How long will this take?
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 1.3 Analyse 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. · PC 4.3 Develop 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 bring in strategic change to tackle challenges the company is facing. This requires you to present to the team and stakeholders a compelling report on your change proposal. You must develop a model for change, and lead the change by synthesizing issues related to strategic HRM in the chosen organisation. Discuss ways in which you can align the HR activities in your organization to achieve the new strategic objectives. 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. (6 marks) b. Aim & Objectives: The aim statement of intent must 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 under Staffing, 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 undertake secondary 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 to organizational 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 4-6 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. (20 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. (15 marks) 4. Change Implementation Plan: The Candidate will critically analyse factors driving change in their organization. From the range of change management models the candidate can choose any one of the change models covered in the module to develop a change management implementation plan. (10 marks) 5. Discuss how the change will impact 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 under the following sections: i. Current Human Capital Supply (3 marks) ii. Projected Human Capital Demand (3 marks) iii. Gap Closing Strategy (4 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. (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 management and direction, compare and contrast the advantages and limitation of different leadership styles used by leaders. The candidate can bring in insights from review of literature from 3-4 research articles/ journals. Conceptualize and justify the most 'suitable/best/fit’ leadership styles for the change plan in the given Organisational context. (10 marks) 6. Recommendations and Conclusions: Overall recommendations and final conclusion to be given for the chosen organisation. (5 marks) 7. 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 (20%) 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 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.