Introductory description

N/A.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

Topics that we will explore in the module include:
What is HRM?
From 'Personnel Management' to 'Strategic HRM'
Recruitment & Selection
Performance Management
Pay and Reward
Learning & Development
Equality, Diversity & Inclusion
Employee Voice
Employee Vice: Discipline & Dismissal

Learning outcomes

By the end of the module, students should be able to:

• Understand issues, approaches and debates in a number of the key "people management" areas.
• Be able to critically question different models and approaches.
• Be able to handle material in an analytical rather than merely descriptive way and evaluate and marshall evidence to present a well argued case.
• In addition, through group work and regular class contributions, students should develop their team working, communication and presentational skills.
• Problem solving.
• Analysing a case.
• Critical Thinking.

Indicative reading list

The core text for the module is: Beardwell, J & Thompson A (2014) Human Resource Management: A Contemporary Approach (7th edition). Harlow: Pearson.

In addition, the following texts are recommended:
Armstrong M (2012) Armstrong’s Handbook of Human Resource management Practice. 12th edition.
Bach S and Edwards M R (2013) Managing Human Resources. 5th edition. London: Wiley.
Bratton J and Gold J (2012) Human Resource Management: Theory & Practice. Basingstoke: Palgrave Macmillan.
Carbery R and Cross C (2013) Human Resource Management: A Concise Introduction. Basingstoke: Palgrave Macmillan.
Marchington M and Wilkinson A (2012) Human Resource Management at Work. 5th edition. London: CIPD.
Edwards M R and Bach S (2013), Managing Human Resources. 5th Edition. London: Wiley.
Redman T and Wilkinson A (2013) Contemporary Human Resource Management. 4th edition. Harlow: Pearson Education Ltd.
Storey J (2007) Human Resource Management: A Critical Text. 3rd edition. London: Thomson.
Townley B (1994) Reframing Human Resource Management: Power, Ethics and the Subject at Work. London: Sage.
Legge K (2005) Human Resource Management: Rhetorics & Realities. Anniversary edition.Basingstoke: Palgrave
Macmillan.

Weekly readings will include relevant academic journal articles, such as:
Beer M, Boselie P and Brewster C (2015) ‘Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago’, Human Resource Management, 54 (3): 427-438.
Huang X (2008) ‘Guanxi Networks and Job Searches in China’s Emerging Labour Market: a Qualitative Investigation’, Work, Employment & Society, 22 (3): 467-484.
Biron M, Farndale E & Paauwe J (2011) Performance management effectiveness: Lessons from world-leading firms,
International Journal of Human Resource Management, 22 (6): 1294-1311.
Ashley, L (2010) ‘Making a Difference? The Use (and Abuse) of Diversity Management at the UKs Elite Law Firms’, WES, 24(4): 711-727.

Subject specific skills

Able to execute, analyse and evaluate actions taken by HR professionals to deal with a range of issues, including:

• Learning needs analysis
• Recruitment & selection (interviews and assessment centres)
• Discipline and dismissal

Transferable skills

Able to analyse a case relating to HRM and propose relevant and feasible solutions.
Able to interpret HRM data.
Able to defend a particular perspective on managing people.
Able to critically evaluate arguments about the management of people at work, including complex academic arguments, models and perspectives (e.g. critical readings of 'power').