undertake a systematic analysis of quantitative

Working Title:
BSc HRM BRP
To undertake a systematic analysis of quantitative and/or qualitative information with the aim to analyse the
practices of human resource management and its impact on employee engagement and retention.
Problem Statement:
Employees engagement and retention has emerged as one of the crucial business priorities for the management
and HR Practitioner’s in the present rapid changing economy.
Engaged employees are able to support an organisation to overcome sudden changes in the wave of an economy
with their outstanding performance, innovativeness and ability to transform crisis into opportunity. Therefore,
owing to the competition for scarce skills, the retention of quality employees has emerged as the biggest
challenge in human capital management
In that pursuit, HR practices play a crucial role as a centre of business entity that manages not only recruitment
and selection but also responsible for employee performance, engagement and retention.
The Key Research Parameters to consider are:
1) Critically analyse and discuss existing literature and contemporary HR practices (Three research
articles are provided to comprehend the literature for your references)
2) Evaluate and select appropriate theories/frameworks based on the given theme
3) Undertake a systematic analysis of quantitative and/or qualitative information and present how HR
practices mediate relationship between employee engagement and retention (Raw data provided see
appendix 1)
The Tasks
The following tasks should be carried out to complete the research report
According to CIPD survey (2017) it is difficult to retain staff and the difficulties are rising years after year.
According to the report about 4/5th of the organisations in UK had the challenges in retaining their staff.
HR practices such as recruitment and selection, training and development, performance management,
compensation and rewards were identified to understand their impact on employee engagement and retention
1) Critically analyse at least two HR practices from the given data to establish how the chosen HR
practices mediates relationship between employee engagement and retention.
2) Draw realistic and appropriate conclusions and make recommendations supported by relevant literature
and secondary research
Task Considerations
• Few research articles provided for your consideration related to the above themes.
• However, you are encouraged to do detailed desk research and explore sufficiently more of relevant
and up-to-date academic literature and published research.
• Your research report should be based on analysis of a robust desk research/secondary data only
• You should develop and present a well-structured persuasive business report which would be based on
logical development of arguments.
• You should also provide a clear reference list. It should contain all the published sources referred to
in the report. The citation and the reference list should conform to Harvard convention.
• Your work should demonstrate the knowledge, understanding and critical discussion appropriate for
level 6 studies.
Limitations
• The report should include a discussion on the limitations of the data provided
Research Articles for consideration
1) The Influence of Human Resource Management Practices on Employee Work Engagement
file:///Users/hm/Downloads/[23005661%20-
%20Foundations%20of%20Management]%20The%20Influence%20of%20Human%20Resource
%20Management%20Practices%20on%20Employee%20Work%20Engagement.pdf
2) Examining the relationships between HR practices, organizational job embeddedness, job
satisfaction, and quit intention
https://search-proquestcom.ezproxy.uwl.ac.uk/docview/2129890718/fulltextPDF/122E6C4F99464103PQ/1?accountid=
14769
3) How to Retain Employees? Commitment based Human Resource Practices as an
Underpinning Trait that Promotes Job Embeddedness
https://search-proquest-com.ezproxy.uwl.ac.uk/docview/2264569366?pq-origsite=summon
Word Count 4000+/- 10%
Submission Deadline 15th January 2021
Marking Criteria Guide for the Alternative Final Business Research Project
INTRODUCTION WEIGHTING 10/100

MARKING CRITERIA

Is there a clear introduction that discusses the topic of research and rationale (what you are doing and why)?

Are appropriate background information has been provided including all special terms and definitions?

Do aims, objectives etc. go beyond mere description i.e. do they involve explanation, comparison, criticism or evaluation?

Does the introduction indicate the content of the other chapters?

LITERATURE REVIEW WEIGHTING 20/100

MARKING CRITERIA

Has a comprehensive range of relevant literature, pertinent to the aim and RQs of the dissertation or is the impression given that almost everything read on or around the problem has been included?

Are the key themes and issues surrounding the research questions clearly drawn from the literature?

Does it attempt to compare and contrast a number of relevant concepts, models or theories in a critical manner or is it merely descriptive? Are these used in an effective manner?

Are the sources used up to date, where appropriate and do they have sufficient academic weight? Have sources been acknowledged and referenced fairly and properly? Is the bibliography at the end of the dissertation complete and in the appropriate version of the Harvard System?

METHODOLOGY WEIGHTING 15/100

MARKING CRITERIA

Is there a clear rationale for methodology i.e. is student aware of nature and types of research e.g. are distinctions between qualitative and quantitative, positivist and interpretative methods addressed? Is the methodology described appropriate for the data required?

Is the research methodology described fully so that it could be replicated? I.e. Are data analysis methods discussed?

Are reliability and validity issues addressed? Has the methodology been evaluated in retrospect with suggestions for improvement if the research were to be undertaken again?

Research & findings WEIGHTING 25/100

MARKING CRITERIA

Is the data presented relevant to aims and objectives?

Does any statistical presentation make the most of the data collected?

Are the findings presented clearly and interestingly for the reader to follow? i.e. is diagrammatic representation of data e.g. tables, charts etc embedded in the text?

Is the most relevant data clearly summarised, discussed and evaluated?

Have patterns in the data been identified and/or key variables compared, and relationships highlighted?

Are all statements discussed in context and supported by the data?

Have the findings of the primary research been compared and contrasted with findings, theories, models or concepts derived from the literature review?

CONCLUSION AND RECOMMENDATIONS each WEIGHTING 10/100

MARKING CRITERIA

Do the conclusions and recommendations follow on from the findings? Are the conclusions well-grounded in the evidence and arguments presented?

Have the aim, objectives and research questions been clearly reviewed and addressed?

Are the conclusions discussed in context and are they applicable to a wider scenario?

Are recommendations given and are they consistent with the findings and conclusion?

COHERENCE AND PRESENTATION WEIGHTING 10/100
This section considers the overall holistic nature of the project presented from layout, structure and coherence.
Appendix -1
Note: Use the following data to undertake a systematic analysis of quantitative and/or qualitative information
and present how HR practices mediate relationship between employee engagement and retention
According to CIPD (2017) annual report;
The median rate of labour turnover has increased again since our last survey and sits at 16.5%
More than four-fifths of organisations had challenges retaining one or more category of staff in 2016, and
this represents an increase from previous years; however, just two-fifths of organisations undertook specific
initiatives to improve staff retention in 2016.
The most popular step taken to improve staff retention was through increasing learning and development
opportunities (57%). This is followed by an improved induction process (56%) and improved benefits (50%).
Retention difficulties Retention difficulties are on the rise: More than four-fifths of organisations had challenges
retaining one or more category of staff in 2016, and this represents an increase from previous years (2016: 84%; 2014:
77%; 2012: 78%; 2011: 66%; 2010: 58%; 2009: 55%; 2008: 69%).
Table: Median labour turnover rates, by reason for leaving (CIPD,2017)
Voluntary redundancies
Compulsory redundancies
Dismissed/left involuntarily
(including death in service)
Fixed-/short-term contracts
Retired
Left voluntarily
2016 2014 2013 2012 2011 2010 2009 2008
0 0 0 0 0 0 0 0
0 0 0 0 0 0 1 0.5
1.2 0.7 0.2 1.3 0.6 0.7 0.9 1.4
0.7 0 0 0.4 1.7 0 0 0.7
0 0 0 0.1 0.5 0 0.4 0.7
10.0 5.5 5.6 7.3 7.8 6.6 8.4 9
The figure 1, below shows the rate of staff turnover in different years.
Figure1: Median rate of labour turnover (%) (CIPD,2017)
20
18 18
18
17
16
16
16.5
14 14
13 13
14
12
12
10
10
8 6 4 2 0

2005 (2006	2006 (2007	2007 (2008	2008 (2009	2009 (2010	2010 (2011	2011 (2012	2012 (2013	2013 (2015	2014 (2015	2016 (2017
survey) survey) survey) survey) survey) survey) survey) survey) survey)	survey) survey)

Base: 157 (2016: 2017 survey); 77 (2014: 2015 survey) 72 (2013: 2015 survey); 95 (2012: 2013 survey): 143 (2011: 2012 survey); 175 (2010: 2011 survey);
165 (2009: 2010 survey); 307 (2008: 2009 survey); 347 (2007: 2008 survey); 390 (2006: 2007 survey); 377 (2005: 2006 survey)
CIPD (2017) Resourcing and talent Planning: London
Measures to retain staff
Following figure 2, shows steps taken by organisations in UK to improve the employee turnover rate.
Figure 2: Steps taken to improve staff retention in 2016
(% of respondents whose organisations have undertaken specific initiatives)
Increased learning and development opportunities 57
Improved induction process 56
Improved benefits 50
Improved line management’s people skills 49
Increased pay 46
Improved selection techniques 45
Improved employee involvement 45
Made changes to improve work–life balance 38
Offered coaching/mentoring/buddy systems 34
Created clearer career paths 33
Revised the way staff are rewarded so their efforts are better recognised 25
Improved physical working conditions 24
Better promotion to employees of the employer brand 22
Redesigned jobs to make them more satisfying 16
Increased our use of counter offers 6
0 10 20 30 40 50 60
CIPD (2017) Resourcing and talent Planning: London
Questionnaire Survey
Note: In order to verify the above data, a random survey was conducted on 100
employees to understand the reason for high turnover. Use the following data to
undertake a systematic analysis of quantitative and/or qualitative information and present how
HR practices mediate relationship between employee engagement and retention

Performance Management(N=100)	Strongly agree	Agree	Uncertain	Disagree	Strongly Disagree
1	Targets and their due dates are clearly communicated to staff members	45	24	12	22	19
2	The performance review focuses on evaluating my competencies and abilities	19	18	12	21	30
3	I receive good feedback on my performance appraisal	23	15	9	20	33
4	My performance appraisal is discussed with my supervisor	23	22	35	10	10
5	The weaknesses detected in the appraisal lead to training as a staff development initiative	29	25	7	22	17
6	My organisation conducts performance reviews regularly	43	29	2	8	12
7	My personal objectives are aligned to the business goals	15	33	22	23	18

Recruitment and Selection(n=100)	Strongly agree	Agree	Uncertain	Disagree	Strongly Disagree
1	The total benefit packages advertises to intending employees is attractive	13	19	26	37	5
2	A skills audit is conducted to assess skills gaps	19	11	22	38	10
3	The recruitment process provides for an extensive selection of talent	15	29	42	10	4
4	Before a vacancy is advertised, effort is made to tap from the internal talent pool	10	14	19	29	28
5	Induction programmes are well structured to help the new employee settle in	19	22	17	24	18
6	There is sufficient pool of managerial talent is available to fill vacancies	22	18	33	19	8
7	The recruitment process succeeds in selecting the best talent	23	31	11	21	14

Training and Development (n=100)	Strongly agree	Agree	Uncertain	Disagree	Strongly Disagree
1	Good training opportunities are available for my career progression	15	17	19	16	33
2	My job schedule provides flexibility for me to engage in career progression activities like part time studies	27	15	12	24	22
3	I can use my skills and training to do different tasks in my organisation	37	22	9	25	7
4	I understand the vision and goals of my organisation	21	15	22	17	25
5	My Manager provides clear guidance on how he wants assignments to be done	20	27	15	22	16
6	My planned career progression is achievable In my organisation	18	17	9	22	34

Compensation & Rewards(N=100)	Strongly Agree	Agree	Uncertain	Disagree	Strongly Disagree
1	The salary are package is adequate for my level	23	12	22	22	21
2	The salary and other variable payments compare well with the rest of the market	17	11	9	33	30
3	The remuneration package is attractive	21	17	9	22	31
4	The remuneration package contributes greatly for my retention with the organisation	27	32	7	22	12
5	My remuneration matches my effort in my job	12	15	7	33	33
6	Promotion is not based on seniority but on performance	15	20	14	16	35
7	There are incentives for good performance	22	15	16	25	22
8	Rewards given for good performance	22	22	12	31	13