UNIVERSITI TUNKU ABDUL RAHMAN

ACADEMIC YEAR 2015/2016

APRIL EXAMINATION

UBMH1013 ORGANISATION AND HUMAN RESOURCE

WEDNESDAY, 11 MAY 2016 TIME: 2.00 PM – 4.30 PM (2.5 HOURS)

BACHELOR OF ENGINEERING (HONS) INDUSTRIAL ENGINEERING

BACHELOR OF INFORMATION TECHNOLOGY (HONS) COMMUNICATIONS AND
NETWORKING
BACHELOR OF INFORMATION SYSTEMS (HONS) INFORMATION SYSTEMS
ENGINEEERING
BACHELOR OF INFORMATION SYSTEMS (HONS) BUSINESS INFORMATION
SYSTEMS
BACHELOR OF SCIENCE (HONS) AGRICULTURAL SCIENCE
BACHELOR OF SCIENCE (HONS) BIOMEDICAL SCIENCE
BACHELOR OF SCIENCE (HONS) BIOCHEMISTRY
BACHELOR OF SCIENCE (HONS) QUANTITY SURVEYING

Instructions to candidates:

This paper comprises TWO (2) sections.

Section A: [Total: 40 marks]

This section is compulsory. You are required to answer ALL the questions.

Section B: [Total: 60 marks]

This section consists of THREE (3) questions. You are required to answer only TWO (2)
questions. Each question carries an equal of THIRTY (30) marks.

Note: Where the candidates answers more than the required number of questions, only the
first two (2) answers written under section B in the answer booklet will be marked. The rest
answers/ part- answers shall be struck out and ignored.

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UBMH1013 ORGANISATION AND HUMAN RESOURCE

Section A [Total: 40 marks]

Compulsory section: Answer ALL questions.

CASE STUDY: CREATING NEW DIMENSIONS FOR EMPLOYEES

Describing people as the company’s biggest asset, van Vuuren says proactive talent
acquisition is important because it serves as a competitive advantage, given the ICT
industry’s fast-paced nature. “The IT industry changes significantly at very short notice.
Therefore, we need to attract new talent needed for some of the new skills that we didn’t
know existed two or three years ago, but that have now come into scope,” he explains.“We
will continue to see changes in the kind of skills required as we move forward. Sometimes,
we will not have enough time to develop those skills, so we have to go and find them in the
marketplace.”

The HR team, known as the People and Culture team, works closely with business leaders to
understand how the organisation is going to change, and what the future demands will be.
This allows them to identify how they can source for talent proactively, either by engaging
with potential employees, tapping on graduate development programmes, or other strategies.
Within the People and Culture team, the talent acquisition professionals solve current talent
acquisition problems, but also dedicate their time to proactively identifying individuals in the
market who possess skills needed for the future.

Developing its existing workforce is also important and learning is a big focus for Data
Dimensions. “We also need to make sure that our people learn. We have a competitive
advantage if we can outlearn our competition,” van Vuuren says. Dimension Data offers a
large number of certifications to employees, which allow them to develop skills that meet the
needs of clients. Explaining the importance, van Vuuren says, “When employees perceive the
company to be investing in their development as IT professionals, then they are more likely
to stay with an organisation and build their future with that organisation.”Learning also helps
with employees’ career progression. “We have a job framework which outlines all of the
roles the company has, and also the progression within one role to the next,” van Vuuren
says. It helps employees understand the various options available as they chart their careers.

There are a number of assessments associated with the framework, which helps staff to
calibrate their skills and understand where the gaps are in order for them to progress to a
particular position. “We never guarantee promotion, because that is always a combination of
the availability of positions, being at the right place at the right time, being a high performer,
and so on,” he says.“Certainly, we want to work hard to help employees improve their
potential for being considered for high level positions.”Dimension Data also has a talent
identification process where employees with potential and strong performance are identified
every two years. This helps managers with planning the development of the employee going
forward.

As a multifaceted business, van Vuuren says the company will continue to have a multi-
skilled workforce in the future. “Increasingly, we will be working with clients to help solve
business problems, so I think the nature of the technology and solutions will continue to
change,” he explains.“So it’s important for us to constantly proactively understand what those
changes will be, so we can help our employees develop the skills.”
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Section A (Continued)

Skill development also plays an important part in career regeneration, especially in an

industry where skills become dated rapidly. “What we are doing as employers is to make sure
that we help people keep their skills up-to-date so that they renew their own careers on an on-
going basis because that is the nature of what happens today,” van Vuuren says. “You can no
longer focus on what you learned at university, so that’s why lifelong learning and
inculcating the desire in our employees to learn on an on-going basis are very important to
us.”

As an employer, the firm has a responsibility to society in making sure that people grow as a
consequence of the time they spend with the company. “They can spend their days doing
anything else, but they chose to spend it with us. And it moves us to make sure that we make
it a truly meaningful experience for them and we help them to be challenged every single
day,” says van Vuuren.“It’s very important that we do not create people with problems to
society, but rather, make their employment experience with us a truly uplifting and wonderful
experience.”

Dimension Data believes in quality leadership at all levels within the organisation, without
having to build a celebrity leadership culture. “It’s important to have capable leadership at all
levels,” van Vuuren says.For example, Dimension Data has a range of graduate programmes
aimed at addressing specific leadership needs within different markets. Van Vuuren has also
been running a basic leadership skills development programme for the last ten years. “We can
actually see the relationship between people attending those programmes and the levels of
retention, which has convinced us that there is a very clear link between quality leadership
and employee engagement and retention,” he explains.

(Source: Adapted & Edited from website

http://www.hrmasia.com/content/creating-new-
dimensions-employees )

Q1. (a) How would HR team identify potential pool of talent with new skills as they
move forward?

(6 marks)

[1:08 PM] Kalaivani a/p Jayaraman

How does Dimension Data conduct such method?
 They can source for talent proactively, either by engaging with potential employees,
tapping on graduate development programmes, or other strategies
 to make sure that we help people keep their skills up-to-date so that they renew their
own careers on an on-going basis
 focus on lifelong learning and inculcating the desire in our employees to learn on an
on-going basis


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UBMH1013 ORGANISATION AND HUMAN RESOURCE

(b) Why should Dimension Data need to carefully select the employees for them?
(6 marks)

(c) From the case, Dimension Data identified employees with potential and strong
performance. What is this recruitment method and how does Dimension Data
conduct such method? (12 marks)

(d) As a multifaceted business, Van Vuuren says the company will continue to
have a multi-skilled workforce and working with clients to help solve business
problems. Explain the elements of transformational leadership theory might
use by Van Vuuren. (12 marks)

Section A Q1. (Continued)

(e) There are a number of assessments associated with the framework, which
helps staff to calibrate their skills and understand where the gaps are in order
for them to progress to a particular position. Assume them using alternation
ranking method in performance appraisal. Think of TWO (2) potential
advantages and disadvantages of this method. (4 marks)
[Total: 40 marks]

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UBMH1013 ORGANISATION AND HUMAN RESOURCE

Section B [Total: 60 marks]

Answer any TWO (2) questions only. Each question carries THIRTY (30) marks.

Q1. (a) Performance appraisal is an evaluating technique on employee’s current and

past performance relative to his or her performance. Identify the reason for
having an appraisal. (8
marks)

(b) Communication is the process by which information is transmitted and

understood between two or more people. However many employers faces
communication barriers. Discuss. (12 marks)

(c) Describe the FOUR (4) basic types of appraisal interviews. (10
marks)
[Total: 30 marks]

Q2. (a) Albert been assigned as cross functional task force that will develop enhanced
Internet banking services for retail customers. Describe the behaviors Albert
might observe during each stage of the team’s. (15 marks)

(b) Training today plays a key role in the performance management process,
which is necessary for employers to ensure employees are working toward
organizational goals. Illustrate how today employer has measured the training
effectively? (12 marks)

(c) Explain the term “job description”. (3 marks)

[Total: 30 marks]

Q3. (a) Job analysis is the procedure through which you determine the duties and
nature of the jobs and the kinds of people who should be hired for them
Briefly explain the SIX (6) steps in conducting job analysis. (9 marks)

(b) According to Job Characteristic Model, describe THREE (3) core job
dimensions that create sense of meaningful work.
(6marks)

(c) Money is any item or verified record that is generally accepted as payment for
goods and services and repayment of debts in particular country or socio-

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UBMH1013 ORGANISATION AND HUMAN RESOURCE

economic context, or is easily converted to such a form. In your opinion, what

role would money play in the following aspects:-

Section B Q3. (c).(Continued)

(i) Maslow hierarchy needs theory (6 marks)

(ii) Equity Theory (9 marks)

[Total: 30 marks]

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This question paper consists of 4 questions on 6 printed pages.