Human resource management

Paper labels are an unofficial, independently authored grouping, applied only where a question's own format genuinely matches a real paper convention (such as IB Mathematics AA's non-calculator/calculator split). They do not reproduce any exam board's real paper numbering or mark allocation, and uncertain questions are labelled general practice instead.

• 1A software company's junior developers report that their pay is fair but that they feel bored and see no path for advancement. (a) Using a motivation theory of your choice, identify which need or factor is most clearly unmet for these employees. (b) Suggest one specific HR action the company could take to address this. (c) Explain how it addresses the identified need.Paper 1 styleMedium4 marksNo calculator+
• 2Marking analysis: A learner attempts the following task: “A software company's junior developers report that their pay is fair but that they feel bored and see no path for advancement. (a) Using a motivation theory of your choice, identify which need or factor is most clearly unmet for these employees. (b) Suggest one specific HR action the company could take to address this. (c) Explain how it addresses the identified need.” Their response addresses only this point: “Identifies a relevant unmet need or factor using a named theory, such as Maslow's esteem/self-actualisation needs or Herzberg's motivator relating to advancement and growth, correctly noting that pay (a hygiene factor/lower-order need) is already satisfied.” Evaluate the response against the complete 4-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisMedium4 marksNo calculator+
• 3A logistics company currently employs 240 warehouse staff. Workforce planning forecasts that automation will reduce the number of staff needed to 200 over the next two years, while a new contract will require an additional 30 staff with specialised skills the current workforce does not have. (a) Calculate the net change in total staff numbers required. (b) State one method the company could use to reduce headcount that avoids compulsory redundancy. (c) State one method the company could use to obtain the specialised skills required. (d) Explain one advantage of that method over compulsory redundancy followed by external recruitment.Paper 2 styleMedium5 marksCalculator+
• 4Marking analysis: A learner attempts the following task: “A logistics company currently employs 240 warehouse staff. Workforce planning forecasts that automation will reduce the number of staff needed to 200 over the next two years, while a new contract will require an additional 30 staff with specialised skills the current workforce does not have. (a) Calculate the net change in total staff numbers required. (b) State one method the company could use to reduce headcount that avoids compulsory redundancy. (c) State one method the company could use to obtain the specialised skills required. (d) Explain one advantage of that method over compulsory redundancy followed by external recruitment.” Their response addresses only this point: “Calculates the reduction from automation: 240 − 200 = 40 fewer staff needed.” Evaluate the response against the complete 5-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisMedium5 marksNo calculator+
• 5A fast-growing technology start-up has operated with a flat organisational structure and an informal culture since its founding. As it grows past 150 employees, senior managers notice slower decision-making, unclear reporting lines, and inconsistent quality across teams. (a) Explain one way the flat structure, which worked well when the company was small, is now contributing to these problems. (b) Recommend one specific change to the organisational structure to address the problems described. (c) Evaluate one likely drawback of implementing your recommended change, specifically in relation to the company's existing informal culture.Paper 3 style (extended)Hard6 marksNo calculator+
• 6Marking analysis: A learner attempts the following task: “A fast-growing technology start-up has operated with a flat organisational structure and an informal culture since its founding. As it grows past 150 employees, senior managers notice slower decision-making, unclear reporting lines, and inconsistent quality across teams. (a) Explain one way the flat structure, which worked well when the company was small, is now contributing to these problems. (b) Recommend one specific change to the organisational structure to address the problems described. (c) Evaluate one likely drawback of implementing your recommended change, specifically in relation to the company's existing informal culture.” Their response addresses only this point: “Explains that a flat structure gives each manager a very wide span of control, which becomes harder to manage effectively as headcount grows.” Evaluate the response against the complete 6-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisHard6 marksNo calculator+