Unit-3-Human-Resource-Management-2
Unit-3-Human-Resource-Management-2
Unit-3-Human-Resource-Management-2
Unit level 4
Credit value 15
Introduction
People are the lifeblood of any organisation and the ability to attract, recruit and
retain talented staff is critical to the success of any organisation, whether in business,
in voluntary organisations or in government. Human Resource Management (HRM)
provides organisations with the principles, knowledge and behaviours to focus
people-management activities on supporting and enhancing organisational success
and performance.
This unit will give students the knowledge and skills associated with Human Resource
(HR) occupational roles at either a generalist level, for example HR Assistant/HR
Advisor/Business Partner, or more specialist roles in areas such as recruitment, talent
acquisition and performance and reward management. Students will explore the
nature and scope of HRM and the organisational context of people management,
including recruitment and retention, training and development, reward systems,
employment relations and associated legislative frameworks.
The aim of the unit is to enable students to understand and be able to apply
principles of effective HRM in order to enhance sustainable organisational
performance and contribute to organisational success, holding business outcomes
and people outcomes in equal balance. Students will apply HR practices in a work-
related context, utilising their knowledge and practising skills and behaviours in
relevant professional areas, including resourcing, talent planning and recruitment,
learning and development and employee engagement.
On completion of the unit, students will understand the purpose and scope of HRM
activities. They will be able to apply a range of people-management skills to enhance
the performance of an organisation by finding solutions to people-related problems.
LO1 Explain the impact of the role of HRM in creating sustainable organisational
performance and contributing to business success
Strategic HRM:
The development of strategic HRM in terms of business vision, mission
statement, business objectives and strategic aims.
The nature and use of data analytics to support achievement of business
objectives and meeting strategic aims.
Hard and soft models of HRM.
Organisational performance:
The impact of HRM on organisational performance, e.g. effective recruitment and
selection to meet specific knowledge and skills requirements, growing internal
talent through training and development and focusing on longer-term resource
issues.
Performance management systems to support high-performance working.
Methods to measure organisational and individual performance.
Types of pay and reward systems.
Retention:
Factors influencing retention, including the influence of the culture of the
organisation on retention, selecting the right talent and performance
management.
Onboarding and induction, the value of effective employee socialisation.
Role of line managers in employee engagement and performance management.
Managing attrition, restructuring and redeployment, redundancy of employees.
Dealing with employee disciplinaries and misconduct cases that end in dismissal.
Organisational development:
The changing work environment, e.g. need for flexible organisations and
employees with adaptable skills and competencies.
Characteristics of agile organisations.
Digital transformation of HR functions, e.g. reporting dashboards and predictive
models for advanced people analytics, Artificial Intelligence (AI) for talent
acquisition, cloud capabilities for measuring team performance and calibration
decision making.
Performance management:
Performance management aligned to workforce planning.
Methods of financial and non-financial rewards.
Staff development, e.g. continuous professional development and training.
Providing support and maintaining wellbeing.
Embedding learning and reflective practice in personal development planning.
Managing under performance, disciplinary, industrial disputes and grievance
procedures.
Succession planning.
Employee relationship:
The employment relationship.
The psychological contract.
Employee voice and engagement.
Managing performance to attain competitive advantage and increase job
satisfaction.
Textbooks
ARMSTRONG, M. and TAYLOR, S. (2020) Armstrong’s Handbook of Human Resource
Management Practice. 15th Ed. London: Kogan Page.
BRATTON, J. and GOLD, J. (2017) Human Resource Management: Theory and Practice.
6th Ed. Basingstoke: Palgrave.
TORRINGTON, D. et al. (2018) Human Resource Management. 10th Ed. London: Pearson.
LEATHERBARROW, C. and FLETCHER, J. (2018) Introduction to Human Resource
Management. 4th Ed. Kogan Page.
Websites
www.cipd.co.uk Chartered Institute for Personnel and
Development
(General reference)
www.hr-guide.com HR Guides
(General reference)
www.personneltoday.com Personnel Today
Topics and webinars
(General reference)
www.shrm.org Society for Human Resource Management
(General reference)
Links
This unit links to the following related units:
Unit 7: Business Law
Unit 12: Executive Recruitment Solutions
Unit 13: Human Capital Management
Unit 20: Organisational Behaviour
Unit 30: Resource and Talent Planning
Unit 31: Employee Relations
Unit 32: Strategic Human Resource Management