Understand the research process and different research approaches.

Assignment Brief

This paper revolves around the writing of a research paper that carries the whole research process and a critical evaluation of systems, processes and practices as part of a major organisational change agenda. You are supposed to review an area of HR business and suggest a business report with recommendations to key stakeholders for enhancing business practices. Additionally, the research should carry proper pattern and structure with references.

Instructions

Title of unit/s Using Information in Human Resources

Learning outcomes:

1. Understand the research process and different research approaches.
2. Be able to conduct a critical review of information sources in an area of HR/business practice and analyse the findings.
3. Be able to draw meaningful conclusions and evaluate options for change.
4. Know how to deliver clear, business-focused reports on an HR issue.

Assessment brief/activity

Activity 1

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. You should:

• Select an area of HR/business practice and give the reason for your choice
• Undertake a critical review of different information sources (at least four) e.g. research digests, academic and professional literature, online databases, key texts relevant to the selected area of practice.
• Draw meaningful conclusions from the review of the different information sources.

Make justified recommendations to named stakeholders for sustaining and/or improving practice. Your report structure should include:

1. Title page (report title and their name, submission date)
2. Executive summary (overview, methods of analysis, findings, recommendations)
3. Table of contents (list of numbered sections)
4. Introduction (terms of reference)
5. Main body (headings and sub-headings– these could be for each information source reviewed. Candidates should use a mix of narrative and diagrammatic formats to present their findings)
6. Conclusions
7. Recommendations
8. Reference list/Bibliography
9. Appendix if used i.e. information supporting their analysis but not essential to its explanation.

Activity 2

1. Summarise the key stages of the research process.
2. Compare two different research methods.

Evidence to be produced/required A written business report for stakeholders and written answers to activity two of approximately 2600 words. The title page, executive summary, reference list and any appendices are excluded from the word count. 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. All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count).

Sample Answer

Title Page

Title: Enhancing Performance Management Systems to Support Organisational Change
Unit Title: Using Information in Human Resources

Executive Summary

This report critically evaluates the effectiveness of current performance management (PM) systems within organisations during times of change. A review of four key information sources is conducted, including academic literature, CIPD reports, practitioner articles, and case studies. Findings show that many current systems are outdated, lacking flexibility and employee involvement. The report concludes that PM systems must align with continuous feedback, employee development, and clear organisational goals. Recommendations are made to HR leaders and senior management for adopting agile and digital performance frameworks. Improvements in PM can directly support overall business success during transformation.

Table of Contents

1. Introduction

2. Rationale for Selecting Performance Management

3. Review of Information Sources
    3.1 Academic Literature
    3.2 CIPD Research
    3.3 Practitioner Articles
    3.4 Case Studies

4. Conclusions

5. Recommendations

6. Activity 2: Research Process & Methods

7. References

8. Appendices (if any)

1. Introduction

This report has been prepared in response to a directive from the CEO to critically review current HR systems as part of an organisational change programme. The aim is to assess the effectiveness of Performance Management (PM) practices and recommend improvements to support sustainable employee development and strategic goals.

2. Rationale for Selecting Performance Management

Performance management is selected due to its central role in linking individual performance with business objectives. In a fast-changing business environment, organisations must move beyond outdated annual appraisals. Research shows modern PM systems, like continuous feedback and goal-based appraisal, are vital for engagement and productivity (Aguinis, 2013). Therefore, a critical review of current systems can provide value to HR leaders looking to improve people management practices.

3. Review of Information Sources

3.1 Academic Literature

Aguinis (2013) defines performance management as a continuous process of identifying, measuring, and developing the performance of individuals. Academic sources argue traditional systems are often compliance-driven rather than development-focused.

Briscoe and Claus (2008) highlight that annual appraisals are ineffective in agile environments. Furthermore, recent research by Pulakos et al. (2015) suggests performance systems must be frequent, coaching-oriented, and aligned with company values.

However, critics such as DeNisi and Murphy (2017) note that despite the interest in modern approaches, many organisations struggle to implement effective feedback systems, especially in remote or hybrid settings.

Summary of Academic Source Findings:

• Traditional PM is outdated.

• Continuous feedback and coaching are effective.

• Implementation challenges exist, particularly in global or digital firms.

3.2 CIPD Research

The Chartered Institute of Personnel and Development (CIPD, 2020) conducted a survey on PM in UK organisations. Key findings include:

• 53% of companies still rely on annual appraisals.

• Only 34% have real-time feedback mechanisms.

• Employees often see PM as a “tick-box” exercise.

The CIPD also promotes the “performance through people” strategy, encouraging PM systems that support wellbeing, inclusion, and professional growth.

Summary of CIPD Findings:

• PM practices are not keeping up with change.

• Managers lack the training to give feedback.

• Cultural change is needed to shift towards continuous development.

Continued...