HR9516 Human Resource Management Essentials Individual Assignment Essay and Reflection | Northumbria University Newcastle, Singapore

Assignment: Individual Essay and Reflection

Name                        : Li Peng

Student No.             : w25058538

Lecturer                   : Dr. Roland Yeow

University                : Northumbria University Newcastle

Declaration:

Except where I have indicated, the work I am submitting in this assignment is my own work and has not been submitted for assessment in another course.

Submission Coversheet

If you do not understand any elements of this declaration, please speak to your module tutor.

Declaration of that the submission is your own work

I confirm that:

☒  this assignment submission is my own, independent work.

☒  I have referenced the sources of information, ideas, and quotations that I have used in this submission and listed my sources in a bibliography.

☒  I have stored copies of my working papers and supporting documentation in case they are requested.
(e.g., notes, plans, etc – refer to your assessment brief).

Declaration of the Use of AI tool

EITHER

☒ I have not used AI at any point in preparing this assignment.

OR

☒I have used AI tools (including, but not limited to ChatGPT) to help me (select all that apply):

☒ Generate initial ideas in response to the question.

☒ Develop my structure.

☒ Generate ideas for examples / sources.

☒ Provide feedback and suggestions for improvement on my content.

☒ Edit and improve my spelling and grammar.

☒ Other: please explain:

I understand that the  use of AI to generate whole sentences, paragraphs, sections, or the whole of this assignment would be considered academic misconduct.

Signed: (electronic signature is sufficient)

Li Peng

Date: 19/11/2025

Part 1: Individual assignment

Managing Employee Well-Being in Apple Inc.

The management of employee well-being has become a vital aspect of contemporary human resource management (HRM). In organisations characterised by knowledge-intensive operations and a focus on innovation, personnel are regarded not merely as expenses but as the principal source of value creation. Within this discourse, well-being is broadly understood to encompass employees’ positive psychological states, physical health, and the quality of their social relationships within the workplace (including happiness, health, and relationships). Empirical evidence indicates that enhanced employee well-being is correlated with superior organisational performance and increased engagement, thus supporting a’ mutual gains” perspective whereby both employees and employers benefit from effective HR practices. For Apple Inc., whose competitive advantage hinges on creativity, design excellence, and exceptional customer experiences, managing well-being transcends mere’ beneficial add-ons’; it is fundamentally linked to the sustainability of innovation, the attraction of scarce talent, and the preservation of the company’s premium brand reputation.

This discourse concentrates on Apple as the primary organisation, examining the HRM issue of managing employee well-being. It commences with an overview of Apple’s commercial profile and demonstrates how well-being management aligns with and supports Apple’s core organisational objectives. Subsequently, it elucidates the roles and significance of front-line managers within Apple in the implementation of well-being initiatives in daily operational contexts.

Apple’s Business Profile and Organisational Goals

Apple Inc. is a renowned multinational technology enterprise based in the United States, recognised primarily for its flagship products such as the iPhone, iPad, Mac, and Apple Watch, along with a growing suite of digital services including the App Store, Apple Music, and iCloud. Operating within highly competitive global markets for consumer electronics and digital services, Apple emphasises rapid innovation, superior design quality, and an integrated user experience as critical factors for success. The organisation employs tens of thousands of personnel worldwide across hardware and software engineering, design, corporate functions, and maintains a substantial Apple Retail network responsible for delivering frontline customer service across numerous countries.

Apple’ s strategic objectives can be summarised as a commitment to continual innovation, the provision of premium product quality, an exceptional customer experience, and sustainable long- term growth. To realise these objectives, Apple must attract, motivate, and retain highly skilled engineers, designers, and retail employees, while safeguarding its reputation as an employer of choice. Effective management of employee well- being is integral to supporting these aims. Firstly, healthy and engaged employees tend to be more productive, innovative, and willing to extend extra effort to serve customers. Secondly, in competitive labour markets, a strong reputation for caring about employee well- being serves as a differentiator for Apple compared to other employers. Thirdly, fostering good employee well- being mitigates the risk of costly outcomes such as burnout, absenteeism, and turnover, which could impede product development cycles or compromise service quality across Apple Stores.

Currently, Apple offers a spectrum of formal well- being initiatives. Its benefits documentation emphasises comprehensive health coverage, mental health support, wellness programmes, fitness- related reimbursements, and generous parental leave provisions. Moreover, the company invests in continuous learning through Apple University, aimed at supporting employees’ personal and professional growth and fostering an understanding of Apple’ s culture and values. Nonetheless, possessing policies and benefits on paper is insufficient. The true impact on employee well- being depends significantly on the practical implementation of these resources in daily work environments, primarily managed by front- line supervisors responsible for workload management, scheduling, and cultivating a positive team climate.

The Importance of Managing Well-Being for Apple

Academic literature indicates that employee well-being is intricately connected with organizational outcomes such as performance, commitment, and retention. Reviews of quantitative studies demonstrate that when employees experience happiness and positive relationships at work, this correlates with higher organizational performance. Conversely, poor well-being, particularly in the form of chronic stress and ill health, can impair productivity and result in higher error rates, accidents, and disengagement. For Apple, whose success depends on meticulous design and an impeccable user experience, errors and disengagement can be especially costly.

The Job Demands–Resources (JD-R) model offers a valuable framework for understanding why managing well-being is critical in Apple’s environment. The JD-R model posits that strain occurs when job demands—such as workload, time pressure, or emotional exertion—are high and not adequately counterbalanced by sufficient job resources—such as autonomy, social support, or opportunities for development. Within Apple’s engineering and design teams, job demands are frequently intense: stringent product launch deadlines, confidentiality requirements, and high expectations for innovation. Similarly, in Apple Retail stores, employees encounter emotional demands from engaging with large customer volumes, troubleshooting technical issues, and consistently representing the brand.

If these demands are not properly managed, employees risk experiencing burnout, exhaustion, and diminished creativity. External research indicates that elevated stress levels and unsustainable workloads constitute significant barriers to productivity and innovation in contemporary workplaces. For Apple, such challenges could manifest as slower innovation cycles, diminished service quality, and a reduced capacity to adapt to market fluctuations.

However, the JD-R model also implies that the provision of robust resources enables high demands to be transformed into engagement rather than burnout. Apple’s well-being initiatives can be viewed as efforts to enhance such resources. Benefits related to health and wellness, mental health support, and fitness reimbursements contribute positively to physical and psychological well-being. Learning programs and tuition support exemplify investments in personal growth, fostering a greater sense of purpose and career advancement among employees. Inclusive policies and generous parental leave may further promote work–life balance and a sense of community.

From a strategic HRM perspective, effective management of well-being bolsters Apple’s employer branding. Research on HRM and well-being suggests that when employees perceive HR practices as supportive, they are more inclined to view the organization as equitable and caring, thereby strengthening trust and loyalty. In the technology sector, where talented professionals are abundant, unfavorable stories concerning poor treatment or burnout can swiftly tarnish a corporation’s reputation on social media and employer review platforms. By proactively prioritizing well-being, Apple can attract individuals who value a healthy organizational culture and retain existing staff who might otherwise seek opportunities elsewhere.

The Critical Role of Front-Line Managers in Implementing Well-Being at Apple

Front-line managers are individuals who are directly responsible for supervising employees and managing routine operations. Within Apple, this category encompasses store managers and supervisors within Apple Retail, team leaders in call centres, as well as line managers within engineering and corporate divisions. The existing literature indicates that front-line managers play a crucial role in influencing employee well-being, owing to their authority over numerous aspects of the local work environment.

First, front-line managers supervise the workflow and play a pivotal role in balancing job demands and resources. They assign tasks, establish short-term deadlines, approve overtime, and determine responses when the team faces pressure. For instance, at an Apple Store, managers determine staff schedules, break rotations, and the allocation of employees between the Genius Bar and sales during peak launch days. Insufficient staffing or the neglect of signs of fatigue can adversely affect employees’ well-being, despite organisational policies that advocate work–life balance. In engineering teams, line managers prioritise the distribution of urgent bug-fixing tasks or’ crunch time” work prior to software releases. Training these managers in the application of JD-R principles—namely, reducing unnecessary demands and enhancing resources such as support, feedback, and autonomy—can assist in safeguarding employee well-being while ensuring performance objectives are met.

Secondly, front-line managers influence the immediate team environment and psychological safety. Research on well-being highlights that feeling trusted, respected, and able to voice concerns without fear is vital for mental health in the workplace. Managers at Apple who employ supportive leadership approaches—such as listening to concerns, demonstrating empathy, and recognising accomplishments—can cultivate an environment where employees feel appreciated. Articles targeting human resources professionals emphasise that front-line managers are often the first to detect signs of distress in employees, and their response can determine whether an issue escalates or is resolved effectively. For instance, a store manager who observes a typically energetic employee becoming withdrawn can facilitate a private discussion, modify their shifts accordingly, and encourage utilisation of available counselling services.

Third, frontline managers serve as intermediaries between Apple’s formal well-being policies and the practical experiences of employees. Corporate human resources may devise comprehensive benefits programs; however, employees might refrain from utilising these benefits if they fear judgment for taking leave or lack understanding of the available options. Managers play a crucial role in effectively communicating well-being initiatives, exemplifying their use, and validating their importance. For instance, within Apple Retail, a manager who openly employs flexible scheduling to accommodate family responsibilities conveys a message that the organisation genuinely endorses work–life balance. Similarly, in development teams, a manager who promotes employee participation in mindfulness workshops or wellness events, while adjusting workloads accordingly, contributes to normalising these practices.

Nonetheless, reliance on front-line managers introduces certain risks. If managers are subjected to pressure to meet ambitious sales or product objectives, they may prioritise immediate performance at the expense of employee well-being. Some managers might lack the confidence to address mental health concerns or may hold stigmatizing attitudes. Recent guidance on line manager training underscores the importance of providing managers with comprehensive knowledge about mental health, effective communication skills, and clear channels for escalation. For Apple, this implies that the Human Resources department should not only formulate well-being policies but also invest in managerial development programmes- potentially through Apple University- that incorporate well-being topics, coaching competencies, and the JD-R principles.

Conclusion

Managing employee well-being is of strategic importance for Apple due to the company’s reliance on sustained innovation, superior service quality, and a robust employer brand. Based on the JD-R model and HRM-well-being research, this essay contends that Apple faces high job demands, which can either lead to burnout or be harnessed to foster engagement, contingent on the resources available. Apple’s formal benefits and wellness programmes constitute valuable resources; however, their efficacy is dependent on frontline managers’ actions, as they oversee daily operations. These managers are responsible for balancing demands and resources, shaping the local work environment, and serving as the link between corporate policies and employees’ everyday experiences. Therefore, for Apple to fully realise the mutual benefits of well-being for both employees and organisational performance, HRM must continue to emphasise manager training, supportive leadership, and the alignment of performance systems with well-being objectives.

Part 2: Reflection

Description

In this module, I collaborated within a small team to develop a recruitment strategy for HSBC. Our objective was to recruit a Customer Service Consultant for the Clapham branch and to demonstrate how Human Resource Management (HRM) concepts such as recruitment, selection, and employer branding can be practically applied. We conducted research on the job, analysed the person specification, and prepared a PowerPoint presentation.

My primary responsibility within the group was to synthesise the conclusions. I was tasked with consolidating ideas from the attraction, screening, and selection stages to deliver a concise and coherent final message to the client. In my presentation, I contended that HSBC should consider not only hiring a customer service advisor but also recruiting a brand ambassador who aligns with HSBC’s core values and can encourage customers to transition to digital banking. Additionally, I summarised our phased plan and proposed strategies to enhance the employer brand and establish a sustainable talent pipeline through partnerships with universities.

Feelings

Initially, I experienced considerable nervousness. Human Resource Management (HRM) was still relatively new to me, and I was concerned about employing appropriate academic terminology in English.

Furthermore, I apprehended that, as the individual responsible for the conclusion, I might not seamlessly connect the different sections. During the preparatory phase, my sentiments evolved. As we researched academic articles and examined HSBC’s proprietary information, I gained a clearer understanding of the recruitment process. This fostered a sense of increased engagement and boosted my confidence, although I remained stressed due to approaching deadlines and the need to coordinate various schedules.

On the day of the presentation, I experienced a mixture of excitement and anxiety. I aimed to support my teammates and deliver a compelling conclusion; however, I was apprehensive about forgetting key lines or speaking too rapidly. After the presentation, I felt a sense of relief and quiet pride. Some classmates remarked that the conclusion was articulate, which further enhanced my confidence.

Evaluation

Several aspects of the experience proceeded successfully. Our communication was generally effective. We utilised WhatsApp and a shared Canva file to allocate tasks and exchange updates, which contributed to adhering to the project timeline. The conclusion also proved to be more effective than anticipated, as it reiterated the core concept of recruiting a candidate who serves both as a service advisor and a brand ambassador, and linked this idea to our proposed recruitment phases.

Nevertheless, there were notable shortcomings. Initially, I depended excessively on the team leader to establish direction and waited for guidance rather than taking proactive measures. My initial draft of the conclusion script was overly lengthy and complex, containing numerous clauses, which was inconsistent with the straightforward style of our slides and proved difficult to memorise. Consequently, I had to eliminate several sentences and simplify the language. Furthermore, although we incorporated academic references, I occasionally cited authors without a comprehensive understanding of the underlying theories, which diminished my confidence during the Q&A session.

Analysis

This stage inquires into the factors contributing to the development of the situation in this manner. One contributing factor was my limited prior knowledge of Human Resource Management (HRM). Prior to undertaking the module, my understanding of recruitment was rudimentary. Through lectures and extensive reading, I acquired concepts such as person–organisation fit, employer branding, and structured interviews. Authors like Armstrong (2020) elucidate that recruitment should emphasise not only skills but also values and long- term potential. These ideas aided in justifying our recommendation; however, as they were novel to me, additional time was necessary to internalise them, which contributed to my initial anxiety.

The group dynamic also influenced the final outcome. Tuckman’ s model indicates that teams progress through stages: forming, storming, norming, and performing. During the forming stage, our interactions were characterised by politeness and a reluctance to express disagreement. Subsequently, when selecting content to emphasise, we experienced a mild storming phase. Our differing perspectives on the level of detail for the slides necessitated clarification of our primary objective: to design a realistic and equitable process aligned with HSBC’ s brand. Subsequently, we transitioned into norming and performing stages, fostering improved collaboration.

My difficulty in developing the conclusion script can be examined through presentation skills theory. Duarte (2012) asserts that an effective conclusion should be concise, reinforce the central message, and provide closure. My initial script attempted to reiterate excessive details from previous sections, thereby diluting its effectiveness. Feedback from my colleagues served as formative assessment, prompting me to focus solely on the essential points: the concept of a brand- ambassador employee and the three- phase recruitment plan. This experience exemplifies Gibbs’ assertion that reflection and feedback facilitate the reinterpretation of events and the refinement of practice (Gibbs, 1988).

Finally, the assignment contributed to the development of several employability skills. I enhanced my ability to locate academic sources and utilise them to substantiate practical HR decisions. Additionally, I developed teamwork skills, including negotiation and compromise, and gained experience in professional public speaking. These competencies will be valuable in my future endeavours in HR or management.

Conclusion

Overall, I learned that my understanding of HRM becomes deeper when I have to apply theories to a real organisation and present the outcome to others. Preparing the conclusion forced me to identify the most important message and remove extra information. I also learned that careful preparation and rehearsal can reduce my anxiety, even when I present in English.

At the same time, the experience showed areas for improvement. I could have taken more initiative from the start instead of depending on the team leader. I also should have sought feedback on my script earlier, which would have given me more time to polish both content and language. In addition, I need to work on linking theories more explicitly to recommendations so that I feel confident when answering questions.

Action Plan

For future group projects, I intend to assume a more proactive role during initial planning meetings. I will volunteer for specific tasks and assist in establishing timelines, rather than remaining passive, thereby fostering the development of my project management and leadership capabilities.

Regarding presentations, I will adopt a more systematic approach. Firstly, I will identify the principal message I wish the audience to retain. Subsequently, I will craft a straightforward structure comprising two or three supporting points and ensure that the conclusion reflects the introduction. I will rehearse aloud, record myself if feasible, and refine my pace and tone accordingly.

To enhance my academic foundation, I will continue studying key chapters related to recruitment, selection, and employer branding. When referencing a theory in an assignment, I will verify that I can articulate it in my own words and provide a basic example.

Finally, I plan to persist in utilising Gibbs’ reflective cycle following significant tasks. I will succinctly document what transpired, my emotional responses, aspects that went well, areas for improvement, and adjustments for future endeavours. Over time, I aspire that this practice will cultivate greater self-awareness and efficacy, enabling continuous learning from experience.

References List

1. (n.d.). Benefits. Careers at Apple. https://www.apple.com/careers/sg/life-at-apple/benefits.html
2. Armstrong, M. and Taylor, S. (2020). Armstrong’s handbook of human resource management practice. 15th ed. Kogan Page. https://books.google.com/books/about/Armstrong_s_Handbook_of_Human_Resource_M.html?id=g7zEDwAAQBAJ
3. Bakker, A. B. and Demerouti, E. (2014). Job demands–resources theory. In P. Y. Chen and C. L. Cooper (Eds.), Wellbeing: A complete reference guide, volume III – Work and wellbeing (pp. 37–64). Wiley-Blackwell. https://onlinelibrary.wiley.com/doi/10.1002/9781118539415.wbwell019
4. Bakker, A. B. and Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
5. Gibbs, G. (1988). Learning by doing: A guide to teaching and learning methods. Oxford Polytechnic, Further Education Unit. https://thoughtsmostlyaboutlearning.files.wordpress.com/2015/12/learning-by-doing-graham-gibbs.pdf
6. Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12139
7. Ho, H. and Kuvaas, B. (2020). Human resource management systems, employee well-being, and firm performance from the mutual gains and critical perspectives: The well-being paradox. Human Resource Management, 59(3), 235–253. https://onlinelibrary.wiley.com/doi/10.1002/hrm.21990
8. Nielsen, K. (2013). How can we make organizational interventions work? Employees and line managers as actively crafting interventions. Human Relations, 66(8), 1029–1050. https://doi.org/10.1177/0018726713477164
9. Tafvelin, S., von Thiele Schwarz, U., Nielsen, K. and Hasson, H. (2019). Employees’ and line managers’ active involvement in participatory organizational interventions: Examining direct, reversed, and reciprocal effects on well-being. Stress and Health, 35(1), 69–80. https://doi.org/10.1002/smi.2841
10. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63, 384–399. https://pubmed.ncbi.nlm.nih.gov/14314073/

Individual Assignment Structure

Part 1: Individual assignment: 1500 words

• Select 1 HRM topic and explain its importance to a selected organization.
• Introduce the organizational business profile and focus on achieving organizational goals via the selected HRM topic.
• Explain how and why the topic needs to be critically implemented by front-line managers for the selected organization.

Part 2: Reflection: 1000 words

• Following Gibbs’ reflective cycle, reflect on what you have learned throughout the module and your experiences working in the group for the group assignment.
• Indicate specific learning about each cycle’s components and how your learning will benefit your future career.
• Explain the specific skills and knowledge with examples (2-3) from the module of how you developed these and supporting academic references.

The Six Stages:

1. Description: Detail the experience, focusing on facts like who was involved, what occurred, and the outcome.

2. Feelings: Honestly describe your thoughts and feelings during the event.

3. Evaluation: Objectively assess the positive and negative aspects of the experience.

4. Analysis: Make sense of the situation by considering why things went well or poorly, drawing on theories or experiences.

5. Conclusion: Summarize what you learned and what you could have done differently.

6. Action Plan: Create a plan for future actions, outlining what you would do differently in a similar situation.