Module Study Guide

Academic Year 2021–2022

Managing People HR7SL64O

Credits: 20

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Table of contents
Key team contact details .................................................................................................................. 3

1 Module overview........................................................................................................................... 3-6

Introduction ......................................................................... .
Module summary content and aims ..................................................................................... 5
Learning outcomes to be assessed ..................................................................................... 6
Indicative Contact Hours ..................................................................................................... 6

2 Assessment and feedback ................................................................................................... 7-10

Summative assessment grid ............................................................................................... 7
Assessment brief including criteria mapped to learning outcomes ...................................... 7
Learning materials ............................................................................................................. 10

3 Things you need to know ................................................................................................... 12-13

Engagement ...................................................................................................................... 12
Need help, just ask ............................................................................................................ 12
Getting support for your studies ........................................................................................ 13
Student support ................................................................................................................. 13
Module evaluation – have your say! .................................................................................. 13

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Key team contact details

Subject Area & School/College The Claude Littner Business School

Email
Phone
Location Paragon House, 11th Floor, Brentford

Bennett Patternott
Module Tutor
Rajee Ravichandran
Dr Upul Lekamge
Bennett Patternott <patt@carcumb.com>
Email
<nankalp@yahoo.com>
Rajee Ravichandran rajee.ravichandran@hotmail.com
Dr Upul Lekamge <upul1964@gmail.com>
Phone -
Location Academia, ANC

Course Administrator Yoga Wignarajah

Email Yoga@ancedu.com
Phone 0114514415
Location 1st Floor, Admin Building, ANC Head office

Subject Librarian Robert / Subashini

Email library@ancedu.com
Phone 0114514415
Location 2nd Floor, ANC Admin building
The Course Leader overseeing this module at ANC, is Marcelline Alexander, and can be contacted at
marcelline@ancedu.com
The Course Leader overseeing this module is Chandra Basham and can be contacted at
chandra.bhasham@uwl.ac.uk

The Dean of the Claude Littner Business School is Dr Suresh Gamlath, and can be contacted at
clbsinfo@uwl.ac.uk

The Deputy Dean of the Claude Littner Business School is Dr Amelia Au-Yeung, and can be
contacted at Amelia.Au-Yeung2@uwl.ac.uk

The External Examiner responsible for this module is Dr Nuno Da Camara, Director of MBA and

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Principal Teaching Fellow in HR and Organisational Behaviour, University of Southampton

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1 Module overview
Introduction, aims and summary of content
Managing People is pivotal to an understanding of the management and development of people
within organisations. Closely aligned with the CIPD’s Professional Standards and the module
‘Leading, Managing and Developing People’, the module also provides you with a critical view of
Human Resource Management (HRM)/ Human resource Development (HRD). What is known, said
and done about the management of people in organisations is open to multiple interpretations. This
module enables you to engage with alternative paradigms and discourses that recognise complexity
and allow you to challenge the underlying assumptions associated with particular ways of thinking
and practicing HRM/D.

The module introduces you to mainstream thought on HRM/ D and develops your critical awareness
of the complexity of leading, managing and developing people at work.

Aims of the module are to:

 Develop a critical approach to the study of people management.

 Recognize the complexity of people management, particularly, in different organizational and
social contexts.
 Understand contemporary perspectives on leadership, management and human resource
management/development.
 Identify alternative perspectives on change and how change is managed in different
organizational settings.
 Examine particular practices of human resource management/development from different
perspectives.

This module has been accredited by the CIPD.

Specific expectations students can have of tutors include:

 Constructive formative feedback for assessment 1 and mock exam paper for assessment 2.
 Lecture slides made available on Blackboard 3 days prior to lecture.
 Seminar activities made available on Blackboard 3 days prior to the first seminar group
session in a week.
 Assessment marks and summative feedback given within 3 working weeks from the
assessment submission deadline.

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Specific expectations tutor has of students:

 Attend all classes and arrive at classes punctually.

 Read articles and signposted resources provided prior to seminars and prepare answers to
questions as per instructions given.
 Behave professionally in classes and not to cause any disruption that might affect other
students’ learning.
 Actively participate and engage in class activities.
 Inform tutor via email when not able to attend any classes.
 Communicate with tutors in a professional manner.
 Dress in formal business attire for group presentation (assessment 1)
 Attempt all assessments by the submission deadline unless there is extenuating
circumstances (in which case please contact your Course Leader for extension request or
mitigation claim)

Summary of content

o Concept and role of HRM

o Professionalism and Ethics
o Attitude, perception and Communication
o Group and teams
o Employee relations, commitment & engagement
o Flexibility and psychological contract
o Motivation, job satisfaction and performance
o Leadership and development
o Organisational structure and culture
o Managing change

Learning outcomes to be assessed

On successful completion of the module, students will be able to:

1. Review and critically evaluate major contemporary research and debates in the fields of
human resource management (HRM) and human resource development (HRD).

2. Evaluate major theories relating to the management of people in organisations such as

alienation, motivation, commitment and engagement at work and how these are put into

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 practice by organisations.

3. Debate and critically evaluate management and leadership and its development in
organisations.

4. Contribute to the promotion of flexible working and effective change management in

organisations.

5. Critically discuss the aims, objectives practices & contributions of the HRM/D function.

6. Promote professionalism, team working and ethical approaches to HRM and HRD
practice in organisations

Indicative Contact Hours

Teaching Contact Hours 42 hours

Independent Study Hours 158 hours

Total Learning Hours 200 hours

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2 Assessment and feedback
Summative assessment grid
Thre
shold

(if
Profe Method of
ssion Indicative Submission &
Word Count
Type of Assessment al Weighting Pass Submissio n Date of
or equivalent
Body Mark week Feedback
- (refer to BB)
PSR
B
appli
es)

Research Report 2,000 Words 60% 50% 18/04/2022 Individual

Report
Weightage: +/- 10%

Learning Outcome
Covered: LO1 and
LO6

Essay

Weightage: 40%
1500 words 28/05/2022
2 Weeks after
Learning Outcome 40% 50%
submission
Covered: LO1 and +/- 10%
LO6

Assessment brief including criteria mapped to learning

outcomes
2.2.1 Assessment 1
Assessment Task: Individual Report
Assessment Criteria: LO1-LO6
Word Count: 2,000 words
Briefing:
“Human resource management (HRM) has frequently been described as a concept with two distinct
forms: soft and hard. The soft model emphasises individuals and their self-direction and places

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commitment, trust, and self-regulated behaviour at the centre of any strategic approach to people. In
contrast, the hard model stresses the rationalism of strategic fit and places emphasis on performance
management and an instrumental approach to the management of individuals”.

(Gratton et el., (1999, Strategic Human Resource Management: Corporate Rhetoric and Human
Reality, Published to Oxford Scholarships online: October 201. ISBN-13: 9780198782049)

You are required to write a report on an organisation of your choice in which you will effectively highlight
the key concepts and models of HRM. You should;

1. Critical examination of the various HR models and issue of Alienation, Motivation,

Commitment and Engagement at work and how these are addressed into practice in your
chosen organisation.
2. Critically analyse how effective leadership helps organisation to develop and achieve its aims
and objectives. You should critically discuss role of professionalism, team working and ethical
approaches to HRM.

Report Structure:
Introduction:
Here you will introduce your topic theoretically using appropriate academic resources and Harvard style
citation and referencing. You will also include a brief introduction of your organisation.

Critical Examination of HR concepts:

In this section will address part 1 of the assessment brief. You will typically relate the theories with
practices from your chosen organisation.

Critical Analysis of Effective Leadership:

You will address part 2 of your assessment brief. Your focus will be on how effective leadership can
help organisation to identify and fulfil organisational objectives which will adhere to the organisational
ethics.

Conclusions and Recommendation:

From your part 1 and part 2 of the assessment brief, you will draw logical conclusions and make
appropriate recommendation on how organisation can develop its human resources and promote
human resource development.

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Assignment Format:
• The report must be written in 12-point font and 1.5 spaced, with 1-inch (normal) margins on all
sides.
• The report must have a cover page, and include the following information;
 Name, surname, email address and ID number of the student
 Date submitted
 The course name
 Title of the assignment
 Number all the pages (except the cover page) and always keep a backup copy

2.2.1.1 Marking Scheme

Assessment Criteria Maximum Marks

Introduction: Logical and focused introduction of the topic as well as the organisation. 15%

Critical Examination: Various HR models and key concepts in relation to part 1 of the assessment brief. 25%

Critical Analysis: On effectiveness of leadership styles including its roles in promoting professionalism 25%
and ethical behaviour

Clarity and Coherence of the concepts, theories, practices and coherence of thoughts 15%

Conclusion and Recommendations 10%

References: Harvard referencing and citation:Introduction 10%

2.2.2 Assessment 2

Assessment Task: Individual Essay

Assessment Brief:

Critically analyse Role of communication and employee involvement in effective change

management. Word limit of this essay is 1500 +/- 10%

Structure:

Please follow a typical essay structure including Introduction, Main body and Conclusion.

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Assessment Criteria:

Assessment criteria Maximum Marks

Introduction 10%

Quality of research and clarity of Concepts 25%

Quality and depth of analysis of Key Concepts 35%

Critical discussion, coherence and focus on the Topic 20%

Citation and Referencing 10%

Learning materials
The reading list for this module is available on Blackboard in the module area or by searching
https://uwl.rl.talis.com/index.html. This shows real-time availability of books in the library and provides
direct links to online resources, recommended by your lecturer.
Remember to log into Blackboard daily to receive all the latest news and support available at your
module sites!
Subject guides (https://www.uwl.ac.uk/library/finding-and-using-information/subject-guides-libguides)
are also available to help you find relevant information for assignments, with contact details of the
Academic Support Librarian for your School.
At postgraduate level you are expected to use a wide range of academic and professional sources to
enrich your learning and developing.
Essential:
 Bratton, J. and Gold, J. (2017) Human Resource Management: Theory and Practice. London.
Palgrave.
 Mullins, L. J and Christy, G. (2016). Management and Organisational Behaviour. Harlow:
Pearson Education Limited
 Rees, G. & French, R. [2016] Leading, Managing and Developing People. London: Chartered
Institute of Personnel and Development.
Recommended:
 Other popular textbooks in this area and at this level include:
o Bratton J (2015) Work and Organisational Behaviour. London: Palgrave.

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 o Beardwell, J. and Thompson, A. (2017) Human resource management: a contemporary
approach. 8th edition. Harlow: Pearson Education Ltd.
o Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, R. (2016) Human Resource
Management at Work; People Management and Development, 6th edition, CIPD
o Rees, G., and Smith, P. E. (2017) Strategic Human Resource Management: An
International Perspective. London: Sage Publications
o Rigg, C., Stewart, J. Trehan, K. (2007) Critical Human Resource Development. Pearson
Education Ltd.
o Sarah, G and Williams, S. (2013) Human Resource Management, Oxford: University
Press.
o Storey, J. (2007) Human Resource Management: a critical text. London: Thomson.
o Torrington, D., Hall, L., Taylor, S. and Atkinson, C. (2014) Human Resource
Management. Harlow: Pearson Education Limited
While these textbooks emphasise different ways of understanding the management of people, they are
not complete. Journals contain the most varied, current empirical and theoretical thought on your
subject area and you will not be able to know your ‘discipline’ or write about it unless you have access
to contemporary thoughts other than your own. These journals can be accessed via on line data-bases
and links can be found at http://www.uwl.ac.uk/lrs/elec/atozlist.html.
Alternatively, you can access over 300 HRM/D journals through the CIPD website.
You will not be expected to rely on these textbooks but encouraged to develop your own perspectives
through a wide mix of teaching and learning methods. These will include tutor-led, student-led and
student-only methods: lectures, seminars, workshops, individual and group project work, independent
study using either UWL and/or CIPD learning materials.
A key learning resource used in this module, and indeed the whole programme, is the cohort of HR
practitioners from a variety of industries who comprise student groups. You are encouraged to network
throughout the programme using workshops, e-mail, telephone and independently arranged meetings
with fellow practitioners on the course.
The philosophy that is continuously reinforced on the programme is the development of self motivated
independent learners who are not reliant on the knowledge of their tutors. Tutors are not the source of
unquestionable knowledge because all knowledge is subject to a continuous process of questioning.

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3 Things you need to know
Engagement
Teaching at UWL during the academic year 2020-21 will be conducted using the UWLFlex model and
may involve a range of on site and online teaching and learning activities. Whether you are engaging
with teaching and learning activities on site or via the UWL Virtual Learning Environment, we expect the
same level of commitment and engagement from you. If you are unable to attend scheduled on site or
online activities or complete activities in the time frames set out, you should let your tutors know. You
should aim to stick to assessment deadlines; if you are concerned that you will not be able to complete
your assessments on time, you should talk to your tutors. Your engagement, whether online or on site,
will be tracked and if we see that you are not engaging, we will get in contact with you. However, we
encourage you to let us know if you are struggling so we can work with you to find solutions and get you
back on track as soon as possible. Give yourself the best possible chance to succeed by engaging with
the full range of learning and teaching activities available to you.
All students should refer to the Attendance and Engagement Monitoring Policy particularly if your course
is accredited by a professional body, or if you are an International student on a Tier-4 visa, or a student
on an Apprenticeship course which have additional requirements.

Need help, just ask

The University recognises that there are times when you may encounter difficulties during your course
of study and provisions are made to help you. If you are struggling with meeting deadlines please talk to
us, whether it’s your course/module leader, personal tutor or any member of staff, speak to them so they
can get you the support you need to succeed. You can extend your deadline if you have a good reason
why you are not able to submit a piece of coursework on time, apply online for an extension before
your deadline. An extension will allow you an extra 10 working days. If an extension is not sufficient
and circumstances beyond your control are preventing you from completing your assessment, then
you can, apply online for mitigation.
Please remember late submission without extension or mitigation will result in penalties depending on
how late it is, see University Academic Regulations.
You are reminded that the University applies penalties to students who commit an academic offence, in
which case the Academic Offences Regulations will be used to deal with any cases of academic
misconduct including examination offences, plagiarism and other means of cheating to obtain an
advantage.
You are encouraged to seek advice from the Students’ Union Advice Service; UWLSU support you with
all aspects of your academic experience by providing advice and guidance to ensure you are fully
informed of the academic regulations set out by the University as well as advocate for student views.
You are expected to behave in line with UWL expectations, irrespective of whether your interactions with
staff and other students are in person or online. As you will be engaging with others online and a range
of online materials, it is important to consider how to stay safe online and ensure your communications
are secure and appropriate. If you have any questions about how to manage your online UWL activities,
please contact your module leader.

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If you have an issue about the module, you should speak to your Module Leader or Course Leader
informally in the first instance. Your Course Representative can also raise your concerns at Course
Committees, which take place each semester. If you are unable to resolve it informally, you should refer
to the Complaints Procedure which is outlined in the student handbook and consult the Students’ Union
about it. The University aims to ensure that issues are resolved informally as quickly as possible to have
minimum impact on your studies.

Getting support for your studies

Throughout your course of study, you will have access to a wide variety of sources of support depending
on your individual circumstances and needs. Your first point of call for getting general academic support
is your Personal Tutor. As well as approaching your Module Leader with any questions specifically related
to your module and your Course Leader with questions on your Course, do contact your Personal Tutor
or Apprenticeship Support Link Tutor for academic advice in relation to your studies and your academic
development.
Apart from the University-wide support framework, which encompasses the Module Leaders, Course
Leader, the Subject Librarian, and your Course Administrator, you will also have at your disposal the
UWL Engagement Team. The Engagement Team offers One-to-One Academic Support opportunities
and Academic Skills Workshops throughout the year, helping you to develop skills relevant to your
degree. Workshops include for instance Essay Planning and Writing; Critical Thinking; Reflective
Writing; Group Work and Presentation Skills. Maths Support and English Language Support
opportunities are available too. For more information email or to register for weekly updates email
Academic.Support@uwl.ac.uk or you can visit our website to find out more about the support offered by
the Engagement Team, such as Peer Mentoring or online academic skills resources at:
uwl.ac.uk/current-students/support-current-students/academic-support

Student support
In addition to the support listed in the previous section, there is also more help offered by UWL Student
Support Services. These are located in The Street at St Mary’s Road, Ealing campus, but offer drop-in
sessions at all UWL sites. They offer a wide range of support and advice services consisting of Student
Advice, and Funding & Immigration advice; Careers; Counselling; Disability/Mental Health; Inter-faith
Advisor; Placement & Employment; Volunteering; Student Welfare; and Scholarships and Bursaries.
Contact Student Services (general) for more information at studentservices@uwl.ac.uk or call
020 8231 2345.

Module evaluation – have your say!

Towards the end of the module you will be invited to provide some anonymous feedback to the Module
Leader through an online survey. This is your opportunity to give some direct feedback about the module
through a series of questions and free text. Your constructive feedback will help the Module Leader and
teaching team to understand the module experience from your perspective and helps inform the
development of the module. At the end of the survey period, a response to the survey will be available
on Blackboard so that you can see exactly how your voice has been heard.

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