HRM502: Diversity Management- Performance Measurement- Business Report Writing Assignment

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Internal Code: TV335
Business Report Writing Assignment:

Task:

Diversity, Recruitment and Selection

“It was ok that we’d started to make progress on connecting job design to CERA’s goal to be an innovative organisation, as well as being known for its commitment to high-contact service. The project with Rachel Amaro
was at least partially successful because we were able to identify some good reasons why job design could be leveraged better, and we worked out specific features of job design that would promote innovative behaviour. I think Rachel was starting to mellow a bit, and even to take HR more seriously.

We’d also started to think more systemically, I think, as a senior management team – that HR was not disconnected from the rest of the business, but it was a key piece in achieving the strategy. This was on the right track for sure. But something wasn’t right. I kept feeling like there was something we were missing. Like most HR teams, my small
team and I catch up weekly to talk over how various projects are going, and how the culture of CERA is developing. This is also a chance for me to feedback to the team on our senior management team meetings, and for my team to feedforward things that are on their minds.

One of the projects that we have been working on is to review the recruitment and selection practices used in CERA. Since I joined the organisation I felt that we were just doing what everyone else was doing in this area and not really getting the most from these two HR practices. (Maybe you can relate to this.) True, no one was screaming out for change, but I’d heard a few rumblings from staff about poor cultural fit and misdirected selections to know that all wasn’t perfect in the garden. Mind you, these kinds of complaints are not at all unusual in organisations; in fact, they’re probably commonplace. It’s just that they brought to my attention the importance of getting the most from our investment in HR practices, specifically recruitment and selection practices, if we wanted to keep achieving our stated point of difference in terms of service quality and being innovative.

Option 1- Work design pilot at CERA (Topic 2)
Refer to the story of CERA relating to work design in Topic 2. Using the information in the topic and at least 10 additional sources, provide advice to Rachel Amaro on how to design jobs in her area to support innovative behaviour. At least five of the additional sources must be academic journals or books/book chapters published in the last ten years.

Option 2 – The business rationale for diversity management (Topic 3)
Study the business rationale for diversity management and the debates surrounding this using the information in Topic 3, and at least 10 additional sources. At least five of the additional sources must be academic journals or books/book chapters published in the last ten years. Then, answer this question. Are you convinced by the business rationale argument for diversity management? What argument would you make to Mark French regarding the business case for focusing on diversity management in CERA?

Option 3 – Options for performance measurement in CERA (Topic 4)
Consider the story of CERA as it relates to individual performance measurement in Topic 4 (note that this does not include the operation of the bonus scheme). Then, answer these two questions, using the information in Topic 4 and at least 10 additional sources. At least five of the additional sources must be academic journals or books/book chapters published in the last ten years.

1. What limitations are evident in CERA’s individual performance measurement, taking into account its organisational strategy and recent developments in this HRM practice as reported in professional literature provided in Topic 4?

2. Recommend two alternative measurement approaches and indicative methods within each approach that you believe could work in CERA to address the limitations.

Rationale
This assessment task will enable you to demonstrate your achievement of the following learning outcomes in the subject:
1. be able to critically analyse and assess recent literature on human resource management, and debate the issues raised;
2. be able to explain how human resource management initiatives assist stakeholders within organisations to respond to changing workplace environments;
3. be able to discuss, explain and analyse the relationship between organisational strategy and human resource strategies.

 

Uploaded By : jack
Posted on : February 14th, 2018
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