HR5058 - Managing and Developing HR Professional Practice (2019/20)
|Module specification||Module approved to run in 2019/20|
|Module status||DELETED (This module is no longer running)|
|Module title||Managing and Developing HR Professional Practice|
|Module level||Intermediate (05)|
|Credit rating for module||15|
|School||Guildhall Faculty of Business and Law|
|Total study hours||150|
|Running in 2019/20||No instances running in the year|
This module considers professional skills development in the context of students’ existing HR practice. It therefore brings together significant consideration of the HR role and function and HR activity in the context of adding value to organisational performance. In order to do this, students need to consider their own skill set against a professional competency framework and how this can enable them to carry out a research project in their own organisation, identifying an appropriate research focus, developing a research plan, carrying out the planned research and analysing and drawing appropriate conclusions to enhance organisational performance. Students are required to reflect on their own performance in carrying out the research project and what they can do as a result to develop the range and depth of their professional competence.
The module aims to:
- Introduce learners to HR as an activity and a function and its role in developing organisational capability to deliver strategic outcomes in a sustainable competitive environment.
- Help students to negotiate and take responsibility for an HR research project in an organisation, plan and execute the project and draw suitable conclusions and make appropriate recommendations.
- Assist students in evaluating own learning needs and embedding personal development in their professional practice in all research project activities.
- Personal skills audit
- Introduction to professional competency frameworks, including CIPD’s HR profession map
- The organisational context: stakeholder theory, cultural and institutional aspects
- The HR function and HR activity
- HR and organisational performance
- Personal and professional ethics
- Interpersonal and group behaviours
- Project management
- Research approaches and design
- Research methods
- Skills for organisational research
- Research analysis and data interpretation
- HR evaluation and the contribution to change management
- Drawing conclusions and scoping options for change
- Continuing professional development (CPD)
Learning and teaching
Delivery of the module is based on a mix of lectures, seminars, workshops and peer-developed workgroups, supported by Weblearn materials and directed learning activities. Students will be issued with a module handbook, and guidance on readings, most of which will be available through the Learning Centre and as e-resources, others through Weblearn. All participants will be required to read relevant materials in advance of seminar sessions in order that these can be student-led.
By the end of the module, students will be able to:
- Show an understanding of how key HR objectives are delivered to add value in an organisational context.
- Recognise the attributes, behaviours and attitudes demonstrated by effective ‘Thinking Performers’.
- Investigate an HR issue and develop a robust project plan which will be underpinned by a business case, add value and satisfy different stakeholder groups.
- Demonstrate an ability to carry out appropriate research which utilises suitable data collection instruments, sources of information and presents data in meaningful ways.
- Show an understanding of HR contribution to organisational performance through the justified conclusions and recommendations to the project.
- Reflect on working to develop and complete the research project and the extent to which group and professional skills objectives have been achieved using appropriate frameworks and illustrating future development needs.
The assessment is through a single portfolio, based on the consideration of an HR issue to be addressed, ideally in the student’s organisation. The focus of the strategy is to develop reflection on professional skills through their application to a project and consideration of individual effectiveness against a framework of continuing professional development.
Personal and professional development
Bradbury H, Frost N, Kilminster S, Zukas M (2010) Beyond Reflective Practice: New approaches to lifelong learning, Abingdon, Routledge
Megginson D, Whittaker V (2007) Continuing professional development 2nd ed, London, CIPD
Pedler M, Burgoyne J, Boydell T (2007) A manager’s guide to self-development 5th ed, Maidenhead, McGraw Hill
Winstanley D (2005) Personal effectiveness, London, CIPD
Human Resource Management
Beardwell J, Claydon T (2010) Human resource management: a contemporary approach 6th ed, Harlow, Pearson Education
Bratton J, Gold J (2012) Human resource management: theory and practice 5th ed, Basingstoke, Palgrave Macmillan
CIPD (2007) The changing HR function: survey report, London, CIPD
CIPD (2008) CIPD code of professional conduct and disciplinary procedures, London, CIPD
CIPD (2010) Next generation HR, London CIPD
CIPD profession map: http://www.cipd.co.uk/cipd-hr-profession/profession-map/cipd-profession-map-used-you.aspx accessed 7/05/15
Goos M, Manning A (2007) Lousy and lovely jobs: the rising polarization of work in Britain, The Review of Economics and Statistics, vol 89, 1 pp118-33
Purcell J, Kinnie K, Hutchinson S, Rayton B, Swart J (2003) Understanding the people and performance link, London, CIPD
Redman T, Wilkinson A (2008) Contemporary human resource management: text and cases 3rd ed, Harlow, Financial Times Prentice Hall
Jyothi P, Venkatesh D (2006) Human resource management, New Delhi, OUP
Torrington D, Hall L, Taylor S, Atkinson C (2014) Human resource management 9th ed, Harlow, Pearson
Anderson V (2013) Research methods in human resource management 3rd ed, London CIPD
Bee F, Bee R (2005) Managing information and statistics 2nd ed, London CIPD
Bryman A, Bell E (2011) Business research methods 3rd ed, Oxford, OUP
Cameron, E & Green, M (2004) Making Sense of Change Management - A Complete Guide to the Models, Tools & Techniques of Organisational Change, Kogan Page, London
Saunders M, Lewis P, Thornhill A (2012) Research methods for business students 6th ed, Harlow, Pearson
Academy of Management Journal
British Journal of Management
Harvard Business Review
Human Resource Management
Human Resource Management Journal
Journal of Management Studies
In addition, the CIPD’s magazine, People Management, is a useful starting point.