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[Module Specific Information is on the next page]

 

 

 

 

 

 

 

 

[Questions start on the next page]

Module code and title: 5HURM008W Managing People

Online Timed Assessment 50% of the Module Mark

Section A Answer all 10 Questions 30%
Section B Answer 2 of 4 Questions 70%

SECTION A:
Answer All 10 questions on this sheet
Highlight the Correct answer on the Multiple-Choice Question (a) [1 mark]

Give 2 pieces of information per extension question (b) [2 marks] 300 of your own words for this section

Q1. (a) What does “engagement gap” mean?
The engagement gap is the gap between optimal engagement and the current engagement levels
Means people are not getting engaged/married
Means employees at workforce hate their job
Means employees in the workforce are not fully engaged or are disengaged
None of above
(1 mark)

Extension Question: Give two consequences of the engagement gap?
Consequence one would be

Consequence two would be

(2 marks)

Q2. (a) Which of these is illegal in the UK?
CIPD code of Professional Conduct
Promoting Equality
Gender Neutral wording of advertisements
Genuine Occupational Requirement
Prioritising the Business Case
(1 mark)

Extension Question: Explain what a Genuine Occupational Requirement is and when it might be used.
A Genuine Occupational Requirement is

A Genuine Occupational Requirement might be used when

(2 marks)

Q3. (a) Banks (1988) helped to determine the Job Needs Analysis via the
Job Relevance Listing
Job Component Inventory
Job Performance Management
Job Requirements
Job Design
(1 mark)

Extension Question: Why is it so important to perform a Job Needs Analysis?
It is important to perform a Job Needs Analysis because

It is also important to perform a Job Needs Analysis because

(2 marks)

Q4. (a) Puncheva-Michelotti et al.’s research (2018) into using CSR to attract candidates found:
Companies with a poor CSR reputation often took advantage of any little gain to attract candidates
Companies misrepresented their CSR reputation when advertising vacancies
Companies with a great CSR reputation took little advantage of their CSR image to attract candidates
Companies did not know that their CSR reputation was as high as it was
Companies compared their CSR reputation to other companies to attract candidates.
(1 mark)

Extension Question: Suggest two reasons why a good CSR reputation might attract candidates
A good CSR reputation might attract candidates because

A good CSR reputation might also attract candidates because

(2 marks)

Q5. (a) Which one of these are part of Future Work Skills
Sense Making
Social Intelligence
Novel & Adaptive Thinking
New Media Literacy
All of the above
(1 mark)

[Question continues over page]

Extension Question: Name 2 aspects of Computational Thinking for future work skills
One aspect of Computational Thinking for Future Work Skills is:

Another aspect of Computational Thinking for Future Work Skills is:

(2 marks)

Q6. (a) 2020 ratios of CEO pay against median unskilled workers did NOT include
21st Century Fox 113:1
Walmart 209:1
Pepsico 259:1
Starbucks 204:1
Disney 367:1
(1 mark)

Extension Question: Suggest two issues that pay inequity presents for engaging staff?
One issue that pay inequity presents for engaging staff is:

Another issue that pay inequity presents for engaging staff is:

(2 marks)

Q7. (a) Human Capital Theory justifies higher wages by
Segregated occupations
Discrimination on effort applied
Conflict Assumption
A series of successfully completed tasks
A skillset trade off against pay
(1 mark)

Extension Question: Suggest when organisations might use this when appointing a new member of staff
Human Capital Theory might be used when

Human Capital Theory might also be used when

 

Q8. (a) The Development of Total Reward has to factor in
External Benchmarks
Internal Pressures
Managerial Needs
Career Development
Research on Pay Equality
(2 marks)

 

 

(1 mark)

[Question continues over page]

Extension Question: Expand on your answer by providing two relevant details
Additional detail One for Total Reward

Additional detail Two for Total Reward
(2 marks)

Q9. (a) Kaplan & Norton (1996;2001) claim that the BSC helps to
Align managerial performance to organizational strategy
Align the organization’s strategy to the individual capability
Align team performance with organizational goals
Align individual performance with team goals
Align individual performance with organizational strategy
(1 mark)

Extension Question: Of the 4 perspectives in the Balanced Scorecard outline what TWO of these would evaluate
Perspective Name: This evaluates:

Perspective Name This evaluates:

(2 marks)

Q10. (a) In Forced Ranking/ The Vitality Curve the 10% section is comprised of
Players
Stars
Cash Cows
Steady Eddies
Top
(1 mark)

Extension Question: Identify how TWO of the elements related to Forced Ranking would be assessed in the appraisal process
Forced Ranking element Assessed as:

Forced Ranking element Assessed as:
(2 marks)

(Total for Section A: 300 marks)

[END OF SECTION A]

[SECTION B: ESSAY QUESTIONS BEGINS ON THE NEXT PAGE]

Section B: ONLINE TIMED ASSESSMENT QUESTIONS: 35 marks & 850 words per Question
Your task is to address TWO of the four questions below
All answers should include relevant models taught on the module. You may also reference academic journal research and business examples to support points made.

Q11. Performance Management
Directors, Graduate Trainees, Managers and Administrators require performance appraisals. Recommend appropriate appraisal processes for two of these groups, using models from those taught on the module to justify your choices.
(35 marks: 850 words)

Q12. Reward Management
Armstrong (2016) states that Reward must be: “fair and be seen to be fair”. Illustrate how HR can construct fair reward for at least two staff levels from: unskilled, graduate trainee, managerial, specialists or Directors
(35 marks: 850 words)

Q13. Leadership & Engagement
Critically examine how leadership has evolved to engage teams by analysing two of the leadership models you have studied: Dansereau et al. (1975) Leader/ Member Exchange and Obolensky’s (2010) Complex Adaptive Leadership in relation to at least two other models taught on the module
(35 marks: 850 words)

Q14. Sustainability and GHRM
Examine how HR could use Green HRM to create a sustainable offer for a post-Covid19 organisation, linking to at least two models taught on the module. You may underpin your answer with reference to recent research.
(35 marks: 850 words)

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