Answers: Topic 1: Introduction To Human Resource Management

ANSWERS  259
Answers
TOPIC 1: INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
Exercise 1.1
1. Human resource management consists of philosophies, policies, programmes,
practices, and decisions related to employee management in an organisation.
2.
Human Resource Management Personnel Management
Handles macro issues Handles micro issues
Planned and long term Ad-hoc and short term
Proactive Reactive
Involves ongoing strategies to manage More administrative in nature

and develop an organisationÊs workforce
Reports to the Chief Executive Officer Reports to the line manager
Plays a role in decision making Plays no role in decision making
Acts as a change catalyst Maintains status quo
Facilitates an organisationÊs positive Does not take into account the effects
culture of culture
Exercise 1.2
The five main roles of the human resource management department are planner,
facilitator, coordinator, auditor, and mediator.
Elaborate based on explanation in Subtopic 1.2.1.
Copyright © Open University Malaysia (OUM)

260  ANSWERS
Exercise 1.3
Multiple Choice Questions
1. D
2. A
3. D
4. C
5. C
Essay Questions
1. Globalisation, challenges in technology, managing change, human resource

development, market reaction, cost reduction, economic climate, and legal
system (any six of these).
2. Part-time job, work sharing, maternity leave, flexible working hours, child
nursing leave, and telecommunication services.
(Any four of the above)
3. Employees nowadays value lifestyle satisfaction which can be achieved

by balancing challenges and rewards rather than the relationship between
work and lifestyle. They are also more attracted to interesting jobs and
opportunities to develop themselves through the tasks offered to them. This
change has prompted human resource management to come up with ways
to manage and motivate employees. Consequently, the roles of human
resource management are becoming more complex as opposed to previous
situations whereby employees were only concerned about the economic
value of their jobs to support their families.
4.  Helping the organisation achieve its targets
 Fully utilising the skills and abilities of the workforce
 Providing the organisation with trained and motivated employees
 Increasing employeesÊ job satisfaction

ANSWERS  261
 Developing and maintaining the quality of the employeesÊ work

environment
 Delivering human resource management policy to every employee
 Helping to maintain social responsibility and ethical conduct
 Managing changes to benefit employees and the organisation
(Any five of the above)
TOPIC 2: LEGAL ENVIRONMENT
Exercise 2.1
1. The payment fee cannot be later than the seventh day after the last day of the
payment period.
2. 6 weeks
3. 60 days
4. No. The Employment Act 1955 prohibits employers from setting conditions
on how employees spend their earnings.
Exercise 2.2
1. After receiving the application, the management must take these actions
within 21 days:
 give recognition; or
 reject the application and present the reasons in writing; and
 upon recognition, notify the Director-General.
2. 14 days

262  ANSWERS
Exercise 2.3
1. True
2. True
3. False
4. False
Exercise 2.4
1. Among the objectives of this Act are to:
 ensure the safety, health, and welfare of employees at the workplace;
 protect others who are present at the workplace from any accidents that
might be triggered by workersÊ activities;
 ensure that the work environment is conducive; and
 enable related legalities be replaced in stages by industrial rules and

regulations which are approved and practised by all in order to maintain
and increase the standard of safety and health at the workplace.
2. Forty or more employees are working at the workplace or if ordered by the

Director-General.
Exercise 2.5
1. 2,000
2. 0.5% of the employeeÊs salary
Exercise 2.6
1. Under this Act, the Human Resource Development Fund must be spent on:
 encouraging development and growth of employeesÊ skills by designing,

developing, increasing, and monitoring training amenities;
 preparing financial aid through loans or subsidies to employers to train

or re-train their employees;

ANSWERS  263
 organising or implementing activities or programmes aimed at

re-training employees who have been or will be laid off due to
downsizing;
 bearing the cost of managing the Human Resource Development Council,

including payments and allowances for council officers; and
 bearing any administration costs for the Fund and the cost of
implementing the Act.
2. The functions of the Human Resource Development Council are:
 evaluating and determining the types or levels of training that are in line
with the industryÊs human resource needs;
 increasing manpower training; and
 establishing conditions for loans or financial aid.
Exercise 2.7
Effective from 1 January 2007, the contributorÊs account is divided into two,
Account 1 and Account 2. All contributions are divided into the two accounts
according to fixed percentages, namely, 70% into Account 1 and 30% into Account 2.
These accounts are created for different purposes and different types of
withdrawals are applicable for each account, as follows:
(a) Account 1
The savings here are for retirement and cannot be fully withdrawn before an
employee reaches the age of 55, passes away, loses capacity, or intends to
leave Malaysia permanently.
(b) Account 2
The savings in this account are meant to help employees prepare for a
comfortable retirement. Withdrawals are allowed in these cases:
 an employee reaches the age of 50 years;
 to own a house or make a downpayment on a first house;
 to settle a housing loan for a first house;
 to finance own or childrenÊs education; and
 to pay own or childrenÊs medical expenses.

264  ANSWERS
Exercise 2.8
Fill in the Blanks
1. 12
2. 48
1. C
2. B
3. C
4. A
5. C
6. D
Essay Questions
1. Amin is not entitled to normal medical leave because he has used up

all the sick leave given to him.
2. National Day, Birthday of the Yang di-Pertuan Agong, Birthdays of the

Sultan and Yang di-Pertuan Negeri or Federal Territory Day, and Labour
Day.
3. Weekly leave, medical leave, annual leave, and public holidays.
4. No. Only employees with a salary of not more than RM3,000.
5. There are two protection schemes, which are:
 Employment Injury Insurance Scheme

This scheme protects employees from disasters at work including
industrial accidents, accidents that occur during business-related travels,
and service illnesses, which are illnesses caused by employment. Only
employers are required to make monthly contributions for every
employee at a rate of 1.25% of their monthly salaries.

ANSWERS  265
 Invalidity Pension Scheme

This scheme gives 24-hour protection to employees against accidents
or fatalities without considering the cause. The management must
contribute 0.5% of the employeeÊs salary, and employees must contribute
0.5% of their salary.
TOPIC 3: HUMAN RESOURCE PLANNING, JOB

ANALYSIS AND JOB DESIGN
Exercise 3.1
1. True
2. False
3. True
4. True
5. False
Exercise 3.2
1. True
2. False
3. True
4. True
5. False
Exercise 3.3
1. True
2. True
3. True
4. False

266  ANSWERS
Exercise 3.4
True (T) or False (F) Statement
1. True
2. False
3. True
4. True
5. True
Match the Concepts to the Suitable Statements
1. E
2. D
3. F
4. B
5. A
6. C
1. A
2. B
3. A
4. D
5. D
6. B

ANSWERS  267
Essay Questions
1. Job requirements that are formally written help managers in almost every
aspect of employee management. By understanding job requirements,
managers can select, orientate, and train employees to further succeed in
their tasks. An accurate job requirement has to follow rules and regulations
and be related to the job. Thus, managers have a valid reason in making
decisions while evaluating employees in the performance evaluation process.
Industrial engineering involves the process of analysing and designing jobs

based on a specific work cycle and standard working hours. An industrial
engineer may design a specific job to increase efficiency and simplify ways
but ignore human factors. Ergonomics, on the other hand, focuses on human
characteristics suitability with job requirements. Ergonomics may provide a
job that may not be viewed as efficient from the aspect of industrial
engineering standard, but can increase human needs and employeesÊ job
satisfaction. When both parties cooperate, their disciplines can be combined
to achieve efficiency and job satisfaction.
Exercise 3.5
1. True
2. True
3. True
4. True
5. True
Exercise 3.6
1. True
2. True
3. False
4. True
5. True

268  ANSWERS
Exercise 3.7
True (T) or False (F) Statements
1. True
2. True
3. False
4. True
5. True
1. D
2. B
3. A
4. C
1. A
2. D
3. D
4. D
Essay Questions
A quantitative approach is a top-to-bottom approach which fulfils management

needs. It is used by experts who are trained in statistical and mathematical
techniques. It is related to balancing demand and supply of human resources to
fulfil an organisationÊs objectives. A qualitative or behaviour-oriented approach is
a bottom-to-top approach which fulfilsÊ employeesÊ needs. It utilises forecasting
skills or those who are experts in counselling and development techniques, and
treats employees as individuals. It focuses on performance evaluation, promotion,
career and job management development. It attempts to balance interest, ability
and individual aspirations with the organisationÊs needs.

ANSWERS  269
TOPIC 4: EMPLOYEE RECRUITMENT
Exercise 4.1
1. True
2. False
3. True
4. True
5. False
Exercise 4.2
1. False
2. True
3. False
4. True
5. True
1. D
2. B
3. A
4. C

270  ANSWERS
1. A
2. D
3. D
4. D
Essay Questions
An organisation can engage in social media recruitment successfully by taking the

following steps:
 It can use social media as an extension of its recruitment strategies. Information

about recruitment on its website must be up to date and the website must be
capable of handling traffic visits.
 It must make sure that it has the resources to immediately engage the channels
created. This includes readiness to respond immediately and availability to
interact frequently.
 Social media recruitment relies heavily on content strategy. So the organisation

must spend a reasonable amount of time to work on the contents to ensure their
relevance to the intended recruitment.
 Employees who are in charge of social media recruitment must understand

applicantsÊ expectations, possess the right tone and communication style, types
of information that can be shared, and act within a given legal parameter.
 The organisation must choose a social media that suits the intended
recruitment. LinkedIn, for example, is one of the best recruitment platforms to
attract professional applicants.
 The organisationÊs social media pages should reflect its overall corporate
image. The organisation must be willing to spend some resources to hire a
designer or programmer.

ANSWERS  271
TOPIC 5: SELECTION
Exercise 5.1
1. False
2. True
3. True
4. True
5. False
Exercise 5.2
1. True
2. False
3. True
4. False
Exercise 5.3
Fill in the Blanks
1. A
2. B
3. C
4. D

272  ANSWERS
1. B
2. D
3. C
4. A
Essay Question
„Criterion‰ refers to the level at which selection tools are chosen and able to
forecast or correlate with the main elements of work behaviour. As examples, a
criterion for a sales job is sales figure and criteria for a production job are quality
and quantity of output.
TOPIC 6: EMPLOYEE TRAINING AND

DEVELOPMENT
Exercise 6.1
Organisations should provide training and development for their employees to:
 Increase Employee Productivity

Training and development can increase the productivity of employees by
enhancing their skills to perform current jobs.
 Increase Job Satisfaction

Training and development increase employeesÊ skills and knowledge, which
will help them to perform their jobs better. As a result, they will be satisfied
with their jobs.
 Update EmployeesÊ Knowledge to Always Be Ahead

Organisations need to provide training and development for their employees
when they use new equipment, introduce new procedures or rules and
regulations, promote an employee, respond to a changing business
environment, and employees are required to carry out new duties.
 Motivate Employees
Training and development allow hardworking employees to upskill and reskill
their existing competencies, thus motivating them to perform better at work.

ANSWERS  273
Exercise 6.2
1. True
2. False
3. False
4. True
Exercise 6.3
1. Low in cost.
2. No special tools or equipment are needed.
3. No space or special area are needed.
4. No full-time trainers are needed.
Exercise 6.4
True (T) or False (F) Statement
1. True
2. False
3. True
4. False
5. False
1. C
2. A
3. B
4. D
5. A

274  ANSWERS
Essay Questions
1. A trainer should use these techniques:
 divide the work into different parts;
 give an overall overview of the duties;
 show a part of the work to the trainees;
 allow the trainees to try what has been shown;
 rectify mistakes; and
 allow the trainees to self-train.
2. Best practices in conducting an online training are:
 determining an objective;
 sharing training materials used during the session;
 welcoming everyone;
 keeping the training slots short;
 encouraging everyone to participate; and
 recording the training session.
TOPIC 7: PERFORMANCE EVALUATION
Exercise 7.1
1. Performance evaluation is the process of identifying, observing, measuring,
and developing employeesÊ performance in an organisation or any
definitions such as those provided in Subtopic 6.1.
2. Six uses of performance evaluation from the administrative aspect:
 salary administration
 promotion
 decision to terminate or transfer employees

ANSWERS  275
 validating authority structure
 human resource planning
 documentation related to human resource decisions
2. Five reasons a performance evaluation process might fail to be implemented

successfully are:
 The supervisor or manager does not have sufficient information about the
employeesÊ real work performance.
 The standard of measuring performance is not clear.
 The supervisor or manager does not have the skills to evaluate employee
performance.
 The supervisor or manager is not prepared to evaluate employee

performance, as he or she does not want to be seen as a judge who is
giving out an unfair sentence.
 Employees do not receive constant performance feedback.
 The supervisor or manager is not sincere during the performance

evaluation process.
 The performance evaluation is not focused on employee development.
 The supervisor or manager uses language that is unclear to the employees

during the performance evaluation process.
 The employees feel that the organisation does not allocate sufficient
resources for performance rewards.
(Choose any five of the above)
Exercise 7.2
1. The main elements of an effective performance standard are:
 strategic relevance: The standard developed must be related to the

organisationÊs strategic objectives.

276  ANSWERS
 no criteria contamination: Such contamination happens when

uncontrollable external factors affect an employeeÊs performance.
 reliability: This refers to the consistency of a standard created, which is

how far an employee is able to sustain a specific performance level in a
particular period.
 no criteria deficiency: The development of a performance standard has to

consider all of an employeeÊs responsibilities. If the standard developed
only considers one aspect of a jobÊs responsibilities, criteria deficiency
occurs.
2. The key steps involved in the performance evaluation process are:
(a) Identifying Performance Evaluation Objectives

The performance evaluation process begins by developing performance
evaluation objectives. The development of objectives must be related to
the organisationÊs objectives so that there is work performance increase
by employees. For example, some organisationsÊ philosophy is to focus
on employee development aspects while other organisations focus on
administrative aspects such as salary standardisation.
(b) Developing Performance Standards

After the performance evaluation objectives are set, a standard
performance is developed. The purpose is to make comparison of real
work performance with the organisationÊs expected work performance
easier. Basically, performance standards must be developed based
on a particular workÊs requirements and these requirements result
from the job analysis. A good performance standard can translate
an organisationÊs strategic objectives to a particular work. Strategic
relevance, absence of criteria contamination, reliability. and absence
of criterion deficiency are the four important elements that must be
present when developing performance standards.
(c) Monitor Work Performance

After developing performance standards, the next step is to monitor
the employeesÊ work performance to ensure that it is in line with the
standards set. If the real performance shown by the employees deviates
far from the standards set, the standards must be re-analysed to ensure
that they are clear, attainable, measurable, and state the time period for
work to be carried out. An unclear standard must be altered so that
employees are able to carry out their duties effectively.

ANSWERS  277
(d) Evaluating Performance

Usually, at the end of the year, employee performance is evaluated to
ensure that the organisationÊs strategic objectives are achieved. The real
performance shown by employees will be compared to the standards
developed.
(e) Discussion on Performance

Employees and managers will review the formerÊs performance
together based on the standards set. A performance discussion will
determine how far an employee achieved the organisationÊs strategic
objectives, identify problems which hindered the achievement, and
find alternatives to solve the problems. This discussion will also include
developing objectives for the following year.
Exercise 7.3
The sources involved in evaluating employee performance are:
(a) Immediate supervisor: A traditional method which stresses that performance

evaluation must be done by an employeeÊs immediate supervisor. A
supervisor is the most suitable person to observe and evaluate employeesÊ
work performance, and is responsible for the management of the unit or
department.
(b) Self evaluation: If an employee understands the objectives that must be

achieved and is involved in the development of performance standards,
then he or she is qualified to evaluate himself or herself. This is because
the employee knows what has to be done and how to carry out the task
effectively.
(c) Subordinates: The most suitable people to evaluate managers are their
subordinates. This method is effective because the subordinates are the
best source to observe the effectiveness of their managers. Moreover, the
subordinates are always in contact with the managers. This type of
evaluation is more for the managersÊ self-development so that they can work
on their weaknesses.
(d) Peers: Peers can be an effective evaluation approach as peers often interact
with each other and are able to identify their colleaguesÊ strengths and
weaknesses. Peer evaluation can give accurate and valid input. However,
peer evaluation can create problems if used to give favours or seek revenge.

278  ANSWERS
(e) Customer evaluation: Customer satisfaction determines the success of an

organisation. Most organisations believe they should obtain input on
employee performance from customers. There are two types of customers,
internal and external. Internal customers are employees from a certain
department who depend on the output or other employeesÊ work results for
their input. External customers are people who use the products or services
produced by an organisation.
(f) 360-degree evaluation: An organisation may also use a 360-degree evaluation

method to assess its employees. This approach is very popular and an
alternative to the traditional method as the organisation gets complete
information about employee performance. Usually, an organisation uses this
method for employee development only.
Exercise 7.4
These are three main methods to evaluate employee performance:
(a) Trait Methods: These measure how far an employee is able to acquire certain
characteristics such as creativity, innovation, leadership, and dependency,
which are seen as important in carrying out oneÊs work. Some of the methods
that fall under this category are the graphic rating scale, essay method, and
forced choice scale.
(b) Behaviour Methods: These methods focus on behavioural aspects based on a

scale that illustrates certain behavioural descriptions. These descriptions
enable appraisers to identify employee performance based on certain
behaviours from weak to excellent. Some of the methods that fall under this
group are critical incident method, behavioural checklist and weighted
checklist, behaviourally anchored rating scale, and behaviour observation
scale.
(c) Results Methods: These methods enable supervisors to evaluate the results
achieved by employees. Therefore, these are more quantitative, objective,
and enable empowerment. This in turn will lessen bias. These methods stress
that employees are responsible for all the results achieved. There are two
techniques in this category, which are productivity measures and
management by objectives.

ANSWERS  279
Exercise 7.5
Appraisers often make these mistkaes in evaluating employees:
(a) Halo Effect: An appraiser conducts a total evaluation based on only one
aspect of performance. The appraiser sees the employee as being efficient in
all his or her work aspects when he or she is able to meet the quantity
required by the organisation.
(b) Central Tendency: An appraiser awards the same evaluation to all evaluated
employees. The appraiser gives an average evaluation to all employees to
maintain a good working relationship with everyone so that friction does not
occur.
(c) Recency Error: An appraiser focuses on work performance that is close to the
evaluation period as it is difficult to remember work performance at the
beginning of the year.
(d) Contrast Error: An appraiser compares an employeeÊs performance with that

of another colleague who has already been evaluated, and not based on set
standards.
(e) Leniency/Strictness Error: An appraiser commits leniency error by giving a

high value to an employee because the appraiser does not have the heart to
give a low rating. Strictness error happens when an appraiser awards a low
rating to an employee because the appraiser feels that none of the employees
deserve a high rating.
(f) Similar-to-Me Error: An appraiser gives a high rating to an employee for

having similar personal characteristics with the appraiser.
Exercise 7.6
1. C
2. D
3. B
4. D
5. B

280  ANSWERS
Essay Questions
1. The six roles of performance evaluation are as follows:
(a) Development: It determines which employees need training. This will

enhance the employee-supervisor relationship and encourage the
supervisor to contribute to the reinforcement process of employee
behaviour.
(b) Motivation: It encourages attempts, develops responsibilities, and

propels efforts towards improving performance.
(c) Human resource planning: It functions as valuable input to human

resource planning activities.
(d) Communication: It acts as a basis for discussion between the supervisor

and employees regarding work matters through daily interaction.
(e) Law abiding: It acts as a valid foundation for promotions, transfers,

rewards, and employee terminations.
(f) Human resource management research: It verifies methods or

techniques used in human resource management activities. For
example, during the selection activity, improving or selecting the
effective selection test.
2. Meaning of terms:
(a) Strategic relevance means the standard developed must be related to

an organisationÊs strategic objectives.
(b) Criteria contamination happens when there are uncontrollable external

factors which affect employee performance.
(c) Criteria deficiency happens if a standard considers only one aspect of a

jobÊs responsibilities: The development of a performance standard must
consider all aspects of an employeeÊs responsibilities.

ANSWERS  281
3. Preparations that need to be made by a manager before a performance

interview process are as follows:
The supervisor needs to inform employees about the interview date so that
the employees have an opportunity to re-examine their job description,
analyse any problems they faced, and compare their real performance with
the set standards.
The supervisor needs to collect information on the employees whose work

performance is being evaluated, study the job description of every employee
to ensure they are still correct, read the performance report to identify
matters that need to be focused on, compare their real performance with the
set performance standards, list matters that need to be discussed, and ensure
that the time allocated is sufficient and no disturbance occurs during the
interview process.
TOPIC 8: EMPLOYEE COMPENSATION
Exercise 8.1
An organisation can offer these two types of rewards to its employees:
(a) Monetary Rewards
 A direct monetary reward in the form of cash, salary, commission, or

bonus
 An indirect monetary reward in the form of benefits such as insurance,

annual leave, medical leave, flexible working hours, or others.
(b) Non-Monetary Rewards
 Non-monetary rewards from the work aspects are interesting job

scope, challenging work responsibilities, acknowledgement, and career
development.
 Non-monetary rewards from the work environment aspects are good

policies and practices, competent supervisors, congenial colleagues, and
a safe and healthy work environment.

282  ANSWERS
Exercise 8.2
Compensation fairness is when employees perceive that they have received fair
payment from their employers. There are three types of compensation fairness,
which are:
 Internal equity refers to a systematic method, done through job evaluation, to

determine the relative value of a job in comparison with other jobs to ensure
that different jobs are given different wage rates.
 External equity refers to an employeeÊs perceived compensation treatment

received from an employer compared to compensation treatment provided by
other organisations for the same job.
 Individual equity refers to fairness in determining wages for employees in the

same position.
Exercise 8.3
A management carries out incentive plans for these reasons:
(Choose any two of the following reasons)
 Incentives enable an employee to focus on his or her specific job performance

target. It motivates the employee and produces a satisfactory result.
 Incentives are variable costs that can be related to results achievement, which
encourage increase in output.
 Incentives can be directly related to operational achievement whereby if a

performance objective is met, incentives will be given. If employees fail to fulfil
a performance objective, no incentives will be given.
 Incentives encourage employees to work as a team and increase dependency

as payment for individuals depend on group achievement.
 Incentives encourage success sharing among those involved in achieving the

performance.

ANSWERS  283
Exercise 8.4
1. Maturity curve or career curve.
2. Through the standard hour plan, the rate of incentive is based on the
standard time set by the organisation to complete a particular task without
taking into account the actual time taken by the employee to complete the
task. If the employee is able to complete the task in less than the standard
time, the employee is still paid an incentive based on the standard time. This
plan is suitable for jobs or operations that need a lot of time to be completed.
Exercise 8.5
The five characteristics of an effective benefit programme are as follows:
 have a specific objective;
 allow input from employees;
 redesign employee benefits;
 flexible planning; and
 convey information about benefits to employees.
Exercise 8.6
A mandated benefits programme is a benefit set by the labour system. It is the most
minimum allotment on employee rights and has to be provided by employers.
Examples of mandated benefits are payment for time off and maternity leave
protection.
Non-mandated benefits are benefits offered by employers to employees

voluntarily and without force. Examples of non-mandated benefits are
transportation services, healthcare insurance, and children day care centre.

284  ANSWERS
Exercise 8.7
1. B
2. D
3. C
4. C
5. A
Essay Questions
1. The two key challenges faced by human resource managers in developing an

effective salary structure are:
(a) Influence of equity on wage rate: External factors take into account the
similarities between an established wage rate and other organisationsÊ
wage rate to attract and retain capable employees. Internal factors stress
on fair wages where an employee compares his or her wage with the
wage rate of a colleague in the organisation.
(b) Wage assurance: Various compensation plans have to be developed to

create wage payment assurance, including basic salary assurance,
service allowance or living expenses, and other financial benefits that
need to be increased from time to time, such as housing allowance. The
wage rate has to be regularly revised so that a basic salary is increased
when living costs increase.
2. Compensation is all forms of financial benefits and rewards as well as clear

and apparent services which are accepted by employees as part of work
relations.
3. The factors that need to be considered in developing a compensation

administration policy are as follows:
 focus on business objectives and strategies;
 attract and retain competent, motivated, and qualified employees;
 encompass organisational reward principles and philosophies;

ANSWERS  285
 prepare a wage allocation outline;
 strengthen the values and culture desired by the organisation; and
 be communicated to all employees.
4. Individual equity refers to fairness in determining wage payment for

employees in the same position. Individual equity takes into account issues
such as experience, seniority of service, and performance.
5. Choose any three of the following:
 insurance scheme
 healthcare
 employee aid programme
 children day care centre
 food service
 transportation service
 education amenities
 loan amenities
TOPIC 9: EMPLOYEE RELATIONS
Exercise 9.1
1. False
2. True
3. True
4. False
5. False

286  ANSWERS
Exercise 9.2
1. False
2. True
3. True
4. False
5. True
Exercise 9.3
TRUE (T) or FALSE (F) Statements
1. True
2. False
3. False
4. False
5. True
Exercise 9.4
TRUE (T) or FALSE (F) Statements
1. False
2. True
3. True
4. False
5. False

ANSWERS  287
1. C
2. C
3. B
4. B
Essay Questions
1. The hot stove method utilises the warning system and is immediate,
consistent, and not private. Workers are usually informed about the types of
punishment they will receive if they make mistakes before a problem arises.
If they are found guilty, punishment is immediately carried out so that they
can see the cause and effect of the mistakes made. The implementation of
punishment is consistent whereby workers who make the same mistake
receive the same punishment. This method is not personal, which means the
discipline action taken is not aimed at the workers but more at finding
solutions to unpleasant behavioural problems.
2. The important things to consider in planning disciplinary rules and laws

include:
 Distributing to all workers and not assuming that they know them;
 Investigate them again from time to time;
 Explain reasons for each rule;
 Provide them in written form;
 Ensure that they are logical;
 Implement them and given warnings;
 Get the workersÊ signatures to make sure they have read and understood
the rules set.
3. An in-house trade union has these weaknesses:
 It has limited membership and focuses on employees in one company only,

so it is not very strong;

288  ANSWERS
 Its leader can be easily exploited by the employer because selection is

made by union members whose numbers are limited;
 It has limited financial resources so it is difficult to carry out union

activities;
 Its leaders worry about being victimised in promotion, retrenchment,

transfer, and distribution of responsibilities, which are set by the
employer; and
 It cannot provide many benefits to its members due to its limited number
of members.
4. Some strikes are considered illegal because:
 they are on questions pertaining to the recognition of a trade union;
 they are on matters contained in the collective agreement, which have

been given cognisance by the Industrial Court;
 they are on management matters related to employee hiring, transfer,

promotion, termination, and job distribution; and
 the trade disputes have been referred to the Industrial Court for
arbitration.
TOPIC 10: EMPLOYEE SAFETY AND HEALTH
Exercise 10.1
1. False
2. True
3. False
4. True
5. True

ANSWERS  289
Exercise 10.2
1. True
2. False
3. True
4. False
5. True
Exercise 10.3
1. False
2. True
3. False
4. True
5. True
Multiple Choices Questions
1. B
2. A
3. D
4. C
5. B

290  ANSWERS
Essay Questions
1. I would take the following steps:
 make the work interesting;
 set up a safety committee comprising representatives of the workers and

the management;
 display safety statistics;
 use information boards in the organisation to promote workplace safety

culture;
 encourage workers and supervisors to practise workplace safety culture;

and
 conduct meetings and safety training from time to time.
2. Employers can use the following ways to reduce accidents at the workplace:
 create a safety and health policy;
 implement all rules and procedures that have been set;
 investigate immediately when accidents happen;
 provide protective tools such as helmets and gloves;
 regularly organise awareness campaigns to reduce accidents;
 make sure that workplace surroundings are always safe;
 organise a safe work system;
 establish a procedure of reporting and investigating accidents;
 create and provide safety training;
 choose proficient workers;
 have an incentive system to reward workers or departments that avoid

accidents at the workplace;

ANSWERS  291
 cooperate with government examiners;
 provide safety uniforms and tools;
 establish work areas and non-work areas such as dangerous areas;
 provide clear warning signboards such as „Smoking is Prohibited‰,

„Restricted Area‰, and „Be Careful‰;
 give ample holiday and rest to workers who need more rest compared to
others;
 obtain input from workers about their problems; and
 obtain feedback from workers each time an accident occurs.
(Choose any five of the above)

MODULE FEEDBACK
MAKLUM BALAS MODUL
If you have any comment or feedback, you are welcome to:
1. E-mail your comment or feedback to modulefeedback@oum.edu.my
OR
2. Fill in the Print Module online evaluation form available on myINSPIRE.
Thank you.
Centre for Instructional Design and Technology

(Pusat Reka Bentuk Pengajaran dan Teknologi )
Tel No.: 03-78012140
Fax No.: 03-78875911 / 03-78875966


Answers: Topic 1: Introduction To Human Resource Management

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ANSWERS  259

Human Resource Management Personnel Management

Handles macro issues Handles micro issues

Planned and long term Ad-hoc and short term

Involves ongoing strategies to manage More administrative in nature

Reports to the Chief Executive Officer Reports to the line manager

Plays a role in decision making Plays no role in decision making

Acts as a change catalyst Maintains status quo

Elaborate based on explanation in Subtopic 1.2.1.

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1. Globalisation, challenges in technology, managing change, human resource

(Any four of the above)

3. Employees nowadays value lifestyle satisfaction which can be achieved

4.  Helping the organisation achieve its targets

 Fully utilising the skills and abilities of the workforce

 Providing the organisation with trained and motivated employees

 Increasing employeesÊ job satisfaction

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 Developing and maintaining the quality of the employeesÊ work

 Delivering human resource management policy to every employee

 Helping to maintain social responsibility and ethical conduct

 Managing changes to benefit employees and the organisation

(Any five of the above)

TOPIC 2: LEGAL ENVIRONMENT

 reject the application and present the reasons in writing; and

 upon recognition, notify the Director-General.

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 ensure the safety, health, and welfare of employees at the workplace;

 ensure that the work environment is conducive; and

 enable related legalities be replaced in stages by industrial rules and

2. Forty or more employees are working at the workplace or if ordered by the

2. 0.5% of the employeeÊs salary

 encouraging development and growth of employeesÊ skills by designing,

 preparing financial aid through loans or subsidies to employers to train

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 organising or implementing activities or programmes aimed at

 bearing the cost of managing the Human Resource Development Council,

2. The functions of the Human Resource Development Council are:

 increasing manpower training; and

 establishing conditions for loans or financial aid.

 an employee reaches the age of 50 years;

 to own a house or make a downpayment on a first house;

 to settle a housing loan for a first house;

 to finance own or childrenÊs education; and

 to pay own or childrenÊs medical expenses.

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Multiple Choice Questions

1. Amin is not entitled to normal medical leave because he has used up

2. National Day, Birthday of the Yang di-Pertuan Agong, Birthdays of the

3. Weekly leave, medical leave, annual leave, and public holidays.

4. No. Only employees with a salary of not more than RM3,000.

5. There are two protection schemes, which are:

 Employment Injury Insurance Scheme

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 Invalidity Pension Scheme

TOPIC 3: HUMAN RESOURCE PLANNING, JOB

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Match the Concepts to the Suitable Statements

Multiple Choice Questions

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Industrial engineering involves the process of analysing and designing jobs

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Match the Concepts to the Suitable Statements