2“d Opportunity, Exam_ Jan 2018- ‘ u:',

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I'IRIT'IIBIH UI'IIVERSITY

0F SCIEI'ICE RITD TECHI'IOLOGY

FACULTY OF MANAGEMENT SCIENCES

DEPARTMENT OF MANAGEMENT

QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT

QUALIFICATION CODE: 07BHRM LEVEL: 6

COURSE CODE: RLM 621$COURSE NAME: HUMAN RESOURCES FOR LINE

MANAGERS

SESSION: JANUARY 2018 PAPER: THEORY

DURATION: 2 HOURS MARKS: 100

SECOND OPPORTUNITY QUESTION PAPER

EXAMINER(S) Ms. Fiina Shimaneni

Ms. Elaine January-Enkali

MODERATOR: Ms. B. Omoregie

INSTRUCTIONS

1. Answer ALL the questions.

2. Write clearly and neatly.

3. Number the answers clearly.

PERMISSIBLE MATERIALS

1. Examination paper.

2. Examination script.

THIS QUESTION PAPER CONSISTS OF 4 PAGES (Including this front page)

2"d Opportunity, Exam_ Jan 2018

Read the case below and answer the questions that follow:

HR information System

In 1997, Motorola decided to replace the paper-based system it used to process human

resource and payroll information. As error prone and inefficient as this paper-based system

was, more serious was the lack of standard human resources practices. Motorola SPS

operates in over 50 countries and has 30 factories worldwide, including sites in the US,

Europe and the Far East, and it was proving hard to track varying human resource policies in

different territories.

Motorola SPS approached Andersen Consulting to devise and implement a new system that

would solve these problems.

"Our ultimate goal is to build a global human resources system infrastructure in which

managers and their employees can use the human resources system, along with third-party

service providers, to process human resources—related data." Andersen Consulting.

To provide a consistent base of human resource information worldwide, Andersen

Consulting recommended the use of SAP's R/3 Human Resource System version 3.0 as the

software standard for processing employee and payroll data. During the 16-month duration

of the project, Andersen also acted as advisor in the configuration of the system,

establishing a base of operations within Motorola SP5 to handle employee training and

collect information from vendors.

The use of a single method of processing data brought Motorola one step closer to

standardising human resource transactions. Now, employee data from any international

territory could be processed and stored in the same way. The new system also allowed

Motorola to centralise all its human resource data for the US in a single facility — the Service

Centre in Phoenix, Arizona.

ENET, an intranet-based, system was devised with two main functions in mind. On one

hand, employees were able to access their own personal data using a web-browser. On the

2nd Opportunity, Exam_ Jan 2018

other, managers were able to check and approve the status of personnel transactions such

as a change in job or salary. Additionally, ENET was also designed to link other types of

information including career development materials, details of courses in the Motorola

University and documents on company policies.

As standardisation of human resource policy was such a key area of concern, ENET was

designed to check data automatically, ensuring a common format was established, reducing

the need for manual data validation.

Crucially, adopting an intranet based application such as ENET allowed Motorola SP5 to

establish an International Human Resource policy, defining set practices in areas such as

salary adjustments, departmental changes, processing new employees and changes in

status of current employees. Any changes in human resource policy could now be

implemented simultaneously in all territories.

Between 1997 and 1999, the new ENET/SAP system was established in all Motorola SPS

territories including sites in the US, Hong Kong, Europe and the UK. The initial Andersen

Consulting development team of 16 was reduced to a support team of six.

Motorola SP5 is expected to save approximately £2 million a year by reducing the amount of

time required for basic administrative tasks in human resource departments.

Updates of the ENET are currently being planned to include greater facilities for processing

more specific employee data such as personal skills or languages.

"The way Enet has changed the way I interact with my managers and employees mean that I

have 100 per cent faith in being able to provide information that I know is available and

accurate. It creates a lot of pride in the human resources organisation and energy around

promoting this system. I'm not afraid that Enet is not going to deliver, it already has." — John

Morgan, human resources manager, Motorola SPS.

Source: http://www.computerweekly.com/feature/Case-Study—Motoro/a-implement-a-new-

human-resources—system

2"d Opportunity, Exam_ Jan 2018

Section A [30]

Question 1

1.1 What is Human Resources Information System (2)

1.2 Identify and discuss the reasons why Motorola decided to implement a human resource

and payroll information. (8)

1.3 After the implementation of the HRS, list the advantages from the case study that

Motorola benefited. (10)

1.4 In general, considerations are made before purchasing a Human Resource Information

System. Briefly articulate the aspects that you think Andersen Consulting looked at before

recommending the use of SAP's R/3 Human Resource System version 3.0 as the software

standard for processing employee and payroll data. (10)

Section B [70]

Question 2

2.1 Resistance to change can occur at 3 different levels, resistance at the individual level,

the group level and the organisational level. Discuss these levels in detail. (20)

2.2 Explain in detail the criteria for an effective compensation system which would be

considered when formulating a compensation policy. (20)

2.3 Discuss the application of the Expectancy theory in motivating employees. (20)

2.4 Specify why an interviewer has to document the interview proceedings. (10)

Total: 100

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