THEORIES AND PRACTICE OF HUMAN RESOURCE 1. Module Number: 2. Module Title: Theories and Practice of Human Resource Management 3. Number of Aston Credits: 20 4. Total Number of ECTS Credits: 10 (European Credit Transfer) 5. Contributing School: Aston Business School 6. Percentage of Contribution: 100% 7. Staff Member Responsible for the Module: Dr Ann Davis Work and Organisational Psychology Group South Wing, Room 8020, Extension 3261 Email:a.j.davis@aston.ac.uk Availability: Please see web appointment calendar https://wass.aston.ac.uk/wass/pages/viewcalendar.page.php?cal_id=288 Alternatively contact group administrator, Jenny Thompson, SW8002, Extension 3257 Other Staff Contributing to the Module: Fran Boag-Munroe Work and Organisational Psychology Group Email: boagmufe@aston.ac.uk Availability: Please see web appointment calendar, alternatively contact the group administrator, Jenny Thompson, SW8002, Extension 3257 8. Pre/Co-Requisite(s) for the module and any prohibited combinations (if none please say so): BH1107 - Organisational Behaviour 9. Accreditation/Exemptions from Professional Examinations: For students studying BSc HRM this module contributes to the knowledge requirements for level 5 (intermediate) recognition by the Chartered Institute of Personnel and Development (CIPD) 1
THEORIES AND PRACTICE OF HUMAN RESOURCE 1. Aims of the Module: As a result of successfully completing this module students will: Understand the history and theory underpinning contemporary Human Resource Management practice. Appreciate the role of key stakeholders in managing the employment relationship Operate effectively in the workplace both as an employer/manager and as an employee. 2. Module Learning Outcomes: 1. Professional Skills 1. Apply HR knowledge to create appropriate, creative and practical solutions to HR problems 2. Contextualise analysis of HR issues within the wider economic, political and ideological environment and in light of specific organisational situations. 2. Intellectual Skills 3. Critical analysis and evaluation of contemporary human resource management structures and practices 4. Discuss, appreciate and apply key theory, conceptual frameworks and knowledge of issues and common practices in the human resource management area of organisation studies. 3. Knowledge & Understanding 5. Understand essential theories, models and practices of human resource management, and appreciate their relevance and appropriateness in developing organisational policies, procedures and practices. 4. Transferable Skills 6. Behave professionally and ethically as an employer, employee and HR professional in organisations. 3. International Dimensions: Diversity, multiple meanings and relations between cultures are central module themes. Differences between cultures and their implications for practice are emphasised, in relation to intercultural relations, ethics, and HR practice. 4. 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. 2
THEORIES AND PRACTICE OF HUMAN RESOURCE 5. 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. 6. Ethics, Responsibility and Sustainability: HRM is fundamentally a value-drive activity. As it deals directly with people at work, understanding ethics and developing their own ethical standpoint are essential for student to be able to effectively manage both themselves and others in the workplace. Organisational justice, transparency and ethics are all addressed explicitly within the module. Codes of conduct from the Chartered Institute for Personnel and Development (CIPD), Society for Human Resource Management (SHRM) Advisory, Conciliation and Arbitration service (ACAS), and the British Psychological Society (BPS) all inform the content and value system underlying the module. 7. Ethical Approval for Research: 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. 8. 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 seminars in smaller groups. The module will interlace theoretical themes with more practically based issues around developing the activities underpinning the HR role. The seminars 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 approximate 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? 3
THEORIES AND PRACTICE OF HUMAN RESOURCE Future HRM Weeks 5-7 This section will look at the agenda for HRM going forward and developing themes within HR theory. Ethics, justice, diversity and internationalisation 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? Becoming part of the organisation Weeks 8-11 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. Weeks 12 and 13 There is no teaching in these weeks as they are the January examination weeks. module has no January examination and you should be completing your coursework. This Getting on in organisations; Understanding the employment relationship Weeks 14-17 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. Organisations exist to achieve tasks that individuals cannot do alone, but individuals don t always want to do what they are asked and organisations don t always ask nicely. We will explore ways in which employees might have a voice in the organisation, and what might happen when things go wrong. Managing performance motivation and conversation Weeks 18-20 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? 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. Improving performance keeping up in a changing world Weeks 21 22 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. 4
THEORIES AND PRACTICE OF HUMAN RESOURCE Review and revision Week 23-25 Review and revision sessions will be arranged of the last weeks of the semester. 9. Methods of Delivery: Scheduled Study Hours Lecture 24 Seminar 12 Tutorial 4 Independent Study i) Preparation for scheduled sessions, 20 ii) follow-up work, 20 iii) wider reading or practice, 50 iv) completion of assessment tasks, 30 v) revision etc 40 Total 200 9a. Learning and teaching rationale behind chosen delivery methods: 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 & 6). Case studies will 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 1, 2, 3, 4, 5 & 6). Discussion based around a reading or topic within a group. (Objectives 1, 2, 3, 4 & 5). Students are required to carry out preparatory work so that discussion is soundly based on a critical appreciation of research findings and awareness of the practice. Follow up work is required to reinforce the learning and further develop student understanding. 10. Assessment Methods and Rationale: 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. 5
THEORIES AND PRACTICE OF HUMAN RESOURCE Assignment This takes the form of an individual essay on a specified HR topic (50%, Objectives 1, 2, 3 4 & 5). Further information is available on Blackboard and the essay will be discussed in more detail in the term 1 tutorials. 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, 5 & 6). Examination preparation will take place as appropriate towards the end of the module and past papers are available on Blackboard. 11. Feedback Methods and Rationale: Tutorials in term 1 will assist students in developing and preparing their coursework assignment. Individual typed feedback on the assignment will be provided to students within undergraduate programme timescales. Revision sessions will be incorporated towards the end of the module to enable students to test out their understanding of the subject matter and their ability to answer examination questions effectively. This will take place during scheduled teaching time and additional individual formative feedback will be available through individual tutorial sessions arranged through the Web appointment calendar. General feedback on examination performance will be available through Blackboard. 6