A Level Business: Human Resource Management (A Level) — Practice Questions (Cambridge 9609)

These are original questions written for Marlbridge, for revision and practice on this content. They are not reproduced past-paper questions, and they do not replicate the exam’s exact structure, question count or mark tariffs — Cambridge International holds copyright in its own papers. Use these alongside the official past papers available from your board.

Each question practises a skill tested in the June 2024 Paper 32. After each answer there is an examiner insight, a mark-scheme insight or a tip and, where one matches, the real question to try next.

---

Questions

1. Define a zero-hour contract and explain one advantage to a business of using zero-hour contracts. [3]

2. Explain the difference between core workers and peripheral workers. [2]

3. A theme park needs many extra staff during the summer holidays but far fewer in winter. Explain one advantage to the theme park of employing its extra summer staff on temporary contracts. [3]

4. Explain the difference between hard and soft human resource management (HRM). [2]

5. Define management by objectives (MBO) and state one limitation of it. [2]

6. Explain what is meant by a matrix structure and state one disadvantage of using it. [2]

7. Identify two of the four competencies of emotional intelligence described by Goleman, and explain why one of them matters for a leader. [3]

---

Answers

1. A zero-hour contract is an employment contract with no guaranteed minimum number of hours; the employee works only when the business needs them [1]. One advantage is that the business pays wages only when there is work to do [1], so labour costs rise and fall with demand, which helps keep unit costs and prices competitive when trade is slow [1].

Examiner insight (Cambridge 9609 June 2024 examiner report, Paper 32, Question 1): definitions needed to go further than the contract types named in the case; for example, stating that a zero-hour contract gives no guaranteed hours. Advantages to employees, such as a better work-life balance, were only credited when linked to a benefit for the business, such as higher productivity.

Source for the examiner insights on this page: Cambridge International AS & A Level Business 9609 June 2024 Principal Examiner Report for Teachers, Paper 9609/32 section, paraphrased.

Try the real question next: Cambridge International AS & A Level Business 9609, June 2024, Paper 32, Question 1.

2. Core workers are permanent, usually full-time employees with key skills who are central to the business’s main activities [1]. Peripheral workers are employed on flexible terms, such as part-time, temporary or zero-hour contracts, and can be taken on or released as demand changes [1].

Mark-scheme insight (Cambridge 9609 June 2024 mark scheme, Paper 32, Question 1): one way the mark scheme applies flexible contracts to the case business is its use of peripheral workers on temporary or zero-hour contracts to match seasonal production.

Source for the mark-scheme insights on this page: Cambridge International AS & A Level Business 9609 June 2024 mark scheme for Paper 32 (9609/32), paraphrased. Cambridge’s 9609 past papers page publishes the Paper 31 mark scheme from this series, not the Paper 32 one.

Try the real question next: Cambridge International AS & A Level Business 9609, June 2024, Paper 32, Question 1.

3. Temporary contracts let the theme park take on staff only for the busy summer months [1], so it avoids paying wages to extra workers in winter when there are few visitors [1]. This keeps labour costs in line with seasonal demand, lowering costs over the year and protecting profit [1]. (Also valid: the park can judge temporary workers’ performance before offering any of them permanent jobs.)

Examiner insight (Cambridge 9609 June 2024 examiner report, Paper 32, Question 1): the best answers linked flexible contracts directly to the business’s seasonal demand for labour, then developed a chain of reasoning to lower unit costs and higher profit or more competitive prices. Only advantages were asked for, so time spent on limitations earned nothing.

Try the real question next: Cambridge International AS & A Level Business 9609, June 2024, Paper 32, Question 1.

4. Hard HRM treats employees as a resource to be used efficiently, with a focus on cost, close control and short-term contracts [1]. Soft HRM treats employees as a valuable asset to be developed, with a focus on training, motivation, involvement and long-term commitment [1].

Tip: a useful link is that hard HRM often goes with a flexible, peripheral workforce, while soft HRM is more common for core staff.

5. MBO is a method of management in which managers and employees agree specific objectives for each employee that are linked to the objectives of the business, and progress is reviewed regularly [1]. One limitation is that objectives may become out of date quickly in a fast-changing market, or it can be time-consuming to agree and review objectives for every employee [1].

Tip: the word “agreed” is important in the definition: under MBO objectives are agreed with the employee, not simply imposed.

6. A matrix structure groups staff into project teams that draw people from different functional departments, so each employee reports both to a functional manager and to a project manager [1]. One disadvantage is that having two managers can cause confusion or conflict over priorities, because the employee may receive competing instructions [1].

Tip: say who the employee reports to. Reporting to two managers is the key feature of a matrix structure.

7. Any two from: self-awareness, self-management (self-regulation), social awareness (empathy), relationship management (social skill) [1]. For example, social awareness matters because a leader who understands how employees feel [1] can respond to concerns early, which keeps motivation high and reduces conflict or labour turnover [1].

Tip: learn the four competencies as a set; a question often asks you to name some before applying one to a leader.

---

Where marks are usually lost

• Explaining an advantage to employees when the question asks for an advantage to the business.
• Defining flexible contracts only by naming them, without saying what makes them flexible (for example, no guaranteed hours).
• Adding drawbacks or evaluation when the question asks only for advantages.
• Confusing hard HRM with strict or unpleasant management; it is about treating labour as a cost to be controlled.
• Describing a matrix structure without mentioning that staff report to two managers.