FINAL EXAMINATION

City Graduate School

MPHR7113
Course : Human Resource Management
Date : 20 AUGUST 2022

Time : 12.00 pm – 3.00 pm

Duration : 3 hours

Module Lecturer : NEELAMEHAN. M

Total marks : 70 marks (worth 40%)

Instructions to candidates:

1. Print your name and student number on the examination paper AND on answer sheets.

2. Answer question according to the instruction for each section.

3. This final exam consists of TWO (2) sections.

Section A is the mandatory case study and candidates are required to answer all THREE
(3) questions by referring to the case.

Section B consists of FOUR (4) questions and candidates are required to choose any TWO (2)
questions only to answer.

4. This exam paper will be distributed at 12.00 pm on 20 August 2022 (Saturday) and you are
given THREE (3) days to submit the answers by 11.59 on 22 August 2022 (Monday). This
exam must be answered individually.

DO NOT REMOVE ANY PART OF THIS EXAMINATION PAPER FROM THE

EXAMINATION ROOM

Student ID : ASHUVANI A/P RAWI

NIRC/Passport No : 920915085180

Program : MBA-CT9
Date: 3rd July 2022 Course: MPHR7113 Human Resource Management

SECTION A – CASE STUDY: MANDATORY QUESTION. [Total = 30 marks]

ANSWER ALL THREE 1A, 1B & 1C CASE-BASED QUESTIONS.

Case of Performance Management and Appraisal in Asia Bread & Bakery Factory.

Asia Bread & Bakery’s Manager Mr Lim sits in his chair while planning what he will say to Johan,
regarding the performance of the production unit in general and Johan's own performance as an individual
responsibility as an operating supervisor. Mr Lim did not hold a discussion session constantly because he
did not like to make a rating and he assumed every individual should know their respective
responsibilities. He also does not like to talk to people that much and what more to tell people about their
weaknesses.

When Mr Lim heard someone knocking on the door, he knew it was Johan and asked him in and ordered
him to sit. "Johan, I've seen a record of factory operations over the years, and I find that they are not good,
low in productivity, and many employee problems, including discipline. What are you doing as a
supervisor? Is it not your responsibility? Is it hard to do the assignment? I trusted you but see what the
outcome is? "Mr Lim let go of his dissatisfaction.

"By the way, I have heard that you have a problem with your son. You must act professionally and not
mix your personal and work problems. Now I want you to correct the deficiencies that happened, and I
want you to improve everything within 1 month. If there is no improvement, you better opt for moving
out” add Mr Lim without giving Johan space to discuss or explain the situation.

Johan even though was silent from the beginning but woke up with being unhappy and upset. He shouted
at Mr Lim "Mr Lim are you aware that you are also responsible for the low performance of the operating
department? You were never there when there was a problem. You were always there playing golf. And
for your information, there is nothing wrong with the discipline of my workers. Why are you focusing on
our problem only and did not look at the marketing department? Their record is much worse. The number
of accidents going on in the operating department would decrease if you agreed to buy a new machine that
I recommended to you last year. You say we could not afford it. Well, now look at the results. And one
more thing, there is no need to bring up my personal or my son in this matter. My personal thing is not
your business". With anger, Johan left the office.

ANSWER ALL THREE 1A, 1B & 1C QUESTIONS BELOW:

1 (A). Describe the errors which led to the shortcoming in the case above. (8 marks)

(B). With reference to an effective performance management system (EPMS), suggest how to improve
the weaknesses of the performance management process as seen in this case above. (12 marks)

(C). Describe the importance of feedback during and after the process of performance appraisal and
how this process should be implemented to make it more effective? (10 marks)

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 SECTION B – SHORT ANSWER QUESTIONS. [Total = 40 marks]

SELECT ANY TWO (2) QUESTIONS ONLY.

2. The V.U.C.A. World and the COVID-19 pandemic have changed the landscape and the way leaders
and managers lead their organizations to remain competitive in a hostile environment. Uncertainty is
the name of the game. Explain at least THREE (3) major challenges faced by HR Managers today and
suggest TWO (2) competencies which they must acquire or improve to steer their organization from
survival mode to a thriving position. (20 Marks)

3. Around the world, organizations aim to achieve sustained success in their quest to become High-
Performance Organizations (HPO). Define and discuss TWO (2) characteristics of an HPO and
elaborate THREE (3) ways in which Strategic Human Resource Management could contribute to this
HPO transformation journey. (20 Marks)

4. (A). Training is NOT an ad-hoc function, and it must not be viewed as an expenditure for an
organization. With reference to the steps involved, discuss the Instructional Design approach that
companies could apply to ensure a greater ROI for their training investments. (12 marks)

(B). Describe TWO (2) situations whereby training is necessary for an organization and suggest the
right training method/solution to achieve the intended objectives for that identified situation. (8 marks)

5. (A). Your company is barely two years old. Its main business is basically selling and distributing
herbal products in pharmacies across the country. The management has decided that individual and
group incentives are crucial in motivating the employees. As a Human Resource Manager, you are
required to suggest a plan to the management for their consideration. Describe and rationalise in detail
THREE (3) individual incentives that the company can adopt in your proposal. (10 marks)

(B). Equity theory focuses on whether there is a fair balance between an employee's inputs (such as
hard work, enthusiasm, and skills) and their outcomes (such as recognition, salary, and benefits).
Analyse and discuss why it is important to strike a balance between these two and explain TWO (2)
ways an employee may react if he/she feels there is an inequity or unfairness in the way their
performance is recognised and rewarded. (10 marks)

-END OF QUESTIONS-

20190340007
Ashuvani a/p R Rawi
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Answers

Question section A Answers

1. There are certain significant errors in this case related to performance appraisal system -

 It is not a continuous process but being followed as a one-time exercise. As in the case where Mr Lim

does not hold discussion frequently since he don’t like it and make rating on others in his opinion.

He also make own assumption that every employee is aware and should aware on their

responsibility and on job description.

 The discussion seems like a one way approach without any scope for discussion. Mr Lim doesn’t give

a chance for Johan to stand for himself nor asked him on exactly what is the ongoing problem

among workers which had effected the company’s turnover. Mr Lim should have asked Johan to sit

and have a table talk and they should have come with a better solution together where it meet both

parties expectation and satisfaction.

 The approach to provide the feedback was very blunt and was not properly worded and was not

delivered with the right attitude but under frustration and hence had a backlash. As a manager, Mr

Lim should be wise enough to use better and polite words towards his colleagues. He also should

have better anger control and be patience.

 Also the feedback was not being captured in evidence form so that it could be formally referred back

to and worked upon later. Based on Johan’s statement where the root of the problem had been

highlighted to Mr Lim earlier but no further action taken, and to be shocking the blame has been

put on Johan’s and his down lines performance. Mr Lim should listen to his supervisor request and

only then call him upon a meeting if things are still the same even after changing of new machines

is done.

2. As was discussed before, the process of performance management ought to be one that is ongoing and

comprehensive so that there are no unexpected outcomes. The performance management needs to be
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organised in such a way that there are no hiccups and all parties understand the process. The performance

management system ought to respect all parties, and one way to accomplish this is by putting in place a

certain structure. Last but not least, the performance system ought to be open to feedback and holistic

approaches from both parties. The existing framework did not allow for any kind of feedback to be provided.

3. The feedback process is extremely necessary and critical so that the complete perspective is realised from

both sides. Only then the higher management wil know what is their staff is going thru and the root of all

problem. If the feedback is missing then the scope of improvement from the appraisal is missing as

expectations will not be clear and challenges related to performance and any hindrances will never be fully

resolved. Every staff would expect an appraisal from the management as it is a boost for them to continue

giving the best and by such the management can recognise the real talent have in their company. It would

easy for them when it comes to promote their staff according to their KPI and MPE performance. The

feedback process after the performance appraisal is extremely necessary to ensure that the whole

performance process is improved and that the any gaps in understanding or method of delivery is addressed.

This will make the performance management system more credible, trusted and also transparent. It will then

serve the purpose of improving the current performance rather than a method for reprimand. Recognition and

staff appraisal is always a boost for the staff to always give their best especially when the award given is

worthy enough for the job done .

Question Section B (Q2)Answers.

2. High-Performance Organizations are businesses that have integrated their organisational structure and

strategy to such an extent that it leads to sustainability in terms of both financial and non-financial metrics, as

well as an increase in productivity to meet industry standards. These companies are forward-thinking in the

sense that they comprehend and adjust themselves in accordance with the requirements of the business all the

while keeping an eye on both the internal and external environments.The following are two qualities of a

high-performing organisation, which are both described below:

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Leadership that is both effective and dynamic is what it takes to bring about change in an organisation so that

it can function at a high level. This type of organisation is one that is successful. An effective leader may

motivate his or her team to work better by providing the members of the team with inspiration. Leadership

that is effective is expressive, has a high level of dedication, and is confident in its ability to increase the

talent of the team, which in turn enables the team to achieve its goals and objectives.

There is a higher sense of accountability among the departments thanks to the structure of the organisation,

which leads to an increase in the degree of efficiency and timely monitoring. This is another factor that plays

a significant role in the success of the organisation. There is improved collaboration between the departments

that work for the improvement of the team and the accomplishment of goals for the success of the

organisation as well as the growth of the individual employees. The duties and responsibilities are laid forth

in an understandable manner.

There is organisational efficiency in terms of managing situational changes, referring to different

requirements and timely needs, through role clarity, structuring, and individual tasks to be executed daily that

establish performance criteria. This efficiency allows for the organisation to respond effectively to a variety

of requirements and needs. The following are some of the ways in which strategic human resource

management contributes significantly to the HPO transformation journey:

It is through hiring the right talent through diversity hiring that HRM can contribute valuablely to high-

performance organisations. This is because there is a blend of innovation in the team in the form of required

skill, competency, and knowledge, all of which can be upgraded through training and induction programmes.

Hiring and selecting the right resource.

The reward and recognition program—HRM is responsible for introducing various reward and recognition

programmes that are important to motivate and incentivize the team, leading to high performance and

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ensuring consistency during the lean periods. Various reward and recognition programmes are important to

motivate and incentivize the team.

Defining and establishing the framework for the performance management system that will lead to timely

evaluations. It is through freezing the balanced scorecard, which contains the key result areas that prioritise

the expectations, that making the employees aware of the key goals and objectives that build a clear

understanding level helps in raising the productivity level and performance standards. This helps in building

a clear understanding level helps in raising the productivity level and performance standards. Through timely

training and a variety of other collaborative processes, strategic human resource management plays an

important part in encouraging collaboration between different departments, as well as establishing diverse

capabilities and inspiring the team to perform to the best of their abilities.

Question Section B (Q4)Answers.

The standard formula for calculating the return on investment (ROI) for planning involves subtracting the

costs of planning from the benefits of the programme (the net benefit), and then dividing the result by the

costs of the programme. This displays the monetary amount gained as a benefit from a programme for every

single dollar that was spent on the programme. Alternately, one may convert this into a rate by multiplying it

by one hundred.The following is the prerequisite:

5 straightforward approaches to calculating the return on investment in training

A number of distinct strategies, in addition to the conventional formula for calculating ROI, are occasionally

grouped together under the umbrella phrase 'Profit from Investment.' The restitution time frame is one

example of such a plan; it refers to the absolute speculation that is separated from the annual investment

money and is expressed in years.The time frame for computing restitution works better with long-term

measurements, such as further developing staff maintenance levels or reducing the expenditures of medical

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services among staff. It could take some time for the results to become apparent; hence, determining the

annual investment money is preferable.

- Why compute the return on investment of the preparation?

- Estimations of return on capital invested in the process of constructing a plan to handle two questions that

are extensively comparable:

- Are students learning new information and developing new skills that will allow them to increase their

productivity in the working environment while perhaps reducing costs?

- Would it be possible for us to weigh the costs of this preparation against the potential benefits it could bring

to both the people and the association?

Return on original capital investment is a metric that can be applied to justify the cost of an educational class,

compare the cost of one educational class to the cost of another educational class, and aid with the

organisational design of training within an organisation. It is a fundamental method for tracking the

effectiveness of training and determining the significance of the understanding that was gained.

Who should be using preparation estimates for their ROI?

When considering how to measure and make use of something, people's opinions and concerns frequently

diverge when it comes to returns on money invested. More specifically, what aspects to focus on and how

much weight to give certain potential outcomes. Assuming that these concerns are shared by senior

administration, there is little willingness to use the results from ROI unless in cases when it affects the

primary concern. There are some associations that fall short when it comes to trust or the adaptable climate

that is expected to apply ROI findings. It is important for organisations to continue their education, adapt

their practises, and try new things, particularly in the area of workforce advancement preparation. ROI

computations can not be friendly or helpful for organisations that do not have the correct philosophy and

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approach. Having stated that, the following are five easy strategies that can be used to estimate the return on

investment of planning.

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