Using Information in Human Resources

Assignment Brief

5UIN Using Information in Human Resources

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

Assessment activity: 5UIN Using Information in Human Resources

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 three) e.g. research digests, academic and professional literature, online databases, key texts relevant to the selected area of practice.
• 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.
• 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: 5UIN Using Information in Human Resources

• 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 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. Just give your answer by looking into the learning outcome which states 1.1 Summarise the stages of the research process and compare different data collection methods

Sample Answer

Using Information in Human Resources

Executive Summary

This report critically reviews the area of employee engagement within Human Resource practice, chosen due to its significant influence on organisational performance, employee motivation, and retention. The research process has been followed step by step, with an evaluation of different data collection methods and critical engagement with a range of information sources, including academic journals, professional body research, and consultancy reports.

The findings demonstrate that employee engagement strategies are closely linked to productivity, staff retention, and organisational culture. However, inconsistencies in definitions, methodological approaches, and measurement tools present challenges for practitioners. The report concludes that while surveys remain the most common method of collecting engagement data, alternative methods such as interviews and focus groups provide richer insights.

Based on the analysis, the report recommends that the organisation adopt a mixed-method approach to engagement measurement, strengthen communication channels, and ensure line managers are adequately trained to support engagement initiatives. These recommendations are directed at HR leadership and departmental heads as part of the wider organisational change agenda.

Table of Contents

1. Introduction

2. The Research Process and Data Collection Methods

3. Critical Review of Information Sources

4. Analysis and Discussion

5. Conclusions and Recommendations

6. References

7. Appendix

Introduction

The purpose of this report is to evaluate employee engagement as a core Human Resource practice, critically reviewing information sources to identify strengths, weaknesses, and areas for improvement. Employee engagement has been selected because it is increasingly viewed as a key driver of competitive advantage and is central to sustaining high levels of performance during organisational change. The report follows the requirements set out in the 5UIN assignment brief and is structured around the research process, critical review, analysis, and recommendations.

The Research Process and Data Collection Methods

The research process can be defined as a structured sequence of stages designed to ensure reliable, valid, and relevant findings. The process begins with the identification of a research problem, in this case the need to review employee engagement practices. This is followed by a review of relevant literature and information sources to establish what is already known and where gaps exist. The next stage involves designing the research, which includes selecting data collection methods and justifying their appropriateness. Data collection then takes place, followed by data analysis, interpretation of findings, and finally the formulation of conclusions and recommendations.

Comparing data collection methods in HR research highlights the trade-offs between different approaches. Quantitative methods such as surveys are highly efficient for collecting standardised data from large populations, making them particularly useful for measuring engagement levels across departments. However, they may oversimplify employee perceptions. Qualitative methods such as interviews and focus groups provide greater depth of understanding and allow employees to express nuanced views, but they are more resource-intensive and may lack generalisability. A mixed-method approach that combines surveys with interviews or focus groups is therefore increasingly recommended to capture both breadth and depth of insight.

Critical Review of Information Sources

To critically explore employee engagement, three types of sources have been selected: peer-reviewed academic research, professional body publications, and consultancy reports.

Kahn’s (1990) foundational academic study introduced the concept of engagement as the harnessing of employees’ selves to their work roles. Subsequent academic research, such as Saks (2006), has employed quantitative survey-based methodologies to measure the antecedents and consequences of engagement. These studies are rigorous and theoretically grounded but sometimes limited by their reliance on self-report data and cross-sectional designs.

The Chartered Institute of Personnel and Development (CIPD) provides professional insights, combining survey data from organisations with practitioner commentary. Their Employee Outlook reports offer practical benchmarks and highlight current trends in engagement within the UK context. The CIPD’s mixed-method approach, while less academically rigorous than peer-reviewed studies, is valuable for understanding real-world HR practice.

Consultancy firms such as Gallup also produce widely cited reports, most notably the State of the Global Workplace. Gallup’s strength lies in large-scale survey data that allows for international comparison. However, such sources may be influenced by commercial interests, and the proprietary nature of their engagement models limits transparency in methodology.

Reviewing these different types of sources demonstrates that academic literature provides depth and theoretical grounding, professional body publications deliver practitioner relevance, and consultancy research offers large-scale benchmarking, though each has its limitations.

Continued...