Assessment Front Sheet

IMPORTANT: Your assignment will not be accepted without the FRONT SHEET.
Campus: Stream:
Level: PCL 1I Year/Semester
Module Name: SHR Assignment Type: Assignment A
Student’s Name: Assessor’s Name:
Issued on: Reqd. Submission Date:
Actual Submission
Submitted to :
Date:
Higher Level Skills
Students are expected to develop the following skills in this assignment:
• Cognitive skills of critical thinking, analysis and synthesis.
• Effective use of communication and information technology for business applications.
• Effective self-management in terms of planning, motivation, initiative and enterprise.
Certificate by the Student:
Plagiarism is a serious College offence.
I certify that this is my own work. I have referenced all relevant materials. ________________________
(Student’s Name/Signatures)
EXPECTED OUTCOMES Assessment Criteria – To achieve each Achieved
outcome a student must demonstrate the (Y/N)
ability to :

Assignment Grading Summary (To be filled by the Assessor)

Achieved Yes/No
Grades Grade Descriptors
(Y / N)
P A Pass grade is achieved by meeting all the requirements defined.
M1 Identify and apply strategies to find appropriate solutions.
M2 Select/design and apply appropriate methods/techniques.
M3 Present and communicate appropriate findings.
Use critical reflection to evaluate own work and justify valid
D1
conclusions.
Ability to anticipate and solve complex tasks in relation to the
D2
assignment.
D3 Demonstrate convergent, lateral and creative thinking.

OVERALL ASSESSMENT GRADE:

TUTOR’S COMMENTS ON
ASSIGNMENT:
SUGGESTED MAKE UP PLAN
(applicable in case the student is asked to
re-do the assignment)
REVISED ASSESSMENT GRADE
TUTOR’S COMMENT ON
REVISEDWORK (IF ANY)
Date: Assessor’s Name / Signatures:
 Case Study

In 2006, Harley-Davidson Motor Company (H-D), the leading manufacturer of heavy-weight motorcycles in
the United States (US), implemented the ”Accenture Human Capital Development Framework‘ (HCDF). This
initiative was undertaken by H-D in order to bring about improvements in its human resource (HR) functions,
and thereby attain improved business performance. This was the second time that the HCDF framework was
being implemented in the company, the first time being in 2004. Another major HR initiative that H-D adopted
to encourage greater employee participation and collaboration in 1992 was the circle organization.
The rationale behind creating such circles was to come out of the command-and-control leadership style of
management and foster teamwork among the employees. H-D took these initiatives after the company‘s new
management realized that in order to survive in a highly competitive market in the long run, it was essential to
make the company a continuous learning and improving organization where there is free and open
communication between all levels of the employees. Each and every employee, it felt, should be able to
comprehend their roles and the consequence of their roles in the company. According to The Harley-Davidson
Employee Involvement Manual published in 1983, the nine —musts “for employee involvement at H-D were:

• Management, with the help of its words and actions, must reveal that
continuous improvement of quality and efficiency is a way of life, and not merely another program.

• Management must be firmly committed to the people-building philosophy, which implied the belief
that employees are thinking, rational human beings and hence they should be encouraged to develop
and grow.

• Management must be strictly committed to the Employee Involvement program and should display
that commitment cultivates a mutual trust between the employees and the management.

• Employees should be comprehensively trained in specific problem-solving and methods of quality

control.

H-D‘s focus on business growth had compelled the HR function to concentrate more on recruiting. Thus, some
of the other important HR practices like performance reviews, career development, and succession planning
had taken a back seat. This created a difficult situation for the new employees who were unaware of the culture
at H-D. In the absence of processes and programs which would help employees to improve and grow, H-D was
confronted with the risk of losing its competitiveness.

Answer the following Question:

Q1. Delineate the efforts of Harley-Davidson Motor Company (H-D) in order to bring about improvements in
its Human Resource (HR) functions and to encourage greater employee participation and
Performance. Also, discuss the importance of HR Strategies for Performance improvement with respect
to the above case.

Q2. Explain in detail the various HR Strategies based on various components of HRD like Compensation,
Performance Appraisal, Training and Work environment.