HUMAN RESOURCE STRATEGY & MANAGING EMPLOYEE PERFORMANCE

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN222556
Module Leader n/a
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)-B (January start)
  • B (January start)-A (September start)

Pre-Requisite Knowledge

None

Summary of Content

Within a context of contemporary and international work organisations, this module connects human resource (HR) strategy and the management of employee performance. It explores HR strategy formulation, realisation and evaluation, using practical examples to illustrate key theoretical aspects. In addition to HR strategy as a process, the module covers HR strategy as an organisational position on current HR interventions, for example strategic HR development, and in particular employee performance. The module explores performance management strategies in organisations in a variety of contexts (such as private, public and voluntary sector) and geographical settings (domestic, international, global). Organisational processes and practices for optimisation of employee performance and the role of line managers and functional HR managers in performance management are examined. Underpinning theories/ principles related to this module arise mainly from work/organisational theory and organisational behaviour. Critical perspectives include postmodernism, ethics and social responsibility, unitarism and realism. This module contributes to the development of the attributes highlighted by PRME, notably in dimensions of social responsibilities of employers.

Syllabus

LO 1 Context of contemporary work : external and international socio-economic factors; concepts and structures of work; attitudes to work; power and ethics in work. LO 2 HR strategy-making : strategy formulation, realisation and evaluation processes; links to corporate strategy; roles of key stakeholders; inclusiveness; critical success factors. LO 3 Current HR strategies : e.g. HRM and the management of change; HRM in a challenging and changing world; strategic human resource development - design, implementation and impact. LO4 Managing people performance : theoretical underpinning, aims of performance management, models, trends and developments, perspectives on performance management. LO5 Evaluating employee performance : aims; measurement; basis and types, critiques of performance evaluation, feedback, appraisal interviewing. Enabling performance and continuous development : closing performance gaps; influences on learning, learning interventions, job design, coaching and mentoring; pay and rewards e.g. performance related pay; managing under-performance e.g. counselling, capability.

Learning Outcomes

On success completion of the module, students should be able to:1. critically appreciate current external and international influences on work organisations and attitudes;2. analyse organisational processes of, and dynamics in, HR strategy formulation, realisation and evaluation;3. evaluate the implications and impact of current HR strategies, e.g. strategic HR development, social media, volunteering in varying organisational contexts (e.g. countries and cultures); 4. evaluate frameworks and models relevant to performance management; and5. critically analyse a range of approaches enabling effective employee and organisational performance.

Teaching / Learning Strategy

This module encourages and develops critical, analytical thought. The student is required to move beyond a process based mindset to that of a more strategic conceptualisation and application, on an international platform. Student centred learning is achieved by using a combination of international learning preferences including explicit explanation of key concepts and exposure to a variety of contemporary HR strategy and performance issues. These are not limited to specific geographical areas or industry sectors but take a global perspective in order to reflect both student body composition and workplace realities. Comparative case studies and examples from different countries/ cultures are incorporated. The module content is underpinned by the active and applied research interests/ publications of the module team. Inter-active and engaged learning is facilitated by means of organisational examination and a re-emphasis of theoretical underpinning via lectures and seminar discussion material. The learning is also supplemented and extended by industry experts (as guest speakers) and utilisation of e-resources located within GCU Learn. Assessment consists of a formative group presentation based on material generated from an industry expert, with an individual report providing the summative element. The assessment elements contribute to enhancing employability by allowing the student demonstrate the ability to collate, synthesise, critique and effectively communicate a strategically conceived and practically applied analysis. 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

Due to the integrative nature of the module, there is no core text for this module. Essential reading gives a selection of core texts in both the areas of people and processes. Reading will be recommended by lecturers from the texts listed below, as well as from journal articles and web sites. Students are also expected to undertake their own literature search relating to their assessments. Textbooks Brome J.L. (2010) Strategic Human Resource Development , VDM Publishing. Aguinis H. (2013) Performance Management , 3rd edition, Prentice Hall, New Jersey, U.S. Boxall P. and Purcell J. (2011) Strategy and Human Resource Management , 3 rd edition, Palgrave Macmillan, Basingstoke. Fletcher C. (2008) Appraisal, Feedback and Development - Making Performance Review Work, 4 th edition, Routledge, UK. Francis H., Holbeche L. & Reddington M. (editors) (2012) People and Organisational Development: a New Agenda for Organisational Effectiveness, CIPD, London. Hutchison S. (2013) Performance Management: Theory and Practice , (publisher unknown). Kramar R. and Syed J. (2012) Human Resource Management in a Global Context , Palgrave Macmillan, New York. Leopold J. & Harris L. (2009) The Strategic Managing of Human Resources , Pearson, UK. Marchington M. & Wilkinson A. (2012) Human Resource Management at Work , 5 th edition, CIPD, London. Shields J. (2012) Managing Employee Performance and Reward - Concepts, Practices and Strategies, 2 nd edition, Cambridge University Press, Cambridge. Schuler R., Briscoe D. & Claus L. (2011) International Human Resource Management: Policy and Practice for Multinational Enterprises (Global HRM), 4 th edition, Routledge, UK. Thorpe R. & Holloway J. (Eds) (2008) Performance Management: Multi-disciplinary perspectives, Palgrave MacMillan, New York. Truss C., Mankin D. & Kelliher C. (2012) Strategic Human Resource Management , Oxford University Press, Oxford. Varma A. et al. (2008) Performance Management Systems: A global perspective, Routledge, UK. Journals, e.g.: The International Journal of Human Resource Management; The International Journal of Diversity in Organisations, Communities and Nations; Employee Relations:The International Journal; European Management Journal. Websites, e.g. : Chartered Institute of Personnel and Development (CIPD) www.cipd.org.uk <http://www.cipd.org.uk> ; Institute for Employment Studies www.employment-studies.co.uk <http://www.employment-studies.co.uk> ; International Labour Organisation www.ilo.org <http://www.ilo.org> ; Society for HRM, UAS www.shrm.org <http://www.shrm.org>

Transferrable Skills

-360b7 critical thinking; cognitive/ intellectual skills; analytical and creative thinking; b7 knowledge of current and international affairs; business understanding; professional and ethical competence; strategic envisioning; adding organisational value through people; cross-cultural consciousness; b7 independent working and learning; problem-solving; written and oral communication skills; interpersonal skills; and b7 development of an HR skillset and mindset.

Module Structure

Activity Total Hours
Tutorials (FT) 20.00
Assessment (FT) 40.00
Seminars (FT) 20.00
Lectures (FT) 20.00
Independent Learning (FT) 100.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 2 n/a 85.00 n/a individual report based on a pre-set choice of performance management issues/ problems (4000 words); submission in trim.B exam period
Coursework 1 n/a 15.00 n/a group (3/4 students) presentation on nature and significance of industry expert generated HR strategy; during period: trim. A weeks 8-12 and trim B. weeks 2-6.