Unit title:

Human Resource Management

Unit code:
HRM501
Credit points:
8cp
Unit description:
Today, there is an increasing importance of the challenging role
assigned towards people or human resource management (HRM),
particularly for those service organizations where labor employed forms
a significant amount of the budget !ith increasingly competitive
environments, success in the mar"etplace depends upon developing
more cost#effective techni$ues in the areas of recruitment and selection,
motivation and reward, training and development, grievance and
discipline, performance management and career progression Hence the
challenge is for the HRM specialist to wor" strategically with
operational managers to help reduce people costs and enhance
individual and teams performance
%esides providing an overview of the fundamental principles of human
resource management and business administration, HRM also has an
important function to ensure that there is a close fit between present and
future human resource re$uirements Hence, it must address issues
relating to problems in communication, leadership, discipline,
performance appraisal, labor relations, and compensation administration
based on direct practicality and real#life application &t will cover all
ma'or functional areas of HRM within the broader conte(t of business
strategy, globalization and social responsibility and the changing roles
of human resource management in corporations in modern times &t will
combine and promote an interdisciplinary approach with other sub'ects
such as strategic management and financial management
Unit objectives:
This unit is designed to enable students to)
Knowledge
*) +now the basic concepts of Human Resource Management (HRM)
,) -ppreciate the importance of HRM as a vital part of the strategic
management of any organization
.) /nderstand the theoretical, conceptual and empirical bac"ground to
human resource strategies and perspectives and to e(plain current
best practices and recent developments in HRM
0) 1onsider the balance between legal and ethical issues in HRM and
organizational leadership
*
Sills
* /nderstand the contribution that people ma"e and how to ma(imize
that contribution to boost high performance and business success
, 2nsure the compatibility of the productive utilization of people in
achieving an organization3s ob'ectives with relevant emphasis on the
satisfaction of employee needs
. 4evelop a capacity to reflect upon and understand own behavior and
the behavior of groups and individuals of those groups and the
dynamic interrelationships amongst them
0 4evelop communication and personal competence to be better
e$uipped to fill the organizational roles that re$uire interpersonal
s"ills
5 2nhance leadership s"ills in advising, counseling, disciplining, and
supporting others and to reinforce teambuilding, problem solving,
decision#ma"ing, and planning s"ills
!alues"#ttitudes
* -pply ac$uired "nowledge and understanding of human resources
management
, -ddress current issues facing human resource managers and
organizational leaders
. Review human resource trends in the wor"place and pro'ection of
future developments
0 1onsider managing people within a wider social, cultural and
political perspective
Unit outcomes:
* -bility to use appropriate human resource strategies critical to the
success of any organization in meeting the challenges it will face in
today6s environment
, /nderstand the causes and effects of the changing role of the human
resource management function in business
,
Readings:
Recommended te$ts
* -nthony, !7, +acmar, +M 8 7errewe, 79 (,::,), Human
Resource Management) - ;trategic -pproach, 0
th
edn, ;outh#
!estern
, 4essler, < (,::,), Human Resource Management, =
th
edn, 7earson
2ducation
. Mondy, R! 8 >oe, RM (,::0), Human Resource Management
and Human Resource Management ;"ills, =
th
edn, 7rentice Hall
Supplementar% readings
* Mathis, R9 8 ?ac"son, ?H (,::0), Human Resource
Management) 2ssential 7erspectives (@oundation ;eries in
Management), .
rd
edn, ;outh#!estern 1ollege 7ub
, -nthony, !7, +acmar, +M 8 7errewe, 79 (,::*), Human
Resource Management) - ;trategic -pproach, 0
th
edn, ;outh#
!estern 1ollege 7ub
. Mondy, R!, >oe, RM, 7remeau(, ;R 8 Mondy, ?% (,::*),
Human Resource Management, 8
th
edn, 7earson 2ducation
0 7hillips, ??, ;tone, R4 8 7hillips, 77 (,::*), The Human
Resources ;corecard, %utterworth#Heinemann
5 ?ac"son, ;2, 4e>isi, - 8 Hitt, M (,::.), Managing +nowledge
for ;ustained 1ompetitive -dvantage ) 4esigning ;trategies for
2ffective Human Resource Management, 7feiffer
A Heneman, R9, Tans"y, ? 8 <reenberger, 4% (,::0), Human
Resource ;trategies for the High <rowth 2ntrepreneurial @irm
(Research in Human Resource Management), Bhio ;tate /niversity
7ress
C 4e 1enzo, 4- 8 Robbins, ;7 (,::*), Human Resource
Management, C
th
edn, !iley
8 %amberger, 7- 8 Meshoulam, & (,:::), Human Resource ;trategy
) @ormulation, &mplementation, and &mpact (-dvanced Topics in
Brganizational %ehavior), ;-<2 7ublications
= Torrington, 4, Hall, 9 8 Taylor, ; (,::,), Human Resource
Management, 5
th
edn, @inancial Times 7rentice Hall
.
?ournals
* -sia 7acific ?ournal of Management
, %usiness !ee"
. @ar 2astern 2conomic Review
0 @ortune
5 @orbes
A Harvard %usiness Review
C ?ournal of Mar"eting
8 >ewswee"
= ;loan Management Review
*: Time
** The 2conomist
0
Unit contents: &'()CS
* &ntroduction to ;trategic Human Resource Management
;trategic challenges and choices
;trategy formulation, decision ma"ing and problem solving
&ntegrating human resource into strategic decisions
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) Explain the difference between the traditional functional approach
and the strategic approach to human resources.
(b) How is human resource strategy related to the overall
organiational strategy and functional strategy!
(c) How is decision"ma#ing related to the strategy formulation
process!
Readings:
!alton, ? (*===), ;trategic Human Resource 4evelopment, 7earson
2ducation
%riggs, ; 8 +eogh, ! (*===), &ntegrating Human Resource ;trategy
and ;trategic 7lanning to -chieve %usiness 2(cellence, Total Duality
Management, ?uly, p 00C

7feffer, ? (*==A), 1ompetitive -dvantage through 7eople) /nleashing
the 7ower of the !or" @orce, Harvard %usiness ;chool 7ress
5
, @ormulating HRM ;trategy
Human resources and corporate strategy formulation
Human resource situation analysis
-ligning human resource to strategy
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) $escribe the role of the HR department in strategy formulation.
(b) How can HR strategy contribute to the overall success of corporate
strategy!
(c) How important is HR strategy as a functional strategy!
Readings:
<ratton, 9 (,:::), 9iving ;trategy) 7utting 7eople at the Heart of
1orporate ;trategy, 7rentice Hall
;mart, %4 (*===), Topgrading) How 9eading 1ompanies !in by
Hiring, 7rentice Hall
/lrich, 4 (*==8), - >ew Mandate for Human Resources, Harvard
%usiness Review, ?an# @eb, pp *,5#*.0

A
. HRM and The <lobal 2nvironment
2(ternal influences
<lobal business environment issues
@ocusing HRM towards the global environment
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) %hat comprises an organiation&s external environment!
(b) How does the external environment affect the firm directly and
indirectly!
Readings:
<uest, 4 2 (,:::), Human resource management, employee well#
being and organizational performance, 7aper given at the 1&74
7rofessional ;tandards 1onference, /niversity of !arwic"
Mercer, 4 (*==,), Managing the 2(ternal 2nvironment, ;age
C
0 HRM) 7lanning and &nformation ;ystems
&ssues in HR planning
HR planning model
;trategies for HR &nformation ;ystems
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) %hat is involved in strategic human resource planning!
(b) %hat factors should be considered in the use of human resource
information systems!
Readings:
1ascio, ! (,:::), Human Resource 7lanning, 2mployment and
7lacement, The %ureau of >ational -ffairs, !ashington 41
;isson, + 8 ;torey, ? (,:::), The Realities of Human Resource
Management, Bpen /niversity 7ress
9iff, ; (*==C), 1onstructing HR &nformation ;ystems, Human Resource
Management ?ournal, vol C, no,, pp *8#.*
8
5 HRM) 2mployment Bpportunity
2mployment laws and regulations
1ompensation issues
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) %hat are the laws relating to sexual discrimination and how should
companies respond!
(b) How does wor#force diversity affect the implementation of
employment laws!
Readings:
;isson, + 8 ;torey, ? (,:::), The Realities of Human Resource
Management) Managing the 2mployment Relationship, Bpen
/niversity 7ress
Eem"e, R, Raines, 1 8 @ilipcza", % (,:::), <enerations at !or",
-M-1BM
=
A ?ob -nalysis
?ob composition
?ob specifications and 'ob analysis
?ob analysis and organization strategy
;ummary guidelines

*earning actions:
Review Exercises and Problems:
(a) Explain 'ob analysis and what steps are involved in 'ob analysis!
(b) How is a 'ob description and a 'ob specification produced from a
'ob analysis!
Readings:
;mith, 7 8 >ethersall, < (,:::), ?ob 2valuation, in R Thorpe and <
Homan, ;trategic Reward ;ystems, @inancial Times 7rentice Hall
Harvey, R? 8 !ilson, M- (,:::), Fes, Girginia, There is an
Bb'ective Reality in ?ob -nalysis, ?ournal of Brganizational %ehavior
vol C., no . , pp 05C#0A*
*:
C Recruitment, ;election and Retention
Methods of recruitment
;election and interview process
Brientation
Training and continuous improvement
Training process and evaluation
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) %hat are the common recruitment methods employed by
organiations!
(b) $escribe effective methods for recruitment( selection and retention.

Readings:
@inn, ! (,:::), ;creen Test, 7eople Management, ,, ?une, pp.8#0.
!hiddett, ; 8 +andola, % (,:::), @it for the 'obH, 7eople
Management, ,5 May, pp.:#.0
1appelli, 7 (,:::), - Mar"et#4riven -pproach to Retaining Talent,
Harvard %usiness Review, ?anuaryI@ebruary, pp*:.#***
?enner, ; 8 Taylor, ; (,:::), Recruiting, 4eveloping and Retaining
<raduate Talent, @inancial TimesI7rentice Hall
**
8 7erformance -ppraisal
Bb'ectives of performance appraisal
-ppraisal) formal and informal
-ppraisal) ob'ective and sub'ective
-ppraisal fre$uency
Methods, process and guidelines
-ppraisal team
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) %hat is the purpose for conducting a performance appraisal!
(b) %hat can affect the ob'ectivity and validity of the performance
appraisal!
Readings:
<oodge, 7 8 !atts, 7 (,:::), How to Manage .A: @eedbac", 7eople
Management, *C @ebruary, pp 5:#5,
<rote, 4 (,:::), 7erformance -ppraisal ReappraisedJ, Harvard
%usiness Review, ?an#@eb, p,*
*,
= 1ompensation 8 7roductivity
4efinition and types of compensation
<uidelines for compensation
&ncreasing and improving productivity
2mployee participation
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) $escribe the different influences on the design and implementation
of a compensation system.
(b) $escribe the differences between different modes of compensation
such as salary( commissions( profit"sharing.
Readings:
Rapport, -, +ohn, -, Eehnder, 7feffer, ? 8 >icoson, R 4 (,::,),
Harvard %usiness Review on 1ompensation, *
st
edn, Harvard %usiness
;chool 7ress
Thorpe, R (,:::), Reward ;trategy, in R Thorpe 8 < Homan,
;trategic Reward ;ystems, @inancial Times 7rentice Hall
!hite, < (,:::), 4etermining 7ay, in < !hite and ? 4ru"er, Reward
Management) - 1ritical Te(t, Routledge
*.
*: %enefits, Health 8 ;afety
1omprehensive benefits
%enefit plans and scope
%enefits) fle(ibility and competitiveness
%enefit#cost effectiveness
Bccupational health and safety
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) $escribe the various forms of benefits available to an organiation.
(b) $iscuss strategies to improve and maintain wor#ers& health and
safety.
Readings:
;mith, & (,:::), %enefits, in < !hite and ? 4ru"er, Reward
management) - 1ritical Te(t, Routledge, 9ondon
;mith, & (,:::), @le(ible 7lans for 7ay and %enefits, in R Thorpe and
< Homan, , ;trategic Reward ;ystems, @inancial TimesI7rentice Hall
;tran"s, ? (,:::), Health and ;afety, ,
nd
edn, &1;- 7ublishing, 9ondon
<anster, 41 8 Murphy, 9 (,:::), !or"place &nterventions to prevent
;tress#Related &llness) 9essons from Research and 7ractice, in 1
1ooper 8 2 9oc"e, &ndustrial and Brganizational 7sychology) 9in"ing
Theory and 7ractice, %lac"well, B(ford
*0
** 2thics, 2mployee Rights and 2mployer Responsibilities
2thics
2mployee rights and 9abor issues
2mployer responsibilities
;ummary guidelines
*earning actions:
Review Exercises and Problems:
(a) $escribe the choices that managers face with respect to ethical
considerations( the rights of employees and the responsibilities of
employers.
(b) %hat are the legal and ethical responsibilities of employers
towards their employees!
(c) How can we resolve a problem employee!
Readings:
2$ual Bpportunities Review (,:::), %usinesses urged to shape up on
race, 2$ual Bpportunities Review, no =:, March K -pril
Hic"s#1lar"e, 4 8 &les, 7 (,:::), 1limate for 4iversity and its 2ffects
on 1areer and Brganizational -ttitudes and 7erceptions, 7ersonnel
Review, vol ,=, no .
+irton, < 8 <reene, - (,:::), The 4ynamics of Managing 4iversity)
- 1ritical -pproach, %utterworth Heinemann
*5
*, 1ollective %argaining 8 /nions
Roles and responsibilities of /nions
/nionized or non#unionized advantages
1ollective %argaining process
;ummary guidelines

*earning actions:
Review Exercises and Problems:
(a) %hat are the strategic issues with respect to labor unions!
(b) %hat are the present roles and ob'ectives of unions!
(c) %hat is the collective bargaining process!
Readings:
Rose, 2 (,:::), 2mployment Relations, @inancial Times 7rentice Hall
@arnham, 4 (,:::), 2mployee Relations in 1onte(t, ,
nd
edn, 1&74,
9ondon

*A