OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION

Engagement of Employees and Organisational Learning

Unit Reference Number A/618/1340
Unit Title Engagement of Employees and Organisational Learning
Unit Level 7
Number of Credits 20
Total Qualification Time (TQT) 200
Guided Learning Hours (GLH) 100
Mandatory / Optional Mandatory
Unit Grading Structure Pass / Fail

Unit Aims
The aim of this unit is to develop learners’ understanding of contemporary issues in the Engagement of Employees, Organisational Learning,
people management and development. Learners will examine and critically evaluate the purpose and objectives of human resource
management and designing and implementation of HR action plans for promoting employee engagement and organisational performance.

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes – Assessment Criteria – Indicative contents
the learner will: the learner can:
1. Understand the role of the 1.1 Discuss the responsibilities of HR in relation  Develop, advise, and implement policies relating to
Human Resource function to relative the organisational objectives. the effective use of personnel within an organisation.
in contemporary 1.2 Analyse the role of HR in relation to Organisational development and organisational
organisations. organisational learning and effective change learning. Theories of learning.
management.  The formulation and implementation of processes of
1.3 Critically evaluate the Process and factors of learning and talent development strategies.
effective Workforce planning.  Process and factors of Workforce planning and skill
mix, training and development contribute to the
delivery of organisational aims and objectives.
 Change management.
 Change barriers: e.g. Uncertainty, poor planning, lack

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of consensus, resistance, leadership challenges and

manager challenges.
2. Understand the goals of 2.1 Analyse approaches and models of HR  Changing context of HR delivery; classic, business
Human Resource service delivery within organisations. partnering, shared services, centres of expertise;
management. 2.2 Evaluate HR functions between normative perspective, the critical perspective,
organisations from different sectors. behavioral perspective, systems perspective, and
2.3 Analyse methods of evaluating HR function. agency or transaction cost perspective; challenges;
2.4 Evaluate the possible contribution of HR in and drivers, skills, boundaries.
organisational performance and objectives.  Evaluation: Rationale for evaluating HR functions, i.e.
future investment, improvement, workforce planning
and intellectual capital, accountability, motivation and
productivity.
 Evaluation models, Kirkpatrick, return on investments
models, “Balanced Scorecard” and others. Public
private, sector goals, aims and objectives and
differences.
3. Understanding, 3.1 Analyse factors affecting employee learning  The concept of theories of employee engagement, the
designing and and employee engagement in a given relationship of employee engagement, learning,
implementation of HR context managerial leadership.
action plans for 3.2 Explore the critical contribution of employee  HR strategies and development of human resource
promoting employee engagement as a route to strategic and management (HRM) competitive differentiators.
engagement and competitive  Factors affecting employee learning and employee
organisational 3.3 excellence within a high-performance engagement.
performance. working environment.  The relationship of employee engagement with
3.4 Design and implement an HR action plans employee performance and organisational
for promoting employee engagement and performance.
organisational performance.  Design and implement action plans for promoting
employee engagement and organisational
performance.

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 OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION

4. Understand the correlation 4.1 Examine HR contemporary issues affecting  Understanding contemporary issues (PESTEL,
between organisational organisational performance. Competition, organisational) that affect organisational
performance and 4.2 Critically analyse the impact of investment in performance. HRM
management of Human human capital on organisational  Performance relationship: theoretical frameworks
Resources. performance. such as HRM practice leads to HR outcomes leads to
4.3 Critical examine approaches to evaluating organisational performance what leads to what i.e
the effectiveness of the HR function. ‘black box’ studies; Gallup studies; strength based
4.4 Critically evaluate the role of Human performance management; definition of human capital
Resources in evaluating organisational ie. economic value of employee skills etc. decision
performance in an organisation. making, education, training, health; and HR metrics.
 Rating scales, critical incidents, job satisfaction,
objective production, judgemental evaluation, peer
and self-assessment and negotiated performance
appraisal.
 Evaluation of HR functions, i.e. Future investment,
improvement, workforce planning and intellectual
capital, accountability, motivation and productivity etc.
Evaluation models. Kirkpatrick, return on investments
models, “Balanced Scorecard” and others.

Assessment
To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count
All 1 to 4 All ACs under LO 1 to 4 Report 4500 words

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Indicative Reading list

Bothma, R. and Brewster, C. (2012). Contemporary Issues in Human Resource Management. Oxford: Oxford University Press

Boxall, P., Purcell, J. and Wright, P. (2007). The Oxford Handbook of Human Resource Management. Oxford: OUP.

Cascio, W. and Boudreau, J. (2010). Investing in People: Financial Impact of Human Resource Initiatives Hardcover. London: Pearson FT
Press.

Gibb, S. (2007). Human Resource Development: Processes, Practices and Perspectives. Basingstoke: Palgrave.

Marchington, M. & Wilkinson, A. (2011). Human Resource Management at Work: People Management & Development. 5th Edition. London:
CIPD.

Rees, G. and French, R. (2013). Leading, Managing and Developing People. London: Chartered Institute of Personnel and Development.

Taylor, S. (2011). Contemporary Issues in Human Resource Management. London: CIPD.

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