Assignment One: Contemporary HRM and Leading,

Task 1

This task constitutes 45% of the overall mark. 10% of the overall marks for any task must be given to
‘Structure and Format’. Marks will be deducted where calculation methodology is incorrect.
1. Identify, evaluate and assess the impact of changes in the global environment on selected
organisations and their HR strategies, policies and practices.
CHRM: LO 1 (pcs 1.1, 1.2) LO 2 (pc 2.1-3)
2. Identify a range of different organisational contexts. For selected organisations carry out a
stakeholder analysis and environmental audit, explaining the role of HR professionals in
formulating and implementing strategies
CHRM: LO 3 (pcs 3.1-3) LO4 (pc 4.1-2)
Task 1 Word Count (formal report/case studies)
3000 words maximum.

Task 1 – Assessment Criteria and Mark Scheme

Assessment Criteria	Marks allocated	Comments	Mark Given
Identify, evaluate and assess the impact of changes in the global environment on selectedorganisations and their HR strategies, policies and practices. Critically evaluate the key internal and external environmental forces impacting upon organizations Analyse the changing nature of HRM in response to environmental forces. CHRM LO 1 (pc 1.1-2) LO2 (pc 2.1, 2.2, 2.3)	35	-Introduction to organizational environment and internal and external factors that impact a company. Sectoral changes, manufacturing and service sectors; size and structure; globalisation and internationalization, demographic, social and economic changes. Work-life balance; atypicalwork; the changing nature of work; occupational stress, work intensification, the flexible firm model core and peripheral workers; changing expectations and materialism, management and leadership style; job satisfaction.Trade union membership trends; employment rights, health and safety provision; diversity and equality issues, government subsidies, effects of government policies on tariffs, import substitution policies, foreign company ownership policies etc. Use of techniques such as PESTEL, STEEP and SWOT analysis to evaluate impact. -Identify the consequences in the short, medium and long term of environmental forces and assess the strategic position of an organization. Align HR and business strategies (scenario construction and planning; the psychological contract etc.).
Identify a range of different organisational contexts. For selected organisations carry out a stakeholder analysis and environmental audit, explaining the role of HR professionals in formulating and implementing strategies Explain strategic contexts and terminology	30	-Strategic planning process and development of HR strategies, planned emergent and incremental strategies; vertical and horizontal integration, scenario planning, organisational goals, mission,

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Task 2

This task constitutes 45% of the overall mark. 10% of the overall marks for any task must be given to
‘Structure and Format’. Marks will be deducted where calculation methodology is incorrect.
1. Critically evaluate the nature of leadership theories and their contribution to organisational
strategy and goals, with particular reference to the contribution of HR leadership strategies in
selected organisations for the management of change
LMD LO1 (pc 1.1-3) LO 2 (pc 2.1-2) LO 3 (pc 3.1-3) LO5 (pc 5.1-2)
2. Formulate and critically evaluate ethical strategies for HRM and HRD in selected organisations
and explain the changing role of the HR function as based on these organisations.
LMD LO3 (pc 3.3), LO4 (pcs 4.1-4.2)
3. Analyse own personal development needs and learning styles, plan own development
programme over at least 6 months, reflect on and evaluate evidence of own development
LMD LO 4 (pc 4.1-3)
Task 2 Word Count (case studies and portfolio of development activities)
2000 words maximum for 3, 750 words maximum for 4 and 5.

Task 2 – Assessment Criteria and Mark Scheme

Assessment Criteria	Marks allocated	Comments	Mark Given
Critically evaluate the nature of leadership theories and their contribution to organisational strategy and goals, with particular reference to the contribution of HR leadership strategies in selected organisations for the management of change 1.1Evaluate different approaches to developing HR strategy and contemporary developments 1.2Evaluate the links between HR strategy and organizational performance 1.3Evaluate the role of different approaches in creating high performing organizations LMD: L0 1, (pc 1.1-1.3), LO 2 (pc 2.1) 2.1Analyse the nature and approaches to the study of leadership 2.2Critically evaluate the significance of the leadership role in creating and sustaining high performing organization 3.1Critically evaluate the aims, objectives and practices of HRM and HRD 3.2Understand organizational dynamics 3.3Formulate and evaluate strategies in different functions of HR	65	The People- Performance link- best practice, contingency and resource-based approaches to developing HRM strategy, contemporary developments in HR strategy and practices Evaluation of the theoretical and practical links between HR strategy and organizational performance Characteristics and features of high performing organizations and differentiating factors resulting in high performance and barriers to it The role of concepts of discretionary behaviour and discretionary effort, motivation, ability, corporate citizenship, attitude, empowerment and in creating high performance. Examples (e.g. Nucor Steel, Toyota, Google etc.) Defining leadership, understanding different approaches to the study of leadership and leadership styles. The role of leadership in creating and sustaining high performance working, transformational leadership and role of leadership in designing, implementing and sustaining strategic organisational change. HRM and HRD in different organisational contexts; organisational structure and culture; organisational communications; concepts of flexibility and job design organisational dynamics- the nature of groups, group dynamics and processes; managing organisational conflict; power and politics in organisations *the development of systematic strategies and practices in employee resourcing,

Management and Development LMD LO 2, (pc 2.2), LO 3 (pc 3.1-3) 5.1Identify the need for organizational change and barriers in selected organisations 5.2Evaluate the contribution of leadership, management and development of people to strategic organisational change LMD LO5 (pc 5.1-2)	retention, learning and development, employee relations, performance management and reward; the psychological contract; practical approaches to delivering genuine involvement, commitment, engagement, discretionary behaviour and value-adding contribution Changing organisational environments, analysing the context of change; the nature and scope of strategic organisational change; organisational and individual barriers to change
Formulate and critically evaluate ethical strategies for HRM and HRD in selected organisations and explain the changing role of the HR function as based on these organisations 3.3 4.2Explain the ethical approach to HR functions 4.1Evaluate the changing role of the HR function in an organization Analyse own personal development needs and learning styles, plan own development programme over at least 6 months, reflect on and evaluate evidence of own development 4.3Analyse and reflect on personal learning, professional development and practice LMD LO4 (pc 4.1-3)	25	See * above business ethics and corporate social responsibility; professional ethics the role and organisation of the HR function; the HR role; changing models of HR service delivery; evaluating the HR contribution to organisational performance CIPD professional standards; continuous professional planning and development, evaluation of own learning styles and development

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Structure and Format Relevance to the tasks, professional tone and format of response (2 marks). Harvard Referencing (8 marks) In-text citation Bibliography, listed correctly and correlates to references made Accurate, correctly-formatted footnotes Integration of: supporting concepts, frameworks, critical thinking.	10
Total Mark	100

Assessment Criteria for All Assessments

Marks	Criteria
70-100	The answer submitted has an outstanding result with negligible amount of mistakes. The answer shows an appreciative levelof knowledge and clear understanding of related models, theories and frameworks. Analytical techniques used show the wide area of knowledge the learner has. The ability to apply and contextualise the models, theories and frameworks is clearly recognisable. The analysis and the use of research data, as well as the ability to use the data to reach acceptable and accurate conclusions, is exceptional. Answers show independent thought and clarity of the learner has led to an overall focused and evaluative answer. The answer has followed proper Harvard referencing.
60-69	The answer shows an above average standard with few errors. The answer shows a decent level of knowledge and fairly clear understanding of related models, theories and frameworks. There is a very good level, and use of, analytical techniques that is obvious throughout the answer. The ability to apply and contextualise the models, theories and frameworks is of a good standard. The analysis and the use of research data, as well as the ability to use the data to reach acceptable and accurate conclusions, is above average level. Answers show independent thought and clarity of the learner answer has led to an overall focused and evaluative answer with little inconsistency. The answer has followed proper Harvard referencing.
50-59	The answer shows an above average standard with errors. The answer shows a general level of knowledge and a fairly clear understanding of related models, theories and frameworks. There is a good level, and use of, analytical techniques that is obvious throughout the answer. The ability to apply and contextualise the models, theories and frameworks is of a reasonable standard. However, the link between theory and practical knowledge appears to be restricted/limited. The answer shows more assumptions than conclusive deductions/evidences and valid arguments. However, the ability to interpret and evaluate is evident. Answers show independent thought and clarity of the learner answer has led to an overall focused and evaluative answer with some inconsistencies. The answer has followed Harvard referencing at an acceptable level.
40-49	There are several shortcomings throughout the answer. The knowledge level reflected in the answer is limited, especially in understanding of related models, theories and frameworks. The case material has been repeated instead of evidencing knowledge. The use of analytical techniques is inadequate. A certain level of relevance is evidence in Harvard referencing.
30-39	Answer submitted is quite weak and lacks proper focus. The answer shows a number of spelling errors and/or poor grammar/syntax. The lack of understanding in subject knowledge, related models, theories and frameworks is evident. Contextualisation, interpretation, and evaluation are of a poor standard. Reflects only basic levels of Harvard referencing.
0-29	Requires more work on answering skills; overall output is well below the required standard. Answer has little relevance to the assignment briefs. Spelling/syntax poor. Little or no evidence of appropriate subject knowledge. Use of models, theories and frameworks is quite poor. Little to no evidence of, and/or unacceptable mistakes in, Harvard referencing.
The overall Pass Mark must be a minimum of 40% when averaging together the marks obtained for each task. Marks given to each task of the assignment must be an absolute minimum of 40% of the marks available for that task.

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Last Updated on April 25, 2020

Assignment One: Contemporary HRM and Leading, Task 1

Task 1 – Assessment Criteria and Mark Scheme

Task 2

Task 2 – Assessment Criteria and Mark Scheme

Assessment Criteria for All Assessments

Assignment One: Contemporary HRM and Leading,

Task 1