% (5% each) to the final assessment mark for the module,
4
while the examination mark will contribute 90%. Note that only the submission of Assignment 01 is required for
admission to the examination, although the marks obtained for both assignments contribute towards your final
mark. Therefore, although you will be admitted to the examination even if you do not submit Assignment 02, you
will forfeit 5% of your final mark. You will have to obtain a minimum of 50% for the year mark and the
examination mark combined for the final assessment mark in order to pass the module.
Irrespective of the year mark obtained you must obtain a subminimum of 40% in the
examination. In line with the Unisa assessment policy, your year marks will not be taken into
account if you obtain less than 40% in the examination. In such an event the mark obtained
in the examination will be your final mark. You will therefore not pass a module if your
examination mark is less than 40%.
If you write a supplementary examination the year mark will not be taken into account when the final mark is
calculated; hence the mark you receive will only be what you obtained for the examination. Remember that it is
your responsibility to contact us to enquire whether the prescribed material will be the same during the
next academic period.
If you write an aegrotat or special examination, the year mark will be taken into account but the subminimum
rule of 40% will apply. This means that, should you obtain a mark of less than 40% in the examination, your year
mark will not be taken into account, and the examination mark will be your final mark for the module. Remember
that it is your responsibility to contact us to enquire whether the prescribed material will be the same
during the next academic period.
4.4 Re-marks and rechecks
In the event that you feel that you want to request a re-mark or recheck of your
examination script after the results have been released, please do NOT contact
your lecturers! The official procedure appears in the Unisa: services and
procedures brochure.
5
OTHER EDITIONS OF THE PRESCRIBED BOOK
As stated in Tutorial letter MNH202C/101/3/2009, your prescribed book for this module is the following:
Grobler, PA, Wärnich, S, Carrell, MR, Elbert, NF & Hatfield, RD. 2006. Human resource management in South
Africa. 3rd edition. London: Thomson Learning. ISBN: 1-84480-328-7.
PLEASE NOTE THAT THE 1st AND 2nd EDITIONS OF THIS BOOK MAY NOT BE USED!
ENSURE THAT YOU OBTAIN THE CORRECT EDITION OF THE PRESCRIBED BOOK. YOU
WILL NOT BE ABLE TO SUCCESSFULLY MASTER THE LEARNING OUTCOMES FOR THIS
MODULE IF YOU USE ANY EDITION OTHER THAN THE ONE PRESCRIBED. THIS ALSO
IMPLIES THAT YOU WILL NOT BE ABLE TO ANSWER ALL THE QUESTIONS IN THE
EXAMINATION.
MNH202C/201/1/2009
5
6
ANSWERS TO ASSIGNMENTS FOR BOTH SEMESTERS
In tutorial letter MNH202C/101/3/2009 assignments for both semesters were included. You will only receive
feedback on the assignments that are applicable to the semester fro which you are registered. Please do not
contact the lecturers to request copies of the tutorial letters for the other assignments due in the period
that you are not registered for.
Registration for Semester 01 – 2009
Assignment
Assignment
01
MNH202C/201/1/2009
(this tutorial letter)
01
02
MNH202C/202/1/2009
(will be mailed to the registered
students after the due date of this
assignment)
MNH202C/101/3/2009
(already received)
MNH202C/101/3/2009
(already received)
02
03
04
7
Tutorial letter where feedback will
be provided
Registration for Semester 02 – 2009
03
04
Tutorial letter where feedback will
be provided
MNH202C/201/2/2009
((will be mailed to the registered
students after the due date of this
assignment)
MNH202C/202/2/2009
(will be mailed to the registered
students after the due date of this
assignment)
MNH202C/101/3/2009
(received after registration)
MNH202C/101/3/2009
(received after registration)
ADDITIONAL RESOURCES
Unisa’s Library provides access to students to amongst others books, journals, research projects and electronic
sources. You may gain access to the electronic resources via the Internet. For your convenience we have
included information in this tutorial that was recently brought to our attention. Remember that you can get access
to other sources via the Library’s website. Should you need additional information regarding the Human
Resource Management field you will find these sources useful. Note that you will not be examined on this
information.
Oxford English Dictionary
Follow the link below to access this dictionary on-line:
http://0-dictionary.oed.com.oasis.unisa.ac.za/entrance.dtl
Oxford Reference Online – Premium Collection
Follow the link below to access this dictionary on-line:
http://0-www.oxfordreference.com.oasis.unisa.ac.za/views/GLOBAL.html
See the information below for more detail on this website:
Click on Economics & Business
A Dictionary of Business and Management
This dictionary is a wide-ranging and informative guide to all areas of business, covering business
strategy, marketing, taxation, accounting, operations management, investment, banking and international
finance. The new, fourth edition has been updated to include terms relating to human resources and
management. New entries include management concepts (e.g. competence, knowledge management),
named theories (Tannenbaum and Schmidt, Blake and Mouton), and new terms from current affairs
(Private finance initiative, private-public partnership) and Internet business (bricks-and-clicks, viral
marketing). In addition, coverage of social psychology has been expanded (incorporating, for example,
group task theory and role theory).
6
Fourth edition
Print edition ISBN: 9780192806482
Print edition ISBN: 0192806483
Publishing history: First published 1990 as A Concise Dictionary of Business; second edition 1996;
third edition 2002; fourth edition 2006
Copyright: © Market House Books Ltd. 1990, 1996, 2002, 2006
A Dictionary of Human Resource Management
This dictionary comprises over 1,400 entries on human resource management, personnel, and industrial
relations. It covers technical terms, jargon, theories, and concepts, all of which are relevant for
undergraduate and MBA students, human resource practitioners, and trade unionists. The Dictionary of
Human Resource Management is ideal both as a quick reference guide and as an accompaniment to
existing HRM textbooks.
The authoritative source of precise and easy to understand definitions of words, terms, and phrases, this
new edition of the Dictionary of Human Resource Management has been thoroughly revised and
updated to reflect changes in vocabulary and usage. All the previous editions' entries have been
reviewed, around 300 new entries have been added, and the existing entries thoroughly edited to reflect
changes in the usage of terms, changes in institutions and official bodies, and keeps pace with the
evolving HRM vocabulary.
Edmund Heery is Professor of Human Resource Management at Cardiff Business School. Mike Noon is
Professor of Human Resource Management at Leicester Business School.
Second edition revised
Print edition ISBN: 9780199298761
Publishing history: First published 2001; this edition 2008
Copyright: © Edmund Heery and Mike Noon, 2001, 2008
8
CHANGE IN CONTACT INFORMATION – SOUTH AFRICAN JOURNAL OF LABOUR
RELATIONS
In section 9.1 of tutorial letter MNH202C/101/3/2009 we provided contact information for the South African
Journal of Labour Relations. The editor and contact details for this journal has now changed, kindly use the
new contact details listed below if you wish to contact them in future.
South African Journal of Labour Relations
Contact person
Mrs M Kirsten
Postal address
The Editor
South African Journal of Labour Relations
School of Management Sciences
PO Box 392
UNISA
0003
Telephone number
(012) 429-4924
Fax number
(012) 429-4947
E-mail address
kirstm@unisa.ac.za
MNH202C/201/1/2009
7
9
COMMENTS ON ASSIGNMENT 01
This assignment refers to chapters 4, 5 and 6 of the prescribed book.
Correct answer
Discussion
Question 1
The correct answer
is alternative 3.
Consult section 4.7
in your prescribed
book regarding the
steps in the SHRP
process.
The first step in situation analysis is to monitor and assess the company mission and
core businesses, its strategic plans and parameters, its concepts and structure, and its
culture and HR challenges. The second step is to conduct environmental scanning to
gather information about trends and anticipated developments in the external and
internal environment, and their relevance for HR strategy. An environmental scanning
may address a number of external factors like economic, social and political trends,
developments in labour markets, labour relations as well as HR policies and practices
in other firms. Internal HR factors such as turnover, absenteeism, managerial
obsolescence, employee demographics and employee skill levels must also be
assessed. Another of the many sources of information that can be useful when
conducting a situational analysis is employees' opinions. Opinions about both
problems and potential solutions can be helpful when planning for change. Employee
surveys are one method of finding out employees' opinions. It also gets the employees
involved in the process from an early stage, which is vital if they have to buy into the
changes later. What is the purpose of the situation analysis? It can assist HR strategy
makers in addressing HR issues before the strategy formulation process is finalised.
The ultimate goal is to improve the quality of strategic company decisions by ensuring
an appropriate match between human resources, capital resources and physical
resources. It is important that HR managers participate in the development of the
strategic plans of the company.
The correct answer
is alternative 4.
Refer to table 4.2 in
the prescribed
book.
Simulation is a quantitative method used for forecasting HR demand by using
scenarios to test the effect of various personnel policies.
The correct answer
is alternative 1.
Consult section 5.7
in the prescribed
book for more
detail.
Effectiveness is measured in terms of the rate of conversion whilst resources are being
used. Efficiency refers to “doing the right things”.
The correct answer
is alternative 3.
Refer to section
4.10.3 in the
prescribed book.
In a controlled experiment the problem will firstly have to be defined and alternatives
will have to be evaluated before choosing an alternative. The third step would be to
state the hypothesis before selecting the experimental and control groups. These
groups have to be measured prior to the experiment, after which the experiment will be
conducted. The experimental and control groups have to be measured again after the
experiment has taken place and this is then followed by data analysis, drawing
conclusions and reporting on the results.
The correct answer
is alternative 1. The
answer can be
found in section 5.2
in the prescribed
book.
Job design is the manipulation of the content, functions and relationships of jobs in a
way that both accomplishes organisational goals and satisfies the personal needs of
the individual job holders. The other options are definitions of the concepts of
recruitment, selection and job evaluation.
Question 2
Question 3
Question 4
Question 5
8
Correct answer
Discussion
The correct answer
is alternative 3.
Refer to section
5.2.2 in your
prescribed book.
When a job is enlarged, the number of tasks performed is increased (ie the scope of
the job is increased, which implies a horizontal expansion of the job). Job enlargement,
like job rotation, tries to eliminate short-cycle jobs that create boredom. Unlike job
rotation, job enlargement actually increases the job cycle. When a job is enlarged,
either the tasks being performed are enlarged or several short tasks are given to one
worker. Thus, the scope of the job is increased because there are many tasks to be
performed by the same worker on the same level. With job enrichment, jobs are
redesigned in both scope and depth (vertical and horizontal expansion). Typically, the
worker decides how the job is performed, planned and controlled and makes decisions
concerning the entire process. The overall purpose is to improve a job by making it
more exciting and challenging. Job enrichment goes further than job enlargement by
grouping a set of tasks of sufficient complexity to require choices (discretion) about
how to bring together the varied operations and get the job done. Job rotation is when
employees are periodically assigned to alternating jobs or tasks on the same or a
similar level. The complexity of tasks does not increase and the scope of the job does
not change, only the set of tasks to be done changes. Job rotation can assist in
eliminating boredom.
The correct answer
is alternative 3.
Refer to section
5.8.2 in the
prescribed book.
Telecommuting is a method by which employees do their job in an alternative work
location. This is made possible through the use of technology. Employees can use
terminals or computers to establish dial-up connections or to maintain continuous
communications that enable them to complete some or all of their duties at home or
even in other locations. This arrangement will not always work with all employees.
Some employees have jobs in which such an arrangement is not possible owing to the
nature of their work; in other instances such an arrangement might not be possible
owing to the personal circumstances of the employee. Telecommuting can only be
successful if the employees have little need for face-to-face contact with customers
and colleagues, they can commute directly to customers from their alternative
workplace, they have an appropriate alternative space to work from with no
interruptions, they have the necessary equipment, they are self-starters who can work
with little supervision, their job is of such a nature that they can perform their duties
from home, the supervisor they report to needs to manage results and not time
worked, and the supervisor trusts these employees. Telecommuters often fear that
they might lose visibility which can be detrimental to their careers. The key is that such
an arrangement should be beneficial for both parties involved, namely the employer as
well as the employee.
The correct answer
is alternative 3. The
answer can be
found in section 5.6
of the prescribed
book. Due to a
printing error in the
Afrikaans tutorial
letter this question
was thus not
marked.
Ergonomics is a term that is used to describe the situation where the human factor is
taken into account when designing the employee’s workstation. The relationship
between an employee and his/her workstation includes aspects such as the machines
used, the noise, the lighting, office furniture and other physical aspects. Several
aspects should be considered when attempting to design a person’s workstation in an
ergonomical way, namely the back, posture, hand and the environment. When Peter
designs the typist’s workstation he will have to consider the fact that she will be sitting
in front of a computer the whole day. He will have to ensure that the computer is
positioned in such a way that she will be able to type in a comfortable position taking
the aforementioned aspects into account. By doing this they can enable her to perform
her duties.
The correct answer
is alternative 3.
Refer to section
5.12.4 of the
prescribed book.
Job descriptions serve a variety of purposes for HR professionals. Several
employment and compensation activities depend on job information normally included
in the organisation's job descriptions. In addition, the basic information needed for
requirements such as employment equity/affirmative action, overtime and employee
safety can be included in job descriptions. Collective bargaining agreements may also
specify which duties are to be performed by each union employee covered by the
agreement. Job descriptions may be used to develop recruitment advertisements and
Question 6
Question 7
Question 8
Question 9
MNH202C/201/1/2009
9
Correct answer
Discussion
to provide applicants with additional information about job openings. They are often
used when they include job specifications as a means of providing the interviewer with
concise, accurate information about the job. The interviewer can then better match the
applicant to the job opening and make sure that the minimum qualifications of the job
are met by the applicant. New employees may be given job descriptions to spell out
job requirements and areas to be evaluated. Organisations use job descriptions to
specify both the training an employee requires for effective performance and the type
of training current employees may need to become promotable. Job descriptions often
specify comparable factors for use in the process of job evaluation so that a job
evaluator can compare various jobs and make pay decisions. HR practices require that
such comparisons be based on job-required skill, effort, responsibility and working
conditions. The required documentation of such information is usually found in job
descriptions. Job descriptions enable the HR administrator to estimate whether the
wages being paid for a job are equitable in comparison with wages for similar jobs in
other organisations in the community or throughout the country. Thus, they provide
information for both internal comparisons (through job evaluation) and external
comparisons (through survey analyses). Job descriptions may specify the basis on
which an employee will be judged during performance appraisal. If employees are told
which areas and duties they are responsible for performing, they are forewarned about
what will be evaluated. Job descriptions may also play an important role in the career
change process. Organisations that lay off workers temporarily or downsize
permanently often want to assist affected employees. The HR staff can use an
employee's job description to help prepare a CV that gives detailed information. The
HR staff may also refer to the job description when providing reference information to
prospective employees.
Question 10
The correct answer
is alternative 4.
Refer to section
5.12.2 in your
prescribed book.
All three alternatives are correct and valuable when conducting interviews during the
job analysis process.
The correct answer
is alternative 4. The
answer can be
found in section 5.8
of the prescribed
book.
Flexible working hours mean that employees may follow different work schedules each
day of the week. Employers will establish a core time when all employees must be at
work. This will ensure that at certain times all employees are available for meetings
and other important tasks.
The correct answer
is alternative 2.
Refer to table 6.1 in
the prescribed
book.
The advantages of internal recruiting are an increase in the morale of all employees,
knowledge of personnel records, a chain effect of promotion, the need to hire only at
entry level and it is usually faster and less expensive. The other alternatives listed are
advantages of external recruitment.
The correct answer
is alternative 2.
Refer to sections
6.4 and 6.5 in your
prescribed book.
Once management has determined an organisation's staffing requirements, the
recruitment process commences. The first decision to be made is whether a particular
job opening should be filled by someone already employed by the organisation (eg
transfer or promotion) or by an applicant from outside (this is the recruitment source).
The next question to be answered is what method(s) will be used to inform possible
applicants that there is a vacancy. Different recruitment methods can be used for
different sources. The most common methods of internal recruiting are bidding and job
posting. There are a number of methods for external recruiting, including direct
applications, employee referrals, campus recruiting, employment agencies, overtime
and temporary help.
The correct answer
Job posting is an internal method of recruitment. Non-traditional recruitment methods
Question 11
Question 12
Question 13
Question 14
10
Correct answer
Discussion
is alternative 2.
Refer to section 6.2
in the prescribed
book.
include disadvantaged training programmes, learnerships and mentoring programmes,
career exhibitions, telerecruiting and diversity data banks. These strategies are
necessitated by political, demographic and economic factors in South Africa and the
increased pressure to appoint candidates from “designated groups”. This means
employing people who were previously disadvantaged as defined by the Employment
Equity Act 55 of 1998 as being blacks, Asians, coloureds, women and persons with
disabilities. In practice this means that employers need to give candidates from this
group who apply for a job preference over candidates who do not fall in this group.
The correct answer
is alternative 3.
Refer to table 6.8 in
the prescribed
book.
One of the advantages of using unstructured interviews is that this method allows the
interviewer to adapt to the situation. A disadvantage of this is that it may be difficult to
compare different candidates with one another because they did not answer the same
questions, which may ultimately create a problem in terms of unfair discrimination. In
view of current labour legislation it is advisable to use a more structured interview.
The correct answer
is alternative 2.
Consult section
6.12.3 dealing with
pre-employment
testing in your
prescribed book,
specifically the
paragraph
regarding
managerial
selection devices
on page 192.
In this case an assessment centre will be an appropriate selection tool. When an
assessment centre takes place, candidates are evaluated in terms of how well they
might perform in managerial or higher positions. These centres are costly and timeconsuming but a great deal of valuable information can be gathered. They are normally
conducted off site and managed by trained professionals who observe, record,
evaluate and provide feedback to the candidates.
The correct answer
is alternative 1.
Section 6.12.4
deals with
interviews.
Structured interviews are the most popular type of interview to use when selecting
candidates for jobs. The reason for this is that the same predetermined questions are
used and posed to all the candidates, which makes a fair comparison of the different
candidates more possible.
The correct answer
is alternative 4.
Refer to section 6.2
in the prescribed
book.
Career exhibitions are normally used when the Department of Labour and a number
of large companies sponsor national career exhibitions in locations that are likely to
attract the designated groups. At the exhibitions they emphasise special incentives
designed to attract older applicants, such as bursaries, housing, transport and free
education for children. Diversity data banks are used when employers striving to
increase the diversity of their workforce often find qualified, culturally diverse
candidates difficult to locate since they are less likely to respond to traditional
recruitment methods. This need has given rise to data banks being established by
companies containing CV data on different ethnic groups for jobs ranging from entry
level to MBAs and experienced professionals. Learnerships and mentoring
programmes are used when employers are introducing students to the opportunities
available through education by means of leaderships and mentoring programmes they
offer. Disadvantaged training programmes can work at a time when a great
percentage of all jobs require a high school certificate or university degree, and many
workers in the designated group cannot meet those requirements. To assist them and
achieve a more diverse workforce, many companies and a number of government
departments are offering training programmes covering basic writing and mathematics
skills, as well as job-specific instruction. This training takes place under the Adult Basic
Education and Training (ABET) Scheme.
The correct answer
is alternative 3.
The aim of recruitment is to create a pool of qualified candidates to fill positions in
organisations. During the selection process the most suitable candidate from this pool
Question 15
Question 16
Question 17
Question 18
Question 19
MNH202C/201/1/2009
11
Correct answer
Discussion
Refer to the
introduction of
chapter 6 in the
prescribed book.
will be selected. Once a suitable candidate has been appointed, he/she accepts the
offer and will then commence duty. Once he/she joins the company the
socialisation/orientation process will start.
The correct answer
is alternative 4.
Refer to chapter 6
in the prescribed
book.
The key factor in determining the correct answer will be the job description of the
receptionist. When analysing each of the alternatives it should be clear that neither
options 1 nor 2 could be an option. These questions are not job-related; in fact they are
discriminatory in nature and thus not suitable. Alternative 3 will not be a suitable
question to ask either because this will not be part of the job description of a
receptionist. Alternative 4 is the correct answer because a receptionist will probably
have to deal with difficult clients on a regular basis and this question is thus relevant to
the job.
Question 20
The questions in Assignment 01 were based only on the first three chapters you have to study for the
examination because the assignments had to be submitted early in the semester. According to the study plan we
provided, you should have completed your study of these chapters by this time. This does not imply that the
other chapters are not important for the examination. Assignments 02, 03 and 04 in Tutorial letter
MNH202C/101/3/2009 comprise a combination of different chapters in the prescribed book.
10
CONCLUSION
We trust that these guidelines are clear. Should you have any questions regarding the content of this module,
please do not hesitate to contact us.
All the best for Assignment 02!
MNH202C Lecturers
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT
Unisa