HRM3705 ASSIGNMENT 3 SEMESTER 1 2025 – FULLY ANSWERED

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HRM3705 Assignment 3 Semester 1 Memo | Due 25 April 2025. All questions fully answered. Question 1
1. CheckSmart Retail is a national retail chain operating across South Africa. It recently
merged with another retail group and now needs to standardise job levels across all 150 stores.
Two similar roles, “Customer Service Supervisor” in the original stores and “Floor Team
Leader” in the new ones, have different pay grades despite similar responsibilities. Explain how
CheckSmart could use a point-factor job evaluation system [2 marks] to address inconsistencies
in pay between these roles. In your answer, describe the key steps in the evaluation process [3
marks], what compensable factors may apply in retail [2 marks], and how this system
promotes internal consistency [2 marks]. Use examples where appropriate [3 marks].
Question 2
2. You are an HR manager in a multinational organisation operating in South Africa. The
company is facing challenges related to compliance with government legislation regarding
remuneration. Discuss the key labour-related acts in South Africa that impact remuneration
policies and practices [5 marks]. Explain how these legislative factors influence the
organisation’s remuneration decisions [4 marks] and the importance of compliance [2 marks] in
achieving organisational success.
Question 3
3. You have been appointed as a remuneration specialist at LumaTech, a midsized South
African tech company undergoing rapid growth. The organisation is experiencing challenges
related to inconsistent pay structures, unclear performance incentives, and growing
dissatisfaction in non-technical departments. Your first task is to design a new remuneration
strategy that aligns with LumaTech’s strategic goals of innovation, fairness, and talent retention.
Based on the principles of a well-defined remuneration strategy, outline four key components
you would include in your proposed plan. For each component:
 Describe what it involves
 Explain how it addresses one or more of LumaTech’s current challenges
 Show how it supports the fundamental values of a sound remuneration strategy, as outlined
in your prescribed material and aligned with best practice
 Provide an example for each component that fits LumaTech’s context.
Question 4
4.ZuluTech is a fast-growing IT solutions firm based in Johannesburg. In four years, it has
grown from a 10-person startup to a 200-employee organisation. With departments ranging
from software development and cloud services to client support and marketing, ZuluTech faces
internal equity challenges. Developers and system architects are paid significantly more than
marketing and support roles, even though the latter argue their KPIs are tied more directly to
client retention. There is also a lack of clarity in how jobs are evaluated, and performance
bonuses seem ad hoc. Employee engagement surveys show declining morale and increased
turnover, especially in nontechnical departments. Using concepts learned from lessons 01 to 06:
4.1. Critically analyse ZuluTech’s remuneration strategy by identifying and discussing three
core issues affecting internal fairness and strategic alignment.
4.2. Propose a structured remuneration strategy that addresses ZuluTech’s internal challenges
and incorporates internal and external equity principles.
4.3. Explain how job evaluation and pay structure design can be applied to address ZuluTech’s
issues and support long-term organisational growth.