Employee resourcing can be defined as “that part of personnel and development which focuses on the recruitment and release of individuals from organizations, as well as the management of their performance and potential whilst employed y the organization” (Corbridge and Pilbeam 1998: 1 The process of developing people within organizations involves the integration of learning and development, operations and relationships. The most powerful outcomes Of these activities for the business are enhanced organizational effectiveness and sustainability.
For the individual they are concerned with enhanced personal competence, adaptability and employability. They are therefore critical business processes, whether in for-profit or not-for-profit organizations. The activities of employee resourcing and development are nacted by specialist personnel or human resource practitioners and also by line managers so are of interest to anyone studying an HR specialism or general business programme.
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There is a considerable amount of material written regarding the topics covered within this course so you are advised to make certain that you read and make reference to these sources when producing course work assessments, else you are liable to fail. My colleague and I are here to help and assist, not to spoon feed, so please raise points of interest and challenge the current views in the light of your own experience nd understanding. hope you will find this an interesting course as part of your degree. Dr. Lefteris Kretsos l. kretsos@gre. ac. uk 2.
Introduction to the Course This course examines two key activities of Human Resource Management, which complement each other in their focus on the performance and skill needs of organisations and individuals. Employee resourcing can be defined as “that part of personnel and development which focuses on the recruitment and release of individuals from organisations, as well as the management of their performance and potential whilst employed by the organisation” Corbridge and Pilbeam 1998:1). The process of developing people within organisations involves the integration of learning and development, operations and relationships.
The most powerful outcomes of these activities for the business are enhanced organisational effectiveness and sustainability. For the individual they are concerned with enhanced personal competence, adaptability and employability, They are therefore critical business processes, whether in for-profit or not-for-profit organisations. The activities of employee resourcing and development are enacted by specialist personnel or uman resource practitioners and also by line managers so are of interest to anyone studying an HR specialism or general business programme. . 1 Aims The aim of this course is to describe, analyse and evaluate current practice and developments in employment resourcing and development. It will provide students With a range of theoretical and practical knowledge, providing them with the opportunity to think critically and evaluate the theory and practice of employee resourcing and development. This will enable students to develop and apply professional tools and techniques to specific rganisational contexts in which they might operate. . 2 Learning Outcomes Knowledge and understanding of: Knowledge and understanding of: the wider environmental context within which employee resourcing and development is located, including the contingency factors which influence the principles, practice and strategies of employee resourcing and development. Existing and emerging methodologies in the generic field of employee resourcing and development, ethically assessing the use of employee resourcing and development strategies. pproaches to, and principle techniques of employee resourcing, rom the creation of a human resource plan, through recruitment, selection, socialisation, performance management, retention and review, to employee release. approaches to, and principle techniques of employee development from identifying learning needs, designing and delivering learning programmes to evaluating the effectiveness of the learning and the contribution which development interventions have made to the individual and organisation. Intellectual Skills: Bl .
Breadth of outlook: students will be able to identify, analyse and evaluate the wider environmental context within which employee resourcing and evelopment is located. 82. Wisdom: the ability to demonstrate an insight into the theoretical and conceptual approaches of employee resourcing and development, and to assess their suitability and applicability in practical settings. 83. Personal Effectiveness: the ability work independently and in groups to enhance learning and understanding of the subject matter. The ability to persuade others of the value of effective employee resourcing and development.
Subject practical skills: Skills development of:- Resource skills analysis, Training Needs Analysis, recruitment priorities, selection tools and techniques, management of ransition, performance management skills, analysis of development needs, techniques designing training and development programmes. Transferable skills: Critical Thinking: the ability to interrogate material in an evaluative way, form links between concepts and theoretical approaches, and produce a coherent argument based on the evaluation. Information management: throughout the course, students will be expected to use a variety of information sources. Communication: Communication Skills: Able to plan, organise and Structure work that is coherent, fluent and grammatically ccurate; use of Harvard referencing system for all academic work; verbal and written reasoning and fluency, i. e. able to propose and support an argument. Ability to work collaboratively with others. Learning and teaching activities The course will be delivered using a mixture of tutor-led and student- centred activities.
This will consist of formal lectures, group-based learning activities and the development of learning sets and independent learning to consolidate learning. There Will be the use of real life case material, videos, peer group discussion and student learning sets to facilitate the learning. Resources which will be made available to carry out the tasks: Moodle ppt slides/ Tutor provided materials/ Online Library and research materials/ Web accessed links. 2. 3 Learning and teaching activities The course is delivered on campus via 1 hour weekly lecture sessions.
In semester 1 the delivery pattern of the course also includes two or three fortnightly 2-hour workshops using Moodle or Skype in order to reduce reliance on traditional lecture. The group tasks will be related to the assessment and they will be monitored by the teaching staff online in order to guarantee tutors’ engagement. . Contact Details Room Email address Phone number Course Leader Dr. Lefteris Kretsos (Office hours: Tuesdays QM250 L. Kretsos@gre. ac. uk 0208 331 9896 Tutor Helen Rivera (Second Semester only) Hamilton House H. K.
Rivera@greenwich. ac. uk 020 8331 9343 TBC ” Alison Draper is covering Da72@gre. ac. uk 3. 1 External Examining of Your Course and Programmes of Study External examining at the University of Greenwich provides one of the principal means whereby the University verifies, maintains, and enhances the academic standards of the courses and the programme on which you are studying. They also help the university to ensure that your assessment processes are sound, fairly operated and in line with the policies and regulations of the University of Greenwich.
External examiners – academic staff from other Higher Education Institutions or from the professions – are appointed as reviewers of your courses and your programme of study for a period of 4 years. They provide the University with a number of important services. For example external examiners will Review and comment on the standard of key elements of assessment that you have been set. Review samples of tudent work and confirm whether the standard is at the level expected for the award you are studying and whether it is comparable with other Institutions that they know.
Provide the University with an independent view of how well we conduct our processes for marking and internal moderation of assessments. Attend Progress and Awards Boards (PABs) and contribute to deliberations for conferring your degree classifications and awards, assisting the University in treating all students fairly and consistently with regard to our regulations. External examiners will endorse the outcomes of PABs based on heir scrutiny of the assessments and the deliberations of the PAB.
No degree award can be made without the assent of an external examiner. Report formally their findings to the University at the end of each year and identify our good practice as well as making recommendations for improvements in the future. 4. Course Content and Design 4. 1 Planned Term Dates: First Week (induction) 15. 09. 14-21. 09. 14 Term One Teaching block (university weeks 2 – 13) 08. 12. 14 Bank Holidays: 25. 12. 14, university closed: from 12. 30 pm 24. 12. 14, reopens 02. 01. 15 Term Two Teaching block (university weeks 18-29) 2. 1. 15-02. 04. 15 03. 04. 15, 06. 04. 15, 04. 05. 15 from 9:00 pm(? ) 02. 04. 15, reopens 07. 04. 15 Exam weeks Winter Exam Period (if relevant) (university week 1 7) 05. 01. 15-09. 01. 15 Spring Exam Period (if relevant) (university weeks 33-35) 27. 04. 15- 15. 05. 15 Resit Exam Period (if relevant) (university weeks 45-46) 20. 07. 15-31 . 07. 15 Please note these dates are correct at time of publication updates at: http://vwvw2. gre. ac. uk/current-students/ term_dates? result_899512_result_page=1 4. Modular Session plan please check for Outlined below is a draft programme for this course. Subject features are unlikely to change, but there could be changes in the order of subject coverage. Week 1. 23/09/2014 No Lectures: Study Guide Reading and preparation of an Individual Study Plan Students are obliged to spend enough time on reading well the study guide. They have also to prepare questions and to formulate an individual study plan for next week. The plan has to be submitted to the tutor next week in the class week 2. 0/09/2014 Lecture: Introduction to Employee Resourcing & Development This lecture will outline the course its requirements and introduce the teaching team. The key issue of programme and the assessment requirements will be addressed. The tutor will discuss the big issues in the area of ERD. He/ she will also receive the individual study plans by the students and he/ she will comment on them next week. week 3. 07/10/2014 Lecture: Employee Resourcing and Development in Context What is the purpose and nature of Employee resourcing and development? the changing nature of work and employer/ employee expectations; the future of employee resourcing and development; the role of employee resourcing and development in contributing to corporate strategies and oals; the role of internal and stakeholders in the employee resourcing and development process and managing their potentially conflicting concerns, values and expectations; the impact of business ethics on the employee resourcing and development process. Reading: Pilbeam & Corbridge 2010 – Chapter 1 Beadwell & Claydon – chapter 4 Week 4. 4/10/2014 Lecture: Human Resource Planning and Strategic Planning The rationales for human resource planning; The link between HRP and corporate planning; The investigation and forecasting processes – understanding contextual influences; Designing implementing and reviewing he effectiveness of HRP. Reading: Pilbeam & Corbridge (2010) – chapters 2,3 & 4 Beadwell & Claydon ” chapter 5 Corbridge & Pilbeam – chapter 2 &6 Pilbeam & Corbridge (2006) ” chapter 4 & 8 Week 5. 1/10/2014 Lecture: Strategic Working practices The use of flexible working practices, Diversity & Reward to meet organizational resourcing and development needs; Alternative patterns of work and the increase in the non-standard contracts; The flexibility debate: the concept of the flexible firm’; the strategic use of flexible workers; flexibility strategies for economic development; psychological contract, employee involvement Reading: Pilbeam & Corbridge (2010) – Chapters 4,8 & 10 Beadwell & Claydon ” chapter 15 Corbridge & Pilbeam – chapter 2 & 6 Pilbeam & Corbridge (2006) – chapter 4 & 8 week 6. 8/10/2014 Lecture: Recruitment Effective job design – HRP and job design; difference approaches to job design; links with motivation theory; The recruitment process: job analysis, job descriptions; person specifications; drafting job advertisements; methods of recruitment; equal opportunities, sensitive employment issues. On-line recruitment. Reading: Pilbeam & Corbridge (2010) – Chapters 6 & 10 Corbridge & Pilbeam – chapters 4, 6, 7, 8 &12 Pilbeam & Corbridge ( 2006) – chapter 6, 8, 9 & 10 Beadwell & Claydon – chapters 6 Week 7. 4/11/2014 Lecture: Selection The selection process: principle methods and techniques (application forms, CVs, references, interviews, psychometric tests, assessment centres, use of technology – online etc. ) Measuring the effectiveness of recruitment and selection: validity, reliability, monitoring outcomes, continuous improvement processes Reading: Pilbeam & corbridge (2010) – Chapter 7 Corbridge & Pilbeam – chapters 5, 6 & 12 Pilbeam & Corbridge ( 2006) – chapter 7, 8 Beadwell & Claydon – chapter 6 week 8. 11/11/2014
Lecture: Managing Entry and Performance Management Managing Entry into the organization: induction programmes; transmitting corporate values; probationary periods; early leavers, contract of employment, unfair dismissal etc. Reading: Beadwell & Claydon – chapter 11 Reid, Barrington & Brown – chapter 10 Week 9. 18/11/2014 No Lecture: GROUP TASK Activity via Moodle or Skype Students have to consider the organization they work for or one they know well and to work in 5 peoples’ group in order to prepare a presentation of 6 six slides with comments on the relationship between Business Strategy and Performance Management.
Students have to upload their work in the moodle the same day. Advice can be given via skype (skype address: drkretsoff) between 08. 00-12. 00 on that day. Some students may present their slides in the class in next week’s class. Recommended Reading: Pilbeam & corbridge (2010) – Chapteri2 Beardwell & Claydon – chapter 8 Walton – chapter & 12 Harrison (2009)- chapters4, 5, 10, 11. 12 & 12 Assignment 1 due by Bpm 21 th November 2014 Week 10. 5/11/2014 Lecture: Reward Strategy The approach to paying people in the UK has underdone considerable change, and the term reward is increasingly applied to contemporary pay and emuneration strategies, Reward encompasses pay, remuneration and compensation, and its represents a portfolio of managerial practice where financial and non-financial elements are flexibly directed at enabling and rewarding employees who add in the interests Of competitive advantage. Reading: Pilbeam & Corbridge (2010) – Chapter 9 week 11. 2/12/2014 well and to work in the same 5 peoples’ group as in week 9 in order to prepare a presentation of 6 six slides with comments about What sort of things can go wrong when insufficient attention is given to recruitment and selection strategies? Students have to upload their work in the moodle the same day. Advice can be given via skype (skype address: drkretsoff) between 08. 00-12. 00 on that day. Some students may present their slides in the class in next week’s class. week 12. 09/12/2014 Revision Lecture Self-study week and Christmas Break Term 2. eek 1. 13/01/2015 Lecture: The Role of The Manager Developing and improving performance: the use and evaluation of appraisals; appraisal methods; coaching mentoring; managing individual and team performance; TQM Reading: Walton – chapter 6 & 7 Reid, Barrington & Brown ” chapter 6 Pilbeam & Corbridge ( 2010) – chapters 14, 15, 16 & 17 week 2. 20/01/2015 Lecture: Strategic Awareness & Development of Knowledge & Talent Learning initiatives and processes to promote strategic awareness and the identification of strategic issues at all organizational levels.
The importance of unlearning and relearning, and of learning processes that can stimulate challenges to established routines and prescriptions in ways that will help the organization. Barriers and aids to understanding the knowledge process, and to generating, sharing and disseminating knowledge. Types of internal and xternal learning partnership that can produce or expand knowledge valuable to the business. Roles and tasks for the learning and development professional in ‘knowledge management’.
Reading: Pilbeam & Corbridge (2010) – Chapter 12 Walton – chapter 15 Reid, Barrington & Brown ” chapter 4, 12 & 13 Harrison (2009) – chapter 7 Week 3. 27/01/2015 Lecture: Employee Retention Career management: career theory, career development, management and succession planning psychometric testing The psychological contract and the impact on employee retention Reading: Pilbeam & Corbridge (2010) ” chapter 4 Walton – chapter 8 Harrison (2009) – chapter 1 7 Week 4. 3/02/201 5 Lecture: Learning & Development contribution to Building Organisational Capacity The components of organizational capacity: structure, culture, networks, business routines, systems and procedures. Helping to expand or contract organizational capacity through learning and development strategies for re-skilling, multi-skilling role and job change. Learning and development initiatives and processes to ensure effective functioning of personnel in cross- functional, project-based and similar roles, improved workforce adaptability nd flexibility aid and embed change in organizational culture.