Assessment package – first sit
The learning outcomes for this module are assessed by one piece of coursework worth 100% of the module marks. Please select from ONE of the coursework options below:
Option one: A review of PRM at your own organisation (or one with which you are familiar or chose to research) and associated questions. This is recommended if students have sufficient access to PRM information on an organisation.
Option two: The module also provides an alternative assessment for those students who do not feel they have sufficient access to PRM at an organisation. This alternative coursework is a case study Review of PRM @ Blenheim Spa Hotels. This is a fictitious case study of a fictitious family leisure resort hotel chain. The assessment requires you to read the case study and write an assignment which answers the questions set for the case study. Details of this case study option can be found later in this module guide and on the module Blackboard site under Assessment.
Students can perform equally well by selecting either option.
Assessment: Task 1 brief – 100% coursework
| Module Title: | Performance and Reward Management 44-702970 |
| Assessment Title: | Individual case study report (3750 words)You should submit one of the following options. Either:Option 1 – Assessed Case Study on your own organisation or one with which you are familiar or choose to researchOROption 2 – A fictional case study – Review of PRM@Blenheim Spa Hotels |
| Individual/Group: | Individual |
| Format | 3750 words +/- 10%. Markers will stop reading after the + 10% point and the grade will be based on what the marker has read up to this point. |
| Weighting: | 100% |
| Submission Date: | Week – 4th Dec 2021 by 3pm |
| In-Module Retrieval (Yes/No) | No |
Your performance in this module will be assessed by a case study and associated questions as detailed in the task study brief.
Assessment task one brief – detail
The learning outcomes for this module are assessed by one piece of coursework worth 100% of the module marks. Please select from ONE of the coursework options below:
Option 1 –
Critically evaluate the Performance and Reward offering at your organisation*, identifying the current main challenges and how your organisation* might improve on their offering and meet these challenges?
*Or another organisation with which you are familiar
Base your evaluation and recommendations on the questions below:
Part 1: Review of current practice (30%)
- Critically evaluate the performance and reward offer at your organisation*:
Ensure you use theories, concepts and models and literature as an evidence base and to assist you in your analysis. Use PRM information from the organisation you have selected to provide the basis of your review, e.g. how does the current PRM package help the company in what they are trying to achieve (business plans, vision, values, etc)
Part 2: Analysis of potential challenges and issues (20%)
- Discuss the cultural and PEST (political, economic, social and technological) challenges and factors that need to be considered when developing the new PRM Strategy and its implementation.
You should use a PEST analysis tool to help you with this section. The actual PEST analysis should go into the assignment appendix but key points raised in the PEST should be discussed in the main body of the text. Make sure your PEST is related the PRM issues affecting your organisation and not just a general business related PEST with no PRM implications. The PEST should be applicable to the region or country you have chosen to focus on in your assignment.
Your critical analysis in part 1 and your cultural and PEST analysis in part 2 should provide you with some key PRM related issues which will then feed into part 3…
t 3: Development of a Total Rewards Strategy and Performance and Reward Policies, Tools & Procedures (50%)
- How might your organisation* improve on their offering and meet these challenges?
Provide justified and well argued recommendations and solutions for the suggested PRM approach. These should include:
A suitable reward package i.e. tangible and intangible; pay, benefits and intangible rewards; what rewards are suitable given the current climate?
An appropriate performance management system and associated practices, procedures and tools i.e. how will performance be measured, managed, evaluated and rewarded? Think of organisational and individual performance levels.
Provide rationale for your choices and justification for them via a mixture of theory, models, literature and comparisons with other organisations.
Plus a relevant conclusion of course!
The above weightings (30% etc.) are there as a guide to how much effort / word count you should devote to each part/question. You will also need an introduction and conclusion. The final overall mark will also be moderated (up or down) based on the other aspects of the marking matrix (see Appendix 1 below) e.g. use of theory/models/concepts, use of evidence and general and presentational aspects of your work.
Option 2 – Review of PRM @ Blenheim Spa Hotels
PERFORMANCE AND REWARD MANAGEMENT: ASSESSED CASE STUDY BRIEF
Review of PRM @ Blenheim Spa Hotels
This assessed case study is based on Blenheim Spa Hotels, a fictitious spa hotel chain based in the South of England. They are a multi award winning UK-based firm that are considering focused expansion to France, Germany and other international locations . They currently have an interesting Performance and Reward offering and for this case study, you will be evaluating this and formulating ideas to improve it.
Below, you will find information about this fictitious company. The information is written as if it has been taken off the company web pages to make the case study seem more real to life. Please look at the information with an academic and critical eye.
We hope you enjoy this case study, learn via your research and formulating your answers and reach your full potential in this assessment…..
Blenheim Spa Hotels: our story…
Blenheim Spa Hotels is a small chain of luxury hotels with a strong focus on the luxury spa facilities provided at each hotel and also on offering luxury active family breaks during the school holidays. The hotels are owned by the Hamilton family and are located in the south of England in Hampshire, Dorset, Devon, Somerset, Cambridgeshire and Hertfordshire.
Blenheim Spa Hotels and business
The company started 40 years ago with the Blenheim Spa Hotel in Brockenhurst in the New Forest and has since expanded to a total of 8 hotels. Although it remains privately owned and the Hamilton family’s involvement in the company is still very high, they are now supported by a professional senior executive team and middle management structure. There is a head office facility in Southampton that creates centralised policies and strategies and each hotel has its own professional and management team to manage the day-to-day business.
The hotels are all based in period mansions in stunning countryside settings. The hotels have been extended and modernised to create more space and meet modern day needs. The hotels target the luxury UK holiday and short break market and are also popular as a corporate and leisure function venue for example, a venue for training courses, corporate events, meetings, weddings, parties etc. The hotels all have luxury spa facilities with a pool, gymnasium and treatment rooms. Several also have extensive sporting facilities, e.g. tennis courts and sports halls. Some have an outdoor pursuits centre and a golf course on site. All the hotels offer packages with free childcare facilities in the school holidays and children’s meal sittings to attract the family market. The hotel offers rooms on various deals from room only to dinner, bed and breakfast and special children’s packages are also available.
The hotel chain plans to expand in a controlled manner into Europe and possibly other areas of the world for example China and countries on the African continent over the next five years. All expansion is funded from the company profits and the company has no plans to float onto the stock exchange. The company will remain owner-led.
Competitors
Blenheim Spa Hotels are the only chain in the local area offering the mix of spa, sporting facilities and family friendly facilities . However, the Luxury Family Hotels chain do offer family focused luxury spa hotels, with 8 hotels but spread over a wider area of the south of England and Wales, and with less focus on sporting facilities. Here is a link to this hotel chain http://www.luxuryfamilyhotels.co.uk/luxury-spa-hotels/. The Scottish Hydro hotels, particularly the Crieff Hydro offer similar facilities but in Scotland.
Please feel free to research the UK market and relevant international markets to inform your case study analysis.
Blenheim Spa Hotels and the Environment
The Blenheim Spa Hotels are all located in beautiful old buildings in stunning countryside locations. These are beautiful assets so we’re keen to look after them.
We understand that our business has an impact on the environment, so we commit to thoughtfully and responsibly reducing that impact.
We regularly review everything that comes into the business and the levels of waste it creates. We also strive to prevent pollution by sourcing our supplies locally as well as recycling glass, paper, cardboard and other materials.
In terms of energy consumption, our challenge is to deliver modern comforts and hotel standards in period buildings. It’s an on-going responsibility, and we continue to investigate alternative sources of heating, hot water and power.
Whether it’s keeping our staff up-to-date on the latest legislation or asking our guests to do their bit, every effort we make to reduce our environmental impact is part of our commitment to the Green Tourism Business Scheme (GTBS), through which we are working towards Gold accreditation.
Blenhaim Spa Hotels our vision, mission, and values:
Our Vision
To combine luxury and relaxation with a healthy and stress-free break.
Our Mission
To have a leading presence in the luxury spa hotel market by being the first choice for guests and team members.
Our Values
HOSPITALITY
We are passionate about delivering exceptional guest experiences and services
LUXURY
We bring a bit of luxury and indulgence to our guests’ lives.
HAPPINESS
We aim to make people happy
INTEGRITY
We do things right all the time
TEAMWORK
We work as team players
LEADERSHIP
We’re leaders in our market
Blenheim Spa Hotels… our people
We have a diverse people base with roles ranging from managers, supervisors, administrators and staff roles. We have staff in the kitchen, restaurant, housekeeping, reception, maintenance, gardening, sports and office areas. Our structure is as follows:
Hotels:
- Management – senior managers, middle managers, supervisors, chefs, professional roles, for example operations, HR, finance, sales and marketing and commercial development
- Administrative staff – administrators and reception staff
- Staff – chefs, catering assistants, room attendants, waiting staff, maintenance staff, cleaning staff, gardeners
Head office:
- Executive team
- Management/professional – HR, finance, sales and marketing, commercial development, operations
- Administrative staff– payroll, administrators
Attracting good staff for all job levels is difficult and is getting harder now that the economy is improving. Turnover of staff in the hotel sector is typically very high, with little employee commitment or loyalty to the organisation. Employees are typically dissatisfied with pay and working hours.
Our people attributes:
We value and develop the following qualities in our people:
- Be a brand ambassador – love the business and all we do
- Deliver world class service to all customers and stakeholders
- Take care in all we do
- Be innovative
- Be ethical
- Work collaboratively
- Be results driven
- Live the values
Blenheim Spa Hotels reward
We have different pay and benefits packages depending on your contract:
Management
Salaried pay – you will be offered a spot salary on joining the company based on a competitive market rate for the job. We will offer a cost of living rise across the company every year, depending on if we can afford it.
Holiday –28 days annual leave
Pension – we will contribute to a company pension scheme
Bonus – managers get a share in the company’s profit each year in the form of a bonus
Free use of spa facilities
Administrative staff
Salaried pay – you will be offered a spot salary on joining the company based on a competitive market rate for the job. We will offer a cost of living rise across the company every year, depending on if we can afford it.
Holiday –28 days annual leave
Pension – we will contribute to a company pension scheme
Flexitime scheme – office based administrative staff can enjoy flexible start and finish times
Staff
Hourly pay rate – you will be paid by the hour on the minimum wage or above, depending on your age and the rate for the job
Holiday –28 days annual leave
Pension – we will contribute to a company pension scheme
Employee of the month – each month, managers select an employee to receive £100 award for exceptional contribution
All employees
In addition to the above, all employees receive:
- Free meals on shift in the staff canteen
- Discounts with local shops and attractions
- Membership of the staff social club
Learning and development
Learning and development is hugely important to us. Investing in the development of our people has undoubtedly helped to create our reputation for a superior offering and exceptional customer experience which is unrivaled by our competitors.
We want all our people to be passionate about learning and development. Whatever section of our business you are part of, there will always be exciting opportunities to learn new skills and develop a rewarding career. We have even partnered with Sheffield Hallam University to offer our own bespoke Blenheim Spa Diploma.
Induction
Everyone who joins our company receives a fantastic induction to their team. Shortly after joining you will also attend a 3 day company induction course to learn all about the company, our products, our brand, our values, where your role fits in and complete any required training, e.g. food hygiene, fire awareness, diversity and inclusion etc. You will also meet our directors.
Development
We are committed to helping our people reach their maximum potential. We offer a range of personal development courses run by our development team and also offer the opportunity to engage in development outside the company where this would be beneficial. We advertise all our vacancies internally. As the company is growing so fast the opportunities are always changing.
Appraisal/performance review
Five years ago we worked with an external consultancy to develop an annual performance review process for management that linked to identifying development needs. This is still in operation but only about 50% of managers receive an appraisal each year. There is no scheme for administrative or hourly paid staff.
Blenheim Spa Hotels case – your individual task brief
The current performance, pay and benefits offering is reasonably competitive but due to continued expansion and plans for growth in the UK and globally and the current difficulties in recruiting and retaining employees, the offering is in need of revision. Very little attention has been paid to the performance and reward offering since the company’s rapid expansion 10 years ago. This led the Board to ask their Head of People to task their team members to review all performance and reward policies and practices and to develop a Performance and Rewards Strategy. You are a new member of the team and will be working on this brief to support the Head of People.
At a high level the new strategy should aim to:
- Provide a fair and transparent total rewards offering, balancing equality of opportunity and fair rewards for contribution.
- Encourage and compensate employees for their contribution to the business and core values.
- Ensure cost effectiveness – contain costs where possible (e.g. benefits) and ensure that all new pay initiatives are self-funding from the additional profits generated.
- Make Blenheim Spa Hotels an employer of choice for key talent areas and thus ensure that reward management helps deliver the key business aims and values.
- Allow for a global offering that maintains the company ethos and values but also for local adaptations in line with the need to be competitive, respect cultural values and legal obligations. Plus, it should help remove barriers or disincentives for global movement of key talent.
Brief: In your role as a new HRM specialist within the organisation, with specific duties toward developing and running the Performance and Reward (PRM) Strategy, prepare answers to the questions below. Your review and recommendations will go to the Head of People to review before they get put to the Board.
You can choose to focus solely on the UK or widen the scope of the work to cover a region/country of your choice.
Base your evaluation and recommendations on the questions below:
Part 1: Review of current practice (30%)
- Critically evaluate the performance and reward offering at Blenheim Spa Hotels
Ensure you use theories, concepts and models and literature as an evidence base and to assist you in your analysis. Use PRM information from the case organisation to provide the basis of your review, e.g. how does the current PRM package help the company in what they are trying to achieve (business plans, vision, values, etc)
Part 2: Analysis of potential challenges and issues (20%)
- Discuss the cultural and PEST (political, economic, social and technological) challenges and factors that need to be considered when developing the new PRM Strategy and its implementation.
You should use a PEST analysis tool to help you with this section. The actual PEST analysis should go into the assignment appendix but key points raised in the PEST should be discussed in the main body of the text. Make sure your PEST is related the PRM issues affecting Blenheim Spa Hotels and not just a general business related PEST with no PRM implications. The PEST should be applicable to the region or country you have chosen to focus on in your assignment.
Your critical analysis in part 1 and your cultural and PEST analysis in part 2 should provide you with some key PRM related issues which will then feed into part 3…
t 3: Development of a Total Rewards Strategy and Performance and Reward Policies, Tools & Procedures (50%)
- How might Blenheim Spa Hotels improve on their offering and meet these challenges?
Provide justified and well argued recommendations and solutions for the suggested PRM approach. These should include:
A suitable reward package i.e. tangible and intangible; pay, benefits and intangible rewards; what rewards are suitable given the current climate?
An appropriate performance management system and associated practices, procedures and tools i.e. how will performance be measured, managed, evaluated and rewarded? Think of organisational and individual performance levels.
Provide rationale for your choices and justification for them via a mixture of theory, models, literature and comparisons with other organisations.
Plus a relevant conclusion of course!
The above weightings (30% etc.) are there as a guide to how much effort / word count you should devote to each part/question. You will also need an introduction and conclusion. The final overall mark will also be moderated (up or down) based on the other aspects of the marking matrix (see Appendix 1 below) e.g. use of theory/models/concepts, use of evidence and general and presentational aspects of your work.
Assessment guidance and tips – both assessment options 1 and 2
Ensure you:
- look at the effective and less effective aspects of the offering. Do not describe the PRM offering but evaluate it using theory and research to inform your evaluation
- provide a rationale for the challenges you choose e.g. PEST and SWOT analysis
- utilise your knowledge of performance & reward management
- draw on relevant research, theories and concepts
- provide justified and informed solutions and recommendations, again relating to relevant theory and research
Ensure your work addresses the following general academic points:
- The answer is focused on the questions set, is sufficiently analytical and employs the use of concepts as diagnostic and explanatory tools.
- You make use of extensive theory, literature and research to inform the work.
- You produce an answer that has depth, is contextually realistic / relevant and demonstrates an awareness and application of good practice.
- You take a critical / evaluative stance.
- You provide evidence of understanding of a diverse range of PRM approaches.
- Your assignment demonstrates your recognition of the debates that underpin the topic area.
- Your arguments are supported by evidence.
- Suitable and innovative solutions are proposed which fit the organization and country/region in question.
Also:
- Use an appropriate referencing methodology (the university standard is the APA 6th edition) and produce a well-presented piece of work.
- You are strongly advised to do some research and add to the depth and breadth of your work. Try Library Gateway, Google Scholar or other sources via the LRC website or the www. Remember to fully reference all sources you use.
Remember to submit a copy to both the electronic submission site and to Turnitin.
Style: Full third person academic style but some parts may be put in a table or appendix and some elements may involve bullet point lists (more like a report). You still need to write most of it in prose style though and provide discussion and critical analysis. Some questions are more academic / theoretical in focus and others are expecting you to produce policies and plans.
Assessment task one – assessment criteria – options 1 and 2
| Criteria | 0 – 39%Insufficient | 40 – 49%Insufficient | 50 – 59%Satisfactory | 60 – 69%Good | 70 – 92%Excellent | 92 upwardsExceptional |
|---|---|---|---|---|---|---|
| Evaluation of the current PRM offering of the organisation | Does not adequately evaluate offering. | Limited evaluation of offering. | Satisfactory evaluation of offering. | Good evaluation of offering. | Excellent evaluation of offering. | Exceptional evaluation of offering. |
| Use and exploration of underpinning theory relevant to the case | Minimal or no use of relevant concepts and limited theory coverage. Very little or no integration into overall discussion | Limited selection from a narrow range of concepts and limited theory coverage. Little integration into overall discussion | Satisfactory selection from a reasonable range of concepts and theories that draw upon contemporary academic debate, reasonably effectively integrated | A good selection from a wide and relevant range of concepts and theories that draw upon contemporary academic debate, effectively integrated. | Excellent selection and explanation from a wide and relevant range of concepts and theories that draw upon contemporary academic debate and very well integrated | Exceptional selection from a wide and relevant range of concepts and theories that makes a substantial contribution to academic debate |
| Diagnosis and exploration of challenges and issues facing the organisation | Very minimal or no evidence of understanding of issue(s). | Limited understanding and insights into nature of issues. | Understanding and insights becoming more analytical, relevant and realistic. | Insights linked to a deeper and more integrated understanding of situation. | Deep understanding demonstrated and insights linked to effective use of theories / models. | Exceptional understanding demonstrated and insights linked to effective use of theories / models. |
| Proposal and justification of recommendations that show awareness of organisational issues and concerns (e.g. strategic & implementation considerations, cost effectiveness). | Shows little/no understanding of the context of the proposed solutions. Justification absent or poor. No or minimal creative input | Limited realism and relevance in the solutions proposed. Limited justification. Limited creativity and insight | Solutions and supporting discussion that are clearly linked to the nature of the problem(s).Reasonable justification provided. Some creative input and insight | Discussion and solutions that have few weaknesses and are sensitive to implementation issues.Good justification provided. Demonstrates a good level of creativity and insight | Strong discussion and proposed solutions that reflect the range of organisational requirements. Excellent, contextually sensitive justification provided. Demonstrates creativity, perception and insight | Exceptional discussion and proposed solutions that reflect the range of organisational requirements. Exceptional, contextually sensitive justification provided. Demonstrates an unusual level of creativity, perception and insight |
| Use of evidence and examples to support arguments | No relevant examples / illustrations used. No supporting evidence. | Limited examples/ illustrations used. Very limited supporting evidence. | Reasonable use of examples / illustrations. Some supporting evidence. | Good use of relevant examples / illustrations.Good supporting evidence. | Excellent use of examples/ illustrations. Excellent and relevant supporting evidence. | Exceptional use of examples/ illustrations. Exceptional, extensive and relevant supporting evidence. |
| Critical engagement, analysis and synthesis | No or minimal evidence of a clear and well-structured argument. No evidence of critical argument. Sources not or rarely integrated | Very limited evidence of a clear structure. Overly descriptive and lacks critical analysis. Sources only occasionally integrated. | Satisfactory evidence of a structured argument with limited or inconsistent use of critical analysis. Some integration of sources. | Good evidence of a clear and well- structured argument. Reasonable use of critical analysis. Quite good integration of sources. | Clear, well-structured argument that is crafted and coherent and shows good skills in critical analysis. Sources very well-integrated into overall argument. | Exceptional, well-structured argument that is of the highest academic quality. Exceptional level of critical analysis applied consistently throughout the work. Outstanding use and integration of source material. . |
| Referencing of sources, style and accuracy | References very limited/inappropriate and/or do not follow appropriate conventions. | Poor referencing style and/or more references needed. | Referencing satisfactory and mostly using the appropriate conventions. | Referencing good and accurate using appropriate conventions. | Referencing excellent and accurate using appropriate conventions. | Referencing impeccable using appropriate conventions. |
| Addresses the assessment brief | Brief not directly addressed and contains extraneous information | Brief poorly addressed with extraneous information | Satisfactorily addressed but some extraneous information | Quite well addressed with good focus | Well addressed and excellent focus | Fully addresses the brief in an exceptional and very focused manner |
| Structure | No logical structure | Limited evidence of a logical structure | Structure present but with weaknesses | Clear and reasonably appropriate structure | Very clear and effective structure | Exceptional structure that aids the flow of work |
| Grammar | Many errors in grammar and spelling. | Several errors in grammar and spelling | Some errors in grammar and spelling | Few errors in spelling and grammar. | Almost no errors in spelling and grammar. | No errors in grammar or spelling. |
Level 7: Generic grade descriptor: relationship of grades of achievement to percentage mark ranges and categorical grades (CG)
| Class | Category | Grade | % | General Characteristics |
Distinction(Exceptional) | Exceptional Distinction | 16 | 82 | Exceptional breadth and depth of knowledge and understanding evidenced by own independent insight and critical awareness of relevant literature and concepts at the forefront of the discipline; evidence of extensive and appropriate independent inquiry operating with advanced concepts, methods and techniques to solve problems in unfamiliar contexts; Cogent arguments and explanations are consistently provided using a range of media demonstrating an ability to communicate effectively in a variety of formats using a sophisticated level of the English language in an eloquent and professional manner to both technical and non-technical audiences; a sustained academic approach to all aspects of the tasks is evidenced; academic work extends boundaries of the disciplines and is beyond expectation of the level and may achieve publishable or commercial standard. |
| Distinction(Excellent) | High Distinction | 15 | 78 | Excellent knowledge and understanding evidenced by some clear independent insight and critical awareness of relevant concepts some of which are at the forefront of the discipline; evidence of appropriate independent inquiry operating with core concepts, methods and techniques to solve complex problems in mostly familiar contexts; Arguments and explanations are provided that is well-supported by the literature and in some cases uses a range of media demonstrating an ability to communicate effectively in a limited number of formats using own style that is suited to both technical and non-technical audiences; a sustained academic approach to most aspects of the tasks is evidenced; one or more aspects of the academic work is beyond the prescribed range and evidences a competent understanding of all of the relevant taught content. |
| Mid Distinction | 14 | 75 | ||
| Low Distinction | 13 | 72 | ||
| Merit(Good) | High Merit | 12 | 68 | Very good knowledge and understanding is evidenced as the student is typically able to independently relate taught facts/concepts together some of which are at the forefront of the discipline; evidence of some competent independent inquiry operating with core concepts, methods and techniques to solve familiar problems; Arguments and explanations are provided that are typically supported by the literature and in some cases may challenge some received wisdoms; competently uses all taught media and communication methods to communicate effectively in a familiar settings; an academically rigorous approach applied to some aspects of the tasks is evidenced; some beyond the prescribed range, may rely on set sources to advance work/direct arguments; demonstrates autonomy in approach to learning. |
| Mid Merit | 11 | 65 | ||
| Low Merit | 10 | 62 | ||
| Pass(Sufficient) | High Pass | 9 | 58 | Satisfactory knowledge and understanding of the area of study balanced towards the descriptive rather than critical or analytical and mostly confined to concepts that are not at the forefront of the discipline; evidence of some independent reading and research to advance work and inform arguments and approaches; Arguments and explanations are limited in range and depth although some are adequately supported by the literature albeit descriptively rather than critically; competently uses at least one taught media and communication method to communicate appropriately in familiar settings; although the approach applied to some aspects of the tasks may lack academic rigour, there are some clear areas of competence within the prescribed range. Relies on set sources to advance work/direct arguments and communicated in a way which shows clarity but structure may not always be coherent. |
| Mid Pass | 8 | 55 | ||
| Low Pass | 7 | 52 | ||
FAIL(Insufficient) | Borderline Fail | 6 | 48 | Knowledge and understanding is insufficient as the student only evidences an understanding of small subset of the taught concepts and techniques; fails to make sufficient links between known concepts and facts to adequately solve relevant aspects of the brief/problem; little ability to independently select and evaluate reading/research with almost total reliance on set sources and unsubstantiated arguments/methods; communication/presentation may be competent in places but fails to demonstrate structure, clarity and/or focus; inability to adequately define problems and make reasoned judgements; the general approach to tasks lacks rigor and competence. |
| Mid Fail | 4 | 45 | ||
| Low Fail | 2 | 42 | ||
| FAIL(Incompetent) | Very Low Fail | 1 | 38 | Knowledge and understanding is highly insufficient as the student is unable to evidence any meaningful understanding of taught concepts or methods; very limited evidence of reading and research to advance work; inadequate technical and practical skills as the student is unable to use and apply such skills to address problems or make judgements; limited or lack of understanding of the boundaries of the discipline and does not question received wisdom; approach to learning lacks autonomy and approach to tasks is not sustained; inability to communicate coherently. |
| ZERO | Zero | 0 | 0 | Work not submitted, work of no merit, penalty in some misconduct cases. |
* the grade points associated with the postgraduate fail grades are nonlinear to accommodate the necessary integration of the undergraduate and postgraduate scales for some courses.
Guidance on referencing
Sheffield Hallam University is now using APA 6* referencing style in order to extend the choice of online tools and apps you can use to make referencing easier. Find out about APA referencing and the range of apps and online tools for quick and easier referencing at https://libguides.shu.ac.uk/referencing.
Instructions to students for submission of coursework
The submission date for this assessment is in university Week 21 on 16 December 2021 by 3:00pm.
Submit your assignments to the following two areas of the Performance and Reward Management Blackboard site;
- Submit a copy to the assignment submission point in the Assessment area of the Performance and Reward Management Blackboard site.
- Please also submit a copy to the Turnitin submission site in the Assessment of the Blackboard site. Your Turnitin submission, although required, is a secondary submission and does not count as a formal assessment submission.
Your deadlines for all your coursework can be accessed via Assessment Diary. Please ensure you check this and that you know when all your submission deadlines are due.
Sheffield Business School operates a deadline time of 3:00pm for all coursework submissions. Submissions should be online via the Blackboard submission point. Please be aware that if you do not submit via the Blackboard submission point it will be deemed as a non-submission and therefore receive a mark of zero. In addition, you are required to submit a copy of this to Turnitin for originality / similarity checking but this is not submission for marking purposes (see notes below for more detail).
It is very important to make sure that you submit your coursework by the deadline time on the date that the submission is due. Work submitted up to 24 hours after the submission deadline will be marked but capped at 50%. Work submitted later than 24 hours after the deadline cannot be accepted and your work for that assessment task cannot be marked – this may mean that you will be referred in that module.
If you are referred / deferred in a module, you will be expected to undertake reassessment work in order to pass that particular module. The deadline for any reassessment coursework will be in July – finalised date will be confirmed via Assessment Diary.
If you have any problems submitting online, you will need to contact a Hallam Help Point before the deadline.
Extensions – The module team and tutors CANNOT give any extensions. If you wish to request an extension, you should do this via Blackboard and also contact Hallam Help or your student support advisor if necessary. If there are any extenuating circumstances surrounding the assignment submission, this needs to be negotiated with your Student Support Advisor.
Turnitin
You are required to submit an electronic version of your work on this assignment through a system known as Turnitin. The Turnitin system will produce a report identifying any similarities between the work and existing literature or other sources and can be used to help students avoid plagiarism and assist with referencing.
Your module tutor has given you guidance above on how to submit work through the Turnitin system and how to act upon the report produced. Guidance is available in Assessment4Students in understanding Turnitin originality reports.
Please note that any TurnitIn submissions will be in addition to the actual online assignment submission. You must submit the assignment through both the TurnitIn portal and the submission portal.
Word count
The report should be 3750 words (plus or minus 10%) in length. This word limit relates to the word count given by the word counter in Microsoft Word and should be included on your cover page. When your work is 10% over the word limit, markers will stop reading your work.
Here is some information to help you understand what is included in your word count:
(a) appendices should not be included in word count – if, however, you use your appendices to extend your essay word count then these will be included in the word count. Your PEST/PESTLE analysis for this case study is NOT included in the word count.
(b) tables should not be included in word count if these are used to present quantitative data, but should be included if they are constructed using words;
(c) quotations and citations should be included in word count
(d) the references section and any bibliography should not be included in the word count;
(e) abstracts and executive summaries should be included in the word count.
