Bangor University
Transfer Abroad Undergraduate Programme
Module Implementation Plan
MODULE:
HRM-201
LECTURER:
George Bell
SEMESTER:
5
Human Resource Management 1
INTAKE:
ACTIVITY TYPES:
Start Date:
End Date:
2014
Lecture, presentation, discussion , exam, tutorials
Nov 23, 2015
Dec 11, 2015
Year
Semester
Academic weeks
Module Code
Module Name
Credits
Lecture hrs/week
III
2015 Fall
Week 13 ~ 15
2015/11/23~2015/12/11
HRM-201
Human
Resource
Management 1
10
Mon~Fri 0830~1130
Tutorial Hrs/week
(Local Tutor)
Weeks
Mon~Fri
1430~1530
3
The Lecturer:
George retired from his position as Director for Postgraduate Management programmes and as Course Director of the MBA in the School of Business
Computing and Information Management [BCIM] at London South Bank University in 2010. His areas of learning and teaching involve HRM in
particular under/ postgraduate skills development via action and problem-based learning. He has over 25 years direct experience lecturing and as a
Principle Lecturer in HRM and Organisational Behavior .Georges expertise developed from earlier roots in Industrial / Employee Relations with research
experience in Trade Union issues and strategies plus his work on religious discrimination issues with the Fair Employment Commission Northern Ireland.
George has also worked for the NI Government -ICI -Rolls Royce Aero Engine Division and British Rail in a variety of work roles. Currently he is
working for 6 UK Universities Warwick- Leicester- Derby -Portsmouth -Essex -London South Bank .He has previously delivered a HRM Module
Implementation Plan for the University of Bangor Transfer Abroad Programme.
Course Detail: This course introduces the key components of human resource management and brings an understanding of the alignment of HRM with business
management.
Course Aims:
This module aims to enable the student to:
1.
2.
3.
4.
Be aware of changing trends in human resource management and policies.
Critique and evaluate the application of HR policies, systems and procedures and their criticality for business success.
Grasp the dynamics of personnel policies and industrial relations.
Think critically in understanding people, productivity and performance in organisations.
Learning Outcomes:
1). Knowledge: Understand the core components of HRM, including theories and methods used in areas of HR planning, recruitment, motivation, training,
appraisal and compensation.
2). Research: Information searching and sourcing both online and reading set texts.
3). Mentation: Can evaluate and characterise an organisation’s HR management in terms of standard HRM functions.
4). Argument: Can propose HR changes through identification of HR needs, and can argue for how these can be used to support overall corporate strategy.
Aware of HR’s business partnership role within an organisation.
5). Communication: Recognises the need for clear communication in the HR function. Is aware of different channels of communication in the organisation. Able
to present appropriate aspects of HR policies to different stakeholders.
6). Contribution: Prepares for and participates in-group discussions. Can lead discussions and participate in presentations.
7). Practical: Be aware of when policies may need to be formulated.
Assessment
Assessment
Group Presentation- 4 students per group (refer to
appendix 2 for presentation topics and marking
schedule).
Individual contribution to group presentation – 360
feedback (refer to appendix 3).
Final Exam
Date
Monday 7th December 2015
Value
40%
Tuesday 8th December 2015
Friday 11th December 2015
10%
50%
Week
Activity
Type
Scheduled
Contact
Hours
Monday
Nov 23
Lecture
3 hrs
Activity Details
Core Reading + Additional
Reading + Practice Material
Learning Outcomes
Student
Preparation
for Tutorial
Week 01
Introduction to module as follows (30mins)
Chapter 1.
Learning outcomes.
Textbook and set reading – Discussion Questions- making best use of set text.
Expectations of the course. Learning outcomes.
Introduction to daily discussions/debate – open joint forum with students and
lecturer engagement to discuss set topic (20 minutes per day).
Hand out Appendix 1 –
Daily open discussion/debate topics.
Logical and critical reasoning.
Assessment
Discuss assessment methods, e.g. group assignment, 360-degree feedback and
exam, marks and expectations.
Handout group assignment topics refer Appendix 2.
Group formation
Give students 10minutes to form groups of 4 for the assignment and to choose a
topic. All topics, as set out in appendix 2, must be distributed across the groups
and covered twice or more. Collate group names and topic.
1,3,4
DQ 1-5
1,3,4
DQ1-5
Lecture 1: Introduction to HRM

What is HRM?

What are the Trends that have influenced HRM?

Evolution of human resource management from personnel
management.

The development of the line staff organizational functions.

Human resource management in context

Global influences and Human Resource Management.
Set topic for debate “Why Is HR Management Important to All Managers?”
Tuesday
Nov 24
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate – “Why Is HR Management Important to All Managers?” Chapter 2.
L2 Equal Employment Opportunities
Chapter 3.

An examination of the regulatory process

EEO using USA examples to compare with China.
L3 Human Resource Strategic Planning

What is HR strategic planning, what is involved?

How is the HR plan integrated with the organisational strategic plan?
Set topic for debate “How important is an HR strategic plan, why do
organizations need a plan?”
Wednesday
Nov 25
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate – “How important is an HR strategic plan, why do Chapter 4.
organizations need a plan?”
L4 – Undertaking a job analysis and creating a job description.
Chapter 5.

What is a job analysis and why undertake an analysis?

Job analysis methods.

Job descriptions.

Contemporary issues with Job analysis.
L5- Workforce planning recruitment and selection.
Recruitment and selection
Perspectives in China.
1,3,4.
DQ1-5
1,3,4,5
Set topic for debate “What exactly is the war for talent? Why is it important for
all organizations
Thursday
Nov 26
Tutorial
1 hr
Lecture
2.5 hr
Tutorial
1 hr
Refer discussion questions.
Open discussion/debate – “What exactly is the war for talent? Why is
important for all organizations
it Chapter 6.
1,3,4,5
Chapter 7.
1,3,4,5
L6-Testing and Selection

Ranges of testing methods .

Getting the right person for the job .
L7- Interviewing candidates.

Behavioural based questions vs. situational questions.

Establishing an interview panel

Selection methods in context .
Set topic for debate- “What is the best method for recruitment and selection to
make sure an organization gets the best employees?”

Refer discussion questions.
DQ1-5
Friday
Nov 27
Lecture
1 hr
Open discussion/debate –“What is the best method for recruitment and selection Chapter 8a
to make sure an organization gets the best employees?
L8a & b- Developing People and Performance.
Chapter 8b

Skills and development employees

Training needs analysis.

Training delivery or capability development

Competencies and standards.

On the job/off the job training.

Evaluating training in context
Set topic for debate-“Is it best to train people on the job or off the job?”
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate – “Is it best to train people on the job or off the job?”
Chapter 9a
L9a & L9b – Performance management and appraisal.
Defining PM and PA.
Chapter 9b
Practical Applications
Choice of Appraisal Methods problems
Set topic for debate-“There is little need for performance reviews when staff are
content or have little control over their work .”
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate -“There is little need for performance reviews when staff Chapter 10.
are content or have little control over their work .”
L10-Engaging and retaining employees.
Chapter 11.
1,3,4,5
DQ1-5
1,3,4,5
DQ1-5
1,3,4,5,6
DQ1-5
Week 02
Monday
Nov 30
Tuesday
Dec 01



Career development
Psychological contract
Employee engagement .
L11- Pay strategies.
Managing reward and performance issues
Establishing pay rates, current trends and issues, and
pricing managerial and professional jobs.
Chinese perspectives on establishing rewards
•
Set topic for debate – “Why should an organization be concerned
about retention and turnover ?
Wednesday
Dec 02
Thursday
Dec 03
Friday
Dec 04
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate “Why should an organization be concerned Chapter 12.
about retention and turnover ?
Chapter 13.
L12- Performance Pay and incentives.

Remuneration decisions.

Intrinsic and extrinsic rewards.

Linking rewards to organisational strategies.
L13-Benefits and Services

Costing /evaluating human resource activities.

Set topic for debate – “All employee pay increases and work related benefits
should be left to judgment by the immediate manger and him or her alone!”
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate “All employee pay increases and work related benefits Chapter 14.
should be left to judgment by the immediate manger and him or her alone!”
Chapter 14a.
L14a & 14b Ethics and employee rights and discipline


Ethics and Human Resourcing Practices

Discipline and ethical practice

Chinese perspective.

Re - structure/outsourcing and ethical practice.
Set topic for debate “How can specific HR practices establish ethical behaviour in
an organisation?”
Tutorial
1 hr
Refer discussion questions.
Lecture
3 hrs
Open discussion/debate debate “How can specific HR practices establish ethical Chapter 15
behaviour in an organisation?”
•
L15- Employee relations and collective bargaining.

ER in USA Comparision with China.
Review lectures for week 1 & 2 + examination brief + Q +A.
1,3,4,5,6
DQ1-5
1,3,4,5,6
DQ1-5
1,3,4,5,6
In reference to
group
assignment
presentations
Elected
Tutorial/
Group
Assigmt.
Prep
1 hr
Tutors available to assist with questions re presentations.
Week 03
Monday
Dec 07
8-5pm
Group presentations - evaluated – approximately 25 groups presenting with 4
group members each– Each group has 2 minutes to set up, 15minutes to present,
and 3mins question time. Total of 20mins/group.
Refer to Appendix 2 for group topics.
Teams to give performance feedback to each other and to score each team
members contribution. Refer Appendix 4 for feedback spreadsheet. Students to
hand in and marks to be collated.
Tuesday
Dec 08
Lecture
3 hrs
360-degree peer review, in groups of 4; feedback team contribution; give a final Chapter 16.
score. 5 minutes per person. (20-30mins). Hand in final score.
1,3,4,5,6,7.
DQ 1-5
1,3,4,5,6,7.
DQ 1-5
Group assignment results presented.
L16- Health and Safety

Legislation

Compliance vs. safety culture.

Zero harm vs. behavioural-based safety.

Chinese perspective.
Wednesday
Dec 09
Tutorial
1 hr
Final examination brief 1.
Lecture
3 hrs
L17- Managing Global Human Resources.

Engaging the distant worker in their work.

Managing the worker at a distance.

Chinese perspective
Tutorial
1 hr
Final examination brief 2.
Chapter 17.
Thursday
Dec 10
Lecture
3 hrs
L18- HR in SMEs

SMEs and HR .

Chinese perspective.
Tutorial
1 hr
Final examination brief 3.
Friday
Dec 11
Chapter 18.
HRM 201Final Assessment
Core textbook
Gary Dessler (2013) Human Resource Management 13th Ed., Prentice Hall. (ISB: 978-0-132-66849-1)
1,3,4,5,6,7.
DQ 1-5
Appendix 1
HRM-201
Daily open discussion/debate topics (20 minutes)

Spend approximately 20-30 minutes researching each topic [online/set text] and come to class prepared to discuss/debate the topics set pout
below e.g. start the process by researching Tuesday’s topic Monday night and so on

You may research the following topics from any source including the Internet. Please make sure that you write your reference source. This is
required academic practice

The more effort that you put in to research and discussion the greater your critical knowledge will become.

Many of these topics will be included in the final exam so it is worth participating in these daily discussions / exercises.
Week
Day
Topic
Comments
1 - 23/11/14
Tuesday
“Why Is HR Management Important to All Managers?”
Wednesday
“How important is an HR strategic plan, why do You will need to research what an HR strategic plan is.
organizations need a plan?”
How important is planning for an organization? How
can HRM help planning and managing change in an
organization?
“What exactly is the war for talent? Why is it important You will need to understand what The War for Talent
for all organizations
is, and what it means for organisations. How important
is this in China?
“What is the best method for recruitment and selection to You would have received an introduction to a range of
make sure an organization gets the best employees?”
recruitment and selection methods including for
example- psychometric testing in your lecture; now
consider the merits and disadvantages of these methods
for attracting and appointing the best candidate.
Thursday
Friday
You will need to research what is HR managementThink about trends in HRM and its importance to all
managers. Is this understood in Chinese organizations?
2
30/11/14
Monday
“Is it best to train people on the job or off the job?”
You will need to consider all the elements that are
required to train workers on the job and the merits and
Tuesday
“There is little need for performance reviews when staff are
content or have little control over their work .”
Wednesday
“Why should an organization be concerned about retention and
turnover?
Thursday
“All employee pay increases and work related benefits should
be left to judgment by the immediate manger and him or her
alone!”
Friday
disadvantages of taking them off the job. Which in
your view is preferable in Chinese organisations?
You will need to research performance reviews and
what contentment at work might mean in different
contexts in order to critically answer this question.
What might performance mean in a Chinese SAO if
employees have little control over their work role?
You will need to research what is involved in managing
labour turnover and aspects of retention what data is
gathered. Do Chinese organizations need to be
concerned about labour turnover and retention?
You will need to understand how and when
organizations give pay increases and the nature of work
related benefits Should pay be individual or team
based /collective?
“How can specific HR practices establish ethical behaviour in You will need to understand the nature of work place
an organisation?”
ethics and how companies engage in fair employment
practices How do you think ethical practice is
appropriate
in Chinese organizations? Is
organizational ethical practice only appropriate in
Western organizations?
Appendix 2(a)
Group Assignment Topics
Topic
1. Explaining SHRM
2. HRM and performance
3. Job Analysis
4. Improving Job Interviews
Comments
What is strategic human resource management? Why is it
important for organizational success? Explain the trends shaping
SHRM and how HRM strategies might best connect with the
changing business environment. Give examples from Chinese
organizations? What competencies /skills are necessary for HR
managers to succeed in today's business environment? Present
you findings as a team.
Explain how human resources management practices such as
HPWS can be instrumental in helping a company create a
competitive advantage. Research as a team to find out Q. What is
a high-performance work system? Provide several specific
examples of the typical components in a high-performance work
system. Give examples how these might improve the performance
in a Chinese organizations. Present your findings as a team.
Your team is asked to make a presentation to the CEO of a small
company to explain how he/she can improve the performance of
the employees by conducting a proper job analysis? Discuss and
present the best methods for collecting job analysis data—
questionnaires, the position analysis questionnaire, and so on.
Compare and contrast these methods, explaining what each is
useful for and listing the pros and cons of each. Present your
finding as a team using examples that are appropriate to a SME
operating in China.
The CEO in charge of 3 different Chinese company’s one large
one medium sized and one small has asked your team to advise
the company on how to improve their interview procedures.
Currently they are using unstructured interviewing in all
companies. You team needs to explain the fact that structured
interviews, regardless of content, are more valid than unstructured
interviews for predicting job performance but you must give
examples. You must also discuss and give examples of at least
five common interviewing mistakes. What recommendations
would you give for avoiding these interviewing mistakes?
Consider How might this differ from company to company ?
Which is best and why? Present your findings as a team.
5. Performance Appraisal
6.HRM and SMEs
7. Employee Engagement
A medium sized Chinese manufacturing company has decided
to introduce Performance Appraisals for all its senior
managers They have asked your team to present to them the
Benefits and problems associated with appraising performance.
Your presentation should start by explaining the purpose of
a performance appraisal Then by describing the process
of performance appraisal and the pros and cons of
Different appraisal methods. Highlight this in the context of
At least four performance appraisal tools. Explain the
Problems to be avoided in appraising performance. Compare
and contrast performance management and Performance
appraisal. Present you findings as a team.
How does HR management differ in small and large firms? How
do HR systems differ in small and large firms? Consider for
your team research - What types of HR-related risks are faced by
most small businesses? What risks are faced by small business
owners regarding laws, litigation, and safety? Are there
government tools are available to assist small businesses with
these risks? What is the situation in China?
What are the personal strengths of most successful
entrepreneurs?
What are the strengths of small businesses? How can small
businesses use these strengths to improve their HRM practices?
Present as a team using example where possible from SMEs in
China
A group of managers have asked your group to help them
implement an Employee Engagement Programme. You must start
your presentation by explaining why employee engagement is
important, but the main part of the presentation must be how to
foster such engagement. What exactly should a supervisor do to
8. Fairness at Work
increase an employee’s engagement? Research in particular the
importance of coaching and mentoring and present your findings
as a team using example of good practice from USA and Chinese
companies. Present you findings as a team.
You group should research for evidence of the nature of
company discipline and how it is administered in terms of the
fairness of punishment for breaking company rules .You should
explore
how an organization should
ensure fairness in
disciplining, discussing particularly the prerequisites to
disciplining, disciplining guidelines, and the possibility of
discipline without punishment approach. You group should
consider what techniques they would recommend as alternatives
to traditional discipline? How might such alternatives connect
with “organizational justice”? Why do you think alternatives like
these are important, given industry’s need today for highly
committed employees? Would these approaches be suitable
inside Chinese organizations? Present you findings as a team.
9. Health and Safety
A medium sized construction based organization has asked your
group for help by advising how they might reduce the occurrence
of unsafe acts on the part of their employees. You should also
consider the supervisor's role in health and safety management
and as well as explaining what causes unsafe acts and highlight
at least five techniques for reducing accidents You try to give
answers to questions such as - If an employee is injured what is
the procedure should the organization follow to manage the
situation? What are the obligations of the employer? How does
Chinese law manage health and safety incidents? How are
incidents managed in Westernised organisations? Which would
you recommend? Present your findings as a team.
10. Change management.
What is meant by the idea of organizational change? Explore the
theory behind Kurt Lewin's model of change explaining the
process that should be followed to implement organizational
change?
How might organizational development facilitate the success of
such organizational change?
What priority would you recommend organizations might give to
collaboration and communication? What could you do to ensure
sustainable change once you implemented the system? How
would you measure the success of the change project
implementation? Present your findings as a team.
11. Management Development
12.Going International
Group Assignment – 40%
Evaluation Area
1. Knowledge of topic
Your team is asked to design a management development
programme for trainee mangers from induction to the point where
the new employee is trained and competent in fulfilling the role of
a manger. Present your teams finding on the best way of
delivering such a development programme. Highlight the pros
and cons of at least five management development methods.
Give an example of a Chinese company who has a management
develop programme that would be suitable for the members of
your group once you graduate. Present you findings as a team.
The president of a small Chinese business has asked your team
to explore some of the ways that might help the current company
managers deal with the new strategy of “going internationally”?
The HR manager of the company has decided to send its first
employees overseas to staff a new subsidiary. The president is
concerned and asks your team to help explain why such
assignments fail, and what plan the company might follow to
avoid such failures. You decide to research the special training
that candidates working overseas might need. You could considerIn what ways such training might be similar to and different from
traditional diversity training?
You might
examine how
intercountry differences affect culture understandings and give
several examples of how each may specifically affect
management e.g. USA UK EU . Present your findings as a
team.
Points of evaluation (each area is worth 4 marks each)
 Supported by research.
 Demonstrate confident understanding of topic.
2. Demonstrates logical reasoning
3. Presentation
4. Group work
Total








/40
Presents a clearly thought out argument, discussion, or
points for consideration.
Clear.
Concise.
Visual.
Creative.
Worked collaboratively as a group to present.
Organised.
Shared responsibility in delivery.
Appendix 2(b)
Group Assignment Team List
Topic
1. Explaining SHRM
2. HRM and performance
3. Job Analysis
4. Improving Job Interviews
5. Performance Appraisal
6. HRM and SMEs
7. Employee Engagement
Group 1
Group 2
Group 3
8. Fairness at Work
9. Health and Safety
10. Change management.
11. Management Development.
12. Going International
Appendix 2(c)
Group Assignment Master Sheet
To be created once groups are formed.
Appendix 3(a)
Group 360 feedback marking criteria
Competency
1. Participation and contribution
2. Managing self
3. Relating to others
4. Motivated
5. Thinking
Definition
Actively involved, has the capacity to contribute
appropriately as a team member, and creates
opportunities for other group members.
Organised, timely and willing.
Interacted effectively with all members of the
group in all contexts in relation to the group
assignment. Respectful of group members;
listened to group colleagues; recognized different
points of view; could negotiate and share ideas.
Motivated to ensure group achieved desired
goals.
Use of creative, critical and metacognitive
processes to make sense of information,
experiences and ideas.
Rating
0 = No participation or contribution
1 = Participated and contributed
2 = Participated and contributed over and above
0 = Poor self management
1= Adequate self management
2= Managed above and beyond
0 = Poor ability to interact with group
1 = Effectively interacted with group
2 = Highly effective group member
0 = No motivation
1= Motivated
2 = Highly motivated group member
0 = No contribution in this area
1 = Good contribution to group final result
2 = High contribution to group final result
Appendix 3(b)
Group 360 feedback
Name:________________________________________
Competency
1. Participation and contribution
Total Group Score:
/10
Definition
Actively involved, has the capacity to contribute
appropriately as a team member, and creates
opportunities for other group members.
Rating
0 = No participation or contribution
1 = Participated and contributed
2 = Participated and contributed over and above
Group score =
2. Managing self
Organised, timely and willing.
0 = Poor self management
1= Adequate self management
2= Managed above and beyond
Group score =
3. Relating to others
4. Motivated
Interacted effectively with all members of the
group in all contexts in relation to the group
assignment. Respectful of group members;
listened to group colleagues; recognized different
points of view; could negotiate and share ideas.
0 = Poor ability to interact with group
1 = Effectively interacted with group
2 = Highly effective group member
Motivated to ensure group achieved desired
goals.
0 = No motivation
1= Motivated
2 = Highly motivated group member
Group score =
Group score =
5. Thinking
Use of creative, critical and metacognitive
processes to make sense of information,
experiences and ideas.
0 = No contribution in this area
1 = Good contribution to group final result
2 = High contribution to group final result
Group score =