Level of study: 5
Number of credits: 20 credits
Course/s the module belongs to: BA (Hons) Business Studies
Faculty: Business Studies
Semester/Trimester of delivery: Semester 1
Start date of the module: September 2024
Location of study: London School of Commerce
Study hours for the module: usually 200 overall for a 20-credit module
- Number of contact hours and pattern of delivery: 2 hour lecture and two-hour fortnight each week for 12 weeks.
- Number of hours when students are expected to study independently or amongst peers, with no direct academic contact: 108 hours
Professional accreditation status and requirements: if applicable, if not, remove this section
Module leader name:
Module leader contact details:
How to access tutorials and other module support All materials are available on the Student Portal
Who is the module for? This module is a core module for second year students on the BA (Hons) Business Studies programme
Module aims:
The broad aim of the module is to raise students` awareness of how they can contribute to management decision-making and HR policy-making in an environment increasingly characterised by workforce diversity. International HRM is conceived in this module to encompass comparative HRM, managing people in organisations which operate outside their domestic boundaries, managing diverse people in a domestic situation (both due to historical and current movements of people around the globe) and managing people in a domestic situation which takes account of international influences (eg international labour law, management approaches from other countries). In addition, the module aims to balance an understanding of the mechanisms through which some groups of people may be disadvantaged in the labour market with the capability to use business case arguments and HR interventions to manage diversity in a positive way.
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Brief module description/summary: The module brings together the management of human resources as a function of management and the specialist role of the HR manager within the leisure industries. Drawing on the students` experiences, previous study and academic theory topical issues are studied as well as practical approaches to strategic HR planning, performance management and the wider implications of the labour market.
Module learning outcomes:
Upon successful completion of the module the students will be able to:
LO1: Appreciate the distinction between Human Resource Management and Personnel Management by analysing personnel and HRM models
LO2: Examine the concepts of strategic HRM and contrast this notion with that of strategic management.
LO3: Understand and evaluate the concept of an organisations` Model of Employment, and the organisational levers available to manage human resources in such a way as to contribute to sustainable competitive advantage.
LO4: Understand the significance of culture to organisational behaviour and HRM practice in general and apply the practices needed to carry out HRM in trans-national/international/international-subsidiary organisations.
Overview of learning and teaching activities on the module: A variety of teaching approaches is used, including lectures, seminars, case analysis, teamwork and extensive use of electronic resources for guided research.
Assessments: This module is assessed via a 100% HR report for students to demonstrate a critical understanding on the key processes of HRM and how to apply the theories of HRM and HRD in a specific scenario.
Summative assessment
Type
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% weighting
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Length
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Deadline for submission of work and where assignment should be submitted
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Date for return of mark/grade and feedback and where they will be returned
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Minimum pass mark for assessment task(s)
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Individual HRM Report
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100 %
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4000 words
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40%
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Further information about the assessment can be found at the end of this handbook, in the “assessment brief” section.
It`s important that you meet your assessment deadline to help manage your workload and ensure your timely progression to your next level of study. However, we understand that in exceptional cases you may be unable to submit your work on time or do well in your exams due to unexpected events which are short-term in nature and beyond your control. Find out more about what to do in situations such as these here.
A coursework extension or a chance to re-take your exam is not an automatic right; and to ensure fairness and transparency, exceptional circumstances requests will only be approved if they meet the criteria, are submitted on time and - where relevant - include appropriate professional evidence.
Indicative schedule of delivery:
Session
( Weekly)
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Indicative Content
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1
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Labour market analysis in different country contexts - implications of this for HR strategy, policy and practice
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2
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Flexible working from a business perspective
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3
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Assessment Review
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4.
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Different (national or regional) models of HRM
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5.
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Strategic models of HR development
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6.
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National (related to other levels of) culture and its relationship with HR practice
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7.
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The processes of discrimination/exploitation and the implications for employee morale, organisational performance and social welfare
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8.
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Different approaches/models for tacking disadvantage in different country contexts (equal opportunity, positive action and discrimination, affirmative action, legislation, diversity management, ILO initiatives)
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9.
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Behaviour and performance of diverse teams
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10.
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Contemporary issues in the field of diversity and international HRM
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11.
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Revision session
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12.
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Final assessment review
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Referencing system: Harvard system of referencing.
Learning Materials/Resources: a variety of resource are available on the Student Portal..
Essential Resources:
- Armstrong, M. and Taylor, S., (2020) Armstrong`s Handbook of Human Resource Management Practice, Kogan Page
- Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G (2016). International human resource management. 4th ed. London: CIPD-Kogan Page.
- Briscoe, D., Schuler, R., and Tarique, I., (2015). International human resource management: policies and practices for multinational enterprises.Routledge
- Dessler, G (2019), Human resource management, Global edn, New Jersey: Pearson
- Torrington, D., Hall, L., Taylor, S. and Atkinson, C. (2020), Human resource management, New Jersey: Pearson
- Kramar, R. and Syed, J., (2017). Human resource management: A Global and Critical Perspective. 2nd ed., Palgrave
Other: All the Weekly materials- lecture slides, reflective exercises, extra reading will be uploaded on the LSC student portal.
Reassessment information: Some students may be required to take reassessment for the module, following a decision from a Board of Examiners. Do check the Your Guide to Assessment and Award Processes and seek advice from your Personal Academic Tutor if this is the case for you. Support from the module team will be available in preparation for the reassessments.
Should you be required to take reassessment, the nature of the reassessment will be:
Original assessment
This should be identical to the assessment table column 1
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Reassessment type
Usually, the same type of assessment and brief, but exam questions may vary
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Deadline for submission of reassessment, and where it should be submitted
If no exact date is known, provide a week e.g. w/c 12 July 2022
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Individual report
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Individual report
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TBC
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This handbook should be read in conjunction with other sources:
- Student Course Handbook: for course academic information applying to all modules
- Current Student Webpages: for generic student experience information
Assessment brief/s:
Assessment
“Carpetright falls into administration- your installation and refund rights explained” Greeves, Molly, created 26th July 2024 and edited on 13th August 2024 ( Source https://www.moneysavingexpert.com/news/2024/07/carpetright-administration/#:~:text=The%20administrator%20said%20the%20business,by%20rival%20firm%20Tapi%20Carpets. , Accessed: 2nd September 2024)
As a Human Resource Management Consultant, you have been invited by Carpetright to advise them on the possibility of restructuring their HR practices in order to compete more effectively in the marketplace. Linking relevant theories on SHRM, and the role of SHRM in creating a high-performance organisation, you are required to complete the tasks below:
- Drawing on Storey’s model, critically discuss the main differences between Human Resource Management and Personnel Management (LO1)
- Examine the company’s strategic priorities as far as HR practices are concerned (LO2)
- Using SHRM models that you think fit, critically discuss the company’s “Model of Employment”, and explore the organizational levers available to manage human resources in such a way as to contribute to sustainable competitive advantage. (LO3)
Critically explore its organisational culture and its impact on the company’s SHRM. (LO4)
Assessment Strategy
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The module is assessed via a 100% written report to enable students to demonstrate their understanding on the concepts and key functions of HR in organizations and how various strategic HR models in supporting the effective management of organisations
Presentation & Style: 10 marks
Conforming to Instructions 10 marks
Content and Knowledge- 40
Thinking & Analysis- 30
Conclusion- 10
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- Late submission of assessed work will only be permitted for a period of 2 working days (working days are defined as Monday to Friday).
- The penalty for late submission within the allowable period will be a flat 10% of the available marks.
- After 2 working days late, a mark of 0 will be recorded and the work will be considered a non-submission.
Date and validity valid for academic year 2023/2024