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HRM3705 ASSIGNMENT 7 SEMESTER 2 2024 (+A GUARANTEED)
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HRM3705 ASSIGNMENT 7 SEMESTER 2 2024
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PU ESHI
NG Y L E NC
OU TO THE GATE OF EXC EL
Education is the most powerful weapon which you can use to change the world
,EXCELGATE INSTITUTE 0846244729 iexcelgate@gmail.com
WARNING: PLEASE NOTE THAT PLAGIARISM IS A SERIOUS ACADEMIC
OFFENSE, therefore students must use this document ONLY as a guideline. Hence
students have regenerated their own (personalized) solutions paying particular
attention to module contents as prescribed by module facilitators, lecturers and
supervisors. This document’s purpose is to compact all sources of information that
might be relevant to students’ assignments, hence additional knowledge on the
provided information is not restricted by the authors. However, submitting this
document as one’s final work is considered unethical, and students should be
penalized. If this document is plagiarized by the users and fails, EXCELGATE should
not be rendered accountable since the contents in this document only give learners a
kick-start on what is expected of them from their areas of specialty.
CAUTION: STUDENTS ARE NOT MANDATED TO USE EVERY DETAIL IN THIS
DOCUMENT IN WRITING THEIR ASSIGNMENTS
2|Page
, EXCELGATE INSTITUTE 0846244729 iexcelgate@gmail.com
Question 1
The article “SA faces exodus of skilled artisans in the wake of lacklustre wage
deal” discusses the concerns raised by the Solidarity Trades’ Network regarding a
recent wage agreement in South Africa's metal and engineering industry. The
implications of this agreement raise critical issues for organisations aiming to retain
skilled artisans. Below is a detailed analysis of how an organisation can align its
remuneration strategy with its overall objectives to retain skilled artisans, considering
the influence of trade unions, the implications of wage agreements, and strategic
solutions for improving remuneration practices.
1. Alignment of Remuneration Strategy with Organisational Goals
Organisations must match their compensation plan with their overarching objectives if
they hope to retain talented craftspeople. This entails making sure that pay represents
the value that talented artisans add to the company in addition to satisfying the
workers' financial necessities. Organisations may, for instance, use performance-
based incentives to recognise and reward craftspeople for their contributions to quality
and productivity. This strategy promotes a sense of loyalty and ownership among
craftsmen by encouraging them to match their personal performance with the goals of
the business.
3|Page
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