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Advanced Professional Diploma in Management Studies Student Assignment Covering Form Course/Unit Information Course Pearson BTEC Level 5 Higher National Diploma Unit No. Unit 3 Unit Name Human Resource Management Unit code Y/508/0487 Batch 1702 Instructor Information Name Vivek Mohan Phone +971562192560 Email
[email protected] Assignment Information Full/ Part Assignment Full Date Assignment Issued January 7, 2017 Date Assignment Due February 3, 2017 Turnitin Class ID Turnitin Password Student Information (To be filled by the student prior submitting the assignment) Name Boncy Francis Email
[email protected] Date of Submission Student Assignment covering form is an integral part of the assignment document and should be submitted along with all submissions. Student Declaration I, Boncy Francis hereby confirm that this assignment is my own work and not copied or plagiarized. It has not previously been submitted as part of any assessment for this qualification. All the sources, from which information has been obtained for this assignment, have been referenced as per Harvard Referencing format. I further confirm that I have read and understood the Westford School of Management rules and regulations about plagiarism and copying and agree to be bound by them. Students Signature : (signed) Student Name : Boncy Date : Achievement Feedback Summary Assessor’s Name Pass Merit Distinction Grades Awarded (P1, P2, P3, P4, P5, P6, M1, M2, M3, M4, D1, D2) LO1 Explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives P1 Explain the purpose and the functions of HRM, applicable to workforce planning and resourcing an organisation. M1 Assess how the functions of HRM can provide talent and skills appropriate to fulfil business objectives D1 Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection, supported by specific examples. P1 Achieved / Not Achieved P2 Achieved / Not Achieved P2 Explain the strengths and weaknesses of different approaches to recruitment and selection. M2 Evaluate the strengths and weaknesses of different approaches to recruitment and selection. M1 Achieved / Not Achieved M2 Achieved / Not Achieved D1 Achieved / Not Achieved LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organization P3 Explain the benefits of different HRM practices within an organisation for both the employer and employee. M3 Explore the different methods used in HRM practices, providing specific examples to support evaluation within an organisational context. D2 Critically evaluate HRM practices and application within an organisational context, using a range of specific examples. P3 Achieved / Not Achieved P4 Achieved / Not Achieved P4 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity. M3 Achieved / Not Achieved D2 Achieved / Not Achieved 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. M4 Evaluate the key aspects of employee relations management and employment legislation that affect HRM decision-making in an organisational context. LO3 & LO4 D3 Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in an organisational context. P5 Achieved / Not Achieved P6 Achieved / Not Achieved P6 Identify the key elements of employment legislation and the impact it has upon HRM decision- making. M4 Achieved / Not Achieved D3 Achieved / Not Achieved LO4 Apply Human Resource Management practices in a work-related context P7 Achieved / Not Achieved 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. M5 Achieved / Not Achieved Over All Result/Grade PASS/MERIT/DISTINCTION/REDO [To Achieve a PASS, all P grade descriptors should be achieved; To achieve a MERIT, all P and M grade descriptors should be achieved; To achieve a DISTINCTION, all P, M and D grade descriptors should be achieved.] Date: Summative Feedback: Overall Feedback on current work with emphasis on how the student can improve and achieve higher grades in future. General Guidelines (Please read the instructions carefully) 1. Complete the title page with all necessary student details and ensure that the signature of the student is marked in the declaration form. 2. All assignments must be submitted as an electronic document in MS Word to the LMS (Use 12 Times New Roman script). 3. Assignment that is not submitted to the LMS by the prescribed deadline will be accepted ONLY under the REDO and RESIT submission policy of Westford. 4. The results are declared only if the student has met the mandatory attendance requirement of 75% and/or a minimum of 50% under extenuating circumstances approved and ratified by the Academic Director. The student has to repeat the module (with additional fees applicable) if the attendance is below 50%. 5. The assignment should not contain any contents including references cited from websites like www.ukessays.com, www.studymode.com, www.slideshare.net, www.scribd.com. 6. Turnitin report is mandatory and should be attached in the assignment report. 7. Submit the assignment in a MS Word document with the file name being: First Name Last Name_ abbreviation of the subject. Example: John Smith_HRM. Mandatory Quick reference Checklist for the Students before submitting the assignment: 1. Adherence to the deadline of submission date. 2. Original cover sheet and format retained and the Turnitin Report to be attached. 3. Student information and signature intact. 4. Font style and size used as instructed. 5. Harvard Referencing System and Citations are strictly followed. Human Resource Management: Assignment Task Assignment title Case Study: HRM Practices at 3M LO1: Explain the purpose and scope of Human Resource Management in terms of resourcing an organization with talent and skills appropriate to fulfil business objectives. LO2: Evaluate the effectiveness of the key elements of Human Resource Management in an organization. LO3: Analyze internal and external factors that affect Human Resource Management decision-making, including employment legislation. LO4: Apply Human Resource Management practices in a work-related context. answer Labor laws Discrimination Working hours (1) interpretation of Employment Laws- The HR department interprets employment and labor laws to ensure the employers does not intentionally or unintentionally violate the worker's right. (2) HR is responsible for explaining to an employee the reason for the termination. if the worker is terminated for misconduct, harassment or other reasons, human resource explains why the employee's action are in violation of company policies. Scenario: You are expected to read the following case study and answer the questions that follow. You would also refer to other sources of information in your research to analyse the questions in more detail. 3M as an organization has set very high benchmark to generate 30 percent of sales revenue every year from new products. To achieve these highly demanding results 3M has made continuous efforts to build an innovation driven work culture. How 3M Gave Everyone Days Off and Created an Innovation Dynamo Before Google and Hewlett-Packard, 3M was offering employees time off to explore their own projects — netting 3M's most famous products to date. In 1974, 3M scientist Art Fry came up with a clever invention. He thought if he could apply an adhesive (dreamed up by colleague Spencer Silver several years earlier) to the back of a piece of paper, he could create the perfect bookmark, one that kept place in his church hymnal. He called it the Post-It Note. What you might not know is that Fry came up with the now iconic product (he talks to the Smithsonian about it here) during his "15 percent time," a program at 3M that allows employees to use a portion of their paid time to chase rainbows and hatch their own ideas. It might seem like a squishy employee benefit. But the time has actually produced many of the company's best-selling products and has set a precedent for some of the top technology companies of the day, like Google and Hewlett-Packard. The 15 percent program seems squishy, is now key to 3M's business strategy. Today, 3M is a multinational powerhouse, with more than $20 billion in annual sales across a product line 50,000 deep, from adhesives to optical film. It boasts 22,800 patents, many derived from its 15 percent program. The program has been key to 3M's business strategy and could be a model for other companies eager to innovate. Says Kurt Beinlich, a technical director for 3M: "It's really shaped what and who 3M is." Founded in 1902 in a little town on the shores of Lake Superior, 3M started out in the mining business as the Minnesota Mining and Manufacturing Company. With mining hopes dashed, the founders bought a sandpaper factory and struggled for years over how to run it. New investors had to pour in cash to keep it afloat. Eventually, one of them, Lucius Ordway, moved the company to St. Paul, where 3M hit upon some key inventions, among them: masking tape and cellophane tape. 3M launched the 15 percent program in 1948. If it seems radical now, think of how it played as post-war America was suiting up and going to the office, with rigid hierarchies and increasingly defined work and home roles. But it was also a logical next step. All those early years in the red taught 3M a key lesson: Innovate or die, an ethos the company has carried dutifully into the 21st century. 15 percent time is extended to everyone. Who knows who'll create the next Post-It Note? "It's one of the things that sets 3M apart as an innovative company, by sticking to that culture of giving every one of our employees the ability to follow their instincts to take advantage of opportunities for the company," says Beinlich, who tries to get most of his 70-person technical lab team to participate. How is the program implemented? In Beinlich's telling, workers often use 15 percent time to pursue something they discovered through the usual course of work but didn't have time to follow up on. And even that depends on other factors — how closely managers keep tabs on projects, for one. What's more, 15 percent time is extended to everyone, not just the scientists (you can hear the cheers in marketing), the idea being: Who knows where the next Post-It Note will come from? There is failure. As a company culture, it's accepted, if not entirely embraced. In Beinlich's department, engineers designed a heat-repelling cover to protect car finishes from welding sparks. But there just wasn't a market for it: Automotive workers didn't want to