BE433-6-AU-CO:
Human Resource Management
2020/21
Essex Business School
Colchester Campus
Autumn
Undergraduate: Level 6
Current
Thursday 08 October 2020
Friday 18 December 2020
15
28 September 2020
Requisites for this module
BE410
(none)
(none)
(none)
(none)
BSC NN24 Accounting and Management,
BSC NN27 Accounting and Management (Including Placement Year),
BSC NN42 Accounting and Management (Including Foundation Year),
BSC NNK2 Accounting and Management (Including Year Abroad),
BSC N200 Business Management,
BSC N201 Business Management (Including Foundation Year),
BSC N202 Business Management (Including Year Abroad),
BSC N204 Business Management (Including Placement Year),
BA T7N2 Latin American Studies with Business Management,
BA N19R Business Management and Language Studies,
BSC N344 Finance and Management,
BSC N345 Finance and Management (Including Year Abroad),
BSC N346 Finance and Management (Including Placement Year),
BSC N347 Finance and Management (Including Foundation Year),
BA VV20 Philosophy with Business Management,
BA VV21 Philosophy with Business Management (Including Foundation Year),
BA VV22 Philosophy with Business Management (Including Placement Year),
BA VV23 Philosophy with Business Management (Including Year Abroad),
BA L933 Global Studies with Business Management,
BA L934 Global Studies with Business Management (Including Foundation Year),
BA L935 Global Studies with Business Management (Including Placement Year),
BA L936 Global Studies with Business Management (Including Year Abroad)
Over recent decades, social and political shifts have culminated in the emergence of Human Resource Management (HRM) as an organizational practice distinct from more traditional 'personnel' approaches to managing people at work. An HRM approach takes a strategic view of the organizations' employees as drivers of competitive advantage and HRM functions – resourcing, performance and reward management, employment relations, and learning and development – are correspondingly aligned with this aim. However, the evidence that HRM achieves these strategic objectives and, more fundamentally, the nature and role of HRM in an organization is highly contestable. Whilst exploring the dominant theories and approaches to the subject, this module explores HRM through a critical lens. We explore the social and institutional context that shapes the way in which the employment relationship is managed. We explore and question the norms and assumptions that lie behind the dominant approaches to HRM today. We also seek to analyse some of the key employment strategies adopted by organizations today, highlighting and seeking to explain the gaps between theory and practice. Students will develop a critical understanding of the theory and practice of HRM and an awareness of how HR practices impact on individual employees and workers and reproduce wider social structures.
1. To introduce students to the theory and practice of HRM
2. To provide critical approaches to understanding the impact of HRM on a range of stakeholders
3. To consider the strategic influence of HRM on business performance
4. To review contemporary HRM developments and debates
On successful completion of the module, students will be able to:
• Demonstrate an understanding of key perspectives, theories and concepts that inform contemporary understandings of HRM
• Analyse the effects of HRM practices and ideologies within a wider social, economic and political context
• Critically evaluate the significance of HRM for firms’ performance
• Show awareness of current debates and the challenges facing HRM in a contemporary context
Skills for Your Professional Life (Transferable Skills)
By the end of the module, you will be able to:
* Evaluate issues related to people management from a range of different perspectives and be able to integrate these into a considered and practical approach to management
* Think critically about HRM practices by discussing current case studies and academic articles
* Work effectively and efficiently in small teams (in classes)
* Solve problems creatively and collaboratively (in classes)
* Enhance your oral communication skills through short presentations given in group work activities (in classes)
* Develop your commercial awareness by practical activities and cases (in classes)
* Encourage innovation by practical exercises encouraging you to develop solutions to human resource issues and problems (in classes)
* Reflect on your own future managerial practice in relation to HRM
The module is normally delivered over an entire term. We will have two-hour lectures (weeks 2, 4, 6, 8, 10) and two-hour seminars (weeks 3, 5, 9, 11). We will have a reading week in week 7 (no lecture & seminar).
In the lectures and seminars we are looking for active participation from you to create an inclusive, positive learning environment for everyone. Preparation for the lectures and classes is key.
In academic year 2020-2021 the delivery is likely to be different and involve online learning.
- (2017) Human resource management: a contemporary approach, Harlow, United Kingdom: Pearson Education.
- Wilton, Nick. (2019) An introduction to human resource management, London: SAGE Publications Ltd.
- Guest, David E. (1987-09) 'HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS', in Journal of Management Studies. vol. 24 (5) , pp.503-521
The above list is indicative of the essential reading for the course. The library makes provision for all reading list items, with digital provision where possible, and these resources are shared between students. Further reading can be obtained from this module's reading list.
Assessment items, weightings and deadlines
| Coursework / exam |
Description |
Deadline |
Coursework weighting |
| Coursework |
ASSIGNMENT ONE |
|
30% |
| Coursework |
ASSIGNMENT TWO |
|
70% |
Exam format definitions
- Remote, open book: Your exam will take place remotely via an online learning platform. You may refer to any physical or electronic materials during the exam.
- In-person, open book: Your exam will take place on campus under invigilation. You may refer to any physical materials such as paper study notes or a textbook during the exam. Electronic devices may not be used in the exam.
- In-person, open book (restricted): The exam will take place on campus under invigilation. You may refer only to specific physical materials such as a named textbook during the exam. Permitted materials will be specified by your department. Electronic devices may not be used in the exam.
- In-person, closed book: The exam will take place on campus under invigilation. You may not refer to any physical materials or electronic devices during the exam. There may be times when a paper dictionary,
for example, may be permitted in an otherwise closed book exam. Any exceptions will be specified by your department.
Your department will provide further guidance before your exams.
Overall assessment
Reassessment
Module supervisor and teaching staff
Dr Huiyan Fu, email: h.fu@essex.ac.uk.
Dr Huiyan Fu and Dr Beatrice Piccoli
Email: ebsugcol@essex.ac.uk
No
Yes
No
Prof Simon Lilley
University of Lincoln
Professor
Available via Moodle
Of 227 hours, 0 (0%) hours available to students:
227 hours not recorded due to service coverage or fault;
0 hours not recorded due to opt-out by lecturer(s).
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