| Title | Human Resource Management |
| Code | HRM5300 |
| School | RBS |
| Module Level | 5 |
| Module Code | HRM5300 |
| Available Summer | N |
| Semester | 1 |
| Credits | 12 |
| ECTS Credits | 6 |
| Contact Hours | 48 |
| Course Length (wks) | 12 |
| Course Leader | Dr. Austin Chakaodza |
| Lecturers | Jonathan Wilson |
| Course Aims | The module aims to:
Distinguish between Personnel Management and Human Resource Management
Explore the factors that gave rise to the development of HRM
Develop the concepts and principles of OB studied at Level 1 in the Introduction to Global Business Module and the Introduction to Management module.
Consider the strategic nature of HRM and examine the way it is ingrained in the role of the line manager
Examine the ways in which the traditional personnel management techniques are operationalised in a HRM framework
Discuss the HRM's role with respect to other business functions such as Marketing, IT and Finance
Comment on the effects of relevant legislation and their impact on HR practices. |
| Course Content | These will be comprised of lectures, seminars, and tutorials. The seminars will range from the conventional seminar to case study analysis and workshops.
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| Learning Outcomes | On completion of this module, students should be able to:
LO1 Distinguish between traditional Personnel Management and HRM
LO2 Understand the distinctive features of HRM
LO3 Appreciate the link between corporate strategy and strategic HRM, and the connection between the latter and the organisational infrastructure
LO4 Recognise the global nature of HRM
LO5 Recognise the pervasive nature of HRM in organisations, and the way it is incorporated in the role of line manager
LO6 Be aware of the part played by HR techniques in the acquisitions, management and motivation of employees
LO7 Appreciate the integrated nature of HR techniques within a strategic framework
LO8 Possess a sound foundation of knowledge of employment practices upon which relevant skills can be developed
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| Presentation | These will be comprised of lectures, seminars, and tutorials. The seminars will range from the conventional seminar to case study analysis and workshops.
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| Reading Recommended | McKENNA, E.F. (2000) Business Psychology and Organisational Behaviour, A Students Handbook, Hove: Psychology Press (3rd ed.)
WINSTANLEY, D. and WOODHALL, J. (2002) Ethical Issues in Contemporary Human Resource Management, Basingstoke: Palgrave Macmillan.
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| Reading Required | ARMSTRONG, M. (2003) A Handbook of Human Resource Management Practice, London: Kogan Page (9th ed.)
McKENNA, E.F. and BEECH, N. (2002) Human Resource Management, a concise analysis, Harlow: Pearson Education Limited.
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| Pre-Requisites | BUS4100 Introduction to Global Business; MGT4500 Introduction to Management |
| Asseseement Methods | Test - 10% Individual assignment - 20% Leadership Skills course - 20% Written Examination - Exam Week - 50% |
| Weekly Schedule | Introduction: Human Resource Management
Origins of Human Resource Management
Corporate Strategy and Strategic HRM
Organisational Structure and HRM
Culture and HRM
Employee Resourcing (Human resource planning)
Employee Resourcing (Recruitment and selection)
Employee Development (Performance management)
Employee Development (Reward management)
Employee Development (Training and development)
Industrial Relations
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