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Aims
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 Outcomes
review effectively the nature of the HR function and the role of todays HR manager; obtain a comprehensive understanding of current HRM strategies and policies in different types of organisations; understand and examine how national institutional and cultural differences lead to differences in country-specific HRM practices and underpin differing perspectives on HRM; examine HR managers competences for fostering employee collaboration, knowledge sharing, and participation in organisations; review thoroughly current HRM practices such as the technology-user interface, resourcing, reward and benefit systems, the management of performance, and the professional development of different kinds of employees evaluate HRM practices with reference to specific organisational and cultural contexts and interventions.
You can expect support regarding your questions or concerns. Please feel free to ask questions during my classes. Please also use my office hour:
Mondays 16:00 18:00 Wednesdays12:00 13:00 I am not allowed to discuss exam questions with you individually!
Schedule
Week Week 1 Week 2 Content Freshers Weeks/Induction Programme Introduction of Human Resource Management Strategic Human Resource Management Recruitment and Selection CK Lecturer
Week 3 Week 4
CK/HM CK/HM
Week 5 (T)
Week 6 Week 7 Week 8 Week 9 (A) Week 10 Week 11
Managing Performance
Learning and Development Reading week Managing Underperformance Managing Equality and Diversity International Human Resource Management New Developments in Managing People / Review
CK/HM
CK/HM
Labour Law
Managing Underperformance Managing Performance Learning and Development New Developments in Managing People
Reading
Marchington, M. and Wilkinson, A. (2008) Human Resource Management at Work. 4th Edition. CIPD: Harrogate. Beardwell, J. and Claydon, T. (2007) Human Resource Management. A Contemporary Approach. 5th Edition. Prentice Hall: Harlow. Redman, T. and Wilkinson, A. (2009) Contemporary Human Resource Management. Prentice Hall: Harlow. Torrington, D., Hall, L., Taylor, S., and Atkinson, C. (2009) Fundamentals of Human Resource Management. Prentice Hall: Harlow. And further readings if you have time
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 Info
People Management* CIPD The Chartered Institute of Personnel and Development (UK) European Union Commission Reports ETDF European Training and Development Federation And others
Compensation Management
Staffing Recruitment
Selection
Organisational Structure
HRM
Political Force
PESTLE
Economic Force
Mission and Strategy Social Force
Organisational Structure
HRM
Technological
Political Force
Legal
Environmental
Winter of discontent
British winter of 19781979 Extremely cold Huge inflation government response freeze pay increase trade union are not happy Lorry driver could use the army but have to declare state of emergency political disaster! Spread from private to public sector
Gravediggers Waste collectors use Leicester Sq to pile rubbish Fester Sq Hospital half of them became emergency only!
Source: BBC
Trade Union: Completely lost their power membership is now halved that of the 1970s, and sectors that most of their members traditionally came from are in gradual decline (manufacturing)
Social Chapter
Treaty of Amsterdam 1999
Equal Pay Discrimination Working condition Vocational training Information and consultancy for redundancy >50 employees
Effect on HR?
Direct!
Must comply with law! Need constant update Perhaps go beyond law to show good practice? Esp public bodies
39 33.6 26 17 11 28
World share
18.6 8
1950s
1960s
1970s
1980s
1990s
Source: www.worldwidehistory.net
Source: www.corbis.com
Source: http://media-2.web.britannica.com/eb-media/40/99940-004-D6D6E9B7.jpg
Central Observation Tower No Privacy Being watched at anytime but not sure when
www.uhc-collective.org.uk
www.caseelectricalservices.co.uk
http://www.youtube.com/watch?v=rI4X1_DzKa4 1:18
www.npt.gov.uk
Staffing
Scientifically and systematically (i.e. not just family neighbours and friends) select employees based on skills, attitude. Fitting workers to the right jobs
Training
Train to work mechanically for a specific job Both managers and workers (which one is easier to train mechanically?)
Compensation management
Productivity pay system: Bonus and incentives
Service sector
High growth Now providing 74% GDP Employing 29m in 2007 (econ and Lab Market Review, 2007)
Informal Require more flexibility Creativity and innovation
Talk about the innovation model of HRM
Life expectancy
The issue of diversity and discrimination The development of the underclass Concern for environment and CSR
Social Change
Gender
Female participation increase from 9.73m in 1985 to 13.37m in 2007! 65% of women in working age (18-64) are in employment (higher than EU average of 56%)
Social Change
Gender
Nature of job
Mostly part-time who earn a lot less per hour
Occupational segregation
Concentrated in low growth low wage sector that demand less skills. Hairdressing, cleaning, domestic care, etc
Lack of progression (glass ceiling) Held back by pregnancy, duty of care, etc
New rule in maternity law is trying to change this?
Social Change
Gender Implication to HR?
Link to legal what is legally required
Discrimination law Equal pay Maternity leave provision Some flexile working hour Job share Flexible working hour Work from home Providing childcare
Social Change
Increase immigration 7.5% were born abroad in 2001 (BBC, 2009)
Irish 19th and early 20th century Jewish from Europe around WW2 Decolonisation and the arrival of commonwealth immigrants (1940s onwards) many now into their 2nd and 3rd generation European immigrants (1970s onwards) 1971 Population 52,559,260 1981 53,550,270 2,751,130 5.14 1991 54,888,744 3,153,375 5.75 2001 57,103,331 4,301,280 7.53
Immigration
Immigrants often suffer similar problems to those faced by women
Occupation segregation Glass ceiling A lot of them turn to self-employment
Implication for HR: again need to go beyond legal obligation and look at the specific needs of each worker individually
Social Change
Work-Life Balance
Part-time working 25% of working population Flexible working (work from Home) 3.5% of workforce getting more and more feasible thanks to modern technologies Agency workers (pushed or pulled?) Increase number of self-employed
Summary
Change is the focus of this topic PEST changes in the past couple of decades
Make sure that you relate them to HR!
Also consider some of the more recent changes as well! Can good HR practices change the performance of an organisation?