PROFESSIONAL AND PERSONAL COMPETENCE DEVELOPMENT FOR HR MANAGERS

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN624105
Module Leader Bernadette Scott
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

Programme entry requirements

Summary of Content

This module aims to provide learners with a competency framework approach to develop effective opera tional skills as HRM professionals. It facilitates critical reflection of both self and professional competencies and behaviours and how these can be used and built upon to increase both professional and personal workplace achievements and advancement. Career development and personal employability initiatives will be explored with particular emphasis on industry trends and employer, CIPD professional requirements and PRME standards.

Syllabus

Theme 1: The professional building blocks of the HRM professional Social and ethical responsibility Knowledge and skills Identity (professional/individual) Commitment to self/employer/employees & society at large Situational judgement Effective leaderfulness - practice and impacts Theme 2: The role of self and the effective management and development of self in the workplace Self-awareness/perception/personal values Personality Personal values Personal reflection/reflective practice/Learning preferences Communication styles/Confidence and assertiveness Management of self/Motivation of self and impacts Emotional Intelligence (EI) Resilience/Stress management Effective Team working Personal employability and career development for the HRM professional M level graduate talent attributes Employer requirements Career development planning and strategies Goal setting PDP for the HRM professional

Learning Outcomes

On completion of this module learners should be able to:" Develop critical appreciation of the professional building blocks of the HRM professional;" To critically analyse the positioning of self in the workplace and to reflect on the potential for self-management and personal development as part of the HRM professional journey;" To critically evaluate personal employability and career development for the HRM professional;" To evaluate key theories relating to the enhancement of motivation and commitment of self and impacts on the management of others; and" To appraise the characteristics of effective leaderfulness in organisations.

Teaching / Learning Strategy

The integration of key theory with an emergent approach to the learning journey will facilitate the incorporation of workshops/skills events to ensure the development of competencies and the accrual of increased self-awareness and EI in the management of self and others. Feedback strategies for skills events will be immediate. Students will use theoretical frameworks, diagnostic and analytical tools. This module incorporates an 8 hour Linked Development Centre workshop to complement the module as well as the wider programme of study. Weeks 1 - 12 are designed to allow a one-hour lecture, followed by a two-hour seminar which will incorporate elements of action learning as crucial to the concept of this module. Feedback for the formative element of the assessment strategy will take place within a 2 week period to inform the main assessment. Digital diagnostic tools will be used to enhance learning and GCULearn supports the TLS. Organisational, national and international themes are incorporated throughout the learning experience across both concepts and contexts. All students will be required to consider an aspect of internationalisation as part of their assessment brief.

Indicative Reading

Core/Essential Text: Ashleigh, M & Mansi, A (2012), The Psychology of People in Organisations, Pearson, London Eunson, B (2012), C21 Communicating in the 21st Century, Wiley, London Lumley, M & Wilkinson, J (2014), Developing Employability for Business, Oxford, Oxford Scandura, T.A. (2016) Organizational Behaviour. An Evidence Based Approach, Sage, London Watson, T, J. (2001) The Emergent Manager and Processes of Management Pre-learning. Management Learning. Sage Publications: London Watson, G & Reissner (2016) Developing Skills for Business Leadership. CIPD, London Winstanely, D. (2009) Personal Effectiveness, London: CIPD Recommended Text: Baron, A & Armstrong, M (2007) Human Capital Management: Achieving Added Value Through People, Kogan- Page, London Baruch, Y. (2004), Managing Careers: Theory and Practice, FT Prentice Hall, London Bolton, G. (2003), Reflective Practice: Writing and Professional Development, PCP, London, pp.14. CBI (2009) Future Fit. Preparing Graduates for the world of work. CBI/Universities UK (2009) CIHE (2010) Talent Fishing: What Businesses Want from Postgraduates. Authors: Conner, H., Forbes, P. and Docherty, D A CIHE Report for Department of Business, Innovation and Skills. March 2010 CMI (2014) 21st Century Leaders: Building practice into the curriculum to boost employability. Chartered Management Institute, London Francis, H; Holbeche, L & Reddington, M (2016) People and Organisational Development: A New Agenda for Organisational Effectiveness. CIPD, London Gallagher, K (2016), Essential Study & Employment Skills for Business & Management Students, Oxford, Oxford Goleman, D (1999) Working with Emotional Intelligence, Bloomsbury: London Horn, R (2016) The Business Skills Handbook. CIPD, London. Iles, P (2014) International Human Resource Management: A Comparative and Cross-cultural Approach. CIPD, London Mullins, L. J. (2013) Management and Organisational Behaviour. Prentice Hall, London NCUB (2014) Career Portfolios and the Labour Market for Graduates and Postgraduates in the UK: A Report to the Higher Education Funding Council of England. NCUB, London SHEEC. (2013) What is Mastersness? Discussion Paper: Report of the Scottish Higher Education Enhancement Committee Learning from International Practice, The Postgraduate Taught Student Experience Working Group, QAA Scotland. Stewart, J & Rigg, C (2016) Learning and Talent Development. CIPD, London Stewart, J & Rogers, P (2016) Studying Learning and Development: Context, Practice and Measurement. CIPD, London Taylor, S. & Woodhams, C (2016) Human Resource Management: People and Organisations. CIPD, London Journals: (selected articles) Academy of Management Journal Quarterly Advances in Human Resource Development. International Human Resource Development Quarterly Human Resource Development Review Human Resource Management (USA) Human Resource Management Journal International Journal of Human Resource Management Chartered Institute of Personnel and Development. Website www.cipd.co.uk

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: Knowledge, understanding and application in the subject area Business awareness Effective communication (orally, interpersonally and in writing) Development of professional and ethical competencies Self management Formulation of self-development strategies Leadership impact on others Critical reflection Continuous professisonal development practice Interpersonal and relational skills

Module Structure

Activity Total Hours
Seminars (FT) 24.00
Assessment (FT) 40.00
Lectures (FT) 12.00
Lectures (PT) 12.00
Independent Learning (FT) 66.00
Practicals (FT) 8.00
Seminars (PT) 24.00
Assessment (PT) 40.00
Independent Learning (PT) 66.00
Practicals (PT) 8.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 2 n/a 70.00 45% Individual summative reflective report (2000 words) Week 13
Coursework 1 n/a 30.00 45% Individual formative reflective report (1000 words) Week 7