Nelson College London

Assignment Brief

Course HND Business

Unit Number and 36 HR: Value and Contribution to Organisational

Title Success

Academic Term Jan 2020- March 2020

Module Leader Ababio Owusu-Akyaw

Unit Tutor Chris, Alfred, Raziur, Mokammel, Vedna, Nadar, Phra

Issue Date WC 06/01/2020

Submission Date 26/03/2020

Submission Format Written Report

Submission Format

The submission is in the form of an individual written report.

The report should be written in a concise, formal business style using.
 1.5 lines Spacing, Times New Roman Font and 12 Font size
 You are required to make use of headings, paragraphs and subsections as
appropriate,
 All work must be supported with research and referenced using the Harvard
referencing system.
 Please also provide a bibliography using the Harvard referencing system.
 The recommended word limit is 2,000–2,500 words, although you will not be
penalized for exceeding the total word limit.
 Please ensure that the similarity do not exceed 20% threshold.
 Please provide Nelson College’s Cover page with your report.

Also, please follow the normal report structure (cover page, executive summary,
table of contents, introduction, main body, conclusion and recommendation and
References) .
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Unit Learning Outcomes

ARM Holdings PLC has a diverse global workforce. Its 2,050 employees work a
30 sites in 15 countries. Employees come from a wide range of backgrounds from ov
nationalities. ARM is a knowledge intensive business focused on innovation. This
innovation comes from the whole business and not just its research and developmen
ARM therefore relies on its people to achieve this innovation. Its HR strategy is focu
global learning and development, talent management and appropriate reward system
order to develop and retain the skills and expertise its people need to create innovati
solutions. This will enable the business to achieve its business strategy of providing
sustained returns for shareholders and employees.
Engaging employees
Due to the technical nature of the business, the organisation is constantly changing a
technologies advance. Managing change effectively requires employee engagement.
describes engagement as ‘commitment to the job, manager, team and organisation w
drives effort and intent to stay, resulting in improved performance and retention’.
Connecting and collaborating with others enables them to develop practical solution
problems. Ensuring high levels of motivation amongst its employees is integral to A
HR strategy. Teamwork is of vital importance within this innovative environment.
Motivation
By understanding what motivates individuals it is possible to create an efficient wor
It also helps to ensure that employees are happy at work. This in turn will create sati
employees, who will work with more enthusiasm and focus on the goals of the
organisation.
Considering ARM’s description of how engagement can drive performance, this me
that, if more of these employees were engaged, the organisations could expect to im
performance.
Benefits of motivating people
Motivating people benefits not just the individual. It also provides significant benefi
the business. A series of values help to underpin ARM’s approach to motivation. Th
include respecting and involving others, being proactive and adopting a ‘can-do’ app
to solving problems. For example, ARM employees work in teams within which the
encouraged to communicate openly and honestly and act on behalf of the business. T
are also encouraged to produce solutions to problems. This all helps not just the busi
but also their personal development.
By working as a team, ARM’s engineers are able to develop the highest performanc
lowest power chips in the world which have long battery life whilst enjoying ever gr
functionality. The team not only draws on the expertise of each individual but also w
with internal customers, such as sales and marketing. They also have direct contact w
customers to ensure they get the product they want. This is all about collaborating to
novel products.
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Motivation within HR strategy
ARM demonstrates how it gains employee engagement through the various elements of its
HR strategy of global team working:
 Buying into and sharing common values supports a collaborative approach to
innovation.
 Sharing knowledge helps to develop relationships and networks within the business
and leads to the creation of new ideas.
 Developing talent through training to acquire or improve expertise benefits
individuals but also helps to ensure ARM will have key skills despite global
shortages in some areas.
 Providing opportunities for individuals to grow into new roles also supports
succession planning for future leadership.
 Various reward systems, including equity in the company, recognise individual and
team effort.
ARM provides employees with opportunities to fulfil higher order needs such as those of
esteem and self-actualisation through challenging and interesting work. Engaging
employees in change programmes and providing solutions enables them to contribute to the
direction of the business. The responsibilities associated with this helps individuals to fulfil
their potential in a creative way, providing them with the opportunity for developing self
esteem.
Talent management
ARM takes a ‘self-betterment’ approach to talent management. For example, its people can
take up opportunities for on-demand e-learning as and when it suits or going on
international assignments to test and develop new skills. Employees therefore take
responsibility for their own jobs and are constantly involved in improvement and change.
This enables individuals to build their self-esteem and realise their full potential. This
process is known as self-actualisation. ARM employees are involved at all levels within the
business, thinking and acting for the good of the company. This in turn helps employees to
feel good about themselves as they can see and evaluate the contribution that they make.
Teamwork
Teamwork within ARM provides employees with the social opportunity to share
knowledge and ideas across the organisation. An example of this includes engineering
conferences where groups of between 50 and 200 engineers meet to share their latest ideas
and inventions. It also enables them to contribute to innovation and this helps them to see
how their ideas influence processes and products.
Central to effective team working is the need for open and honest communication. ARM
has an ‘open door’ policy where employees can go to senior managers at any time with
questions or issues. This supports the focus on information and knowledge sharing. Safety
and physiological needs are addressed through such factors as a good working environment
and competitive pay. ARM encourages its employees to work hard. However, it also wants
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them to have fun. For example, ARM’s people frequently take part in team events such as
marathons or team bike rides.
ARM employees are intrinsically motivated. They are expected to understand a range of
different fields. They are also expected to be flexible and creative using advancements in
technology to deliver changes to the complex environment in which the business operates
in. For example, various forms of communication, including video conferencing help
employees from different parts of the world to share their ideas in a way that engages them
in everyday problems and issues.
ARM uses employee engagement as a key tool in motivation. This is a satisfier as
employees develop a genuine attachment to the teams in which they work. A variety of
other satisfiers are used at ARM,such as employees receiving shares in the company as
well as bonuses based on how well the business as a whole is doing. The aim is for
employees to act and feel like owners of the business. These also help them to be
recognised for their contribution.
 Developing people
Managers have responsibility for motivating individuals and their teams. Important
elements of this include:
 Communicating and explaining the ARM vision, values and strategy to all team
members so everyone is working to the same level.
 Providing appropriate training and induction for new employees as well as
coaching for all in order to develop skills, confidence and self-reliance.
 Carrying out one-to-one meetings and employee reviews to assess performance and
set personal and team objectives.
 Putting in place succession planning for the team and manager roles to ensure long
term performance.
Personal development is a key HR strategy at ARM. Regular reviews encourage
individuals to reflect upon the contributions that they make whilst providing feedback and
support that enables them to develop their professional capability.
ARM’s HR strategy places great importance on employee engagement to create a
motivated team. This is vital given the innovative and highly skilled nature of the business.
Through placing emphasis on training and development, open communication channels
and a fun approach, ARM has created a productive and committed global workforce.
https://businesscasestudies.co.uk/motivation-within-an-innovative-work-environment/

Unit Learning Outcomes

LO1 Evaluate the importance of organisational design to the delivery of

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sustainable performance.
LO2 Analyse the requirement to develop motivated, knowledgeable and
experienced individuals and teams.
LO3 Apply contemporary knowledge and research to support emerging HR
developments.

As a junior HR Manager you have been asked to demonstrate an ability to review

the contribution of a HR function to the value and success of an organization; you are
required to produce a report for the Director of Human Resources which should
address following requirement:

 Critically (1) evaluate the importance of organizational design theory applying

the appropriate theories and concepts in the context of organizational
structure and fulfilling organizational strategy, using specific organizational
examples.
(2)
 Analyze critically the different approaches and techniques used for
motivation, human capital and knowledge management (approaches and
techniques for attracting, maintaining, developing and rewarding human
resources) to create a skilled and dedicated workforce.
 In order to assist the director of HR in strategy making, you also make
appropriate recommendations supported by justification based on a synthesis
of knowledge and information to show how to improve the delivery of
sustainable performance.
(3)
 Conduct research and use contemporary knowledge to support evidence for
emerging HR developments. You may also evaluate how emerging HR
developments will affect the role of the HR function in the future and make
valid judgements and conclusions supported by a synthesis of knowledge and
research information.

Unit Learning Outcomes

LO4 Evaluate the relationship between organisational design and change

management.

Assignment Brief and Guidance

As a Junior HR Manager in a well-known large global organization, ARM Holding PLC,

you have been asked to write a report on how HR will deal and manage change in
response to organisational restructures that are taking place in the organization. The
Report should include following points
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(4)
 Evaluate critically how organizational design has to respond and adapt to
change management, to the different types of change (such as
transformational and psychological change) that can affect organizational
design and the complex relationship that exists between the two using a
specific organizational situation.

Learning Outcomes and Assessment Criteria

Pass Merit Distinction

LO1 Evaluate the importance of organisational design LO1 & 2

to the delivery of sustainable performance
D1 Make appropriate
P1 Evaluate the M1 Apply appropriate recommendations
importance of theories and concepts to supported by justification
organisational design critically evaluate the based on a synthesis of
theory in the context of importance of knowledge and information
organisational structure organisational design, to show how to improve
and fulfilling using specific the delivery of sustainable
organisational strategy, organisational examples. performance.
using specific
organisational examples.

LO2 Analyse the requirement to develop motivated,

knowledgeable and experienced individuals and teams

P2 Analyse the different M2 Use specific examples

approaches and to critically analyse
techniques used for different approaches and
attracting, maintaining, techniques to motivation,
developing and rewarding human capital and
human resources to knowledge management.
create a skilled and
dedicated workforce.

LO3 Apply contemporary knowledge and research to D2 Make valid judgements

support emerging HR developments and conclusions supported
by a synthesis of
P3 Conduct research and M3 Evaluate how emerging knowledge and research
use contemporary HR developments will information.
knowledge to support affect the role of the HR
evidence for emerging HR function in the future.
developments.

LO4 Evaluate the relationship between organisational D3 Critically evaluate the

design and change management complex relationship
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P4 Evaluate how M4 Evaluate the different between organisational
organisational design has types of changes that can design and change
to respond and adapt to affect organisational management.
change management and design, including
the relationship that exists transformational and
between the two using a psychological change.
specific organisational
situation.