MODULE SPECIFICATION TEMPLATE
MODULE DETAILS
Module title
Module code
Credit value
Level
Mark the box to the right of the
appropriate level with an ‘X’
Leading, Managing and Developing People
HRM74
20
Level 4
Level 5
Level 6
Level 0 (for modules at foundation level)
Level 7
X
Level 8
Entry criteria for registration on this module
Pre-requisites
Specify in terms of module codes or
equivalent
Co-requisite modules
Specify in terms of module codes or
equivalent
Module delivery
Mode of delivery
Taught
X
Distance
Placement
Online
Other
Pattern of delivery
Weekly
X
Block
Other
When module is delivered
Semester 1
Semester 2
Throughout year
X
Other
Brief description of module This module leads to gaining a critical foundational understanding of major
content and/ or aims
contemporary research evidence on employment and effective
Overview (max 80 words)
approaches to human resource management (HRM) and human resource
development (HRD). The module requires the student to explore /
challenge / critically evaluate the role of the manager/leader/HR/HRD in
achieving successful organisational outcomes (theory and practice)
including engagement, commitment, motivation and performance. The
module requires learners to reflect critically on theory and practice and
provides opportunities for applied learning and continuous professional
development.
Module team/ author/
Penny Simpson, Colin Harris and Sue Will
coordinator(s)
School
Business School
Site/ campus where
Moulsecoomb
delivered
Course(s) for which module is appropriate and status on that course
Course
MSc. Human Resource Management
Postgraduate Diploma in Human Resource Management
Status (mandatory/ compulsory/
optional)
Mandatory
Mandatory
MODULE AIMS, ASSESSMENT AND SUPPORT
Aims
Purpose and aims of module
The module aims to provide students with
 a rigorous framework of knowledge and understanding concerning
people management and development
 a critical understanding of the theories underpinning and debates
within the fields of human resource management (HRM) and
human resource development (HRD)
Learning outcomes
On completion of this module learners will be able to demonstrate their
knowledge, understanding and ability to:
Subject specific
1. Review and critically evaluate major contemporary research and
debates in the fields of human resource management (HRM) and
human resource development (HRD)
2. Understand, analyse and critically evaluate the internal managerial
and business environment within which HR professionals work.
3. Debate and critically evaluate the characteristics of effective
leadership and the methods used to develop leaders in
organisations.
4. Evaluate major theories relating to motivation, commitment and
engagement at work and how these are put into practice by
organisations.
5. Critically examine the effectiveness of change management in
organisations.
6. Critically discuss the aims and objectives of the HRM and HRD
function in organisations and how these are met in practice.
7. Assess the contribution made by HRM and HRD specialists in
different types of organisation.
8. Promote professionalism and an ethical approach to HRM and
HRD practice in organisations.
Cognitive
1. Critically evaluate and synthesise current research and
established theories in the literature
2. Critically apply theory to organisational practice
Content
Indicative module content
Indicative content is provided for each learning outcome. This is
neither prescriptive nor exhaustive
1. HRM and HRD.
Major research studies on contemporary developments in the
HRM and HRD fields (UK and overseas including CIPD), links
between HR practice and business outcomes, measuring the
value of the HR function; HRM and HRD practices in successful
organisations, effective interface between HR and line
management through partnership working.
2. Internal managerial and business environment within which
HR professionals work.
Management, managing and managerial functions within
organisations; nature of management and leadership power,
authority and influence.
3. Effective leadership and leadership development.
Leadership and management styles and their impact,
characteristics of successful and unsuccessful leaders,
significance of effective leadership, developing effective leaders in
organisations.
4. Motivation, commitment and engagement
Major theories relating to motivation, commitment, and
engagement at work (theory and practice), the HR equation –
work, reward, job satisfaction and the psychological contract,
flexibility and flexible working, reward and recognition,
performance management and career development.
5. Change management
The politics of management and the change agenda; effective
approaches to change management and major theories in the
field, the central role played by people management practices in
the effective management of change.
6. The HRM and HRD functions
Models and roles of the HR function; organisation and job design,
attracting and retaining people, motivating and managing
performance, efficient administration of the employment
relationship, managing employee relations, learning, training and
developing people, rewarding people.
7. Contribution made by HRM and HRD specialists in different
types of organisation.
Major contemporary developments in HRM and HRD practice in
larger private sector companies, small and medium-sized
enterprises, public sector organisations, voluntary sector
organisations and international corporations.
Learning support
8. HRM and HRD practice: professionalism and ethics
Major debates about professionalism and ethics in organisations,
common ethical dilemmas faced by managers and ways of
resolving these, equity and fair-dealing, managing within the
expectations of the law.
Students are supported by tutors, Studentcentral (or equivalent VLE),
Student Support (as needed) and the resources of the library.
Indicative reading – most recent editions of:
Core text(s)
Rees, G. and French R. Leading, Managing and Developing People.
London: CIPD.
Other recommended reading
Armstrong, M. A Handbook of Human Resource Practice. London:
Kogan Page.
Beardwell, J and Claydon, T. Human Resource Management: a
contemporary approach. Harlow: Financial Times Prentice Hall.
Boxall P., Purcell, J. and Wright, P. (eds). The Oxford Handbook of
Human Resource Management. Oxford: Oxford University Press.
Bratton, J and Gold, J. Human Resource Management: Theory and
Practice. Basingstoke: Palgrave Macmillan.
Buchanan D & Huczynski A, Organizational Behaviour: An
Introductory Text. Harlow: Financial Times Prentice Hall.
Cornelius N, Human Resource Management: a managerial
perspective. London: Thomson Business Press.
Gibb, S. Human Resource Development: Processes, Practices and
Perspectives. Basingstoke: Palgrave Macmillan.
Marchington, M. & Wilkinson, A. Human Resource Management at
Work, People Management and Development. London: CIPD.
Mullins, L.J. Management & Organisational Behaviour. Harlow:
Financial Times Prentice Hall.
Pinnington, A., Macklin, R. and Campbell, T. (eds). Human Resource
Management: ethics and employment. Oxford: Oxford University
Press.
Redman, T. & Wilkinson, A. Contemporary Human Resource
Management: Text and Cases. Harlow: Financial Times Prentice Hall.
Storey, J., (ed), Human Resource Management: A Critical text.
London: Thomson Learning.
Taylor, S. People Resourcing. London: CIPD.
Torrington, D., Hall, L. and Taylor, S., Human Resources
Management. Harlow: FT Prentice Hall.
Recommended journals include:
British Journal of Industrial Relations
Human Resource Development International
Human Resource Management Journal
Journal of Human Resource Management
Personnel Review
Recommended websites include:
Chartered Institute of Personnel and Development
http://www.cipd.co.uk/
Chartered Management Institute http://www.managers.org.uk/
Institute for Employment Studies (IES) http:// www.employmentstudies.co.uk
Online library: Xpert HR
People Management http://www.peoplemanagement.co.uk/pm/
Teaching and learning activities
Details of teaching and
learning activities
The teaching incorporates a variety of methods including lectures,
workshops, student presentations, seminars, guest speakers, group
work, podcasts, quizzes and support from the available resources.
Allocation of study hours (indicative)
Study hours
Where 10 credits = 100 learning hours
SCHEDULED
This is an indication of the number of hours students can expect to
spend in scheduled teaching activities including lectures, seminars,
tutorials, project supervision, demonstrations, practical classes and
workshops, supervised time in workshops/ studios, fieldwork,
external visits, and work-based learning.
40
GUIDED INDEPENDENT
STUDY
All students are expected to undertake guided independent study
which includes wider reading/ practice, follow-up work, the
completion of assessment tasks, and revisions.
160
PLACEMENT
The placement is a specific type of learning away from the
University that is not work-based learning or a year abroad.
TOTAL STUDY HOURS
200
Assessment tasks
Details of assessment for
this module
The module will be assessed by two elements each with a weighting
of 50%:
1. an unseen examination of 2 hours.
2. individual written coursework of up to 2500 words.
Types of assessment task1
% weighting
Indicative list of summative assessment tasks which lead to the award of credit or which are required for
progression.
(or indicate if
component is
pass/fail)
WRITTEN
50%
COURSEWORK
Written exam
Written assignment/ essay, report, dissertation, portfolio, project
output, set exercise
50%
PRACTICAL
Oral assessment and presentation, practical skills assessment, set
exercise
EXAMINATION INFORMATION
Area examination board
MSc Human Resource Management
Refer to Faculty Office for guidance in completing the following sections
External examiners
Name
Position and institution
Date appointed
Date tenure
ends
Refer to Studentcentral (or equivalent VLE)
QUALITY ASSURANCE
Date of first approval
2010
Only complete where this is
not the first version
Date of last revision
December 2012
Only complete where this is
not the first version
Date of approval for this
July 2014
version
Version number
3
Modules replaced
Specify codes of modules for
which this is a replacement
Available as free-standing module?
Yes
No
X