HUMAN RESOURCE MANAGEMENT MODULE E QUIZ 1

Job satisfaction reflects how positively an employee evaluates their job. Engagement generally includes energy, dedication and active involvement in work and organisational goals. A satisfied employee may still contribute only the minimum, whereas engagement is more closely associated with discretionary effort and psychological investment.

Engagement is influenced by meaningful work, trust in leadership, supportive managers, recognition, development opportunities, fair treatment, role clarity and the ability to contribute. No single perk can compensate for persistent unfairness or poor management.

Many younger employees may value growth, purpose, flexibility and timely feedback, but preferences differ between individuals. Development plans, mentoring, meaningful assignments and two-way feedback are more effective than relying on age-based stereotypes or assuming one strategy fits everyone.

Remote engagement is supported by clear goals, regular but purposeful check-ins, access to tools, inclusion in decisions, recognition, learning opportunities and attention to wellbeing. Excessive surveillance can damage trust and does not necessarily improve outcomes.

Hybrid work combines in-person and remote work. Teams need explicit norms for collaboration, availability, meeting attendance, documentation, equitable access to information and performance evaluation. Without intentional design, proximity bias can disadvantage remote employees.

Novel work models may allow more flexible scheduling, assignments or participation, but the exact design varies by employer. Organisations should clearly define employment status, responsibilities, availability, compensation, data security, occupational safeguards and applicable legal obligations rather than assume a label settles these matters.

A robust view combines survey results with indicators such as retention, absenteeism, internal mobility, participation, manager effectiveness and qualitative feedback. Metrics need context and privacy safeguards; no single indicator directly proves engagement or causation.

Organisational culture comprises shared assumptions, values, norms and patterns of behaviour that influence how people work and make decisions. It is reflected in both formal statements and everyday practices, including what leaders reward, tolerate and model.

Culture is shaped strongly by actual decisions and reward systems, not just stated values. If incentives contradict customer-first messaging, employees may reasonably infer that sales matter more than service quality. Alignment between values, leadership behaviour and measures is essential.

Creativity involves generating novel and useful ideas. Innovation involves implementing or applying ideas to create value. An organisation can generate many ideas but achieve little innovation if it lacks testing, resources, decision processes or execution.

Creativity is encouraged by psychological safety, diverse perspectives, time to explore, access to information, constructive feedback and tolerance for reasonable experimentation. Accountability still matters; psychological safety does not mean accepting careless or unethical conduct.

Creative leaders frame problems clearly, invite different viewpoints, listen without premature judgement, support experiments and remove barriers. They also set ethical and risk boundaries, evaluate evidence and scale ideas that demonstrate value.

Ethical culture depends on leadership example, clear standards, fair decisions, safe reporting channels, consistent accountability and integration into recruitment, promotion and reward. A code of conduct alone is insufficient if leaders tolerate misconduct.

Green HRM integrates environmental sustainability into HR practices such as recruitment, training, performance management, employee involvement, rewards and workplace design. It aims to make environmentally responsible behaviour part of everyday work rather than limiting sustainability to an isolated campaign.

Green HRM training builds employee awareness and practical capability in areas such as energy efficiency, waste reduction, responsible procurement, digital workflows and environmental compliance. It should connect learning to measurable work practices rather than be limited to slogans.

Sustainable HRM considers long-term workforce capability, employee wellbeing, fairness, organisational resilience and environmental or social impacts alongside financial performance. It does not mean ignoring costs; it seeks decisions that remain viable and responsible over time.

Potential measures include electricity use, paper consumption, waste generation, travel emissions and water use, ideally normalised by staff numbers, floor area or transaction volume where appropriate. Consistent boundaries and reliable data are needed for meaningful comparisons.

HR analytics uses workforce data and analysis to support evidence-based decisions about areas such as recruitment, retention, performance, engagement, skills and workforce planning. Good analysis asks a clear question, uses reliable data and interprets results in context rather than treating correlation as proof of causation.

Average headcount = (500 + 480) ÷ 2 = 490. Attrition rate = 40 ÷ 490 × 100 ≈ 8.16%. Organisations should define the period and whether the metric includes all separations or only voluntary exits before comparing rates.

AI-assisted screening can improve efficiency but may reproduce historical bias or disadvantage certain groups. Organisations should validate the tool, monitor outcomes for disparate impact, protect candidate data, provide human oversight and retain accountability for final decisions.