PM N4 NOV 2022 NOTES

SECTION A

QUESTION 1: True or False Statements

1.1 True or False

  • 1.1.1 Culture is an alteration in one or more elements in an organisation. False

  • 1.1.2 Human resource planning is usually undertaken by top management as part of the strategic planning process. True

  • 1.1.3 A succession plan aims to identify and develop employees for senior positions. True

  • 1.1.4 Analyse the person, not the job is the first principle of job analysis. False

  • 1.1.5 Results of job analysis are consolidated into job prescription and job specification. False

  • 1.1.6 Loose or unstructured interviews can lead to subjective opinions dominating the discussion. True

  • 1.1.7 Magazines and journals are external recruitment sources. True

  • 1.1.8 Human resources maintenance involves keeping employees within the organisation. True

  • 1.1.9 Career development starts with the job itself. True

  • 1.1.10 Planning involves deciding what the organisation intends to do. True

SECTION B

QUESTION 2: Job Analysis and Cultural Issues

2.1 Principles of Job Analysis (4)

  • Principle 1: Analyse the job, not the person.

  • Principle 2: Analyse the current job, not what it will be in the future.

  • Principle 3: Do not evaluate the job during analysis.

  • Principle 4: Analyse the entire job.

2.2 Barriers to Open Participative Culture (4)

  • Limited abilities and training of subordinates.

  • Autocratic management style.

  • Lack of initiative for positive culture.

  • Limitations in current enterprise policy.

2.3 Management Tasks

  • Additional tasks: Decision-making, Communication, Motivation, Co-ordination, Delegation, Maintaining discipline.

  • Basic tasks: Planning, Organising, Leading, Control.

2.4 Elements of a Mission Statement (5)

  • Description of the enterprise.

  • Description of customers served.

  • Needs of customers.

  • Method of satisfying customer needs.

  • Circumstances that satisfy enterprise values.

2.5 Definition of Conflict (2)

  • A clash between individuals.

2.6 Differences between On-the-job and Off-the-job Training (5)

  • On-the-job: Individual focus, real-time feedback, theoretical learning.

  • Off-the-job: Group focus, less immediate application, periodic follow-up.

QUESTION 3: Levels of Management

3.1 Levels of Management and Responsibilities (3)

  • Top Management: Strategic planning and decision-making.

  • Middle Management: Tactical decisions and implementing top management directives.

  • Lower Level Management: Operational tasks ensuring strategies are executed daily.

3.2 Skills Inventory Items (5)

  • Personal information, Training history, Service record, Performance evaluation results, Personal career prospects.

3.3 Factors Influencing Planning (5)

  • Objectives of the enterprise, Enterprise style, Nature of tasks, Trade union influences, Economic conditions.

3.4 Advantages of Division of Labour (3)

  • Increased productivity through focused tasks.

  • Promotes efficiency.

  • Reduces time wasted on switching tasks.

3.5 Definition of Authority (2)

  • Powers and rights bestowed on an individual in a managerial position.

3.6 Roles of HR Department (4)

  • Assisting in strategic planning, Sourcing employees, Maintaining employee performance, Training and development.

QUESTION 4: Human Resource Audit

4.1 Activities in a Human Resources Audit (5)

  • Examine job performance against descriptions.

  • Assess worker proficiency and quality.

  • Monitor turnover and absenteeism.

  • Analyze internal employee movement.

  • Identify current understaffing.

4.2 Advantages of Work Study (4)

  • Simplification of methods, Effective control, Reduction of mistakes, Better worker utilization.

4.3 Objectives of Method Study (5)

  • Identify processes, Measure productivity, Compare work processes, Focus on long-term results.

4.4 Guidelines for Line and Staff Structure (5)

  • Ensure clarity between line and staff roles.

  • Encourage staff participation without overstepping authority.

  • Foster a climate of trust and support.

4.5 Definition of Delegation (2)

  • Assigning authority and responsibility to subordinates for specific activities.

QUESTION 5: Job Satisfaction

5.1 Factors Influencing Job Satisfaction (5)

  • Mentally challenging work.

  • Adequate rewards.

  • Comfortable working conditions.

  • Supportive colleagues.

  • Fit of the job with employee personality.

5.2 Job Analysis Methods

  • Questionnaires: Quick data gathering, potential bias.

  • Incumbents Diary: Logs activities, may miss small tasks, ideally suited for self-driven roles.

5.3 Basic Steps in Designing Organisation Structure (5)

  • List required work tasks.

  • Divide workload logically.

  • Combine tasks efficiently.

  • Establish communication channels.

  • Monitor effectiveness of the structure.

5.4 What Delegation is Not (4)

  • Not abandoning responsibilities.

  • Not losing managerial control.

  • Not avoiding decisions.

5.5 Informal Groups in Organisation (4)

  • Reference groups, Social groups, Interest groups, Task groups.

5.6 Categories of HR Department Activities (3)

  • Provision, Maintenance, Utilization, Development of human resources.

QUESTION 6: Skills Inventory and Productivity

6.1 Purposes of Skills Inventory (3)

  • Compare available workforce with requirements.

  • Identify promotional potential.

  • Facilitate individual development planning.

6.2 Problems Measuring Productivity (5)

  • Complex comparisons, Short-term vs long-term goals, Difficulty in service measurement.

6.3 Advantages of Open Participative Culture (6)

  • Positivity towards enterprise, Acceptance of management ideas, Easier change adoption, Cooperation among employees, Reduced conflicts, Lower turnover rates.

6.4 Parts of Method Study (3)

  • Process analysis, Working analysis, Action analysis.

6.5 Objectives of HR Department (6)

  • Enhance employee-company alignment, Support managers, Ensure proper staffing, Develop employee potential, Retain staff, Link between management and employees.