LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

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(Entrepreneurship and small Business Management)

Unit 3: Human Resource Management

Unit code: J/618/5035

Credits: 15

Level: 4

Unit Leader:

Email:

Contents: Introduction

Learning Outcomes

Essential Content

Reading List & Useful Websites

Assessment Criteria

Assignment Briefs and Guidelines

INTRODUCTION

People are the lifeblood of any organisation and the ability to attract, recruit and retain talented staff is critical to the success of any organisation, whether in business, in voluntary organisations or in government. Human Resource Management (HRM) provides organisations with the principles, knowledge, and behaviours to focus people-management activities on supporting and enhancing organisational success and performance. This unit will give students the knowledge and skills associated with Human Resource (HR) occupational roles at either a generalist level, for example HR Assistant/HR Advisor/Business Partner, or more specialist roles in areas such as recruitment, talent acquisition and performance and reward management. Students will explore the nature and scope of HRM and the organisational context of people management, including recruitment and retention, training and development, reward systems, employment relations and associated legislative frameworks. The aim of the unit is to enable students to understand and be able to apply principles of effective HRM in order to enhance sustainable organisational performance and contribute to organisational success, holding business outcomes and people outcomes in equal balance. Students will apply HR practices in a workrelated context, utilising their knowledge and practising skills and behaviours in relevant professional areas, including resourcing, talent planning and recruitment, learning and development and employee engagement. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success. On completion of the unit, students will understand the purpose and scope of HRM activities. They will be able to apply a range of people-management skills to enhance the performance of an organisation by finding solutions to people-related problems.

Learning Outcomes

By the end of this unit the student will be able to:

LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives

LO3 Examine how external and internal factors can affect HRM decision making in relation to organisational development

LO4 Apply HRM practices in a work-related context for improving sustainable organisational performance

Essential Content

LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

Nature and scope of HRM:

Definitions of HRM.

The different specialist areas of HR, e.g. resourcing, employee relations, organisational development and design, learning and development. Generic HR competencies, e.g. design of people strategies, creating people management policies, employee engagement, supporting organisational change. Typical roles in HR and responsibilities, e.g. HR advisor, HR officer, people data analyst, HR assistant, employee relations officer. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

Specific skills, e.g. communication skills across all levels of the organisation, adaptability to changing work priorities and patterns, displaying tenacity and being proactive, keeping ahead of trends and changing legal and policy requirements. Working within an ethical framework and within recognised best practice.

Strategic HRM:

The development of strategic HRM in terms of business vision, mission statement, business objectives and strategic aims. The nature and use of data analytics to support achievement of business objectives and meetings strategic aims.

Hard and soft models of HRM.

Organisational performance:

The impact of HRM on organisational performance, e.g. effective recruitment and selection to meet specific knowledge and skills requirements, growing internal talent through training and development and focusing on longer-term resource issues. Performance management systems to support high-performance working. Methods to measure organisational and individual performance. Types of pay and reward systems

LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives

Resourcing the organisation:

Workforce planning and application of data analytics. Assessing skills and capabilities using audits and gap analysis for identifying talent and skills gaps.

The elements of an end-to-end roadmap e.g. what is the plan, direction, skills needs, skills gaps and solutions.

Workforce trends, including flexible working arrangements, remote working, virtual meetings and social distancing measures.

Addressing diversity and inclusion.

Types of labour market and skills shortages affecting recruitment and hard-to-fill vacancies, e.g. lack of digital skills, leadership skills, data analytical skills.

Impact of relevant legislation, including data protection.

Recruitment and selection:

Different models of recruitment and selection.

Sources of recruitment, e.g. internal vs. external.

Achieving cultural diversity in recruitment.

Stages in recruitment and selection.

Different types of selection methods, including competence-based selection.

Legal frameworks and regulatory standards.

Retention:

Factors influencing retention, including the influence of the culture of the organisation on retention,

selecting the right talent and performance management.

Onboarding and induction, the value of effective employee socialisation.

Role of line managers in employee engagement and performance management.

Managing attrition, restructuring and redeployment, redundancy of employees.

Dealing with employee disciplinaries and misconduct cases that end in dismissal

LO3 Examine how external and internal factors can influence HRM decision making in relation to organisational development

External and internal factors:

Identifying factors external to the organisation that influence HRM:

● impact of external factors on organisational performance, including the skills gaps and labour force trends

● impact of globalisation on HR policies for equality, diversity and raising cultural awareness and sensitivity within the workplace

● impact of legal and regulatory frameworks. Internal factors, including:

● the impact and influence of leadership styles on organisational transformation, culture and

Employee experience

● learning and development, how people learn, impact of digital learning

● the relationship between organisational culture and strategic planning and development

● impact of motivation upon performance.

Organisational development:

The changing work environment, e.g. need for flexible organisations and employees with adaptable skills and competencies.

Characteristics of agile organisations.

Digital transformation of HR functions, e.g. reporting dashboards and predictive models for advanced people analytics, Artificial Intelligence (AI) for talent acquisition, cloud capabilities for measuring team performance and calibration decision making.

LO4 Apply HRM practices in a work-related context for improving sustainable organisational performance.

Job descriptions and person specification:

Referencing workforce planning.

Assessing the need to create and fill a post.

Preparing different types of job description, including competence based and task based, assessing

the merits of each type.

Identifying the qualities and attributes relevant to the design of a person specification

Designing a person specification relevant to a chosen job role.

Recruitment and selection in practice:

Designing and placing job advertisements.

Shortlisting and processing applications.

Interviewing preparation and best practice.

Selection best practice.

Performance management:

Performance management aligned to workforce planning.

Methods of financial and non-financial rewards.

Staff development, e.g. continuous professional development and training.

Providing support and maintaining wellbeing.

Embedding learning and reflective practice in personal development planning.

Managing under performance, disciplinary, industrial disputes and grievance procedures. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

Succession planning.

Employee relationship:

The employment relationship

The psychological contract.

Employee voice and engagement.

Managing performance to attain competitive advantage and increase job satisfaction

Assignment Brief 1

Student Name/ ID Number	43, 44, 30 & 31 January 2022
Unit Number and Title	Unit 3: Human Resource Management
Academic Year	2021/22
Unit Tutor	Mohammed Rahman
Assignment Title	The Role of HRM and Organisational Development
Issue Date	Week commenceing 17^th January 2022
Submission Date	Week commenceing 7th March 2022, submitted through Turnitin by 11^th March 23.59
Submission Format
This submission is in the form of a *presentation that includes a visual roadmap.* It is a 15-minute presentation with five minutes allocated for questions. The presentation slides and speaker notes should be submitted as one copy. You are required to make effective use of PowerPoint headings, bullet points and sub-sections as appropriate. All work must be supported with research and referenced using the Harvard referencing system (or an alternative system). You will need to provide a bibliography using the Harvard referencing system (or an alternative system). Inaccurate use of referencing may lead to issues of plagiarism if not applied correctly. The recommended word limit is 2,000–2,500 words, although you will not be penalised for going under or exceeding the total word limit.
Unit Learning Outcomes
LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success. LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives.

LO3 Examine how external and internal factors can affect HRM decision making in relation to organisational development.

Transferable skills and competencies developed

Articulating and explaining information effectively.
Communication and listening, including the ability to produce clear, structured business communications in a variety of media.
Conceptual and critical thinking, analysis, synthesis and evaluation.
Development and delivery of HR solutions to the business, appropriate to the organisational context.
Research, analysis and presentation of HR business data (both internal and external) to provide insight, support solutions to business issues and track performance.
Curiosity about HR business trends and developments, incorporating them into work

Vocational scenario

Organisation:

Toyota is a global car manufacturer. It has both centralised and decentralised functions. One of the decentralised functions is the HR function. In each global location they are based, while production is the core of the organisation, there are many other support functions that ensure the success of the business. The business requires committed employees to ensure that the organisation is successful and sustainable, and that it achieves its business objectives through strong performance. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

However, like other industries, automotive is looking at a global skills shortage, in which too few engineers are sufficiently qualified to operate sophisticated automated machinery and equipment or support the advancements available via emerging technologies. These roles cover a number of disciplines, including design, production and programmes and quality; all of which require differing levels of skill, experience and expertise.

Role

As a Human Resources Administrator, it is your job to understand HRM practices and to provide information accurately and in a timely way to the appropriate stakeholders.

Your typical duties involve:

liaising with a range of people involved in policy areas such as staff performance and health and safety
recruiting staff, which involves developing job descriptions and person specifications, preparing job adverts, checking application forms, shortlisting, interviewing and selecting candidates
making sure that prospective staff have the right to work at the organisation
developing and implementing policies on issues such as working conditions, performance management, equal opportunities, disciplinary procedures and absence management
preparing staff handbooks
advising on pay and other remuneration issues, including promotion and benefits
preparing management reports on employee-related data on a monthly basis.

Assignment activity and guidance

In your role of Human Resources Administrator, one of your goals is to address the issues of skills shortage and hard-to-fill vacancies in the organisation. You have been asked by your line manager to undertake a review of HR practices and processes in order to produce a roadmap for successfully strengthening the organisation’s talent management strategy.

The review will evaluate the strengths and weaknesses of HRM to critically evaluate factors that will contribute to decisions taken; it is to be delivered as a presentation that gives a clear vision and roadmap to success. The priority objective is to improve recruitment and employee engagement and motivation, and to grow internal talent.

You will be reviewing internal HRM practices and processes, with a focus on recruitment and selection, and external influences on HRM practices, in order to determine HR solutions for strengthening the organisation’s talent management strategy. LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success

The presentation will include the following:

a comparison of the different HRM areas and their contribution to organisational performance
an examination of strategic HRM in relation to the changing effects on organisations and its business environment
critical evaluation of the role of recruiting and retaining appropriate employees from the available labour markets.

As part of the presentation, you will critically evaluate the strengths and weaknesses of HRM in terms of its contribution to business success.

Use a variety of organisational examples to support valid recommendations and considerations for the roadmap to:

carry out an investigation into the internal and external factors that influence HRM decisions in the workplace
discuss and evaluate these factors and how they support organisational development.

The presentation will conclude with a visual roadmap that shows the steps that need to be taken to successfully strengthen the organisation’s talent management strategy.

Recommended resources

Please note this is not a definitive list of resources but it will help you to start your research by acting as a starting point of reference.

Weblinks:

Industry Forum. Skills needs in the changing global manufacturing landscape. Available at: https://www.industryforum.co.uk/wp-content/uploads/sites/6/2015/04/Skills-needs-in- the- changing-global-manufacturing-landscape.pdf

Nissan Motor Corporation. HR information. Available at: https://www.nissan- global.com/EN/ SUSTAINABILITY/REPORT/SOCIAL/HR_DEVELOPMENT/

Product Plan. Creating a Roadmap: A Guide to Get you Started. Available at: https://www. productplan.com/creating-a-roadmap/

Toyota Manufacturing UK. Toyota Recruitment Information. Available at: https://recruitment. toyotauk.com/

Venngage. How To Create a Product Roadmap (Product Roadmap Templates). Available at: https://venngage.com/blog/product-roadmap/

HN Global

HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learning- zone/reading-lists

HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals. com/subjects/resource-libraries

HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks

Journal articles:

Gyllensten K, Torén K, Hagberg M, Söderberg M (2020) A sustainable working life in the car manufacturing industry: The role of psychosocial factors, gender and occupation. PLoS ONE 15(5): e0233009. https://doi.org/10.1371/journal.pone.0233009

Yamauchi, M. Employment practices in Japan’s automobile industry: the implication for divergence of employment systems under globalization. Evolut Inst Econ Rev 18, 249–270 (2021). https://doi.org/10.1007/s40844-020-00188-9

Textbooks:

Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th Ed. London: Kogan Page.

Leatherbarrow, C. and Fletcher, J. (2018) Introduction to Human Resource Management.

4th Ed. Kogan Page.

Assignment Brief 2

Student Name/ ID Number	43, 44, 30 & 31 January 2022
Unit Number and Title	Unit 3: Human Resource Management
Academic Year	2021/22
Unit Tutor	Sherryl Kikigue
Assignment Title	HRM Practices
Issue Date	Week commenceing 17^th January 2022
Submission Date	Week commenceing 21^st March 2022, submitted through Turnitin by 25^th March 2022 23.59
Submission Format
The submission is in the form of a *recorded training session* that can be delivered either virtually or face to face. This is a small-group activity that requires submission of individual evidence for the completion of the Learning Outcome and Assessment Criteria. Each training session will be allocated 25 minutes plus five minutes for questions. Your group will need to submit the recording, the materials used and each member a reflective journal of approximately 500 words, although you will not be penalised for exceeding the total word limit.
Unit Learning Outcomes
LO4 Apply HRM practices in a work-related context for improving sustainable organisational performance.
Transferable skills and competencies developed
Communication and listening, including the ability to produce clear, structured business communications in a variety of media. Effective communication skills: verbal and non-verbal. The ability to generate, develop and communicate ideas. Creative thinking. Development and delivery of HR solutions to the business, appropriate to the organisational context. Tailoring of business-centred advice on the interpretation and application of HR policies and processes.

Vocational scenario

In your role of Human Resources Administrator, you have had a performance review with your line manager. In the review, you discussed that, leading on from the earlier personal development activity, you would like to consider specialising in talent management. Your manager has therefore put you into a project group tasked with creating an interactive and engaging training session on recruitment and retention in the organisation, in order to support continuous professional development.

The training session is for managers taking part in the recruitment and selection of potential employees.

Assignment activity and guidance

Prepare and deliver a training session, that assesses HRM practices within the workplace.

The training should cover the strengths and weakness of HRM practices, with recommendations of how the practices illustrated can improve sustainable organisational performance. The training should focus on at least two of the following areas:

recruitment and selection documentation
recruitment and selection process
performance management
employee relations.

The training session needs to be interactive and must include short activities to engage the participants. For example, the session could include the use of role play, scenario and solution exercises, video clips and case studies. It should also include a peer-review activity at the end of the session to enable participants to provide feedback.

The method used for the training should be decided by the group. A journal that shows each group member’s contribution to the group activity should be kept.

Recommended resources

Please note that the resources listed are examples for you to use as a starting point in your research – the list is not definitive.

Weblinks

Chartered Institute of Personnel Development (CIPD). Recruitment and Selection. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/ selection- factsheet#7261

Business Case Studies. Available at: https://businesscasestudies.co.uk/recruitment- selection-and-training/ HR Zone. What are Employee Relations? Available at: https://www.hrzone.com/hr- glossary/what-are-employee-relations

Tesco recruitment. Available at: https://www.tescounderwriting.com/join-us/our- recruitment-process/

Amazon. Interviewing at Amazon. Available at: https://www.amazon.jobs/en/landing_pages/ interviewing-at-amazon

Recruitment in the Automotive Industry in Europe: Industry Report 2019 Available at: https://www.skeeled.com/blog/recruitment-in-the-automotive-industry-in-europe

HN Global

HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learning- zone/reading-lists

HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals. com/subjects/resource-libraries

HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks

Textbooks

Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th Ed. London: Kogan Page.

Bratton, J. and Gold, J. (2017) Human Resource Management: Theory and Practice. 6th Ed. Basingstoke: Palgrave.

Pass	Merit	Distinction
LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success		LO1 and LO2 D1 Critically evaluate the strengths and weaknesses of HRM in relation to creating sustainable organisational performance and achieving business objectives.
P1 Explain the main areas of HRM in their contribution to creating sustainable performance. P2 Review the effects of the changing nature of organisations on human resources skills and knowledge.	M1 Compare areas of HRM to create sustainable organisational performance. M2 Examine HRM in relation to the changing nature of the modern business organisation.
LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives
P3 Review relevant HRM practices in relation to recruitment and retention of employees for the achievement of business objectives.	M3 Evaluate the use of HRM practices in recruitment and retention in relation to the importance of the labour market.
LO3 Examine how external and internal factors can affect		D2 Evaluate key factors affecting HRM decision making to make valid recommendations.
HRM decision making in relation to organisational
development
P4 Investigate the external	M4 Discuss the key external
and internal factors that	and internal factors that
affect HRM decision making	affect HRM decision
to support organisational	making, using relevant
development.	organisational examples to
	illustrate how they support
	organisational
	development.
LO4 Apply HRM practices in a work-related context for		D3 Determine strengths and weaknesses of HRM practices to make recommendations for improving sustainable organisational performance.
improving sustainable organisational performance
P5 Apply HRM practices in a	M5 Illustrate how the
work-related context, using	application of specific HRM
specific examples to	practices in a work-related
demonstrate improvement	context can improve
to sustainable	sustainable organisational
organisational performance	performance.

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