Report on Organizational Strategy and Human Resource Strategies
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Role play Part 2Value: 15%Due date: 28-01-2017Return date: -Length: Powerpoint presentationSubmission method optionsAlternative submission methodTaskThis role play will involve a second scenario provided to groups about a week before the duedate. The roles and process will essentially be the same as in Assessment item 4a.Groupmembers should change rolesfor this scenario.Warning: This assessment activity is time-critical, and there are no extensions available. Youmust be available to participate in this assessment, in class on the scheduled date. All otherdetails are as for Assessment 4a.RationaleThis assessment task will enable you to demonstrate achievement of the following learningoutcomes in the subject:• be able to apply specialised knowledge of the various roles and functions of human resourcemanagement to resolve complex issues associated with an organisation's effective utilisation ofits human resources;• be able to discuss, explain and analyse the relationship between organisational strategy andhuman resource strategies.Marking criteriaCriterion andweightingHigh distinction(>=85)Distinction (75 – 84)Credit (65 – 74)Pass (50 – 64)Fail (<50)HR risk analysis thatdemonstrates thefollowing:risks areexpressed correctly;subjectknowledge (not justtextbook);grounded in theCERA story;specificity;time-realistic;critical analysis.All risks areclearly andcorrectlyexpressed andexplained, withno ambiguities.Each risk hasbeen mapped tothe scenario andto the full CERAstory. There areno ambiguities orvagueRisks are expressedcorrectly, andappropriate metricsare suggested toexplain why the riskexists.The risks areappropriate to theCERA scenario andto the full CERAstory. Specific,evidence-basedconnections areRisks areexpressedcorrectly and it isexplained why therisk exists.The risks areappropriate to theCERA scenario,but there may begaps in takinginto account thewhole CERAstory.Risks are expressed correctly,although some may beexpressed as issues rather thanas risks.The risks identified areappropriate to the CERAscenario and to the full CERAstory. There may be some gapsin alignment between the riskand the CERA story and/orCERA scenario.Demonstrates correctapplication of subjectFails to meetthe passrequirements.
(10 marks)connections.Demonstratesdepth in insightand in criticalthought in theway subjectknowledge hasbeen applied fullyto think throughthe identificationof all risks.Each risk is veryspecificandtime-relevant.made.Demonstratescritical thought intheapplication ofsubject knowledgein each area of HRpractice.Few gaps, if any, incompleteness ofapplication ofsubject knowledge.The risks areexpressed inspecificterms, withevidence, and theyare and time-realistic. There maybe a few minor gaps.Demonstratescorrectapplication ofsubjectknowledge ineach area of HRpractice. Theremay be somegaps incompleteness ofapplication ofsubjectknowledge.The risks areexpressedinspecific termsand are and time-realistic;however, theexpression mayoccasionally bevague, ambiguousand/or insensitiveto time.knowledge in each area of HRpractice. There may be somegaps in correct application ofsubject knowledge.The risks are expressedinspecific terms and are andtime-realistic.There may begaps in specificity and/or intime-reality.Recommendations (5marks) demonstratethe followingcharacteristics:time-realisticapplication ofsubject knowledgecritical thoughtgrounded in therealities of CERA’sHR journey.Allrecommendationsare clearly andcorrectlyexpressed, withno ambiguities.Correct, clearlymeasurablemetrics areincluded for eachrecommendation.Eachrecommendationdemonstratesthoughtfulconsideration ofthe scenario andthe full CERAstory. There areno ambiguities orvagueconnections.Eachrecommendationdemonstratesdepth in insightand in criticalthought in theway subjectknowledge hasbeen applied fullyto think throughtherecommendations.Eachrecommendationis veryAllrecommendationsare expressedcorrectly, andappropriate metricsare suggested toevaluate therecommendation.There may be a fewminorgaps.Therecommendationsare appropriate tothe CERA scenarioand to the fullCERA story.Specific, evidence-based connectionsare made.Demonstratescritical thought inthe application ofsubject knowledgein each area of HRpractice.Few gaps, if any, incompleteness ofapplication ofsubject knowledge.Therecommendationsare expressed inspecific terms, withevidence, and theyare and time-realistic. There maybe a few minorgaps.Therecommendationsare expressedcorrectly andclearly. Theremay be somegaps in clarity ofexpression ofinterpretation.Therecommendationsare appropriate tothe CERAscenario, butthere may be gapsin taking intoaccount the wholeCERA story.Demonstratescorrectapplication ofsubjectknowledge ineach area of HRpractice. Theremay be somegaps in criticalthought in theway knowledge isapplied.Therecommendationsare specific andthey are and time-realistic.However, therecommendationsmay occasionallyThe recommendations areexpressed correctly, althoughsome may be too broad or mayappear vague.The recommendations areappropriate to the CERAscenario and to the full CERAstory. There may be some gapsin alignment between therecommendation, the CERAstory and/or CERA scenario.Recommendationsdemonstrates correct application of subjectknowledge. There may be somegaps in correctapplication ofsubject knowledge.The recommendations arespecificand they are and time-realistic.There may be gaps inspecificity and/or in time-reality.Fails to meetthe passrequirements.
specificand time-relevant.be vague,ambiguous and/orinsensitive totime.PresentationThe presentation format for your answer will be provided with the scenario for this groupactivity.