Question 1: Analysis Which of the following best describes the synergistic relationship among future-proof HR competencies as explored in the study? HR workplace stewardship leads directly to HR business

Assignment 01 is an elective assessment.

Assessment 01 addresses the learning outcomes of Lessons 01 to 03 and the subject matter covered in these lessons. It comprises 20 multiple-choice questions (MCQS) (1 mark each = 30 marks) and will contribute 20% to the year mark for this module.

Assessment 01 forms part of an elective group of assessments (Group 1) together with Assessment 03. Although there are two (2) assessment opportunities in this group, only one (1) assessment for which the highest mark is obtained will contribute towards the year mark for this module. You can complete both Assessments 01 and 03, but only one (1) for which you obtained the highest mark will contribute towards your final mark.

This assessment is not timed. A PDF version of the Assessment will be uploaded under Announcements. The PDF will be available on Thursday, May 1, 2025, at 8:00.

Please follow the on-screen instructions to answer the questions. Ensure that you read the instructions for each question carefully. For some questions, you will be required to select one option only, and for others, you will be required to select more than one option.

You are given two (2) attempts at Assessment 01. The highest of the two marks you achieve will be used in calculating your final mark for the module. Note that the questions in this assessment are randomised. This means that, should you attempt the assessment a second time, you will not necessarily receive the same questions.

Feedback on the assessment will be provided online after the due date, once the moderation process has been concluded. You will also be able to view your mark online. No marks or feedback on your answers will be available during the submission process or before moderation.

HRM4801 Learning Outcomes

After completing Lesson 01, you should be able to present and defend options by making judgements about information, validity of ideas or quality of work based on the following set of criteria:

Discuss the differences between global and national HR management.
Explain why HR management could be regarded as being essentially strategic.
Evaluate the changing context of the nature of human resources.
Differentiate between HRM strategic models and how each impacts the various HR practices.
Discuss the challenges of designing and implementing a globally integrated HRM system.
Assess the employee and/or organisational life cycle and explain why it is important that SHRM needs to be sequenced according to these life cycles.

After completing Lesson 02, you should be able to:

Critically discuss the relationship between strategic management and strategic HRM.
Differentiate between the three distinct management levels of an organisation and/or assess whether the HR function operates strategically on all three levels, namely strategic, operational and functional.
Evaluate the leadership role of human resources within organisations.
Differentiate between the management role and the strategic role of human resources within organisations.
Critically describe the managerial roles, competencies and capabilities of an effective HR leader.
Critically explain individual and organisational leadership models to enhance both individual and collective performance objectives.

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After completing Lesson 03, you should be able to present and defend options by making judgements about information, validity of ideas or quality of work based on the following set of criteria:

Differentiate between coaching, mentoring and counselling.
Debate when coaching, mentoring and counselling are needed within an organisation.
Identify, recommend and outline best practices, theories and models for coaching and mentoring.
Deconstruct the role of SHR managers and line managers in coaching and mentoring.
Report on the benefits of coaching and mentoring for the individual, group and the organisation.
Justify how coaching and mentoring could be used to develop an inclusive work culture and to develop a psychologically safe workplace.
Recommend how coaching and mentoring could be used at work to give employees a voice.

Question 1: Analysis

Which of the following best describes the synergistic relationship among future-proof HR competencies as explored in the study?

HR workplace stewardship leads directly to HR business acumen and digital agility.
HR people advocacy mec. Why is this page out of focus? Workplace stewardship, moderated by digital agility
Digital agility independently drives all other HR competencies without requiring synergy.

Question 2: Application

How should an HR consultancy firm apply the findings of this study to improve strategic HR service delivery in a digitally transforming organisation?

Prioritise traditional HR methods and reduce reliance on digital systems.
Develop standalone training in workplace stewardship without considering business acumen.
Integrate business acumen, people advocacy, and digital agility into a unified upskilling programme for HR professionals.
Focus primarily on employee satisfaction without aligning HR strategies to business goals.

Question 3: Evaluation

Which scenario best reflects the failure to align HR competencies for sustainable organisational growth, based on the study’s findings?

An HR team with strong business acumen but lacking people advocacy and digital agility.
An HR department that uses advanced analytics to support strategic objectives and promote inclusivity.
A people-centric HR unit that integrates digital tools to track performance and workplace well-being.
An organisation that leverages HR data for workforce planning and promotes workplace stewardship.

Question 4: Synthesis

If you were to design a framework for future-fit HR competency development based on this study, which of the following best describes the logical flow of this framework?

Begin with digital agility, which leads directly to business value and ends in people advocacy.
Start with people advocacy, which is enhanced by workplace stewardship and results in business acumen.
Business acumen informs people advocacy, which mediates its impact on workplace stewardship, with digital agility enhancing this relationship.
Workplace stewardship is a starting point that determines the level of digital agility and business acumen required.

Question 5: Critical Thinking

Based on the findings, which argument best supports the need for HR professionals to develop cross-functional competencies in the digital era?

Cross-functional skills allow HR professionals to avoid involvement in socio-technical HR management systems.
Digital transformation reduces the importance of interpersonal and advocacy skills in HR.
Developing singular specialist skills is more beneficial than acquiring cross-functional capabilities.
Future-proof competencies enable HR professionals to navigate complexity and align HR practices with strategic goals.

Question 6: Analysis and Evaluation

How does the application of stewardship theory inform the development of HR workplace stewardship behaviour, as conceptualised in the study?

It suggests that HR professionals act purely in self-interest and require external motivation to support organisational goals.
It supports the notion that business acumen directly causes digital agility, which drives HR performance.
It implies that digital agility is the most critical HR competency, replacing the need for business acumen or people advocacy in achieving workplace stewardship.
It explains how HR professionals’ intrinsic motivation to serve the collective good is nurtured through business acumen and people advocacy, with digital agility potentially influencing this dynamic.

Question 7: Evaluation and Synthesis

Which of the following best explains why HR people advocacy is considered a foundational driver of workplace stewardship according to current research and theory?

HR people advocacy fosters inclusive cultures and promotes employee well-being, which motivates HR professionals to engage in stewardship behaviours for collective organisational benefit.
HR people advocacy focuses on administrative compliance, which leads directly to improved service delivery.
HR professionals engage in people advocacy primarily to align with shareholder interests and minimise organisational costs.
HR professionals rely solely on top-down directives to implement people advocacy practices that result in better marketing of products and services.

Question 8: Synthesis and Evaluation

How does the interplay between HR business acumen and people advocacy contribute to the development of workplace stewardship, based on the theoretical framework provided?

Business acumen functions independently of people advocacy to improve stewardship behaviours, primarily through financial forecasting and market analysis.
People advocacy acts as a moderating factor that weakens the relationship between business acumen and workplace stewardship by focusing more on individual interests than organisational goals.
Workplace stewardship is solely driven by business acumen and does not require the social capital elements offered by people advocacy.
Business acumen enhances people advocacy, which in turn mediates its influence on workplace stewardship, aligning HR practices with strategic, social, and environmental goals.

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Question 9: Analysis and Evaluation

Which of the following best explains the role of HR digital agility as a moderating competency in the relationship between business acumen, people advocacy, and workplace stewardship?

HR digital agility directly substitutes the need for business acumen and people advocacy by automating most HR functions, thereby reducing the relevance of human-centred practices.
HR digital agility amplifies the effect of business acumen and people advocacy on workplace stewardship by enabling HR professionals to align socio-technical systems with strategic goals in dynamic business contexts.
HR digital agility weakens the influence of people advocacy and business acumen by prioritising technological over social competencies in HR practices.
HR digital agility plays an independent role unrelated to workplace stewardship and does not influence the relationship between other HR competencies.

Question 10: Evaluation and Application

Which of the following best reflects a justified reason for using both Confirmatory Factor Analysis (CFA) and the Johnson-Neyman (JN) technique in the statistical analysis of the HR competency study?

CFA confirms the theoretical structure of the HR competency model, while the JN technique identifies the exact Likert scale value at which respondents become digitally agile.
CFA validates the reliability of digital transformation data, whereas the JN technique establishes the causal relationship between AIHR subscription and HR performance.
CFA ensures construct and discriminant validity of measured competencies, and the JN technique evaluates the range of HR digital agility values that significantly moderate the relationship between business acumen, people advocacy, and workplace stewardship.
CFA isolates digital agility as an independent variable, and the JN technique measures the effect of reversed-scored people advocacy items on business outcomes.

Question 11: Analysis and Application

Based on the research findings, what conclusion can be drawn regarding the interaction between HR people advocacy and digital agility on workplace stewardship, and what might this imply for HR strategic decision-making?

The interaction effect between people advocacy and digital agility is positive and indicates that both competencies should always be maximised simultaneously to enhance workplace stewardship.
The interaction effect between people advocacy and digital agility is insignificant, suggesting that they operate independently and can be developed in isolation.
The interaction effect is negative, suggesting that high levels of digital agility may diminish the effectiveness of people advocacy in enhancing workplace stewardship, requiring a context-sensitive HR strategy.
The interaction effect is statistically significant and positive, indicating that digital agility enhances the mediating effect of business acumen through people advocacy on workplace stewardship.

Question 12: Application and Analysis

Which of the following best explains why HR digital agility might weaken the effect of people advocacy on workplace stewardship?

At high levels of digital agility, HR professionals may overemphasise technology at the expense of people-oriented practices.
High digital agility leads to reduced business strategy alignment, thus weakening all HR competencies.
People advocacy is a purely operational competency and cannot coexist with digital transformation efforts.
Digital agility enhances all other HR competencies and therefore creates dependency on people advocacy.

Question 13: Synthesis and Evaluation

Which combination of competencies was found to be most critical for enhancing HR workplace stewardship, and what theoretical implication does this support?

Business acumen and digital agility support the mechanistic theory of organisational alignment.
Business acumen and people advocacy support socio-technical systems theory.
People advocacy and digital agility support transformational leadership theory.
Digital agility alone supports the theory of technological determinism.

Question 14: Analysis and Critical Thinking

What does the moderated-mediation analysis reveal about the role of digital agility in the relationship between business acumen and workplace stewardship?

Digital agility fully mediates the relationship, weakening the effect of business acumen.
The effect of business acumen Tomchin in nahı cinnitiche digital agility is low.
Digital agility moderates the Why is this page out of focus?rough people advocacy.
Business acumen maintains a strong direct and indirect effect on stewardship regardless of digital egility levels.

Question 15: Evaluation and Integration

Based on the study’s implications, how should HR professionals balance their strategic roles to ensure workplace stewardship?

Prioritise digital transformation and automate people advocacy processes.
Integrate business acumen with digital agility while strategically applying people advocacy to suit the context.
Focus solely on people advocacy and ignore digital competence to avoid resource conflict.
Choose one dominant HR role to maximise impact and simplify competency development.

Question 16: Critical Reflection and Theory Application

Which future research approach is best suited to validate and extend the findings of this study regarding the synergy among future-proof HR competencies?

A multi-source, mixed-method approach combining qualitative insights with quantitative data.
A purely qualitative survey design with more detailed questionnaires.
Focus group discussions with HR executives from a single industry.
A longitudinal self-report study to increase internal reliability.

Question 17: Synthesis and Theory Application

What does the study suggest about the relationship between people advocacy and digital agility in the context of HR workplace stewardship?

People advocacy and digital agility always enhance each other’s impact on stewardship.
Digital agility diminishes the need for people advocacy in future-fit HR roles.
People advocacy and digital agility are interchangeable in their contribution to stewardship.
High levels of digital agility may reduce the positive effect of people advocacy on stewardship.

Question 18: Analysis and Strategic Insight

Which of the following best reflects the strategic implication of balancing business acumen and people advocacy in the digital HR environment?

HR professionals should focus on digital tools to manage both business and people functions.
People advocacy is only necessary in traditional HR contexts, not digital transformation.
The synergy between business acumen and people advocacy is key to aligning people strategies with business outcomes.
Business acumen should be separated from people advocacy to reduce role complexity.

Question 19: Evaluation and Practice-Based Reasoning

How should HR professionals respond to the potential conflict between digital agility and people advocacy highlighted in the study?

Eliminate digital initiatives to preserve traditional people-centric approaches.
Enhance their digital skills while critically evaluating when to apply people advocacy.
Delegate digital transformation tasks to IT and focus on people-related roles.
Avoid integrating people advocacy into digital strategies to reduce overlap.

Question 20: Critical Integration and Future-Proofing HR Competencies

What core message does the study deliver about future-proofing HR competencies for workplace stewardship?

HR professionals should specialise in one core competency to maintain clarity of role.
Technical competencies like digital agility outweigh people-focused competencies in the modern era.
Integrating business, people, and digital capabilities ensures sustainable HR contributions to organisational success.
The future of HR lies in the complete automation of all HR functions to reduce human error.

Question 21: Evaluation of the Changing Context in HR

Based on the insights into HR competencies by Coetzee et al. (2025) and the knowledge that you have obtained in the HRM4801 Lesson 01, which of the following best reflects the changing nature of human resources?

HR professionals must now balance their roles as a strategic partner, people advocate, and digital change agent.
The core focus of HR is shifting from digital transformation to administrative efficiency.
People advocacy is being replaced by business acumen in future-fit HR models.
The digital transformation of HR reduces the importance of workplace stewardship.

Question 22: Coaching and Mentoring for Employee Voice

Based on the insights into HR competencies by Coetzee et al. (2025) and the knowledge that you have obtained in the HRM4801 Lesson 03, how can coaching and mentoring most effectively be used to give employees a voice in the context of workplace stewardship?

By focusing solely on enhancing employees’ digital skills to match organisational needs.
By enforcing top-down directives that align with business strategy, reducing resistance.
By strengthening people advocacy and creating collaborative platforms for employee feedback and engagement.
By minimising the influence of people-centric practices in favour of data-driven decision-making.

Question 23: The Role of SHR Managers and Line Managers in Coaching and Mentoring

Based on the findings of the article by Coetzee et al. (2025) and the knowledge that you have obtained in the HRM4801 Lesson 03, in the context of HR workplace stewardship, how do SHR (Strategic Human Resource) managers and line managers contribute differently to coaching and mentoring practices?

SHR managers focus on aligning business acumen and digital agility, while line managers primarily focus on developing people advocacy and employee relationships.
SHR managers primarily mentor employees on technical skills, while line managers offer coaching on business strategies.
SHR managers take a leading role in direct coaching and mentoring of employees, while line managers implement the strategic HR policies created by SHR managers.
Both SHR managers and line managers have identical roles in coaching and mentoring, with no significant differences in their responsibilities.

Question 24: Using Coaching and Mentoring to Foster an Inclusive and Psychologically Safe Workplace

Based on the findings of the article by Coetzee et al. (2025) and the knowledge that you have obtained in the HRM4801 Lesson 03, how can coaching and mentoring be effectively used by HR professionals to develop an inclusive work culture and promote a psychologically safe workplace?

Question 25: Stewardship Theory and Best Practices in Coaching and Mentoring

How does the Stewardship Theory relate to the role of HR professionals in coaching and mentoring, and what are the best practices HR managers should follow to foster stewardship through coaching and mentoring?

Question 26: Stewardship Theory and the integration of future-fit HR competencies

Based on the Stewardship Theory and the integration of future-fit HR competencies, how can HR professionals effectively operate across all three organisational levels (strategic, operational, and functional)?

By focusing exclusively on digital agility to streamline administrative functions and minimise employee interaction.
By delegating all functional HR tasks to technology, there
by allowing HR to concentrate only on strategic partnerships.
By using a rigid HR model

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Question 27. Analysis Level

Which of the following best reflects the value of integrating the Ulrich Model into HR leadership in a dynamic, growth-oriented organisation?

It promotes a cost-effective way of handling transactional HR tasks.
It enhances routine hiring practices through structured compliance models.
It restricts HR to predefined roles, improving operational predictability.
It enables HR leaders to balance administrative tasks with strategic business alignment.

Question 28: Evaluation Level

An HR leader is selecting a model to foster long-term workforce development and engagement while navigating complex market pressures. Which model should they adopt, and why?

The Storey Model, for it focuses on compliance and administrative efficiency.
The 5Ps HR Model, because it aligns purpose and performance through integrated strategic HR functions.
The HR Value Chain, because it prioritises efficiency over employee outcomes.
The Standard Causal Model, due to its emphasis on routine performance metrics.

Question 29: Synthesis Level

How can an HR leader utilise the 8-Box Model by Paul Boselie to build sustainable HR capabilities in a highly regulated industry?

By focusing only on internal HR practices and outcomes.
By isolating HR practices from external labour market dynamics.
By synthesising external institutional factors with internal configurations to shape adaptable HR strategies.
By prioritising perceived HR practices over actual implementation.

Question 30: Application Level

Imagine an HR leader is tasked with improving organisational performance through better talent alignment. Based on the HR Value Chain model, what should their primary focus be?

Aligning HRM outcomes such as retention and motivation with business performance goals.
Increasing the volume of recruitment to address turnover.
Streamlining onboarding to reduce time-to-hire metrics.
Outsourcing HRM activities to lower administrative costs. TOTAL: 30 MARKS