ASSESSMENT BRIEF
Academic year and term: 2022/23 – Semester A
Module title: Principles of HRM
Human resource management (HRM) refers to the policies, practices, and systems that influence the way an organization’s employees are managed and developed. The principles of HRM include:
Alignment with organizational goals: HR policies and practices should support and align with the overall goals and strategies of the organization.
Employee involvement: HR should encourage employee involvement and participation in decision-making processes that affect them.
Diversity and inclusion: HR should promote diversity and inclusion in the workplace, recognizing and valuing the unique characteristics and perspectives of all employees.
Fairness and justice: HR should ensure that policies and practices are fair and just, and that all employees are treated equitably and with respect.
Legal compliance: HR should ensure that the organization’s policies and practices comply with all relevant laws and regulations.
Continuous improvement: HR should continuously review and improve policies and practices to ensure that they are effective and aligned with the needs of the organization and its employees.
By following these principles, HR can help create a positive work environment and contribute to the overall success of the organization.
For further module description see above Module Brief.
Type of assessment: Case Study Article – on the future of the HR profession
Assessment deadline: Summative: Wednesday 4th January 2023 (by 2:00 pm)
Instructions for the formative assessment
You will submit a one-page report outline via Moodle/TurnitIn for feedback from your module tutor. This will document your approach to critically analysing the Case Study and the area of HRM which you will focus on. The submission deadline is Friday 6th November 2022 (by 6:00 pm).
There will be regular opportunities for feedback on your individual work in progress and an opportunity for formative assessment of your Case Study while it is under construction.
Instructions for the summative assessment
The assessment for this module is through the critical analysis of a Case Study Article:
Charan, R., Barton, D. and Carey, D. (2015). People Before Strategy: A New Role for the CHRO. Harvard Business Review. July-August 2015.
The report will require you to select an area of HRM and discuss related challenges with regard to the future of work, using academic and professional literature to support your arguments.
Your report will include (1) a plan for operationalizing your recommendations (2) a reflective blog documenting your experience of learning, its outcomes and how it will inform your practice.
Component Type/Title Coursework Volume or Length/Type of Exam %
Weighting Mark/ Grade M/G Final Component Y/N Must Attempt Y/N Must Pass Y/N Sub-components*
Case Study Article 5,000 words 100 M Y Y Y
Structure and presentation
There should be a title page, chapter contents page, table and figure contents page and bibliography. These will not be included in the wordcount.
Any written work should be spell-checked. Do not use various font sizes and colours Black ink, Arial, size 11, 1.5 lines spaced is recommended. Use DIN A4 format and page margins of 2.5 cm or 1 inch.
Full reading list
Essential Reading – These texts should be referred to throughout the module
Aldrich, P. and Pullman, A. (2019) Building and Outstanding Workforce: Developing People to Drive Individual and Organizational Success. London: Kogan Page.
Aldrich, P. and Dietz, G. and Clark, T. and Hamilton, P. (2015) ‘Establishing HR professionals’ influence and credibility: lessons from the capital markets and investment banking sector.’, Human resource management., 54 (1). pp. 105-130.
Anderson, V (2013). Research Methods in Human Resource Management: Investigating a Business Issue. London: Kogan Page
Marchington, M., Wilkinson, A., Donnelly, R., and Kynighou, A. (2021). Human resources at work: The definitive guide. London: Kogan Page. (7th Ed).
Additional book selection:
Banaji, M.R. & Greenwald, A.G. (2016). Blind Spot.
Charon, R., Barton, D., & Carey, D. (2018). Talent Wins: The New Playbook for Putting People First.
Cheung-Judge, M.Y. & Holbech, L. (2015). Organizational Development.
Collings, D. G., Wood, G. T., and Szamosi, L. T. (2019). Human resource management: A critical approach.
Corey, C. & Elliott, G. (2018). Build it: The Rebel Playbook for World Class Employee Engagement.
Ferdman, B.M. & Deane, B.R.D. (2014). Diversity at Work: The practice of inclusion.
Ferrar, J.K. and Green, D. (2021). Excellence in People Analytics: How to use workforce data to create business value.
Guenole, N., Ferrar, J. & Feinzig, S. (2017). The Power of People. Hanaway, M. (2019). The Existential Leader.
Haski-Leventhal, D. (2018). Strategic Corporate and Social Responsibility
Hofstede, G., Hofstede, J.H. & Minkov, M. (2010). Cultures and Organizations.
House, R.J., Dorfman, P.W., Javiden, M., Hanges, P.J., & Sully de Luque, M.F. (2014). Strategic Leadership Across Cultures: The GLOBE study of leadership behaviour and effectiveness in 24 countries.
Itani, S. (2017). The Ideological evolution of human resource management: A critical look into HRM research and practices.
Kaplan, R.S., & Norton, D.P. (1996). The Balanced Scorecard.
Lawler, E.E. (2017). Reinventing Talent Management: Principles and Practices for the New World of Work.
Levit, A. (2019). Humanity Works.
Lojesky, K.S. and Reilly, T.T. (2020). The Power of Virtual Distance. Marr, B. (2018). Data Driven HR.
Morgan, J. (2017). The Employee Experience Advantage.
Phillips, J.J., & Phillips, P.P. (2015). High-Impact Human Capital Strategy. Pink, D.H. (2018). Drive.
Ryan, R.M., & Deci, E.L. (2017) Self-Determination Theory.
Schein, E.H. & Schein, P. (2017). Organizational Culture and Leadership. Sparkman, R. (2018). Strategic Workforce Planning.
Sparrow et al.(2015). Do we need HR?
Wright, L.. (2015). HR in the Boardroom: The HR Professional’s Guide to Earning a Place in the C-Suite.
Additional journal selection:
Caldwell, R. (2010) Are HR Business Partner Competency Models Effective? Applied HRM Research. Vol 12, No 1. pp40-58
Cooke, F. L., Schuler, R., and Varma, A (2020). Human resource management research and practice in Asia: Past, present and future. Human Resource Management Review, Vol. 30, No. 4, pp 1-13.
Heizmann, H. and Fox, S. (2019), O Partner, Where Art Thou? A critical discursive analysis of HR managers’ struggle for legitimacy, International Journal of Human Resource Management, Vol. 30 No. 13, pp. 2026-2048.
Komm, A., Ploinar, F., Schanger, B., and Sikka, S. (2021). The new possible: How HR can help build the organization of the future. McKinsey & Company
Morris, S. S., Alvarez, S. A, and Barney, J. B. (2021). Dancing with stars: The practical value of theory in managing star employees. Academy of Management Perspectives, Vol. 35, No. 2.
Ng, E. S. and Sears, G. J. (2018) Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices”, Journal of Business Ethics, pp 1–14
Stahl, G.K., Brewster, C. J., Collings, D. G. and Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: a multi- stakeholder, multidimensional approach to HRM. Human Resource Management Review, Vol. 30, No. 3
Tursunbayeva, A., Pagliari, C., Di Lauro, S. and Antonelli, G. (2021). The ethics of people analytics: risks, opportunities and recommendations. Personnel Review. In press.
Van Ingen, R., Peters, P., De Ruiter, M., and Robben, , H. (2021). Exploring the meaning of organizational purpose at a new dawn: The development of a conceptual model through expert interviews. Frontiers in Psychology. Vol 12.
Vithan, K., Soobaroyen, T., and Ntim, C. G. (2021). Human resource disclosures in UK corporate annula reports: To what extent do these reflect organisational priorities towards labour?. Journal of Buisness Ethics. pp 475-497
Zhang, X., Lin, Z., Liu, Y., Chen, X., and Liu, D.M. (2020). How do human resource management practices affect employee well-being? A mediated moderation model. Employee Relations, Vol. 42 No. 4, pp. 903-919
Further Reading
Aldrich, P (2008) The role and influence of human resource management in the capital markets and investment banking sector. Doctoral thesis, Durham University.
Aycan, Z, Kanungo, R, Mendonca, M, Yu, K, Deller, J, Stahl, G, Kurshid, A ‘Impact of Culture on Human Resource Management Practices: A 10‐Country Comparison’ (2001) Applied Psychology. Vol. 49, No 1. pp192-211
Agrawal, V, Manyika, JM, and Richards, JE (2003) ‘Matching people and jobs’, The McKinsey Quarterly, Number Two: Organisation, http://premium.mckinseyquarterly.com
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Armstrong, M, and Long, P (1994) ‘The Reality of Strategic HRM’, London, Institute of Personnel and Development
Antila, EM and Kakkonen, A (2008) ‘Factors affecting the role of HR managers in international mergers and acquisitions: A multiple case study’, Personnel Review, Vol. 37, No. 3
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Key journals for this module are:
Academy of Management Journal
Academy of Management Review
Applied HRM Research
Asia Pacific Journal of Human Resources
Benefits and Compensation International
British Journal of Industrial Relations
British Journal of Management
Business Strategy Review
Compensation and Benefits Review
Employee Benefits
Employers Law
Equal Opportunities Review
European Journal of Training and Development
European Journal of Work and Organisational Psychology
European Management Journal
Governance
Harvard Business Review
Human Resource Development International
Human Resource Director
HR Future
HR Magazine
HR Monthly Australia
Human Resource Management
Human Resource Management Journal (UK)
Human Resource Management Review
Human Resources
Human Resources New Zealand
IDS Employment Law Brief
IDS Executive Compensation Review
IDS HR Studies
IDS Pay Report
Industrial & Labor Relations Review
Industrial Law Journal
Industrial Relations Journal
International Journal of Cross Cultural Management
International Journal of Human Resource Management
International Journal of Management Reviews
International Journal of Selection and Assessment
International Journal of Training and Development
International Labour Review
Journal of Change Management
Journal of General Management
Journal of Management Studies
Journal of Occupational and Organizational Psychology
Journal of Organizational Effectiveness: People and Performance
Labour Research
London Business School Review
MIT Sloan Management Review
Manager – British Journal of Administrative Management
Management Learning
Management Today
New Technology, Work and Employment
Occupational Health
Occupational Pensions
Occupational Safety and Health
Organisations and People
Organizational Dynamics
Pay and Benefits
People Management
People and Strategy
Personnel Review
Policy Studies
Professional Manager
Strategic HR Review
Strategy and Business
T+D now known as TD Talent Development
Third Sector
Tolley’s Employment Law Newsletter
Training Journal
Work
Work Employment and Society
Workforce Management
Workplace Report
Workplace Savings and Benefits
WorldatWork Journal
How will your work be assessed?
Your work will be assessed by a subject expert who will use either the marking criteria provided in the section “Instructions for assessment” or the Marking rubric enclosed in the Appendix, as appropriate for this module. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.
Referencing and submission
You must use the Harvard System.
The Business School requires a digital version of all assignment submissions. These must be submitted via Turnitin on the module’s Moodle site. They must be submitted as a Word file (not as a pdf) and must not include scanned in text or text boxes. They must be submitted by 2pm on the given date. For further general details on coursework preparation refer to the online information at StudentZone, http://studentzone.roehampton.ac.uk/howtostudy/index.html.
Mitigating circumstances/what to do if you cannot submit a piece of work or attend your presentation
The University Mitigating Circumstances Policy can be found on the University website: Mitigating Circumstances Policy
Marking and feedback process
Between you handing in your work and then receiving your feedback and marks within 20 days, there are a number of quality assurance processes that we go through to ensure that students receive marks which reflects their work. A brief summary is provided below.
• Step One – The module and marking team meet to agree standards, expectations and how feedback will be provided.
• Step Two – A subject expert will mark your work using the criteria provided in the assessment brief.
• Step Three – A moderation meeting takes place where all members of the teaching and marking team will review the marking of others to confirm whether they agree with the mark and feedback
• Step Four – Work at Levels 5 and 6 then goes to an external examiner who will review a sample of work to confirm that the marking between different staff is consistent and fair
• Stop Five – Your mark and feedback is processed by the Office and made available to you.
Appendix: Marking rubric
Individual Case Study report of
5,000 words 85-100
Excellent 75-84
Very good 65-74
Good 55-64
Competent 45-54
Weak 35-44
Fail 0
Fail
The critical analysis of an article on the future of HRM with appropriate use of essential texts and academic reading.
35% weighting Excellent use of theory and practice. All relevant sources have been included.
The work includes an excellent level of critical discussion Very good use of theory and practice. The majority of relevant sources have been included.
The work includes a very good level of
critical discussion. Good use of theory and practice.
The work includes a good level of critical discussion. More than a limited use of theory and practice.
The work is more than descriptive but still with limited critical discussion. Very limited use of theory and practice.
The work is largely descriptive. Irrelevant and/or superficial application of theory and practice. Did not submit
The critical analysis of a specific area of HRM, with recommendations which have relevance to practitioners.
35% weighting Excellent use of theory and practice. All relevant sources have been included.
The work includes an excellent level of critical discussion.
Conclusions have significant relevance to practitioners. Very good use of theory and practice. The majority of relevant sources have been included.
The work includes a very good level of critical discussion.
Conclusions have significant relevance to practitioners. Good use of theory and practice.
The work includes a good level of critical discussion.
Conclusions have relevance to practitioners. More than a limited use of theory and practice.
The work is more than descriptive but still with limited critical discussion.
Conclusions still have limited relevance to practitioners. Very limited use of theory and practice.
The work is largely descriptive.
Conclusions have limited relevance to practitioners. Irrelevant and/or superficial application of theory and practice.
No or minimal relevance to practitioners. Did not submit
Reflective blog documenting your experience of learning, its outcomes and how it will inform your practice.
20% weighting. An excellent reflective narrative. Clear learning outcomes are documented.
Excellent use of
more than one learning model. A very good reflective narrative. Clear learning outcomes are documented.
Very good use of
at least one learning model. A good reflective narrative. Clear learning outcomes are documented.
Good use of at least one learning model. More reflective than descriptive.
Limited use of at least one learning model. Some reflection noted but mostly descriptive.
No, or limited, use of learning models. Superficial and descriptive account.
No use of any learning models Did not submit.
Clarity of writing, structure, grammar, correct referencing
10% weighting Excellent narrative and structure for the report. Almost no spelling and grammatical errors.
Almost no errors in the use of Harvard referencing system. Very good narrative and structure for the report. Almost no spelling and grammatical errors.
Almost no errors in the use of Harvard referencing system. Good narrative and structure for the report. Few spelling and grammatical errors.
Few errors in the use of Harvard referencing system. Adequate narrative and structure for the report. Some spelling and grammatical errors.
Some errors in the use of Harvard referencing system. Weak narrative and structure for the report. Too many spelling and grammatical errors.
Too many errors in the use of Harvard referencing system. Very poor narrative and structure for the report.
Numerous spelling and grammatical errors.
Numerous errors in the use of Harvard
referencing system. Did not submit
