CREATING ORGANISATIONAL VALUE

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN225373
Module Leader Vivian Ikechukwudu-Ifudu
School School of Computing, Engineering and Built Environment
Subject GCU London
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

This module develops a critical appreciation of organizational value, how it is achieved and contributing factors. It focuses on the concept of creating value in any organization, from perspectives of both customer value and organizational value. The module stresses the inter-relationships in creating a strong organisational brand that supports commercial marketing objectives as consumer brand as well as organisational culture and HRM through employer branding. The concept of value shall be considered regarding the need for equally weighing effectiveness and efficiency objectives. Hence factors ranging from operational decisions such as outsourcing and location through to capacity/yield, management, and business/continuous improvement will be covered. As alignment in internal and external communications is vital to organizational effectiveness, key marketing principles, including those relating to measuring customer value and customer satisfaction are studied alongside the operational issues. In order to maximize customer value, concepts such as brand management principles also are explored. Other constraints to meeting customer demand include HR resources. Therefore, HR contribution to the module critically examines organizational performance and performance management. A key component of the module is long term value development through employer branding, talent management and succession planning - a key element Human Resource Management. Integration of these subject areas occurs via the different perspectives on branding as organisational value beyond a consumer focused concept. Together, the module assessment are aimed at advancing integrative knowledge and understanding, applying knowledge and developing leadership capabilities and team work competencies.

Syllabus

-360 - HRM and organisational performance; e.g. high performance work; developing human capital measures; employee engagement; psychological contract. - Managers and HRM|HRD: Line managers in HRM; key strategic partnerships in HRD. - Employee performance management, trends and developments; systems; models, underlying theories and critiques; evaluating performance; measurement criteria; performance feedback and appraisal processes; stakeholder roles; problems and issues; health and safety, legal, ethical dimensions. - Marketing principles and business orientations. - Measuring customer value, customer led organisation characteristics, customer satisfaction and loyalty. - Market segmentation, market analysis, targeting and positioning - Service marketing - Brand management principles

Learning Outcomes

Upon successful completion, students should be able to:-1. Evaluate linkages between HRM and organisational performance and apply key elements incl. regulatory requirements in talent management, succession planning and long term employer branding. CW12. Appraise the characteristics of a customer led organisation and the methods by which customer satisfaction can be measured and brand value created. CW13. Critically evaluate the interaction of employer and consumer brand value in creating organisational value. CW1

Teaching / Learning Strategy

The teaching and learning strategy will primarily focus upon the achievement of learning outcomes by the students. Theoretical concepts are taught through the lectures. These concepts are further analysed, elaborated and applied in a series of seminars incorporating group discussions, case studies, and presentations. All class activity requires prior directed reading and preparation. The teaching philosophy revolves around a blended learning approach. In particular, GCU-Learn shall be used to provide a range of sophisticated learning resources, including discussion forums and the opportunity of providing to students over the internet, course materials, podcasts and a diverse range of learning and formative assessment resources. The core text includes access to online self-assessment questions, audio summaries, video clips, guided solutions and feedback for practice questions. Case studies will provide integration of subject material towards branding as a tool to create long term organisational value. Students will have the opportunity to create a brand portfolio, relevant to the student's context and/or student's chosen pathway specialisation, demonstrating how brand value propositions inform marketing operations and HRM to create organisational value. Students will have the opportunity to get formative feedback for the constituent components of their portfolio before a final submission.

Indicative Reading

Core text BOXALL P. & PURCELL, J., 2016. Strategy and human resource management. 4 th ed. London: Palgrave. KOTLER, P. & KELLER, K., 2014. Marketing management. 15 th ed. Pearson. Relevant Texts BARNEY J. & CLARK, D., 2007. Resource-based theory - creating and sustaining competitive advantage . Oxford: Oxford University Press. BOSELIE, P., 2014. Strategic human resource management: a balanced approach , 2 nd ed. Maidenhead: McGraw-Hill. GUEST, D.E., PAAUWE, J. & WRIGHT, P. (ea7ds), 2013. HRM and performance: Achievements and challenges. Wiley Blackwell, Chichester, UK MONE, E.M. & LONDON, M., 2018. Employee engagement: through effective performance management - a practical guide for managers . 2 nd ed. New York: Routledge. PURCELL J. et al., 2009. People management and performance . Chapters 1-4. Abingdon: Routledge. DOYLE, P. & STERN, P., 2006. Marketing management and strategy . 4 th ed. Harlow: Pearson Education Ltd. Journals: There are a wide range of appropriate journals that students can read, for example: Employee Relations Human Resource Management Journal International Journal of Human Resource Management International Journal of Public Sector Management International Journal of Service Industry Management International Journal of Training and Development Journal of European Industrial Training Journal of Leadership and Organisational Studies Journal of Management Development; Leadership Journal of Managerial Psychology Management Learning Personnel Review People Management Personnel Psychology Journal of Marketing Journal of Marketing Management European Journal of Marketing Journal of Strategic Marketing Journal of Business Research Journal of Brand Management Websites: <http://www.academyofmarketing.org/> http://www.FT.com/home.uk <http://www.FT.com/home.uk <http://uk.reuters.com/> <http://www.mintel.com/> <http://www.cim.co.uk/home.aspx> <http://www.instituteofcustomerservice.com/1844/UK-CustomerSatisfactionIndexresults.html> Department for Business Enterprise and Regulatory Reform <http://www.cipd.co.uk> http://www.theworkfoundation.com

Transferrable Skills

Critical thought and problem solving; Independent work competence; planning, monitoring, reviewing and evaluating own learning and development; Planning, monitoring, reviewing and evaluating own learning and development; Group work; Communication talents that include written, oral, listening and presentation; Cognitive and intellectual talents Knowledge and understanding of the context of the subject and information retrieval talents Information retrieval talents.

Module Structure

Activity Total Hours
Tutorials (FT) 2.00
Seminars (FT) 12.00
Lectures (FT) 24.00
Independent Learning (FT) 72.00
Assessment (FT) 40.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 100.00 50% Integrated Brand Portfolio for Employer and Consumer Branding