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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( $ansi )t*ansi+gmail,com 2./01/20 .
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I certify that the work submitted for this assignment is my own. Where the work of others has been used to su my work then credit has been acknow!edged. "ignature: . Date:
Key dates Distri2ution &ate: -u2mission &ate: Return &ate: %/ 0/20 . Decem2er 20 . (TBC) % 3ee(s a*ter su2mission Introduction The aims o* this assignment are to measure the outcome o* stu&ents4 learning in terms o* (no3le&ge ac5uire&6 un&erstan&ing &e"elope& an& s(ills or a2ilities gaine& in relation to achie"e the learning outcomes, 7 case stu&) has 2een pro"i&e& to pro"i&e a general conte8tual *rame3or( to the assignment, The assignment comprise o* an essa) to 2e 3ritten un&er *our 2roa& topics as the main re5uirements o* the assignment, The 2eginning o* each section shoul& outline a general intro&uction to the 2roa& topic 3ith the o29ecti"e o* pro"i&ing a conte8tual 2ac(groun& to the areas o* &iscussion to *ollo3, Rele"ant re*erences an& aca&emic 5uotes an& the use o* case e8amples are re5uire& as e"i&ence o* 2roa&er rea&ing an& research, Merit an& Distinction criteria re5uirements are pro"i&e& separatel) a*ter the pass criteria re5uirements, 1
ASSIGNMENT RE"UIREMENT# Usin$ 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
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
ASSESSMENT INFORMATION
;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.