Level 06 -Human Resource Management The Rules of the assignments Tutor MUST STICK TO GUID file instructionsTutor must answer all questions and do all requirementTutor must guarantee the passing score

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Level 06 -Human Resource Management

The Rules of the assignments

  • Tutor MUST STICK TO GUID file instructions
  • Tutor must answer all questions and do all requirement
  • Tutor must guarantee the passing score  + 75 ٪
  • Tutor must have  Unlimited revision for FREE
  • The total answer words for the Assignment will be approx 2000 words with Grace percentage 10% up and down.
  • The plagiarism rate allowed is15%.

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  • LEARNING OUTCOMES
  • 1- Understand how human resource management contributes to organizational effectiveness.2- Understand the formulation and implementation of human resource management plans.3- Understand contemporary issues affecting human resource management in organizations.

Level 06 -Human Resource Management The Rules of the assignments Tutor MUST STICK TO GUID file instructionsTutor must answer all questions and do all requirementTutor must guarantee the passing score
Please note that this sample assignment is for our new suite of level 6 qualifications in management which became available on October 1st 2016. Unit A/615/2727 Human Resource Management Level 6 15 Credits Related Qualifications ATHE Level 6 Diploma in Management 603/0627/0ATHE Level 6 Extended Diploma in Management 603/0628/2 Sample Assignment You have been working in Human Resources for several years and would like to manage a HR department. You have seen a vacancy for a Human Resource Manager at a large organisation and have submitted your CV to express your interest in the job. The recruitment team at the organisation has long-listed you and invited you to submit a report for them to read, in order to create a short-list of applicants. Task 1 – Report on how human resource management contributes to organisational effectiveness Write a report called ‘How human resource management contributes to organisational effectiveness’. You must refer to organisations in general and you may provide examples from specific organisations you are familiar with or have researched. In your report you must: compare different definitions of strategic human resource management analyse the contribution human resource management makes to organisational effectiveness evaluate the different approaches organisations take to staff recruitment and selection. Extension activities: To gain a merit grade you must also: analyse the human resource needs of organisations in different sectors of the economy. To gain a distinction grade you must also: evaluate the effect of different human resource management practices on organisational productivity and profit. LO1, AC1.1, 1.2, 1.3, 1M1, 1D1 Task 2 – Briefing paper on the formulation and implementation of human resource management plans The recruitment team was impressed with your report. You have been invited to attend an interview and the programme shows that you will lead a group activity on ‘Understanding the formulation and implementation of human resource management plans’. Produce a briefing paper for the group which: analyses the human resource management process in organisations assesses roles in the human resource management function in organisations analyses the development and implementation of human resource management plans in organisations. Extension activities: The programme for the interview shows that following the group activity there is a question and answer session on the topic of formulating and implementing HR plans. To gain a merit grade you must prepare detailed notes which: explain how human resource management policies and procedures are monitored in organisations, in order to support current and future plans. To gain a distinction grade you must also: compare approaches to human resource management planning in organisations using current and valid examples to support your comparisons. LO2, AC2.1, 2.2, 2.3, 2M1, 2D1 Task 3 – Presentation with handouts on contemporary issues affecting human resource management in organisations The recruitment team has clarified that a presentation is part of the selection process and this must be prepared beforehand. You do not need to deliver the presentation as part of this assignment. Develop the presentation and handouts using a suitable format, in which you must: analyse the impact of culture and structure on human resource management in organisations explain the effect of current legislation on human resource management in organisations assess the impact of globalisation on human resource management in organisations. Extension activities: To gain a merit grade you must also: analyse employee relations management processes used by organisations. LO3, AC3.1, 3.2, 3.3, 3M1 Guidelines for assessors The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. To achieve a merit or distinction grade, the learners must demonstrate that they have achieved all the criteria set for these grades. Where work for the pass standard is marginal, assessors can take account of any extension work completed by the learners. The suggested evidence listed below is how learners can demonstrate that they have met the required standards. Task number LOs and AC Suggested evidence PASS Suggested additional evidence MERIT Suggested additional evidence DISTINCTION 1. LO1, AC1.1, 1.2, 1.3, 1M1, 1D1 The report must be in a suitable format for a professional readership and should be structured in a formal way with a clear layout. The learners must demonstrate they have considered a range of different definitions of human resource management (HRM). They must examine the definitions in detail, identifying similarities and differences. They should break down into separate parts the contribution HRM makes to organisational effectiveness and examine each part in detail. Effectiveness should include reference to a range of business objectives such as alignment with business strategy, legal requirements and improving organisational performance. Learners must demonstrate they have considered at least two approaches organisations take to staff recruitment and selection. They should examine the strengths and weaknesses of each approach and make a reasoned judgment. The learners must demonstrate that they have considered different sectors of the economy. They must break down into parts the human resource needs of organisations in different sectors of the economy and examine each part in detail. The learners must demonstrate that they have considered the effect of at least two different HRM practices on organisational productivity and profit. Learners must examine strengths and weaknesses of the different practices, and make balanced and reasoned judgments. 2. LO2, AC2.1, 2.2, 2.3, 2M1, 2D1 The briefing paper must be in a suitable format for the context provided and should be structured in a formal way with clear layout. Learners must break down the HRM process into separate parts and examine each part in detail. They must show an understanding of the different roles in the HRM function, assessing the different contributions which are made. The assessment should lead to judgments. They must break down and examine in detail each part of the development and implementation of HRM plans using examples to illustrate the points which are made. Learners must provide relevant information in detail about how HRM policies and procedures are monitored in organisations to support current and future HRM plans. Learners should refer to a range of monitoring techniques. Learners must consider at least two approaches to HRM management planning. They must examine each approach in detail looking at similarities and differences. They must select appropriate examples from organisations they know or have researched, to support their comparisons. LO3, AC3.1, 3.2, 3.3, 3M1 The presentation and handouts should be in suitable formats for a professional audience. The issues considered should be relevant and current. Learners must break the impact of culture and structure on HRM in organisations into separate parts and examine each part in detail. Learners should use examples to support the points which are made. They must make the effect of current legislation on HRM in organisations clear by describing relevant information in more detail. Learners must break into separate parts some employee relations management processes used by organisations, and examine each in detail. © ATHE LTD 2016 213121016 Version 1.0
Level 06 -Human Resource Management The Rules of the assignments Tutor MUST STICK TO GUID file instructionsTutor must answer all questions and do all requirementTutor must guarantee the passing score
11 Human Resource Management Awards for Training and Higher Education Your Name Course Name and Number Professor Date Task 1: How HRM Contributes to Organizational Effectiveness Compare the Different Definitions of Strategic HRM Strategic human resource management is the new step in the process of managing employees and providing them with opportunities (Hou et al. 2017, p.243). This implies that the organization has to align the different divisions and the overall aims of the organization. The focus of strategic human resource management is to attract employees, develop their skills, reward the employees and retain them, and implement processes that are crucial to the growth of the firm (Hou et al. 2017, p.244). This means that strategic human resource management has to be multidimensional and can only be achieved through the appropriate coordination of the different departments or divisions in the organization. Strategic human resource management can also be defined as the process used by organizations to address a range of organizational issues such as the performance and effectiveness of the employees, the structure of the workplace to align with the available resources, cultures, and future professional and technical needs (Schuler & Jackson, 2014, p.35). It seeks to improve individual productivity by addressing organizational obstacles which occur outside the realms of the interests of the employees. Therefore, strategic human resource management focuses on the long-term goal of improving the motivation to achieve productivity and profitability of the organizations by addressing factors external to the operations of the business. Contribution of HRM to Organizational Effectiveness Human resource management has played a very significant role in increasing the effectiveness of organizations. The effectiveness of an organization is influenced by factors such as the efficient attraction of employees, selection of the right candidates, training and development, and conducting performance appraisals (Schuler & Jackson, 2014, p.35). This is where human resource management factors in because the role of the human resource management department is to attract and retain the most competent employees to achieve the most desired outcomes. The human resource management department collects performance data during employee evaluations to motivate the employees appropriately. This helps to critically determine whether it is desirable to retain a certain set of employees or to find replacements from the vast talent pool available and thus increase profitability. Efron (2014) argues that organizations now need human resources to make people and organizations grow. All the different sectors of the economy have the role of human resources evolving. The new agenda of human resources in all sectors include ensuring employee and organizational growth, defining and aligning organizational purpose, recruiting talents who align with the purpose of the organization, measuring employee performance, and training and developing employees for both employee and organizational growth. HRM policies are governed by federal, state, and local employment laws to stipulate what employees can and cannot do (Budhwar et al., 2019, p.905). HRM guidelines are procedures that help the employees to follow the procedures. HRM policies and guidelines also stipulate what can happen to the employees if they do not follow those policies and guidelines. Approaches Used by Organizations to Staff Recruitment and Selection Organizations use different approaches to staff recruitment and selection. One of the approaches is internal sourcing. Internal sourcing is an approach used by organizations during employee development to improve their workforce by selecting candidates internally to fill open positions within the organization (Gitman et al., 2018, p.292). The organization selects from its current employees the candidates with interests in the position, those who have the needed skill set for the job, and the right attitude and character. Internal sourcing is a common strategy preferred by many human resource management departments because of the low cost of hiring incurred and the small investment made in employee training and orientation while allowing for vertical movement of employees (Gitman et al., 2018, p.292). This can also motivate the employees and help them develop a commitment to meet the goals of the organization. The second approach used by organizations to staff recruitment and selection is through the use of external sourcing. External sourcing of employees involves searching for employees through existing external selection and recruiting tools (Gitman et al., 2018, p.292). For example, the organization may use job advertisements through newspapers, billboards, social media, radio, or television advertisements, among other forms of advertisements to reach out to potential candidates to fill the open job position. External sourcing provides the organization with the opportunity to attract diverse ideas and experiences from different companies or industries (Gitman et al., 2018, p.292). The other approach used by organizations to staff recruitment and selection is third-party sourcing. Third-party sourcing involves using an agency to recruit and select the employees to fill the open job (Gitman et al., 2018, p.293). The agencies have the skills and appropriate tools needed to determine if the candidate is well suited for the job or not on behalf of the hiring company. The agencies conduct the recruitment and selection in a manner consistent with the tradition and cultures of the hiring company. The main advantage of third-party sourcing as a hiring approach is that the agencies can avert offers of improved salary and compensation to ensure that the right people are selected and recruited for the job. Task 2: Formulation and Implementation of HRM Plans HRM Processes in Organizations The first human resource management (HRM) process in organizations is the job analysis and planning process. Job analysis is an HRM process that helps the organization create a strategy for meeting human resource needs. This process studies the job to determine the task and duties for setting the pay, determine employee job performance, specify the hiring requirements, and design training programs (Gitman et al., 2018, p.288). The information gathered from the job analysis and planning process helps to prepare the job description that outlines the tasks and responsibilities of the job. The second HRM process is HR planning and forecasting. HR planning and forecasting is the process that helps to determine the number of people needed by some future time and thus estimate the number of people currently employed by the organization and who will be available to fill different jobs at some future time (Gitman et al., 2018, p.289). This helps during succession planning and creates contingent workers. The third HRM process is employee recruitment and selection. The employee recruitment and selection process involves searching for potential employees to fill the open job position from a pool of candidates. Recruitment can be based on the internal labor market, the external labor market, or take advantage of online recruiting and job search (Gitman et al., 2018, p.293). The selection process determines the candidates in the applicant pool who possess the qualifications needed to be successful on the job. Selection involves conducting the initial screening, employment testing, selection interview, reference and background checks, physical examination, and making the decision to hire (Gitman et al., 2018, p.296). The fourth HRM process involves employee training and development. Training and development is a process that involves exposing the employees to situations that allow the employees to acquire additional skills or knowledge (Gitman et al., 2018, p.298). This plays an important role in promoting job performance by specifying performance improvements, job knowledge to be gained, and reduction of errors, among other organizational outcomes. The fifth HRM process is performance planning and evaluation. This process helps new employees learn about performance expectations. Managers communicate the expectations about the job through the job objectives, deadlines, schedules, and product/service quality requirements (Gitman et al., 2018, p.302). Performance evaluation or performance appraisal compares the actual performance of the employees to the expected performance to establish the contributions made by the employees to the organization. The next HRM process is compensation and benefits. Compensation is an HRM process that includes both pay and benefits. The wages, salaries, and benefits are determined by the experience, skills, and job level of the employees. External factors such as the salaries paid by the competitor organizations should also be taken into consideration when determining competitive pay and salaries for the employees. This is because if the competitors pay better wages and salaries, the organization could lose its employees to the competitor organizations. The final HRM process is employee termination. Employee termination occurs when the employee leaves the organization. A member of the HR department has to be present during the termination or firing of the employee. The HRM representative may give the employee an explanation regarding the termination of the employment if needed. In some organizations and some industries, an exit interview may be necessary during the termination process. Roles in the HRM Function The roles in HRM function in organizations also vary based on the industry and the company. The common roles in HRM functions include talent management, compensation and benefits, compliance, training and development, and workplace safety (Briscoe et al., 2012, p.199). The talent management team helps to recruit, hire, develop, and retain the employees. Compensation and benefits are the roles of the HRM function that is concerned with the evaluation of the pay practices of the major competitors and then creating a compensation structure to be used by the organization. Based on the job descriptions, a better compensation structure is established that is distinct from competitor organizations and the structure used in the industry. HR compliance is the role that is concerned with ensuring compliance with the regulatory and legal issues. Labor and employment laws are different from one industry to the other and from one geographical location to the other. This prevents potential claims from being filed because of employment practices, discrimination in hiring, and hazardous working conditions (Creta, 2012, p.232). Training and development is the role that seeks to offer employees the tools to thrive and succeed. For example, employees from different industries may be offered a wide range of tools such as employee motivation, orientation, training programs, and personal and professional development. Finally, workplace safety is the role of the HRM function linked to providing safe work for the employees (Briscoe et al., 2012, p.146). For instance, it ensures employees and organizations comply with the Occupational Safety and Health Act of 1970 (OSHA) requirements. Development and Implementation of HRM Plans in Organizations The HRM plans begin with the advertisement of the open job position through local dailies, attracting and selecting talented employees, and then interviewing them. The selected candidates can then be trained before being posted to fill the different job positions. The plan has to address the different roles that will be involved during the attraction, selection, recruitment, appraisal, promotion, and remuneration of the employees. The HRM plans should also be changed to reflect the changing environment in the different organizations and different industries. When developing and implementing the HRM plans in the organization, the HRM team the organization should prioritize the commitment of the employees, their skills, and capabilities to perform the different functions and roles assigned to the employees. The HRM department should thus be motivated to achieve the outcomes of enhancing the performance of the employees and motivating them to increase their productivity. The HRM plans should thus be focused on finding the right employees and striving to retain those employees. Furthermore, the HRM plan should ensure the needs and considerations of the organization and the industry are observed because the needs of one department in one industry may be very different from the needs of the same department in another company or another industry. To ensure that the organization makes the most out of the employees, having effective HRM plans that prioritize the right skill set, qualification, and experiences can improve the productivity of the employees (Anitha and Kumar, 2016, p.1079). This could increase the efficiency of the employees and the utilization of resources, which will significantly help to increase profitability and revenues earned. Viable and well-implemented HRM plans will also increase the sustainability of the business into the future amidst the challenges and competition that increase on a daily basis. Word Count: 2,154 Words Bibliography Briscoe, D., Schuler, R. and Tarique, I., 2012. International human resource management: Policies and practices for multinational enterprises. Routledge. Creta, R.N.M.S.J., 2012. Labor and Employment Law: Roger N. Morris and Sandra J. Creta. In Pharmacy Law Desk Reference (pp. 231-251). Routledge. Gitman, L.J., McDaniel, C. and Shah, A., 2018. Introduction to business. Rice University. Hou, Y., Hu, B. and Butt, M., 2017. Are high-performance human resource practices in organizations creative or noncreative? Social Behavior and Personality: an international journal, 45(2), pp.243-252. Schuler, R. and Jackson, S.E., 2014. Human resource management and organizational effectiveness: yesterday and today. Journal of Organizational Effectiveness: People and Performance, 1(1), pp.35-55. Anitha, R. and Kumar, M.A., 2016. A study on the impact of training on employee performance in the private insurance sector, Coimbatore district. International Journal of Management Research and Reviews, 6(8), p.1079. Budhwar, P., Pereira, V., Mellahi, K. and Singh, S.K., 2019. The state of HRM in the Middle East: Challenges and future research agenda. Asia Pacific Journal of Management, 36(4), pp.905-933.

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