SHE Level 2
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M2N620688
Module Leader Margaret Masson
School Glasgow School for Business and Society
Subject Human Resource Management
  • A (September start)

Summary of Content

The module exposes students to key notions of organisational behaviour and human resource management within creative settings. Specifically, the aim of this module is to develop critical knowledge and understanding of organisational behaviour and talent management within contemporary fashion, marketing and retailing contexts. The module will explore the current nature of work in fast-paced external and global environments; appraise principle theories of organisational behaviour related to creative individuals and groups/teams; introduce students to the concept of talent management; the meaning, nature and application of a talent management approach to the utilisation of human resources in specific sectors, operating within national and international environments. This examination will develop critical awareness of human resource issues and challenges in attracting, selecting, utilising and retaining talent in innovative industries.


Organisational Behaviour Introduction to the nature and meaning of work and organisational behaviour; individual differences and perceptions; diversity at work; motivating individuals at work; the impact of the psychological contract on employment relationships, employee engagement and organisational performance; team working for transformation; managing conflict, innovation and creativity. Talent Management Introducing Talent Management - exploring definitions and context; Attracting Talent - employer branding; methods and approaches to recruitment and selection of talent; Utilising and Retaining Talent - optimising workforce utilisation and performance; retention strategies

Learning Outcomes

On Successful completion of this module students should be able to:1 Discuss principle aspects of the nature of contemporary work and organisational behaviour;2 Explore individual differences and diversity, work motivation and employee engagement;3 Critically appraise group behaviour and the management of creativity at work;4 Discuss issues and challenges in attracting and selecting employees, including graduates with relevant knowledge, skills and attitudes;5 Critically analyse key issues involved in effective utilisation and retention of creative talent and the optimisation of organisational performance6 Develop effective team working and project management skills.

Teaching / Learning Strategy

Lectures will provide conceptual and theoretical academic underpinning for seminars and tutorials along with insights into current/emergent organisational trends and practices. Guest speakers will also be invited to contribute to the module. This 'framework' will be supplemented and underpinned by the Blackboard VLE, directed reading, and where appropriate, podcasts and computer based exercises to support learning. Application of theory into practice will be explored through classroom discussion of individual and group experiences: use of corporate and operational level case studies and group exercises, designed to engage students in the identification and analysis of diverse perspectives and settings. In addition, role play and practical exercises will support teaching and skills development. Relevance to practice will be further developed through presentation (written and oral) of a draft group/individual management briefing paper based on linking theory and practice from a choice of module topics, applied to a student or group - nominated organisation. Group size will be 3 - 4 students. Students will develop project management skills by analysing issue(s) or problem(s) and providing appropriate solution(s).

Indicative Reading

Armstrong, M. (2009) " A handbook of Human Resource Management Practice ", 11th edition, Kogan Page, UK; available as an e-book Bratton J. et al. (2007) Work and Organisational Behaviour: Understanding the Workplace , Palgrave MacMillan, UK Brewster, C., Sparrow, P., & Vernon, G. (2008) " International Human Resource Management ", CIPD, London Dowling, P, Festing, M. & Engle, A.D. (2007) " International Human Resource Management: managing people in a multi-national context ", 5th edition, Thomson Learning, London Goldsmith M. and Carter L. (2010) Best Practices in Talent Management: How the World's Leading corporations Manage, Develop, and Retain Top Talent, John Wiley and Sons, USA Henry, J (ed) (2006) 'Creative Management and Development, 3rd edition' , Sage Publications Huczynski A.J. and Buchanan D. (2009) Organisational Behaviour: and Companion Website Access Card , 6th ed, FT/Prentice Hall, UK Isaksen S.G (2006) Meeting the Innovation Challenge: Leadership for Transformation and Growth, John Wiley, England Marchington, M., & Wilkinson, A (2008) " Human Resource Management at Work; People Management and Development ", CIPD, 4th edition, UK Mullins L.J. (2007) Management and Organisational Behaviour , 8th ed, Prentice Hall, UK Murray, J. A. (2008) Strategy, innovation and change: Challenges for Management, Oxford University Press, UK, available as an e-book Pary E. and Urwin P. (2009) Tapping into Talent: The age factor and generation issues, CIPD, UK Redman T and Wilkinson A. (2009) Contemporary Human Resource Management, 3rd ed, FT/Prentice Hall UK Tansley C. et al (2007) Talent: Strategy, Talent and Measurement , CIPD, UK Taylor, S. (2008), " People Resourcing " 4th edition, CIPD, London Torrington D., Hall L., & Taylor S. (2008) " Human Resource Management ", 10th edition, FT Prentice hall, UK; available as an e-book Indicative Web Sites: Creating value through people [electronic resource]: discussion with talent leaders, Dawsonera Collections. [Available at <> Chartered Institute of Personnel and Development <> <> <> <> Equality and Human Rights Commission <> National Statistics <> Practice psychometric tests available at <> Journals/Publications CIPD (2006) Reflections on Talent Management, CIPD, London CIPD (2006) Research Insight: Talent Management, CIPD, London CIPD (2006) Talent Management: Understanding the Dimensions, CIPD, London Maxwell, G. & MacLean, S. (2008) "Talent Management in Hospitality and Tourism in Scotland: Operational Implications and Strategic Actions" International Journal of Contemporary Hospitality Management , vol. 20 (7), pp 820-830 Other Indicative Journals: Human Resource Management Journal Human Resource Management Review Human Resource Development International I.D.S. Briefs and Journals IRS Employment Review Innovation: Management, Policy & Practice International Journal of Human Resource Management Journal of Management Development Journal of Managerial Psychology People Management Personnel Review Service Industries Journal Personnel Psychology

Transferrable Skills

Creativity and problem solving Knowledge and understanding the context of the subject Business awareness Independent and team working Information retrieval, written and spoken communication; Time management (organising, planning and completing work by a required deadline)

Module Structure

Activity Total Hours
Assessment (FT) 50.00
Practicals (FT) 12.00
Lectures (FT) 18.00
Seminars (FT) 18.00
Direct Learning (FT) 24.00
Independent Learning (FT) 78.00

Assessment Methods

Component Duration Weighting Threshold Description
Final Report n/a 70.00 35% Group/individual final management briefing paper (4,000 words for group or 2,000 for individual) Weeks 11-12
Oral Presentation n/a 10.00 35% 15 minute group, or 10 minute individual presentation - Week 14
Draft Report n/a 20.00 35% 1,000 word draft of group/individual management briefing paper based on a choice of topics - Week 7