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B210053a Bbmn3213 Final Exam
B210053a Bbmn3213 Final Exam
SEMESTER C
YEAR 2021/2022
FINAL EXAMINATION
YEAR THREE
Instructions to Candidates:
Standard format: Times New Roman (12pt) or Arial (11pt), 1.5 spacing, 1” margin, A4,
Microsoft Word document.
For the submission of your answers, you are required to use this page as your cover page.
Name the document with the following file name:
<student’s ID>_<subject code>_FINAL EXAM
for example, B100000A_BBMN3213_FINAL EXAM.
Submission date: By 9th February 2022, 11:00am through SUCCM e-learning portal. Deadline
for submission of this examination is to be strictly adhered to. Late submission will NOT
be accepted and be awarded ZERO (0) mark.
Question Q1 Q2 Q3 Q4 Total
Number
Marks
obtained
Answer Q1(a):
The first is first impressions count. As an international school hiring expatriate teachers,
there’s a clear link between effective induction and the retention of new staff.
Second is to prepare for induction. School induction programs usually take place the week
before the start of a new school year, but can sometimes take place during the first few days or
weeks of the first semester. Designed primarily for new employees, many schools use the induction
program to introduce all staff to new policies, procedures or curriculum developments and to
provide an opportunity for the entire new school team to bond.
Third second is staff settling in. The first few weeks of a new school year can be a difficult
time for new international school teachers, who often fall into the trap of mixing priorities. They
will have many immediate personal needs to address, such as housing, finances and banking,
transportation, utilities, communications, and more. If they feel they are supported in organizing
their basic personal priorities, then the new teacher will usually fully understand the demands of a
new year at a new school.
Next is supported onboarding. Some of the most successful induction programs take place
over a period of weeks or even months. As such, it allows new teachers time to get to know the
school and community to help them develop clarity at a pace they can handle.
Last is to assign one or more mentors to each new teacher. These are usually existing staff
members and spouses with similar interests or circumstances. They can help with local and school
information and are often more than willing to provide advice and support on accommodation,
travel, socialising, shopping and general help during placement.
(b) Discuss how organizer can ensure induction programmes are successful.
(10 marks)
Answer Q1(b):
The first of the organizer to ensure induction programmes are successful prepare
an induction program checklist. For example, the Introduction to team leader or direct
manager, performance standards and expectations of new employee, Introduction to team
members, team roles and responsibilities. In this step it can let employee clearly to know
what will get and know after join the induction program.
Second is discuss the values and vision of the organization. It is critical to sit
down with new employees and let them understand the organization's values and vision
and what they mean and ask what their values mean to them and if they have any questions.
The third is to clearly outline your expectations. Although your role description
will contain some details, it is important to guide each employee on what you expect of
them and how important they are to the success of the company.
Next is regular follow-up. Don't just finish the first week of onboarding and leave!
Schedule a face-to-face meeting with the new hire a few weeks later and learn about them,
the challenges they face integrating with your team.
Last is asking the new employee for feedback. The best way to improve your
employee onboarding process is to ask your recent employees about their experiences, how
can we do your onboarding better? What can be improved? This gives a great feedback to
consider and include in the future induction program and to ensure can be more successful.
(c) There are a number of potential issues that could jeopardise the success of
an induction programme. When developing an induction programme, these
issues should be carefully considered. Determine TWO (2) issues from it.
(5 marks)
[Total: 25 marks]
Answer Q1(c):
The first of potential issue is some of the organization set the induction programme
as unpaid but the new employee must commit to attend. It will make them disgust with the
organization before starting work, resulting in lower performance.
Second is not prepare the backup plan of induction program for unforeseeable
circumstances. For example, the venue is temporarily rented by others or technical
problems
Answer Q2(a):
The first step in organizing a training program is to perform the training program
needs assessment. At this step, we can ensure the training needs is it already be established
in the organization strategic or the training plan, to avoid do the repeat job and waste the
resources.
The second step is to set organizational training objectives. After we set the training
objective, we can clearly to know what information on knowledge or skills we need to
deliver to employees and it also can help us more easily in the next step more effective
which design the scope of training and plan.
The third step is to design a training programme. The training program was
designed based on what the training objective we set just now. In this step, it can help us
to achieve the goals of developing a training program more effective and accurate.
(b) To carry out a training programme, the trainer has a variety of methods at
his or her disposal. However, the method of choice will be determined by a
number of factors. Provide those FIVE (5) factors. (10 marks)
Answer Q2(b):
First and foremost, is the training resources and cost. If the cost and resources of
training was limited or not abundant will affect the method and output of training program.
Second is number of trainees. If the trainees were too many that may be not
effective because inability to effectively accommodate and coach every trainee.
Third is geographic locations. Because, some of the trainees who live more far to
the company. For example, company at Kuala Lumpur but the trainees at Johor Bahru.
Forth is time allocated. This is due to the reason that, if the time of training are
longer, they will feel boring.
Last factors are the subject matter. The training content should be attracting the
trainees. The training program should be list out what are the learning outcome for the
trainees in order to attract them rather than participation without purpose.
(c) Although effective trainers come in a variety of shapes and sizes, certain
characteristics are shared by all effective trainers. State what are the FIVE
(5) qualities that successful trainers must possess? (5 marks)
[Total: 25 marks]
Answer Q2(c):
Q3. (a) The writer, Josh Bersin (2013), suggests that are simply too many problems
associated with the performance appraisals. Based on your own research,
find out those issues that raised by him. (10 marks)
Answer Q3(a):
In 3rd November 2013, the writer Josh Bersin published an article which "Are Performance
Appraisals Doomed?" Here are some several question his point out as show as below:
The first is the traditional assessment process, where people are scored, based on
the old-fashioned view of employment. Evaluation forms were developed in the early
1900s, when employees were "workers" and managers were "supervisors." Supervisor rate
and rank people based on output. But today more than 70% of employees are "knowledge
workers" or "service providers" in an organization. These people become more efficient
and valuable over time. So, the more we coach and nurture them, the more productive and
happier they become. Hence, the push process from "competitive assessment" to what we
call "guidance and development".
The third is goals change frequently. The reason is traditional appraisals aren't
working is the dynamic nature of goals.
Lastly is boss-less teams often outperform manager led teams. He points out that
the Wall Street Journal stated that in every case they found that "leaderless teams"
outperformed those with a "boss."
Answer Q3(b):
Answer Q3(c):
Q4. (a) When designing a benefits scheme, employers must make a number of
decisions. Suggest the FIVE (5) questions that should be asked while
deciding benefits scheme. (10 marks)
Answer Q4(a):
There have some of the questions that should be asked while deciding benefit schemes.
First question is “What expense levels are acceptable for each benefit?”. This is
most important for an organization because employers should be clear understanding about
their company budget can be provide for each benefit. If employers who did not asked for
this question it may be occur over-budgeted.
Next is “How flexible should the benefit package be?”. There have a lot of
benefit such as retirement benefits, security benefit, health care benefit, financial benefit,
and the others. A flexible benefit package is important because there have many choices
provided to employees based on what they want or needed. Additionally, a good benefit
scheme can help an organization boost their employee’s recruitment and lower retention.
(b) Discuss the system provided under the industrial relations laws to settle
trade disputes as speedily as possible. (10 marks)
Answer Q4(b):
According to the Labour Relations Act of 1967, disputes are referred to as trade disputes,
which refer to any disagreement between employers and workers or employees related to
employment or non-employment or conditions of employment or working conditions of
the worker or employee leader to take industrial action. The Labour Relation settle trade
disputes are the parties have found a mutually agreed solution, especially at the stage of
bilateral consultations and enforcement of the award, including the possibility of
countermeasures when the losing party fails to implement the award.
Answer Q4(c):
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