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Assignment Front Page
作业前言
Guangdong University of Business Studies
广东商学院
IMPORTANT YOUR ASSIGNMENT WILL NOT BE ACCEPTED
很重要，请阅读，否则你的作业将不合格
FOR ASSESSMENT WITHOUT THE COVERING SHEETS
BTEC PROGRAMME:
BTEC课程：
Unit Title: Human Resource Management
单位名称：人力资源管理
Unit No: 21
Assignment Title: Establish the effectiveness of principles and procedures for monitoring and rewarding the employee, Explore rights and procedures on exit
任务名称：建立有效的监测和奖励雇员的原则和程序，探索在离职的权利和程序。
Delivery Date:
Submission Date:
Student Name:………………….
Student No:……………………….
Assessor: LI Ping
Internal Verifier: LIU Juan
NOTES TO STUDENTS
学生须知
Check carefully the submission date and the instructions given with the assignment. Late assignments will not be accepted.
仔细检查提交的日期和指示的分配。迟交的作业将不被接受。
Ensure that you give yourself enough time to complete the assignment by the due date.
确保你在这项任务的到期日之前给自己足够的时间来完成。
Do not leave things such as printing to the last minute – excuses of this nature will not be accepted for failure to hand-in the work on time.
不要留下的东西，如打印到最后一分钟 - 这样的借口将不被接受失败的手的工作时间。
You must take responsibility for managing your own time effectively.
您必须为有效地管理自己的时间承担责任。
If you are unable to hand in your assignment on time and have valid reasons such as illness, you may apply (in writing) for an extension.
如果您无法在时间的分配上，有正当的理由，如生病，你可以申请（以书面形式）延时。
Failure to achieve a PASS grade will results in a REFERRAL grade being given.
Take great care that if you use other people’s work or ideas in your assignment, you properly reference them in your text and any bibliography.
When you refer to the work of other authors in your assignment, you must practice citation by following Harvard System for Referencing.
I am aware that plagiarism is a serious offence and certify that the contents of this assignment are my own work. Where I have referred to ideas other than my own I have acknowledged this with a referenced bibliography.
All grades are subject to confirmation by the external verifier http://www.ukassignment.org/dxassignment/
STUDENT SIGNATURE:
学生签名： DATE
Learning Outcome and Grade allocation From
Assignment No 3.1 3.2 3.3 3.4 4.1 4.2 M1 M2 M3 D1 D2 D3
Assignment 1 √ √ √ √ √ √ √ √ √ √ √ √
Grades awarded
Overall Grades
OUTCOMES & ASSESSMENT CRITERIA
结果和评估标准
Outcome(s)/ Assessment Criteria Possible evidence Feedback Assessor’s
decision
结果（S）/评估准则的证据反馈评税
决定
3 Establish the effectiveness of
principles and procedures for monitoring and rewarding the employee
3.1 evaluate the process of job evaluation and the main factors determining pay
3.2 identify a range of reward systems eg performance related pay and its benefits and limitations
3.3 explain the link between motivational theory and reward
3.4 explore organizational approaches to monitoring
performance
The concept and process of job evaluation are
Evaluated, main factors determining pay are discussed.
工作评估的概念和过程
评估，确定薪酬的主要因素进行了讨论。
The benefits and limitations of performance related pay are evaluated, different reward systems are identified.
与表现挂钩的薪酬的优点和局限性进行了评价，确定不同的奖励系统。
Relationship between motivational theory and reward fully explained
激励理论和回报之间的关系完全解释
Investigate organizational approaches to monitoring performance
Outcome(s)/ Assessment Criteria Possible evidence Feedback Assessor’s
decision
4 Explore rights and procedures on exit from an organization
4.1 evaluate exit procedures used by two organizations, comparing these to best practice
4.2 analyze selection criteria for redundancy
Analyze and evaluate exit procedures used by two organizations, then comparing these to best practice
Concept of redundancy and selection criteria for redundancy are analyzed
Merit
M1
Identify and apply strategies to find appropriate solutions
M2
Select/design and apply appropriate methods/technique
M3
Present and communicate appropriate findings
① Relevant theories and techniques have been applied when identifying reward and exit issues.
② Effective judgments have been made during the case analysis.
① A range of sources of information have been used to support the analysis.
② Complex information have been synthesized and processed.
① Appropriate structure and approach has been used in the final report.
② Logical and coherent arguments have been presented.
Grade descriptors Possible evidence Feedback Assessor’s
decision
Distinction
D1
Use critical reflection to evaluate own work and justify valid conclusions
D2
Take responsibility for managing and organizing activities
D3
Demonstrate convergent, lateral and creative thinking
① The validity of the results has been judged to ensure that the suggestions are effective and appropriate.
② Self criticism of the analysis has been taken place.
① Independence has been demonstrated during the case analysis.
② Substantial investigation have been planned, managed and organized to support the judgment and analysis.
① Ideas have been generated and decisions have been taken relating to rewarding， monitoring performance and hr relations.
② Convergent and lateral thinking have been applied in the case analysis.
NOTES TO STUDENTS
• Use an appropriate answer structure. Please attach the individual cover sheet and sign it.
• Word process the report, print out in A4 papers, Times New Roman, fonts 12 one and half line, with 2.5cm page margin
• Write approximately 800 – 1,000 words for the report; tables, table of content, references list; appendixes are excluded in the word count.
• Complete the title page and sign the statement of authenticity.
NOTE: if you are caught plagiarizing, you could have your grade reduced to zero, or at worst, you could be excluded from the course.
Scenario 1
The New Pay Plan
新的支付计划
Carter Cleaning Centers does not have a formal wage structure nor doe it have rate ranges or use compensable factors. Wage rates are based mostly on those prevailing in the surrounding community and are tempered with an attempt on the part of Jack Carter，the owner of the Carter Cleaning Centers ,to maintain some semblance of equity between what workers with different responsibilities in the stores are paid.
Needless to say, Carter does not make any formal surveys when determining what his company should pay. He peruses the want ads almost every day and conducts informal surveys among his friend in the local chapter of the laundry and clean¬ers trade association. While Jack has taken a "seat-of-the ¬pants" approach to paying employees, his salary schedule has been guided by several basic pay policies. While many of his colleagues adhere to a policy of paying absolutely minimum rates, Jack has always followed a policy of paying his employees about 10% above what he feels are the prevailing rates, a policy that he believes reduces turnover while fostering Employee loyalty. Of somewhat more concern to Jennifer(the daughter of Jack Carter, who went into business with her father) is her father’s informal policy of paying men about 20% more than women for the same job. Her father's explanation is, "They're stronger and can work harder for longer hours, and besides they all have families to support." Jennifer didn’t agree with her father, she wants to make a new pay plan, but she didn’t know how do.#p#分页标题#e#
spending several weeks on the job， Jennifer was surprised to find that that her father had not formally evaluated any employee's 'performance for all the years that he had owned the business. Contended Jack， manual work¬ers， such as those doing the pressing and the cleaning did periodically get positive feedback in terms of praise from Jack for a job well done， or criticism， also from Jack， if things did not look right during one of his swings through the stores. Similarly， Jack was never shy about telling his managers about store problems so that they， too， got some feedback on where they stood.
This informal feedback notwithstanding， Jennifer believes that a more formal appraisal approach is required.
（ Adapted from Gary Dessler” Human Resource Management”p424 and p345）
Task 1
1.Is the company at the point where it should be setting up a formal salary structure based on a complete job evaluation? Evaluate the process of job evaluation and the main factors determining pay.(3.1)
Task 2
1.Jennifer asks for your advise, please write a report identifying a range of reward systems e.g. performance related pay and its benefits and limitations.（3.2）
2. For further guidance please explain the link between motivational theory and reward for Jennifer.(3.3.)
3.Exploring organizational approaches to monitoring performance and making suggestions for Jennifer (3.4)
Scenario 2
Case 1
Privacy of Personal Records and Wrongful Termination
Howard Davis works for the ABC Company, a private-sector firm. In 1989 he began ¬experiencing marital problems. His wife left him in 1990. As a result, he began having trouble sleeping, lost weight, and was constantly nervous.
At this point, Davis voluntarily made an appointment with ABCs contracted counseling service. He met with Jim Lewis, a professional counselor with a master's degree and 14 years of experience. After the first session, Lewis concluded that -;Davis was dangerous to the point of being suicidal to himself and homicidal to others. Levis believed that Davis could easily be provoked into creating a life threaten situation in the workplace. He felt the danger was imminent.
Without Davis's consent, Lewis contacted Bruce King, corporate manager of operations and told him of his fears. Lewis recommended that Davis be discharged from his job and be urged to seek psychiatric treatment. King relayed this informa¬tion to Susan Johnson, who is the HRM director at ABC. Johnson immediately discharged Davis, granting him two weeks' severance pay
Davis filed suit against the company, stating that his privacy rights were violated and that his termination was wrongful. Adapted from” Lawrence S.Kleiman” Human Resource Management ’’p342-343
Case 2
Fire My Best Salesperson?
Greg Johns, sales director for International Widget (IWI) had a problem. He was just told that his top sales person Bob Pollock, was stealing from the company. Pollock had been inflating expense reports and exaggerating his sales by double booking sales orders. He therefore got higher expense reimbursements and commissions than he deserved. The accounting department had proof that Pollock was stealing .IWI’S CEO has told Johns to either rectify the situation or lost his own job. Johns is in a quandary about what to do. He does not want to lose his best Salesperson ,and he thinks perhaps there might be extenuating circumstances---such as family pressures –that explain Pollock’s behavior .
The consensus is to confront him. First, confirm that the information is accurate. Show him the evidence, get his response, and assuming the accusations are true, have the per¬son surrender all his company account information and leads in return for a quiet termination. (Adapted from Gary Dessler’ Human Resource Management”p555.)
Task 3
Evaluate exit procedures used by the above organizations, comparing these to best practice.(4.1)
Task 4
According to the case1, What would you suggest Jim Lewis do if redundancies are inevitable? Analyze selection criteria for redundancy.(4.2)
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