This module provides an introduction to the management of people in organisations, or as it is commonly known ‘Human Resource Management’. It is aimed at students from a variety of disciplines, and not just those looking to pursue a career in HRM. Ultimately, the management of people is often the responsibility of line managers and supervisors so it is important that all graduates of Guildhall School of Business and Law are equipped with the knowledge and skills to implement this effectively in practice. This module will take a critical perspective, illuminating to students not only the ways ‘good’ people management can contribute to performance and employee well-being but also the potential problems implementing this in practice.
● Introduction to the HRM: meanings and context (LO1)
● Recruitment methods (LO1)
● Selection methods (LO1 and 2)
● Equality, diversity and inclusion (LO1)
● Skills, training and development (LO1)
● Motivation and rewards (LO1)
● The psychological contract and employee engagement (LO1)
● Professional skills for people management: team-working, negotiation and coordination (LO1 and 2)
● Leadership style (LO1 and 2)
● International differences in organisations and management (LO1 and 2)
● Assignment advice: academic writing and referencing
By the end of the module, students will be able to:
1. To understand and evaluate the meaning and nature of a range of relevant people management practices that organisations can implement to effectively manage the workforce.
2. To develop knowledge and skills to function as an effective people manager
Whilst the fundamental aim of the module is to equip students with a basic understanding of the core issues around the management of people such as recruitment and selection, motivation and reward or leadership and engagement, it also aims to develop some of their professional skills as effective people managers in practice (subsequent points). It will introduce students to issues around cross-cultural differences in global and multinational companies (the reality of the current professional context), under the premise that ‘knowledge is power’ and that a better understanding of how these differences may materialise will better enable students to adapt to these in practice. It will similarly examine theoretical issues around leadership and team working and ask students to reflect on their own ‘style’ including strengths and weakness, and therefore illuminate the areas they need to develop on (i.e. as part of their undergraduate studies).
There will be one formative assessment where students can receive feedback on their work. For example, an exercise where students design a structured selection process, relevant to their respective course and potential future sector of employment.
There is one summative assessment for this module. This will be an individual workbook containing weekly exercises for completion by the student and will be focused on materials covered in the seminar (to allow for course specific people management issues to be examined where appropriate).
This will not only test students understanding of the issues in people management, allowing for difference at industry level (LO1) but will also ask students to reflect on the professional ‘people management’ skills they have developed on the module (LO2). For example, reflective of their leadership and team working style, or how ‘difficult’ it is to construct a structured interview to select the ‘perfect employee’.
The workbook is based on seminar activities so students will receive formative feedback on their ideas from teaching staff in class on a weekly basis – so attendance is paramount to get the most out of this module. Seminar leaders will offer support for academic writing and referencing and there will be the opportunity for formative feedback on the assignment.
