| Module Title |
People Management & Development |
| Module Code |
MNA1078 (ITS: HR551) |
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Faculty |
DCU Business School |
School |
DCU Business School |
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NFQ level |
9 |
Credit Rating |
5 |
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Description
The purpose of this module is to introduce students to the theory and practices utilised to manage and develop an organisation's human resources. It establishes the nature & function of the various components of typical human resource management (HRM) practices and exposes students to the skills of HRM through the use of exercises and workshops. The modules aims to give future managers and people management specialists the essential knowledge and understanding of HRM, which will then be developed and extended in the other cognate modules. The course explores themes such as internationalisation of HR, world of practice and ethics/Responsibility/Sustainability. Students are expected to attend lectures and skills workshops and participate in class discussions.
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Learning Outcomes
1. Explain the nature and scope of people management and its importance to the organisations.
2. Describe core people management practices including resourcing, development, reward and voice.
3. Evaluate the impact of a range of external (environmental) and internal (organisational) factors influencing HRM practice.
4. Apply people management concepts and theories to address business problems and issues.
5. Undertake basic human resource processes.
6. Give informed advice and solutions with regard to people management and development issues at workplace and establishment level.
7. Consider the significance of ethics (and technology) in managing people in organisations.
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| Workload | Full time hours per semester | | Type | Hours | Description |
|---|
| Lecture | 24 | Outline of models, concepts and theories as part of weekly lecture | | Workshop | 9 | Weekly live webinars/ workshops | | Independent Study | 40 | Reading | | Seminars | 10 | Direct preparation for case study analysis and for webinars. | | Assignment Completion | 42 | Direct preparation for and completion of the two assignments. |
| Total Workload: 125 |
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| Section Breakdown | | CRN | 11077 | Part of Term | Semester 1 | | Coursework | 0% | Examination Weight | 0% | | Grade Scale | 40PASS | Pass Both Elements | Y | | Resit Category | RC1 | Best Mark | N | | Module Co-ordinator | Xuchang Zheng | Module Teacher | Brian Harney, Sinead Creane |
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| Assessment Breakdown |
| Type | Description | % of total | Assessment Date |
|---|
| Reflective journal | 2. Reflective report (2500 words)
a) On skill development students concerning people resourcing (20%)
b) On three selected sessions out of Session #1, #2, #4, #5, #6 or #7) (3x15%)
c) + Introduction and conclusion of this report (5%) | 70% | Week 12 | | Group presentation | Students asked to role play HR Team where they wish to introduce High Performance Work Practices.
Working in pre-assigned groups, students are given a topic (which is one of the High-Performance Work Practice/Systems (HPWP/S) covered in the course AND an area of focus to help narrow it down. They are then required to:
- Develop a presentation for the Senior Management of the organisation explaining:
a. A brief overview of the High-Performance Work Practice/System (HPWP/S)
b. The practice/approach being introduced into the business & why (this is the 'focus area');
c. Measuring the success of its implementation
d. The challenges foreseen in its introduction
e. Examples of case studi | 30% | Week 8 |
| Reassessment Requirement Type |
Resit arrangements are explained by the following categories;
RC1: A resit is available for both* components of the module.
RC2: No resit is available for a 100% coursework module.
RC3: No resit is available for the coursework component where there is a coursework and summative examination element.
* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment
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Pre-requisite |
None
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Co-requisite |
None |
| Compatibles |
None |
| Incompatibles |
None |
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All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml
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Indicative Content and Learning Activities
Fundamentals of people management
The ideas underpinning HRM management; the origin and key developments in its trajectory; emerging issues and future prospects; the agenda for future research, debate and practice. Introduction to Strategic HRM (SHRM)
Core people management practices
Resourcing, reward, human resource development (HRD), talent management and employee’s voice.
Contemporary issues
Employee engagement, ethical issues and flexibility.
People management in context
Internal: organizational characteristics (e.g. business strategy, size etc) External: institutional (e.g. laws and regulations) and structural characteristics of the sector (e.g. labour and product markets, technology etc.)
Skills Development
A focus on developing key people management skills through practical activities.
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Indicative Reading List
Books:
- Harney, B. and Monks, K.: 2014, Strategic HRM: Research and Practice in Ireland, Blackhall/Orpen Press, Dublin,
- Redman, T., Wilkinson, A. and Dundon, T.: 2017, Contemporary Human Resource Management: Text and Cases, 5th, Pearson: Financial Times Press, Harlow, UK,
- Dundon, T. and Wilkinson, A.: 2020, Case Studies in Work, Employment and Human Resource Management, Elgar, Cheltenham,
- Gunnigle,P.,Hearty, N. and Morley, M.: 2006, Human Resource Management in Ireland, 3rd, Gill and Macmillan, Dublin,
Articles:
- 0: Many of the topics will be supported by allocated reading from the following journals: Human Resource Management Journal, Human Resource Management, Human Resource Management Review, Personnel Review,,
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Other Resources
None |
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