MODULE SPECIFICATION FORM
Module Title:
Managing Employee Relations
Module code:
BUS742
Existing/New:
Semester(s) in which to
be offered:
New
Originating Subject:
Level:
M
Credit Value:
1&2
With effect
from:
20
Sept 2010
Title of module being
replaced (if any):
Business/ Human
resource Mgt.
Module duration
(contact hours/
directed/directed
private study:
75/125
Module
Leader:
Status: core/option/elective
(identify programme where
appropriate):
Sue King
Core
Percentage taught by Subjects other than
originating Subject (please name other
Subjects):
Programme(s) in which to be
offered:
Pre-requisites per
programme (between levels):
Co-requisites per programme
(within a level):
MA HRM, PG Dip HRM
Module Aims:
It will provide learners with a comprehensive understanding of employment relations
perspectives and debates, both national and international, from a theoretical and behavioural
competency perspective. It will enable learners to understand, analyse and evaluate
competing theories and perspectives associated with managing employment relations
strategies and their outcomes on organisational climate, employees and management.
To ensure adherence to the CIPD standards the content and assessment of this module, as
with the other modules on the postgraduate diploma stage, incorporates the learning
outcomes and content of the ‘Investigating a business issue from a human resources
perspective’ (CIPD standard module). Therefore the content and assessment of the module
reflect these needs and this is shown in both the learning outcomes and the Research
report assessment that straddles the three modules at this level.
Expected Learning Outcomes
Knowledge and Understanding:
At the end of this module, students should be able to analyse and critically evaluate:
1. Different theories and perspectives on employment relations and the roles and
functions of the different parties in the employment relationship
2. The impact of external contexts in shaping employment relations climates; and the
role, design and implementation of policies and procedures related to organisational
risk, such as in the areas of discipline, grievance, dismissal and redundancy
3. The importance and integration of employment relations processes and their impact
on policy, practice and organisational outcomes such as performance and employee
engagement.
4. Identification of business issues of strategic relevance: undertaking of a literature
search of contemporary practice and research and development of a critical literature
review in the chosen area.
Transferable/Key Skills and other attributes:
1. think critically and creatively: analysing, synthesising and critically appraising current
and predicted changes in the relations between employer and employees.
2. the ability to conduct research into business and management issues either
individually or as part of a team through research design, data collection, analysis,
synthesis and reporting
3. exhibit personal effectiveness: critical awareness, self-reflection and selfmanagement, sensitivity to diversity and ability to learn through reflection on practice
and experience
4. recognise and address ethical dilemmas and corporate social responsibility issues,
applying ethical and organisational values to situations and choices.
This module maps against the CIPD modules 7MER Managing Employment Relations and
7OBI Investigating a Business Issue from a Human Resources Perspective
Assessment: please indicate the type(s) of assessment (eg examination, oral, coursework,
project) and the weighting of each (%). Details of indicative assessment tasks must be
included.
Assessment One will provide an opportunity for group work through an activity such as role
play or a negotiation exercise in an Employee Relations context.
Assessment Two will require the learner to produce an individual written report that will
critically review the context and theoretical frameworks for employee relations and how this
relates to their host organisation and propose recommendations on how it can be enhanced.
The third assessment is a research report on an agreed business issue from a HR
perspective. The report will be compiled to meet a mix of learning outcomes across the
employee reward management, managing employee relations and human resource
development modules. The report will have a maximum word count of 7,000. In addition to
the other assessment associated with the individual modules, the report will require to be
completed successfully in its entirety in order for the student to receive credit for each of the
three modules.
Assessment
Learning
Outcomes
to be met
Type of assessment
Weighting
Duration
(if exam)
Word count
or equivalent
if appropriate
1
1
Group activity
40%
2
2,3
Written report
60%
2,000
3
4
Research report.
Based on a
research
investigation that
examines a
business issue from
a human resource
perspective
Pass/ refer
7,000
Learning and Teaching Strategies:
The nature of this area of study allows for a wide variety of teaching and learning options. In
line with the Glyndwr teaching and learning strategy for masters level students the intention is
to try and develop a learner centred approach.
The requirements of the ‘thinking performer ‘ concept and for HR professionals to act as
strategic partners to line managers facilitates an approach were learning is more than just the
product of teaching, but were the learner activity such as seminars, case studies,
discussions, critical reading will enable the students to not only develop the appropriate
knowledge sets but will also be able to develop the skills, insight and confidence to enhance
their role in the management of the employee relations activity in their host organisation both
in the present and in the future.
Students will be are encouraged to take an independent approach to learning with the need
to research case studies and sources of information from particular publications in the library
or on the internet. This information and knowledge will be used in class discussions and
critical evaluation of case study scenarios. In addition the collaborative approach to learning
with peers from a wide range of backgrounds and organisations will be encouraged to enable
them to benefit from their varied perspectives and to appreciate the variety of perspectives
that exist. Having to voice opinions and put their case within the learning situation should help
the students develop their presentational, consultation and persuasion skills. Feedback on
formative exercises and the presentation should allow the students to develop an appropriate
set of employee relations skills
Syllabus outline:
Different theories and perspectives on employment relations.
Employer and employee expectations; unitarism, pluralism and radical theories; legal,
economic and psychological contract perspectives; power, authority and managerial
legitimacy; voluntarism
The impact of local, national and global contexts shaping employment relations
climates.
The impact of organisational and external factors, including workforce diversity, ownership,
size, technology, fragmented organisational hierarchies, globalisation and international and
political developments; labour and product markets
The roles and functions of the different parties to control and manage the employment
relationship.
Management and managerial functions of corporate governance; management styles and
ideologies; union and non-union management strategies; employer groups and associations
(at national and European levels); trade unions and other collective employee associations.
Employment relations processes that support organisational performance, including
the design and implementation of policies and practices.
Employee engagement; diversity management; employee communication, involvement and
participation; negotiation and bargaining; conflict resolution; and change management and
management control.
The design and implementation of policies and practices in the areas of discipline,
grievance, dismissal and redundancy.
Natural justice; differences between discipline and grievance; the contents of discipline and
grievance policies; factors that influence effective discipline and grievance handling; legal
aspects of discipline and grievance to mitigate organisational risk
Employment relations processes and how they impact on policy, practice and
organisational outcomes
Performance and employee engagement, interconnections between employment relations
processes; impact of employment relations processes on organisational climate, performance
and employee engagement
Identification of business issues of strategic relevance to student’s organisation and
literature search and critical review
Topic identification; planning of research projects, developing a literature search and critical
literature review, academic referencing
Bibliography
(please submit in Harvard referencing format)
Essential reading:
1. GENNARD, J. and JUDGE, G. (2005) Employee relations. 4th ed. London: Chartered
Institute of Personnel and Development. (New edition: Managing employment relations,
due July 2010).
Other indicative reading:
1. BLYTON,P. & TURNBULL P (2004) The dynamics of employee relation, 3rd Edition,
London: Macmillan
2. ROLLINSON, D. and DUNDON, T. (2007) Understanding employment relations. London:
McGraw Hill.
3. ROSE, E. (2008) Employment relations. 3rd ed. Harlow: Financial Times Prentice Hall.
Journals
British Journal of Industrial Relations
Employee Relations
European Journal of Industrial Relations
Human Resource Management Journal
Industrial Relations Journal
International Journal of Human Resource Management
People Management
Websites
1. www.berr.gov.uk/whatwedo/employment/index.html
2. www.cbi.org.uk
3. www.cipd.co.uk
www.equalityhumanrights.com