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1.0 CONTENT 1
2.0 QUESTION 1 2-
3.0 QUESTION 2
4.0 QUESTION 3
5.0 QUESTION 4
6.0 REFERENCE
7.0 COURSEWORK

2.0 QUESTION 1

Given below are certain instances observed by the trainee – Christina, while making an

observational study at Pacific Consultants, an organization dealing with recycling of

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plastic products waste. She makes the following observation about two key people in

the organization.

1. Mr Patrick – He is a very friendly person and encourages his team members by

giving those recommendations and appreciations. This helps HR to decide about giving

a bonus or promotion to employees.

2. Mr Chew - He is an aggressive person. He frequently loses his temper. Christina

observes that he frequently punishes the non-performers and also give them warnings

regarding suspension etc.

Now explain what base of power does Mr Patrick and Mr Chew belongs to. Explain the

type of power they use often.

ANSWER:

Power means many different things to different people. For some, power is seen

as immoral. For others, the more power they have, the more successful they feel. For

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even others, power is of no interest at all. The five bases of power were identified by

John French and Bertram Raven in the early 1960’s through a study they had conducted

on power in leadership roles.

The trainee – Christina, while making an observational study at Pacific

Consultants, an organization dealing with recycling of plastic products waste. She

makes the following observation about two key people in the organization.

In the situation of Mr Patrick, he belongs to power of reward. Reward power, as

the name indicates, rests on the ability of a manager to give some sort of reward to

employees. These rewards can range from monetary compensation to improved work

schedules. Reward power often does not need monetary or other tangible compensation

to work when managers can convey various intangible benefits as rewards.

People in reward power are often able to give out rewards. Raises, promotions,

desirable assignments, training opportunities, and simple compliments are all examples

of rewards controlled by people "in power."

When reward power is used in a flexible manner, it can prove to be a strong

motivator. However, when organizations rely too strictly on rewards, the system can

boomerang. Employees may be tempted to unethically or even illegally meet the quotas

to which overly rigid reward systems may be tied.

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 The problem with this power base is that it may not be as strong as it first seems.

Supervisors rarely have complete control over salary increases, managers often can't

control promotions by themselves, and even CEOs need permission from their boards of

directors for some actions. Also, when you use up rewards, or when the rewards don't

have enough perceived value, your power weakens.

Another problem associated with rewards as a base for power is the possibility

that the rewards will distract employees' attention from their jobs and focus their

attention instead on the rewards hung before them.

While in the situation of Mr Chew, he is belonging to power of coercive.

Coercive power is the power to punish and force others to action. This is a dangerous

power base to exert. To use coercive power effectively, it is best to be understated.

Coercion reduces employees' satisfaction with their jobs, leading to lack of commitment

and general employee withdrawal. In the United States, Canada, and Western Europe,

coercive power has seen a decline in the last 50 years. Several reasons contribute to this,

ranging from the legal erosion of employment-at-will and the awareness of employee

violence or other forms of retaliatory behaviour.

Equally important as an effect on the receding popularity of coercion as a basis

of power has been the influence of quality management theorists, such as Philip Crosby

and W. Edwards Deming. They suggested that there is a decline in productivity and

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creativity when coercive power is employed. The use of coercive power results in an

atmosphere of insecurity or fear. In spite of this insight, coercion as a base of power

continues to play a role even in those organizations influenced by theories of quality

management.

In times of economic crisis or threats to the survival of the organization at large,

coercion may come to the forefront. Coercive power may also materialize as

organizations attempt to streamline their operations for maximum efficiency. If

employees must be fired, those who fail to conform to the organizational goals for

survival will be the most likely candidates for termination. The threat of termination for

failure to comply, in turn, is coercive power.

Nevertheless, think of the iron fist in the velvet glove. Make it clear that you

have the capacity to punish or inflict harm, but use it only frugally. Remember, power is

a potential. Don’t have to use it to be effective, and coercive power should only be used

when absolutely necessary.

3.0 QUESTION 2

Mr Johnny is the VP-HR of a leading financial services company. He is having a

meeting with Ms Anne leading HR consultant. Mr Johnny is concerned about creating

an environment that helps in increasing the job satisfaction amongst employees. Assume

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that you are Ms Anne, the HR consultant. What suggestions you will give to Mr Johnny,

for creating an environment that increases job satisfaction.

ANSWER:

First, showing employees that you sincerely care about their well-being is one of

the most effective ways to increase job satisfaction. There are two aspects to this:

mental well-being and physical well-being.

Mental well-being is often forgotten about, but it’s so important for

organizations to focus on. Run a “calm” company that removes a lot of the stress,

anxiety, and fear from their lives. Be flexible with your team’s schedule, show that you

trust them, and check in with them frequently to see how you can help.

Physical well-being is relatively inexpensive for you to focus on and can have

powerful benefits. Offering to subsidize gym memberships, having healthy fruit in the

office, or helping employees pursue sporting activities are all great ways to show

employees you care about them.

Second, personal growth is possibly the most important aspect of employee

engagement. When employees stop learning, they table and get bored, eventually

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looking elsewhere for stimulation. You can stop this by implementing programs for

continuous learning. Employees will love you for it.

For example, Buffer recently announced that they were giving all their

employees a learning budget to show employees they value growth. So, imagine giving

each employee a budget for them to spend on whatever course they want to. This clearly

shows employees that you care.

More importantly, make the time for that learning. Don’t expect your employees

to work 60+ hour weeks and get some training in.

Third, use appropriate reward and recognition programs to show employees they

matter to you. Give positive feedback wherever possible. Send employees handwritten,

personal notes when they have done good work. Consider holding small, informal

events throughout the year as rewards for good work. According to professional

business consultant Gregory Smith, creative and personal rewards can have a big

impact. Smith writes on his company website, www.chartcourse.com, that Graham

Weston, CEO of Rackspace Managed Hosting, rewards top employees by letting them

drive his adaptable for a week.

Fourth, creating job satisfaction begins by first providing a positive work

environment. Fran Tarkenton says, to find what motivates people, “you have to find

what turns people on.” This is the most important factor in the process. A motivating

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working environment requires going over and beyond the call of duty and providing for

the needs of the worker. For instance, Walt Disney World Company provides an

excellent work environment for their employees or “cast members.” Employee

assistance centers are spread strategically across the theme park. Some of the services

included employee discount programs, childcare information, money orders, postage

stamps, check cashing, and bus passes. The Walt Disney Company realizes that taking

care of their employee’s needs keep them motivated, on the job and loyal to the

company.

Fifth, provide competitive benefits. Fair wages are important, but competitive

benefits are also critical to keeping your workforce satisfied. If your benefits package is

thin, employees may look for other opportunities with firms that are more generous.

Beyond insurance, benefits such as flex time, paid holidays and personal days are

important factors to employee satisfaction.

Sixth, you can’t force friendships at work, but what you can do is create the

environment for those connections to happen. By organizing activities like team

lunches, group projects, or happy hours, you’re helping to create those opportunities for

connections.

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 More than anything, you want to let people know that taking a break during their

day to have an informal chat with a colleague is okay. Friendships at work are

important, and as a leader, it’s your responsibility to help make them happen.

Sixth, continuous evaluation and never-ending improvement is the final step of

the PRIDE system. Evaluation is a nonstop activity that includes a specific cycle of

steps. The primary purpose of evaluation is to measure progress and determine what

needs improving. Continuous evaluation includes, but is not limited to, the

measurement of attitudes, morale, and motivation of the workforce. It includes the

identification of problem areas needing improvement and the design and

implementation of an improvement plan. Good organizations conduct a job satisfaction

survey at least once a year.

Businesses have searched far and wide for the competitive advantage, the best

equipment, robotics, or the latest business technique. These devices provide only

temporary solutions. The true competitive advantage is trained and motivated people

proudly working together, contributing their vitality and energy toward the goals of the

enterprise.

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4.0 QUESTION 3

Given below is the HR policy glimpse of “in-Magine”, an advertising company:

1. It offers cash rewards for staff members.

2. It promotes the culture of employee referral and encourages people to refer

people they know, maybe their friends, ex. colleagues, batch mates and relatives.

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 3. It recognizes good performances and gives fancy titles and jackets to the people

who perform well and also felicitates them in the Annual Day of the company.

What all aspects does it take care of, according to Maslow’s Need Hierarchy?

ANSWER:

The psychologist Abraham Maslow developed a theory that suggests we,

humans, are motivated to satisfy five basic needs. These needs are arranged in a

hierarchy. Maslow suggests that we seek first to satisfy the lowest level of needs. Once

this is done, we seek to satisfy each higher level of need until we have satisfied all five

needs.

While modern research shows some shortcomings with this theory, Maslow’s

Hierarchy of Needs Theory remains an important and simple motivation tool for

managers to understand and apply.

Physiological needs are those needs required for human survival such as air,

food, water, shelter, clothing and sleep. As a manager, you can account for physiological

needs of your employees by providing comfortable working conditions, reasonable

work hours and the necessary breaks to use the bathroom and eat and/or drink.

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 Security needs. In that level a person needs to feel secure in his/her family and

in a society, and feel protected against violence. The need for safety is manifested with

job security, savings and for insurances of health, mental health, old age and disability.

Love and belonging needs is the third level of Maslow’s hierarchy. After feeling secure,

people need to feel that they receive and give love, they are appreciated, and they have

good friendships. Esteem needs. It is the need to be unique with self-respect and to

enjoy esteem from other individuals. People want to evaluate themselves highly and

based on their achievement receive appreciation from other people. Lack of these needs

may cause inferiority, helplessness and weakness.

Highest level of Maslow’s hierarchy of needs is need of Self-actualization. The

development of this need is based on the satisfaction at the other four lower levels. It

refers to the need of self-fulfilment and to the tendency to become actualized in what a

person is potential. The core of this theory lies in the fact that when one need is

fulfilled, its strength reduces and the strength of the next level increases. Maslow does

note that one level of needs doesn’t have to be totally fulfilled before a person moves to

the next level. The individual can be partly satisfied with one level and still seek for

satisfaction at the next level.

First, it offers cash rewards for staff members. It touches need of safety, social

and Esteem. By cash rewards the employee feels being recognized. It also adds to the

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feeling of safety. For example, being able to provide more protection to the loved ones.

Need of social is the least because they can celebrate the achievement.

Second, it promotes the culture of employee referral and encourages people to

refer people they know, maybe their friends, ex. colleagues, batch mates and relatives.

According to Maslow’s Need Hierarchy, need of social can connect well with people

they know.

Third, it recognizes good performances and gives fancy titles and jackets to the

people who perform well and also felicitates them in the Annual Day of the company. It

has fulfilled the need of esteem. It can foster sense of achievement and being recognized

for the effort put in.

5.0 QUESTION 4

"Fashion" is a famous and old magazine. The top management decides to start the e-

edition of the magazine. They also decide the redefine the policies and culture.

To start implementing, this change, they frequently call meetings of employees. They

have also formed groups at different levels to clarify doubts and explain the perspective

of change.

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Analyse the situation in the context of organizational change and elaborate why the top

management is following the discussed practices and what approach is most evident in

the context.

ANSWER:

6.0 REFERENCE

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 1. http://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-

and-Bases-of-Power.html
2. http://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-

and-Bases-of-Power.html
3. https://www.officevibe.com/blog/how-to-improve-job-satisfaction
4. http://www.jobscience.com/blog/7-simple-ways-increase-employee-satisfaction/
5. https://docuri.com/download/master-of-business-administration-assignment-

mpampob_59a7b47cf581715d508e3d47_pdf
6.

7.0 COURSEWORK

Q1: SEVEN BASIC OPTIONS AVAILABLE TO HUNT JOBS

a. Newspapers and print media. This is the obvious one. Just check out your local

newspaper vendor to find out the major newspapers available. Some have more

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 job advertisements than others and the quality of jobs advertised differ in each

type of newspaper. For instance, there are usually more middle to senior level

jobs advertised in The Star and New Straits Times in Malaysia. There are also

more job vacancies advertised on certain days usually Saturdays. There are some

magazines and specialised publications that may publish career opportunities

available. For instance, specialised professions such as professional accounting,

engineering or architecture bodies have printed publications that may announce

available vacancies. For graduates, there are some yearly publications that have

employer listings and advertisements for management trainee programmes. You

can locate some of these directories and yearly publications at major bookstores.

Specialised publications are usually available through the respective associations

or professional bodies such as CIMA (Chartered Institute of Management

Accounting) for Management Accountants or Bar Council for the legal

profession.

b. The Internet More and more job recruitment websites are mushrooming in

Malaysia and again the quality and quantity of jobs varies. Bear in mind that

good employers normally look for recruitment websites that have many

candidates, so you should be alright if the website is chosen by many employers

and have a lot of jobs offered there. For a list of some of the main Internet

recruitment websites in Malaysia, visit www.mycareersope.com. Some company

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 websites also advertise the vacancies available. This could be a good way to

identify job opportunities especially if you have identified the company within

your area of interest. Nevertheless, they are sometimes not well updated and

may not have all job opportunities available. The Internet is also a very powerful

tool to trigger possible job opportunities in an indirect manner. For instance, you

may sometimes get ideas about possible companies or industries to join while

researching about an interesting topic or news.

c. Employment agencies Recruitment agencies are also growing in number in

Malaysia as employers are finding out the benefits of getting employees through

this method. These agencies can help employers screen and shortlist potential

candidates, source for candidates that may not be actively looking for a job or

cater to the urgent needs of some employers. There are many types of

recruitment agencies in the market catering to different types and levels of

employees from temporary, contract to permanent jobs and from clerical,

executive to senior management-level positions. You may enquire for vacancies

or register with these agencies by providing your CV and many of them already

have websites with listing of the jobs available. Nevertheless, there are some

higher levels or specialised jobs that may not be listed and is subject to the

agency's search efforts for the right candidate.

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 d. Company events/roadshows/career recruitment drive and general career fairs

Some large companies are beginning to organise their own career roadshows at

colleges, universities or at general career fairs such as the annual Malaysia

Career and Training Fair (MCTF) or those organised by agencies of the Ministry

of Human Resources. Do look out for relevant events suited to the kind of jobs

you are interested in.

As many jobs are not advertised or promoted through formal ways, there are many

jobs that are available in informal ways.

a. Through people you know. Many people have found their jobs through this

method and it is known to give you a higher chance. This way is also known to

potentially provide better pay and satisfaction. How to Start Hunting for a Job

40 The following are people that can help you find out more about job

vacancies, potential jobs, companies of interest to you, the `hirer' and

`influencers'.  Your relatives, friends or academic/social contacts - neighbours,

social clubs, school mates, previous lecturers, teachers, etc.  Your work

contacts ex-colleagues, present colleagues, partners, suppliers, customers, etc.

b. Through people who you don't know yet. The next option would involve seeking

out `Unknown Contacts'. This will include contacting companies of interest to

you, `hirers' and `influencers' which may lead to potential jobs. This approach

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 takes a longer time and should be done continuously from the day you start your

new job! Some ways to gather valuable `unknown contacts' are:  Networking-

from clubs, associations, exhibitions, events, personal development groups.

(Refer below for further details on networking.)  Electronic media-from

company websites and recruitment websites  Print media-from newspapers,

magazines, journals, the Yellow Pages and business directories. For example,

there are directories on specific industries such as manufacturing,

pharmaceuticals, advertising, banks, just to name a few. The Yellow Pages also

list out many companies from each category of business

c. Directly to employers You can also approach employers directly through mail or

by phone to identify job opportunities. The Yellow Pages is quite useful in

identifying employers within your area of interest. This method will be covered

in more detail in Chapter 5 (Street-Wise Job Hunting Tips). A note of caution:

Use this method very selectively as many companies do not encourage direct

enquiries and prefer the public to refer to their advertisement of vacancies

available in the newspapers, the Internet or through their website.

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Q2: What are the basic requirements for your resume to survive the 15 seconds

test?

 No obvious mistakes in your resume (e.g. spelling errors or typos)

 Use short concise sentences. Resumes should not have too many long sentences so

that it's easier to find your strong points

 Where appropriate, take out personal information that is not relevant to the job i.e.

religion, race, weight, height, age, salary expectations, marital status, hobbies

 It should not have unsubstantiated info such as "I'm responsible"

 One school of thought is that you should not show your salary expectations too early

because if it's too high, that could be a reason for it to be screened out

 Do let others double check it or give feedback on it

 Choose the right format suitable for the needs of the job you're applying for (Refer

for details on formats)

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