iMBA Programme

HRM7039
‘Strategic Human Resource Management’

Week 1 – Introduction to the Module

Michalis Kourtidis
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Managing People and Organisations

• Ground Rules
• Introduction
• Lecture timetable
• Structure of the Lecture Programme
• Resources
• Mode of assessment
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Introduction
• Welcome to the first session of the ‘Managing People and
Organisations’ on the International MBA programme

Module Leader – Lecturer of Monday cohort:

– Michalis Kourtidis, C259, email: Michalis.Kourtidis@bcu.ac.uk

Lecturer of Tuesday cohort:

– Jill Mytton, C243, email: Jill.Mytton@bcu.ac.uk
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Introduction
• Looking at organisations of all types from a number of
perspectives, or views

• Looking at (and applying) a number of theories, models

and concepts

• You need to be critical in your analysis and evaluation of

these concepts
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Introduction
• 12 weeks of teaching (this is Week 1). Assessment is
submitted after the 12th week.

• Essential: undertake additional reading to allow you to

gain a rounded understanding of the concepts covered
(some suggestions below and always on moodle)

• Attendance + Participation  SUCCESS

• Expectation of depth, critical analysis and evaluation

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Lecture timetable
• The module has been designed to enable you to ‘try out’ a
number of concepts, in the relatively safe environment of
the University

• You will work in teams on a number of tasks that will be

developed on a week-by-week basis
– The teams will be formed through team building tools in an
efficient way
– Not less than 4, or more than 6

• On completion of the module, you will submit an individual

reflective essay as the second component of the
assessment (will discuss later)
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Lecture timetable
• Opportunities to work in groups to enhance your learning

• A range of presentations followed by ‘formative’ feedback

to develop your learning further

• By engaging in the programme, you will develop skills that

will be transferable to the rest of the modules of your
cource, and which are essential in the workplace
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Lecture timetable
• Do not miss an opportunity to present; you would then
not get feedback either from your tutor nor your peers

• ‘Formative’ feedback will help you develop your skills and

your work further
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Content of the lectures (may be enriched)

Areas to be covered:
• Introduction & Critical Analysis and Evaluation
• Task vs Process/ Team vs Work groups
• Implications of Management

• Evidence Based Management

• HR plans supporting strategic objectives
• Recruitment and Selection

• Induction and training

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Content of the lectures (may be enriched)

Areas to be covered (continued):
• Retention
• Negotiation
• Legal and cultural issues influencing HR practices

• Organisation structures and work organisation

• Contemporary HR issues
• Challenges of managing a diverse workforce

• Grievance, Discipline and Dismissals

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Structure of the Lecture programme

• This module only runs over ONE term

• Two elements (components) for the assessment of the

module (no exam). These consist of a portfolio of your
thoughts on a series of tasks:
– 3 of them are team based and
– 1 is individual

• Hand-in dates are on different weeks during the course of

the module
Please see the assignment brief for more details
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Structure of the Lecture programme

• Basic areas will be covered, but additional reading is
essential
– It is impossible to cover all aspects in all areas
– Your additional reading will enable you to gain a fuller,
deeper understanding of the topics covered

• Students will need to have some understanding of the

material delivered
– Suggest around 4 hours per week of additional reading /
research (newspapers and journals, as well as ‘text books’).
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Structure of the Lecture programme

• Important note : No paper copies of PowerPoints and
background materials.

• We expect you to read ahead – The topic or exercise or

the slides will be there a minimum of a few days before
the session – and to note down any questions on
anything you don’t understand or follow it on Moodle in
the session.
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Resources (Essential Reading)

• Armstrong, M. (2016) Armstrong's Handbook of
Strategic Human Resource Management Practice. 6th
edn. London: Kogan Page
• Armstrong, M and Taylor, S. (2014) Armstrong's
Handbook of Human Resource Management Practice.
13th edn. London: Kogan Page

Recommended Reading
• Brewster, C., Sparrow, P., Vernon, G. and Houldsworth,
E. (2011) International Human Resource Management.
3rd edn. London: Chartered Institute of Personnel and
Development
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Resources (Recommended Reading)

• Millmore, M., Lewis, P., Saunders, M., Morrow, T. (2007) Strategic human
resource management: contemporary issues. Harlow: Financial Times -
Prentice Hall
• Mullins, L. J., Christy, G. (2013) Management and organisational behaviour.
10th edn. Harlow: Pearson Education
• Price, A. (2011) Human Resource Management. 4th edn. London: Cengage
Learning
• Scullion, H., Linehan, M. (2005) International human resource management: a
critical text. Basingstoke: Palgrave Macmillan
• Torrington, D., Taylor, S., Hall, L., Atkinson, C. (2014) Human resource
management. 9th edn. Harlow: Pearson

Note the format – this is Harvard style format

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Resources (Background Reading)

• Boddy, D. (2014) Management: an introduction. 6th edn. Harlow,
England: Pearson education
• Burke, R. J., Cooper, C. L. (2005) Reinventing human resource
management: challenges and new directions, (eds). London: Routledge
• Handy, C.B. (1999) Understanding organizations. 4th edn. London:
Penguin
• Martin, M., Jackson, T. (2005) Personnel practice. 4th edn. London:
Chartered Institute of Personnel and Development
• Naylor, J. (2004) Management. 2nd edn. Harlow: Financial Times
Prentice Hall
• Wilson, F. (2004) Organizational behaviour and work: a critical
introduction, 2nd edn. Oxford: Oxford University Press
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Resources (Useful websites)

• www.cipd.co.uk
• www.personneltoday.com
• www.valuebasedmanagement.net
• Moodle!

News and current affairs programmes on radio and TV, and ‘quality’
newspapers
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Submission of coursework –
by 12:00 (midday) on the deadline
• Up to 1 hour after the published deadline  no penalty. Please note
you should still aim to upload by the published deadline.
• Between 1 and 24 hours after the published deadline  reduced by
5% of actual mark. For example, an original mark of 60% will be
reduced to 57%.
• Between 24 hours and 1 week (5 working days) after the published
deadline  reduced by 10% of actual mark. For example, an original
mark of 60% will be reduced to 54%.
• If the reduction (5% or 10%) reduces mark below the pass mark, the
assessment will be capped off at the pass mark if already passed.
• Any work submitted more than 1 wk (5 working days) after the
deadline, will not be marked, resulting in a fail for the assessment.
Better early than late!