Learning

• The role of management in developing a competitive and sustainable workforce.

• The role and function of management including differences in management styles and their underpinning ideologies, philosophies and perspectives

• The importance of managing people strategically in the pursuit of organisational results.

Practice

• The consequences of management and their significance for employee relations.

• Developing and evaluating the performance of individuals, teams and the organisation.
• Problem/practice based evaluation of case examples



• Historical developments in managerial approaches to the coordination and performance of the workforce.

• The influence of the external and global business environment and the implications for the management of people.

• The influence of the internal organisational context including organisation design, job design, the nature of the business, nature of the workforce and general workplace culture.

• The contribution of leadership, including qualities such as emotional intelligence for effective people management.

• The ‘dark side’ of organisations including issues of power, authority and political tactics, dealing with bullying, discrimination and victimisation.

• The nature of the ‘human resource’ and the challenges it presents to managers, including the problems of motivation, engagement and the management of conflict in the workplace.

• The pursuit of creativity and knowledge sharing, including the importance of facilitating employee voice, participation and involvement practices.

1. Understand the traditional & contemporary approaches to people management within different organisational settings, systems & contexts
Application

2. To characterise & analyse the managerial ideologies, processes and practices that contribute to the effective management of individuals & teams
Analysis

3. Critically evaluate the managerial & employee relations challenges associated with managing people in organisations
Problem Solving

4. Reflect on and demonstrate development of associated underpinning organisational agility and drive for results competencies supporting potential for leadership in a strategic management context.
Reflection

Interactive seminar/workshop
Case study Analysis
Group work/problem-solving
Class discussions and debates
Pre-session tasks via Blackboard VLE
Directed reading and tasks

This module can also be undertaken as part of the Blended Learning (BL) delivery pattern. BL is defined as the thoughtful integration of each of the following in order to maximise student flexibility:
- Independent study (student reading/research and assessment preparation);
- Guided independent study (homework, group tasks and e-support in Blackboard);
- Online scheduled contact time (at least 10% of total contact time is online lessons where the tutor is ‘present’) and
- Classroom contact time.
Learning activities may include (this list is not exclusive):
- Presentation activities;
- Structured discussion activities;
- Group work activities;
- Reflection activities;
- Formative and summative assessment activities;
- Problem-based learning activities.

Library

VLE

Problem/practice based case examples.

Textbooks
• Armstrong, M. and Taylor (2014). Armstrong’s Handbook of Human Resource Management Practice, (14th edition) London: Kogan Page. (E-book)
• Bach, S and Edwards, M. (2013) Managing Human Resources: Human Resource Management in Transition (5th Edition), Wiley., pp.125-149.
• Redman, T. and Wilkinson, A (2006) Contemporary Human Resource Management: text and cases (2nd edition) London: Prentice Hill.
• Rees, G. and French, R (2013) Leading, Managing and Developing People (4th Edition) Kogan Page.
Journals:
• Human Resource Management Journal
• International Journal of Human Resource Management
• Human Relations
• Work, Employment and Society

A 3,000-word assignment to assess all module LO's.

• Students to choose one HRM-related topic and analyse a case study.

• The assignment will include a 500-word minimum element reflecting critically on the relevant underpinning organisational agility & drive for results management & leadership competencies as they relate to this module.

This module explores traditional and contemporary approaches to the strategic management of people both individually and in teams with emphasis on the achievement and development of an effective, efficient and sustainable workforce capable of delivering high levels of organisational performance. Consideration will be given to the managerial challenges of different organisational contexts, managing employees, and managerial ideologies and processes. The module will also seek to evaluate the implementation, application and various implications of managerial action while also taking account of internal and external business environments.