Reference no: EM132869955

The Assignment

Part 1 - Filling a Key Position (Group Assignment)

Each project group are asked to imagine they are a human resource management team in the HRM Department of your case study organisation. The same case study organisation will be used for Part 1 and Part 2.

The organisation is undergoing a change process (hypothetically) and needs to appoint new staff. You have been asked by one of the organisation's Senior Executive staff members to submit a report for a particular position (of the team's choosing, subject to agreement with your workshop tutor) and present an action-oriented report on the filling of the key that key position. Only one report is required from each project group.

The project group report should cover at a minimum:

1. An assessment that details how the position selected aligns with the case study organisation's corporate strategy and why the selected position is important to the achievement of the organisation's corporate goals/objectives.

2. The position's key roles and responsibilities, required competencies and attributes including whether diversity considerations are relevant and the accompanying rationale.

3. The preferred recruitment process, the preferred selection process (including the selection criterion) and the accompanying rationale for both processes.

The project group's report will need to make use of some relevant research literature to support the determination of the preferred recruitment, and selection procedures and selection criterion. See the rubric for this part of the assignment.

This part of the assignment is worth 25 marks and is a group assignment.

Only one report of approximately 1000-1200 words is required to be submitted by each group and it involves a group mark. Students must participate in the development of the report to be eligible for this mark. Students will be provided with the opportunity to provide an appraisal of each group member's contribution to the assessment task.

In your report you will need to deal with the following as a minimum:

1. What are the features of best practice in performance management?

2. How the human resource development (HRD) function should integrate with the performance management function?

3. What the specific issues surrounding the management of 'under performers' or the management of 'high performers' are that need to be taken into account in an effective performance management system and HRD function in the case study organisation?

4. How the case study organisation's reward management strategy might fit into the solution you offer and why?

5. How in theory should the case study organisation's human resource management practices (HRD, performance and reward management) support the firm's corporate strategies?

Your report will need to make use of relevant research literature to support your determination of the best practice in performance management, HRD and reward management

Part 2 - HRD, Performance and Reward Management (Individual Assignment)

In this part of the project-based assignment, each student is asked to imagine they are a senior member of the human resource management
function in your case study organisation (from Part 1) and each of you have been asked to individually investigate best practice in human resource management in the areas of managing high performers or under performers with a particular focus on performance management, human resource development and reward management.

The situation you have been asked to report on relates to the person that the organisation hired to fill the key vacancy your group reported on in the first part of this assignment. Your organisation hired a 31 year old and one month after they were appointed, their manager seeks your advice regarding what to do about them.

Please choose one of the two following situations:

• 'Under performer'. The new employee does not have the necessary competencies and/or attributes to perform at the required level. The manager is seeking your advice regarding what they need to do to help them improve their performance; or

• 'High performer'. The new employee is clearly bored, not feeling challenged and indicating they might start looking for another job. The manager believes the employee could make an important contribution to the organisation so is seeking your advice about how to engage them and retain them.