You are on page 1of 13

Module Handbook

Managing People
(7BM025)

Module Leader:
Dr. Joanne Hee

January 2011
Table of Contents

INTRODUCTION .............................................................................................................. 3
MODULE SPECIFICATION ............................................................................................. 4
Learning Outcomes ......................................................................................................... 4
Indicative Contents/ Areas of Study ............................................................................... 5
Teaching and Learning Strategy ..................................................................................... 5
Assessment ...................................................................................................................... 6
Resources ........................................................................................................................ 6
MODULE PLAN ................................................................................................................ 7
COURSE WORK................................................................................................................ 8
Assignment ..................................................................................................................... 8
Quality Indicators.......................................................................................................... 10
INSTRUCTIONS .............................................................................................................. 13

Page 2 of 13
INTRODUCTION
Welcome to the Managing People Module!

People Management is aimed at enabling management to achieve organizational


objectives through its workforce and to utilize people to their full capacity and potential.
It is also aimed to foster commitment from individuals to the success of the organization
through a quality orientation in their performance and that of the whole organization. It is
also necessary to integrate human resource policies with business plans and reinforce an
appropriate culture or, as necessary, reshape an inappropriate culture.

In parallel, Managing People module should aim to develop a coherent set of personnel
and employment policies, which jointly reinforce the organization's strategies for
matching resources to business needs and improving performance. Overall, this module
helps to create conditions in which innovation, team working and total quality can
flourish and encourage willingness to operate flexibility in the interests of the 'adaptive
organization' and the pursuit of excellence.

Your centre facilitators will be providing 18 hours of face to face lectures and tutorials at
the centre and further supported with another 18 hours online learning facilitated by the
Module Leader. You will benefit from additional on-line learning resources including
web based course materials and on-line discussion forums. Additional discussion topics
relating to Managing People will be initiated by the Module Leader which will be
uploaded on the WEC Online Portal. You are expected to participate and engage in the
discussions wherein your view and opinions will be shared within the cohort of students
on the module. You will also have the opportunity to discuss the assignment question
with the module leader to clarify doubts.

Wishing you a great learning journey

Dr Joanne Hee
Module Leader

Page 3 of 13
MODULE SPECIFICATION
Module Title: MANAGING PEOPLE
No. of Credits: 15
Credit Level: 7
Mandatory
Pre-requisite None
Pre-requisite: None
Co-requisite: None
Module 1. To develop a critical awareness of current and emerging
Description practices in the managing of work organisations and
human resources
2. Enhance participants’ abilities to increase the
contribution of human resources to long-term corporate
success, whatever the specific nature of their managerial
role and the industry they are in.
Learning Outcomes
On completion of the module, participants should be able to:
1. Demonstrate a critical understanding that to engage successfully in processes
of organising and managing work, their thinking needs to go beyond such
dualisms as thinking and acting, structure and culture, strategy and
implementation, and see each of these as different facets of unified processes in
human and organisational life.
2. Analyse and evaluate the choices presented in approaches to employment
management practices and how these relate to the overall strategic way an
organisation handles its changing environment and the range of stakeholders
with which it deals.
3. Critically appraise current managerial practices to inform the way they can
contribute to the strategic direction of human resourcing, and develop
appropriate and relevant solutions to employment management issues in their
organisations.

Page 4 of 13
Indicative Contents/ Areas of Study

1. Historical view of work, work today and workers’ psychological contract


2. Essence of organisational strategy, human resource strategy
3. HRM roles in structures, culture and policy as well as strategic HR partnership
and alliance
4. The Workplace Relations
5. New Roles and Challenges for HRM
6. Human Resource Trends and Organisation Culture

Teaching and Learning Strategy

• Student centered learning will be strongly encouraged and developed.


Cooperative Learning and Problem-Based Learning will be infused into the
teaching-learning-assessment strategies.
• Group work, case analysis and self directed learning resources will be
available to support the delivery and the appropriate assessment tools / tasks
will be used to assess the intended learning outcomes.
• It should be noted that the focus will be on facilitating learning rather than
teaching and, in this respect, the strategy is designed to facilitate the “deep
learning” attributed to a more active participation of the learning process by
students through the Online learning Portal specially designed for this
purpose.

Lectures - Tutorials: 18 hours


Online Learning: 18 hours
Directed Learning: 114 hours
Total: 150 hours

Page 5 of 13
Assessment

An individual piece of management report of about 3500 words that requires students to
critically appraise current Human Capital practices to inform the way they can contribute
to the strategic direction of human capital, and develop appropriate and relevant solutions
to employment management issues in their organisations or other organisations they are
familiar with.

Resources

1. Course Materials provided by WEC.


2. DESSLER, G., 2008. A Framework for Human Resource Management. 5th ed.
Pearson International.
3. MCKENNA, E., & BEECH, N., 2008. Human Resource Management. 2nd ed.
FT Prentice Hall.
4. Online resources on OCTAL Portal
5. Online data bases from University of Derby’s E Library

Regulations: Conforms to the relevant PG regulatory framework at the University of


Derby.

Page 6 of 13
MODULE PLAN

Session Content Remarks

Historical view of work, work today and Chapter 1 of WEC Study Material
Session 1 workers’ psychological contract

Session 2 1. Use case studies and journal


Essence of organisational strategy, articles to aid learning of the
human resource strategy integration of organisational
strategy and human resource
strategy
2. Chapter 2 of WEC Study
Material
Session 3 HRM roles in structures, culture and Chapter 3 of WEC Study Material
policy as well as strategic HR
partnership and alliance
Session 4 The Workplace Relations Chapter 4 of WEC Study Material
Session 5 New Roles and Challenges for HRM Chapters 5 & 6 of WEC Study
Material.
Week 6 Human Resource Trends and Chapters 7 & 8 of WEC Study
Organisation Culture Material.

Notes
1. Module will be covered in 6 sessions of face – to – face lectures by the centre facilitator.
2. Each face – to – face lecture session will be of 3 hours duration.
3. Centres to ensure completion of face – to – face lecture sessions latest by week 10 of the cohort.
4. Additional facilitation can be arranged locally by the centre(s) on need to have basis.

Page 7 of 13
COURSE WORK

Assignment
Due Date: March 27, 2011
By 12.00 midnight (Singapore & Malaysia time)

Employees’ Development is viewed as a value added activity for the 21st century
organisations. For the developmental plan to be deemed ‘strategic’, organisations need to
shift the focus to a ‘learning’ approach. Discuss this proposition critically in the context
of an Employees’ Development plan supporting individual and organisational
effectiveness in an organisation of your choice.

Your 3,500 word assignment should be organized as follows:

1. Executive Summary
2. Introduction
3. Background of the Organisation
4. Literature Review of the Employees Development and Learning concepts –
research the theoretical underpinnings, critiques and contemporary development.
5. Arguments for a Proposed Employees Development plan
6. Basis for its critical success factors
7. Conclusion
8. References: you are required to reference / research books and journals, apart
from online sites.

Page 8 of 13
Important Notes:
1. The OCTAL Portal Discussion Forum participation is critical for this paper. All students
are advised to actively participate in the OCTAL Discussion Forum to have a direct
discussion with the Module Leader on the assignment question.
2. Proper referencing is essential. Your grades will be adversely affected if there is no / poor
referencing. You are strongly advised to carefully read the University of Derby
Referencing Guide available at http://www.derby.ac.uk/library/study-skills/citing-and-
referencing and ensure proper in text referencing following the Harvard Referencing
Style. List of references in an alphabetical order must be presented at the end of your
assignment.
3. You are not allowed to use the general internet references e.g. www.google.com,
www.yahoo.com and Wikipedia etc. All references should be from the credible sources
e.g. books, newspapers, articles, journals, magazines etc.
4. Assignments are checked with the help of available anti plagiarism software. All students
are advised to carefully read the University of Derby Plagiarism Policy available at
http://www.googlesyndicatedsearch.com/u/derbyuni?q=plagiarism&sa=Go&domains=der
by.ac.uk&sitesearch=derby.ac.uk
5. Please go through the 2010 / 11 UoD Rights, Responsibilities and Regulations (3 Rs)
available at http://www.derby.ac.uk/files/full_version_of_3rs.pdf for the assessment
regulation and other matters.
6. Please read the instructions given at the end of this module handbook.

Page 9 of 13
Quality Indicators

Satisfactory (D-, D, D+)

1. Sufficient and satisfactory understanding and interpretation of questions


and assignment requirements related to managing people particularly in the
Employees Development plan.
2. Report relies on restating major themes from sources with little evidence of
critical analysis of people management and Employees Development plan.
3. Sufficient research is displayed on relevant themes of people management
and minimal evidence that original material obtained with little depth in
integration of information of the chosen organisation in relation to
Employees Development programme material.
4. Marginally identifying the impact and challenges of the Employees
Development plan in its design features and restating themes of how this
plan can be developed in the chosen organization.
5. Little evidence of a developed and laid out arguments for a proposed
Employees Development plan in light of the organisational environment.
6. May have omitted some relevant critical success factors of the Employees
Development plan in the discussions. May not have made reference to case
examples to illustrate answer.
7. Some evidence of fluency in writing with no obvious errors in grammar.
Sufficient structuring although internal problems in structuring may still be
evident. Some evidence of structure and progression of introduction,
argument / body, conclusion in People Management report.
8. Satisfactory level of referencing however inconsistencies in referencing
following Harvard Referencing Style still exist in the citations made to
particularly referred journal articles.

Page 10 of 13
Good (C-, C, C+)

In addition to the requirements of “Satisfactory”:


1. Good understanding and interpretation of the questions and assignment
requirements related to managing people particularly in the Employees
Development plan.
2. Some evidence of analysis of sources of people management and Employees
Development plan.
3. Thorough research on the topic with evidence of both original material and good
effort to obtain relevant theoretical information of the organisation in relation to
Employees Development plan material.
4. Some identification of the impact and challenges of the people management plan
in its design features and offering a persuasive view of how Employees
Development plan can be developed in the chosen organization.
5. Adequately developed and laid out arguments for a proposed Employees
Development plan in light of the organisational environment.
6. Good coverage of the critical success factors of the plan, making some reference to
case examples to illustrate your answer.
7. Clear and fluent writing with clear structuring of ideas and paragraphing of work.
The structure of the Employees Development plan report sufficiently constructed
with introduction and conclusion.
8. Evidence of adequate referencing and citations made to particularly referred
journal articles following Harvard Referencing Style.

Very Good to Excellent (B- to A+)

In addition to the requirements of “Good – Very Good”


1. Unequivocal understanding and interpretation of questions and assignment
requirements related to managing people particularly in the Employees
Development plan.
2. Highly developed critical analysis and assessment of sources of people
management.

Page 11 of 13
3. Display broad and in-depth research of the organisation in relation to Employees
Development plan as the result of in depth investigation.
4. Correct identification of the impact and challenges of the people management plan
in its design features and offering a persuasive view of how Employees
Development plan can be developed in the chosen organization.
5. Highly developed and well laid out arguments for a proposed Employees
Development plan in light of the organisational environment.
6. Comprehensively and accurately assessing the critical success factors of the
Employees Development plan, making reference to case examples to illustrate
your arguments.
7. Well constructed and crafted piece of work. A pleasure to read with logical and
superb progression of argument. The structure of the Employees Development plan
report should be well constructed with clear introduction and conclusion.
8. Evidence of a wide range of reading particularly referred journal articles along
with correct and consistent referencing following Harvard Referencing Style.

Page 12 of 13
INSTRUCTIONS
1. The assignment MUST be submitted on-line on or before the due date.
2. Assignments should be word processed.
3. The assignments shall contain 3500 words (+/- 10%), presented in text of font size 12
with 1.5 line spacing.
4. The cover page should be attached with the assignment and uploaded through OCTAL
(WEC Learning Portal) on-line. Please see the Guide to upload the assignments placed in
the assignment pack.
5. You must write your name (as per IC / Passport), Learning Centre, the Module Title and
page number (page x of y) in the header / footer of your assignment.
6. All newly registered and continuing students are required to submit Module Enrolment
Form to the Centre Manager / Rep / Admin by the last day of week 3 of each term.
7. The course work will not be accepted at the end of the term if student did not enrol for
the module by the given deadline.
8. Once you have enrolled for the module it is compulsory for you to submit the course
work on / before the given deadline.
9. The Extenuating Circumstances Form (ECF) along with the evidence must be submitted
10 days prior to the submission due date to the Centre Manager / Rep / Admin for onward
submission to WEC if you wish to apply for deferment / extension.
10. Work which is submitted after the designated deadline is deemed late.
11. If an approved ECF has been submitted by the original assignment deadline, and the
work is received before the extended deadline indicated on the ECF, the work will be
marked with no limitation of the grade available.
12. If the submitted work is late but within 7 days of the deadline, and there are no approved
extenuating circumstances, the work is assessed but the highest mark available is the
minimum pass grade D-. There is no entitlement to feedback although feedback may be
offered.
13. There is no entitlement to submit late after an agreed submission extension.
14. If the work is tendered without an approved ECF more than 7 days after the deadline, it is
not marked and an NS grade is recorded.
15. NS grade is recorded if neither the course work nor the ECF is submitted.

Page 13 of 13

You might also like