AS & A Level Business 9609 · Topic 7

Human resource management (A Level): past paper questions

54 real questionsasked in 9 of the last 10 exam series2019–2026usually: Analyse, Evaluate, Define, Explain, Discuss

Real questions on human resource management (a level)

The newest 20 of 54 written questions. Open one to see it on the real paper.

9609/12 · February/March 2026 · Q6a[8]
Analyse two disadvantages to a potential franchisee of buying into a franchise.
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9609/22 · February/March 2026 · Q1d[12]
Evaluate whether laissez-faire is the most appropriate management style for IX.
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9609/31 · October/November 2025 · Q5[12]
Evaluate the importance of emotional intelligence to Pedro’s leadership of PPP.
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9609/33 · October/November 2025 · Q5[12]
Evaluate LBM’s decision to use two different approaches to HRM.
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9609/12 · May/June 2025 · Q5b[12]
‘The contribution of managers to business performance in a hospital is less important than that of medical employees.’ Evaluate this view. OR
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9609/32 · May/June 2025 · Q2[8]
Analyse two benefits to PAIR of its organisational structure.
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9609/32 · February/March 2025 · Q1[8]
Analyse one advantage and one disadvantage to IPA of changing employment contracts from full-time to zero hours for most production employees.
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9609/33 · October/November 2024 · Q2[8]
Analyse two benefits to AFF of recruiting a new CEO who has a high level of emotional intelligence.
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9609/11 · May/June 2024 · Q4[5]
Analyse one impact on the workforce of effective communication of business objectives. Section B Answer one question only. EITHER
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9609/31 · May/June 2024 · Q2[8]
Analyse two disadvantages to GBS of its proposed communication process innovation.
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9609/32 · February/March 2024 · Q2[8]
Analyse two advantages to CD of changing to a geographical organisational structure.
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9609/21 · October/November 2023 · Q1d[12]
Evaluate whether PS should use the same payment method and employee development in both factories.
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9609/31 · October/November 2023 · Q1[8]
Analyse two advantages to CP of changing to a product‑based organisational structure.
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9609/32 · October/November 2023 · Q2[8]
Analyse how two qualities of leadership demonstrated by Frederico have contributed to CQ’s success.
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9609/23 · May/June 2023 · Q2d[12]
Evaluate whether Steve’s management style will contribute to GD’s future success.
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9609/31 · May/June 2023 · Q2[8]
Analyse two limitations to WP of its methods of internal communication.
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9609/32 · February/March 2023 · Q2[8]
Analyse two benefits to FWB of delegating more decision-making to van managers.
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9609/11 · October/November 2022 · Q1a[2]
Define the term ‘emotional intelligence’.
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9609/11 · October/November 2022 · Q1b[3]
Explain two of Goleman’s emotional intelligence competencies.
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9609/12 · October/November 2022 · Q6[20]
‘Good leaders will be more important than effective managers if the business performance of an international hotel chain is to improve.’ Discuss the extent to which you agree with this view.
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What examiners said

Some candidates provided lengthy definitions of employment contracts detailing the information that a contract would include before then commenting on the difference between a full-time contract and a zero hours contract. Such depth in explaining the key terms was not necessary and at most could be awarded one mark for knowledge. A simple observation that zero hours contracts do not guarantee empl...
— Examiner report, February/March 2025, 9609/32 Q1 (Cambridge)

It is very encouraging to see some candidates score full marks. Knowledge marks could be gained by defining payment methods and employee development. Good candidates analysed payment methods and employee development with contextualised chains of reasoning and concluded with a justified recommendation as to whether the same methods should be used in both factories. It is worth noting that there are...
— Examiner report, October/November 2023, 9609/21 Q1(d) (Cambridge)

This question was well answered by some candidates, who showed a good understanding of how a product-based structure may be more efficient than the current centralised functional structure. However, a significant number of candidates misunderstood this and thought the company would be changing to become product orientated. The requirement here was for two well-developed points and the best respons...
— Examiner report, October/November 2023, 9609/31 Q1 (Cambridge)

Practise this topic

Answer these questions online and get each one marked against the official mark scheme, with what you missed and how to fix it.

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In the syllabus

7.1.1 The relationship between business objectives and organisational structure

the purpose and attributes of an organisational structure such as flexibility, meeting the needs of the business, allowing for growth and development and encouraging intrapreneurship

7.1.2 Types of structure: functional, hierarchical (flat and narrow), matrix

the advantages and disadvantages of the different types of structure
why some organisations are structured by product and others by function or geographical area
the reasons and ways structures change e.g. due to growth or delayering
the features of a formal structure: levels of hierarchy, chain of command, span of control, responsibility, authority, delegation, accountability, centralised, decentralised

7.1.3 Delegation and accountability

the relationship between delegation and accountability
the processes of accountability in a business
the impact of delegation on a business

7.1.4 Control, authority and trust

the relationship between span of control and levels of hierarchy
the difference between authority and responsibility
the conflicts between control and trust that might arise when delegating

7.1.5 Centralisation and decentralisation

the impact of centralisation and decentralisation on a business

7.1.6 Line and staff

examples of and distinctions between line and staff functions and the conflicts between them

7.2.1 Purposes of communication

situations in which communication is essential

7.2.2 Methods of communication

the standard methods of communication used in business: spoken, written, electronic, visual
the strengths and weaknesses of the different methods of communication

7.2.3 Channels of communication

how communication works within a business
the difference between one- and two-way communication; the difference between vertical and horizontal communication
problems associated with different channels of communication

7.2.4 Barriers to communication

barriers to communication and how to overcome them

7.2.5 The role of management in facilitating communication

the role of informal communications within a business
ways in which communication can influence the efficiency of a business
ways of improving communication in a given situation

7.3.1 Leadership

the purpose of leadership
leadership roles in business (directors, managers, supervisors, worker representatives)
the qualities of a good leader

7.3.2 Theories of leadership

key leadership theories: trait, behavioural, contingency, power and influence and transformational

7.3.3 Emotional intelligence/emotional quotient (EQ)

Goleman’s four competencies of emotional intelligence: self-awareness, social awareness, self- management and social skills

7.4.1 Approaches to human resource management (HRM)

the difference between ‘hard’ and ‘soft’ HRM
flexible working contracts: advantages and disadvantages of temporary contracts or flexible contracts including zero hours contracts, part-time, full-time, annualised hours, flexi-time, home working, shift working, job sharing, compressed working hours, the gig economy
the measurement, causes and consequences of poor employee performance
strategies for improving employee performance
Management by Objectives (MBO) – implementation and usefulness
the changing role of Information Technology (IT) and Artificial Intelligence (AI) in HRM

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