HRM2605: Assignment 07 Semester 01 (2022)

Assignment 07
(Compulsory assignment)

Name : Melashini Pothraju

Student Number: 40840425

HRM2605: Assignment 07 Semester 01 (2022)

ANSWER ALL THE QUESTIONS

Read the following case study and then answer questions 1 to 11.

MANAGING HUMAN RESOURCES IN THE MIDST OF A GLOBAL PANDEMIC

Rachel Nhleko is a working mother that hardly has time to relax after hours. She works extremely hard
and has been working at the Rondebosch Private Hospital for more than 10 years. Rachel has been the
matron at the hospital for almost seven years. The operations manager, Mr Ngube, whom she reports
to, suddenly passed away and the hospital is urgently looking for a replacement for him. Rachel has all
the right qualifications and experience as she has over the years during his absence acted as the
operations manager – a job she has done very well. Despite this, the hospital authorities are not even
considering her for the position. The directors of the hospital believe that it is a “man’s job”, and they
are not prepared to consider her as a possible candidate. Previously, managerial vacancies were also
filled by external candidates, because management felt that “the new blood” introduced in this way
contributed to innovation and creativity.

Rachel has always tried to make the work environment a better place for the nursing staff. Their well-
being has been a big priority for her. She recently noticed that because of the numerous vacancies at
the hospital, her nursing staff are working very hard to cope with the ever-increasing demands from
patients. There has also recently been a worldwide pandemic that has spread to South Africa. Several
people have been hospitalised and placed in isolation wards to stop the spread of the virus and for
intensive monitoring. This has worsened the staffing situation as the employees now have to work
additional shifts to cope with the increasing number of patients. These employees report feeling
exhausted and as though their efforts and performance are not recognised. Some staff members even
said that they would leave as soon as they found another job that offered better working conditions.

Unfortunately, the pandemic has not only affected the health and well-being of the employees, but also
their job satisfaction. According to the latest human resource information system (HRIS) metrics, the
hospital is currently running at a 10% absenteeism rate and a 12% turnover rate. The results of the
latest job satisfaction survey further indicate that the employees are dissatisfied with
• their jobs
• their salaries and benefits
 • the rate at which they are progressing in their careers and advancement opportunities
• the manner in which their performance efforts are recognised
• the number of training and development opportunities that are offered.
b

Before the pandemic the hospital operated in a relatively stable environment. Consequently, there was
never a need for management to plan ahead to manage the hospital’s human resources effectively.
Most employees in the past stayed with the hospital and some even stayed until retirement age.
However, the demand for health care and qualified health-care providers (such as nursing staff and
doctors) increased with the onset of the pandemic. Suddenly the hospital cannot cope with the
increasing demand for patient care.

The current situation at the hospital cannot continue for much longer because the current staff
compliment can only do so much. In addition, management must consider the relevant labour
legislation. For the first time since the hospital’s inception in 1928, management is concerned about the
employees’ well-being and the future of the hospital.

Source: Adapted from Human resource management in South Africa, Wärnich, Carrell, Elbert and Hatfield, ©
2018, Cengage Learning EMEA. Reproduced by permission of Cengage Learning EMEA.

1. The following snippet was obtained from the case study: “… management is concerned about the
employees’ well-being …”. Who is responsible for the health and well-being of employees in the
workplace? [1 mark] Substantiate your answer with a reason [1 mark].
(2)
According to the OHSA Act, no 85 of 1993, employers are responsible for the health and
well-being of the employees and their employees are responsible for their own health and
wellbeing.

2. Identify [2 marks] and briefly discuss [2 marks] two problems that Rachel faces in terms of her career.
(4)
2.1 Unfair discrimination due her gender as per the comment that the position is a “man’s job”.
2.2 Employee Dissatisfaction as she has spent many years gaining the relevant experience and
qualifications for the promotion but with no success.

3. The Board of Directors assumes that the operations manager position is more suitable for male employees.
Evaluate the legality of this assumption or opinion by referring to the requirements set
out in the Employment Equity Act 55 of 1988. (2)

The opinion of the directors violates the conditions outlined in the employment equity act as it discriminates
all candidates according to their gender.

4. Identify [½ mark] and briefly explain [½ mark] the health condition that the employees at the hospital
are experiencing. Substantiate your answer with an example from the case study [1 mark]. (2)

The nursing staff are experiencing signs and symptoms of burnout. Burnout refers to a physical and mental
fatigue together with a reservation of one’s capability and ability to do one’s job. Due to the pandemic nursing
staff have to work additional shift to compensate for increasing number of patients.

5. Explain what the employer can do to assist these employees in managing this health condition. The
initiatives that you identify must relate to the case study. (3)

Special pay rate for employees during this this period. Additional annual leave to all employees who with
good attendance records during this period. Free child care for staff working long/double shift and supper
provided these staff. Start mental health care programme. Reward staff were possible. Employees can also
 research burnout and be aware of the symptoms, make sure the employees have reasonable job
expectations. Mental health care for the staff and free therapy.

6. The following snippet was obtained from the case study: “Some staff members even said that they would
leave as soon as they found another job that offered better working conditions.” Evaluate this
statement and advise Rachel on the actions that she, as a line manager, can take to ensure that the
employees do not leave the organisation. (5)

The statement shows that the staff are working in a poor environment which would result in the them
abandoning their jobs for better opportunities.

Line manager must consider being fair in allocation of benefits and interfere minimally in the employees’
job.

7. Who is responsible for managing absenteeism and turnover in the workplace – the line manager or
the HR manager [1 mark]? Give a reason for your answer [1 mark]. (2)

The Line manager is responsible for the absenteeism and turnover in the workplace. The line manager is
responsible for the working conditions of the staff working under them and most resignations are a result of
bad line managers. Line managers are also the first staff to notice if one of their employees don’t attend
work.

8. Suggest possible solutions from a HR perspective to improve the five aspects that contribute to the
employees’ job satisfaction in the case study. In your answer, you should explain which HR functions
(or processes) need to be put in place. (10)

The function that need to considered:

They need to reform the work design and structure to reduce work load on individuals
Improve pay structures and benefits under the compensation and rewards policies from HR.
The better pathway for career growth within the company structure under career management of the staff.
A fair performance monitoring system to recognize the efforts of the staff
More complex training and development programmes in line with career growth pathways
Strategic HR Planning

9. What will happen at the hospital if the employees’ job dissatisfaction is not addressed? Your answer
should relate to the case at hand. (5)

It would result in mass resignation and grater absenteeism with the hospital not being able to fulfil its function
completely. Panic hiring would commence resulting in possible risk of incompetent filling essential rules with
possible loss of patients.

10. From the information provided in the case study it is evident that HR needs to analyse the hospital’s existing
workforce data to ensure that it is not understaffed and that employees are employed in the right job at the
right time. Identify the HR process (or function) that needs to be put in place to ensure
that the hospital’s staffing needs and future employee requirements are addressed [1 mark]. Apply
your answer to the case study [4 marks]. (5)

The HR Function is SHRP

1. Determine the purpose or the main function of the hospital.
2. Analyse the position of the hospital in terms of opportunities and threats during the Covid19 pandemic.
3. Determine the hospitals strengths and weakness in terms of the force competence and culture.
 4. Revise the corporate and functional strategy of hospital with a better succession planning and more
accurate forecasting of supply and demand with regards to the workforce.
5. Develop a system for accurate monitoring of the new corporate and functionals strategy.

11. The pandemic and the downturn of the economy has had a negative impact on the hospital’s bottom line,
and while it is still profitable, the outlook is less than encouraging given that economic conditions are
expected to worsen in the coming months. In response to this, management is proposing to reduce the
administrative staff compliment of approximately 100 employees by 50% through lay-offs. You are concerned
about this proposal and the impact that it may have on the employees.
Evaluate the legality of management’s proposal to lay off 50 administrative employees by discussing
the requirements set out in the Labour Relations Act 66 of 1995. (10)

The grounds for reduction in staff content by 50% required the hospital to be over staffed or in poor financial
status.
Neither of these conditions have been met and according to the Labour Relation Act 66 of 1995 any
attempted dismissal of staff would be deemed unfair.

The implementation of the proposal would result in many litigations by the affected staff and would tarnish
the overall reputation and public perception of the hospital.

Reference
Surette Wärnich, Carrell, M.R., Elbert, N.F. and Hatfield, R.D. (2021). Human resource management in South Africa. Andover:
Cengage Learning.
‌