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HRM4002 People in Organisations
HRM4002 People in Organisations
Case Study - Report and Presentation
As part of the formal assessment for the programme you are required to submit a People in Organisations assignment. Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments.
After completing the module, you should be able to:
LO1 Discuss the ways organisations motivate workers.
LO2 Assess the role of leadership in the organisational transition.
LO3 Evaluate the relationship between organisational structure and culture within organisational transition.
LO4 Examine the attributes of effective teams.
LO5 Effectively present the strategies used in the case study to motivate teams.
Your assignment should include: a title page containing your student number, the module name, the submission deadline and the exact word count of your submitted document; the appendices if relevant; and a reference list in AU Harvard system(s). You should address all the elements of the assignment task listed below. Please note that tutors will use the assessment criteria set out below in assessing your work.
You must not include your name in your submission because Arden University operates anonymous marking, which means that markers should not be aware of the identity of the student. However, please do not forget to include your STU number.
Maximum word count: 3000 words
Please refer to the full word count policy which can be found in the Student Policies section here:
Arden University | Regulatory Framework HRM4002 People in Organisations
Please note the following:
Students are required to indicate the exact word count on the title page of the assessment
The word count includes everything in the main body of the assessment (including in text citations and references). The word count excludes
, numerical data in tables figures, diagrams, footnotes, reference list and appendices. ALL other printed words ARE included in the word count.
Please note that exceeding the word count by over 10% will result in a 10-percentage point deduction .
Overall assessment weighting: Question 1. 50% and Question 2. 50%
Case Study – Johnsons of Whixley
Employee Benefits, 2019. Johnsons of Whixley benefits strategy. Employee Benefits, 23 April 2019. [Online].
https://www.employeebenefits.co.uk/johnsons-whixley-imaginative-motivate/ [Accessed 20 th June 2019].
Consider the content and theory that you have learnt in the
Module – People in Organisations and apply this to the case study on Johnsons of Whixley to answer the following questions.
Question 1. Structure, culture and leadership
Explain the role of leadership that may exist within Johnsons of Whixley and how the structure and culture of the organisation may support effective transitional change.
(Suggested word count – 1400 words)
To achieve this, you will need to consider the case study in relation to module theory and wider reading; consider elements including structure, culture and approaches to leadership. You should analyse and evaluate these in relation to the transitional change of the organisations’
focus, imaginative benefits to motivate employees. (1300-1500 words) (50 marks) (LO’s 1, 2 and 3)
Question 2. Motivation and effective teams, and presentation
Analyse and evaluate the ways in which Johnsons of Whixley may build effective teams through motivation; identify team development attributes that may contribute to Johnsons of Whixley’s success.
Present your main findings in a presentation suitable for Johnsons of Whixley managers.
(Suggested word count – 1400 words including the MS PowerPoint presentation)
To achieve this, you will need to discuss motivation and team effectiveness theory within the context of the case study organisation. You should then present current strategies used by the company by summarising the main findings on motivation and team effectiveness into a PowerPoint presentation. This presentation should be suitable to disseminate to Johnsons of Whixley managers and be no longer than 8 slides and with supportive presenters’ notes. Your presentation must be included/pasted into the one MS Word or PDF file document that you submit. (1300-1500 words including the MS PowerPoint presentation ) (50 marks) (LO’s 1, 4 and 5) HRM4002 People in Organisations
END OF QUESTIONS
Use a structured report style as follows:
Title page – awarding body (Arden University), course title, module title (People in Organisations), assessment title (Case Study – Report and Presentation), student number, tutor name, submission date, word count used
Introduction – 100-250 words to explain what will be covered in the assignment
Question 1 – 1200-1400 words, follow guidance below Question 2 – 1200-1400 words, follow guidance below Conclusion – 100-250 words to summarise the assignment References – to Harvard standard
Appendices – if applicable (does not add to word count)
You have the opportunity to submit your
DRAFT outline / plan for question 1 and 2 to receive formative feedback.
The feedback is designed to help you develop areas of your work and it helps you develop your skills as an independent learner.
If you are a distance learning student, you should submit your work, by email, to your tutor, no later than 2 weeks before the actual submission deadline. If you are a blended learning student, your tutor will give you a deadline for formative feedback and further details.
Formative feedback will not be given to work submitted after the above date or the date specified by your tutor - if a blended learning student
Referencing Guidance - HRM4002 People in Organisations
MUST underpin your analysis and evaluation of the key issues with appropriate and wide ranging academic research and ensure this is referenced using the AU Harvard system(s).
Follow this link to find the referencing guides for your subject:
Assignments submitted late will not be accepted and will be marked as a 0% fail.
Your assessment should be submitted as a single
Word (MS Word) or PDF file. For more information, please see the “Submitting an Assignment - Guide” document available on the A-Z key information on iLearn. HRM4002 People in Organisations
You must ensure that the submitted assignment is all your own work and that all sources used are correctly attributed. Penalties apply to assignments which show evidence of academic unfair practice. (See the Student Handbook which is available on the A-Z key information on iLearn.)
Mullins, L., 2013.
Management and organisational behaviour, 10th edition . UK: Financial Times: Prentice Hall [Available on MyiLibrary]
Armstrong, M., 2012.
Handbook of Human Resource Management Practice 12 th edition . London: Kogan Page
Armstrong, M., 2010.
Essential Human Resource Management Practice: A Guide to People Management. London: Kogan Page
Johnson, G. Whittington, R. Scholes, K., 2011.
Exploring Strategy: Texts and Cases. UK: Financial Times: Prentice Hall
Katzenbach, J.R. Inayat-Khan, Z., 2010.
Leading Outside the Lines: How to Mobilize the (in) formal Organization, Energize Your Team, and Get Better Results. San Francisco: Jossey-Bas
Johnsons of Whixley uses imaginative benefits to motivate employees
23rd April 2019 6:00 am Simon Kent
As one of the largest commercial nursery businesses in Europe, Johnsons of Whixley takes a flexible and imaginative approach to rewarding its workforce. Based between York and Harrogate, the organisation employs more than 90 members of staff, a number which can rise to nearly 200 during seasonal peaks, representing a flex of as much as 70%.
This fluctuation in size, and the extent to which Johnsons of Whixley relies on staff who are not present year-round, means that it cannot simply utilise long-term incentives and the promise of progression and pay rises to motivate employees.
The organisation does operate some attendance recognition strategies, as well as annual profit share bonuses, but these are not guaranteed. Graham Richardson, managing director, says: “Our reward and benefit strategy is incremental as well as recognising major success. The ability to offer benefits is proportionate to the size of business, but it is often the fact that [an employee has] been recognised [that is important], more than what you give them.”
Time is precious for Johnsons of Whixley’s employees, and initiatives such as early closure and extra holiday are particularly widely appreciated. The organisation also provides a number of ‘hot spot’ rewards to
recognise strong performance, such as a period of intensive activity or working through gruelling weather. These rewards can be as simple as fish and chips or freezers full of ice lollies.
Richardson believes Johnsons of Whixley’s employees are aware of the stresses and limitations at play when it comes to remuneration from a smaller business, and states that they understand the balance at play, between the appeal of extra cash in their wage packet, and the need to preserve their own job security.
Therefore, a little and often approach can
inspire motivation, and indeed facilitate a more personalised approach in the long run. “Showing they are acknowledged and valued as an individual is half the battle,” Richardson concludes. “Little and often creates the carrot incentive; this then coupled with a proportionate annual award sharing in general success is the correct balance.”
Assessment Criteria (Learning objectives covered - all)
Level 4 is the first stage on the student journey into undergraduate study. At Level 4 students will be developing their knowledge and understanding of the discipline and will be expected to demonstrate some of those skills and competences. Student are expected to express their ideas clearly and to structure and develop academic arguments in their work. Students will begin to apply the theory which underpins the subject and will start to explore how this relates to other areas of their learning and any ethical considerations as appropriate. Students will begin to develop self-awareness of their own academic and professional development.
Generic Assessment Criteria
Outstanding performance which demonstrates the ability to analyse the subject area and to confidently apply theory whilst showing awareness of any relevant ethical considerations. The work shows an excellent level of competence and confidence in managing appropriate sources and materials, initiative and excellent academic writing skills and professional skills (where appropriate). The work shows originality of thought.
Excellent performance which demonstrates the ability to analyse the subject and apply theory whilst showing some awareness of any relevant ethical considerations.
The work shows a high level of competence in managing sources and materials, initiative and very good academic writing skills and professional skills (where appropriate). The work shows originality of thought.
Upper second (2:1)
Very good performance which demonstrates the ability to analyse the subject and apply some theory. The work shows a good level of competence in managing sources and materials and some initiative. Academic writing skills are good and expression remains accurate overall. Good professional skills (where appropriate). The work shows some original thought.
Lower second (2:2)
A satisfactory to good performance which begins to analyse the subject and apply some underpinning theory. The work shows a sound level of competence in managing basic sources and materials. Academic writing skills are satisfactory and expression remains accurate overall although the piece may lack structure. Satisfactory professional skills (where appropriate). The work lacks some original thought.
Basic level of performance in which there are some omissions in understanding the subject, its underpinning theory and ethical considerations. The work shows a basic use of sources and materials. Academic writing skills are limited and there are some errors in expression and the work may lack structure overall. HRM4002 People in Organisations. There are some difficulties in developing professional skills (where appropriate). The work lacks original thought and is largely imitative.
Limited performance in which there are omissions in understanding the subject, its underpinning theory and ethical considerations. The work shows a limited use of sources and materials. Academic writing skills are weak and there are errors in expression and the work may lack structure overall. There are difficulties in developing professional skills (where appropriate). The work lacks original thought and is largely imitative.
A poor performance in which there are substantial gaps in knowledge and understanding, underpinning theory and ethical considerations.
The work shows little evidence in the use of appropriate sources and materials. Academic writing skills are very weak and there are numerous errors in expression. The work lacks structure overall. Professional skills (where appropriate) are not developed. The work is imitative.