Examiner s Report March 2013

Transcription

1 Examiner s Report March 2013 Level 3 Diploma Paper 4: Human Resource Management International. Introduction Candidates were required to answer six questions from a choice of ten questions. The most popular questions with candidates were question 1 (written policy on health and safety), question 2 (purpose, advantages and disadvantages of interviews as a method of selection) and question 6 (improving poor performance). The questions where candidates performed best were questions 1, 5 and 9: candidates performed least well on question 7. Feedback on candidate performance in each of the examination questions follows. Question 1 Effective health and safety arrangements are an important aspect of the duty of care that fire and rescue services have with regard to their staff. a) Explain why a written policy on health and safety in the workplace is important. (6 marks) b) With reference to implementing the policy, describe what you would expect the duties of employers to be. (9 marks) c) With reference to following the policy, describe what you would expect the duties of employees to be. (5 marks) More than 80% of candidates attempted this question, making it the most popular question on the paper. Generally candidates were able to identify the duties of employers and employees in following a written policy on health and safety. However, some candidates were unable to explain why a written policy was important and many answers focused on the content of it rather than the purpose of having a written policy.

2 Question 2 a) Explain briefly the purpose of a selection interview. (5 marks) b) Describe briefly what is meant by the term competency based interview. (6 marks) c) Explain briefly the advantages of interviews as a method of selection. (5 marks) d) Explain briefly the disadvantages of interviews as a method of selection. (4 marks) Generally, candidates attempting this question answered parts c) and d) well, identifying the advantages and disadvantages of interviews as a method of selection. Unfortunately many of them were not able to describe what was meant by the term competency based interview, and this kept the marks low for the question as a whole. Some candidates did not understand the importance of explaining the benefits and drawbacks of interviews as a method of selection in principle, focusing instead on the broader and more administrative advantages and disadvantages of interviews. Question 3 a) Explain why it is important for an organisation to develop a learning culture. (8 marks) b) Describe how as a manager, you would encourage your team members to take responsibility for their own learning and development. (12 marks) Unfortunately few candidates were able to take a strategic overview in determining the benefits of a learning culture for an organisation. However many were more comfortable with part b) and identified the factors that encouraged greater participation in learning activities, which included the following:- Setting a good example by promoting the benefits of learning and CPD Encouraging the development of a learning plan with SMART objectives Helping colleagues identify current skill level and identify gaps Working with colleagues to identify and prioritise learning needs Making resources available and supporting staff with on the job learning opportunities Question 4 Explain why it is important for a fire and rescue service to establish the following:- a) Clear lines of communication within the organisation. (12 marks)

3 b) Staff knowing the work for which they are responsible. (8 marks) Although some candidates managed to apply their knowledge in answering both parts of the question and to identify a number of key points to explain the importance of clear lines of communication, many were unable to provide more than two or three valid points to explain the importance of staff understanding their role within a fire and rescue service. The salient points that should have been covered in part b) included the following:- Staff are clear about what their job involves on a day to day basis It supports the development of team work It allows performance to be monitored and good performance rewarded It allows development and training needs to be identified It ensures the effective use of staff resources on the fire ground Question 5 The motivation of staff is an important part of a manager s role. a) Draw a diagram to illustrate Maslow s Hierarchy of Need. (4 marks) b) Explain how knowledge of Maslow s Hierarchy of Need can help managers to motivate their team members. (8 marks) c) Explain briefly why a manager who believes in McGregor s Theory X is unlikely to motivate staff. (2 marks) d) Explain how knowledge of McGregor s Theory Y can help managers motivate their team members. (6 marks) Although one of the least popular questions on the paper, Question 5 provided the highest average mark for those candidates who attempted it. Most answers included an accurate diagram to show Maslow s Hierarchy of Needs and a fair description of McGregor s X and Y theories. However, few candidates were able to apply this knowledge really well in explaining how managers could use this knowledge to motivate their staff. For part b) high scoring answers should have included the following points:- A manager can enable team members to develop new skills and knowledge and provide opportunities for continuous professional development thus enabling them to meet new challenges and fulfill their potential. This in turn can motivate team members to become high performers. Giving recognition, thanks, and praise to team members for their achievements will build self-esteem and confidence and will encourage them to continue to be successful for the sake of the organisation. Trusting team members to act autonomously and make decisions may also motivate them because they are respected and encouraged to take responsibility.

4 Question 6 a) A member of your team is performing poorly. Explain how you would seek to help this team member to reach the required standards of performance without resorting to formal disciplinary action. b) Describe how as a manager you would create a climate of trust and confidence in which your team members felt able to discuss problems with you. This question was generally answered well as most candidates were able to identify the strategies that could be adopted by a manager to forestall the necessity of formal disciplinary action. They were also able to describe how a climate of trust and confidence could be created as follows:- Accepting that a climate of trust is something that will take time to develop Showing genuine interest in supporting staff and developing their skills Praising staff for a job well done; discussing problems openly and resolving conflict. Ensuring that staff are aware of expected standards of conduct and work performance Delegating effectively, so that staff do not fear making mistakes Question 7 As a first line supervisor you are preparing for a formal appraisal meeting with your line manager. Describe the information required that would help you to identify your training and development needs. (20 marks) This was an unpopular question with candidates and those who did attempt it gained the lowest average mark for any question on this paper. Unfortunately candidates misinterpreted the question, which required them to explain the preparations they would make ahead of their own appraisal meeting that would identify their own training and development needs. The majority of answers described general training processes and did not address the question directly. Consequently few candidates gained good marks for their answers. Question 8 For an organisation to be effective staff in the different sections or departments need to work together in co-operation. However on occasions problems can arise that need to be resolved. Describe the factors you would take into account before giving constructive face-toface feedback to a colleague in a similar role to yourself about his or her performance. (20 marks)

5 Very few candidates chose to answer this question and those who did failed to demonstrate any real understanding of the context of working across the departments in an organisation. They showed no awareness of the issues involved and did not highlight the key factors associated with co-operative working. These key factors included the following points:- Open and constructive discussion where difficulties are faced honestly without trying to apportion blame. Encouraging the development of team work and productive working relationships. Identifying inefficiencies and solutions to improve productivity as well as training and development solutions to improve performance. Question 9 a) Describe the responsibilities of middle managers within an organisation and explain how they contribute to the achievement of organisational objectives. b) Explain why SWOT analysis is often used as part of the process of developing organisational objectives and targets. This was a very popular question and most candidates who attempted it provided a full list of activities undertaken by middle managers. They also demonstrated a good knowledge of SWOT analysis, the main points of which appear below:- A SWOT analysis is a planning tool used by organisations to understand the favourable and unfavourable factors affecting it. Strengths are internal aspects of an organisation that promote the achievement of strategic objectives. Weaknesses are internal aspects that harm the achievement strategic objectives Opportunities are external conditions that help achieve strategic objectives Threats are external conditions that can damage strategic objectives Benefits of a SWOT Analysis - Capitalise on each strength - Eradicate each weakness - Exploit and each opportunity - Mitigate each threat. Question 10 Explain how managers should allocate work and monitor progress to ensure that the performance of their teams contributes to the achievement of organisational objectives. (20 marks)

6 Although successful candidates answering this question provided good explanations to show how managers should allocate work and monitor progress, others failed to appreciate the importance of the work of individuals and teams in contributing to the achievement of organisational objectives. In brief, good answers to this question made it clear that managers should brief employees thoroughly. A useful mnemonic to use when going through the brief is SMEAC :- Situation - the issue that needs working on. Mission - what needs to be done to achieve the desired outcome Execution - how the desired outcome is going to be achieved Ask Questions are there any questions regarding the brief? Confirm - ensure employees are clear about the work they are allocated. Managers should also ensure that the work allocated is in line with departmental plans and the overall strategic objectives of the organisation. Regular feedback should be given to employees to check that work is following the brief, is to the required standard and is in line with organisational objectives.