ZAMBIAN OPEN UNIVERSITY

SCHOOL OF BUSINESS STUDIES

JUNE 2022 EXAMINATION

BMHR 5103 - HUMAN RESOURCES MANAGEMENT

INSTRUCTIONS

a) The answer paper should be typed using Microsoft Word.

b) PDF, Picture, scanned and handwritten answer paper will not be marked
c) The answer paper should be uploaded into Moodle LMS only.
d) The answer paper will automatically be tested for plagiarism when
uploaded. Answer papers with a high plagiarism score will not be
marked.
e) Answer papers submitted using email or in person will not be marked.
f) There are two sections in this paper, SECTION A and SECTION B.
g) You are required to answer all questions from SECTION A.
h) Answer ANY THREE (3) questions from SECTION B.
i) Begin each question on a new page.
YOU ARE REQUIRED TO UPLOAD THE ANSWER PAPER BY MIDNIGHT
(00.00HRS) THURSDAY 9TH JUNE, 2022.
THE MOODLE LMS WILL AUTOMATICLALY CLOSE AFTER NIGHT AND
STUDENTS WILL NOT BE ABLE TO UPLOAD ANSWER PAPERS AFTER THE
INDICATED CUT OFF TIME
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Section A case study:

Human Capital management at Standard Bank

Standard Chartered Bank uses a human capital scorecard to analyse its data. This is
produced on a quarterly and annual basis with various cuts of the same data produced
for different business segments and countries, in addition to a global report. This
comprises a series of slides with commentary to enable managers to understand the
data. The data is also included in twice-yearly board reviews on people strategy and
forms part of the annual strategy planning process. The scorecard data is reviewed
within each global business by a top team ‘People Forum’. At country level, each local
chief executive and his or her management committee reviews key trends in order to
specify areas they need to focus on. In addition, the bank uses qualitative analysis to
examine trends and this has led it to identify the role of the manager as mediating the
relationship between engagement and performance. In turn, this has led to a focus on
qualitative research to identify what raises the bank’s best managers above the rest.
A further example is a qualitative analysis of high performance in selected customer-
facing roles to determine the key behaviours that continue to drive customer loyalty.

Attempt both questions

Q1

a) Evaluate the main reasons why standard chartered Bank uses human capital
scorecard to analyse its data? (5 marks)
b) If you were a president at standard Chartered Bank at the global office, would
you encourage your country managers to continue to review business
performance through ‘People forum’? what are the pros and cons(6 marks)
c) Summarise the linkage between HR activities and organisational performance
at standard chartered Bank? (4 marks)
d) In your opinion, for which position would you apply 360-degree evaluation at
Standard chartered bank? Why (5 marks)

Total marks 20

Q2.

a) As the HR Director for standard chartered Bank, you notice that the
performance of your senior executive is decreasing. You decide to overcome
this problem. List and discuss four suggestions to increase his performance. (5
marks)
b) Design a competitive salary scheme for executives at standard chartered bank.
You are required to apply the steps listed for the process to create a competitive
pay plan? ( 5 marks)
c) One of your employees at standard chartered bank decides to contest for a
position in a union. What is your role as a HR Director in this matter? (4 marks)

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 d) As a HR director at standard chartered bank , you realise that 40% of your
international assignment among your staff fail. Your top management requests
you to justify and provide a solution to this issue. Prepare a report to justify the
reasons and list and discuss four suggestions to solve this issue. (6 marks)

Total marks 20

Section B: Attempt any three questions

Q3.

a) In recent years, many organizations have found it necessary to make some of

their employees redundant. What have been the principal causes of this
phenomenon? How far can the typical organization plan for the future in such
a way as to minimize the number of redundancies? (10 marks)
b) Briefly define the following terms
• Job analysis
• Job description
• Job specification ( 2 marks each x 5=10 marks)
• Position
• Job
Total marks 20
Q4.

a) You have graduates with an MBA with a specialization in HRM, form Zambia
Open University recently. What steps would you advise management to take to
prepare themselves to negotiate over a trade union’s claim for an increase in
remuneration and a shortening of working week? (8 marks)
b) Irene has been by Komwe enterprise limited for 15 years. She recently got into
a fight with a fellow employee, Mando, who has been with the firm for only six
months. The fight was reported to the head of department, who has dissed both
Irene and Mando.
As a Human resource specialist, advice Irene and Mando whether they have
been treated unfairly, having regard to legal provisions and the ZIHRM code of
practice and discuss what remedies may eb available to them? (12 marks)
Total marks 20

Q5.

a) Contrast and compare the main objectives human resource management and
that of Personnel management? (8 marks)
b) You are the team leader of focus collecting data about job analysis ay your
organization. What type information are likely to collect in order for your group
to write a job description? (6 marks)
c) The company you work for is experiencing excessive absenteeism and too
many grievances. What should advise management to do in such a situation?
(6 marks)
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 Total marks 20

Q6

a) After graduating from Zambia Open University with an MBA in Human

Resource Management, Zambia Institute of Human Resources has asked you
to present a paper on the current trends in Human resources Management.
Prepare the notes for presentation at the ZIHRM workshop in Lusaka? (6
marks)
b) List and briefly describe important traits of today’s human resource managers?
(5 marks)
c) List and briefly describe important traits of today’s human resource managers?
(4 marks)
d) What is evidence based human resource management? What is its benefits?
(5 marks)
Total marks 20

Q7.

a) Business and public organizations often have clearly defined policies by which
they manage their professionally qualified staff. Describe and comment on
some of the elements which make up such approaches to management of
professionally qualified employees.
b) CEO James Calloway explained PepsiCo’s success this way: “We have a great
team Spirit. Our people want to be marines. We hire eagles and teach them to
fly in formation”.
In your own opinion. Discuss and comment on what Calloway means by this
statement with a view to Human Resource Management practice at PepsiCo.

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