The following Associated Assessment Criteria will assess the Exit Level Outcomes in an integrated manner.
Apply the principles contained in classic strategic approaches (Minzberg's strategic planning approach, Porter's five competitive forces that shape strategy, and Kaplan and Norton's balanced scorecard), BCG matrix, Life cycle theory to the organisation.
Use the Social Progress Index to assess South Africa's performance on its three indicators and compare these to the National Development Plan.
Assess what we should be looking for when making senior, strategic appointments.
Evaluate the suitability of the role of the human resource manager as a strategic partner for South African organisations.
Design a strategic solution for the organisation to contribute to job creation for the unemployed.
Design an equitable reward programme.
Understand when reward discrimination is justified and use this understanding to design models for rewarding special groups.
Deal with inequitable rewards.
Understand employee withdrawal/turnover processes.
Design retention strategies that organisations can make use of to retain top talent.
Describe the latest legislative developments in the skills development environment in South Africa and assess the impact of these developments on the organisation.
Identify key areas to consider in demonstrating the costs and benefits of human resource programmes.
Construct arguments for the tangible links between HRD and the organisation's strategy.
Identify core evaluator competencies required by HR practitioners working in the HRD domain.
Review current evaluation approaches to generic HR and OB programmes and suggest design improvements.
Identify success indicators for generic HR and OB programmes.
Describe the major trends affecting organisational design and staffing in the South African context and assess the impact of these developments on the organisation.
Identify organisational goals, strategies, and competing for effectiveness values.
Develop an appropriate organisational design that aligned with the organisational strategy.
Review organisational structure types and compare their strengths and weaknesses.
Assess structural alignment, identify symptoms of structural deficiency and make suggestions for improvement.
Explain how different staffing strategies support different business strategies.
Derive a firm's staffing strategy from its business strategy.
Describe the strategic staffing decisions any organisation must make.
Plan, conduct job analysis and competency modelling.
Forecast and plan strategic workforce needed.
Describe various strategies to attract, recruit and retain applicants.
Identify the legislative, regulatory, and ethical parameters guiding the use of personnel selection and assessment in South Africa.
Develop a staff selection programme.
Identify the criteria for successful staffing programmes.
Apply strategies for personnel selection decision making in diverse organisations.
Evaluate the effectiveness of recruitment and staffing activities.
Promote self-awareness regarding cultural preferences and prejudices.
Learn more about how to engage with people and groups that are different from the social majority.
Analyse possible causes of conflict in the workplace based on difference and develop practical solutions.
Design organisational processes and systems, to improve diversity management and a more inclusive workplace.
Develop a range of organisational strategies to take full advantage of the wide variety of talents available in the diverse labour market.
Identify and articulate a relevant and sound real-life people management problem.
Derive an appropriate applied research question from a people management problem
Build evidence-based logical arguments in writing.
Source relevant academic literature using academic search engines.
Employ an academic writing style as recommended by the American Psychological Association (APA)
Reference according to APA conventions.
Demonstrate tan ability to conduct a comprehensive literature review of current and leading research.
Evaluate and critique current research or practices.
Demonstrate the ability to use the resources of academic and professional or occupational discourses to communicate and defend potential solutions to the problem.
Evaluate the merit of these solutions for their context.
Demonstrate appropriate problem-solving skills in the proposed solution to a people management problem.
Demonstrate specialised reference to literature gathered to provide a solution to the problem.
Demonstrate advanced report writing competencies.
Integrated Assessment:
Each module in the qualification is equally weighted, and learners need to pass all modules to pass the course work component of the qualification.
Assessments include assignments which articulate with work-based problems as a combination of theory and application. Each module contains six assessments (2 per module). The applied research task is related to one or a combination of topics covered in the course.
For the assessment of the research tasks:
No person involved in the supervision of the professional Master's research project or projects may examine the project or projects. Two examiners examine each research project or projects in a professional Master's qualification, one of which must be external to the institution. Provided that the course convenor has not supervised the research project, he or she may examine, as the internal examiner, the project or projects. The internal examiner submits his or her examination report and recommendations together with the research projects to the external examiner for Examination. The external examiner examines each project using the rubric and examiner's report to ensure the same standard for the allocation of marks by the two examiners.
The examiners examine the projects of a set of learners or the whole class.
The two examiners' report and submits recommendations to the Head of Department or a committee of assessors for consideration and a recommendation to the Faculty Examinations Committee. |
