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Part A: LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business functions. LO2 Evaluate the...

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Higher National Diploma in Business
Assignment Brief
    Submission Format:
    The assignment consists of two parts:
Part A:
The submission is in the form of an individual written report. This should be written in a concise, formal business style using single spacing and font size 12. You are required to make use of headings, paragraphs and subsections as appropriate, and all work must be supported with research and referenced using the Harvard referencing system. Please also provide a bibliography using the Harvard referencing system. The recommended word limit is 2,500 words (+/- 10%).
Part B:
The evaluation of HR practices and the process of training and development is a written piece of work with a recommended word limit of 1,000 words (+/- 10%)
    Unit Learning Outcomes:
    Part A:
LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business functions.
LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation.
LO3 Analyse internal and external factors that affect Human Resource Management decision-making, including employment legislation.
Part B:
LO4 Apply Human Resource Management practices in a work-related context.
    Assignment Brief:
    
Part A (2,500 words(+/- 10%))
As a newly appointed Human Resource Manager for an organisation of your choice, the CEO asks you to conduct an evaluation of the effectiveness of the HR function, which will be part of the strategic realignment.
Cu
ently the HR function largely operates with a traditional personnel and administrative role. The CEO wants you to identify the extent to which the cu
ent HR performs up to the contemporary expectation and performance. This evaluation has to be submitted as a case study report.
The case study assessment report should cover then following:
1. An overview of the organisation.
2. An explanation on the purpose of the HR function and the key roles and responsibilities of the HR function.
3. An assessment of the approach to workforce planning, recruitment and selection, development and training, performance management and reward systems.
4. The approach to and effectiveness of employee relations and employee engagement, and comment on the adoption of flexible organisation and flexible working practice and ‘employer of choice’.
5. Key areas of employment legislation within which the organisation must work.
Part B: (1,000 words (+/- 10%))
You are asked to evaluate the training and development process of the cu
ent HR function. The assessment should be written in the form of a
ief scorecard report which includes the following features:
1. An overview of the training needs analysis process being implemented.
2. Benchmark against the cu
ent practice with known best practices in Hong Kong.
3. Conduct a
ief post training effectiveness assessment.
4. Calculate the Return on investment of cu
ent training efforts, and justify if the return rate is satisfactory or not.
You may consider to use tabular format to report the above.
Formative Feedback Opportunity
Students will be given one opportunity to receive formative feedback. Please submit your assessment through the Canvas module assignment submission link on or before the formative assignment due date. You will then receive formative feedback from your assessor one week before the assignment submission date. Please note that any assessment submitted after the formative assignment due date will not be given any formative feedback.
Important: Students who submit on the assignment submission date will not be given any feedback or guidance if the module assessment was Refer. We therefore strongly recommend students to submit their assessments by the formative assignment due date in order to receive feedback from the assessor.
    Grading Criteria:
All Learning Outcomes 1, 2, 3 and 4 must be achieved in order to pass the module.
    Grading Criteria
    Learning Outcome
    Pass
    Merit
    Distinction
    LO1 Explain the purpose and scope of Human
Resource Management in terms of resourcing an
organisation with talent and skills appropriate to fulfil
usiness objectives
    P1 Explain the purpose
and the functions of HRM,
applicable to workforce
planning and resourcing
an organisation.
P2 Explain the strengths
and weaknesses of
different approaches to recruitment and selection.
    M1 Assess how the
functions of HRM can
provide talent and skills
appropriate to fulfil
usiness objectives
M2 Evaluate the strengths
and weaknesses of
different approaches to recruitment and selection.
    D1 Critically evaluate the
strengths and weaknesses
of different approaches to
ecruitment and selection,
supported by specific examples.
D2 Critically evaluate
HRM practices and
application within an
organisational context,
using a range of specific examples.
    LO2 Evaluate the effectiveness of the key elements of
Human Resource Management in an organisation
    P3 Explain the benefits of
different HRM practices
within an organisation fo
oth the employer and employee.
P4 Evaluate the
effectiveness of different
HRM practices in terms of
aising organisational profit and productivity.
    M3 Explore the different
methods used in HRM
practices, providing
specific examples to
support evaluation within
an organisational context.
    
    LO3 Analyse internal and external factors that affect
Human Resource Management decision-making,
including employment legislation
    P5 Analyse the importance of employee relations in respect to influencing HRM decision making.
P6 Identify the key
elements of employment
legislation and the impact it has upon HRM decision making.
    M4 Evaluate the key
aspects of employee
elations management and employment legislation that affect HRM decision-making in an organisational context.
    D3 Critically evaluate
employee relations and
the application of HRM
practices that inform and
influence decision-making
in an o
    LO4 Apply Human Resource Management practices in a work-related context.
    P7 Illustrate the application of HRM practices in a work-related context, using specific examples
    M5 Provide a rationale for the application of specific HRM practices in a work-related context.
    

    Further Guidance:
1. You should write this assignment as a formal report.
2. You must ensure that the submitted assignment is all your own work and that all sources used are co
ectly attributed. Penalties apply to assignments which show evidence of academic unfair practice.
3. You MUST underpin your analysis and evaluation of the key issues with appropriate and wide ranging academic research and ensure this is referenced using the Harvard system.
4. You should use diagrams and tables of figures where appropriate ensuring to reference their source using the Harvard Referencing method.
5. You are required to write your assignment within 2,500 words (+/- 10%) for Part A and 1,000 words (+/- 10%) for Part B. You are required to ensure that the assignment addresses all of the assessment tasks.
The word count excludes the title page, reference list and appendices. Where assessment questions have been reprinted from the assessment
ief these will also be excluded from the word count. ALL other printed words ARE included in the word count. Printed words include those contained within charts and tables.
Your assignment should be submitted as a single document.
6. You could access HN Global for additional resources support and reading for this unit. For further guidance and support on report writing please refer to the Study Skills Unit on HN Global. Link to www.highernationals.com
7. You may show your assignment outlines (formative) to your teacher in class
8. Guidelines for submitting online are on our online platform
Answered Same Day Feb 26, 2021

Solution

Garima answered on Mar 02 2021
141 Votes
1March, 2019
Memo for Chief Executive Office
Apple Inc
From: Manager, HRM
Through your memo dated 15 Fe
uary, 2019, I was asked to submit a report on the purpose and scope of Human Resource Management for resourcing talent and skill, fitting to the need for achieving the objectives of our organization. In compliance thereto, I made a detail study of our internal as well as external environments. I also evaluated the key elements of HRM and submit herewith my report for your kind appraisal.
Overview
Apple Inc is a Multi National Corporation, founded in April 1976 by the trio Steven Jobs Ronald Wayne and Stephen Wozniak. Cu
ently, Timothy D. Cook is its Chief Executive Officer. It has about 80,000 permanent and 3,300 temporary employees worldwide. It operates has its operational activities in fourteen countries and maintains 408 retail stores, in addition to an iTune stores. It specializes in the manufacture of electronic and software products and is headquartered in Cupertino, California. The hardware products are iPod, iPhone, iPad and Macintosh personal computers (Jarvis, Mittleman, Xu & Tam, 2014). The software products include iLife Suite, iWork Suite, Logicc Studio, iTunes media
owser, Final cut Studio, iOS and Max OS X Operating System. The company adopts various sales strategies such as direct sales, value-added-resellers, online stores and third-party wholesalers.
Samsung is its biggest competitor with its Samsung Galaxy smart phones. Apple’s competitors for laptops, PCs and Mac books are HP and Microsoft. Other competitors of are, Nokia, Samsung, HTC, Google, HPQ and RIM . Microsoft’s Zune is its biggest competitor for portable music device.
Evolution of Apple Products
https:
www.scribd.com/doc/235646022/HR-Issues-at-Apple-Inc
https:
www.academia.edu/7103572/The_Complete_External_and_Internal_Analysis_of_Apple.Inc_and_
Revenue
Market Capitalization is the largest in the world with an estimated value of U$415 billion as of March 2013. Its total revenue during 2012 was $156 billion; the iPhone and iPad constituting 70% of its revenue and both are the most profitable. Revenue for the 4th quarter of 2012 alone was $36 billion. The segment-wise and revenue-wise
eakup of this revenue of $36 billion is represented by the following figures
Yet, it gets high return to growth mainly because of i) Investing in Technology and ii) retaining the services of talented employees.
Edwards, J. 2017,
Purpose of HR Function
HR function can basically be classified as i) Personnel and ii) Administration
I: Personnel Management
Personnel management organizes, compensates, integrates and maintains people for the purpose of contributing to the organizational, individual and societal goals Juneja, P. The four major functions are
i) Manpower Planning
ii) Recruitment
iii) Selection and
iv) Training and Development
Elements of Personnel Management
i) Organization, a physical framework of various inte
elated activities
ii) Jobs indicate the activities to be performed in an organization. They may be further classified as physical, creative, innovative, intellectual, proficiency, consultancy and technical.
iii) People with different skills for achieving the goals of an organization and departments
Key role and responsibilities
These include understanding the relationship between
i) Organization and the Job; that makes a job significant and effective
ii) Job and People; that
ings importance to the jo
iii) People and Organization that gives importance to the organizational structure and the roles played by people in it.
Human Resource Management & Organizational Effectiveness
Based on Michael Porter’ insights related to competitive strategy and competitive advantage, HRM was linked with OE, in the early 1980s. The presumption was the behaviors of employees needed for effectively implementing alternative types of competitive strategies (Schuler and Jackson, 1987). The HRM practices of Apple Inc encourages and supports employee behaviors for driving successful strategy execution
Human Resources Management (HRM) and Organizational Effectiveness are closely inte
elated. But the scenario in the past has changed significantly because of use of Multiple Stakeholder Model for the cu
ent work on OE. HRM is no more limited to just Personnel and Administrative matters. Thus, an HR Manager gets ample opportunities for demonstrating their importance and impact. (Schuler, R.S. Jackson, S.E (2014).
Earlier approach to HRM was firstly to develop a menu of HRM practices and secondly, the choices made by firm should reflect the specific behaviors needed by the competitive strategy of the firm. The HR function should not be solely based on technical needs but it should facilitate implementation of strategy; such as competing based on cost, competing based on innovation or competing by providing the best quality. Miller, J. (2012), Our competitors Google, Intuit, Abode, Lucas Films are engaged in the war of talents in order to retain the services of engineers, developers and coders with median annual salaries at $105,000.
3-Ways Approach to Employee Retention
Because of the anti-law characteristics of secret pact or anti-poaching agreement, the following solutions are suggested.
1: Well-treatment of Employees
Employees need to be paid what they are worth and deserve. They need to be provided with benefits that are customized to their individual needs by using all necessary needs. This could be achieved through open conversation with them, empowering them and developing their skills and talents further by getting them involved in the process for which they are hired.
2: Hire Free Agents
In case an employee model is found unsuitable and unsuccessful, it may be considered to
ing on free agents and contract labor for filling the gaps. In such case, hourly rates will dictate the marketplace because benefits and pay won’t be an issue then. Such free agents will adopt their own rules of working. Instead of being an employee, they will work more of a project basis. On most occasions, the free agents will sign a non-disclosure agreement and a non-compete for a well-compensated contracts for a long term.
3: Training & Development
Our HRM objective is directed towards attracting and retaining skilled and competent people. Because of technological advancement and changes we are too often confronted with the issue of transformation challenges that involve training and development of the cu
ent and the new employees for filling new roles and working on dissimilar ways. We engage our employees in further improvements and innovation that are in line with our organizational objectives.
For training of Managers about their responsibilities, we follow the Supplier Code of Conduct: & beyond. This is available on our official website  www.apple.com/supplie
esponsibility/education-and-development.
Our training programs are designed for educating both our employees and suppliers about local laws, occupational health and safety, their rights as worker and apple’s Super Code of Conduct. Two internationally recognized human rights organizations, Fair Labor Association and Verite have vouched that Apple-mandated training had increased the knowledge and awareness of workers about their rights (Apple, 2012)
Trough Supplier Employee Education and Development (SEED) program, initiate in 2011, we have created opportunities for workers for the expanded professional development in the fields of Computer Skills, Finance, and the English language (Apple, 2012). By partnering with Chinese universities, SEED programs allow workers to get associate degrees. The 60,000 workers who participated in the SEED program have been found have higher morale and get promoted more often than other employees
We audit our training sessions to measure their performance and to eliminate underage labor. We are intensively dedicated to our training and development programs because we frequently produce new products that call for expertise in exclusively different industries such as computers, media sales, music devices and telephony. However, we believe that our employees should be self-reliant...
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