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HRM812S - HUMAN RESOURCE METRICS - 1ST OPP - NOV 2025 |
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n Am I BI A u n I VE RS ITY
OF SCI En CE Ano TECH n OLOGY
FACULTY OF COMMERCE, HUMAN SCIENCES AND EDUCATION
DEPARTMENT: GOVERNANCE AND MANAGEMENT SCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCE MANAGEMENT (HONOURS)
QUALIFICATION CODE: 08BHRM-H LEVEL: 8
COURSE CODE: HRM812S
COURSE NAME : HUMAN RESOURCE METRICS
SESSION : NOVEMBER 2025
PAPER: THEORY
DURATION : 3 HOURS
EXAMINER(S)
MARKS: 100
FIRST OPPORTUNITY PAPER
Mr. Odilo Sikopo
MODERATOR:
Mr. Metusalem A. Nikanor
INSTRUCTIONS
1. Answer all questions.
2. Read all the questions carefully before answering.
3. Marks for each question are indicated at the end of each
question.
4. Please ensure that your writing is legible, neat and presentable.
PERMISSIBLE MATERIALS
1. Examination paper.
2. Calculator
THIS QUESTION MEMORANDUM CONSISTS OF 5 PAGES {Including this front page)
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Section A: Structures Questions
{56 Marks)
QUESTION 1
1.1 Analyse the following concepts in relation to Human Resources Business
Intelligence?
{16)
(a) Predictive Analysis
(b) Human Resource Value Chain
(c) Employee turnover
(d) HR database
Question 2
2.1 Critically analyse how HR can influence business success in the following areas?
{20)
a) Mission, Vision and Goal
a) Business and strategic plan
b) Smart recruitment
c) Talent Development
2.2 Based on the below graphs, discuss the independent variables in te rms of
prediction power on the dependent variable (salary).
{20)
Educat ion level (NQF) Line Fit
Plot
♦ Salary($)
15
Predicted Salary($)
(a) Figure 1
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Work experience line Fit Plot
2500
~ 2000
-v,.
-;: 1500
1§ 1000
re
vi 500
o _,_._- - - ~ -- ~
0
20
40
Work experience
♦ Salary($)
Predicted Salary($)
{b) Figure 2
Work experience Residual Plot
1
~
re
::i
~ 0.5
VI
QJ
0::
0 . . . . . . . . . ♦-♦-♦ • • • • ~ • • • • • •
0
5
10
15
20
25
Work experience
(c) Figure 3:
Education level (NQF}
Residual Plot
2000
~
♦
re 1000
::i
·".C;;
QJ
0
0::
I ♦~
12
-1000
Education level {NQF)
(d) Figure 4
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SECTION B: Case Study
{44 Marks)
Read the article below and answer the questions that follows.
Walvis acting CEO sets sights on 'latecomers'
Reporter: Leandrea mouers
To send a message regarding municipal employees coming late to work, Walvis Bay
acting CEO David Uushona locked the doors of the municipal building at 08:00
yesterday morning. According to him, late arrivals have become a common practice.
Uushona said he informed staff members on 7 August that they "need to be in the
office and ready to work by 08:00, not arriving at 08:00".
At precisely 08:00, Uushona, with the assistance of security officials, closed the doors
and walked from office to office to check who was present and who was not.
"My primary focus was on management because they must set the example. If
management is arriving late, that's a significant issue."
After a brief 'lockdown' and a short walk-through with the media, it was evident that
many offices were still locked, with staff members not at their desks.
"This reflects poorly on the type of service we're providing and is not how we want to
welcome our new CEO . Such behaviour does not demonstrate good customer
relationships or a commitment to our work," he said.
Uushona explained that the municipality's core values - respect, accountability,
professionalism, integrity and teamwork - should guide all employees' actions.
"Being late shows a lack of respect for both our customers and colleagues. We must
take accountability for our actions, and lateness undermines professionalism.
Additionally, claiming full payment for the day while arriving late and leaving early is
not
an
example
of
integrity,"
he
said.
"I hope that by the time our new CEO arrives, there will be a noticeable improvement
in these areas. I also encourage you to visit our satellite offices at 08:00 to observe
how
they
are
reporting
for
duty."
He added that the new CEO, Victoria Kapenda, is expected to start on Monday, 2
September.
Questions 1
1.1 After having read and understood the case study, analyse the human capital
challenges at Walvis Bay Municipality in terms of the following four levels of HR
analytics?
(16)
(a) What happened? (Descriptive)
(b) Why did it happen? (Diagnostic)
(c) What will happen? (Predictive)
(d) What should be done (Prescriptive)
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1.2 Discuss how HR can utilise the LAMP model in analysing the problem at Walvis Bay
Municipality?
{12)
1.3 Considering that the Municipality is open 5 days a week. Calculate the
absenteeism rate for the Municipality if they have a total of 250 employees that
each work 20 days per month when 105 scheduled days were missed due to
employee absenteeism. Indicate formular used clearly with clear step-by-step
calculations according to the formular.
{8)
1.4 Identify and discuss any four challenges that the municipality may face if the
problem is not resolved?
{8)
End of paper
Total Marks: 100
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