Strategic Leadership and Human Resource Practices in Organization

ELECTRONIC ASSIGNMENT COVERSHEET
Course/Unit Information
Course Extended Diploma in International Business and Strategy
Unit No. 4005
Unit Name Strategic Leadership and Human Resource Practices in Organization
Unit code SQA/4005
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Full/ Part Assignment
Date Assignment Issued
Date Assignment Due
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LEARNING OUTCOMES AND ASSESSMENT FEEDBACK
Name of the Assessor
Module Code & Title SQA/4005 Strategic Leadership and Human Resource Practices in Organization
Module Learning Outcomes
LO1 Critically analyze the significance of Strategic Human Resources Management and its changing
landscape in organizations.
LO2 Critically discuss the impact of Human Resources Management activities on the Organisational
Performance.
LO3 Evaluate various leadership styles and practices in organizations.
LO4 Plan how to implement change in an organization.
Assessment Types Marks Marks Achieved
Organizational Study (Project Format)
Introduction 15
Literature Review 25
Application of knowledge and understanding 20
Change Implementation Plan 30
Recommendations and Conclusions 5
Presentation and References 5
Overall Score 100
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Assignment Brief
Assessors Decision
The following grading criteria will be applicable for the course, Executive Diploma in International Business
and Strategy:
Marks Grade
70 to 100 A – Distinction
60 to 69 B – Merit
50 to 59 Pass
40 to 49 Fail with Resubmit
0 to 39 Fail with Retake
GENERAL GUIDELINES
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Assignment Strategic Leadership and Human Resource Practice in Organization
Learning Outcome 1: Critically analyse the significance of Strategic Human Resources Management and its
changing landscape in organizations.
? PC 1.1 Critically analyze the purpose and functions of Human Resources Management in organizations.
? PC 1.2 Review the scope of Staffing, Development and Compensation HRM activities in your chosen
organization.
? PC 1.3Analyse the contributions of Human Resources Management activities in achieving Organizational
Objectives.
? PC 1.4 Critically discuss the paradigm shift in various perspectives on Strategic Human Resources
Management affecting the contemporary HRM issues of organizations.
Learning Outcome 2: Critically discuss the impact of Human Resources Management activities on the
Organisational Performance.
? PC 2.1 Critically discuss the link between Human Resources Management activities and Organizational
Performance.
? PC 2.2 Apply critical analysis of the contributions of Human Resources Management activities to the
Organizational Performance Outcomes in an organization.
? PC 2.3 Explore and discuss the impact of Human Resources Management on Organizational development.
Learning Outcome 3: Evaluate various leadership styles and practices in organizations.
? PC 3.1 Evaluate a range of Leadership theories and models for organizational management.
? PC 3.2 Explore and discuss application of various leadership theories and models for organizational
management.
? PC 3.3 Conceptualize the best/most suited leadership styles for organizational development for your chosen
organization.
Learning Outcome 4: Plan how to implement change in an organization.
? PC 4.1 Critically analyze the factors driving change in organizations.
? PC 4.2 Evaluate a range of change management theories and models.
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? PC 4.3Develop a change management implementation plan.
? PC 4.4 Plan how to communicate the change implementation plan to organizational stakeholders.
? PC 4.5 Critically analyse strategies to overcome resistance.
Assignment Task Report [100 Marks]
Scenario:
You are the Senior Regional Head of your company department and have identified a need to set up a new
functional branch office. This requires you to present to the team and stakeholders a compelling report on
your change proposal. You must develop a model for change, synthesizing issues related to strategic HRM in
the chosen organisation. You need to show how you will lead and implement chosen model for change by
managing the current Human Capital at hand as well the ways in which this change can enable for HR
activities in your organization to contribute strategically.
1. Introduction: This section must cover the following agenda.
a. Company profile: The Candidate shall provide a brief introduction of the chosen organization with details
on its aim, mission, vision, headquarters, key operational areas, business activities, subsidiaries of the
company, geographic presence of the company (globally), number of employees, clients, and competitors.
The learner must critically analyse the key purpose and functions of the chosen organization’s current HR
activities by evaluating and showing evidence of whether the HR objectives have been fulfilled or not.(6
marks)
b. Aim& Objectives: The aim statement of intentmust describe what the learner proposes to achieve by
undertaking the task. A max. of 3 objectives must be listed here. (3 marks)
c. Significance and Contextual Relevance: The Candidate is expected to demonstrate his/her knowledge and
understanding by elaborating on the various activities undertaken underStaffing, Development and
Compensation. Further, the candidate must analyse whether these activities are strategic in nature and if they
contribute in helping the company achieve its organizational goals and objectives.(6 marks)
2. Literature Review: The learner is expected to undertakesecondary study from a range of academic and
commercial publications to critically analyse the various perspectives that have changed over time as well as
on the ways in which HRM activities can be Strategic in nature. The literature review must be able to
establish a rationale between the Strategic HRM activities and its relation toorganizational performance by
determining if those activities contribute to organizational performance outcomes like growth, profitability,
ROI, competitive advantage, legal compliance, strategic objectives attainment, and key stakeholder
satisfaction. The learner should also critically analyse by going through 6-8 research articles and journals
how the organisation’s strategic HR direction is affecting the basic contemporary HR issues like staffing,
compensation and development of the organisation. (25 marks)
3. Application of understanding and knowledge:The Candidate must understand the chosen organization’s
objectives and working procedures related to the HR department. The Candidate shall map out clearly the
chosen organization’s goals and objectives against the HR objectives. Here the candidate must demonstrate a
critical rationale between HRM activities and the organisational performance based on its objectives. An
analysis should be done to check if both are aligned or not.The Candidate must justify how the chosen
organization’s HRM activities are contributing to the organizational performance objectives. Demonstrate the
impact of HRM towards implementation of organisational goals, and analyse whether these activities aided in
the organisation’s development. (20 marks)
4. Change Implementation Plan: The Candidate will critically analyse factors driving change in organisations
by reviewing literature from 6-8 research articles/ journals. With this researched background, the candidate
will now evaluate from a range of change management models like Kotter’s 7 Step Model for Change,
ADKAR Model for change and Kurt Levin’s 3 step change management model, by applying any two of these
change models to the chosen organisation. The Candidate will evaluate by developing a change management
implementation plan, by use of the change models on the following HR functions.
a. Forecasting Demand and Supply of Human Capital: The Candidate will be required to evaluate the change
management implementation plan with relevant details on addressing the Forecasting Demand and supply of
Human Capital of the chosen organisation. This must illustrate the forecast in form of graphical
representations to project the candidate’s views and analysis. Further, the work must be justified with a
rationale of the proposed plan, including a gap closing strategy should be tabulated as given below.
i. Current Human Capital Supply
ii. Projected Human Capital Demand
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iii. Gap Closing Strategy(10 marks)
b. Stakeholder Analysis: The Candidate must demonstrate responsibility to identify and communicate
changes of the implemented plan to the organisation’s stakeholders, by addressing all issues and challenges
related to resistance, risk and contingency planning. The Candidate will critically analyse the factors
contributing to resistance towards change and strategies to overcome them, in the chosen organization, by
critically reviewing from 4-6 peer reviewed research articles. (10 marks)
c. Communication and Leadership: The Candidate must critically evaluate and determine the rationale and
application of various leadership theories and models like Trait Theory, Behavioral Styles Theory, Situational
Theories, and Shared Leadership Style for organizational managementand direction, compare and contrast the
advantages and limitation of different leadership styles used by leaders.This will be done by reviewing of
literaturefrom 6-8 research articles/ journals. Conceptualize and justify the most suitable/best/fit’ leadership
styles for the change plan in the given Organisational context. (10 marks)
5. Recommendations and Conclusions: Overall recommendations and final conclusion to be given for the
chosen organisation. (5 marks)
6. Presentation and References: The work must adhere to the Harvard Style Referencing System with in-text
citations. (5 marks)
Word count- 6000 max (marks allotted in each section above give the approx. weightage of words count
required in every section)
Performance Descriptors
Performance descriptors indicate how marks will be arrived at against each of the above criteria. The
descriptors indicate the likely characteristics of work that is marked within the percentage bands indicated.
(70-100%)
Work of an outstanding standard (60-69%)
Work of a good standard (50-59%)
Work of a pass standard D (40-49%)
Fail (Resubmission allowed) E (0-39%)
Fail (Resubmission not allowed)
Introduction (15%) Exemplary compilation with detailed background on concepts of HRM, its functions,
linkage to SHRM and organizational performance. Mature links made between relevant ideas, theories and
practice. Extensive range of relevant sources; those identified beyond classroom sessions; are used. An
argumentative perspective is presented demonstrating originality and creativity in the interpretation of the
scope of staffing, development and compensation. No obvious errors in referencing or grammar or syntax.
Competent compilation with sufficient background on concepts of HRM, its functions, linkage to SHRM and
organizational performance. Sound links made between relevant ideas, theories and practice. A sufficient
range of relevant sources; from among those identified in classroom sessions; are used. An evocative
perspective is presented in the interpretation of scope of staffing, development and compensation. Negligible
errors in referencing or grammar or syntax. Basic compilation with sufficient background on concepts of
HRM, its functions, linkage to SHRM and organizational performance. Average links made between relevant
ideas, theories and practice. A very limited range of relevant sources; from among those identified in
classroom sessions; are used. A descriptive perspective is presented in the interpretation of scope of staffing,
development and compensation. Evident errors in referencing or grammar or syntax. Weak compilation with
sufficient background on concepts of HRM, its functions, linkage to SHRM and organizational performance.
Superficial links made between relevant ideas, theories and practice. An insufficient range of relevant
sources; none from among those identified in classroom sessions; are used. A vague perspective is presented
in the interpretation of scope of staffing, development and compensation. Repeated errors in referencing or
grammar or syntax. Poor compilation with sufficient background on concepts of HRM, its functions, linkage
to SHRM and organizational performance. Sketchy links made between relevant ideas, theories and practice.
No relevant sources; from among those identified in classroom sessions; are used. No perspective is
presented in the interpretation of scope of staffing, development and compensation. Too many errors in
referencing or grammar or syntax.
Literature Review (25%) An exceptional analysis of the literature is developed. Summarizes and shows
insightful synthesis of the literature information including identification and analysis of gaps. Strong linkage
is established among all the organizational performance outcomes like growth, profitability, ROI, competitive
advantage, legal compliance, strategic objectives attainment, and key stakeholder satisfaction. Dr. Dave
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Ulrich’s Strategic HR Model is clearly synthesized. No obvious errors in referencing or grammar or syntax. A
good analysis of the literature is developed. Summarizes and shows sound synthesis of the literature
information, including identification and analysis of gaps. Good linkage is established among all the
organizational performance outcomes like growth, profitability, ROI, competitive advantage, legal
compliance, strategic objectives attainment, and key stakeholder satisfaction. Dr. Dave Ulrich’s Strategic HR
Model is well resonated. Negligible errors in referencing or grammar or syntax. A basic analysis of the
literature is developed. Descriptive presentation of the literature information. Limited identification but no
analysis of gaps. Average linkage is established among few of the organizational performance outcomes like
growth, profitability, ROI, competitive advantage, legal compliance, strategic objectives attainment, and key
stakeholder satisfaction. Dr. Dave Ulrich’s Strategic HR Model is loosely referred to. Evident errors in
referencing or grammar or syntax. A weak analysis of the literature is developed. Mere compilation of
information. Includes no identification and analysis of gaps. No linkage is established among all the
organizational performance outcomes like growth, profitability, ROI, competitive advantage, legal
compliance, strategic objectives attainment, and key stakeholder satisfaction. Repeated errors in referencing
or grammar or syntax. A poor analysis of the literature is developed. No synthesis of the literature
information. Identification and analysis of gaps is absent. No linkage is established among all the
organizational performance outcomes like growth, profitability, ROI, competitive advantage, legal
compliance, strategic objectives attainment, and key stakeholder satisfaction. Too many errors in referencing
or grammar or syntax.
Application of understanding and knowledge (20%) The work thoroughly examines the scenario at the
chosen organization. The use of the models clearly brings out the alignment of the strategic HR activities to
organizational goals and objectives. Highly practical justifications are provided. Illustrations and Tables are
properly captioned. The work examines the scenario at the chosen organization. The outcomes are good. The
use of the models clearly brings out the alignment of the strategic HR activities to organizational goals and
objectives. Some sound justifications are provided. Illustrations and Tables are captioned. A reasonably well
examination of the scenario at the chosen organization. The outcomes are obvious and average. The use of
the models are evident but the outcomes are descriptive about the alignment of the strategic HR activities to
organizational goals and objectives. Considerable justifications are provided. Illustrations and Tables are not
necessarily captioned. The examination of the scenario at the chosen organization is not well done. The
outcomes are sketchy. The use of the models are evident but the outcomes somewhat fail to present the
alignment of the strategic HR activities to organizational goals and objectives. Weak justifications are
provided. Illustrations and Tables are not captioned. The examination of the scenario at the chosen
organization is not well done. The outcomes are poor. The models are not used and hence the outcomes fail to
present the alignment of the strategic HR activities to organizational goals and objectives. Failure to provide
justifications.
Change Implementation Plan (30%) An ability to successfully synthesize theoretical issues into practice and
evaluate the possible implications and lessons of SHRM and Change Mgmt. Ideas are presented in a succinct
manner and conclusions are well reasoned which have relevance to the scenario. The work demonstrates a
willingness to question and to explore issues and to synthesize theoretical perspectives and practical
application within chosen context SHRM and Change Mgmt. Some meaningful well-reasoned conclusions
and attention given to lessons learned which have relevance to the scenario. The work demonstrates a
competence to explore issues and to synthesize theoretical perspectives and practical application within
chosen case context of SHRM and Change Mgmt. Some helpful conclusions and acknowledgement of
lessons learned. There may be little evidence of an ability to apply theoretical principles to the case scenario
or a wider context of SHRM and Change Mgmt. Conclusions unrelated to the scenario. Lessons learned
either superficial or lacking. No application of theoretical principles to the case scenario or a wider context of
SHRM and Change Mgmt. Conclusions unrelated and confused or illogical and unsubstantiated. Lessons
learned either superficial or lacking. Possibly no real attempt to address assignment brief in respect of actual
questions asked.
Recommendations and Conclusions (5%) Well-organised, logical, fully supported by evidence, conclusions
clear and arise from results/discussion; practical and feasible, with clear consideration of SHRM issues.
Recommendations driven by good deductions from findings. Well-organised, logical, supported by evidence,
conclusions fairly clear and arise from results & discussion; practical and feasible, with clear consideration of
SHRM issues. Recommendations driven by decent deductions from findings. Reasonably well-organised,
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logical, generally supported by evidence, conclusions fairly clear and arise from results & discussion;
practical and feasible, with un clear or weak consideration of SHRM issues. Recommendations not always
driven by good deductions. Poor organisation; gaps in reasoning; some obvious conclusions omitted for the
list; other conclusions not especially driven by the findings but from ‘common sense’. No real implications
and recommendations, weak and incoherent.
Assertions little related to evidence, frequently illogical or arbitrary; conclusions if presented are
disorganized; alternatives not considered; no real understanding of the need to draw conclusions, implications
and recommendations from results.
Presentation and References (5%) A balanced, well-structured case, generally coherent in approach. Wellwritten, well presented and largely free of spelling and/or typographical errors. Breadth of appropriate,
current, and relevant references and correct application of the Harvard Referencing Method. A balanced,
well-structured case. Overall clear well-written, well presented. Some small repeated errors in grammar.
Good application of Harvard referencing system. Breadth of appropriate, current, and relevant references and
almost correct application of the Harvard Referencing. Case is cohesive, but may be hindered by
inappropriate balance, structure or writing style. Some small repeated errors in referencing or grammar.
Current and relevant references and correct application of the Harvard Referencing Method. Whilst some of
the characteristics of a pass have been demonstrated, the work does not address the case requirements overall.
Possibly lacking in balance, structure or writing style. Some repeated errors in referencing and/or grammar.
Limited use of references. Significant failings in case balance, structure or writing style. Repeated possibly
significant errors in referencing and/or grammar. Critical failings in case balance. Possibly lacking in
coherence is unstructured and/or is badly presented.