42 questions · about 21% of the marks we indexed · examined in 9 of 9 sessions.
Questions by year
2026
2026 May/June · Paper 12 · Q2 (a, b)5 marksDiversity, equality and welfare · Recruitment, selection, training and dismissal
2026 May/June · Paper 12 · Q6 (a, b)10 marksCommunication and employee relations · Motivation and payment methods
2026 May/June · Paper 22 · Q1 (a(i), b(i), d)16 marksDiversity, equality and welfare · Recruitment, selection, training and dismissal · Workforce planning and labour data
2026 May/June · Paper 22 · Q2 (a(ii))3 marksRecruitment, selection, training and dismissal
2026 May/June · Paper 42 · Q220 marksHRM approaches and employee performance
2025
2025 Oct/Nov · Paper 12 · Q2 (a, b)5 marksRecruitment, selection, training and dismissal
2025 Oct/Nov · Paper 22 · Q1 (d)12 marksMotivation and payment methods
2025 Oct/Nov · Paper 32 · Q18 marksManagement and leadership
2025 May/June · Paper 12 · Q2 (a, b)5 marksRecruitment, selection, training and dismissal
2025 May/June · Paper 12 · Q5 (a, b)10 marksManagement and leadership
2025 May/June · Paper 22 · Q1 (c)8 marksDiversity, equality and welfare
2025 May/June · Paper 22 · Q2 (b(i), b(ii))6 marksMotivation and payment methods
2025 May/June · Paper 32 · Q28 marksOrganisational structure
2025 May/June · Paper 32 · Q3 (a, b)4 marksWorkforce planning and labour data
2024
2024 Oct/Nov · Paper 12 · Q45 marksRecruitment, selection, training and dismissal
2024 Oct/Nov · Paper 12 · Q5 (a)4 marksWorkforce planning and labour data
2024 Oct/Nov · Paper 22 · Q1 (b(i), b(ii), d)18 marksCommunication and employee relations · Workforce planning and labour data
2024 Oct/Nov · Paper 32 · Q3 (a, b, c)16 marksHRM approaches and employee performance · Workforce planning and labour data
2024 Oct/Nov · Paper 42 · Q120 marksHRM approaches and employee performance
2024 May/June · Paper 12 · Q2 (a, b)5 marksRecruitment, selection, training and dismissal
2024 May/June · Paper 12 · Q6 (a, b)10 marksDiversity, equality and welfare · Workforce planning and labour data
2024 May/June · Paper 22 · Q1 (c)8 marksRecruitment, selection, training and dismissal
2024 May/June · Paper 22 · Q2 (a(i))1 markRecruitment, selection, training and dismissal
2024 May/June · Paper 32 · Q18 marksWorkforce planning and labour data
2023
2023 Oct/Nov · Paper 12 · Q1 (a, b)5 marksRecruitment, selection, training and dismissal
2023 Oct/Nov · Paper 12 · Q5 (a, b)10 marksManagement and leadership · Motivation and payment methods
2023 Oct/Nov · Paper 22 · Q1 (a(i))1 markRecruitment, selection, training and dismissal
2023 Oct/Nov · Paper 22 · Q2 (d)12 marksDiversity, equality and welfare
2023 Oct/Nov · Paper 32 · Q28 marksManagement and leadership
2023 May/June · Paper 12 · Q3 (a, b)5 marksDiversity, equality and welfare
2023 May/June · Paper 22 · Q1 (c)8 marksRecruitment, selection, training and dismissal
2023 May/June · Paper 32 · Q28 marksCommunication and employee relations
2023 May/June · Paper 42 · Q120 marksManagement and leadership
2022
2022 Oct/Nov · Paper 12 · Q1 (a, b)5 marksMotivation and payment methods
2022 Oct/Nov · Paper 12 · Q66.6667 marksManagement and leadership
2022 Oct/Nov · Paper 22 · Q2 (d)11 marksRecruitment, selection, training and dismissal
2022 Oct/Nov · Paper 32 · Q316 marksWorkforce planning and labour data
2022 May/June · Paper 12 · Q1 (a, b)5 marksMotivation and payment methods
2022 May/June · Paper 12 · Q66.6667 marksManagement and leadership
2022 May/June · Paper 22 · Q2 (a(i), c)10 marksManagement and leadership · Recruitment, selection, training and dismissal
2022 May/June · Paper 32 · Q516 marksOrganisational structure
No questions match this filter.
References only, not question text. Open Official paper ↗ where Cambridge publishes the paper,
or see the official Cambridge past-papers page; for other papers, ask your
school. “Paper 42” means Paper 4, variant 2.
Practice questions
Original questions written by HomiLabs in the style of the exam, with answers and mark schemes. They are not
Cambridge past paper questions and have not been reviewed by Cambridge. Try each one before opening the answer.
Q1Management and leadership · Core · Paper 1 style · 5 marks
(a)Define the term 'delegation'.[2]
(b)Explain one benefit to the manager of a 120-room hotel in Murree of delegating tasks to department supervisors.[3]
Show answer
(a) Passing authority (the power to make decisions or carry out a task) from a manager to a subordinate, while the manager keeps overall responsibility.
1 mark: passing authority/power to complete a task down the hierarchy to a subordinate; 1 mark: manager still accountable/retains ultimate responsibility.
(b) The manager is freed from routine work (e.g. drawing up housekeeping rotas), so can spend time on strategic issues such as winning conference bookings in the off-season. Also accept: supervisors know their areas better so decisions are quicker; supervisors are motivated and developed for promotion.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application). e.g. benefit identified (time freed / faster decisions / motivation) 1; linked to hotel departments such as housekeeping, front desk or restaurant 1; consequence for the hotel 1.
Q2Management and leadership · Standard · Paper 1 style · 5 marks
(a)Ahmed manages a garment factory in Faisalabad that makes T-shirts for a European retailer to very tight deadlines. He uses an autocratic leadership style. Analyse one advantage and one disadvantage of autocratic leadership for this factory.[5]
Show answer
(a) Advantage: decisions are made quickly by Ahmed alone, so when the retailer changes an order at short notice the production lines can be re-planned at once and the tight delivery deadline is met, protecting the contract. Disadvantage: machinists have no say, so they may feel undervalued; labour turnover and absenteeism may rise, raising recruitment and training costs and threatening output quality.
Advantage: quick decisions / clear instructions / control of quality under deadlines. Disadvantage: low motivation, no use of workers' ideas, dependence on one person, higher labour turnover. Marks: knowledge 1, application 1, analysis 3. Level 2 (3–5): a developed chain of analysis (cause → effect → impact) applied to this business. Level 1 (1–2): knowledge with limited application; no developed analysis.
Q3Management and leadership · Standard · Paper 2 style · 7 marks
CodeNest is a software house in Karachi with 35 programmers. The founder, Farah, lets each team decide how and when to complete client projects and rarely checks progress. Staff enjoy the freedom, but last year two client apps were delivered late.
(a)Identify one leadership style that Farah appears to use.[1]
(b)Explain the term 'emotional intelligence'.[3]
(c)Explain one role of a manager that Farah may be neglecting.[3]
Show answer
(a) Laissez-faire.
1 mark: laissez-faire (teams decide how and when to work and Farah rarely checks progress). Do not accept democratic: in a democratic style the leader consults but still makes or confirms the decision.
(b) The ability of a leader to recognise, understand and manage their own emotions and those of others (Goleman: self-awareness, self-regulation, motivation, empathy, social skills). At CodeNest, Farah might notice a stressed programmer before a deadline and give support, keeping the team productive.
1 mark: understanding and managing own emotions; 1 mark: understanding/responding to others' emotions (empathy, social skills); 1 mark: application to CodeNest.
(c) Controlling/monitoring: setting targets and checking progress against them. Because nobody checks progress, two client apps were delivered late, damaging CodeNest's reputation. Also accept planning or coordinating.
1 mark: a valid managerial role (Fayol: plan, organise, command, coordinate, control; or Mintzberg role); 2 marks: explained with reference to late projects at CodeNest.
Q4Management and leadership · Challenge · Paper 1 style · 12 marks
(a)Evaluate whether emotional intelligence is the most important quality for the manager of a hospital emergency department.[12]
Show answer
(a) For: staff work under extreme stress; an emotionally intelligent manager notices burnout, calms conflict between doctors and nurses, and shows empathy to patients' families, which keeps the team effective and reduces staff turnover. Against: in emergencies, decisive (sometimes autocratic) decision-making, clinical knowledge, and organisational skills such as planning shifts and controlling resources may matter more; a caring manager who cannot prioritise could put lives at risk. Judgement: emotional intelligence is necessary but not sufficient; it is most important for long-term retention and teamwork, while technical competence and decisiveness matter most during a crisis. The best manager combines both.
Analysis points: EI (self-awareness, empathy, social skills) and its effect on stress, teamwork, retention; alternative qualities: decisiveness, clinical expertise, planning/organising, communication. Evaluation: depends on situation (crisis vs routine), experience of team, hospital culture. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q5Management and leadership · Challenge · Paper 4 style · 20 marks
SunGrid installs solar panels across Punjab. Timeline:2021: Founder Imran Qureshi makes all decisions himself; demand rises as electricity prices increase. Revenue Rs 900 million.2022: Revenue Rs 1,450 million. Labour turnover reaches 28 %. Two senior engineers resign, saying they were 'never consulted'.2023: Large commercial projects run three months late. Customer complaints double.2024: Imran attends a leadership course, introduces weekly staff forums and delegates installation scheduling to four regional managers.2025: Labour turnover falls to 12 %; complaints fall by 40 %; revenue Rs 1,900 million but operating profit margin 9 % (14 % in 2021).
(a)Evaluate the effectiveness of Imran Qureshi's leadership of SunGrid between 2021 and 2025.[20]
Show answer
(a) Effective: in 2021–22 his autocratic, fast decisions let SunGrid exploit rising demand; revenue grew strongly. The switch to a more democratic style in 2024 (weekly forums, delegating installation scheduling to regional managers) coincided with labour turnover falling and customer complaints dropping. Less effective: the 2022–23 style caused high labour turnover (28 %) and the loss of two senior engineers, which delayed the commercial projects; the change of style came late and only after damage was done. Judgement: overall moderately effective — he adapted his style to the situation (Tannenbaum–Schmidt continuum), and later results improved, but revenue growth came partly from the market (energy prices) rather than leadership, and profit margin is still below 2021 levels. A full judgement needs data on profit and employee satisfaction after 2025.
Use the timeline: autocratic phase and its results; turnover and resignations; change to democratic style; later turnover and complaint data. Consider external factors (energy prices, demand) versus leadership. Judgement on overall effectiveness with criteria (growth, staff, customers). Levels: Level 4 (16–20): accurate knowledge, strong use of the case data, three or four developed chains of analysis and a well-supported judgement/recommendation throughout, specific to this business and its situation. Level 3 (11–15): developed analysis in context with some supported evaluation. Level 2 (6–10): some analysis, mostly descriptive use of the case; evaluation weak or unsupported. Level 1 (1–5): knowledge with little application.
Q6Recruitment, selection, training and dismissal · Core · Paper 1 style · 5 marks
(a)Define the term 'induction training'.[2]
(b)Explain one difference between a job description and a person specification for a pharmacist at a hospital in Peshawar.[3]
Show answer
(a) Training given to new employees when they join, to introduce them to the business, its people, procedures, facilities and culture.
1 mark: for new employees / on joining; 1 mark: introduces the organisation, its rules, colleagues, health and safety, culture.
(b) A job description sets out the job itself — title, duties (e.g. dispensing medicines, checking prescriptions), responsibilities and hours — whereas a person specification sets out the qualities of the ideal candidate, e.g. a pharmacy degree, registration with the pharmacy council and attention to detail.
1 mark: job description = duties/tasks of the job; 1 mark: person specification = skills, qualifications, experience needed by the person; 1 mark: applied to a hospital pharmacist.
Q7Recruitment, selection, training and dismissal · Core · Paper 2 style · 7 marks
FreshMart runs 14 supermarkets in Lahore. It is installing self-service tills in all stores, so 40 checkout jobs will no longer be needed. It needs a new store manager and plans to promote one of its assistant managers. New shelf-stackers are chosen by a short interview and a one-day work trial.
(a)Identify one method of selection used by FreshMart.[1]
(b)Explain the term 'internal recruitment'.[3]
(c)Explain one difference between dismissal and redundancy, using FreshMart as an example.[3]
Show answer
(a) Interview (or work trial / aptitude test).
1 mark: interview, test or work trial (shown in the data).
(b) Filling a vacancy with a person who already works for the business, e.g. by promotion or transfer. FreshMart filling the store manager post with an existing assistant manager would be internal recruitment.
1 mark: vacancy filled from existing employees; 1 mark: development (promotion/transfer/advertised internally); 1 mark: application to FreshMart.
(c) Dismissal is ending employment because of the employee's fault (e.g. a cashier caught stealing or repeated lateness), whereas redundancy is ending employment because the job is no longer needed (e.g. checkout staff no longer needed after self-service tills are installed); redundant staff usually receive compensation.
1 mark each: dismissal = fault of employee/misconduct/incompetence; redundancy = job no longer exists, not the worker's fault; 1 mark applied to FreshMart (self-service tills, store closure).
Q8Recruitment, selection, training and dismissal · Standard · Paper 2 style · 6 marks
Kohsar Pharma plans to send 15 laboratory technicians on an off-the-job course. The course fee is Rs 48,000 per technician and lasts 3 working days. Each technician produces output worth Rs 5,200 per day that will be lost while they are away.
(a)Calculate the total cost to Kohsar Pharma of sending the technicians on the course.[3]
(b)Explain one benefit to Kohsar Pharma of training staff on-the-job instead.[3]
(b) On-the-job training takes place while the technicians keep working on Kohsar Pharma's own machines, so there is no lost output (saving the Rs 234,000 of lost output) and the training is specific to its production lines.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application).
Q9Recruitment, selection, training and dismissal · Standard · Paper 2 style · 8 marks
(a)SkyLink is a new regional airline based in Islamabad. It plans to select 60 cabin crew using a one-day assessment centre that includes group tasks, role plays of difficult passengers and interviews. Analyse two benefits to SkyLink of using an assessment centre to select cabin crew.[8]
Show answer
(a) 1. Better match between candidate and job: role plays show how a candidate actually deals with an angry passenger, which an interview alone cannot show; SkyLink is less likely to appoint unsuitable crew, reducing labour turnover and retraining costs and protecting its new brand's reputation for service. 2. Teamwork skills can be observed: crew must work closely in a small cabin during emergencies; group tasks reveal who communicates and cooperates well, improving safety and customer satisfaction, which matters for a new airline trying to build loyalty.
Benefits: more reliable/valid selection; tests real job skills; teamwork, communication observed; fair comparison of many candidates; reduces costly mistakes in recruiting 60 staff. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 4. Level 2 (5–8): two developed chains of analysis, each clearly applied to this business. Level 1 (1–4): knowledge and/or application with undeveloped or generic analysis. Evaluation earns no extra marks.
Q10Recruitment, selection, training and dismissal · Challenge · Paper 1 style · 12 marks
(a)A restaurant chain in Dubai with 22 branches needs a new head chef to design its menus. Evaluate whether external recruitment is better than internal recruitment for this vacancy.[12]
Show answer
(a) External: brings new ideas and cuisines, a wider pool of talent and possibly experience from top hotels — useful if the chain wants to refresh menus to compete; but it is expensive (agency fees, advertising), slower, riskier (the person is unknown) and may demotivate existing senior chefs who hoped for promotion. Internal: cheaper and faster, the candidate already knows the chain's suppliers, kitchens and brand, and promotion motivates staff; but the pool is small and the menu may not change much, and a vacancy is created lower down. Judgement: depends on the chain's objective — if it wants a radical menu change or the internal chefs lack menu-design experience, external is better despite the cost; if consistency and culture are priorities and a strong sous-chef exists, internal is better.
Analysis of cost, time, risk, new ideas, motivation, knowledge of the business. Evaluation must weigh these for a head chef role in a multi-branch Dubai chain. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q11Workforce planning and labour data · Core · Paper 3 style · 4 marks
BrightBox makes cardboard packaging in Sialkot. In 2025 it produced 86,400 boxes per month with an average of 240 employees. During 2025, 30 employees left the business.
(a)Calculate labour productivity at BrightBox in 2025 (boxes per employee).[2]
(b)Calculate labour turnover at BrightBox in 2025.[2]
Show answer
(a) 360 boxes per employee
Labour productivity = output ÷ number of employees (M1) = 86,400 ÷ 240 = 360 (A1).
(b) 12.5 %
Labour turnover = employees leaving ÷ average number employed × 100 (M1) = 30 ÷ 240 × 100 = 12.5 % (A1).
Q12Workforce planning and labour data · Core · Paper 2 style · 7 marks
City Care Hospital in Rawalpindi will open a new 80-bed wing in 18 months. It currently employs 210 nurses, and labour turnover among nurses is 15 % a year, as many leave to work abroad.
(a)Explain the term 'workforce plan'.[3]
(b)Explain two factors City Care Hospital should consider when preparing its workforce plan.[4]
Show answer
(a) A forecast of the number and type of employees (skills, roles) a business will need in future, compared with its current workforce, with a plan to close the gap through recruitment, training, redeployment or redundancy. For City Care Hospital, it would set out how many nurses, doctors and technicians are needed when the new wing opens.
1 mark: forecast of future staffing needs (number + skills); 1 mark: comparison with current workforce / actions to fill gap; 1 mark: application to the hospital.
(b) 1. Forecast demand for its services — the 80-bed wing and expected patient numbers determine how many nurses are needed per shift. 2. Labour market conditions — a shortage of qualified nurses (many emigrate) means it may need to start recruiting or training early or raise pay. Also accept: labour turnover/retirements, budget, technology, legal staffing ratios.
For each factor: 1 mark identified, 1 mark explained in context.
Q13Workforce planning and labour data · Standard · Paper 3 style · 8 marks
A call centre in Karachi had 130 employees in 2024 and 150 in 2025. Each employee was expected to work 230 days per year. Days lost to absence were 1,180 in 2024 and 1,950 in 2025. In 2025 management raised the target from 70 to 90 calls per shift.
(a)Calculate the absenteeism rate at the call centre for 2024 and 2025. Give your answers to 2 decimal places.[4]
(b)Explain two possible reasons for the change in the absenteeism rate.[4]
Show answer
(a) 2024: 3.95 %; 2025: 5.65 %
Absenteeism = days absent ÷ total possible working days × 100 (M1). 2024: 1,180 ÷ (130 × 230) × 100 = 3.95 % (A1). 2025: 1,950 ÷ (150 × 230) × 100 = 5.65 % (M1 A1).
(b) 1. Low motivation/stress: the new target of 90 calls per shift increases pressure on agents, leading to stress-related sickness. 2. New staff: 20 extra agents joined, and new, less committed or poorly inducted staff may be absent more often. Also accept poor working conditions, lack of flexible hours.
For each reason: 1 mark identified, 1 mark explained in context of the call centre (target, new recruits).
Q14Workforce planning and labour data · Challenge · Paper 3 style · 16 marks
Pure Springs bottles mineral water. Before installing a new bottling machine it filled 54,000 litres per day with 45 production workers. After installation it filled 63,000 litres per day with 42 workers. The rejection rate for faulty bottles rose from 1.2 % to 2.0 %.
(a)Calculate the percentage change in labour productivity (litres per worker per day) after the new bottling machine was installed.[4]
(b)Evaluate whether labour productivity is the best measure of employee performance at Pure Springs.[12]
Show answer
(a) Productivity rose from 1,200 to 1,500 litres per worker per day: an increase of 25 %.
(b) For: productivity is easy to measure and directly links labour to output and unit labour cost, so the 25 % rise suggests better performance and lower costs. Against: the rise is largely due to the new machine (capital), not employees; productivity ignores quality (rejected bottles rose), safety, absenteeism, labour turnover and customer satisfaction; pushing productivity may harm morale. Other measures: absenteeism, labour turnover, wastage rates, appraisal results. Judgement: productivity is a useful measure but not the best on its own here; Pure Springs should use a balanced set of measures because the change in productivity mostly reflects investment in machinery.
Must use the calculated result and note the effect of the machine. Compare with other HR measures (absenteeism, turnover, quality/wastage, appraisal). Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q15HRM approaches and employee performance · Core · Paper 1 style · 5 marks
(a)Define the term 'soft HRM'.[2]
(b)Explain one benefit to a call centre in Lahore of employing staff on part-time contracts.[3]
Show answer
(a) An approach to managing people that treats employees as a valuable resource to be developed, with long-term planning, two-way communication, training, empowerment and attention to employees' needs.
1 mark: employees seen as valuable asset/resource; 1 mark: long-term development, consultation, empowerment, motivation.
(b) Call volumes peak in the evenings and at weekends; part-time agents can be scheduled for just these hours, so the call centre matches staffing to demand and avoids paying full-time staff during quiet periods, lowering labour cost per call.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application).
Q16HRM approaches and employee performance · Standard · Paper 3 style · 8 marks
(a)Galaxy Motors is a car dealership in Islamabad with 18 sales staff. Sales have been flat for two years. The new manager plans to introduce management by objectives (MBO). Analyse two ways MBO could improve the performance of the sales staff.[8]
Show answer
(a) 1. Agreed, specific targets: each salesperson agrees, say, 6 cars a month and a customer-satisfaction score with the manager; because they took part in setting them, they are committed and know exactly what is expected, so effort rises and flat sales may grow. 2. Regular review: progress is reviewed monthly, so weaknesses (e.g. poor follow-up of test drives) are identified and training given, improving conversion rates and long-term performance; achievement of targets can be linked to recognition, raising motivation.
Points: SMART agreed objectives, link to corporate objectives, ownership and motivation, appraisal/feedback, identifies training needs. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 4. Level 2 (5–8): two developed chains of analysis, each clearly applied to this business. Level 1 (1–4): knowledge and/or application with undeveloped or generic analysis. Evaluation earns no extra marks.
Q17HRM approaches and employee performance · Standard · Paper 2 style · 6 marks
FunLand is a theme park near Lahore. It employs 60 permanent staff and hires 150 ride operators on temporary contracts for the busy summer season.
(a)Explain the term 'performance appraisal'.[3]
(b)Explain one disadvantage to FunLand of employing most of its ride operators on temporary contracts.[3]
Show answer
(a) A regular (e.g. annual) formal assessment of an employee's performance against agreed targets or job requirements, usually through a meeting with a manager, which identifies strengths, weaknesses and training needs. At FunLand, ride supervisors could be appraised on safety record and guest feedback.
1 mark: evaluating employee's work/performance; 1 mark: against targets/criteria, regularly, with feedback and training needs; 1 mark: application to FunLand.
(b) Temporary staff may have little loyalty and leave after the summer season, so FunLand must recruit and train new ride operators every year; inexperience raises the risk of safety mistakes on rides, which could damage the park's reputation.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application).
Q18HRM approaches and employee performance · Challenge · Paper 4 style · 20 marks
Saadat-Noor Bank (an invented bank) was formed by a merger of two banks in 2024. Appendix 1: 4,200 employees, 260 branches; the board plans to close 40 branches by 2027 and move customers to a new mobile app. Appendix 2: staff survey 2025 — 41 % of employees satisfied (68 % in 2023); labour turnover 21 %. Appendix 3: staff from the two former banks follow different procedures and complain about unclear roles. Appendix 4: operating profit fell 12 % in 2025; the board wants to cut costs.
(a)Advise the board of Saadat-Noor Bank on the HRM strategy it should use to improve employee performance over the next three years.[20]
Show answer
(a) Options: (1) Hard HRM — cut costs, strict targets, performance-related pay, close monitoring; fits the board's cost-saving objective and the need to reduce duplication after the merger, and quickly improves measurable productivity; but risks worsening the already low morale (staff survey 41 % satisfied), raising labour turnover above 20 % and damaging customer service. (2) Soft HRM — consultation, training in digital banking, career paths, flexible working; addresses the culture clash and skills gap for the new app, builds commitment; but is costly and slow while profit is falling. Recommendation: a mainly soft approach for branch and digital staff (retraining for the app, consultation on branch changes, clear communication), with hard elements (clear KPIs, performance-related bonuses) for productivity; justify with the data on turnover, satisfaction and the strategic need for skilled digital staff. Depends on finance available and the CEO's willingness to change culture.
Use Appendices: merger, satisfaction survey, labour turnover, branch closures, digital strategy. Weigh hard vs soft HRM, flexible working, training, MBO, PRP. Clear recommendation with conditions. Levels: Level 4 (16–20): accurate knowledge, strong use of the case data, three or four developed chains of analysis and a well-supported judgement/recommendation throughout, specific to this business and its situation. Level 3 (11–15): developed analysis in context with some supported evaluation. Level 2 (6–10): some analysis, mostly descriptive use of the case; evaluation weak or unsupported. Level 1 (1–5): knowledge with little application.
Q19Diversity, equality and welfare · Core · Paper 1 style · 5 marks
(a)Define the term 'workforce diversity'.[2]
(b)Explain one benefit to an advertising agency in Karachi of having a diverse workforce.[3]
Show answer
(a) The range of differences between employees in an organisation, such as gender, age, ethnicity, religion, disability, education and background.
(b) Staff from different backgrounds, age groups and regions bring different ideas and understand different customer groups, so the agency can create campaigns that appeal to a wider range of consumers (e.g. Urdu, Sindhi and English-speaking audiences), winning more clients.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application).
Q20Diversity, equality and welfare · Standard · Paper 2 style · 6 marks
Apex Engineering employs 900 staff, of whom 32 % are women. It has 120 managers, of whom 18 are women.
(a)Calculate the percentage of managers at Apex Engineering who are women.[3]
(b)Explain one way Apex Engineering could promote equality of opportunity in promotion.[3]
Show answer
(a) 15 %
Women managers = 18 (M1); total managers = 120; 18 ÷ 120 × 100 (M1) = 15 % (A1).
(b) Use clear, published promotion criteria and mixed interview panels, so decisions are based on skills and results rather than gender; together with mentoring for women engineers, this could increase the share of women in management from 15 %.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application). Accept: training/mentoring programmes, flexible working for carers, blind CV screening, equality policy and monitoring.
Q21Diversity, equality and welfare · Standard · Paper 1 style · 5 marks
(a)Analyse one benefit to a garment exporter in Faisalabad of providing a free health clinic and subsidised meals for its 2,000 workers.[5]
Show answer
(a) Better health and nutrition reduce illness, so absenteeism falls; with fewer absent machinists, production lines run at full speed and export orders are delivered on time, protecting contracts with foreign buyers and lowering the cost of temporary cover. (Alternatively: welfare improves loyalty, lowers labour turnover and recruitment/training costs; helps pass buyers' ethical audits.)
Chain: welfare → healthier/more loyal staff → lower absence/turnover → output, costs, reputation with buyers. Marks: knowledge 1, application 1, analysis 3. Level 2 (3–5): a developed chain of analysis (cause → effect → impact) applied to this business. Level 1 (1–2): knowledge with limited application; no developed analysis.
Q22Diversity, equality and welfare · Challenge · Paper 2 style · 12 marks
Bolan Steelworks employs 1,500 people near Karachi, of whom 3 % are women. It has a shortage of qualified engineers. Two of its European customers now ask suppliers to report on workforce equality.
(a)Evaluate whether introducing a diversity and equality policy will improve the performance of Bolan Steelworks.[12]
Show answer
(a) Improve: a wider recruitment pool helps fill the skills shortage of engineers; diverse teams generate more ideas and better problem-solving; a fair reputation attracts graduates and meets the expectations of export customers who audit suppliers; equality may lower labour turnover. Not improve (or not quickly): costs of training, changes to facilities (separate rest areas, childcare); resistance from existing staff and a traditional culture may cause conflict; a policy on paper without management commitment changes nothing; performance depends more on investment in machinery and steel prices. Judgement: likely to improve performance in the long term if top management actively implements it and links it to the skills shortage, but short-term benefits are limited.
Points: talent pool, creativity, reputation/CSR, customer expectations, legal compliance; costs, resistance, culture, implementation. Judgement linked to the steel company context. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q23Organisational structure · Core · Paper 3 style · 4 marks
Marvi Logistics has a managing director. Four directors report to the managing director. Each director is responsible for 6 depot managers, and each depot manager supervises 9 drivers and warehouse staff.
(a)State the number of levels of hierarchy at Marvi Logistics.[1]
(b)State the span of control of each depot manager.[1]
(c)Calculate the total number of employees at Marvi Logistics.[2]
Q24Organisational structure · Standard · Paper 3 style · 8 marks
(a)TeleWave, a mobile network operator, plans to remove one layer of regional managers (delayering). Analyse two effects of delayering on TeleWave.[8]
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(a) 1. Lower costs and faster communication: removing a layer of well-paid regional managers cuts salary costs; messages pass through fewer levels, so decisions on network faults and promotions are made faster, improving responsiveness to customers in a fast-changing market. 2. Wider spans of control: remaining managers supervise more staff, which can empower and motivate employees through more responsibility, but may overload managers, reduce supervision and lower morale among staff who lose promotion opportunities; service quality could fall.
Effects: cost saving, faster communication, empowerment, wider span, workload/stress, fewer promotion opportunities, redundancy costs, morale. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 4. Level 2 (5–8): two developed chains of analysis, each clearly applied to this business. Level 1 (1–4): knowledge and/or application with undeveloped or generic analysis. Evaluation earns no extra marks.
Q25Organisational structure · Challenge · Paper 3 style · 12 marks
Delta Engineering Consultants in Lahore employs 300 engineers in four functional departments: civil, electrical, mechanical and environmental. Most of its contracts (e.g. a new dam, a hospital building) need engineers from several departments working together. Clients have complained of slow communication between departments.
(a)Evaluate whether a matrix structure is the most suitable organisational structure for Delta Engineering Consultants.[12]
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(a) For: projects need civil, electrical and environmental engineers together; a matrix lets specialists from functional departments join project teams, sharing expertise, improving coordination and flexibility, and speeding up delivery for clients such as the dam project. Against: staff have two bosses (functional head and project manager), causing conflicting priorities, confusion and stress; more managers increase costs; disagreements over resources. Alternatives: functional structure (clear lines, but poor cross-department coordination), project-based teams. Judgement: suitable given the project-based work and the need for multi-disciplinary teams, provided roles and priorities are clearly defined and project managers are trained; otherwise conflict may outweigh benefits.
Analysis of matrix features (two lines of authority, project teams) against functional/hierarchical alternatives; evaluation in context of an engineering consultancy. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q26Motivation and payment methods · Core · Paper 2 style · 5 marks
MediPack packs tablets into boxes for pharmaceutical companies. Packing staff are paid Rs 35 per box packed. Any worker who packs more than 1,200 boxes in a week also receives a bonus of Rs 2,000. Last week Ayesha packed 1,240 boxes.
(a)Calculate Ayesha's pay for the week.[2]
(b)Explain one disadvantage to MediPack of paying packing staff by piece rate.[3]
(b) Workers are paid for quantity, so they may rush and make mistakes, e.g. putting the wrong number of tablets in packs; in medicine packing this could lead to product recalls and damage MediPack's reputation, so quality checks must increase.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application). Accept: quality falls, unsuitable for work where output is hard to measure, workers resist new methods, stress.
Q27Motivation and payment methods · Standard · Paper 1 style · 5 marks
(a)Define the term 'job enrichment'.[2]
(b)Explain how Herzberg's two-factor theory could help a bank branch manager reduce dissatisfaction among cashiers.[3]
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(a) Redesigning a job to give the employee more responsibility, more challenging tasks and more control over how the work is done (vertical loading).
1 mark: increasing responsibility / challenge / decision-making; 1 mark: making work more meaningful / complete unit of work / vertical extension.
(b) Herzberg says hygiene factors (pay, working conditions, supervision, job security) do not motivate but cause dissatisfaction if poor. The branch manager should first fix hygiene factors — e.g. fair pay, a comfortable cash counter area and reasonable supervision — so cashiers are not dissatisfied, then use motivators such as recognition and responsibility.
1 mark: hygiene factors vs motivators; 1 mark: poor hygiene factors cause dissatisfaction; 1 mark: applied to cashiers.
Q28Motivation and payment methods · Challenge · Paper 1 style · 12 marks
(a)Evaluate whether financial rewards are the most effective way to motivate nurses in a private hospital in Lahore.[12]
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(a) For: nurses' pay may be low relative to cost of living; Maslow's lower needs and Taylor's view suggest pay matters; competitive pay reduces emigration and turnover; bonuses for extra shifts help cover staff shortages. Against: Herzberg sees pay as a hygiene factor — it removes dissatisfaction but does not motivate long-term; nursing is a vocation, so recognition, responsibility, training and career progression (Herzberg's motivators, Maslow's esteem/self-actualisation), good working conditions, safe staffing levels and respectful management may be more effective; performance-related pay is hard to measure in nursing and can harm teamwork. Judgement: pay must first be competitive (otherwise nurses leave), but beyond that non-financial methods are more effective; it depends on current pay levels and the hospital's finances.
Use motivation theories (Taylor, Maslow, Herzberg, Mayo/McClelland) and payment methods; weigh against non-financial methods; context of nursing/private hospital. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Q29Communication and employee relations · Core · Paper 1 style · 5 marks
(a)Define the term 'collective bargaining'.[2]
(b)Explain one barrier to effective communication at a parcel delivery company with drivers working across the country.[3]
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(a) Negotiation between employers and a trade union (representing a group of employees) over pay, working conditions and other terms of employment.
1 mark: negotiation between management/employer and trade union / employee representatives; 1 mark: about pay and conditions on behalf of all workers.
(b) Physical distance: drivers are on the road most of the day and rarely visit the depot, so notices and meetings do not reach them; important messages, e.g. route changes, may be missed, causing late deliveries. Also accept: too many layers, jargon, information overload, poor choice of medium, language differences.
1 mark for knowledge of the term/concept; up to 2 marks for explaining it in the context of the business (application).
Q30Communication and employee relations · Challenge · Paper 3 style · 12 marks
Chenab Spinning employs 2,400 workers in a spinning mill. Last month managers announced, without consulting the union, that new automated spinning machines will replace 300 jobs over two years. Inflation is 14 % and the union is demanding a 20 % pay rise. The union has threatened a strike.
(a)Evaluate whether improving communication with employees is the most effective way for Chenab Spinning to avoid industrial action.[12]
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(a) For: the dispute arose partly because the automation plan was announced without consultation; regular two-way communication (works councils, consultation with the union, explaining reasons for change) builds trust and lets concerns about job losses be addressed early, so strikes are less likely. Against: communication cannot remove the real conflict of interest — workers fear losing 300 jobs and want pay rises above inflation; the most effective measures may be negotiation through collective bargaining, offering retraining/redeployment, no-compulsory-redundancy agreements, pay deals, or using ACAS-style conciliation/arbitration (or the national equivalent). Judgement: communication is a necessary first step and may be most effective at preventing future disputes, but for this dispute it must be combined with a negotiated agreement on jobs and pay.
Consider: communication/consultation, collective bargaining, compromise on pay, redeployment and training, arbitration, employee participation (works councils). Evaluate in context of automation and inflation. Mark scheme: AO1 knowledge 2, AO2 application 2, AO3 analysis 2, AO4 evaluation 6. Level 3 (9–12): developed analysis in context plus a supported judgement that answers the question for this business (e.g. 'it depends on…' weighed, with a clear conclusion). Level 2 (5–8): developed analysis with some, limited or unsupported evaluation. Level 1 (1–4): knowledge and some application; little or no analysis.
Similar questions
Questions that test the same subtopic in different years, grouped so you can work on one skill at a time.
References only: find each question in its paper (official link where available, otherwise through your school).
Management and leadership8 questions · 6/9 sessions
