Human Resource Management
MG328
- Course Outline -
Objective
Human resource management (HRM) is the organisational function
concerned with sourcing employees, improving their performance and
recognising their achievements. Strategic HRM integrates all people
management policies aligning them with organisational strategic objectives
in a manner that is ethically defensible and legally appropriate. At the
same time, critical HRM realises that people do not represent a passive
commodity to be used, redeployed and disposed of at will. Employees
react and respond to managerial interventions. Careful policy design,
implementation and monitoring promotes employee well being and
organisational effectiveness.
The objectives of this module are to:
 introduce you to the contemporary business, legal and industrial
relations environment in which HR professionals practice
 provide a foundation to develop knowledge and skills in the HR
functional areas of resourcing, performance management and
reward
 develop your ability to integrate HR policies and align them with
organisational strategy
Lecturers
Times
Name
Office
Ext
E-mail
Maureen
Maloney
Room 312
Cairnes
3922
maureen.maloney@nuigalway.ie
Dr Deirdre
Curran
Room 322
Cairnes
2521
deirdre.curran@nuigalway.ie
Day
Time
Venue
Mondays
1-3
AM200
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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Overall
Learning
Outcomes
Format
Programme(s)
Course
Material
Core Text
Upon completion of this course you will be able to:
 Critically analyse the historical content of personnel management
and industrial relations, and the differences and similarities with
contemporary HRM
 Articulate the motives and pressures for the development of
contemporary HRM theory and practice
 Critically evaluate the different approaches to strategic HRM
 Demonstrate the competence to retrieve, from a range of sources,
and analyse information of human resource issues of relevance to
managers
 Contribute to the development of a Human Resource Strategy
 Demonstrate basic competence in the core functional areas of HRM
 Demonstrate the skills of collecting, analysing and presenting
information orally and in writing, both individually and in teams.
There is a two-hour session each week. We are asking you to complete
one reading before attending class. Small group exercises and are used to
reinforce the learning during class. The key issues outlined in each of the
session should then be developed through further study.
B.Comm., B.Comm. International, B. Sc. (Project & Construction
Management), Erasmus, Occasional Arts
A course web is available at http://blackboard.nuigalway.ie
Gunnigle, P., Heraty, N. and Morley, M.J. (2011) Human Resource
Management in Ireland. 4th ed., Dublin: Gill and Macmillan. (17 copies of
2006 edition) 658.3009417 HUM
Some copies are available in the library for one-day and three-day loans.
Collings, D. and Wood, G. (Eds.) (2009) Human Resource Management:
A Critical Approach. Oxon: Routledge. (8 copies) 658.3HUM
Supplementary Text
There are many other excellent books on Personnel, Industrial Relations
and HRM in the library. Students are urged to browse the relevant
shelves of the library. The ability to make effective use of a library
catalogue (and other library facilities) is an essential skill at third level.
Trish Finnan (x 3564) is the subject librarian for Business & Economics.
You can contact Trish by phone (091-493564) or e-mail
(trish.finnan@nuigalway.ie). She and the rest of the library staff are
happy to provide information, advice and assistance.
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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Key
Journals in
the Field

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




British Journal of Industrial Relations (BJIR)
Human Resource Management Journal (HRMJ)
Industrial Relations Journal (IRJ)
Personnel Review (PR)
Employee Relations (ER)
Journal of Management Studies (JMS)
Work, Employment and Society (WES)
New Technology, Work and Employment (NTWE)
Industrial Relations News (IRN)
End of Year Examination (closed-book) 75%
Continuous Assessment 25%
Assessment
Workload
Plagiarism
The ‘35% rule’ applies to all Commerce courses. This means that
students must receive 35% or better on their final closed-book
examination in order for continuous assessment to be included in their
final mark. In other words, if a student fails the final examination, s/he
fails the course.
Credit weighting:
Lecture hours:
Independent study:
Examination:
Total Student Effort:
5 ECT
22
100
2
c. 125 hours
Plagiarism is the use of another person’s ideas or work without
appropriate acknowledgement or credit. Plagiarism may be intentional or
unintentional. Intentional plagiarism is the clear intent to pass off another
person’s work or ideas as your own for your own gain. Unintentional
plagiarism may occur if you do not understand the appropriate way to
acknowledge the source of your ideas and information. If you are unsure
of the acceptable methods of acknowledgment you should consult with
your lecturer or the library staff. Proven plagiarism is a very serious
matter which may result in severe disciplinary action and/or exclusion
from the University.
You can read the Code of Practice for Dealing with Plagiarism
http://www.nuigalway.ie/plagiarism/
Your written assignment will be checked using Turnitin, a software
designed to detect plagiarism.
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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Referencing
& Citation
Correct referencing and citation avoids plagiarism. There are varying
referencing styles available but the most popular is the Harvard
Referencing Style. Details on how to reference journal articles, books,
electronic information etc. is available from the NUI, Galway Library at the
following link:
http://www.library.nuigalway.ie/media/nuig_lib_ref_guide.pdf
You should follow these guidelines when completing your assignment.
Special
Needs
Please notify us immediately if you have any special needs.
Course Schedule
Topic
Readings
1
Gunnigle et al, chapter 1
Course Overview &
Introduction to HRM
Roche, W., Teague, P., Coughlan, A. & Fahy, M. (2011) Human
Resources in the Recession: Managing and Representing People
at Work in Ireland. Dublin: Labour Relations Commission.
This session will
discuss current HR
issues and debates.
Ulrich, D. (2011) ‘Celebrating 50 Years: An Anniversary
Reflection’, Human Resource Management, 50 (1), pp. 3-7.
2
Gunnigle et al, chapter 2
Strategic HRM
Egan, J. (June 2011) CIPD Strategic human resource
management factsheet. Available at: http://www.cipd.co.uk/hrresources/factsheets/strategic-human-resourcemanagement.aspx (Accessed: 25 July 2012).
This session will
explain strategic HR
frameworks
Lamb, P. (2012) ‘Business Savvy HR – podcast 63’.Available at:
http://www.cipd.co.uk/podcasts/_articles/hr-businesssavvy.htm?view=transcript (Accessed 29 August 2012)
3
Gunnigle et al. chapter 14
The Legislative
Framework
Guide to Employment Rights, download from http://www.workplacerelations.ie/en/media/ERGuide-English.pdf
Maloney, M. (2010) ‘Impact of Employment Legislation on the HR
This lecture is a basic
Function’. [Podcast].
introduction to the
legislation
underpinning HR in the
Irish context.
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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Topic
Readings
4
Gunnigle et al., chapters 5 (pp. 101-110)
HR Planning
This session will
explore HR planning
strategies at the
organisational level.
Lamb, P. (2010) 'Workforce Planning - podcast 46'. CIPD
[Podcast]. 7 September. Available at:
http://www.cipd.co.uk/podcasts/_articles/_workforce-planningpodcast-46.htm?link=showtranscript&view=transcript (Accessed:
9 August 2012)
Maloney, M. (2010) ‘HR Planning at Radisson Blu: an interview
with Gillian Chambers’. [Podcast].
5
Gunnigle et al., chapter 5, (pp. 110-132)
Recruitment &
Selection
Branine, M. (2008) ‘Graduate recruitment and selection in the
UK: A study of the recent changes in methods and expectations’,
Career Development International, 13(6), pp. 497-513.
This session outlines
the main forms of
recruitment and the key
selection tools used
critiquing of their
effectiveness.
Lamb, P. (2008) ‘Strategies for attracting and retaining
employees’ - podcast 24'. CIPD [Podcast]. 2 October. Available
at:
http://www.cipd.co.uk/podcasts/_articles/_strategiesforattracting
andretainingtalent.htm?view=transcript (Accessed: 9 August
2011).
6
Gunnigle et al. chapter 8
Performance
Management
Cook, J. and Crossman, A. (2004) ‘Satisfaction with performance
appraisal systems: A study of role perceptions’, Journal of
Managerial Psychology, 19(5), pp. 526-541.
This session considers
the key issues around
the design and
operation of
performance
management systems.
7
Schraeder, M. Becton, J. and Portis, R. (2007) ‘A Critical
Examination of Performance Appraisals’, Journal for Quality and
Participation, 30(1), pp. 20-25.
Gunnigle et al. chapter 7
Christofferson, J. and King, B. 2006, ‘The “IT” Factor: A New
Total Rewards Model Leads the Way’, workspan, 6(4), pp. 18-27.
This session introduces (posted on Blackboard).
total reward concept.
Maloney, M. (2010) ‘Total Reward Approach at Medtronic: an
interview with Dave Morris, Medtronic’. [Podcast].
Reward Management
8
Gunnigle et al. chapter 9 & 10
Human Resource
Development
CIPD ‘Learning Methods’ Factsheet on Blackboard
This session explores
CIPD ‘Learning and Talent Development Strategy’ Factsheet
on Blackboard
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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Topic
Readings
the importance of
employee learning,
training, and
development based on
current practice in the
Irish context.
9
Gunnigle et al. chapter 11
Employee Relations
CIPD ‘Employee Relations’ Factsheet on Blackboard
This session engages
with key debates
regarding employee
relations in
organisations. It
introduces the key
institutions and actors
in the Irish context
Workplace Relations Reform Update April 2012 -Posted on
Blackboard
10
Course Review &
Exam Preparation
Maureen Maloney & Deidre Curran | HRM | MG328 | 2012-13
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