Analyse executive and expatriate rewards in an international context.

 

 

CIPD ASSIGNMENT SUBMISSION DECLARATION

Candidate declaration:

·         I confirm that the work/evidence presented for assessment is my own unaided work. It is not copied from any other person’s work (published or unpublished)

 

·         I confirm that I have read the plagiarism policy and understand that if plagiarism is detected I will receive a written warning and this can be escalated to formal disciplinary action.

 

·         I confirm that my assignment meets the word count stated on the assignment

Brief (where a word count is stated on the brief there is a +/ – 10% allowance, where a word count range is stated the word count needs to be within that range. The following aspects are excluded from the word count; the declaration page, marking feedback sheet, title/cover page, index/contents page, list of references/bibliography and appendices.)

 

·         I understand there are only two opportunities to submit an assignment per module sitting.

 

·         I agree to this work being subjected to scrutiny by textual analysis software.

 

·         I understand that my work may be used for future academic/quality assurance purposes (this may include being shared with other students anonymously) in accordance with the GDPR 2018.

 

·         I understand that the work/evidence submitted for assessment may not be returned to me and that I have retained a copy for my records.

 

·         I understand that until such time as the assessment grade has been ratified through internal and external quality assurance processes it is not final.

By submitting my assignment I confirm that I agree to the above statements in the candidate declaration.

Must be completed by candidate (all fields are compulsory):
Candidate Name:

(typed)

  Word Count:

State number of word used

 
Date due for assessment:   Date signed and submitted:  
CIPD Membership No:   Unit code(s): 7RWM
Unit tutor:   Unit title(s): Reward Management

 

 

 

 

 

CIPD Assessment Activity

 

Title of Module

 

Reward Management
Module No/s

 

7RWM
Level

 

7
Credit value

 

15
Assessment method

 

Written report
Expiry date September 2021
Learning outcomes:

 

1. Analyse the relationship between the environment, strategy and systems of reward

Management.

 

4. Design internally consistent reward structures that recognise labour market and

equity restraints.

 

5. Analyse executive and expatriate rewards in an international context.

 

Assessment brief/activity

 

You should provide a report to your Chief Executive Officer (CEO) in which you critically analyse how changes in the reward environment will impact on your organisation; provide a set of recommendations that arise from your analysis; and critically analyse the factors to take into account when you are faced with including expatriate workers in your recommendations.

 

You should use your own organisation (or one with which you are familiar) for parts one and two of this assessment activity.

 

1.    Produce a 3000 word report to present to your CEO that provides:

 

  1. An analysis of your organisation’s external reward environment identifying the key reward management changes that are likely to occur in the coming year;

 

  1. A critical evaluation of the impact these changes will have on the pay and benefits of employees, management and executives.

 

  1. What issues you would need to consider if you also had to take into account ex-patriate workers on long term assignments, and the implications of these for your current recommendations and/or the inclusion of other recommendations.

 

Report needs to cover all learning outcomes

 

 

 

  ADVANCED ASSESSMENT – Reward Management (7RWM)

 

Student’s name: 

   

Assignment – Learning Outcomes

 

Comments

LO1 Analyse the relationship between the environment, strategy and systems of reward management.  

 

LO4 Design internally consistent reward structures that recognise labour market and equity constraints.  

 

LO5  Analyse executive and expatriate rewards in an international context.  

 

 

 

 

 

Assessment Criteria

Distinction

 

Merit

 

Pass

 

Fail/Refer

 

Achieves module outcomes related to GAC at a high level and demonstrates excellence throughout. Assessment evidence presented is very well integrated. Achieves module outcomes related to GAC at a good level and demonstrates competency throughout. Assessment evidence presented is well integrated. Achieves module outcomes related to GAC at a satisfactory level and demonstrates adequacy throughout. Assessment evidence presented shows some degree of integration. Fails to achieve module outcomes related to GAC at this level. Assessment evidence presented lacks integration.
Business Orientation 

 

The ability to locate the HRM/HRD topic in ‘the big picture’ as part of an organisation’s strategy

Demonstrates excellent practical and professional skills and an impressive degree of business orientation.

 

Comprehensive awareness of contextual issues.  Strategic perspective critically examined and explained.

Demonstrates comprehensive practical and professional skills and a good degree of business orientation.

 

Very good understanding of contextual issues.  Strategic perspective clearly explained.

Demonstrates adequate practical and professional skills and an acceptable degree of business orientation.

 

Good understanding of contextual issues.  Strategic perspective described rather than explained.

Demonstrates inadequate practical and professional skills and an unacceptable degree of business orientation.

 

Limited understanding of contextual issues.

 

 

Assessor’s comments

 

 

 

 

 

 

 

 

 

 

 

 

Application Capability

 

The ability to identify, construct, present and defend practical ‘solutions’ to problems and opportunities for future improvement taking in to consideration legal and ethical obligations.

 

 

 

Intuitive and creative thinking applied in order to generate innovative solutions.  Fully justified.  All key issues addressed and potential barriers and difficulties identified. Full consideration given to ethical and legal obligations. Comprehensive action plan demonstrating feasibility of proposals, implementation, prioritisation and costing where appropriate.

 

 

All key issues addressed.  Convincing, business focused solutions proposed that consider ethical and legal obligations. Clear and well-justified solutions flow logically from analysis.  Prioritisation, implementation considerations and costing included where appropriate.

 

 

Most of the key issues addressed.  Convincing, business focused solutions proposed.

Sound course of action proposed with some justification and consideration of ethical and legal obligations.  Some prioritisation, implementation and costings considered and explained where appropriate.

 

 

Key issues not identified or addressed. Proposed business solutions unconvincing, brief and/or illogical.  Limited, if any justification or consideration of ethical and legal obligations for the course of action proposed. Little or no reference to costings, implementation and/or priorities where appropriate.

 

 

 

Assessor’s comments

 

 

 

 

 

 

 

 

 

Knowledge and Understanding

 

Demonstration of the ability to analyse, challenge and evaluate both theory and research on the one hand and corporate policies and practices on the other.

Demonstrates an excellent understanding of professional knowledge across HRM/HRD.

 

Comprehensive knowledge of subject matter demonstrated.  Emergent hot topics considered when appropriate.

 

Comprehensive analysis of a range of related concepts and ideas.  Evidence based argument demonstrating an excellent understanding of theory and/or organisational practice. Statements of ‘fact’ and personal belief supported by citations from an extensive range of appropriate up to date third party sources, research and relevant literature at M-level.  Comprehensive conclusions logically developed and justified from the analysis.

Demonstrates a good understanding of professional knowledge across HRM/HRD.

 

Very good knowledge of the subject matter demonstrated.

 

 

Very good analysis of related concepts and ideas.  Appropriate evidence based argument demonstrating good understanding of theory and/or organisational practice. Statements of ‘fact’ and personal belief reinforced by citations from an appropriate and broad range of third-party sources, research and relevant literature at M-level. Relevant conclusions drawn that follow the analysis.

Demonstrates adequate understanding of professional knowledge across HRM/HRD.

 

Good knowledge of the subject matter demonstrated.

 

 

Good analysis of some appropriate concepts.  Some evidence based argument demonstrated which draws on theory and/or organisational practice. Statements of ‘fact’ and personal belief reinforced by citations from an appropriate, but limited, range of third-party sources, research and relevant literature at M-level. Relevant conclusions drawn that are broadly aligned to the analysis.

Demonstrates an insufficient understanding of professional knowledge across HRM/HRD.

 

Some but rather superficial understanding of the subject matter concepts.

 

Limited or no analysis. Lacks evidence based argument. Theory and/or organisational practice not referred to or used inappropriately.  Statements of ‘fact’ and personal belief insufficiently reinforced by citations from appropriate third-party sources, research and relevant literature at M-level.

Conclusions weak, unfounded or poorly explained.

 

Assessor’s comments

 

 

 

 

 

 

 

 

 

 

Presentation and Persuasion

 

The ability to communicate conclusions about debates and issues in the fields of HRM or HRD to specialist and non-specialist audiences

Demonstrates the ability to present/communicate the thinking about HRM/HRD issues to an excellent professional and intellectual M-level standard.

 

Presentation and structure of assessment evidence meets the assessment brief to an excellent standard.

 

Concepts expressed with exceptional clarity in a convincing and cogent manner.

 

Sensitive to emotional, attitudinal and political aspects of corporate life.

 

Extensive and appropriate referencing.

Demonstrates the ability to present/communicate the thinking about HRM/HRD issues to a good professional and intellectual M-level standard.

 

Presentation and structure of assessment evidence meets the assessment brief to a good standard.

 

Concepts clearly and concisely expressed in a confident and persuasive manner.

 

Acceptable and relevant referencing.

Demonstrates the ability to present/communicate the thinking about HRM/HRD issues to an acceptable professional and intellectual M-level standard.

 

Presentation and structure of assessment evidence is appropriate to the assessment brief.

 

Concepts expressed in a clear and systematic manner.

 

Acceptable, but limited referencing.

Demonstrates significant deficiencies in presenting and communicating the thinking about HRM/HRD issues. Not an acceptable professional or intellectual M-level standard.

 

Presentation and structure of assessment evidence is inappropriate and does not meet assessment brief.

 

Fails to express concepts clearly, systematically and/or confidently.

 

Inadequate referencing. References not supplied, used inaccurately, or not attributed.

 

Assessor’s comments

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Overall comments by first marker
 

 

 

 

 

Overall mark Date
Markers name

 

 

 

 

Overall comments by second marker (if applicable)
 

 

 

 

 

Overall mark Date
Markers name

 

 

 

 

Final moderated grade after second marking: Date:

 

Tutor name:

 

 

 

 

Section to be completed by centre IQA as applicable

 

Agreed Mark:

 

Date:

 

IQA name:

 

Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal Acacia Learning verification (IQA) and external CIPD Verification (EQA)

 

 

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Answer Excerpt

 

EXECUTIVE SUMMARY

The external reward environments are the external environments that affect the designing of reward systems in an organisation. Different external reward environments can affect an organisation’s reward system. These environments include political, legal, economic, competition, cultural environments, and labour markets.

The report examines our organisation’s external reward environment: political influences, legal environments such as government policies, and economic situations such as economic crises.

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