Managing Human Resources Module BHRM702 Module Handbook Semester 1 2012

MANAGING HUMAN RESOURCES

BHRM702 Semester 1 2012

Module Team Keith Porter (module leader) email porterk@westminster.ac.uk Michele Williamson email M.Williamson@westminster.ac.uk Requests for clarification of issues related to any particular topic should be addressed to your class tutor in the first instance. Keith will deal with problems or issues about the module as a whole. Module Aims This module explores the research evidence on effective approaches to human resource (HR) practice and the implications for organisational success. It also examines the theory and practice of leadership and management and provides a foundation for specialist modules in human resource management (HRM) and human resource development (HRD). The overall aims of the module and the learning outcomes are detailed in the module outline document, which is in your course handbook. This handbook details how the module will be delivered on a week by week basis and gives some guidance on teaching methods, reading and assessment. Teaching methods Each session will be three hours long and the time will be treated as a whole and not divided in any formal way. We aim to use a variety of teaching methods including lectures, case studies, exercises and class discussions in order to use the most appropriate method for the topic. This should also enable you to experience different learning and teaching methods in order to evaluate their effectiveness for your own learning. The course is student centred and we aim to encourage student input and contributions in order to maximise learning. Assessment, which is explained at the end of this guide, is designed to consolidate student learning across the module.

Workshops All MAHRM students are expected to attend two practical workshops. These are designed to develop essential practitioner skills and will take place on the following days: Disciplinary workshop 26 October and 2 November Counselling workshop 12 October and 19 October Reading The main text books and journal articles are detailed below. Before you buy a text book, check with the library if it is available as an e-book. Each session should be supported by your own reading and this guide details some suggested pre-reading for the sessions. Peer reviewed journals in the HRM and leadership & management fields should also be consulted. We hope you enjoy the module and please feel free to discuss any issues with us. Essential Reading Porter, C., Bingham, C. & Simmonds, D. (2008) Exploring Human Resource Management. McGraw Hill. London. Recommended Reading Bach, S. (ed.) 2005 Managing Human Resources Blackwell Publishing Beardwell, J & Claydon, T (2007) Human Resource Management A Contemporary Approach 5th Edition, FT Prentice Hall Boxall, P, Purcell, J and Wright, P. (ed.) 2007 The Oxford Handbook of Human Resource Management Oxford University Press Buckingham, M. and Coffman, C. (2001) First, break all the rules: what the worlds greatest managers do differently. London: Simon and Schuster. [contains detailed review of the Gallup Q12 diagnostic instrument for measuring levels of employee engagement in organisations] Caldwell, R. (2004) Rhetoric, facts and self-fulfilling prophecies: exploring practitioners perceptions of progress in implementing HRM Journal of Management Studies, Vol. 35, No.3

Caldwell, R. (2008). HR business partner competency models: recontextualising effectiveness. Human Resource Management Journal, Vol. 18, no 3, 2008, Pp. 275294 Carnall, C. (2007) Managing Change in Organizations 5th Edition Prentice Hall (available as an e book) Dalton, K (2010) Leadership and Management Development Developing Tomorrows Managers Prentice Hall Francis, H. & Keegan, A. (2006). The changing face of HRM: In search of balance. Human Resource Management Journal, Vol.16, No.3, Pp. 231249. Harter, J., Schmidt, F. and Hayes, T. (2002) Business-unit-level relationship between employee satisfaction, employee engagement and business outcomes: a meta-analysis. Journal of Applied Psychology. Vol 87, No 2, April. pp268-279. Hollyforde, S. and Whiddett, S. (2002) The motivation handbook. London: Chartered Institute of Personnel and Development. Hope Hailey, V., Farndale, E., & Truss, C. (2005). The HR departments role in organizational performance. Human Resource Management Journal, Vol.15, No.3, Pp. 49-66. Ibraiz. T. and Schuler, R. (2010) Global talent management: Literature review, integrative framework, and suggestions for further research, Journal of World Business, 45:2, 122-133 Johnson G, Whittington R & Scholes K (2006) Exploring Corporate Strategy 7th Edition, Prentice Hall International Johnson, M. (2004) The new rules of engagement: life-work balance and employee commitment. London: Chartered Institute of Personnel and Development. Kirton, G. and Greene, A.M. (2010) The Dynamics of Managing Diversity: A Critical Approach, Butterworth-Heinemann, 2010, 3rd edition Mintzberg, H. (2004) Managers not MBAs: a hard look at the soft practice of managing and management development. London: Financial Times Prentice Hall. Noon, M. (2010) The shackled runner: time to rethink positive discrimination?, Work, Employment and Society, 24:4, 728-739 Northouse, P. (2007) Leadership: theory and practice. 3rd ed. London: Sage Publications Porter, K., Smith, P. & Fagg, R. (2005) Leadership and Management for HR Professionals Butterworth Heinemann (available as an e book) Senior, B. and Fleming, J. (2006) Organizational Change 3rd Edition Prentice Hall (available as an e book)

Sparrow, P. and Cooper, C. (2003) The Employment Relationship: Key Challenges for HR London: Butterworth Heinemann Purcell, J., Kinnie, N. and Hutchinson, S. (2003) Understanding the people and performance link: unlocking the black box. London: Chartered Institute of Personnel and Development. Robinson, I. (2006) Human resource management in organisations: the theory and practice of high performance. London: Chartered Institute of Personnel and Development. Torrington, D., Hall, L., and Taylor, S. (2008) Human resource management 7th Edition, London: FT/Prentice Hall (available as an e book) Wall, T. and Wood, S. (2005) The Romance of Human Resource Management and Business Performance, Human Relations, 58:4, 429-462 Wright, A (2004) Reward Management in Context Chartered Institute of Personnel and Development.

Module Programme Content

Week 1 Introduction to HRM Objectives: To identify previous learning To consider the nature of HRM To trace the historical origins of HRM To review current issues in HRM To consider the future of HRM Indicative content Review of students previous experience Introduction to module History of HRM Future of HRM Reading: Bach, S. Chapter 1

Beardwell & Claydon Boxall et al Porter, C et al Week 2 Strategic HRM

Chapter 1 Chapters 1, 2, 3, 26&27 Chapter 1

Objectives: To define strategic HRM To investigate the nature and sources of organisational strategy To evaluate the main models of strategic HRM To distinguish between best fit and best practice HRM To review the link between best practice HRM and performance Indicative content Organisational strategy formulation and implementation Overview of the main models of strategic HRM The Application of models of HRM to HR practice Measuring the contribution of HR to the business Reading: Bach, S. Beardwell & Claydon Boxall et al Porter, C et al Porter, K et al Sparrow and Cooper Wall & Wood Chapter 1 Chapters 1, 2&5 Chapters 1, 2, 3, 26&27 Chapters 1&3 Chapters 1&10 Chapters 1 & 2 Journal article

Week 3 Developments in HR roles and structures Objectives: To examine the changing role of HR practitioners

 To identify and explain current models relating to structure of the HR function To explore the relationship between HR managers and other managers Indicative content: HR roles and structures Managers responsibilities for HRM Professional development of HR practitioners Reading: Porter, C et al Torrington et al Caldwell, R (2004) Caldwell, R (2008) Francis & Keegan Hope Hailey et al Week 4 Employee engagement Objectives: To critically analyse the concept of employee engagement To examine the context of employee engagement To analyse the relationship between engagement and organisational performance To investigate ways of measuring and promoting employee engagement Reading: Buckingham & Coffman Harter et al Robinson, I Journal article Chapter 4 Chapter1 Chapter 32 Journal article Journal article Journal article Journal article

Indicative content: The relationship between engagement, motivation, commitment and the psychological contract Changes in employee expectations Review of the research linking engagement to organisational behaviour Alternative methods for measuring levels of employee engagement Week 5 Diversity Objectives To examine the question of corporate social responsibility To understand the development of equal opportunities/diversity management To consider the business case for diversity To have an overview of UK legislation Indicative content: Corporate social responsibility and business ethics History of equal opportunities Emergence of diversity programmes Equality and diversity policies Reading: Bach, S. Beardwell and Claydon Boxall et al Kirton & Greene Noone Porter, C et al Week 6 People resourcing Objectives: Chapter 7 Chapter 7 Chapters 13&28 Journal article Chapter 14

 To review the role of HR planning To examine the processes of recruiting and retaining staff To evaluate talent management strategies Indicative content: Tools and techniques for HR planning supply and demand Recruitment and selection policies Different selection methods Retention strategies Talent management strategies Reading: Beardwell & Claydon Ibraiz & Schuler Porter, C et al Porter, K et al Torrington et al Chapters 5&6 Journal article Chapter 7 Chapter 4 pp104-120 Chapters 7, 8&9

Week 7 Performance Management Objectives: To examine the development of the concept of performance management To develop an understanding of the tools and techniques of performance management To evaluate the effectiveness of the performance management process Indicative content: Models of performance management Contribution of performance management to organisational success Role of performance appraisal

Criticisms of performance management Current trends Reading: Bach Boxall et al Beardwell & Claydon Porter, C et al Porter, K et al Chapter 11 Chapter 18 Chapter 13 Chapter 8 Chapter 4 pp 125-128

Week 8 Reward management Objectives: To understand the relationships between reward and organisational strategy To have an overview of the different components of reward systems To evaluate the effectiveness of some of those systems Indicative content: Developing reward strategy to fit with organisational strategy Organisation culture and reward processes Equal pay and equal value legislation, diversity and reward Different reward systems including job evaluation, performance related pay, incentives Advantages and disadvantages of different systems Reading: Bach, S. Boxall et al Beardwell & Claydon Porter, C et al Wright, A Chapter 12 Chapter 17 Chapter 13 Chapters 9&10

Week 9 Guided Independent Study week and assignment submission

Week 10 Leadership and management development Objectives:

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To analyse the meaning of leadership in organisations To identify the range of leadership styles and assess their effectiveness To critically evaluate methods of leadership and management development Indicative content: Types of leadership and management styles and their impact Characteristics of successful and unsuccessful leaders Developing effective leaders in organisations Reading: Dalton, K. Mintzberg, H. Northouse, P

Week 11 Employee relations Objectives: To identify the causes of conflict in organisations, including differing frames of reference

 To evaluate organisational responses to conflict To examine the role of procedure in managing conflict Indicative content: Frames of reference Causes of conflict Positive and negative effects of conflict Overview of procedures designed to manage conflict Evaluating the effectiveness of these procedures Reading: Bach, S. Boxall et al Week 12 Change management Objectives: To evaluate the different methods of managing organisational change To examine the role of HR in managing change To examine the relationship between culture and change in organisations Indicative content: Different approaches to managing change including planned and emergent Evaluating effective ways of managing change including the role of HR Relationship between culture and change Reading: Senior & Fleming Carnall Chapters 1&2 Chapters 4, 5&6. Chapters 15&16 Chapter 12

Assessment
The module assessment is based on coursework and exam and includes both seen and unseen elements. You are required to complete an examination lasting two hours fifteen minutes and a research assignment of 2500 words. Assignment The assignment will require you to carry out extensive research into a key issue in the HRM field and produce a literature review based on your findings. It is designed to encourage strategic thinking about people management and development and provide grounding in the fundamentals of HRM. You will be able to choose the focus of your research from a series of predetermined themes (see below) and will acquire through the assignment a critical appreciation of the key concepts, models and perspectives underpinning the subject. The assignment must be submitted no later than 12.00 midday on Thursday 22 November 2012 What is a literature review? A critical review of the relevant literature is a key element of all academic research and has the following purposes. It should: Place research into the context of other work on the topic Identify questions that need to be examined in the research Provide a framework of concepts, theories and analytical models that will be used in the analysis of data An effective review of the literature will be both relevant and critical:

Relevant. You are expected to refine your chosen theme and focus on what, from your reading, you consider to be the key issues, and you should focus on these rather than writing a general overview of the field. Critical. In this context critical does not mean censorious, or fault-finding. It means a balanced evaluation of ideas, identifying strengths as well as limitations. Effective. An effective literature review will end with conclusions that identify, with reasons, the key ideas from your reading. To achieve this, the review of the literature must be analytical rather than descriptive If you are concerned about the approach and style required, read a number of articles in journals such as Human Resource Management Journal, or the Journal of Management Studies, as these will normally begin with a critical review of the relevant literature.

Themes Your literature review should focus on one of the following themes: The relationship between employee engagement and organisational performance Talent management in a recession The role of performance management in both controlling and developing employees N.B. You are not required to conduct a new piece of research, only a literature review based on one of the above-mentioned themes. You are expected to refine your chosen theme and focus on what, from your reading, you consider to be the key issues. Examination The examination will involve a seen case study where you are given the opportunity to apply your learning about both organisational behaviour and the cognate areas in HRM to a sophisticated people management problem.

Here, an understanding of the business context and the wider managerial issues (such as leadership and change management) are essential. You are required to take a critically evaluative approach to analysing the case and formulating your proposals, which you will do under exam conditions in response to a series of unseen tasks. Assessment Criteria Coursework Students must be able to: Analyse and evaluate complex issues in contemporary HRM Go beyond a descriptive account of processes and procedures Use relevant literature to develop an analytical framework Use literature search and review processes effectively Present work in an acceptable academic format using the Harvard Referencing System

Examination Students must be able to: Apply concepts, models and perspectives from both the organisational behaviour and HRM fields to a practical people management problem Demonstrate an awareness of how HR interventions could be supported or hindered by organisational context Formulate a convincing argument Write suitable reports for senior management Demonstrate a familiarity with relevant literature and contemporary research

Guidance on criteria
You need to demonstrate that you have a clear understanding of the theoretical concepts contained in the literature which is appropriate for your topic. You should read as widely as possible, and focus in depth on the theory most relevant to the theme. Use appropriate chapters in the main recommended textbooks as a starting point and get ideas for more sources from their bibliographies. Use academic journals, and although you may find some useful material on the internet, avoid non academic (i.e. non peer reviewed) material there. It is essential to give plenty of references in the correct way. You should use the Harvard (not the numbered footnote) system and you should study the advice on using the Harvard method on the Westminster website. This will tell you how to put references in the text, and in the list of references and bibliography at the end of your essay (NB lecture notes and slides are given as guidance and should not be quoted as an academic source.) Insufficient referencing can lay you open to charges of plagiarism not necessarily because you intend to present someone elses ideas as your own, but because you fail to reference it correctly. Carefully read the information about plagiarism in your student handbook. Analysis Remember that as well as providing evidence of what you know, an assignment should provide evidence of your ability to think. Be careful that you do not simply provide a descriptive account of what you have read. Analyse the theory, summarising the different models and concepts in your own words and comparing and contrasting the various ideas. Link the analysis of the theory to the subject you are covering and provide analysis in depth of the most important aspects of the topic. Presentation Lay out your arguments in a logical sequence using a clear writing style. You should ensure that your ideas flow smoothly from paragraph to paragraph and from one section to another. Your conclusion should grow logically from your arguments. Before handing in your work, check for accuracy in spelling and punctuation, and for any other errors. Take particular care to spell your references correctly.

Submission of Coursework Unless explicitly stated otherwise in writing by the module leader, all coursework on this module is submitted via Blackboard only. It will automatically be scanned through a text matching system (designed to check for possible plagiarism). DO NOT attach a CA1 form or any other form of cover sheet; YOU MUST include your name and student ID on the first page of your assignment. To submit your assignment: Log on to Blackboard at http://learning.westminster.ac.uk; Go to the relevant module Blackboard site; Click on the Submit Coursework link in the navigation menu on the left-hand side, as advised by the module teaching team; Click on the link for the relevant assignment; Follow the instructions. You will be given details by the module teaching team about how and when you will receive your marks and feedback on your work. REMEMBER: It is a requirement that you submit your work in this way. All coursework must be submitted by 12.00 (mid-day) on the due date. If you submit your coursework late but within 24 hours or one working day of the specified deadline, 10% of the overall marks available for that element of assessment will be deducted, as a penalty for late submission, except for work which is marked in the range 50 59%, in which case the mark will be capped at the pass mark (50%). If you submit your coursework more than 24 hours or more than one working day after the specified deadline you will be given a mark of zero for the work in question. The Universitys mitigating circumstances procedures relating to the non-submission or late submission of coursework apply to all coursework.

Marking and feedback Assignments will be marked initially by Keith and Michele. They will then be double marked and checked by an external examiner. The assignment will be returned to you before the exam with a provisional mark and written comments. The confirmed marks will be published by the WBS Registry after the subject boards are held in February 2013. The overall pass mark the average of the assignment and the exam is 50, but as well as having an average of 50%, you must achieve a mark of at least 40% in both the assignment and the exam. A pass with merit is 60%, and a pass with distinction is 70%. If you have failed the assignment, you have to resubmit it (the exact submission date can be obtained from the School Registry). You can answer the same question again, or choose another topic from the list of themes for the assignment. Keith Porter, September 2012