MNH202C/201/1/2010
STREPIESKODE
BAR CODES
UNISA P248(A)
DEPARTMENT HUMAN
RESOURCE MANAGEMENT
BUSINESS MANAGEMENT II
HUMAN RESOURCE MANAGEMENT
(MNH202C)
TUTORIAL LETTER 201/1/2010
IMPORTANT INFORMATION: READ NOW
FEEDBACK ON ASSIGNMENT 01 AND EXAMINATION INFORMATION, IMPORTANT
INFORMATION REGARDING ASSIGNMENT 02 ON PAGE 9
UNISA
2
By now you should have received the following tutorial letters for MNH202C:
Tutorial letter
MNH202C/101/3/2010
MNH202C/201/1/2010
Description of the content
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,
conclusion, compulsory assignments for students registered in the first semester,
compulsory assignments for students registered in the second semester, selfassessment assignments (both semesters), guidelines for answering assignments
and examination questions, comments on Assignments 03 and 04
Introduction, myUnisa, the examination, prescribed book, answers to assignments
for both semesters, additional sources of information, errata – study guide, feedback
on Assignment 01, concluding remarks
If you have not received all of these tutorial letters, please download them from myUnisa or contact 086 167
0411. Lecturers unfortunately cannot send tutorial letters to students.
CONTENT
1
2
3
4
5
6
7
8
9
Page
INTRODUCTION
myUNISA
THE EXAMINATION
PRESCRIBED BOOK
ANSWERS TO ASSIGNMENTS FOR BOTH SEMESTERS
ADDITIONAL SOURCES OF INFORMATION
ERRATA – STUDY GUIDE
FEEDBACK ON ASSIGNMENT 01
CONCLUDING REMARKS
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2
3
4
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9
Dear Student
1
INTRODUCTION
We trust that you have been enjoying this module! The purpose of this tutorial letter is to provide feedback on
Assignment 01 and also additional information regarding the examination, so please read it carefully!
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myUNISA
Consult the Your service guide @ Unisa brochure, 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 the system, 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!
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MNH202C/201/1/2010
THE EXAMINATION
3.1 General
Please refer to the guidelines and information we provided in Tutorial Letter MNH202C/101/3/2010 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/101/3/2010 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.
3.2 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-type
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/101/3/2010.
3.3 Year mark and final assessment mark
As explained in Tutorial Letter MNH202C/101/3/2010, 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,
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 (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 this 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.
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3.4 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 Your service guide @
Unisa brochure.
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PRESCRIBED BOOK
As stated in Tutorial Letter MNH202C/101/3/2010, 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! Make sure 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.
IMPORTANT INFORMATION REGARDING THE PRESCRIBED BOOK FOR 2011
Please note that as from 2011 a new edition of this prescribed book will be used. Students who write a
supplementary or aegrotat examination in May/June 2011 will have the opportunity to answer questions
based on the current edition of the prescribed book. If you register for MNH202C in 2011 you will have to
purchase the new edition of the prescribed book.
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ANSWERS TO ASSIGNMENTS FOR BOTH SEMESTERS
In Tutorial Letter MNH202C/101/3/2010 assignments for both semesters were included. You will receive
feedback only on the assignments that are applicable to the semester for 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 – 2010
Assignment
Tutorial letter where feedback will
be provided
01
MNH202C/201/1/2010
(this tutorial letter)
02
03
04
MNH202C/202/1/2010
(will be mailed to registered students
after the due date of this assignment)
MNH202C/101/3/2010
(already received)
MNH202C/101/3/2010
(already received)
Registration for semester 02 – 2010
Assignment
Tutorial letter where feedback will
be provided
01
MNH202C/201/2/2010
(will be mailed to registered students
after the due date of this assignment)
02
MNH202C/202/2/2010
(will be mailed to registered students
after the due date of this assignment)
03
MNH202C/101/3/2010
(received after registration)
04
MNH202C/101/3/2010
(received after registration)
5
6
MNH202C/201/1/2010
ADDITIONAL SOURCES OF INFORMATION
Unisa’s Library provides access to students to, among other things, 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 letter 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 online:
http://0-dictionary.oed.com.oasis.unisa.ac.za/entrance.dtl
Oxford Reference Online – Premium Collection
Follow the link below to access this dictionary online:
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).
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
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ERRATA – STUDY GUIDE
Please take note of the following:
In Activity 9.11 in the study guide it is stated that you should only read the section in the book in chapter 9
dealing with “Effective PA systems” (it appears on pages 287-290 in the prescribed book), please note that you
have to study this section.
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FEEDBACK ON ASSIGNMENT 01
QUESTION NUMBER
The correct answer is
alternative 1. Refer to
section 4.2 of the study
guide.
The correct answer is
alternative 3. Refer to
section 4.4 in the
prescribed book.
EXPLANATION
Question 1
Human resource planning involves a comparison between present workforce
capabilities and future demands. It should be linked to the strategy of the
organisation because this will facilitate the organisation’s ability to pursue its
strategic objectives successfully.
Question 2
The main responsibility for HR planning rests with HR managers at all levels within
the company. They cannot, however, function in isolation but must liaise with line
management. There is a division of responsibility for HR planning between HR
managers and the unit managers; and therefore the top HR executive and
subordinate staff specialists have most of the responsibility.
There was a typing error in
this question and the
question was therefore not
marked. Refer to section
4.2 of the prescribed book
for the correct answer.
The correct answer is
alternative 2. Refer to
section 4.13.1 (Reducing
absenteeism) in the
prescribed book.
The correct answer is
alternative 4. Refer to
section 4.8 in the
prescribed book.
Question 3
Intermediate objectives range from 2 – 4 years (objectives are specific). The
closest to the correct answer is alternative 1 (1 – 5 years).
Short-range objectives are defined as one year or less, and long-range objectives
range from 5 – 15 years.
Question 4
Control of absenteeism in large, complex organisations will normally involve
multiple strategies that address both the motivation and ability of the employee
to attend work. If employees are not motivated and not able to attend it will
obviously have a negative impact on their work attendance.
Question 5
Human resource planning involves a comparison between the present workforce
capabilities and future demands. If there is a gap, the organisation needs to
ensure that it addresses this gap. Inadequate human resource planning could
naturally lead to vacancies that remain unstaffed, overhiring which may be followed by
unnecessary layoffs and the departure of key employees who are seeking better career
opportunities – because the HR needs in the organisation are not adequately planned
for. A reduction in the lead time required to hire replacements is a consequence of
adequate human resource planning, as it will save the organisation time and money.
Proper HR planning can also ensure that the organisation is properly staffed at any
given point in time.
The correct answer is
alternative 4. Refer to
section 4.7 in the
prescribed book.
Question 6
Forecasting of the HR demand entails the determination of the total human
resource requirements of the company. This means that they estimate in advance
the number and type of people that are needed at a specific point in time in order to
meet organisational objectives. It is important to note that forecasting involves only
approximations, not absolutes or certainties. The forecasting process involves
frequently analysing past trends and productivity levels and also linking company
plans to productivity levels to project future needs. Various methods can be used to do
forecasting, which varies in terms of its complexity.
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QUESTION NUMBER
The correct answer is
alternative 2. Refer to
section 5.2.2 (Job
enrichment) in the
prescribed book.
The correct answer is
alternative 3. Refer to
section 5.3.1 in the
prescribed book for a
discussion on total quality
management (TQM).
The correct answer is
alternative 2. Refer to table
5.3 in the prescribed book.
The correct answer is
alternative 2. Consult
section 5.12.2 (Specific
methods) in the prescribed
book.
The correct answer is
alternative 1. Refer to
section 5.12 in the
prescribed book.
The correct answer is
alternative 4. Refer to
section 6.5.2 in the
prescribed book.
The correct answer is
alternative 1. Refer to
section 6.12.4 in the
prescribed book.
MNH202C/201/1/2010
EXPLANATION
Question 7
If James accepts Tanika’s position it will be a promotion – she will thus experience
job enrichment. In the case of job enrichment the employee’s tasks are increased
and they also get additional responsibility, in other words the expansion is both
horizontal and vertical. Job enlargement occurs when someone is given additional
tasks on the same level, in other words their tasks are increased with no added
responsibility. With job rotation employees are rotated among jobs on the same
level, for example on an assembly line from one workstation to another.
Question 8
Total quality management (TQM) is an organisation-wide approach that focuses on
the quality of all the processes that lead to the final product or service. Robotics
refers to the use of robots to perform routine tasks. Ergonomics takes the human
factor into account when designing the employee’s workstation. Quality control is a
process of maintaining proper standards.
Question 9
The advantages of the motivation-intensive approaches to job design include
higher product quality, less absenteeism and more employee ideas and
suggestions. The other aspects in the list are all advantages of using
specialisation-intensive approaches to job design.
Question 10
Working profiling systems (WPS) consist of three different questionnaires aimed at
different groups. Each questionnaire consists of two parts covering the job content
and job context. Once the data has been captured various reports can be printed
such as a job description, specification, performance review form to name but a
few.
Question 11
When conducting a job analysis several steps will be followed. The creation of and
implementation of such a programme may vary from organisation to organisation
but most companies will follow a standard approach, namely to do a committee
review, collect the information, review the information, complete the product and
lastly update and use it in future.
Question 12
The best method to use to employ entry-level employees at Catering Queens
would be campus recruitment. The company can, for example, approach cooking
schools and/or universities of technology to interview final-year students.
Employment agencies will be too expensive as the position is low level. An
advertisement in the Sunday Times will also be too expensive, so they could
perhaps rather advertise in the local newspaper, since the position is temporary
and candidates will need their own reliable transport. Computer skills are not
important for this position and it would thus not be fair to only rely on internet
advertisements, as a large number of possible candidates might be unfairly
excluded. Another aspect to remember is that the candidates need a relevant
qualification and certain basic skills. The cooking schools and universities of
technology will be able to verify the skills of each candidate as well.
Question 13
During a structured interview the interviewer asks the candidates a series of
predetermined, job-related questions. With unstructured interviews the questions
are developed from the answer to the previous question or just as the interviewer
sees fit. Behavioural interviews are interviews where the candidates provide
specific examples of how they performed a specific task or how they solved a
problem. Panel interviews take place when interviewers interview individual
candidates in a group. One of the reasons for this approach is that it can eliminate
individual bias.
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QUESTION NUMBER
The correct answer is
alternative 4. Refer to
section 6.12.4 in the
prescribed book.
The correct answer is
alternative 1. Refer to
chapter 6 (Introduction) in
the prescribed book.
The correct answer is
alternative 3. Refer to
section 6.12.3 in the
prescribed book.
The correct answer is
alternative is 4. Refer to
section 7.14.3 where
McClelland’s achievement
motivation theory is
discussed.
The correct answer is
alternative 1. Consult
section 7.12 in the
prescribed book regarding
the implementation of the
induction programme.
EXPLANATION
Question 14
Interview questions are very important and in view of legislation it is advisable to
pose the same questions to all the candidates in order to make fair comparisons.
Candidates may also enquire after the selection process why their applications
were not successful; therefore it is extremely important to be fair and consistent. If
the question in option 1 is used some candidates may only answer yes or no and
the interviewer will have to ask several follow-up questions to get an acceptable
answer. The question in option 2 could perhaps be used but it would be very
difficult to establish how the candidates will deal with it, he/she could easily provide
the “correct” response but the interviewer will not be able to establish whether this
person would actually be able to handle the situation correctly. The question in
option 3 is too vague: firstly your friend wants to establish how the candidate will
deal with a customer that phones and this question can be interpreted as a
customer who arrives at the reception desk, and secondly your friend wants to
establish how this person will resolve the matter, not only what his/her first step will
be. The last question in option 4 is thus the most appropriate question. By asking
this question the panel will be able to establish how the candidate has dealt with
an actual incident that has happened in the past. This will give them a better idea
of how the person deals with difficult customers.
Question 15
Recruitment is the process of choosing from a group of applicants the individual
best suited for a particular position. Selection is the process of acquiring applicants
who are available and qualified to fill positions in organisations. Orientation is a
process of integrating the new employee into the organisation and acquainting
him/her with the details and requirements of the job. Job evaluation is the process
of systematically analysing jobs to determine their relative worth within
organisations.
Question 16
Reliability has to do with the quality of measurement. In its everyday sense,
reliability refers to the "consistency" or "repeatability" of measurements or
measuring instruments. A measure is considered reliable if it repeatedly yields the
same result (assuming that what we are measuring does not change). A high
level of reliability implies that consistent results must be obtained at various times
to ensure that a specific predictor (selection instrument) can be applied confidently.
Widely diverging results achieved by the same candidate on different days under
the same conditions would serve as an indication to the interviewing panel or
employer that the test being applied has a lower level of reliability.
Question 17
According to McClelland’s achievement motivation theory, the need for power
refers to the desire to obtain and exercise control over others, resources and the
environment. The other two aspects of his theory are the need for affiliation (which
motivates people to make friends, become a member of a group or associate with
others) and the need to achieve (which can be defined as a preoccupation to focus
on goals, improving performance and tangible results).
Question 18
On the first day the activities in option 1 should ideally be included and the
newcomers should leave early. More information can be shared with the new staff
members on the second day and the days to follow. It is important to keep in mind
that the purpose of induction/orientation is to welcome the new staff member,
make them feel at home and provide them with the information needed to ensure
that they become productive as soon as possible. One will first have to determine if
there are any training needs before these type of activities are scheduled.
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QUESTION NUMBER
The correct answer is
alternative 4. Refer to
chapter 7 in the prescribed
book.
The correct answer is
alternative 3. Refer to
section 7.15 in the
prescribed book where the
psychological contract is
discussed.
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MNH202C/201/1/2010
EXPLANATION
Question 19
Induction/orientation is a gradual process that cannot be completed in one day.
The responsibility for the induction programme does not lie solely with the HR
department. A number of other parties are also involved such as line management,
colleagues, shop stewards (where applicable), “buddies”/mentors and other
administrative staff members. Orientation also needs to take place when an
employee is transferred or promoted or when new policies and information become
available. The reason for this is that these employees cannot be expected to
function optimally if they are not familiar with the job and the factors influencing or
impacting on their job.
Question 20
Incongruence occurs when the parties have different understandings about their
obligations in the contract. Congruence occurs when the parties have the same
understanding about the obligations in the contract. Red circling means that an
employee is currently being paid more than the maximum for this pay grade.
Reneging means that someone simply breaks a promise or agreement.
CONCLUDING REMARKS
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!
Important notice regarding Assignment 02
Please ensure that your assignment reach us on or before 26 March 2010. No extension can be
granted. If you submit your assignment via myUnisa allow enough time for yourself a large number of
students are registered for this module and the system is normally very busy on the due date. If you
post the assignment to us we suggest that you post it at least one week before the due date. If you
make use of an assignment box outside the Pretoria region you need to place it in an assignment box
at least two days before the due date.
If you can submit the assignment before the due date we would like to encourage you to do so!
Mrs S Wärnich & Mrs A Snyman
LECTURERS: MNH202C
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT
Unisa