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e"el: Mo&ule Tutor: Email: Date -et: BTEC Higher National Diploma (HND) in Business Human Resource Management (Unit: 2 ) #C$ !e"el % 'annic( $ansi )t*ansi+gmail,com 2./01/20 .

Learners name and statement of authenticity Learners Name: .. Learners ID: Date handed-in: ort

I certify that the work submitted for this assignment is my own. Where the work of others has been used to su my work then credit has been acknow!edged. "ignature: . Date:

Key dates Distri2ution &ate: -u2mission &ate: Return &ate: %/ 0/20 . Decem2er 20 . (TBC) % 3ee(s a*ter su2mission Introduction The aims o* this assignment are to measure the outcome o* stu&ents4 learning in terms o* (no3le&ge ac5uire&6 un&erstan&ing &e"elope& an& s(ills or a2ilities gaine& in relation to achie"e the learning outcomes, 7 case stu&) has 2een pro"i&e& to pro"i&e a general conte8tual *rame3or( to the assignment, The assignment comprise o* an essa) to 2e 3ritten un&er *our 2roa& topics as the main re5uirements o* the assignment, The 2eginning o* each section shoul& outline a general intro&uction to the 2roa& topic 3ith the o29ecti"e o* pro"i&ing a conte8tual 2ac(groun& to the areas o* &iscussion to *ollo3, Rele"ant re*erences an& aca&emic 5uotes an& the use o* case e8amples are re5uire& as e"i&ence o* 2roa&er rea&ing an& research, Merit an& Distinction criteria re5uirements are pro"i&e& separatel) a*ter the pass criteria re5uirements, 1

Speci ication o Assess!ent


#$%&' a non- rofit organi(ation based in New )ork #ity' was founded after Wor!d War II to ro*ide a means by which $mericans cou!d send ackages of food and c!othing to &uro ean *ictims of the war. +radua!!y #$%&' which stands for #o-o erati*e for $merican %e!ief &*erywhere' shifted its em hasis to s onsoring schoo!-!unch' materna! hea!th' disaster re!ief' forestation' agribusiness de*e!o ment' and ,ob training rograms in &uro e' $sia' Latin $merica' and $frica. -y 1./0' #$%& itse!f was e1 eriencing serious difficu!ties' and its human resource management rob!ems were articu!ar!y acute. Litt!e human resource !anning was being done. 2ob Descri tions' when they e1isted at a!!' were oor!y written. 3any em !oyees did not ha*e a ro riate ski!!s for erforming their ,obs effecti*e!y. )et few forma!i(ed training rogrammes were a*ai!ab!e to he! them im ro*e their ,ob-re!ated ski!!s. 4here were *irtua!!y no standards for erformance' and erformance a raisa!s were rare!y conducted. 4he com ensation system dis ensed inconsistent and ine5uitab!e rewards. $s a resu!t' a new team was brought in to re*am human resource management at #$%&. In a dramatic change' human resources became an integra! art of the management rocess. 4oday' the resident for human resources re ort direct!y to the chief o erating officer and is inc!uded in a!! arts of the strategic management rocess. 6ne of the organisations si1 ma,or strategic areas is de*oted to human resource management. #urrent ,ob descri tions now e1ist for e*ery ,ob. $ human resource information system a!!ows ready access to *arious ty es of information about em !oyees' inc!uding an in*entory of their ski!!s. $ forma! orientation rogramme introduces new em !oyees to the organi(ation' and training rogrammes he! them to de*e!o technica! and other ski!!s that they need to o erate effecti*e!y. 4he com anys new com ensation system a!!ocates ay on a more e5uitab!e basis' and a stream!ined sa!ary structure has he! ed recruit e1ce!!ent rofessiona! and manageria! ta!ent. 7or e1am !e' #$%& increased management sa!aries by 89 to :9 ercent in order to attract more e1 erienced eo !e. 4he sa!aries are sti!! not generous' but they are more com etiti*e with sma!! com anies and other not-for- rofit organi(ations. ;erformance management is now a art of the com anys new erformance e*a!uation system' which is based on management by ob,ecti*es. $s a resu!t' annua! ay raises are awarded on the basis of merit. 4he standards ha*e a!so induced a ortion of the management staff to resign o*er a eriod of time rather than meet the new e1 ectations for erformance. $!though' numerous changes ha*e been made in *arious areas at #$%&' many of the ositi*e resu!ts are attributab!e to the im ro*ed management of human resources. #$%& was sing!ed out by Fortune maga(ine in 1./: as one of $mericas best-run charities-*ery different' indeed' from the manner in which the organi(ation o erated ear!ier. <uman resource management im ro*ement continues to be the order of the day at #$%&.
(Source: Bartol & Martin, 1994. Management, McGrawHill, New York, p 4!".

ASSIGNMENT RE"UIREMENT# Usin$ t%e case study a&o'e and re(e'ant t%eories and (iterature) *rite your assi$n!ent co!prised o t%e o((o*in$ our &road topics to ac%ie'e +ass criteria in t%is assi$n!ent, -Requirements for Merit and Distinction criteria are explained immediately after the Pass descriptions., , Di**erence 2et3een Personnel an& Human Resource Management /,/. E8plain the theor) an& practice o* personnel management an& human resource management, /,0. E8plain ho3 the *unctions o* Human Resource Management can contri2ute to organi:ational o29ecti"es /,1. ;ho are line managers an& e"aluate their roles an& responsi2ilities /,2. Present a 2rie* anal)sis o* ho3 the legal an& regulator) *rame3or(s impact on human resource management in 2usiness organisations =

2, Emplo)ee Recruitment 0,/) 3hat are the reasons *or human resource planning in organi:ations 0,0) e8plain the stages in"ol"e& in planning human resource re5uirements 0,1. i&enti*) t3o organi:ations6 an& compare the recruitment an& selection process in these t3o organi:ations 0,2. e"aluate the e**ecti"eness o* recruitment an& selection techni5ues in the chosen organi:ations (t3o organi:ations selecte& in 2,.) ., Re3ar&ing Emplo)ees *or Emplo)ee Moti"ation an& Retention 1,/. <utline the "arious theories on moti"ation an& e8plain the lin( 2et3een moti"ation an& re3ar& 1,0. 3hat are the *actors that &etermine pa) an& e"aluate the process o* 9o2 e"aluation 1,1. <utline re3ar& s)stems in an organi:ation an& assess its e**ecti"eness 1,2. e8plain the metho&s organi:ations use to monitor emplo)ee per*ormance %, Mechanisms *or cessation o* emplo)ment 2,/. 3hat are the reasons *or cessation o* emplo)ment in an organisation 2,0. i&enti*) t3o organi:ations an& e8plain the emplo)ment e8it proce&ures in the t3o organi:ations 2,1. outline the impact o* the legal an& regulator) *rame3or(s in the aspect o* emplo)ment cessation T%e o((o*in$ re3uire!ents need to &e atte!pted to ac%ie'e Merit# Un&erta(e research on a selecte& 2usiness organi:ation an& ans3er *ollo3ing sections lin(ing 3ith )our pass &escriptors those anal)ses an& e"aluates the *ollo3ing= a) Ho3 the human resource *unctions contri2utes to organi:ational o29ecti"es (Merit M/) 2) >&enti*) the &etails o* the human resource plan implemente& an& its e**ecti"eness 3ith regar& to organi:ational outcomes ( Merit M0) c) E8plain the &etails o* the nature an& t)pe o* per*ormance appraisal s)stem implemente& an& the challenges *ace& in implementation o* the appraisal s)stem (Merit M1) In addition) t%e o((o*in$ re3uire!ents need to &e atte!pted to ac%ie'e Distinction# >t has 2een sai& that human resource management is important *or organi:ational e**ecti"eness an& per*ormance6 2ecause it esta2lishes a close *it 2et3een 2usiness strateg) an& HRM strateg), Discuss this statement in relation to the *ollo3ing points, a) The theoretical lin(s 2et3een 2usiness strateg) an& HRM strateg) (Distinction D/) 2) >nternal coherence o* HRM policies 3ith regar& to the 2usiness strateg) a&opte& (Distinction D0) c) The nee& *or *le8i2ilit) in 9o2s an& 9o2 roles ( Distinction D1) 8

Achievement of a pass, merit and distinction rade

7 pass gra&e is achie"e& 2) meeting all the re5uirements &e*ine& in the assessment criteria *or each in&i"i&ual unit, Ac%ie'e!ent o a !erit or distinction $rade 7ll the assessment criteria an& merit gra&e &escriptors nee& to 2e complete& 3ithin a unit to achie"e a merit gra&e, 7ll the assessment criteria6 merit an& &istinction gra&e &escriptors must 2e complete& 3ithin a unit to achie"e a &istinction gra&e, +(a$iaris! and Co((usion 7n) act o* plagiarism an& collusion 3ill 2e seriousl) &ealt 3ith accor&ing to the regulations, >n this conte8t the &e*inition an& scope o* plagiarism are presente& 2elo3: ?Using the 3or( o* others 3ithout ac(no3le&ging source o* in*ormation or inspiration, E"en i* the 3or&s are change& or sentences are put in &i**erent or&er6 the result is still plagiarism@, (Cortell 200.) Collusion &escri2es as the su2mission o* 3or( pro&uce& in colla2oration *or an assignment 2ase& on the assessment o* in&i"i&ual 3or(, ;hen one person shares his/her 3or( 3ith others 3ho su2mit part or all o* it as their o3n 3or(, E4tension and Late Su&!ission >* )ou nee& an e8tension *or a "ali& reason6 )ou must re5uest one using a course3or( e8tension re5uest *orm a"aila2le *rom the college, Please note that the lecturers &o not ha"e the authorit) to e8ten& the course3or( &ea&lines an& there*ore &o not as( them to a3ar& a course3or( e8tension, The complete& *orm must 2e accompanie& 2) e"i&ence such as a me&ical certi*icate in the e"ent o* )ou 2eing sic(, Support !ateria(s Te4t&oo5s Particularl) rele"ant te8ts are: 7rmstrong M A A Handbook of Human Resource Practice (Bogan Page6 200 ) >-BN: 0C%1%..1.0 BPP A Business Basics: Human Resource Management 2nd dition (BPP Pu2lishing6 !on&on6 11C) >-BN: 0CD C20CE. Cor2ri&ge M an& Pil2eam - A mployment Resourcing ($T Prentice Hall6 11F) >

>-BN: 02C.E2D2CE Drans*iel& R/Ho3(ins -/Hu&son $ an& Da"ies ; A Human Resource Management for Higher A!ards (Heinemann6 11E) >-BN: 0%.D%DD2F $oot M an& Hoo( C A "ntroducing Human Resource Management #rd dition ($T Prentice Hall6 Harlo36 2002) >-BN: 02C.ED %.1 Torrington D/Hall ! an& Ta)lor - A Human Resource Management $th dition ($T Prentice Hall6 Harlo36 2002) >-BN: 02C.E%E.1C 6e&sites
333,acas,org,u( 333,2i:e&,ac,u( 333,cip&,co,u( 333,compactla3,co,u( 333,cre,org,u( 333,&rcGg2,org,u( 333,&ti,go",u( 333,emplo)mentGstu&ies,co,u( 333,eoc,org,u( 333,guar&ian,co,u( 333,hse,go",u( 333,ilo,org 333,incomes&ata,co,u( 333,isma,org,u( 333,peoplemanagement,co,u( 333,personnelto&a),com 333,successunlimite&,co,u( 333,training9ournal,com 333,3*pma,com 333,3to,org 7&"isor)6 Conciliation an& 7r2itration -er"ice pro"i&es 2usiness case stu&ies appropriate *or e&ucational purposes Chartere& >nstitute o* Personnel an& &e"elopment 3e2site 3ith a range o* learning resources emplo)ment 5uestions an& ans3ers Commission *or Racial E5ualit) Disa2ilit) Rights Commission Department o* Tra&e an& >n&ustr) >nstitute *or Emplo)ment -tu&ies E5ual <pportunities Commission pro"i&es lin(s to ne3s items an& reports Health an& -a*et) E8ecuti"e >nternational !a2our <rganisation upGtoG&ate intelligence on emplo)ment issues (>ncomes Data -er"ices) >nternational -tress Management 7ssociation (UB) 2iGmonthl) 9ournal o* the Chartere& >nstitute o* Personnel an& De"elopment rele"ant articles an& statistics site on 2ull)ing in the 3or(place rele"ant articles on current training an& &e"elopment topics a 9ournal 3ith articles on international aspects o* managing people at 3or( ;orl& Tra&e <rganisation

;rogramme: -4&# <igher Nationa! Di !oma ?<ND@ in -usiness Anit Number and 4it!e: 3odu!e 4utor: Learner name: Learner ID: Information!feed"ac# on assessment and radin criteria

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7eedback of this coursework wi!! norma!!y be gi*en to students four weeks after the submission of an assignment.