Human Resource Strategy and Practice

BMAN31901 Human Resource Strategy and Practice 20 Semester 1 Undergraduate Level 3 Nathaniel Tetteh Unit coordinator Alliance Manchester Business School 1 FHEQ level (Framework for Higher Education Qualifications) ' Last part of a Bachelors ' European Credit Transfer & Accumulation System Rating : 10.0 The course takes a critical approach to study of HR Strategy and practices. It encourages students to delve into empirical and theoretical research literature to engage with and gradually increase their understanding of:-          The meaning of HRM; how forces external to the organisation shape HRM-          HR strategy and performance-          Pay and reward management-          Training and skills development and  the changing nature of skills-          HR planning, recruitment and selection-          Performance management and appraisal-          Employee involvement, participation and fair treatment at work.-          Recent trends in HR and employment practices-          Equality, diversity and work-life balance. The course takes a critical approach to study of HR Strategy and practices. It encourages students to delve into empirical and theoretical research literature to engage with and gradually increase their understanding of:-          The meaning of HRM; how forces external to the organisation shape HRM-          HR strategy and performance-          Pay and reward management-          Training and skills development and  the changing nature of skills-          HR planning, recruitment and selection-          Performance management and appraisal-          Employee involvement, participation and fair treatment at work.-          Recent trends in HR and employment practices-          Equality, diversity and work-life balance. The course aims to give students an understanding of how human resource management is planned and organised. More specific aims include:<ul> <li> To examine how and organization’s strategy informs HRM practice and how HRM, in turn, impacts on organizational performance, not just from a narrow economic perspective but also in terms of its impact on the wider society.</li> <li> To expose students to a range of theoretical frameworks and alternative views on how HRM works and what it means for organizations and different groups of workers.</li> <li> To apply these concepts critically in the in-depth study of key HR strategic practice areas such as recruitment and selection, learning and development, payment and reward, fair treatment, employee involvement, diversity management and work-life balance. </li></ul> At the end of the course students should be able to: a) Identify the links between HR Strategy, practices, contextual forces,  and organisational performance. b) Understand, review and critique academic work and organizational practice in selected areas of HRM, specifically in relation to HR strategy, policy and practice and considering fair treatment, equal opportunities, worker’s representation, involvement and well-being. -          Contextual, societal and organizational forces shaping HRM-          HRM, strategy and performance;-          Pay and reward management;-          Training and skills development and  the changing nature of skills-          HR planning, recruitment and selection-          Performance management and appraisal-          Employment involvement and participation.-          Recent trends in HR Strategy and employment practice-          Equality, diversity and work-life balance. Lectures and in-lecture exercises plus guest speakers when possible (HR practitioners and career advisors) and surgeriesSeminars and group discussions. 0 Other 100% Optional formative assignment: essay rehearsing answers to hypothetical exam questions.One exam (100%) - Informal advice and discussion during lectures and seminars. - Written feedback on optional coursework.   Only available to students on: Mgt/Mgt Specialism; IM; IBFE; Acctg. N Wilkinson, A., Redman, T. and Dundon, T (2017) Contemporary Human Resource Management: Text and Cases. 5 Edition. Harlow: Pearson.Marchington, M., Wilkinson, A., Donnelly, R., and Kynighou, A. (2016) HRM at Work, 6e, CIPD Publishing: LondonBoxall, P. and Purcell, J. (2015) Strategy and Human Resource Management, 4 Edition, Basingstoke: Palgrave MacMillanWilton, N. (2017) An Introduction to Human Resource Management. London: Sage. Lectures 27.5 Seminars 7.5 0 165 Pre-requisites: None Co-requisites: None Dependent courses: NoneProgramme Restrictions: Only available to BSc Mgt/Mgt Specialism; IM; IBFE; Acctg.