Managing and HR Development

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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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vision, values
-The use of stakeholder analysis to identify
interested parties both inside and outside
the organisation. Evaluation of expectations
of stakeholders; ethics and culture; debates
about strategy; the rational approach to
strategy; tools and techniques of
environmentalanalysis; shaping the
external environment; the emergence of HR
strategy;
-Role of HR Professionals in formulating and
implementing strategies
Carry out a stakeholder analysis and
environmental audit for a selected
organisation
Evaluate the role of HR professionals in
strategic planning
CHRM LO 3 (pc 3.1-3
Explain a range of organisational
contexts
Evaluate the role of the HR function in
above identified organizational
contexts in achieving set goals and
objectives
CHRM LO4 (4.1-2)
-Private, public, voluntary. organizational
size and structure, unionisation, industry
sector, culture, competitive environment
etc.
-Management and leadership, managing
and managerial functions within
organisations; power, authority and
influence; the search for managerial
legitimacy; organisational core
competencies; customer care; quality,
innovation and creativity and cost
leadership strategies; employee
performance management; models and
roles of the HR function; forces shaping the
HR agenda; the politics of management and
the change agenda
25
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


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
4.2
Explain 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 by