Module Details
| Module Code: |
MGMT8062 |
| Title: |
The HRM Function
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Long Title:
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The HRM Function
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| NFQ Level: |
Advanced |
| Valid From: |
Semester 1 - 2018/19 ( September 2018 ) |
| Field of Study: |
3450 - Business & Management
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| Module Description: |
This module will provide learners with an overview of the Human Resource Management (HRM) function, and its role in the organization. The module introduces learners to HRM functional areas and concerns, and will equip learners to consider HRM issues in light of international business requirements and the environmental context.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Holistically appraise HRM Strategy options. |
| LO2 |
Critically evaluate HRM activities in light of international considerations. |
| LO3 |
Discuss the relationship between Reward, Performance Management, and Organisational Performance. |
| LO4 |
Analyse the importance of Diversity and Inclusion initiatives in organisations. |
| LO5 |
Evaluate potential areas of concern in the modern Employment Relationship. |
| LO6 |
Analyse employee behaviour and the potential for HRM activity success in light of HRM theory. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
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| No incompatible modules listed |
Co-requisite Modules
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| No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
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| No requirements listed |
| Indicative Content |
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HRM Strategy and Planning
This section provides an overview of the following areas: HRM function and functional areas. HRM Strategy considerations, the concept of Strategic HRM (SHRM) and the relationship between the Business Strategy and HRM Strategy. Overview of HRM strategic choice, particularly Best Practice and Best FIT HRM. Links between HR/Workforce Planning and Business Planning. The Systematic approach to HR/Workforce Planning, particularly forecasting labour demand and supply.
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Recruitment, Selection and Retention
This section examines the Recruitment and Selection Process stages and options. Recruitment strategies, including in-house and out-sourced recruitment. Pre-recruitment activities, and the importance of Job Analysis, Job Description, and the Person Specification. The importance of Retention initiatives, and addressing Turnover, Absenteeism, and Presenteeism.
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Performance Management and Reward Management
This section defines and explores Performance and Underpinning theories. The Performance Management Cycle and the Components of Performance Management. Defining and deciding on an appropriate Reward Strategy and System. Approaches to Reward, Types of Reward and Total Reward. The relationship between Reward and Performance Management.
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Diversity and Inclusion
This section looks at defining Diversity and considers its complexities. Developing a Business Case for Diversity and exploring the challenges associated with Diversity. Diversity Management options, including Skills and Awareness Bases Training, and the need to move beyond Diversity Management to Inclusion. Strategies for developing an inclusive culture, and enhancing and reinforcing Inclusion. National culture and its impact on HRM.
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The Employment Relationship
This section centres on the basis of the employment relationship and the psychological contract. Developing and maintaining the employment relationship, and developing a climate of trust in the organisation.
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Learning, Training and Development
This section explores key components of Learning and Development, including Learning Theory and Learning Styles. Identifying Learning Needs and taking a Systematic Training approach. Planning and Delivering Learning and Training Events.
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Module Content & Assessment
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| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
Assessments
| No End of Module Formal Examination |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
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The University reserves the right to alter the nature and timings of assessment
Module Workload
| Workload: Full Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Delivery of content and material underpinning learning outcomes |
Every Week |
3.00 |
3 |
| Independent & Directed Learning (Non-contact) |
Non Contact |
Supplementary learner research, study and revision |
Every Week |
11.00 |
11 |
| Total Hours |
14.00 |
| Total Weekly Learner Workload |
14.00 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Delivery of content and material underpinning learning outcomes |
Every Week |
3.00 |
3 |
| Independent & Directed Learning (Non-contact) |
Non Contact |
Supplementary learner research, study and revision |
Every Week |
11.00 |
11 |
| Total Hours |
14.00 |
| Total Weekly Learner Workload |
14.00 |
| Total Weekly Contact Hours |
3.00 |
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Module Resources
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| Recommended Book Resources |
|---|
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Armstrong, M. and Taylor, S.. (2017), Armstrong's Handbook of Human Resource Management Practice, 14. Kogan Page, [ISBN: 9780749474126].
| | Supplementary Book Resources |
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Brewster, C., Sparrow, P., Vernon, G., Houldsworth, E.. (2016), International Human Resource Management, 4th. Chartered Institute of Personnel and Development, London, [ISBN: 9781843983750].
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Carbery, R. and Cross, C.. (2013), Human Resource Management: A Concise Introduction, Palgrave MacMillan, London, [ISBN: 9781137009395].
| | Supplementary Article/Paper Resources |
|---|
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O'Donovan, D. and Linehan, M.. (2015), Factors Contributing to Inclusion:
Lessons from Nurses in the Irish
Healthcare Sector, Irish Academy of Management Conference,
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O'Donovan, D.. (2014), Performance Management Systems in Irish
Hotels: Is Adaptation Necessary to Cater
for non-Irish Employees, Tourism and Hospitality Management in
Ireland Conference,
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O'Donovan, D. and Linehan, M.. (2012), Implications of Cultural Diversity on
Goal Setting and Feedback: An
Investigation of Performance Management
in Irish Hotels, Irish Academy of Mangement Conference,
| | Other Resources |
|---|
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Book Chapter, O'Donovan, D.. (2018), Diversity and Inclusion in the Workplace, Germany, Springer International,
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CIT E-brary, Cork Institute of Technology. CIT Electronic Library,
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Website, Chartered Institute of Personnel and
Development. CIPD Ireland Website,
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