Managing Human Resources: Advanced Issues
From your studies to this point in your degree you will appreciate that managing people at work is a fascinating and important topic in both theory and practice, and frequently comes with more questions than there are answers Nevertheless, in today’s competitive business context it is the strategic responsibility of human resource professionals to provide an appropriate framework to guide managerial employment practice. In this module you will learn more about the connection between human resource practices and the delivery of organisation objectives through a number of topics that are at the leading edge of people management practice.
BEM2021 is a pre-requisite for this module.
Full module specification
|Module title:||Managing Human Resources: Advanced Issues|
|Duration of module:||
Duration (weeks) - term 2: |
The module aims to broaden your understanding of the theory and practice of managing people from a Human Resource Management perspective. In this module we will take an in-depth analytical approach to contemporary people management topics that will help you to understand the complexities and challenges of HRM in a variety of organisation contexts. Studying this module will assist you in being able to analyse organisations with the purpose of advising on HR solutions.
ILO: Module-specific skills
- 1. explain the theory underpinning a strategic approach to human resource management;
- 2. advise on different models of HR practice contingent on organisation aims and objectives;
- 3. critically analyse the evidence base underlying HR practices and the extent to which the HR function can influence organisational change and competitive advantage;
- 4. apply HR solutions to case study examples.
ILO: Discipline-specific skills
- 5. evaluate concepts, theories, evidence and techniques of people management;
- 6. develop effective skills of written argument.
ILO: Personal and key skills
- 7. apply reason and justification to a written problem;
- 8. demonstrate the ability to work and study independently. Be self-motivated;
- 9. present an effective argument.
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled Learning & Teaching||22||Lectures (2 hours per week)|
|Scheduled Learning & Teaching||5||Seminars (1 hour per fortnight)|
|Guided Independent Study||44||Seminar preparation|
|Guided Independent Study||44||Reading & assignment preparation|
|Guided Independent Study||35||Writing assignment|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Seminar debates, self-assessed case studies & quizzes||In class||1-9||Verbal in class|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Individual essay||40||2000 words||1-9||Written feedback|
|Examination||60||2 hours||1-9||Verbal feedback on request. Generic feedback via ELE|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Essay (40%)||Essay (2000 words, 40%)||1-9||July/ August|
|Examination (60%)||Examination (2 hours, 60%)||1-9||July/August|
- Recapping HRM and HRM strategy
- Advanced selection and assessment
- Advanced performance measurement and management
- Advanced employee engagement
- HRM and employee well-being
- Technology and HR Analytics
- Workforce agility and flexibility
- Advanced equality, diversity and inclusion - Parts I and II
Indicative learning resources - Basic reading
Torrington, D., Hall, L., Taylor, S., & Atkinson, C (2017). Human Resource Management. London: Pearson.
Aquinis, H. Joo, & R.K. Gottfredson (2011). Why we hate performance management - and why we should love it. Business Horizons, 54, 503-507.
CIPD (2019). Diversity Management that works. An evidence-based view. Research report. London Chartered Institute of Personnel and Development.
Crawshaw, J., Budhwar, P., & David, A (Eds.) (2017). Human Resource Management: Strategic and International Perspectives (2nd edition). London: Sage.
Farnham, D (2015) Human Resource Management in Context; Strategy, Insights and Solutions. London: CIPD.
D, Guest. (2011) Human Resource Management and performance: still searching for some answers, Human Resource Management Journal, 21 (1) 3-13.
Horwitz, F. & Budhwar, P.S. (2015) Handbook of Human Resource Management. Cheltenham: Edward Elgar.
Taylor, S. (2011) Contemporary Issues in Human Resource Management. London: CIPD.
Macey, W. H., & Schneider, B. (2008). The Meaning of Employee Engagement. Indutstrial and Organisational Psychology, 1 (1): 3-30
Ulrich, D. & Dulebohn, J.H. (2015) Are we there yet? Whats next for HR? Human Resource Management Review 25, (2), 188-204.
Woods SA, West MA (2014). The Psychology of Work and Organisations, Cengage Learning EMEA.
ELE – College to provide hyperlink to appropriate pages
Web based and electronic resources:
CIPD (Chartered Institute for Personnel and Development) provides information on managing change, organisational change, change strategies, communicating change and resistance to change. The resources include factsheets, research reports and practical tools: https://www.cipd.co.uk/knowledge/latest-research
- Academy of Management Journal
- Academy of Management Review
- British Journal of Industrial Relations
- Employee Relations
- Harvard Business Review
- Human Recourse Management
- Human Resource Management Journal
- Human Resource Planning
- International Journal of Management Reviews
- Journal of General Management
- Journal of Management Development
- Journal of Management Studies
- Management Education and Development
- People Management
- Personnel Review
Module has an active ELE page?
Last revision date