BHM351 ASTON Learning And Talent Development Report Assignment

COURSEWORK ASSIGNMENT

Academic Year 2017/18
 
Module Code:               BHM351
 
Module Name:               Learning and Talent Development
 
Module Leader:             Dr Luke Fletcher
 
Coursework Title:
Understanding L&TD in theory and practice
 
Task Details/Description:
 
Part One: Individual Essay (35% of mark)
 
Learning and Talent Development in practice is very much focused on two specific strategies: knowledge management and talent management. It is therefore important that practitioners are aware of the theory and critical issues surrounding these types of strategies. Choose either knowledge management or talent management, as discuss its conceptual and theoretical foundations as well as critical issues that practitioners should be aware of when implementing this type of strategy. You should draw upon relevant, up-to-date research, theory, and evidence to inform your answer.
 
Part Two: Individual Report (55% of mark)
 
You are leading a team of Learning and Talent Development Consultants and your brief is to design a learning intervention based on a case brief provided or an organisation of your choice following the systematic training cycle. All elements of the systematic training cycle need to be considered. You need to pay close attention to any barriers that might impact this learning intervention and offer possible solutions to these. The report you provide is a “pitch” to the organisation’s senior management team.
 
Pass/Fail Engagement with Module (10% of mark)  -To pass the module you must attend at least 75% of the module workshops and have completed all 8 of the module quizzes.
Module Learning Outcomes Assessed:
 

  1. To engage critically with academic theory underpinning strategic human resource development/learning and talent development.
  2.  To explain and evaluate the relevance of these theories to business practice.
  3. To design a training intervention that is aligned with business strategy and demonstrates constructive alignment using the systematic training cycle.

 
The assessment addresses a core part of the CIPD learning standards for the
module including the following CIPD learning outcomes:
1) Critically analyse and evaluate the formulation and implementation of
processes of learning and talent development strategies for defining and
achieving current and future effectiveness at national, organisational,
group and individual levels
2) Critically evaluate the potential and appropriateness of a range of learning
and talent development strategies, interventions and activities
3) Lead the initiation and development of learning and talent development
strategies, interventions and activities (the standards also include “implementation”. The students understanding of “implementation” will be
assessed by their understanding of evaluation measures and the role of
“political” organisational stakeholders
4) Work effectively and collaboratively with key internal and external partners
and stakeholders
5) Critically assess the role and influence of politics of the learning and talent
development policy and practice in a range of contexts
6) Act ethically and professionally
 
 
Presentation Requirements:
Word Count: Part one = 1,000 words ; Part two = 2,000 words (+/- 10%)
 
Font Size: 12
 
Line Spacing: Double spaced
 
APA/Harvard referencing format should be used (the reference list does not
contribute to the word count)
Diagrams, figures and tables may be included (and these do not contribute to the
word count)
 
Assessment Weighting for the Module:
 
Part one weighted as 35 percent of final mark awarded for the module
Part two weighted as 55 percent of final mark awarded for the module
Engagement with Module weighted as 10 percent of final mark awarded for the module and is pass/fail element
 
Assessment Criteria
 
Part one will be graded using the following criteria:
Knowledge of theory and key concepts – 30% of mark
Critical awareness of issues and implications to L&TD practice– 30%
Use of literature and evidence– 20% of mark
Structure and presentation – 20% of mark
Total: 100%
 
Part two will be graded using the following criteria:
Strategic fit and feasibility of the proposed training intervention to organisation 30%
Constructive alignment between stages of the training cycle 30%
Influence of relevant theory/evidence on proposed training intervention 20%
Structure/presentation of report 20%
Total: 100%
 
Engagement with Module is passed when the following requirements are met by the coursework submission deadline: a) completion of the 8 quizzes, and b) at least 75% of workshops have been attended.
 
Essential Reading for Coursework Task
(if in addition to reading provided in the module outline):
 
Key reading will be included as hyperlinks within presentations and uploaded material on BB.

 
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HRM2003/HRM2007 Work organisation and society

HRM2003/HRM2007 Work organisation and society
Coursework 2 – Individual academic essay (60%)
Each student must choose one of the questions below. Essay needs to be 1500-2000
words (excluding references).
Students must submit their essay on Turnitin on MyLearning no later than 1st of May, 2020.
The turnitin link will close at 23.59GMT on this date.
1. In recent years companies like Google and Innocent have tried to implement ‘fun’
corporate cultures. Assess the pros and cons of such organisational cultures for
workers and organisations.
Suggested readings
Baptiste, N. R. (2009) Fun and well‐being: insights from senior managers in a local
authority, Employee Relations, 31(6), 600-612
Bolton, S. C., & Houlihan, M. (2009). Are we having fun yet? A consideration of workplace
fun and engagement. Employee Relations, 31(6), 556-568.
Bratton (2015) Chapter 17: Culture. In Bratton, J. Work and Organizational Behaviour. 3rd
edition. Basingstoke: Palgrave Macmillan.
Fleming, P. (2005). Workers’ playtime? Boundaries and cynicism in a “culture of fun”
program. The Journal of Applied Behavioral Science, 41(3), 285-303.
Fleming, P. and Sturdy, A. (2009) ““Just be yourself!”: Towards neo‐normative control in
organisations?”, Employee Relations, 31(6), 569-583
Han, Heesup, Kim, Wansoo and Jeong, Chul (2016) Workplace fun for better team
performance: focus on frontline hotel employees, International Journal of Contemporary
Hospitality Management, 28 (7), 1391-1416
Harris, L.C. and Ogbonna, E. (2002) The Unintended Consequences of Culture
Interventions: A Study of Unexpected Outcomes. British Journal of Management, 3(1): 31-
49.
Karl, K. A., Peluchette, J. V. & Hall, L. M. (2008). Give them something to smile about: a
marketing strategy for recruiting and retaining volunteers. Journal of Nonprofit and Public
Sector Marketing, 20 (1), 71-96
Plester, B. and Hutchison, A (2016) “Fun times: the relationship between fun and workplace
engagement”, Employee Relations, 38 (3), 332-350
Plester, B, Cooper-Thomas, H. and Winquist, J. (2015) “The fun paradox”, Employee
Relations, 37(3), 380-398
2. Some say that the contemporary world of work is heading towards the ‘gig
economy’. Critically discuss the pros and cons of gig work for organisations,
workers, and the wider society.
Suggested reading
Baldry, C., Bain, P. and Taylor, P. et al. (2007) The meaning of work in the new economy.
Basingstoke: Palgrave Macmillan.
Barzilay, A.R. & Ben-David, A. (2017) Platform inequality: gender in the gig economy. Seton
Hall Law Review, 47(2): 393-431.
Beck, U. (1992) Risk Society: Towards a New Modernity. London: SAGE
Beck, U. (1994) The Brave New world of work. London: Polity Press.
Burchell,B., Ladipo, D., and Wilkinson, F. (2002) Job insecurity and work intensification.
London: Routledge.
Chan, S. (2013) ‘I am King’: the paradox of precarious work. The Economic and Labour
Relations Review 24(3): 362–79
Flanagan, F. (2017) Symposium on work in the ‘gig’ economy: Introduction. The Economic
and Labour Relations Review, 28(3): 378-381.
Lozza, E., Libreri, C. and Bosio, A.C. (2012) Temporary employment, job insecurity and their
extraorganizational outcomes, Economic and Industrial Democracy, 34(1): 89 – 105
Moynihan, R. (2012) Job insecurity contributes to poor health, British Medical
Journal, 345(1): e5183-e5183.
Standing, G. (2011) The precariat: the new dangerous class. London: Bloomsbury
Academic.
3. Only six FTSE100 companies are led by women and research suggests that there
are invisible barriers to women’s progression to leadership termed ‘the glass ceiling’.
Critically discuss what organisational and social factors may lead to such situation.
Some suggested readings
Acker, J. (1990). ‘Hierarchies, jobs, bodies: a theory of gendered organizations’, Gender &
Society, 4, 139–158.
Calás, M.B. Smircich, L.and Holvino, E. (2014) in S. Kumra, R. Simpson and R. Burke (Eds)
Theorizing Gender-and-Organization: Changing Times…Changing Theories?. In The
Oxford Handbook of Gender and Organizations, London: Oxford University Press
Carli, L. and Eagly, A. H. (2016) Women face a labyrinth: an examination of metaphors for
women leaders, Gender in Management: An International Journal, 31(8), 514-527
Hoobler, J. M., Wayne, S. J., & Lemmon, G. (2009). Bosses’ perceptions of family-work conflict
and women’s promotability: Glass ceiling effects. Academy of management
journal, 52(5), 939-957.
Kanter, R.M. (1977/2008) Men and Women of the Corporation. New York: Basic Books
Metz, I. and Kulik, C. (2014) ‘The Rocky Climb: Women’s Advancement in Management’, in
S. Kumra, R. Simpson and R. Burke (Eds) The Oxford Handbook of Gender and
Organizations, London: Oxford University Press. pp. 175-199
Powell, G. (2014) Sex, Gender and Leadership: What do Four Decades of Research Tell
Us?, in S. Kumra, R. Simpson and R. Burke (Eds) The Oxford Handbook of Gender
and Organizations, London: Oxford University Press
Schein, V. E., R. Mueller, T. Lituchy and J. Liu (1996). ‘Think manager – think male: a global
phenomenon?’, Journal of Organizational Behavior, 17, 33–41.
Wajcman, J. (2013). Managing like a man: Women and men in corporate management. John
Wiley & Sons.
Weyer, B. (2007) “Twenty years later: explaining the persistence of the glass ceiling for women
leaders”, Women in Management Review, 22(6), 482-496
Marking criteria
Criteria
Excellent
+70%
Good
60-69%
Average
50-59%
Pass
40-49%
Fail
-39%
Introduction includes:
– contextualization of the topic
– definitions
– thesis statement – your answer to
the question
– outline of essay
Theories:
– Shows understanding of theories
– Shows understanding of the
‘managerial’ and ‘critical’
approaches in OB.
Evidence of use of research:
– Academic sources are used to
support the argument
Presentation and structure
– Use of academic writing skills
– Clear and logical structure
Focus on question
– The essay focuses on the question
set and offers points that are
relevant to the answer
Conclusion includes:
– Restates the argument and the
answer to the question
– Gives a succinct summary of the
main points made
General Comments

 
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BUSN 304: Working with Diversity and Conflict

xplain the meanings of terms diversity and conflict

Question Description

The supplementary for BUSN is the a1000 word essay where you need to:

  1. Explain the meanings of the terms ‘diversity’ and ‘conflict’ and their relevance in the context of the workplace and society. (GA 2)
  2. Analyse relevant theories to explain the relationship between workplace diversity and conflict and the principles of their effective management in a socially responsible manner. (GA 2, 3, 4)
  3. Demonstrate appropriate information gathering, collaborative teamwork and multi literacies. (GA 8)

Make sure that you address all relevant issues with references that have been published from 2013 onwards. Older sources will not be counted. Your essay needs to have a minimum of 8 academic references.
Please submit on turnitin – the site is in your archived list and a turnitin link has been set up.
As this is a supplementary Rita and I cannot provide you with any further detail but to say as a starting point go back and read what diversity and conflict is – understand the terms then analyse using relevant theories.

 
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Assessment 2- Case study 200864 Managing in the Global Environment

Your essay should be informed by your research on the following:

  • A print media article (within last 5 years) about unethical business practice/s of any organisation. You have to attach the article with your submission.
  • Discuss the ethical responsibilities of the organisation doing business in that country and/or industry. To discuss adequately you are required to include what their responsibilities are and why you believe they are responsible Use the 10 Principles of the United Nations Global Compact as a framework to analyse the case.
  • Identify which UN Global Compact Principle/s this case breaches. If you have identified more than one principles chose only one to discuss how this organisation has breached the Principle.
  • Apply business ethics and corporate social responsible theory from your textbook, lecture material and vUWS materials from this unit to analyse this case
  • Provide two recommendations for the organisation to enable them to increase their globally responsive business practice/s in future.
  • Marking Criteria
    • Current print media article (Within five years timeframe)
    • Discussion on ethical responsibilities
    • Identification of the UN Global Compact principle
    • Application of CSR and Ethics theory to analyse the case
    • Recommendations to organisations
 
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