FINAL EXAM – AUTUMN/1H SESSION 2023

School of Business

EXAM INSTRUCTIONS
Read all the information below and follow any instructions carefully before proceeding.
Clearly indicate which question you are answering.

STUDENT SURNAME: Samaha

STUDENT FIRST NAME: Pamela

STUDENT ID: 22061883

SUBJECT NAME: Managing People at Work

SUBJECT NUMBER: BUSM1023

NUMBER OF QUESTIONS: TWO (2) PARTS (Students MUST attempt to answer both two (2) parts)

VALUE OF QUESTIONS: Part A is worth 10 marks (Each question is 5 marks).

Part B is worth 30 marks (Each question is 10 marks).
The exam is worth a total of 40 marks.
Students must achieve a satisfactory result (a minimum of 18/40) in the exam to
pass the subject.

ANSWERING QUESTIONS:
PART A is compulsory. Answer both questions in Part A. The word limits for the
whole of Part A are a minimum of 300 and a maximum of 500.
In PART B, answer any three (3) questions from B1 to B5 in essay style. The
word limits for each answer in Part B is a minimum of 300 and a maximum of
500.
Type your answers into this file to record your exam responses, and then upload
the file to Turnitin. Clearly indicate the question number in Part A and Part B that
you are answering at the start of each question.
All responses must be in your own words.

LECTURER/SUBJECT Dr. Sheree Gregory

COORDINATOR:

TIME ALLOWED: 2 hours and an additional 20 TOTAL <including coversheet>

minutes for reading/ PAGES:
downloading/uploading. 7

RESOURCES ALLOWED

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 Only the resources listed below are allowed in this exam.

This is an open book exam and you may access relevant course material. However, please note:
 You must not cut and paste material from any source or slightly change the words;
 All exam responses need to be in your ‘own words’, except if you are referring to a specific section of the case study
as evidence;
 Do not seek or accept assistance from any person.
 
For further information on plagiarism refer to -
https://library.westernsydney.edu.au/main/guides/turnitin/academic-honesty

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 PART A CASE STUDY

University staff strike over insecure work as 'anger and discontent' builds on campus

Thousands of university staff across Australia have walked off the job this week after years of
growing "anger and discontent" over casualisation and wage theft.

Key points:

 University staff nationally are striking and calling for better conditions

 Only three in 10 jobs in the tertiary sector are permanent, the union estimates

University of Melbourne computer science tutor Grady Fitzpatrick is among those taking part in the
national strike action to protest insecure work. After being a casual or contract worker at the
university for nine years, she says she is risking her job to speak out about the precarious work that
means she cannot plan for the future or obtain a mortgage.

"If I were to apply for a loan, I don't think I would have anything concrete to back up that I had worked
without interruption at the university for close to 10 years, nor that I would have a job in 12 months'
time," Ms Fitzpatrick said.

Only three in 10 jobs in universities are permanent, according to the National Tertiary Education
Union (NTEU), making it one of the most casualised sectors in the country. "When people are stuck
in insecure work it doesn't just hold back their career, it holds back their life," NTEU national
president Alison Barnes said.

Staff anger has been building since ABC News revealed allegations of wage theft at 13 of Australia's
39 public universities in 2020, leading to three federal inquiries.

'Anger and discontent': Permanent staff decry treatment of colleagues

The NTEU says insecure work and wage theft go hand in hand, estimating university staff have been
repaid more than $80 million with the highest figure of $32 million at Melbourne University.

In a statement, a University of Melbourne spokesperson said it would continue to work with staff on a
new agreement while minimising the impact on students.

"We will work to make sure that students' learning is not adversely affected [by the strikes] by
rescheduling classes, advising impacted students to attend another tutorial if available, or finding
other ways to cover the content that has been missed," it said. As such we anticipate that the impacts
of this industrial action on our students and staff will be minimal. However, we regret any
inconvenience that it may cause to students and any members of the university community."

Source: Duffy, C, 2023, ‘University staff strike over insecure work as 'anger and discontent' builds on
campus’ [Excerpt only], ABC News, 4 May 2023, Online:
https://www.abc.net.au/news/2023-05-04/university-unions-strike-across-australia-over-pay-work/
102298204

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PART A (10 marks)

Short Answer questions ─ You must answer BOTH questions. Write 300 (minimum requirement) to
500 words (maximum limit) in total to answer Part A.

Each question is worth five (5) marks.

1. In the case study, who are the three (3) key stakeholder in the field of employment relations,
and what are their key claims?

Throughout reading the case study provided, it is evident that the 3 main stakeholders are trade
unions, employees, and empoyers. All stakeholders have a different claim in regards to this
organisation when it comes to the employment relation sector.

The claims of a trade union are made directly to the organisation itself and can be internal or
external. In this case, the claims that the trade union have made may consist of a better working
environment for employees, a wage increase/pay rise as well as an increase of the involvement of
the community.

Employers are an internal, essential component of an organisation. The claims that they have made
is the need for stability, an atmosphere at work that promotes career advancement, respectable
compensation, ancillary benefits, and the distribution of enough resources across various
departments to enable their optimum performance.

Finally, employees are directly impacted by changes that occur in the workplace and sometimes rely
on unions to express their issues and concerns. Employees argue that there is insecure work, a lack
of appropriate leave time, sufficient pauses between jobs, reimbursement for overtime labour, and
other issues that vary from organisation to organisation.

2. In the case study, which frame of reference in the field of employment relations would be most
helpful to resolve this conflict? In your answer, justify your reasons.

The three frames of reference in the field of employement relations include, unitarism, pluralism and
radicalism. In this case, a pluralist frame of reference would be most appropriate as conflict is
unavoidable and inevitably triggered by divergent interests or viewpoints. This viewpoint emphasises
how the unions, who act as the workers' representatives, safeguard the employees and workers,
much like in the current case study. Similarily a unitarist approach focuses on the cooperation of
employees and employers when an interest is shared. And a radical approach would not be
appropriate as they heavily safeguard employers and employees are less expressed and focused on.

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PART B (30 marks)

Essay Style questions ─ You must answer any three (3) questions in essay style. Write 300
(minimum requirement) to 500 words (maximum limit) for each of the three essay answers in Part B.

Each question is worth ten (10) marks.

B3. Why is managing Stress important in managing people at work? In your response, discuss the
consequences of stress for employees and employers.

Stress is an essential component of managing people at work. Stress levels at work can interrupt
productivity, decrease motivation and increase mental health issues. In regards to stress at work,
employees may not be able to function desirably and this can lead to failure within an organisation.

Work related stress can be caused by various emotional, intellectual, behavioural and physical
disturbances. For example, the health of an individuals family member may be causing a member
stress which stops them from working their best. As well as, stress can be caused by long hours,
work relationships, resources and communications, and job security.

Stress within a workplace can effect an organisation as their will be higher absenteeism, poor
performance and productivity, low morale, decreased motivation, poor time keeping management
and increased accidents and incident reports. All of these factors contribute to a decline in an
organisation and can negatively affect business tructure and decrease profitability within the
workplace. When staff are not performing well and have no motivation they are less inclined to
success and cannot think properly.

In summary, when stress derives in a workplace, it should be monitored and regulated to ensure all
staff members stress levels are reduced and overstated. By having a healthy workforce, employees
will be more conent, productive, happier and healthier. It is crucial for employers to recognise work
related stress as an important health and safety issue.

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B4. Why is Social Media important in managing people at work? In your response, discuss the
ways HR functions utilise social media and their benefits.

Through the coming years, social media is becoming more potent in organisations and is used 24/7
around the world. Social media is now a tool used in most organisations. In the context of Human
Resource Management, social media can assist in promoting an organisation and can benefit it by
attracting customers, retaining staff and customers, engaging and upholding their repuation.

Human resource departments can utilise social media platforms to publish job openings, attract
possible candidates, and develop relationships with potential prospects. Social media can also be
used to find applicants, tap into a larger talent pool, and check up on them online. This can be
accomplished by posting advertisements on well-known social media platforms like Instagram,
Facebook, and Twitter and many other forms of social media platforms. There are also various
websites that allow departments to reach out to individuals that they are looking for, such as linkedIn.

Social media is a cost-efficient and environmentally responsible way for businesses to communicate
with their customers and share information to a wider audience. As well as, see their competition
base and new and innovative ways to communicate to their audiences. Social media is cost effective
marketing as it does not involve a mass amount of funds to create or promote a product. It is also
very frequently updated and allows staff to open their creative minds which essentially helps a
business to become profitable. Social media also allows for new opportunities and opens new
pathways to how organisations plan and design their future. Social media can also increase market
research, including international markets.

To conclude, social media has a significant impact on Human Resource Management as it has
become fundamental part of life, improves performance and quality, while still leading the business to
success and allows for a wider customer base and new and innovative ideas.

B5. Why is Building Relationships at Work important in HR? In your response, discuss the
benefits of building strong working relationships for HR practitioners.

Relationships at work play a vital role in keeping the peace in a workplace. By having positive
relationships at work, individuals are able to maintain productivity and create a happy atmosphere at
work without conflict.

Benefits of building strong working relationships for HR practitioners include building camaraderie
and it boosts morale in the workplace. It also significantly improves a companys work culture and
allows them to maintain peace in the workplace. Healthy relationships foster collaboration, improve
individual performance, increases retention rates and benefits ones health and inspires creativity.

Building relationships at work is important in human resource management as it involves teamwork

and when employees do not respect one another, teamwork will cease and work will not get done.
Teamwork is an essential part of organisations as team members can learn off one another and
share and combine knowledge to reach the end goals.

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Ways to build positive relationships at work include, setting realistic expectations, clearly indentifying
responsibilities and negotiating and compromising with others to gain respect and keep each other
happy.

Building strong working relationships benefit HR organisations as there is improved job satisfaction
and it can positively influence staff turnover rates.

To conclude, building relationships at work, positively impacts HR and the company as there is a
decreased conflict and respect in the workplace. It makes an individuals job more enjoyable and
decreases stress levels in the workplace.

END OF EXAM PAPER

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