Week 11 Mock Online Timed Assessment (OTA) / Mock Exam

Assignment Brief

Week 11 Mock Online Timed Assessment (OTA) / Mock Exam

Section A Mock OTA x 3

• Answer all 3
• Spend 6 minutes on Section A

Section B Mock OTA x 2

• Answer ONE essay from a choice of Two (35 minutes)

N.B April’s Online Timed Assessment (OTA): 10 Qs in A and 4 Qs in Section B

[In the OTA Section A:  answer 10 x Qs + extension Qs (answer all)

In the OTA Section B: Answer TWO from a choice of FOUR (850 words each)]

Section A:  Highlight ONE answer from the choice of five in each multiple choice question. Then answer the Extension Question with two facts by completing the partially written sentences.

3 sample Qs with extension Qs (3 marks per Q)

The answers to Section A will be posted in the week 11 folder, after the mock OTA

Q1. What does “engagement gap” mean?

1. The engagement gap is the gap between optimal engagement and the current engagement levels

2. Means people are not getting engaged/married

3. Means employees at workforce hate their job

4. Means employees in the workforce are not fully engaged or are disengaged

5. None of above  [1 mark]                     

1b Extension Question: Give two consequences of the engagement gap?

1. Consequence one would be

2. Consequence two would be                                                   [2 marks]

Q2. Puncheva-Michelotti et al.’s research (2018) into using CSR to attract candidates found:

1. Companies with a poor CSR reputation often took advantage of any little gain to attract candidates

2. Companies misrepresented their CSR reputation when advertising vacancies

3. Companies with a great CSR reputation took little advantage of their CSR image to attract candidates

4. Companies did not know that their CSR reputation was as high as it was

5. Companies compared their CSR reputation to other companies to attract candidates.                            [1 mark]

2b Extension Question: Suggest two reasons why a good CSR reputation might attract candidates

1. A good CSR reputation might attract candidates because
2. A good CSR reputation might also attract candidates because                                                                 [2marks]

Q3. Kaplan & Norton (1996;2001) claim that the BSC helps to

1. Align managerial performance to organizational strategy

2. Align the organization’s strategy to the individual capability

3. Align team performance with organizational goals

4. Align individual performance with team goals

5. Align individual performance with organizational strategy                                                                        [1 mark]

3b Extension Question: Of the 4 perspectives in the Balanced Scorecard outline what TWO of these would evaluate

1. Perspective Name: ______________

   • This evaluates

2. Perspective Name ________________

   • This evaluates                                                                                                                                [2 marks]  

Section B begins on the next page 

Section B 

The feedback you receive during your arranged appointment will relate to the essay structure and content of the essay you chose from the two below.

Here are two mock OTA questions.

Choose ONE & write an academic essay in 35 minutes within 850 words.

Use 2 x models taught on the module

+

3 x journal references

+

Refer to something in the business news that is relevant to your topic  

Coaching and Leadership                                  

Using Leadership and Coaching models learnt on the module, consider how you can use them to encourage Employee Engagement.  (35 marks: 850 words)

OR

Application of GHRM for Sustainability           

Speaking as the HR Director, persuade your board of directors that your recent start-up organization should adopt a Green HRM approach. Use at least two models taught on the module to support. (35 marks: 850 words)

• Use the essay format given to you on the module

• Email your essay to your tutor by midnight on 29^th March

• Email addresses for all staff are in the Module Handbook

• Begin your chosen essay here.

Sample Answer

Coaching and Leadership: Using Models to Encourage Employee Engagement

Introduction

Employee engagement has become one of the most important determinants of organisational success. It reflects how emotionally committed employees are to their organisation and how motivated they feel to contribute to its goals. According to Gallup (2023), only 23% of global employees are actively engaged at work, revealing a serious engagement gap that limits productivity and innovation. Effective leadership and coaching can bridge this gap by creating purpose, trust, and personal growth opportunities. This essay explores how leadership and coaching models can be used to enhance employee engagement, focusing on Transformational Leadership Theory and the GROW Coaching Model. It will also reference examples from business news, including Microsoft’s leadership culture, to show how these theories operate in practice.

Leadership and Employee Engagement

Leadership plays a central role in shaping the psychological climate that determines engagement levels. Transformational Leadership Theory, introduced by Burns (1978) and further developed by Bass (1985), suggests that leaders who inspire, intellectually stimulate, and care for employees’ individual needs can significantly increase motivation and performance. Transformational leaders use four key behaviours: idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration.

When applied to employee engagement, these behaviours create a sense of belonging and shared purpose. Inspirational motivation encourages employees to see how their work contributes to a larger vision, while intellectual stimulation empowers them to innovate and think critically. Research by Breevaart et al. (2014) found that transformational leadership correlates positively with engagement because it satisfies employees’ intrinsic needs for autonomy and meaning.

At Microsoft, CEO Satya Nadella’s leadership style offers a strong real-world example. Since taking over in 2014, Nadella has promoted a “growth mindset” culture that encourages learning, collaboration, and psychological safety. This leadership shift helped Microsoft’s employee engagement scores rise significantly (LinkedIn News, 2023) while transforming the company’s image from a rigid corporate structure into an agile, innovative enterprise. This demonstrates how leadership that focuses on empathy, coaching, and empowerment directly contributes to employee engagement.

Coaching as a Mechanism for Engagement

Coaching provides a structured way for leaders to develop and motivate individuals. The GROW Model, developed by Sir John Whitmore (1992), is one of the most effective frameworks for coaching in the workplace. It includes four stages: Goal, Reality, Options, and Will. The model helps employees clarify objectives, assess current performance, explore possible solutions, and commit to action.

When managers use the GROW framework consistently, employees feel supported in their development, which strengthens engagement. Coaching conversations help employees set meaningful goals aligned with both personal aspirations and organisational strategy. As a result, they perceive greater control over their growth, which is a strong predictor of engagement (Luthans & Peterson, 2003).

For example, Google’s “Career Guru” initiative applies coaching principles to connect employees with mentors who guide them through career decisions using models similar to GROW. This system has improved retention and engagement levels across teams (Forbes, 2022). Similarly, The Ritz-Carlton empowers its managers to coach staff through daily performance check-ins, reinforcing a culture of continuous learning.

Coaching also helps address disengagement early by fostering open dialogue. Employees who can discuss challenges without fear of judgement are more likely to stay motivated and committed. Therefore, coaching is not just a performance tool but also a relationship-building mechanism that strengthens emotional connection between staff and management.

Integrating Leadership and Coaching for Engagement

While leadership and coaching are often discussed separately, their integration creates the most powerful impact on engagement. Transformational leadership provides the vision and inspiration, while coaching ensures that employees have the support and feedback they need to realise that vision in practice.

A practical integration could involve leaders using transformational principles, such as communicating vision and showing empathy, within coaching conversations structured around the GROW model. For instance, during goal-setting discussions, a leader might use inspirational motivation to connect an employee’s task to the company’s broader mission, then use GROW techniques to help the employee identify how they can contribute meaningfully.

Organisations that embed both leadership and coaching into their culture see measurable benefits. According to a study by Kim et al. (2013), coaching-oriented leadership significantly enhances job satisfaction, engagement, and organisational commitment. By aligning personal goals with organisational outcomes, employees experience both achievement and recognition, reinforcing engagement through positive feedback loops.

Continued...