Student Assessment Submission and Declaration
Student Name: Assessor Name:
2nd
Submission 2nd December Submitted
Issue Date: September
Date: 2024 On:
2024
Programme: Pearson BTEC Level 4 Higher National Certificate in Business
Unit: Unit 3: Human Resource Management
Plagiarism
Plagiarism is a form of cheating. Plagiarism must be avoided at all costs and students who break
the rules, however innocently, may be penalised. It is your responsibility to ensure that you
understand correct referencing practices. As a university level student, you are expected to use
appropriate references throughout and keep carefully detailed notes of all your sources of
materials for material you have used in your work, including any material downloaded from the
Internet. Please consult the relevant unit lecturer or your course tutor if you need any further
advice.
Student Declaration
I certify that the evidence submitted for this assignment is my own. I have clearly referenced
any sources and any artificial intelligence (AI) tools used in the work. I understand that false
declaration is a form of malpractice.
Student Signature: Date:
1|Page
, Part A: The Role of HRM and Organisational Development
Cover Page
Introduction
2|Page
,General Motors is referred to as a global leader in the industry of automotive. However, a
shortage of skilled and experienced professionals is faced by GM like diverse other organisations
of the automotive industry. Talented workforce for technology-related and engineering roles is a
key requirement of GM to foster organisational development and long-term business success. To
meet the human resource need and address skill shortage challenge of GM, the role of a tonic
will be played by the HRM (Armstrong, 2020). The presentation is aiming to outline diverse
HRM roles to address challenges of GM and foster organisational development. Additionally, a
roadmap will be provided by the study so that GM can develop a strategy of strengthening
organisational talent management through focusing retention, employee engagement, and
recruitment. The aim of GM is to address organisational future and current workforce demands,
achieve objectives of the business, and foster long-term sustainability through capitalising the
strategy.
Human Resource Management
In the organisational context, Human Resource Management (HRM) is referred to as a core
functional unit and the key function of HRM is to manage organisational people strategically.
Diverse activities are encompassed by HRM, including training, recruitment, employee relation
maintenance, and performance management (Stone, 2024). Organisational human resource need
3|Page
, is determined, the gap of employees is filled, and organisational workforce turned into assets by
HRM so that business performance and overall operational efficiency can be enhanced. The
primary goal of HRM is to ensure that the workforce is skilled, engaged, and aligned with the
objectives of the business firm and the workforce is exploring expertise to foster organisational
and individual success.
The Role of HRM in Creating Sustainable Organisational Performance
To promote long-term success for the business and foster sustainable organisational
performance, a crucial role is played by the HRM. The Ulrich’s HR Model explored that, HRM
will not only perform as a support function for the organisation but also perform as a strategic
partner so that efforts of the workforce can be aligned with goals of the organisation (Ulrich,
2016). Diverse practices are implemented by the organisational HR professionals so that talent
can be developed and managed. Therefore, direct and productive impacts are reflected on the
outcomes of the business. According to the Resource-Based View (RBV) theory, a competitive
advantage is created by HRM to ensure business success through enhancing and capitalising
capabilities of the workforce and these capabilities are considered as rare, valuable, and difficult
to imitate (Boxall, 2016). HRM carried out effective performance management, training, and
4|Page
Student Name: Assessor Name:
2nd
Submission 2nd December Submitted
Issue Date: September
Date: 2024 On:
2024
Programme: Pearson BTEC Level 4 Higher National Certificate in Business
Unit: Unit 3: Human Resource Management
Plagiarism
Plagiarism is a form of cheating. Plagiarism must be avoided at all costs and students who break
the rules, however innocently, may be penalised. It is your responsibility to ensure that you
understand correct referencing practices. As a university level student, you are expected to use
appropriate references throughout and keep carefully detailed notes of all your sources of
materials for material you have used in your work, including any material downloaded from the
Internet. Please consult the relevant unit lecturer or your course tutor if you need any further
advice.
Student Declaration
I certify that the evidence submitted for this assignment is my own. I have clearly referenced
any sources and any artificial intelligence (AI) tools used in the work. I understand that false
declaration is a form of malpractice.
Student Signature: Date:
1|Page
, Part A: The Role of HRM and Organisational Development
Cover Page
Introduction
2|Page
,General Motors is referred to as a global leader in the industry of automotive. However, a
shortage of skilled and experienced professionals is faced by GM like diverse other organisations
of the automotive industry. Talented workforce for technology-related and engineering roles is a
key requirement of GM to foster organisational development and long-term business success. To
meet the human resource need and address skill shortage challenge of GM, the role of a tonic
will be played by the HRM (Armstrong, 2020). The presentation is aiming to outline diverse
HRM roles to address challenges of GM and foster organisational development. Additionally, a
roadmap will be provided by the study so that GM can develop a strategy of strengthening
organisational talent management through focusing retention, employee engagement, and
recruitment. The aim of GM is to address organisational future and current workforce demands,
achieve objectives of the business, and foster long-term sustainability through capitalising the
strategy.
Human Resource Management
In the organisational context, Human Resource Management (HRM) is referred to as a core
functional unit and the key function of HRM is to manage organisational people strategically.
Diverse activities are encompassed by HRM, including training, recruitment, employee relation
maintenance, and performance management (Stone, 2024). Organisational human resource need
3|Page
, is determined, the gap of employees is filled, and organisational workforce turned into assets by
HRM so that business performance and overall operational efficiency can be enhanced. The
primary goal of HRM is to ensure that the workforce is skilled, engaged, and aligned with the
objectives of the business firm and the workforce is exploring expertise to foster organisational
and individual success.
The Role of HRM in Creating Sustainable Organisational Performance
To promote long-term success for the business and foster sustainable organisational
performance, a crucial role is played by the HRM. The Ulrich’s HR Model explored that, HRM
will not only perform as a support function for the organisation but also perform as a strategic
partner so that efforts of the workforce can be aligned with goals of the organisation (Ulrich,
2016). Diverse practices are implemented by the organisational HR professionals so that talent
can be developed and managed. Therefore, direct and productive impacts are reflected on the
outcomes of the business. According to the Resource-Based View (RBV) theory, a competitive
advantage is created by HRM to ensure business success through enhancing and capitalising
capabilities of the workforce and these capabilities are considered as rare, valuable, and difficult
to imitate (Boxall, 2016). HRM carried out effective performance management, training, and
4|Page
