Question One
HR transformation Using appropriate illustrative examples, critically analyse the key drivers of the HR transformation agenda and discuss the challenges and opportunities this agenda creates for the HR function. Key drivers (and recent trends) of change within organisations; Key drivers (and recent trends) of change/transformation within the HR function; a critical evaluation of the dominance of Ulrich’s (2005) model of HR Service Delivery and Business Partnering, including e-enabled HR Transformation; Debate the impact of HR Transformation agenda, including benefits and problems associated with moving from face-to-face HR to a technology-mediated model, including the segmentation of HR roles, devolution of HR duties to line managers, and distancing of the function from employees and managers; the use of the new OE mindset as a means of re framing the role of HR.
Question Two
Organisational Development (OD) Critically evaluate the key principles underpinning approaches to Organisational Development (OD) and discuss the role trust plays in ensuring effective OD. The roots/definition of OD, noting its positivist underpinnings; the emergence of ‘new style’ OD interventions, linking this to the ‘New Organisational Effectiveness’ Framework. Enablers of employee engagement; critique of engagement, linking this to social exchange theories such as perceived organisational support and the psychological contract.
Question Three
Leadership Critically discuss and identify differing leadership behaviours, exploring their influence and impact upon employee engagement. Leadership trait and style definition; how the various exertion of power could be perceived by employees (e.g. autocratic, democratic); behaviours that may be deemed controlling, inequitable and/or non-participative could be damaging to the psychological contract; potential mismatching of suitable leadership behaviours to the situation, context or employee; reference to situational leadership models or contingent situational models; followership needs and the implications of building of trust through Authentic leadership, LMX leadership and/or the Psychodynamic leadership models.
