Human resource management
Sai Kiran1704
HumanResourceManagement1.pdf
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
International Master’s in Business
Administration
Human Resource Management Student
Guidelines
Coursework Assessment Brief
Submission deadline: 14th April 2020 by 23.59
Submission mode: Turnitin online access
1. General Assessment Guidance
• Your summative assessment for this module is made up of this Coursework submission which
accounts for 100% of the marks
• The deadline for submission is 14th April 2020 by 23.59. Please note late submissions will not be
marked.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
• You are required to submit all elements of your assessment via Turnitin online access. Only
submissions made via the specified mode will be accepted and hard copies or any other digital
form of submissions (like via email or pen drive etc.) will not be accepted.
• For coursework, the submission word limit is 2,500 words. You must comply with the word count
guidelines. You may submit LESS than 2,500 words but not more. Word Count guidelines can be
found on your programme home page and the coursework submission page.
• Do not put your name or contact details anywhere on your submission. You should only put your
student registration number (SRN) which will ensure your submission is recognised in the marking
process.
• A total of 100 marks are available for this module assessment, and you are required to achieve
minimum 50% to pass this module.
• You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information: http://bpp.libguides.com/Home/StudySupport
• BPP University has a strict policy regarding authenticity of assessments. In proven instances of
plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to read
the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which are
available on VLE in the Academic registry section.
• You should include a completed copy of the Assignment Cover sheet. Any submission without this
completed Assignment Cover sheet may be considered invalid and not marked.
2. Assessment Brief
2.1 Part One - Reflective Statement : 500 words (20 marks)
You are required to reflect on the following questions and then to produce short answers
(approximately 125 words) for each of the five questions using the format provided in the pro-forma
document.
Question Reflection Specifically you need to answer the following questions by providing short
answers.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
1. Why is it important for
aspiring line managers to be able to critically evaluate the relationship between employee engagement and organisational performance?
5 marks
a. What is employee engagement?
b. Why do high levels of employee engagement typically create high levels
of organisational performance?
c. What tools can help line managers evaluate the relationship between
employee engagement and organisational performance within their
area of responsibility?
d. Why is it important to conduct an evaluation on a regular basis?
e. Why is important for aspiring managers to be able to critically evaluate
the relationship between employee engagement and organisational
performance before they take responsibility for leading a team?
(1 mark per question)
2. Why it is important for
aspiring line managers to have a systematic knowledge of people management theories to identify and solve problems related to organisational performance?
5 marks
a. Identify a key people management theory?
b. Explain how an understanding of this theory might help to identify a
problem relating to organisational performance.
c. Explain how an understanding of this theory might help to solve a
problem related to organisational performance.
d. Why might some aspiring line managers lack interest in developing a
systematic knowledge of people management theories?
e. Why is important that aspiring line managers gain this knowledge before
they take responsibility for leading a team?
(1 mark per question)
3. Why is it important for
aspiring line managers to be able to select appropriate management practices for the effective leadership of diverse teams and networks?
5 marks
a. What is meant by the term ‘Diversity’?
b. Give five examples of diversity within employee groups.
c. What is meant by the term ‘Inclusion’?
d. Give an example of a group for whom inclusion is a key issue in
contemporary business environments.
e. Identify two people management practices associated with the
effective leadership of diverse teams and networks of which aspiring
line managers need to be aware before taking responsibility for the
leadership of diverse teams and/or networks.
(1 mark per question)
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
4. Explain the extent to which
you think that you will be able to practice good people management and improve competitive advantage in the specific business environment in which you aspire to work? Why?
5 marks
a. Identify a specific company in which you aspire to work?
b. To what extent are people considered to be the organisation’s unique
selling point (USP) and key to its competitive advantage?
c. Why is this the case?
d. To what extent do you think that you would be able to practice good
people management in this environment?
e. To what extent has its approach to people management attracted you
to this organisation?
(1 mark per question)
You should aim to justify your observations and comments with reference to appropriate human
resource management concepts, theories and/or models.
2.2 Part Two – Management Report based on Journal Article : 2000 Words (70 marks) You are required to use the article shown overleaf as the basis for undertaking a critical evaluation of
the likely reaction of line managers to the facilitation of the continuous development of their people
in a business environment of your choice.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
“No organisation need ever lose its way again if it builds a true learning culture” Nigel Paine (Speaker, Writer and Broadcaster on Development Technology and Leadership)
Adapted from CIPD People Management Journal September 2019 p 21
Imagine piloting an airplane in turbulence and thick cloud. You look out of the side window – nothing. You peer out of your windscreen - grey and more grey. As you look out at the confusing landscape, what gives you the certainty about which way is up? How can you be sure where the horizon is?
The answer is a little device that gives the pilot complete confidence. A gyroscope explains where the horizon is and how high or low the nose of the plane is pointing in relation to it. But many businesses appear to be flying blind, stumbling into the future unable to anticipate potential disruptions.
I believe that a learning culture is the organisation’s gyroscope that keeps them on track and allows them to make critical adjustments to survive in turbulent disruptive and opaque conditions. During my research for my recent book Workplace Learning, I found that those organizations that have built a learning culture had far more resilience. And a learning culture is not a destination but a process and a very dynamic one at that.
The energy that spins the organization’s gyroscope comes from learning. But it is not about individual insight, it is about collective intelligence. The most successful learning cultures have curious lifelong learners in their midst but what makes them successful is the speed with which learning can be taken from outside, shared across the business and turned into effective action.
Those workplaces that tell me every member of staff has a learning plan are only part of the way towards building that learning culture. The reality is that learning has to be embedded in every part of the workflow and the process of learning cannot be separated from work. There is perhaps an irony that to build a learning culture you need to focus on a large number of elements and not just learning. In the self-assessment instrument developed by Michelle Okers and myself we listed nine attributes of a learning culture.
These include four completely linked areas for exploration: trust, engagement, empowerment and leadership. They are indissoluble and all inform and support each other.
The second block defines the way that working will lead to diverse and articulate responses to challenges and issues. These include allowing people to work with a degree of autonomy, a sense of purpose and a wish to share and collaborate with colleagues. Only with these areas in place should the focus switch to learning.
A learning culture is a stunningly effective way of building success and remaining ahead of the curve. if you take on the challenge of moving in that direction you have the perfect excuse to engage an entire organization in your quest. It is not about learning and development getting closer to the business it is about moving learning and development into the heart of the business.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
If you look at an organization like WD40 where the current chief executive has taken the market
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
capitalization from around $200 million dollars to $1.4 billion dollars over 10 years. It has been done by focusing on building empowerment, learning from failure and sharing ideas rapidly and effectively. This business is proof that offering lots of autonomy with support and challenging leadership to coach and mentor - not command and control - delivers shareholder value in spades.
A learning culture is a game changer for individuals. They do rewarding work and are learning new skills whilst developing their career. But the real game changer is the ability of the organization to duck and weave through turbulence and disruption and come out stronger than before.
Learning is about to move to the heart of organizational success.
Click on the links below to watch Nigel Paine explaining some of his key observations about the development of a true learning culture.
https://www.youtube.com/watch?v=Pn9AAw3vcXs
https://www.youtube.com/watch?v=eytGwxdN4vE
https://www.youtube.com/watch?v=z1EJH96DM2Q
Click on the link below to watch an interview with David Garvin and Amy Edmondson (Professors at Harvard Business School) discussing their research into learning organisations.
https://www.youtube.com/watch?v=lUP4WcfNyAA
Click on the links provided on the VLE to access some research conducted by the CIPD in relation to driving performance and productivity through the creation of a true learning organisation.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Your management report should include the following:
a. A brief introduction and conclusion. (10 marks)
b. An explanation of why a true learning culture is key to employee engagement, organisational
sustainability and competitive advantage. (10 marks)
c. A succinct assessment of the benefits and potential difficulties of line managers taking a proactive
role in encouraging the continuous development of a diverse group of people to ensure high levels
of organisational performance, sustainability and competitive advantage. (20 marks)
d. A critical analysis (using the appreciative inquiry technique) of whether line managers (in a specific
business environment of your choice) are typically likely to react positively or negatively to their
role in facilitating the continuous development of their people. Likewise the extent to which they
recognise the importance of this in the effective leadership of diverse teams and networks. (20
marks)
e. Recommendations (for senior leadership teams in the environment you have analysed) as to how
they might convince line managers of the importance of creating a true learning culture within
their specific business context. (10 marks)
You MUST refer to the CIPD article, CIPD Report : Driving Performance & Productivity and the associated Infographics to justify your observations and recommendations.
Likewise you MUST refer to relevant human resource management concepts, models, theory and appropriate references from a variety of credible sources.
2.3 Presentation (10 Marks)
The presentation of your portfolio document containing both your reflective statement and your
management report should contain the following:
• A BPP Assignment Cover Sheet (including SRN & word count)
• A Portfolio Document Title Page
• A Contents Page
• A Reflective Statement
• A Management Report
(Including Introduction, Main Body and Conclusion)
• Reference Listing
• Glossary (optional)
• Appendices (optional)
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Marks will be awarded for:
• A Business Report appropriate for both an academic and senior level business audience
presented in a professional manner. Correct grammar and punctuation used throughout the
report.
• Appropriate use of table and diagrams, if needed.
• Evidence of broad reading and independent research.
• Evidence of Harvard referencing skills used throughout the report.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
3. Student Guidance Content
Guidance : Part 1 Reflective Statement : 500 words (20 marks)
for each of the sub-questions shown below.
ie : 125 words per question) for your reflective statement.
question is worth one mark.
Why is it important for aspiring line managers to be able to critically evaluate the relationship between
Why do high levels of employee engagement typically create high levels of organisational performance? What tools can help line managers evaluate the relationship between employee engagement and area of
responsibility?
Why is important for aspiring managers to be able to critically evaluate the relationship between esponsibility for leading a
Why it is important for aspiring line managers to have a systematic knowledge of people management theories to identify and solve problems related to organisational performance? (5 marks)
Explain how an understanding of this theory might help to identify a problem relating to organisational
Explain how an understanding of this theory might help to solve a problem related to organisational
me aspiring line managers lack interest in developing a systematic knowledge of people Why
is important that aspiring line managers gain this knowledge before they take responsibility for
aspiring line managers to be able to select appropriate management practices
Give an example of a group for whom inclusion is a key issue in contemporary business environments. Identify two people management practices associated with the effective leadership of diverse teams and ring
line managers need to be aware before taking responsibility for the leadership
Explain the extent to which you think that you will be able to practice good people management and specific business environment in which you aspire to work?
To what extent are people considered to be the organisation’s unique selling point (USP) and key to its
You should aim to produce short, succinct
answers
There is a word count limit of 500 words (
Each question is worth five marks. Each sub-
1. employee engagement and organisational performance? (5
marks)
a. What is employee engagement?
b. c.
organisational performance within their d. Why is it important to conduct an evaluation on a regular
basis? e. employee engagement and organisational performance before they take r team?
2.
a. Identify a key people management
theory? b. performance.
c. performance. d. Why might so
management theories?
e. leading a team?
3. Why is it important for for the effective leadership of diverse teams and
networks? (5 marks)
a. What is meant by the term ‘Diversity’? b. Give five examples of diversity within
employee groups. c. What is meant by the term ‘Inclusion’?
d. e.
networks of which aspi of diverse teams and/or networks.
4.
improve competitive advantage in the
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Why? (10 marks)
a. Identify a specific company in which you aspire to
work? b. competitive advantage?
c. Why is this the case? d. environment? e.
To what extent do you think that you would be able to practice good people management in this
To what extent has its approach to people management attracted you to this
organisation?
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Your answers should be written in the first person where appropriate.
Elements of your statement can be presented in bullet-points and/or table format as appropriate.
Guidance : Part 2
Management Report : 2,000 words (70 marks)
Your management report needs to include the following: a. Introduction & Conclusion Indicative Word Count : 150 Words for each Marks Available : 10 Marks • You need to provide a very short introduction in which you explain what your report contains. • You need to provide a very short conclusion in which you sum up your key findings in relation to whether good
practice people management is essential element of line management in the current VUCA business environment.
b. An explanation of why a true learning culture is key to organisational sustainability and competitive advantage.
Indicative Word Count : 300 Words Marks Available : 10 Marks
• You need to define the term ‘learning culture’ and identify the key prerequisites for developing a learning
culture. • You need to explain why a true learning culture is key to organisational sustainability and competitive
advantage in the VUCA environment.
c. A succinct assessment of the benefits and potential difficulties of line managers taking a proactive role in encouraging the continuous development of a diverse group of people to ensure high levels of organisational performance, sustainability and competitive advantage.
Indicative Word Count : 400 Words Marks Available : 20 Marks
• You need to identify the potential benefits of line managers taking a proactive role in encouraging the continuous
development of a diverse group of people. • You need to identify the potential difficulties of getting line managers to take a proactive role in encouraging the
continuous development of a diverse group of people. • You should comment on the potential impact of line managers not facilitating learning effectively on organisational
performance, sustainability and competitive advantage in the VUCA environment. d. A critical analysis (using the appreciative inquiry technique) of whether line managers (in a specific business
environment of your choice) are typically likely to react positively or negatively to their role in facilitating the continuous personal and professional development of their people.
Indicative Word Count : 600 Words Marks Available : 20 Marks NB: 2 marks will be deducted if you do not use the appreciative inquiry technique.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
• You need to clarify the specific business environment that you are analysing (ie : named company or specific
industry within a particular country or global environment) • You need to explore the extent to which line managers are likely to react positively using credible evidence to
explain why this might be the case. • You need to explore the extent to which line managers are likely to react negatively using credible evidence to
explain why this might be the case.
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
You need to identify whether you believe the overall reaction is likely to be positive, negative or mixed and the impact
of this on organisational sustainability and competitive advantage in the specific environment that you have analysed. e. Recommendations (for senior leadership teams in the environment you have analysed) as to how they might convince
line managers of the importance of creating a true learning culture within their specific business context. Indicative Word Count : 400 Words Marks Available : 10 Marks Specifically you should consider: • How best to convince their line managers of the interrelationship between a true learning culture and organisational
performance, sustainability and competitive advantage and engage them in their operational human resource management role.
• How best to reward line managers in relation to their operational human resource management role. • How best to involve line managers in the creation and maintenance of a true learning organisation.
This is a management report and should be written in the third person. You MUST refer to the CIPD article, the CIPD Driving Productive Report & Infographics 2018 to justify your observations
and recommendations. Likewise you MUST refer to relevant HRM concepts, models, theory and appropriate references from a variety of
credible sources. Elements of this section can be presented in bullet-points and/or table format.
BPP Coursework Cover Sheet
Please use the table below as your cover sheet for the 1st page of the submission. The sheet should be
before the cover/title page of your submission.
Programme
International Master’s in Business Administration
(iMBA)
Module nam(e Human Resource Management
Schedule Term
Student Reference Number (SRN)
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Report/Assignment Title iMBA Human Resource Management Portfolio
Date of Submission
(Please attach the confirmation of any
extension received)
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP Business School.
The word count, excluding contents table, bibliography and appendices, is ___ words.
Student Reference Number: Date:
By submitting this coursework you agree to all rules and regulations of BPP regarding assessments
and awards for programmes. Please note, submission is your declaration you are fit to sit.
BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.
BPP School of Business and Technology
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
Appendix A - General Grading Criteria (Level 7) Criteria Pass Grades Referral/Fail Grades
High Distinction 85-100%
Distinction 70-84%
Merit 60-69%
Pass 50-59%
Referral/Fail 30-49%
Referral/Low Fail 0-29%
The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:
Knowledge & Understanding (a) Systematic Understanding (b) Emerging Thought
(a) Strong evidence of a
comprehensive and
systematic understanding of
an extensive range of
appropriate issues,
concepts, theories and
research
(a) Clear evidence of a
comprehensive and
systematic understanding
of a considerable variety of
issues, concepts, theories
and research
(a) Clear evidence of a
comprehensive and
systematic understanding
of all major - and some
minor - issues, concepts,
theories and research
(a) Evidence of a
systematic understanding,
which may contain some
gaps, of all major - and
some minor - issues,
concepts, theories and
research
(a) Evidence of an
understanding of an
appropriate range of
issues, concepts, theories
and research but has
significant gaps or
misunderstandings.
(a) Evidence of a limited
understanding of issues,
concepts, theories and
research either major
and/or minor.
(b) Sustained excellence in the application of thoughts
and practices at the forefront
of the discipline
(b) Precise and well-judged
application of thoughts and
practices at the forefront of
the discipline
(b) Some clear evidence of
the application of thoughts
and practices at the
forefront of the discipline
(b) Clear evidence of an
understanding of thoughts
and practices at the
forefront of the discipline.
(b) Unclear or imprecise
understanding of thoughts
and practices at the
forefront of the discipline.
(b) Significant gaps in the
understanding of the
debates at the forefront of
the discipline.
Argument (a) Analysis, Synthesis & Evaluation (b) Numerical
Analysis (c) Argumentation (d) Independent
Research
(a) Consistently
precise, accurate and
reasoned analysis, synthesis
and/or evaluation;
addressing issues with
insight or originality
(b) Numeric analysis
that is complete and free
from errors with application
of methods that may be
insightful or original
(a) Consistently
precise, accurate and
reasoned analysis,
synthesis and/or evaluation
addressing all issues, some
with creativity
(b) Numeric analysis
that is complete and mostly
free from errors with fluent
and appropriate application
of methods.
(a) Precision,
accuracy and clear
reasoning throughout the
analysis, synthesis and/or
evaluation addressing all
issues appropriately
(b) Numeric analysis
that is complete and mostly
free from errors with
relevant and effective
application of methods.
(a) Broad levels of
precision, accuracy and
reasoning in analysis,
synthesis and/or
evaluation, and addresses
all key issues
(b) Numeric analysis
that is mostly complete and
free from significant or
critical errors with
appropriate application of
methods.
(a) Errors which
affect the consistency of
the analysis, synthesis or
evaluation and/or key gaps
in the issues addressed
(b) Numeric analysis
that is mostly complete but
contains errors with significant effect, or
methods that are applied
inappropriately
(a) A lack of
precision, accuracy or
reasoning in analysis,
synthesis or evaluation
with significant gaps in the
issues addressed
(b) Numeric analysis
that is incomplete or
contains errors which have
critical effect, or methods
that are applied
inappropriately
Criteria Pass Grades Referral/Fail Grades
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
High Distinction 85-100%
Distinction 70-84%
Merit 60-69%
Pass 50-59%
Referral/Fail 30-49%
Referral/Low Fail 0-29%
The work displays: The work displays: The work displays: The work displays: The work displays: The work displays:
(c) Extremely strong and
consistent argument making
a convincing whole with
evidence of originality.
Impressive dexterity in the
use of information gathered
to support the argument.
(c) Extremely strong and
consistent argument that
convincingly addresses issues
including uncertainties and
conflicts. Excellent use of
information gathered which to
support and further the
argument
(c) Evidence of an
argument that is generally
convincing with a good
internal consistency and
addresses most issues.
Very good use of
information gathered to
support the argument.
(c) Evidence of an overall
convincing argument but may
have weaknesses, gaps or
inconsistencies. Clear use of
information gathered but may
have some weaknesses in the
integration into the argument.
(c) Evidence of a consistent
argument but may have
weaknesses, significant
gaps or be unconvincing.
Clear use of information
gathered but may not be
sufficient to sustain the
argument.
(c) Lack of consistency or
structure in the argument.
Serious weaknesses in the
integration of evidence
and/or no awareness of the
limitations or weaknesses
of the research.
(d) Evidence of an innovative
or original use of extensive
personal research which has
been thoroughly critically
evaluated both conceptually
and methodologically
(d) Substantial research
and evidence of an
innovative use of a wide
range of personal research
with clear and consistent
critical evaluation both
conceptually and
methodologically
(d) Clear evidence of
considerable personal
research and the use of a
diverse range of
appropriate sources but
may contain problems with consistency in the
conceptual and
methodological critical
evaluation
(d) Appropriate use of a
wide range of personal
research which is critically evaluated for key
conceptual and
methodological issues
although this may not be
consistent throughout
(d) Evidence of a range of
personal research but
evidence of methodological
or conceptual evaluation
may be limited, inconsistent
or inappropriate
(d) Over reliance on very
restricted range of personal
or secondary research
much of which may not be
evaluated and may not be
directly related to the
question or area
Argument (continued)
(d) Independent Research
Presentation (a) Structure (b) Referencing (c) Use of Language
(a) Excellent structure and
presentation (a) Excellent structure and
presentation (a) Good structure and
presentation (a) Adequate structure and
presentation (a) Adequate structure and
presentation (a) Poor structure and
presentation
(b) Precise, full and
appropriate references and
notes.
(b) Precise, full and
appropriate references and
notes.
(b) Full and appropriate
references and notes with
minor or insignificant errors
(b) Good references and
notes with minor or insignificant errors or
omissions
(b) Competent references
and notes but may contain
inconsistencies, errors or
omissions
(b) Poor references and
notes with multiple
inconsistencies, errors or
omissions
(c) Subtle use of language
expressing highly nuanced
thought with clarity and
precision to a level
appropriate for submission
for publication.
(c) Precise use of language
expressing complex
thought with clarity,
accuracy and precision
which furthers and
enhances the argument
(c) Clear and precise use of
language allowing a
complex argument to be
easily understood and
followed
(c) Generally clear use of
language sufficient for
arguments to be readily
understood and followed
(c) Generally
understandable use of
language but significant
errors in expression
affecting overall clarity
(c) Serious errors in the use
of language which makes
meaning unclear or
imprecise
BPP University School of Business and Technology iMBA HRM Academic Year 2019 - 2020 Coursework
