•How do HRM policies and practices promote responsible business practices?
PowerPoint Presentation Guidance for ASSESSMENT 1 ESSAY MNG00724 Human Resource Management Session 1 2020 Unit Assessor: Silvia Nelson Assignment 1: Essay Group/ IndividualWeightingLength Week/ Due Individual25%1500 words +/- 10% Week 6, Monday, 6th Apr, 5pm TASK How do HRM policies and practices promote responsible business practices? Your response should consider organisational ethics and corporate social responsibility as key components of responsible business, and identify at least three relevant HRM policies/practices. OVERVIEW The task for this assignment requires you to discuss how HRM policies and practices promote responsible business practices You need to link this discussion with organisational ethics and Corporate Social Responsibility. Your first step is to select at least three relevant HRM policies/practices you would like to discuss (e.g. recruitment, selection, rewards etc.). The content of Topic 1 provides support for this assignment. More resources are provided in the next slide. Chapter 1 also provides some support for this assignment. Some resources for this assignment: Yes, you can use these articles in your assignment. Corporate Social Responsibility & Human Rights – Australian Human Rights Commission https://www.humanrights.gov.au/our-work/corporate-social-responsibility-human-rights What is corporate social responsibility – and does it work? – Islam (2018) http://theconversation.com/what-is-corporate-social-responsibility-and-does-it-work-89710 Begley, P & Passey, K 2017, Ethics in business: Perspectives of accountants and HR practitioners. Australian HR Institute. https://www.ahri.com.au/media/1203/ethics-in-business-report.pdf Kramar, R 2014, ‘Beyond strategic human resource management: Is sustainable human resource management the next approach?’, The International Journal of Human Resource Management, vol. 25, no. 8, pp. 1069-1089. Note: This is a very interesting but long article. Skin read to check relevant parts. Nelson (2019) Responsible business (newspaper article – available in the folder for Assignment 1 on the Blackboard site for this unit) The marking rubric is a guide but the marker will judge quality and merit. the marker will take into account technical matters, including the length of the assignment, assignment format and referencing (in-text and reference list). Extent of reading: the weekly content and textbook may be quoted but will not count in the list of references. See the marking rubric in the next slide (research skills). Note that blogs are not an accepted scholarly academic reference. Marking Rubric MARKING RUBRIC – 25% Essay CriterionHDDCPF Grasp of unit concepts and applications (maximum 8 marks)Excellent knowledge of the unit concepts and applications regarding this assignment. Excellent strategic level of understanding.Very good knowledge of unit concepts and applications regarding this assignment. A broader strategic level of understanding could have been provided.Good knowledge of the unit concepts and applications regarding this assignment. Some concepts are not well explained and some are somewhat unrelated to the task(s).Basic knowledge of most of the unit concepts regarding this assignment. Addresses key problems but does so in a somewhat superficial way.Limited understanding of the unit concepts regarding this assignment. Omits discussion of significant parts of the question. Analytical skills and critical analysis (maximum 8 marks)Excellent analytical skills and critical analysis. A sophisticated argument; extremely well-supported with originality. Very good analytical skills and critical analysis. Logically organized, with key points/arguments, and key criteria for evaluating. Good analytical skills and critical analysis; key arguments and key criteria are well identified, but with some gaps in the analytical process. A good attempt at analysis, with key points and key arguments, demonstrating basic analytical skills. Limited argument and poor attempt at analysis, demonstrating poor analytical skills. Research skills (maximum 5 marks)Demonstrates outstanding scholarly research capability by extensive relevant references to at least 8 relevant academic sources.Demonstrates very good scholarly research capability by extensive relevant references to at least 6 relevant academic sources.Demonstrates good scholarly research capability by extensive relevant references to at least 4 relevant academic sources.Demonstrates acceptable scholarly research capability by extensive relevant references to at least 2 relevant academic sources.Little or no demonstrated scholarly research capability. Communication and format (maximum 4 marks)Exceptionally well presented: no grammatical or spelling errors; written in a fluent and engaging style; exemplary referencing formatting. Very good presentation. Greater consistency will improve the overall quality of your work; very good referencing format. Assignment structure is good; some spelling errors; format, vocabulary and sentence structure are generally good; good referencing format. Assignment structure is satisfactory but with some flaws. Grammar, spelling, punctuation, writing and/or referencing format need improvement. Assignment structure is poor; writing is ineffective due to numerous spelling and/or grammatical errors. Poor referencing format. HD – High Distinction; D – Distinction; C – Credit; P – Pass; F - Fail The assignment format in the next slide is a SUGGESTION only. You may choose a different way to structure your answer. Keep in mind that this is a short essay. So, you don’t need to discuss each HRM area in detail. Plan your assignment well to provide a succinct discussion. Note that SCU Assignment Cover Sheet is not required in this unit. Use Font ‘Times New Roman’ or ‘Arial’ size 12. You do not need to use headings in an academic essay. However, if you choose to do so, that is acceptable for this assignment. ‘Executive Summary’ and ‘Table of Contents’ should not be included in an academic essay. ASSIGNMENT FORMAT: Notes Assignment cover sheet: NOT REQUIRED – See format below Page 1: MNG00724 S1 2020– Assessment 1 Write your name and ID: Word Count: Lecturer: Title (optional) From page two: Introduction Provide a brief overview of the linkages between organisational ethics, corporate social responsibility, and responsible business practices. Discuss how HRM policies and practices promote responsible business practices. Your discussion here should include at least three relevant HRM practices. Conclusion References (next page after ‘Conclusion’) Word Count: from ‘Introduction’ to ‘Conclusion’ Essay Format Note: these are not headings for your essay Assessment Policy and Procedures The section ‘Assessment Policy and Procedures’ on the Blackboard site for this unit provides relevant information, including: Penalties for late submission Extension or special consideration Academic integrity Attention: Late submission will incur the daily penalty as per SCU policy It is your responsibility to ensure that you have submitted your assignment – check your Turnitin acknowledgement email Assignments that have been previously submitted are not to be ‘recycled’, in whole or part – this is considered to be academic misconduct and will be dealt with accordingly Need help with your assignment? Academic skills The section ‘Learning Help’ on the Blackboard site for this unit provides useful resources, including: Library Not using Grammarly yet? Click here GOOD LUCK!! PowerPoint Presentation Topic 1 Introduction and context for Human Resource Management (HRM) MNG00724 – Human Resource Management Unit Assessor: Silvia Nelson 1 Learning Objectives ➢Define HRM and explain the link between HRM and management/business strategy ➢Discuss the models of HRM ➢Describe the roles and functions of HRM ➢Discuss major challenges facing HRM 2 What is HRM? ‘is the convergence of three factors – human beings, resources and management – where human beings have the actual and potential resources (knowledge, skills and capabilities) that can be harnessed through effective management techniques to achieve short- and long-term organisational goals as well as personal needs.’ See textbook, p. 13 Human Resource Management is all about people management and the deployment and development of people in ways that optimise their contribution to the organisation and their personal and team development. It is often said by organisations that "our people are our greatest asset" and in the vast majority of businesses it is the human beings who have the actual and potential resources in terms of knowledge, skills and capabilities to enable the organisation to achieve its goals, such as delighting customers, winning new business, improving effectiveness and efficiency etc. All of these things depend on people and the effective management of people. Professional HRM practitioners seek to help organisations to achieve the convergence and optimisation of three factors- human beings, resources and management. 3 Understanding HRM All organisations rely on the availability and effectiveness of three kinds of resources: finances, technology and people. The human resource (HR) is almost always the key ingredient for organisational success. HR is the most unpredictable and often the largest ongoing cost factor, and may also be regarded as the most valuable asset in any organisation. Both the nature of work and workplaces are currently transforming. Workplaces are undergoing constant changes and indeed, the very nature of work and workplaces is being transformed by biotechnology, globalisation, and social change. Optimising the contribution of the human resource, the people, is almost always the key to organisational success. However, people can be unpredictable, relationships can be toxic, communication channels breakdown and management can be ineffective. The cost factors involved in the people resource are always significant and this will reflect in the financial management and deployment of technology by the organisation. HR professionals have a strong role in supporting executives and operating management to achieve sought-after organisational success. 4 Difference between Personnel Management and HRM As could be expected, the practice of human resource management has changed significantly over the past 50 years and it will continue to change. However, elements of the earlier Personnel Management remain in the contemporary HRM practice but are being transformed under the pressures of social, economic and cultural changes. The old personnel management tended to be short-term and reactive and really did not add much value but rather, had a focus on protecting the organisation. The focus was on compliance, especially with external controls, and the structures and systems under personnel management were bureaucratic, formalised and with defined roles. Employee relations were pluralist - them and us - collective and low trust and the personnel management function was specialised and professionally oriented toward cost minimisation. In an environment of continuous change HRM is now a long-term, proactive, strategic and integrated, and aims to ward high levels of employee commitment with a self control motive for individuals and teams, and a high trust environment in a unitarist employee relations environment, with a strong focus on the individual. Systems are organic and HRM roles are now largely integrated into line management in progressive organisations with a clear focus on maximum utilisation of the human resource, including human capital and human asset accounting to continuously assess the effectiveness and contribution of the human resource to the health of the organisation. 5 HRM: Focus Do you think that the primary focus of HRM is ‘managing people’? What is your view? Who are the people HRM actually manage? Is it the case that the primary focus of HRM is managing people? If so, who are the people that HRM actually manage? What is your experience of the role and place of HRM - do they actually manage people? You can write