LT6077 - Issues in Human Resource Management (2018/19)
|Module specification||Module approved to run in 2018/19|
|Module title||Issues in Human Resource Management|
|Module level||Honours (06)|
|Credit rating for module||15|
|School||Guildhall School of Business and Law|
|Total study hours||150|
|Running in 2018/19||No instances running in the year|
This module provides students with a systematic understanding and knowledge of the contemporary issues facing the Human Resource Management (HRM) function in organisations. It considers the current state of employee relations, and the challenges of people management including recruitment and selection, training and development, performance management and administrative challenges. The module will give students a firm grounding to help them effectively address these topics in the contemporary business environment by reconciling emerging theory with recognised best practice.
The aims of this module are to encourage students to:
• Critically analyse emerging and contemporary issues in human Resource Management.
• Critically evaluate contemporary models, theories, principles, concepts and employment laws in order to apply these to the effective management of human resources in organisations.
• Gain critical appreciation of recruitment and selection procedures, HR policies and criteria for evaluating the performance of individuals working in a variety of roles in organisations.
• Strategic Human Resource Management
• Delivering Human Resource Management
• HRM and Performance
• People Resourcing
• Performance and Reward
• Organisational Politics
• Codes of Conduct and Whistle blowing
• Surveillance and Monitoring at Work
• Discrimination and Bullying at Work
• Managing Stress and Absenteeism
• Managing Diversity.
Learning and teaching
The module will be delivered through a combination of lectures, group tutorials, a workshop presented by guest speakers, and workshops for mock job/performance review interviews.
The guest workshop will be facilitated by a HR practitioner and will address various HR issues faced by hospitality and other industries.
Mock job/performance review interviews will be undertaken in workshop sessions (and possibly also in group tutorials as part of formative learning) to provide the opportunity for students to engage with real life activities such as designing job descriptions and person specifications, short listing, employment interviewing, preparing induction checklists and conducting performance review interviews.
It should be noted that as this is designed to be a shared module, it will account for the differing career aspirations and programme outcomes of a range of different students taking this module.
Upon the successful completion of this module, students will be able to:
1. Demonstrate a systematic understanding of the issues and challenges associated with Human Resource Management.
2. Critically evaluate Human Resources Management practices against emerging trends.
3. Design job descriptions, person specifications, performance appraisal methods and criteria to evaluate the performance of individuals.
4. Critically evaluate approaches to performance management and people development in line with recognised best practice.
5. Present information and communicate effectively in a wide range of situations.
Two summative assessments will be used to formally assess the students’ achievement of learning outcomes and detailed feedback is to be provided to students within 4 weeks.
Assignment 1: Self and peer assessment in the form of an Assignment Portfolio will be used to assess the quality of documentation produced by students in relation to their understanding of recruitment, selection and appraisal processes. Students will have the opportunity to formally reflect on their own work and that of their peers. This assessment strategy will make students more confident when seeking employment and learning in the future, and in making informed judgements in work contexts.
Assignment 2: A Group Case Study Analysis and Individual Presentation will be used to assess transferable skills and capability such as cooperation, negotiation, compromise, leadership, delegation and application of subject-based knowledge and understanding.
• Armstrong, M. ,(2012) A Handbook of Human Resource Management Practice. 12th edition, London: Kogan Page
• Farnham, D., (2010) Human Resource Management in Context: Strategy, Insights and Solutions. 2ndEdition. London: CIPD
• Hall, D., Pilbeam, S., and Corbridge, M (2012) Contemporary Themes in Strategic People Management: A Case-Based Approach. London: Palgrave Macmillan
• Rees, G., and Smith, P.,(2014) Strategic Human Resource Management. London: SAGE Publications Ltd
Journals Other Learning Resources
Chartered Institute of Personnel and Development
The International Journal of Human Resource Management
Human Resource Management Journal
Human Resource Management Review