BH2212 THEORIES AND PRACTICE OF HUMAN RESOURCE MANAGEMENT

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1 Module Number: Module Title: BH2212 Theories and Practice of Human Resource Management Number of Aston Credits: 20 Total Number of ECTS Credits: 10 (European Credit Transfer) Staff Member Responsible for the Module: Dr Ann Davis Work and Organisational Psychology Group South Wing, Room 8020, Extension 3261 Availability: Please see web appointment calendar Alternatively contact group administrator, Jenny Thompson, SW8002, Extension 3257 Other Staff Contributing to the Module: Fran Boag-Munroe Work and Organisational Psychology Group Availability: Please see web appointment calendar, alternatively contact the group administrator, Jenny Thompson, SW8002, Extension 3257 Pre-Requisite(s) for the Module: BH Organisational Behaviour Module Learning Outcomes: Upon successful completion of the module students will achieve the following learning outcomes: Knowledge and Understanding 1 Understand essential theories, models and practices of human resource management, and of their relevance and appropriateness in developing organisational policies, procedures and practices. Cognitive and analytical skills 2 Analyse and critique the relationships between people and employment in contemporary society, and how human resource discourse and practice affects and constructs these relationships. ABS 2012/13 Page 1 of 5 BH2212

2 Key/Transferable Skills 3 Skills in the critical analysis and evaluation of contemporary human resource management structures and practices. 4 Generate appropriate, creative and practical solutions to HR problems Subject Specific Skills 5 Demonstrate understanding and appropriate use of human resource management practices in organisations. Students will be able to contextualise their analyses within the wider economic, political and ideological environment and organisational situations. Students will be expected to be able to discuss, appreciate and apply key theory, conceptual frameworks and knowledge of issues and common practices in the human resource management area of organisation studies. Module Content: The main focus is on contemporary human resource management theory and its application in workplaces. Each week throughout the module there will be tutor-led lecture input to introduce and provide an overview of the topic under study. This will be supported by fortnightly tutorials in small groups. The module is divided into two sections. Term 1 (weeks 1-11) will focus on underlying theories and themes within the HR literature. Term 2 (weeks 14-22) will focus on the practical activities underpinning the HR role. The tutorials will link theory input with practical skill development, both in academic analysis and interpretation, and in the application of HR tools and techniques. The module themes and their duration are outlined below. Both students and staff will need to be flexible in their approach to this topic, depending on the pace of the group and on developments in the workplace. The context for Human Resource Management Weeks 1-4 This section will look at the changing nature of contemporary society and its impact on contemporary human resource management. We will consider both what theorists say HRM should be and how it is actually experienced in the workplace. A major issue has been the emphasis on performance, both of HR manager and of employer more broadly. What we as employees, managers and HR specialist value in work may vary, and therefore what we consider to be good performances is debateable. What are your values and how would that affect you at work? Conceptualising the employment relationship Weeks 5-8 Within this section of the module we will look primarily at how people in organisations organise themselves; who has power, how are rules made and, who decides what is important? Within this discussion we will also look at justice and fairness in organisations. Organisations exist to achieve tasks that individuals cannot do alone, ABS 2012/13 Page 2 of 5 BH2212

3 but individuals don t always want to do what they are asked and organisations don t always ask nicely. The big picture Weeks 9-11 This section will look at the broad agenda for HRM in the 21 st century and developing themes within HR theory. Internationalisation, diversity and ethics will be explored to try to identify some possible futures for HRM. What are the challenges of working in and managing in an increasingly diverse workplace? Weeks 12 and 13 There is no teaching in these weeks as they are the January examination weeks. This module has no January examination and you should be completing your coursework. Becoming part of the organisation Weeks This section of the module will examine what is involved in getting people into an organisation, both from the perspective of the prospective employer and the prospective employee. Questions such as how do we know we have a vacancy? and how do I know if I want this job? will be looked at as well as how new members of an organisation fit in. Getting on in organisations; doing well or doing badly Weeks Here we will look at the reward and punishment in organisations. We return to the issue of what do we value in work and try to measure it. We will also explore what might happen when things go wrong. Managing performance motivation and conversation Weeks Organisations exist to achieve objectives that individuals cannot do alone. Increasingly HR is driven to measure and put a price on behaviour and managers and employees are expected to demonstrate that required behaviour has occurred. How can this take place and where might it fall down? Improving performance keeping up in a changing world Weeks Learning, training and development is a module in itself in the final year. Here we will look at how learning is organised at a societal an organisational level and how both organisations and individuals can try to ensure they are prepared for the future. Review and revision Week Review and revision sessions will be arranged of the last weeks of the semester according to demand. ABS 2012/13 Page 3 of 5 BH2212

4 International Dimensions: Diversity, multiple meanings and relations between cultures are central module themes. Differences between cultures and related practices are emphasised, as are the implications of these differences for intercultural relations, ethics, and change methodologies. Corporate Connections: Case study analysis and guided viewing of on-air material will be used were possible. Students will be expected to contact and investigate live HR issues in the community as part of their assessed work. Links to Research The module is directly informed by current debates within the HR and work psychology literature. Topics are addressed to incorporate both classical and contemporary critical debates about the nature of the employment relationship. The coursework assignment requires students to engage with contemporary literature on HRM theory to develop a deeper understanding of the nature of knowledge and its contested nature in the social sciences. Method of Learning and Teaching: The module has a 2 hour slot each week. For the first 2 weeks of term this will be a 2 hour lecture. From week 3 the module will run as a 1 hour lecture and 1 hour tutorial. Students will have fortnightly tutorials. Interactive lectures: providing overviews of topic areas, models, theories and latest research and practice. The extent to which these are tutor or student led will depend largely on students willingness to engage with the module (Objectives 1, 2 & 5). Case studies may be set for which students will be expected to complete advanced preparation. This aims to encourage students to make links between theoretical and empirical material, as well as developing critical analysis skills (Objectives 3 4 & 5). Discussion based around a reading or topic within a group. (Objectives 1, 2, 3 and 4). Students are required to carry out preparatory work so that the discussion is soundly based on a critical appreciation of research findings and the awareness of the practice of employee relations. ABS 2012/13 Page 4 of 5 BH2212

5 Learning hours Contact hours Lectures Tutorials Examination Indirect learning Private study / lecture preparation Tutorial preparation Preparation of assignment Total 24 hours 12 hours 2 hours 88 hours 24 hours 50 hours 200 hours Ethical Approval: While the work required of students will not require ethical approval, the subject of ethics both in research and in practice are of crucial importance to HRM. Discussion and consideration of ethical behaviour and decision making will underpin much of the discussion within the module. Assessment and Feedback: Assessment is via a written assignment (50%) and a two-hour unseen closed book examination (50%). Additional guidance and information on these assessments will be provided as the module progresses. Assignment This takes the form of an individual essay on a specified HR topic (50%, Objectives 1, 2, and 3). Further information is available on Blackboard and the essay will be discussed in more detail in the term 1 tutorials. Individual typed feedback on the assignment will be provided to students within undergraduate programme timescales. Examination The examination (50%) assesses the ability to apply substantive knowledge, analyse and evaluate complex situations and formulate management and representation policy within a time constraint. This assesses ability to present ideas concisely (Objectives 1, 2, 3, 4 and 5). Examination preparation will take place as appropriate towards the end of the module and past papers are available on Blackboard. ABS 2012/13 Page 5 of 5 BH2212

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