Assessment 3 gives you the opportunity to apply theory and research in a practical way by critically analysing the practice of strategic HRM in organizations. You have the option (Workplace-based project ) to choose from in this assessment task. Prepare a report that answers one of the following questions.
Make recommendations for improvement. What HR professional capabilities might be relevant for the implementation of your recommendations? If it is appropriate, you may like to inform the organisation of the results of your work and discuss this with relevant people. If you decide to do this, feel free to include feedback on this in your report.
Option – Workplace-based project
Critically analyse one of the following practices in an organisation known to you using the outside/inside approach to strategic HRM. Focus on Performance management of the organisation for ease of analysis.
Textbook (Millmore, et al) Chapter 9. This reading provides a sound overview of performance management systems, processes and issues. From this reading draw out the following information:
• How to link performance management with business strategy and goals
• Performance review methods
• Critical analysis of why performance management may fail
• Measures to foster improved performance
• Insights from recent research on the use of performance management.
Reading 17: (click here)( http://www.sciencedirect.com.ezproxy.csu.edu.au/science/article/pii/S0377221712004845 ) Liu, W. B., Meng, W., Mingers, J., Tang, N., & Wang, W. (2012). Developing a performance management system using soft systems methodology: A Chinese case study. European Journal Of Operational Research, 223(2), 529-540. doi:10.1016/j.ejor.2012.06.029
This reading by Liu et al. reports on the re-design of a performance management system in China that was based on the balanced scorecard approach. As the authors discuss, this approach was found wanting amidst turbulence in the external environment. As you read this item, consider the assumptions made by the authors regarding the use of the balanced scorecard approach, notably the limitations identified; the evidence for changing the performance management system; the evidence behind the approach taken in the new system; and strengths and limitations in the new system.
Concept of SHRM
Reading 1: (click here) Sahoo, C., Das, S., & Sundaray, B. (2011). Strategic human resource management: Exploring the key drivers.Employment Relations Record, 11(2), 18-32.
See also Millmore et al. Chapter 1
Reading 1 presents an overview of the meaning of SHRM and an account of the main drivers behind its importance in business today. There is also a good overview of the major theoretical approaches to analysing what it means to be strategic (the theoretical approaches to understanding SHRM are covered further in the next section). As you read, consider whether there are additional drivers of SHRM today that are not covered.
Reading 2: (click here) Othman, A. (2009). Strategic HRM Practices: Perspectives of Malaysian and Japanese Owned Companies in Malaysia.Global Business & Management Research,1(1), 1-22.
ASSESSMENT 3 MODEL
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