BE865-7-AU-CO:
People and Organisations
2023/24
Essex Business School
Colchester Campus
Autumn
Postgraduate: Level 7
Current
Thursday 05 October 2023
Friday 15 December 2023
10
15 September 2023
Requisites for this module
(none)
(none)
(none)
(none)
(none)
MBA N20012 The Essex MBA,
MBA N20E24 The Essex MBA,
MBA N20E36 The Essex MBA,
MBA N20EJS The Essex MBA
This module provides insights into contemporary issues and key debates in the world of work and addresses the principles and practice of human resource management (HRM) in different work environments and organisational context.
Through rich case studies from the real world, the module considers the managerial, institutional and social context of human resource management and the impact of international developments and technological change for HRM. It engages with topical concerns around digital HRM, ethics, job quality and flexibility at the workplace and in organisations.
The aims of this module are:
- To encourage students to think and reflect upon the nature of managing people and organisations in national and international contexts.
- To offer students in-depth insights into Human Resources (HR) approaches and current practice in different work and organisational context.
- To enable students to derive a practical understanding of the application and use of key HR management practice.
- To help students acquire an appreciation of theories and key concepts of HR management and its application in practice.
- To equip students with know-how and key tools with which to engage with HR management practice in both local and global environments.
By the end of this module, students will be expected to be able to:
- To obtain up to date knowledge of approaches and perspectives of Human Resource Management (HRM).
- To acquire an appreciation of contemporary research and debates in the fields of HRM.
- To understand how organisational and HR strategies are shaped by and developed in response to internal and external environmental factors.
- To appreciate the role of globalisation, international and technological trends in shaping organisational and HR strategies and practices.
- To apply their knowledge in practice for different organisations.
Skills for Your Professional Life (Transferable Skills)
- To reflect on their own managerial practice in relation to people behaviours.
- Interpersonal skills including self-management and teamwork.
- Written communications skills.
- IT skills.
- Experience of the work environment.
- Commercial/business awareness.
- Presentation skills.
The module is structured to provide an exploration of contemporary issues and key debates in the world of work and addresses the principles and practice of human resource management (HRM) in different work environments and organisational context. Through rich case studies from the real world, the module considers the managerial, institutional and social context of human resource management and the impact of international developments and technological change for HRM. It engages with topical concerns around transformation, digital HRM, ethics, job quality and flexibility at the workplace and in organisations. You will be expected to apply knowledge gained on the module to real work problems with the aim to enhance your professional and management capabilities
Syllabus
- Introduction to approaches of Human Resource Management (HRM).
- HRM in an International Context.
- Digital transformation and digital Human Resources (HR).
- Digital HRM case study.
- A sustainable HRM future?
- Flexibility, agility and the post-Covid workplace.
These sessions will be followed on Friday with an assessment clinic for both the applied essay and presentation.
This module will be delivered via:
- Lectures.
- Assessment clinic.
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Beardwell, J. and Thompson, A. (eds) (2017b)
Human resource management: a contemporary approach. Eighth edition. Harlow, United Kingdom: Pearson Education. Available at:
https://ebookcentral.proquest.com/lib/universityofessex-ebooks/detail.action?docID=5185647.
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Grant, A. (2014) Give and Take.
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Edwards, Tony (2016) ‘Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries’,
Journal of International Business Studies, 47(8), pp. 997–1021. Available at:
https://link.springer.com/article/10.1057/s41267-016-0003-6.
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Marchington, M.
et al. (2020)
Human Resource Management at Work. 7th Revised edition. London: Kogan Page Ltd. Available at:
https://ebookcentral.proquest.com/lib/universityofessex-ebooks/detail.action?docID=6455493.
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Roper, I., Prouska, R. and Chatrakul Na Ayudhya, U. (eds) (2020)
Critical issues in human resource management: contemporary perspectives. Second edition. London: Red Globe Press. Available at:
https://app.kortext.com/Shibboleth.sso/Login?entityID=https://idp0.essex.ac.uk/shibboleth&target=https://app.kortext.com/borrow/397021.
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Wilkinson, A., Hislop, D. and Coupland, C. (eds) (2016) Perspectives on contemporary professional work: challenges and experiences. Cheltenham, UK: Edward Elgar Publishing.
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Roper, I., Prouska, R. and Chatrakul Na Ayudhya, U. (2022) ‘The rhetorics of “agile” and the practices of “agile working”: Consequences for the worker experience and uncertain implications for HR practice’,
The International Journal of Human Resource Management, pp. 1–28. Available at:
https://doi.org/10.1080/09585192.2022.2099751.
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Boxall, P.F., Purcell, J. and Wright, P.M. (2007) The Oxford handbook of human resource management. Oxford: Oxford University Press.
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Kalleberg, A.L. (2001) ‘Organizing Flexibility: The Flexible Firm in a New Century’,
British Journal of Industrial Relations, 39(4), pp. 479–504. Available at:
https://doi.org/10.1111/1467-8543.00211.
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Michelle Greenwood and R. Edward Freeman (no date) ‘Ethics and HRM: The Contribution of Stakeholder Theory’,
Business & Professional Ethics Journal, 30(3). Available at:
https://www.jstor.org/stable/41340859.
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Roper, I. and Higgins, P. (2020) ‘Hidden in plain sight? The human resource management practitioner’s role in dealing with workplace conflict as a source of organisational–professional power’,
Human Resource Management Journal [Preprint]. Available at:
https://doi.org/10.1111/1748-8583.12311.
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Guest, D.E. and Woodrow, C. (2012) ‘Exploring the Boundaries of Human Resource Managers’ Responsibilities’,
Journal of Business Ethics, 111(1), pp. 109–119. Available at:
https://doi.org/10.1007/s10551-012-1438-8.
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Thite, M. (2022) ‘Digital human resource development: where are we? Where should we go and how do we go there?’,
Human Resource Development International, 25(1), pp. 87–103. Available at:
https://doi.org/10.1080/13678868.2020.1842982.
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Sen, S. (2020) Digital HR strategy: achieving sustainable transformation in the digital age. London: KoganPage.
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Pan, Y. and Froese, F.J. (2022) ‘An interdisciplinary review of AI and HRM: Challenges and future directions’,
Human Resource Management Review [Preprint]. Available at:
https://doi.org/10.1016/j.hrmr.2022.100924.
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Strohmeier, S. (2020) ‘Digital human resource management: A conceptual clarification’,
German Journal of Human Resource Management: Zeitschrift für Personalforschung, 34(3), pp. 345–365. Available at:
https://doi.org/10.1177/2397002220921131.
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Tambe, P., Cappelli, P. and Yakubovich, V. (2019) ‘Artificial Intelligence in Human Resources Management: Challenges and a Path Forward’,
California Management Review, 61(4), pp. 15–42. Available at:
https://doi.org/10.1177/0008125619867910.
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Kramar, R. (2022) ‘Sustainable human resource management: six defining characteristics’,
Asia Pacific Journal of Human Resources, 60(1), pp. 146–170. Available at:
https://doi.org/10.1111/1744-7941.12321.
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Westerman, J.W.
et al. (2020a) ‘Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement’,
Human Resource Management Review, 30(3). Available at:
https://doi.org/10.1016/j.hrmr.2020.100742.
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Stahl, G.K.
et al. (2020) ‘Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM’,
Human Resource Management Review, 30(3). Available at:
https://doi.org/10.1016/j.hrmr.2019.100708.
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Westerman, J.W.
et al. (2020b) ‘Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement’,
Human Resource Management Review, 30(3). Available at:
https://doi.org/10.1016/j.hrmr.2020.100742.
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Aust, I., Matthews, B. and Muller-Camen, M. (2020) ‘Common Good HRM: A paradigm shift in Sustainable HRM?’,
Human Resource Management Review, 30(3). Available at:
https://doi.org/10.1016/j.hrmr.2019.100705.
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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 |
3,000 word case analysis, including 1,000 word reflection on interactive case study activity in class |
|
100% |
Additional coursework information
The group report will be a team effort related to the key topics of the module.
The 2500-word essay will be an analysis discussing practical implications of organisational issues.
These assignments will allow students to apply knowledge and understanding gained across the module in order to analyse organisational behaviours and dynamics and produce appropriate recommendations.
Relevant information and further details will be provided by the module tutors in advance.
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 Elaine Yerby, email: e.yerby@essex.ac.uk.
Dr Elaine Yerby and Dr Ian Roper
ebsmba@essex.ac.uk
No
No
No
Dr Jessica Andrea Chelekis
Brunel University London
Senior Lecturer in Sustainability and Global Value Chains
Available via Moodle
Of 24 hours, 24 (100%) hours available to students:
0 hours not recorded due to service coverage or fault;
0 hours not recorded due to opt-out by lecturer(s), module, or event type.
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