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									UNIVERSITY MODULAR FRAMEWORK -MODULE SPECIFICATION

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SCHOOL *                           Northampton Business School

DIVISION *                         NBS Business, Leadership & HRM

FIELD*                             LEADERSHIP & HRM

MODULE TITLE*                      Managing People


MODULE CODE *                  LEVEL*           CREDIT VALUE*                     CO-ORDINATOR

                               5                10                                Linda Coles
HRM2020



DELIVERY MODE(S)*               Standard
DELIVERY                        UON
LOCATION(S)*

PRE-REQUISITES*:
None

CO-REQUISITES*:
None

RESTRICTIONS*:

Restricted to the Level 5 University Certificate in Management Studies (UCMS) and
the Level 5 University Certificate in Human Resource Management incorporating the
standards of the Level CIPD Diploma in HR Management (UCHRM).

SUPPLEMENTARY REGULATIONS*:

This module has no supplementary regulations

DESCRIPTION*:
The module recognises the importance of the management of human resources as a
key determinant of organisational effectiveness. There is a substantial emphasis on
the inter-relationships between an individual`s role, teams and organisational results.

This module seeks to enable learners to gain a clearer understanding of recruitment
and resourcing methods, key aspects concerning the management and retention of
employees, areas of potential conflict between managers and employees and the
possible mechanisms for resolving or managing these.

This module specification was produced using the Academic Database on 28-Mar-12
The module seks to lay the foundations for learners to develop deeper knowledge and
understanding of these areas at further and more advanced levels of study such as
DMS, MBA, PG Diploma in HRM and the MA HRM.


OVERALL AIM(S) FOR THE MODULE* (Max 2 bullet points)

Develop the knowledge and skills required for the creation of effective working
relationships and the management of people to support organisational success

Understand the challenges of managing people within global organisations ensuring
equality and cultural diversity

LEARNING OUTCOMES*: (Max of 10)


Note: These learning outcome are generic to CMS and CHRM students with the
      exception of points(f) and (g)which specifically apply to those taking the
      Certificate in HRM (CHRM). These are found in CIPD unit code 5BIC (Business
      Issues and the Contexts of Human Resources) and CIPD unit code 5IHR (Using
      Information in Human Resources).

On successful completion of the module students will have demonstrated their ability
      to:

Knowledge and Understanding

a)      Interpret the role of the parties that affect the management of employee
        relations (5CER)

b)      Understand contemporary developments in employee involvement and
        participation (5CER)

c)       Recognise & solve different forms of conflict behaviour and dispute resolution
        (5CER)

d)      Analyse key contemporary labour market trends and their significance for
        different kinds of organisation and in different country contexts.(5RTP)

e)      Identify and justify strategies to maximise employee retention. (5RTP)

Subject specific understanding and skills

f)      Know how to contribute to the development of resourcing strategies.(5RTP)
g)      Be able to manage recruitment and selection activities effectively and within
        the expectations of the law and good practice. (5RTP)
h)      Be able to undertake core talent planning activities. (5RTP)
i)      Decide when and how to instigate and use disciplinary and grievance
        procedures andunderstand the need for dismissal, redundancy and retirement
        (5RTP)

Key Skills
This module specification was produced using the Academic Database on 28-Mar-12
j)      Motivate, plan, allocate and evaluate work carried out by teams, individuals and
        self. Develop and empower individuals, teams and self to improve performance.


INDICATIVE CONTENT:

Human Resource Policies and Practice
Audit personnel requirements: Undertake job design activities; Personnel selection;
legal and organisational needs; Job descriptions and person specifications; Reward
systems, terms and conditions of employment; Effective recruitment systems and
practice: Appraisal systems

Employment Relations
The basics of employment legislation; The implications of employing a diverse
workforce; How and when to use discipline and grievance procedures, including
termination of contracts.

Developing People
The philosophy of development eg Investors in People
Assessment of competence, training needs: Planning training: Coaching and
counselling staff; Monitoring development of performance to set targets and giving
feedback

Management and Leadership
Examination of the Managers role within the organisation; Organisation structures and
culture and the first-line manager; Handling change and conflict: Leadership skills
Effective staff motivation; Planning and control of working practices; Definition and
review of effective performance; Developing effective teams

Understand key contemporary labour market trends and their significance for different
kinds of organisation and in different country contexts.
Tight and loose labour market conditions; trends in the demand and supply of skills;
local and international context; economic context; sources of labour supply;
demographic profile and levels of available talent; government and state skills
strategies and the role played by different stakeholders in skills development; labour
market flexibility and the importance of flexible working in the context of diverse and
distributed locations.

Be able to undertake core talent planning activities.
Forecasting demand and supply of skills; analysis and interpretation of trends,
patterns and metrics; identification of obstacles and risks; developing strategies to
ensure that supplies of skills are secure for the present and future; translating the
organisation plan into a people plan; organisation-wide succession planning processes
and methodologies, using data, for example performance appraisal, 360-degree
feedback; development, deployment and career management processes that provide
fair access of opportunity for all; planning a downsizing programme.

Know how to contribute to the development of resourcing strategies.
Market dynamics and characteristics; understanding the 'language of the business',
capability and skills requirements for sustained organisation performance; stakeholder
analysis; analysis of the relative strengths and weaknesses of labour market
competitors; ways in which organisations position themselves as employers in relation
This module specification was produced using the Academic Database on 28-Mar-12
to labour markets; executing recruitment strategies; employer branding, establishing
competitive terms and conditions, the characteristics of employers of choice.

Be able to manage recruitment and selection activities effectively and within the
expectations of the law and good practice.
External and internal contextual factors that influence recruitment and selection;
sources of required talent; the major methods of recruitment - internal and external,
informal and formal; specialist expertise, for example outsourcing, offshoring,
graduate hiring, experienced hiring; advertising through different media; employment
agencies and educational liaison; the role of job descriptions, person specifications
and competency frameworks; the major methods of selection - application
procedures, selection interviews, ability and personality testing, job references, work
samples and assessment centres; key legal requirements in local and international
jurisdictions in the conduct of recruitment and selection; diversity and fair access of
opportunities for all; evaluation of the effectiveness, validity and reliability of
recruitment and selection practices.

Understand how to maximise employee retention.
Market knowledge and insights used to maintain or increase retention of employees;
building a strategic renewal and retention plan; the costs associated with
dysfunctional staff turnover; methods of establishing why staff leave; employee
retention strategies; the significance of effective talent planning, the use and value of
a variety of induction and transitioning tools; fairness, effective supervision,
competitive reward packages and good working conditions, and the role of the
psychological contract.

Know how to manage dismissal, redundancy and retirement effectively and lawfully.
Key legal requirements in local and international jurisdictions in the management of
dismissal, redundancy and retirement; good practice in these areas of HR activity;
alternatives to redundancy; phased and flexible approaches to the management of
retirements.

Understand the role of the parties that affect the management of employment
relations.
Management and management style; trade union purpose and function; union growth
and decline; the role of government and government agencies, including Acas, CAC,
EHRC; European and non-European employment relations systems; influences of the
European Union on national employment relations practices.

Understand contemporary developments in employee involvement and participation.
Competing concepts of employee involvement, participation and partnership;
regulations for employee information and consultation; union and non-union
employee representation; employee voice and organisational insight; measuring and
valuing organisation equity to drive sustainable organisational performance.

Understand different forms of conflict behaviour and dispute resolution.
Forms of employee conflict and misbehaviour; contemporary developments in
industrial action; individual grievance-handling; collective dispute resolution; third-
party conciliation, mediation and arbitration; managing potential conflict situations to
achieve consensus legally and ethically.


This module specification was produced using the Academic Database on 28-Mar-12
JUSTIFICATION OF TEACHING, LEARNING AND ASSESSMENT STRATEGY*:

The lectures will present current management thinking and practice and will be
supplemented with handouts and suggested further reading. Videos may occasionally
be used to illustrate and demonstrate, eg appraisal techniques.

Surgeries are available to students on request to discuss individual concerns. Each
session will also include opportunities for small groups to reflect on how the lecture
content could be applied in the workplace.

Examples of group and individual activities may include:

· Comparison and critique of three alternative appraisal forms, each group is
requested to justify their comments.

· Each individual is asked to bring an example of a grievance and discipline problem
with which they have been involved. In small groups these examples are used as a
basis for discussion on how the situations could be handled.

· Groups are given a planning case study and asked to make a short presentation on
the process they would recommend for the job.


The sessions will be a combination of lectures, group and individual activities.

Teaching, Learning + assessment activities                                 Study Hours
Taught Hours (with detail)                                                 42
14 x 3 hour lectures                                                       42
Independant Study Hours                                                    33
Preparatory reading, seminar preperation                                   33
Assessment Hours (with detail) ¼ of the module                             25
Group Presentation                                                         13
Individual written assignment (1500 - 2000 words)                          12
Total                                                                      100

CONTEXT*

This module is studied by students who are team leaders or first line managers (or
aspire to be in these positions) and who have had little formal training in the role.
They may be working in an HR department, and wish to gain a CIPD qualification, or
they may be working in any other function.

This module is part of a qualification which can include the standards of the
Intermediate Level CIPD Diploma in HR Management. CIPD specifications for unit
codes 5RTP (Resourcing & Talent Planning), and 5CER (Contemporay Developments in
Employment Relations, learning outcomes 4,5 and 6) must be read in conjunction
with this module specification.

ASSESSMENT STRUCTURE*

Assessment Items                                             Units Weighting Learning Outcomes
PS1- Group Presentation                                        1.25    50     c,e,g,h,i,j
This module specification was produced using the Academic Database on 28-Mar-12
AS1- Individual Assignment (1-1500 words)                       1.25       50     a,b,d,f




ASSESSMENT CRITERIA

Group Presentation
This assessment will involve students pooling their knowledge and producing a plan to
develop and motivate staff. Noting individual difference and demonstrating the
valuing of diversity they will stress the importance of maximizing productivity and
enjoyment through well planned training and development.


Individual Assignment
A study on the student's own company will provide the basis for justifying the
recruitment of an extra member of staff. The assignment also prompts a
demonstration of performance management.

APPROVAL/ REVIEW DATES:

Version: 7

Date of Approval: PAC March 2010

Date of revision: June 2010

Section: Tutor

            Context

            Learning Outcomes

            Indicative Content

Date of revision: September 2010

Section: Description

           Justification Learning and Teaching

Date of revision:September 2011

Section: All sections reviewed for PSR December 2011




This module specification was produced using the Academic Database on 28-Mar-12

								
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