Now known as Human Resource Development Tools and Techniques ^[1].

Main Aim(s) of the Unit:

This unit develops critical analysis of human resource management tools and techniques including learning and development, training and management development. It further explores the contractual relationships between employer and employee and the theoretical and practical application of remuneration and reward systems.
The unit develops understanding and application of collective bargaining and employee involvement whilst also encouraging broader analysis in terms of differences and similarities between different countries and between the public and private sector.

Main Topics of Study:

Learning & Development:

• Definitions
• Quality & Flexibility
• The Learner & Barriers to Learning
• Learning Outcomes
• Processes of Learning

Development:

• Definitions
• Erikson & Levinson Models
• Self Development
• Employee Development
• Management Development
• Types of Learning & the Learning Organisation

Vocation Education & Training:

• Current Policies & Practices
• German, Japanese & French Systems
• Government Involvement
• Competencies

Training & Human Resource Development:

• Definitions
• Creating an HRD Plan
• Training Needs Analysis
• Training Methods

Management Development:

• Definitions
• Role of Management & Organisation Strategy
• Open Systems Approach
• Unified Approach
• Developing Programmes
• Brief International Overview
• Management Competencies

Employment Contracts:

• The Concept of a Contract
• Common Law & Statutory Regulation
• Common Law Duties of Employer & Employee
• Statute Law & the Employment Contract
• The Employment Relationship - Operational Control
• Management & Management Functions
• Labour Process & Management

Collective Bargaining:

• Definitions
• Principles & Theoretical Approaches
• Collective Agreements
• Historical Context
• Changes Since 1980s
• The Flexibility Issue

Remuneration & Reward:

• Theoretical Foundation
• Maslow, Herzberg, Porter & Lawler
• Payment Systems - Objectives & Equity
• Time Systems, Incentive Systems, Payment by Results
• Bonus Schemes & Collective Bonuses
• Performance Related Pay
• Variable Payments
• Employee Benefits

Employee Involvement:

• Involvement & Communication
• Definitions of Employee Involvement
• International Aspects

The Public Sector:

• Markets & the ‘New’ Management
• Employment Patterns & Forms
• Pay & Employee Involvement
• Flexibility & Performance

International Human Resources Management:

• European, USA & Japan
• Context & Culture

Human Resources Management & Europe:

• European Union
• EU Institutions
• Legislative Process
• Social Charter
• HR & the Single European Market
• HR & Eastern Europe

Human Resources Management & the USA:

• Context & Practice
• Recent Developments - Teamworking & the ‘Lean’ Approach

Human Resources Management & Japan:

• Context & Practice
• Management Techniques - Just in Time, Quality Circles, Kanban

Learning Outcomes for the Unit

At the end of this Unit, students will be able to:

1. Critically evaluate the reality of HRM practice from various theoretical perspectives and stakeholder interests.
2. Explain how effective management of each aspect of the human resource cycle contributes to improving organisational performance.
3. Explain the challenge of managing human resources across international boundaries and at different stages in the internationalisation of business.
4. Explain the role of the manager in an organisation and critically evaluate the appropriateness of alternative approaches to the management of people for particular contextual settings.
5. Identify the role of culture, both national and organisational, in implementing policies that impinge on the human resource area.
6. Explain concepts, key terms, systems and frameworks of human resource management in the UK, Europe and internationally.

Learning and teaching  methods/strategies used to enable the achievement of learning outcomes:

Learning takes place on a number of levels through lectures, class discussion including problem review and analysis.  Formal lectures provide a foundation of information on which the student builds through directed learning and self managed learning outside of the class.  The students are actively encouraged to form study groups to discuss course material which fosters a greater depth learning experience.

Assessment methods which enable student to demonstrate the learning outcomes for the Unit:

Examination: 3 hours duration 100%

Indicative Reading for this Unit:

Main Text:

Human Resource Management: A Contemporary Perspective - I Beardwell & L Holden (Pitman)
Chapters 7-19 inclusive

Alternative Texts and Further Reading:
Employee Resourcing - D Torrington, L Hall, I Haylor, J Myers (Pitman)
Management & Organisational Behaviour - L Mullins (Pitman)
Personnel Management - S Tyson & A York (Heinemann)
Personnel & HR Journals

Guideline for Teaching and Learning Time (10 hrs per credit)

50 hours Lectures / Seminars / Tutorials / Workshops

Tutorial support includes feedback on assignments and may vary by college according to local needs and wishes.

50 hours Directed learning

Advance reading and preparation / Class preparation / Background reading / Group study / Portfolio / Diary etc

100 hours Self managed learning

Working through the course text and completing assignments as required will take up the bulk of the learning time.  In addition students are expected to engage with the tutor and other students and to undertake further reading using the web and/or libraries.