CASE STUDY: The SNOW Mountain Hotel

SNOW Mountain Resort: The Pride of SNOW Village

SNOW Village is located in the Coast Mountains of British Columbia, 75 miles from
Vancouver. While forty years ago SNOW Village was virtually unknown, it is now a
worldwide attraction drawing in more than 4 million visitors annually. SNOW Village owes
this success to the major development of its ski resort, the SNOW Mountain Resort which
was transformed from a low capacity ski destination with minimal amenities into a top-end
ski complex with an unrivalled reputation for luxury mountain vacations. Today, SNOW
Mountain Resort is seen as the pride of SNOW Village and is home to approximately 8600
permanent residents, 115 accommodation businesses (including hotels, condos and bed &
breakfasts), 93 restaurants, lounges and bars, and 207 retail shops.
For the past seven years, the SNOW Mountain Resort has been voted the best ski resort
by Mountain Sports & Living magazine. Whilst its skiing facilities and scenery typically
receive top scores, it has also been recognised for the high level of service and value that
guests receive. The SNOW Mountain Resort is host to a steady number of visitors over
both the winter and summer months. However, levels of demand tend to fluctuate in a
dramatic way between the peak and off-peak seasons. The latest figures show that the
average number of visitors during such seasons can be anything between 5000 and 15000
a day. Coping with these fluctuations effectively is seen as an ongoing challenge for the
many businesses operating within the resort. Thus, a key concern for these businesses is
to manage fluctuations in demand whilst maintaining a high level of customer service.
SNOW Mountain Hotel: Topping the Best Ski Resort Hotels List in North America
Nestled at the base of SNOW Mountain, the SNOW Mountain Hotel is part of the SNOW
Hotel Group which has over 25 landmark hotels across cities in Canada and the US, as well
as a number of larger Resort properties in ski and beach resorts in the US, Bermuda,
Barbados and Acapulco. The SNOW Mountain Hotel has 558 guest rooms, 28,000 square
feet of meeting space, a health club and spa, and a golf course. Its staffing levels tend to
vary in line with the fluctuating number of visitors throughout the year with approximately
250 employees when business is slow and 640 employees during the winter months. Up to
now, the SNOW Mountain Hotel has been able to demonstrate great flexibility in configuring
its resources to address varying levels of demand and in creating superior value for its
customers by swiftly responding to their diverse needs and wants. Last year, the SNOW
Mountain Hotel topped the best ski resort hotel list in North America which bears witness
to its reputation as a destination of choice for ski enthusiasts.
SNOW Mountain Hotels HR Strategy: A Passion for Excellence
The SNOW Mountain Hotels human resource practices are framed by the overarching HR
strategy of its parent organisation, which is driven by a passion for excellence. This HR
strategy is underpinned by a number of guiding principles and values including
spontaneous celebration, a commitment to the creation of a culture and environment in
which the human spirit will soar, and an intent on promoting the best experience for past,
present and potential employees. During a recent conference of its human resource

managers, the Group reaffirmed the tremendous value they place on their people and
repeatedly stressed that by focusing on employee morale, commitment and retention and
teamwork, customer and investor value would be maximised. This particular orientation led
to the identification of a set of key strategic thrusts, including becoming an employer of
choice and focusing on management succession.
The HR department in SNOW Mountain Hotel
In accordance with the key strategic thrusts mentioned above, the HR department in SNOW
Mountain Hotel has developed what they refer to as the vision, which is to be recognised
as an employer of choice in SNOW Village within the next 2 years. Linked to this goal is a
recruitment strategy that emphasises attitude (enshrined in the slogan we hire for attitude
and train for skill) and an attractive benefits programme.
Changes on the Horizon
As is the case for each unit within the SNOW Group, the SNOW Mountain Hotel had until
recently a dedicated on-site HR team typically consisting of an HR manager and an HR
coordinator to deal with paperwork and other HR administrators. In addition, a centralised
team in the USA handled payroll and a limited amount of administration relating to
recruitment, compensation and benefits. The parent organisation is now deciding whether
to centralise its HR activities in a shared service centre. It is hoped that doing so will
improve the overall quality of HR admin across the organisation while freeing up more time
for in-house staff to focus on strategic work as part of a move towards the implementation
of a new business partner model.
Differing Views on the Way Forward
Line managers would be expected to become more involved in day to day HR matters and
take on many of the responsibilities previously carried out by the on-site HR managers. The
HR department has expressed concerns about how this will be received by the line
managers. Up to now their attitude towards taking on more responsibility for HR work has
been rather negative, as can be seen in the following remark:
I am wasting so much of my time dealing with staff issues and problems. I am not
an HR manager and Ive got bigger priorities than looking at application forms and
preparing for interviews. Im already responsible for form-filling for absence and
holidays and for other activities like dealing with staff discipline and appraisals.
More than 40% of my time is taken up with HR-related work and I have no time to
run my own department!

This negativity has been reinforced by the general manager of the SNOW Hotel Group, a
known traditionalist who has been promoted through the ranks. While remaining a great
supporter of the value of HR to the business, he still holds the strong view that an in-house
HR team is the way forward:
I want my line managers to focus on running the business and making a profit and
my HR people to focus on the softer HR management and administration issue.

On the other hand, the HR Director has a different perspective and some forward-looking
ideas about how HR should support and contribute to the business. She is keen to promote

the business partner model of HRM across the SNOW Hotel Group and to ensure that HR
is fully engaged with all line managers. Drawing on her rich experience in implementing the
business partner model in her previous organisation, she wants to develop a change
agenda whereby: (i) HR is freed of its administrative burden so that it can concentrate on
value-added strategic activities; (ii) all HR managers have the necessary skills and
motivation to achieve business targets at no extra, if not reduced, costs; (iii) line managers
are given proper training to take on new HR responsibilities; and (iv) new technology is
introduced to enable the restructuring service systems and the devolution of greater
responsibility for people management to line managers.
A top priority for the HR Director is to consider how HR can improve its relationship with
business leaders and make its voice heard at board level in order to drive efficiencies and
business improvements whilst demonstrating their impact on bottom line performance and
productivity. She also believes that it is imperative for HR to start working closely with line
managers in order to offer them the support they need in the discharge of their new HR
responsibilities.
The HR department in SNOW Mountain Hotel finds itself at the crossroads, having to
grapple with the differing views and tensions emanating from the top. It is therefore crucial
that a final decision be made on the way forward as this will have far-reaching and longterm consequences for both the HR department and its parent organisation.
A Persistent Labour Turnover Cycle
Another problem which has preoccupied HR departments across the SNOW Hotel Group
and which now tops the agenda of the HR team and line managers in SNOW Mountain
Hotel is the high employee turnover. Factors contributing to this high turnover include the
following: staff residing in SNOW Village failing to cope with high housing and living costs;
low job satisfaction at the lower levels of the organisation; burnout during peak and
boredom during off-peak seasons; difficulty in achieving a work-life balance; and
perceptions of unrealistic corporate expectations.
Elaborating on this particular problem, the HR director has re-described it as a persistent
labour turnover cycle:
This cycle begins with a high labour turnover due to failure to maintain adequate
staffing levels, leaving existing staff overworked and creating the need for a
constant influx of new staff requiring attention and training. This forces managers
into a fire-fighting position where they are unable to delegate as much as they
would like and struggle to meet operational challenges, leading to high levels of
management turnover. This in turn triggers the need to hire new managers who try
to implement drastic changes in departmental priorities, causing increased stress
and turnover levels among staff ... and what we have here is a negative spiral with
an ever-increasing rate of turnover.

The Need for a Radical Rethink of the Recruitment and Selection Strategy
For the HR Director, this persistent turnover cycle is closely linked to the current recruitment
and selection strategy, which is mostly reactive and seems to be driven by the sole concern
of getting the numbers right in tackling seasonal fluctuations in demand levels. She
contends that recruitment and selection should not only be about getting the numbers right
but also about getting the right people in. According to her, there is need for a radical

rethink of the current recruitment and selection strategy that can effectively reverse the
labour turnover cycle in which the organisation seems to be locked:
We need a new recruitment and selection strategy that demonstrates forward
planning and breaks the turnover cycle that has plagued the SNOW Hotel Group.
After all, everyone at our last HR conference agreed that this is where we should
start if we are to convince management that we can add value to the business.

The new recruitment and selection strategy would have to emphasise flexibility,
commitment and creativity where new staff and managers would be able to adjust their
work patterns in line with the fluctuating demand levels that typify the resort industry;
display commitment-seeking behaviours characterised by a genuine interest in the job
advertised together with a potential for progressing their career within the organisation; and
indicate a positive attitude towards learning and teamwork as a means for creative solutions
that can deliver customer and shareholder value and generate enhanced organisational
performance and success in the longer term.
Since the adoption of new technology is high on the change agenda, the HR director is
keen to look into how this can aid the recruitment process to enable the constructive
profiling of potential recruits, enhance the organisations image as an employer of choice,
and tap into talent pools and professional communities that have so far been neglected.
Whilst addressing operational challenges that demand urgent attention, the HR director
believes that a new recruitment and selection strategy offers a unique opportunity for the
start of a close collaboration between HR and line managers dispelling in the process
doubts about the importance of devolving some of the HR responsibilities to the line and
about its positive impact at both departmental and organisational levels.

~~

Coursework Assignment
You have been hired as consultant to the HR team in SNOW Mountain Hotel. You are
required to write a report to advise the HR team on the way forward by addressing the key
HR issues and challenges arising from the new strategic orientation of its parent
organisation. Drawing upon and referencing relevant theories and models of HRM, your
report should include the following:
1. An explanation of the business partner model and the advantages and
disadvantages of using this model (600 words).
2. A critical appraisal of the use of shared service centres and the removal of on-site
HR professionals (600 words).
3. A critical examination of the practicality of devolving HR responsibilities to line
managers (600 words).
Use the following format when writing your report:

Table of Contents
Introduction (100 words)
Clear statement of purpose
Context of report (both theoretical and organisational)
Clear statement of proceedings (to provide a brief overview of the following
sections)
129 WORDS
This report will aim to advise the best human resources (HR) structure for Snow
Mountain going forward. This will be achieved by analysing and evaluating
existing HR strategies and structures against the suggested adoption of the
Business Partner Model (BPM). The information will be evaluated in terms of
financial and strategic gain using both theoretical and organisational context. It
will identify both internal and external driving factors for the new model,
advantages and potential disadvantages associated with implementation. The
report will constructively assess and critique the Business Partner model to be
adopted by Snow Mountain and in detail the use of a centralised shared service
centre and the devolution of HR responsibilities to line managers. Overall, it will
aim to evaluate whether the BPM is viable for Snow Mountain.

Body (1800 words)

Business Partner Model (600 words)

Theoretical research suggests they actually benefit the organisation, reduce costs of HR
and support employees in developing skills and retention long term (Simple HR Guide
website, 2014).

Explanation of business partner model

Internal and external drivers of the business partner model
Value to the business (strategic orientation; integration of hard and soft
approaches to HRM; impact on bottom-line performance and productivity)
Potential disadvantages of implementing the model
The term business partner model (BPM) was developed by Ulrich 1998 and is a way for
HR to be strategically organised within businesses to align processes and policies in line
with overall organisational goals. This is usually achieved by HR professionals working
closely with senior managers (CIPD website, 2014). Line managers working closely with
HR will help HR staff in understanding the organisational issues and strengths, which
will enable effective decision making in terms of strategies and processes. The BPM
contains three elements: the business partner, usually a HR professional or manager,
a shared services centre which is basically a centralised HR department and a centre of
expertise an expert in a specific area.
The centre of expertise is specialist HR services or advisors/ experts in specific areas,
for example; performance management. Centres of expertise can be outsourced or
provided internally (CIPD, Human Resource Service Delivery (Chapter 1). Gail Smith) . For
Snow Mountain outsourcing is likely which will have associated costs, as would expert
knowledge in more than one area, with likely financial implications.
The BPM was developed in 2005 by Ulrich and Brockbank, their work identified five
roles demonstrating the activities and responsibilities HR should be responsible for.
These roles are (Slideshare, 2014):
Strategic partner: processed focused, involves working with managers to ensure goals
and targets are met. Key elements include challenging practices, good knowledge of
business, developing managers and teams and acting as a trainer.
Change agent: improves staff retention by strategically focussing on people
development. Key aspects involve identifying training needs, guiding staff professional
development and motivation.
Administrative expert: concerned with traditional HR responsibilities and is expected to
have expert knowledge of general HR practices or emerging HR practices or one
specific area of HR. This role ensures that processes align with organisational strategic
plans and development.

Employee champion: responsible for the personal aspect of HR, dealing with
employees, acknowledging concerns and balancing with organisational needs. Also
encompasses sharing information with employees.
HRM leader: serves as the leader of an organisations HR function. Key aspects include
deciding HR structure, credibility and keeping up to date with business information.

Ulrich and Brockbanks theory is idealic, as it will need to be implemented differently in

every organisation to suit its culture, resources and values. The model also relies on
HR managers ability to encompass the five roles evenly (Applied HRM Research, 2010).
An internal driver for implementation is the persistently high staff turnover. The model
will aim to reduce this whilst developing and honing staff skills, adding to the human
capital of the business. This will be cost effective long term, by ensuring organisational
objectives are embedded into HR strategies and processes. Implementing the model
would reduce a duplication of efforts because of shared knowledge pool and increased
communication. Line managers taking responsibility for routine HR tasks is likely to
improve working relationships in teams/ productivity and job satisfaction (HC Online,
2005). Given that Snow Mountain places huge value on its people implementing a
strategic model of HR should be advantageous.
An external driver is the model has been successfully adapted by multiple businesses, a
range of research shows that there is a strong positive relationship between effective
people management and bottom line performance (Personnel Today website, 2013). The
effects of the BPM are likely to increase employee engagement and productivity long
term. Giving line manager responsibilities is also likely to evoke discretionary
behaviour, by creating a positive psychological contract between line manager and
employee (ACAS, 2010).
A potential problem for implementing the model at Snow Mountain is that it relies
heavily on the HR competency of line managers. For example, policies may be applied
unequally throughout teams and this could result in complications. Line managers may
have no interest in HR or its value, struggle to manage competing priorities or lack
attributes and skills to successfully deliver the HR management (HR Zone website, 2014).

The use of centralised shared service centres (600 words)

Explanation of shared service centres
Internal and external drivers for developing shared service centres
Benefits and drawbacks
In todays increasingly globalised, cost conscious business world, rarely does it pay for
each site to have its own HR team due the financial and time implications. Rather
larger, global, companies have moved towards shared service centres as a key
component to their business partner models (Applied HRM Research, 2010). The shared
service centre is a model whereby HR is centralised to a single location and aims to

provide a general provision of low cost service and administration via high use of
technology to streamline and standardise processes (Ceridan, 2014)..
This role is characterized by high technology use, aiming to improve efficiency and
costings by automating routine processes. For example, business intranets as a way of
providing information efficiently and employee self-service; automation of the day to
day functions eg reporting sickness, approving holiday. Another example is online
training programs and learning and development centres, which can be outsourced to
external businesses for a set fee or set up and managed in house (Employment Studies
blog, 2000).
A main external driving factor for Snow Mountain is that HR staffing costs tend to be
significantly reduced, as traditional HR responsibilities are shared with line managers
and automated so smaller teams can be more productive. There is also savings on the
associated equipment cost for each, for example less computers needed or reducing
overheads such as accommodation (Personnel Today, 2008).
Another influential external driver for Snow Mountain is HR staff been based in a single
location means there is a central shared knowledge pool ensuring a standardised
approach to HR by allowing knowledge and situations to be easily shared and reducing
duplication of effort. This is likely to lead to improved quality and timeliness of service.
HR staff are freed from routine tasks such as approving leave requests so can focus on
more strategic objectives which should in turn, benefit the long term success of the
business (Leadership Foundation for HE, 2014).
Both above factors result in another theoretical advantage and external driver,
improved speed and quality of service to line managers and employees. This will aid
the transition of line managers adapting to the change in role and is likely to have an
impact on improving the job satisfaction of staff in dealing with HR (Personnel Today,
2008).

Another external driver is the increasing globalisation of the workplace. Multi national
companies such as Shell have adopted the shared services model because they need to
have uniform practices world wide; this is best achieved by having a shared vision at a
centralised base (Shell website, 2014).
Internal drivers for this change include high staff turnover, if HR is successfully
managed the recruitment and selection issues will be strategically tackled, resulting in
long term productivity and financial gains for the company and a growth in skills and
expertise.
Shared services links in with devolution of HR responsibilities to line managers,
discussed below. Centres would help to manage the change in roles by providing readily
available phone support. Perhaps most importantly, in house HR professionals would
have more time to strategically align HR with overall the business goals and those of
the parent company. Underlying issues eg recruitment and selection process would be
better aligned with Snow Mountains organisational goals.
However, some would argue, the strategic nature of this HR focus negates what HR is
all about people management; ensuring employee well-being by dealing with the
people issues their staff have essentially caring for staff. There is a loss of face to

face contact with HR which can be deemed impersonal. This can lead to staff been
demotivated so reducing their effectiveness. Another negative impact of this is that
local HR knowledge and expertise is lost, meaning it can seem daunting having a
process to follow to contact HR. Perhaps the most significant disadvantage of this
model is that line managers are required to have HR knowledge and, particularly in
Snow Mountains case it can be costly to provide the training that is required and
training costs can be ongoing (NHS Blog Report, 2014).
Losing the support provided by on site teams may be hard for line managers to adjust
to at first. However providing the benefits of this are explained thoroughly and
managers are provided with adequate training and support throughout the process, it is
likely to greatly benefit Snow Mountain.
A shared service centre would overall be financially beneficial for Snow Mountain and
providing the change in the role of HR is managed effectively, it could have positive
impacts of staff productivity and job satisfaction. If the service centre is in collaboration
with a HR manager and centre of expertise, it should benefit Snow Mountain to
implement the centre.

Devolution of HR Responsibilities to the Line Managers (600 words)

Meaning and aim of devolution to the line
Benefits and drawbacks
Practical issues to be addressed to ensure HR and line managers are fully
engaged
Devolution to the line means that line managers at Snow Mountain would become
responsible for aspects of HR that have historically belonged strictly to the on-site HR
team. This links with the suggested business partner model discussed above, aiming to
improve efficiency of HR practices and reduce costs. Most importantly, it leaves HR
professionals more time to focus on strategic activities to benefit organisations long
term.
Purcells (2003) research identifies that successful teams are linked with leadership
qualities of line managers and, how successfully HRM practices are implemented.
Indeed the HSE UK website cites that line managers have a critical role in
maintaining employee health and well-being and minimising the likelihood of stressful
circumstances and situations arising for their staff (HSE Website, 2010). The overall
purpose is to better manage human capital which increases productivity and profit
long term.
Research shows that certain aspects of HRM is better implemented by line managers,
who have a significant impact on employee engagement (HSE Website, 2010). HR staff
may lack background knowledge for requests, relating to an individuals specific
circumstances, for example, unpaid leave requests to care for a terminally ill relative.
Line managers dealing with these requests would have more knowledge about the
team so able to respond quicker and more appropriately.

For example, with recruitment and selection, a line manager is more knowledgeable
than a HR member because due to knowledge of the job, the dynamics of current team
and because the line manager, involved as they are in the process, has a vested
interest in making the recruitment work.
HR issues are dealt with more efficiently between employee and manager and usually
with better context. Line managers are better placed to assess the appropriacy and
impact of leave requests on the department. They can more accurately monitor
sickness and employee performance which may impact on HR issues of performance
related pay etc.
Similarly, implementing organisational change is easier when managers are responsible
for HR, as they have greater influence over workforce. If managers feel responsible for
the HR issues of their team, they are likely to be committed to solving problems quickly.
In order to successfully implement this change, as mentioned before, managers will
need to see the value of this for them. Then full training, particularly in the legal
aspects would need to be provided so that any costly law suits/discrimination cases are
avoided.
A major problem would be persuading managerial staff that the devolution is the best
method moving forward due to the current negative attitude towards this. In order to
successfully combat this the benefits of the devolution specific to line managers will
need to be explained (Dalzeil & Strange, 2006). Risks associated with not having
managers full support are; reduced productivity, service and staff retention for both
lower level and managerial staff (CIPD Factsheet: Human Resource Management, 2014).
A significant disadvantage is line managers will need training in HR, to allow them to
manage the HR matter relating to their teams. This has implied costs and these are
likely to be ongoing. Another disadvantage is extra workload for line managers, having
to juggle operational alongside HR responsibilities often causes stress for managers. If
the relevant support and guidance isnt easily accessible it may cause detrimental
effect to wellbeing.
HR practices may not be implemented consistently throughout Snow Mountain. It is
recommended that HR keep track of situations and outcomes to ensure that all
managers are effectively implementing procedures, which can be time consuming
although this shouldnt need to be permanent.
Clearly, there are advantages to this process . But will it suit all personalities?
Human resources, is by its nature, a people orientated role that requires good people
skills. Can it be assumed that all managers have this? Particularly in technical/scientific
roles, long serving managers will have been recruited for their knowledge and HR will
never have been in the remit of the job and may not suit their personality type. Such
scenarios would need to be handled with care on a case by case basis. Hopefully this
would not be the case for Snow Mountain as good people skills are a pre-requisite in
this industry.

Conclusion (100 words)

Summary of key issues raised

Final comments reinforcing importance of report and pointing to the way forward
From a theoretical perspective, the model combines scientific and strategic
management theories, considering physical aspects of HRM encouraging optimum
productivity.
To draw upon the above findings, the potential advantages of implementing a business
partner model to Snow Mountain outweigh the risks and combat the current HR issues
faced by Snow Mountain. The key benefits are HR processes and policies will be
consolidated, streamlined and automated when the shared services centre is created,
improving the quality of HR administration and customer service. Devolution to line
managers will positively impact bottom line performance and staff relations. Most
importantly, there will be a significant reduction in overheads and HR professionals
have more time to focus on strategic plans for long term progression and organisational
success. The model is likely to make organisational targets easier to achieve and
increase productivity, providing Snow Mountain adequately support the implementation
of a business partner model and effectively monitor its progress.

List of References (adhering to the Harvard Referencing Style)

Appendices (if appropriate)
Word Count and Submission Date
As per breakdown above, your report should be around 2000 words (10% below or above
the limit is acceptable). It accounts for 50% of your final mark. It is due to be handed in
by..Tuesday of Week 9. [4pm on Tuesday 4th November]. You should submit to the
coursework box outside Room 1/53 at Craiglockhart.
NB In writing your report, you must demonstrate that you have referred to relevant
academic sources and that you are able to apply the theory covered in lectures and
tutorials to the case study. You must adhere to the Harvard Referencing Style. You
should also refer to the marking criteria to make sure that your report meets the
requirements for a pass at this level of study.

Introduction to Human Resource Management

Case study Assessment Criteria
Criteria

Weighting

Overall presentation &

style

10%

Quality of Introduction

10%

Evidence of research
and wider reading
30%

Merit:

Good Pass

Acceptable Pass

Poor:

65% and above

55 64%

40 54%

Less than 40%

Neat legible
presentation. Correct
spelling. Accurate
grammar and
punctuation. Meaning
clear and fluid with an
articulate academic
writing style.

Neat legible
presentation.
Occasional spelling
errors. Mainly
accurate grammar
and punctuation.
Coherent meaning
and fluent writing
style.

Neat presentation.
Frequent spelling
errors. Fairly accurate
grammar and
punctuation. Meaning
mostly clear and
adequate writing style.

Untidy presentation
and difficult to read.
Significant spelling
and grammatical
errors. Meaning
unclear in places.
Language lacks
fluency.

Clearly states the

purpose of the report.
Effectively sets the
scene in both a
theoretical and
organisational context.
Explains in specific
terms how the report
will be structured.

Clearly sets the

purpose of the report.
Provides a good
context to the report.
Gives a good
indication of the
structure and contents
of the report.

Although unclear, the

purpose of the report
can be inferred.
Context of the report
not altogether clear.
Some indication of the
contents of the report.

Leaves the reader in

doubt as to the
purpose of the report.
Context of the report
unclear. No indication
of the contents of the
report.

Demonstrates sound
knowledge of an
extensive range of
appropriate and
current literature.

Demonstrates good
knowledge of a
reasonable range of
appropriate and
current literature.

Demonstrates a
reasonable
knowledge of a limited
range of appropriate
literature.

Little and superficial

knowledge of
appropriate literature.

Critical analysis and

coherence of
argument

30%

Quality of conclusion

10%

Referencing
10%

Critical approach to
the literature.
Thorough analysis of
key issues raised.
Arguments highly
developed to consider
the practical
implications of the
theories discussed.

Attempts to take a
critical approach to
the literature. Some
analysis of the key
issues raised.
Argument reasonably
well developed to
indicate generally
good understanding of
the practical
implications of the
theories discussed.

Approach to literature
mainly descriptive.
Limited analysis of the
key issues raised.
Arguments
underdeveloped but
demonstrates some
understanding of the
practical implications
of theories discussed.

Approach to literature
relies on description.
Inadequate level of
analysis of the key
issues raised.
Arguments are
incoherent and fail to
consider the practical
implications of the
theories discussed.

Identifies significant
points from preceding
discussion. Draws
together main threads
of argument. Makes a
concluding statement
based on these
arguments. No new
information
introduced.

Summarises main
points effectively. No
new information
introduced.

Adequate summary of
main points. No new
information
introduced.

Fails to summarise
main points.
Introduces new
information.

Literature is
accurately integrated
into the text. All
sources used are
correctly
acknowledged.
Harvard citation
method used.

Literature is mostly
integrated into the
text. Most sources are
correctly
acknowledged.
Harvard citation
method used.

Some literature is
integrated into the
text. Most sources are
acknowledged,
although some errors.
Harvard citation
method used but
inconsistencies.

Literature is not
integrated into the text
of not used. Sources
unacknowledged.
Harvard method not
used/used poorly.

Introduction to Human Resource Management HRM08101

CASE STUDY FEEDBACK SHEET
Matriculation Number:

Marker:

Programme:

Mark:

Criteria

Weighting

Merit:
65% and
above

Good
Pass: 55
64%

Acceptable:
40 55%

Poor:
Less than
40%

Overall
presentation
& style

10%

Merit

Good
Pass

Acceptable

Poor

Quality of
introduction

10%

Merit

Good
Pass

Acceptable

Poor

Evidence of
research
and wider
reading

30%

Merit

Good
Pass

Acceptable

Poor

Critical
analysis and
coherence of
argument

30%

Merit

Good
Pass

Acceptable

Poor

Quality of
conclusion

10%

Merit

Good
Pass

Acceptable

Poor

Referencing

10%

Merit

Good
Pass

Acceptable

Poor

Comments:

Mark