Module Details

BE416-5-AU-CO: Contemporary Human Resource Management

Note: This module is inactive. Visit the Module Directory to view modules and variants offered during the current academic year.

Year: 2016/17
Department: Essex Business School
Essex credit: 15
ECTS credit: 7.5
Available to Study Abroad / Exchange Students: No
Full Year Module Available to Study Abroad / Exchange Students for a Single Term: No
Outside Option: No

Staff
Supervisor: Dr Caleb Kwong
Teaching Staff: Dr Caleb Kwong
Contact details: Emma Aldridge, Undergraduate Administrator enich@essex.ac.uk

Module is taught during the following terms
Autumn Spring Summer

Module Description

This module introduces the students to human resource management and is concerned with the way in which organisations manage and elicit the best from their people. The course helps students understand the fundamentals of HRM in terms of recruitment, performance appraisal, reward management and employee relations. It focuses on contemporary issues and concepts such as flexibility of new firms, career development, redundancy process, empowerment, employment ethics, managing diversity and new management techniques. It is also concerned with the growing interest in organisational learning, culture, the technology-people interface and the impact of globalisation in the changing context of work on HRM, the strategic nature of HRM practice, and its impact on organisational performance.

The main aim of the course is to enable students to acquire a clear understanding of the changing nature of work and the role of HRM in different organisational and environmental contexts. Students will explore the diversity of HRM systems and practices in different national contexts and gain a thorough understanding of how the strategic role of HRM is played out in the context of internationalisation processes of firms and globalisation pressures. Critical to the process of contemporary HR management is the ability to organise the technology-human interface in a climate of constant change. Learning how to manage this change process and fostering organisational learning, employee motivation, rewards and pay, and understanding the changing nature of participation and employee relations in the current knowledge economy, so that students are equipped to play leading management roles, will also form part of the study for this module.

Learning and Teaching Methods

The following learning and teaching methods will inform the pedagogic process of the course:

Lectures, which will be developed around the key concepts as mentioned in the indicative course content and will use a range of cases from organisational practice to demonstrate the application of concepts to HRM.

Seminars, which will concentrate particularly on linking theoretical approaches with actual problems that arise in HRM practice.

Assessment

50 per cent Coursework Mark, 50 per cent Exam Mark

Coursework

Individual Essay - 50% ( 2500-3000 words)

Exam Duration and Period

2:00 during Summer Examination period.

Other information

The main aim of the course is to enable students to acquire a clear understanding of the changing nature of work and the role of HRM in different organisational and environmental contexts. Students will explore the diversity of HRM systems and practices in different national contexts and gain a thorough understanding of how the strategic role of HRM is played out in the context of internationalisation processes of firms and globalisation pressures. Critical to the process of contemporary HR management is the ability to organise the technology-human interface in a climate of constant change. Learning how to manage this change process and fostering organisational learning, employee motivation, rewards and pay, and understanding the changing nature of participation and employee relations in the current knowledge economy, so that students are equipped to play leading management roles, will also form part of the study for this module.

Bibliography

  • Main Textbooks
  • Beardwell, J. and Claydon, T. (2010) Human Resource Management. A Contemporary Approach. 6th Edition. Harlow: Prentice Hall.
  • Redman, T. and Wilkinson, A. (2009) Contemporary Human Resource Management. Prentice Hall: Harlow.
  • Marchington, M. and Wilkinson, A. (2008) Human Resource Management at Work. 4th Edition. CIPD: Harrogate.
  • Electronic Textbooks
  • Armstrong M (2008) Strategic human resource management [electronic resource]: a guide to action.
  • Armstrong M (2006) A handbook of human resource management practice [electronic resource]
  • Losey M, Meisinger S, Ulrich D (2006) The future of human resource management [electronic resource] : 64 thought leaders explore the critical HR issues of today and tomorrow
  • Ina, E (2009) Sustainable human resource management [electronic resource] : a conceptual and exploratory analysis from a paradox perspective. Heidelberg: Physica-Verlag
  • Recommended Readings:
  • York, K (2010) Applied Human Resource Management. Sage: London
  • Salaman G Storey J and Billsberry J (2006) Strategic Human Resource Management: Theory and Practice. OU: Milton Keynes
  • Torrington, D., Hall, L., Taylor, S., and Atkinson, C. (2009) Fundamentals of Human Resource Management. Prentice Hall: Harlow.
  • Muller-Camen, M. Croucher R. and Leigh S (2008) Human Resource Management. A case study approach. CIPD: London
  • Weightman, J. (2004) Managing People. CIPD: Harrogate
  • Collings, D. and Wood, G. (2009) Human Resource Management. A Critical Approach. Routledge: London
  • Gilmore S and Williams S (2009) Human Resource Management. OUP: Oxford
  • Banfield P and Kay R (2008) Introduction to Human Resource Management. OUP: Oxford
  • International Human Resource Management
  • Briscoe, D., Schuler, R. and Claus, L. (2009) International Human Resource Management. Routledge: London.
  • Dowling, P., Festing, M. Engle, A. (2008) International Human Resource Management. Cengage Learning: London.
  • McCourt, W. and Eldridge, D. (2003) Global Human Resource Management. Managing People in Developing and Transitional Countries. Edward Elgar: London.
  • Equality and Diversity
  • Daniels, K. and Macdonald, L. (2008) Equity, Diversity and Discrimination: A Student Text. CIPD: Harrogate.
  • Kandola, R. and Fullerton, J. (1998) Diversity in Action. Managing the Mosaic. Institute of Personnel and Development: Harrogate.
  • Kirton, G. and Green, A. (2005) The Dynamics of Managing Diversity: A critical approach (2nd edition). Oxford: Elsevier.
  • Training
  • Simmonds, D. (2007) Designing and Delivering Training. CIPD: Harrogate.
  • Employee Relations
  • Gennard, J. and Judge, G. (2005) Employee Relations. CIPD: Harrogate.
  • Farnham, D. (2002) Employee Relations in Context. CIPD: Harrogate.
  • Employment Law
  • Lewis, D. and Sargeant, M. (2009) Essentials of Employment Law. CIPD: Harrogate
  • Daniels, K. (2008) Employment Law: An Introduction for HR and Business Students. CIPD: Harrogate.
  • Recruitment and Selection
  • Barrett R and Mayson S (2008) International Handbook of Entrepreneurship and HRM. Edward Elgar: Cheltenham
  • Muller-Camen, M. Croucher R. and Leigh S (2008) Human Resource Management. A case study approach. CIPD: London
  • Billsberry J (2007) Experiencing Recruitment and Selection. Wiley: London
  • Cooper D Robertson I and Tinline G (2003) Recruitment and Selection - A framework for Success. Cenege: Padstow.
  • Gatewood R Field H and Barrick M (2008) Human Resource Selection. Thompson: Mason, OH
  • HRM in public sector
  • Farnham, D. and Sylvia, H. (1996) Managing people in the public services. Basingstoke: MacMillan Press Ltd.
  • Patton D Witt S Lovich N and Fredericksen P (2002) Human Resource Management - The Public Service Perspective. Houghton-Mufflin: Boston.
  • Berman, E., Bowman, J., West, J. and Van Wart, R. (2010) Human Resource in Public Service. Sage: London.
  • Sistare, S., Shiplett, M. and Buss, T (2009) Innovations in human resource management [electronic resource]: getting the public's work done in the 21st century.
  • Armonk, N.Y.: M.E. Sharpe. (e-book)
  • Reward management
  • White, G. (2000) Reward Management: a critical text. Abingdon: Routledge.
  • Performance Management
  • Beer M (2009) High Commitment High Performance. Jossey-Bass: San Franscisco
  • Varma A, Budhwar P and Denisi A (2008) performance Management Systems. Routledge: London.
  • Research Methods on HRM
  • Anderson A (2009) Research Methods in Human Resource Management. CIPD: London
  • Journals:
  • Human Resource Management Journal
  • International Journal of Human Resource Management
  • Administrative Science Quarterly
  • Academy of Management Perspectives
  • Journal of Organizational Change Management
  • Electronic Journal of Business Ethics and Organization Studies
  • European Industrial Relations Review
  • European Management Journal
  • Harvard Business Review
  • Journal of Common Market Studies [European Union]
  • Journal of European Industrial Training
  • Personnel Review
  • Organization Studies
  • Organizational Behaviour
  • Administrative Science Quarterly
  • British Journal of Industrial Relations
  • Journal of Management Learning
  • Other relevant resources:
  • People Management
  • The Chartered Institute of Personnel and Development (UK)
  • European Union Commission Reports
  • European Training and Development Federation

Further information