ULMS886 Effective HRM - Individual Coursework | University of Liverpool

ULMS 886 Effective HRM   -   Individual Coursework 

The purpose of this assignment is to help students translate an HRM theoretical model into HRM practices. You need to identify a theoretical model from the module of Effective HRM (such as High Performance Work Systems, HR functions, and Employee Engagement). This model should be different from the one in your group presentation.Map and analyse this model against an “actual/real” organisation. 

When choosing a model to analyse, you will need to give the priority tothe match between the theoretical model and the practical case of the chosen organisation. Again, you need to choose a model which is different from the one in your group presentation 

When looking for an“actual/real” organisation,you can use either the primary source (e.g., the organization for which you work or have worked) or the secondary source (e.g., using information from websites, company reports, case studies in academic and professional journals).

Via your analyses, you should be able to identify: 1) how the concepts in the theoretical model manifest/present themselves in the HRM practices; 2) how the relationships claimed in the theoretical model can be observed in the HRM practice; 3) What are the main strengths and limitations of the theoretical model of your choice, 4) Canthe theoretical model be improved to make a better sense of HRM practices, and 5) if possible, can you come up with some recommendations for a change regarding either the theoretical model or the HRM practices?

Individual coursework structure

Cover/title page:

Please explicitly mention Word count, Number of references, and Topic of your group presentation, in addition to the title and the student number.

Main body:

Title

Abstract (or Executive Summary) (100 words);

Introduction:

• What isyour theoretical model?
• What is your chosen organisation? 
• Justify the reasons of your choices for the theoretical model and for the organisation and clarifywhich aspects you would like to analyse. 

Key theories

• Explain the theoretical model with details (key concepts, main arguments)
• Provide the current debates and the recent development about the theoretical model. 
• Provide critiques on the theoretical model.
• Ensure that you use academic papers to support your descriptions.

Organisation 

• Provide an overview of how HRM are practised in the chosen organisation and give some detailed information regarding the aspect(s) corresponding to the theoretical model. 

Analysis

• Explain how each concept in the theoretical model manifestsitself in the HRM practices in your chosen organisation.
• Describe how the relationships between the concepts which are explained in the theoretical modelcan be observed in your chosen organization. 
• If possible, show how these relationships contribute to employee and organisational outcomes. 

Discussion/Conclusion

• The main strengths and limitations of the theoretical model in helping to understand your case organization from a different perspective;
• How would you apply the theoretical model in a better way to HRM practices, and do you have any recommendations for somechange? 

Self-reflection

• What does this topic mean to you as a management professional? Has this topic changed your way of thinking? How? How would your management practice or your expectations (as a manager or as an employee) be changed as a way of learning this topic? 

References

• Information sources used (such as texts / journal articles / company websites and contacts). You need a clear bibliography with references to support your report.Pay attention to the reference format. 

Individual Coursework – Assessment Criteria 

Reports should be a maximum of 2500 words in length and will be assessed using the following criteria: 

Structure, Style and Presentation (20%)

• Use of relevant texts, clarity of the structure, writing styles; coherence of the report; citation and references. 
• Understanding of theories (30%)
• Accuracy and relevance of the theoretical model(s); 
• The newest development of the theoretical model;
• Critiques on the chosen theoretical model. 

Depth of analysis (40%)

• Relevance of the chosen organisation;
• Logic argumentation on the connections between the theoretical model and the HRM aspects in the chosen organisation;
• Critical analysis and novelty.

Self-reflection(10%)

• Meaningfulness of the reflection events; depth of thinking; evidence of possible improvements for your future study.