The rationale for this module is:

 to enable students critically to evaluate approaches used in the management of people in organisational settings, providing them with a basis to assess the likely utility of the human dimension of a broader set of management practices

 This module aims to:

 ·                provide a basic understanding of drivers and constraints of human action within organisations

 ·                provide an introduction to the major practices and policies used in the management of people

 ·                encourage a critical evaluation of these practices from a range of stakeholder and disciplinary perspectives

 ·                raise awareness of the significance of issues such as change, globalisation, CSR and ethics for the management of people.

 On successful completion of this module students will be able to:

 ·                Identify and appreciate the practical implications of the theoretical and normative assumptions underpinning approaches to human action in organisations;

 ·                Critically evaluate the theoretical robustness and likely practical utility of different approaches to the management of people in organisations; demonstrate reasoned but flexible judgement in the use and development of models and frameworks for action;

 ·                Demonstrate the ability to present complex, theoretically informed, ideas in a clear and engaging way; work as a team member to resolve multi-dimensional problems; undertake secondary research into a relevant management problem.

 ·                     Communication; problem solving; team working; critical thinking.

 ·                The nature of organisation: structure and context

 ·                Organisational culture(s) and change

 ·                Individual factors and organisational behaviour (motivation, personality, emotion, leadership, groups)

 ·                Power, conflict, ethics and CSR.

 ·                     HRM policy and practice (strategic HR, comparative HRM, performance management, assessment, HRD, diversity).

 Teaching and Learning Strategy

 Combination of lecture, discussion, case studies and group presentations.

 Assessment Strategy

 Group poster: requiring independent research, team working and creative communication

 Exam: combination of short answers and essay; two-hour closed book.

 Essential Readings

 Bespoke compendium (yet to be produced)

 Recommended Readings

 Gilmore, S. and Williams, S. (eds.) (2009) HRM, OUP.

 Grey, C. (2007) A Short, Fairly Interesting and Reasonably Cheap Book about Studying

 Organizations, London , Sage.

 Supporting Readings

 Legge, K. (2000) HRM: Rhetorics and Realities, Macmillan.

 Morgan, G. (2006) Images of Organization, London , Sage.

 Specified research papers and practitioner journals.