Introductory description

This module aims to introduce students to different processes and practices involved in
managing people at work.
It seeks to develop a critical understanding of a range of conceptual, theoretical and practical issues. We will explore and evaluate different approaches to managing people, considering different contexts and stages of the employment cycle.
It will be of value to students seeking managerial positions and, more generally, to those interested in analysing the management of people at work.

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.

1 - Introduction: origins, approaches and the HR function
2 - Resourcing: recruitment and selection
3 - Performance management
4 - Employee voice
5 - Equality, diversity and inclusion
6 - Training, learning and development
7 - Pay and rewards: foundations
8 - Pay and rewards: advanced topics
9 - HRM and business strategy
10 - HRM and the future of work: module summary

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 regular class contributions and discussions, students should develop their team working, communication and presentational skills
• Analysing a case.
• Critical thinking.
• Problem solving

Indicative reading list

Beardwell, J. and Thompson, A. (eds) (2017) Human resource management: a contemporary approach. Eighth edition. Harlow, England: Pearson.
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), pp. 427–438.
Boxall, P. F. and Purcell, J. (2016) Strategy and human resource management. 4th edition. London: Macmillan Education.
Edwards, P. and Wajcman, J. (2005) The politics of working life. Oxford: Oxford University Press.
Frey, C. B. and Osborne, M. A. (2017) ‘The future of employment: How susceptible are jobs to computerisation?’, Technological Forecasting and Social Change, 114, pp. 254–280.
Grugulis, I. (2017) A very short, fairly interesting and reasonably cheap book about human resource management. Los Angeles:
SAGE.
Legge, K. (2005) Human resource management: rhetorics and realities. Anniversary ed. Basingstoke: Palgrave Macmillan.
McKenna, S., Richardson, J. and Manroop, L. (2011) ‘Alternative paradigms and the study and practice of performance management and evaluation’, Human Resource Management Review, 21(2), pp. 148–157.
Thompson, P. (2011) ‘The trouble with HRM’, Human Resource Management Journal, 21(4), pp. 355–367.
Townley, B. (1994) Reframing human resource management: power, ethics and the subject at work. London: Sage.
Ulrich, D. et al. (2013) ‘The State of the HR Profession.’, Human Resource Management, 52(3), pp. 457–471.
Wright, C. (2008) ‘Reinventing human resource management: Business partners, internal consultants and the limits to professionalization’, Human Relations, 61(8), pp. 1063–1086

Subject specific skills

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

• Recruitment & selection (interviews and assessment centres)
• Training and development
• Performance management

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')