Associated Assessment Criteria for Exit Level Outcome 1:
Describe how to align compensation strategy with business strategy; and how this contributes to human resource management objectives such as talent acquisition, retention, and performance improvement.
Give guidance on the implementation and evaluation of a benefit qualification that will maximise the return on investment.
Compare and apply motivational theories (including equity theories) that explain the influence of compensation on employee attitude and behaviour.
Discuss the legal framework for compensation, including corporate governance considerations, and highlight compliance issues facing the organisation.
Diagnose the condition of the employment relationship concerning its dimensions, objectives and possible environmental influences.
Identify international trends in Human Resource Development (HRD) and indicate the relevance to the South African situation.
Identify local trends in HRD with specific reference to Education, Training and Development (ETD) practices and legislation.
Design a learning qualification to help HRD managers apply the principles underlying the development of ETD practitioners.
Formulate an implementation strategy to conform to national ETD practices and standards. Integrate ETD within the broader framework of HRD.
Differentiate between the activities the Human Resource (HR) function performs, the HR value chain and practical measurement tools for people management.
Integrate HR Metrics within HR activities and the HR value chain.
Distinguish between the essential characteristics of HR variables.
Analyse global trends in Organisational Behaviour and derive cross-cultural challenges for organisations in South Africa.
Define human behaviour in the organisational context and recognise the opportunities change creates.
Analyse the nature and impact of individual and group behaviour as well as organisational structures and processes on the individual, group and organisational well-being and effectiveness within an organisation.
Delineate the dependent variables of Organisational Behaviour and distinguish them from the independent variables.
Identify specific personality characteristics and their influences on behaviour within organisations.
Define social perception and explain how characteristics of the perceiver, the target and the situation affect it.
Evaluate the accuracy of managerial attributions from the standpoint of attribution biases and errors.
Discuss the definition and importance of emotions at work.
Distinguish between organisational citizenship and workplace deviance behaviours.
Describe the prominent theories of work motivation and indicate how workers can be motivated when applying these theories.
Discuss contemporary organisation development interventions and recognise the opportunities that change creates for organisations.
List the knowledge, skills and values that need to be acquired.
Identify professional pillars and core human resource management competencies and capabilities required to ensure ethical people management practices in sustainable organisations.
Discuss the role of human resource management in strategy formulation and describe human resource management issues and practices associated with various directional strategies.
Identify critical components of useful corporate ethics qualifications and discuss the implications of ethics governance and the governance of ethics for the human resource management function.
Describe an effective performance management process to ensure optimal functioning of employees and congruence between their activities/outputs and organisational goals.
Determine whether an organisation is ready to introduce flexible work arrangements and describe ways in which the organisation can adapt the size, composition, responsiveness and cost of its people inputs required to achieve desired objectives.
Apply electronic, human resource management to critical human resource management functions and describe an effective change management strategy when implementing electronic human resource management.
Debate the duality raised by the simultaneous need for standardisation and localisation of human resource management and describe strategic approaches to international human resource management.
Provide guidelines for managing HIV/AIDS in the workplace according to codes of good practice for South Africa, the World Health Organisation (WHO), the International Labour Organisation (ILO) and the Southern African Development Community (SADC).
Identify major causes and consequences of organisational stress and describe wellness initiatives to promote physical, mental and emotional wellbeing for employee and Organisational benefit.
Identify the ethical dimensions of a strategic human resource management paradigm and apply key ethical decision-making frameworks to human resource management functions and activities.
Describe the nature of various approaches to job design, highlighting the benefits & disadvantages of each.
Identify methods of job analysis and construct relevant end-product documents.
Explain the purpose and process of strategic human resource planning.
Within the context of labour legislation, contrast the advantages & disadvantages of internal versus external recruiting, and evaluate the suitability of recruitment media for specific job advertisements.
Within the context of the Employment Equity Act, describe and evaluate each step in the selection process, and construct related documents.
Explain the purpose, value and process of orientation qualifications and design an orientation qualification and a supervisor's orientation checklist.
Associated Assessment Criteria for Exit Level Outcome 2:
Evaluate an organisation's compensation management system in terms of objectives, policy decisions and related techniques.
Evaluate the sources of rights and obligations in the employment relationship.
Evaluate and prescribe formalisation and trust for "good" employment relations.
Evaluate contemporary issues in Employment Relations.
Evaluate strategies; management can take to promote performance improvement as aligned with business objectives.
Apply guidelines and standards of mentoring and coaching.
Analyse the role of group dynamics and team commitment in team effectiveness.
Compare the interpersonal and functional sources of power and identify symbols of power and powerlessness in organisations.
Define organisational politics and distinguish between primary influencing tactics.
Compare and contrast the different leadership theories.
Analyse diversity management strategies in developing an active culture in organisations.
Explain the relationship between organisational culture and performance.
Apply methods of assessing organisational culture and explain actions managers can take to change organisational culture.
Associated Assessment Criteria for Exit Level Outcome 3:
Establish a pay structure through job evaluation and market salary surveys using simulated data.
Establish the employment relationship through the appropriate application of relevant labour legislation in recruitment and selection.
Apply the relevant statutory requirements relating to terms and conditions of employment when drafting employment contracts.
Facilitate the effective management of misconduct by applying relevant labour legislation.
Facilitate the effective management of capacity by applying relevant labour legislation.
Facilitate the effective management of retrenchments by applying relevant labour legislation.
Distinguish between an employment contract proper and an independent contracting relationship.
Process labour disputes through the effective use of appropriate labour dispute resolution procedures.
Design a pay-for-performance plan with consideration of the incentive effect, cost, and fit with business strategy, unintended negative consequences, and relevant motivational theories.
Develop and implement an appropriate employment relations strategy.
Develop and implement employee participation intervention.
Plan and execute an effective management-trade union negotiation.
Identify and evaluate possible Employment Relations and Human Resources Management interfaces.
Execute data analysis of essential HR data using Excel.
Calculate descriptive statistics for specific HR variables using Excel.
Perform correlational and covariance analyses on relating sets of HR data using Excel.
Link HR variables through regression analyses using Excel.
Use excel for examining fit, error and residuals during regression analyses of HR variables.
Compute global measures of fit, that is, R squared statistics and the ANOVA F- statistic during regression analyses of HR variables using Excel.
Assess the impact of an HR qualification or event.
Forecast HR variables during regression analyses using Excel.
Analyse metrics related to talent acquisition and retention activities, for example, during HR planning, recruitment and selection, employee absenteeism and turnover.
Integrated Assessment:
Exams and tests with scenario-based questions form part of the summative assessment. In-class case studies, quizzes, assignments form part of the formative assessment. The institution quality assures the assessment practices. Internal moderation involves a faculty member, who is not involved in the presentation of the module, to scrutinise the assessment assignment(s) and products to check whether there is alignment with the module outcomes. External moderation of assessment assignments also takes place following institution Policy. If a learner is not satisfied with the final grade that he/she received, he/she has the right to make an appointment with the examiner to discuss his/her assignments or tests. The learners receive the opportunity to discuss with the examiner in order for the learner to understand how the examiner assessed his/her assignment or script. At no stage may this discussion become a negotiation about grades. If after that, the learner still feels that the treatment was unfair, and the internal moderator confirmed the result, he/she has the right to request that an external examiner assesses the products of assessment. As per standard procedures for re-marking, the institution charges a non-refundable fee for this service. |
