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MODULE SPECIFICATION TEMPLATE
MODULE DETAILS
Module title
Module code
Level
Employee Selection and Development
HR315
Level 4
Level 5
Credit rating
Pre-requisites for
registration on this module
Level 6
Level 7
20CATS
HR171 Managing Organisations & People, or HR280 Organisational
Behaviour and HRM, or equivalent
eventually it is anticipated that these
will be specified in terms of learning
outcomes; in the interim they should
be specified in terms of other
module codes, or equivalent
Type of module
Period of time over which it is
delivered and mode of delivery
Brief description of
module content and/ or
aims
Overview (max 80 words)
3rd year undergraduate optional module
Delivered during the first and second semesters
Mode of delivery includes lectures, seminars and workshops
This module aims at equipping students with an understanding of the
role and contribution of recruitment, selection, training and
development. The module seeks to highlight how the subject areas
studied contribute to the function and performance of an organisation
in terms of its HRM strategy. The module discusses the theoretical
perspectives that shaped the discourse on topics from the relevant
literature and evaluates the application f the topics through the use of
case studies. This module aims at fostering analytical and critical
thinking for the application of theory to practice.
Dr Stephanos Avakian (Module Leader)
Dr Sue Greener (delivering module at University Centre Hastings)
First and Second Semesters
Mithras House and University Centre Hastings
Module team/ author/
coordinator(s)
Semester 1 or 2
Site/ campus where
delivered
Field(s) for which module is appropriate and status in that field
Field
Status (mandatory/ compulsory/ optional)
Business Management, Human Resource
Management
Optional
Course(s) for which module is appropriate and status on that course
Course
Status (mandatory/ compulsory/ optional)
All BSc courses
Optional
Template updated: June 2011
MODULE AIMS, ASSESSMENT AND SUPPORT
Aims
Learning outcomes/
objectives
Content
On completion of this module students should be able to:
Show understanding of the importance of a range of methods and
sources of recruitment and the different ways in which such
methods are exercised, including social networking tools.
Demonstrate knowledge of the different selection methods used as
well as their advantages and disadvantages.
Ability to explain how the selection process can be understood with
reference to the key theoretical perspectives which underpin
the assumptions for evidence of ‘fitness’ for work role.
Discuss the growing importance of
the discourse on Human
Resource Development and its impact on corporate strategy
with respect to case examples.
Demonstrate understanding of the role and effectiveness of training
and other development methods for improving organisational
efficiency.
Show understanding of the design and application of e-learning
practices and their contribution to organisational learning and
development.
Understand the increasing impact of internationalization
(e.g
migration of workers between countries, outsourcing, crosscultural and cross-functional issues) on recruitment and
selection, and training and development
Demonstrate knowledge of the use of performance management
related schemes: their advantages and disadvantages.
Recruitment
 The influence of the macro-environmental (Political, Sociocultural, Technological, Economic) forces on recruitment
practices
 The impact of labour market trends on recruitment and its
variation between countries
 The use and importance of job design - analysis - description
and specification
 Differences between internal and external recruitment, their
advantages and disadvantages.
 Importance of the global economic downturn in changing
recruitment trends
 Evolving role of technology and the growing trend of erecruitment and social communication tools Recruitment
trends as influenced by the migration of workers between
countries.
Selection
 The selection process through the use of biodata,
psychometric and personality tests
 The nature of assumptions made between the functional,
interpretive and critical perspectives, and the assumptions’
impact during the selection decision making process.
 The advantages and disadvantages of selection methods
including interviews and assessment centres.
 The role of discrimination, diversity and the application of
legislation on selection practices.
 The growing role of international migration and the challenges
and opportunities this carries for employees and employers in
selection.
Performance Management
- Reasons behind the growing importance of measuring
performance
Template updated: June 2011
-
-
Methods and tools for measuring and managing performance
The difference between measuring and managing
performance and its implications
The relationship between rewards, performance and
motivation on employees
The use of technology for the design and implementation of
performance management (e.g. electronic performance
support systems (EPSS)
Critical perspectives of performance management
Training
- The relationship between training and job efficiency
- Different modes of training
- The role and impact of Training Needs Analysis
- The role of learning styles and their use for the design and
delivery of training initiatives Dimensions of E-learning and
blended learning and its contribution to training initiatives (e.g.
computer aided assessment, stand alone e-learning
packages, corporate learning management systems)
- Synchronous and asynchronous communication through the
use of online tools (Laurillard’s conversational model)
Teaching and learning
strategy
Allocation of study hours to activities
(including pre-module activities,
contact time, private study time and
assessment)
Human Resource Development
- The role of personal development and its relationship to
corporate performance
- Differences between training and other methods of
development including coaching, mentoring, shadowing etc.
- The need for strategic focus in learning and development
- The use of career development and talent management
schemes that seek to improve retention and productivity
- The relationship of national and international vocational
training, government policies on skills and their impact on
personal development and corporate performance
- The emphasis on practices that stimulate strategic
development in relation to organisational learning and
knowledge management
Critical perspectives of human resource development and
the emphasis on power and exploitation
Lectures will be supported by weekly seminars to discuss relevant
literature, research and practical activities selected and set by
the tutors to reinforce appropriate learning.
Lectures: 20
Open Learning:
Seminars: 20
Self Study: 100
Workshops:
Assessment:60
Total:200
Learning support
Including indicative reading,
computer packages, field trips etc
Indicative reading:
The latest editions of:
Armstrong, M., Handbook of Human Resource Management. Kogan
Page.
Briscoe, R. D. and Schuler, S. R. International Human Resource
Management. London and New York: Routledge
Buckley, R., Caple, J., The Theory and Practice of Training. Kogan
Page.
Campbell, P. J. and Knapp, J. D. (Eds) Exploring the Limits of
Personnel Selection and Classification. London: Lawrence
Claydon, T. and Beardwell, J. (Eds.) Human Resource
Management: A Contemporary Approach (5th edition),
(Paperback) London: FT Prentice Hall
Dowling, J. P., Festing, M.Engle, D. A. International Human Resource
Management: Managing People in a Multinational Context.
Template updated: June 2011
London: Thomson Erlbaum
Heneman G. H. and Judge, A. T. Staffing Organizations (5th Edition).
London: McGraw-Hill
Kraiger, K. (Ed.) Creating, implementing, and maintaining effective
training and development: State-of-the-art lessons for
practice. San Francisco, CA: Jossey-Bass
Journals
Academy of Management Journal
Academy of Management Review
Administrative Science Quarterly
California Management Review
Career Development International
Cross Cultural Management
Education & Training
Empowerment in Organizations
European Journal of Vocational Training
Executive Development
Human Relations
Human Resource Development International
Human Resource Management International Digest
Interactive Learning Environments
International Journal of Career Management
International Journal of Human Resource Management
International Journal of Training and Development
Journal of Management Studies
Journal of Managerial Psychology
Management Development Review
Organisation
Organisation Studies
Participation and Empowerment: An International Journal
Personnel Review
Strategic Management Journal
The Journal of Management Development
Websites
www.ihrim.org
www.hrba.org
www.cedefop.europa.eu
www.cipd.co.uk
www.euromonitor.com
proquest.umi.com
www.dti.gov.org
Assessment tasks
Including weighting of individual
tasks
Summative assignment 4500 words (80%)
The assignment covers the areas of recruitment, selection and training
and development.
Peer Review (20%)
Students are required to peer review each other’s assignments
towards the end of the second semester. The students are assessed
for the quality of feedback they provide to their classmates.
EXAMINATION INFORMATION
Area examination board
External examiners
Name
Dr Beryl Badger
Template updated: June 2011
Human Resource Management
Date appointed
2009
QUALITY ASSURANCE
Date of first approval
1997
Only complete where this is not the
first version
Date of last revision
2011
Only complete where this is not the
first version
Date of approval for this
version
Version number
Modules replaced
Specify codes of modules for which
this is a replacement
Template updated: June 2011
2011
6
n/a