The Human Resource Management individual portfolio/workbook aims to provide you with the opportunity to critically evaluate three issues related to HRM functions, practice and strategies and discuss and report on effective HRM management approaches from an organisational perspective.
Research and critically review each of the three issues and investigate how these issues would impact the implementation of a HR Program. The report format: executive summary, analysis of the literature, summary of key findings, recommendations/ideas/solutions.
Identifies and expertly analyses three critical challenges on the selected organisation. Leaves no doubt as to the effect on the implementation of the HR program, covering all potential effects to a high degree of detail supported by exceptional references and evidence. Recommendations are original, clearly connected to the discussion and are logically sound.
Identifies and analyses three critical challenges to the organisation selected. Identifies most of the effects on the implementation of the HR program. Recommendations are clear, but could have been further developed.
Identifies three critical challenges to the organisation selected. Attempts to analyse the effects on the implementation of the HR program, but this could have been extended. Recommendations are satisfactory, but not original.
Identifies three critical challenges to the organisation selected. Makes some attempts to analyse the effects on the implementation of the HR program, but this is only partially complete and lacks depth of detail. Recommendations are only rudimentary and not fully developed.
Described as `the increased pace of economic and cultural interconnectedness between different countries’.
explain the concepts of industrial and workplace relations and their relationship to strategic human resource management (SHRM).
Recognise major changes and debates that have occurred in Australia about workplace relations regulation.
Identify the implications of workplace relations regulations for SHRM.
The direction that a business takes, its organisational culture and the competencies required all lead to the type of attraction process undertaken and the selection tools utilised.
• Consideration of the mix of Baby Boomers, Gen X and Gen Y.
• Differences in generation, gender, culture and work–life balance.
• Attraction and selection should be strategic and dynamic in nature

 
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