Business Management SL
Human resource management — Unit 2
- 1.
A manufacturing company had an average of 200 employees over the past year, of whom 20 left the company during the year. (a) Calculate the labor turnover rate. (b) Suggest one possible cost to the company of a high labor turnover rate.
[3 marks] - 2.
Marking analysis: A learner attempts the following task: “A manufacturing company had an average of 200 employees over the past year, of whom 20 left the company during the year. (a) Calculate the labor turnover rate. (b) Suggest one possible cost to the company of a high labor turnover rate.” Their response addresses only this point: “Uses the formula: labor turnover rate = (number of staff leaving / average number of staff) × 100.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] - 3.
A factory produced 5,000 units last month using 50 employees. (a) Calculate the labor productivity per employee. (b) State one method the factory could use to increase labor productivity.
[3 marks] - 4.
Marking analysis: A learner attempts the following task: “A factory produced 5,000 units last month using 50 employees. (a) Calculate the labor productivity per employee. (b) State one method the factory could use to increase labor productivity.” Their response addresses only this point: “Uses the formula: labor productivity = total output / number of 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] - 5.
Explain, using Maslow's hierarchy of needs, why offering only a pay rise may fail to motivate an employee whose main concern at work is feeling socially isolated from colleagues.
[3 marks] · no calculator - 6.
Marking analysis: A learner attempts the following task: “Explain, using Maslow's hierarchy of needs, why offering only a pay rise may fail to motivate an employee whose main concern at work is feeling socially isolated from colleagues.” Their response addresses only this point: “States that Maslow's hierarchy proposes that needs must generally be satisfied in order, from the most basic (physiological, safety) up to social, esteem, and self-actualization needs.” 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 - 7.
Distinguish between Herzberg's 'hygiene factors' and 'motivators', giving one example of each.
[4 marks] · no calculator - 8.
Marking analysis: A learner attempts the following task: “Distinguish between Herzberg's 'hygiene factors' and 'motivators', giving one example of each.” Their response addresses only this point: “Defines hygiene factors as aspects of a job that do not motivate employees when present, but cause dissatisfaction when absent or inadequate.” 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 - 9.
A company has 4 layers of hierarchy and a total of 81 employees at the bottom level, each reporting up through the structure. If each manager at every level supervises exactly 3 subordinates, state the term for this '3 subordinates per manager' ratio, and explain one advantage of having a narrow span of control like this.
[2 marks] · no calculator - 10.
Marking analysis: A learner attempts the following task: “A company has 4 layers of hierarchy and a total of 81 employees at the bottom level, each reporting up through the structure. If each manager at every level supervises exactly 3 subordinates, state the term for this '3 subordinates per manager' ratio, and explain one advantage of having a narrow span of control like this.” Their response addresses only this point: “States the term as 'span of control'.” 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 - 11.
Explain one advantage and one disadvantage of a company recruiting a new manager internally (promoting an existing employee) rather than externally (hiring from outside the company).
[2 marks] · no calculator - 12.
Marking analysis: A learner attempts the following task: “Explain one advantage and one disadvantage of a company recruiting a new manager internally (promoting an existing employee) rather than externally (hiring from outside the company).” Their response addresses only this point: “Explains a valid advantage of internal recruitment, such as the candidate already being familiar with the company's culture and processes, lower recruitment cost, or the promotion itself motivating other staff by demonstrating career progression is possible.” 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 - 13.
Distinguish between an autocratic leadership style and a democratic leadership style, and suggest one situation in which an autocratic style might be more appropriate than a democratic one.
[3 marks] · no calculator - 14.
Marking analysis: A learner attempts the following task: “Distinguish between an autocratic leadership style and a democratic leadership style, and suggest one situation in which an autocratic style might be more appropriate than a democratic one.” Their response addresses only this point: “Defines an autocratic leader as one who makes decisions alone, with little or no consultation of 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 - 15.
Explain how job enrichment differs from job enlargement as a method of motivating employees through job design.
[2 marks] · no calculator - 16.
Marking analysis: A learner attempts the following task: “Explain how job enrichment differs from job enlargement as a method of motivating employees through job design.” Their response addresses only this point: “Explains job enlargement as giving an employee a greater number or variety of tasks at the same level of skill and responsibility (a 'horizontal' expansion of the role).” 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 - 17.
A company is planning to make 30 out of its 150 employees redundant due to falling demand. Explain one financial cost and one non-financial (human) cost of this redundancy process for the company.
[2 marks] · no calculator - 18.
Marking analysis: A learner attempts the following task: “A company is planning to make 30 out of its 150 employees redundant due to falling demand. Explain one financial cost and one non-financial (human) cost of this redundancy process for the company.” Their response addresses only this point: “Explains a valid financial cost, such as redundancy payments owed to departing employees, or potential legal costs if the redundancy process is challenged.” 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 - 19.
Explain how effective training can benefit both the employee and the employer.
[2 marks] · no calculator - 20.
Marking analysis: A learner attempts the following task: “Explain how effective training can benefit both the employee and the employer.” Their response addresses only this point: “Explains a benefit to the employee, such as improved skills and confidence, increased job satisfaction, or better prospects for career progression and higher future earnings.” 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 - 21.
Explain why a trade union might negotiate on behalf of employees for better pay or working conditions, and state one potential drawback for a company of having a highly unionized workforce.
[2 marks] · no calculator - 22.
Marking analysis: A learner attempts the following task: “Explain why a trade union might negotiate on behalf of employees for better pay or working conditions, and state one potential drawback for a company of having a highly unionized workforce.” Their response addresses only this point: “Explains that individual employees often have little bargaining power alone, while a trade union represents many employees collectively, giving it greater negotiating strength ('collective bargaining') with the employer.” 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 - 23.
Distinguish between a piece-rate pay system and a salary, and explain one disadvantage of piece-rate pay for a business that values quality.
[3 marks] · no calculator - 24.
Marking analysis: A learner attempts the following task: “Distinguish between a piece-rate pay system and a salary, and explain one disadvantage of piece-rate pay for a business that values quality.” Their response addresses only this point: “States that piece-rate pay rewards workers per unit produced, so earnings rise directly with output.” 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 - 25.
A firm has 50 employees who each should work 250 days a year. Employees were absent for a total of 300 days last year. (a) Calculate the absenteeism rate. (b) Suggest one way the firm could reduce absenteeism.
[3 marks] - 26.
Marking analysis: A learner attempts the following task: “A firm has 50 employees who each should work 250 days a year. Employees were absent for a total of 300 days last year. (a) Calculate the absenteeism rate. (b) Suggest one way the firm could reduce absenteeism.” Their response addresses only this point: “Uses absenteeism rate = days absent / total working days available × 100.” Evaluate the response against the complete 3-mark task. Identify what earns credit and state every additional requirement needed for full marks.
[3 marks] - 27.
Distinguish between on-the-job training and off-the-job training, and state one advantage of each.
[2 marks] · no calculator - 28.
Marking analysis: A learner attempts the following task: “Distinguish between on-the-job training and off-the-job training, and state one advantage of each.” Their response addresses only this point: “States that on-the-job training takes place in the normal workplace while doing the actual job, with an advantage such as low cost and immediate relevance.” 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 - 29.
Distinguish between a centralized and a decentralized organizational structure, and explain one advantage of decentralization.
[3 marks] · no calculator - 30.
Marking analysis: A learner attempts the following task: “Distinguish between a centralized and a decentralized organizational structure, and explain one advantage of decentralization.” Their response addresses only this point: “States that in a centralized structure decision-making authority is held by senior managers at the top.” 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