The Independent Institute of Education 2017 © The Independent Institute of Education (Pty) Ltd 2017 Page 1 of 5 MODULE NAME: MODULE CODE: HUMAN RESOURCE MANAGEMENT 1A HRMG5111 HUMAN RESOURCE MANAGEMENT 1A HRMG5111d HUMAN RESOURCE MANAGEMENT 1A HRMG5111e HUMAN RESOURCE MANAGEMENT 1A HRMG5111f HUMAN RESOURCE MANAGEMENT 1A HRMG5111p HUMAN RESOURCE MANAGEMENT 1A HRMG5111w ASSESSMENT TYPE: ASSIGNMENT 1 (PAPER ONLY) TOTAL MARK ALLOCATION: 100 MARKS TOTAL HOURS: 10 HOURS By submitting this assignment you acknowledge that you have read and understood all the rules as per the terms in the registration contract, in particular the assignment and assessment rules in The IIE Assessment Strategy and Policy (IIE009), the intellectual integrity and plagiarism rules in the Intellectual Integrity Policy (IIE023), as well as any rules and regulations published in the student portal. INSTRUCTIONS: 1. No material may be copied from original sources, even if referenced correctly, unless it is a direct quote indicated with quotation marks. No more than 10% of the assignment may consist of direct quotes. 2. No assignment with a similarity index of more than 25%, even if the sources are referenced correctly, will be accepted. 3. Make a copy of your assignment before handing it in. 4. Assignments must be typed unless otherwise specified. 5. All work must be adequately and correctly referenced. 6. Begin each section on a new page. 7. Follow all instructions on the assignment cover sheet. 8. This is an individual assignment.The Independent Institute of Education 2017 © The Independent Institute of Education (Pty) Ltd 2017 Page 2 of 5 Referencing Rubric Providing evidence based on valid and referenced academic sources is a fundamental educational principle and the cornerstone of high quality academic work. Hence, The IIE considers it essential to develop the referencing skills of our students in our commitment to achieve high academic standards. Poor quality formatting in your referencing will result in a penalty of a maximum of five (5) marks against the percentage mark awarded, according to the following guidelines. Please note, however, that evidence of plagiarism in the form of copied or uncited work (not referenced), absent reference lists, or exceptionally poor referencing, may result in action being taken in accordance with The IIE’s Intellectual Integrity Policy (0023). Required Subtract 1 Subtract 2 Subtract 3 Subtract 4 Subtract 5  Consistent intext referencing style  Quotation marks, page numbers, years, etc. applied correctly  Only one or two minor mistakes in style made  All sources are accurately reflected and included in a reference list  Consistent intext referencing style  Quotation marks, page numbers, years, etc. applied correctly  Fewer than five minor mistakes made  More than 90% of the sources are correctly reflected and included in a reference list  Consistent intext referencing style  Quotation marks, page numbers, years, etc. not always applied correctly  Not all paraphrased content referenced  At least 80% of the sources are correctly reflected and included in a reference list  Consistent in-text referencing style  Quotation marks used for direct quotes but page numbers missing  At least 70% of the sources are correctly reflected and included in a reference list  In-text referencing used but inconsistent  Paraphrased material cited but not referenced accurately or consistently in text  Quotation marks and/or page numbers for direct quotes missing  At least 60% of the sources are correctly reflected and included in reference list  Poor and inconsistent referencing style used  At least 50% of the sources are correctly reflected and included in reference list  Quotation marks and/or page numbers for direct quotes missing  May be referred for action in accordance with IIE 0023 Intellectual Integrity PolicyThe Independent Institute of Education 2017 © The Independent Institute of Education (Pty) Ltd 2017 Page 3 of 5 Source: http://www.bathconsultancygroup.com/downloads/HR-Development-Case-Study-v1.0-July-2011[171].pdfThe Independent Institute of Education 2017 © The Independent Institute of Education (Pty) Ltd 2017 Page 4 of 5 Question 1 (Marks: 20) As the senior HR business partner involved in the merger and plans related thereto, you are required to conduct a human resource needs analyses of the organisation. Briefly discuss the process of human resource planning that you will undertake to ensure that the organisation’ current and future needs are met. Provide examples from the case study. Question 2 (Marks: 20) According to Ulrich, human resource consultants play various roles. Considering that the organisation is undergoing various changes due to the merger, describe the different type of roles that the human resource consultants would play. Provide examples from the case study. Question 3 (Marks: 20) Not only have various different types of employees joined the organisation through the merger but a number of new staff have also joined the organisation. Management in particular finds it difficult to fully understand the different personalities. You are requested by management to compile a report to illustrate the different dimensions of personality and describe the differences between type A and type B personality. Question 4 (Marks: 20) The last step in the staffing process is induction, also known as employee socialisation. It is suggested that induction is important in terms of supplying new employees with basic information and skills that are needed for them to perform successfully in their new jobs. Unfortunately, some companies do not pay sufficient attention to the induction process. You are required to develop a detailed orientation programme for a new HR officer joining this company after its merger, highlighting the following points:  The aim of the programme;  The objectives of the programme;  What must happen during the first three (3) days;  What the job requires;  Information needed by the new employee.The Independent Institute of Education 2017 © The Independent Institute of Education (Pty) Ltd 2017 Page 5 of 5 Question 5 (Marks: 20) Creating a network across the new department was seen to be a great benefit derived from the programme that was created as a solution to the organisations’ merger issue. The initiative showed that it was far more effective to bring people together in a learning environment in order to understand the change and their new role than to leave people to muddle through it. As part of the employees learning, you, as the Senior HR business partner are required to conduct/ facilitate a session in which you explain any five (5) factors which contribute to individual differences that might influence their understanding of the change/ merger and their new role. END OF PAPER .