Level 11 SCQF Diploma in Human Resource Management

LEVEL 11 SCQF DIPLOMA IN HUMAN
RESOURCE MANAGEMENT (HRM)
Credits : 120
Duration : 6 months / 9 months
Londan School of International Business

www.LSIB.co.uk
admissions@lsib.co.uk
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About London School of International Busness
London School of International Business (LSIB) assasaasas
LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

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Contents
1 Introduction and Summary 3
2 Aims 3
3 Teaching, Learning and Assessment 4
4 Entry Requirements 4
5 Progression 5
6 Curriculum 5
7 National Occupational Standards (NOS) 6
8 QAA Benchmark Statements 6
9 Learning/teaching methods and strategies 7
10 Assessment Methods and Strategies 7

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Introduction and Summary

The Diploma in Human Resource Management (HRM) (SCQF Level 11) is a Regulated Qualifications
Framework (RQF) equivalent Level 7 qualification. It is designed to offer learners without prior HRM
experience the knowledge and skills they need to be operationally effective in a career in the HRM
field. For those learners that do have prior experience in HRM and who also possess a professional
qualification, the pathway through this programme will develop their professional competence.
The programme has been produced to conform to the requirements of the RQF/SCQF, the CFA
National Occupational Standards CHAHR10 and 14 HRM and the Quality Assurance Agency (QAA)
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Master’s in Business and management subject benchmark statement.
Aims
The aims of this programme will allow learners to:
 Gain a sound and coherent foundation in HRM, such that they will be able to define and
execute practical HRM interventions that exist in professional practice
 Synthesize and critically evaluate theoretical frameworks of strategic HRM, business
ethics, design and innovation as applied to HRM
 Demonstrate an understanding of the practical value of these frameworks in a range of
strategic business situations
 Create frameworks for understanding and analysing HRM processes in diverse
organisational types, encountering different and changing HRM environments
 Develop practical research and analytical capabilities in the context of HRM-driven strategy
 Review, modify, synthesize and apply transferable HRM concepts and skills in the
management of human resources
 Critically assess HR data and information from a variety of organisations and use this for
strategic HRM and decision-making

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Teaching, Learning and Assessment

The Diploma in HRM (SCQF Level 11) is designed for learners who have gained a considerable degree
of subject knowledge and proficiency from undergraduate studies, experience within the workplace,
or both. The approach to study is essentially one of self-direction, critical reflection and exposure to
situations where individuals can evidence learning through presentation, seminar delivery, group
work and interactive discussion groups. Participants are encouraged to apply knowledge and to
show a critical awareness of current management situations and problems.
Assessment strategies in the units have been designed to allow students to evidence practical skills
of data management and manipulation, synthesis of ideas in application, and to communicate
outcomes to others in different HRM situations.
Entry Requirements
One of the following:
 Level 6 Diploma, or Bachelors Degree, or
 5 years managerial experience (evaluated on a case-by-case basis)
 English language

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Progression
Learners completing the Diploma in HRM (SCQF level 11) will be able to progress to the Master’s
stage of an MA in HRM programme.
Curriculum
The Diploma in HRM is a SCQF level 11 (RQF- equivalent Level 7) programme, and is abbreviated to
BMS on the table below. The programme consists of 6 units, all of which are compulsory as shown:
L11 Dip HRM
L11 Dip HRMCompulsory
Compulsory Units
Units
Unit Title QCF/SCQF Credits
Level
Contemporary HRM 7/11 20
Leading, Managing and HR Development 7/11 20
Resourcing, Talent Management and Development 7/11 30
Performance Management 7/11 20
Employee Relations 7/11 10
Investigating a Business Issue from an HR Perspective 7/11 20
Total Credits 120

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National Occupational Standards (NOS)

The table below maps the knowledge covered in the Diploma in Human Resource Management
(HRM) (SCQF level 11) against the underpinning knowledge of units from the NOS for HRM
Diploma in Human Resource NOS Units: CFAHR10 NOS Units: CFAHR14
Management (SCQF Level 11) Unit Titles Manage reward and Plan structure and design
recognition strategies of the HR function
Contemporary HRM K1, K2, K3, K4, K16 K1, K2, K3, K10, K12
Leading, Managing and HR Development K1, K2, K3, K8 K1, K2, K3, K4
Resourcing, Talent Management and P1, P2, P3, P5, P6, P9, K5, P9
Development P10, P11.P12
Performance Management K1, K2, K8, K14, P4, P1, K7, K10, P8
P9, P13, P15
Employee Relations P1, P7, P8, P9, P10, P12 K7, K11, K12, K13, P1,
P4
Investigating a Business Issue from an HR P1, P2, P4, K1, K2, K3 K7, K8, K10, P5, P6
Perspective
QAA Benchmark Statements

The Level 7 Diploma in HRM is a RQF-equivalent Level 7 qualification, and has been mapped to
sections 3.8 and 3.13 of the QAA Master’s benchmark statement in ‘Business and Management’
2015, with particular reference to Type 1 master’s degrees (see link here for more information).
Note that there are no master’s subject benchmark statements for HRM.
The following table of learning outcomes for this programme have been produced with reference
to the benchmark statement’s learning outcomes.
Dip HRM Unit Title (all units are 20 credits) QAA subject benchmark statement
paragraph references*
Contemporary HRM M3.8, 3.12v, vii, viii, ix
Leading, Managing and HR Development M3.8, M 3.12 v, M3.13i, ii, M3.13v,

Resourcing, Talent Management and Development M 3.13 ii, vi,
Performance Management M 3.13 iv, vii, viii
Employee Relations M 3.13 ii and ix,
Investigating a Business Issue from an HR Perspective M 3.13 ii, iv, v, vi, ix,
 M = master’s SBS

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Learning/teaching methods and strategies

The learning
The learning outcomes
outcomeswill
willbebe
achieved by the
achieved use of
by the usethe
offollowing learning
the following and teaching
learning and methods and
strategies:
teaching methods and strategies:
 Learning and teaching situations such as lectures, tutorials and seminars
 Live and simulated case studies
 Independent and group activities (class and non-class based)
 Guest speakers and subject specialists
 Personal and professional reflective practice and self-criticism
Assessment Methods and Strategies

The following
The followingassessment
assessmentstrategies
strategieswill
willbe
beadopted
adopted to achieve the learning
learningoutcomes:
outcomes:
Formative assessment will include:
The following assessment strategies will be adopted to achieve the learning outcomes:
 Peer review of work between individuals and groups
 Material presented in class where clarity of argument, theoretical bases and evidence
of depth of thought is supported with references to theory and currency of thought
Feedback in class situations on topics of current interest, and from textual material and
research papers and articles
 Evidence of the breadth of research may include internet sources where
appropriate to the curriculum topics covered
Summative assessment will be by assignment but the work needed may involve:
 Individual/group assessment
 Summative self-evaluation and critical reflection
 Written and/or oral forms of submission/presentation
 Case study evaluation for assignments
 Oral presentations both as groups and individuals

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Contemporary Human Resource Management

Unit Summary
Equivalent RQF Level 7
Credit Value 20
Learning Time (hours) 200
Organisation name EduQual Ltd. (Company Number 8913632)
As part of (Award Title) Diploma in Human Resource Management (SCQF Level 11)
Unit purpose To provide learners with ability to understand and analyse the
impact of main internal and external environmental forces on
organisational strategy and management of people. Also to
enable the learner to analyse a range of organisational contexts
and how they develop ways to respond such environmental
forces and the role of HR professionals in contributing to it.
Unit Entry Requirement (if
applicable) See Programme Specification.
Learning Outcome 1
Critically evaluate the environment of modern organizations and the changing nature
of contemporary HRM
Performance Criteria Content/Evidence
On completion of this unit, the The learner must have shown ability to:
learner can:
1.1 Introduction to organisational environment and internal and
external factors that impact a company. Use of techniques such
Critically evaluate the key internal and
as PESTEL, STEEP and SWOT analysis to evaluate impact.
external environmental forces impacting
upon organizations The use of stakeholder analysis to identify interested parties
both inside and outside the organisation.
1.2 Identify the consequences in the short, medium and long term
of environmental forces and assess the strategic position of an
Analyse the changing nature of HRM in
organization.
response to environmental forces
Align HR and business strategies (scenario construction and
planning; the psychological contract etc.).

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Learning Outcome 2
Critically evaluate the impact of changes to the structure and nature of
industry, employment law and working patterns on HRM
learner can:
2.1
Evaluate the impact of globalization and Sectoral changes, manufacturing and service sectors; size and
international forces on organisational structure; globalisation and internationalization, demographic,
HR strategies and practices social and economic changes
2.2 Work-life balance; atypical work; the changing nature of work;

occupational stress, work intensification, the flexible firm model
Evaluate the impact of demographical,
core and peripheral workers; changing expectations and
social & technological trends on HR
materialism, management and leadership style; job satisfaction.
strategies and practices
2.3 Work-life balance; atypical work; the changing nature of work;

occupational stress, work intensification, the flexible firm model
Evaluate the impact of demographical,
core and peripheral workers; changing expectations and
social & technological trends on HR
materialism, management and leadership style; job satisfaction.
strategies and practices
Learning Outcome 3
Explain the process of strategic management and evaluate the role of HR
professionals in contributing to it
learner can:
3.1 Strategic planning process and development of HR strategies,
planned emergent and incremental strategies; vertical and
Explain strategic contexts and
horizontal integration, scenario planning, organisational goals,
terminology
mission, vision, values
3.2 Evaluation of expectations of stakeholders; ethics and culture;

debates about strategy; the rational approach to strategy; tools
Carry out a stakeholder analysis and
and techniques of environmental analysis; shaping the external
environmental audit for a selected
environment; the emergence of HR strategy;
organisation
3.3 Role of HR Professionals in formulating and implementing

strategies
Evaluate the role of HR professionals in
strategic planning

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Learning Outcome 4
Evaluate the application of HR practices in a range of organisational contexts
learner can:
4.1 Private, public, voluntary. Organisational size and structure,
unionisation, industry sector, culture, competitive environment
Explain a range of organisational
etc.
contexts
4.2 Management and leadership, managing and managerial
functions within organisations; power, authority and influence;
Evaluate the role of the HR function in
the search for managerial legitimacy; organisational core
above identified organisational contexts
competencies; customer care; quality, innovation and creativity
in achieving set goals and objectives
and cost leadership strategies; employee performance
management; models and roles of the HR function; forces
shaping the HR agenda; the politics of management and the
change agenda

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Delivery and Assessment

Tuition and guidance should feature flexible approaches to delivering the unit. Formal tuition
sessions, whether face to face or online, will identify some of the required, theoretical subject
matter. This will help students to work individually, or as part of a group, researching and gathering
information about the subject. Personal and group research, case studies, simulations, exercises and
discussion are typical and engaging ways of learning about the subject. Students will likely use tutor-
and self-directed study and reflect on their experience and expertise. Up-to-date information and
materials are available from many sources such as businesses, the World Wide Web, television and
radio broadcasts, broadsheet newspapers and advisory services.
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Full guidance on delivery and assessment is available from EduQual upon request. Where
Recognition of Prior Learning (RPL) is a valid option for learners that meet some (or all) of the
assessment criteria outlined for a given unit, readers are referred to EduQual’s Recognition of Prior
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Learning Policy. This policy is available online, or by request.
Finally, EduQual provides detailed Assessment Guidance to its Approved Centres. Centres that lack
this document may:
Request it from the email address shown in the footnotes on this page
Access it from their own EduQual Dropbox folder.
Outline Learning Plan

The following outlined learning plan can be used as a guidance document in conjunction with the unit.
This is an exemplar in which the unit can be delivered.
Topic and Suggested Assignments / Activities / Assessment

Introduction to the unit and the programme of assignments
Presentation on the nature of modern organizations and changing nature of contemporary HRM
Presentation on the impact of changes to the structure and nature of industry, employment law
and working patterns on HRM
Presentation on process of strategic management and the role of HR professionals in contributing to it
Presentation of stakeholder analysis and environmental audit
Presentation on the diverse application of HR practices in a range of organisational contexts

Review of unit and programme of assignments

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Programme of Suggested Assessment/Assignments

Assessment
criteria Assignment Assessment method
Scenario
covered title
1.1, 1.2, 2.1, Report 3000 words
AS1- Task 1 Select an organisation which you are
2.2, 2.3, 3.1, familiar with and assume that you have
3.2, 3.3, 4.1, 4.2 been recently appointed as the Human
Resource Manager. You are required to
produce a comprehensive report to the
board of directors on the changing nature
of Human Resource Management in
modern business context and its impact
on your organisation. The report must
focus on following aspects:
Stage 01;
Discuss vision, mission, values, objectives,
goals and core competencies of the
selected organisation indicating possible
strategic planning techniques that can be
used for such organisational context.
Stage 02;
Conduct comprehensive organisational
audit for selected organisation and
recognise the significance of its
stakeholders assessing their power and
interest. (Use tools such as SWOT and
stakeholder analysis)
Stage 03;
Briefly discuss the consequences of
short, medium and long term
environmental forces upon the
organisation and their degree of
impact as (+/-) positive or negative on
your organisation. (PESTEL analysis)
Stage 04;
Recommend possible HR strategies for
your organisation and show how
those strategies help to achieve
overall business strategies. Briefly
discuss your role in the HR strategy
formulation and implementation.

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Stage 05;
Identify different organisational contexts
private, public and voluntary. Analyse the
impact of your organisation’s operational
structure and culture in relation to HR
practices.
Stage 06;
Briefly discuss the concept of globalisation,
internationalisation, work-life balance and
explain their impact on HR practices of
your organisation. Briefly explain the
current legal consideration with respect to
the human resource management context.
Candidates are expected to adhere to the
policies and guidelines provided.
List of Learner Sources

The recommended sources listed below should be familiar to each tutor and assessor who is delivering
this unit as part of an EduQual qualification. Learners should be made aware of these sources before
delivery of this unit, and be fully conversant with these sources upon completion of this unit.
Textbooks
Armstrong’s Handbook of Human Resource Management Practice, 11th Edition (or

latest edition)
Strategy and Human Resource Management, Peter Boxall and John Purcell, 3rd Edition
Journals
The International Journal of Human Resource

Management Human Resource Management Journal
Human Resource Management International Digest
Websites
Contemporary Human Resource https://www.researchgate.net
Forbes http://www.forbes.com
Mind Tools http://www.mindtools.com/
Free Management Library http://managementhelp.org/

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Leading, Managing and HR Development

Unit Summary
Credit Value 20
As part of (Award Title) Diploma in Human Resource Management (SCQF level 11)
Unit purpose To provide learners with the skills to diagnose, evaluate and
propose solutions for problems arising in relation to leadership,
management and development of human resources in a range of
organizational contexts. Learners will be able to appraise the
effectiveness of organizational strategies, processes and practices
in efficient and effective leadership and management, and
evaluate the contribution of HRM/HRD practitioners to
organizational change.
Unit Introduction Leading, managing and developing people is an integral part in
day-to-day operations of an organization. Organizational
Performance can be enhanced through proper leadership and
development of people. This module provides an in-depth
knowledge of HRM and HRD, considering an array of theories,
models, tools and techniques which will support the learner to
develop necessary skills and knowledge in successful leading,
managing and developing human resource within an organization.
Unit Entry requirement (if

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Learning Outcome 1
Critically evaluate the theoretical and conceptual basis for HRM and HRD
in organizations and major contemporary developments in this area
learner can:
1.1 The People- Performance link- best practice, contingency and
resource-based approaches to developing HRM strategy,
Evaluate different approaches to
contemporary developments in HR strategy and practices
developing HR strategy and
contemporary developments
1.2 Evaluation of the theoretical and practical links between HR

strategy and organizational performance
Evaluate the links between HR strategy
and organizational performance
1.3 Characteristics and features of high performing organizations

and differentiating factors resulting in high performance and
Evaluate the role of different
barriers to it
approaches in creating high performing
organization The role of concepts of discretionary behaviour and
discretionary effort, motivation, ability, corporate citizenship,
attitude, empowerment and in creating high performance.
Examples (e.g. Nucor Steel, Toyota, Google etc.)
Learning Outcome 2
Evaluate the nature of leadership and its contribution to individual, group
and organizational development
learner can:
2.1 Defining leadership, understanding different approaches to the
study of leadership and leadership styles.
Analyse the nature and approaches to
the study of leadership
2.2 Identify the relation between leadership and management and

theoretical evidence of the role of leadership to organisational
Critically evaluate the significance of the
success and effectiveness
leadership role in creating and
sustaining high performing organization The role of leadership in creating and sustaining high
performance working, transformational leadership and role of
leadership in designing, implementing and sustaining strategic
organisational change

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Learning Outcome 3
Evaluate the contribution of HRM and HRD functions in an organization
learner can:
3.1 HRM and HRD in different organisational contexts, changes in
organisational form; organisational structure and culture;
Critically evaluate the aims, objectives
organisational communications; concepts of flexibility and job
and practices of HRM and HRD
design
3.2 Organisational dynamics - the nature of groups, group dynamics

and processes; managing organisational conflict; power and
Analyse and explain organizational
politics in organisations
dynamics
3.3 The development of systematic strategies and practices in

employee resourcing, retention, learning and development,
Formulate and evaluate strategies in
employee relations, performance management and reward; the
different functions of HR Management
psychological contract; practical approaches to delivering
and Development
genuine involvement, commitment, engagement, discretionary
behaviour and value-adding contribution
Learning Outcome 4
Critically evaluate ethical approaches to HRM and HRD practice in organisations
learner can:
4.1 The role and organisation of the HR function; the HR role;
changing models of HR service delivery; evaluating the HR
Evaluate the changing role of HR
contribution to organisational performance
function in an organization
4.2 Business ethics and corporate social responsibility; professional

ethics
Explain the ethical approach to HR
functions
4.3 CIPD professional standards; continuous professional planning

and development, evaluation of own learning styles and
Analyse and reflect on personal learning,
development
professional development and practice

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Learning Outcome 5
Critically evaluate change management practices
learner can:
5.1 Changing organisational environments, analysing the context of
change; the nature and scope of strategic organisational change;
Identify the need for organizational
organisational and individual barriers to change
change and barriers in selected
organisations
5.2 Leadership and management roles in designing, implementing,

managing and maintaining strategic organisational change.
Evaluate the contribution of leadership,
management and development of
people to strategic organisational
change

1
2
this document may:

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Presentation on the theoretical and conceptual basis for HRM and HRD.
Presentation on the principles, values and approaches to people leadership and organisational
Presentation on the link between people leadership and management and differentiate the
performance within a range of organisational perspective.
Presentation on the effectiveness of organisational systems, strategies, processes, behaviours

and practices in effective people leadership and management.
Presentation on the design and implementation of HRM strategies and processes.
Presentation on the identification of personal learning needs, professional development and
Evaluation of the strategic role of leadership and management and their contribution to
organisational change.

Assessment
Assignment Assessment method
criteria Scenario
title
covered
1.1, 1.2, 1.3, 2.1, Students are expected to complete a
A staged report
2.2, 3.1, 3.2, 3.3, report of 3000 words which consist of 5
4.1, 4.2, 4.3, 5.1, sub tasks each fulfilling the specific
5.2 Learning outcome. Candidates are
expected to adhere to the policies and
guidelines provided.

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Textbook
th
Armstrong, M, Armstrong's Handbook of Human Resource Management Practice, 13 Ed,
2014 Kogan Page (various editions available)
nd
John, P.W., Human Resource Development, 2 ED, 2005
Clareth, H., Marilyn, B., Managing Human Resource Development Programs, 2015
Journals
Human Resource Development Journal

South Asian Journal of Human Resource Management
Websites
http://www.simplehrguide.com/hr-
processes.html HR Management Guide
http://www.forbes.com Forbes
http://www.mindtools.com/ Mind tools
http://managementhelp.org/ Free Management Library

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Resourcing, Talent Management and Development

Unit Summary
Credit Value 30
Unit Purpose The purpose of this unit is to develop competence in
understanding and critically evaluating employment markets
and demographic trends to create and implement effective,
ethical and appropriate resourcing, retention, talent
management and development strategies. Learnes will assess
the role of HRM professionals in designing, implementing and
evaluating strategic planning relevant to employee resourcing,
talent management and development
Unit Introduction The development of human assets contribute to the overall
success of an organization through providing learning,
development and training opportunities to improve individual,
team and organizational performance. It is equally important to
resource the right talent and encourage developing skills and
knowledge to achieve their potential to enable the organization
to meet its strategic objectives. Having acquired resources it is
also necessary to retain effective performers. However, it may
also be necessary to dismiss people from organisations and to
re-balance the organisation as a result of restructuring and
wider strategic pressures.This module focuses on the activities
concerned with resourcing and mobilising the organisation;
focusing not just on the practical aspects of recruitment,
selection, employee retention and dismissal, but also on the
strategic aspects of planning an organisation's human resource
requirements both in the long and short term.
This requires analysis of external labour markets and
considerations of flexibility, as well as consideration as to how
internal labour markets may be made more productive and
effective.
An organisation's investment in the development of employees
individually and collectively represents a powerful signal of its
strategic intentions. This module is designed to develop a
critical understanding of the role and influence of a range of
contextual factors associated with the design, delivery and
evaluation of learning and development in a variety of
organisational contexts.

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Learning Outcome 1
Critically evaluate contemporary developments in employee resourcing and talent
management
learner can:
Evaluation of the impact of globalisation, internationalisation,
1.1
privatization, ecological and environmental issues,
Evaluate the contextual and technological innovation, customer expectations, competition,
environmental themes and trends demographic trends, corporate social responsibility, social
relevant to employee resourcing and change and attitudes to work.
talent management
The process of corporate HR strategy development and
1.2
implementation, planned and emergent strategies, different
Evaluate the strategic significance of organisational contexts including public, private and not-for-
employee resourcing and talent profit sectors, international organisations, small and medium
management sized enterprises and the implications for people as
contributors to the realisation of corporate goals and
strategies; the contribution of employee resourcing and
talent management in creating, sustaining and developing
partnerships with internal and external stakeholders and
managing expectations.
Learning Outcome 2
Evaluate the features and characteristics of changing employment markets as a basis for
effective resourcing and talent management strategies
learner can:
Current and future demand and supply of skills; identifying and
2.1
assessing the role of employment market competitors; key
Evaluate the ways in which employment national and international employment market and
markets vary and the implications for demographic trends; positioning an organisation in the market;
organisations ensuring that the organisation remains competitive in its major
employment markets having regard to organisational
objectives, resource constraints and the need to enhance
flexibility.
Identifying the implications of employment markets trends;
2.2
the concept of scenario building and planning, the tools and
Propose and evaluate ways in which techniques of scenario construction, developing scenarios and
long and short-term resourcing and resourcing strategies
talent planning can be carried out
Human Resource Planning models and techniques; measures
2.3
and techniques of HRP, internal and external factors affecting
Explain and evaluate the Human the HR planning process; reconciling demand for and supply of
Resource Planning Process skills; managing skills shortages; models and forms of
flexibility; internal labour market analysis and enhancing
internal capabilities through job design, engagement and
commitment strategies and effective absence management.

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Learning Outcome 3
Explain and evaluate the professional functions associated with long and short term
talent and succession planning
learner can:
3.1 Recruitment, selection, induction, retention, retirement and
release of staff in line with organisational requirements and
Explain and evaluate the professional
policies, and ethical and legal considerations
HR functions
Learning Outcome 4
Critically evaluate the theoretical and conceptual basis of learning and
talent development and contemporary research evidence
learner can:
Strategic management and its application in learning and
4.1
talent development; the notions of HRD, Strategic HRD and
Explain theoretical perspectives of Critical HRD and their connections with learning and talent
learning and talent development development, contemporary issues in HRD
Formal and informal learning and talent development
4.2
interventions and methods, application of a range of learning
Evaluate the processes and practices of theories; factors determining and influencing learning and
learning and talent development development plans, design of learning and talent development
plans and programmes; producing business plans and business
cases; allocation and management of resources; budget
planning and control; skills associated with facilitating learning
of groups and individuals, selection and management of third
party suppliers

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Learning Outcome 5
Design, implement and evaluate resourcing and talent management and
development strategies
learner can:
Contextual historical, economic, social, cultural, sector and
5.1
organisational factors that influence policy and practice of
Analyse the environmental context of resourcing and talent management.
employee resourcing and talent The role and influence of external factors such as economic
management and development and legislative conditions and internal factors such as
organisational plans and priorities, learning climate and
resource availability on learning and talent management and
development
Methods of evaluation- ROI, value added and stakeholder
5.2
satisfaction, stakeholder theories and models of stakeholder
Evaluate learning and talent analysis, specifying and analysing the role of stakeholders in
development identifying learning and development needs, notions of power
and models of analysing sources and application of power
including sources of power inequalities, ethics, equality and
diversity, notions of professionalism and professional practice.

1
2
this document may:

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Presentation on the theoretical and conceptual basis for HRM and HRD.
Presentation on the set of principles, values and approaches to people leadership

and organisational development and effectiveness.
Presentation on the link between people leadership and management and differentiate the
performance within a range of organisational perspective (e.g. comparison of leadership styles of
selected CEOs/leaders).
Presentation on the effectiveness of organisational systems, strategies, processes, behaviours

and practices in effective people leadership and management.
Presentation on the design and implementation of HRM strategies.
Presentation on the identification of personal learning and professional development practices and
their application and analysis.
Evaluation of the strategic role of leadership and management and their contribution to
organisational change.

The following table illustrates the current standard assignment for the unit and identifies the
corresponding assessment criteria.
Assessment
Assignment Scenario
criteria
title Assessment method
covered
A staged report
2.1, 2.2, 2.3, 3.1, AS1 report of 8000 words which consist of 5
3.2, 3.3, 3.4, 4.1, sub tasks each fulfilling the specific
4.2, 5.1. 5.2 Learning outcome. Candidates are

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Textbook
th
Johnson, G., Scholes, K., and Whittington, R. Exploring Corporate Strategy: Texts and Cases
(latest edition)
Grant, R M, Contemporary Strategy Analysis (latest edition)
Barney, J, Gaining and Sustaining Competitive Advantage (latest edition)
Journals
International Journal of Business and
Globalisation Journal of management
Strategic management journal
Journal of strategy and management
Websites
http://www.strategicmanagementinsight.com/
Strategic Management Insight

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Performance Management
Unit Summary
Credit Value 20
Unit purpose To enable learners to understand the main elements that
influence the performance of employees at all levels within an
organization and the ways in which such elements can be
managed in a constructive manner. Further to provide learners
with understanding to devise and implement appropriate HR
practices and strategies that relate to Performance
Management.
Unit Introduction Performance management is a key process in any organization. It
assists the management and staff to focus on the key issues and
business objectives to ensure sustainability in an increasing
competitive environment. People are a major source of
competitive advantage. Organizations are challenged in deciding
how to nurture, develop and manage its people in a manner that
maximizes their performance. This module enables learners to
investigate and explore the major systems for enhancing the
performance of employees at all levels and to advise their
organizations on the most appropriate methods for managing
employee performance.
Unit Entry Requirements (if

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Learning Outcome 1
Explain and evaluate the linkages between employee performance, HR practices
and organizational performance
learner can:
1.1 Evidence from case studies of linkages between HR practices
and organizational performance (e.g. Nucor Steel compared
Explain and evaluate the linkages
with competitors, Inditex/Zara compared with competitors etc.);
between HR practices and
unlocking the 'black box'
organizational performance
1.2 Contextual factors impacting on performance; motivation;

external influences
Evaluate the role of HR in contributing
to employee performance
Learning Outcome 2
Critically valuate the barriers and blockages preventing expected standards
of performance being met
learner can:
2.1 Organisational culture and performance standards, the barriers
and blockages preventing expected standards of performance
Evaluate the performance against
being met, including those relating to resourcing, cultural
targets of an organization and barriers
differences and misunderstandings and communication
and blockages in achieving those targets
problems
2.2 Managerial values, organizational politics, nepotism, ethical and

professionalism, socialization, value driven and rule driven
Formulate and propose strategies and
management, symbolic actions; HR leaders and 'conformist' and
tactics to overcome the identified
'deviant innovators'; roles and responsibilities; resources
barriers and blockages
allocation

29
Learning Outcome 3
Critically evaluate the key HR and employment practices influencing
employee performance
learner can:
3.1 HR practices and horizontal integration; the black box, employee
engagement, motivation and job satisfaction, coaching,
Identify the key HR and employment
counselling and mentoring for performance improvement,
practices and evaluate their influence
appraisal, goal setting, feedback mechanisms, the role of
on employee performance
managers and teams, measuring and assessing performance.
Learning Outcome 4
Understand the key requirements of HR systems central to performance
management and their integration
learner can:
4.1 Training and development, reward and recognition, discipline
and grievance and appraisal systems with relevant employment
Identify and evaluate various systems
law. Evaluation of their contribution to HRD
central to performance management
4.2 Achieving horizontal integration; development driven and

reward driven approaches, incentives and performance;
Explain various ways to integrate these
identifying training needs in appraisals, identifying and tackling
systems
performance problems, setting and communicating standards,
different approaches to appraisal

30

1
Full guidance on delivery and assessment is available upon request. Where Recognition of Prior
Learning (RPL) is a valid option for learners that meet some (or all) of the assessment criteria
outlined for a given unit, readers are referred to EduQual’s Recognition of Prior Learning Policy.
2
This policy is available online, or by request.


Presentation on the linkages between employee performance, HR practices and organizational

performance
Presentation on the role of HR in contributing to employee performance
Presentation on the barriers and blockages preventing expected standards of performance being
met
Presentation on the key HR and employment practices influencing employee performance
Presentation on the key requirements of various systems central to performance management and
their integration
Tutorial support for assignments

31

Assessment
Assignment Assessment
criteria Scenario
title method
covered
1.2, 2.2, 3.1, Students are expected to complete a
4.1, 4.2 AS1 report of 3000 words which consist of 3 A staged report of
3000 words
sub tasks each fulfilling the specific
Learning outcome. Candidates are
1.1, 2.1, 3.1. AS2 Assignment 2 is a presentation based on Presentation – 1000

4.1,4.2 the respective learning outcomes words/ 20 Slides
provided. Candidates should follow the Maximum
presentation format as follows to
structure the answers.
Introduction
Body of the answer
Conclusion
References – Harvard referencing
method need to be followed to cite
both in-text and bibliography
references
Word count is 1500 words maximum for

speaker notes and maximum of 20 slides.

32

Textbook
th
Armstrong’s Handbook of Human Resource Management Practice, 13 Edition
Performance Management: Concepts, Skills and Exercises by Robert L. Cardy
Journals
International Journal of Productivity and Performance
Management Team Performance Management
Journal of Performance Management
Websites
https://www.opm.gov Office of Personnel Management

33
Employee Relations
Unit Summary
Credit Value 10
Unit purpose The aim of this unit is to introduce learners to the importance of
good employee relations for business success and the impact of
changes affecting employment relationships. Competencies
required by HRM professionals in designing, implementing and
evaluating employment relations strategies, plans, policies,
systems and procedures to mitigate organisational risk, support
organisational performance and meet the organisation's
business goals will be discussed. Also to develop the ability to
propose and critically evaluate remedies to current/ potential
conflict situations in compliance to legal and ethical
considerations.
Unit introduction The success of a business often relies on its relationships with its
employees. The term ‘employee relations’ has replaced that of
‘Industrial relations’. In this unit the learners will investigate how
cooperation between employers and employees leads to the
development of good working relations against a constantly
changing background. Learners will investigate the different
types of industrial conflicts and procedures for resolving these in
relation to employment law. This unit will give learners the
opportunity to study the most recent employment legislation
and investigate how employee involvement techniques affect
human resource management.

34
Learning Outcome 1
Critically evaluate the context of employee relations against a changing background
Performance Criteria Marking criteria-typical evidence expected
On completion of this unit, the The learner must provide evidence which draws from
learner can: the knowledge and skills listed:
1.1 Employee and employer expectations of the employment
relationship;
Evaluate theoretical perspectives of
employee relations Theoretical perspectives; unitarist, pluralist and radical
perspectives and the implications for the employment
relationship and management style; individualism and
collectivism; conceptualising the employment relationship; the
psychological contract
1.2 The changing economic, social, political and technological

environment and its impact on employment relations
Analyse the impact of environmental
factors on employee relations
1.3 The role and impact of employment law in resolving the

different types of industrial conflicts and disputes
Evaluate the role of employment law in
employee relations
Learning Outcome 2
Evaluate the impact of local, national and international contextual factors on
the employment relationship
2.1 The role of government in shaping the agenda for employee
relations as an employer and economic and fiscal regulator;
Evaluate the role of government in
the role of State Agencies e.g. ACAS, CAC; types and forms of
employee relations
legal intervention and regulations in employment relations
2.2 The history and development of trade unions; objectives of
trade unions; union growth and decline, impact of changes on
Analyse and explain how changes in
employee relations
trade unionism have affected employee
relations
2.3 Management styles and philosophies in employment relations

(e.g. Jack Welch’s fire the bottom 10% approach, Google’s
Evaluate the role of management in
approaches)
employee relations within an
organisation

35
Learning Outcome 3
Evaluate the importance of employee relations on organizational performance
Developing employment relations strategies, policies, plans
3.1
and procedures; the procedures an organization should follow
Evaluate the integration of employment when managing a conflict situation, legal and contractual
relations processes and their impact on requirements
organizational outcomes
Methods used to gain employee participation and
3.2
involvement; benefits and limitations of different forms of
Evaluate the concept of employee employee voice; interpersonal skills of handling and
participation and involvement in encouraging employee participation, handling disciplinary,
decision making process grievance and redundancy disputes: employment relations and
other management activities e.g. managing change.

1
2
this document may:

36


Presentation on the context of employee relations against a changing background

Presentation on the theoretical perspectives on employee relations
Presentation on the impact of local, national and international contextual factors on the
employment relationship
Presentation on the role of government on employee relations
Assignment: Stage 1
Presentation on the importance of employee relations on organizational performance
Tutorial support and feedback for assignment stage 1

37

Assessment
criteria Scenario
title method
covered
Individual Written
2.2, 2.3, 3.1, 3.2, AS1 report of 1500 words which consist of 3
Assignment report
3.3, 3.4, 4.1 sub tasks each fulfilling the specific
Learning outcome. Candidates are 3000 Words
1.1, 1.2, 1.3, 2.1, Assignment 2 is a presentation based on

Presentation
2.2, 2.3, 3.1, 3.2, AS2 the respective learning outcomes
3.3, 3.4, 4.1 provided. Candidates should follow the 20 Slides
presentation format as follows to
structure the answers.
Introduction
Body of the answer
Conclusion
References – Harvard referencing
method need to be followed to cite
both in-text and bibliography
references
Word count is 1000 words maximum for
speaker notes and maximum of 20 slides.

38

Textbook
th
Armstrong, M, Armstrong's Handbook of Human Resource Management Practice, 13
Ed, 2014 Kogan Page (various editions available)
Employee Relations by John Gennard, Graham Judge, 2005
nd
Exploring Employee Relations by Mike Leat (2 Edition)
Journals
Employee Relations Today
Employee Relations (Employee

Relat) Journal of Industrial Relations
Websites
http://www.leraweb.org/ Labor and Employment Relations Association

39
Investigating a business issue from an HR perspective

Unit Summary
Credit Value 20
Unit purpose To develop learner’s skills and knowledge of independent
research; diagnose and make recommendations for change or
improvements that are realistic, relevant and beneficial to
specific organizations. To enable learners to present a
persuasive business report and/or a reasoned and logical case
for changes in policies, practices and strategies reflecting
academic research and writing skills. Critically evaluate own
research
Unit Purpose This unit is designed to enable learners to become confident in
presenting and investigating a live business issue from an HR
perspective. It addresses the elements of research such as
locating the work within the body of contemporary knowledge,
collecting and analysing data, to derive supportable conclusions
and to make sound business decisions based on evidence.
Learners are also required to reflect on the experience and
consider how learning can be applied in the future. The applied
nature of the report requires a combination of academic
research and business report writing skills.

40
Learning Outcome 1
Identify and evaluate a suitable business HR issue that is of strategic relevance to
the organization.
learner can:
Potential topics might include critical incidents, significant
1.1
external or internal influence, change management initiatives,
Identify a suitable topic and explain your risk assessment, internal or external diagnostic, a chronic or
approach for the project acute problem
Knowledge of literature and contemporary HR practice.
1.2
Information search and retrieval, analyzing sources of data,
Analyse and evaluate the existing writing a critical literature review.
literature, contemporary HR policy &
practices relevant to the chosen issue
Learning Outcome 2
Analyse and propose coherent project aims and objectives and explain the rationale
of research methods to be followed to achieve them
learner can:
2.1 Compare and contrast the relative merits of different research
methods and their relevance to different situations
Evaluate and select the most
appropriate research method for a Research methods - understand different methods of data
chosen topic collection (e.g. interviews, questionnaires, focus groups,
participant observation), the strengths and weaknesses of each
and the circumstances in which they may be used.
Quantitative and qualitative methods, hypothesis formation
and testing, generalizability and representativeness of findings,
Soft Systems Methodology (SSM).
2.2 Data analysis - the use and value of different analytical tools
for interpreting data. Systematic data analysis, identification
Critically and systematically, analyse
and explanation of emerging patterns and how to deal with
quantitative and/ or qualitative
conflicting evidence. Effective interpretation and presentation
information and with clear, accessible
of data.
interpretation
2.3 Summarise conclusions from data collected and presented;

production of realistic, timely and effectively justified
Formulate and propose conclusions and
recommendations and costed implementation plans (where
recommendations for improvement/
necessary); awareness of potential barriers and resistance to
development supported by an
recommendations and how these might be overcome.
implementation plan based on a cost-
benefit analysis

41
Learning Outcome 3
Develop, present and evaluate a persuasive business report
learner can:
The importance of clear aims, objectives and appropriate terms
3.1
of reference. Awareness of time management and project
Create a logical/clear written argument development. Potential barriers and how they might be
consistent with the traditions adopted overcome. The structure and content of a management
in the chosen discipline for report.
presentation to senior management of
the organisation
Developing the skills of critical reflection. Principal techniques
3.2
of communication and persuasion appropriate to a business
Write a reflective, critical account of report. Presentation skills.
what has been learned during the
project and how this can be applied in
future

1
2
this document may:

42


Choose a topic and analyse how the chosen topic is located in the academic literature.
Differentiate between alternative theories in relation to the chosen topic.
Application of theory on the chosen topic and evaluate how the theory informs an issue.
Identify the aims and objectives and justify the research methods to be used.
Presentation of the argument in the chosen discipline to senior managers based on the research.

Assessment
criteria Scenario
title method
covered
1.1, 1.2, 2.1,
2.2, 2.3, 3.1, AS1 Management Report detailed A staged report
investigation of a selected business (Approx 4,000
3.2
issue covering up below criteria; words)
Proposal should include clear
terms of reference/ aims and
objectives
Demonstrate knowledge and
understanding of literature
Justify appropriate methods of
data collection
Relevant discussion of
organizational context and
clear presentation of findings
Comprehensive analysis and
interpretation of findings
Appropriate conclusions

43

Textbook
Alan, B., Emma, B., Business Research Methods, 4th ED, 2015
th
Journals
Journal of Business research
Journal on business issues
Websites
http://managementhelp.org/businessresearch/
Management Help
http://www.open.edu/openlearn/money-
management/management/business-research-method Open Learn

Level 11 SCQF Diploma in Human Resource Management

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What is the duration and level of the Diploma in Human Resource Management?

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What are the entry requirements for the program?

LEVEL 11 SCQF DIPLOMA IN HUMAN

RESOURCE MANAGEMENT (HRM)

Londan School of International Business

About London School of International Busness

London School of International Business (LSIB) assasaasas

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Introduction and Summary

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Teaching, Learning and Assessment

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

National Occupational Standards (NOS)

QAA Benchmark Statements

Leading, Managing and HR Development M3.8, M 3.12 v, M3.13i, ii, M3.13v,

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Learning/teaching methods and strategies

Assessment Methods and Strategies

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Contemporary Human Resource Management

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

2.2 Work-life balance; atypical work; the changing nature of work;

2.3 Work-life balance; atypical work; the changing nature of work;

3.2 Evaluation of expectations of stakeholders; ethics and culture;

3.3 Role of HR Professionals in formulating and implementing

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Delivery and Assessment

Outline Learning Plan

Topic and Suggested Assignments / Activities / Assessment

Presentation of stakeholder analysis and environmental audit

Presentation on the diverse application of HR practices in a range of organisational contexts

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Programme of Suggested Assessment/Assignments

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

List of Learner Sources

Armstrong’s Handbook of Human Resource Management Practice, 11th Edition (or

The International Journal of Human Resource

Contemporary Human Resource https://www.researchgate.net

Mind Tools http://www.mindtools.com/

Free Management Library http://managementhelp.org/

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Leading, Managing and HR Development

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

1.2 Evaluation of the theoretical and practical links between HR

1.3 Characteristics and features of high performing organizations

2.2 Identify the relation between leadership and management and

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

3.2 Organisational dynamics - the nature of groups, group dynamics

3.3 The development of systematic strategies and practices in

4.2 Business ethics and corporate social responsibility; professional

4.3 CIPD professional standards; continuous professional planning

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

5.2 Leadership and management roles in designing, implementing,

Delivery and Assessment

LONDON SCHOOL OF INTERNATIONAL BUSINESS www.LSIB.co.uk

Outline Learning Plan

Topic and Suggested Assignments / Activities / Assessment

Presentation on the effectiveness of organisational systems, strategies, processes, behaviours

Presentation on the design and implementation of HRM strategies and processes.