COMMGMT3502 Human Resource Management: Determining The Strategic

COMMGMT3502 Human Resource Management: Determining The Strategic

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COMMGMT3502 Human Resource Management

Tasks:

This project involves a process of data gathering, review and analysis which entails determining the strategic HRM capability of an organisation of your choice and providing an analysis of its effectiveness. 

To do this successfully, you are expected to consider theories and models obtained from your own research and reading to demonstrate your knowledge of the wider literature in HRM and strategy. As such, you will be expected to identify strengths and weaknesses as well as any gaps between policy and practice relating to HRM within your chosen organisation. 

When conducting the analysis, you need to select two of the following topic areas: 

1. Workforce characteristics 

To what degree is the organisation able to articulate or describe the characteristics of its workforce? Where possible, collect quantitative data on numbers, categories of employment, qualifications, diversity and skills required, and so forth. Comment on the degree of difficulty with regard to obtaining such information from the organisation. Does the organisation have an effective HR Information System? Is it accessible to those who need it? In what ways is the HR Information System used? What impact does this system have on the organisation’s ability to plan?

2. Work force skills and attitudes 

How easy or difficult is it for the organisation to obtain the necessary skills/attitudes in its employees, both now and in the future? This requires an examination and analysis of various HR processes within the organisation, such as HR Planning, Recruitment and Selection including its Employee Value Proposition (EVP), Reward Management and Human Resource Development. 

3. Performance Management 

Critically examine the way HR processes contribute to enhancing performance of the workplace. How well and in what ways does the performance management system (PMS) work? How does your PMS align with current motivation theory? How are under achievers managed? How does your remuneration and benefits system align to performance? Consider clarity of position descriptions; development and use of KPIs or other measures and frequency of feedback and reward as some of the issues to be considered.

4. HR climate 

Describe and analyse the current HR climate within the organisation. This involves an assessment and analysis of a number of aspects of the human resource environment including attitudes of management, attitudes to staff development, industrial climate, and issues of motivation, morale, interpersonal and organisational communication. Identify the stakeholders involved and the organisation’s commitment to various stakeholders. Is this organisation considered to be a preferred and respected employer? 

5. Ethical standards 

To what extent does the HRM function promote ethical standards of behaviour and practice within the organisation? Are these standards clearly articulated in the organisation’s policies; e.g., is there a code of ethical practice, which reflects the organisation’s commitment? Is training provided in this area? How are disciplinary practices developed and communicated? To what extent does the organisation comply with various laws associated with employment, such as EEO, WHS or Industrial Relations? 

6. Diversity management 

Describe and analyse how diversity is managed in your organisation. Discuss the diversity policy and how it works in practice. Explore the following areas: attraction and recruitment strategies; promotion; learning and development and workforce planning which all need to be part of a diversity management approach. Discuss the strengths and weaknesses of each of these functions as they pertain to your organisation. 

You must answer all questions in your two areas selected. Your two areas must be clearly outlined in the executive summary and introduction. 

As part of an overall assessment of HRM capability and effectiveness, your report should include recommendations for strengthening the HRM function within the organisation. 

Assessment Submission Requirements

The final report should follow the layout below: 

Executive Summary Your executive summary should be no more than 250-300 words. 

Table of Contents 

Introduction 

Overview 

Provide a brief overview of the organisation. This should include details concerning the nature of the business, its size, and an organisational chart clearly indicating the structure of the organisation. 

Methodology Statement 

A variety of data gathering techniques should be employed. These should be described in this section. Some of these techniques might include analysis of documents, observation, interviews, questionnaires or focus groups. Discuss the strengths and limitations of your data (depth, breadth, representation, validity, reliability, etc.)

Assessment of the HRM Function 

Indicators would include the position of HRM (particularly the strategic HRM function) in the organisation and the roles/responsibilities of key players in HRM (specialists, line managers, senior managers) and their support for HRM activities. 

Analysis 

This section should provide an in-depth analysis of the strengths and weaknesses of the organisation in the two areas you selected that are critical to HRM.

Discussion

In this section you are to consider your analysis and evaluate and synthesise this with the relevant literature. Use sub headings to present a logical and clear discussion. 

Conclusion 

The conclusion provides a brief wrap-up, summarising what has been attempted in the study and to what extent the outcome has been successful.

Recommendations 

Once the analysis and discussion have been completed, various recommendations for action should be offered in this section. These should focus on ways in which the HRM function could be strengthened or improved within the organisation. For example, you may recommend new strategies, systems, processes or capability development, or you may wish to recommend various extensions or alterations to existing processes. The recommendations must clearly derive from the data and analysis undertaken and be action oriented. The recommendations also need to be justified according to criteria such as cost, practicality and acceptability. You should number the recommendations for ease of reference and list them in priority order. 

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