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(Level 7) Contemporary Human Resource Management 1
Learning outcomes
- Understand the environment of modern organisations and changing nature of contemporary HRM
- Understand the impact of changes to the structure and nature of industry, employment law and working patterns on HRM.
Introduction
Human Resource Management (referred to as HRM throughout this module) is the management of a key resource in the organisation – people.
Think for a moment about any organisation. What resources are there in that organisation? You might think of a variety of items: raw materials, computers, paper, buildings, machinery… there are also people, of course.
Your Lessons
- Internal and external environmental forces acting on organisations
- The changing nature of HRM
- Organisational structure
- Impact of globalisation and international forces on organisational HR strategies and practices
- Impact of demographical, social & technological trends on HR strategies and practices
- Impact of government policy and legal regulation on HR strategies and practices
(Level 7) Contemporary Human Resource Management 2
Learning outcomes
- Understand the process of strategic management and the role of HR professionals in contributing to it
- Understand the diverse application of HR practices in a range of organisational contexts
Introduction
In this second part of the study of contemporary human resource management, the focus is on the processes of strategic management and the role of the human resource function in contributing to them. The nature of strategic contexts is investigated and the relevant terminology defined.
Your Lessons
- Explain strategic contexts and terminology.
- Carry out stakeholder analysis and environmental audit
- Identify the role of HR professionals in strategic planning
- Identify a range of organisational contexts
- Evaluate the application of a HR function in an organisational context in achieving set goals and objectives
(Level 7) Resourcing, Talent Management and Development 1
- Understand the theoretical and conceptual basis for employee resourcing and major contemporary developments in employee resourcing and talent management
- Understand the features and characteristics of changing employment markets as a basis for effective resourcing and talent management strategies
Introduction
Any organisation relies on the abilities of its people. If you think of any organisation, whether it is in retail, service, manufacturing or any other sector, there are people involved. It is certainly true that there may be fewer people in some organisations than there were some years ago, due to technology replacing jobs, but it is difficult think of any organisation that has no people.
Your Lessons
- Themes and trends in employee resourcing and talent management
- The significance of employee resourcing and talent management
- Employment markets and their implications for organisations
- Resourcing and talent planning
- The human resource planning process
- Summary
(Level 7) Resourcing, Talent Management and Development 2
Learning outcomes
- Understand the full range of professional functions associated with long and short term talent and succession planning
- Understand the theoretical and conceptual basis of learning and talent development and contemporary research evidence
Introduction
In this module, we will look at the human resource in terms of talent, and how this can be effectively managed. The processes of identifying skills requirements and recruiting suitable employees is described, including detailed description of the processes involved in successful recruitment.
Your Lessons
- Resourcing, Talent Management and Development 2
- Team roles and development in talent management
- Approach to talent management
- The processes and practices of recruitment
(Level 7) Resourcing, Talent Management and Development 3
Learning outcomes
- Be able to design, implement and evaluate resourcing and talent management and development strategies
Introduction
The previous two modules have investigated the nature of talent management and employee development but in this module we are going to find out how different techniques can be used to design, implement and evaluate effective training. The potential and limitations of the contribution of learning and talent development policies and strategies to formulating and achieving objectives at national, organisational, group and individual level will be discussed. Learners will assess the role of HRM professionals in designing, implementing and evaluating strategic planning relevant to employee resourcing, talent management and development.
Your Lessons
- Resourcing, Talent Management and Development 3
- Supporting people at work
- Making training and talent development work
(Level 7) Performance Management 1
- Understand the linkages between employee performance, HR practices and organisational performance
- Be able to identify the barriers and blockages preventing expected standards of performance being met
Introduction
If you study the business pages of any newspaper, you will read about the ‘performance of an organisation’. You might read about an organisation that has performed better than expected, or an organisation that has experienced a downturn in performance. This is likely to refer to the profits that an organisation has achieved, or the sales that have been made.
Your Lessons
- Human resource practices and organisational performance
- The role of HR in employee performance and performance appraisals
- Performance standards of an organisation
- Formulate strategies for rewarding performance
(Level 7) Performance Management 2
Learning outcomes
Be able to analyse the key HR and employment practices influencing employee performance
Understand the key requirements of various systems central to performance management and their integration
Introduction
It is universally agreed that motivation is a key factor in the performance of individuals within a workforce. Without appropriate motivation, employees are unlikely to perform to the best of their abilities and so productivity will be reduced. Closely linked to lack of motivation are such issues as stress, discipline and staff absenteeism and turnover.
To avoid these perils, organisations need to identify suitable methods to empower employees and support their development wherever possible. By doing so, the process of motivating employees becomes much simpler.
This module identifies common human resource practices and considers their influence on employee performance. It looks at the systems used and shows how they can be integrated to achieve better performance.
Your Lessons
- HR and employment practices and their influence on employee performance
- Systems for performance management
- Integrating reward systems
(Level 7) Employee Relations
Learning outcomes
- Understand the context of employee relations against a changing background
- Be able to analyse the impact of local, national and international contextual factors on the employment relationship
- Understand the importance of relations on organisational performance
Introduction
Your Lessons
- Employee relations in a changing world
- The context of employee relations
- Employee relations and organisational performance
(Level 7) Investigating a Business Issue from an HR Perspective 1
Learning outcomes
- Be able to identify and justify a suitable business issue that is of strategic relevance to the organisation
Introduction
This module forms the first part of a two-part exploration of the use of research within human resource management. It examines the key processes used within research projects. Whichever field the research is carried out for, whether it is social science studies or scientific analysis, the principles remain much the same. In this module, we look at the general principles behind research, using examples from both human resource management and IT disciplines for the purposes of comparison.
Your Lessons
- Identify a suitable topic for the project
- Analyse the existing literature relevant to the chosen issue
(Level 7) Investigating a Business Issue from an HR Perspective 2
Learning outcomes
- Be able to set out coherent aims and objectives
- Justify the research methods to be followed to achieve them
Introduction
This module is the second part of a two-part exploration of the use of research within human resource management. It explains how to develop skills and knowledge of independent research, diagnose and make recommendations for change or improvements that are realistic, relevant and beneficial to specific organisation. Furthermore, the module indicates ways to present a persuasive business report and/or a reasoned and logical case for changes in policies, practices and strategies reflecting academic research and writing skills. As in the first module, we look at the general principles, using examples from both human resource management and IT disciplines for the purposes of comparison. The first section looks at research methodology and the collection and analysis of appropriate data. This leads to the development of suitable recommendations for improvement and development. The second section considers the most effective ways for developing arguments and presenting conclusions. Details of the use of reflection to assess the success of a project are discussed. The overall aim of the two modules is to develop learner’s skills and knowledge of independent research, diagnose and, as a result, make recommendations for change or improvements that are realistic, relevant and beneficial to specific organisation.
Your Lessons
- Aims, objectives and research methods
- Developing and presenting a persuasive business report
- Sample research project reports
