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

Learning outcomes of the course unit

a)Demonstrate knowledge of the behavioural, analytical and human resourcing aspects of organisational management and apply this understanding to a variety of practical business problems
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

Regular completion of the previous specialized courses.

Co-requisites

Not applicable.

Recommended optional programme components

Not applicable.

Recommended or required reading

Beardwell, I. & Holden, L. , (2001) Human Resource Management, a contemporary approach, , 3, , Harlow (EN)
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)

Planned learning activities and teaching methods

Teaching methods depend on the type of course unit as specified in the article 7 of BUT Rules for Studies and Examinations.

Assesment methods and criteria linked to learning outcomes

Lectures, group discussions, group and individual work, case studies, oral presentations.
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.

Language of instruction

English

Work placements

Not applicable.

Course curriculum

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

Aims

a) To explore the relevant social science disciplines and appreciate the philosophy which governs research in the fields of organisational analysis and human resource management.
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

Independent learning, individual and group homework

Classification of course in study plans

  • Programme MGR-EBF Master's

    branch MGR-EBF , 2. year of study, winter semester, 7 credits, compulsory

Type of course unit

 

Lecture

22 hours, optionally

Teacher / Lecturer

Exercise

22 hours, optionally

Teacher / Lecturer

eLearning