Modules for the PG Diploma in HRM and MA in HRM - 2013 Review

Faculty: Business School School/Department: Management and

HR
Module Title: Leading, managing and developing people
Programme(s) on which the module is delivered: PG Certificate in HRM
Date of publication of template to students: 2013
Module Code: HRM 7004 Level (e.g. level 3, 4, 5, 6 or 7): 7
Credit value: 15 credits
ECTS Credit Value: 7.5
Module Leader: F Preen
Module start date(s) during the current academic year:
Start of Term 1
Module finish date(s) during the current academic year:
End of Term 1
Assessment weightings:
100% unseen examination (3 hours)
For SRS Team Use Only:
Created By: Date:


Relationship with Programme Philosophy and Aims
This module aims to provide students with the knowledge and understanding of people
management that they will need in their practice of HRM. This will cover major
contemporary research evidence on employment and effective approaches to HRM and
HRD practice. Research focusing on the links between people management practices
and positive organisational outcomes is covered as is research which highlights major
contemporary changes and developments in practice. The module will also consider
major debates about theory and practice in the specific fields of leadership, flexibility
and change management, the aim being to help promote effective managers as well as
effective HR specialists. The module also introduces the major aims of HRM and HRD
and explores how these are achieved in practice in different types of organisational
scenario. The module requires students to reflect critically on theory and practice from
an ethical and professional standpoint.
Indicative content
1. Review and evaluate major contemporary research and debates in the fields of
HRM and HRD
Major research studies on contemporary developments in the HRM & HRD fields
published in the UK and overseas, including those carried out or sponsored by
CIPD. Evidence on links between HR practice and business outcomes. HRM & HRD
practices in the most successful organisations.

2. Evaluate major theories relating to motivation, commitment and engagement
at work and how these are put into practice by organisations
Understand, explain and evaluate major theories relating to motivation, commitment
and engagement at work and how these are put into practice by organisations.
Major motivation theories and their critics. The significance of effective leadership,
reward, performance management and career development opportunities.

3. Debate and critically evaluate the characteristics of effective leadership and
the methods used to develop leaders in organisations
Types of leadership and management styles and their impact. Characteristics of
successful and unsuccessful leaders. Developing effective leaders in organisations.

4. Contribute to the promotion of flexible working and effective change
management in organisations
Understand and contribute to the promotion of flexible working and effective change
management in organisations. The growing significance of flexibility. Different types
of flexibility. The contribution made by HRM and HRD specialists to the promotion of
flexible working. Effective approaches to change management and major theories in
the field. The central role played by people management practices in the effective
management of change.

5. Critically discuss the aims and objectives of the HRM and HRD functions in
organisations and how these are met in practice
Organisation and job design. Attracting and retaining people. Motivating and
managing performance. Efficient administration of the employment relationship.
Managing employee relations. Training and developing people. Rewarding people.

6. Assess the contribution made by HRM and HRD specialists in different types
of organisation
Major contemporary developments in HRM and HRD practice in larger private sector
companies, small and medium sized enterprises, public sector organisations,
voluntary sector organisations and international corporations.


Intended Learning Outcomes and the means by which they are to be achieved and
demonstrated.


Assessment and feedback

Study mode / delivery method(s):
The sequence of class sessions will follow the indicative topics with staff inputs; debates
and presentations. Full use will be made of video and moodle learning facilities. Guest
speakers will be invited to present on latest practice.
Learning Outcome Learning and Teaching Methods
1. Review and evaluate major
contemporary research and debates in
the fields of HRM and HRD, including
the major theories relating to
motivation, commitment and
engagement at work and how these
are put into practice by organisations.
A variety of teaching/learning methods will
be used to meet all four outcomes;
including staff inputs and student-centred
activities such as group activities and
discussions based on case studies. This
will be supported by inviting a number of
guest speakers who work in specialist HR
roles such as Business Partner roles to
provide examples of practice.
2. Evaluate, debate and critically
evaluate the characteristics of effective
leadership and the methods used to
develop leaders in organisations.
3. Critically assess approaches to
flexible working and effective change
management in organisations.
4. Critically discuss the aims and
objectives of the HR function in
organisations; how these are met in
practice and assess the contribution
made by HRM and HRD specialists in
different types of organisation.




Formative Assessment
Tutor feedback will be offered to students to help them assess how well they are
progressing. This will be available face to face, in class and through moodle.
Summative Assessment
The unseen closed book examination will assess all four learning outcomes.
Feedback
Feedback is available on an ongoing basis in the tasks and exercises completed in
class. In addition, feedback can be gained on an individual basis; face to face; on line
and through Moodle. Summative feedback will be provided through the internal
examiners report and personalised feedback on the exam scripts.
Related Modules
This is a core module that provides an introduction to all the modules completed on the
programme in terms of leading, managing and developing people
Learning Resources
Recommended for Purchase:
1. Rees, G and French, R. (2010). Leading, managing and developing people.
London: Chartered Institute of Personnel and Development.
Essential:
1. Purcell et al (2003): Understanding the People and Performance Link - Unlocking
the Black Box, CIPD
2. Storey, J., Wright, P. and Ulrich, D. (eds). (2009) The Routledge companion to
strategic human resource management. London: Routledge.
3. Boxall P, Purcell J & Wright P (eds) (2007): The Oxford Handbook of Human
Resource Management. Oxford, OUP.
Recommended:
1. Robinson, Izabella (2006): Human Resource Management in Organisations;
CIPD, London (chapter 2)
2. Adams, J (2007): Managing People in Organizations: Contemporary Theory and
Practice. Basingstoke, Palgrave.
3. Holleyforde S & Whiddett S (2002): The Motivation Handbook. London, CIPD.
4. Huczynski A, Buchanan D & Dunham R (2007): Organizational Behaviour: An
Introductory Text. London, FT / Prentice Hall.
5. Marchington M & Wilkinson A (2008): Human Resource Management at Work:
People Management & Development. Fourth Edition. London, CIPD.
6. Pinnington A, Macklin R & Campbell T (eds) (2007): Human Resource Management:
Ethics and Employment. Oxford, OUP.
7. Storey, J (ed) (2007): Human Resource Management: A Critical Text. Third Edition.
London, Thomson Learning.
8. Kandola, B (2009) The value of difference: eliminating bias in organisations. Oxford:
Pearn Kandola.
9. Kersley, B and forth, J (eds) (2006) Inside the workplace: findings from the 2004
workplace employment relations survey. London: Routledge.
Background reading:

1. Claydon T & Beardwell J (2007): Human Resource Management: A
Contemporary Approach. Fifth Edition. London. FT / Prentice Hall.

2. Gibb, S (2007): Human Resource Development: Processes, Practices and
Perspectives. Basingstoke, Palgrave.

3. Torrington D, Hall, L, Taylor S & Atkinson C (2009): Fundamentals of Human
Resource Management: Managing People at Work. London, FT / Prentice Hall.