BUS 325 JULY 2018 PAST QUESTIONS
1a. Discuss any two models of (HRM)
1b. Briefly explain the activities of (HRM)
2. Differentiate between job description, job specification & employee specification
3. Differentiate between recruitment and selection
4. Explain 5 ways of discovering conflicts, 5 types of conflicts and 5 ways of managing conflicts
5. The reward system is of critical importance to the capability of an organization in obtaining it's economic performance. State & discuss the objectives of a reward system of an organization
6. Distinguish between Discipline & Grievance. Discuss Disciplinary Procedure in an organization

BUS 325 JULY 2018 PAST ANSWERS
1a. - Matching Model: It advocates that human resource systems & organizational structure should be managed in a way that is compatible with organizational strategy
- Watson's Model: It promotes the argument that the new (HRM) model is composed of policies that promote mutual benefits. The theory that policies of mutuality will cause commitment which in turn will yield better economic performance & human development
1b. - Planning: Planning means looking ahead & chalking out future courses of action to be followed in an organization
- Organizing: It is a process whereby the synchronization & harmonization of human, physical & financial resources take place in an orderly manner
Directing: Directing is when managers instruct, guide and oversee the performance of workers
Controlling: This involves checking, verifying & comparing the actual situation with the intial plans & identifying deviations if any
- Employment: It is concerned with securing & hiring people that possess the required level of human resources to achieve organizational objectives
- Job Analysis: It is a process of collecting & analysing data relating to a job at the workplace
- Recruitment: It refers to the process whereby potential applicants are searched for and then encouraged to apply for an actual or anticipated vacancy
- Selection: It is the process of hiring employees among the shortlisted candidates & providing them with a job in the organization
- Placement: It is the determination of the job to which an accepted candidate has been given and his assignment to that job
Induction: It is the welcoming of a new employee to an organization and giving him the basic information he needs to start work
2. Job specification or Employee specification is a readable information used during recruitment which explains the qualifications required, duties & responsibilities of a job... while Job description involves explaining the contents of a job in terms of duties and responsibility for non-recruitment purposes
3. Recruitment refers to the process where potential applicants are searched for and then encouraged to apply for an actual or anticipated vacancy...while selection is the process of hiring employees among the shortlisted candidates & providing them with a job in the organization
4. These are some of the ways that conflict is discovered:
Direct Observation: Here a good supervisor knows the customary behaviour of subordinates and when significant changes in that behaviour occur, he or she can spot them
Suggestion Box: Here the staff is free to submit their complaints anonymousl
Open Door Policy: This is where the executives allow all calibre of staff to interact with them freely. Most times this does not actually happen as the executives are “too busy” to give them such audience
Exit Interview: This is an interview granted by a departing employee. If the truth can be told, it is a good source of discovering the causes of dissatisfaction in organizations.
The Ombudsman: This is an additional ear for the Chief Executive for the discovery of conflicts. Complaints taken to him which an employee is not able to take to his direct boss serves as a source of data for types and prevalence of conflicts in the organization.
Group Meeting: Here some chief executives or supervisors do solicit for complaints publicly at group meetings. At such meetings individuals who cannot complain on their own get the opportunity to reveal hidden conflicts

There are five types of conflict.
Structural: It occurs because of cross functional departmental
differences over goals, rewards and resources. It can also occur between staff and line
position over status and authority differences.
Intra Personal: This occurs within an individual. This type of conflict is divided into three: Intra-role Conflict, Inter role Conflict & Person role Conflict. It can occur when a person receives contradictory information from others concerning a particular role - It can occur when an individual experiences pressure because he has multiple jobs in muktiple organizations - It can also occurs when a person is being pressured to follow standards other than his own
Inter-Personal Conflict: This type of conflicts occurs between two or more individual. One of the causes of this type of conflict is when a person is difficult. Some people are hostile and aggressive in nature, while others behave like a "know it all"
Inter-Group Conflict: This occurs as a result of disagreement over any number of substantive issues. Also basic differences in group structures can often be sources of pressure between groups
Inter-Organization Conflict: This occurs between enterprise and external stakeholders as large scale strikes e.g. the one between ASSU & the government

There are five types of conflict management.
Competing: This is used in emergency situations where quick decision action is vital - on issues vital to company welfare when an individual knows he or she is right - against people who take advantage of non-competitive
behaviour.
Collaborating: To find an integrative solution when both sets of concern are too important to be compromised - when the objective is to learn to merge insights from people with different perspectives - when trying to gain commitment by incorporating concerns into consensus
Compromising: When the goals are important but not worth the effort - when opponents with
equal power are committed to mutually exclusive goals - to achieve temporary settlement to complex issues
Avoiding: This is used when there are more important issues at hand. It is also used to let people cool down and regain perspective desires
Accommodating: When you find you are wrong to allow a better position to be heard, learnt and to show your reasonableness - when issues are more important to others than yourself - to allow employees to develop by learning from mistakes
5. Thus the objectives of the reward system are:
- Organizational performance is summation of individual performance. Thus improving individual performance & competence can result in improving organizational performance
- Encourage Value Added Performance: This is aimed at achieving continuous improvement by focussing attention on areas where maximum added value can be obtained from improved performance
- Support Culture Management: To this end, reward system provides a means for changing the organization's culture as expressed by its values and norms for performance, innovation and risk taking
- Achieve Integration: Organizational goals can differ from the goals of its employees. The wider the gap between these two sets of goals, the greater the degree of alienation, thus a good reward system strives to bridge the gap between the goals of the organization and those of its employees by ensuring that its reward system is encouraged
- Support-Managers: The reward system provides managers with the authority and skills needed to use rewards to achieve their goals
6. Discipline can be defined as a force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of the organization... while Grievance can be defined as any dissatisfaction or feeling of injustice in connection with one's employment situation that is brought to the notice of the management
Disciplinary Procedures
- Get an initial understanding & investigate thoroughly: Establish the facts as soon as you can. Gather all the information you need to establish the facts about the situation; you can also get the employee’s side of the story before you decide on next steps
- Invite the employee to a disciplinary meeting: Provide them with notice of the diciplinary meeting. Be sure to advise them of their right to be accompanied and provide copies of all the evidence you hold against them for their review
- Conduct the disciplinary meeting & decide on an action to take afterwards: After the meeting, consider all the evidence you now have and whether it’s sufficient to prove the allegation of misconduct. In the case where you find the employee innocent, or feel that the behaviour doesn’t warrant taking further action, you would explain this to the employee and end the procedure. If misconduct is proven, the next step is to decide on the appropriate level of warning or sanction
- Confirm the outcome in writing: Once you have made your decisions, confirm them in writing to the employee
- Right to appeal: For the disciplinary to be considered fair, the employee must be given an opportunity to challenge your decision

BUS 325 NOVEMBER 2018 PAST QUESTIONS
1a. Explain briefly the concept of Human Resource Management (HRM) process system
1b. Why is Human Resource Management (HRM) important to an organization performance?
1c. Discuss Interviews and Critical Incident as 2 techniques for collecting job analysis data
2. Discuss 3 differences between Personnel Management and Human Resource Management in terms of emphasis & approaches?
3. Organizational analysis is the basis of organizational design. Discuss 5 aspects of organizational analysis in relation to organizational design
4a. Explain the difference between recruitment & selection
4b. Discuss elements of recruitment policies in organizations
5a. List five training objectives
5b. Discuss two schools of thought concerning pre-organizational entry training
Write short notes on the following
6a. Performance appraisal concept
6b. Five reasons for appraising performance
6c. Carrot and Stick approach

BUS 325 NOVEMBER 2018 PAST ANSWERS
1a. (H.R.M) as a process system is the management & control of a network of interrelated processes, affecting an organization
1b. - Good Human resource practice can help in attracting and retaining the best people in an organization. Planning alerts the company to the types of people it will need in the short, medium and long-run
- It is used in recruitment and selection activities and in identifying the best candidates for available jobs
- Good human resource practice can motivate organizational members to go the extra mile & make sacrifices
1c. - The Interviewer Method: An interviewer tries to obtain information directly from employees by asking them for a brief description of the purpose of their job
- Critical Incidence Method: It is a forecasting technique which studies those strategies that have made the difference between effective & ineffective performance on the job in the past
2. - Personnel Management is focused primarily on non-management staff while Human Resource Management (HRM) focuses on both management & non-management staff
- Human Resource Management is more proactive in It's approach to management. Personnel Management simply reacts to the outcome of management activity
- Human Resource Management tolerates the existence of unions to some extent while Personnel Management does not tolerate the existence of unions
3. N/A
4a. Recruitment refers to the process where potential applicants are searched for and then encouraged to apply for an actual or anticipated vacancy... while Selection is the process of hiring employees among the shortlisted candidates & providing them with a job in the organization
4b. - Timeliness: Recruitment has to be timed such that candidates are available to go through selection, hiring & orientation without being rushed
- Cost effectiveness: It is important to review all of the various recruitment strategies available and decide on those that can provide the greatest value at reasonable costs
- Potential Knowledge & Ability: During recruitment we try to recruit candidates who either already have or have the potential to acquire the knowledge or abilities described in the National Occupational Standards
- Human Rights Responsibility: Recruitment should strictly be based on the candidate's qualification & ability to do the work rather than on factors unrelated to this
5a - To prevent obsolesce
- To ensure smooth & efficient working of a department
- To train a fresh set of competent officers & prepare them to occupy positions
- To help employees adapt to the ever changing requirements on the job
- To keep economic output at the required level
5b. - Liberal Arts School Of Thought: It assumes that the best administrators are those who have been issued with an art degree in the university (of not less than 2nd class lower); this makes for a well trained mind
- Science Oriented School Of Thought: It assumes that administration is not all arts but science. It assumes that a student can be given special training on the technicalities of administration. Such training combined with internship opportunities can qualify them to become administrators
6a. Performance appraisal: It is a method of evaluating the job performance & behaviour of employees
6b. - Using performance appraisal, decisions pertaining to salary fixation & bonuses can be made accurately
- It prevents greviances & indisciplinary action
- It helps to spot under performance of employees & set higher standards where necessary
- It provides information for correct placement of employees in the right area
- It provides information which can be used to counsel the subordinate
6c. Carrot Stick Approach: It is the usage of a combination of reward and punishment on employees to induce a desired behaviour on the job

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