Surrey Business School (PG)
Assessment Cover Sheet - Please complete the boxes below
Student URN >
Monday 24th November 2014
Student Name >
Actual word count
International Business Management
List of references will not be included in the word count.
The use of appendices is not permitted in assignments and students should be aware that work submitted as an appendix will not be read and will not count towards the final mark of the assignment.
Module: Management of Human Resources – Assignment 1 (40%)
For this assignment you are required to write a 1,000-word essay on ONE of the following topics:
What is the connection between the concept of the psychological contract and the theories of employee motivation, and how valid are these models in the 21st century workplace? ‘Sound recruitment and selection systems are more important than sound reward systems’. Discuss. The Learning Organisation is more of an aspiration than a reality. Discuss. If people like change in general, why is there so much resistance to organisational change? There is rarely agreement on the attributes of the ‘ideal manager’. How might the HR function help to ensure that competent managers are in place?
Essay style – no headings or sub-headings.
Use Harvard referencing conventions – see guide in SurreyLearn. Do not use a table of contents.
Conclusions should be clear – this section should commence with, “In conclusion…..”
N.B. please provide applied examples to illustrate your answer.
Markers should mark using the basis of assessment on p.2 and the grading guide on p.3. A mark should be given for each section and the total mark should be a sum of the section marks. General comments should be written in the section provided. Feedback comments should be legible.
Basis of Assessment
Markers are required to put comments in all the sections
Presentation and Style
Inappropriate structure, unclear, referencing minimal or inaccurate: Appropriate structure, clear articulation, referencing acceptable: Appropriate structure, clear articulation, correctly/fully referenced:
00 to 04
05 to 07
08 to 10
Evidence of reading/research and use of resources
Reference to set texts only: Includes popular journal articles:
Incorporates specialist texts/books:
Reading extends beyond and above high quality journal articles:
00 to 05
06 to 10
11 to 15
16 to 20
Analysis of the topic
Wholly descriptive: Mainly descriptive but containing limited critical evaluation: Roughly equal amounts of description and critical evaluation: Critically evaluative discussion with necessary description:
00 to 10
11 to 20
21 to 30
31 to 40
Use of applied example
No example or only marginally appropriate for the assignment: Some example/s but these are poorly related to theory:
Example/s are highly appropriate and relevant and fully analysed:
00 to 04
05 to 09
10 to 15
Little reference to body of assignment:
Reference to main themes in text:
Clear drawing together of theory and applied examples:
00 to 04
05 to 09
10 to 15
Total score – subject to moderation & BoE confirmation
Grading guide – as used by the marker/s of this assignment Markers should not shy away from giving very low marks for work of a poor standard; to give a higher,...
References: Barr, P.S., Stimpert, J.L. and Huff, A.S. (1992) “Cognitive Change, Strategic Action, and Organizational Renewal”, Strategic Management Journal, 13 (Special Issue), pp. 15-36.
Boeker, W. (1997) “Strategic change: The influence of managerial characteristics and organizational growth”, Academy of Management Journal, 40 (1), pp. 152-170.
Child, J. and Smith, C. (1987) “The context and process of organizational transformation - Cadbury Limited in its sector”, Journal of Management Studies, 24 (6), pp. 565-593.
Coghlan, D. (1993), “A person-centred approach to dealing with resistance to change”, Leadership and Organization Development Journal, Vol. 14 No. 4, pp. 10-4.
Darling, P. (1993), “Getting results: the trainer’s skills”, Management Development Review, Vol. 6 No. 5, pp. 25-9.
de Jager, P. (2001, May/Jun). Resistance to change: a new view of an old problem. The Futurist, 24-27.
Gersick, C. J. G. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16, pp. 10-36.
Hussey, D. (2000) How to Manage Organisational Change. 2nd Ed. London: Kogan Page
Leana, C.R. and Barry, B. (2000) “Stability and Change as Simultaneous Experiences in Organizational Life”, Academy of Management Review, 25 (4), pp. 753-759.
Matrosova Khalil, S. (2013) “From resistance to acceptance and use of technology in academia”, Open Praxis, 5(2).
Myers, K. and Robbins, M. (1991), `10 rules for change’, Executive Excellence, Vol. 8 No. 5, pp. 9-10.
Nadler, D.A. (1981), “Managing organizational change: an integrative perspective”, The Journal of Applied Behavioural Science, Vol. 17 No. 2, pp. 191-211.
Steinburg, C. (1992), “Taking charge of change”, Training and Development, Vol. 46 No. 3, pp. 26-32.
Thomas, J. (1985). Force field analysis: A new way to evaluate your strategy. Long Range Planning, 18(6), pp.54-59.
Zaltman, G. and Duncan, R. (1977), Strategies for Planned Change, John Wiley & Sons, New York, NY.
Zander, A. (1950) Resistance to Change - Its Analysis and Prevention, Advanced Management Journal, 15 (1), pp. 9-11.
Please join StudyMode to read the full document