Strategic Human Resource Management Report

STRATEGIC HUMAN RESOURCE MANAGEMENT REPORT

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Contents

INTRODUCTION ....................................................................................................................................... 3

ANALYSIS OF SHRM MODELS AND THEORIES IN RELATION TO HR AND LEADERSHIP

ISSUES ......................................................................................................................................................... 4

SHRM models in relation to HR ............................................................................................................ 4

SHRM Theories in relation to Leadership issues ................................................................................. 7

IMPLEMENTATION OF SHRM POLICIES AND PRACTICES ....................................................... 9

Effects of implementation of practices on organizational strategy and utilization of resources ..... 9

Effects of implementation of policies on organizational strategy and utilization of resources ...... 10

IMPACT OF WIDER CULTURAL AND ETHICAL ISSUES ............................................................ 12

PROPOSED COURSE OF ACTION FOR LEADERS ........................................................................ 14

CONCLUSION ......................................................................................................................................... 16

REFERENCES .......................................................................................................................................... 18

REFLECTIVE LEARNING STATEMENT .......................................................................................... 20

INTRODUCTION

It is essential for every organization to adopt the best strategic human resource

management models and also the application of the right leadership styles which would result in

the desired impacts in a given organization. The strategic human resource management is

important since it helps in linking the objectives and the strategic goals with human resources

with the aim of improving the business performance. The strategic human resource management

also enhances the development of the organizational culture thus fostering innovation and quick

growth. The strategic human resource management is also adopted as an approach when it comes

to the making of informed decisions in regards the employee relationship, rewards, and

performance management plans (Mitchell et al, 2013, p.g 911). Through the strategic

management process, the paradigm shift to the tactical and smart approach from the common

functional role is made possible. The main aim of the strategic management team such as the one

in the DEBT BUSTERS UK entails identifying both the internal and external factors enabling

the organization to achieve the positive results and great performance.

The organization’s human capital is the first resource focused on in the strategic human

resource management and involves the skills, knowledge and the abilities of the workers in a

firm. The major objective which might be challenging would entail transforming the human

capital into an organization’s valuable capability. The human resource practices and policies

which form the system of organizations is the second resource of the strategic human resource

management. It is the role of the management to select the resources that would help the

employees perform to their best. The strategies adopted in an organization would determine

whether it succeeds to lags behind when it comes to facilitating its quick growth and

development (Mitchell et al, 2013, p.g 902). In this paper, the focus would be on the strategic

human resource management of the DEBT BUSTERS UK and its related issues, the leadership

styles adopted in the organization while also addressing its growth process and challenges facing

the firm.

ANALYSIS OF SHRM MODELS AND THEORIES IN RELATION TO HR AND

LEADERSHIP ISSUES

SHRM models in relation to HR

The strategic human resource management models in relation to the human resource is a

major factor when it comes to exploring the growth process and the challenges facing the DEBT

BUSTERS UK organization. Some of the factors that define the nature of the strategic human

resource management model include communication strategies in the organization, consultation,

relationship management in the organization, critical evaluation, the human resource expertise

and the facilitative management structure. Communication is one of the essential components

while exploring the nature of the strategic human resource management models in the

organization. The effective communication would entail exchanging information between the

employees, the leadership and also the stakeholders of the organization (Suk et al, 2017, p.g

312). The error-free and accurate communication should be the main focus when it comes to

strategic management since it results in the positive impacts of an organization. There are

instances where the poor adoption of the right proficiency standards during communication

affects the process negatively which also results in inefficiencies in the strategic human resource

management practices of a given organization. Such a case would result in challenges as seen in

the DEBT BUSTER organization.

The communication in the firm was abrasive in nature despite been open. In this case,

the employees who were sensitive when it comes to analyzing various operations ongoing in the

organization were filtered out and denied the right to express and air their opinions since they

were considered by the management and the leadership to be a bad fit for the firm

(HOLLENBECK & JAMIESON, 2015, p.g 375). The employee opinion was not considered as

important in influencing the decisions and operations carried out by the organization which is a

big fault of the strategic human resource management team that requires being addressed with

immediate effect. Anthony who was the founder of the organization did not allow for the

effective communication between the human resource management team, the employees and the

leadership to the extent where changes were made out of orders, and no questioning was

expected to follow after any action was made. In this case, it was not easy for anyone to make

the response to air their opinions which are seen as a recipe for failure since the employees have

the minimal contributory role when it comes to policies and practices ongoing in a given

organization. The communication factors in considered to be a major challenge in the strategic

human resource management activities of the organization since the initiatives and strategies are

not properly communicated to the workers who might also limit their input in ensuring the

objectives are realized in the most efficient manner(Suk et al,2017,p.g 317).

It is important for the human resource to facilitate the efficient documentation of the

information in an organization as compared to the case of DEBT BUSTERS UK which had

problems in ensuring the documents and information released was of top quality. The issue of

consultation should be considered while deciding on the best strategies of the human resource in

an organization. The employees and the stakeholders in a firm could offer some valuable opinion

and ideas that would help in steering the organization in the right direction. However, the

strategic human resource management model of the organization is characterized by the little or

no consultation which does not allow for feedback during the decision-making process. Such a

scenario is an unsustainable strategy which requires being addressed as a serious challenge that

hinders the smooth development of the organizations such as DEBT BUSTERS UK faces with

such an issue.

The poor maintenance of the employee-employer relationship is identified as a major

characteristic in the strategic human resource management of the organizations thus affecting the

strategic planning of various operations and implementation of policies and practices. The

undesired and negative behaviors of the employees can be identified to be the result of low

satisfaction levels due to the exclusion in the major affairs especially by Anthony who wanted to

implement the ideas and strategies alone. The workers are unsatisfied and having low motivation

due to the poor appraisal strategies adopted in the firm thus making it a major challenge. The

appraisal system problems depict the poor implementation of the strategic measures aimed at

ensuring the employees are well compensated, properly rewarded for their performance which

increases the motivation levels. The errors during the implementation phase and also the poorly

maintained relationship with the employees indicates the poor strategic planning models by the

human resource which fails to adhere and ensure the high competency of practices in the firm

(HOLLENBECK & JAMIESON, 2015, p.g 375).

The poor relationship also contributes to the inefficiencies when it comes to efforts of

strategic alignment of the objectives and goals to practices being implemented. It is important for

the human resource decision makers to consider the employees and treat them in the best way

possible since they are valuable and provide substantial return to the firm. The facilitative

management structure is another essential factor when it comes to analysis of the strategic human

resource model of the organization with the focus being on the employee development strategies.

The organization is facing a challenge of low motivation and low levels of commitment among

its workers who are not offered the training or mentoring which is essential as part of the

strategic planning firm (HOLLENBECK & JAMIESON, 2015, p.g 375). It is essential to

consider the employees and provide them with a platform to grow which consequently results in

the positive impacts to the organization as a whole. The adoption of the most appropriate

strategies by the human resource department would influence the performance of the employees

positively thus addressing major challenges faced by the DEBT BUSTER UK organization.

SHRM Theories in relation to Leadership issues

There are several styles exhibited by the leadership of DEBT BUSTERS UK during the

management and control of the operations running in the organization. The type of leadership

style adopted could either result in the positive or negative impacts on the employees and the

organization as the whole. In this case, it is important for the leaders and managers to ensure the

styles used to accommodate the interest of anyone with the sole objective of realizing the goals

of the organization. The leadership of DEBT BUSTERS UK is characterized by the autocratic

type of leadership which is seen by the way operations are conducted in the firm (Rast et al,

2013, p.g 642). Through this type of style, the modern work environment emphasizing for the

shared decision making, group input and teamwork is contradicted since the main power lies in

the top leadership of a given organization. A similar case is seen in the DEBT BUSTERS UK

where the leadership makes all the decisions while ensuring tight control.

The human resource needs to ensure the efficient collaboration with the leadership by

facilitating teamwork and independent workers since the autocratic style of leadership results to

the high dependence on the leaders since the employees are not self-motivated especially in the

completion of tasks. The autocratic type of leadership enhancing the centralized control as

directed by Anthony Brown resulted in the negative effects such as the high turnover of the

employees as a management resource due to lack of involvement in the decision making and

other crucial operations(Khan & Mushtaq,2015,p.g 213). The style is also identified to be

management by command with little consultation and also to be one direction of communication

which leads to breakdown since the feedback platform has not been created.

There exists some different type of leadership seen by the General Electric managers.

Contrary to the autocratic type of leadership, the democratic style encourages the employees to

share their contributions. Democratic leadership is an essential leadership mode found in the

human resource theory where the employees are fully involved in the decision-making process of

an organization. The leadership style is useful in the development of the strong relationships and

exceptional values which are part of strategic planning by the human resource of a firm as it

seeks in ensuring continuous growth and development. The human resource can manage cases of

poor performance through job rotation which is made possible through the adoption of the

democratic style of leadership. The Democratic leadership also provides an environment where

the workers are rewarded for their exemplary performance as a way of motivating them. Through

strategic human resource management, transformational type of leadership is adopted in the

General Electric which is complementary of the Democratic leadership (Pereira & Gomes, 2012,

p.g 4316). The DEBT BUSTERS UK leadership style should consider adopting the

transformational leadership as part of its strategic planning since it would be beneficial in

helping the workers produce visionary goals for themselves and the organization as a whole.

IMPLEMENTATION OF SHRM POLICIES AND PRACTICES

Effects of implementation of practices on organizational strategy and utilization of

resources

Effective Implementation of the strategic human resource management practices and

policies is important in an organization since it helps in supporting the organizational strategy as

well as enhancing the proper utilization of the available resources. The human resource

management team would help the organization in sustaining the competitive advantage while

improving the performance of its human capital resources and that of the firm by developing the

strategic role of the human resource management systems (Mitchell et al, 2013, p.g 915). The

implementation of the internally consistent practices of the human resource that ensure the

results received contribute to the achievement of the objectives of an organization is considered

to be effective strategic human resource management. Training is one of the strategic practices

adopted by the human resource in a given organization. The employees are trained through being

taught behaviors focusing on the achievement of the organizational objectives. The training

practice also has to be constantly evaluated by the human resource to ensure it is yielding the

desired results. Implementation of training strategic practice helps in improving the skills of

employees thus impacting on the workers and organizational adaptability. The training also

contributes to improving the performance of the employees which is essential in supporting the

organization strategies since they task carried out focus on the achievement of some set

objectives.

The human resource can implement the performance appraisal as a strategic practice

seeking to properly utilize the human capital resource which is the employees while also

enhancing positive impacts on their business operations. The implementation of the practice is

useful in the development of the strategic human resource management system through provision

of the effective criterion for validating the selection method. It would also be used in ensuring

the compensation is based on performance where valid information is provided while also

benchmarking for the needs assessment training. In this case, the valid link between

compensation and performance should be implemented by the human resource since it helps in

ensuring the behaviors of the employees focuses on the business priorities such as the objectives

which are essential in facilitating the organizational success since its strategies are supported.

Effects of implementation of policies on organizational strategy and utilization of resources

The implementation of the right policies also positively contributes to the success of the

organization. One of the useful policies implemented by the human resource regards the

communication and sharing of the crucial information in the organization. The strategic human

resource management policy that requires the leadership and management to involve the

employees in the operations of the firm is implemented with the goals of acquiring desired

results (Mitchell et al, 2013, p.g 910). Effective implementation of such a policy would ensure

the workers are not left in the decision-making processes, and feedback process is well facilitated

while also they offer their contributions without limits. Such an action would help the

organization acquire crucial ideas and input from its staff thus ensuring the full utilization of the

people assets which impact the business operations positively leading to success. The human

resource can implement the strategic workplace policies while also providing the standards

operating procedures. The policy implemented would entail the zero tolerance for harassment

and discrimination and offering the equal job opportunities for all. The equality related policies

mostly focus on the selection and recruitment processes where the value of the human capital

resource is improved through effective implementation of the policies. Such policies

acknowledge the obligation of the management in providing a safe working environment thus

making the workers feel as valuable contributors. Effective implementation of such a policy

would be effective in enhancing the positive conduct by the employees since they are committed

towards the performance of their roles efficiently thus supporting the strategies of the

organizations appropriately.

The compensation and benefits policies can also be implemented as part of the strategic

development of the human resources in an organization. Documented plans and the functional

steps should accompany the implementation process of the policy. The workers are encouraged

to work toward increasing their performance where they are rewarded with benefits and

incentives. In the process of trying to achieve high performance, the organization can effectively

utilize its people assets appropriately while also influencing the organization strategies positively

(Azam & Kumar, 2016, p.g 46). The human resource of the organization can also formulate and

implement policies that ensure the adherence to the corporate policy during the performance of

different tasks while at work which is an essential measure supporting the organizational

strategies. The human resource can also advocate for the best leadership styles such as the

transformational and democratic leadership styles which facilitate a good working environment

for the employees and maintenance of the active, healthy relationships which impact the

organizational strategies positively. The adoption and effective implementation of these policies

and practices would be efficient in the proper utilization of the people resources and also support

the organizational strategies thus influencing its growth and development.

IMPACT OF WIDER CULTURAL AND ETHICAL ISSUES

The culture and ethical issues play a major especially during the implementation of the

strategic human resource management policies for example in organizations such as DEBT

BUSTERS UK. Ethics is a major factor considered in the business activities since it guides the

management and the employees in moral values and also in the determination of right or wrong.

The DEBT BUSTERS UK organization is faced with the issue of employees or staff with

conflicting cultural backgrounds which hinders the smooth implementation of changes in the

current working environment (Al-Sarayrah et al, 2016, p.g 707). The leaders might be faced with

resistance from other staff in case they wanted to implement the performance appraisal policy

requiring the underperforming employees to be terminated. The leaders of DEBT BUSTERS UK

are faced with the subcultures conflicts especially witnessed during the stages or meetings meant

in changing the practices or policies that were common to the workers.

The cultural issues in the organization lead to the affiliation of the employers to the

culture they were used to thus boycotting any efforts to introduce change. Such situations present

difficult moments for the leadership of the organization as it seeks to introduce new policies. The

deployment of unauthorized changes, facing resentment on the management structures and also

having people supporting the old working practices while others are against them since they have

differing job histories poses some serious challenges for the leaders as they try to reach a

consensus and implementing the right policies that would enhance the development of the

organization. There is a huge difference of opinions and the clash of cultures in DEBT

BUSTERS UK due to the coming together with the General Electric thus making it tough for the

leadership to implement a policy meant on ensuring the clarity of the strategic vision of the

organization.

The subcultural conflicts also have some undesired impacts in the organization including

the turnover of some employees or the managers that are not satisfied with the disagreements

brought about the cultural change strategies (Sawitri & Muis, 2014, p.g 17). Such scenarios make

the leaders to be put in a dilemma making it cumbersome to make the informed decisions since

there are two conflicting sides disagreeing regarding the implementation of the policies. The

difference in cultures among the employees results in the incompatibility of roles which require

the leaders to adopt other measures due to the failure of their proposed policies which makes

them have troubles while trying to figure out the best policies to suit the conflicting subcultures

in the organization. There are various ethical issues identified to impact leaders negatively as

they seek to enhance the successful cultural changes in the work environment. The leaders in the

DEBT BUSTERS UK are faced with the ethical conflicts since they encounter different

frameworks in cases of cultural change which pose a serious problem in adapting and controlling

the proposed or implemented policies. The unethical behaviors that hinder the smooth leadership

include bureaucracy, bullying by some of the leaders such as Antony and the resentment towards

positive change.

The troubling acts and also unethical behavior in the DEBT BUSTERS UK organization

also makes the management of the operations by the leadership to be hard also affecting the

smooth formation of an ethical corporate culture due to the constant opposition. These cultural

and ethical issues have negative impacts such as turnover of the employees who fail to adapt to

the new culture or fail to tolerate the ongoing conflicts in the workplace. The constant conflicts

limit the employees from fully exploiting their potential and performance of their tasks to the

maximum which in turn affects their career development negatively since there is not enough

time or chance to shape the skills and improve their abilities (Khan & Mushtaq, 2015, p.g 211).

There are individuals who are negatively affected when their rights are violated through

acts such as bullying happening due to conflicts about culture change and ethical issues at work.

The policies implementation attempts affected by the ethical and cultural issues have some

implications on the business operations of the organization. One of the implication is the slowing

of the operations due to the differences experienced which results in poor performance and

failure to achieve the set objectives. The business is also affected when the poor and ineffective

policies are implemented in an unethical manner thus leading to inefficiencies in most of the

operations. In this case, it is important to address these cultural and ethical issues to prevent their

negative implications for the employees, leaders and the organizations as a whole (Al-Sarayrah

et al, 2016, p.g 717).

PROPOSED COURSE OF ACTION FOR LEADERS

The strategic human resource management process is affected by the type of leadership

style adopted in an organization. These impacts might either be negative or positive in nature. In

this case, the leadership of the DEBT BUSTERS UK organization plays a significant role in

influencing the growth and development of the firm. The adoption of the poor leadership styles

results in inefficiencies when during the implementation and realization of the human resource

management strategies (Suk et al, 2017, p.g 377). The re-evaluation of the autocratic leadership

style which is exhibited by Antony Brown is a major course of action that would help human

resource management in the realization of its strategies. Adoption of a better style of leadership

such as the transformational type is essential for the leaders of DEBT BUSTERS UK. The

transformational leaders make the subordinates and the employees feel passionate about the

company’s success thus would tend to work hard and perform as expected. The belief and vision

of the transformational leaders would be essential in inspiring the employees to work towards the

objectives of the organization and be more productive. The leader would be able to get the

employees on board with the corporate planning and strategies. The workers and motivated and

thus focus mainly to be on the same page with the corporate vision. Such an action would help in

the easier realization of the human resource management strategies in DEBT BUSTERS UK.

The transformational leadership style would help the managers to offer great contribution

during the planning phase. Such leaders are inspirational in nature and having valuable visions

and ideas shared with the management thus helping the human resource realize its plan (Pereira

& Gomes, 2012, p.g 4317). The adoption of this style by the leaders of the organization is

important in easier reaching out to the workers while bringing out the best in them. They help to

create plans for the development of the worker’s career which maintains a good employer-

employee relationship. The strong bonds created results in retention of the highly skilled and

experienced workers thus addressing the high turnover cases witnessed in DEBT BUSTERS UK.

These actions involving planning, motivation, and development of the workers through the

transformational leadership would help the human resource management in the realization of its

strategies since most of the organizational challenges are adequately addressed (Pereira &

Gomes, 2012, p.g 4315). The democratic type of leadership that is complemented by

transformational style can be applied through the re-evaluation of the autocratic style currently

used by the leaders of the DEBT BUSTERS UK. There are communication challenges in the

organization that fault the process of implementation of the human resource policies and

practices. The democratic leadership style would help in reducing the communication gap

between the management and the employees since there are not the instance of demands but the

free airing of opinions and feedback. The views of the employees would also be accommodated

during the decision-making process where their ideas and inputs would be used in various

initiatives which accelerate the implementation of the best practices and policies leading the

realization of the human resource management strategies.

The leaders should also collaborate with the management in the building of the

organizational structures and also improve the productivity of the workers through training

programs, coaching and mentoring (Pereira & Gomes, 2012, p.g 4311). Such actions result in the

increased performance making it possible to realize the strategies of the human resource

management in the DEBT BUSTERS UK organization. When the leaders offer maximum

support to the employees, it will ensure their loyalty and goodwill is built which is beneficial to

the organization. Therefore, it is vital for the leadership to help the staff understand and augment

their commitment to the strategies which makes its implementation process to be smooth and

efficient. The adoption of these actions by the DEBT BUSTERS UK leaders ensures the human

resource management strategies are realized.

CONCLUSION

In a nutshell, the strategic human resource management processes in any organization

should be carried out in an efficient manner to ensure that the desired and positive outcomes

including the growth and development are received. The strategies adopted in an organization

would determine whether it succeeds to lags behind when it comes to facilitating its quick

growth and development. It is important for the human resource decision makers to consider the

employees and treat them in the best way possible since they are valuable and provide substantial

return to the firm (Sawitri & Muis, 2014, p.g 13). The adoption of the best leadership styles is

effective in addressing the organization challenges such as the ones experienced in DENB

BUSTERS UK. The adoption and effective implementation of the right actions and policies

would result in positive impacts.

REFERENCES

Al-Sarayrah, S, Tarhini, A, Obeidat, B, Al-Salti, Z, & Kattoua, T 2016, 'The Effect of Culture on

Strategic Human Resource Management Practices: A Theoretical Perspective',

International Journal Of Business Management & Economic Research, 7, 4, pp. 704-716,

Business Source Complete, EBSCOhost, viewed 14 April 2017.

AZAM, S, & KUMAR, R 2016, 'INFLUENCE OF HUMAN RESOURCE MANAGEMENT

PRACTICES ON ORGANISATIONAL CITIZENSHIP BEHAVIOUR', CLEAR

International Journal Of Research In Commerce & Management, 7, 12, pp. 45-49,

Business Source Complete, EBSCOhost, viewed 14 April 2017.

HOLLENBECK, J, & JAMIESON, B 2015, 'HUMAN CAPITAL, SOCIAL CAPITAL, AND

SOCIAL NETWORK ANALYSIS: IMPLICATIONS FOR STRATEGIC HUMAN

RESOURCE MANAGEMENT', Academy Of Management Perspectives, 29, 3, pp. 370-

385, Business Source Complete, EBSCOhost, viewed 14 April 2017.

Khan, M, & Mushtaq, U 2015, 'Evolution of Strategic Role of Organization's Human Resource

Management: An Overview', Journal Of Business & Economics, 7, 2, pp. 192-213,

Business Source Complete, EBSCOhost, viewed 14 April 2017.

Ma, R. and Oxford, R.L., 2014. A diary study focusing on listening and speaking: The evolving

interaction of learning styles and learning strategies in a motivated, advanced ESL

learner. System, 43, pp.101-113.

Mitchell, R, Obeidat, S, & Bray, M 2013, 'The Effect of Strategic Human Resource Management

on Organizational Performance: The Mediating Role of High-Performance Human

Resource Practices', Human Resource Management, 52, 6, pp. 899-921, Business Source

Complete, EBSCOhost, viewed 14 April 2017.

Pereira, C, & Gomes, J 2012, 'The strength of human resource practices and transformational

leadership: impact on organisational performance', International Journal Of Human

Resource Management, 23, 20, pp. 4301-4318, Business Source Complete, EBSCOhost,

viewed 14 April 2017.

Rast III, D.E., Hogg, M.A. and Giessner, S.R., 2013. Self-uncertainty and support for autocratic

leadership. Self and Identity, 12(6), pp.635-649.

Sawitri, D, & Muis, M 2014, 'HUMAN RESOURCE MANAGEMENT: A STRATEGIC

THEORETICAL PERSPECTIVE', International Journal Of Organizational Innovation,

6, 3, pp. 6-20, Business Source Complete, EBSCOhost, viewed 14 April 2017.

SUK BONG, C, KIHWAN, K, & SEUNG-WAN, K 2017, 'EFFECTS OF

TRANSFORMATIONAL AND SHARED LEADERSHIP STYLES ON EMPLOYEES'

PERCEPTION OF TEAM EFFECTIVENESS', Social Behavior & Personality: An

International Journal, 45, 3, pp. 377-386, Academic Search Premier, EBSCOhost,

viewed 14 April 2017.

REFLECTIVE LEARNING STATEMENT

The completed tasks is an assignment on the strategic human resource management

report mainly focusing on the DEBT BUSTERS UK organization. The wide aspect of the topic

includes exploring the policies and practices implementation, models used by human resource

challenges experienced and the leadership styles adopted in the organization. The feedback

received from my tutor was important to me since it encouraged reflection, enhance learning

while also enhancing motivation and clarification of understanding which positively impacts the

submission of the final assignment (Ma & Oxford, 2014, p.g 112). The feedback was made

possible through discussions where a common language of understanding is used. The feedback

provided by the tutor stimulated me as a student to pursue the research and learning about the

strategic human resource management topic in an independent manner. The feedback criticized

the work done while also providing ways to improve on the same which is essential for learning.

Such measures improved the desire to succeed and the better understanding of the topic. Through

the feedbacks provided, the confidence is developed, and I can freely approach the tutor in the

case of any consultations about my work. The formative discussion with the tutor also gave

direction while opening different learning paths essential for improving my final assignment.

The feedback received also helped in revising my work while also providing the

opportunity for me to apply the ideas in my future assignments. The clarification of the tutor’s

expectation of the performance in the assignment is also made possible through feedback which

helped in improving the final assignment submission. Various self-learning strategies were

adopted to ensure the task was properly completed in due time. Assessment of the learning needs

by finding the resources needed such as the peer-reviewed journals and books about the topic of

interest and those recommended by the tutor is a self-learning action adopted while working on

the assignment. Collaboration with the other students in sharing crucial knowledge with the aim

of attaining the learning objectives was also used as a self-learning strategy during the

assignment (Ma & Oxford, 2014, p.g 110). The self-evaluation was also used to reflect and

evaluate the results while also checking areas requiring improvements. The feedback received

and the self-learning strategies adopted were useful in the completion of the assignment.

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