Human Resource Management (HRM) is a term now in wide usage but very loosely defined. Essentially it is used to refer to the cost effective use of human resources. The basis of this course is that if the term is to have any social scientific value, HRM should be defined in such a way as to differentiate it from traditional personnel management and to permit the development of testable hypotheses about its impact. Following on theoretical work in the field of Organisational Behaviour, it may be proposed that HRM comprises managerial policies designed to maximise organisational integration, employee commitments, flexibility and quality of work. In this approach, collective industrial relations, whilst possibly pertinent, play a secondary role.
To equip students with a thorough knowledge and understanding of the work of the personnel function in various organisations. To assess the appropriateness of organisational behavioural contributions developed in the Organisation Behaviour module for current human resource management practices and opportunities. To develop in some detail the human resource management contribution to the management of different organisations especially in the global context. To analyse the nature of power and authority in organisations in relation to the development of appropriate and effective Human Resource Management practices. To develop the knowledge and skills required by Human Resource Management in making an effective contribution to organisations.
Define the key terms in Performance Management.
Explain the shift from Personnel Management to Performance Management.
Apply the elements of performance management to a company.
Assess the importance of unions to Human Resource Management practice.
Determine the case for managing diversity in a company.
Books J Bratton and J Gold.
Human Resource Management. Macmillan
Strategic Human Resource Management. Heinemann
The Essence of Human Resource Management. Prentice Hall
Human Resource Strategies. Pitman