Guidance Notes (Revised) for Assessment Task-3 (Due date: 11:59pm on Sunday October 24th,2021) PLEASE READ GUIDANCE NOTES IN CONJUNCTION WITH UNIT OUTLINE &RUBRIC Requirements for AT-3 (a) an overview...

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Guidance Notes (Revised) for Assessment Task-3 (Due date: 11:59pm on Sunday October 24th,2021) PLEASE READ GUIDANCE NOTES IN CONJUNCTION WITH UNIT OUTLINE &RUBRIC Requirements for AT-3 (a) an overview of an employment relations issue common to an industry of your choice Guidance Notes: You may consider and/or adhere to the following: • Several companies together make an industry for example Jetstar, Tiger air, Qantas airways etc. are the companies in the Aviation Industry. • You can choose any industry of your choice and anywhere in the world. • Employment relation issues for example Health and safety, Hour and wage theft, work stoppages etc. • Two employment relation issues must be discussed. (b) TWO (2) examples (from news stories published since 2015) where the employment relations issue has occurred in that industry AND the HRM practices most relevant to it. Guidance Notes: You may consider and/or adhere to the following: • Two (2) examples may include two to four companies in an Industry and two employment relation issues • News stories must be reliably sourced for example ABC News, 9news or equivalent. • Please note that a minimum of four and maximum of six HRM practices must be discussed • References and in-text citations from peer-reviewed journals (published between 2015-2021) would be required for suggested HRM practices. This will form the basis of identification of relevant HRM practices and related explanation. For example, Compensation and benefits is an HRM practice relevant to the issue of wage theft and entitlements. (c) a detailed recommendation of how HRM practices could be used as a system to address the employment relations issue raised in your examples. Guidance Notes: You may consider and/or adhere to the following: • Recommendations must be based on your readings from peer-reviewed journals and must be tied back to HRM practices discussed in part (b). A minimum of four and maximum of six recommendations are needed. • Your recommendations must be able address employment relations issue raised in your examples. Important Notes: • This report should be written with an introduction and conclusion section. • A minimum of 12 and maximum of 24 academic references are needed for AT-3. These references would be used towards or writing about HRM practices and recommendations. • Formatting requirements: non-single line spacing, page numbers and normal margin. • Please ACCURATELY reference the academic journal publications. You will need to use the UTAS Harvard Referencing Style 2020 guide for your in-text and full reference citations. • Word count (3000 words maximum) does not include references. Preview Rubric_ Capstone Report - BMA58...oyment Relationship - Semester 2, 2021 Page 1 BMA583 Managing People and the Employment Relationship Tasmanian School of Business & Economics (TSBE) (School) College of Business and Economics (College) BMA583 Managing People and the Employment Relationship 12.50 Credit Points Semester 2, 2021 Unit Outline Dr Syed Ashraf Page 2 BMA583 Managing People and the Employment Relationship CONTACT DETAILS Unit coordinator Unit coordinator: Dr Syed Ashraf Campus: Hobart Email: [email protected] Phone: 0410 306 277 Consultation hours: By Appointment Page 3 BMA583 Managing People and the Employment Relationship CONTENTS COVID SAFETY ON CAMPUS 4 WHAT IS THE UNIT ABOUT? 5 UNIT DESCRIPTION 5 INTENDED LEARNING OUTCOMES 5 GRADUATE STATEMENT 5 ALTERATIONS TO THE UNIT AS A RESULT OF STUDENT FEEDBACK 6 PRIOR KNOWLEDGE &/OR SKILLS 6 HOW WILL I BE ASSESSED 7 ASSESSMENT SCHEDULE 7 ASSESSMENT DETAILS 7 HOW YOUR FINAL RESULT IS DETERMINED 9 SUBMISSION OF ASSIGNMENTS 10 ACADEMIC INTEGRITY 12 WHAT LEARNING OPPORTUNITIES ARE THERE? 15 MYLO 15 RESOURCES 15 ACTIVITIES 16 COMMUNICATION 17 CONCERNS AND COMPLAINTS 18 LEARNING SUPPORT 18 FURTHER INFORMATION AND ASSISTANCE 18 UNIT SCHEDULE 19 ACCREDITATION 20 AACSB ACCREDITATION 20 Page 4 BMA583 Managing People and the Employment Relationship COVID Safety on Campus To ensure the safety and wellbeing of our University and the broader community, it’s important that you allow time to complete the following steps every day you attend campus: - Complete the COVID-Safe Return to Campus MyLO module before you attend - Go through screening each day when attending campus, check your temperature and swipe your access card - Maintain COVID-safe behaviours: keep 1.5 metres away from others, wash your hands thoroughly and often, use disinfectant wipes to clean your work station - Critically, please stay at home if you are unwell, get tested if you have any symptoms and email us at [email protected] if you are getting tested Together, let’s make our campus a safe place to be. mailto:[email protected] Page 5 BMA583 Managing People and the Employment Relationship WHAT IS THE UNIT ABOUT? Unit description The effective management of human resources is becoming an increasingly vital concern in organisations, whether they are professional practices employing only a few staff, multinational corporations, public sector or not-for-profit organisations. The impact of globalisation, increased competition for talented employees, skills shortages and changing expectations of the employment relationship pose increasingly complex challenges for all organisations. A sound understanding of human resource principles and concepts and how to implement human resource policies and procedures is of importance to human resource specialists and line managers alike. Effective human resource management requires a thorough knowledge of, and skills in, various people management functions, together with the ability to meld these functions into a carefully planned, well-integrated program that will assist organisations achieve their objectives. In this unit you will examine current topics in human resource management and bridge theory and practice by examining issues from both strategic and operational perspectives. There is a focus on students’ understanding of the skills required to be an effective human resources specialist or people manager. Human resources matters in this unit are examined from the perspective of managers, human resources specialists and employees. Intended Learning Outcomes On completion of this unit, you will be able to: 1. Critically analyse the role of human resource management in managing people and strategic decision making. 2. Appraise and apply human resource management principles and theories to practical employment relations situations 3. Transmit human resource management related knowledge and ideas through written and/or oral communication. Graduate Statement Successful completion of this unit supports your development of course learning outcomes, which describe what a graduate of a course knows, understands and is able to do. Course learning outcomes are available from the Course Coordinator. Course learning outcomes are Page 6 BMA583 Managing People and the Employment Relationship developed with reference to national discipline standards, Australian Qualifications Framework (AQF), any professional accreditation requirements and the University of Tasmania’s Graduate Statement. The University of Tasmania experience unlocks the potential of individuals. Our graduates are equipped and inspired to shape and respond to the opportunities and challenges of the future as accomplished communicators, highly regarded professionals and culturally competent citizens in local, national, and global society. University of Tasmania graduates acquire subject and multidisciplinary knowledge and skills, and develop critical and creative literacies and numeracies and skills of inquiry. They demonstrate the ability to apply this knowledge in changing circumstances. Our graduates recognise and critically evaluate issues of social responsibility, ethical conduct and sustainability, are entrepreneurial and creative, and are mindful of their own wellbeing and that of the community. Through respect for diversity and by working in collaborative ways, our graduates reflect the values of the University of Tasmania. Alterations to the unit as a result of student feedback This unit has been completely redeveloped for Semester 2, 2021 due to feedback from students and peer-evaluation recommendations. Prior knowledge &/or skills None Page 7 BMA583 Managing People and the Employment Relationship HOW WILL I BE ASSESSED Assessment schedule Assessment task Date due Percent weighting Links to Intended Learning Outcomes Journal Article Review 2pm Monday, August 9th 30 ILO1, ILO3 Team Live Case Analysis 2pm Monday September 20th 30 ILO1, ILO2, ILO3 Capstone Report 11:59pm Sunday October 24th 40 ILO1, ILO2, ILO3 Assessment details Assessment Task 1: Journal Article Review Task Description This task requires students to select ONE (1) HRM practice (e.g., Training, Compensation, Recruitment etc.) and complete the following tasks: (a) Download and read THREE (3) peer-reviewed journal articles related to the specific HRM practice you have chosen that have been published since 2015. (b) Summarise the journal article content for your marker by (i) providing a combined/comprehensive definition of the HRM practice as presented in the 3 papers, (ii) describing the common HRM context (e.g., public sector, financial industry, not-for-profit) within which each of the journal articles studied the HRM practice, and (iii) summarise the conclusions and recommendations for effective HRM management in this regard. The Journal Article Review should include an Introduction section to provide an overview of the answer to the marker. Criterion Number Criterion Description Measures ILO: 1 Critically analyse the role of human resource management in managing people and strategic decision making ILO1 2 Transmit human resource management related knowledge and ideas through written communication. ILO3 Page 8 BMA583 Managing People and the Employment Relationship Task Length 1500 words (MAXIMUM) Due by date 2pm on Monday August 9th Assessment Task 2: Team Live Case Analysis Task Description Students are required to form into teams of 3 to 5 people and complete the following tasks: (a) Locate an organisation that has undertaken a major change in its organisational strategy within the last 5 years (b) Undertake secondary research on the nature and scope of the organisation’s change (i.e., from online news sources) (c) Identify THREE (3) HRM practices (from the list of topics in this unit) and analyse how they were used as part of the organisation’s change of strategy (either successfully or unsuccessfully) (d) Present your work as a 10–15-minute presentation (recorded and submitted to MyLO as a .mp4 file) AND the PowerPopint slides with any notes you want to include about your work therein. As part of your submission, clearly identify what aspects of the work were authored or spoken by each team member (5 marks for individual contribution) Criterion Number
Answered 1 days AfterOct 23, 2021University of Tasmania

Answer To: Guidance Notes (Revised) for Assessment Task-3 (Due date: 11:59pm on Sunday October 24th,2021)...

Taruna answered on Oct 25 2021
122 Votes
CAPSTONE ASSESSMENT: EMPLOYEE RELATIONS AND AVIATION INDUSTRY
Table of Contents
Introduction    3
Employment Relations and Aviation    3
Employment Relation Issues and Aviation    4
Recommendations    6
Conclusion    8
References    8
Introduction
HRM practices are symbols of successful business ventures in the modern business context at global level. In fact, a complicated mix of conventional and modern values in human resource management is deemed essential on behalf of all organizations that
thrive to make their business sustainable as well as industry friendly. In this context, aviation industry is possibly one of the rapidly evolving industries which have both, public and private sector based operations. The industry controls the flight operations of national and internal passengers and goods and eventually, it has helped in linking the world closely than ever. However, a deeper picture of the industry presents glitches in HRM practices meeting out the needs and expectations of the professionals who dedicate their time and energy to make the experiences of the customers enjoyable as well as comfortable (Holland, 2019). The following report examines some of the major issues associated with the labour laws, retention issues, privatization of the government controlled operations as well as gender based wages differences or working hours as employee relation issues in aviation.
Employment Relations and Aviation
At first, it is important to note here that at internal level of operations, employment relations must be seen as the core strength of any industry and aviation does not differ from it. Employment relations are structured positively around the adherence to the perfect HRM practices such as employee retention policies, developing work structure that encourages wages and promotions, application of the tools that enhance productivity as well as using all kinds of frameworks to avoid implicit or explicit biases in work practices (Alidrisi, 2021).
When it comes to employees, HRM is the concept that links them well to the organization because it is the first point of contact from where, their professional journey with the organization begins. Over the course of past few years in the aviation sector, it is viewed that aviation sector and HRM practices appear to be the most volatile and complicated to process (Alidrisi, 2021). The employment relationship in this context stands on the grounds of customer experience as well as on meeting the needs and expectations of the employees in terms of operational management. Employees, the keys and core strength of the operational management, appear to be on the marginalized side of work in spite of their effective contribution in the process of delivering quality services (Moin et al 2021).
Employment Relation Issues and Aviation
In the context of investigating major issues in aviation sector, HRM practices confront challenges in employee retention; most of the professionals either related to flight management or to the ground operations switch their jobs as per their convenience. It is noteworthy here that the employment relations can be enhanced by motivating employees towards the kind of work they are expected to carry out. However, aviation is the sector where oil pricing and management of the cost of the operations is a big issue; price hikes or lows in the international market of crude oil forces companies to change their work policies.
Ultimately, significant impacts of these changes occur in the professional criteria of work for the employees. For example, in the past few years, employee retention ration has decreased by 5% in aviation. In spite of making all possible efforts, aviation companies are no longer able to tempt their employees in terms of ‘feeling safe’ at professional level. What makes these professional roles go down the average level of retention is the fact that most of the professionals—especially the technical ones—switch their jobs to a completely different sector and it not only creates empty spaces in employment but also it poses grave challenges towards various employee retention tools and assessments used by aviation companies.
Additionally, the work health and safety is also closely linked as an issue to aviation sector. The problems with this are expanded to the gender discrimination in the distribution of working hours and determination of the wages, as per the gender assigned roles. For example, labour laws are implemented based upon the varying work conditions and cultural systems across globe. The airlines operating in UAE cannot let their women professionals work at night because the term night, as per the conventional labour laws applied, provides that from 10pm to 7am, women are not subjected to manage their working hour’s i.e. they cannot be permitted on job during these hours especially when they have technical and managerial roles to...
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