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Evaluate the importance of organisational design to the delivery of sustainable performance

Unit 36:            Human Resources − Value and Contribution to Organisational Success

Unit code         F/508/0595

Unit level         5

Credit value     15

Introduction

This unit gives students the opportunity to make links between the role and function of HR and emerging HR developments. This will enable students to show an awareness of HR as a key contributor to organisational success.

On successful completion of this unit students will have a greater understanding and appreciation of the role played by HRM in adding value to activities which contribute to the success of an organisation. Students will understand typical aims and objectives of the HR function in a contemporary context, enabling them to make an effective contribution to the HR department of an organisation.

Learning Outcomes

By the end of this unit a student will be able to:

1.    Evaluate the importance of organisational design to the delivery of sustainable performance.

2.    Analyse the requirement to develop motivated, knowledgeable and experienced individuals and teams.

3.    Apply contemporary knowledge and research to support emerging HR developments.

4.    Evaluate the relationship between organisational design and change management.

Essential Content

LO1 Evaluate the importance of organisational design to the delivery of sustainable performance

Organisational design (OD):

·         Organisational Design as an historical concept. What is contemporary OD all about?

·         Designing organisations to meet strategic aims.

·         Considering the impact of the external business environment on OD.

Sustainable performance:

·         Understanding that an organisation must be designed and structured in such a way that delivering sustainable short and long-term objectives is achievable.

·         OD as part of a process where sustainability is a key factor of, and to, the process.

Agile organisations:

·         What are the characteristics of an agile organisation?

·         How are these implemented giving consideration to the existing people, processes and culture?

OD theories and models:

·         This could include change theory, McKinsey’s 7S model, typologies of change and transformation/transactional OD.

LO2 Analyse the requirement to develop motivated, knowledgeable and experienced individuals and teams

Motivation and motivation theory:

·         Intrinsic and extrinsic motivation.

·         Content versus Process motivational theories.

·         How motivation can be harnessed to support competitive advantage. Issues associated with low levels of motivation.

Human capital theory:

·         Human capital as a concept which relates to the value of knowledge, habits and attributes which people have.

·         How can human capital be developed to support organisational growth?

Knowledge management:

·         As a concept and process where levels of knowledge in an organisation is captured and developed to achieve organisational objectives.

·         Using job analysis to identify the requirements of a job and to benchmark the required level of human capital required to meet aims and objectives.

LO3 Apply contemporary knowledge and research to support emerging HR developments

Developing knowledge through research:

·         Use of effective research skills to explore contemporary research based on emerging HR developments. These are contextual to a country/region but an understanding of how these are linked in a global environment should be considered.

The future for HR as a function and process:

·         How will the HR function evolve given advances in technology that have influenced workforce behaviour and culture, HR practices and skills requirements.

·         The increased demand for a better work-life balance.

·         The impact of cross-cultural engagement within organisations and the impact of globalisation.

Contemporary HR challenges:

·         Current external and internal factors which present challenges and barriers to effective Human Resources Management.

·         Forecasting potential challenges and barriers.

The non-HR manager:

·         How are non- HR managers supported by the HR function? How is the HR function key to effective and legal management of all employees?

LO4 Evaluate the relationship between organisational design and change management

The changing environment:

·         How does this impact on organisations to adapt?

·         Do they take an incremental or radical approach? The decision will determine how the organisation is designed and managed.

Change management:

·         Change management theories and theorists such as Lewin, Kotter, transformational change or the psychology of change.

·         Consider effective change management within legal and ethical constraints.

Barriers to change:

·         Considering these at the organisational and individual level where it is accepted that people are the biggest barriers. Self-efficacy perceptions and the relationship to organisational change.

Overcoming barriers to change:

·         Through communication, employee involvement, organisational re-design and/or preparing employees for change.

Barriers to change:

·         Considering these at the organisational and individual level where it is accepted that people are the biggest barriers. Self-efficacy perceptions and the relationship to organisational change.

Overcoming barriers to change:

·         Through communication, employee involvement, organisational re-design and/or preparing employees for change.

 Learning Outcomes and Assessment Criteria

Pass

Merit

Distinction

LO1 Evaluate the importance of organisational design to the delivery of sustainable performance

 

P1 Evaluate the importance of organisational design theory in the context of organisational structure and fulfilling organisational strategy, using specific organisational examples.

M1 Apply appropriate theories and concepts to critically evaluate the importance of organisational design, using specific organisational examples.

LO1 and LO2

D1 Make appropriate recommendations supported by justification based on a synthesis of knowledge and information to show how to improve the delivery of

sustainable performance.

 

LO2 Analyse the requirement to develop motivated, knowledgeable and experienced individuals and teams

 

P2 Analyse the different approaches and techniques used for attracting, maintaining, developing and rewarding human resources to create a skilled and dedicated workforce.

M2 Use specific examples to critically analyse different approaches and techniques to motivation, human capital and knowledge management.

 

LO3 Apply contemporary knowledge and research to

 

support emerging HR developments

 

P3 Conduct research and

M3 Evaluate how

D2 Make valid

use contemporary

emerging HR

judgements and

knowledge to support

developments will affect

conclusions supported by

evidence for emerging HR

the role of the HR

a synthesis of knowledge

developments.

function in the future.

and research information.

LO4 Evaluate the relationship between organisational

 

design and change management

 

P4 Evaluate how

M4 Evaluate different

D3 Critically evaluate the

organisational design has

types of changes that can

complex relationship

to respond and adapt to

affect organisational

between organisational

change management and

design, including

design and change

the relationship that

transformational and

management.

exists between the two

psychological change.

 

using a specific

 

 

organisational situation.

 

 


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