HRM318 Human Capital Measurement Tutor-Marked Assignment 2026, Singapore

HRM318 Tutor-Marked Assignment

This assignment is worth 45% of the final score for HRM318 Human Capital Measurement.

The cut-off date for this assignment is 19 October 2026 (Monday), 2355hrs.

Background

PURELOGY is a digital entertainment product company that is founded in Singapore in the early 2010s founded by Zane Woo. Zane is an audiophile and is passionate about reimagining the way people experience sound. Zane has a background in acoustic and electronic engineering. Through his postgraduate days in the university, he met with other like-minded partners who were also keen in creating innovative products in digital entertainment. This led to the setup of a startup lab supported by the University Garage Ventures to develop the technology and products. After several years of development, PURELOGY developed an innovative AI technology that optimises the sound quality for different genres of music automatically. Zane filed for a patent to ensure that the technology was protected. Since then, PURELOGY incorporated this technology into various audio products such as speakers, headphones, earbuds as well as high performance digital audio convertors and amplifiers. Zane targets for PURELOGY to be the recognised as a leader in digital audio technology and products that create high quality audio experiences. Zane expects that audio enthusiasts will pay a premium for such products. As the business grew, PURELOGY moved out of the lab in the university to occupy a space in One-North. In 2024, PURELOGY won the BEST Audio Tech of Consumer Electronics Show, a prominent trade show for consumer electronics. In 2025, PURELOGY has managed to record over $15 million in profit. PURELOGY has also received several recognitions including Singapore’s SME excellence Award and Prestige 100 Singapore Award.

PURELOGY comprises of several key units. The research & development department is responsible for innovation and new product development. The manufacturing department is responsible for ensuring builds that meets stringent quality standards. The sales and marketing department is responsible for establishing strategic partners with premium distributors and collaborations with popular celebrities around the world.

The synergies between these three units are crucial to achieve PURELOGY’s vision of being the leader in digital audio technology. As part of the key performance indicators, Zane Woo tracks critical business outputs such as number of patents filed, First Time Right (FTR), and sales revenue. Number of patents filed measures the number of patents filed by the PURELOGY in a financial year. FTR measures the ratio between the total units produced and the defective units. Sales revenue is measured as the revenue generated from sales of the audio products.

Workforce Survey

While there was rapid growth of the company, the intense competition with established audio giants have led PURELOGY to push hard in innovation, sales and marketing. Over the years,

PURELOGY is a fictitious company.

Zane also noticed that several employees have left PURELOGY. Zane is concerned that this trend is increasing. Zane is also concerned that if this trend is not looked closely, PURELOGY might lose key talents which can be detrimental to PURELOGY’s future. Hence, Zane discussed with Jane Rasif who is the Chief People Officer (CPO) on how this problem can be addressed. Jane shared that a workforce survey should be conducts so that leading indicators can be measured to understand these relationships with employees who may have the intention to leave. With Zane’s approval, Jane worked together with a consultant to design the PURELOGY Workforce Survey. This survey included measures of turnover intentions and several factors associated with turnover intentions. This was conducted in April 2026. Appendix 1 lists the items for the survey and their associated factors.

Leadership Development

After the survey was conducted, Jane’s team organised Focus Group Discussions (FGD) to get a richer understanding of the issues face by staff. One of the key issues triangulated with the results of the survey. Subordinates felt that their managers did not communicate the larger goals of the company and often did not provide sufficient resources for their work. Subordinates often felt that their concerns were not being heard by their managers. Given that PURELOGY is still a young company, there was no systematic leadership development programme especially for first-time managers. Jane suggested to Zane that PURELOGY should consider developing a leadership programme to equip managers with the competencies to lead and manage their employees effectively. With Zane support, Jane’s team worked with another consultant to develop the programme.

The programme duration is a year-long programme with four short training sessions occurred at the end of each quarter so that it is not overwhelming for the participants. Moreover, there were activities which participants must apply their skills learnt after the training session in that quarter. For the first run, 15 managers were selected. After six months of the programme, Jane’s team conducted a snap poll across the company focused on the leadership effectiveness. For the purpose of reporting the progress of leadership programme to Zane, two groups of employees were analysed. The first group was 45 subordinates of managers who are attending the programme. The second group was another 45 subordinates of manager who have yet to attend the programme. The second group of 45 subordinates were matched as close as possible to the age, gender, and tenure of the first group. All data were deidentified so that results are anonymous. The leadership effectiveness measurement was taken from a validated psychometric instrument and a composite index was created by aggregating the mean of the item scores. Each item was scored on a 5-point Likert Agreement Scale (1 – Strongly Disagree to 5 – Strongly Agree). Higher scores indicate that higher perception of leadership effectiveness. Data set 2 consists of the composite index scores of leadership effectiveness (See HRM318-2026Jul-PURELOGY-DataSet2-leadership.csv).

Tasks

As the People Analytics Lead, you are required to produce a technical report to the CPO based on the following:

1. Describe and apply Fitz-Enz’s Human Capital-to-Enterprise pathway based on the information from the case vignette (Please exclude the human capital management level).

(10 marks)

2. Apply the steps based on the scientific process in Bauer et al. (2019) for data set 1 (see Appendix 1) and prepare a data analysis report in the following manner (Please only apply analytic methods taught from this course, other analytic methods will NOT be marked):

(a) Apply the steps based on the scientific process in Bauer et al. (2019) for data set 1 (see Appendix 1):

i) Identify the problem faced by the organisation and the purpose of the survey as indicated in data set 1.

ii) Conduct research (based on reputable academic journals) on the factors (i.e., independent variables) relating to the dependent variable as indicated in data set 1. From your research, briefly summarise the research that explains the relationship between each factor (i.e., independent variable) and the dependent variable. Then, develop hypotheses for each factor (i.e., independent variable) and its relationship with the dependent variable.

(b) Analyse data set 1 in the following manner:

(i) Examine and report the reliabilities of each measurement scale. (Attach the SPSS output as Appendix 1 in your TMA).

(ii) Explain an appropriate statistical analysis to use. Then analyse the data using the appropriate statistical analysis and report the descriptive statistics and the statistical analysis output and conclusions (You are required to recreate the required tables from the output in the main report. Then attach the SPSS output as Appendix 2 in your TMA).

(45 marks)

3. Apply the following steps based on the scientific process in Bauer et al. (2019) for data set 2 (see HRM318-2026Jul-PURELOGY-DataSet2-Leadership.csv) and prepare a data analysis report in the following manner:

(a) Apply the steps based on the scientific process in Bauer et al. (2019) for data set 2 (see HRM318-2026Jul-PURELOGY-DataSet2-Leadership.csv):

i) Identify the purpose of the study as indicated in data set 2.

ii) Develop a hypothesis.

(b) Analyse data set 2 in the following manner. First, explain an appropriate statistical analysis to use. Then analyse data set 2 using an appropriate statistical analysis and report the output and conclusions (You are required to create the required tables from the output in the main report. Then attach the SPSS output as Appendix 3 in your TMA).

(c) Given the increasing trend of turnovers, Zane is concerned with retaining key talents especially those whose contributions are key to the competitive advantage of the company. Zane is also concerned if these key talents who have left the company, are there any key roles that will be left open without possible succession. Zane asked if there is a way to measure and track these closely. Propose TWO (2) metrics that will be useful for PURELOGY. Please describe the metric and explain how metric’s score can be useful for the company.

(35 marks)

General Formatting of the Report

(10 marks)

1. Formatting

(a) Recreate Tables from the statistical output with accuracy following the 7^th edition APA format.

(b) Attach required statistical outputs as appendices.

2. Citations and References

(a) All Citations and references need to follow the 7^th edition APA format.

(b) For research, citations and references should be from credible and reputable journals where possible such as:

i) Top 50 Journals from Financial Times (https://www.ft.com/content/3405a512-5cbb-11e1-8f1f-00144feabdc0)

ii) Q1 Journals from Scimago Journal & Country Rank (https://www.scimagojr.com/journalrank.php) (Subject Areas in Business, Management and Accounting; Psychology)

Additional Information

1. PURELOGY data set 1 PURELOGY Workforce Survey data is uploaded on CANVAS. The filename is titled: HRM318-2026Jul-PURELOGY-DataSet1-Survey.csv. Details of the survey can be found on Appendix 1.
2. PURELOGY data set 2 Perceptions of Leadership Effectiveness data is uploaded on CANVAS. The filename is titled: HRM318-2026Jul-PURELOGY-DataSet2Leadership.csv. Details of the data can be found in the case vignette.
3. The assessment rubric is provided in Appendix 2.

Survey Manual

Five variables of interest (Intentions to Quit, Workoverload, Supervisor Support, Work

Autonomy, and Work to Family Conflict) were taken from the PURELOGY Workforce Survey. The survey was all self-rated by the employees. These five variables of interest are taken from validated psychometric instruments. The data are listed in the HRM318-2026JulPURELOGY-DataSet1-Survey.csv file. The descriptions of the five variables are highlighted below.

1. Intentions to Quit

The Intentions to Quit measurement scale is taken from Hom and Griffeth (1991) which measures a person’s intention to leave their current job (i.e., turnover intentions). There are two items used in this measurement scale. Employees rated their agreement with these items on a 5-point Likert Scale (1 – Strongly Disagree, 2 – Disagree, 3 – Slightly Disagree, 4 – Neutral, & 5 – Slightly Agree, 6 – Agree, 7 – Strongly Agree). Table 1 shows the description of these items.

Table 1

Items in Intentions to Quit

2. Workoverload

Workoverload is taken from Lequeurre et al. (2013) which measures the pace and amount of work, mental load, and emotional load of the employee. There are 4 items in this measurement scale. Employees rated these frequencies of the items on a 5-point Likert Scale (1 – Never, 2 – Rarely, 3 – Sometimes, 4 – Often, & 5 – Always). Table 2 shows the description of items.

Table 2

Items in Workoverload

3. Supervisor Support

The Supervisor Support measurement scale is taken from Baruch-Feldman et al. (2002) which measures the employee’s perception of caring and support and the absence of hostility of the supervisor. There are ten items used in this measurement scale. Employees rated the agreement of the items on a 5-point Likert Scale (1 – Not at all, 2 – Not really, 3 – Undecided, 4 – Somewhat, & 5 – Very much). Table 3 shows the description of items.

Table 3

Items in Supervisor Support

R represents item is reversed.

4. Work Autonomy 

The Work Autonomy measurement scale is taken from the Leiden Quality of Work Questionnaire (van der Doef & Maes, 1999) which measures the degree to which employees can make work decisions on their own and the degree to which employees control how and when they work. There are eight items used in this measurement scale. Employees rated the frequency of the items on a 5-point Likert Scale (1 – Strongly Disagree, 2 – Disagree, 3 – Neutral, 4 – Agree, & 5 – Strongly Agree). Table 4 shows the description of these items.

Table 4

Items in Work Autonomy

R represents item is reversed.

5. Work to Family Conflict

The Work to Family Conflict measurement scale is taken from Netemeyer and colleagues (1996) which measures how the demands of time and strain due to work commitments interfere with family responsibilities. There are four items used in this measurement scale. Employees rated their agreement with these items on a 5-point Likert Scale (1 – Strongly Disagree, 2 – Disagree, 3 – Neutral, 4 – Agree, & 5 – Strongly Agree). Table 5 shows the description of these items.

Table 5

Items in Work to Family Conflict

— End of Tutor-Marked Assignment —