module specification

This module provides an introduction to the management of people in organisations, or as it is commonly known ‘Human Resource Management’. It is aimed at students from a variety of disciplines, and not just those looking to pursue a career in HRM. Ultimately, the management of people is often the responsibility of line managers and supervisors, so it is important that all graduates of Guildhall School of Business and Law are equipped with the essential knowledge and skills pertinent to effective implementation to management of people resource in any business practices. This module takes a critical perspective, illuminating to students understanding by the fundamental ways of ‘good’ people management that contribute to performance and employee well-being, but also the potential problems.

The fundamental aim of the module is to equip students with a basic understanding of the core strategies and issues of people management, such as HR planning, recruitment and selection, training & development, performance management, motivation and reward leadership and engagement, it also aims to develop some of their professional and personal people skills as effective people managers in practice (subsequent points).

It additionally introduces students to issues around cross-cultural differences in global and multinational companies (the reality of the current professional context), under the premise that ‘knowledge is power’ and that a better understanding of how these differences may materialise will better enable students to adapt to these in practice, along brief link to theoretical issues of leadership and management asking students to reflect on their own ‘style’ including strengths and weakness, and therefore illuminate the areas they need to develop on for their employability (i.e. as part of their undergraduate studies).

Standard University entry requirement for Level 4

o Introduction to the module, meanings, context to HR planning (LO1 & 2)
o Recruitment methods (LO1 & 2)
o Selection methods (LO1, 2 & 3)
o Equality, diversity and inclusion (LO1, 2 & 3)
o Skills, training and development (LO1, 2 &3)
o Performance review and management (LO1, 2 &3)
o Motivation and rewards (LO1, 2 &3)
o Compliance to relations in employee engagement (LO1&2)
o International HRM management, diversity and culture (LO1, 2 & 3)
o Professional skills for people management: team-working, negotiation and coordination via understanding styles of leadership and management (LO1, 2& 3)
o Academic skills enhancement – understanding coursework, time management, academic writing, reflecting and Harvard referencing (LO3)

The formal delivery of this module will include three contact hours per week. The contact hours will include a two-hour lecture, which sets out the basic principles around the meaning and nature of people management practices that organisations employ, plus a dedicated lecture on the professional skills that people managers need in practice. These lectures will be supplemented by a one-hour seminar, which are delivered at the course level, that allow for more close analysis of issues and experiential reflections in an interactive format. For example, seminars will draw on case studies, videos and scenario activities. We also aim to allow students the chance to prepare for example by ‘a mock interview schedule that is structured around an industry specific person specification’ that makes them aware of the need for a structured interview to ‘find the perfect employee’. But also questioning with the practical challenges around operationalisation. We hope that practicing this type of activity will ensure our students enter the workforce as fully equipped people managers who are trained to manage effectively, and without unwittingly engaging in biased and unfair practices.

Importantly, this module serves several diverse courses, and the aim of the seminar activity is to allow for flexibility in the specific issues covered. This means that industry specific aspects of people management practices could be focused on as part of seminar activity, allowing for flexibility in the design and preparing students for the industrial context in which they will serve as future people managers.
The assessment will be coordinated and scaffolded with students' pace of learning.

Discussion and debate are activity utilised in both the classroom and via Weblearn. Students will be encouraged to reflect on how the themes discussed in the lectures and seminars applies to their own experience of people management in practice. This will be particularly useful in the seminar sessions where students will have the opportunity to reflect on how the broader issues around people management discussed in the lecture, translate at an industry level respective to their course.
Students have a responsibility to prepare for forthcoming lectures to ensure they fully understand the concepts and issues being discussed, and so they can participate fully in debates and discussions.

The course team will identify suggested readings (book chapters) to set the background for the lecture material. There may also be specific readings for the seminar (case studies, journal articles etc.) which students may also have to prepare for. These will be made available in the module specification online via weblearn. Opportunities for reflective learning will be available throughout the module as students are given the opportunity to consider their approach to tasks and discussions whilst simultaneously having the opportunity to reflect upon informal feedback that may be given from lecturers on ideas and concepts spoken of in class and, on assessments submitted.

In addition to delivering a balanced teaching and learning; the module embeds ongoing formative assessments to encourage students to engage with workbook activities in parallel with taught content every week. This approach facilitates continuous interaction, feedback and support; enabling students to progressively develop their understanding and consolidate learning throughout the term

This module features a single assessment coursework component; an individual workbook. It contains 10 prepopulated weekly sets of questions that students must answer academically, with responses limited to 100-150 words. These answers require analytical engagement, underpinning the concepts covered in the corresponding weeks, and it collectively assess both learning outcomes of the module. Additional details, including marking rubrics, templates, and assessment criteria, are available on the module's Weblearn site.

On successfully completing this module, students will be able to achieve these learning outcomes:

LO1: Understand and evaluate the meaning and nature of a range of relevant people management practices that organisations can implement to effectively manage the workforce.

LO2: Develop relevant set of knowledge and skills to function as an effective people manager.

LO3: Understand ethical, sustainable and digital solutions to transform HR functions.

Reading list:
HR4056 - Managing People in Organisations | London Metropolitan University

Core textbooks
Huczynski, A., Buchanan, D.A. and Huczynski, A.A., 2013. Organizational behaviour (p. 82). London: Pearson.
Redman, T., Wilkinson, A., and Dundon, T. 2016. Contemporary human resource management: Text and cases. Pearson Education.
Other readings:
Edwards, M.R. and Bach, S., 2012. Human Resource Management in Transition. Managing Human Resources: Human Resource Management in Transition, pp.1-17.
Harzing, A.W. and Pinnington, A. eds., 2010. International human resource management. Sage.
Healy, G., Kirton, G. and Noon, M., 2010. Inequalities, intersectionality and equality and diversity initiatives. Equality, Inequalities and Diversity. Basingstoke: Palgrave, pp.1-17.
Kirton, G. and Greene, A.M., 2015. The dynamics of managing diversity: A critical approach. Routledge.
Marchington, M., Kynighou, A., Wilkinson, A. and Donnelly, R., 2016. Human resource management at work. Kogan Page Publishers.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Wilton, N., 2016. An introduction to human resource management. Sage.

Journals
British Journal of Industrial Relations
Employee Relations
Human Relations
Human Resource Management Journal
International Journal of Human Resource Management
Work Employment and Society

Online resources and websites

www.acas.org.uk
www.cipd.co.uk
www.statistics.gov.uk
www.europa.eu.int/index-en.htm
www.ehrc.org
www.gov.uk/government/organisations/department-for-business-energy-and-industrial-strategy
www.oecd.org
www.ilo.org
www.cbi.co.uk
www.tuc.org.uk
www.resolutionfoundation.org.uk
www.parliament.uk
https://www.peoplemanagement.co.uk/

Surveys
Work and Employment Relations Survey
https://www.ons.gov.uk/