Custom motorcycles (CM) $$$\mathrm{CM}$$$ is a private limited company. It was set up by Joyce, who identified a gap in the market for specialist motorcycle components. CM's engineers make the components using job production. The engineers are highly skilled, trained and motivated and very proud of their high-quality products which are sold using price skimming. CM was featured in a popular motorcycle magazine in autumn 2022, which has increased 5 CM's reputation for quality unique products. This led to an increase in CM's sales as shown in Fig. 2.1. Lead times for CM's products have increased from 4 weeks to 10 weeks. This has put additional pressure onto CM's engineers, who are salaried employees. They often have to 10 work evenings and weekends. Harry, the Sales Manager, thinks demand is going to continue to increase. He wants CM to employ more skilled engineers and continue to use job production. However, Joyce wants $$$\mathrm{CM}$$$ to invest in new technology and change from using job production to batch production. Analyse two impacts on CM of its employees having a poor work-life balance.

Business

IGCSE&ALevel

CAIE

Exam No：9609_w23_qp_23 Year：2023 Question No：2(c)

Answer:

Knowledge points:

2.1.1.1 the role of HRM in meeting organisational objectives

2.1.2.1 the reasons for and role of a workforce plan

2.1.2.2 measurement of labour turnover

2.1.2.3 the implications of high and low labour turnover for a business

2.1.3.1 recruitment of employees: process (job descriptions and person specifications) and recruitment methods (job advertisements, employment agencies, online recruitment)

2.1.3.2 internal and external recruitment

2.1.3.3 selection methods: curriculum vitae, résumé, application forms, interviews, references, testing, assessment centres

2.1.3.4 employment contracts

2.1.4.1 the difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

2.1.5.1 the relationship between HRM, employee morale and welfare in a business including the concept of work- life balance

2.1.5.2 the impact of diversity and equality in the workplace on a business

2.1.6.1 different types of training: induction, on-the-job, off-the-job

2.1.6.2 the impact of training and development on a business

2.1.6.3 employee development to encourage intrapreneurship

2.1.6.4 employee development to encourage multi-skilling and flexibility

2.1.7.1 how cooperation between management and the workforce can be of benefit to both

2.1.7.2 the impact on employers and employees of trade union involvement in the workplace including their role in collective bargaining

2.2.1.1 the need to motivate employees to achieve the objectives of a business

2.2.2.1 a simple explanation of human need

2.2.2.2 how human needs may or may not be satisfied at work

2.2.3.1 the ideas of the main content theories (Taylor, Mayo, Maslow, Herzberg and McClelland) and process theory (Vroom)

2.2.4.1 the theories in practical situations

2.2.4.2 different payment methods: time based, salary, piece rates, commission, bonuses, profit sharing, performance-related pay, fringe benefits

2.2.4.3 different types of non-financial motivators: training, opportunities for promotion, development, status, job re-design, team working, empowerment, participation, job enrichment

2.2.4.4 ways in which employees can participate in the management and control of business activity

Answer:

Knowledge points:

Solution:

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