Question:
In the CIPD exam you have three hours to complete the paper. Section A is a case study and in Section B you are required to answer five questions. The two sections are equally weighted – so you have roughly 1.5 hours to answer Section B. There are six questions on this paper, so aim to complete it in just under 2 hours. There is no word limit.
These questions have all been taken from past CIPD exam papers for this module:
- Writers such as Lepak and Snell (2007) argue that with organisations driven by employer demands for competitive advantage, and in response to significant longterm trends in the business context, there is a shift away from the ‘management of jobs’ by organisations to the ‘management of people’ within them.
- Critically analyse some of these significant long-term trends in the business context that are affecting organisations.
- Examine the implications of these trends for managing people and managing the HR function.
- There are a number of typologies which categorise organisations on a range from fully private to public without competition.
- Categorise your organisation in terms of its dominant typology and justify your response.
- Identify and analyse up to three internal, social components of your organisation and explain why they are important.
- There are various definitions of ‘management’ but basically management is recognised as the processes used by managers to run contemporary organisations so as to promote the objectives set for them. The term ‘management’ is also used to describe the group of people carrying out managerial functions within organisations.
- Is management a profession? Justify your answer.
- Analyse the contribution that HR practitioners make to the management function, drawing upon examples from your organisation.
- Armstrong (2009) and others argue that performance management processes have become increasingly important in recent years, as means of providing an integrated and continuous approach to managing performance within organisations. It is also argued that performance management is more likely to be based on the principle of management by agreement or contract, rather than management by command.
Drawing upon research and current practice, critically evaluate the performance management system in your organisation. - The marketing function provides the interface between organisations and their customers, with the aim of promoting sales, customer acquisition, customer loyalty and customer retention.
- Critically evaluate the role of marketing within organisations, highlighting the key elements within it.
- Discuss how the HR function can contribute to the effectiveness of the marketing function.
- The contemporary HR function is increasingly concerned with business focus, its contribution to added value, a unitary perspective of the employment relationship and the assumption that people in organisations make a difference to organisational performance. But there is no single model of the HRM function or any consensus about its wider features, only a series of different models.
- Drawing upon research, critically evaluate any one recognised model of the HRM function.
- Discuss the extent to which this model is applicable to your organisation and why (or why it is not).
Solution:
Talent development represents an important component of the overall talent management process (Novations, 2009, Cappelli, 2009). While it is possible for organisations to pursue a strategy that focuses on talent acquisition from the external labour market, such a strategy is unlikely to be successful in the long term. It is well established that there are significant advantages to be gained from an internal development approach and that organisations need to acquire and develop industry – and firm-specific knowledge and skills (Lepak and Snell, 1999) in order to be competitive. As a consequence, organisations…………………………………………………………………………………………………………………………………………………………………….Kindly contact our team to receive tutorial services on this assessment in full based on the questions selected
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