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HNC/D HUMAN RESOURCES MANAGEMENT LEVEL 4 ASSESSMENT PAST QUESTIONS - 2013
Related Papers
Navaneeth Krishnan
Human Resource Management as defined by Beer et al., (1984), is designed to ensure organizational integration, employee commitment, flexibility and quality of work. Guest (1998) goes further to contrast HRM with a production model approach of personnel management: citing that the Ford model was based on tough, consistent industrial relations practice focused on maintaining efficient continuity of production, while human resource management has assumed prominence due to the internationalization of technology and productivity of labour.
Journal ijmr.net.in(UGC Approved)
Ashlea Kellner
Continuous changes and development in service / product and process technology, various functions in Manufacturing and service industries in recent decades demand for the competitive edge in HRM practices. The present research study stresses on Human Resource Planning Practices. HRP practices is all about efficient management; efficient stategic management and primarily the efficient management of human resource in an organisation. It is important that the organizations adopt the appropriate and effective tools of human resource planning practices. This research aims to figure out the practices, employee perception and measures adopted by Lupin Pharmaceutical for Human resource planning practices. Chi square test is applied at (.05 or 5 %) significance level in this paper to check the authenticity of data given by the respondents. Findings suggests that it is difficult to assess accurate HR planning practices because practices itself does not produce right or wrong answers, but it produces a series of alternatives from which the right course of action can be chosen.
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Faculty Resources
Assignments.
The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.
The assignments in this course align with the following scenario:
You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.
You can view them below or throughout the course.
| Assignment | Module Alignment |
|---|---|
| and | |
| and | |
| and | |
| , , and | |
| and | |
Rubric for Assignments
There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.
| Criteria | Inadequate (40%) | Minimal (60%) | Adequate (80%) | Exemplary (100%) | Total Points |
|---|---|---|---|---|---|
| Organization and format | Writing lacks logical organization. It may show some coherence but ideas lack unity. Serious errors and generally is an unorganized format and information. | Writing is coherent and logically organized, using a format suitable for the material presented. Some points may be contextually misplaced and/or stray from the topic. Transitions may be evident but not used throughout the essay. Organization and format used may detract from understanding the material presented. | Writing is coherent and logically organized, using a format suitable for the material presented. Transitions between ideas and paragraphs create coherence. Overall unity of ideas is supported by the format and organization of the material presented. | Writing shows high degree of attention to details and presentation of points. Format used enhances understanding of material presented. Unity clearly leads the reader to the writer’s conclusion and the format and information could be used independently. | |
| Content | Some but not all required questions are addressed. Content and/or terminology is not properly used or referenced. Little or no original thought is present in the writing. Concepts presented are merely restated from the source, or ideas presented do not follow the logic and reasoning presented throughout the writing. | All required questions are addressed but may not be addressed with thoughtful consideration and/or may not reflect proper use of content terminology or additional original thought. Additional concepts may not be present and/or may not be properly cited sources. | All required questions are addressed with thoughtful consideration reflecting both proper use of content terminology and additional original thought. Some additional concepts may be presented from other properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing. | All required questions are addressed with thoughtful in-depth consideration reflecting both proper use of content terminology and additional original thought. Additional concepts are clearly presented from properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing. | |
| Development—Critical Thinking | Shows some thinking and reasoning but most ideas are underdeveloped, unoriginal, and/or do not address the questions asked. Conclusions drawn may be unsupported, illogical or merely the author’s opinion with no supporting evidence presented. | Content indicates thinking and reasoning applied with original thought on a few ideas, but may repeat information provided and/ or does not address all of the questions asked. The author presents no original ideas, or ideas do not follow clear logic and reasoning. The evidence presented may not support conclusions drawn. | Content indicates original thinking, cohesive conclusions, and developed ideas with sufficient and firm evidence. Clearly addresses all of the questions or requirements asked. The evidence presented supports conclusions drawn. | Content indicates synthesis of ideas, in-depth analysis and evidence beyond the questions or requirements asked. Original thought supports the topic, and is clearly a well-constructed response to the questions asked. The evidence presented makes a compelling case for any conclusions drawn. | |
| Grammar, Mechanics, Style | Writing contains many spelling, punctuation, and grammatical errors, making it difficult for the reader to follow ideas clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices disrupts the content. Additional information may be presented but in an unsuitable style, detracting from its understanding. | Some spelling, punctuation, and grammatical errors are present, interrupting the reader from following the ideas presented clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices may detract from the content. Additional information may be presented, but in a style of writing that does not support understanding of the content. | Writing is free of most spelling, punctuation, and grammatical errors, allowing the reader to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented in a cohesive style that supports understanding of the content. | Writing is free of all spelling, punctuation, and grammatical errors and written in a style that enhances the reader’s ability to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented to encourage and enhance understanding of the content. | |
| Total: | 50 pts |
Discussions
The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.
| Discussion | Module Alignment |
|---|---|
| Module 1: The Role of Human Resources | |
| Module 2: Human Resource Strategy and Planning | |
| Module 3: People Analytics and Human Capital Trends | |
| Module 4: Diversity in the Workplace | |
| Module 5: Workforce Planning | |
| Module 6: Recruitment and Selection | |
| Module 7: Onboarding, Training, and Developing Employees | |
| Module 8: Compensation and Benefits | |
| Module 9: Performance Management and Appraisal | |
| Module 10: Building Positive Employee Relations | |
| Module 11: Employee Termination | |
| Module 12: Employee Rights and Responsibilities | |
| Module 13: Union–Management Relations | |
| Module 14: Safety, Health, and Risk Management | |
| Module 15: Corporate Social Responsibility | |
| Module 16: Global Human Resources | |
| Module 17: Human Resources in Small and Entrepreneurial Businesses |
Rubric for Discussion Posts
Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.
| Criteria | Not Evident | Developing | Exemplary | Points |
|---|---|---|---|---|
| Submit your initial response | No post made | Post is either late or off-topic | Post is made on time and is focused on the prompt | 10 pts |
| Respond to at least two peers’ presentations | No response to peers | Responded to only one peer | Responded to two peers | 5 pts |
- Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
- Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution
11.1 An Introduction to Human Resource Management
- What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?
Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.
Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.
Catching the Entrepreneurial Spirit
Human resources outsourcing—entrepreneurial ventures.
Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”
Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.
How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.
HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.
- What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
- At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?
Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.
Human resource management includes the leadership and facilitation of the following key life cycle process areas:
- Human resources compliance
- Employee selection, hiring, and onboarding
- Performance management
- Compensation rewards and benefits
- Talent development and succession planning
Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.
Concept Check
- How has the function of human resource management evolved over the years?
- In what way do you usually interact with human resources?
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Access for free at https://openstax.org/books/principles-management/pages/1-introduction
- Authors: David S. Bright, Anastasia H. Cortes
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- Publication date: Mar 20, 2019
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- Section URL: https://openstax.org/books/principles-management/pages/11-1-an-introduction-to-human-resource-management
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IMAGES
COMMENTS
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Context This unit provides an introduction to the concepts and practices of human resource management within the United Kingdom and focuses on the management of recruitment, retention and employment cessation.
The document provides guidance for a human resources management assignment involving the restructuring of an HR department. It outlines three main tasks: 1. Revising an employee handbook to include an organization introduction, the purpose and functions of HR, and an evaluation of recruitment and selection approaches.
BUS5511: Human Resource Management Written Assignment Unit 4 : Managing the Lifecycle of the Employment Relationship Instructor: Dr. Emilda Joseph. Theorists from multiple disciplines have significantly contributed to the development of modern- day management attitudes and practices. Among those theorists include Mayo, Maslow, Hertzberg, and ...
The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters.
Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit.