Managing people

Managing people

1. Module 1: Introduction to Managing People Context

   • 1.2 Introduction to map of people management territory
     • Harvard Map
       • Situational factors & Stakeholder Interests
         • 4 HR policy areas
           • Impact on 4C's ie commitment, congruence, competence, cost -effectiveness
             • Long term Impact on organisational effectivess, individual and societal wellbeing
   • 1.3 Situational Context
     • International context
     • National and international Contexts
     • External context: business strategy
       • PESTEL-E
   • Psychological contract
     • Impact of broken psychological contracts and role of managers
       • https://www.youtube.com/watch?v=LAyvbkBE76Y
     • Guest Model
   • An Intro to HRM - Ch 2 & 4

2. Module 2: National Culture and the external context

   • 2.1 Introduction to external context and national culture
     • Context : International and national impact /constraints on HRM
       • combined with inner factors specific to org - shape HRM policies and practices
         • Levels of Constraints on Managerial Activity: Wilton's Wheel
     • National business systems and culture
       • Levels of Culture (Schein)
       • National Culture
         • Hofstede
   • 2.2 GLOBE study
     • Culture dimensions and culture clusters
       • Globe study
         • Country clusters and leader style
           • Grouped Universal and culturally contingent leader characteristics
           • 21 Leadership scales
             • 6 leadership styles
         • leadership effectiveness is contextual
     • The Cultural Profile Map
   • 2.3 Tight vs loose cultures
     • WW assessment of key cultural differences among countries
   • 2.4 Summary
     • diverse approaches in orgs in diff national settings and influence on MNC
       • Toolkits help understand the cultural diversity & shape extent of adoption to HR strategies and practice
   • An intro to Human resource Management - Ch 5

3. Module 3 Organisational Culture and the Internal Context

   • Internal situational factors ie org culture & impact on people managment policies and practices
   • 3.1 Introduction to organisational culture and internal context
     • Corporate Culture
       • Subcultures
         • integration vs differentiation vs fragmentation
   • 3.2 Deal and Kennedy model of organisational culture
     • 4 culture types
       • Deal & Kennedy Corporate Culture
     • The Cultural Web
       • 6 interrelated factors comprising the "paradigm" of the work environment
         • The Cultural Web: Johnson & Scholes
     • Model for Inclusion, Diversity and Multiculturalism (Mo Barak)
   • 3.3 Competing values framework
     • Internal focus/integration vs External focus/differentiation
       • Stability/control vs Flexibility/discretion
         • Cameron & Quinn Competing Values Framework
           • OCAI assessment
     • 4 Culture Types
   • 3.4 Summary
     • 3 Key models used to map current vs future preferred org culture
   • Cameron & Quinn Diagnosing and changing org culture
     • Org Culture Model , Maximini D

4. Module 4: Responsibilities for delivering HRM

   • Role of HR in developing HRM strategies, policies and practices
     • Line Managers in delivering and supporting policies and practices
   • 4.1 Introduction to responsibilities for delivering human resource management
     • HR role in developing Human Capital
       • HR functional activities
         • Competing approaches, Hard vs Soft strategies
           • Bringing HR to the Table - Dave Ulrich
   • 4.2 A Tale of two cities: HRM and Strategy
     • 3 Main people management strategies
       • Best practice , Best Fit Approach, Resource based
   • 4.3 Employees as a source of competitive advantage
     • Line manager enactment of effective people management practices that influences positive employee behaviour at work
       • HR Causal Chain Model (Purcell & Hutchinson)
         • Intended vs Actual HR practices
           • “Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence”, Human Resource Management Journal, 17 (1), pp. 3-20.Links to an external site.
     • Organising the HR Function: Functional vs Shared vs Embedded (Ulrich & Brockbank)
   • 4.4 Evidence within SME's
     • HRM and SME's debate
       • ‘What does the future of HR look like in an SME?’ By Jill Miller in this Chartered Institute of Personnel Development (CIPD) report, Changing HR operating models A collection of thought pieces
   • An intro to HRM Ch 1

5. Module 5: Strategic HRM and Performance

   • Link between HR strategy and business strategy
     • modelling the process by which HR impacts on performance
       • the measurement of the impact of people practices on performance
   • 5.1 Introduction to strategic human resource management and performance
     • An intro to HRM Ch 3
     • Achieving competitive advantage
       • Boxall & Purcell two critical challenges:
         • survival: the problem of becoming and remaining viable
           • beyond survival is the higher-level problem of building and defending competitive advantage
     • Three-dimensional people strategy. (adapted from Gratton and Truss, 2003)
       • Gratton, L. and Truss, C. (2003) ‘The three-dimensional people strategy: Putting human resources policies into action’, Academy of Management Executive, 17(3), pp. 74–86. Links to an external site.
     • Harvard Framework referenced
   • 5.2 HR roles
     • Dave Ulrich HR Roles (Ulrich, 1997)
       • HR Role Assessment Survey

6. Module 6:Employee Resourcing and Global Talent Management

   • HR or workforce planning
     • organisational design and structure
       • job design and role development
         • recruitment, selection and retention
           • talent management
   • 6.1 Introduction to employee resourcing and global talent management
     • Wilton, N. (2022). An Introduction to Human Resource Management. Sage. (Chapter 6 and Chapter 9)
     • The Process of Human Resource Planning (Armstrong, 2012: 212)
     • Changing the way Human Resources are utilised
     • Organisation design and structure
       • An Integrative Framework of Management (Boddy & Paton, 1998)
         • A Spectrum of Relationship Structures (Based on Mabey et al, 1998)
       • Job design (attraction and retention)
   • 6.2 What is talent management? Four philosophies
     • The Elements of Talent Management (Armstrong, 2012)
     • The Four Philosophies
     • https://www.researchgate.net/publication/305044013_Talent_Management_Time_To_Question_The_Tablets_Of_Stone_Centre_for_Performance-led_HR_White_Paper_1101_Lancaster_University_Management_School
   • 6.3 The emergence of talent management as a major HR function and activity
     • 9 Box Adapted from Sparrow at al., 2011
     • Performance versus Potential

7. Module 7: Performance and Reward Management

   • 7.1 Introduction to performance and reward management
     • Line of Sight Model (Adapted from Higgs, in Rees & McBain, 2004)
     • Managing individual performance
       • Performance Management Cycle (Armstrong, 2012: 332)
       • Check model
     • The line manager’s role in improving performance
       • Linking performance management to other HR activities
         • Integrated Managing People (Houldsworth & Jirasinghe, 2006)
     • Reward management
       • Total Rewards Framework (Higgs, 2006)
   • Wilton, N. (2022). An Introduction to Human Resource Management. Sage. (Chapter 7 and Chapter 8).
   • 7.2 Performance consulting: The mental model and logic
     • Compelling Logic Map (from Robinson et al., 2015: 63)
       • Root Cause Categories for Gaps (from Robinson et al., 2015: 141)
   • 7.3 Performance gap analysis
     • Skill and Frequency Matrix (from Robinson et al., 2015: 122)

8. Module 8: Understanding and Motivating Individuals and Teams

   • 8.1 Introduction to understanding and motivating individuals and teams at work
     • Expectancy theory
       • Mullins, L J (2013) Work motivation and job satisfaction. In: Management and Organisational Behaviour, 10th ed. London: FT/Prentice Hall, pp259–78.
     • Trust, engagement and commitment: the role of the line manager
       • Employment Relations and Business Performance Model (CIPD, 1997:5)
     • The nature and interrelationships between trust, commitment and engagement
       • The role of the line manager
         • The psychological contract
           • Career management and psychological contract
   • Wilton, N. (2022). An Introduction to Human Resource Management. Sage. (Chapter 12 and Chapter 14).
   • 8.2 Attitudes and discretionary behaviours at work
     • Employee motivation: a new model
       • Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78.Links to an external site.
     • AMO framework
       • Marin-Garcia, J. A., & Tomas, J. M. (2016). Deconstructing AMO framework: A systematic review. Intangible Capital, 12(4), 1040-1087. Links to an external site.
       • further tested in 2003 by Purcell et al., and extended as the Bath People and Performance Model
         • The Bath People and Performance Model (Purcell et al., 2003,)