Identify alternative perspectives on change and how change is managed in different organizational settings.
Aim
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.
Learning outcome 1: Review and critically evaluate major contemporary research and debates in the fields of human resource management (HRM) and human resource development (HRD).
Learning outcome 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 practice by organisations.
Learning outcome 3: Debate and critically evaluate management and leadership and its development in organisations.
Learning outcome 4: Contribute to the promotion of flexible working and effective change management in organisations.
Learning outcome 5: Critically discuss the aims, objectives practices & contributions of the HRM/D function.
Learning outcome 6: Promote professionalism, team working and ethical approaches to HRM and HRD practice in organisations
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 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".
