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Value and contributiontion to organizational success

Value and contributiontion to organizational success



Value and contributiontion to organizational success



This unit gives students the opportunity to make links between the role and function of HR and emerging HR developments. This will enable students to show an awareness of HR as a key contributor to organizational success. On successful completion of this unit students will have a greater understanding and appreciation of the role played by HRM in adding value to activities which contribute to the success of an organization. Students will understand typical aims and objectives of the HR function in a contemporary context, enabling them to make an effective contribution to the HR department of an organization.




Learning Outcomes


By the end of this unit a student will be able to:


LO1 Evaluate the importance of organizational design to the delivery of sustainable performance. LO2 Analyze the requirement to develop motivated, knowledgeable and experienced individuals and teams.


LO3 Apply contemporary knowledge and research to support emerging HR developments.


LO4 Evaluate the relationship between organizational design and change management.



Submission Format:



The submission is in the form of an individual written report. The Report should have three parts covering


Task 1, Task 2 & Task 3. This should be written in a concise, formal business style using single spacing and


font size 12. You are required to make use of table of content, headings, paragraphs and subsections as


appropriate, and all work must be supported with research and referenced using the Harvard referencing


system. Please also provide a bibliography using the Harvard referencing system. A brief Harvard reference


guide is attached in the end of this assignment for you to use. The recommended word limit is 2,500–3,000


words, although you will not be penalised for exceeding the total word limit.




Case study: Why HR Really Does Add Value



In light of today’s economic volatility and uncertainty every aspect of business is being re-examined for its value in creating and sustaining profitable growth. I’ve worked in human resources for over 25 years, the past six with Newell Rubbermaid, and this is not a new endeavor for me. Throughout my career, I have consistently faced the question, “How does HR add value in a business?” In many cases, this question is not asked politely.


Adding legitimacy to this skepticism are new technologies that enable automation of routine transactions, offshoring and shared service organizations that specialize in managing many tactical elements of HR. Outside vendors are handling classic HR functions like payroll, staffing and recruiting, and even equal employment opportunities investigations, often at a lower price and higher quality than companies can manage for themselves. Even sacred and often arcane areas of HR such as executive compensation are now largely guided by outsourced providers who are experts in current tax and SEC regulations.


In this world flush with cheaper ways to fulfill traditional HR tasks, is HR becoming obsolete?


Early in my career I was fortunate to help a large manufacturer and distributor of construction and agricultural equipment change the way it went to market in North America. In the mid-1990s the small businesses that dominated both construction and agriculture were being replaced by much larger corporate competitors. As a result, procurement specialists who were much more sophisticated than the small farmers and family construction owners became my firm’s target, which required a change in the way we sold. The company’s relationship-based salespeople needed to become business people who understood the applications of the machinery in their areas, the competitor’s equipment, the company’s strengths and weaknesses, and the economics of our distributors and customers in order to put together multi-million dollar deals that delivered financial benefits to all parties.


By utilizing basic HR tools like business process redesign, organizational redesign, job redesign and competency model development, we were able to more effectively align our selling and support processes to the changing business realities of large-scale farming and construction. Within the first year of our effort net sales increased 27 percent while fixed costs were reduced by 40 percent.


In order to add significant value to a business, HR must be able to support and enable the execution of strategy through building organizational capability. This is a role that cannot be automated, shared as a service, offshored or outsourced. It comes from an intimate knowledge of a business’s strategy and the existing capabilities of the organization. The great advantage that HR has in this area is that, ultimately, all strategy is executed by people – people who need to be supported, trained and equipped to fulfill the strategic vision. This is the real role of HR, and even though some people remain skeptical of its bottom-line importance, in fact its relevance cannot be underestimated.


In my current position at Newell Rubbermaid, we have gained consensus among our senior leaders that the primary role of HR is to build organizational capability to support the execution of business strategy. Our leaders are so excited by this shift that they want us to be able to execute against the new model of HR as soon as possible.


From my experience, however, I’ve learned that this is not a simple shift that happens overnight–it takes some time. To get there, our HR department is applying the same principles of business process redesign, organizational redesign, job redesign and competency model development to our own function. We have mapped competencies to each job and started to understand the gaps between where we are today and where we want to be in the future. We have also started to lay out a long-term development process for our HR associates to teach them everything from financial basics to strategic workforce planning. We’re also using technology to relieve our staff from doing more routine HR work so they can focus on building capabilities.


Our approach is to not replace our current HR team with new people or technologies, but to teach them the new skills required for HR’s new role in today’s business environment. We understand that this is a multi-year journey, but feel it is the right approach for our business.


Source: https://hbr.org/2011/12/why-hr-really-does-add-value



Specification of Assessment



LO1 & LO2: (Task 1)


P1 Evaluate the importance of organizational design theory in the context of organizational structure and fulfilling organizational strategy, using specific organizational examples.


[Students are required to explain Organizational Design as a historical concept. Learners need to define contemporary Organizational Development and to design organization using appropriate theories to meet strategic aims.]


P2 Analyse the different approaches and techniques used for attracting, maintaining developing and rewarding human resources to create a skilled and dedicated workforce.


[In this section learners need to use motivation and motivation theory: intrinsic and extrinsic motivation, content versus process motivational theories. How motivation can be harnessed to support competitive advantage and issues associated with low levels of motivation]


M1 Apply appropriate theories and concepts to critically evaluate the importance of organisational design, using specific organisational examples.


[Human capital as a concept which relates to the value of knowledge, habits and attributes which people have. How can human capital be developed to support organisational growth?


M2 Use specific example to critically analyse different approaches and techniques to motivation, human capital and knowledge management.


D1 Make appropriate recommendations supported by justification based on a synthesis of knowledge and information to show how to improve the delivery of the sustainable performance.


[Understanding that an organisation must be designed and structured in such a way that delivering sustainable short and long-term objectives is achievable. OD as part of a process where sustainability is a key factor of, and to, the process.]


LO3 (Task 02):


P3 Conduct research and use contemporary knowledge and research to support emerging HR developments. [Developing knowledge through research: Use of effective research skills to explore contemporary research based on emerging HR developments. These are contextual to a country/region but an understanding of how these are linked in a global environment should be considered]


M3 Evaluate how emerging HR developments will affect the role of the HR function in the future.

[How will the HR function evolve given advances in technology that have influenced workforce behaviour and culture, HR practices and skills requirements? The increased demand for a better work-life balance. The impact of cross-cultural engagement within organisations and the impact of globalisation.]


D2 Make valid judgements and conclusions supported by a synthesis of knowledge and research information. [Current external and internal factors which present challenges and barriers to effective Human Resources Management. Forecasting potential challenges and barriers.]


LO4 (Task 03):


P4 Evaluate how organisational design has to respond and adapt to change management and the relationship that exists between the two using a specific organisational situation.


M3 Evaluate the different types of changes that can affect organisational design, including transformational and psychological change.


[The changing environment: How does this impact on organisations to adapt? Do they take an incremental or radical approach? The decision will determine how the organisation is designed and managed.


Change management: Change management theories and theorists such as Lewin, Kotter, transformational change or the psychology of change. Consider effective change management within legal and ethical constraints.]


D3 Critically evaluate the complex relationship between organisational design and change management. [Considering these at the organisational and individual level where it is accepted that people are the biggest barriers. Self-efficacy perceptions and the relationship to organisational change. Through communication, employee involvements, organisational re-design and/or preparing employees for change.]




Recommended Resources


HAYES, J. (2014) The Theory and Practice of Change Management. 4th Ed. London: Palgrave Macmillan.


LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester:




MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: A Practitioner's Guide for OD and HR.


London: Kogan Page.


STANFORD, N. (2013) Organization Design: Engaging with Change. 2nd Ed.


London: Routledge


Assignment Submission Instructions


To submit Assignment, please follow the instructions below -


1.           Go to the following website: 




2.    Start by clicking on the class name you would like to submit to after logging in to Turnitin



3.    You will see a two links, one for your Draft Submission and one for the Final Submission. Click on the Submit button to the right of the assignment you wish to submit. Please remember that you will only be able to submit to each folder once.


4.   Select single file upload from the Submit: pull down menu



5.   Enter a title for the submission


6.    Once the requirements for single file upload have been reviewed, students have a choice to upload a file from:

 ·         the computer

 ·         Dropbox

 ·         or Google Drive




 7.  Click Upload to upload the file

8.    Review the preview panel. Click the Confirm button to upload the file to the assignment



Assignment Submission Limit


Learners must submit their assignments via Turnitin. Turnitin is an originality checking and plagiarism prevention service that is used by the College to assess assignments. The College has a cap on the number of times that an assign



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