Question Details

The Organisation: (RBS) The Royal Bank of Scotland.

Topic Title:critically appraise why global businesses are increasingly focusing on possible linkages between employee engagement and oragnisationalperformance. A case study of Royal Bank of Scotland

          -Using examples from your own organization.
          -Remember 90% word count is discussion of literature.

The Structureof PM MODULE ASSIGNMENT

1.	Introduction section (10%)
	Is the HR topic and general HR context expressed clearly? Why is the topic an important HR one? How does it fit/ link with organisational /performance management? 
	What is the organisational/ case organisation context (be brief here - appendix more information if required)? 
	Is there evident linkage between the topic and organisation chosen?
	Is the aim (purpose) of the HR management brief/ report on the stated topic and organisational/ case context explicit? 
	Are key terms defined?
	Is the structure of the rest of the HR management brief/ report outlined or explained?

2.	Main body (with headings) (50%)
	Is the discussion of literature laid out in a logical order, with paragraphs of text on key points/ themes from the literature?
	Are academic references incorporated into the text in the Harvard referencing system?
	Does the discussion flow beyond replication/ description/ explanation of reference sources?
	Is the breadth of reading and quality of sources effective? 
	Is the discussion evidence-based?
	Is the discussion balanced e.g. covering advantages and disadvantages i.e. clear analysis of themes (as appropriate)?
	Does a line of discussion/ argument emerge?
	Are any sources critiqued for their value/ worth?
	Is there reference to appropriate underlying theory/ related theory/ conceptual frameworks?

3.	Application of knowledge to organisation/ case organisation (10%)- should be integrated within discussion 
	Is this explicit? 
	Are references to case/ organisation made, integrated/ synthesised with the literature as appropriate?

4.	Structure and Conclusions (10%) 
	Is the overall structure clear and appropriately developed from introduction to evaluation/ summary phase?
	Are there clear linkages/ flow (and if appropriate, cross referencing) between each section of the management brief/ report?
	Are conclusions logical and derived from the academic discussion?
	Are they realistic? 
	Is the topic clearly evaluated from both literature discussion and that of the case/ organisation?

5.	Academic style/presentation (5%)
	Is the management brief/ report written in an appropriate academic style?
	Has it been proof read e.g. is the spelling and grammar exemplary? 
	Is the HR management brief/ report fully and appropriately referenced and is there a full reference list, in the Harvard referencing system, included?








Indicative Guide to Build the Assignment

Characteristics	Very Good Pass
(60-69%)
Introduction/ Contextual Framework 





10%	Demonstrates a very good ability to place HR topic/ question within a wide organisational and contextual framework. 
Scope of knowledge, understanding 




20%	Displays very good breadth of knowledge, understanding & application in most, but not all aspects of the HR topic/ question. Has comprehensive, but not always ‘critical’ awareness of current published research in both highly research based and applied articles/ reports, however some reliance on textbooks is evident. 
Depth and linkages (where relevant) 
Critical analysis, synthesis and evaluation



30%	Demonstrates outstanding depth, and (where relevant), integrative links across the various areas of the organisation(s) and HR subject area. 
Critically analyses, synthesises and evaluates a range of relevant information such as specialised theories, principles and concepts, utilising where appropriate, models and frameworks into an evidence-based discussion.
Application of knowledge to a workplace/ case organisation
 10% 	Some evidence of reflection but not always critical on the application of theory to current work experience/ practice.
Structure and Conclusions



10%	Marshalls data and structures it appropriately to develop (from introduction to conclusion) a mostly logical flow with generally good cohesion between sections.
Draws apposite, largely logical and justified conclusions and inferences. Recommendations are for the most part, focused, relevant and convincing.
Academic style and presentation.
5%	Observes academic style. Excellent referencing and cross referencing with no errors. Spelling and grammar are exemplary.
READING LIST

BOOKS:

Atrill, P. &McLaney, E., (2008) Accounting and Finance for Non-specialists. FT Prentice-Hall, London
Atrill, P. &McLaney, E., (2008) Financial Accounting for Decision-makers. FT Prentice-Hall, London
Boselie P. (2011) Strategic Human Resource Management: A Balanced Approach, McGraw-Hill, Maidenhead, UK 
Aguinis H. (2008) Performance Management, 2nd edit, Prentice Hall, New Jersey, U.S.
Armstrong M. & Baron A. (2005) Managing Performance: Performance Management in Action, CIPD, UK
Bach S. (ed.) (2005) Managing Human Resources, 4th ed., Blackwell, UK, Chpt 11
Boxall P. and Purcell J. (2011) Strategy and Human Resource Management, 3rd edition, Palgrave MacMillan, UK 
CIPD/ Mercer (2005) Human capital reporting: An internal perspective - a guide, CIPD/ Mercer, UK 
Houldsworth E. &Dilum J. (2007) Managing and Measuring Employee Performance, Kogan Page, UK 
Leopold J. & Harris L. (2009) The Strategic Managing of Human Resources, Pearson, UK, Chpts 7-8
Neely A. and Najjar M.A. (2002) Linking financial performance to employee and customer satisfaction, chapter 18 in Neely A. (edit.) Business Performance Measurement Theory and Practice, Cambridge University Press, UK
Paauwe J. (2004) HRM and Performance: Achieving long-term viability, Oxford University Press, UK 
Watkins R. and Leigh D. (2011) Handbook of Improving Performance in the Workplace Volumes 1-3, ISPI/Pfeiffer, U.S. 
Watson G. and Reissner S.C. (2010) Developing Skills for Business Leadership, CIPD, UK

Thorpe R and Holloway J. (Eds) (2008) Performance Management: Multi-disciplinary perspectives, Palgrave MacMillan, New York
Varma A. et al. (2008) Performance Management Systems: A global perspective,Routledge, UK
Watkins R. and Leigh D. (2011) Handbook of Improving Performance in the WorkplaceVolumes 1-3, ISPI/Pfeiffer, U.S. 
Watson G. and Reissner S.C.(2010) Developing Skills for Business Leadership, CIPD, UK


useful Web Sites: 

http://membership.ft.com/sem/uk/?segid=70231&ftcamp=subs/sem/{ft_com}
Financial Times
http://www.acas.org.uk/index.aspx?articleid=1461
ACAS - very useful practical site especially for employment problems
www.quality-foundation.co.uk
British Quality Foundation (promotes business excellence to all types of organisations)
http://www.bis.gov.uk/employment
Department for Business Innovation and Skills.Useful business reports e.g. HPWS
http://www.cipd.co.uk/
Chartered Institute of Personnel and Development:  Surveys & Research reports 
http://www.shrm.org
Society for HRM, U.S.A.
http://www.theworkfoundation.com/
The Work Foundation
http://www.employment-studies.co.uk/
The Institute for Employment Studies
http://www.stuc.org.uk/
Scottish Trades Union Congress
http://www.ilo.org
International Labour Organisation
http://www.zigonperf.com/index.html
 (U.S.) Consultant web site with numerous resources, information on further web sites
http://www.som.cranfield.ac.uk/som/p1052/Research/Research-Centres/Centre-For-Business-Performance
Research publications on Performance Measurement/ Management - good site 
http://www.hrmguide.co.uk/
International HR web site with some useful pieces of information for module (need to search)
http://www.idea.gov.uk/idk/core/page.do?pageId=76209
UK Local Government - Improvement and Development Agency website - some useful information on PM and Local Govt - shares knowledge of best practice
http://www.bain.com/management_tools/
Global Survey results looking at Management Tools most commonly utilised by organisations
www.performaworks.com
American web site with some useful articles/ ideas
http://www.lge.gov.uk/lge/core/page.do?pageId=1
Employers’ Organisation for local government - outlines performance management in very simple/ clear terms. Very useful Assessment instrument for council- ‘Readiness for PM’ (could be adapted)
www.amed.org.uk/
Association for Management Education & Development (AMED)
www.managers.org.uk/
Institute of Management
http://www.scotland.gov.uk/pages/default.aspx
Scottish Executive


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