7011EHR – Strategy & HR, Trimester 2, 2019 Guidelines for Individual Research Journal Assignment Due Date: Wednesday, 18th September 2019, 5 pm (Week 10) Marks: 35%. The allocation of marks is explained below under Criteria and Marking. Task Description: • The purpose of the assignment is to inculcate and assess ‘high level research capabilities in organizational contexts’ via meta analytic review. In this assignment, students demonstrate the breadth and depth of their understanding of specific topics covered in the course by conducting systematic and thorough literature review and critically analysing and applying the knowledge gained. • This assessment entails students to write three research journals, that are written separately but submitted together, on the topics covered in the following three seminars: o Week 5: HR in an International Context o Week 6: Ethics, CSR & Sustainability o Week 8: SHRM & Knowledge Management Each journal reflection cant exceed more than 800 words. EXMAPLE This is for week 2 what I had done. The same has to be done for week 5’s topic, week 6’s topic and week 8’s topic Example Research Journal Research Journal for Week 2: Introduction to Strategic Human Resources Management Word Count: 607 Abstract: The field of HRM has gradually evolved from a welfare administrative function to a strategic function. The key components of SHRM include systems perspective, HR function organised as a strategic business unit, HR architecture aligned with business strategies, adopting a stakeholder perspective, leveraging technology, focusing on the long-term and implementation aspects. The prescribed reading by Lengnick-Hall et al. (2009) elaborates on this evolution and examines seven themes which have led to the adoption of strategic HR practises, including the incorporation of contingency perspective, strategic rather than administrative focus, adoption of high performance work practices, going beyond the focal organisation, execution excellence, outcome-orientation and evidence based management. Synthesis: As core part of the business, HR’s role is to strategically add value by providing the necessary support that will assist the organisation to achieve its strategic goals, and therefore a sustainable competitive advantage. Not all strategic practises are best practise universally. In line with Lengnick-Hall et al. (2009), Jackson et al., (2014) present an aspirational framework for SHRM wherein they underscore the dynamic interaction between the external and internal environments that results in appropriate strategic objectives which flow through the entire spectrum of the HRM system in order to optimally address both internal and external stakeholders. The core competencies and capabilities of the firm are the key sources of sustainable competitive advantage and they include eliciting discretionary employee behaviours and designing HR policies that create highly skilled and motivated workforce. Further supporting this view, Boselie and Paauwe (2010) stress that high involvement/performance work practices can positively enhance workforce motivation and firm performance. They also highlight how social and organisational capital can augment human capital. While Pfeffer & Vega (1999) argue for the universalistic best practice approach, it is now fairly well-established that the contingency or the best fit approach is best suited to accommodate the complexity and diversity of the global business environment (Lengnick-Hall et al., 2009). Becker and Huselid (2006) identify key challenges facing SHRM, particularly with regard to strategy implementation. They emphasise the importance of workforce differentiation as articulated by Lepak and Snell (2002) based on uniqueness and value; however, by overly focusing on star performers, organisations run the risk of neglecting contingent labour. While the resource-based view (RBV) underpins the theoretical foundation of SHRM, it needs further innovation and revitalisation to be sustainable (Barney, Ketchen and Wright, 2011). Accordingly, Buller & McEvoy (2012) propose a model to sharpen the line of sight that emphasises the need for clarity of goals/roles/tasks at the individual, group and organisational levels so that all employees know ‘how’ to implement business strategy. Managerial Implications: In order to critically reflect on the key concepts mentioned earlier, I have chosen the video on Sysco, shown in class. Sysco sells food products throughout the USA with a vision to be most valued and trusted business partner of their customers (Sysco, 2015). It follows a distinct business strategy of ‘differentiation’ to market and deliver ‘great products’ with ‘exceptional service’. This strategy requires keen business insights, world-class supply chain management and a workforce with extraordinary commitment and competence. Accordingly, the HR strategy is deeply embedded in the business strategy and is built on performance based culture and compensation. Sysco practices evidence-based people management by applying appropriate HR metrics focused on employee satisfaction, productivity and retention. Thus, Sysco provides a fine example of HR alignment with business strategy; however, to achieve this level of ‘fit’, the strategic management process has to be highly advanced with strategic leadership capability, conducive organisational culture and a highly motivated workforce. Not many organizations are at this advanced level of evolution and therefore, for them these can only be aspirational goals. References: Barney, J. B., Ketchen, D. J. & Wright, M. (2011). The future of resource-based theory: Revitalisation or decline? Journal of Management, 37(5), 1299-1315 Becker, B.E. & Huselid, M.A. (2006). Strategic Human Resource Management: Where do we go from here? Journal of Management, 32(6), 898-925 Boselie, P & Paauwe, J. (2010). Human resource management & the resource based view. In A. Wilkinson et al. (eds) The Sage Handbook of human resource management. London: Sage. P. 421-437. Buller, P.F. & McEvoy, G.M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22, 43-56 Jackson, S.E., Schuler, R.S. & Jiang, K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), 1-56 Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S. & Drake, B. (2009). Strategic Human Resource Management: The evolution of the field. Human Resource Management Review, 19, 64-85. Lepak, D. P. & Snell, S. A. (2002). Examining the human resources architecture: The relationships among human capital, employment and resource configurations. Journal of Management, 28(4), 517-543. Pfeffer, J. & Veiga, F. (1999). Putting people first for organisational success. Academy of Management Executive, 13(2), 37-48. Sysco (2015). Mission and Vision. [Online] http://www.sysco.com/about-sysco/mision-vision-and-strategy.html Accessed 14th March, 2018. Criteria & Marking: PLEASE FOLLOW THE CRITERIA it is very important. On the top of each journal, clearly mention the week, the topic AND the word count as given in the attached sample journal. “Each” journal will comprise of three sections: – Abstract (5 marks): Based on your understanding of the seminar presented in the relevant week AND the prescribed reading for the topic, ‘summarize’ the topic by “identify(ing) key elements and condense important information into (your) own words during and after reading to solidify meaning.” In other words, “tell what’s important” (Fries-Gaither, 2010). This is not a ‘cut and paste’ job from lecture notes and prescribed reading but expressing in ‘your own words’, the key elements of the topic(s) covered and how they integrate with each other. – Synthesis: Comprehensive Literature Review, Synthesis of Source Materials & Presentation of Data (20 marks) In this section, students will critically analyse “minimum five papers” on the topic. The papers may include recommended and additional readings as posted on the course web site for each week plus any other relevant reading you may identify on the topic through database and journal search. An indicative list of suitable journals and books for this course is given in Sections 3.2 and 3.5 of the Course Profile. Students are encouraged to refer and use published case studies on real organisations to understand practical issues. Just mentioning references to papers is not good enough. You need to briefly summarise their key findings and compare and contrast the viewpoints expressed in the readings in order to critically analyse them (see Sample Journal attached). Synthesizing involves combining ideas and allowing an evolving understanding of text. It’s about “[creating] original insights, perspectives, and understandings by reflecting on text(s) and merging elements from text and existing schema.” In other words, “put pieces together to see them in a new way” (Fries-Gaither, 2010). This section attracts maximum marks and therefore, should be addressed in greater detail compared to other sections. You cannot reproduce Figures and Tables from articles etc. – Managerial Implications (10 marks) In this section, students will write about their own reflections of the topic(s) covered in terms of how the topic(s) apply to their work setting and/or national context. Reflection helps us to make sense of experience, improve our powers of observation and promotes consistency between beliefs and practices leading to adoption of best fit practices. It depends on the student’s academic and work background as well as their country of origin in order to apply the theories/concepts discussed in the class to a ‘real world situation’. You need to go beyond “superficial” reflections. A deep reflection involves going beyond a lay man’s understanding of the topic and deals with it in an academically rigorous way and well informed by readings. Link your observations to real life examples by questioning their relevance to your country, industry or company you might be working now or in the past or to companies that are in news. Do not use the same work experience for writing this section for all three journals. Alternatively, use the case studies and/or videos listed under learning resources for each week. While your personal reflections don’t require references, if you are analysing an industry or company, you need to quote the source of your knowledge/analysis (company web site, newspaper articles etc.). Make sure to clarify how the observations made relate to the topic being discussed for the week. Fries-Gaither, J. (2010). Summarizing and Synthesizing: What’s the Difference? [Online] http://beyondpenguins.ehe.osu.edu/issue/climate-change-and-the-polar-regions/summarizing-and-synthesizing-whats-the-difference. Accessed 14th March, 2018. Check List/Summary of Key Assignment Requirements: • Word Count: The word limit for each journal is minimum 650 words and maximum 850 words (excluding reference list). Please mention the word count on the top of every journal. • Abstract: In this section, the only reference you need is from the prescribed reading. Every other reference should come under the Synthesis section. • Synthesis: Pick few key themes from your literature review on the topic and lay them out via the references. That way you are able to retain the focus. Remember, this is the biggest section and deserves utmost attention. The requirement is “minimum” five well-chosen articles. To get better marks, you need to go beyond five. Make full use of the word limit (850 words/journal). • Managerial Implications: Please go beyond the video shown in class and do further research on the company to conduct a brief SWOT (strengths, weaknesses, threats and opportunities) analysis. Please don’t be over awed by the organisation. You need to clearly identify weaknesses/vulnerabilities of the organisation as well as the limitations of its best practices to other contexts (different industry sectors, countries etc.). • References: Minimum 5 (but ideally 8) high quality papers to be referred and used. Each journal should have its own reference list. • After finalising every journal, please go through the assignment guidelines carefully and make sure each journal strictly complies with the specified requirements. • Substitution: OPTION II: on any aspect of HR Strategy in that organisation by interviewing key stakeholders and undertaking documentary analysis. However, they need to take prior written permission of the Course Convenor and discuss modalities (such as a letter from the participating organisation confirming the veracity of the research conducted) to be able to make this substitution. This will also entail making a presentation in the class on your findings. If interested, please email the course convenor (Sangita.de@griffith.edu.au) as early as possible, but no later than 26th July, 2019, to discuss substitution and obtain specific guidelines. • Week 5 – Videos and case study links Week 6 – Videos and case study links http://www.afr.com/p/national/hr_experts_stunned_at_toyota_approach_lZXX800MhYmvJrTl21fSlJ week 8 – videos and case study links ~~~For this or similar assignment papers~~~