Instructions to candidates:
Everyone must answer the COMPULSORY question then answer 1 question from each of the four sections (FIVE QUESTIONS IN TOTAL)
COMPULSORY Question 1 is worth a maximum of 40 marks.
Question 2 is worth a maximum of 15 marks
Question 3 is worth a maximum of 15 marks
Question 4 is worth a maximum of 15 marks
Question 5 is worth a maximum of 15 marks
COMPULSORY QUESTION (worth 40 marks)
a. Compare and contrast the concepts of; Best practice, Best fit and the resource based view. Illustrate your answer with real organisational examples.
Answer 1 question from each of the sections
Section 2 (worth 15 marks)
a. Make the case for keeping People Management and Development functions in house rather than outsourcing them. In your response include reference to at least 3 People Management and Development functions.
Or
b. Critically evaluate the role of People Management and Development functions at each stage of an organisation/business life cycle (e.g. start up to decline).
Section 3 (worth 15 marks)
a. Critically examine the contributions that People Management and Development practitioners make within private, public and non-for-profit organisations. In your response show awareness of the distinctions between the various types of organisations.
Or
b. Review this list of business sectors and critically compare how the differences in sector may impact or influence People Management and Development strategies and practices.
i. aerospace, defence and security
ii. banking and finance
iii. insurance.
iv. manufacturing
v. IT
vi. Oil and Gas
Section 4 (worth 15 marks)
a. Choose one of the business sectors identified Question 3b and produce a stakeholder analysis for an organisation of your choice from within that sector. Produce an accompanying justification paper.
Or
b. Critically evaluate the concept of boundary crossing within the context of contemporary organisations and its impact on people management and development strategies and practices.
Section 5 (worth 15 marks)
a. Critically evaluate the role of People Management and Development within the concept of corporate governance.
or
a. Critically examine the role of People Management and Development in sustaining the employee’s psychological contract.
