Assignment required to write 3,000 Words in People Resourcing and Development

FACULTY OF BUSINESS AND MANAGEMENT STUDIES
UNDERGRADUATE BUSINESS PROGRAMME
ACADEMIC YEAR 2019-2020, 2nd SEMESTER
August – 2020
WRIT2
Programme Title: BM&S
Module Title: People Resourcing and Development
Module Code:GHL6017
Assessment Method: Coursework
Level: 6 Block: 2
Module Credits: 20 Weighting: 50%
Due Date: June 21-23, 2020 Word Count: 3,000
Examiner(s): Ms Suzan, Dr. Agustin
Version: 1
Pg. 2 Version 1
Module Title Module
Number
JACS Subject Code and
% of each subject
ASC Category
People Resourcing and
Development
GHL6017 JACS N600 7
Level (3 – 8) Credits ECTS
Credit
Module Value % Taught in Welsh Module Type
6 20 10 1.0 0% Taught
Teaching Period Pre-requisites
Semester 2 None
Module Leader School Campus
Ms. Suzan Gulf College Mabaila, Oman
Assessment Methods
Assessment Type Duration/Length of
Assessment Type
Weighting of
Assessment
Approximate Date
of Submission
WRIT1 – Coursework 3,000 words equivalent 50% Mid-Module
EXAM1 –
Examination
2 hours 50% End of module
Aim(s)
The aim of this module is to provide an understanding and appreciation of the context, form
and content of HR policies on people resourcing throughout the ‘employment life cycle’ of
employees. HR strategies on people resourcing encompass a range of fundamental activities
which all managers are involved in regardless of their specialism. Such strategy will include
policies on the recruitment, selection and induction of new staff; monitoring the performance of
and rewarding existing staff; retaining staff and managing their absence; releasing staff
through redundancy, retirement or dismissal; and workplace equality, diversity and well-being.
This module also considers the way in which externally driven legal and regulatory,
competitive, and ethical considerations and constraints impact upon the formulation and
implementation of people resourcing strategies. Integral to the module is an introductory
overview of the major areas of employment legislation with regard to people resourcing.
Learning Outcomes
On successful completion of the module the student should be able to:
 Examine the scope and objective of people resourcing strategies within the wider legal,
ethical, procedural and competitive environment amid current debates on the nature of
work and contemporary labour market trends.
 Analyse the role and effectiveness of HR strategies on attracting, selecting, developing,
retaining and motivating people within the organisation.
 Compare and contrast a range of approaches to, and models or theories on HRD and
national VET systems.
Pg. 3 Version 1
 Evaluate contemporary developments in HRD activities, interventions and practice with
regard to difference categories of employees and a range of different contexts.
 Identify and understand the main sources of UK and EU legislation with regard to people
resourcing and HRD strategies in UK organisations.
Learning and Teaching Delivery Methods
The module will be taught through a combination of lectures and tutorials. he key lectures will
provide an overview of the key subject areas supported by a tutorial programme enabling the
student to conduct further directed research around the topics under discussion. The tutorials
provide the opportunity for student-centred group activities and discussion around relevant
topics and debates.
Lectures 24 hours
Seminars/Tutorials 24 hours
Independent Learning 152 hours
Total 200 hours
Indicative Content
 HR planning and strategy – supply forecasting, succession planning, talent management,
compliance and ethics, codes of conduct, equality and diversity, issues of flexibility and
work-life balance.
 Methods of recruitment, selection, induction, job analysis and design, induction and
socialisation.
 Meanings and definitions of HRD; internal and external context of HRD; approaches to HRD;
theories and and models of HRD and learning and development; VET systems.
 HRD interventions and contemporary developments – learning and development activities;
emerging technologies for HRD; cross-cultural HRD; HRD and diversity/talent management.
 Performance management – strategies, appraisal, feedback, monitoring, rewarding
performance.
 Legislation relating to people resourcing: recruitment, selection, pay and working time, and
equality and diversity.
Recommended Reading and Required Reading
Required Reading
Taylor, S. (2008) (4th ed.) People Resourcing. London: CIPD
Harrison, R. (2009) Learning and Development (5th. Ed) CIPD: London
Daniels, K. (2012) Employment Law: An Introduction for HR and Business Students (3rd Ed.).
London: CIPD
Recommended Reading
Torrington, D., Taylor, S., Hall, L. And Atkindon, C. (2011) Human Resource Management (8th
Ed.). London: Prentice Hall
Beardwell, J. and Claydon, T. (2010) Human Resource Management: A Contemporary
Approach (6th Ed.). London: Pitman
Bratton, J and Gold, J. (2007) Human Resource Management Theory and Practice (7th Ed.).
London: Macmillan
Daniels, K. and Macdonald, L. (2005). Equality, diversity and discrimination: a student text. London: CIPD
Pg. 4 Version 1
Kirton, G. & Greene, A. (2005) 2nd Ed. The dynamics of managing diversity.
London: Butterworth/Heinemann
Useful Journals
Human Resource Management Journal
British Journal of Industrial Relations
International Journal of Human Resource Management
International Journal of HRD and Management (IJHRDM)
Human Resource Development Review
Human Resource Development International
Human Resource Development Quarterly
Personnel Review
Personnel Today
Equal Opportunities Review
Useful Websites
http://www.personneltoday.com
http://www.cipd.co.uk
http://hrmguide.co.uk
http://personneltoday.com
Access to Specialist Requirements
None
Pg. 5 Version 1
Gulf College – Faculty of Business and Management Studies – In academic
Affiliation with CARDIFF SCHOOL OF MANAGEMENT
A. Written work
 A signed declaration that the work is your own (apart from otherwise referenced
acknowledgements) must be included after the reference page of your assignment
 Each page must be numbered.
 Where appropriate, a contents page, a list of tables/figures and a list of abbreviations
should precede your work.
 All referencing must adhere to School/Institutional requirements.
 A word count must be stated at the end of your work.
 Appendices should be kept to the minimum and be of direct relevance to the content of
your work.
 All tables and figures must be correctly numbered and labelled.
B. Other types of coursework/assignments
 Where coursework involves oral presentations, discussions, poster presentations, etc.,
specific instructions will be provided by your module leader/team.
———————————————————————————————————————————————
Rewrite below part just after the References of your assignment.
WORK DECLARATION
I, , hereby declare that the uploaded Coursework through Turnitin is my own work. I affirm that this
has been researched and completed in accordance with the college rules and regulations on
plagiarism.
I acknowledge the advice given by the module tutors on proper referencing to avoid plagiarism and
the rules on the academic unfair practice.
I acknowledge that I read and understand the plagiarism guide written at the end of this
assessment. Any academic misconduct will be handled according to the rules and regulations of the
university.
Pg. 6 Version 1
General instructions
Coursework must be submitted online through Turnitin before due date. An acknowledgement
will be given to you by your teacher upon presentation of the finance clearance. This is your
receipt, keep it.
The only circumstance in which assignments can be uploaded late via Turnitin is if a Mitigating
Circumstances (MC) form is submitted at the same time. In these circumstances work may be
submitted within five (5) working days. Make sure to secure MC form and submit the same to
the concerned staff.
Write the number of words used, excluding references, at the end of your assignment. Provide
the list of sources you used at the last page of your assignment with proper label ‘References’.
You may include diagrams, figures etc. without word penalty. The number of words will be + or
– 10% of the total words allowed.
A work declaration must be included just after the reference page of your assignment. This
ensures that you prepare your work in good faith. Any form of collusion and/or academic unfair
practice will be dealt with according to the pertinent rules and regulations of the partner
university. Please read carefully the plagiarism guide.
Assessment Details
This Coursework comprises 50% of the total assessments’ marks. This will develop the following
Finance related skills:
1. Research skills: students have to collect information from various source
2. Critical and analytical writing skills: Students have to present the answers in critical and
analytical style
In addition, the assessment will test the following learning outcomes:
 Examine the scope and objective of people resourcing strategies within the wider legal,
ethical, procedural and competitive environment amid current debates on the nature of
work and contemporary labour market trends.
 Analyse the role and effectiveness of HR strategies on attracting, selecting, developing,
retaining and motivating people within the organisation.
 Compare and contrast a range of approaches to, and models or theories on HRD.
 Evaluate contemporary developments in HRD activities, interventions and practice with
regard to difference categories of employees and a range of different contexts
Pg. 7 Version 1
Assessment Task
Case Study: Work/Life Balance at Baxter
Baxter International may not be a household name, but if you’ve ever been in a hospital, you’ve
probably seen their products. The company produces medical products that are used in IV
(intravenous solutions), anesthesia, dialysis, and many blood disorders along with medical
devices, biotechnology products and specialty pharmaceuticals. Employees at Baxter are
justifiably proud of the lifesaving products they produce, but also take pride in the emphasis
that Baxter takes in their ability to balance their careers and family responsibilities.
Work/life balance is part of the culture at Baxter. Managers and employees share responsibility
in managing the daily demands of a career and family and are provided with a guidebook that
encourages discussion and problem-solving strategies for work/life conflicts. They recognise
that alternate work arrangements can be a way to meet employees’ needs for balance and
flexibility, and that the employee should examine his/her own personal characteristics when
considering a change in schedule. The company Web site includes a guide for determining if
alternative work arrangements would be a good fit for the employee’s personality and career.
Options like part-time work, job-sharing, compressed work week, and telecommuting are
analyzed. If the employee feels that an altar- native work arrangement is appropriate, Baxter
provides an online proposal kit for the employee to request a more flexible schedule.
Baxter has acquired several companies from other countries in recent years and is in the
process of spreading family-friendly bene- fits such as alternative work arrangements,
dependent care, counseling resources, adoption assistance, back-up/emergency child care, and
lactation rooms to their non-United States subsidiaries.
The commitment to balance seems to permeate the culture all the way to the top. Harry Jansen
Kraemer, a former C.E.O., attempted to balance his career and family by not accepting workrelated calls after 6:00 P.M. He once refused to cancel a family camping trip after being
informed that a Baxter product was implicated in several recent patient deaths. He admonished
his staff to “do the right thing” in his absence.
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Is this work/life balance at Baxter beneficial? That answer depends on how one defines
beneficial. In spite of two major product failures since 2001, they have grown steadily to 45,000
employees in 200 facilities worldwide. Revenues, profits, and stock prices have all shown steady
growth. Based on these performance measures, you could say that the emphasis on balance
has been successful. In addition, by allowing employees to request alternative and flexible work
arrangements such as job-sharing, compressed work- weeks, and telecommuting, Baxter has
been able to attract and retain top-notch employees, who in turn have generated greater
productivity for the company.
This assessment requires the student to prepare a 3000-word company case report on
Work/Life Balance of an employee. Each student needs to investigate the situation of
Work\Life Balance using secondary data from printed materials. The following information
should be the contents of the Company Case report.
1. Overview of the Assignment and the objectives. (15 marks)
2. Critical analysis of how the issues on diversity in Baxter company affect the
organisation’s work/life balance. (15 marks)
3. Critical analysis of how Baxter company can develop a culture that support work/life
balance. (15 marks)
4. Analyse critically the challenges and issues facing Baxter company regarding Work/life
balance? (15 marks)
5. Critically evaluate the existed ethical considerations that may help the company to be
more work/life balanced. (15 points)
6. Critically analyse how the work/life balance strategies can influence the employee
retention in Baxter Company. (15 points)
7. Conclusion and Findings. (10 Marks)
***END OF ASSIGNMENT TASK***
Guidelines to students:
 There should be at least 15 references preferably referred journals, books or e-books and
newspapers among others.
 Use Harvard referencing style.
 Use proper headings and sub-headings. Label properly any tables or figures used in the
study.
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GHL6017 – People Resourcing and Development
AY: 2019-2020 / 2nd SEMESTER
Marking Scheme
Criteria Description Marks
Allocated
Introduction
Overview of the case and objectives of the study. 15
Analysis and
Content
Critical analysis of how issues on diversity in Baxter
influence organisation’s work/life balance. 15
Critical discussion of how Baxter company can develop
a culture that support work/life balance. 15
Critical analysis of the challenges and issues facing
Baxter company regarding Work/life balance.
15
Critical evaluation of the existed ethical considerations
that may help the company to be more work/life
balanced.
15
Critical analysis of how the work/life balance
strategies can influence the employee retention in
Baxter Company
15
Conclusion/
Recommendation
Provide Conclusion and Recommendation. Based on
the analysis, the students need to draw a conclusion
and provide some recommendations for the success in
implementing the HR strategy.
10
Total 100
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Plagiarism
1. Plagiarism, which can be defined as using without acknowledgement another person’s words or
ideas and submitting them for assessment as though it were one’s own work, for instance by
copying, translating from one language to another or unacknowledged paraphrasing. Further
examples of plagiarism are given below:
Use of any quotation(s) from the published or unpublished work of other persons, whether
published in textbooks, articles, the Web, or in any other format, which quotations have not
been clearly identified as such by being placed in quotation marks and acknowledged.
Use of another person’s words or ideas that have been slightly changed or paraphrased to make
it look different from the original.
Summarising another person’s ideas, judgments, diagrams, figures, or computer programmes
without reference to that person in the text and the source in a bibliography or reference list.
Use of services of essay banks and/or any other agencies.
Use of unacknowledged material downloaded from the Internet.
Re-use of one’s own material except as authorised by the department.
2. Collusion, which can be defined as when work that has been undertaken by or with others is
submitted and passed off as solely as the work of one person. This also applies where the work
of one candidate is submitted in the name of another. Where this is done with the knowledge of
the originator both parties can be considered to be at fault.
3. Fabrication of data, making false claims to have carried out experiments, observations,
interviews or other forms of data collection and analysis, or acting dishonestly in any other way.
Plagiarism Detection Software (PDS)
As part of its commitment to quality and the maintenance of academic standards, the University
reserves the right to use Plagiarism Detection Software (PDS), including Turnitin. Such software makes
no judgment as to whether a piece of work has been plagiarised; it simply highlights sections of text that
have been found in other sources.
The use of plagiarism detection software fulfills two functions. The first is to enhance student learning
(i.e. as a developmental tool); the second is to guard against and identify unfair practice in assessment.
Further information and guidance can be found in the University’s policy on the Use of Plagiarism
Detection Software.

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