The course content has traversed a journey from an ‘old economy’ approach to managing people and culture in the name of Human Resource Management, through to a ‘knowledge economy’ state in which a Sustainable Human Relations approach has been adva

Assessment Question

The course content has traversed a journey from an ‘old economy’ approach to managing people and culture in the name of Human Resource Management, through to a ‘knowledge economy’ state in which a Sustainable Human Relations approach has been advanced as a more progressive alternative. The latter is premised on a flexible, decentralised ‘community of practice’ way of organising and managing people to achieve mutually beneficial strategic outcomes. Drawing on the stakeholder management literature, covered on the course, use the examples drawn from the managing diversity and reward systems literature to demonstrate what the more progressive networking approach can achieve in practice in terms of day-to-day communications and outcomes?

Nine Course Content references recommended with three references chosen from each of the three sections:
Stakeholder Management
1. Beyond strategic human resource management: is sustainable human resource management the next approach? (Kramar 2014)
2. Social responsibility paradox of small business HRM practices (Mankelow 2008)
3. Linking competitive advantage with communities of practice (Liedtka 1999)
Weeks 9/10 Managing Diversity
1. Managing diversity through HRM an international perspective and conceptual framework (Shen, Chanda, D’Netto & Monga 2009)
2. Pride, prejudice & performance: relations between HRM, diversity & performance (Benschop 2001)
3. Exploring cultural inclusion: Perspectives from a community arts organisation (Azmat et al 2015)
Weeks 11/12. Reward Systems
1.Getting “More Bang for the Buck” Symbolic Value of Monetary Rewards in Organizations (Mickel & Barron 2008)
2. High-involvement work processes, work intensification and employee well-being (Boxall & Macky 2014)
3. Organizational Control Systems and Pay-for-Performance in the Public Service (Frey 2013)

Assessment Criteria:
Has the gap between current management practice and desired outcomes, as outlined in the literature, been recognised and addressed?
Does the student provide clear arguments, and demonstrate an MBA level of understanding.
Has the content material been addressed in enough depth.
Has the student demonstrated an ability to relate the research material to their own work/project group situation?

Matters of Form:
Be mindful about using the correct names of authors, e.g, Fine & Hallett (2014), to frame your ideas. Full referencing is not required given the limited word space and restricted material.
Use inclusive language referencing (e.g. gender and race, for example)


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