Managing People in Organisations. 26 November Marking Scheme

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1 Managing People in Organisations 26 November 2015 Marking Scheme This marking scheme has been prepared as a guide only to markers. This is not a set of model answers, or the exclusive answers to the questions, and there will frequently be alternative responses which will provide a valid answer. Markers are advised that, unless a question specifies that an answer be provided in a particular form, then an answer that is correct (factually or in practical terms) must be given the available marks. If there is doubt as to the correctness of an answer, the relevant NCC Education materials should be the first authority. Throughout the marking, please credit any valid alternative point. Where markers award half marks in any part of a question, they should ensure that the total mark recorded for the question is rounded up to a whole mark.

2 Answer any THREE (3) questions Question 1 Identify, define and discuss with examples, THREE (3) different perspectives of HRM. 3 marks (1 for each identified) awarded for the identification of different perspectives, which could include, Hard and Soft; Guest s New Realism; Behavioural Perspectives; Systems Perspective. Up to 30 marks (Up to 10 marks awarded for the discussion of each of the perspectives) for descriptions of the perspective - using text book style descriptors will attract a lower mark, those responses with examples highlighting application will attract the upper end. Question 2 Define the following interviews and critically assess each with examples: Competency Based Interview Telephone Interview Panel Interviews 1 mark will be awarded for students who provide a definition of each type of interview (up to 3 marks). For each of the types of interview, it is suggested that marks be allocated as follows: 3 marks for discussion of the benefits/advantages of the interview; 3 marks for a discussion of the limitations/critique/disadvantages and 4 marks for the use of a range of examples to highlight points made (this could include types of questions used, types of organisations which make use of the type of interview; discussion of reliability and validity). Page 2 of 6

3 Question 3 Identify and discuss two theories of motivation, explaining how they relate to contemporary performance and reward systems, using examples. Identification of two key theories, e.g. McGregor, Hertzberg, Maslow up to 3 marks each (theorist attracts a mark, title of theory a mark and the date a further mark). Explain the selected theories up to 6 marks for each. Identify aspects of the theories which relate to contemporary performance management and reward to a total of 10 marks. Give relevant examples up to 5 marks. Question 4 Meredith Belbin identified 9 team roles, explain THREE (3) of the roles, including their characteristics and examples of how they could contribute to the success or failure of a team 3 marks will be awarded for the identification of 3 of the 9 roles (1 mark for each), this could include: Plant, Monitor Evaluator, Co-ordinator, Resource Investigator, Implementer, Completer Finisher, Team worker, Shaper, Specialist. Up to 9 marks will be awarded (3 marks for each role) for identifying the characteristics of the 3 roles. Up to 21 marks will be awarded (approximately 7 per role) for the discussion and examples provided to explain how each of these roles could contribute both to the success or failure of a team. Page 3 of 6

4 Question 5 Identify FIVE (5) flexible working practices available to an organisation and evaluate the extent to which each flexible working practice can impact on the psychological contract, using relevant industry examples. Up to 5 marks for the identification of modes of flexible working: P/T, Fixed Term Contract, Zero Hours, Job share, Core Hours with flexitime, Home working, Term time contracts, shift work, piece work, for example. Up to 3 marks for a definition/explanation of psychological contract (e.g. relationship between an employer and employee which specifies mutual inputs and outcomes, relates to fairness and balance in the relationship). Up to 5 marks (5 for each practice) for a discussion relating to each of the practices which explores whether the particular practice has a positive or negative impact on the psychological contract. Answers which make use of examples will attract the upper proportion. End of paper Page 4 of 6

5 Marking note Add 1 mark to original mark out of 99 to produce final mark out of 100 to be recorded. However, if the candidate has failed to score any marks in the paper (has scored 0 marks), do not apply this additional mark. Learning Outcomes matrix Question Learning Outcomes assessed 1 1 Yes 2 2 Yes 3 4 Yes 4 6 Yes 5 1, 3 Yes Grade descriptors Marker can differentiate between varying levels of achievement Learning Outcome the role of Human Resource Management (HRM) and its link to organisational goals Critically evaluate the processes of recruitment and selection within an organisation Pass Merit Distinction an some sound Provide a reasonable assessment of the subject; Ideas are generally coherent and demonstrate some sound critical skills a Provide a generally strong assessment with some wellreasoned assumptions; Ideas are consistently coherent; a detailed highly highly developed Provide a consistently strong assessment with well-reasoned and original assumptions; All ideas are highly coherent; highly developed critical skills Grade descriptors continue on next page Page 5 of 6

6 Learning Outcome the need for flexibility of work the management of employee performance and reward the importance of managing employee wellbeing to an organisation Explain the characteristics of a successful team Analyse the challenges posed by ethics and diversity in people management Pass Merit Distinction an some sound an some sound an some sound Provide ability to explain the subject matter ability to analyse a a a Provide detailed and coherent explanation of the subject matter ability to provide detailed and coherent analysis a detailed highly highly developed a detailed highly highly developed a detailed highly highly developed Provide comprehensive, lucid explanation of the subject matter ability to provide comprehensive, lucid analysis Page 6 of 6