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MGN421 Strategic HRM: Assessment Item 2 Case Analysis (60%) PERFORMANCE STANDARDS| High Distinction| Distinction| Credit| Pass| Fail| KS (1. 1) Well-researched knowledge and critical understanding applied to issues at the forefront of a specialised discipline area| Demonstration of current knowledge of the chosen business strategy and the implications for strategic human resource management (SHRM)Weighting: 10/60| Full critical exploration of the chosen business strategy and the implications for SHRM is demonstrated through discipline knowledge that is well-researched, current and comprehensive. Some critical exploration of the chosen business strategy and the implications for SHRM is demonstrated through discipline knowledge that is well-researched, current and relevant. | Some critical exploration of the chosen business strategy and the implications for SHRM is demonstrated through well- researched discipline knowledge, though there are some gaps of recency and relevance. | An atte mpt at critical exploration of the chosen business strategy and the implications for SHRM is demonstrated through adequately-researched discipline knowledge, though there are gaps of recency and relevance. There is little/no critical exploration of the chosen business strategy and the implications for SHRM, and little/no current discipline knowledge demonstrated. | CTA (2. 1) Apply logical, critical and creative thinking and judgement to generate appropriate solutions to problems in the disciplinary context| Analysis and recommendations relating to the chosen strategy for the case organisationWeighting: 10/60| In depth analysis is conducted of the critical issues relating to the chosen strategy for the case organisation.The analysis demonstrates an exemplary understanding of the current business strategy and the SHRM issues relating the chosen strategy. All recommendations provided follow in a strictly logical way from the critical analysis and are highly appropriate. There is consi stently good judgement shown in the prioritisation and discussion of (best) options, range of alternatives etc| A solid analysis is conducted of the critical issues in the chosen strategy as it applies to the case.The analysis demonstrates a solid understanding of the current business strategy and the SHRM issues relating to the chosen strategy. The recommendations provided are mostly well linked to the critical analysis, and they are appropriate. Good judgement is shown in most discussion of (best) options, alternatives etc| A sound analysis is conducted of the chosen strategy as it applies to the case but this could have been further developed around the critical issues.The analysis demonstrates a sound understanding of the current business strategy and the SHRM issues relating to the chosen strategy but there are gaps or lack of detail. The recommendations show links to the analysis, more strongly in some areas than others. Most solutions and recommendations are appropriate. Ther e are some instances of good judgement in the discussion of (best) options, alternatives etc. | An attempt at analysis of the chosen strategy in the case but there are significant gaps or lack of detail on the critical issues.The analysis demonstrates a limited understanding of the current business strategy and the SHRM issues relating to the chosen strategy. The recommendations show some linkage to the critical analysis, though this could have been more strongly done. There is a degree of appropriateness in the recommendations put forward; but they are not necessarily totally appropriate. | Little attempt at analysis of the chosen strategy as applies to the case. Content is a description rather than a critique and analysis and may be general rather than applied to the case organisation.Little or no application to the specific organisation. There is no linkage of recommendation(s) to critical analysis; any recommendations made are not appropriate and there is little/no evidence of c ritical judgment shown in the discussion. | Analysis and recommendation relating to the role of the HR function in executing the chosen strategy in the case organisationWeighting: 10/60| In depth analysis is conducted of the role HR could play in the organisation.The discussion demonstrates an exemplary understanding of SHRM issues and the potential role for a HR function and/or professional backed up by high quality research and references. | A solid analysis is conducted of the role HR could play in the organisation. The discussion demonstrates a sound understanding of SHRM issues and the potential role for a HR function and/or professional backed up by quality research and references. | A sound analysis is conducted of the role HR could play in the organisation.The discussion demonstrates a reasonable understanding of SHRM issues and the potential role for a HR function and/or professional backed up by basic research and references. | A basic analysis is conducted of the role HR could play in the organisation but there are gaps and lack of detail. The discussion demonstrates a basic understanding of SHRM issues and the potential role for a HR function and/or professional but does not support this sufficiently with references. | The role HR could play in the organisation is discussed but there are significant gaps..The discussion demonstrates a lack of understanding of SHRM issues and the role for of a HR function and/or professional and there are limited or no references. | PC (3. 1) Ability to create and present professional documents and/or reports using high levels of analysis/synthesis/evaluation for a range of contexts and audiences| Structure and presentation of reportWeighting 6/60| The report is professionally presented with substantial attention to detail. It is well structured, coherent, with logical organisation.Contains outstanding use of grammar, syntax and spelling. | The report is professionally presented, well structured, coherent, with a lo gical organisation, and high standards of written expression and grammar. | The report in the main is professionally presented, clearly structured, coherent with clear standards of written expression. The report is substantially free of spelling and grammatical errors. | The report has some elements of professional presentation and has some structure and coherence.The written expression is at times unclear/ has some grammatical problems. | Report is poorly structured, poorly written, lacks coherence and fails to convince the audience. Spelling and grammar are poor. | Use of sources and referencing Weighting: 8/60| Well-judged and well-integrated selection of a quality range of sources to support content; all sources appropriately acknowledged; referencing consistently accurate| Good number and range of quality sources, mostly critically integrated; all sources appropriately acknowledged; high level of accuracy in referencing. Adequate number of sources with attempt to give a range a nd critically integrate; all sources acknowledged; only minor inaccuracies in referencing. | Adequate number of sources though range may be restricted, and sources not always well integrated; some instances where failure to acknowledge sources is evident; some inaccuracies in referencing| Sources used are insufficient, inappropriate, or uncritically used; lack of proper acknowledgement of sources; referencing inaccurate. Executive summaryWeighting: 6/60| The executive summary provides a high quality, clear, concise and professional summary of the report’s purpose, analysis and recommendations. | The executive summary provides a clear and concise summary of the report’s purpose, analysis and recommendations. | The executive summary provides a reasonable summary of the report’s purpose, analysis and recommendations. | The executive summary provides a summary of parts of the report however elements are missing or not well summarised. The executive summary does not adequately summarise the purpose, analysis and/or recommendations and would not be sufficiently informative for a management team. | SEU (5. 1) Apply knowledge of the ethical, social and cultural dimensions relevant to business situations, including appropriate standards or codes of practice, to provide courses of action| Analysis and recommendations show regard for ethical, social and cultural issues relevant to the case. Weighting: 10/60| The analysis and recommendations show a high regard for ethical, social and cultural issues that apply to the chosen case. The analysis and recommendations show a high regard for ethical, social and cultural issues that apply to the chosen case. | The analysis and recommendations show some regard for ethical, social and cultural issues that apply to the chosen case. | The analysis and recommendations show minimal regard for ethical, social and cultural issues that apply to the chosen case. | The analysis and recommendations show little or no rega rd for ethical, social and cultural issues that apply to the chosen case. |