J/650/2918 Unit 3: Management of Human Resources Assignment Help

Unit 3 Management of Human Resources January 2025
Submission Front Sheet
Assignment Code: RQFBMU3SEP24DE/MR
Programme: BTEC Higher National Diploma (HND) Business (RQF)
Unit Title and Number: Unit 3: Management of Human Resources
RQF Level: 4 Module Code: J/650/2918
Credit value: 15 credits
Module Tutor: Dr.Deepshikha
Module Email: deepshikha@mrcollege.ac.uk
Date Set: 09/01/2025 Distribution Date 13/01/2025
Cohort: September 24 A & B
Student’s name:
Registration number:
Submission
First Submission ☐ Formative Submission ☐
Second Submission ☐ Word Count:
Learner’s statement of authenticity
I certify that the work submitted for this assignment is my own. Where the work of others
has been used to support my work then credit has been acknowledged. I have identified
and acknowledged all sources used in this assignment and have referenced according to
the Harvard referencing system. I have read and understood the Plagiarism, Collusion and
AI sections provided with the assignment brief and understood the consequences of
plagiarising.
Signature Submission Date
Complete and copy this page and add it as the front sheet of your online report submission Page 1

Particulars Key Dates
Semester starts 13/01/2025
Semester ends 04/04/2025
Formative assessment Dropbox opens 17/02/2025
Formative assessment Dropbox closes 09/03/2025
Final SUBMISSION box opens on 10/03/2025
Final SUBMISSION box closes on 06/04/2025 Sunday
@ 23.59 pm
Summative Feedback will be given on 12/05/2025
Referral Dropbox will open from 07/04/2025
Referral Dropbox closes on 24/05/2025
Referral result declared
Ongoing within 2
weeks of
submission
RQFBMU3JAN25DE/MR/TM IV by FK 09/01/2025, Approved by FT 10/01/2025 2 | P a g e
Key Dates

People are the lifeblood of any organisation and the ability to attract, recruit and
retain talented staff is critical to the success of any organisation, whether in
business, in voluntary organisations or in government. Human Resource
Management (HRM) provides organisations with the principles, knowledge and
behaviours to focus people-management activities on supporting and enhancing
organisational success and performance.
This unit will give students the knowledge and skills associated with human
resources (HR) occupational roles at either a generalist level, for example HR
assistant, adviser or business partner, or more specialist roles in areas such as
recruitment, talent acquisition and performance and reward management. Students
will explore the nature and scope of HRM and the organisational context of people
management, including recruitment and retention, training and development, reward
systems, employment relations and associated legislative frameworks.
The aim of the unit is to enable students to understand and be able to apply
principles of effective HRM to enhance sustainable organisational performance and
contribute to organisational success, holding business outcomes and people
outcomes in equal balance. Students will apply HR practices in a work related
context, utilising their knowledge and practising skills and behaviours in relevant
professional areas, including resourcing, talent planning and recruitment, learning
and development and employee engagement.
On completion of the unit, you will understand the purpose and scope of HRM
activities. They will be able to apply a range of people-management skills to enhance
the performance of an organisation by finding solutions to people-related problems
There are four learning outcomes to this unit:
LO1: Explain the impact of the role of HRM in creating sustainable organisational
performance and contributing to business success
Introduction

LO2: Produce a workforce action plan for recruiting and retaining talent to address
skills shortages in an organisation
LO3: Examine how external and internal factors can influence HRM decision making
in relation to organisational development
LO4: Apply HRM practices in a work-related context for improving sustainable
organisational performance
To succeed in this unit, you are required to follow the scenario provided and
complete all the required assessment criteria.
Your submissions should demonstrate your understanding of how your research
links coherently to these aspects of Human Resources Management. Any work
submitted should include evidence of your research with references (Harvard
Referencing).

Assignment Title: Human Resources Employee Induction Manual
Submission Format: individual report
This submission will be in the form of an individual report that is appropriate and suitable
for use at a business meeting. The report will be submitted using a WORD processed
document. PDF and other types of files are not accepted.
The recommended length of this submission is 2000- 2500 words, although you will not be
penalised for exceeding 2500 words.
Where appropriate, learning theory and additional research must be used, and referenced
according to the Harvard Referencing system. The work must include a bibliography for all
referenced work using the Harvard referencing system
Unit Learning Outcomes
LO1 Explain the impact of the role of HRM in creating sustainable organisational
performance and contributing to business success
LO2 Produce a workforce action plan for recruiting and retaining talent to address skills
shortages in an organisation
LO3 Examine how external and internal factors can affect HRM decision making in
relation to organisational development
LO4 Apply HRM practices in a work-related context for improving sustainable
organisational performance
Assignment Brief and Guidance
Scenario:
You have just been appointed human resources administrator for an organisation of your
own choice (SEE THE NOTE SECTION BELOW).
It has both centralised and decentralised functions. One of the decentralised functions is
the HR function. The business requires committed employees to ensure that the
organisation is successful and sustainable, and that it achieves its business objectives
through strong performance.
However, like other industries, the automotive sector in the UK is experiencing skills
shortages. Too few engineers are sufficiently qualified to operate sophisticated automated
machinery and equipment or to support the advancements available via emerging
technologies. Such roles cover a number of disciplines, including design, production and
programmes, and quality, all of which require differing levels of skill, experience and
expertise.

Role
As a human resources administrator it is your job to understand human resource
management (HRM) practices and to provide information accurately and in a timely way to
the appropriate stakeholders.
Your typical duties include:
● liaising with a range of people involved in policy areas such as staff performance and
health and safety
● recruiting staff, which involves developing job descriptions and person specifications,
preparing job adverts, checking application forms and shortlisting, interviewing and
selecting candidates
● making sure that prospective staff have the right to work at the organisation
● developing and implementing policies on issues such as working conditions,
performance management, equal opportunities, disciplinary procedures and absence
management
● preparing staff handbooks
● advising on pay and other remuneration issues, including promotion and benefits
● preparing management reports on employee-related data monthly
Note
From the following list of companies, you will need to choose one company, as a
reference company to complete this unit assignment. Make sure to introduce it first.
You must get your lecturer’s approval on your selection before proceeding to work on your
assignment report.
1. Tesla
2. Airbnb
3. Toyota
4. HubSpot
5. Apple
6. PayPal
7. Spotify
8. P&G
9. IBM
10.Nvidia
Activity:
Critical review
In your role of human resources administrator, one of your goals is to address the issues
of skills shortages and hard-to-fill vacancies in the organisation.
You have been asked by your line manager to undertake a critical review of HR
practices and processes to produce a workforce action plan for successfully
strengthening the organisation’s talent.

The review will critically evaluate and compare the strengths and weaknesses of
specialist HRM areas and their contribution to business performance and success.
Then it will critically evaluate how the changing nature of the business environment is
affecting the labour market.
Action plan
The critical review will conclude with the devise of a strategic workforce action plan that
shows the actions that need to be taken to successfully strengthen the organisation’s
recruitment and talent management (retention of staff), strategy and future-proof a
sustainable workforce.
The plan must address as a minimum the skills needs, skills gaps and hard-to-fill
vacancies for recruiting and retaining talent in an organisation.
The priority objective is to improve recruitment, employee engagement and motivation,
and to grow internal talent.
Factors that influence HRM
Following your review of HR practices, you are tasked with researching the external and
internal factors that affect HRM decision-making.
To do so, you will be evaluating while discussing the key external and internal factors that
are affecting HRM decision-making using relevant and specific organisational examples to
illustrate how they support organisational development and then make valid and justified
recommendations that could enhance these HRM decision-making
Employee engagement guidance
In your HR administrator role you have had a performance review with your line manager.
In the review you discussed that, leading on from the earlier activity, you would like to
consider specialising in talent management to improve engagement with, and retention of,
employees in the company.
Based on this discussion your manager has asked you to produce employee engagement
guidance for all staff members who manage other staff. You will devise an employee
engagement guidance document that will contain practical tools and techniques for
improving employee engagement and general information to help staff, line managers and
senior managers work together in increasing employee engagement and improving
retention in the company.
The guidance should illustrate specific examples of good HRM practice in employee
engagement from different areas (e.g. recruitment, performance management,
professional development) and discuss the strengths and weaknesses of these HRM
practices to support valid and justified recommendations for improvement and
sustainable approaches to enhancing organisational performance.

For each specific example of HRM practice, you should provide a rationale for its usage.
These practices could consist of, but not limited to:
Job descriptions and person specification.
Referencing workforce planning.
Assessing the need to create and fill a post.
Preparing different types of job description, including competence based and task based,
assessing the merits of each type.
Identifying the qualities and attributes relevant to the design of a person specification.
Designing a person specification relevant to a chosen job role.
Recruitment and selection in practice:
Designing and placing job advertisements.
Shortlisting and processing applications.
Documentation of preparatory notes for interviews.
Interview questions based on selection criteria.
A justified decision-making model for the final appointment.
Training programme.
Pension schemes.
Bonus Scheme.
Evidence of Learning and Development.
Team building activities
Evidence of onboarding and induction
Employee disciplinary procedures manual

Learning Outcomes and Assessment Criteria
Pass Merit Distinction
LO1 Explain the impact of the role of HRM in
creating sustainable organisational performance and
contributing to business success
LO1 and LO2
D1 Critically evaluate the
strengths and weaknesses
of HRM in relation to
creating a sustainable
workforce action plan for
recruiting and retaining
talent.
P1 Explain the main
areas of HRM in their
contribution to creating
sustainable performance.
P2 Review the effects of
the changing nature of
organisations on human
resources skills and
knowledge.
M1 Compare areas of
HRM to create
sustainable
organisational
performance.
M2 Examine HRM in
relation to the changing
nature of the modern
business organisation.
LO2 Produce a workforce action plan for recruiting
and retaining talent to address skills shortages in an
organisation
P3 Create a workforce
action plan that
addresses skills needs,
skills gaps and hard-to-fill
vacancies for recruiting
and retaining talent in an
organisation..
M3 Devise a strategic
workforce action plan for
improving recruitment
and retention in relation
to the importance of the
labour market.
LO3 Examine how external and internal factors can
affect HRM decision making in relation to
organisational development
D2 Evaluate key factors
affecting HRM decision
making to make valid
recommendations.
P4 Investigate the
external and internal
factors that affect HRM
decision making to
support organisational
development.
M4 Discuss the key
external and internal
factors that affect HRM
decision making, using
relevant organisational
examples to illustrate
how they support
organisational
development.
LO4 Apply HRM practices in a work-related context
for improving sustainable organisational

performance.
D3 Determine strengths and
weaknesses of HRM
practices to make
recommendations for
improving sustainable
organisational performance.
P5 Apply HRM practices
in a work-related context,
using specific examples
to demonstrate
improvement to
sustainable
organisational
performance.
M5 Illustrate how the
application of specific
HRM practices in a work
related context can
improve sustainable
organisational
performance.

Achievement of a Pass grade
A student must have satisfied all the Pass criteria for the learning
outcomes, showing coverage of the unit content and therefore
attainment at Level 4 or 5 of the national framework.
Achievement of a Merit grade
A student must have satisfied all the Merit criteria (as well as the Pass
criteria) through high performance in each learning outcome.
Achievement of a Distinction grade
A student must have satisfied all the Distinction criteria (as well as the
Pass and Merit criteria), and these define outstanding performance
across the unit as a whole.
ALL GRADES ARE PROVISIONAL UNTIL INTERNALLY VERIFIED
AND UNTIL EXTERNALLY CERTIFIED BY EDEXCEL.
THIS MEANS THAT A GRADE CAN BE CHANGED AT ANY POINT
UNTIL EDEXCEL CERTIFIES IT
As per Pearson policy, you are only allowed two submissions per
module. One for final submission and another one for referral.
Failure to achieve a grade pass after a second submission will
result in you having to repeat the module in the next term.
Any re-submission or late submission (unless authorised due to
mitigating circumstances) will be capped at a PASS grade only.
GRADING DETAILS

Specification of Assessment
 Present your work in one report style which should include a cover page,
table of contents, introduction, conclusion, reference list, foot or end
notes and appendices, if any.
 Include the reference code of this assignment on your assignment
submission front page.
 Sign the Learner’s Statement of authenticity in the cover page.
Failure to do so will result in the submission being declined.
 Ensure the following information is in the footer on every page:
o Your name
o The production date of your submission
o The code number of your assignment brief
o The page number (Each page must be numbered at the bottom right-
hand side)
 Spell-check the document and make sure there are no grammatical
errors as it may result in the submission being declined.
 Complete all the tasks in a Holistic manner as set in the brief and without
separating the assessment criteria to avoid a potential referral.
 Create your own titles and sub-headings to structure the work without
copying the assessment criteria verbatim.
 Produce clear specific reasoning and arguments in support of your
answers.
 Submit your work in a single WORD processed document of not more
than 5000 words for all learning Outcomes. This word limit is only for
guidelines and is not applied to grading. PDF and other types of files are
not accepted.
 You must include a bibliography at the end to show where your
information was sourced. Failure to do so may result in the submission
being declined
 Your sources must be identified using the Harvard referencing system.
The words used in your bibliography will not be included in your word
count.
 You must use Arial, size 12, 1.5 line spacing and black to format the text.
To access any feedback (formative/summative) you will
have to access Moodle and open your assignment. You
will have to click on the blue comment box in the righthand
side and the feedback will appear within the text. You
might have to click on the blue bubbles to see the
feedback.

If an extension is necessary for a valid reason, requests must be made in writing using a
course work extension request form to the head of department. Please note that the
lecturers do not have the authority to extend the coursework deadlines and therefore do
not ask them to award a coursework extension.
The completed form must be accompanied by evidence such as a medical certificate in
the event of you being sick.
Any act of plagiarism and collusion will be seriously dealt with according to the
regulations and MRC Malpractice policy
Plagiarism occurs when a student misrepresents any work submitted as his/her own
work, the work of any other person or of any institution. Examples of forms of plagiarism
include:
 the verbatim (word for word) copying of another’s work without appropriate and
correctly presented acknowledgement.
 the close paraphrasing of another’s work by simply changing a few words or altering
the order of presentation, without appropriate and correctly presented
acknowledgement.
 unacknowledged quotation of phrases from another’s work;
 The deliberate and detailed presentation of another’s concept as one’s own.
All types of work submitted by students are covered by this definition, including, written
work, diagrams, designs, engineering drawings and pictures.
Collusion occurs when, unless with official approval (e.g., in the case of group projects),
two or more students consciously collaborate in the preparation and production of work
which is ultimately submitted by each in an identical, or substantially similar, form and/or
is represented by each to be the product of his or her individual efforts.
All submissions for assessment must be submitted on Moodle to generate a
Turnitin Report on similarity to detect potential plagiarism and collusion.
The maximum Turnitin score admissible is 15% but a submission can be
classified as plagiarism and/or collusion with a lower score depending on the size
of the submission and size of the text highlighted.
Assignments with plagiarism/ad or collusion will be automatically referred for
reworking and resubmission. Please check the MRC Assessment policy as well as
MRC Malpractice policy for details of the potential penalties as a procedure.
Including pictures of text (apart from the cover page or table of content) or
pictures of any other type of information (diagram for example) without a citation
and a Harvard Reference could be deemed to be an attempt of malpractice and
could trigger an automatic referral as well as a malpractice procedure.
Extension and Late Submission
Plagiarism and Collusion

Any student might be called to seat through a viva with the lecturer to confirm any
parts of the submission through an interview which will then form part of the
summative assessment.
AI tools have proliferated and become more common and as a result, their usage for
research has increased which prompted change of government policies in this matter.
Overall, it remains too easy for students to misunderstand how they can use Generative
Artificial Intelligence tools and unintentionally breach academic integrity guidelines.
Research of information and the writing of academic work must always be performed by
the student, and while it is acceptable to use an AI tool to start a research process, it is
not allowed to use it to write a submission in your place.
The important part is to understand that the best way to produce a work is to research it
through traditional methods (books articles, websites, journals).
Yet, AI tools could be used to help with the research but only as a starting point. Having
found information, thanks to an AI tool, about a topic you are writing about, you should
then research it using these traditional methods and include the references and citations
based on these resources in your work.
Once you have the correct information, you need to write the assignment yourself, using
an AI tool to do this for you is never allowed. The usage of paraphrasing tools might be
appropriate to find alternative to some words and short sentences, but not or a whole
paragraph/page/ work.
The same way Mont Rose College is using a similarity detection system, an AI
detection tool is embedded in our systems and every submission you make will go
through both of them.
Submissions for assessment that consist of large substantially unmodified output from
Artificial Intelligence software may be considered as a very poor academic practice as it
does not represent the student’s own work.
To this effect, the limit on AI detection has been set at 50%. If a submission is over that
allowance, the submission could be rejected and awarded a Referral and/or the student
called to seat through a viva with the lecturer to confirm any parts of the submission
through an interview which will then form part of the summative assessment.
In cases where an individual persistently exhibits poor academic practice through
inappropriate use of Artificial Intelligence tools, such as a lack of evidencing their use of
Using Artificial Intelligence

the tools, they may be referred to the academic misconduct procedures and the range of
the potential penalties.

Textbooks
Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource
Management Practice. 16th Ed. London: Kogan Page.
Leatherbarrow, C. and Fletcher, J. (2018) Introduction to Human Resource
Management. 4th Ed. London: CIPD and Kogan Page
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2020) Human
Resource Management at Work: The Definitive Guide. 7th Ed. London: CIPD and
Kogan Page.
Torrington, D., Hall, L., Atkinson, C. and Taylor, S. (2020) Human Resource
Management. 11th Ed. London: Pearson.
Websites
www.cipd.co.uk
Chartered Institute for Personnel and Development (General reference)
www.hr-guide.com
HR Guides (General reference)
www.personneltoday.com
Personnel Today, Topics and webinars (General reference)
www.shrm.org
Society for Human Resource Management (General reference)
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