Unit Title: Organisational Behaviour Unit code: OB Level: Diploma In Human Resource Management Learning Outcomes and Indicative

Content: 1. Aims 1.1 Clearly understand the meaning and nature of organisational behaviour and its importance and relevance to management in a dynamic and changing world. Demonstrate in-depth knowledge and understanding of people within organisations through analysis of the individual processes at work. Understand the nature of groups and group processes. Key principles and practices of management should be related to effective leadership and the resolution of conflict within organisations. Appreciate the nature of interpersonal processes as they impact on people and work performance. Relevant processes include motivation and the creation of job satisfaction. Assess the ways in which organisational performance may be improved through organisational processes, such as communication and better use of people.

1.2

1.3

1.4

1.5

2.

Programme Content and Learning Objectives After completing the programme the student should be able to: 2.1 Understand the development of early management thought. This would include an appreciation of the main contributions of Scientific Management and Classical Management approaches to the study of people and organisations. Particular reference should be given to the work of F W Taylor, H Fayol and M Weber and the behavioural limitations of their approaches Understand the concept of a behavioural approach to management and recognise the value of behavioural science in understanding organisational behaviour Identify and evaluate developments in organisational behaviour and management thinking Develop an awareness and understanding of the ways in which human behaviour is influenced in organisations Outline the importance of the individuals contribution to the organisation and factors affecting behaviour Recognise the significance of attitudes, their functions, change and measurement with reference to the culture of the organisation Understand the process of perception, attribution and the problems that may arise

2.2

2.3

 Differentiate between attitudes and opinions and understand problems arising from surveys and their assessment Explain the principles and problems in the process of attitude change within the workplace and recognise the impact of behavioural issues on attitudes 2.4 Appreciate the major difficulties in studying personality and approaches taken Apply the key issues of personality studies to the organisation. Understand the links between personality and motivation. Identify the nature and extent of the factors which create stress, assess its effects and appreciate the various types of adjustive reaction Understand the role of the manager in stressful situations Define motivation and understand how people are motivated in different ways Understand the basic theories of motivation and assess developments in thinking, in particular theories of expectancy, equity and an integrated model Analyse problems of motivation in the work place and the links to effectiveness Contrast the implications for the manager of different theories and evaluate their relevance to specific work situations Explain the nature and meaning of job satisfaction and its relationship to performance Analyse the dimensions of job satisfaction and work performance together with the variables that affect them. Appreciate the sources of frustration and alienation at work and consider the role and effectiveness of performance appraisal Understand and appraise the main approaches to improving job design and work organisation Assess broader organisational approaches to job design including task/job characteristics, flexible working, involvement, empowerment, and quality circles Understand the link between motivation, management style and job design Explain the meaning and nature of groups. Identify different types of groups and understand the process of group formation and development Appreciate the factors influencing group cohesion and performance Assess the determinants of group cohesiveness and effectiveness including social and interpersonal relationships

2.5

2.6

2.7

 Distinguish between different functions and member roles in teams and teamwork Assess the nature of team spirit and effectiveness. Recognise the importance of understanding the operation of work groups 2.8 Understand the meaning and importance of leadership in work situations Recognise the nature of leadership and the exercise of power and authority Examine leadership as an aspect of behaviour and explore theories including trait, style and contingency Appreciate the variables which determine effective managerial leadership Explain the sources and causes of conflict and the effects of conflict within the organisation Understand the role of the manager in the management of conflict, identifying both the positive and negative effects of conflict Assess the managerial issues in conflict, understand different models and styles of conflict resolution and appraise their relevance for the manager in handling conflict Analyse specific conflict situations and plan a strategy for reduction and/or resolution of conflict Specify the steps in the communication process and identify individual and organisational obstacles/barriers to effective communication Examine the formal and informal communication systems and recognise the need for effective communication in the fulfilment of management functions Appreciate the dimensions of non-verbal communication. Understand techniques and strategies to improve communications

2.9

2.10

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which four must be answered. All questions carry 25 marks. Business format: candidates will be expected to comply with format requirements in questions. Marks for presentation will normally be awarded.

Reading List TITLE AUTHOR PUBLISHER AND DATE ABE, 2001 Prentice Hall, 6th Ed., 2001 ISBN 0-27365-147-1

Organisational Behaviour ABE Study Manual Organisational ABE Behaviour Management and Organisational Behaviour L. Mullins

Ordering Books
ABE Study Manuals are available only for subjects common to the Business Administration programme and can be purchased from the ABE office in Wimbledon or ordered from ABE using the Study Materials Order Form (see website www.abeuk.com). All other titles are available to purchase from the websites indicated below or from good local booksellers. The simplest way to order a particular textbook is to enter the ISBN into a websites search engine or to quote the title and ISBN to a bookseller when ordering. Amazon www.amazon.co.uk or www.amazon.com Click on the Books tab and enter the ISBN into the search engine. Amazon is the most useful Internet site for ordering books from the Reading List. Pearson Education www.pearsoneduc.com Click on Search and enter the ISBN into the search engine. Books published by Prentice Hall, Addison-Wesley and Longman are available to order from here. Note that other publishers websites can be found by entering the name of the publisher in a search engine such as Google (www.google.com) or Yahoo (www.yahoo.com). Organisational Behaviour Specimen Questions & Answers Questions and Answers for examinations in Organisational Behaviour are published on the ABE website www.abeuk.com and are also available in booklets from the ABE office (see website for order details).

Unit Title: Business Communication and Presentation Level: Diploma In Human Resource Management Learning Outcomes and Indicative Content: 1. Aims 1.1

Unit code: BCP

1.2 1.3

1.4

Maximise personal business communication skills, necessary both within the organisation and for communication with external audiences. Appreciate the internal mechanisms needed for business communication and how to ensure that these are effective. Learn to deal with different types of data, particularly for the purpose of presenting information that is visually appealing and professionally produced. Understand the role of information technology in the business communication environment and the efficiencies that these opportunities bring to the world of work.

2.

Programme Content and Learning Objectives After completing the programme the student should be able to: 2.1 Understand the communication process, barriers to it, techniques for overcoming them and for assessing the effectiveness of communication Acknowledge the different modes of communication, including face-to-face interactions, letters, memos, telephone contact, electronic mail, the internet and video conferencing and assess the relevant advantages and disadvantages of each one Produce and use appropriately a range of written communications including, electronic mail messages, memos, letters, briefs, direct mail, reports, press releases and job descriptions Understand the key elements of word processing, including page layout, typefaces and fonts, and printing and other computer software applications Understand the purposes of presentations and speeches and how to prepare for their delivery Demonstrate the choice and use of visual aids Appreciate how to use the telephone effectively and the importance of listening skills

2.2

2.3

2.4

Identify the use of visual communications in the presentation of information, including the role and value of graphics and multimedia Understand basic statistics and how to organise this data into statistical information as part of a visual presentation Identify different types of meetings and interviews Understand the formal structures, procedures and documentation necessary for successful meetings and interviews Understand the use of Information Technology in business organisations, including telecommuting, work group computing, bulletin board systems, commercial services and use of the Internet, including global perspectives such as the worldwide web Appreciate the value of personal computing in communication, including word processing, desktop publishing, electronic publishing and presenting, and organising and gathering information via spreadsheets, databases and browsers Appreciate the use of input devices such as the keyboard, pointing devices and scanners Understand how output devices work, such as screen displays, large computer systems and microcomputer systems

2.5

2.6

2.7

2.8

2.9

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which four must be answered. All questions carry 25 marks.

Reading List TITLE Business Communication and Presentation ABE Study Manual Business Communication and Presentation The Essence of Effective Communication Ordering Books ABE Study Manuals are available only for subjects common to the Business Administration programme and can be purchased from the ABE office in Wimbledon or ordered from ABE using the Study Materials Order Form (see website www.abeuk.com). All other titles are available to purchase from the websites indicated below or from good local booksellers. The simplest way to order a particular textbook is to enter the ISBN into a websites search engine or to quote the title and ISBN to a bookseller when ordering. Business Communication and Presentation Specimen Questions & Answers Questions and Answers for examinations in Business Communication and Presentation are published on the ABE website www.abeuk.com and are also available in booklets from the ABE office (see website for order details). Amazon www.amazon.co.uk or www.amazon.com Click on the Books tab and enter the ISBN into the search engine. Amazon is the most useful Internet site for ordering books from the Reading List. Pearson Education www.pearsoneduc.com Click on Search and enter the ISBN into the search engine. Books published by Prentice Hall, Addison-Wesley and Longman are available to order from here. ABE R. Ludlow & F. Panton AUTHOR PUBLISHER AND DATE

ABE, 2001 Prentice Hall, 1992 ISBN 0-13284-878-3

Note that other publishers websites can be found by entering the name of the publisher in a search engine such as Google (www.google.com) or Yahoo (www.yahoo.com).

Unit Title: Human Resource Management Unit code: HRM Level: Diploma in Human Resource Management Learning Outcomes and Indicative Content: 1. Introduction It is a truism to claim that people are an organisational resource indeed, for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength. Human Resource Management is about the managerial and leadership processes which enable people to give of their best in todays turbulent working scenarios. To that end, the syllabus content is less concerned with the academic study of human and organisational behaviour, but concentrates more on the development of effective, pragmatic, yet innovative solutions to the issues surrounding the need to maximise peoples productivity, efficiency and effectiveness. Against this conceptual background, the aims for the subject are as follows: 2. Aims To develop the students knowledge and understanding of: 2.1 Individual differences, especially in such fields as learning, personality, motivation and attitudes, with particular reference to the relevance of such differences for recruitment, selection, deployment, development, and employee performance in an organisational setting. The changing nature of the psychological contract between organisations and their employees, together with the implications for employability, flexible working, commitment, and managerial leadership. Each major dimension of human resource management in practice, i.e., human resource planning, recruitment, selection, induction, training/development, reward systems, and people review/appraisal. Techniques for effective communication in all work-related situations, i.e., with subordinates and with seniors, through collective representational procedures, and with teams.

2.2

2.3

2.4

3.

Programme Content and Learning Objectives Note that all the following objectives are concerned principally with practical application rather than academic theory. Students will be expected to familiarise themselves with all relevant underpinning theories, but the emphasis in the tuition process and in the examination will concentrate on specific techniques for resolving human resource issues and for improving people performance across all types of organisation. After completing the programme the student should be able to: 3.1 Differentiate the fundamental characteristics of people, with particular regard to such factors as culture, gender, ethnicity, personality, attitudes, and motivation, and assess the implications of such differences for the purposes of effective human resource management. Clarify the mechanisms for individual and organisational learning, including ways of enhancing the effectiveness of deliberate learning processes and of overcoming the barriers to productive learning, again with a focus on the significance of learning from the viewpoint of enhancing organisational effectiveness. Recognise the significance of the emergent psychological contract in terms of new employer expectations about added value, employability, and the factors which will continue to influence the nature of employment in the vast majority of organisations. Apply alternative systems of flexible working to meet fluctuating corporate needs. Accept the obligations of ethicality governing the actions of managers, employees, and corporate entities. Acknowledge the differences between management and leadership against a background in which organisations are moving from a focus on compliance to a desire for commitment, and recommend the installation of appropriate mechanisms for generating employee commitment in all types of corporate setting. Maximise individual and collective employee performance, in specific organisational, functional, departmental or managerial scenarios, through effective motivation, job design, reward/recognition processes, and performance management. Handle difficult people-management situations through systematic grievance-handling mechanisms, directive or nondirective counselling, coaching, and ultimately by means of disciplinary action and dismissal.

3.2

3.3

3.4

3.5

3.6

3.7

3.8

3.9

Apply each of the procedures and skills associated with the major arenas for personnel management, viz., human resource planning, recruitment, selection, induction, training/development, reward/recognition, review/appraisal, employee relations, welfare, health and safety responsibilities, discipline, and grievancehandling, in both remedial and continuous-improvement circumstances. (Several of these themes are mentioned elsewhere in the syllabus, but are repeated here in order to ensure completeness.) Communicate effectively in all relevant organisational situations, i.e., meetings, presentations, and negotiating.

3.10

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which four must be answered. All questions carry 25 marks

Reading List: Essential Reading Managing People: A Practical Guide Human Resource Management Additional Reading The Essential Guide to Developing Your Staff Trust and Transition: Managing Todays Employment Relationship Principles of Human Resource Management Human Resource Management Alasdair White Peter Herriot, Wendy Hirsch and Peter Riley David Goss by Barry Cushway (London: Piatkus) (Chichester: Wiley, 1998) Michael Armstrong Derek Torrington and Laura Hall (London: Kogan Page) (Prentice-Hall, 1998, 4th edition)

(London: Routledge, 1994) (London: Kogan Page, 1994)

Students should also read suitable quality newspapers and periodicals for articles about human resource management (covering new techniques or applications in named companies), and if possible should download up-to-date thinking via suitable search engines on the Internet.

Unit Title: Human Resource Development Unit code: HRD Level: Diploma In Human Resource Management Learning Outcomes and Indicative Content: 1. Introduction Quality and continuous improvement, flexibility and adaptability and the ability to exploit knowledge and expertise are necessary for an organisations survival and success. These attributes need to be developed in all of the organisation's assets its property, plant, equipment, products and services and in its people, the organisations human asset. An organisation which believes that its people are its most important asset must constantly strive to achieve maximum effectiveness from those assets. Making the asset work harder is one approach but has limited sustainability. Developing the human asset has the potential for long term, continuous improvement in the performance of the organisation, and might bring further competitive advantage as the human asset gains from individual development and becomes a unique asset which competitors cannot copy. The satisfaction of employees is not the primary objective of organisations, but there are circumstances where the organisations need for optimum use of the human asset coincides with the individuals development of skills, confidence, aspirations and circumstances. It is not enough to recruit and put to work an appropriate number and variety of people. Continuous improvement of performance to achieve increasing flexibility, adaptability and application of knowledge and expertise demands continuous employee development. 2. Aims 2.1 2.2 To enhance students knowledge and understanding of the principles and nature of learning and development. To encourage critical appraisal of the range of relevant concepts, theories and practices in the field of Human Resource Development. To reinforce and improve students ability to apply the processes of development of human assets in an organisational context.

2.3

3.

Programme Content and Learning Objectives The content and objectives outlined represent a framework for the practice of Human Resource Development. Differences of academic and practical opinion must be taken account of and the objectives are not to be taken as exclusive or limiting.

After completing the programme the student should be able to: 3.1 Appreciate a variety of definitions of HRD Understand the need for development and the potential benefit to individuals and to organisations of continuous learning and development Understand barriers to learning and to development Understand a variety of theories of learning and of development and be able to critically discuss differences in these theories Recognise distinctions between individual, organisational, management, career and professional development and discuss processes relevant to each Recognise how the characteristics of organisational culture and leadership influence an organisation's approach to human resources development Understand the impact of the organisational environment and of strategy to approaches to training and development Apply processes of performance assessment, performance appraisal and performance management Understand distinctions between assessment to determine reward and assessment in the context of employee development and critically appraise circumstances where these objectives are in conflict Recognise reward as an element of motivation and understand the fundamentals of the theories of Herzberg and Maslow Provide a critical review of a variety of opinions and circumstances in distinguishing between training and development Describe similarities and differences in the established traditional processes of training and of employee development Discuss the difficulties of evaluating the benefits of training and development and their relevance to an organisations culture and strategy Understand the reasons for the increasing attention to management development Recognise the wide variety of views about what management development means and how it might be done, including the competence-based approach and accidental, opportunistic and planned processes Recognise the relevance of organisational culture and leadership and understand the clarity of objectives and the individual interest

3.2

3.3

3.4

3.5

3.6

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which four must be answered. All questions carry 25 marks.

Reading List TITLE

Human Resource Development

AUTHOR
Torrington, Hall and Taylor

PUBLISHER AND DATE

Pearson Education, 5th Ed., 2001 ISBN 0-27364-639-7 Pearson Education, 4th Ed., 2003 ISBN 0-27367-911-2

Human Resource Management

Human Resource Management A Contemporary Approach

Beardwell and Holden

To order click on www.pearsoneduc.com and enter ISBN.

See also page 56 Comment for more information on the two IT textbooks above.

Unit Title: Economics Unit code: Econs Level: Diploma in Human Resource Management Learning Outcomes and Indicative Content: 1. Aims 1.1 1.2 1.3 1.4 Acquire an understanding of fundamental economic theories, concepts and policies. Apply microeconomic principles and concepts to decision making in a business environment. Understand the general macroeconomic environment and its effect upon business organisations and their markets. Acquire an understanding of international trade and the economic mechanisms employed to control and facilitate it.

2.

Programme Content and Learning Objectives: After completing the programme the student should be able to: 2.1 Define the problem of scarcity, opportunity cost, the functioning of free market, command and mixed economies and the difference between macroeconomics and microeconomics. Describe and interpret the basic theory of consumer behaviour and demand including the concept of utility, the law of diminishing marginal utility, the distinction between Giffen, inferior and normal goods, the distinction between substitute and complementary goods, the difference between individual and market demand, and the notion and measurement of elasticity (own-price, cross and income elasticity). Employ the theory of supply from a fundamental understanding of costs; define the difference between the short-run and the long-run; differentiate between fixed, sunk and variable costs; derive marginal, average and total costs; understand the nature and relevance of economies and diseconomies of scale and the concept of elasticity of supply. Describe the application of supply and demand analysis to the working of markets both in equilibrium and disequilibrium, including examination of the effects of price restrictions, quotas, subsidies and taxation. Examine the effect of different markets structures (perfect competition, monopoly, monopolistic competition and oligopoly) upon the conduct (particularly pricing policy) and performance of profit maximising and non-profit maximising (sales revenue, market share and managerial utility maximising) business organisations, and give examples of the forms and effects of government intervention in this area.

2.2

2.3

2.4

2.5

2.6

Understand how exchange rates are determined, the main alternative exchange rate regimes and their advantages and disadvantages. Explain the rationale for international trade agreements and organisations (e.g. the World Trade Organisation), tariffs, quotas and other measures of trade protectionism. Evaluate national income as a measure of societal well being and derive it through its various methods of measurement. Explain the main components of National Income Accounts (Consumption, Investment, Government Expenditure and Foreign Trade.) Explain the determination of the equilibrium levels of national income in terms of the simple Keynesian macroeconomic model. Describe the functions of money and the role of the banking system in the creation of money. Explain the relationship between the money supply, growth and inflation. Understand and interpret the main objectives of government macroeconomic policy and the rationale for the various policies used to achieve these objectives. Employ the aggregate supply and demand model to analyse the likely effects of fiscal and monetary policy upon output, employment, the price level, and the balance of payments. Explain the fundamental principles of comparative advantages and specialisation and their relevance to international trade. Explain the terms of trade, balance of trade and balance of payments accounts.

2.7

2.8

2.9

2.10

2.11

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Section A is composed of eight shortanswer compulsory questions and Section B contains five questions of which three must be answered. Section A is worth 40% of the total marks available and Section B is worth 60% of the total marks.

Reading List: Essential Reading Introduction to Positive Economics Lipsey, R.G. and Chrystal, A.K. (Oxford University Press)

Additional Reading Economics Economics Dictionary of Economics and Rees R. The Economic Review Begg, D. Fischer, S. and Dornbusch, R. Sloman, J. Bannock G. Baxter, R.E. (McGraw-Hill) (Harvester-Wheatsheaf) (Penguin)

Unit Title: Employment Relations Unit code: ER Level: Diploma 2 Learning Outcomes and Indicative Content: Candidates will be able to: 1. Understand, analyse and discuss the nature of the employment relationship 1.1 1.2 1.3 1.4 1.5 1.6 2. and discuss the parties with interests in the employment relationship Examine and explain the wage-work bargain and effort bargain Analyse the factors affecting the employment relationship Identify types of employment relationship Explain and discuss the psychological contract Identify, analyse and discuss the conventions, institutions, rules and factors affecting the employment relationship

Describe, analyse and critically evaluate the background to employment relations 2.1 2.2 2.3 2.4 2.5 Examine and explain the concept of good employment relations Identify and compare methods of regulating the employment relationship Examine and critically evaluate perspectives and theories of the employment relationship Describe and review the economic, political and social contexts of employment Describe, examine and review the European Union and international bodies such as the International Labour Organisation Understand the implications for employers, employees, unions and the state

2.6 3.

Identify and critically evaluate the role of the employer in employment relations 3.1 3.2 3.3 3.4 3.5 Identify and discuss employers objectives, rights and duties Understand and review corporate strategy, HR strategy and employment relations strategy Understand and explain managing with and without trade unions Identify and describe the roles of managers, line managers and HR professionals in employment relations Describe and critically evaluate the roles and activities of employers organisations

4.

Identify and critically evaluate the role of the employee in employment relations 4.1 4.2 4.3 4.4 4.5 Identify and discuss employee rights, obligations and responsibilities Examine and review employee needs and expectations in the employment relationship Describe and discuss employee reward and benefits Understand, discuss and assess the nature of employee knowledge, skills and effort Describe and critically evaluate the roles and activities of unions and employee representation

5.

Identify and critically evaluate the role of the state in employment relations 5.1 5.2 5.3 5.4 5.5 5.6 Identify and discuss the elements of public policy and the state Describe and analyse the roles of the state as employer, legislator and third party Understand how employment standards are protected Describe, compare and contrast conciliation, arbitration and mediation Describe and understand the roles of public agencies and institutions Describe and examine the international regulation of employment

6.

Describe, understand and apply the legal background to employment relations 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8. 6.9 Describe and discuss the contract of employment Identify the sources of the contract Understand and review the termination of the contract Examine and discuss the regulation of discrimination in employment Describe and review pay and working time issues Describe and critically evaluate other employee rights Identify and examine the roles of employment tribunals Outline and understand the elements of collective employment law Understand the importance of good employment practices

7.

Identify, describe and explain employment relations frameworks that maximise employee commitment and engagement 7.1 7.2 7.3 7.4 7.5 Describe and critically evaluate the employers search for productivity, efficiency, commitment, engagement and control Identify, discuss and examine different approaches to work organisation Understand and examine the concepts of fairness, mutuality and performance at work Identify and critically examine high performance work systems Describe and examine the links of employment relations with other HR activities

8.

Describe, analyse and critically evaluate the promotion of employee involvement in organisations 8.1 8.2 8.3 8.4 8.5 Describe and review the aims and objectives of employee involvement practices Identify, describe and analyse types of employee participation Discuss and review information, communication and consultation Identify, describe and analyse autonomous work groups, job enlargement and job enrichment Describe and examine problem-solving groups and managing quality

9.

Describe and understand the management of conflict in organisations 9.1 9.2 9.3 9.4 9.5 9.6 Identify, describe and critically evaluate types of conflict at work Describe and examine manifestations of employment, workplace and industrial conflict Describe and critically evaluate techniques for resolving conflict Identify, describe and review employee grievances Identify, describe and review collective disputes Identify, describe and review disciplinary rules and procedures

10.

Describe, analyse and review the elements of collective bargaining 10.1 10.2 10.3 10.4 10.5 Describe and analyse the nature and scope of collective bargaining Describe, examine and review substantive and procedural agreements Describe, examine and review bargaining units, bargaining agents and bargaining outcomes Identify and describe bargaining levels Identify and critically evaluate theories of collective bargaining

11.

Identify and apply the skills of negotiation 11.1 11.2 11.3 11.4 11.5 11.6 Identify and examine the purposes and types of negotiation: individual and collective Examine and discuss intra-organisational, distributive, integrative bargaining Describe and analyse preparation for negotiation Identify, describe and examine the stages in negotiation Describe and review the techniques used in negotiation Describe and identify how agreements are concluded and negotiating outcomes evaluated

12.

Describe, analyse and critically evaluate current issues in employment relations 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 Describe and analyse changing sectoral and occupational structures Describe, analyse and review the size and distribution of the workforce Describe and analyse labour market segmentation Critically review developments in work and the organisation of work Examine and review diversity and equality Examine and review work-life balance, bullying and harassment Examine and review job insecurity and work intensification Critically evaluate the de-institutionalisation of employment relations Analyse and critically evaluate power, control and legitimacy in the employment relationship

Assessment Criteria: Assessment method: written examination Length of examination: three hours Candidates must answer four questions from a choice of eight, each question carrying equal marks

Recommended Reading Gennard, J and Judge, G Employee Relations (2006), CIPD ISBN: 1843980630 Kersley, B, Alpin, C, Forth, J, Bryson, A, Bewley, H, Dix, G, Oxenbridge, S Inside the Workplace: findings from the 2004 Workplace Employment Relations Survey, (2006), Routledge ISBN: 0415378133 Edwards, P (ed) Industrial Relations: theory and practice, (2003), Blackwell ISBN: 0631222588

Unit Title: People Planning and Resourcing Level: Diploma 2 Learning Outcomes and Indicative Content: Candidates will be able to: 1.

Unit code: PPR

Critically evaluate the rationale for people (human resource) planning 1.1 1.2 1.3 1.4 Describe the purposes of people planning Explain the potential benefits of people planning Assess the disadvantages and dangers of people planning Establish the extent to which the effort and investment implied by constructing a people plan can be justified in cost-effective terms

2.

Understand and assimilate the principles behind people planning 2.1 Acknowledge the necessity for strong alignment, bundling, and positive links between the people plan and the high-level strategic purposes of the organisation Recognise the role played by corporate politics (functional/ personal allegiances and the distribution of power) as a factor in influencing the design of people plans

2.2

3.

Recognise the importance of all internal factors when designing the people plan 3.1 Describe and apply systematic processes for analysing the strengths and weaknesses of a workforce (in relation to the organisations future human resource requirements) Understand the ways in which key indices of organisational performance through people productivity, absence, turnover and retention may be calculated, and how the resultant analysis may be interpreted in order to undertake remedial action where necessary Examine the implications of differential age and other demographic patterns among specified categories and groups of employees Undertake a reasoned critical evaluation of the degree to which employee commitment and engagement may be explicitly sought by an organisation, and why employee commitment/ engagement may be thought to be desirable Apply the above knowledge and skills to specified organisational scenarios

3.2

3.3 3.4

3.5

4.

Recognise the importance of all external (environmental) factors when designing the people plan 4.1 4.2 4.3 4.4 Describe the features of the labour market and their application in corporate people planning Present a well-informed set of predictions concerning the future labour market Assess the implications of globalisation on labour markets Evaluate the significance of other external variables such as political, economic, social and technological factors for the design of people plans Apply the above knowledge and skills to specified organisational scenarios

4.5 5.

Assemble and devise suitable implementation and monitoring processes to reinforce the people plan 5.1 5.2 5.3 Understand the general principles governing the structure and content of a meaningful people plan Recognise the need to incorporate provision for unexpected events and opportunities into the people plan Create mechanisms for measuring and monitoring progress with the implementation of a people plan

6.

Describe and understand the major approaches to people resourcing used by organisations in the modern world 6.1 6.2 Recount the high-level purposes of people resourcing Explain the principal ways in which people resourcing may be undertaken, via traditional/systematic models and techniques or through a transformational vision for employee engagement Recognise and appreciate the contingencies that may affect approaches to people resourcing, e.g., in the public sector, in manufacturing, in service businesses, in multinational enterprises, etc

6.3

7.

Fully comprehend the background to recruitment and selection 7.1 Describe and explain the criteria for designing and implementing recruitment/selection strategies, procedures and systems, both in general and also when catering for specified scenarios Understand the legal and ethical background to recruitment and selection, with special reference to relevant legislation Ensure that recruitment/selection processes do not unfairly discriminate on grounds of gender, ethnic differences, age, religion, and disability Evaluate the specific recruitment and selection processes used by organisations when recruiting across national borders

7.2 7.3

7.4

8.

Describe and understand what is involved in recruitment 8.1 8.2 8.3 Explain and critically evaluate the various methods of recruitment available to organisations, including the use of specialist agencies Select appropriate methods of recruitment to resolve previously defined requirements Examine the use of job descriptions, accountability profiles, person specifications and competency frameworks as tools to underpin an effective recruitment system

9.

Describe and understand what is involved in selection 9.1 9.2 9.3 9.4 Explain and critically evaluate the various methods of selection available to organisations Recommend appropriate methods of selection that may be used when selecting for specific (individual or collective vacancies, both permanent and temporary) Systematically analyse the effectiveness of the selection interview, psychometric testing, and assessment centres Apply and justify suitable selection techniques for defined and special-case scenarios, e.g., for transient organisations

10.

Measure the effectiveness of recruitment and selection 10.1 10.2 10.3 10.4 Explain why it is important to measure the effectiveness of recruitment and selection Recognise the problems of measurement, including the establishment of meaningful criteria and the influence of intervening factors/variables Understand the concepts of reliability and validity when applied to recruitment and selection Create, defend and justify improvements to recruitment and selection processes, both when remedial action is required and also as part of a continuous development philosophy

11.

Describe, explain and apply systematic and businesslike methods for encouraging employee retention and managing employee departures (through turnover, retirement, redundancy or dismissal) 11.1 11.2 11.3 Recount both the benefits and hazards associated with devising specific mechanisms to improve employee retention Describe and implement methods for measuring and analysing labour turnover, both in general and for specified groups of employees Understand the various mechanisms available to organisations in order to manage employee retirements and redundancy programmes in ways that are legally and ethically compliant, yet also businesslike Outline the principles and objectives that should govern the design and application of an organisations dismissal procedure Create systems for measuring employee absence, and costeffective routes to reduce employee absence when it becomes a problem requiring solutions

11.4 11.5

12.

Creating an employer of choice strategy 12.1 12.2 12.3 Describe what is meant by the employer of choice attribution Outline the benefits for becoming an employer of choice Explain and justify the ways in which an organisation should seek to become an employer of choice

Assessment Criteria: Assessment method: written examination Length of examination: three hours Candidates must answer four questions from a choice of eight, each question carrying equal marks

Recommended Reading Taylor, S People Resourcing (3rd edition 2005) CIPD ISBN: 1843980770 Taylor, S The Employee Retention Handbook (2002) CIPD ISBN: 0814405525 Bratton, J and Gold, J Human Resource Management Theory and Practice (2003) Palgrave Macmillan ISBN: 0333993268

Unit Title: Personnel Information Systems Unit code: PIS Level: Diploma 2 Learning Outcomes and Indicative Content: Candidates will be able to: 1. Explain and discuss the contribution that personnel information systems can make to organisational communications and the effective management of human resources at strategic, tactical and operational levels of organisations 1.1 1.2 1.3 Discuss and evaluate the competitive advantage gained through effective personnel information management Understand and explain the capacity of personnel information systems to enhance organisational communication Recognise the potential of personnel information systems for maintenance and analysis of employee records and the provision of statistical and managerial reports to support decision making in the domain of human resource management

2.

Compare and contrast the types and characteristics of subsystems that make up personnel information systems at different organisational levels 2.1 Understand and discuss the purpose of operational/transactional systems e.g. collection of absence, payment, accident, training and development data Discuss the role of reporting/control systems for the identification of human resource management targets/objectives and the generation of reports for effective planning and control decisions Explain in outline the role of executive information systems for the strategic management of human resources, e.g. collection and analysis of labour market data for forecasting of staffing requirements in support of corporate goals Describe the role of decision support systems in the analysis and evaluation of personnel management projects, e.g. evaluation of different scenarios using what if approach/sensitivity analysis Recognise the potential for the application of expert systems e.g. for training and development: understanding of legal issues; explanation of disciplinary procedures.

2.2

2.3

2.4

2.5

3.

Compare and contrast different methods for the collection and storage of personnel records 3.1 Understand and discuss the different approaches to organising personnel records and their relationships logically e.g. hierarchical, network, relational and object-oriented database structures Understand and explain the purpose of Database Management Systems

3.2 4.

Understand and apply the basic techniques for the analysis and modelling of personnel information systems 4.1 4.2 4.3 Understand the conventions of flow charts and apply this technique to the analysis of simple personnel procedures Understand the conventions of data flow diagramming and apply this technique to the analysis of simple personnel procedures Understand the principles of spreadsheet modelling and its application to information modelling and the processing of personnel data into information

5.

Identify, evaluate and discuss the key factors in the successful design of personnel information systems based on their knowledge and evaluation of basic design methods 5.1 5.2 Understand the systems development life cycle. Discuss its strengths and weaknesses Understand the concept of the rapid applications development approach

6.

Develop an understanding of, and be able to specify, the records needed for generating information for management of personnel issues 6.1 Identify and review the operational decisions that are made both routinely and exceptionally e.g. in relation to absence, discipline, maternity/paternity, grades and pay, employee skills Identify and review the records that need to be kept in order to inform these operational decisions Understand and explain the database management systems needed to generate reports to inform decision-making at the operational level

6.2 6.3

7.

Develop an understanding of the processes and systems available for planning and control of personnel policies and programmes 7.1 Understand and discuss the principles of planning and control as applied in personnel information systems e.g. generic budgetary planning and control systems; the potential for analysis, planning and monitoring policies for employee salaries, incentive payments and fringe benefits Explain the basic informational aspects of forecasting and gap analysis processes

7.2

8.

Understand the processes of planning future personnel requirements derived from the overall strategic aims of the organisation and knowledge of the labour market context 8.1 8.2 Understand and explain the informational aspects of the processes of planning future skill needs Understand and explain the processes of recruitment and selection and identify the informational requirements and decision points Recognise the analysis and reporting potential of recruitment and selection modules in personnel information systems Recognise the potential of the Internet for on-line recruitment and selection

8.3 8.4

9.

Understand how personnel information systems can facilitate the training and development of staff 9.1 Understand the informational needs of the processes involved in the development of human resources e.g. planning and monitoring performance appraisals, training and development, career development Recognise the analysis and reporting potential of development modules in personnel information systems.

9.2

10.

Ensure that the management of the personnel information systems is carried out within the requirements of the current legal framework and in accordance with ethical and professional obligations 10.1 10.2 Explain and discuss: the principles of data protection; ethical and professional obligations Understand in essence other legal and ethical implications e.g. the Freedom of Information Act, The Human Rights Act, Employment Practices, Data Protection Code.

Assessment Criteria: Assessment method: written examination Length of examination: three hours Candidates must answer four questions from a choice of eight, each question carrying equal marks

Recommended Reading Lucey, T Management Information Systems (9th edition, 2004) Thompson Learning ISBN: 1844801268 Martin, M and Jackson, T Personnel Practice (4th edition, 2005) CIPD ISBN: 1843981025 Additional Reading Bee, F and R Managing Information and Statistics (2nd edition, 2005) ISBN: 0852929951 Elliott, G Global Business Information Technology (2004) Pearson Ed ISBN: 0321270126

Unit Title: Principles of Law Unit code: PBL Level: Diploma in Human Resource Management Learning Outcomes and Indicative Content: 1. Aims 1.1 Acquire an understanding of the principles of Common Law system within the students own legal system and how it affects their business life. Acquire a knowledge of the legal environment in which businesses operate in the domestic and international market place. Acquire an understanding and practical application of the principles and concepts of the system of justice within the business community. Acquire an understanding of the principles and practical implications of the law of business. Acquire an understanding and practical application of the principles and concepts of the law of contract. Acquire an understanding and practical application of the principles and concepts of the law for the protection of the customer and final consumer. Acquire an understanding and practical application of the principles and concepts of the law of employment and industrial relations. Acquire an understanding and practical application of the principles and concepts of the law of tort as it applies to the world of business.

1.2

1.3

1.4 1.5 1.6

1.7

1.8

2.

Programme Content and Learning Objectives: After completing the programme the student should be able to: 2.1 Comment on the basic elements of the Common Law system and the language it uses within a domestic and international market sources of law - common law and equity; statutes and delegated legislation and statutory interpretation the differences between civil (in the Common Law sense and criminal law; comment on the differences between contract and tort Comment on the administration of the law the court system alternative dispute resolution the personnel of the law - judges, barristers, solicitors, legal executives, para-legals

2.2

2.3

apply case law cite facts and ratios and where possible contrasting cases extrapolate from decisions into hypothetical situations Comment on the law of associations; the separate legal identity concept and its implications for the business and the customer and the final consumer recognition of the sole trader - definition, creation, trading position, legal liability a partnership - essential elements, the partnership contract, relations with the partners between themselves and to outside world, fiduciary obligations companies - classification of registered companies; formation, memorandum of association and articles of association, the doctrine of ultra vires and the recent changes in the law; the nature and form of company securities; the management of the company, company meetings; the regulations governing and the powers and duties of directors and shareholders Recognise, give evidence of and discuss the rules of contract: the basic law of contract offer - acceptance intention to create legal relations consideration formality of contract capacity terms and conditions, conditions and warranties, exclusion clauses, the battle of the forms vitiating factors, mistake and misrepresentation, undue influence; contracts in restraint of trade discharge of the contract remedies in common law and equity for breach of contract. Recognise and give evidence of Consumer Protection special contracts - sale and supply of goods and hire purchase; definition and nature conditions and warranties, transfer of title of goods and risks associated with such a transfer, delivery and acceptance of goods remedies Ioans, hire purchase and other credit and consumer credit agreements; Recognise and be able to discuss the law with regard to agency agency - definition; creation authority of the agent; rights and duties of the principal and agent; types of agency termination of the agency contract

2.4

2.5

2.6

2.7

2.8

Recognise, give evidence of, discuss and examine the principles relating to consumer law common law statutory legal principles case law Recognise and explain the rules relating to the law of employment and industrial relations contract of employment - definition, nature and formation; express and implied terms, equal opportunities and discrimination and their implications, termination of an employment contract by agreement, dismissal and redundancy. employment tribunals and appeals Recognise and explain the law regarding bills of exchange the concept of negotiability; definition and purpose of a bill of exchange; duties and liabilities of the parties; cheques - crossings; relationship of bankers and customers; protection of bankers and customers; charge cards and credit cards

2.9

2.10

Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which five must answered. All questions carry 20 marks. The examination paper will reflect the whole syllabus, no one area will be given undue weight. It will be expected that the candidate will cite principles of law, statutes and case law to illustrate the answers. When citing cases, candidates should give facts and ratios as well as contrasting cases.

Reading List: Essential Reading Principles of Business Law 3rd Edition Questions & Answers Series Business Law Kelly D & Holmes A Kelly D & Holmes A Cavendish Publishing Ltd London 1997 Cavendish Publishing Ltd London 1998

Additional Reading Business Law 4th Edition Chariesworths Business Law 16th Edition Ellison J Bedingford J Dobson P T Harrison Law Publishing BEP Sunderland 1997 Sweet and Maxwell London 1997

Unit Title: Quantitative Methods Unit code: QM Level: Diploma in Human Resource Management Learning Outcomes and Indicative Content: 1. Aims 1.1 Achieve an overall understanding of how and why statistics and mathematics are used in economic and business decisions. Demonstrate the ability to collect, present, analyse and interpret quantitative data using standard statistical techniques.

1.2

2.

Programme Content and Learning Objectives: After completing the programme the student should be able to: 2.1 Demonstrate an overall understanding of the data collection process. This includes sources of data, sampling methods, problems associated with surveys, questionnaire design, measurement scales (nominal, ordinal, interval and ratio scales) and sampling error. Use a range of descriptive statistics to present data effectively. This includes the presentation of data in tables and charts, frequency and cumulative frequency distributions and their graphical representations, measures of location, dispersion and skewness, index numbers and their applications. Understand the basic concepts of probability and probability distributions. This includes the basic rules of probability, expected values and the use of probability and decision trees, the binomial and Poisson distributions and their applications, and the characteristics and use of the normal distribution. Apply the normal distribution and the t distribution in estimation and hypothesis testing. This includes sampling theory and the Central Limit Theorem. The construction of confidence intervals for population means and proportions, using the standard normal distribution or the t distribution, as appropriate, and hypothesis tests of a single mean, a single proportion, the difference between two means and the difference between two proportions.

2.2

2.3

2.4

2.5

Use correlation and regression analysis to identify the strength and form of relationships between variables. In correlation analysis, this includes the use of scatter diagrams to illustrate linear association between two variables, Pearsons coefficient of correlation and Spearmans rank correlation coefficient and the distinction between correlation and causality. In regression analysis, students are expected to be able to estimate the least squares regression line for a twovariable model and interpret basic results from simple and multiple regression models. Demonstrate how time-series analysis can be used in business forecasting. This includes the use of the additive and multiplicative models to decompose time series data, the calculation of trends and cyclical and seasonal patterns, and simple forecasting. Distinguish between parametric and non-parametric methods and use the chi-squared statistic in hypothesis testing. This includes using the chi-squared statistic as a test of independence between two categorical variables and as a test of goodness-of-fit. Show how mathematical relationships can be applied to economic and business problems. This includes the algebraic and graphical representation of demand and supply functions and the determination of equilibrium price and quantity in a competitive market. It also includes the algebraic and graphical representation of cost, revenue and profit functions, with applications to pricing and output determination (including break-even analysis.)

2.6

2.7

2.8

Throughout, students will be expected to be able to define relevant terms and to interpret all results. Assessment Criteria: Assessment Method: written examination Length of examination: three hours The pass mark is 40% The question paper will contain: Eight questions of which four must be answered. All questions carry 25 marks. Probability tables for the binomial distribution, the normal distribution, the t distribution and the chi-squared distribution will be provided. Students may use electronic calculators, but are reminded of the need to show explicit workings.

Reading List: Essential Reading Quantitative Methods for Business Decisions Additional Reading Basic Statistics for business And Economics L. Kazrffier and N. Pohl M Silver McGraw-Hill McGraw Hill J. Curwin and R. Slater Thomson Business Press