MODULE SPECIFICATION – UNDERGRADUATE PROGRAMMES KEY FACTS Module name Module code School Department or equivalent UK credits ECTS Level Delivery location (partnership programmes only)

Human Resources Management (HRM) MS2107 Cass Business School UG Programme 15 7.5 5

MODULE SUMMARY Module outline and aims Human Resources (HR) is one of the most important functions in any business because organisations need people to run their operations and the human resource function looks after these valuable assets. This course is important, therefore, as learning about human resources is important to all individuals who will be involved in the business world in some way. Even though the HRM department is sometimes treated as support and not as important as finance or marketing, it has the capacity of making or breaking a company. The course will provide you with knowledge on a number of key practices and processes, all of which may affect the well-being of any workforce and it has the potential of giving the company its competitive advantage. You will have plenty of opportunities for learning about staffing, hiring, training, compensation, appraisal, termination and related employment laws. You will start seeing the value in treating the employee force as a human asset and you will understand the importance of having an employee oriented mindset. This module sets out to develop an understanding and practice of HR in an increasingly globalised world. It introduces the key contemporary knowledge on basic HR practices and processes. The approach is not only business focused but also context-sensitive and socially responsible. It aims to make it possible for you to: a) identify the key areas of human resource management, b) acquire an understanding of the developments, contingencies and key challenges facing human resources management and c) draw on a range of best practices in HRM and some international comparisons in human resource management.

Content outline The module will cover the main theories, techniques, policies, practices, constraints and contingencies in key areas of human resource management. - Scope and development of personal management, human resource management (HR) and strategic human resource management (SHRM) - Recruitment and selection - Training and management development - Career management and psychological contract - Employee appraisal and types of feedback - Remuneration and rewards - Comparative and international perspectives in human resource management - Role of strategy in human resource management.

WHAT WILL I BE EXPECTED TO ACHIEVE? On successful completion of this module, you will be expected to be able to: Knowledge and understanding: - Demonstrate knowledge of specifics in HRM and people management terminology, basic practices, procedures and processes - Demonstrate knowledge of the universals and theories in a field of HR basic principles and theories - Demonstrate knowledge of different methods and means of dealing with different HR issues the best practices, trends and models - Demonstrate understanding of facts and ideas by organizing, comparing and interpreting of HR and people management practices and processes Skills: - Analysis - examine and break information into parts by identifying motives or causes of people management processes. You will make inferences and find evidence to support generalizations - Synthesis - compile information together by combining elements of knowledge and analyzing specific HR practices and processes in different corporate examples

- Evaluation - present and defend opinions by making judgments about different HR and people management issues. These judgments will be made in terms of internal evidence of best practices as well as in terms of external labour market criteria of the most desired employers - Application - use new knowledge on HR and people management to solve problems in new situations by applying acquired knowledge, techniques and principles Values and attitudes: - Fairness - attach a value of fairness to HR and people management practices - Ethics - attach values of ethical and moral standards to HR and people management practices - Prioritizing - elaborate on what are the most critical HR processes and the most effective in particular contexts - Sensitivity - show consideration to people management issues HOW WILL I LEARN? The principal mode of learning will be through case studies and you will be expected to work in teams on structured discussions of cases. Teaching pattern: Placement hours

20

Selfdirected study hours 130

0

Total student learning hours 150

20

130

0

150

Teaching component

Teaching Contact type hours

Lectures

Lecture

Totals

WHAT TYPES OF ASSESSMENT AND FEEDBACK CAN I EXPECT? Assessments Coursework and exam. Assessment pattern: Assessment component

Assessment Weighting Minimum Pass/Fail? type qualifying

Coursework

Coursework

Exam – 2.25 hours

Written assignment, including essay Oral presentation and assessment Written Exam

10

mark 40

N/A

20

40

N/A

70

40

N/A

Assessment criteria Assessment Criteria are descriptions of the skills, knowledge or attributes students need to demonstrate in order to complete an assessment successfully and Grade-Related Criteria are descriptions of the skills, knowledge or attributes students need to demonstrate to achieve a certain grade or mark in an assessment. Assessment Criteria and Grade-Related Criteria for module assessments will be made available to students prior to an assessment taking place. More information will be available from the module leader. Feedback on assessment Following an assessment, students will be given their marks and feedback in line with the Assessment Regulations and Policy. You can expect to receive feedback on your group course work within 3 weeks via Moodle. Feedback will have qualitative comments both from the lecturer as well as from the peer groups (on class presentations). Assessment Regulations The Pass mark for the module is 40%. Any minimum qualifying marks for specific assessments are listed in the table above. The weighting of the different components can also be found above. The Programme Specification contains information on what happens if you fail an assessment component or the module.

INDICATIVE READING LIST Bratton John and Gold Jeff (2012) (5th ed) Human Resource Management: Theory and Practice. Palgrave Macmillan. Janasz, S. C., Sullivan, S. E. & V. Whiting (2004) Multiple mentors and intelligent networks: Career lessons for turbulent times, Academy of Management Executive, 17 (4): 7-91.

Ibarra, H. (2002) How to stay stuck in the wrong career? Harvard Business Review, Dec. 2002. Hansen, F. (2003) Diversity’s Business case doesn’t add up. Workforce.com. April: 2832. Thomas, D. A. (2001) The truth about mentoring minorities: Race matters. Harvard Business Review, April: 99-107.

Version: 2.0 Version date: May 2014 For use from: 2014-15 Appendix: see http://www.hesa.ac.uk/content/view/1805/296/ for the full list of JACS codes and descriptions CODES HESA Code 133

Description

JACS Code N600

Description

Business and Management Studies

The specific techniques involved in the management and development of an organisation's human resources.

Price Group D

Percentage (%) 100