Human Resource Management I (MN20291)
Human Resource
Management I
MN20291
Course outline
Juani Swart and Nick Kinnie
School of Management
University of Bath
Bath
BA2 7AY
Tel 01225 38 3108 / 38 6686
Fax 01225 826210
HUMAN RESOURCE MANAGEMENT I
Tutors: Nick Kinnie and Juani Swart
This is the first of two undergraduate units aimed at developing both theory and practice in the field of human resource management. This unit will focus the introduction of key HRM theories as well as their practical application. We aim to address main areas within the HRM framework, i.e. strategic resourcing and selection, performance management and pay and reward. Each of these topics will be dealt with in two ways: firstly, we take a close look at key theories informing thearea of HRM practice and secondly we apply these theories to practice by discussing a relevant case or by conducting an exercise. We hope that this combination of theory and application will enable learning that will lead to critical insight in later years of your HRM studies. These units should form a foundation for your final year of study which has a more strategic focus (see Figure 1).
Figure 1: The development of HRM units
The course book for this unit is:
Human Resource Management (6th edition)by Derek Torrington, Laura Hall and Stephen Taylor (FT Prentice Hall, 2005) (This book will also be useful for HRM2).
Useful additional texts
Marchington, M. and Wilkinson, A. (2005) Human Resource Management at Work (3rd Ed.)
Redman, T. and Wilkinson, A. (2006) Contemporary Human Resource Management (2nd ed).
Other readings are given on a session by session basis and will be complemented by further reading given in the sessions. The readings will often change to take account of recent research and publications. An asterisk (*) indicates that the material is core reading and should ideally be read before the session. Other readings are regarded as supplementary and can be read to broaden the understanding of a specific topic.
Lecture 1: Introduction and the role of HRM (JS)
Friday 10th February (2:15-4:15)
The course begins with a detailed examination of the meaning of Human Resource Management (HRM) drawing a distinction between the so called ‘soft’ and hard approaches to HRM. We take a closer look at the four key objectives of the HRM function (and the HRM practitioner), i.e. staffing objectives, performance objectives, change-management objectives and administration objectives. Within this objective-based framework we ask what the role of HRM is in strategy. Here we take a brief look at the best fit and contingency models of HRM
*Torrington et al, (2005) chapters 1 and 2
Application: discussion of key topics and definitions
Case example: Selfridges
Lecture 2: Resourcing (theoretical models) (JS)
Friday 17th February (2:15 -4:15pm)
CEOs often state that the success of their business depends on their people. In other words, the business can only be as good as the human capital upon which it is built. Resourcing can therefore be seen as extremely important in the strategic context of the business yet research, and our own personal experiences, tell us that resourcing practices are highly variable and often perceived to be ineffective. This session explores a broad range of issues associated with strategic resourcing: What are the resourcing choices available to employers? This includes the types of contracts available as resourcing solutions. What factors influence this choice? Which resourcing practices are considered to be ‘best practice’? What is the role of employer branding in the resourcing process.
*Torrington, et al (2005): Chapters, 5 and 6
*Marchington, M. and Wilkinson, A. (2005) Chapter 6
Taylor, S. (2002) People Resourcing, CIPD, London
Granovetter, M. (1995) Getting a Job (2nd ed.) University of Chicago Press
Heald, T. (1981) Networks: who we know and how we use them, Hodder and Stoughton.
Iles, P. and Salaman, G. (1995) 'Recruitment, Selection and Assessment' in Storey, J. HRM A Critical Text, Routledge.
Lecture 3: Resourcing – application of theory (JS)
Friday 24th February (2:15 -4:15pm)
This lecture will be focused on alternative recruitment practices. You will be required to collect at least three (3) different examples of employer branding in the recruitment process. You can look at the internet, news papers and internal web-sites for this exercise. We will use this material in class to discuss various recruitment strategies.
Lecture 4: Selection (theoretical models) (NK)
Friday 3rd March (2:15 – 4:15)
Once employers have attracted sufficient applicants they then need to select which of these they want to employ. Decisions on selection are critical to the performance of the business and to the employees who are selected or rejected. There are a wide range of possible selection methods which might be used. This lecture will address a range of key issues: In what ways might selection practices be linked to the objectives of the business, to other HR practices and to the needs of applicants? What selection methods are available? How effective are these different methods? How might selection methods be validated and evaluated? What are the key selection issues for organisations seeking to respond to labour market pressures?
*Torrington, et al (2005): Chapter 7
Marchington, M. and Wilkinson, A. (2005) pp. 175-185
Redman, T. and Wilkinson, A. (2006) Chapter 3
Pilbeam, S. and Corbridge, M. (2002) People Resourcing (2nd ed) Chapter 7
Iles, P. (2001) Employee Resourcing in J. Storey (2001) Human Resource Management: A Critical text
Cook, M. (1998) Personnel Selection Adding value though people (3rd ed.) Wiley: Chichester.
Taylor, S. (2002) People Resourcing, CIPD:London
Lecture 5: Resourcing and Selection in action: Virgin Mobile (NK)
Friday 10th March (2:15 – 4:15)
This session will provide a practical example of resourcing and selection decisions in action. It will be led by a representative of Virgin Mobile who will draw on his experience as the HR Manager at the Virgin Mobile Contact Centre. This case will form the basis for the coursework assessment for this unit.
Lecture 6: Selection - application of theory (NK)
Friday 17th March (2:15 – 4:15)
This session will examine selection methods in practice. You will be asked to participate in a practical selection exercise using case study materials which will be provided.
Lecture 7: Performance management systems - theoretical models(NK)
Friday 24thMarch (2:15- 4:15pm)
Effective performance management systems can play a key role in the achievement of organizational goals. In this lecture we revisit the scope of performance management systems and pay particular attention to recent developments in both practice and theory. The role of performance appraisals in a performance management system will be discussed and reviewed through case material. Here we will critique recent debates around the setting ofbehavioural standards for appraisal, e.g. competency standards. We will also explore the integrative nature of performance management by paying attention to its links with development and reward.
*Torrington, et al (2005): Chapter 7
Marchington, M. and Wilkinson, A. (2005) Chapter 7
Redman and Wilkinson (2006) Chapter 6
Bach, S. (2000), ‘From performance appraisal to performance management’, in Bach, S. & Sisson, K. (eds.), Personnel Management: A comprehensive guide to theory and practice.Blackwell: Oxford.
Armstrong, M and Baron, A. (1998) Performance Management, London, CIPD
Grint, K. (1993), ‘What’s wrong with performance appraisals: A critique and a suggestion’, Human Resource Management Journal, 3, 3, 61-77.
Mabey, C. (2001), ‘Closing the circle: participation views of a 360 degree feedback programme’, Human Resource Management Journal, 11, 1, 41-53.
Newton, T. & Findlay, P. (1996), ‘Playing God? The performance of appraisal’, Human Resource Management Journal, 6, 3, 42-58
Randell, G. Employee Appraisal in Sisson, K. (Ed) Personnel Management
Lecture 8: Performance management systems – application of theory (NK)
Friday 31st March (2:15- 4:15pm)
In the first part of the session we will consider different performance management systems in practice. We will look at some of the practical problems associated with designing performance management systems and relate these to the wider theoretical issues. Reference will be made to real life examples and the recent changes which are taking place.
Lectures 9 and 10:Pay and Reward – theoretical models (NK)
Friday 28th Apriland 5 May (2:15- 4:15)
One of the most complex issues in HR, and indeed for management generally is the vexed question of performance and reward strategies. This is a universal issue that faces every organisation and has done so ever since people were employed. What is the effort-reward relationship and how can it be managed? What are the objectives of reward strategies? On what basis should people be rewarded? Can organisations get better value for money out of their paybill, by far the largest item of expenditure in this whole area? What are the key choices in the design of reward systems? Is financial flexibility seen in performance related pay worth pursuing even when all the evidence in recent research fails to find a connection between performance related pay for individuals (excluding large commission payments) and better performance?
*Torrington et al (2005) Chapters 26 and 28.
Marchington, M. and Wilkinson, A. (2005) Chapter 12
Redman and Wilkinson (2006) Chapter 5
Kessler, I. (2001) ‘Reward System Choices’ in J. Storey (2001) Human Resource Management: A Critical Text(2nd edition) Thompson: London.
Kessler, I. (2000) 'Remuneration Systems' in Bach, S. and Sisson, K. PersonnelManagement (3rd ed), Blackwell: Oxford.
Lewis, P. (1998) 'Managing Performance related pay based on evidence from the financial services sector', Human Resource Management Journal, 8, 2, 66-77.
White, G. and Druker, J. (2000) Reward Management, Routledge
Pfeffer, J. The Human Equation, Chapter 7, HarvardBusinessSchool Press.
Dowling, B. and Richardson, R. (1997) 'Evaluating Performance Related Pay for managers in the NHS', International Journal of Human Resource Management, 8,3, 348-367.
Wood, S. (1996) ‘High commitment management and payment systems’, Journal ofManagement Studies, 33, 1, 53-77.
Lecture 11: Revision (NK/JS)
Friday 12th May (2:15- 4:15)
Teaching style
Each session will include a lecture to cover the argument and evidence and some prior reading will be assumed. A case study or group discussion during the session will be used to illustrate the issues. Sometimes a case study will be issued but in general we prefer to discuss contemporary issues and examples where policy is being developed. We also very strongly welcome illustrations that prove or more often disprove the point we are trying to make drawn from your experience.
Assignmentand examination
Assignment: 3,000 words in pairs – 24th April hand in weighted at 30%
Written examination weighted at 70%
/1 (01/21/2019)