Unit 36: Human Resources − Value and
Contribution to Organisational Success
Unit code F/508/0595
Unit level 5
Credit value 15
Introduction
This unit gives
students the opportunity to make links between the role and function of HR and
emerging HR developments. This will enable students to show an awareness of HR
as a key contributor to organisational success.
On successful
completion of this unit students will have a greater understanding and
appreciation of the role played by HRM in adding value to activities which
contribute to the success of an organisation. Students will understand typical
aims and objectives of the HR function in a contemporary context, enabling them
to make an effective contribution to the HR department of an organisation.
Learning Outcomes
By the end of
this unit a student will be able to:
1. Evaluate the importance of
organisational design to the delivery of sustainable performance.
2. Analyse the requirement to develop
motivated, knowledgeable and experienced individuals and teams.
3. Apply contemporary knowledge and
research to support emerging HR developments.
4. Evaluate the relationship between
organisational design and change management.
Essential
Content
LO1 Evaluate
the importance of organisational design to the delivery of sustainable performance
Organisational
design (OD):
·
Organisational
Design as an historical concept. What is contemporary OD all about?
·
Designing
organisations to meet strategic aims.
·
Considering
the impact of the external business environment on OD.
Sustainable
performance:
·
Understanding
that an organisation must be designed and structured in such a way that
delivering sustainable short and long-term objectives is achievable.
·
OD
as part of a process where sustainability is a key factor of, and to, the
process.
Agile organisations:
·
What
are the characteristics of an agile organisation?
·
How
are these implemented giving consideration to the existing people, processes
and culture?
OD theories and
models:
·
This
could include change theory, McKinsey’s 7S model, typologies of change and
transformation/transactional OD.
LO2 Analyse
the requirement to develop motivated, knowledgeable and experienced individuals
and teams
Motivation and
motivation theory:
·
Intrinsic
and extrinsic motivation.
·
Content
versus Process motivational theories.
·
How
motivation can be harnessed to support competitive advantage. Issues associated
with low levels of motivation.
Human capital
theory:
·
Human
capital as a concept which relates to the value of knowledge, habits and
attributes which people have.
·
How
can human capital be developed to support organisational growth?
Knowledge
management:
·
As
a concept and process where levels of knowledge in an organisation is captured and
developed to achieve organisational objectives.
·
Using
job analysis to identify the requirements of a job and to benchmark the
required level of human capital required to meet aims and objectives.
LO3 Apply
contemporary knowledge and research to support emerging HR developments
Developing
knowledge through research:
·
Use
of effective research skills to explore contemporary research based on emerging
HR developments. These are contextual to a country/region but an understanding
of how these are linked in a global environment should be considered.
The future for
HR as a function and process:
·
How
will the HR function evolve given advances in technology that have influenced
workforce behaviour and culture, HR practices and skills requirements.
·
The
increased demand for a better work-life balance.
·
The
impact of cross-cultural engagement within organisations and the impact of
globalisation.
Contemporary HR
challenges:
·
Current
external and internal factors which present challenges and barriers to
effective Human Resources Management.
·
Forecasting
potential challenges and barriers.
The non-HR manager:
·
How
are non- HR managers supported by the HR function? How is the HR function key
to effective and legal management of all employees?
LO4 Evaluate
the relationship between organisational design and change management
The changing
environment:
·
How
does this impact on organisations to adapt?
·
Do
they take an incremental or radical approach? The decision will determine how
the organisation is designed and managed.
Change
management:
·
Change
management theories and theorists such as Lewin, Kotter, transformational
change or the psychology of change.
·
Consider
effective change management within legal and ethical constraints.
Barriers to
change:
·
Considering
these at the organisational and individual level where it is accepted that
people are the biggest barriers. Self-efficacy perceptions and the relationship
to organisational change.
Overcoming
barriers to change:
·
Through
communication, employee involvement, organisational re-design and/or preparing
employees for change.
Barriers to
change:
·
Considering
these at the organisational and individual level where it is accepted that
people are the biggest barriers. Self-efficacy perceptions and the relationship
to organisational change.
Overcoming
barriers to change:
·
Through
communication, employee involvement, organisational re-design and/or preparing
employees for change.
Learning
Outcomes and Assessment Criteria
Pass
|
Merit
|
Distinction
|
LO1 Evaluate the importance of organisational
design to the delivery of sustainable performance
|
|
P1 Evaluate
the importance of organisational design theory in the context of
organisational structure and fulfilling organisational strategy, using
specific organisational examples.
|
M1 Apply
appropriate theories and concepts to critically evaluate the importance of organisational
design, using specific organisational examples.
|
LO1 and LO2
D1 Make appropriate recommendations supported by
justification based on a synthesis of knowledge and information to show how
to improve the delivery of
sustainable performance.
|
|
LO2 Analyse the requirement to develop motivated,
knowledgeable and experienced individuals and teams
|
|
P2 Analyse
the different approaches and techniques used for attracting, maintaining,
developing and rewarding human resources to create a skilled and dedicated workforce.
|
M2 Use
specific examples to critically analyse different approaches and techniques
to motivation, human capital and knowledge management.
|
|
LO3 Apply contemporary knowledge and research to
|
|
support emerging HR developments
|
|
P3 Conduct research
and
|
M3 Evaluate
how
|
D2 Make valid
|
use
contemporary
|
emerging HR
|
judgements and
|
knowledge to
support
|
developments
will affect
|
conclusions supported by
|
evidence for
emerging HR
|
the role of
the HR
|
a synthesis of knowledge
|
developments.
|
function in
the future.
|
and research information.
|
LO4 Evaluate the relationship between
organisational
|
|
design and change management
|
|
P4 Evaluate
how
|
M4 Evaluate
different
|
D3 Critically evaluate the
|
organisational
design has
|
types of
changes that can
|
complex relationship
|
to respond
and adapt to
|
affect
organisational
|
between organisational
|
change
management and
|
design,
including
|
design and change
|
the
relationship that
|
transformational
and
|
management.
|
exists
between the two
|
psychological
change.
|
|
using a specific
|
|
|
organisational
situation.
|
|
|
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