Introductory description

Human Resource Management (HRM) is a catch-all term for all activities associated with the management of work and people in organisations (Boxall and Purcell, 2016). For a small number of organisations, the way in which the organisation manages its people is the cornerstone of that organisation’s source of competitive advantage and superior performance compared to industry rivals. Some academics and consultants who have studied these organisations have held them up as examples of ‘best practice HRM’ and have argued that other organisations should learn from them by adopting this ‘best practice’ approach.

Yet only a small number of organisations fully adopt best practice, and when we observe the practice of human resource management across different sectors and countries, we observe a huge amount of diversity, while many organisations that do not follow best practice are very successful.

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.

The Goals of Human Resource Management

HRM and Strategy

Work Systems and HRM

Employee Engagement and Employee Voice

Managing Individual Performance and Commitment: Recruitment, Training and Development

Managing Individual Performance and Commitment: Pay and Appraisal

HR Systems and Organisational Performance

Organisational Performance and Corporate HR Strategy

HRM in Multinational Companies

Diversity, Ethics and HRM

Learning outcomes

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

• Understand and critically evaluate the key theoretical frameworks used in the analysis of Human Resource Management and appreciate how theory relates to practice.
• Demonstrate a command of strategic people management practice specifically in relation to complex issues such as performance management as well as an appreciation of the realities of implementing these practices.
• Demonstrate a thoroughly assimilated understanding of current issues, approaches and debates in a number of strategic people management areas.
• Critically evaluate the case studies against theory and evidence
• Analyse and interpret the complex arguments related to the internal and external context within which HRM policies are implemented and evaluated.
• Apply analytical and practical skills to case studies of contemporary strategic people management problems and develop appropriate, creative and conceptually-informed solutions.

Indicative reading list

Reading lists can be found in Talis

International

There is a session on HRM in multinational companies

Subject specific skills

Demonstrate a sound understanding of the practical implications of academic research and writing.
Demonstrate a command of strategic people management practice specifically in relation to complex issues such as performance management as well as an appreciation of the realities of implementing these practices.

Transferable skills

Written communication through work appropriate to social science writing requirements