Programme & Unit Catalogues - University of Bath

School of Management, Unit Catalogue 2007/08

MN50236 Human resource management

Credits: 6

Level: Masters

Modular: no specific semester

Assessment: CW 100%

Requisites:

Aims: The aim of this unit is to develop a clear understanding of how organisations function and how people can be managed effectively to achieve business success. The dynamic role of human resources management will be developed through analysis of real problems. Key concepts will be introduced and related to business practice and changes in the external environment. This will provide a background for the acquisition of skills in manpower planning, appraisal and selection, and training and development.
Learning Outcomes:
On completion of this unit, students should be able to:
i. understand the theories of personal, group and organisation motivation and the vital role of effective leadership;
ii. understand organisational principles and structures, assess the appropriateness of them and recognise their relevance in the process of organisational development;
iii. show how culture and leadership style influence the effectiveness of an organisation;
iv. demonstrate an understanding of the aims, stages, techniques and information requirements of human resource planning and evaluation policies and procedures to achieve those plans;
v. assess the knowledge and skills needed by managers to effectively control relations in the workplace;
vi. identify the need for organisational change and methods for bringing it about;
vii. contribute to the formulation of training and developmental programmes.
Skills:
Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual skill to analyse human resource and organisation issues objectively and rigorously;
* The professional skill to introduce change within organisations efficiently and effectively;
* The key ability to understand people and their motivations whilst focused on business objectives.
Content:

1. Understanding Organisational Members
1.1. Understanding oneself and others: 1.1.1. Personality and tests; 1.1.2. Perceptions and communication; 1.1.3. Reflective learning; 1.1.4. Strategies for personal change
1.2. Theories of motivation: 1.2.1. Content theories; 1.2.2. Process theories; 1.2.3. Evolving theories; 1.2.4. Assumptions of theories and implications for managers
1.3. Groups and Teams: 1.3.1. Group types and group dynamics; 1.3.2. Teams and team roles; 1.3.3. Diversity: gender, race, age; 1.3.4. High performance teams and international teams
1.4. Leadership: 1.4.1. Theories and styles; 1.4.2. Personal leadership; 1.4.3. Leading teams; 1.4.4. Power, authority and influence in the workplace
2. Understanding Organisational Influences
2.1. Culture: 2.1.1. Definition and influence on employee behaviour; 2.1.2. Models and analysis of organisational culture; 2.1.3. Factors that influence culture; 2.1.4. Changing or consolidating cultures
2.2. Structure: 2.2.1. The purpose of structure; 2.2.2. The various forms of structure and their classification; 2.2.3. Differentiation; 2.2.4. Integration
2.3. Performannce: 2.3.1. Factors contributing to organisational performance; 2.3.2. Measures of success at meeting goals and objectives; 2.3.3. Organisational growth; 2.3.4. Organisational conflict
2.4. Change: 2.4.1. Drivers for change; 2.4.2. Resistance to change; 2.4.3. Developing change strategies; 2.4.4. Organisational learning
3. Human Resource Systems and Strategies
3.1. The role of HRM: 3.1.1. History of HRM and differing perspectives; 3.1.2. Changing patterns of employment; 3.1.3. Developing advantage through HRM policies; 3.1.4. HRM models for planning and international comparisons
3.2. Human resource planning: 3.2.1. Job analysis, specification and description; 3.2.2. Recruitment methods; 3.2.3. The selection process
3.3. Managing the resource: 3.3.1. Training and development; 3.3.2. Assessment and appraisal techniques; 3.3.3. Job design and performance; 3.3.4. Reward systems; 3.3.5. Retention and severance
3.4. Welfare & legislative framework: 3.4.1. Tradition welfare function; 3.4.2. New models for welfare; 3.4.3. Health & Safety legislation; 3.4.4. Employment legislation.