Individual Assignment Briefing (Individual report, 3,000 words, ex.docx

Individual Assignment Briefing (Individual report, 3,000 words,
excluding references)
Assessment Task
This is an applied assessment, based around a particular HRM
problem scenario. The overall aim is to further develop your
ability to apply your knowledge on the theory and practice of
HRM.
What you are expected to do is very similar to the assignment
that you carried out in Year 2 HRM. However the approach is
slightly different. Although you are expected to draw on
literature (academic papers and research reports, as well as
more practitioner focused reports and features) there is not a
standard literature review section in your report. Instead you
will need to use these sources, together with other relevant
organizational case examples, to support your recommendations
for change.
You need to start by choosing one of the three case scenarios
that are on Moodle. The cases are based on contemporary HRM
issues that we will be covering in class this year: age diversity,
international HRM (growth and resourcing) and employee
wellbeing and work-life balance.
Structuring your report
1. Introduction
In this section you will need to summarise the key issues in the
case scenario. If there is data contained in the case scenario
comment on that – what is the data telling you about what the
underlying organizational problems might be. This should help
you focus on the recommendations section.
You then need to comment on the wider contextual factors that
could be affecting the issues in the case study. For example, if

you are looking at age diversity what are the wider social,
economic and political factors that are making age diversity a
growing area of concern for policy makers. What supporting
evidence can you draw on e.g. feature in the economist, WERS
data, CIPD research reports.
2. Proposed solutions (two/three max)
In this section you need to recommend and justify two/three key
solutions for the key issues set out in your introduction.
For each recommendation, state clearly what the
recommendation is. Then use a combination of academic
sources, practitioner sources, and other case examples to
support your recommendation. Remember managers will pay
more attention to HR’s recommendations if these are supported
with good evidence. For example, if you are looking at
International expansion and resourcing in a technology-focused
organization then look for comparable organizational examples.
Who are the other well-respected technology companies that
you could include. Try and find out how they dealt with
International resourcing as they expanded.
3. Implementation plan, with key milestones and evaluation
criteria
For any of you who have taken managing projects then you can
apply your knowledge from that module to help with this
section. Otherwise look for clues in other case examples, as
well as research reports. Be careful not to be too ambitious,
remember the SMART approach to objective setting.
This section should be presented in a table format: key
activities, responsibilities, timescale milestones and a section
on what data would need to be gathered to assess how well your
recommendations have been achieved. An example layout is as
follows:
Recommendation
Key actions/activities linked to recommendation
Who needs to be involved (e.g. HR, Senior Managers, Employee

Forum, Trade Unions)
Timescale (e.g. weeks, months, year)
Success criteria (What HRM measures would you use to monitor
if a successful outcome e.g. retention, better outcomes in staff
survey)
Recommendation 1
Recommendation 2
Recommendation 3
.
Hopefully, this week has been fruitful for everyone in terms of
narrowing down their dissertation topic. You have an
assignment coming up called “Original 10 Key Points”, which is
a very important assignment because here you will be
constructing one 10 Key Points document, which is based on
your research topic. Please make sure you read the
announcement about how to do this assignment because often

students think that they need to turn in one 10KP template per
the five articles, which they use in the assignment. That is not
the case. The five articles are meant to be used to support your
own dissertation research topic, so you should only use them to
justify the gap in research, which your dissertation will address.
The Week 7 assignment (due January 17, 2018) tends to cause
confusion for most students. Please read this explanation in
order to do the assignment correctly. For this assignment, you
DO NOT need to fill out a 10KP Extraction template for each of
the five articles.
This assignment is meant to be the beginning of YOUR OWN 10
Key Points Draft, which will eventually become finalized, then
turn into the Prospectus, Proposal, and finally the dissertation.
Therefore, this assignment needs to be done around your
dissertation research idea. The five articles that you are being
asked to cite are for the Literature Review section of the 10KP
templte.
If you turn in five different 10KP templates, each for a different
academic article, I will not be able to grade your assignment
and will reassign it back to you, asking that you complete it
correctly.
DR. Z-M
ASSIGNMENT ONE
Details:
In the prospectus, proposal and dissertation there are ten key or
strategic points that need to be clear, simple, correct, and
aligned to ensure the research is doable, valuable, and credible.
These points, which provide a guide or vision for the research.
The ten strategic points emerge from researching literature on a
topic, which is based on or aligned with, the defined need in the
literature as well as the researcher's personal passion, future
career purpose, and degree area. You have practiced identifying
the ten points in published studies, the next required skill is to
define the ten points for an original as yet conducted research
study. In this assignment, you will consider a potential gap in

the literature that is emerging from your ongoing reading in
your field of interest including
including no less than five specific research studies, and you
will draft the 10 Strategic Points for a potential dissertation
research study based on that identified gap.
General Requirements:
Use the following information to ensure successful completion
of the assignment:
· Important note: Successful completion of this assignment does
not indicate that this topic and the related 10 Strategic Points
have been approved for use as your dissertation research study
topic.
· Locate and download "10 Strategic Points Template with
Instructions" located in the DC
(https://dc.gcu.edu/dissertation/dissertation-
templates/10_strategic_points_template/strategicpointstemplate
withinstructions2014docx) and use it to complete this
assignment.
· This assignment uses a rubric. Please review the rubric prior
to beginning the assignment to become familiar with the
expectations for successful completion.
· Doctoral learners are required to use APA style for their
writing assignments. The APA Style Guide is located in the
Student Success Center.
· You are required to submit this assignment to Turnitin.
Directions:
Consider a potential gap in the literature that is emerging from
your ongoing reading in your field of interest including no less
than five specific research studies. Using the information from
those research studies, state the potential gap that you identified
and describe how it emerged from the studies you read.
Based on that identified gap, draft the 10 Strategic Points for a
potential dissertation research study.
ASSIGNMENT TWO
Details:
In the prospectus, proposal and dissertation there are ten key or

strategic points that need to be clear, simple, correct, and
aligned to ensure the research is doable, valuable, and credible.
These points, which provide a guide or vision for the research.
The ten strategic points emerge from researching literature on a
topic, which is based on or aligned with, the defined need in the
literature as well as the researcher's personal passion, future
career purpose, and degree area. Previously, you drafted the ten
strategic points for a potential dissertation research study based
on an identified gap in the literature. In this assignment, you
will practice the doctoral dispositions of valuing, accepting, and
integrating feedback and reflecting on those inputs as you revise
your draft of the ten strategic points created in the preceding
assignment.
General Requirements:
Use the following information to ensure successful completion
of the assignment:
· Important note: Successful completion of this assignment does
not indicate that this topic and the related 10 Strategic Points
have been approved for use as your dissertation research study
topic.
· Locate the draft of the 10 Strategic Points that you created in
the preceding assignment and the feedback from your instructor
and use them to complete this assignment.
· This assignment uses a rubric. Please review the rubric prior
to beginning the assignment to become familiar with the
expectations for successful completion.
· Doctoral learners are required to use APA style for their
writing assignments. The APA Style Guide is located in the
Student Success Center.
· You are required to submit this assignment to Turnitin. Refer
to the directions in the Student Success Center.
Directions:
Reflect on the feedback provided by your instructor on the draft
of the 10 Strategic Points that you previously completed.
Integrate that feedback as well as your own new ideas into a
revised draft the 10 Strategic Points for the potential

dissertation research study.
Running head: 10 STRATEGIC POINTS ON ETHICAL
LEADERSHIP 1
10 STRATEGIC POINTS ON ETHICAL LEADERSHIP
2
10 Strategic Points of Ethical Leadership
D’Ainsley Smith
Grand Canyon University
10 Strategic Points of Ethical Leadership
Article Citation
Brown, M. E., & Treviño, L. K. (2014). Do role models matter?
An investigation of role modeling as an antecedent of perceived
ethical leadership. Journal of Business Ethics, 122(4), 422-5.
doi:10.1007/s10551-013-1769-0
Point
The Description
Location
(Page #)
Broad Topic Area
Ethics in Leadership
This study is based on looking at the many types of ethics and
their roles in the leadership process and its general impact. It is
always understood that when there is a role model, there is a
clear lead in the leadership of any organization through the

process of influence by either ethical or unethical role model
(Brown, & Treviño, 2014).
422
Lit Review
The previous studies by scholars have found there is a strong
link between the leadership traits and the behaviors of the
leaders as they relate to the perceptions they portray in their
ethical leadership. The major concern are the traits influenced
by the process of learning in the society (Hoedel, 2005).
468
Problem Statement
“In this research, the paper proposes that ethical role models
are influential in the development of ethical leadership in any
field of study by providing a practical example of ethical
leadership in individuals, and set standards” (Brown, &
Treviño, 2014).
Research Questions
“Should role model leaders have a relation with employees who
rate their ethical leadership.”
496-497
Sample
The sample group involved was made of 50 managers, out of the
220 managers who were personally contacted for the study
Average age: 32
Gender: 48 % of the sample used as men.
Average tenancy: 14 years.
Reports: 500, 1, 200 surveys were conducted from the field.
514
Describe Phenomena (qualitative) or Define Variables/
Hypotheses (quantitative)
“Hypothesis 1: Many people believe that having had ethical
leadership role models at a young age is related to what is
alleged over the ethical leadership in late stages of life.”

(Brown, & Treviño, 2014).
“Hypothesis 2: Having a workplace or preferred ethical role
model is related to having the same traits in leadership”
“Hypothesis 3: Any topic leadership is perceived to have ethical
leadership in the modeling of management.”
“Hypothesis 4: Age moderate ethical leadership perceived by
childhood role models, and ethical leadership in older ages by
possessing structured motives in young leaders.” (Brown, &
Treviño, 2014).
“Hypothesis 5: Moderately aged relationships between a career
in modeling, and perceived ethical leadership, which is viewed
strongest in the old stages of life compared to younger
individuals.”
521 and 522
Methodology & Design
The surveys went through an internal mail system, and Privacy
was provided to the participants.
Managers: The managers provided information on their role
models, and added background and demographic information.
Direct Reports: The information expressed management
leadership traits.
543
Purpose Statement
Investigating the relationship between different types of ethical
role models, and rating portrayed ethical leadership. (Brown, &
Treviño, 2014).
556
Data Collection Approach
A survey was given to the manager to collect data about their
mentors, and collect information about how their mentors.
A survey was sent to direct reports to inform of leadership
performance.
571
Data Analysis Approach
Multiple ordinary least squares regression was applied

The three regression models were completed by the author:
Model 1: The variables of the Leader’s background and
demographic information were taken
Model 2: Prediction of role modeling was done
Model 3 Hypothesized moderating
Evaluation (Maximum 250-500 words)
It has regularly been stated that individuals are a result
of our condition. This implies individuals design their
administration morals based on coaches they encountered as
they were realizing their specialty. The creators of the
investigation trusted in the event they were in an actual
situation based on our condition then it would make sense to go
against the initial characteristics of their coaches. At the point
an individual chooses a coach, they process their moral
initiative example from that point. This can have positive and
negative influence on a leader's ethical improvement (Brown, &
Treviño, 2014).
To gather the required information, the authors issued studies
requesting point by point data regarding moral administration
procedures and statistic data. The reports were question
concerning the administrations leadership methods. The reviews
were processed through inside mail framework, and discretion
was provided to the participants. The creators trusted the moral
advancement of a pioneer is specifically identified by the
impact of the coach’s trough (Yost, & Plunket, 2009).
The authors overview used an outside organization to assemble
information from 600 managers, to which 241 responded. The
gathering of troughs provides researchers a cross-area of the
organizations leaders in an endeavor they produced precise
outcomes. The inquiries the study requested were used to
inspire a reaction about how the troughs moral initiative is
influenced by the activities of their tutors. The main objective
the researchers could have done to obtain an exact reaction is
review more organizations (Hoedel, 2005).

References
Brown, M. E., & Treviño, L. K. (2014). Do role models matter?
An investigation of role modeling as an antecedent of perceived
ethical leadership. Journal of Business Ethics, 122(4), 587-598.
doi:10.1007/s10551-013-1769-0.
Hoedel, J. M. (2005). Role models: Examples of character &
leadership. Chapel Hill, NC: Character Development Group,
Inc.
Yost, P. R., & Plunket, M. M. (2009). Real-time leadership
development. Chichester, UK: Wiley-Blackwell.
Professor’s Comments
Assignment 1
Dec 13, 2017 20:40:22
You have correctly identified almost all of the 10 SPs, but the
evaluation (250-500 words) is missing from your paper. IN the
next assignment, please make sure that you complete that part
of the assignment.
Assignment 2
Jan 15, 2018 19:08:23
You did a good job with the evaluation, but in some of the 10
KP sections you offered descriptions of what that KP or chapter
is about without actually identifying what is in the dissertation.
Make sure to actually identify all of the components in future
assignments and state what they are.
Assignment 3

Jan 15, 2018 19:57:18
You correctly identified most of the points, but some were not
correct. For example, you did not correctly identify the
methodology. This was not a mixed methods study, it was a
quantitative study with a correlational design. Also, you did not
identify any of the analyses that were performed. Most
importantly, your evaluation section reads more like a summary
than an evaluation. IN an evaluation, we try to weight the
positives and negatives of some of the decisions that authors
made. I am still having a problem with opening your file for
editing, which is why I am not uploading a file here.
Assignment 4
Jan 26, 2018 00:09:03
While you have identified most of the key points correctly, your
evaluation is written more like a summary of the study. In my
comments, I highlighted some of the guiding questions that are
provided with the assignment to indicate what components are
not developed in your evaluation.
Assignment 5
Professor still grading
Original 10 Strategic Points Revision
1
0: Not Present
0.00%
2
Good1: Does not meet Expectations
74.00%

3
2: Approaching Meeting Expectations
87.00%
4
3: Meets Expectations
100.00%
100.0 %Criteria
10.0 %TOPIC: Provides a board research topic area/title.
Item is not present
Not all components are present. Large gaps are present in the
components that leave the reader with significant questions.
Component is present and adequate. Small gaps are present that
leave the reader with questions.
Component is addressed clearly and comprehensively. No gaps
are present that leave the reader with questions.
10.0 %LITERATURE REVIEW: Lists primary points for four
sections in the Literature Review: (a) Background of the
problem/gap and the need for the study based on citations from
the literature; (b) Theoretical foundations (models and theories
to be foundation for study); (c) Review of literature topics with
key theme for each one; (d) Summary.
Item is not present
10.0 %PROBLEM STATEMENT: Describes the problem to
address through the study based on defined gaps or needs from
the literature.
Item is not present

10.0 %SAMPLE AND LOCATION: Identifies sample, needed
sample size, and location (study phenomenon with small
numbers and variables/groups with large numbers).
Item is not present
10.0 %RESEARCH QUESTIONS: Provides research questions
to all of the collect data needed to address the problem
statement.
Item is not present
9.0 %HYPOTHESIS/VARIABLES OR PHENOMENA: Provides
hypotheses with variables for each research question
(quantitative) or describes the phenomena to be better
understood (qualitative).
Item is not present

9.0 %METHODOLOGY AND DESIGN: Describes the selected
methodology and specific research design to address problem
statement and research questions.
Item is not present
9.0 %PURPOSE STATEMENT: Provides one sentence statement
of purpose including the problem statement, methodology,
design, population sample, and location.
Item is not present
9.0 %DATA COLLECTION: Describes primary instruments and
sources of data to answer research questions.
Item is not present

9.0 %DATA ANALYSIS: Describes the specific data analysis
approaches to be used to address research questions.
Item is not present
5.0 %Integration of Instructor Feedback
Integration of instructor feedback is either missing or not
evident to the reader.
Integration of instructor feedback is vaguely attempted, but
does not address the majority of instructor comments and
suggestions.
Integration of instructor feedback is evident though it appears
as a disjointed, cursory addition. Most of the instructor
comments and suggestions are addressed.
Integration of instructor feedback is evident and meaningful. It
is seamlessly incorporated into the flow of the paper. All
instructor comments and suggestions are addressed.
100 %Total Weightage
Contemporary Case Study in Human Resource Management
Report
Work-life balance and wellbeing
Table of Contents

1.. Introduction
2. Improving Employee Voice/ Communication
3. Improving Leadership
4. Improving Wellbeing
5. Action plan
6. Collclusiott
7. Bibliography
Page
2
3
5
6
7
9
IQ
Introductioi}
Cooped Pai'ry Services(CPS) is an internationalorganization
that lenders

engineering and HR consulting services to a numbed ' of
different of businesses. A
i'event survey ol the worktotce was conducted anti the i'esult
shows that there is
an ul'gent need lor the work-life balance [WLB) policy to be
revised. Failure to clo
this may have a negative impact on the productivity and
efficiency of employees.
This is particularly relevant to employees that work on client
sites because if
they are unsatisfied with their own WLB then how can they
effectively consult
other oiganisations?
The data pt'esentetl depicts that less than half ol the workforce
is satist'incl with
tlleii WLB. It could be said that the individual has a
control)uting effect to this. as
it is then resllonsibility to nla naga then lives. Yct. an
organization also has an
3ctire role in this pt'ocess as, they are legally obliged to
pi'ovide flexible work
options to their employees (legislation.gov, 2014). Pasamar. et
al.(2013) shed
light on the notion that when the economy is experiencing a
downturn such as
the 2008 i:ecession; some businesses react to this by improving
employees' WLB
This is justified, as their is il t'ealization that the organization
needs to survive
after the economic crisis. Tllus. the need foi sustainable
developnlcnt strategies
such as WLB becomes impet'alive.
The case fuithei suggests that only 40% of staff feels that the
lange of flexible

work options is sufficient. The significance af this data. which
[hc case failed ta
mention. is depended on the gender of the employees that makes
up this
pclcentage. However, presuming that it is picdotninantly made
up of tllale
employees, as 65% of the woikfolce is tnale, this suggests that
tu,n-way
communication with employees is essentialin order lo develop
appropriate
flexible options. Failuic to do this will inclcase CPS inability to
retain key female
talents. Also, the I ikelihood of employee being motivated to
walk effectively will
dcciease if they perceive stress clue to the imbalance in w ork
and family lit'e.
Consecluently, insulting in a decline in ploductiviy levels which
in-Hrn may
have a dctlimental effect on a service sector coiupatly like CPS,
[n adc]ition to this, an issue of diversity is highlighted in the
case scenario. The
woikfoice consists of 13.500 employees of which only 35% arc
female
employees. There is an agieemcnt amongst empjoycis that
equality within the
workplace is an incl'easing strategic issue (Gov.uk, 2013). This
justifies CPS
ctcating a goal to incicasc its number of female employees.
However, clcating
goals is unproductive ifimplementation and measuicment
strategies arc not in
place to judge its effectiveness. Thai'efore, in mitigate this
issue CPS firstly need
to identify the reasons why they find it challenging to attlactand
retain

einployecs. Fi'om tile excel'nal environment i'cseal'ch ShOwrS
that in 2015 UK
employment rate has been the highest it has even ' been since
1971(Gov.uk,
2016). This suggests that a large pool of people is applying to
get iDEa the labour
force. Therefore. the issue of attracting employees. in paiticulai
female
employees is pi'inialily depended on CPS resources anti
capabilities.
2
HR professionals aic incicasing I)ecoming aware of the know-
ing and doing gal)
(Zheltoukhova. 2014; Pfeifer et al.. 2000). It is evident in the
case scenai'io that
CPS is awake that the natut'e ol the walk acts as a deteiient to
atu'acting female
employees. Therefore, the extent to wh ich they have altered or
intioducc new
means ta remedy this probletn is questionable as there is a
decline in both
female and male applicants. Simon eta1. (2011) staten that
strategic citpabilities
aic essential to the success of an oiganisatioi}. Consequently, it
can be said that
by exatnining then ' capabilities this c;In aid in developing and
implementing
stnltegies that are deemed attractive to both potential and
existing employees.
Anotllct key issue that was raised is unsuppoltivc managers. On
the one hand,

this suggests that the primary i'eason why the company has a
ATLB policy is to
remain cuircnt with changes in society. One of tllesc changes
includes the
incicasing amount of oiganizatinns that have now implenlentcd
WLB policies.
Yet, it can be said that the driving force of this action is due to
the t'act that it is a
legal recluirement t'oi ' organizations to oltbi ' this [o then '
employees (Ciov.UK,
2014). Not because they repaid it as an importantpol icy that is
used to facilitate
employees in achieving a suitable balance between then work
antlpi'ivate life. As
a result, some m;nagets da not treat issues i'elated to WLB in a
suppoi'tive
manner, as the organization culture hay not ptamote this within
the workplace.
On the other ' hand, the data also suggests that the other 50% of
the woikfoi'ce
feels that tlleii managers aie being supportive. This therefore
irises conceit as
to whethci ' the ic is favoritism in the workplace OI whether the
al)ptoach taken
by managers in clcaling with such issue varies. This is posed
because son e
managers may handle the issue with a soft, maternal approach,
which may lead
to tile employee feeling as if the manager is I)Cine sullpoitive
legatclless of the
outcome. Whilst other m Imagers may adopt a hai'tier,
autoci'citic approach
thcrefoie. some employees may feel that those managers aie not
being
sullpoitive as WLB and wcllbeing is deemed a sensitive tolJic.

Consequently, there- is a need ta identify the approach that is
more suitable ft'om
tile perspective of employees and then implement this as a fain
of I)estpractice.
In doing so. this will be beneficial fot CPS as itwould acldiess a
currcntsocial
lltctot ' I)y bridging the gap between employees demanding
mai'e flexible
contracts. This is duc to the glowing tendency foi the '
gcilclation ' who arc now
entcling the woilcfoice to want the idcalbalancc between work
and family life
(Truss, et a1. 2012, pp31).
Improving Employee Voice/ Commtmication
Fiona the case scenario a cormnon factor beUvecn majority of
the issues CPS is
ruilently challenged with is the lack of effective
conlmunicittion. There is a cleat '
notion in business that communication plays a vital idle in the
success of an
otl;animation. konstantin ct al,(2014) suggests that intcinal
communication is
the foundation on which organisation culture th i'ives.
Theiefoi'e. by impi'oving
internalcommunication within CPS through dai'itying
communication channels.
this will cicatc an organized wolkfoicc wheic etna)loyces can
finely shale thai
3

issues to designated people. In doing so, employee issues aie
more likely to be
I evolved in the short tei'm as this structure bypasses
individuals such as team
leaders that may not be in the position to deal with issues
at'VrLB.
Clarifying these channels could be communicated to the
workfot'ce by cheating a
hierai'chiral diagram of the different departments in the
organisation anti bullet
point kcy functions that they corcr. This diagi'am call bc
placed in employee
lounge area at work, on the company's intranet page and in
welcome package tor
new employees. slaving this transparent system may result in
employees feeling
more suplloitive. Additionally. the use of this stiuctuie will
make it easier foi
CPS to spot fiends on what form of WLB employees demand.
This is because the
int'ormation is going to specific people w ho can make a record
of it rather than
the nuineious amounts of nlanagets who tnanagc a woikforcc
totaled at 13,000
employees.
ACAI (2014) i'epoited that communication is key to employee
engagement. This
is particularly, iclevant to CPS employees who wnl k oH ' site
and intcinationally,
as it is essentialto keep them inl'armed so that they can remain
engaged.
Consequently, mitigating the glowing concern af i'staining key
talents. Similar ' ta
CPS, Amp (cited in pclsonnel today, 2015) offered employees a

range of flexible
work options initially hut atliust this based on employee
demand. Thus.
suggesting that atfering e mplayees options that are not deemed
lavoutable to
ttleill will be al] ine#ective use of lesouices. T1lei'ecole, it is
recom! fended that
CF'S conduct further rcsealch sl)ecifically querying employees
on what kind of
VLB options they desire. In doing so. CPS w ill not only save
on time ;incl I'inance
spent an un4'acted options I)ut also incieasc employee
satisfaction and
!etention.
However, it is advised tllat CPS should conduct this rcscaich
electronically duc tn
the size of the w-oikfoice and Riot that some employees walk
on client sites. As a
result. claki can be collected fhstei ' and the ability tu include
all members ol stfltf
becomes more piabablex.
GIRD [2C)16) stated that the cHectivcncss ofcnlployce voice
depends on the
oi'ganization t'ecognizing the importance of this. as it has the
potential ta
contribute to high pciformance. Thus, possibly increasing the
company's
competitive advantage. In light of this, using employee survey
as a means to
collate information on employee's opinions of work related
issues aie ineffective
if the sHIne problems persist. Therefore, it is lecommcnded that
the data
collected must directly I)e used as [he I'masons to wrhy cei'lain

change is made.
The survey shows that people who walk on client sites aie the
most unsatisfied
employees. It is probably that this because they spend lengthy
periods of time
away from their I'emily possibly in another ' counts . As a
result, a conflict
beta-een walk and thnlily life arise which leads an employee to
t'eel
aveiwhelmed and consequently unsatisfied. On this bases it is
iccninmendcd
that CPS implements policy that put a limit on the amount of alf
site jobs an
employee can take pei ' year. Doing this will be of benefit to
both CPS ind the
4
employees as staff walking off site will be mole productive due
to the knowledge
that they may not have to do this mole than a specific amount of
time pel year.
Moicovcr, as CPS is a service-based organisation, an alternative
to the I)ojicy
t'ecoinmendation loi ' employees wot'king on site, is that they
could introduce
homeworking opportunities. This is quickly becoming very
popular ' in the walid
of work as cmployeis aie aiming to provide reasonable
adjustments to satisb
employee needs(ACAI. 2013). This option willallow employees
to spend moi'e

time with then ' family whilst carrying out their job from the
comfort of their own
home. CPS can be reassured that the advancements made in
technology ale
sufficient to giant some employees the ability to work from
home. However, this
extent to which this will be ett'active for CPS will depend on
how closely they
monitor employee efficiency. This is I)ccausc failure to be
productive at the
tcquircd late will cause CPS to duFFel loss as ei)lployees may
leave pcifoimed
I)ette} oil site.
Improving Leadership
The I esults from CPS employee suivcy shows that llalf of the
workforce feels that
managers aie unsuppartive when issues of VLB aie raised. It
could bc suggested
that this is a contributing factor ' as to why CPS is finding
diff'iculty in retaining
key talents. Moreover, sector wide iescarch conducted by
Appiovecl Index (cited
in CMI, 2015) imported that 42% of employees leave walk
I)ecausc of their
bosses. It is thai'Clare retommentlecl that CPS inlpiove aspects
cancel'Ring
leadclsll ip approach, as failuic tn do th is may sul)scquently
lead to dctiimental
effects. because employees aic vital to CT'S success.
In aiming to improve leadclship it could firstly I)e suggested
that CPS inquest
feedback flan managers on their pctspective of WLB and
wcllbcing. This is

because the notion that some employees are t'esistance to
change also applies to
managed's. Thai'Crore, by taking into consideration their
opinions and justifying
impiovenlent may lowci manager's tcsistance to cha nge. as the
advantages
would bc evident. CPS managcls hay cuircntly pciceive WLB to
bc an additional
cost to the company, which theres'oi'c justifies the reasons wray
they may be
deemed unsuppoitivc. Dickson-Swirl et al. (2014) shed light on
the idea that
some cmploycis felt that they aie IJcing asked to do indie ttlan
they should,
which implies that they clo not deem UTLB and wellbeing as
then ' responsibility.
Yct, viewing WLB in this light would u,orson CPS cuitent
piotllcms.
Consequently, it is lulthel ' i'ecommendecl that CPS adopt Kiel '
Group 'formula t'or
success' pioglam as it leads to a culture that piotnotcs teamwork
beuveen
employees and managers (Aildeison et a1,, 2011). This is
necessary fol CPS as it
could act as a continuous training opportunity for managers in
pi'acticing and
developing their ability to listen to employees. Thus. effectively
leading to an
increase in employee cngagenlcnt as tile relationship between
managed and
employee develops. This relationship Goulet t'esult in
employees feeling that their
managed's calc about their opinions. Therefore, in tl)e event
that managers fail to
giant cinployecs specific inquest, employees may not consider

this to be
5
unsu])portivc. This is I)ecause the organizational culture,
developed through this
program is symbolic in suggesting that manger's aie there to
support employees.
Thus. suggesting to employees that the rct'usd simply means
that their request
may not be feasible at that moment.
Moreover, it is advised that CPS adopt then organisation culture
to be one that
also lJionlotes openness af issues relating tn WLB and
wejlbcing. Bray (2009)
states that senior management should initiate this process, as
they are the
facilitators of organisation culture, in doing so. this I'urther
increases the
likelihood of managers being mare supportive to employees as
they'ie awalc of
the importance senior management place oll WLB. Therefore.
othci mangers will
implicate this behaviour to ennui'e the success of the t:lsk.
Consequently,
cnlployees willbe willing to address the sensitive issue ofWLB
and wrcllbcing to
nlanageis. Managers will sce the importance of offs ting
employees a suital)lc
solution. which may then lead to employee experiencing less
sticks that will have
n positive impact on productivity.

Based on the figui'es pi'(itluced by the employee survey it can
be saitl that CPS is
at a critical stage in satislVing employee needs on WLB.
Theres'are. iIter ' the
implementation of the recommendations suggested foi
improving leadership
feedback shoulclbe taken every two months from bo6 managed's
anclemployces
Eo establish whether the solutions are walking.
Improving Wellbeing
In 2013 UK oiganisations lost oval 13 Imillion days I)clause of
sickness ielatcd
absences (Office ot ' Nitional Statistics. 2014). Th is shows
that employee health
can have a significant impact on an atganizatio11's bottom linc
as it has the
potential to lead to cuiienthuman iesouice issues such as
absenteeism and
ptocluctivity (Bray, 2009). This is of particular importance to
organizations that
operate in the consulting industi ' as the nilture of the lob
constniins them to be
lestiicted by time when carrying out projects for ethel
mtllpanies.
Consequently, there is a n increasing need foi consistent
highjevcls of
produc'tiviq ' as this conti'ibutes to a t'irm's cotnpetitire
advantage. As a resp)t, it
is tccnmmendcd that CP$ work towards improving employee
weill)Cine I)y
introducing wellbeing piogratns.
Foi cxampje, PWC cicated a specific section on their intranet
that allows

employees to have iillmediate access to a wealth nf information
an heath and
wellbeing (PWC, 2015). By adopting this strategy CPS
employees willgain access
to specialist infoinlatton that they ttlay otherwise not have
because of the
negative stigma attic:hed to wellbeing. The data piescnted in the
case suggests
that there is conflict between the e mployee's private life and
work life thus,
possibly leading to them experiencing stress. Thai'ecole, by
pi'oviding a platform
that employees can gain access to tcgaidless of their location
willie bcneficialin
acting as a source where they can find ct'edible infos'mutton.
This will be
particularly i'elevant to employees who tlo not want to share
issues associated
6
with then personal life as they may considci this to I)c too
private ta discuss in
the workplace.
Fuitheimore, the case sccnaiio mcntianed that CPS teceivcs
applications from
young males and t'emales. Research shows that women between
the ages of 25-
35 years old tend to leave the woikfoi'ce for chijdcat'e puipases
(Office National
Statistics, 2014). Tis is pleclomina ntly filet time mothers
theicfoie, slaving the
suggested platform in place coulclaid in providing leassui'ance

to employees,
which may reduce the I)ossibility of them feeling unsuppot'ted.
Moreover. Black (2008) states that Olganisations are investing
in employee
u,ellbeing as it is belated to tlleir CSR. CPS should adopt this
mindset, as
employees aic the driving foicc betlincl organisation success.
Theicfore,
oiganisations sllould walk towards cnsuiing that these
employees ienlain
mental, psychologically and physically stable. The result af the
survey suggests
that CPS employees may be experiencing stress. Deloitte
appt'ouch to mitigate
the issues of sticks management was to slave on-site gyms and
activities iclated
to health and t'itness (Deloitte, 2016). By implementing this to
employees and
promoting it as duality time foi ' themselves. could in the long
tele lettuce levels
of sti'ess. However. the success of tills pl'tlgram depends on
CPS making it
voluntai'y thercl'ot'e, preventing employees from feeling p
i'essurize ta tlo
something against their will. This is vitalin stress management.
as the one best
way of doing tllfngs allpioach may not apply in this case
scenario due to the
difficulty of measuring and quantiDing stress in employees.
In addition to this, it is advised that CPS cnlllhasizing the
benefits of actively
taking pair. One way in whicl} this can be done is by offs ling
to give employees
30-60 minutes within woi'k-time to use the t'agility. In doing

so, this will provide
employee time to focus oi} themselves and not their u-otkload
OI fhniily I ife. As a
result, leading to a mole stress-free employee that can now
stiategizc clearer on
developing a plan ol how to et'fectivcly manage their WLB
whilst taking care of
then ' mentally and physically wellbeing.
Action Plan
Recommenciatio n Action to be
ukcn
Develop a
diagialli
cliirilying
departments and
th eie key
functions
By whom Time
ha ]ne
Two
weeks
Result/ live luation
Employee Voice/
(:oitlmu 11ica tian
Senior '
managers
and plead
clepartme nt
managers

HR department
should sec a mise
in the numbed of
employee
ptescnting WLB
issue not team
leaders/
su ])c IVIS01's
The host popular
WLB options will
be identified and
Specific internal
teseaich on
devil'cd WLl3
HR Three
dcpaitmcnt I montlls
7
options ample n)etta tian
plans will
commence if CPS
does not: current
of'fe i ' certain
OPtiOns.
Employees can
ciloose wllethel
they want to
continue woi'king
off site after
completing the
required number

of olf site job s.
Therefore, making
them mole
satisfied as they
naw 1lavc a
ciloice.
E mployce attitude
town ids work
nily tnlpiove as
they can see that
the company is
taking steps to
improve their
WLB.
Senior managed's
will find
justification on as
to why 50% ol '
employee t:eels
that managcts aie
unsuppoi ' Five .
From this sellior
ina11age ] ca ll
highlight reasons
lor ch:inge in
manage rs
approach.
A team-working
olga nizational
cultui c leading to
bette!'
iejationsh ip
betwee n mantels
and employees.
Ettll)loyccs tray
freely:address

Introduce a lin it
on the nuilttler of
off site jobs an
employee take
per year
HR
depaltmcnt
and
managers
Withi11 12
illotlths
Homeworking genial
opl)oitunities as jmanagei and
a form of WLB mangers
Within 9
months
Improving
[.eadeiship
Feetlback fi'om
nlallagets o11
[heil views of
WLB and
wellbeing
Senior
managers
3 weeks

Implementation
of 'foltllula fol '
success' sciie nle
HR
department
Within 12
I months
Piomotiol} of a
open culture to
Serial
niaiiagei's
Within 24
months
8
cancel'nina WLB
and u-cllbeing
and all ot1ler issues ofWLB and
wellbeing and
gaining high levels
of support from
manage ment to
resolve the issue
iomntl
The
recommended

solutions will be
evaluated based
oi} feedlJack to
pete amine
whether it is being
successful. This
may show an
increase
pclccntagc of the
chile nt data.
Em])loyccs may
exllenences a
t'eduction in guess
as infornlatian
and guidelines aic
suggested on how
to take cai'e of
ones tlealtl}.
Employees are
happier anti feel
tllat the company
cares about their
wellbeing
insulting in an
increase in key
talent retention.
managers
Feedback from
employees and
m;tngeis ot '
whether '
iilipi ove lllents
have been mane.

HR
depp itmen t,
line
managers
and genial
managers
Once
every 2
months
limp loving
Wellbcing
Creating a
section on CPS
intranet that
provides
information on
health and
wellbeing.
IT I Within 4
department I months
;tnd health
specialist
siiiitii I WitliiiiZ=
relating to health I managers I months
and fitness such I and all other
as a on site gyn} I managers
Activities
Conclusio11

In conclusion, improving communication anclleadership
approach may aid in
mitigating CPS issues concerning WLB. Also the
recommendations made fol
wellbeing aims to piomate hcalthiei employees I)y inducing
stress whicll in tutu
may improve employee engagement. This is beneficial fbi ' CPS
as engaged
employees ai'e eiisiel to detain and ale mole likely to have
consecutive high
levels of productivity. Additionally, through the implementing
of the thief main
t'ecommendations CPS not only have a cui'e to the issues but
also a prevention
fi'om t'utui'e data i'esemb]ing the ones highs ightet! in the case
scenario.
Word count- 3298
9
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12
Assessment Brief
Instructions for assessment
You are required to produce an individual report (3,000 words)
based on a given HRM case scenario exploring and proposing
recommendations to resolve the key HRM issues highlighted in
the case scenario, together with an outline implementation on
plan to support your recommendations.
You are able to choose from one of three case scenarios as the
basis for your report. You will find the case scenarios at the end
of this assessment brief, together with the marking rubric.
This information is also available on Moodle, together with
some examples of previous assessment, so you get a better
understanding of the expectations.
The word limit for this assessment is 3,000 words, excluding
references
How will we support you with your assessment?
· Seminars designed to help you practise the skills you will need
to be successful in the assessment
· Formative feedback on a draft of your report outline (provided
by your Seminar Tutor after reading week)
· Links to the assessment throughout your seminars
· Examples of previous coursework discussed in seminars, as
well as extracts of coursework on Moodle from different grade
boundaries where available
How will your work be assessed?
Your work will be assessed by a subject expert who will use the
marking rubric provided on Moodle. When you access your

marked work it is important that you reflect on the feedback so
that you can use it to improve future assignments.
Referencing
You MUST use the Harvard System.
Marking and feedback process
Between you handing in your work and then receiving your
feedback and marks within 20 days, there are a number of
quality assurance processes that we go through to ensure that
students receive marks which reflects their work. A brief
summary is provided below.
· Step One – The module and marking team meet to agree
standards, expectations and how feedback will be provided.
· Step Two – A subject expert will mark your work using the
criteria provided in the assessment brief.
· Step Three – A moderation meeting takes place where all
members of the teaching and marking team will review the
marking of others to confirm whether they agree with the mark
and feedback. A provisional mark will then be made available
through Moodle.
· Step Four – Work at Levels 5 and 6 then goes to an external
examiner who will review a sample of work to confirm that the
marking between different staff is consistent and fair.
· Stop Five – Your mark and feedback is processed by the
School Office and following the Examination Board you will be
informed of where to find the mark ratified by the Examination
Board, plus any details about resist assessments, should you be
required to complete a resit.
FINAL MARK:
FEEDBACK FOR STUDENTS AGAINST THE CRITERIA:
STOP
START
CONTINUE

Intellectual/transferrable learning outcome:
STOP
START
CONTINUE
Case scenarios
N.B. Please refer to the guidance notes on Moodle when
choosing a case scenario for your assignment. You only need to
choose one of the case scenarios below for your individual
report.
Case scenario 1 – Age Diversity in a High Performance Car
Design and Manufacturing Company
WWBM Luxury Cars is a multi-national car design and
manufacturing company. It currently employs 80,000 employees
worldwide and operates in 80 different countries. Although the
organization has placed increasing emphasis on diversity in
recent years, it recognizes that that there is still more that can
be done to be recognised as an exemplar organization. .
WWBM Luxury Cars is becoming more aware of the issues
relating to age diversity, given the changing demographics
amongst the global workforce. The average age of its current
employees is relatively high, 48 years. However the average age
of employees in some of the more specialist technical roles is
much higher. The organization is concerned that it is not
attracting sufficient new talent to fill the gaps as its current
highly skilled staff choose to retire. .
The organization is aware that this challenge will become more
difficult in the future for several reasons: increasing global
competition for talent, particularly in certain geographic
regions; dwindling supply of graduates who see engineering as

an attractive career prospect; new and emerging automotive
technologies that require new skills.
Although employees in many of the countries that the
organization operates in are no longer expected to retire at a
specific age, the company has recognised some of the
challenges associated with changing age demographics. The
engineering sector more broadly is expected to lose valuable
skills and experience over the next ten years, as older workers
approach potential retirement age. This demographic change
will leave a potential skills void for organizations like WWBM
Luxury Cars.
Although many of the technical roles in the organization are
not as physically demanding as those in the manufacturing area,
the senior managers have started to raise concerns about the
reluctance of technical staff, both older and younger, to work on
International projects. Staff too have expressed concerns about
the personal tensions associated with extensive travel, including
spending long periods of time working away from home. To-
date the organization has relied on its older and more
experienced engineers in Europe to work on International
projects to support business growth.
As the newly appointed Talent, Diversity and Inclusion
specialist within the corporate HR team in WWBM Luxury
Cars, you have been asked to review the organization’s talent
management policies and procedures and make
recommendations on how these could be changed to ensure that
the organizations attracts and develops an age-diverse
workforce.
Case scenario 2 – International expansion in a gaming software
development company
VirtualGaming Ltd. is a growing UK-based gaming software
company. The company was founded in the early 1990s by the
current Managing Director. The company’s Head Office is

currently located in the South West of England.
The company has grown rapidly since opening in the 1990s and
now employs 200 employees. As with many organizations in the
gaming industry, most of its employees are male even though
some of its products are aimed at women. Over the next three to
five years the company plans to expand the business, initially
into Eastern Europe, then internationally, especially North
Africa.
The company realises that to achieve its growth plans it will
need to develop and retain its current employee base, whilst at
the same time attracting new talent. The senior management
team are concerned that as the company grows it will be
difficult to deliver the same quality products unless they are
able to attract and retain the best employees. Only a few of the
current employees have any experience of working
Internationally.
Whilst the Directors are open to new ideas and implementing
leading-edge HR practices they are very nervous about
expanding into new geographical locations. Above all the
company is keen to retain its reputation of being innovative as
it expands the business.
Some existing members of staff have expressed an interest in
working overseas. They are attracted by the opportunity to
travel and live overseas and thus enhance their careers.
However, some employees have expressed concern about the
implications for their work-life-balance should they be asked to
work overseas.
One of the current Directors has recently been reading an article
that refers to the high rates of expatriate failure, so he is keen
to find a way for the company to avoid similar issues.

You have just been recruited as an HR specialist to help the
company develop an HR resourcing strategy to support the
company’s International growth plans. When producing your
strategy you will need to ensure that existing talent is fully
utilised, whist at the same time looking for new sources of
talent.
Case scenario 3 - Work-life-balance and well-being in a
professional services firm
CWP Services is a professional services firm that provides
change management and HR consulting services to
organizations, across a range of business sectors. CWP Services
currently employs 13,500 staff, across Europe; 65% of the
workforce is male and 35% female.
One of the firm’s diversity management goals is to increase the
percentage of female employees, especially those working in
senior roles. However as with other professional service firms
the nature of the work - client-focused, long hours working,
often working away from home - is making it difficult for the
organization to achieve this particular diversity goal.
Whilst in the past the firm has not found it difficult to attract
and retain key talent, the organization has started to notice that
the number of both young male and female applicants has
started to decline. In addition, the number of staff leaving after
3 - 5 years with the firm has started to increase, particularly
amongst those aged 35-45.
Results from the latest employee survey indicate that:
· Only 40% of staff is satisfied with their work-life balance.
The survey results indicate that female employees and those
working with International clients are the most dis-satisfied.
· Only 50% of staff feel that their manager is supportive when
they raise personal issues relating to work-life-balance.
· Only 40% of staff feels that the range of flexible work options
is sufficient to meet their changing needs.
· Staff that have opted for flexible working feel that their career

has plateaued.
The senior partners of the firm have expressed concern about
the latest employee survey results, as well as other key HR
metrics. As the Director of HR for UK, Europe and the Middle
East, you have been tasked with identifying what changes the
firm could make to its flexible working and work-life-balance
policies and procedures to address the concerns of staff, whilst
at the same time providing a high level of service to clients.
Structuring your report
1. Introduction
In this section you will need to summarise the key issues in the
case scenario. If there is data contained in the case scenario
comment on that – what is the data telling you about what the
underlying organizational problems might be. This should help
you focus on the recommendations section.
You then need to comment on the wider contextual factors that
could be affecting the issues in the case study. For example, if
you are looking at age diversity what are the wider social,
economic and political factors that are making age diversity a
growing area of concern for policy makers. What supporting
evidence can you draw on e.g. feature in the economist, WERS

data, CIPD research reports.
2. Proposed solutions (two/three max)
In this section you need to recommend and justify two/three key
solutions for the key issues set out in your introduction.
For each recommendation, state clearly what the
recommendation is. Then use a combination of academic
sources, practitioner sources, and other case examples to
support your recommendation. Remember managers will pay
more attention to HR’s recommendations if these are supported
with good evidence. For example, if you are looking at
International expansion and resourcing in a technology-focused
organization then look for comparable organizational examples.
Who are the other well-respected technology companies that
you could include. Try and find out how they dealt with
International resourcing as they expanded.
3. Implementation plan, with key milestones and evaluation
criteria
For any of you who have taken managing projects then you can
apply your knowledge from that module to help with this
section. Otherwise look for clues in other case examples, as
well as research reports. Be careful not to be too ambitious,
remember the SMART approach to objective setting.
This section should be presented in a table format: key
activities, responsibilities, timescale milestones and a section
on what data would need to be gathered to assess how well your
recommendations have been achieved. An example layout is as
follows:
Recommendation
Key actions/activities linked to recommendation
Who needs to be involved (e.g. HR, Senior Managers, Employee
Forum, Trade Unions)
Timescale (e.g. weeks, months, year)
Success criteria (What HRM measures would you use to monitor
if a successful outcome e.g. retention, better outcomes in staff

survey)
Recommendation 1
Recommendation 2
Recommendation 3
.
Contemporary Case Studies in HRM – Individual Report
Marking Rubric (Spring 2017)
Mark range
100
Exemplary
85
Excellent
75
Very Good
65
Good
55

Competent
45
Weak
35
Marginal Fail
20
Fail
Introduction: summary of key issues raised in case scenario,
with commentary on broader contextual factors that may be
contributing to the issues in the case scenario. (20%)
Extremely clear understanding of task demonstrated. Key
themes in case scenario drawn out, supported with insightful
wider contextual commentary, supported with relevant academic
and/or practitioners sources.
Excellent understanding of task. Key themes summarised from
case. Clear attempt to link themes in case with wider contextual
factors (e.g. economic, social, political)
Very clear understanding of task. Essential themes from case
summarised. Some wider contextual factors discussed, with
some supporting evidence.
Clear understanding of task. Most of key themes from case
summarised.
Some wider contextual factors discussed, but limited supporting
evidence.
Reasonable understanding of the task. Key themes from case
summarized, but quite limited contextual factors discussed.
Poor understanding of the task. Rather incoherent themes from
case presented.
No contextual factors covered.
Poor understanding of the task. Incoherent introduction -
unnclear what the aim of your report is.
Very poor understanding of the task. Incoherent introduction.
Proposed solutions to address key issues in organizational case:
two/three clear recommendations, with relevant supporting
evidence to justify these (40%)
Extremely clear and relevant recommendations, supported with

a wide range of academic/practitioner sources, or comparable
case example. Extremely clear evidence of wider research.
Very clear and relevant recommendations, supported with a
good range of academic/practitioner sources, or comparable
case example. Clear evidence of wider research.
Clear and relevant recommendations, supported with a good
range of academic/practitioner sources, or comparable case
example. Evidence of wider research.
Relevant recommendations, supported with a good range of
academic/practitioner sources, or comparable case example.
Evidence of wider research, but over-reliance on other cases,
than case one type.
Relevant recommendations but supporting evidence limited.
Over reliance on a particular type of resource e.g. practitioner
sources, or supporting case example(9) not from comparable
sector.
Recommendations not well thought out – unrealistic , or do not
reflect the key issues in the case. Supporting evidence limited.
Recommendations not well thought out – unrealistic , or do not
reflect the key issues in the case. Supporting evidence very
limited.
Recommendations clearly not well thought out – unrealistic , or
do not reflect the key issues in the case. Lack of supporting
evidence.
Implementation plan: (30%)
This section is extremely well thought through. Clear actions,
with responsibilities. Timescales are realistic. Very clear
thoughts on how outcomes will be monitored.
This section is well thought through. Clear actions, with
responsibilities. Timescales are realistic. Clear thoughts on
how outcomes will be monitored.

This section is well thought through. Clear actions, with
reasonably clear responsibilities. Timescales are quite realistic.
Clear thoughts on how outcomes will be monitored.
This section is quite well thought through. Actions reasonably
clear. Timescales rather ambitious. Good thoughts on how
outcomes will be monitored.
This section needed more thought. Actions less clear and/or
unrealistic. timescales. Reasonable thoughts on how outcomes
will be monitored.
This section needed a lot more thought. Actions unclear and/or
unrealistic. timescales. Limited evidence of how outcomes will
be monitored.
This section needed a lot more thought. Actions very unclear
and/or unrealistic. timescales. Limited evidence of how
outcomes will be monitored.
This section needed a lot more thought. Actions very vague.
Limited evidence of how outcomes will be monitored.
Presentation, structure, and referencing: (10%)
Extremely fluent and fluid assignment. Professional
presentation. In-text referencing consistently conforms to
Harvard standards. Reference list in correct Harvard format.
A highly fluent and fluid assignment. Professional
presentation..
In-text referencing largely conforms to Harvard standards.
Reference list largely in correct Harvard format.
Very fluent and fluid assignment. Professional presentation.
In-text referencing largely conforms to Harvard standards.
Reference list largely in correct Harvard format.
Overall quite fluent and fluid assignment. Good overall
presentation and style of writing. In-text referencing largely
conforms to Harvard standards. Reference list largely in correct
Harvard format.
Your assignment is reasonably well presented, but structure
needs working on, so that your points flow better. Style of
writing rather journalistic. Referencing needs attention to
ensure consistent use of Harvard format.

Poor overall structure. Unprofessional presentation – evidence
of lack of attention to detail in places. In-text referencing and
reference list does not conform to Harvard format.
Very poor structure. Unprofessional presentation - lacking
attention to detail e.g. spelling and grammatical errors.
Referencing and bibliography do not conform to Harvard format
Extremely poor structure – incoherent. Unprofessional –
presentation, that lacks attention to detail e.g. contains spelling
mistake, grammatical errors. In-text referencing and
bibliography do not conform to Harvard format

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