A Level Business: Leadership and Human resource management (HRM) strategy (Cambridge 9609) – Practice Questions

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 – examination boards hold copyright in their own papers. Use these alongside the official past papers from your board or school.

These questions cover sections 7.3 Leadership and 7.4 Human resource management (HRM) strategy of the Cambridge International AS & A Level Business 9609 syllabus for examination in 2026, 2027 and 2028. Read the study guide and revision notes first. The Topic 7 practice questions cover other parts of the topic. Course links: the Cambridge A Level Business hub, the checklist and the free diagnostics.

All businesses are invented. Money is in dollars.

Questions

1. Define trait theory of leadership and state one limitation of it. [3]

2. Identify two leadership roles in a business and explain the role of worker representatives. [3]

3. At Hobbleton Textiles the production manager shouts at staff when a machine breaks down and later cannot say why the team has stopped sharing problems with her. Using Goleman’s competencies, identify two that she lacks and explain the effect on the team. [4]

4. Ashbourne Call Centre had 120 staff at the start of the year and 100 at the end, so the average was 110. During the year 33 staff left. Staff could work on 240 days and 1,056 days were lost to absence. (a) Calculate labour turnover. [2] (b) Calculate the absenteeism rate. [2] (c) Explain one cause of high labour turnover. [2]

5. Explain one advantage and one disadvantage to a business of home working. [4]

6. Iskerton Couriers employs riders at a monthly cost of 2,400 each, and each rider delivers 400 parcels a month. In December it expects 3,000 extra deliveries. It can use gig riders paid 4.80 a delivery. (a) Calculate the cost saving from using gig riders for the 3,000 deliveries instead of employed riders at the usual cost per delivery. [3] (b) Evaluate whether Iskerton should rely on the gig economy for peak demand. [6]

7. Kirtlebank Bakery has two groups. Its 12 delivery drivers are on zero hours contracts and are told their rotas two days ahead. Its 6 master bakers are on permanent contracts and attend training and weekly planning meetings. Turnover among drivers is high. Analyse whether Kirtlebank follows hard HRM, soft HRM or both. [5]

8. Explain how a business should implement Management by Objectives (MBO) and assess its usefulness for a firm of skilled architects. [8]

9. Dovecombe Dental Group received 1,800 job applications. An HR officer takes 12 minutes to read each. An AI tool would shortlist 15% for the officer to read. Staff cost 18 an hour. (a) Calculate the saving in HR time and cost. [3] (b) Evaluate whether Dovecombe should use AI to screen applications. [5]

10. Hobbleton Textiles faces falling orders. The new managing director, Ms Vane, has expert knowledge of the industry and persuades staff to share a plan to move into recycled fabrics. She also threatens redundancies for anyone who refuses to retrain. Analyse the sources of power she uses and evaluate whether a transformational approach is the best way to lead the change. [10]

11. A supervisor finds that output per worker is 18% below target. Staff say they are unsure what is expected and the machines often stop. State two causes in this case and recommend one strategy to improve performance, with justification. [5]

Answers

1. Trait theory says good leaders have particular personal characteristics, such as confidence, so leaders are born rather than made [1]. Limitation: no single set of traits works in every situation, and it ignores training and the circumstances [1]; it may also lead a business to overlook able people who lack the supposed traits [1].

Examiner insight: a definition gains from showing the “born, not made” idea; a limitation that is only named is weaker than one with a reason.

2. Any two of directors, managers, supervisors, worker representatives [1]. Worker representatives put employees’ views to management [1] and take part in consultation, so management hears concerns before decisions are made [1].

Examiner insight: answers that say what the role does (speak for staff) are stronger than those that only describe who they are.

3. Lacks self-management, as she cannot control her anger under pressure [1], and social awareness, as she does not notice why staff stopped speaking up [1]. Staff may hide problems so faults stay unfixed [1], harming productivity and morale [1].

Examiner insight: Goleman’s four competencies are named in the syllabus; the strongest answers choose the two that fit the evidence and use a quotation from the case.

4. (a) Turnover = 33 / 110 x 100 [1] = 30% [1]. (b) Days available = 110 x 240 = 26,400; absence = 1,056 / 26,400 x 100 [1] = 4% [1]. (c) One cause: poor pay or low motivation, so staff leave for better offers [1]; this raises recruitment and training costs [1].

Examiner insight: showing the formula and working lets a slip in one figure be seen; a bare number gives nothing to reward if wrong.

5. Advantage: the business saves premises costs such as rent and heating [1], because fewer desks are needed [1]. Disadvantage: managers find it harder to supervise and communicate [1], which may weaken team spirit or output [1].

Examiner insight: each side needs a reason, not a label; “cheaper” alone is thin.

6. (a) Employed cost per delivery = 2,400 / 400 = 6.00 [1]. Employed cost for 3,000 = 18,000 and gig cost = 3,000 x 4.80 = 14,400 [1]. Saving = 3,600 [1]. (b) For: cuts cost, riders paid only for deliveries, and December can be covered without hiring staff for a short peak [1], with no pay while demand is low [1]. Against: gig riders are less loyal and less trained, so service may suffer and the brand may be damaged [1]; riders may drop out when demand is highest [1]. Judgement: use gig riders for peaks, but keep employed riders for the core volume, because reliability protects revenue worth more than a 3,600 saving [2].

Examiner insight: in evaluate answers, a reasoned judgement that uses the figures and the business’s own position tends to earn more than a balanced list with no verdict.

7. The drivers show hard HRM [1]: zero hours contracts treat labour as a cost to flex, with short notice of rotas [1]. The bakers show soft HRM [1]: training, planning meetings and permanent contracts treat them as assets to develop [1]. So it uses both for different groups, and the high driver turnover suggests the hard approach has a cost [1].

Examiner insight: name the approach for each group and quote the evidence; one overall label misses the contrast in the case.

8. Implementation: set business objectives [1], cascade them to departments [1], agree specific measurable objectives with each architect [1], give resources and authority [1], review progress regularly [1]. Usefulness: skilled architects can set their own goals, so they feel trusted and motivated, and results link to the firm’s aims [1]. Limits: it takes time, and measurable targets such as billable hours may crowd out design quality [1]. Judgement: it is likely to be useful because the staff are skilled and work independently, provided objectives are agreed and reviewed [1].

Examiner insight: a judgement that comes from the skill of the staff answers “for this firm”; a generic list of MBO pros and cons does not.

9. (a) Current time = 1,800 x 12 / 60 = 360 hours [1]. With AI the officer reads 270 applications = 54 hours, a saving of 306 hours [1], worth 306 x 18 = 5,508 [1]. (b) For: large time and cost saving, and quicker responses to candidates [1], which supports consistent handling [1]. Against: the tool may copy past bias or reject strong applicants who do not fit its pattern [1]; candidates may dislike impersonal handling [1]. Judgement: use it only to rank, with the officer checking a sample of rejected applications, so the saving is kept and the risk is checked [1].

Examiner insight: the best evaluation uses the figure for scale, then weighs it against risk to quality.

10. Expert power: her knowledge of the industry earns respect [1], and referent power in persuading staff to share her plan [1]. Legitimate power comes with her post as managing director [1]. Coercive power: threatening redundancy produces compliance through fear [1]. Transformational leadership fits the vision and persuasion [1], and it may build commitment to a big change [1]. Against: the threat undermines trust, which transformational leadership relies on, so staff may comply but not commit [1]. Falling orders may need fast, directive action, so a contingency approach might be better [1]. Judgement: the transformational element is the better route to lasting change, but only if the threat is dropped, because retraining needs willing effort [2].

Examiner insight: name each source of power and tie it to words in the case; then argue about the method, not just describe it.

11. Causes: unclear objectives, as staff are unsure what is expected [1], and poor equipment, as machines often stop [1]. Recommend setting agreed objectives with each worker and reviewing them (MBO) [1]. Justify: it removes the uncertainty staff report [1], but it will help only if machines are repaired too, or targets will be missed [1].

Examiner insight: a recommendation tied to a cause named in the case gains more than a general fix.

Where marks are usually lost

• Defining a theory without saying what is distinctive about it.
• Naming Goleman’s competencies without applying them to the evidence.
• Dividing leavers by starting staff instead of the average.
• Quoting a calculation without units or a percentage sign.
• Treating gig or zero hours work as only good or only bad for a business.
• Calling a business “hard” or “soft” without evidence from the case.
• Describing MBO but not assessing it for the type of staff.
• Ending an evaluate answer without a reasoned judgement.

Next steps

• Revise with the revision notes and the study guide.
• Go to the Cambridge A Level Business hub or the printable checklist.
• Take the free 10-minute diagnostics.
• Book a free trial class.

Frequently asked questions

Which sections of Cambridge AS and A Level Business 9609 do these questions cover? Section 7.3 Leadership and section 7.4 Human resource management (HRM) strategy, A Level content including leadership theories, emotional intelligence, flexible contracts, performance measures, MBO and AI in HRM.

Is it enough to name a leadership theory or competency? No. Marks come from applying it to the evidence in the case, for example linking a manager’s behaviour to a named idea, rather than defining the theory on its own.

How should I treat zero hours and gig work in an evaluate answer? Weigh both sides using the case figures, such as cost savings against reliability and staff commitment. Treating flexible contracts as only good or only bad loses marks.

What is the common mistake in labour turnover calculations? Dividing leavers by the number of staff at the start of the year instead of the average number employed. Give the answer as a percentage.

Official syllabus

Cambridge International AS & A Level Business 9609 syllabus for examination in 2026, 2027 and 2028, published by Cambridge University Press & Assessment. These questions cover sections 7.3.1 to 7.3.3 and 7.4.1.