2. Written Assessment
3. Written Assessment
Unit Learning Outcomes
1. Critically assess the role and functions of HRM for strategic integration and achieving organisational objectives.
2. Analyse contemporary issues in managing human resources within the context of current professional and academic literature
3. Identify and evaluate human resource management strategies and practices to plan, attract, recruit, develop, motivate and reward employees and respond to internal and external changes
4. Develop a critical understanding of contemporary human resources issues including ethical issues.
1 Assessment 1- Presentation
The primary purpose of this assessment is for you to develop a critical understanding of future trends in HRM within the context of current academic literature. The second purpose is to develop your oral communication and presentation skills. You will explore the question: “What is the current research for the HRM topic?”
The HRM topic is drawn from the unit proﬁle for weeks 4 – 12 inclusive and are as follows:
Week 4 HR planning in a changing environment
Week 5 Work design challenges in a global environment
Week 6 Talent attraction and selection
Week 7 Talent retention and development
Week 8 Management of performance
Week 9 Strategic reward management
Week 10 Managing workplace health and safety
Week 11 Workplace negotiation processes
Week 12 Evaluating HRM towards the future
Full instructions are available on the Moodle site, including instructions for distance students.
Your presentation will be assessed on the extent to which it meets each of the following criteria: Correct referencing (5%); Research aim and question (10%), Method (10%), Findings (10%), Article conclusion (10%), Contribution to topic (5%), Quality of presentation (30%), Visual Aids (20%). Further details on each assessment criteria are outlined in the assessment rubric.
2 Assessment 2- Annotated Bibliography (2500 words)
The primary purpose of this assessment is to enhance students’ research, analysis and referencing skills. The secondary purpose is to give students the opportunity to demonstrate their critical thinking and written communication skills. The third purpose is to demonstrate that you have commenced appropriate research for Assessment 3. Before starting this assessment, please read the assessment rubric at the end of this document. You should always check the unit website for speciﬁc instructions, which may be updated continuously. You are required to compile an Annotated bibliography of 5 peer-reviewed journal articles.
Step 1. Select one of the options for Essay 3.
Read the Assessment 3 Essay options and identify which one you will work on for assessment 2 and 3.
Step 2. Undertake research of the recent academic literature since 2010. Identify ﬁve (5) academic peer reviewed journal articles relevant to the Assessment 3 Essay topic. These must be aligned to the unit themes from Weeks 1 to 5 (e.g. evolution of HRM, the context of HRM, industrial relations, HR planning and work design challenges in a global environment). It is recommended that you undertake your research via the online ‘search’ of CQUniversity Library. You cannot use the article from your Assessment 1 presentation for Assessment 2.
Step 3. Write 500 words on each article (500 x 5= 2500 words). For each journal article, write to the headings in the template. These include:
· full reference
· outline of research objective and research question
· outline of the method
· discussion of the ﬁndings
· summary of the conclusions
· indication of how this will be relevant for your Essay 3
3 Assessment 3- Essay: Attracting and retaining staﬀ (2500 words)
Students have completed an annotated bibliography for Assessment 2, and that material should be used towards Assessment 3, including the feedback received. Assessment 3 will assist students to apply their learning to a particular industry sector or problem, and tailor their argument to that sector’s speciﬁc challenges. It will give students the opportunity to enhance their research, analysis, critical thinking and written communication skills; particularly in the areas of argument development and essay writing. Before starting this assessment, please read the marking criteria (at the end of this document).
There are two choices of sectors (will be announced) for Essay 3. You will write an essay on the key challenges in attracting and retaining a workforce in your selected sector. Your essay will draw on at least ﬁve themes from Week 1 to Week 11 of this unit, being those most relevant to your selected industry sector. Your essay will draw on the academic literature (including the annotated bibliography for Assessment 2), and develop an argument applying that literature to your selected sector. You must cite at least ten (10) relevant peer reviewed journal articles, and 3 chapters from the Nankervis et al. (2017) textbook. You can cite other academic references such as books, conference papers, and book chapters but these will NOT be counted as part of the 10 journal articles
Morell, A. L., Kiem, S., Millsteed, M. A., & Pollice, A. (2014). Attraction, recruitment and distribution of health professionals in rural and remote Australia: early results of the Rural Health Professionals Program. Human resources for health, 12(1), 15.
The research objective is to find out the effective impact of the RHPP on healthcare sector.
The research questions are:
This is primary research based on quantitative approach as from over 340 health employee, administrative programme related data was collected with the help of close-ended questions during the initial thirteen months of the health programme period. With the help of the Statistical Package for the Social Sciences (SPSS) software, these collected data was collated and a process of quantitative analysis was done. SPSS software was configured by IBM used for interactive statistical analysis to evaluate the efficiency of operational procedures such as human resource management. Chi-Square analysis was used to evaluate the factor affecting RHPP.
Mostly nurses and physiotherapists were recruited with an overall percentage of 29% and 21% respectively. Recruitment to regional areas accounted for 87% and balance 13% were recruited to remote places. Having an average age of 32.85 years, women constituted for 69% of the total number of recruitments made where around 60% of the total recruits were trained domestically. Chi-Square analysis report showed that remote location recruitments mostly included staffs who were trained domestically, staffs who have previously lived in rural areas, staffs who are nurses or in the older age group. When recruitment of a candidate is completed, the candidate is eligible to get a funded managed retention support to make retain the candidate for at least two years.
In the early stage of the programme, it is not possible to find out the impact on retention of employees. Statistics also support the fact that there is no relation between the recruits and their reasons to join the programme, their choice of remote areas or gender. To achieve the improved spread of healthcare workers, a well-structured programme for recruitment is to be adopted combined with proper marketing strategies.
The above report gives an explanation of the negative impact of not following proper human resource strategies. As a result, it provides a brief idea of HR policies in the healthcare industry and will help in gathering points to write the essay.
Buykx, P., Humphreys, J., Wakerman, J., & Pashen, D. (2010). Systematic review of effective retention incentives for health workers in rural and remote areas: Towards evidence‐based policy. Australian Journal of Rural Health, 18(3), 102-109.
The research objective is to find out the effectiveness of the various employee retention policies.
The research questions are:
A systematically managed secondary review method was conducted with the help evaluation reports, review articles and a grey literature report combining qualitative approach.
Australians living in rural and remote areas generally experience poor health services because of poor human resource management by the organisations operating in these remote areas. Since it is very difficult to attract and retain healthcare staffs in these areas, a varied range of employee retention policies has been formulated in order to reduce unnecessary employee turnover and to increase the duration of stay. Since multiple factors are responsible for the duration of employment, dynamic and flexible retention policies should be introduced. There is also a shortage of healthcare professionals globally which resulted in poor service quality especially in remote areas. The main reasons for the shortages are ineffective workforce strategies, changing pattern of employment of doctors, the number of female doctors and better work-life balance.
There is very little evidence available to support the effectiveness of these policies. This report aims to suggest a strategic framework for an improved workforce policy considering the factors contributing to high employee turnover. Pre and post intervention differentiation should be introduced to measure the effectiveness of the retention policies.
This article expresses the factors responsible for high employee turnover and the possible measures to be taken which will help in understanding the flaws of an ill-managed workforce strategy.
Shacklock, K., & Brunetto, Y. (2012). The intention to continue nursing: work variables affecting three nurse generations in Australia. Journal of Advanced Nursing, 68(1), 36-46.
The research objective is to find out the factors of generational differences affecting mentality of the mentality.The research questions are:
The report is based on a primary survey of 900 hospital nurses across four states of Australia along with a quantitative approach.
Though nursing plays a vital role in the overall effectiveness of the healthcare system, there is a consistent scarcity of nurses who are well qualified and trained in Australia. It is a global trend that developed countries are facing a critical shortage of qualified nurses. There is also a lack of well-equipped nurses all over Australia. The retention policy of nurses is analysed with the perspective of traditional management. There are 6 factors influencing the mentality of the working nurses on whether to continue the profession such as:
The factors were different across generations while involvement in work was the common factor only. A universal public health funding system called Medicare has resulted in a mixed healthcare system. Nurses and domestically trained staffs were more inclined to take remote positions than allied professionals internationally trained ones. Healthcare system in Australia is highly complex and inefficient.
Since the reports varied according to the generations, a well thought out retention policy should be adopted.
Planning of the proper policy and its implementation is explored in this article which gives an idea of proper HR planning essential for the essay.
Hendricks, J. M., & Cope, V. C. (2013). Generational diversity: what nurse managers need to know. Journal of advanced nursing, 69(3), 717-725.
The objective is to find out the things that the nurse managers need to know.
The research questions are:
The databases of MEDLINE, PubMed and Cinahl were searched electronically in order to conduct the research work in a secondary and qualitative approach.
As a matter of fact that the Australian healthcare industry is very complex and dynamic. It is very difficult for the managers to manage everything considering the generational differences in the workplaces such as hospitals. Nurse managers continuously faced challenges for handling the overall administration of the healthcare organisations where personal values generational differences exist in the name of commitment, compensation and communication. Accepting generational differences in the workplace can create an environment of harmony where nurse retention becomes very easy. An average workforce management policy will result in high nurse turnover and this will in turn, affect the patient outcomes.
Strategies focusing on motivation and mentoring, use of latest technologies, effective communication and well-structured work ethics should be followed in order to collate the gaps between the generations in a sustainable way. Acknowledging generational variations will also improve workforce cohesion. Long term considerations should be given to feasible scenarios to restructure workplace modelling.
It is understood from the above that an implementable workplace code of conduct should be followed by all the nursing workforce and the nurse managers so as to maintain a healthy employer-employee relationship for the betterment of the healthcare sector as a whole. The importance of a healthy human resource team in an organisation is also understood as the HR team would be responsible for recruiting well qualified and skilled employees.
Leggat, S. G., Bartram, T., & Stanton, P. (2011). High performance work systems: the gap between policy and practice in health care reform. Journal of Health Organization and Management, 25(3), 281-297.
The research objective is to find out how efficiently the HPWS is working in healthcare sector.
The research questions are:
While using the secondary survey information gathered from the hospitals in Australia and accompanied by qualitative analysis, correlation studies were conducted in a series. Regression analysis was implemented with the tests of moderation and mediation to examine the link between High-Performance Work Systems (HPWS) and the highly rated care delivery. Survey data of over 200 nurses were analysed along with reviewing policy frameworks decided for the healthcare sector while interviewing the senior management staffs and human resource teams accordingly.
There is a relationship between good quality patient care delivery and HPWS which is related to the empowerment of mentality and psychology of nurses by the human resource management (HRM) teams. Empowering the nurses psychologically results in good quality patient service and the motivation of the nurses are also improved. It is found that essential features of HPWS are missing in healthcare sectors which are resulting in a strategy gap. While senior level management personnel such as CEO's of the healthcare organisations supported the existence of an efficient HRM, the human resource managers have supported the lack of HPWS.
The top players in the healthcare market should adopt the salient features of HPWS as soon as possible to bridge the gap between HPWS and quality of care delivery. They should ensure that HRM systems collate with HPWS. Reformulation of human resource policies in government healthcare organisations should be undertaken on an immediate basis.
The need for modern formulation of HRM in accordance with HPWS is understood which will support the foundation of the essay.