Professional Documents
Culture Documents
2020 GR 12 Bus Environments - Bus Operations
2020 GR 12 Bus Environments - Bus Operations
4 Human Business
Resources Operations 2 X X
Function
5 Quality of Business
1 X X
Performance Operations
2020 June Exams; Trial Exams & Final NSC Exams Structure of QP
Paper 1 Time 2 Hrs Marks 150
Section A [Compulsory]
Question 1: MCQs; Matching Column: Choose correct answer – Bus Environments & Business
Operations: 30 Marks
BUSINESS ENVIRONMENTS
Concepts
C O L L E C T I V E A G R E E M E N T E M R H A
U R Q C C O L L E C T I V E B A R G A I N I N G
Y T B D M K M V L R D Y R X C V L E A V E O J I
L L J O V E R T I M E P V H B H U D K N B F Y K
R O T A L U G E R T I D E R C L A N O I T A N B
X J C B S T C A Y R O T A N I M I R C S I D W Y
Y P C P E N A L T I E S R Q O P W L O D V L A I
Q Y M T C A N O I T C E T O R P R E M U S N O C
W J A K R O W F O S R U O H E N Y N Z P U L P C
N V J P A P C I U Y M E C N A I L P M O C N O N
B F C R M A N A G E M E N T C O N T R O L J S R
F C S A B A R G A I N I N G C O U N C I L S E H
L A N U B I R T R E M U S N O C L A N O I T A N
D V Z T C A T N E M P O L E V E D S L L I K S B
G S F X F B C E A A I R B Z R Z S B E Q L M G W
A C I D E E S U Q C H J L B R D J S C S W K W E
D G V A G V G Y X E S V O T V D A L N B Q M G B
I N V P I L L A R S R G X F G T M O A F Z A S F
O F G K B V V O Q L E V C M E H G D I E K F Y I
C K C F J F A Z G F N Y U S N P G O L B Y G T A
H J M J I H D O B L W T Q D M Y J T P W B N V C
B D S I D P F S X P O Z E Q Y R J G M L L B S M
L E V Y T C A S N O I T A L E R R U O B A L E P
N A T I O N A L C R E D I T A C T Z C Z M M M E
Positives/Advantages
• Trains employees to improve productivity in the workplace.
• Promotes self-employment and black entrepreneurship
• Increases the return on investment in education and training.
• Business could become globally more competitive.
• Increases the number of skilled employees in areas where these skills are scarce.
Negative/Disadvantages
• Increases cost as the process requires a large amount of paper work.
• Implementation of the SDA can be difficult to monitor and control.
• Skills programmes may not always address training needs of employees.
• Skills Development Levy could be an extra burden to financially struggling businesses.
• It may be monitored and controlled by government departments that do not have
education and training as their key priorities.
Role/functions of SETAs
• Report to the Director General.
• Promote and establishes learnerships.
• Collect levies and pays out grants as required.
• Provide accreditation for skills development facilitators.
• Register learnership agreements/learning programmes.
• Approve workplace skills plans and annual training reports
Funding of SETAs
• Skills Development levies paid by employers e.g. 80% is distributed to the different SETA
and 20% is paid into the National Skills Fund.
• Donations and grants from the public
• Surplus funds from government institutions
• Funds received from rendering their services.
Negatives/Disadvantages
• Productivity may decrease if employees are allowed to participate in the activities of trade
unions during work time.
• Costs of labour increases because of legal strikes
• Reduced global competitiveness due to lower productivity
• Employers may have to disclose information about workplace issues to union
representatives that could be the core of their competitive advantage.
• Employers may not dismiss employees at will, as procedures have to be followed.
Negatives/Disadvantages
• Increased administration burden, as businesses must compile/submit employment equity
reports every two years.
• Expensive to train/employ someone who knows little about the Act.
• Fines/Penalties for non-compliant businesses may be expensive for the business.
• Employers have to appoint one or more senior managers to ensure the implementation of
the plan, which increases salary expenditure
• Businesses must submit a compliance certificate before they can conduct business with
state businesses
Negative/Disadvantages
• Developing/Drafting a formal/legal employment contract may be time-consuming/costly.
• Businesses may regard employment contracts negative and may not implement it, which
result in non-compliance/penalties.
• No employer may force an employee to work more than 45 hours in a week. This may
result in reduced productivity.
• Hiring cheap labour is no longer possible, so businesses cannot exploit workers.
• BCEA forces businesses to comply with many legal requirements, which may increase
labour costs.
Penalties businesses may face for not complying with the BCEA
• Labour inspectors may serve a compliance order by writing to the Department of Labour
• The Director General may agree/change/cancel the compliance order.
• Labour inspectors may investigate/inspect/ask questions about complaints and remove
records as evidence.
• Businesses may be taken to the labour court for a ruling.
6 Family • Three to five (3 to 5) days paid leave per year on request in the event
responsibility of the death of the employee's spouse/life partner/parent/ adoptive
leave parent/ grandparent/child/adoptive child/grandchild/sibling.
• An employer may require reasonable proof, before granting this leave.
• Male employees are entitled to a maximum of three/five day’s
paternity leave when his child is born
7 Meal breaks • Workers must have a meal break of 60 minute after five continuous
and rest hours of work.
periods • This can be reduced to 30 minutes by written agreement, when
working less than 6 hours per day.
• A worker must have a daily rest period of 12 continuous hours/a
weekly rest period of 36 continuous hours which must include
Sundays.
8 Public holidays • Workers must be paid for any public holidays that fall on a working
day.
• Work on public holidays is by agreement and paid at double the rate
9 Termination of • A contract of employment may only be terminated following one
employment week’s notice, if the worker has been employed for six months or less.
• A minimum of four weeks’ notice must be given, if the worker has
been employed for a year or longer.
• The employee must be given notice in writing.
• An employee who is retrenched/ dismissed for restructuring reasons
is entitled to one week’s severance pay for every year of service.
Purpose of COIDA
• Provides a comprehensive protection to employees who injured in the course of
performing their duties.
• COIDA applies to all casual and full-time workers who become ill/injured/ disabled/killed
due to a workplace accident/disease
• It excludes workers who are guilty of wilful misconduct/workers working outside South
Africa for at least twelve months/members of the SA Defence Force/Police services.
• It provides for the establishment of a Compensation Board whose function is to advise the
Minister of Labour on the application/provisions of COIDA.
Negative/Disadvantages
• Claiming processes can be time consuming.
• Procedures required by this Act may be costly as paperwork places an extra administrative
burden on businesses.
• Implementation processes/procedures required by the Act may be expensive.
• Employers have to register all their workers/make annual contributions to COIDA, which
may result in cash flow problems.
• Employers may be forced to pay heavy penalties if they are found guilty of negligence/not
enforcing safety measures.
• Workers who are temporarily/permanently employed in foreign countries are not covered.
• Domestic/Military workers are not covered.
Purpose of BBBEE
Negative/Disadvantages
• Businesses that want to do business with the government must have their BEE status
assessed annually.
• Processes may lead to corruption/nepotism if not monitored properly.
• Investment/Ownership issues can cause unhappiness amongst existing share-
holders/owners.
• Businesses have to go through the process of having their BBBEE compliance
measured/verified by an independent BEE verification agency.
• Provides for preferential procurement, so certain businesses may be excluded from
supplying goods/services.
BBBEE PILLARS
5 Social • Businesses should CSI focus on critical areas which can affect
responsibility/ growth and development in the country e.g. environmental
Socio- awareness/education/ housing, poverty/unemployment etc.
economic • They should distribute scarce CSI resources to selected
development beneficiaries in the community.
Negative/Disadvantages
• Businesses can no longer carry out credit marketing.
• Leads to loss of sales as many consumers may no longer qualify to buy on credit.
• The paperwork and administrative process required by the act are costly and time
consuming.
• The business needs to appoint additional staff to deal with the extra administration.
• Should the credit agreement be declared reckless, the business could forfeit the
outstanding debt and the goods that were sold.
Negatives/Disadvantages
• Confidential business information may become available to competitors
• They have to disclose more information about their products and processes/services
• Businesses may feel unnecessarily burdened by legal processes
• Penalties for non-compliance may be very high
• Staff need to be trained /Legal experts need to be consulted, which can increase costs
• Many business documents need to be simplified /revamped at extra cost as consumers
have a right to receive contracts in simple/understandable language.
Right to privacy and • Consumers have the right to stop/restrict unwanted direct
confidentiality marketing.
• They can object to unwanted promotional e-mails/telesales.
• They have the right to stop/lodge complaints about the
sharing of their personal details.
Right to fair and • Suppliers may not use physical force or harass customers.
honest dealings • Suppliers may not give misleading/false information.
• Businesses may not promote pyramid schemes and/or chain-
letter schemes
• Businesses may not overbook/oversell goods/services and
then not honour the agreement.
Right to equality in • Businesses should not limit access to goods and services.
the consumer • Quality of goods may not vary when supplied to different
market place consumers.
• Businesses may not charge different prices for the same
goods/services.
• No discrimination should occur when businesses market
products and services in different areas/places.
Right to return • Goods that are unsafe/ defective may be replaced by the
goods/have goods supplier.
replaced/claim a • Faulty items may be returned for a full refund.
refund • They may return faulty items if the fault occurs within six
months after purchasing the item.
CONSOLIDATION
2
3
4
5 6
8 9 10
11 12 13 14
15 16
17
18 19
20
21
22
BUSINESS ENVIRONMENTS
Date Started Date Ended
27
Concepts
U D Y R A C B P L A N O F A C T I O N O F L S S
T Q G Q M I S S I O N S T A T E M E N T O P R X
N N E S S R F N V Z E E O I S Q A T P R R E X M
E O T T T T B O K W G L V K T R H F J T W S V A
M I A C N N Z I E Z C F B I A I E S T W A T R R
P T R U A E D T O S W G D F S E F Y L G R L Z K
O A T D R C K C F A X L T C Z N G O U B D E W E
L R S O T N V A N W I J T O U I E D R B V O Y T
E G E R N O R E L Q M D B F W L A F T V E K J P
V E T P E C B V U I M P Q P K S Q K E O R G U E
E T A E W M S I L M S S T R A T E G Y D T A U N
D N L T E M D T N E M E T A T S N O I S I V Q E
T I U U N A L C R E H O R I Z O N T A L C O N T
C L M T T G B E M I N T E G R A T I O N A I S R
U A R I E F X R P S R E I L P P U S L J L P R A
D T O T V H M R O V C H A L L E N G E S A R O T
O N F S I L V O I R E T R E N C H M E N T F T I
R O F B S L A C I T R E V D R A W K C A B A I O
P Z Z U N S E C R O F E V I F S R E T R O P T N
I I M S E W U E C O N G L O M E R A T E Q B E F
O R A R T M A R K E T D E V E L O P M E N T P K
Y O Z A N S F Y G E T A R T S T N E M E L P M I
Q H O S I M N O I T A C I F I S R E V I D Y O P
B S T R A T E G Y E V A L U A T I O N U N F C B
• Define a strategy
• Outline/Describe/Explain/Discuss the strategic management process.
• Apply the strategic management process to solve business-related problems.
• Identify business challenges from given case studies.
• Identify and describe/explain/discuss the different types of business strategies.
• Devise/Develop/Analyse/Formulate strategies to overcome challenges from given scenarios
of businesses and make recommendations for improvement.
• Explain how/when businesses can apply each type of business strategy.
• Evaluate the effectiveness (positives) of each type of business strategy.
• Analyse case studies and apply the following industrial analysis tools to analyse the
challenges of the business environment:
- SWOT analysis
- Porter's Five Forces
- PESTLE analysis
• Recommend business strategies to address challenges identified from given case
studies/scenarios.
• Outline/Explain/Recommend activities/steps in strategy evaluation.
Definition of a strategy
• A strategy is a long term plan of action to achieve a goal.
• A strategy is a plan of action to address an opportunity or to solve a problem.
• The business needs a strategy to achieve its vision and mission.
SWOT ANALYSIS
STRENGTHS WEAKNESSES
• DDS employs qualified sound • The business does not have sufficient capital to
engineers. buy/sell sound systems that
• DDS specialises in selling radios cater for large events.
and car sound systems.
OPPORTUNITIES THREATS
• Businesses in the same industry are • DDS is located in a high crime area.
closing down due to ineffective
marketing campaigns.
NOTE: You need to quote verbatim (as is) from the scenario, otherwise you will lose
marks for writing incomplete quotes or for writing a summary of the scenario.
Power of buyers • Buyers buying in bulk can bargain for prices in their favour.
• If a business is dealing with a few powerful buyers, they are
often able to dictate their terms to the business.
• If buyers can do without the business’s products, then they
have more power to determine the prices and terms of sale
• The business must assess how easy it is for
buyers/customers to drive prices down.
• This will depend on the number of buyers/the importance of
each buyer to the business and the cost of switching to
other products.
Threat/Barriers of new • New entrants are other businesses that are selling the
entrants to the market same/similar products in the existing market for the first
time.
• The power will depend on how easy it is for new businesses
to enter the market.
• New competitors can quickly/easily enter the market, if it
takes little time/ money to enter the market.
• If there are a few suppliers of a product/service but many
buyers, it may be easy to enter the market.
• If the business is highly profitable, it will attract potential
competitors that want to benefit from high profits.
• If the barriers to enter the market are low, then it is easy for
new businesses to enter the market/industry.
NOTE: The main aim of Porter’s Five Forces model is to analyse the business position in the
market. This is more of a research study done by businesses. Do not focus on
recommendations as this is not required at this stage
2 PESTLE ANALYSIS
NOTE: You need to name the PESTLE factor, identify challenges of each factor
and make recommend ways businesses can deal with the identified challenges
as explained in the table below:
Integration strategies
Forward integration
• The business combines business with or take over its distributors.
• Involves expansion of business activities to gain control over the direct distribution of the
products.
Backward integration
• The business combines business with or take over its suppliers.
• The aim is to decrease the business’s dependency on the supplier
Horizontal integration
• A business takes control of/ incorporates other businesses in the same industry/which
produce/sell the same goods/services.
• The aim is to reduce the threat of competition /substitute products/services.
Intensive strategies
Market penetration
• New products penetrate an existing market at a low price, until it is well known to the
customers and then the prices increases.
• It is a growth strategy where businesses focus on selling existing products to existing
markets.
• Focuses on gaining a larger share of the market by reducing prices to increase
sales/increasing advertising and promotion.
Market Development
• It is a growth strategy where businesses aim to sell its existing products in new markets.
• This strategy involves finding new markets and new ways to distribute product.
Product Development
• It is a growth strategy where businesses aim to introduce new products into existing
markets/modifies an existing product.
• Businesses generate new ideas and develop new products/services
Diversification strategies
Concentric diversification
• The business adds a new product or service that is related to existing products and which
will appeal to new customers.
• Occurs when a business wants to increase its product range and markets.
Horizontal diversification
• The business adds new products or services that are unrelated/ different to existing
products, but which may appeal to existing/current customers.
• Occurs when a business acquires or merges with a business that is at the same
production stage, but it may offer a different product
Conglomerate diversification
• The business adds new products or services that are unrelated to existing products which
may appeal to new groups of customers.
• Conglomerate diversification means that a business grows into new products, services
and markets.
• Occurs when a business wants to increase its product range and markets.
Retrenchment
• Terminating the employment contracts of employees for operational reasons.
• Decreasing the number of product lines/Closing certain departments may result in some
workers becoming redundant.
Liquidation
• All assets are sold to pay creditors due to a lack of capital/cash flow.
• Selling the entire business in order to pay all liabilities/close down the business.
• Companies in financial difficulty may apply for business rescue to avoid liquidation.
• Creditors may apply for forced liquidation in order to have their claims settled.
Consolidation
BUSINESS ENVIRONMENTS
Concepts
T Q I S L N T Y H S A A T Q J D T M E S M G F X
O A F S A O X R L V B G E F Y J F M N I H N W A
R G Z E C C E A N M A J R I D G J X S X F I E L
G X M C I O U I I O X A U S C K V S T B S R E O
A Q Z R G N C T A I C D T H I Z I H C T E U B E
N O S U O T K R S T S O C E M O I G U R C T A P
I K E O L R N E L R W C U R N G J F D A R C N A
S N C S O O O T E E P I R I P A K M O N U A K G
A O I E N L I E V V H N T E M O C A R S O F I R
T I V R H M T C E N P T S S M C C R P P S U N I
I S R L C R A N L O Y E L G F Z H K D O E N G C
O I E A E J R C T C O R A R O D C E E R R A Q U
N V S N T S E O N Q L M N A R O I T H T L M M L
A Q I O D E N N E E O E O W E K V S S V A J W T
L M N I L C E S M C R D I M S Z I M I C R O X U
C P S T E O G T E N T I T A T P L V N R U G M R
U R U A G N Y R G E N A A T R O S W I X T W F E
L I R S A D G U A U O R S E Y L O L F M A C R O
T M A I L A R C N L C I I R P I C D A O N M Y H
U A N N F R E T A F L E N I I T I N W I Y U C N
R R C A Z Y N I M N L S A A A I E Z X L C W E H
E Y E G Y O E O A I U V G L B C T J P L E O B R
W V S R O A L N Q X F N R S S A Y R G F J W S I
V R D O C K K T W D Q D O U I L K C O C H I X W
Introduction
Learners are supposed to select a business from each sector and describe the three environments
related to these sectors and the extent to which a business can control these
environments.
They are supposed to describe the three business environments related to the three business
economic sectors and give an explanation of the extent to which a business can control these
environments.
Business sectors
Business sectors are sub divisions/subsets of economic activities, e.g. primary, secondary
and tertiary.
Primary sector
• This sector deals with extraction of raw materials and natural resources
• Natural resources which are not man made like coal, gold, fish and livestock are extracted from
this sector
• Examples the primary sector industries; mining, mining, fishing, agriculture, forestry and
farming
Secondary sector
• This business sector is responsible for changing the raw materials acquired from the primary
sector into useful products.
• It includes the manufacturing factories, construction and energy generation
• Examples of the secondary sector industries; manufacturing, clothing, food processing, building
and construction are found in this sector.
Tertiary sector
• Political changes
• Interest rates
• Socio-economic issues
• HIV and AIDS
• Globalisation and International challenges
NOTE: You will only be able to identify the business sectors and environments from
given scenarios and statements if you understand the meaning and examples of each
business sector and business environment.
Read the scenario below and answer the questions that follow:
Duka Mines specialises in the extraction of platinum. Their suppliers of mining equipment have
increased their prices by more than 20%. The supervisor does not have a good working relationship
with his employees. DM can no longer export their products due to an increase in the exchange rate.
You need to identify the business sector in which Duka Mines operates and motivate
your answer by quoting from the scenario.
Duka Mines is operating in the primary sector because the business specialises in the
extraction of mines.
You need to quote challenges from the above scenario, classify EACH challenge
according to business environment and state the extent of control DM has over EACH
business environment
BUSINESS EXTENT OF
CHALLENGES CONTROL
ENVIRONMENTS
1. Their suppliers of mining equipment - Market environment - Partial/Limited/
have increased their prices by more Little control/No
than 20%. control, but can
influence
2. The supervisor does not have a - Micro environment - Full control
good working relationship with his
employees.
Read the scenario below and answer the questions that follow:
Super Energy Enterprise produces maize meal and instant soft porridge. They buy their raw
material from Early Bird Maize Farm which is out of stock sometimes. SEE employees are regularly
absent from work. The local government has instructed the management of SEE to register their
products with the South African Bureau for Standards.
Identify THREE challenges for SEE's business and classify EACH challenge according to the
business environment.
CHALLENGE BUSINESS
ENVIRONME
NT
(a) SEE employees are regularly absent from work Micro
(b) They buy their raw material from Early Bird Maize Farm which is Market
out of stock sometimes.
(c) The local government has instructed the management of SEE to Macro
register their products with the South African Bureau of Standards.
Read the scenario below and answer the questions that follow:
Timothy Legal Services (TLS) is situated at the Pretoria CBD. TLS’s assistant lawyers are not
trained to handle criminal cases. Another law firm, Mbuzi Inc. has set up a law practice in the same
office block as TLS. TLS can no longer pay their bank loan due to an increase in interest rates.
Name the business sector in which TLS is operating. Motivate your answer by quoting from
the scenario above.
Identify THREE challenges for TLS business and classify EACH challenge according to the
business environment. State the extent of control TLS has over EACH business environment
NOTE: Sometimes the examiner may ask you to just name three business environments and
explain the extent of control businesses have over EACH business environment e.g.
CONSOLIDATION ACTIVITY
BUSINESS OPERATIONS
Concepts
P L P E X T E R N A L R E C R U I T M E N T J H
P H L R V X E Y F J F O X U S T U E T S E E O U
X U A W X N M Y R I L P N T M Y G E M J Y M B M
E T C N P O P M P N P S O F E G B L V X B V S A
R C E E M I L N R T L R I X V X E N L A B C P N
U A M M V T O H R E V J T N G G P O C D G D E R
D R E P E P Y P O R G A A X A A V L J B T H C E
E T N L I I E S F N T E N L W S H C W F H G I S
C N T O M R E I V A R I I X H U V T T N L N F O
O O P Y R C B T R L J T M P X P L E R C N I I U
R C R M R S E N C R I T R E E N V W R J F N C R
P F O E F E N X U E U F E I R N O L A F O I A C
N O C N I D E J S C W F T D T E S I C J B A T E
O N E T N B F X C R N L E O J F L I T E C R I A
I O D C T O I D C U V O D N N Y P A O C S T O C
T I U O E J T R T I O I Y J F B X M T N U U N T
C T R N R C S D S T J C R S C X W G N E I D J I
E A E T V N M A H M L T A D J T S S B Y D D N V
L N X R I G T T W E W F L A P S H X W A H X G I
E I A A E J J S W N J N A J W E E C N L D U P T
S M W C W U D O X T H H S X F Y N S R H T V X I
S R C T X A A X D X I N T E R V I E W E R M T E
L E C S X A L G P W Y H X U O C E H P V I S W S
R T C X R U Y I D V J O B A N A L Y S I S X P X
PLACEMENT
• Outline/Explain the placement procedure
• Discuss/explain the importance of training/skills development in HRM
BENEFITS • Explain the link between salary determination and the Basic Conditions
of Employment Act.
ACTS • Discuss the implication of Acts like the LRA/ BCEA/EEA/SDA on the
human resources function.
Meaning of recruitment
• Recruitment is the process used by business to identify vacancies in the business and
attract suitable candidates for it.
• It aims at finding candidates who have the necessary knowledge/ experience/ qualification
to fill the vacancy.
Recruitment procedure
• The human resource manager (HRM) should prepare the job description in order to
identify recruitment needs.
• HRM should indicate the job specification/description/key performance areas to attract
suitable candidates.
• Prepare a job analysis, which includes job specification and job description.
• A decision whether to recruit internally should be made to identify suitable candidates from
within the business.
• If internal recruitment is unsuccessful, external recruitment should be considered.
• If the external recruitment is done, the relevant recruitment source should be selected, e.g.
recruitment agencies, tertiary institutions, newspapers,
• The advertisement should be prepared with the relevant information, e.g. the name of the
company, contact details, contact person, etc.
• Place the advertisement in the appropriate media that will ensure that the best candidates
apply.
TYPES/METHODS OF RECRUITMENT
INTERNAL RECRUITMENT
• Refers to the use of internal sources to advertise vacancies inside the business. The
following SOURCES of internal recruitment can be used:
EXTERNAL RECRUITMENT
• Refers to the use of external sources to advertise vacancies outside the business. The
following SOURCES of external recruitment can be used:
Negative/Disadvantages
• The promotion of an employee could cause resentment among other employees.
• The number of applicants from which to choose is limited to existing staff only.
• It may close the door to new ideas from outsiders.
• The business has to spend more money on training/developing existing
employees on the new position.
• Employees who are not promoted may feel demotivated.
Positives/Advantages
• New candidates bring new talents/ideas/experiences/skills into the business.
• There is a larger pool of candidates to choose from.
• It may help the business to meet affirmative action and BBBEE targets.
• Minimises unhappiness/conflict amongst current employees who may have
applied for the post.
Negatives/Disadvantages
• External sources can be expensive, e.g. recruitment agencies' fees/advertisements in
newspapers/magazines.
• The selection process may not be effective and an incompetent candidate may
be chosen.
• Information on CV's/referees may not be reliable.
• Recruitment process takes longer/is more expensive as background checks
must be conducted.
• New candidates generally take longer to adjust to a new work environment.
Selection procedure
• Receive documentation, e.g. application forms and sort it according to the criteria
of the job.
• Evaluate CVs and create a shortlist/Screen the applicants.
• Check information in the CVs and contact references.
• Conduct preliminary sifting interviews to identify applicants who are not suitable
for the job, although they meet all requirements.
• Assess/Test candidates who have applied for senior positions/to ensure the best
candidate is chosen.
• Conduct interviews with shortlisted candidates.
• Offer employment in writing to the selected candidate(s)
Purpose of an interview
• Obtains information about the strengths and weaknesses of each candidate.
• Helps the employer in choosing/making an informed decision about the most
suitable candidate.
• Matches information provided by the applicant to the job requirements.
• Creates an opportunity where information about the business and applicant can
be exchanged.
• To determine a candidate's suitability for the job.
• Evaluate the skills and personal characteristics of the applicant
.
Role of the interviewer and interviewee DURING the interview
Role of the INTERVIEWER during the Role of the INTERVIEWEE during the
interview interview
• Allocate the same amount of time to each • Greet the interviewer by name with a solid
candidate. handshake and a friendly smile.
• Introduce members of the interviewing panel • Listen carefully to the questions before
to each candidate/interviewee. responding.
• Make the interviewee feel at ease. • Make eye contact and have good
• Explain the purpose of the interview to the posture/body language.
panel and the interviewee. • Show confidence and have a positive
• Record interviewees' responses for future attitude/be assertive.
reference. • Ask clarity seeking questions.
• Do not misinform/mislead the interviewee. • Show respect and treat the interview with
• Provide an opportunity for the interviewee to its due importance.
ask questions. • Be honest about mistakes and explain
• Close the interview by thanking the how you dealt with it.
interviewee for attending the interview
• Employment contract is an agreement between the employer and the employee and is
legally binding.
Meaning of induction
• New employees should be familiarised with their new physical work
environment/organisational culture/products and services.
• Employees should be informed about the processes/procedures of the
business.
• They should have a basic knowledge of what is expected in the job. /Understand
his role and responsibilities in his new job.
• Ensure that employees are well conversant with the business safety regulations
and rules.
Purpose of induction
• Introduce new employees to management/colleagues to establish relationships with fellow
colleagues at different levels.
• Make new employees feel welcome by introducing them to their physical work space.
• Give new employees a tour/information about the layout of the building/office.
• Familiarise new employees with the organisational structure/their supervisors
• Allow new employees the opportunity to ask questions that will put them at ease/reduce
insecurity/anxiety/fear.
Benefits of induction
• Allows new employees to settle in quickly and work effectively.
• Ensures that new employees understand rules and restrictions in the
business.
• New employees may establish relationships with fellow employees at different
Levels
• Make new employees feel at ease in the workplace, which reduces anxiety/ insecurity/fear.
• The results obtained during the induction process provide a base for focussed
training.
• Increases quality of performance/productivity.
Meaning of placement
• Selected candidates are placed where they will function optimally and add value to the
business.
• A specific job is assigned to the selected candidate.
• The qualifications/skills/personality of the selected candidate is matched√ with the
requirements of the job.
Placement procedure
• Employer should outline specific responsibilities/expectations of the employee new position.
• The employer should determine the relationship/similarities between the expectations of the
position and the competencies of the employee.
• Determine the employee’s strengths/weaknesses/skills/ interests by subjecting him to
various psychometric tests.
PIECEMEAL TIME-RELATED
• Workers are paid according to the number of • Workers are paid for the amount of time
items/ units produced /action performed. they spend at work/on a task.
• Workers are not remunerated for the number • Workers with the same
of hours worked, regardless of how long it experience/qualifications are paid on salary
takes them to make the items scales regardless of the amount of work
done.
• Mostly used in factories particularly in the • Many private and public sector businesses
textile/technology industries. use this method
COMPULSORY BENEFITS
Positives/Advantages
• Improves productivity\ resulting in higher profitability.
• It increases employee satisfaction/loyalty as they may be willing to go the extra mile.
• Businesses save money as benefits are tax deductible.
• Fringe benefits can be used as leverage for salary negotiations.
Negatives/Disadvantages
• Businesses who cannot offer fringe benefits fail to attract skilled workers.
• It can create conflict/lead to corruption if allocated unfairly.
• Fringe benefits are additional costs that may result in cash flow problems.
• Decreases business profits, as incentive/package/remuneration costs are higher.
Implication of the Skills Development Act (SDA) on the Human Resources function
• The human resources manager should interpret the aims and requirements of the SDA and
adapt workplace skills training programmes accordingly.
• Identify the training needs of the employees and provide them with training opportunities so
that they will perform their tasks efficiently...
• Contribute 1% of their salary bill to the Skills Development Levy/SDL.
• Ensure training in the workplace is formalised /structured.
• Appoint a full/part time consultant as a Skills Development Facilitator.
CONSOLIDATION
BUSINESS OPERATIONS
Concepts
T N E M E G A N A M Y T I L A U Q H T N P S X W
N Y V N O I T A R T S I N I M D A R O A H M Y O
E S T M I Z W B K D J D G D L U K S T Z U E P Q
M N N N H Y Z C K V B H I J F R H U A A E T D N
E O E O Q U W P M Y J Q K S O G Y A L X C S E L
V I M I A N M T T X K S E W A U R L C Q N Y C N
L T E T V Q V A N Q U A M Q S D I Q L U A S N O
O A G C B E D C N C Q A B E P V V F I A R T A I
V L A U I J H F C R E W C D V A P A E L U N M T
N E N D W W A E S T E N I T K V U E N I S E R C
I R A O D U S T I A A S N C V T R K T T S M O N
T C M R R S Q U E N W E O I J X C X S Y A E F U
N I Y P L Q J G I E M B D U W A H Y A C Y G R F
E L T S S G A F R E M M C F R E A M T O T A E S
M B I N D C L U G S A E K U L C S K I N I N P S
E U L G D V L A T R D T T D W R E A S T L A Y E
G P A P V I N S K E L E M E N T S S F R A M T N
A R U C A A X E G I I P T L H Q Q I A O U Y I I
N R Q F M T T R F Y H L V X A N X I C L Q T L S
A C L A D I Q C D J F I O N U I R Y T S H I A U
M O A T N C U F B C P L A N N I N G I Q I L U B
P U T G F C V F Y O U N R U I M C R O M J A Q R
O O O Z Y T I L A U Q Y O Q Z F B A N Q Z U R K
T Z T Z Q U A L I T Y I N D I C A T O R S Q O J
2 Quality • A system that ensures the desired quality is met by inspecting the final
control product to ensure that it meets the required standards.
• Checking raw materials/employees/machinery/workmanship/production to
ensure that high quality standards are maintained.
• Includes setting targets/measuring performance and taking corrective measures.
3 Quality • Checks carried out during and after the production process.
assurance • Ensure that required standards have been met at every stage of the
process.
• Processes put in place to ensure that the quality of products/services/
systems adhere to pre-set standards with minimal defects/delays/short-
comings.
• Ensuring that every process is aimed to get the product 'right the first time'
and prevent mistakes from happening.
• Aims to ensure that the quality of goods/ • Quality is measured through physical product/
services consistent/ focuses on the statistical output of processes/ surveys of the
means to achieve consistency users and/ or buyers of goods/ services
.
Date Started Date Ended
69
NOTE: You will either be asked to explain/discuss how quality of performance can contribute
to success or failure of each business functions or to outline the quality indicators of
business functions.
Negatives/ Disadvantages
• Large scale manufacturing can complicate quality control.
• Systems and processes take time and effort to implement in large businesses as
communication/buy-in may delay the process.
• Risk of changing parts of the business that are actually working well.
• Not all negative feedback from employees and customers is going to be accurate, which
may result in incorrect/unnecessary changes to systems and processes.
Positives/Advantages
• Large businesses use market research/customer surveys to measure/ monitor customer
satisfaction/analyse customers' needs.
• Continuously promote a positive company image.
• May lead to higher customer retention/loyalty and businesses may be able to charge higher
prices.
• Large businesses may be able to gain access to the global market.
• May lead to increased competitiveness/profitability.
Date Started Date Ended
71
Negatives/ Disadvantages
• Employees who seldom come into contact with customers often do not have a clear idea of
what will satisfy their needs.
• Monopolistic companies have an increased bargaining power√ so they do not necessarily
have to please customers.
• Not all employees may be involved/ committed to total client satisfaction.
Positives/Advantages
• Large businesses have a human resources department dedicated to
skills training and development.
• Human resources experts ensure that training programmes are relevant to
increased customer satisfaction.
• Ability to afford specialised/skilled employees.
• May be able to hire qualified trainers to train employees on a regular basis.
Negatives/Disadvantages
• Poor communication systems in large businesses may prevent effective training from taking
place.
• Trained employees may leave for better jobs after they gained more skills.
• De-motivates employees, if they do not receive recognition for training.
• Employees who specialise in narrowly defined jobs may become frustrated/ demotivated.
• It may be difficult to monitor/evaluate the effectiveness of training.
Positives/ Advantages
• Large businesses have sufficient financing to test everything before implementing.
• They can afford to have systems in place to prevent errors in processes/defects in raw
materials/products.
• Able to afford product research/market researchers to gather information.
• Can afford to purchase quality raw materials and equipment
Negatives/ Disadvantages
• If the demand for company’s product increases, orders begin coming in faster than
expected, and the company lacks the capital required to fund the production of the stock to
fill the orders.
• These rapidly growing companies can consume large amounts of capital as they try to
balance normal operations and expansion.
Negatives/ Disadvantages
• Large businesses are often divided and the departments work in silos. It is difficult to get
everyone to communicate.
• It often takes longer to detect problems or respond to weaknesses
• It is not viable to check quality of all the products
.
NOTE: Quality circles form part of the TQM elements e.g. continuous improvement to
systems and processes and team work as both elements make use of quality circles.
CONSOLIDATION
Acknowledgements