Report on Organizational Strategy and Human Resource Strategies
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Added on 2019-09-19
Report on Organizational Strategy and Human Resource Strategies
Added on 2019-09-19
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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 due date. The roles and process will essentially be the same as in Assessment item 4a. Group members should change roles for this scenario.Warning: This assessment activity is time-critical, and there are no extensions available. You must be available to participate in this assessment, in class on the scheduled date. All other details are as for Assessment 4a.RationaleThis assessment task will enable you to demonstrate achievement of the following learning outcomes in the subject:• be able to apply specialised knowledge of the various roles and functions of human resource management to resolve complex issues associated with an organisation's effective utilisation of its human resources;• be able to discuss, explain and analyse the relationship between organisational strategy and human resource strategies.Marking criteriaCriterion and weightingHigh distinction (>=85)Distinction (75 – 84)Credit (65 – 74)Pass (50 – 64)Fail (<50)HR risk analysis that demonstrates the following: risks are expressed correctly; subject knowledge (not just textbook); grounded in the CERA story; specificity; time-realistic; critical analysis.All risks are clearly and correctly expressed and explained, with no ambiguities.Each risk has been mapped to the scenario and to the full CERA story. There are no ambiguities or vague Risks are expressed correctly, and appropriate metrics are suggested to explain why the risk exists. The risks are appropriate to the CERA scenario and to the full CERA story. Specific, evidence-based connections are Risks are expressed correctly and it is explained why therisk exists. The risks are appropriate to the CERA scenario, but there may be gaps in taking into account the whole CERA story. Risks are expressed correctly, although some may be expressed as issues rather than as risks. The risks identified are appropriate to the CERA scenario and to the full CERA story. There may be some gaps in alignment between the risk and the CERA story and/or CERA scenario.Demonstrates correct application of subject Fails to meet the pass requirements.
(10 marks)connections.Demonstrates depth in insight and in critical thought in the way subject knowledge has been applied fullyto think through the identification of all risks.Each risk is very specific and time-relevant.made.Demonstratescritical thought in theapplication of subject knowledge in each area of HR practice. Few gaps, if any, in completeness of application of subject knowledge. The risks are expressed inspecificterms, with evidence, and they are and time-realistic. There may be a few minor gaps.Demonstrates correct application of subject knowledge in each area of HR practice. There may be some gaps in completeness of application of subject knowledge. The risks are expressed inspecific terms and are and time-realistic; however, the expression may occasionally be vague, ambiguousand/or insensitive to time.knowledge in each area of HR practice. There may be some gaps in correct application of subject knowledge. The risks are expressed inspecific terms and are and time-realistic.There may be gaps in specificity and/or in time-reality. Recommendations (5marks) demonstrate the following characteristics: time-realistic application of subject knowledge critical thought grounded in the realities of CERA’s HR journey.All recommendationsare clearly and correctly expressed, with no ambiguities. Correct, clearly measurable metrics are included for each recommendation.Each recommendation demonstrates thoughtful consideration of the scenario and the full CERA story. There are no ambiguities or vague connections.Each recommendation demonstrates depth in insight and in critical thought in the way subject knowledge has been applied fullyto think through the recommendations.Each recommendation is very All recommendations are expressed correctly, and appropriate metrics are suggested to evaluate the recommendation. There may be a few minor gaps. The recommendations are appropriate to the CERA scenario and to the full CERA story. Specific, evidence-based connections are made.Demonstrates critical thought in the application of subject knowledge in each area of HR practice. Few gaps, if any, in completeness of application of subject knowledge. The recommendations are expressed in specific terms, with evidence, and they are and time-realistic. There may be a few minor gaps.The recommendationsare expressed correctly and clearly. There may be some gaps in clarity of expression of interpretation. The recommendationsare appropriate to the CERA scenario, but there may be gapsin taking into account the wholeCERA story. Demonstrates correct application of subject knowledge in each area of HR practice. There may be some gaps in critical thought in the way knowledge isapplied. The recommendationsare specific and they are and time-realistic. However, the recommendationsmay occasionally The recommendations are expressed correctly, although some may be too broad or may appear vague.The recommendations are appropriate to the CERA scenario and to the full CERA story. There may be some gaps in alignment between the recommendation, the CERA story and/or CERA scenario.Recommendationsdemonstrates correct application of subject knowledge. There may be somegaps in correctapplication of subject knowledge. The recommendations are specificand they are and time-realistic.There may be gaps in specificity and/or in time-reality.Fails to meet the pass requirements.
specificand time-relevant.be vague, ambiguous and/orinsensitive to time.PresentationThe presentation format for your answer will be provided with the scenario for this group activity.
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