IB811-15 Human Resource Management

Department: Warwick Business School
Level: Taught Postgraduate Level
Module leader: Achim Krausert
Credit value: 15
Module duration: 5 weeks
Assessment: 100% coursework
Study location: Distance or Online Delivery

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

A key axiom of the approach of this module to HRM is that developing an effective package of HRM strategy, policy and practice depends on the context of the organisation. The term ‘context’ covers the organisation’s strategy, industry, work systems and technology and social and political environment. For some organisations, in some contexts, HRM can be used to develop an ‘inimitable form of competitive advantage’ for others, in different contexts this approach simply isn’t feasible; the goal of HRM is to keep the organisation viable in its specific context.

This means that the module is not about teaching ‘best practice’ in the different functional areas of HRM (recruitment, training, appraisal, payment systems, etc.). Rather, it is about enabling students to analyse the strategic context of HRM to understand why organisations manage their people in particular ways. Only after we understand the ‘why’ of HRM can we start to think about what might constitute best practice in specific contexts. At all times, the module is grounded in analysis of the available theory and empirical evidence from academic research.

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

Boxall, P. and Purcell, J. (2016)

Strategy and Human Resource Management (4th edn)
Basingstoke: Palgrave

Beardwell, J. and Thompson, A. (2017)
Human Resource Management: A Contemporary Approach
Harlow: Pearson

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

Study time

Type	Required
Online learning (scheduled sessions)	6 sessions of 1 hour (4%)
Online learning (independent)	21 sessions of 1 hour (14%)
Private study	78 hours (52%)
Assessment	45 hours (30%)
Total	150 hours

Private study description

Private Study and preparation for online lectures, including module prep
To note - online scheduled sessions may vary in length and number

Costs

No further costs have been identified for this module.

You do not need to pass all assessment components to pass the module.

Assessment group A1

	Weighting	Study time	Eligible for self-certification
Assessment component
Individual Assignment	100%	45 hours	Yes (extension)
Reassessment component is the same

Feedback on assessment

Assessments are graded using standard University Postgraduate Marking Criteria and written feedback is provided. Feedback for individual essays include comments on a marksheet.

Pre-requisites

N/A

Courses

This module is Core for:

Year 1 of TIBS-N60C Postgraduate Taught Human Resource Management (Saudi Arabia)