Human Resource Management and Development, HRM&D

Session:18 weeks (2006/2007)

Assistant Professor: Cheng, Kuo-Tai

Pre-requisites:non

Introduction
The management of people is a core aspect of every business whether they are public or private institutions. The demands of managing people affect small, medium and large size enterprises from entrepreneurial start-ups to large bureaucratic organisations whether they are located in national or multinational contexts. Traditionally, debates in ‘HRM&D’ have focused on such aspects as whether it is a primary responsibility of individual managers or a centralised organisation function and whether it is concerned with business performance or the welfare of employers. Current debates have highlighted the growth of the term ‘HRM&D’ in contemporary discourses of management and organisation and how ‘HRM&D’ has gradually and partially replaced other terminologies such as ‘Personnel Management’ and ‘Industrial Relations’. In this course we explore whether the rise of ‘HRM&D’ is a replacement of these other terms. Is ‘HRM&D’ a new management fashion? Is it function of management?

Contemporary changes in organisations, both public and private, and their political, economic, legal and cultural contexts shape the conceptualisation and implementation of HR practices. Practitioners, managers and academics alike suggest that managers who possess the both the strategic knowledge of HRM and the tools to manage people have the opportunity to maintain a competitive edge within and outside their organisations. A current trend in‘HRM&D’, alongside the empowerment of employees, has been the devolution of core HRM responsibilities from the HRM department to line managers. This course will examine the relationship between ‘HRM&D’ and performance and many of the practices of HRM that managers of need to be equipped with. Finally, we will consider the future of HRM in responding to the challenge of new organisational forms such as the virtual organisation, the flexible firm, the team based organisation, the learning organisation and the knowledge intensive firm.

Throughout the 18 weeks we will examine, and critically question, the nature and field of HRM&D. In particular we will study the development of HRM&D and its relationship with Personnel Management; the influence of change and context on HRM; the strategic nature of HRM&D; HRM’s influence on performance; some of the common functions of HRM&D and the nature of the employment relationship within both public and private organisations in national and international contexts.

Course Aims
This course has been designed to equip you with some of the fundamental issues in contemporary ‘HRM&D’. In this course some of the questions we will address are:

  • Is HRM the same as Personnel Management?
  • Is HRM&D strategic?
  • Does HRM have an impact on performance?
  • How is organisational change influencing HRM&D practices?
  • What do the changes in HRM mean for managers and their employees?
  • What are the ways of organising the HRM function?
  • What is HRM&D’s future?

Therefore, to provide a practical overview of the key areas of human resource (HR) practice at organisation level; and to develop a critical awareness of the possibilities and problems of using HR/Personnel techniques and ‘best practice’ in organisations in specific countries.

Course Content
*Introduction to HRM - week 1·
*Theories and models of HRM - week 2·
*Theories and models of HRM - week 3
*Strategic Management and HR strategy – weeks 4 and 5·
*Strategic Management of Diverse Workforce – week 6·
*Employee relations - week 7·
*Organisation culture – week 8·
*Key Practice Areas – week 9·
*Critical review of HRM concepts and Course Unit Review – week 10

*Introduction to Human Resource Practice·
*Human Resource Planning·
*Job Analysis·
*Managing pay
*Recruitment and Selection·
*Performance Management and Appraisal·
*Learning and Training·
*Employee Relations·
*The context for HR/Personnel Practice in other countries

Course Outcomes
By the end of this course you should be able to:

  • Understand the relationship between HRM and Personnel
  • Critique some of the HRM models and frameworks
  • Discuss the HRM functions
  • Appreciate HRM’s relationship to performance
  • Evaluate the options and choices available to organisations in designing and managing the HR function
  • Have an awareness of HRM&D in the broader context of change and the wider organisational and environmental contexts

Teaching Delivery
You are expected to conduct the readings necessary tasks during your own time to prepare for the sessions. The classes will be very interactive and therefore participation is crucial for them to work. Don’t forget that ‘what you put in is what you get out’. A range of materials will be used in the lectures and classes including case studies, exercises, videos and student presentations. You will be expected to work individually and as part of a group during this course (see class handbook for student guidelines on working in groups).

The classes will be student centred and therefore students are responsible for their own learning. The role of the tutor in the lectures and classes is to provide information, facilitate learning and provide direction through the course. Students are encouraged to ask questions and should make it clear to the tutor if they need further clarification on specific points.

Assessment
50% continuous assessment（including presentation, group project, attendance etc.），50% formal examinations (including mid and final exams or individual project).

Formal examinations are 2 hours in length but the examination can take many forms including a presentation, a seen paper or a computer exercise.

One 20-30 pages essay

Your coursework is to be handed in on *** in the usual way. Your assignments will be returned on the ***.

Extensions are the responsibility of your scheme director and you should not leave these requests until the last minute.

Course Reading
The set course text for this course will be:

  1. Dessler, Gary & Huat, Tan Chwee (2006). Human Resource Management. London: Prentice Hall.
  2. Dessler, Gary(2005). Human Resource Management. New Jersey: Prentice Hall.
  3. Dessler, Gary(方世榮譯) (2005). Human Resource Management，台北：華泰。
  4. Noe, R., Hollenbeck, J., Gerhart, B. & Wright, P. Human Resource Management(譯書)，台北：雙葉。
  5. Ivancevich, J., 2003, Human Resource Management(譯書)，台北：學富。
  6. 吳復新，2003，人力資源管理：理論分析與實務應用，台北：華泰。
  7. 廖勇凱、楊湘怡，2004，人力資源管理：理論與應用，台北：智勝。

Further Readings

  • Snell, S. and Bohlander, G. (2004). Managing Human Resources. London: Thomson.
  • Bratton, J. and Gold, J. (Eds.) (1999) Human Resource Management: Theory and Practice. Macmillan: Hampshire.
  • Storey, J. (2001) Human Resource Management: A Critical Text.London, Thomson Learning.
  • Armstrong, M (2000). Strategic Human Resource Management: A guide to action. Kogan Page. London
  • Storey, J (ed.). (2001). Human Resource Management: A critical Text. Thompson Learning. London
  • Torrington, D and Hall, L (1998). Human Resource Management. Prentice Hall. Hemel Hempstead
  • Kanungo, R.N (ed.). (1995). Employee Management in Developing Countries. JAI Press. London.
  • Journals
    International Journal of Human Resource Management
    Human Resource Management Journal
    Journal of Human Resource Management
    Journal of ManagementStudies
    OrganisationStudies
    Academy of ManagementReview
    Academy of Management Journal
    Organisational Dynamics
    Human Relations
    British Journal of Industrial Relations
    Journal of Industrial Relations
    Industrial Relations Journal

Please note that other supplementary readings are recommended in the course handbook.

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