AS & A Level Business 9609 · Topic 2

Human resource management (AS Level): past paper questions

217 real questionsasked in 10 of the last 10 exam series2019–2026usually: Analyse, Explain, Define, Evaluate, Justify

Real questions on human resource management (as level)

The newest 20 of 217 written questions. Open one to see it on the real paper.

9609/11 · May/June 2026 · Q4[5]
Analyse one implication for a business of high labour turnover. Section B Answer one question only. Either
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9609/12 · May/June 2026 · Q2a[2]
Define the term ‘work-life balance’.
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9609/12 · May/June 2026 · Q2b[3]
Explain one disadvantage for a business of using off-the-job training.
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9609/12 · May/June 2026 · Q6a[8]
Analyse two advantages to a business of satisfying human needs at work.
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9609/13 · May/June 2026 · Q1b[3]
Explain one responsibility of an employee to a business.
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9609/13 · May/June 2026 · Q3a[2]
Define the term ‘unfair dismissal’.
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9609/13 · May/June 2026 · Q3b[3]
Explain one reason why a business may need a workforce plan.
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9609/21 · May/June 2026 · Q1d[12]
Evaluate whether CC should change the employee payment method from time‑based to piece rate.
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9609/21 · May/June 2026 · Q2d[12]
Evaluate whether external recruitment would be the best method for DW to use to recruit the new website manager.
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9609/22 · May/June 2026 · Q1a(i)[1]
Identify one method of employee selection.
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9609/22 · May/June 2026 · Q1b(i)[3]
Refer to Table 1.1 and other information. Calculate the number of female employees who left PT in 2025.
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9609/22 · May/June 2026 · Q2a(ii)[3]
Explain the term redundancy.
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9609/23 · May/June 2026 · Q1b(ii)[3]
Explain one benefit to JT of motivating its employees using participation.
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9609/12 · February/March 2026 · Q4[5]
Analyse one reason an employee might be motivated by status. Section B Answer one question only. Either
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9609/11 · October/November 2025 · Q4[5]
Analyse one benefit to a business of low labour turnover. Section B Answer one question only. EITHER
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9609/12 · October/November 2025 · Q2a[2]
Define the term on-the-job training.
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9609/12 · October/November 2025 · Q2b[3]
Explain one advantage to a business of induction training.
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9609/13 · October/November 2025 · Q2a[2]
Define the term employee morale.
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9609/13 · October/November 2025 · Q2b[3]
Explain one method of paying employees.
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9609/21 · October/November 2025 · Q1c[8]
Analyse two benefits to CB of training its employees.
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What examiners said

Many candidates were able to access 4–5 marks by effectively analysing one impact on employees of trade union involvement in the workplace. Popular impacts included better contracts of employment, higher wages, and better working environments. The importance of collective bargaining was a common example given to explain how trade unions could impact an employee working experience. Weaker answers m...
— Examiner report, February/March 2025, 9609/12 Q4 (Cambridge)

Candidates were required to analyse two benefits to a business of using online recruitment methods. Strong responses gave examples of cost saving and time saving as relevant business benefits and used online platforms such as Linkedin to illustrate and develop answers. Once again. some candidates misread the question and directed their analysis to employees rather than to a business.
— Examiner report, February/March 2025, 9609/12 Q6(a) (Cambridge)

Candidates were required to evaluate whether improving employee morale and welfare is the most important role of HRM in an airline business. Most candidates gained maximum knowledge and application/context marks with sound understanding of the role and activities of HRM and of the context of an airline business. Context examples included reference to cabin staff giving good customer service to pas...
— Examiner report, February/March 2025, 9609/12 Q6(b) (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

2.1.1 Purpose and roles of HRM

the role of HRM in meeting organisational objectives

2.1.2 Workforce planning

the reasons for and role of a workforce plan
measurement of labour turnover
the implications of high and low labour turnover for a business

2.1.3 Recruitment and selection

recruitment of employees: process (job descriptions and person specifications) and recruitment methods (job advertisements, employment agencies, online recruitment)
internal and external recruitment
selection methods: curriculum vitae, résumé, application forms, interviews, references, testing, assessment centres
employment contracts

2.1.4 Redundancy and dismissal

the difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

2.1.5 Morale and welfare

the relationship between HRM, employee morale and welfare in a business including the concept of work-life balance
the impact of diversity and equality in the workplace on a business

2.1.6 Training and development

different types of training: induction, on-the-job, off-the-job
the impact of training and development on a business
employee development to encourage intrapreneurship
employee development to encourage multi-skilling and flexibility

2.1.7 Management and workforce relations

how cooperation between management and the workforce can be of benefit to both
the impact on employers and employees of trade union involvement in the workplace including their role in collective bargaining

2.2.1 Motivation as a tool of management and leadership

the need to motivate employees to achieve the objectives of a business

2.2.2 Human needs

a simple explanation of human need
how human needs may or may not be satisfied at work

2.2.3 Motivation theories

the ideas of the main content theories (Taylor, Mayo, Maslow, Herzberg and McClelland) and process theory (Vroom)

2.2.4 Motivation methods in practice: financial motivators, non-financial motivators

the theories in practical situations
different payment methods: time based, salary, piece rates, commission, bonuses, profit sharing, performance-related pay, fringe benefits
different types of non-financial motivators: training, opportunities for promotion, development, status, job re-design, team working, empowerment, participation, job enrichment
ways in which employees can participate in the management and control of business activity

2.3.1 Management and managers

traditional manager functions: planning, organising, directing, controlling
the role of managers: Fayol, Mintzberg
the contribution of managers to business performance
management styles: autocratic, democratic, laissez-faire, paternalistic
McGregor’s Theory X and Theory Y managers

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