SHE Level 3
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M3N622484
Module Leader Samantha MacLean
School Glasgow School for Business and Society
Subject Human Resource Management
  • B (January start)

Summary of Content

The hospitality industry has long been regarded as a fast growing and dynamic global industry (Ernst and Young 2006). With a recognition that people are "the single most important issue in the delivery of 1 st class service" (Hirst, 2013, xii) it is evident that the effective management of human resources is seen to have a relevance to the hospitality sector's performance, reputation and profitability. Furthermore the industry is seen as highly labour intensive and full of paradoxes in relation to people management philosophies (Nickson, 2013). Hence this module exposes students to sector specific people management challenges and responses via an exploration of human resource management practice within hospitality settings. Specifically, the aim of this module is to develop critical knowledge and understanding of human resource management within contemporary hospitality contexts. The module will explore the current nature of work in fast-paced external and global environments; interrogating the link between superior performance and human management practices. This examination will develop critical awareness of human resource issues and challenges in attracting, selecting, utilising and retaining talent in hospitality industries in both national and international settings. In considering the diverse issues and challenges of human resource management, PRME principles will be utilised throughout the module to ensure students focus on responsible, ethical and sustainable practices. For example issues of equality and diversity in, attracting, selecting, identifying and developing talent, the ethical and moral implications of migrant labour markets, the creation of sustainable reward strategies.


Students will be introduced to the meaning and application of Human Resource Management in five key areas (Attract, Utilise, Develop, Reward and Relations) to meet ever changing organisational challenges. This will be underpinned by initial explorations of the specific hospitality environment and resultant influence on HR practice. -360 b7 HRM and Hospitality - the contemporary context: -360 o Exploring sector specific issues for example people/ service quality link, impact of migration on labour markets -360b7 Resourcing the Hospitality Sector: -360 o Employer Branding & Social Media - an employer of choice? o Recruitment and selection of talent -360b7 Utilising People in the Hospitality Sector: -360 o Work life balance and well being o Managing workplace diversity -360b7 Developing People in the Hospitality Sector: -360 o Developing talent for customer service o Creating leadership skills for hospitality managers o Identifying and managing performance o Retaining Talent -360b7 Reward in the Hospitality Sector: -360 o Low wage low skill? Defining elements of reward practice o Using benefits to drive superior performance -360b7 Labour relations in the Hospitality Sector: -360 o Unionisation and employee voice in service sector employment

Learning Outcomes

On successful completion of this module, the student should be able to:" Critically discuss the meaning of human resource management;" Recognise and debate the issues and challenges impacting on the management of people in the hospitality sector both nationally and internationally;" Explore and critique the methods of attracting and selecting employees, including graduates, with the relevant knowledge, skills and attitudes for the hospitality industry;" Analyse the key issues involved in effectively utilising learning and performance management techniques to develop talent in the hospitality industry;" Recognise and debate the challenges of maintaining employment relationships; including the reward and retention of talent; and " Develop effective team working and project management skills.

Teaching / Learning Strategy

The teaching, learning and assessment strategy for this module aims to develop and integrate knowledge, skills and understanding regarding the utilisation of human resources. Lectures provide conceptual and theoretical academic underpinning for seminars and tutorials along with insights into current/emergent organisational trends and practices. Guest speakers are also invited to contribute to the module. Active student-centred learning approaches will be employed: case study vignettes, practical activities and group exercises to deepen analysis and develop students' skills. Teaching will be supported by the VLE (GCULearn); including the use of themed discussion boards These themed discussion boards will be related to the syllabus and be linked to directed and supplementary reading. This non-assessed student activity will encourage online interaction and assist in the preparation of summative coursework. Students will engage in a case study which will allow exploration of the following themes - resourcing and utilising human resources. Students will develop project management skills by analysing issue(s) or problem(s) and providing appropriate solution(s), they will also develop their team working abilities. Students should submit team plans (non -assessed) for their final assessment in week 5 allowing formative feedback from tutors to inform their assessment. Relevance to practice is further developed through the assessment strategy whereby students in their final individual assignment link theory and practice from a choice of module topics. Feedback will be available online and students will be able to access via the assignments tab in GCULearn. Generally module tutors will annotate the coursework and provide a brief feedback summary. Generic feedback will also be available on GCULearn at the end of the module - this will provide a final summary of the cohort performance and average pass marks. Feedback on student delivered workshops will be provided by both peers and tutor at the end of each workshop. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

-567 Books and articles: Armstrong, M (2012), A Handbook of Human Resource Management Practice , 12th Edition, London: Kogan Page, UK Baum, T. (2006). Human Resource Management for Tourism, Hospitality and Leisure: an international perspective, London: Thomson Learning Boella, M. & Goss-Turner, S. (2013) Human Resource Management in the Hospitality Industry: A Guide to Best Practice , 9th Edition, Abingdon: Routledge Brewster, C, Sparrow, P & Vernon, G (2011), International Human Resource Management , 3rd Edition, London: CIPD McKenna, E. & Beech, N., (2013), Human Resource Management: a concise analysis ,3 rd Edition, Harlow: FT Prentice Hall Maxwell, G & MacLean, S (2008), Talent Management in Hospitality and Tourism in Scotland: Operations: Implications and Strategic Actions, International Journal of Contemporary Hospitality Management , vol 20(7), pp 820-830. Nickson, D. (2013) Human Resource Management for the hospitality and tourism industries , (2 nd ed), Abingdon: Routledge -567 Pilbeam, S. & Corbridge, M. (2010), People Resourcing & Talent Planning: HRM in Practice , 4 th Edition, Pearson Education, UK -567 Torrington D, Hall L, & Taylor, S (2013) Human Resource Management , 9th Edition, London: FT Prentice Hall -567 Online sources: Creating Value through People [electronic resource)]: discussion with talent leaders, Dawsonera Collections [Available at <> ] Mercer (2009) Creating Value through People [electronic resource]: discussion with talent leaders, Dawsonera Collections Newell-Brown, J (2011) The complete guide to recruitment: a step-by-step approach to selecting, assessing and hiring the right people [electronic resource] -567 JOURNALS/PUBLICATIONS: CIPD reports & surveys Cornell Hospitality Quarterly European Journal of Tourism, Hospitality and Recreation Human Resource Management Journal Human Resource Management Review Human Resource Development International I.D.S. Briefs and Journals International Journal of Contemporary Hospitality Management IRS Employment Review IRS Employment Review Innovation: Management, Policy & Practice International Journal of Human Resource Management Journal of Human Resources in Hospitality and Tourism Journal of Management Development People Management Personnel Review Service Industries Journal -567 INDICATIVE RESEARCH SOURCES Chartered Institute of Personnel and Development The Work Foundation ACAS Equality and Human Rights Commission National Statistics XpertHR -

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: -360b7 Critical thinking and problem solving -360b7 Knowledge and understanding in the context of the subject b7 Independent working b7 Information retrieval and communication skills b7 Time management (organising, planning and completing work by required deadline) b7 Group working b7 Self-awareness

Module Structure

Activity Total Hours
Seminars (FT) 12.00
Assessment (FT) 40.00
Independent Learning (FT) 124.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 50.00 35% Group 2000 word essay - based on case study of resourcing of human resources in a hospitality context - week 9
Course Work 02 n/a 50.00 35% Individual 2000 word essay - from a choice, exploring HR theme within a hospitality context. week 15