2018/2019 IRP 800 EXAM PRACTISE QUESTIONS AND ANSWERED

DOVE CONSULT COMPIALTION

1. a) Why is job rotation often more exciting to workers than job enlargement?
b) What are the benefits of frequent job rotation for a person who would like to become a
high-level manager?
ANSWER

2. In about 100 words, write the job description for a) a restaurant manager, b) the top
executive of Airtel, and c) the Director Administration of any company of your choice.

3. Renowned psychologist David McClelland once said “They say you can teach a squirrel to
fly. But it’s easier to hire the eagle”. Assuming the statement is true, what implications
does the statement have for staffing and human resource management?

ANSWER
The above statement relates to key HRM issues of recruitment, selection, placement,
training and development. In human resource management, “recruitment” is the process of
finding and hiring the best and most qualified candidate for a job opening, in a timely and
cost-effective manner. It can also be defined as the “process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an organization
(Mullins, 2005). Recruitment is a process of finding and attracting the potential resources
for filling up the vacant positions in an organization. It sources the candidates with the
abilities and attitude, which are required for achieving the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate.
Selection on the other hand is based on the purpose of selection choosing the most suitable
candidate, who can meet the requirements of the jobs in an organization, who will be a
successful applicant. For meeting the goals of the organization, it is important to evaluate
various attributes of each candidate such as their qualifications, skills, experiences, overall
attitude, etc. In this process, the most suitable candidate is picked after the elimination of
the candidates, who are not suitable for the vacant job. Selection is part of the recruitment
processes, it involves screening of candidates in order to identify from those coming
forward, the individual must likely to fulfil the requirement of the organization.
Placement is understood as the allocation of people to the job. It is assignment or re-
assignment of an employee to a new or different job. Placement includes initial assignment
of new employees and promotion, transfer or demotion of present employees. The
placement is arising out of promotion, transfer, demotion. Assignment of new employee to
a job apparently seems to be simple task.
Placement is the process of assigning a specific job to each one of the selected candidates.
Furthermore Placement is the determination of the job to which an accepted candidate is
to be assigned, and his/her assignment to that job. It is a matching of what the supervisor
has reason to think he can do with the job demands. It is a matching of what he imposes in
strain, working conditions), and what he offers in the form of payroll, companionship with
others, promotional possibilities, etc.

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 The statement about hiring an eagle and teaching a squirrel how to fly is based on the
dilemma of human resource managers in terms of ensuring they have the right people for
the right job this is based on the above mentioned functions of recruitment, selection and
placement.

In general terms it would more cost effective to employee human resources that are
naturally skilled for a particular job rather going through the rigorous process of training
skills that are not inbuilt. Furthermore this can save time and produce efficiency in output
and results.

However it can also be argued that training and development can be used as a tool to refine
employees to suit vacant position as needed in the organization. The ultimate aim of every
training and development program is to add value to human resource. Any training and
development program that would not add value should be abandoned. Organizations should
therefore make training and development of their employees a continuous activity.
According to Obisi (2001) training is a process through which the skills, talent and
knowledge of an employee is enhanced and increased.

In nutshell the above statement has implication for HRM in the process of ensuring that
the human resources used in an organization are the right fit in terms of skills, capabilities,
talents and roles.

4. You have just been appointed as the Chief Executive Officer of the Kalakuta Revenue
Authority, Niagra Republic. On assumption of duty, you discovered that the organization
is riddled with corruption, inefficiency, bloated workforce, and a highly dissatisfied
customer- all leading to loss of revenue to government.
Using the case of the Uganda Revenue Authority, discuss the main situational variables
that are likely to influence the most appropriate form of managerial leadership behavior to
be adopted in overcoming these challenges.
Arising from the above, critically examine the extent to which these situational factors bear
upon the leadership style that the CEO brings to the new job. What other skills or attributes
would you add to those suggested in the Uganda Revenue Authority’s case to enable
managers lead effectively in these circumstances?

ANSWER
As I have been just appointed the CEO Kalakuta Revenue of Authority, which is the
topmost leadership position of the organization, I am tasked with the obligation to achieve
organizational success and effectiveness and high performance, to do this I need to work
with the individuals and groups in the organization, also acknowledging the organization
environment. The revenue service is currently challenged with the following identified:
- Corruption
- Inefficiency and bloated workforce
- Highly dissatisfied customer base
- Resulting Problem of loss of Revenue

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 Based on the case of the Ugandan Revenue Authority lead by Allen Kagina in 2003, from
her experience she carried out the following in terms of transforming the organization:
1) Reorganized the Organizational structure based integrity and competence. This is major
step in ensuring that corruption and high handedness would be eradicated.
2) Asked everyone to reapply for their job to get rid of the bloated work force
3) Organizational Image and corporate Identity in terms of culture. The next phase is too
look into the corporate image of the organization and build employees in terms of values
attitudes and beliefs in the organization.
4) Strategies of adopting technology to improve organizational process and managing
customer satisfaction, Development of effective customers service, education and
enlightenment of client services, front loading service and put audit and enforcement on
the backend.
5) Embarking on Corporate social responsibility to endear the organization to is client
population, a concept of giving back to the community.

Allen Kagina was a TRANSFORMATIONAL LEADER using AUTOCRATIC STYLE

of leadership. Leadership can be defined as the capacity to establish direction, influence
and align others towards a common aim, also with the ability to motivate and commit others
to action and encourage them to feel responsible for their performance.
Based on Allen Kagina in 2003 Uganda revenue authority case the following Situational
variables of Factors are identified based on the SITUATIONAL THEORY OF
LEADERSHIP. These included
(1) Situational factors in the leader:
These factors include the leader’s specific personality characteristics, orientations,
qualities and skills which are relevant for the function of leadership. Such aspects as the
leader’s value system, interpersonal and other skills, self-confidence, his confidence in
subordinates, feeling of security, readiness for flexibility and so on, are important in this
connection.
(2) Situational factors in the follower in terms of forces in the Individuals and Groups:
Several forces operate in the group which affect leadership: forces such as perception and
attitude of group members towards the leader, towards their tasks and towards
organizational goals, needs and expectations of group members, their skills and knowledge,
extent of group size, nature of group structure and unity and so on. The personality
characteristics and qualities of group members are also equally important which influence
their orientations.
(3) Situational Factors in the environment:
This relate to the external environment in terms of the organizational dynamics and external
factors of political, economic, sociocultural and technology. The nature of the task, its
complexity and technology, its importance in relation to other tasks, form one set of
situational forces.

The other skills or attributes I would add to those suggested in the Uganda Revenue
Authority’s case to enable managers lead effectively in these circumstances?
1) Establishing succession planning strategies to ensure that things don’t turn back to the
way they were.

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OLUBOX …………….Genius Extraordinaire…….Saving Lives MBA since 2015/16
 2) Set up effective performance management and appraisal, this will become a key
ingredient of organizational success. Ensuring KEY PERFORMANCE INDICATORS are
set.
3) Investment in employee training and development. The new organizational structure,
individuals and groups and the whole organization need to be reprogrammed to meet up
with its new organization structure in terms of tasks, jobs, roles and responsibilities
4) Compensation and consequence management to drive home the desire change among
employees..
5) Integrating democratic style of leadership to further boost the radical change in the
organization.

5. What is succession planning? What tools, strategies and personal attributes would be
requisite in estimating the potentials of job incumbents for higher-level responsibilities?
ANSWER

Succession Planning is the process of identifying and tracking high-potential employees who
will be able to fill top management positions when they become vacant. Succession planning
is an ongoing process that identifies necessary competencies, then works to assess, develop,
and retain a talent pool of employees, in order to ensure a continuity of leadership for all critical
positions. Succession planning is a specific strategy, which spells out the particular steps to be
followed to achieve the mission, goals, and initiatives identified in workforce planning. It is a
plan that managers can follow, implement, and customize to meet the needs of their
organization, division, and/or department. Succession planning establishes a process to recruit
employees, develop their skills, and prepare them for advancement, all while retaining them to
ensure a return on the organization's training investment. Succession planning involves
understanding the organization's long-term goals and objectives, identifying employee
development needs, and determining trends. HRM are well positioned to play a key role in the
successful implementation of succession planning.

Succession Planning is essentially planning for and executing smooth transitions of leadership
positions. This includes recruiting new talent, executive search, selection assessments,
onboarding the new leader, and successfully transitioning the new leader in and the old leader
out. Succession Planning is important because at the heart of the Talent Management process
is identifying key roles and mapping out ways to ensure the organization has the right people
with the right skills, capabilities, and experiences, in the right place at the right time

STRATEGIES/ TOOLS OF SUCCESSION PLANNING

- Mentorship
- Career Planning
- Training and development
- Low supervision
- Talent acquisition and management

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 PERSONAL ATTRIBUTES WOULD BE REQUISITE IN ESTIMATING THE
POTENTIALS OF JOB INCUMBENTS FOR HIGHER-LEVEL RESPONSIBILITIES

1) Passion, Vision, Mission

2) Competence, Integrity, Professionalism
3) Loyalty, commitment, Dedication
4) Initiative, Innovation, Creativity
5) Performance – Targets achieved
6) Experience
7) Age in terms of potential to grow into the future
8) Leadership skills
9) Self-motivated
10) High level employee engagement

6. (a) What is the role of job analysis in an integrated human resource management system?
(b) With a suitable example of any work process, demonstrate the importance of job
analysis in a re-engineering effort.
ANSWER (a)
Job analysis is a process of determining the essential characteristics that are necessary to
perform the job effectively. A good job analysis conveys information to take a number of
important decisions relating to human resources management. Job design is next to job
analysis. Job design involves systematic attempts to organize tasks, duties and responsibilities
into a unit of work to achieve certain objectives. Job design integrates the work content and
qualifications required for each job that meets the needs of employee and the Organization.

Job analysis is a process of determining which characteristics are necessary for satisfactory job
performance and analyzing the environmental conditions in which the job is performed. It
analyses the work content of job & job content of work. The process of job analysis leads to
development of two documents viz., job description and job specification. Job description
indicates the tasks and responsibilities, job title, duties, machines, tools and equipment,

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 working conditions and occupational hazards that form part of the job whereas job
specification comprises of the capabilities required to perform job, education, experience,
training, judgmental skills, communication skills and personal skills required to perform the
job effectively. Job analysis is a vital tool in taking a variety of human resource management
systems. It is used to design and execute a number of human resource management activities
and programs. They are described as follows:
1. Manpower Planning: job analysis helps in forecasting manpower requirements based on the
knowledge and skills and quality of manpower needed in organization.
2. Recruitment: A carefully designed job analysis provides information as to what sources of
recruitment are to be used to hire employees. For example, job analysis in a retail stores about
merchandise sorters tells that village level schools are potential source of recruitment.
3. Selection: Selection of the right candidate to the right job can only be done with the help of job
analysis. In the case of retail stores, a billing assistant can be selected with the knowledge of
accounting, cash, and computer operations. This is possible with the help of job analysis.
4. Training and Career Development: Job analysis provides valuable information to develop
training programs. It provides information about what skills are to be trained. It also provides
information about various techniques to be used in career development of employees.
5. Placement and socialization: After people are selected and trained, they must be placed in
suitable jobs. Job analysis provides information about the suitability of jobs. A clear job
analysis guides the process to socialize the employees to develop sound relationships with all
those persons.
6. Compensation: Job analysis provides information as to how much compensation and other
financial and non-financial benefits to be associated with each job.
7. Employee Safety and Welfare: Job analysis details information on working conditions. Thus,
management tries to provide safety and welfare measures that are outlined in job analysis.
8. Performance Appraisal: Performance of employees is appraised based on standard criteria
provided in the job analysis.
9. Counselling: A good job analysis provides information to the superiors about the jobs. They use
this information to guide and counsel employees about their career options, performance,
training requirements and skill up-gradation.
10. Strategic Planning: Job analysis enables human resource manager to develop a long-range
strategic plan in all concerned areas of human resources.

ANSWER (b)

Job analysis to determine the requirements of a job. HR Professionals developing job analysis
refer to "task analysis" or "work analysis") to determine the elements of the domain which
must be sampled in order to create a contents needed to estimate a job.

Job analysis aims to answer questions such as:

Why does the job exist?

What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
Under What conditions it is to be performed?

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 With respect ot work process in an re-engineering effort to have effectiveness of job been
carried out the job analysis is taken, the next step in the process is to identify the attributes—
the KSAOs that an incumbent needs for either performing the tasks at hand or executing the
human behaviors described in the job analysis.
Knowledge: "A collection of discrete but related facts and information about a particular
domain, acquired through formal education or training, or accumulated through specific
experiences.
Skill: "A practiced act".
Ability: "The stable capacity to engage in a specific behavior"
Other characteristics: "Personality variables, interests, training, and experiences

7. Halifax is an international fast food company with various outlets in Lagos and many southern
States in Nigeria. It’s biggest branches are located in highbrow areas of Lekki, Ikoyi, Ikeja,
Port-Harcourt, Abuja, Kano and Asaba. The company has been operating in Nigeria for over
10 years, and is desirous of opening more outlets as part of its long term strategic objective of
controlling a substantial share of the market in the food and catering industry. In order to
achieve this objective, the human resource department of the organization is in the process of
recruiting a Business Development Manager, and has approached you as a human resource
consultant, to recruit a competent candidate for the position.
In view of the above,
a) Enumerate the major steps to recruit the best candidate for the position.
b) Design a detailed job description for the position
c) Outline the other steps to be taken in order to conclude the recruitment process?

ANSWER

(a)Recruitment refers to the process of identifying and attracting job seekers so as build a
pool of qualified job applicants. The process comprises five related stages, viz
(a) planning the recruitment process
(b) strategy development with respect to recruitment objective
(c) searching through internal and external sources
(d) screening through rigorous selection process

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 (e) evaluation and control.

b)Job brief- We are looking for an ambitious and energetic Business Development
Manager to help us expand our business and clientele base. You will be the front of the
company and will have the dedication to create and apply an effective marketing and sales
strategy. The goal is to drive sustainable financial growth through boosting sales and
forging strong relationships with clients.

Job description and Responsibilities

- Develop a growth strategy focused both on financial gain and customer satisfaction
- Conduct research to identify new markets and customer needs
- Arrange business meetings with prospective clients
- Promote the company’s products/services addressing or predicting clients’ objectives
- Prepare sales contracts ensuring adherence to law-established rules and guidelines
- Provide trustworthy feedback and after-sales support
- Build long-term relationships with new and existing customers
- Develop and manage entry level staff into valuable salespeople

Job description Requirements

- Proven working experience as a business development manager, sales executive or a
relevant role
- Proven sales track record
- Experience in customer support is a plus
- Proficiency in MS Office and CRM software (e.g. Salesforce)
- Proficiency in English
- Market knowledge
- Communication and negotiation skills
- Ability to build rapport
- Time management and planning skills
- BSc/BA in business administration, sales or relevant field
- MSc/MBA in Marketing and sales or relevant field

c) Outline the other steps to be taken in order to conclude the recruitment process?

Step 1: Face-to-face interview. ...

Step 2: Assessment. ...
Step 3: Back ground and reference check
Step 4: Job Shadow
Step 5: Job offer

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 ANYIM QUESTION ON THE TRIPOD OF INDUSTRIAL RELATIONS

Industrial relations is the multidisciplinary academic field that studies the employment
relationship; that is, the complex interrelations between employers and employees,
labor/trade unions, employer organizations and the state. These are further expressed as
key parties in Industrial relations as shown in the diagram below:

STATE/GOVERNMENT

EMPLOYERS EMPLOYEES
ASSOCIATION ASSOCIATIONS/TRADEUNIONS

STATE refers to government, government agencies, legislation, laws and legal framework
with regards the labor force of a country.

EMPLOYERS ASSOCIATION refers to organized employers and management gathering

to forster collective bargaining on behalf of employers. These members are corporate
bodies and organizations represented by their management members. In Nigeria we have
two employers association – NACCIMA (National association of Chambers of Commerce,
Industrial, Mines and Agriculture) and MAN (Manufacturers Association of Nigeria).

EMPLOYEE ASSOCIATION/TRADE UNIONS refers to labour unions like the ULCN

(United Labour Congress of Nigeria) and NTUC (Nigerian Trade Union Congress)

Industrial relations is of importance as it is concerned mainly with people at work, it is

connect with rules to regulate the actions of key players and parties in an industry.

The goal of IR is to ensure equitable distribution and sharing of wealth from an industry to
ensure that industrial peace reigns in order to facilitate effective production process for
maximum output. Also IR is critical in assisting parties in an industry to achieve objectives
individually and collectively.
Good industrial relations allows parties of the tripod to relate with each other harmoniously
and gains produce benefit national economic development.

According to Anyim (1981) most industrial relations definitions tend to refer to the
interaction between government labour and employers in a regulated manner aimed at
fostering industrial peace and harmony.

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 The key range of IR issues include
- Conditions at work
- Work hours
- Conflict management
- Grievance handling
- Welfare
- Health and safety
- Level of production efficiency
- Remuneration
- Justice, equity and fairness

The newer name, "employment relations" is increasingly taking precedence because

"industrial relations" is often seen to have relatively narrow connotations Nevertheless,
industrial relations has frequently been concerned with employment relationships in the
broadest sense, including "non-industrial" employment relationships. This is sometimes
seen as paralleling a trend in the separate but related discipline of human resource
management.

While some scholars regard or treat industrial/employment relations as synonymous with

employee relations and labour relations, this is controversial, because of the narrower focus
of employee/labour relations, i.e. on employees or labour, from the perspective of
employers, managers and/or officials. In addition, employee relations is often perceived as
dealing only with non-unionized workers, whereas labour relations is seen as dealing with
organized labour, i.e unionized workers. Some academics, universities and other
institutions regard human resource management as synonymous with one or more of the
above disciplines, although this too is controversial.

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