ST.

PAUL’S
UNIVERSITY
Private Bag 00217 Limuru, KENYA
Tel: 020-2020505/2020510/0728-669000/0736-424440
www.spu.ac.ke

SCHOOL OF BUSINESS AND LEADERSHIP STUDIES

DEPARTMENT OF BUSINESS STUDIES
MASTERS OF
BUSINESS MANAGEMENT
MAY-AUGUST 2022/2023 SEMESTER
VIRTUAL LEARNING EXAM
HRM 501: HUMAN RESOURCE MANAGEMENT

DATE: AUGUST, 2023 TIME: 9.00am – 9.00pm (12 hours)

INSTRUCTIONS:
1. Answer ALL Questions
2. Submit your answers in word format unless otherwise instructed. Type your answers in a
word document. Do not PDF your document.
3. Submit your answers STRICTLY via the Exams Portal.
4. For images (photographs, graphs and calculations etc.), use legible writing. Take an image
(Photo) of all the answer sheets and submit via the Exams Portal. Remember to number the
answer sheet pages.
NOTE: No submissions will be accepted in any other mode e.g. emails, WhatsApp etc.

5. The examinations start at 9.00am and all the answer scripts MUST be posted on the portal by
9.00pm the same day (within 12 hours).
6. Submit your answer sheets as one document. Click the “SUBMIT” button to ensure that your
answer sheet is uploaded in the portal.
7. Allow yourself enough time to confirm that your submission has gone through. You will receive
an automated email receipt on successful submission.

NOTE: Submission deadlines must be observed. No extensions shall be granted whatsoever

8. On the front page of each answer script you are required to observe the following
instructions:
− Write your student number in full

− Write the unit code and title

− Write the date of examination

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 − Write “SUPPLEMENTARY” or “DEFFERED EXAM” as the case may be, (if you are
taking a supplementary or deferred examination).
− Write the name of the lecturer

QUESTION ONE
ADL Bank Ltd has several branches in Country X. Robert was hired to work in a branch office but
reported directly to Ruth, who was located at the main office of this bank. Ruth would talk with Robert
several times during the week to ensure that he was comfortable at his job and that he was doing the job
effectively. After six months, a decrease in business required Robert to be relocated to the main office.
Robert's duties and responsibilities remained the same. After one week, Ruth noticed that Robert was not
performing his job responsibilities to company policy nor was he keeping up with his duties and
responsibilities on a daily basis. When approached by Ruth, Robert objected to her concerns. His attitude
changed. He would arrive to work moody. He would glare at Ruth, talk to her in a harsh manner, and
stomp around the office. One morning when Ruth was talking to Robert about his lack of improvement, he
pounded his fist on the desk and with an elevated tone told Ruth that she was talking down to him and he
would not take it anymore.

a) Suggest the possible reasons behind Robert’s behavior. (10 marks)

Robert's behavior could be influenced by a variety of factors, both personal and professional. Here are
some possible reasons behind Robert's behavior:

1. Frustration and Dismay from Relocation: After having worked for six months in a branch office,
Robert was transferred to the main office. If he had favored working in the branch office setting or had
personal reasons for resisting relocation, this adjustment might have caused him to feel frustrated or
disappointed.

2. Mismatch between Expectations and Reality: After the move, Robert's tasks and obligations
remained the same. He might have had different expectations regarding his responsibilities at the main
office, though. He may have become frustrated if he had anticipated different tasks or a different working
atmosphere.

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3. Perceived Micromanagement: Robert could view Ruth's numerous interactions with him, both before
and after the move, as micromanagement. He can feel undercut or dominated if he believes that he
cannot be trusted to handle his obligations on his own.

4. Change in Working Relationship: Working in the main office as opposed to a branch office may
have changed Robert and Ruth's dynamic. Their working relationship may have been impacted by the
change from face-to-face contacts to more remote communication, which could have resulted in
misunderstandings or misinterpretation.

5. Workload and Pressure: A drop in business is mentioned in the scenario, which may indicate that
there is increased pressure on staff to work well. Robert may be stressed and irritable because of his
workload and the demands placed on him.

6. Resistance to Feedback: Robert may be resistive to criticism based on his denial of Ruth's worries
and his agitated demeanor throughout their chat. He can feel defensive about how he performed and
interpret Ruth's comments as praise.

7. Personal Issues:It's also conceivable that Robert's conduct and attitude are being affected by
personal problems unrelated to his job. These private matters can be having an impact on his
interactions with coworkers and general performance.

8. Adaptation Challenges: Robert may need to adjust to a new work environment, new
coworkers, and perhaps a different business culture after moving from a branch to the main
office. His pain and alterations in behavior may be brought on by these changes.

b) Assume that you are the Human Resource specialist and Margaret has come to you seeking
your advice. Demonstrate the Advice you would offer Margaret. (10
marks)

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1. Assess the Situation:Spend some time first gathering all the information. Examine any records of
Robert's performance and behavior, particularly any criticism that was directed at him. This will enable
you to approach the situation knowing exactly what has taken place.

2. Schedule a Private Conversation : Make contact with Robert and arrange a personal encounter. Be
open-minded and empathic as you enter the discussion. Make it obvious that your goal is to comprehend
his viewpoint and collaborate with him to develop solutions.

3. Active Listening : Actively hear Robert's side of the tale during the conversation. Give him
uninterrupted time to voice his ideas, worries, and disappointments. This will assist you in identifying any
underlying problems that might be influencing his behavior.

4. Express Concern and Expectations:After he has given his viewpoint, let him know that you are
concerned about the changes in his performance and conduct. Give specific examples of what you've
seen. Stress the value of preserving a supportive and respectful workplace.

5. Clarify Expectations: Remind Robert of his duties and the standards for performance set by the
organization. Make sure he is aware of the expectations he must fulfill as well as the impact his actions
and performance have on the group and the company.

6. Collaboratively Identify Issues: Work with Robert to come up with potential solutions if any of
Robert's worries or troubles have come up during the talk. It could be connected to work demands,
training, or private issues. The idea is to encourage his success in every manner you can.

7. Offer Support and Resources: Offer Robert assistance in the form of extra training or direction if he
is having trouble because of his workload or new tasks. Inform him of any available employee support
programs or resources if personal difficulties are affecting him.

8. Set Clear Goals: Work with Robert to establish specific performance improvement objectives if there
are any performance issues. These ought to be time-bound, relevant, explicit, measurable, and
attainable.

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9. Document the Conversation: After the conversation, be sure to record the major issues raised, any
agreements reached, and the next steps. This documentation may be crucial for monitoring development
and reviewing the dialogue later on, if necessary.

10. Follow Up: Set up a follow-up meeting to assess Robert's development. Give him helpful criticism
on how he's resolving the problems you've found and whether his performance and behavior have
changed.

QUESTION TWO
The whole world is going through tough times due to the challenges brought about by the economic crisis.
It is the same reason that many organizations are finding it difficult to meet their financial obligations. As
a result, many organizations have started to “downsize", that is, reduce the size of their workforce. This
assumes that the remaining employees, the "survivors", will contribute to the company's financial position.
As one of the top HR people at your organization, you are being asked to lay off 25% of the workforce
across all your branches.

a) Describe the challenges that you might face. (10 marks)

As an HR specialist, there are several challenges that may arise when laying off 25% of the workforce
across all branches. Here are some possible challenges:

1. Emotional impact on employees: Employee layoffs can be traumatic, especially for individuals who
have worked for the company for a long time. They might experience grief, betrayal, or rage, which could
lower their spirits and decrease their output.

2. Legal considerations: Legal repercussions may result from firing employees, particularly if the
procedure is improperly managed. HR is responsible for ensuring that layoffs adhere to labor rules and
regulations and that workers are handled fairly and politely.

3. Impact on remaining employees: The increased workload and the departure of their coworkers may
leave the surviving employees feeling overburdened or disheartened after the layoffs. To assist them in
adjusting to the changes, HR must offer resources and support[1].
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4. Negative publicity: Layoffs may result in bad press for the business, particularly if they are viewed as
unfair or callous. HR needs to be ready to respond to media queries and articulate the company's
viewpoint honestly.

5. Loss of talent and knowledge: Losing important personnel and institutional knowledge as a result of
layoffs can be challenging to replace. HR is responsible for making sure the business keeps the people
who are essential to its success and that their knowledge is shared with others.

6.Survivor Guilt: Due to seeing their coworkers laid off, surviving employees may experience shame,
survivor syndrome, or a drop in morale. It can be challenging to deal with these emotions and to keep
survivors engaged and productive.

b) Demonstrate the action you would take to overcome these challenges. (10 marks)

1. Communicate with employees:The emotional effects of layoffs can be overcome by open, honest
communication. The reasons for the layoffs, the roles that will be eliminated, and the resources that will
be available to affected employees should all be disclosed to employees as soon as feasible by HR.

2. Provide support to affected employees: Employees who are impacted should receive assistance
from HR in the form of severance payments, outplacement services, and counseling. This may facilitate
the transition and lessen the detrimental effects of the layoffs.

3. Monitor the impact of the layoffs: HR needs to keep an eye on how the layoffs affect the remaining
staff and the company's financial situation. Regular employee interaction, an evaluation of the business's
financial performance, and any necessary personnel adjustments can all be part of this.

4. Follow proper procedures: HR is responsible for ensuring that layoffs are carried out in accordance
with applicable labor rules and regulations and that workers are treated fairly and with respect. This may
entail seeking legal advice and adhering to established layoff processes.

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5. Provide training and resources to remaining employees: To help the remaining staff members
manage the increased workload and retain productivity, HR should offer training and resources. This may
entail additional instruction, rewards, and tools to assist them in managing their workload.

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