hrm501 human resource management

8/11/2019 HRM501 Human Resource Management

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Unit title: Human Resource Management

Unit code: HRM501

Credit points: 8cp

Unit description: Today, there is an increasing importance of the challenging roleassigned towards people or human resource management (HRM),

particularly for those service organizations where labor employed forms

a significant amount of the budget !ith increasingly competitiveenvironments, 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 anddiscipline, 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 issuesrelating to problems in communication, leadership, discipline,

performance appraisal, labor relations, and compensation administration

based on direct practicality and real#life application &t will cover allma'or functional areas of HRM within the broader contet of business

strategy, globalization and social responsibility and the changing roles

of human resource management in corporations in modern times &t willcombine 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 tohuman resource strategies and perspectives and to eplain current

best practices and recent developments in HRM

0) 1onsider the balance between legal and ethical issues in HRM andorganizational leadership

*


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Sills

* /nderstand the contribution that people ma"e and how to maimizethat 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 thesatisfaction of employee needs

. 4evelop a capacity to reflect upon and understand own behavior and

the behavior of groups and individuals of those groups and thedynamic interrelationships amongst them

0 4evelop communication and personal competence to be better

e$uipped to fill the organizational roles that re$uire interpersonal

s"ills5 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 resourcesmanagement

-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 intoday6s environment

/nderstand the causes and effects of the changing role of the human

resource management function in business


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Readings: Recommended te$ts

* -nthony, !7, +acmar, +M 7errewe, 79 (::), Human

Resource Management - ;trategic -pproach, 0th edn, ;outh#

!estern

4essler, oe, RM (::0), Human Resource Management

and Human Resource Management ;"ills, =thedn, 7rentice Hall

Supplementar% readings

* Mathis, R9 ?ac"son, ?H (::0), Human ResourceManagement 2ssential 7erspectives (@oundation ;eries in

Management), .rdedn, ;outh#!estern 1ollege 7ub

-nthony, !7, +acmar, +M 7errewe, 79 (::*), Human

Resource Management - ;trategic -pproach, 0th edn, ;outh#

!estern 1ollege 7ub

. Mondy, R!, >oe, RM, 7remeau, ;R Mondy, ?% (::*),

Human Resource Management, 8thedn, 7earson 2ducation

0 7hillips, ??, ;tone, R4 7hillips, 77 (::*), The Human

Resources ;corecard,%utterworth#Heinemann

5 ?ac"son, ;2, 4e>isi, - Hitt, M (::.), Managing +nowledgefor ;ustained 1ompetitive -dvantage 4esigning ;trategies for

2ffective Human Resource Management,7feiffer

A Heneman, R9, Tans"y, ?


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?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


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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 overallorganiational strategy and functional strategy!

(c) How is decision"ma#ing related to the strategy formulationprocess!

Readings:

!alton, ? (*===), ;trategic Human Resource 4evelopment, 7earson

2ducation

%riggs, ; +eogh, ! (*===), &ntegrating Human Resource ;trategy

and ;trategic 7lanning to -chieve %usiness 2cellence, Total DualityManagement, ?uly, p 00C

7feffer, ? (*==A), 1ompetitive -dvantage through 7eople /nleashing

the 7ower of the !or" @orce, Harvard %usiness ;chool 7ress

5


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@ormulating HRM ;trategy

Human resources and corporate strategy formulation

Human resource situation analysis

-ligning human resource to strategy

;ummary guidelines

*earning actions:


(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:

ew Mandate for Human Resources, Harvard

%usiness Review, ?an# @eb, pp *5#*.0

A


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. HRM and The


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0 HRM 7lanning and &nformation ;ystems

&ssues in HR planning

HR planning model

;trategies for HR &nformation ;ystems

;ummary guidelines

*earning actions:


(a) %hat is involved in strategic human resource planning!

(b) %hat factors should be considered in the use of human resourceinformation systems!

Readings:

1ascio, ! (:::), Human Resource 7lanning, 2mployment and

7lacement, The %ureau of >ational -ffairs, !ashington 41

;isson, + ;torey, ? (:::), The Realities of Human Resource

Management, Bpen /niversity 7ress

9iff, ; (*==C), 1onstructing HR &nformation ;ystems, Human ResourceManagement ?ournal, vol C, no, pp *8#.*

8


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5 HRM 2mployment Bpportunity

2mployment laws and regulations

1ompensation issues

;ummary guidelines

*earning actions:


(a) %hat are the laws relating to sexual discrimination and how shouldcompanies respond!

(b) How does wor#force diversity affect the implementation of

employment laws!

Readings:

;isson, + ;torey, ? (:::), The Realities of Human ResourceManagement Managing the 2mployment Relationship, Bpen

/niversity 7ress

Eem"e, R, Raines, 1 @ilipcza", % (:::),


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A ?ob -nalysis

?ob composition

?ob specifications and 'ob analysis

?ob analysis and organization strategy

;ummary guidelines

*earning actions:


(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 >ethersall,


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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:


(a) %hat is the purpose for conducting a performance appraisal!

(b) %hat can affect the ob'ectivity and validity of the performance

appraisal!

Readings:


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= 1ompensation 7roductivity

4efinition and types of compensation


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*: %enefits, Health ;afety

1omprehensive benefits

%enefit plans and scope

%enefits fleibility and competitiveness

%enefit#cost effectiveness

Bccupational health and safety

;ummary guidelines

*earning actions:


(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


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* 1ollective %argaining /nions

Roles and responsibilities of /nions

/nionized or non#unionized advantages

1ollective %argaining process

;ummary guidelines

*earning actions:


(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 1ontet, ndedn, 1&74,

9ondon

*A

hrm501 human resource management

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