Summarise the stages of the research process and compare different data collection methods.

Assignment Brief

Unit Assessment: CHRM Using Information in Human Resources

Unit Type: Core UIN

Assessment Code: NAB 5UIN IHR104001

Background to Unit - Using Information in Human Resources

Human resources (HR) professionals need to be able to present a viable and realistic case for improvement based on sound work-based research and an understanding of what is considered good practice. This core unit develops the skills of research and enquiry in order to enable learners to identify appropriate data sources to support an investigation into an area of HR practice and to synthesise and apply this data, to evaluate the role of HR in business and strategy formulation and implementation, and to prepare and present a business case for improvement.

Learning outcomes:

• 1 Understand the research process and different research approaches
• 1.1 Summarise the stages of the research process and compare different data collection methods.
• 2 Be able to conduct a critical review of information sources in an area of HR/business practice and analyse the findings.
• 2.1 Identify an area of HR practice for investigation.
• 2.2 Conduct a critical review of different information sources relevant to the chosen area of HR/business practice
• 3 Be able to draw meaningful conclusions and evaluate options for change.
• 3.1 Draw meaningful conclusions from the review and make justified recommendations for improvements in practice.
• 4 Know how to deliver clear, business-focused reports on an HR issue.
• 4.1 Formulate a business report for identified stakeholders that includes an appropriate mix of diagrammatic and narrative formats.

Your task (2500 words)

Your CEO has asked each departmental head to undertake a critical review of their systems, processes and practices as part of a major organisational change agenda. You have been asked to review an area of HR/business practice and present a business report to key stakeholders with recommendations for improving practice. To provide the basis for your report, you have been asked to conduct a critical review of information sources relevant to the area of practice. (4.1) You should:

• Select an area of HR/business practice and give the reason for your choice (2.1)
• Undertake a critical review of different information sources (at least three) e.g. research digests, academic and professional literature, online databases, key texts relevant to the selected area of practice. (2.2)
• In your write up of the literature review you should explain why you selected that particular source and highlight some of the different research approaches adopted by the authors and comment on the advantages and disadvantages of these different approaches. (1.1)
• Draw meaningful conclusions from the review of the different information sources. (3.1)
• Make justified recommendations to named stakeholders for sustaining and/or improving practice. (3.1)

Your report structure should include:

• Title page (report title and their name, submission date)
• Executive summary (overview, methods of analysis, findings, recommendations)
• Table of contents (list of numbered sections)
• Introduction (terms of reference)
• Main body (headings and sub-headings – these could be for each information source reviewed). Candidates should use a mix of narrative and diagrammatic formats where appropriate to present their findings.
• Conclusion (including major inferences and recommendations for change)
• Reference list
• Appendix if used i.e. information supporting their analysis but not essential to its explanation.

Evidence to be produced/required

A written business report for stakeholders of approximately 2,500 words.

You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.

Guidance about the assessment:

• Do make sure you refer to the assessment criteria (AC) above so you do not miss anything out in your answer. Sometimes one question will cover more than one AC, make sure you cover all the requirements in your answer, and make this clear in your heading;
• We strongly advise that you read the Assessment Guidance sheet provided (focus on the assessment criteria relevant for this assessment), in your pack, and/or on the Moodle. This helps with the context of the assignment itself. The two documents work together to clarify what is required;
• You need to refer to best practice and relevant legislation where appropriate, and include reference to appropriate literature sources to demonstrate your wider reading;
• When referencing your research and wider reading, remember to include your sources in a Bibliography attached to your work (not included in the word count). Guidance on how to do this can be found on Moodle. Knowing how to reference correctly is a useful skill for those at this level, and moving to higher qualifications.  

Submission deadlines

How?

Your assessment should be submitted through Moodle, ensuring you have fully uploaded your work with attachments correctly.

When?

Submission due dates for each unit can be found on your study calendar. See our policies on Moodle for late submission and extensions.

Submission Checklist

1. Assignment cover sheet
2. Report (2500 words)
3. Appendices
4. References/Bibliography
5. Updated Personal Development Plan with Key Learning Summary

Sample Answer

1.1 Summarise the stages of the research process and compare different data collection methods

The research process in human resource practice is a systematic and logical approach to gathering and analysing information in order to address organisational challenges or inform strategic decision-making. It begins with the identification and clear definition of the research problem or question, ensuring that the scope and objectives are fully aligned with organisational priorities. This is followed by a review of relevant literature, professional reports, and industry benchmarks to establish existing knowledge, identify best practice, and highlight any gaps that the research should address.

The next stage involves selecting an appropriate research approach, which may be qualitative, quantitative, or a combination of both. This choice is influenced by the type of information required, the resources available, and the intended use of the findings. A well-designed methodology is then developed, detailing the sampling strategy, data collection methods, and ethical considerations, ensuring the research is both robust and compliant with professional and legal standards.

Data collection is carried out in a systematic and consistent manner to ensure reliability. Common methods include surveys, which are efficient for obtaining large volumes of quantitative data, interviews, which allow for in-depth exploration of participant perspectives, and observation, which provides real-time insights into workplace behaviour and practices. Each method has distinct strengths and limitations; for instance, surveys are cost-effective but risk superficial responses, while interviews offer depth but can be resource-intensive. Observation can reveal discrepancies between stated procedures and actual practice, but the presence of an observer may alter behaviours.

Following data collection, the information is analysed using appropriate analytical techniques. Quantitative data might be examined statistically to identify patterns or correlations, whereas qualitative data is often coded and thematically analysed to uncover recurring ideas and meanings. The findings are then synthesised to form evidence-based conclusions, which are translated into actionable recommendations tailored to the organisation’s needs. Finally, the results are reported and presented to relevant stakeholders in a clear, concise, and professional format, often combining written analysis with visual aids such as charts or graphs to enhance understanding.

In HR research, a mixed-methods approach is frequently favoured as it combines the breadth of quantitative analysis with the depth of qualitative insight, thereby increasing the validity and applicability of the recommendations.

2.1 Identify an area of HR practice for investigation

For this investigation, the chosen area of HR practice is employee engagement and its impact on staff retention within a medium-sized service organisation. This area is of significant relevance to HR because high turnover rates can lead to increased recruitment costs, reduced productivity, and diminished morale among remaining employees. Furthermore, with competition for talent intensifying across many sectors, retaining skilled and experienced staff has become a strategic priority.

The investigation will focus on identifying the current level of employee engagement, examining factors influencing engagement such as leadership style, communication quality, career development opportunities, and organisational culture. The aim is to understand how these elements contribute to retention or attrition, and to determine evidence-based strategies that can enhance engagement and thereby improve staff retention rates.

2.2 Explain the aim and objectives of the research

The aim of the research is to assess the relationship between employee engagement and staff retention in order to provide actionable recommendations that will enhance organisational performance and reduce turnover costs.

The objectives are to:

• Measure current employee engagement levels through both quantitative and qualitative means.

• Identify key drivers of engagement within the organisation.

• Evaluate the correlation between engagement levels and turnover data.

• Recommend targeted HR interventions to improve engagement and retention.

2.3 Formulate a research proposal

The research will adopt a mixed-methods approach to capture both statistical trends and detailed personal perspectives. Quantitative data will be collected via a structured employee survey distributed to all staff members, covering engagement indicators such as job satisfaction, perceived value, leadership trust, and career development opportunities. Qualitative data will be gathered through semi-structured interviews with a purposive sample of employees from different departments and seniority levels, allowing for exploration of individual experiences and nuanced views.

Continued...