BSMH 2013 CONFIDENTIAL

UUB
FINAL EXANIINATION SECOND SEMESTER 2018/ 2019 SESSION

COURSE CODE / NAME : BSMH 2013 / HUMAN RESOURCE MANAGEMENT

DATE / DAY : 27 MAY 2019 / MONDAY

TIME : 9:00 A.M. - 11 :30 A.M. (2'/ JAM/ HOURS)

VENUE DTSO, TE, PMI

INSTRUCTIONS:
1. -rhis examination paper contains FOUR (4) QUESTIONS in TWO (2) printed pages excluding the cover page.
2. You have to answer ALL questions in ANSWER BOOKLET provided.
3. Candidates are NOT ALLOWED to take both examination question and answer booklet out of the Examination Hall.
4. Candidates are bound by the UUM’s RLILES AND PROCEDURES ON ACADEMIC FRAUD.

MATRIC No :
( in word) (in number)

IDENTIFICATION CARD No.:

LECTURER NAME:

DO NOT OPEN THIS EXAMINATION PAPER UNTIL INSTRUCTED

CONFIDENTIAL
 BSMH 2013/ HUMAN RESOURCE MANAGEMENT
MATRIC NO.:

QUESTION ONE (18 MARKS)

a) Define human resource management. (2

marks)

CHAPTER 1 INTRO TO HRM

Human resource management is utilization of individuals to achieve

organizational objectives. This will concern all managers at every
level and face many challenges.

b) State FIVE (5) persons who performs human resource management tasks.
(5 marks)

CHAPTER 1 INTRO TO HRM

 Hr professional
 Line managers
 HR outsourcing
 HR shared service centers
 Profesionals employer organization

c) Describe any THREE (3) human resource management practices.(9marks)

CHAPTER 1 INTRO TO HRM

- STAFFING
- HUMAN RESOURCE DEVELOPMENT
- COMPENSATION
- SAFETY AND HEALTH
- PERFORMANCE MANAGEMENT
- EMPLOYEE AND LABOR RELATIONS

Three human resource management practices are

 Staffing is one of the HRM practices. Staffing is the process of
acquiring, deploying and retaining the right individuals for the
right positions within an organization.
 Second is compensation. Compensation refers to the financial
and non-financial rewards provided to employees for their work
and contributions.
 Human resource development also one of the HRM practices. HR
development focuses on enhancing the skills, knowledge, and
capabilities of employees to improve their performance and
potential within the organization.

d) Explain the objective of Occupational Safety and Health Act 1994.(2

marks)

CHAPTER 12 OSH S7

The objective of Occupational Safety and Health Act 1994 to secure the
safety, health & welfare of persons at work. Other objectives is to protect
other persons at workplace from workplace risk.

Mandy is a clerk in One Two Manufacturing Sdn. Bhd. She works at the company for more
than two years. Her salary now is RM1530 monthly. As a human resource manager, you are
requested to describe your employee to your visitors.

a) Does Mandy entitled to be covered under Employment Act 1955? Explain

(4 marks)
CHAPTER 2 LEGAL ASPECTS

Yes, because Mandy has been covered and protects with salary that is not more
than RM2000 per month. Also, Mandy been covered by contract of service between
her and her employers. Mandy also been covered with employment of women
which Many are not allowed to be employed for any underground works.

b) Explain any THREE (3) performance criteria that can be used to evaluate Mandy’s
performance.

(12 marks)
CHAPTER 7 performance management (5)
- traits
- behaviour
- competencies
- goal achievement
- improvement potential

Three performance criteria that can be used to evaluate Mandy’s performance are
 Traits. Organization can evaluate Mandy’s performance ability to produce
accurate and error-free work. It involves evaluating her attention to detail,
precision, and consistency in performing her clerical tasks. For example, her
accuracy in data entry, calculations, and documentation would be measured.

 Behavior. Organization can evaluate Mandy’s task-related behavior such in

category problem-solving that Mandy’s capacity to identify, analyze, and
resolve issues effectively and creatively.this criteria also evaluate Mandy’s
communication effectiveness and interpersonal interaction such as ability to
communicate clearly, listen actively, and collaborate with colleagues and
supervisors.

 Competencies. This criteria measures Mandy’s proficiency in managing her

workload and tasks efficiently. It involves assessing her ability to prioritize
tasks, meet deadlines, and organize her work environment. Mandy’s capability
to handle multiple task also would be evaluated.

c) Discuss any THREE (3) characteristics of an effective appraisal system.

(12 marks)
CHAPTER 7 PERFORMANCE MANAGEMENT S30
Three characteristics of an effective appraisal system are
 Reliability and validity. Reliability refers to the consistency and stability of the
appraisal system’s results over time and across different evaluators. Validity,
refers to the accuracy of the system in measuring what it is intended to measure.
Both of this ensure that the appraisal results are credible and useful for making
informed decisions about performance improvement, promotions, and reward.

 Job-related criteria. This involves defining the key performance indicators (KPI)
and competencies that are essential for success in the role. By focuses on job-
related criteria, the system ensures that employees are evaluated based on their
actual contributions to the organization’s objectives. This approach enhances
fairness and reduces the potential for biases in the evaluation process.

 Standardization. It involves creating a consistent and uniform process for

conducting appraisals across the organization. This includes using standardized
forms, evaluation methods, and rating scales. This will helps ensure that all
employees are assessed using the same criteria and that evaluations can be
compared fairly.

d) State the SIX (6) penalties in a progressive disciplinary system that will give to Mandy if
she continuously engaged in a same misconduct.

(8 marks)
CHAPTER 10 EMPLOYEE’S RIGHTS AND DISCIPLINE

Six penalties in a progressive disciplinary system that will give to Mandy if she
continuosly engaged in a same misconduct are

 Oral warning. An oral warning is an initial step to address minor infractions and
provide employees with an opportunity to correct their behavior.

 First written warning. It is a more formal communication that documents Mandy’s

misconduct and outlines the consequences of repeated violations.

 Suspension without pay. This involves temporarily removing Mandy from work
duties and responsibilities for a specified period for her misconduct and during
this suspension period, Mandy does not receive her regular salary.

 Demotion or downgrading. It involves reassigning Mandy to a lower position with

reduces responsibilities and potentially a lower salary.

 Dismissal. Dismissal is a final measure taken that will ending Mandy’s

employment with the company.
 BSMH 2013 / HUMAN RESOURCE MANAGEMENT
MATRIC NO.:

QUESTION THREE (24 MARKS)

lqbal is a management graduate recruited by a company in Wilayah Pembangunan

lskandar, Johor. The company has appointed him to revise the salary structure. In order to
perform his task, the company has given him the flexibility to structure the salary to ensure it
remains competitive in the market.

a) Discuss FOUR (4) types of individual incentive plans to motivate employee productivity.

(16 marks)
CHAPTER 8 PAY MANAGEMENT

There are four types of individual incentive plans to motivate employee productivity such
as :

 Piecework plans. This plan will reward workers for every item produced or tasks they
complete over a designated production standard. Each item or task is associated
with a predetermined rate. Piecework plans are particularly effective in jobs where
output can be easily measured and where employees have direct control over their
productivity.

 Management incentive plans. These plans are targeted at managerial and supervisory
staff. These plans tie compensation to specific performance metrics or key
performance indicators (KPIs) related to their department’s or team’s success. As
example, sales manager will receive a bonus based on the sales revenue generated
by their team. This plans encouraging managers to focus on strategic decision-
making and achieving results.

 Behavior encouragement plans. This plans aim to incentives specific behavior or

actions that contribute to the organization’s success. These plans are use to promote
behaviors that align with company values, customer service, and employee
development. For example, an employee might receive a bonus for consistently
adhering to safety protocols or for providing exceptional customer service.

 Referral plans. This plans involves rewarding employees for referring qualified
candidates to the company for job openings. When an employee’s referral is
successfully hired and meets certain criteria, the referring employee receives a
monetary bonus or incentive. These plans can promote employee engagement and
involvement in the hiring process.

b) Describe any FOUR (4) contextual influences on Direct Financial Compensation.

(8 marks)
Four contextual influences on direct financial compensation are
 Organizational strategy and goals. If the organization’s strategy emphasizes
innovation and market leadership, it may allocate a larger portion of compensation
towards performance-based incentives to encourage employees to drive
innovation.

 Labor market condition including supply and demand for specific skills, can
influence how organization structure their compensation packages. In contrast,
with an oversupply of candidates may offer more modest compensation.
 Legal and regulatory environment related to compensation such as minimum wage
laws, equal pay mandates, and tax regulations. Compliance with legal requirements
is crucial to avoid legal liabilities and ensure fair and equitable compensation.

 Unionization and collective bargaining agreements. These agreement determine pay

scales, salary increases, benefits, and other compensation-related matters.

QUESTION FOUR (22 MARKS)

When a trade dispute occurs for any reason, both parties employers or employees

could embark for industrial action.

a) Explain the TWO (2) forms of employee industrial action recognised by labour laws in
Malaysia.

(6 marks)
CHAPTER 11 INDUSTRIAL RELATIONS
-PICKETING
-STRIKE

The only forms of employee industrial action recognised by labor laws in Malaysia
are
 Picketing. This action done to communicate issues to the public and
embarrass the employer. The industrial relation act 1967 allows workers to
attend at, or near, their workplace during trade dispute for the purpose of
peacefully giving info to the public and other workers, and also to puruade
other workers not to work if a strike has already been declared.

 Strike. It occurs when a group of workers refuse to work until their employers
accepts their demands. This involves stopping of work by a group of
employees including any attempt to limit or slowdown production on purpose.

b) Describes any TWO (2) methods of trade disputes resolution.

( 4marks)

CHAPTER 11 INDUSTRIAL RELATIONS

2 methods that can be taken by the organization to resolve the

trade dispute are :

 Direct negotiation. It involved discussion between employer

and the union until a satisfactory compromise is reached.

 Concilation. This carried out by officers of the Department of

Industrial Relations. The officer can only advice both parties
to reach an agreement and cannot force them to accept
his/her proposal for an agreement.
 (6 marks)

c) Explain the any THREE (3) reasons for an employee to join trade union
CHAPTER 11 INDUSTRIAL RELATIONS

Three reasons employees join trade union are

 To have a voice. Joining trade union provides workers with a collective voice and
platform to express their concerns, opinions, and needs.

 To gain bargaining power and fight for more wages, benefits and less work. Individually,
workers might find it challenging to negotiate for higher pay or improved benefits, but as
a unified group, they have stronger bargaining power to demand fair compensation and
better terms of employment.

 To ensure employment rights are protected. Trade unions provide legal and advocacy
supports to employees facing issues such as unfair treatment, wrongfful termination, or
workplace harassment.

d) State FIVE (5) steps for developing an effective training and development program.

(6 marks)
CHAPTER 5 TRAINING AND DEVELOPMENT

Five steps for developing an effective training and development program are firstly,
determine specific training and development needs. Secondly,establish specific training
program objectives. Thirdly, select training and development method and delivery system.
Fourthly, implement human resource development programs. Lastly, use metrics to
evaluating training and development.

END OF QLIESTIONS