Human Resource Management (MSc and Postgraduate Diploma)

An overview of the different levels of analysis within organizational research. Emphasis will be placed on the different paradigms from which to analyse organizations, and the roles of theories and facts. Evidence-based and reflexive practice will be evaluated, as well as some specific focus on analysing power, gender and ethics. The aim of this module is to provide a sound basis from which to explore, evaluate and critique any issue within occupational psychology or organizational behaviour.

Introduces the areas of knowledge which are necessary to critically evaluate research reports and papers, and provides the knowledge needed to carry out a quantitative or qualitative research project. Areas covered will include: research design; sampling; both qualitative and quantitative approaches to data collection; the statistical analysis of quantitative data; the preparation of research reports and the use of different paradigms in research.

This module discusses different approaches to managing and leading people at work. In particular two main topics are covered: first, Human Resource Management, which focuses on theory and practice of the management of employment or people in organizations. Second, Leadership, which focuses largely on the management of “soft factors” at work from the perspective of leader and followers and the processes evolving between them.

This module provides an overview of current developments in employee relations. It considers the influence of employers, employees, trade unions and the state in shaping the employment relationship. Areas covered include the issues of management strategy and strategic choice; flexibility in employment and managing diversity; the reform of pay determination and performance management; the role of trade unions and the management of conflict; and the role of the state as an employer. The aim of the course is to develop a critical understanding of changing patterns of employee relations.

This module addresses the issues raised by international and comparative Human Resource Management. It explores the impact of national culture, the debates in the comparative HRM literature and examples of differences in the way HRM is conducted around the world. It also examines how international organizations deal with the extra complexity that operating internationally brings to HRM.

This module is concerned with the practice of human resource management in organisations. It considers issues relating to the links between HRM strategy, policy and practice, highlighting potential models of best practice and barriers to successful implementation, where appropriate. It discusses HRM policy and practice concerning recruitment and selection, organizational exit, performance management, careers, training and development, job design and reward. It examines employee relations and equal opportunities in the context of their relationship with HRM.

• Convenor: Chris Dewberry
• Lecturer:  Chris Dewberry
• Pre-requisites: None
• Assessment: Examination

Course content

The module is designed to provide an introduction to key techniques for selection and assessment at work, including issues relating to the reliability and validity of these methods.  It also covers the nature of job performance, the relationships between cognitive ability and personality and job performance, psychological processes affecting selection decisions, and fairness.

Aims

 The aims of this module are to:

• To describe the context in which personnel selection takes.
• To consider the nature of human performance in an organizational context, the ways it can be assessed, and issues relating to such assessment.
• To examine the variables which can be used to predict job performance.
• To describe and evaluate a variety of psychological processes which are likely to  influence the personnel selection and assessment process.
• To describe various personnel selection processes and consider their merits and drawbacks.
• To consider various statistical and other issues relevant to the evaluation of the validity of selection methods.
• To examine ways of evaluating the fairness of selection methods and to discuss the issue of fairness in selection.

Learning objectives

At the end of this module students will:

• Explain the context in which personnel selection takes place.
• Txplain different accounts of the nature of job performance, discuss ways in which performance can be assessed in organizations, and ways in which job performance can be measured.
• Discuss psychological and other variables which may influence job performance.
• Discuss psychological and other variables which may influence the selection and assessment process.
• Describe and evaluate a range of common selection practices and techniques.
• Discuss statistical and other ways of evaluating the validity and reliability of selection methods, and describe evidence relating to the validity a common selection methods.
• Critically evaluate various statistical and other approaches to the evaluation of the fairness of selection methods.

Recommended reading

• Gregory, R. J. (2010). Psychological testing: history, principles, and applications (6th ed.). Boston, Mass.: Allyn and Bacon.
• Chamorro-Premuzic, T. and Furnham, A. (2010). The Psychology of Personnel Selection. Cambridge University Press Cambridge.
• Ployhart, R. E., Schneider, B., & Schmitt, N. (2006). Staffing organizations: Contemporary practice and theory (3rd ed.). Mahwah, N.J.: Lawrence Erlbaum.

• Convenor: Kate Mackenzie Davey
• Lecturers:  Helen Cooper, Janet Sheath, Adrian Ward
• Pre-requisites: Successful completion of prior programme modules
• Assessment: Group work and 3000 word essay

Course content

This module reflects how significant careers have become as the world has become more complex and individualistic. A hotly debated issue in career studies is the extent to which people are experiencing more mobility generally in their careers, spending less time with one employer and making major career changes throughout their working life. Although anecdotal evidence suggests that this may be the case, large-scale research studies don't entirely bear this out. However, one change that does seem to be happening is an increased diversity in careers. Another focus is the importance of work in relation to the rest of life and the challenges of maintaining a healthy balance.

The challenge for both scholars and practitioners is to understand and explain this and to help individuals navigate their careers in this new context.

The module is based on a study guide. This begins by defining the term 'career' and discussing how social scientists in different disciplines have approached the study of careers. The effects of social, economic and organizational changes on individuals’ careers are outlined, and you are asked to think about your own career using concepts from the literature.

• Chapter 2 discusses theories of occupational choice and career decision making, and outlines some implications of these theories for career management practice.
• We then turn in Chapter 3 to examine models of adult development more generally.
• Chapter 4 covers career transitions and the outcomes of these, for example career success and satisfaction. Later in this chapter you are asked to consider career forms other than traditional careers in organisations.
• In Chapter 5 we discuss the impact of social networks and other interpersonal processes on careers, as well as the work-family interface.
• The provision and practice of career management interventions are covered in Chapter 6, and we pay particular attention to mentoring and career counselling.
• The module concludes with a short chapter on the relationship between theory and practice.

Aims

 The aims of this module are to:

• enable you to acquire an understanding of career development within the total life space of the individual and the organizational and social context
• introduce you to the theory and practice of career management interventions
• help you in your own personal career planning, by using some of the concepts and theories in reviewing your own experiences and setting goals for the future

Learning objectives

At the end of this module students will:

• Broadly outline the current employment context and labour market trends.
• Discuss some of the factors that affect occupational choice and career development.
• Identify some of the developmental tasks and processes in adult life.
• Describe how theory can be applied in career management interventions.
• Evaluate theories and models of career development.
• Discuss the provision of career management interventions.
• Use career planning techniques to facilitate your own career development and that of others.

Supplementary information

The subject guide provides an overview of the area and directs you to a series of readings. Most of the readings are contained in the textbook for the module; the other readings you will need are available through Birkbeck electronic library. These are an integral part of the module and are all essential reading. Many of the readings are included because they explore an issue in more depth and more critically than is possible in the subject guide; others are reports of empirical studies.

You will also find it helpful to read more widely for the module where you can, following up references cited in the text. Also, at various points optional readings from the Handbook of Career Studies are suggested which expand on particular topics.

Recommended reading

Your resources for this module include:

• A subject guide.
• The textbook, the Handbook of Career Studies, edited by Hugh P Gunz and Maury Peiperl.
• Three readings, available from the Birkbeck electronic library.

Examines contemporary work motivation theories within a coherent framework and the causes of high performance. Areas to be covered will include: content, need, process, and cognitive theories of work motivation; the identification and measurement of performance criteria; explanations for high performance; and the relationship between performance and a variety of organizational variables including pay, leadership, groups, job design, work systems, technical change, involvement and commitment, attribution and self-efficacy, and goal setting.

The meaning of training and development is explored. Several models of effective training are introduced, and ways of identifying training needs are examined. Theoretical approaches to learning are discussed. Various training methods are covered in relation to both theoretical aspects of learning and the nature of the material to be learnt. Finally, the ways in which training can be evaluated are considered.

New forms of computer-based technology present both opportunities and challenges for organizations. How can this technology be designed to facilitate effective use? What new ways of working are implicated by advanced technologies? This module covers a range of psychological and organizational issues pertaining to the use of new technology at work, from designing and evaluating the human-machine interface to analysing the management of technological change.

The dissertation takes that form of an empirical study, quantitative or qualitative, conducted by the student on some aspect of Organizational Psychology and Human Resource Management. The study is written up as a scientific report of not more than 10,000 words, including bibliography and notes but excluding appendices.