0% Plagiarism Guaranteed & Custom Written

why they need to flourish in the shifting media landscape?

01 / 10 / 2021 Diploma of Hospitality

This paper circulates around the core theme of why they need to flourish in the shifting media landscape? together with its essential aspects. It has been reviewed and purchased by the majority of students thus, this paper is rated 4.8 out of 5 points by the students. In addition to this, the price of this paper commences from £ 99. To get this paper written from the scratch, order this assignment now. 100% confidential, 100% plagiarism-free.

This assignment involves the production of an individual essay in relation to the attached case study. The task is to identify and analyse the BBC HRM strategy in relation to two internal and/or external contextual factors covered in this module. The assignment should contain the following: 1. Critical analysis of the BBC HRM strategy. (I.e. best fit, best practice, resource-based or a mix of more than one). 2. Identification of TWO critical contextual factors. 3. Critical evaluation of how these factors might influence the BBC HRM strategy. This should include critical evaluation of theory and its relevance to practice. Marking Criteria. 3. Explanation and critical evaluation of how these contextual factors might influence HRM strategy. 4. Critical evaluation of theory in relation to practice Meets learning outcomes 1 – 7 It should be noted that there is no correct or incorrect answer to these questions. Marks will be awarded on students ability to critically analyse, evaluate and support their arguments with theory. eSubmission is the approved method for your HUBS programme of study. You must hand in your assessed Assignment(s), for all modules that you are taking during the 2017/18 Academic Year using the Canvas system. Submission of a printed copy is NOT allowed. You should submit via the MScs Reassessments 17/18 Canvas site under the Assignments menu item. Assignments must be submitted by the date and time stipulated. Deadlines will be strictly adhered to. Students submitting late will be subject to penalties for late submission specified by the University. Please note that Saturday and Sunday are treated as working days for the purposes of the late submission policy. BBC case study: Our staff are now proud to work here How a complex restructure, HR shake-up and cultural revamp prepared the broadcaster for its digital future Its unlikely that the reception at the BBCs New Broadcasting House is ever particularly quiet, but Theresa Mays announcement of a snap election means the building is a hive of activity when People Management visits just a few hours later. Its a stark reminder that the success of the BBCs people agenda led by HR director Valerie Hughes-DAeth (pictured), who joined the organisation in 2014 is inextricably linked to external events. Since I joined, weve had the Scottish [independence] referendum, the general election of 2015, the Brexit vote last year and now another election, says Hughes-DAeth. Our journalists are focused and maxed out on providing the content thats needed. You cant just move ahead [with plans] as youd like to you have to stop and say its not pragmatic to do something at the same time that the newsroom is coping with Brexit. Thats something I probably havent had to deal with in the same way in other organisations, but its paramount that we factor those things in here. But theres still been a lot for Hughes-DAeth to do in the past three years. She breaks down her priorities into three key areas: redefining the BBCs structure so that it provides fantastic programming and content, but is efficient and effective; revamping its culture so people are coming to work wanting to do the best they can; and ensuring the HR team itself is providing value for money. Any of these challenges alone would be enough to keep the best HR directors lying awake at night let alone in a high-profile, publicly funded organisation with a full-time headcount approaching 19,000. Im not going to say its an easy job, but its incredibly interesting and you wouldnt get the opportunities you get here anywhere else, she says. Under the direction of director-general Tony Hall, since summer 2015 HR has led a reorganisation of the BBC into new divisions that bring together specialties such as nations and regions and channels and commissioning and a delayeringof management. We have reduced the number of senior managers by 40 per cent, and taken out a significant cost as a result of that, says Hughes-DAeth. Each area looked at what they had and the opportunities to say: This doesnt make sense its not a real management role. Delayering management was an important element of Hughes-DAeths efforts to make the BBC an even better place to work for our people. And it was a tough ask, given the publication of the Dame Janet Smith review in February last year on the BBCs culture and practices during the Jimmy Savile and Stuart Hall era. The BBCs response, published in December 2016, focused on what more we could do to make the BBC a more open and transparent place to work one where people felt they could raise any issues they had in an open, safe environment, she says. Campaigns on speaking out, better management visibility, greater recognition of good work, tighter collaboration between teams and the simplification of complex processes have all had a significant impact on culture, she explains. In the past, there was a perception that people perhaps werent raising concerns as readily as wed like them to, so weve done lots of work on speaking out and feeling free to talk. We welcome people discussing issues; if theyve got concerns, we want to hear about them and address them. The metrics so far are encouraging. High-level results from this years employee engagement survey show that engagement is up by 3 per cent to 69 per cent (9 per cent higher than the Ipsos MORI UK norm), and 93 per cent of staff say they feel proud and passionate to work at the BBC. Underpinning HRs efforts in these areas has been its own revamp; on her arrival, Hughes-DAeth was challenged to reduce HRs cost by at least 20 per cent, so the funding could be reinvested into providing more content and services (currently just 6 per cent of the BBCs controllable spend is on back office functions, including HR; the rest goes directly on content). The first step in line with the BBCs commitment to have at least 50 per cent of its roles based outside London was to relocate the specialist HR teams to Birmingham. Inevitably, not everyone is going to move, and the truth is not everybody did, says Hughes-DAeth. It made us create job opportunities for people in Birmingham, which is great for the city, but some people werent able to move. You have to treat everyone as an individual and talk to them and give them time, because its not one person who is involved in the decision its family and friends, too. The HR team also had to make forensic decisions about which services to outsource or take back in-house. Theres no panacea for this you have to look at each service stream on its own and decide what is the right thing for it; I would never say you must always outsource or always insource. There is no one answer, she says. Outsourced services include manager advice and guidance, while transactional HR and recruitment and resourcing support were taken in-house to a Birmingham service centre that answers around 9,000 queries a week. The team has done a fantastic job, because this hasnt been easy theres been a knowledge curve of picking up expertise from an outsourced provider, she adds. More than 90 per cent of queries are answered while the caller is still on the line, while cost per hire has decreased by around 27 per cent and time to hire has fallen by 21 per cent. All these elements have contributed to Hughes-DAeth exceeding her 20 per cent cost reduction target saving 30 per cent off the cost of HR. But the benefits have been far from only financial in nature. If we hadnt been on this journey, I dont think we would have been able to provide the organisation with the support that it needed during all the change its been going through with the organisational transformation, so I think its absolutely necessary, she says. So whats next for Hughes-DAeth? Ensuring the BBC has a diverse workforce that better represents the population it serves, as well as trying to predict and equip staff with the skills theyll need to flourish in the shifting media landscape, will feature prominently in her plans. Many top HR leaders will surely empathise with the nagging voice in the back of Hughes-DAeths mind that compels her to push the HR agenda forward: Am I doing what provides the best value for money? Could I stand up and be counted? Marking Grid 80+ A mark in the 80+ category will demonstrate a highly sophisticated, critical understanding of strategic models of HRM and the relationship between strategic HRM and the organizational and environmental context. It will present an outstanding understanding of strategy and context as applied to JLR. It will also present a highly critical evaluation of both theory and the organizational strategy. 70+ A mark in the 70+ category will demonstrate a sophisticated, largely critical understanding of strategic models of HRM and the relationship between strategic HRM and organizational and environmental context. It will present an excellent understanding of strategy and HR functions as applied to JLR. It will also present a critical evaluation of both theory and the organizational strategy. 60+ A mark in the 60+ category will demonstrate a very good understanding of strategic models of HRM and the relationship between strategic HRM and organizational and environmental context. It will incorporate a degree of critique. There will be some, albeit limited, critical evaluation of both SHRM theory and the JLR strategy. 50+ A mark in the 50+ category will demonstrate a good understanding of strategic models of HRM and the relationship between strategic HRM and organizational and environmental context. It will incorporate a alimited degree of critique. There will be some evaluation of SHRM theory and the JLR strategy An assignment in the 50 59 category will contain a degree of description rather than evaluation. 40+ A mark in the 40+ category will demonstrate an unsatisfactory understanding of strategic models of HRM and the relationship between strategic HRM and organizational and environmental context. It will incorporate no meaningful evaluation. – 40 An assignment marked below 40% will show little or no understanding of the topics and issues covered in the module. It will be descriptive and the application of theory to practice will be absent.



International House, 12 Constance Street, London, United Kingdom,
E16 2DQ

Company # 11483120

Benefits You Get

  • Free Turnitin Report
  • Unlimited Revisions
  • Installment Plan
  • 24/7 Customer Support
  • Plagiarism Free Guarantee
  • 100% Confidentiality
  • 100% Satisfaction Guarantee
  • 100% Money-Back Guarantee
  • On-Time Delivery Guarantee
FLAT 50% OFF ON EVERY ORDER. Use "FLAT50" as your promo code during checkout