IB · BM HL

Business Management HL

Human resource management — Unit 2 HL

Name: ____________________Date: October 14, 2026

1.
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.
[4 marks] · no calculator
Marking points
- 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.
- Explains why pay alone would not resolve this specific problem, since the reported issue is boredom and lack of advancement, not unfairness of pay.
- Suggests a valid HR action, such as job enrichment, a clear promotion/career pathway, or new challenging responsibilities.
- Explains how the suggested action specifically targets the identified higher-order need, for example job enrichment increasing the scope for achievement and growth.
Examiner tip: Match the HR action to the specific unmet need identified by the theory — a reward aimed at the wrong level of need will not resolve the stated problem.
2.
Marking 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.
[4 marks] · no calculator
Marking points
- Recognises credit for the stated 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.
- Identifies the missing requirement: Explains why pay alone would not resolve this specific problem, since the reported issue is boredom and lack of advancement, not unfairness of pay.
- Identifies the missing requirement: Suggests a valid HR action, such as job enrichment, a clear promotion/career pathway, or new challenging responsibilities.
- Identifies the missing requirement: Explains how the suggested action specifically targets the identified higher-order need, for example job enrichment increasing the scope for achievement and growth.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
3.
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.
[5 marks]
Marking points
- Calculates the reduction from automation: 240 − 200 = 40 fewer staff needed.
- Calculates the net change: −40 + 30 = a net reduction of 10 staff overall.
- States a valid non-compulsory method, such as natural wastage, early retirement, or voluntary redundancy.
- States a valid method for obtaining specialised skills, such as retraining existing staff or targeted external recruitment for those specific roles.
- Explains an advantage, such as retraining preserving institutional knowledge and workforce morale compared with compulsory redundancy.
Examiner tip: Work out the automation-driven reduction and the new-contract increase separately before combining them into a single net figure.
4.
Marking 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.
[5 marks]
Marking points
- Recognises credit for the stated point: Calculates the reduction from automation: 240 − 200 = 40 fewer staff needed.
- Identifies the missing requirement: Calculates the net change: −40 + 30 = a net reduction of 10 staff overall.
- Identifies the missing requirement: States a valid non-compulsory method, such as natural wastage, early retirement, or voluntary redundancy.
- Identifies the missing requirement: States a valid method for obtaining specialised skills, such as retraining existing staff or targeted external recruitment for those specific roles.
- Identifies the missing requirement: Explains an advantage, such as retraining preserving institutional knowledge and workforce morale compared with compulsory redundancy.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
5.
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.
[6 marks] · no calculator
Marking points
- Explains that a flat structure gives each manager a very wide span of control, which becomes harder to manage effectively as headcount grows.
- Links this specifically to the stated problems: with more people per manager and no intermediate layer, decisions bottleneck and reporting lines blur.
- Recommends a specific, relevant structural change, such as introducing a middle-management layer or organising into clearly defined teams with named team leads.
- Explains briefly how the recommended change would address at least one of the specific problems, such as clearer reporting lines or more consistent quality control.
- Evaluates a plausible drawback, such as the new layer of management slowing communication or reducing employees' sense of autonomy.
- Explicitly connects this drawback to the existing informal culture, explaining that employees accustomed to direct access to senior leaders may resent added hierarchy, risking morale or increased staff turnover.
Examiner tip: An HL evaluation of a structural change should weigh the recommendation against the organisation's specific existing culture, not just against structural change in general.
6.
Marking 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.
[6 marks] · no calculator
Marking points
- Recognises credit for the stated point: Explains that a flat structure gives each manager a very wide span of control, which becomes harder to manage effectively as headcount grows.
- Identifies the missing requirement: Links this specifically to the stated problems: with more people per manager and no intermediate layer, decisions bottleneck and reporting lines blur.
- Identifies the missing requirement: Recommends a specific, relevant structural change, such as introducing a middle-management layer or organising into clearly defined teams with named team leads.
- Identifies the missing requirement: Explains briefly how the recommended change would address at least one of the specific problems, such as clearer reporting lines or more consistent quality control.
- Identifies the missing requirement: Evaluates a plausible drawback, such as the new layer of management slowing communication or reducing employees' sense of autonomy.
- Identifies the missing requirement: Explicitly connects this drawback to the existing informal culture, explaining that employees accustomed to direct access to senior leaders may resent added hierarchy, risking morale or increased staff turnover.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
7.
A factory manager must respond immediately and decisively to a safety incident, giving clear direct orders with no time for discussion, while a creative agency's manager gives her team of experienced designers broad freedom to decide how to approach each project themselves. (a) Identify the leadership style shown by the factory manager. (b) Identify the leadership style shown by the creative agency's manager. (c) Explain why each style is well suited to its specific situation.
[4 marks] · no calculator
Marking points
- Identifies the factory manager's style as autocratic.
- Identifies the creative agency manager's style as laissez-faire.
- Explains that an autocratic style suits the safety incident because it allows fast, unambiguous decision-making when there is no time for consultation and the cost of hesitation or disagreement is high.
- Explains that a laissez-faire style suits the creative agency because experienced, skilled designers are likely to be more motivated and produce better creative outcomes when given autonomy, compared with being closely directed.
Examiner tip: There is no single 'best' leadership style — the appropriate style depends on the urgency of the situation, the skill and experience of the employees, and the nature of the task.
8.
Marking analysis: A learner attempts the following task: “A factory manager must respond immediately and decisively to a safety incident, giving clear direct orders with no time for discussion, while a creative agency's manager gives her team of experienced designers broad freedom to decide how to approach each project themselves. (a) Identify the leadership style shown by the factory manager. (b) Identify the leadership style shown by the creative agency's manager. (c) Explain why each style is well suited to its specific situation.” Their response addresses only this point: “Identifies the factory manager's style as autocratic.” Evaluate the response against the complete 4-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[4 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies the factory manager's style as autocratic.
- Identifies the missing requirement: Identifies the creative agency manager's style as laissez-faire.
- Identifies the missing requirement: Explains that an autocratic style suits the safety incident because it allows fast, unambiguous decision-making when there is no time for consultation and the cost of hesitation or disagreement is high.
- Identifies the missing requirement: Explains that a laissez-faire style suits the creative agency because experienced, skilled designers are likely to be more motivated and produce better creative outcomes when given autonomy, compared with being closely directed.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
9.
A manager announces a new company policy purely through a printed memo posted on a noticeboard, with no opportunity for employees to ask questions or give feedback. (a) Identify this as an example of one-way or two-way communication. (b) Explain one disadvantage of relying on this form of communication for an important change affecting employees directly.
[3 marks] · no calculator
Marking points
- Identifies this as one-way communication.
- Explains that one-way communication gives employees no channel to ask clarifying questions, raise concerns, or provide feedback, which can lead to confusion, resentment, or misunderstanding of the new policy.
- Explains that this could reduce employee motivation or trust in management, since employees may feel decisions are simply imposed on them rather than communicated collaboratively.
Examiner tip: Two-way communication is generally recommended for significant changes precisely because it allows management to address concerns and build buy-in before problems escalate.
10.
Marking analysis: A learner attempts the following task: “A manager announces a new company policy purely through a printed memo posted on a noticeboard, with no opportunity for employees to ask questions or give feedback. (a) Identify this as an example of one-way or two-way communication. (b) Explain one disadvantage of relying on this form of communication for an important change affecting employees directly.” Their response addresses only this point: “Identifies this as one-way communication.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as one-way communication.
- Identifies the missing requirement: Explains that one-way communication gives employees no channel to ask clarifying questions, raise concerns, or provide feedback, which can lead to confusion, resentment, or misunderstanding of the new policy.
- Identifies the missing requirement: Explains that this could reduce employee motivation or trust in management, since employees may feel decisions are simply imposed on them rather than communicated collaboratively.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
11.
Rather than each individual worker negotiating their own pay and conditions separately with the employer, workers at a factory are represented by a trade union, which negotiates pay and conditions on behalf of all its members at once. (a) Identify this process. (b) Explain one advantage for workers of negotiating this way rather than individually.
[3 marks] · no calculator
Marking points
- Identifies this as collective bargaining.
- Explains that negotiating collectively gives workers significantly greater bargaining power than any individual worker would have alone, since the employer risks disrupting the whole workforce rather than losing one employee.
- Explains that this makes it more likely that workers achieve better pay or conditions than they could negotiate individually.
Examiner tip: Collective bargaining power comes from the credible threat of collective action (e.g., a strike) affecting the whole business, not just one worker's individual contribution.
12.
Marking analysis: A learner attempts the following task: “Rather than each individual worker negotiating their own pay and conditions separately with the employer, workers at a factory are represented by a trade union, which negotiates pay and conditions on behalf of all its members at once. (a) Identify this process. (b) Explain one advantage for workers of negotiating this way rather than individually.” Their response addresses only this point: “Identifies this as collective bargaining.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as collective bargaining.
- Identifies the missing requirement: Explains that negotiating collectively gives workers significantly greater bargaining power than any individual worker would have alone, since the employer risks disrupting the whole workforce rather than losing one employee.
- Identifies the missing requirement: Explains that this makes it more likely that workers achieve better pay or conditions than they could negotiate individually.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
13.
After failing to reach an agreement with management over pay, a trade union's members decide to continue working but strictly follow every rule and procedure to the letter, deliberately slowing down normal operations, rather than stopping work entirely. (a) Identify this specific form of industrial action. (b) Distinguish it from a strike. (c) Suggest one way a neutral third party could help resolve this dispute.
[3 marks] · no calculator
Marking points
- Identifies this as a work-to-rule.
- States that a work-to-rule keeps employees technically working and following every rule precisely (which itself slows output), whereas a strike involves employees stopping work entirely and not attending.
- Suggests conciliation or arbitration, in which an independent, neutral third party helps the two sides communicate and reach a compromise (conciliation) or makes a binding/non-binding decision to settle the dispute (arbitration).
Examiner tip: Industrial action exists on a spectrum of severity — overtime bans and work-to-rules are less disruptive (and often used as an earlier warning) than a full strike.
14.
Marking analysis: A learner attempts the following task: “After failing to reach an agreement with management over pay, a trade union's members decide to continue working but strictly follow every rule and procedure to the letter, deliberately slowing down normal operations, rather than stopping work entirely. (a) Identify this specific form of industrial action. (b) Distinguish it from a strike. (c) Suggest one way a neutral third party could help resolve this dispute.” Their response addresses only this point: “Identifies this as a work-to-rule.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as a work-to-rule.
- Identifies the missing requirement: States that a work-to-rule keeps employees technically working and following every rule precisely (which itself slows output), whereas a strike involves employees stopping work entirely and not attending.
- Identifies the missing requirement: Suggests conciliation or arbitration, in which an independent, neutral third party helps the two sides communicate and reach a compromise (conciliation) or makes a binding/non-binding decision to settle the dispute (arbitration).
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
15.
A manufacturing company invites elected employee representatives to sit on a joint works council alongside management, giving employees a formal, ongoing voice in decisions about working conditions before those decisions are finalised. (a) Identify the HR concept illustrated here. (b) Explain one way this could benefit employee motivation, compared with employees having no formal input into such decisions.
[3 marks] · no calculator
Marking points
- Identifies this as employee participation (industrial democracy), e.g., via a works council.
- Explains that giving employees a genuine, formal voice in decisions affecting them can satisfy higher-order needs, such as esteem or a sense of involvement and ownership over the outcome.
- Explains that employees who feel genuinely consulted are more likely to accept and support the resulting decisions, rather than resenting decisions imposed on them without any input.
Examiner tip: Employee participation is distinct from collective bargaining: participation gives employees a voice in decisions before they are made, while collective bargaining negotiates terms, often after a position has already been proposed.
16.
Marking analysis: A learner attempts the following task: “A manufacturing company invites elected employee representatives to sit on a joint works council alongside management, giving employees a formal, ongoing voice in decisions about working conditions before those decisions are finalised. (a) Identify the HR concept illustrated here. (b) Explain one way this could benefit employee motivation, compared with employees having no formal input into such decisions.” Their response addresses only this point: “Identifies this as employee participation (industrial democracy), e.g., via a works council.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as employee participation (industrial democracy), e.g., via a works council.
- Identifies the missing requirement: Explains that giving employees a genuine, formal voice in decisions affecting them can satisfy higher-order needs, such as esteem or a sense of involvement and ownership over the outcome.
- Identifies the missing requirement: Explains that employees who feel genuinely consulted are more likely to accept and support the resulting decisions, rather than resenting decisions imposed on them without any input.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
17.
A company has an unexpected, urgent need to fill a senior management vacancy and decides to promote an existing employee who already understands the company's culture and operations, rather than hiring someone new from outside. (a) Identify this as internal or external recruitment. (b) Explain one advantage of this choice for the company. (c) Explain one drawback of this choice for the company.
[3 marks] · no calculator
Marking points
- Identifies this as internal recruitment.
- Explains a valid advantage, such as being faster and cheaper than external recruitment, and the employee already being familiar with the company's culture, systems, and colleagues, reducing the time needed to become effective in the role.
- Explains a valid drawback, such as missing out on fresh ideas, skills, or perspectives that an external candidate could have brought, or creating a new vacancy elsewhere in the company that still needs to be filled.
Examiner tip: Internal recruitment trades the benefits of speed and familiarity for the loss of fresh outside perspective — and it simply relocates a staffing gap rather than eliminating it.
18.
Marking analysis: A learner attempts the following task: “A company has an unexpected, urgent need to fill a senior management vacancy and decides to promote an existing employee who already understands the company's culture and operations, rather than hiring someone new from outside. (a) Identify this as internal or external recruitment. (b) Explain one advantage of this choice for the company. (c) Explain one drawback of this choice for the company.” Their response addresses only this point: “Identifies this as internal recruitment.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as internal recruitment.
- Identifies the missing requirement: Explains a valid advantage, such as being faster and cheaper than external recruitment, and the employee already being familiar with the company's culture, systems, and colleagues, reducing the time needed to become effective in the role.
- Identifies the missing requirement: Explains a valid drawback, such as missing out on fresh ideas, skills, or perspectives that an external candidate could have brought, or creating a new vacancy elsewhere in the company that still needs to be filled.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
19.
Before advertising a vacancy, an HR department prepares two separate documents: one listing the specific duties and responsibilities of the role, and another listing the qualifications, skills, and personal qualities an ideal candidate should have. (a) Identify the first document. (b) Identify the second document. (c) Explain the specific purpose of each document in the recruitment and selection process.
[4 marks] · no calculator
Marking points
- Identifies the first document as a job description.
- Identifies the second document as a person specification.
- Explains that the job description tells candidates and the business exactly what the role involves, helping attract candidates who understand the actual responsibilities.
- Explains that the person specification gives selectors clear, specific criteria against which to objectively compare and shortlist candidates during the selection process.
Examiner tip: The job description defines the role itself; the person specification defines the ideal person to fill it — do not confuse the two when asked to identify or use them.
20.
Marking analysis: A learner attempts the following task: “Before advertising a vacancy, an HR department prepares two separate documents: one listing the specific duties and responsibilities of the role, and another listing the qualifications, skills, and personal qualities an ideal candidate should have. (a) Identify the first document. (b) Identify the second document. (c) Explain the specific purpose of each document in the recruitment and selection process.” Their response addresses only this point: “Identifies the first document as a job description.” Evaluate the response against the complete 4-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[4 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies the first document as a job description.
- Identifies the missing requirement: Identifies the second document as a person specification.
- Identifies the missing requirement: Explains that the job description tells candidates and the business exactly what the role involves, helping attract candidates who understand the actual responsibilities.
- Identifies the missing requirement: Explains that the person specification gives selectors clear, specific criteria against which to objectively compare and shortlist candidates during the selection process.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
21.
A new employee spends their first two weeks shadowing an experienced colleague at their actual desk, learning the job by directly doing it under supervision, rather than attending an external training course away from the workplace. (a) Identify this as on-the-job or off-the-job training. (b) Explain one advantage and one disadvantage of this type of training compared with the alternative.
[3 marks] · no calculator
Marking points
- Identifies this as on-the-job training.
- Explains a valid advantage, such as being relatively low-cost and directly relevant to the specific tasks and equipment the employee will actually use.
- Explains a valid disadvantage, such as the trainee potentially learning bad habits from the supervising colleague, or productivity being disrupted for both the trainee and the colleague providing the training.
Examiner tip: On-the-job training is cheaper and more directly relevant but risks passing on existing bad practices; off-the-job training is more expensive but exposes trainees to broader best practice from outside the business.
22.
Marking analysis: A learner attempts the following task: “A new employee spends their first two weeks shadowing an experienced colleague at their actual desk, learning the job by directly doing it under supervision, rather than attending an external training course away from the workplace. (a) Identify this as on-the-job or off-the-job training. (b) Explain one advantage and one disadvantage of this type of training compared with the alternative.” Their response addresses only this point: “Identifies this as on-the-job training.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as on-the-job training.
- Identifies the missing requirement: Explains a valid advantage, such as being relatively low-cost and directly relevant to the specific tasks and equipment the employee will actually use.
- Identifies the missing requirement: Explains a valid disadvantage, such as the trainee potentially learning bad habits from the supervising colleague, or productivity being disrupted for both the trainee and the colleague providing the training.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
23.
A company hires most of its retail staff on zero-hours contracts, under which employees are not guaranteed a minimum number of working hours each week and are called in only when needed. (a) Explain one advantage of zero-hours contracts for the employer. (b) Explain one disadvantage of zero-hours contracts for the employees.
[2 marks] · no calculator
Marking points
- States a valid advantage for the employer, such as maximum flexibility to match staffing levels precisely to fluctuating customer demand, avoiding paying for idle staff during quiet periods.
- States a valid disadvantage for employees, such as unpredictable and potentially very low income from week to week, making personal financial planning difficult, or reduced job security and access to certain employment benefits.
Examiner tip: Zero-hours contracts shift the risk of fluctuating demand from the employer onto the employee — this is precisely the trade-off to weigh when evaluating their use.
24.
Marking analysis: A learner attempts the following task: “A company hires most of its retail staff on zero-hours contracts, under which employees are not guaranteed a minimum number of working hours each week and are called in only when needed. (a) Explain one advantage of zero-hours contracts for the employer. (b) Explain one disadvantage of zero-hours contracts for the employees.” Their response addresses only this point: “States a valid advantage for the employer, such as maximum flexibility to match staffing levels precisely to fluctuating customer demand, avoiding paying for idle staff during quiet periods.” Evaluate the response against the complete 2-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[2 marks] · no calculator
Marking points
- Recognises credit for the stated point: States a valid advantage for the employer, such as maximum flexibility to match staffing levels precisely to fluctuating customer demand, avoiding paying for idle staff during quiet periods.
- Identifies the missing requirement: States a valid disadvantage for employees, such as unpredictable and potentially very low income from week to week, making personal financial planning difficult, or reduced job security and access to certain employment benefits.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
25.
A company closes down one of its regional offices because the work it performed is no longer needed, and the employees who worked there lose their jobs through no fault of their own. Separately, another employee at a different company is dismissed specifically because of repeated poor performance despite warnings. (a) Identify the first situation as redundancy or dismissal. (b) Identify the second situation as redundancy or dismissal. (c) State one obligation an employer typically has towards employees made redundant.
[3 marks] · no calculator
Marking points
- Identifies the first situation as redundancy, since the role itself is no longer needed, through no fault of the employees.
- Identifies the second situation as dismissal, since it results from the specific employee's own conduct or performance.
- States a valid employer obligation, such as providing appropriate notice, following a fair and transparent selection process for who is made redundant, and/or paying legally required redundancy (severance) pay.
Examiner tip: Redundancy is about the role disappearing; dismissal is about the specific person's conduct or performance — this distinction matters legally as well as ethically.
26.
Marking analysis: A learner attempts the following task: “A company closes down one of its regional offices because the work it performed is no longer needed, and the employees who worked there lose their jobs through no fault of their own. Separately, another employee at a different company is dismissed specifically because of repeated poor performance despite warnings. (a) Identify the first situation as redundancy or dismissal. (b) Identify the second situation as redundancy or dismissal. (c) State one obligation an employer typically has towards employees made redundant.” Their response addresses only this point: “Identifies the first situation as redundancy, since the role itself is no longer needed, through no fault of the employees.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies the first situation as redundancy, since the role itself is no longer needed, through no fault of the employees.
- Identifies the missing requirement: Identifies the second situation as dismissal, since it results from the specific employee's own conduct or performance.
- Identifies the missing requirement: States a valid employer obligation, such as providing appropriate notice, following a fair and transparent selection process for who is made redundant, and/or paying legally required redundancy (severance) pay.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
27.
A company introduces a formal annual performance appraisal system, in which each employee's manager rates their performance against agreed objectives and discusses areas for development. (a) State one benefit of this system for the business. (b) Explain one potential drawback of appraisal systems, referring to the risk of subjective bias.
[2 marks] · no calculator
Marking points
- States a valid benefit, such as identifying training needs, informing decisions about promotion or pay, or giving employees clear feedback and direction for improvement.
- Explains that because a manager's rating is ultimately a subjective judgement, personal bias, favouritism, or inconsistent standards between different managers can make appraisal outcomes unfair or unreliable.
Examiner tip: Appraisal systems are most valuable when based on clear, agreed, and where possible measurable objectives, which help limit (though never fully eliminate) subjective bias.
28.
Marking analysis: A learner attempts the following task: “A company introduces a formal annual performance appraisal system, in which each employee's manager rates their performance against agreed objectives and discusses areas for development. (a) State one benefit of this system for the business. (b) Explain one potential drawback of appraisal systems, referring to the risk of subjective bias.” Their response addresses only this point: “States a valid benefit, such as identifying training needs, informing decisions about promotion or pay, or giving employees clear feedback and direction for improvement.” Evaluate the response against the complete 2-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[2 marks] · no calculator
Marking points
- Recognises credit for the stated point: States a valid benefit, such as identifying training needs, informing decisions about promotion or pay, or giving employees clear feedback and direction for improvement.
- Identifies the missing requirement: Explains that because a manager's rating is ultimately a subjective judgement, personal bias, favouritism, or inconsistent standards between different managers can make appraisal outcomes unfair or unreliable.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.
29.
Before deciding how to fill any staffing gap, an HR department first forecasts the number and type of employees the business will need in the future (demand) and compares this with the number and type of employees it expects to have available (supply), including expected retirements and staff turnover. (a) Identify this overall process. (b) Explain why comparing forecast demand with forecast supply, rather than looking at either figure alone, is essential to effective workforce planning.
[4 marks] · no calculator
Marking points
- Identifies this as (human resource) workforce planning.
- Explains that forecasting demand alone would not reveal whether the business already has enough suitable staff to meet that need.
- Explains that forecasting supply alone would not reveal whether that supply is actually sufficient for the business's future needs.
- Explains that comparing the two reveals the specific gap (a shortage or a surplus of staff) that HR then needs to plan for, e.g., through recruitment, training, or redundancy.
Examiner tip: Workforce planning is fundamentally a gap-analysis exercise: forecast demand, forecast supply, find the difference, then plan the HR actions needed to close it.
30.
Marking analysis: A learner attempts the following task: “Before deciding how to fill any staffing gap, an HR department first forecasts the number and type of employees the business will need in the future (demand) and compares this with the number and type of employees it expects to have available (supply), including expected retirements and staff turnover. (a) Identify this overall process. (b) Explain why comparing forecast demand with forecast supply, rather than looking at either figure alone, is essential to effective workforce planning.” Their response addresses only this point: “Identifies this as (human resource) workforce planning.” Evaluate the response against the complete 4-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[4 marks] · no calculator
Marking points
- Recognises credit for the stated point: Identifies this as (human resource) workforce planning.
- Identifies the missing requirement: Explains that forecasting demand alone would not reveal whether the business already has enough suitable staff to meet that need.
- Identifies the missing requirement: Explains that forecasting supply alone would not reveal whether that supply is actually sufficient for the business's future needs.
- Identifies the missing requirement: Explains that comparing the two reveals the specific gap (a shortage or a surplus of staff) that HR then needs to plan for, e.g., through recruitment, training, or redundancy.
Examiner tip: Treat each marking point as a separate requirement. Do not award the same idea twice, and do not infer work the learner did not show.