In approximately 500 words, reflect on your engagement with your academic studies and professional development during your first year. This should include what has gone well, any difficulties you may have experienced, and what steps you have taken to try to enhance your academic performance and your professional profile. You should also make sure to discuss how you will take further steps in Year 2, to address remaining difficulties.
First year was going well during the first semester:
*classes were easy to get too.
*tutors were very helpful and clear to understand.
*individual courseworks have gone well.
* second group coursework was marketing which has gone well as the group and i learned our mistakes from the first one.
*first group coursework ; specifically for organisational behaviour was difficult which was the first group coursework .The group achieved the main objective, but there were notable issues identified that dwindled effectiveness of the team performance on time. Lack of a leader reduced the planning and effective guidance of priority tasks. The poor chemistry between members often resulted in unnecessary conflict, which contributed to time wasting. Lack of a working plan affected time management. The positive side of the group work included promoting positive engagement towards the end of the group work and ability to differentiate between personal interests and group interests. In addition, the group members appreciated teamwork and the diversity in perspectives and capabilities improved the quality of the task product.

Using relevant academic evidence, critically argue why cognitive abilities (intelligence) tests are the best tool for selection and assessment in contemporary work organisations. If you prefer, you can critically argue why they are not the best tool for this.
Cognitive tests have been carried out around the world to assess the selection and assessment of modern day work. It has helped countries like the US and UK to measure broadly their aptitude tests (Harriet and Anderson, 1997); which is very general way to assess the public and save time. Also has made it easy for the world to assess human working capabilities. It does come with a number of limitations which shall be discussed further in this assessment I may be leading in favour of having to relay on GMA and cognitive test behaviour (Schmidt,2005).

Review of study supporting your position:
Broadly speaking this has helped countries such as US and UK to measure aptitudes of the workers in order to know who to hire through correlation methods. Test planners and regulators in the government and companies have stated a wider range of rules and suggestions concerning retesting for e.g. the company that provides MAT has stated that “if an examinee’s second (or most recent) test score is 25 points or greater than the first (or most recent previous) score, the second score is invalidated” (Harcourt Assessment, 2005).

Review of study going against your position:
With using this cognitive intelligence tool it may be biased as it is more generalized; people with low aptitude tests will be at a disadvantage, as the test will not include of possible culture and social differences including age, gender, education and appraisal between countries. Larry Lerbeyer (1994) has stated that there are important differences between the US and European organizations in how selection procedures are carried out. The test could also be very expensive to carry out and cannot be performed in a natural setting. With reassessment test it could be benefited for people who scored low (reduced anxiety) on the cognitive test but may deteriorate other test takers scores due to anxiety (Messick & Jungeblut, 1981).
Many surveys have stated that using GMA and cognitive tests are very popular and very useful amongst employer organizations in the UK for selection and assessment purposes (e.g. Hodgkinson & Payne, 1998). The test is quantitative and objective so there wont be any observational bias As written above it does have its limitations however if conducted well and the companies also reassess the subordinates it could effortlessly be helpful; there will be some absence of validity but would be easier rather then assessing everyone individually.
Your essay should be based on your outline, and follow a 1,000 words count. You should however, discuss at least one more study supporting the position/stand you defend in your essay and at least one more study that goes against this position/stand.

Strategic Human Resources Management

K1 Outline the relationship between strategic human resource management, business strategies and human resource
K2 Discuss the links between strategic human resource management and organisational strategy, structure, culture
and policy
K3 Evaluate the impact of Australia’s industrial relations environment on strategic human resource management
K4 Assess the extent to which a strategic approach to human resource management can lead to sustainable
competitive advantage for an organisation
K5 Apply a theoretical perspective to the evaluation of human resource policies and practices
K6 Compare and contrast the theoretical and practical perspectives of strategic human resource management
S1 Recommend changes to human resource policies and practices in order to facilitate a more strategic approach to
human resource management
S2 Investigate and evaluate evidence of the link between strategic human resource management and long-term
organisational performance
S3 Debate the role of strategic human resource management in achieving recognition as an ‘employer of choice’
S4 Evaluate the impact of environmental factors on strategic human resource management
S5 Assess the impediments to human resource management playing a more integral role in overall organisational
Application of knowledge and skills
A1 Independently apply the theoretical perspectives of strategic human resource management to the evaluation of
functional, operational and strategic human resource policies and activities
A2 Critically evaluate the benefits that can be achieved by ensuring that human resource strategy plays an integral
role in the development of overall organisational strategy

Employeement Training and Development


Begin each written assignment by identifying the question number you are answering followed by the actual question itself (in bold type).
Use a standard essay format for responses to all questions (i.e. an introduction, middle paragraphs and conclusion).
Responses should be, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
Essay should be 500-750 words (2-3 Pages)
Make sure to reference the text listed when completing the essays

Unit 3 Essay
2. What does research show regarding coaching relationships and what characteristics are associated with the best coaches

Employee Training and Development


Begin each written assignment by identifying the question number you are answering followed by the actual question itself (in bold type).
Use a standard essay format for responses to all questions (i.e. an introduction, middle paragraphs and conclusion).
Responses should be, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
Essay should be 500-750 words (2-3 Pages)

Unit 2 Essay
2. Examine work-related factors that may inhibit the transfer of new capabilities back to the job. How are lapses related to factors that inhibit transfer?

Employee Training and Development

Begin each written assignment by identifying the question number you are answering followed by the actual question itself (in bold type).
Use a standard essay format for responses to all questions (i.e. an introduction, middle paragraphs and conclusion).
Responses should be, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
Essay should be 500-750 words (2-3 Pages)


Unit 2 Essay
2. Examine work-related factors that may inhibit the transfer of new capabilities back to the job. How are lapses related to factors that inhibit transfer?

write a report for the Human Resources department outlining what you consider to be the best way to manage cultural challenges posed in one of the following areas: Management of multi-cultural workgroups


1500 words
Your report should explain how your recommendations could be effectively incorporated into the organisation’s cultural training programmes. 1500 words+/-10%.
-Your report must refer to one theory and cases discussed on this module. References should be given to some of the materials presented in the module outline


First, conduct a “5 Forces” analysis of your own organization (or a specific organization you have worked for in the past) and then identify which of Porter’s 3 generic strategies that would be applicable for the organization. Second, comment on how globalization in general has impacted (or has the ability to impact) the organization.
Review the attached “A-Z Management Concepts and Models Slide share Presentation” – Pages 272-274 (for Porter’s Generic Strategies)
(Note writer, my current organization is “Kaiser Permanente”.)


After having read the attached “HR as Transformation Partner in Maruti Suzuki Ltd” case study, create a formal proposal that addresses the following:

1. Identification of the primary business challenges. *The focus is on overall business challenges that may or may not include direct HR areas.
2. Proposed Human Resource initiatives to address the challenges identified in #1. The proposal should include resources needed (human capital, financial, etc.) *Financial considerations can be an approximation.
3. An evaluation plan that will address the proposed actions identified in #2.

(Note writer, please, be sure to address these three questions very well)

Anglo American( Mining Company) in Human Resource Challenges

Use Human resources as a perspective from which to analyse the company’s ( Anglo American) strategic business
context. Within this context, analyse one major responsible management challenge the company faces and make recommendations for how the company should address this challenge. These recommendations should explicitly take into account the company’s strategic aspirations and the resource constraints it faces. You should clearly indicate and justify how these recommendations
are practicable and realistic in the context of the company’s existing systems for addressing social, environmental and/or ethical issues, and how these systems could be further developed and changed to fully implement your recommendations.

Human Resource Management

Portfolio containing evidence and written responses to the questions asked.
Part 1. Targeted CV and Cover Letter.
This task is to prepare a targeted CV and a tailored covering letter for a placement or graduate role that you have chosen. You should justify your choice of placement/role by undertaking background research into different industry sectors/organisations and the types of HR roles available so that you can explain why you have made your choice. Your CV and covering letter should be tailored to the particular placement/role showing how your skills and aspirations make you a suitable candidate. 1200-1500 words.
Part 2. Skills analysis and personal development plan.
You have been successful in securing the placement/role that you applied for. Your new line manager has asked you to produce a personal development plan for two skill areas where you feel further development would be benefit. To help your line manager understand the skill areas he/she has asked you to produce a short introduction to your plan explaining the relevance and contribution of each skill area to HR practice. Your introduction should include:
a) An overview of each skill area, demonstrating its important to HR professional practice, with particular reference to the CIPD map. 400 words.
b) A critical review of each skill area you own strengths and weaknesses in relation to it, using appropriate models and theories to support your analysis. 700 words.
c) Your personal development plan should cover a 3 month period and include information about how you can develop your skills in each area. 400 words.

Assessment and Selection of aGraduate Trainee Manager

The individual component – Short report (2000 words) The report should contain a literature review on the subject of assessment and management competencies The Literature Review must be referenced in line with Harvard style referencing A CRITICAL review of the various assessments that you intend to use in your Recommendations – Might think about working backwards Define your competencies and key behaviours FIRST The Conclusions and Recommendations should be written in 3rd person but no referencing needed. The subject of the report: Selection and assessment of a graduate trainee manager How do companies conduct the process of selection assessment? Many companies do not do it very well Many use the traditional approach (NOT sufficient for a management job) How might we optimise the process to ensure optimal organisational functioning and the fit between what people can do and the jobs that they are selected to do? A poor selection process will result in organisational failures but also will have negative consequences for the employee Coursework details: • The coursework is a short management report which will present a solution to an issue in assessment and selection of a Graduate Trainee Manager • The word limit is 2000 words (+/- 10%). • You will be presented with a case study entitled “Eazy Street Records.” The Individual Component o See the template for an understanding of how the report should be presented. Full guidance will be given during the dedicated assignment tutorial o The report has a number of sections: • Front cover • Contents page • Executive summary • Review of the literature • Conclusions • Recommendations • Bibliography o The word count of 2000 +/- 10% is made up of: • Review of the literature • Conclusions • Recommendations • You are then expected to choose three management competencies that you deem important from the research in the literature review in relation to a graduate trainee manager. You will then develop two Key Behaviours for each competency. These will then be linked to the various assessments in the recommendations section. The Management Report is made up of a number of sections and accordingly, each section attracts a number of marks. A grade is also given for overall presentation. • Executive summary 15% • Review of the literature 25% • Conclusions 15% • Recommendations 25% • Bibliography `and in-text referencing 10% • Presentation (overall presentation of the document and to include the front cover and contents page) 10%

Human Resources

1. Which of the following describes managing the behavior of employees through a formal system of
feedback and reinforcement?
A. Behaviorally anchored rating scales
B. Organizational behavior modification
C. Behavioral-observation scales
D. Critical incidents
2. If a performance measure lacks _______ reliability, determining whether an employee’s performance has
truly changed over time will be impossible.
A. test-retest
B. interrater
C. external
D. strategic
3. Which of the following statements illustrates effective feedback?
A. “You’ve achieved 100 percent of your target in less than six months.”
B. “Overall, your performance has been satisfactory.”
C. “You’ve become careless; you came in late three times last week.”
D. “I don’t see any progress from the last review; you’re lazy.”
4. Generally speaking, the contents of employees’ e-mail and voice-mail messages on companies’ systems
A. private, protected communications.
B. protected and private only if they’re directed to parties outside of the company.
C. not private, protected communications.
D. protected and private if job-related.
5. Which of the following is a false statement about using peers as a source of performance information?
A. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely
valid assessments of performance.
B. Peer ratings, according to research, are highly influenced by friendships.
C. Peer ratings are particularly useful when supervisors don’t have the opportunity to observe employees.
D. Peers are more willing participants in reviews used for employees.
6. The type of performance management system in which a company assembles performance data on an
individual from most or all of his or her contacts within and outside the company is known as
A. the critical-incidents technique.
B. 360-degree performance appraisals.
C. management by objectives.
D. behavioral-observation scales.
7. An employee refuses an employer’s request to falsify the contents of a report to the EEOC. The
employer subsequently discharges the worker for “not following orders.” In a wrongful-discharge suit, the
employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Reverse discrimination
B. Public policy
C. Implied contract
D. Equal employment
8. Advantages of result-based measures include three of the following. Which is not an advantage of resultbased
A. Result-based measures are very effective in providing guidance on how to improve.
B. Result-based measures are highly acceptable to employees and managers alike.
C. Result-based measures are relatively easy to link to the organization’s goals.
D. Result-based measures are generally less subjective than other kinds of performance systems.
9. Three of the following are trends in executive education. Which one is not a trend in executive
A. Due to increasing costs, employees are increasingly being asked to cover tuition and other program-related costs.
B. Formal educational programs are being supplemented with other developmental activities.
C. Distance learning is being used more frequently by companies.
D. Employers and education providers are developing short courses with content designed specifically for the audience.
10. Three of the following are likely outcomes or benefits of conducting annual employee satisfaction
surveys. Which of the following is not a likely outcome or benefit?
A. The surveys provide a means for empirically assessing the effects of changes in personnel practices on worker attitudes.
B. The surveys provide evidence of the knowledge, skills, and abilities necessary to perform specific jobs.
C. The surveys allow the company to monitor trends over time.
D. The surveys give employees an outlet for voicing their concerns.
11. What is the employee’s responsibility in the self-assessment stage of career management?
A. Communicate performance evaluations
B. Identify opportunities and areas of needed improvement
C. Identify steps and a timetable to reach goals
D. Provide assessment information to identify strengths, weaknesses, interests, and values
12. Which of the following statements about benchmarks is false?
A. The managers’ supervisors, their peers, and the managers themselves must complete the instrument to ensure its effectiveness.
B. The instrument measures 16 skills and perspectives, such as how well managers deal with subordinates, acquire resources,
and create a productive work climate.
C. While managers enjoy completing the instrument and find the results interesting, research is inconclusive regarding the skills
measured and their relationship to on-the-job performance.
D. The items measured by benchmarks are based on research into the lessons that executives have learned as a result of critical
events within their careers.
13. Total quality management differs from traditional performance measurement in that TQM
A. has an external, rather than an internal, focus.
B. assesses both individual performance and the system within which the individual works.
C. is a top-down review process.
D. focuses on support decisions about work assignments, training, and compensation.
14. The step in the career management process in which employees receive information about their skills
and knowledge and where these assets fit into the organization’s plans is called
A. goal setting.
B. self-assessment.
C. reality check.
D. action planning.
15. Which of the following statements correctly describes in-basket exercises?
A. In-basket exercises simulate the administrative tasks of a manager’s job, using a pile of documents for the employee to handle.
B. In-basket exercises require participants to take the part of a manager or employee in a situation involving the skills to be
C. In-basket exercises are paper-and-pencil tests designed to measure participants’ communication styles and skills.
D. In-basket exercises require teams of five to seven employees to work together to solve assigned problems within a certain
time period.
16. To improve performance of underutilizers, managers should
A. link rewards to performance outcomes.
B. withhold pay increases.
C. demote them from their current position.
D. offer temporary assignments for skill development.
17. An Individual Coaching for Effectiveness program is designed to
A. improve managers in succession planning.
B. help prepare managers for overseas assignments.
C. reduce the effects of the glass ceiling.
D. help managers with dysfunctional behaviors.
18. The primary use of assessment centers is to identify
A. employees’ personality types and job interests.
End of exam
B. decision processes and communication styles that inhibit production.
C. the strengths and weaknesses of team members.
D. employees who have the personality, characteristics, and skills needed for managerial positions.
19. If peer review doesn’t lead to a settlement, a neutral party from outside the organization hears the case
and tries to help the people in conflict arrive at a settlement. This process is called
A. mediation.
B. open-door policy.
C. arbitration.
D. progressive discipline.
20. Why would an employee seek a downward move?
A. To learn different skills
B. To increase salary and visibility
C. To have more authority
D. To have greater challenges