Course detail
Organisational Analysis and Human Resource Strategy
FP-EoahrPAcad. year: 2014/2015
a)Research and Social Science: examining research philosophies and subjectivity in social science research; notions of bias; issues of perceptions and attitudes; different cultural perspectives; the value of comparative international analysis
b)Restructuring of Work: analysis of organisational structure; culture; commitment and the changing nature of the psychological contract, the role of the HR practitioner in managing change; stress management/employee welfare.
c)Employee Development: learning theory; the training cycle; managing learning; monitoring and evaluating training
d)Employee Relations: conflict and co-operation; approaches to managing the employment relationship; grievance and discipline; employment law
e)Human Resource Strategy: strategy and decision-making; models and meanings; leadership; motivation, power & group dynamics
f)Resourcing the Organisation: external and internal labour markets, flexibility, recruitment and selection strategies, downsizing
g)Managing Performance: job analysis, target setting, performance appraisal, absence control
h)Managing Rewards: equity and pay systems, trends in reward management, performance related pay
Language of instruction
Number of ECTS credits
Mode of study
Guarantor
Department
Learning outcomes of the course unit
b)Demonstrate an understanding of the key developments in the study of organisational analysis and strategic human resourcing and appreciate their significance for the practising manager
c)Demonstrate an understanding of issues of cultural diversity and explore the advantages of adopting a comparative international perspective in relation to both organisational and human resourcing issues
d)Critically evaluate a range of the analytical, behavioural and human resource concepts and techniques available
e)Apply a critical and analytical approach to the use of human resourcing information at an operational and strategic level
f)Develop their independent research skills through, for example, the critical analysis of a substantial case study
g)Develop personal effectiveness skills to enhance their interpersonal and professional relationships both within the work environment and outside.
Prerequisites
Co-requisites
Planned learning activities and teaching methods
Assesment methods and criteria linked to learning outcomes
Formative and summative. Written comments with individual coursework assignments
Short papers - MLO´s tested: a - g
Final written close book exam - MLO´s tested: a - h.
Course curriculum
b)Restructuring of Work: analysis of organisational structure; culture; commitment and the changing nature of the psychological contract, the role of the HR practitioner in managing change; stress management/employee welfare.
c)Employee Development: learning theory; the training cycle; managing learning; monitoring and evaluating training
d)Employee Relations: conflict and co-operation; approaches to managing the employment relationship; grievance and discipline; employment law
e)Human Resource Strategy: strategy and decision-making; models and meanings; leadership; motivation, power & group dynamics
f)Resourcing the Organisation: external and internal labour markets, flexibility, recruitment and selection strategies, downsizing
g)Managing Performance: job analysis, target setting, performance appraisal, absence control
h)Managing Rewards: equity and pay systems, trends in reward management, performance related pay
Work placements
Aims
b) To provide an overview of the key behavioural and human resourcing processes which inform management's organisational strategies.
c) To critically evaluate the variety of approaches and methods employed in strategic human resource management from an individual, group and organisational perspective.
Specification of controlled education, way of implementation and compensation for absences
Recommended optional programme components
Prerequisites and corequisites
Basic literature
Bratton, J. & Gold, J. , (1999) Human Resource Management: theory and practice, 2, Macmillan, London (EN)
Huczynski, A. & Buchanan, D. , (2001) Organisational Behaviour. An Introductory Text,, 4, Financial Times Prentice Hall, Harlow (EN)
Leopold, J., Harris, L. & Watson, T.J. , (1999) Strategic Human Resourcing Principles, Perspectives and Practice, , Financial Times Pitman Publishing, London (EN)
Watson, T. J., , (1995) Sociology, Work and Industry, , Routledge , London (EN)
Recommended reading
Classification of course in study plans
Type of course unit
Lecture
Teacher / Lecturer
Syllabus
b)Restructuring of Work: analysis of organisational structure; culture; commitment and the changing nature of the psychological contract, the role of the HR practitioner in managing change; stress management/employee welfare.
c)Employee Development: learning theory; the training cycle; managing learning; monitoring and evaluating training
d)Employee Relations: conflict and co-operation; approaches to managing the employment relationship; grievance and discipline; employment law
e)Human Resource Strategy: strategy and decision-making; models and meanings; leadership; motivation, power & group dynamics
f)Resourcing the Organisation: external and internal labour markets, flexibility, recruitment and selection strategies, downsizing
g)Managing Performance: job analysis, target setting, performance appraisal, absence control
h)Managing Rewards: equity and pay systems, trends in reward management, performance related pay
Exercise
Teacher / Lecturer
Syllabus