please read carefully into the "Assignment 2 lectures" its has explain very clearly about this assignment for Part 2
PowerPoint Presentation • Educating Professionals • Creating and Applying Knowledge • Engaging our Communities Foundations of Human Resource Management Week 7 tutorial Topic 6: Remuneration Did not include introduction. Most referenced poorly. Most indicated they understand the HR concepts Challenge- how to link HR concepts and theories with case study facts and information Feedback Assignment 1 Study Help video https://www.youtube.com/watch?v=JZNE2sdiejs&feature=youtu.be Why reference? Three simple rules https://lo.unisa.edu.au/course/view.php?id=3839 UniSA Harvard referencing style • https://lo.unisa.edu.au/mod/book/view.php?id=252122&chapterid=39173 • Road map to referencing • https://lo.unisa.edu.au/pluginfile.php/1396048/mod_resource/content/1/HRG %20January%202017.pdf Referencing and Resources from Student Engagement Unit https://www.youtube.com/watch?v=JZNE2sdiejs&feature=youtu.be https://lo.unisa.edu.au/course/view.php?id=3839 https://lo.unisa.edu.au/mod/book/view.php?id=252122&chapterid=39173 http://roadmap.unisa.edu.au/ https://lo.unisa.edu.au/pluginfile.php/1396048/mod_resource/content/1/HRG January 2017.pdf https://lo.unisa.edu.au/course/view.php?id=4074 Drop in Make an appointment After-hours or off campus assistance: studiosity Referencing and Resources from Student Engagement Unit https://lo.unisa.edu.au/course/view.php?id=4074 Weighting- 70% of the 50% Due date: 6 May, 11 pm Adelaide time 1750 words (+/ - 10% acceptable) Minimum 10 references/ articles Must have 6 from the HR refereed (peer reviewed) journals listed in the course outline. Minimum 4 from other credible sources (HR magazine, HBR, Financial Review, Economic Times etc.) Assignment 2 1. Provide a general introduction- 100 to 200 words. 2. Name the HR concepts to be discussed in the paper in the introduction 3. Write the question (not included in wordcount) 4. Explain the HR concepts related and relevant to the question. Often students went straight into the detail of the recommendations. 5. Use examples from businesses wherever relevant. 6. Include HR and management theories where relevant (e.g. Motivation theories, management approaches, HR theories such as JCM) 7. Warning against the use of websites, because they're not peer reviewed and therefore the credibility is unclear. 8. Use only UniSA Harvard style and be consistent in referencing. 1. Based on the job description and job specification for the position of Factory Worker - European Packaging which you may have prepared in response to question 3 in Case study Part 1; list the selection criteria you would recommend to be used to select applicants. Justify your recommendations. Assignment 2, Question 1 • Selection criteria: the basis for differentiating good from poor applicants • Job analysis establishes the competencies (KSAs) necessary for successful job performance (i.e., job specification) • Example: For the job of customer service agent, communication skills is a critical competency • Selection criteria should be based on those competencies that are essential, important, and not easily trained Selection CriteriaSelection Criteria Selection Criteria Person-Job fit • Fit between job requirements and applicants’ qualification (e.g., KSA) Person-Organisation fit • Fit between person and organization (e.g., values and culture) Strategic selection? Remember human and social capital PO Fit and PJ FitFitting In Question 2 Identify selection methods you would recommend in view of the selection criteria you have recommended in response to question 1 above. In choosing selection methods, take into consideration the time and cost of the selection process to hire a large number of factory workers. Justify your recommended selection methods. • Selection methods allow us to assess the critical competencies • If those competencies are indeed critical, then the measure should allow us to accurately predict or forecast future job performance Selection method Applicant’s quality (e.g., skill) Selection Methods • Refer to the list of selection methods in textbook, chapter 7 • Which are suitable? • Justify recommendation with evidence (references, business examples) Selection Methods Reliability • Degree to which selection procedures yield comparable/consistent data across administration (e.g., time, people) • Measure must have adequate reliability to be useful Validity • Accuracy with which predictor measures what it is intended to measure • In selection: the degree to which selection methods accurately predict job applicants’ performance on the job Standards of Selection MeasuresSelection Methods Reliability • Degree to which selection procedures yield comparable/consistent data across administration (e.g., time, people) • Measure must have adequate reliability to be useful Validity • Accuracy with which predictor measures what it is intended to measure • In selection: the degree to which selection methods accurately predict job applicants’ performance on the job Standards of Selection MeasuresSelection Methods What type of incentives and benefits could Gabrielle and the team use in order to attract female applicants to the Factory Worker European Packaging position? Suggest at least 1 incentive and 2 benefits. Justify your recommendations. Question 3 • Chapter 11 • Main focus is on rewards (not recruitment) • Difference between incentives and benefits? • Incentives- pg. 456 • Benefits- pg. 460 • Suggest at least 1 incentive and 2 benefits. • Justify your recommendations(evidence= references) The assignment will be assessed according to assessment criteria in this feedback form. Foundations of Human Resource Management (BUSS 2043) Case Study – Part 2 1,750 words Key Assignment criteria Comment Introduction – 10% A brief introduction (no more than 200 words) that summarises the human resource issues relevant to the case Detailed answers to each question – 25% An accurate and detailed response to each question is provided Answers supported by arguments and examples - 35% Draws on relevant HR concepts and academic literature to support arguments And Provides examples from work/other experiences to illustrate the points made Clear structure – 10% There is a clear structure to the response (e.g., all information relevant to one response is provided before moving to the next question) References – 10% References provided as required (see the Course Outline for details related to minimum requirements) Reference style – 10% Uses appropriate referencing style (i.e., Harvard-UniSA) in-text and reference list Overall Summary Comment Grade Notation Notational % Grade description Assignment grade High Distinction HD 85–100 Outstanding performance on all learning outcomes. Distinction D 75–84 Excellent performance on all learning outcomes. Credit C 65–74 High performance on all learning outcomes, OR excellent performance on the majority of learning outcomes. Pass Level 1 P1 55–64 Satisfactory performance on all learning outcomes, OR high performance on some learning outcomes which compensates for unsatisfactory performance on others, resulting in overall satisfactory performance. Pass Level 2 P2 50–54 Satisfactory performance on the majority of learning outcomes. Fail Level 1 F1 40–49 Unsatisfactory performance on a number of learning outcomes, OR failure to meet specified assessment requirements. Fail Level 2 F2 below 40 Unsatisfactory performance on the majority of learning outcomes. Page 1 of 11 @S Perera_FHRM Winning the European Market: Strategic Change at Arup Packaging Limited Part 1 Arup Packaging Limited is a large manufacturer of packaging solutions. Arup’s products include glass, aluminium, plastic and paper based packaging solutions. Arup mainly operates in Australia and comprises of four business units. The business units are organised based on the material used in packaging solutions: glass packaging, aluminium packaging, plastic packaging and paper packaging. Arup is an unlisted public company; this means it is a company that has issued shares to the public but is not listed on the Australian Securities Exchange. In 2016, Arup celebrated 50 years. The company employs around 800 people across its four manufacturing plants, distribution centres, sales offices and corporate office. The sales offices and distribution centres are located in Sydney, Melbourne, Brisbane and Perth. Arup recently opened a sales office in Paris. The four manufacturing plants and the corporate office are all located in close proximity to each other in Newcastle in New South Wales (NSW). Newcastle is located in the Hunter region of NSW, about 160 kilometres north of Sydney. Arup is proud to be one of the few manufacturers that continues to exclusively manufacture in Australia. Arup believes that its investments in advanced technology have resulted in consistently high quality packaging solutions. The management team and the Board of Directors see product quality as Arup’s competitive advantage, insulating it against competition from cheaper production options overseas. Arup’s core values are teamwork, integrity, excellence and innovation. Out of Arup’s 800 employees, about 700 are located in its manufacturing plants and corporate office in Newcastle. Manufacturing employees are represented by the Australian Manufacturing Workers' Union. This union has generally had a harmonious relationship with Arup management. Since it started as a plant with just 100 employees, Arup has been a strong part of the Newcastle community. It is one of the largest employers in the region and continues to attract local employees. Since its inception, Arup has concentrated on high quality packaging produced in large quantities. Arup’s customers are some of the largest food and beverage manufacturers in Australia. Arup has found that these customers have stable product lines and their packaging solution requirements remain mostly stable. Often the biggest changes requested by these customers are modification to existing packaging (e.g., larger size aluminium can, different coloured beverage bottle). Only needing to make minor product changes has meant Arup has been able to maintain high levels of productivity. While orders from these customers initially grew rapidly, in the last 5 years the growth has plateaued. In response, Arup’s Board of Directors initiated a strategic review and a risk analysis of Arup in 2015. After this exercise, the Board of Directors and the top management team identified their dependence on a few large customers in Australia as a significant risk to Arup’s future. The Board members and the top management team decided to look at expanding Arup’s customer base while maintaining the company’s existing clients. Page 2 of 11 @S Perera_FHRM In 2015, Annie Lee, CEO since 1999, retired and Franco Weller joined as the new CEO of Arup. Franco was given a mandate to take the expansion initiative forward. The Board of Directors encouraged the hiring of a senior manager to handle strategy and business development. This position reports directly to the CEO. Brenda Petersen started as Head of Strategy and Business Development in April 2016. Since joining Arup, Brenda has been working tirelessly to attract new customers outside Australia. Brenda’s most promising leads have come from Europe. Most potential clients were impressed by Arup’s high quality products. After months of hard work, Brenda has been able to secure packaging orders from a