5HR03 REWARD FOR PERFORMANCE AND CONTRIBUTION GUIDE

This guide offers a detailed breakdown of the CIPD LEVEL 5 5HR03 assignment, focusing on assessor expectations for Reward for Performance and Contribution assignment.It outlines the assessment criteria with concise examples and provides a step-by-step approach to crafting a comprehensive response, ensuring that learners meet all requirements effectively.

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5HR03 Assignment Help Guide TASK 1 –REPORT

(AC 1.1) Evaluate the principles of reward and its importance to organisational culture and performance management.

Evaluate: Make an appraisal of the value (or not) of something, its validity, reliability, applicability

• Your answer MUST consider principles of reward. You should evaluate these principles, considering the positives and negatives and form a judgment. Ensure to link the principles to organisational culture and performance management.
• Some examples of Principles of reward to consider include: the total reward approach, intrinsic and extrinsic rewards; fairness, consistency and transparency, promoting a culture of trust, balancing internal fairness with external market rates; integrating reward with business objectives; implementing reward policies and practices; role of reward in good work; related legislation and its application.
• Factors to consider under their significance/ how they link to organisational culture and performance management: reward strategies that support the organisational culture and values; recognising and rewarding performance; stimulating performance by rewarding for value created; engaging employees to drive performance
• Give confident links to wider reading and working examples used to support ideas and in line with the assessment brief.
• Your answers should be applied to the case organisation or an alternative organisation. The answers are clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.

(AC 1.2) Explain how policy initiatives and practices are implemented.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Your answer should explain what needs to be considered when implementing reward policy initiatives and practices. This explanation of policy implementation should include the various stages. Also give an explanation of best practice in managing the process. A focus must be on the inclusion of the different demographics of the organisation.
• You could include principles – such as felt-fair principle, collaboration, who should be consulted/involved, etc. As the command word is explain, you do not need to give advantages and disadvantages as part of your answer, though this could further elevate your answer.
• Policy initiatives and practices to consider include: definitions of fair, equitable and consistent; felt-fair principle; challenges of providing external competitiveness vs internal equality; assimilation policies; protection policies; role of line managers. Implementation processes ranging from collaboration and involvement to requirement and imposition.
• Your response should be supported with evidence of application of the process linked to a working example, supported by strong academic referencing where appropriate.
• Your answers should be applied to the case organisation or an alternative organisation. The answers are clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.

(AC 1.3) Explain how people and organisational performance can impact on the approach to reward.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Your answer should explain how people and organisational performance can impact on the approach to reward. You are expected to explain some clear impacts linked to people and organisational performance. As this question is asking for an explanation, it doesn’t require the same depth of answer as other points.
• Offer a confident explanation of how both people and organisational performance within an organization can impact its approach to rewards both positively and negatively. Provide two examples of each, one positive and one negative.
• Consider including definition and measurement of performance; then interpret your answer in terms of effectiveness of performance; external pressures and competition; historical expectations; financial standing of departments and organisation; contribution to organisational objectives; legislation; fairness and equality; working hours; level of skills achievement.
• Your response should be supported with evidence of application of the process linked to a working example, and depth around external pressures supported by strong academic referencing where appropriate. Presentation is of a high professional standard.

 (AC 1.4) Compare two different types of benefits offered by organisations and the merits of each.

Compare: Identify similarities and differences for an activity, leading to an informed conclusion based upon evidence available.

• For this answer you need to choose two different types of benefits and consider the merits of each. You should ensure you are comparing both types of benefits, considering good and bad points and forming a judgment. You could consider suitability, ease of use, cost, application, return on investment, etc.
• Types of benefits include performance-related pay; profit-sharing; gainsharing; share ownership; payment by results; bonus schemes; commission, pensions, healthcare, insurance cover, sick pay, enhanced redundancy pay, career counselling, company loans, season ticket loans, company cars, concierge services, fees to professional bodies, enhanced maternity, paternity and adoption leave and pay, childcare, sports and social facilities, etc;
• When making comparisons you could also consider impact of reward costs and ability of organisation to resource these costs; development of budgets and resource recommendations. Individual differences in what is important in their reward; merits of each type of benefit: general merits include increased employee engagement, motivation and commitment to the organisation, reduced churn, helps to attract employees to the organisation.
• Your answers should be applied to the case organisation or an alternative organisation. The answers are clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.
• Your response should be accompanied by evidence of application and strong academic referencing where appropriate.

(AC 1.5) Assess the contribution of extrinsic and intrinsic rewards to improving employee contribution and sustained organisational performance.

Assess: Evaluate or judge the importance an issue and use available information to make a reasoned judgement.

• You are expected to assess the contribution of intrinsic and intrinsic rewards; therefore, your answer must incorporate a judgement to be made on whether they improve contribution and performance
• You can discuss intrinsic and extrinsic rewards as separate themes instead of listing and discussing these specific examples of each. You can include examples of intrinsic and extrinsic reward as part of the discussion.
• Your answer could consider factors such as Measurement, equity, expectancy, teamworking, intrinsic orientation, senior management support, impact on motivation and results; linking behaviours and achievement measures directly to rewards of both intrinsic and extrinsic rewards.
• Provide two benefits and two drawbacks for each. Confident links to wider reading to support ideas and examples.
• Presentation is of a high professional standard a paragraph format would be well suited when assessing.
• Your answers should be applied to the case organisation or an alternative organisation. The answers are clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the questions.

(AC 2.1) Assess the business context of the reward environment.

Assess: Evaluate or judge the importance an issue and use available information to make a reasoned judgement.

• You are expected to give a detailed evaluation of the reward environment taking into consideration factors such as, industrial trends, regional differences, equality legislation, etc. Your response must include links to internal and external factors. Factors should be assessed in the context of how they influence reward decisions and the development of reward packages.
• Your answer should be supported by current and contemporary data, trends and current thinking around the subject.
• Once you have assessed some of the areas, there needs to be a judgement on the current context of the reward environment.
• Context of the reward environment: levels of business activity and confidence; economic outlook; industrial trends and sector profiles including common reward packages – private, public and voluntary; equality legislation; regional differences in pay; occupational classification, labour force trends, pay reviews and pay trends; international comparisons, legal frameworks and cultural drivers
• Giver confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the questions.

(AC 2.2) Evaluate the most appropriate ways in which benchmarking data can be gathered and measured to develop insight.

Evaluate: To judge or decide the importance, value or amount of something by using evidence, information and knowledge. A recommendation can then be made based on this information.

• Your answer must offer an evaluation the most appropriate ways in which benchmarking data can be gathered and measured. Therefore, it is expected that a judgement and decision is made about the most appropriate ways in terms of how they develop the direction of the rewards package.
• As the question states “ways”, you are expected to give at least two mentioned. Two is the minimum, therefore, you don’t need to include more than this however you are free to exceed. But it is better to include two indepth examples, than three less detailed examples.
• Some examples to consider include; Sources of intelligence; evaluation, reliability and measurement of data; earnings, working hours, inflation, recruitment and vacancies; unemployment, pay settlements, bargaining and industrial disputes; reward and salary surveys, payroll data; government surveys, statistics and requirements.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the questions.

 (AC 2.3) Explain how organisations use insight to develop reward packages and approaches.

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better.

• Your answer is expected to explain how to develop organisation reward packages and approaches based on insight. You don’t need to create the organisational reward packages, but should talk about how they are developed based on insight.
• You can consider area use of benchmarking data to develop appropriate reward package. Grade and pay structures; job evaluation schemes; systems and processes to manage job evaluation and levelling of jobs, boundaries and controls to maintain grade structure integrity and to avoid drift; market rates.
• It would have been useful to be saying more detail here about the strengths and weaknesses of the use of underlying processes such as job evaluation and to say more about the way it is applied.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.

5HR03 Assignment Help/Guide Task 2 – Report

(AC 2.4) Explain the legislative requirements that impact reward practice.

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better.

• Your answer must explain the legislative requirements that impact reward practice. This response must cover legislation in the areas of pay and working time and the impact they have on reward strategies and practice. As this requires you to explain the requirements, it doesn’t require the same depth of analysis as previous questions.
• However, you should ensure you include more than one example. Examples that could be included: Equality Act (2010), The Employment Rights Act (1996), Minimum Wage Act (1998) etc. Be more specific about the impacts of the legislation. It would also help to fetch higher points to also link the legislations to some case law.
• Some factors that you can consider for your answer include; equal pay and reward, minimum pay, working hours, holiday and absence legislation, reporting requirements such as gender pay gap, CEO pay ratios, and annual reports.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the questions

 (AC 3.1) Assess different approaches to performance management.

Assess: To examine content and decide whether it meets the pre-determined criteria. You would then give your opinion, based on the facts and information you have been provided with

• Your response is expected to have at least two different approaches broken down. You are also expected to provide a detailed evaluation and judgement of the different approaches. This implies that advantages and disadvantages of different approaches must be stated (at least two of each). You could focus on context, suitability, relevance and other factors that distinguish one from another.
• Some approaches to consider include, performance review meetings; developing capability through continuous professional development (CPD), models of facilitation, coaching and mentoring; objective-setting, appraisal process, 360-degree feedback, relationship between performance management and reward, critical incidents.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the questions. Avoid using bullet points and make your assessment in paragraph format.

(AC 3.2) Review the role of people practice in supporting line managers to make consistent and appropriate reward judgements.

Review: Ignoring minor details. Investigate a variety of options in order to make a case.

• Your response should provide a review of the role of people practice. You are expect to give a detailed examination of the role of people practice in supporting line managers to make consistent and appropriate reward judgements.
• The review should be supported by current literature around the subject to support their findings. It would have been interesting to explore whether line managers should have this responsibility, or whether it would be more effective to give the responsibility to a more neutral HR department
• You could consider people professional’s role in supporting line managers in reward decisions and in maintaining equity, fairness, consistency and transparency; compliance with legislation; supporting line manager’s ownership of intrinsic and extrinsic rewards; training, job evaluation, promoting responsibility, opportunities to participate and other intrinsic and recognition rewards; providing reward insight data.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.

(AC 3.3) Explain how line managers make reward judgements based on organisational approaches to reward.

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better.

• Your response must explain how line managers make judgements. Explanations should be supported by contextualised examples and supporting evidence.
• The explanation must emphasise the need for decisions to be made in line with the values and purpose of the organisation. It must outline examples of the actions managers take to make judgements on reward.
• The explanation can include elements such as evidence-based judgements, performance data, etc. Use of policies; organisation values and beliefs; ethics; evidence-based judgements; performance data; decisions about financial rewards; decisions about non-financial rewards such as work-life balance, working conditions, work itself, job enrichment, development.
• You could make more evaluation of whether the approaches are reliable.
• Give confident links to wider reading to support ideas and examples. Your answers will fetch higher points when they are applied to the case organisation or an alternative organisation. The answers should be clear, concise, well argued, and directly respond to what has been asked and the presentation of the assignment be well structured, coherent and focus on the need of the question.

5HR03 LEARNING RESOURCES