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Module Title |
Managing People |
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| Module Code |
25-5025-00S |
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Semester of Delivery |
See Module Information Table |
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Mandatory/Elective/Option |
See Module Information Table |
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Level |
5 |
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Credit Points |
20 |
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Assessment Mode Weighting |
Coursework |
100% |
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Examination |
0% |
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Pre-requisites |
None | |
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Co-requisites |
None | |
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Class Contact Hours |
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Average Weekly |
2.5 |
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Directed Learning |
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Average Weekly |
10 |
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Module Leader |
David Brown |
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Sheffield Business School |
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Module Banding |
A |
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Approval Status |
Validated |
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It is often said that an organisation's only competitive advantage is its people. Consequently the management of those people is essential if an organisation is going to remain competitive in both today's and tomorrow's turbulent environments.
This module focuses on enabling people to make a positive contribution in order to accomplish corporate and strategic goals by developing the student's knowledge and competence to enable them to operate in a range of activities associated with people management and development. Knowledge of both theory and practice will be essential for all professionals in both general management and specialist human resource functions in the future.
Summary of Aims
The module aims to
3 Develop the student's reflexive capability.
4 Meet the requirements of the Chartered Institute of Personnel and Development for their People Management and Development Standards (for students seeking such exemption).
Anticipated Learning Outcomes
On completion of the module students should be able to:
1 Design and evaluate policies and procedures which maximise the contribution of people to organisational objectives and wider societal needs.
Assessment and Feedback Strategy
Performance in this module will be assessed in a variety of ways
to ensure both cognitive and skill development has taken place:
30% for assessed seminar delivery; 50% for written paper and for
the reflective / reflexive account; 20% for active participation
in and contribution to all the other sessions.
The assessed seminar delivery is based on the design and delivery
of a seminar delivered in an area of managing people including appropriate
underpinning theory.
The Group Seminar Presentation (30%) will be assessed against the
following;
" relevance and appropriateness of research materials
" quality of critical analysis and argument
" presentation design and delivery
The assignment (50%)
Will be assessed against the following criteria
" Understanding of the topic (15%)
" Use of literature (40%)
" Development of issues and the use of critical analysis in
applying theoretical models to everyday practice (30%)
" Logical structure / presentation (15%)
Active participation in and contribution to all the other sessions (20%):
Evidence will be presented in the form of a learning log (diary) recording what you have learnt from the presentation and from the module. This will be submitted in week 11 of the course.
Teaching and Learning Strategy and Methods
It is expected that students will attend and make a full contribution
to all the sessions. Part of the assessment is based on that contribution.
The majority of time on this course will be in researching, reading,
thinking and writing around the subject. Students will be responsible,
for the design, preparation and running of one of the seminars.
The programme for this module has a variety of learning activities:
planned sessions, seminars and self-directed study. This module
is based on the educational and developmental philosophy of active
learning.
Indicative Content
The content for this module will follow the CIPD People Management
and Development standards. The CIPD's indicative content is given
below; hence the reason for a fuller than normal description. If
the CIPD update their requirements the indicative content will also
be updated. It is expected that students will cover the majority
of these during either the planned sessions or via their self-managed
learning.
1) Shaping the People Management and Development Agenda
" The changing nature of work and employment: the contribution of people to organisational objectives; conflict and co-operation, commitment, loyalty and identity; changing organisational forms, flexibility and the reshaping of work.
" Legal and political frameworks for PM&D: the role of the state and employment law in shaping the agenda for PM&D, common law, national and European legislation; government departments and agencies and their relationship with employing organisations; Employment Tribunals, ACAS and other relevant bodies.
" Economic and institutional frameworks for PM&D: national, sector and local patterns of labour supply; initiatives in training, learning and skills; trade unions and employers organisations; labour market and employment data in Britain and at an international level.
2) Integrating the People Management and Development Contribution
" Organisational strategy and the management of people: the nature and meaning of strategic management and strategic objectives; strategy formulation as a planned, reactive and incremental process; human resource management as a driver, as a strategic partner and as an agent of implementation; the resource-based view of the firm and its application to PM&D.
" Vertical integration and 'best fit': contingency and configurational models of organisation strategy and their application to PM&D; converting organisational and HR strategies into practice, blockages and barriers to implementation; organisational cultures and structures; the systematic implementation of PM&D at the workplace.
" Horizontal integration and 'best practice': human capital
advantage and high
commitment management, bundles of HR practice; integration between
different elements of PM&D; best practice HRM, organisational
performance and employee well-being; knowledge-based organisations
and PM&D.
" Measuring the contribution of P&D to organisational performance: criteria for evaluating the contribution; ratios, service level agreements and benchmarking; marketing and developing the P&D function; gaining support for P&D interventions; models of the P&D function and analysing reasons for variation.
" Line managers and PM&D: partnerships between the P&D function and line managers, conflicts and ambiguities; the role of line managers in PM&D, and the benefits and shortcomings of devolving HR to line managers; developing the contribution of line managers to organisational performance.
" Consultants and PM&D: the roles of HR consultants and their contribution to organisational performance; expert/resource and process consultants; the rationale for outsourcing HR and other activities, responsibility for performance, and the legal implications of outsourcing.
" Variations in PM&D between organisations and situations: analysing and explaining differences between organisations; the value and limitations of external comparisons with other employing organisations both within and between sectors and countries; the diffusion of particular PM&D practices across the economy as a whole.
3) People Management and Development in Practice
" Cost effective recruitment and selection: human resource planning and vacancy determination; job analysis, job descriptions, person specifications, accountability profiles and competency frameworks; recruitment methods and advertisements; choosing appropriate selection methods.
" Managing performance for added value: induction and employee socialisation; objective setting and performance review; performance improvement, managing poor performers and attendees, counseling and support.
" Maximising the skills and contributions of people: shaping the culture for performance improvement through workplace learning and knowledge management; employability and career management; individual and organisational learning, the learning cycle and differences in learning styles.
" Managing learning processes for organisational success: identifying training needs and devising learning plans to meet organisational goals and employee needs; planning and organising learning, selecting appropriate methods for different situations; evaluating the effectiveness of training events and learning processes.
" Structures and processes for effective employment relations: management objectives and styles; managing with and without unions; employee involvement, communications and consultation; collective bargaining, partnership agreements and workplace union organisation.
" Resolving differences and gaining employee commitment: grievance and discipline handling, contributing to bargaining; the role of procedures and the value of agreed mechanisms for resolving issues at work; line managers and employment relations; the importance of satisfactory personnel records.
" Motivating staff and rewarding contributions: pay determination, choosing and implementing appropriate methods of payment and benefits; time-based systems, performance-related reward and competence-related pay; profit sharing and employee share ownership.
" Delivering equity and fairness in rewards: job evaluation and grading; pay levels and structures, internal and external labour market comparisons, differentials; equal pay for work of equal value; harmonisation and non-financial rewards and benefits.
4) The Contribution of People Management and Development Expertise
" The growth and development of a specialist P&D function: welfare, administration, negotiation, legal expertise, organisation and human resource development, strategic partner; the status and influence of the P&D function; the role of the IPD; PM&D in its organisational and international context.
" Research and change management skills: planning and designing projects; setting objectives, establishing parameters and managing available time, building and working in teams; accessing, analysing and presenting data, using statistical sources and information technology, writing and presenting reports; processes of change and influence, persuasion skills, communicating with other people and gaining their commitment, overcoming barriers to change.
" Ethics and professionalism in PM&D: moral and practical issues in relation to the management of people; the nature and extent of disadvantage and discrimination on race, sex, disability, age and other grounds; positive benefits from equal opportunities and the management of diversity; codes of conduct and practice; personal and organisational responsibility for learning and continuing professional development.
" The professional responsibility of IPD members: the role
of the member at branch and national level; contributing to the
shape and direction of the profession; maintaining professional
knowledge through CPD, contributing to enhanced organisational performance
and wider societal needs.
Managing People BABS Level 5
The Third Element of Assessment - The Learning Log
This learning log is personal record of your learning experiences and learning outcomes from the Managing People unit. It is a personal and reflective statement that not only records what you have done and learnt, or not as the case may be, but also shows that you have tried to interpret, make sense and comment on these experiences. It provides evidence for assessment purposes that proves that you have been an active rather than a passive learner, and as such have understood and influenced these learning experiences as opposed to simply "being there".
The log need not be more that two pages or around 500 words in length. It can be more but should not exceed three 750 words /three pages.
There is no right or wrong way to write a learning log and you should look for guidance about "how to do it" within rather from outside - have the confidence to access your feelings and emotions and express them in your own words. You don't actually have to use words all the time try experimenting with symbols and pictures to communicate the meanings you are trying to capture. But there are no strict rules on this, so all words is OK
Because you will get 20% of the unit marks from this part of the assessment, you need to know what the assessment criteria are. When we mark the learning log, we are looking for -
" an assessment on your contribution, learning and experiences
" some indication of where you started out and where the unit
has left you
" observations on important experiences, eg presenting, working
in groups, the nature of any difficulties you experienced and how
you overcame these etc
" comments on what you enjoyed and what you didn't
" an indication of what you will be taking away from the unit
when all else has been forgotten
" an indication of how you might behave/contribute differently
if you were to take the unit again
" comments on what you have learnt about yourself
" plus anything else you want to include that "adds value"
to your log.
and your mark will reflect how well you meet these requirements.
You will be marked out of 100 for the entire piece.