The aim of this research assignment is for students to achieve ULOs 1-4, and obtain GLOs 1, 2, 4, 5, 6, 8.
Deakin’s Bachelor of Commerce and MBA are internationally EPAS accredited. Deakin Business School is accredited by AACSB.
Students who submit their work by the due date will receive their marks and feedback on
CloudDeakin by 11/09/2020.
Description / Requirements
Undertake a self-assessment of human resource capabilities. The self-assessment guide is based on the Model of Excellence of HR capabilities from the Australian Human Resources Institute (AHRI). The link to the assessment will be provided via the Cloud Deakin site. After completing the assessment, complete a 200 word reflection of what the results indicate in relation to your HR capabilities.
Submit your results and reflection via the Assessment 1 folder on the Cloud Deakin MMH753 site. Informal feedback will be given on Part 1 during an online seminar prior to a full assessment combined with the case study report Part 2.
Individually, research and write an analytical discussion paper that uses relevant human resource management theory, models, empirical research evidence and other authoritative sources, based on the following scenario:
Maria Zettel is the CEO of a medium sized manufacturing company based in Melbourne called Marque Value. The company has a reputation for the highest quality products, but for some time, the company has been under heavy competition from cheaper manufacturers in South-East Asia. The COO of the company for the past 18 months, Pham Tran, has global experience in manufacturing and is keen to set up a high quality production plant in
Vietnam, for the company to become more competitive internationally. Although Pham was born in Australia, he speaks fluent Vietnamese and has made several trips to Vietnam to evaluate opportunities for the company’s future.
The staff in Melbourne are ethnically diverse, principally with Chinese, Vietnamese and Sri Lankan backgrounds. Many staff in the company have become somewhat stressed about the lack of certainty in the future of their jobs, and turnover by highly skilled staff has increased dramatically in the last year. This has meant that the company has had to invest a lot of money and time in employing and training new staff, so as to retain the company’s high quality product reputation. Maria realised that this was becoming unsustainable, and developed a board proposal with Pham to set up a factory in Vietnam. Their idea is not so
much to close the Melbourne plant, but to become more competitive in the global marketplace.
The Board has now approved the business case to set up an additional plant in Vietnam, and Pham has been chosen to head the project full-time for the next 12 months. At the same time, the Board has decided to reduce production by 30% in Melbourne over the same 12 month period. This would translate to a 35% cut in the current production workforce. Maria has thought that she would sell the project to the staff as the only path to ongoing viability
of the company, and that there would be additional opportunities available for Melbourne staff to be involved in setting up the Vietnam operation.
Maria has asked you as HR advisor to report on the HR issues associated with expanding operations in Vietnam and concurrently downsizing operations in Australia. Specifically, your report should respond to these questions:
What are some of the potential staffing issues in setting up a plant in Vietnam? What is the best way in managing the downsizing of the workforce in Melbourne?
What factors would you use in selecting appropriate people within the Melbourne workforce to be involved in setting up the new plant in Vietnam?
Maria has requested that you use theory from the literature on International HRM plus HR practice sources to develop your responses, so that your report is based on evidence rather than opinion.
Please also note the following:
– Adhere to the word limit of your case study report within 2800 words (plus or minus 10%, excluding the reference list).
– A minimum of ten peer-reviewed journal articles and International HRM texts are required as references.
– Papers should apply correct citation format. If you are unsure of how to cite sources used to develop arguments, please raise your questions in the discussion forum on this unit’s CloudDeakin web-site.
– Papers that apply citation to mask plagiarism will be automatically referred to the
Academic Progress Committee, as will all cases of plagiarism.
– The paper format is a business discussion paper.
– A recommended structure for the paper is as follows:
1. Introduction, including purpose, brief outline of problem context
2. Discussion of literature and practices related to each of the three questions a. Staffing issues in Vietnam
Please refer to the marking rubric attached to this assessment task on the CloudDeakin to understand the assessment criteria of your research assignment.
Please upload and submit the case study report on Cloud Deakin, under the folder named as
“Assignment 1”, no later than 11:59pm, Monday, 24 August 2020.
You must keep a backup copy of every assignment you submit, until the marked assignment has been returned to you. In the unlikely event that one of your assignments is misplaced, you will need to submit your backup copy.
Any work you submit may be checked by electronic or other means for the purposes of detecting collusion and/or plagiarism. Turnitin is also provided on Cloud Deakin so you can check your work against the similarity report initially under draft box.
When you are required to submit an assignment through your Cloud Deakin unit site, you will receive an email to your Deakin email address confirming that it has been submitted. You should check that you can see your assignment in the Submissions view of the Assignment dropbox folder after upload, and check for, and keep, the email receipt for the submission.
• Penalties for late submission: The following marking penalties will apply if you submit an assessment task after the due date without an approved extension: 5% will be deducted from available marks for each day up to five days, and work that is submitted more than five days after the due date will not be marked. You will receive 0% for the task. ‘Day’ means working day for paper submissions and calendar day for electronic submissions. The Unit Chair may refuse to accept a late submission where it is unreasonable or impracticable to assess the task after the due date.
• For more information about academic misconduct, special consideration, extensions, and assessment feedback, please refer to the document Your rights and responsibilities as a student in this Unit in the first folder next to the Unit Guide of the Resources area in the CloudDeakin unit site.
• Building evidence of your experiences, skills and knowledge (Portfolio) – Building a portfolio that evidences your skills, knowledge and experience will provide you with a valuable tool to help you prepare for interviews and to showcase to potential employers. There are a number of tools that you can use to build a portfolio. You are provided with cloud space through OneDrive, or through the Portfolio tool in the Cloud Unit Site, but you can use any storage repository system that you like. Remember that a Portfolio is YOUR tool. You should be able to store your assessment work, reflections, achievements and artefacts in YOUR Portfolio. Once you have completed this assessment piece, add it to your personal Portfolio to use and showcase your learning later, when applying for jobs, or further studies. Curate your work by adding meaningful tags to your artefacts that describe what the artefact represents.