Assignment

Faculty Name: Commerce and Law

Module Code: COHR311
Module Name: Human Resource Management 3A (Semester 1)
Module Leader: Mrs Carika Breytenbach
Internal Moderator: Mr Adam Ismail
Copy Editor: Mr David Oldert
Total Marks: 160
Submission Date: 20/04/2020 – 24/04/2020
This module is presented on NQF level 7.
Mark deduction of 5% per day will be applied to late submission, up to a maximum of three days.
Assignments submitted later than three days after the deadline or not submitted will get 0%.1
This is a group assignment.
Groups should consist of 3 – 4 members only.

Instructions to Student
1. Remember to keep a copy of all submitted assignments.
2. All work must be typed.
3. Please note that you will be evaluated on your writing skills in all your assignments.
4. All work must be submitted through Turnitin2 and the full Originality Report should be
attached to the final assignment. The disciplinary procedure will be applied if you are found
guilty of plagiarism, poor writing skills or if you have applied incorrect or insufficient
referencing.

1
Under no circumstances will assignments be accepted for marking after the assignments of other students have been marked and returned to the students.
2 Refer to the PIHE Policy for Intellectual Property, Copyright and Plagiarism Infringement, which is available on myLMS.

COHR311 – Assignment – S1 2020 | V1.0 Page 1 of 19

Pearson Institute of Higher Education is registered with the Department of Higher Education and Training as a private higher education institution
under the Higher Education Act, 101, of 1997. Registration Certificate number: 2001/HE07/008. (Formerly Midrand Graduate and CTI Education
Group).
5. Each assignment must include a cover page, table of contents, and full bibliography, based
on the referencing method applicable to your faculty as applied at Pearson Institute of
Higher Education.
6. Use the cover sheet template3 for the assignment; this is available from your lecturer.
7. Students are not allowed to offer their work for sale or to purchase the work of other
students. This includes the use of professional assignment writers and websites, such as
Essay Box. If this should happen, Pearson Institute of Higher Education reserves the right
not to accept future submissions from a student.
8. See the rubric for mark allocations.

Assignment Format
Students must follow the requirements when writing and submitting assignments as follows:
 Use Arial, font size 12.
 Include page numbers.
 Print submissions on both sides of the page.
 There is no maximum word limit.
 Ensure any diagrams, screenshots and PowerPoint presentations fit correctly on the page and
are referenced.
 Use the accurate referencing method throughout the assignment.
 Include a bibliography based on the applicable referencing method at the end of the
assignment.
 Include the completed Assessment/Project Coversheet (available on myLMS).
 Check spelling, grammar, and punctuation.
 Run the assignment through Turnitin software.
 Attach the Turnitin report indicating the similarity %. (Make sure that the correct report is
attached.)

Essential Embedded Knowledge and Skills Required of Students

 Report-writing skills
 Ability to analyses scenarios/case studies
 Understanding of subject field concepts and definitions
 Ability to apply theoretical knowledge to propose solutions to real-world problems
 Referencing skills

3 Available on myLMS.

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Resource Requirements
 A device with Internet access for research
 A desktop or personal computer for typing assignments
 Access to a library or resource Centre
 Prescribed reading resources

Delivery Requirements (evidence to be presented by students)

 A typed assignment4
 A Turnitin Originality Report

Minimum Reference Requirements

At least ten references for second year.

Additional reading is required to complete this assignment successfully. You need to include the
following additional information sources:
 Printed textbooks/e-books
 Printed/online journal articles
 Academic journals in electronic format accessed via ProQuest or other databases
 Periodical articles e.g. business magazine articles
 Information or articles from relevant websites
 Other information sources e.g. geographic information (maps), census reports, interviews

Note
It is crucial that students reference all consulted information sources, by means of in-text
referencing and a bibliography, according to the applicable referencing method.

4 Refer to the Conditions of Enrolment for more guidance (available on myLMS).

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Section A

Learning Objective
The purpose of this assignment is to allow the student the opportunity to research, study, and
learn important theoretical knowledge regarding policies in the workplace. Human Resource
Management 3A is filled with concepts in the Human Resources Arena regarding compensation
and remuneration where policies are crucial to regulate compensation. COHR311 students need
to familiarise themselves with the concept “policy” and gain practical experience regarding the
writing of a specific company policy.

Assignment Topic
Writing a remuneration and compensation policy for Pearson Institute of Higher
Education
A proper human resource management policy should contain clear guiding statements and
principles on how to optimally employ, develop, utilize, and conserve the workforce of the
organisation. It is essential to develop clear policy guidelines regarding the whole spectrum of
human resource management to ensure consistency and fairness in how employees and other
working people are dealt with. (Nel et al. 2016:342-343) “As we all know, people are not robots
and all people behave and act differently. Managers should thus be mindful of employee needs
and adjust the remuneration and incentives offered to meet employees’ individual needs. One of
the challenges organisations face today is to remunerate employees in such a way that they are
motivated yet without impacting negatively on the profitability of the organisation.” (Coetzee et al.
2016)

Scope
 When answering the assignment, you need to focus on the quality, rather than the quantity of
the content.
 You need to analyse the questions before you start the answers. A contents’ table must be
drawn before you start with the assignment.
 You must avoid generalisations and meaningless statements. Be specific.
 You are free to use bullet points, charts and graphs (where appropriate), headings and
subheadings, etc. However, writing full paragraphs are mostly preferred.
 You should reference at least ten sources that you have referred to in preparing your report.
Fifteen sources from fifteen separate websites, articles, or books. Five pages from the same

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 website, article, or book still count as one source. For this assignment, your sources are not
allowed to be older than ten years.
 All material must be correctly referenced. See the PIHE Guide to Referencing on myLMS.

Technical Aspects
 You are required to produce one document per group. Each document should include a word
count, table of contents, introduction, conclusion and bibliography plus a Turnitin report that
shows the percentage (%) of similarities.
 There is no maximum length of this assignment. It must be done on A4 pages (including the
front page, table of contents and the list of references). The assignment must be typed in Arial
12 font, in 1.5 spacing.
 Note: a mark total will be allocated for every aspect specified for the overall assignment (see
the table at the back of this document, called “Mark Allocation”). This assignment should be
presented as follows:
 Front page with a title (topic of your assignment), your student numbers, names and
surnames.
 Table of contents (list of headings and page numbers) – separate page. This needs to be
typed in ‘table format’, with the lines being hidden.
 The “INTRODUCTION” will start on a separate page which explains the purpose and scope
of the assignment.
 The rest of your assignment will follow from the introduction, with no extra spaces between
paragraphs and please do not type each headline on a separate page! This will include
the conclusion, which should be in line with the introduction and communicate your new
insight(s) after completion of this assignment.
 The list of references, which is an alphabetical list of sources you consulted, must be at the
end of your assignment, on a separate page. Note: The list of references is not numbered,
but must be indicated on the table of contents, as well as the relevant page number.

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Question 1 X Marks

Study the example below and access the complete document on the web before completing the
assignment that follows.
 https://www.wbho.co.za/wp-content/uploads/2014/07/WBHO-Remuneration-
Policy.pdfhttps://www.sheffield.ac.uk/polopoly_fs/1.29489!/file/DressCodePolicy.pdf
 https://www.google.com/search?q=remuneration+policy&rlz=1C1GCEU_enZA821ZA821&oq=
remuneration+policy&aqs=chrome..69i57.12779j0j7&sourceid=chrome&ie=UTF-8

Example of a company policy: Not the full document

A CLOSER LOOK AT REMUNERATION POLICY

1. OVERVIEW AND PHILOSOPHY

Our remuneration philosophy promotes the Group’s entrepreneurial culture in a decentralised
environment with the aim of achieving sustainable growth within all businesses. Our philosophy
emphasises the fundamental value of all our 105 000 employees and their role in attaining sustainable
growth through fair and balanced remuneration practice.

The board defines remuneration philosophy and aligns business strategy and objectives with the overall
goal of creating shareholder value. To ensure fair and responsible remuneration practices, we seek a
balance between employee and shareholder interests while supporting entrepreneurial drive. We
simultaneously strive to maintain a balance between risk and reward.

Deliberations of the remuneration committee are informed by performance reviews from

individual, divisional and Group perspectives. Key principles that shape our policy are:

 a critical success factor for the Group is its ability to attract, retain and motivate the talent required to
achieve operational and strategic objectives. Both short- and long-term incentives are used to this
end.
 delivery-specific short-term incentives are viewed as strong drivers of performance. A significant
portion of senior management’s reward is variable and is determined by the achievement of realistic
profit targets together with an individual’s personal contribution to the growth and development of
their immediate business, the applicable division and wider Group. When warranted by exceptional
circumstances, special bonuses may be considered as additional awards.
 as a consequence of the Group’s dynamic and fast-moving nature, management are often
redeployed to take on new challenges and address poor performing divisions. In such cases,
subjective criteria may need to be applied when making an evaluation.
 long-term incentives align the objectives of management and shareholders for a sustained period.

Issued date: October 2012

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 2. POLICY
The committee implements the board’s remuneration policy to ensure:
2.1 salary structures and policies as well as cash and share-based incentives motivate superior
performance and are linked to realistic performance objectives that support sustainable long-term
business growth;
2.2 stakeholders are able to make an informed assessment of reward practices and governance
processes
2.3 compliance with all applicable laws and regulatory codes

3. GOVERNANCE

Board responsibility
The board carries ultimate responsibility for remuneration policy. The committee operates in
accordance with a board-approved mandate. The board may, when required, refer matters for
shareholder approval; for example, new and amended sharebased incentive schemes and non-
executive board and committee fees. During the year, the board accepted the recommendations made
by the committee. In terms of the recommendations set out in the King III report on governance,
remuneration policy is submitted to shareholders for a non-binding vote.

The remuneration committee

An independent non-executive director presides. Full details of attendance are set out on page 83 of
our annual integrated report.

The committee:
3.1. reviews Group remuneration philosophy and policy
3.2. reviews the recommendations of management on fee proposals for the Group chairman and non-
executive directors and determines, in conjunction with the board, the final proposals to be
submitted to shareholders for approval
3.3. determines all the remuneration parameters for the chief executive and executive directors
3.4. agrees the principles for senior management increases and cash incentives in both South African
and off-shore operations
3.5. agrees incentive scheme allocations and awards for executive directors and all option allocations
for senior management
3.6. settles long-term incentive allocations and awards for executive directors and other qualifying
senior managers. The chief executive and financial director attend meetings by invitation. Other
members of executive management can be invited when appropriate.

No individual, irrespective of position, is present when their performance is evaluated and their
remuneration is discussed. To determine the remuneration of executive and non-executive directors
and certain senior executives, the committee reviews relevant market and peer data and considers
performance reviews. To retain flexibility and ensure fairness when directing human capital to those
areas of the Group requiring focused attention, subjective performance assessments may sometimes
be required when evaluating employee contributions. The committee assesses market practice relating
to share-based incentive plans and considers market-related information in its review of board and

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 committee fees. The board reviews committee proposals and, where required, submits them to
shareholders for approval at the annual general meeting.

4. EXTERNAL ADVISORS
The committee utilises the services of PricewaterhouseCoopers (PWC) as independent advisors on an
ad hoc basis. During the year, PWC supplied market data and advice on market practice and
governance and provided performance analyses on certain CSP performance measures.

5. COMPOSITION

NON-EXECUTIVE DIRECTORS
Terms of service
Non-executive directors are appointed by the shareholders at the AGM. Interim board appointments are
permitted between AGMs. Appointments are made in accordance with Group policy. Interim appointees
retire at the next AGM, when they may make themselves available for re-election. Non-executive
directors are required to retire on the third anniversary of their appointment and may offer themselves
for re-election. As appropriate, the board, through the nominations committee, proposes their re-
election to shareholders. There is no limit on the number of times a non-executive director may seek re-
election.

Non-executive directors’ remuneration

Group policy is to pay competitively for the role while recognising the required time commitment. Fees
are benchmarked against a comparator group of JSE-listed companies. No contractual arrangements
are entered into to compensate for loss of office.

Non-executive directors do not receive short-term incentives nor do they participate in any long-term
incentive schemes except where non-executive directors previously held executive office and they
remain entitled to unvested benefits arising from their period of employment. The company does not
provide pension contributions to non-executive directors. Management reviews non-executive directors’
fees annually. After discussions with the committee, recommendations are made to the board, which in
turn proposes fees for approval by shareholders at the AGM.

Full details of the non-executive directors’ fees for the year ended June 30 2012 are

shown on page 84 of the annual integrated report. Details of the proposed nonexecutive directors’ fees
for the year ended June 30 2013 are shown on page 11 of the notice of annual general meeting 2012.

EXECUTIVE DIRECTORS
Executive directors receive a remuneration package shaped by a total-cost-to-company philosophy
(including basic remuneration and retirement/medical and other benefits – all on a defined contribution
basis) and, like other senior management, qualify for shortand long-term incentives. Executive directors
participate in the Long-Term Incentive Plan (‘CSP’) which is driven by performance criteria. For their
part, senior management participate in the Group option scheme.

Remuneration package makeup:

The table below summarises the main components of the reward package for executive

directors. Objective & Practice Award size and performance conditions

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 Base package (CTC)
 to attract and retain the best talent
 base packages are reviewed annually and set on 1 July Performance period: n/a
 level of skill and experience, scope of responsibilities and competitiveness of the total remuneration
package are taken into account when determining the appropriate level of base package

Short-Term Incentive Plan

 to motivate employees and incentivize delivery of performance over the one-year operating cycle.
 bonus levels and the appropriateness of measures and weightings are reviewed annually to ensure
they continue to support our strategy
 the annual bonus is paid in cash in September each year for performance over the previous financial
year. Performance period: one year
 performance over the financial year is measured against ‘stretch’ financial performance targets
incorporating:
o trading profit targets
o HEPS growth and ROFE achieved against prior year’s performance and budgets, and leadership
 target bonus is 100% of base package
 maximum bonus greater than 100% of base package only for exceptional performance, limitedto
150% of base package
 special cash bonuses may be awarded for exceptional performance where circumstanceswarrant it

Long-Term Incentive Plan (‘CSP’)

 to motivate and incentivise delivery of sustained performance over the long term
 award levels and the framework for determining vesting are in place to ensure continued support of
Group strategy
 long-term incentive awards consist of performance shares which generally vest three years later
based on Group performance across a range of performance criteria
 Performance period: three years
 performance over three financial years is measured against targets for the performance
 period.
 vesting is determined on a matrix of four measures as follows:
o HEPS growth as the performance measure;
o relative TSR as the external performance measure
o returns on funds employed (ROFE) as a performance measure
o BBEEE status of the Group as a performance measure
 Awards vest to the extent that performance conditions are satisfied, three years from the beginning
of the performance period.
As Bidvest operates businesses of various sizes in different international geographies

and industries, the remuneration of executive directors varies according to local conditions. Details of
each executive director’s remuneration are fully disclosed in our annual integrated report (refer to page
83).

No employees receive remuneration in excess of any executive directors as disclosed in our annual
report and therefore no further information is provided on this issue.

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 Executive directors are permitted to participate as a non-executive director on one other public
company board with the express permission of the Group chief executive and nominations committee.
This excludes directorships where the Group holds a strategic investment in that public company.
Details of such external directorships are disclosed to the board. Fees paid to such directors accrue to
the Group and not to the individuals concerned.
Source: Bidvest (2012), https://www.bidvest.co.za/reports/bidvest_ar2012/downloads/sustainability/BidvestGroup-RemunerationPolicy-
Oct2012-1.pdf [Accessed:10 January 2020]

Pearson Institute of Higher Education summoned you as a group of 3 – 4 students to research

the topics ‘remuneration,’ ‘compensation,’ ‘strategies,’ and ‘policies’ and to draw up a complete
remuneration policy for Pearson Institute of Higher Education. See complete details below. The
policy needs to have the following headings with the specific information related to the heading:

1.1 The cover page with the following headings:

a. Policy name
b. Policy number
c. Authors of the policy
d. Date of approval of policy
e. Date of Review
f. Responsible person monitoring compliance of the policy (5 Marks)
1.2 The table of contents with all the headings (5 Marks)
1.3 Introduction (5 Marks)
1.4 The statement of intent of the policy (purpose) (5 Marks)
1.5 The scope of the policy (5 Marks)
1.6 The reward strategy (5 Marks)
1.7 The objectives (5 Marks)
1.8 Concepts and Terminology (Definitions) (5 Marks)
1.9 Reward components with examples for the following specific groups:
a. Cleaners (5 Marks)
b. Security (5 Marks)
c. Administrative staff (5 Marks)
d. Lecturing staff (5 Marks)
e. Management (5 Marks)
1.10 Benefits and allowances for the following specific groups:
a. Cleaners (5 Marks)
b. Security (5 Marks)
c. Administrative staff (5 Marks)

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 d. Lecturing staff (5 Marks)
e. Management (5 Marks)
1.11 Summary and conclusion (5 Marks)
[95 Marks]

End of Question 1

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Section B

Mark Allocation for Essays

Criteria Description Percentage Contribution

 State the aim and scope of the essay

Introduction 10
 Define the topic that will be discussed

 Logical order of information

 Text referencing
Body of Essay 95
 Quality of the content
 Understanding of the topic

 Alphabetical list of references

 Correct referencing for different
sources
Bibliography 20
 Number and quality of works
consulted
 Text referencing

 Quality of Content
 Page numbers
 Table of contents
Overall
 Headings and sub-headings 35
Presentation
 Numbering
 Length
 Language and grammar

Total / 160

See rubric below

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Section B

COHR211 Rubric/Mark Sheet

Group Leader: Group Name: _____________________________________
Criteria Question Poor 0 – 1 Average 2 – 3 Good 4 – 5 Score
The aim is incomplete. It
The aim is stated in detail. All
State the aim of the does not contain all the
Criterion 1 No aim of the assignment relevant aspects are discussed
assignment. relevant aspects as per
and described.
assignment document.
Scope is incomplete. It does
Scope is stated in detail. All
State the scope of not refer to all the relevant
Criterion 2 No scope of the assignment relevant aspects are discussed
the assignment. aspects as per assignment
and described.
document.

Cover page is incomplete

Not all headings as per The cover page is complete and
and lacks detailed
Criterion 3 1.1 The cover page assignment appear on the has the correct and detailed
information as per
cover page. information as per assignment.
assignment document.

Incomplete/incorrect table of Correct/complete table of

1.2 Table of content. Not all headings are content. All headings are in the
Criterion 4 No table of content
contents in the table and the format is table and the format is 100%
not 100% correct. correct.

The introduction is detailed and

The introduction is fair and
The Introduction is complete and from five or more
Criterion 5 1.3 Introduction from less than three sources.
incomplete/no sources. sources. All relevant information
Information and detail lacks.
is addressed.

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 The purpose is fair / from The purpose is detailed and
1.4 The statement
The purpose is incomplete/no less than three sources. complete and from five or more
Criterion 6 of intent (purpose)
sources. More information could be sources. Information are correct
of the policy
added. and complete.

The scope is detailed and

The scope is fair / from less
1.5 The scope of the The scope is incomplete/no complete and from five or more
Criterion 7 than three sources. More
policy sources. sources. Information are correct
information could be added.
and complete.

The reward strategy is fair The reward strategy is complete

but from less than three and from five or more
1.6 The reward The reward strategy is
Criterion 8 sources. The strategy is a sources/Own summary of
strategy incomplete/no sources.
somewhat unclear and lacks definition is given. The strategy is
detail. clear and contains a lot of detail.

The objectives are there but The objectives are complete and
The objectives are too not specific enough, lacks from five or more sources. The
Criterion 9 1.7 The objectives
few/incomplete/no source. more detail and/or from less objectives are clear and detailed
than three sources. and specific.

Definitions of the concepts Definitions of the concepts and

Definitions of the concepts and
1.8 Concepts and and terminology are too few terminology are complete and
Criterion 10 terminology are too
terminology and from less than three from five or more sources/Own
few/incomplete/no source.
sources. summary of definition is given.

1.9 Reward The reward components for The reward components for The reward components for
Criterion 11 components: cleaners are incomplete/no cleaners are too few / only cleaners are complete / five or
a. Cleaners sources are referenced/no three sources are referenced more sources are referenced /

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 examples to show
understanding.
The reward components for
security are incomplete/no
Criterion 12 b. Security sources are referenced/no
examples to show
understanding.
The reward components for
Admin staff are incomplete/no
c. Administrative
Criterion 13 sources are referenced/no
staff
examples to show
understanding.
The reward components for
Lecturing staff are
Criterion 14 d. Lecturing staff incomplete/no sources are
referenced/no examples to
show understanding.
The reward components for
Management are
Criterion 15 e. Management incomplete/no sources are
referenced/no examples to
show understanding.
COHR311 – Assignment – S1 2020 | V1.0
/ not enough examples to
show understanding. The
information is too general.
The reward components for
security are too few / only
three sources are referenced
/ not enough examples to
show understanding. The
information is too general.
The reward components for
Admin staff are too few / only
three sources are referenced
/ not enough examples to
show understanding. The
information is too general.
The reward components for
Lecturing staff are too few /
only three sources are
referenced / not enough
examples to show
understanding. The
information is too general.
The reward components for
Management are too few /
only three sources are
referenced / not enough
examples to show
understanding. The
information is too general.
enough examples to show
understanding. The information is
specific and detailed.
The reward components for
security are complete / five or
more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The reward components for
Admin staff are complete / five or
more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The reward components for
Lecturing staff are complete / five
or more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The reward components for
Management are complete / five
or more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
Page 15 of 19

The Benefits and allowances
1.10 Benefits and for cleaners are incomplete/no
Criterion 16 allowances: sources are referenced/no
a. Cleaners examples to show
understanding.
The Benefits and allowances
for security are incomplete/no
Criterion 17 b. Security sources are referenced/no
examples to show
understanding.
The Benefits and allowances
for Admin staff are
c. Administrative
Criterion 18 incomplete/no sources are
staff
referenced/no examples to
show understanding.
The Benefits and
allowances for Lecturing
staff are incomplete/no
Criterion 19 d. Lecturing staff
sources are referenced/no
examples to show
understanding.
The Benefits and
Criterion 20 f. Management allowances for Management
are incomplete/no sources
COHR311 – Assignment – S1 2020 | V1.0
The Benefits and allowances
for cleaners are too few / only
three sources are referenced
/ not enough examples to
show understanding. The
information is too general.
The Benefits and allowances
for security are too few / only
three sources are referenced
/ not enough examples to
show understanding. The
information is too general.
The Benefits and allowances
for Admin staff are too few /
only three sources are
referenced / not enough
examples to show
understanding. The
information is too general.
The Benefits and allowances
for Lecturing staff are too few
/ only three sources are
referenced / not enough
examples to show
understanding. The
information is too general.
The Benefits and allowances
for Management are too few /
only three sources are
The Benefits and allowances for
cleaners are complete / five or
more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The Benefits and allowances for
security are complete / five or
more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The Benefits and allowances for
Admin staff are complete / five or
more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The Benefits and allowances for
Lecturing staff are complete / five
or more sources are referenced /
enough examples to show
understanding. The information is
specific and detailed.
The Benefits and allowances for
Management are complete / five
or more sources are referenced /
Page 16 of 19
 are referenced/no examples referenced / not enough enough examples to show
to show understanding. examples to show understanding. The information is
understanding. The specific and detailed.
information is too general.

An incomplete summary and A complete/detailed summary

1.11 Summary and
Criterion 21 No summary and conclusion. conclusion. The information and conclusion. The information
conclusion
is too general. is specific and detailed.

Alphabetical list of Some sources are

Criterion 22 List not alphabetical All sources are listed alphabetical.
reference alphabetical.

Correct referencing Sources are not correctly Some sources are correctly All sources are correctly
Criterion 23
of different sources referenced. referenced. referenced.

Few sources are Fair number of sources are Good number of work is
Number and quality
Criterion 24 consulted/poor quality of consulted/fair quality of consulted/good quality of
of works consulted
sources. sources. sources.

Criterion 25 Text referencing No/hardly any text referencing Average text referencing Good/outstanding text referencing

Good/outstanding quality of
Criterion 26 Quality of content Poor quality of content Fair quality of content
content

Page numbers Page numbers are

Criterion 27 Page numbers No page numbers
incomplete/wrong complete/correct.

Headings and Headings and sub- headings Headings and subheadings are
Criterion 28 No headings and subheadings
subheadings incomplete/wrong correct/complete.

Criterion 29 Numbering Poor numbering Fair numbering Good numbering

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 Language and
Criterion 30 Poor language and grammar Fair language and grammar Good language and grammar
grammar

Correct plagiarism
Criterion 31 No report attached Incorrect report attached Correct report is attached.
report

Criterion 32 Similarity % 50% + similarities 15% – 50% similarities 0% – 14% similarities

Total: _______/160
Percentage: ________

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Section C

Plagiarism and Referencing

Pearson Institute of Higher Education places high importance on honesty in academic work
submitted by students and adopts a policy of zero tolerance on cheating and plagiarism. In
academic writing, any source material e.g. journal articles, books, magazines, newspapers,
reference material (dictionaries), online resources (websites, electronic journals or online
newspaper articles), must be properly acknowledged. Failure to acknowledge such material is
considered plagiarism; this is deemed an attempt to mislead and deceive the reader and is
unacceptable.

Pearson Institute of Higher Education adopts a zero-tolerance policy on plagiarism, therefore,

any submitted assessment that has been plagiarised will be subject to severe penalties. Students
who are found guilty of plagiarism may be subject to disciplinary procedures and outcomes may
include suspension from the institution or even expulsion. Therefore, students are strongly
encouraged to familiarise themselves with referencing techniques for academic work. Students
can access the PIHE Guide to Referencing on myLMS.

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