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Posted: December 23rd, 2022

Case Study Article – on the future of the HR profession

ASSESSMENT BRIEF

Academic year and term: 2022/23 – Semester A
Module title: Principles of HRM
For further module description see above Module Brief.
Critical analysis of a Case Study Article

The assessment for this module is through the critical analysis of a Case Study Article:

Charan, R., Barton, D. and Carey, D. (2015). People Before Strategy: A New Role for the CHRO. Harvard Business Review. July-August 2015.

The report will require you to select an area of HRM and discuss related challenges with regard to the future of work, using academic and professional literature to support your arguments.

Your report will include (1) a plan for operationalizing your recommendations (2) a reflective blog documenting your experience of learning, its outcomes and how it will inform your practice.
Type of assessment: Case Study Article – on the future of the HR profession
The future of the HR profession is likely to involve a greater focus on technology and data analytics, as well as a greater emphasis on diversity, equity, and inclusion.

One trend that is already emerging is the use of artificial intelligence (AI) and machine learning in HR. This can include the use of chatbots and other automated systems to handle routine tasks such as scheduling interviews or answering employee questions, as well as the use of data analytics to identify trends and areas for improvement in employee performance and retention.

Another trend is the increasing importance of diversity, equity, and inclusion in the workplace. HR professionals will play a critical role in promoting and supporting these values within their organizations, including through initiatives such as diversity training and the development of policies and procedures to promote an inclusive culture.

In addition, the future of HR is likely to involve a greater focus on employee well-being and engagement. This can include initiatives such as work-life balance programs, mental health support, and employee development and learning opportunities.

The HR profession is likely to continue evolving to meet the changing needs of organizations and employees in an increasingly complex and globalized business environment.
Assessment deadline: Summative: Wednesday 4th January 2023 (by 2:00 pm)
Instructions for the formative assessment

You will submit a one-page report outline via Moodle/TurnitIn for feedback from your module tutor. This will document your approach to critically analysing the Case Study and the area of HRM which you will focus on. The submission deadline is Friday 6th November 2022 (by 6:00 pm).

There will be regular opportunities for feedback on your individual work in progress and an opportunity for formative assessment of your Case Study while it is under construction.

Instructions for the summative assessment

The assessment for this module is through the critical analysis of a Case Study Article:

Charan, R., Barton, D. and Carey, D. (2015). People Before Strategy: A New Role for the CHRO. Harvard Business Review. July-August 2015.

The report will require you to select an area of HRM and discuss related challenges with regard to the future of work, using academic and professional literature to support your arguments.

Your report will include (1) a plan for operationalizing your recommendations (2) a reflective blog documenting your experience of learning, its outcomes and how it will inform your practice.

Component Type/Title Coursework Volume or Length/Type of Exam %
Weighting Mark/ Grade M/G Final Component Y/N Must Attempt Y/N Must Pass Y/N Sub-components*
Case Study Article 5,000 words 100 M Y Y Y

Structure and presentation

There should be a title page, chapter contents page, table and figure contents page and bibliography. These will not be included in the wordcount.

Any written work should be spell-checked. Do not use various font sizes and colours Black ink, Arial, size 11, 1.5 lines spaced is recommended. Use DIN A4 format and page margins of 2.5 cm or 1 inch.

Full reading list

Essential Reading – These texts should be referred to throughout the module
Aldrich, P. and Pullman, A. (2019) Building and Outstanding Workforce: Developing People to Drive Individual and Organizational Success. London: Kogan Page.
Aldrich, P. and Dietz, G. and Clark, T. and Hamilton, P. (2015) ‘Establishing HR professionals’ influence and credibility: lessons from the capital markets and investment banking sector.’, Human resource management., 54 (1). pp. 105-130.
Anderson, V (2013). Research Methods in Human Resource Management: Investigating a Business Issue. London: Kogan Page
Marchington, M., Wilkinson, A., Donnelly, R., and Kynighou, A. (2021). Human resources at work: The definitive guide. London: Kogan Page. (7th Ed).
Additional book selection:
Banaji, M.R. & Greenwald, A.G. (2016). Blind Spot.
Charon, R., Barton, D., & Carey, D. (2018). Talent Wins: The New Playbook for Putting People First.
Cheung-Judge, M.Y. & Holbech, L. (2015). Organizational Development.
Collings, D. G., Wood, G. T., and Szamosi, L. T. (2019). Human resource management: A critical approach.
Corey, C. & Elliott, G. (2018). Build it: The Rebel Playbook for World Class Employee Engagement.
Ferdman, B.M. & Deane, B.R.D. (2014). Diversity at Work: The practice of inclusion.
Ferrar, J.K. and Green, D. (2021). Excellence in People Analytics: How to use workforce data to create business value.
Guenole, N., Ferrar, J. & Feinzig, S. (2017). The Power of People. Hanaway, M. (2019). The Existential Leader.
Haski-Leventhal, D. (2018). Strategic Corporate and Social Responsibility
Hofstede, G., Hofstede, J.H. & Minkov, M. (2010). Cultures and Organizations.
House, R.J., Dorfman, P.W., Javiden, M., Hanges, P.J., & Sully de Luque, M.F. (2014). Strategic Leadership Across Cultures: The GLOBE study of leadership behaviour and effectiveness in 24 countries.
Itani, S. (2017). The Ideological evolution of human resource management: A critical look into HRM research and practices.
Kaplan, R.S., & Norton, D.P. (1996). The Balanced Scorecard.
Lawler, E.E. (2017). Reinventing Talent Management: Principles and Practices for the New World of Work.
Levit, A. (2019). Humanity Works.

Lojesky, K.S. and Reilly, T.T. (2020). The Power of Virtual Distance. Marr, B. (2018). Data Driven HR.
Morgan, J. (2017). The Employee Experience Advantage.
Phillips, J.J., & Phillips, P.P. (2015). High-Impact Human Capital Strategy. Pink, D.H. (2018). Drive.
Ryan, R.M., & Deci, E.L. (2017) Self-Determination Theory.
Schein, E.H. & Schein, P. (2017). Organizational Culture and Leadership. Sparkman, R. (2018). Strategic Workforce Planning.
Sparrow et al.(2015). Do we need HR?
Wright, L.. (2015). HR in the Boardroom: The HR Professional’s Guide to Earning a Place in the C-Suite.

Additional journal selection:
Caldwell, R. (2010) Are HR Business Partner Competency Models Effective? Applied HRM Research. Vol 12, No 1. pp40-58
Cooke, F. L., Schuler, R., and Varma, A (2020). Human resource management research and practice in Asia: Past, present and future. Human Resource Management Review, Vol. 30, No. 4, pp 1-13.
Heizmann, H. and Fox, S. (2019), O Partner, Where Art Thou? A critical discursive analysis of HR managers’ struggle for legitimacy, International Journal of Human Resource Management, Vol. 30 No. 13, pp. 2026-2048.
Komm, A., Ploinar, F., Schanger, B., and Sikka, S. (2021). The new possible: How HR can help build the organization of the future. McKinsey & Company
Morris, S. S., Alvarez, S. A, and Barney, J. B. (2021). Dancing with stars: The practical value of theory in managing star employees. Academy of Management Perspectives, Vol. 35, No. 2.
Ng, E. S. and Sears, G. J. (2018) Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices”, Journal of Business Ethics, pp 1–14
Stahl, G.K., Brewster, C. J., Collings, D. G. and Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: a multi- stakeholder, multidimensional approach to HRM. Human Resource Management Review, Vol. 30, No. 3
Tursunbayeva, A., Pagliari, C., Di Lauro, S. and Antonelli, G. (2021). The ethics of people analytics: risks, opportunities and recommendations. Personnel Review. In press.
Van Ingen, R., Peters, P., De Ruiter, M., and Robben, , H. (2021). Exploring the meaning of organizational purpose at a new dawn: The development of a conceptual model through expert interviews. Frontiers in Psychology. Vol 12.
Vithan, K., Soobaroyen, T., and Ntim, C. G. (2021). Human resource disclosures in UK corporate annula reports: To what extent do these reflect organisational priorities towards labour?. Journal of Buisness Ethics. pp 475-497
Zhang, X., Lin, Z., Liu, Y., Chen, X., and Liu, D.M. (2020). How do human resource management practices affect employee well-being? A mediated moderation model. Employee Relations, Vol. 42 No. 4, pp. 903-919

Further Reading

Aldrich, P (2008) The role and influence of human resource management in the capital markets and investment banking sector. Doctoral thesis, Durham University.

Aycan, Z, Kanungo, R, Mendonca, M, Yu, K, Deller, J, Stahl, G, Kurshid, A ‘Impact of Culture on Human Resource Management Practices: A 10‐Country Comparison’ (2001) Applied Psychology. Vol. 49, No 1. pp192-211

Agrawal, V, Manyika, JM, and Richards, JE (2003) ‘Matching people and jobs’, The McKinsey Quarterly, Number Two: Organisation, http://premium.mckinseyquarterly.com

Ammeter, AP, Douglas, C, Ferris, GR, and Goka, H (2004) ‘A social relationship conceptualization of trust and accountability in organisations’ Human Resource Management Review, Vol. 14, No. 1: 47-66

Armstrong, M, and Long, P (1994) ‘The Reality of Strategic HRM’, London, Institute of Personnel and Development

Antila, EM and Kakkonen, A (2008) ‘Factors affecting the role of HR managers in international mergers and acquisitions: A multiple case study’, Personnel Review, Vol. 37, No. 3

Barber, F, and Strack, R (2005) ‘The Surprising Economics of a People Business’, Harvard Business Review, June: 81-80

Barney, J (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, Vol. 17, No. 1:99-120

Barney, JB, and Wright, PM (1998) ‘On becoming a strategic partner: The role of human resources in gaining competitive advantage, Human Resource Management, Vol. 37: 31-46

Bassi, L and McMurrer, D (2007) ‘Maximising your return on people’, Harvard Business Review, March, 115-123

Becker, BE and Gerhart, B (1996) ‘The impact of human resource management on organizational performance:progress and practice’, Academy of Management Journal, Vol. 39, No. 4: 779-801

Becker, B, Huselid, M, Pickus, P, Spratt, M (1997) ‘HR as a source of shareholder value: Research and recommendations’, Human Resources Management Journal, Vol. 31, No. 1:1-8

Becker, BE and Huselid, MA (1998) ‘High performance work systems and firm performance: A synthesis of research and managerial implications. In Rowland KM & Ferris GR (Eds.), Research in personnel and human resource management, Greenwich, CT, JAI Press: 53-101

Becker BE, Huselid, MA, and Ulrich, D (2001) ‘The HR Scorecard: Linking People, Strategy and Performance’, Boston, MA, Harvard Business School Press

Becker, BE and Huselid, MA (2006) ‘Strategic human resource management: Where do we go from here ?’, Journal of Management, Vol. 32, No. 6: 898-925

Beer, M (1997) ‘The transformation of the human resource function: resolving the tension between a traditional administrative and new strategic role’, Human Resource Management, Vol. 36, No. 1, 49-56

Beer, M and Spector, B (1985) ‘Corporate-wide transformations in HR management’ in Walton, RE and Lawrence, PR (EDs.) Human Resource Management: HRM Trends and Challenges, Boston, MA, Harvard Business School Press: 219-54

Boselie, P and Pauwee, J (2004) ‘Human resource function competencies in European companies’, Personnel Review, Vol. 34 No. 5: 550-566

Boudreau, JW and Ramstad, PM (2003) ‘Strategic HRM measurement in the 21st century:
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Brockbank, W and Ulrich, D (2005) The HR Value Proposition, Boston, MA, Harvard Business School Publishing

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Lengnick-Hall, CA, and Lengnick-Hall, ML (1990) Interactive human resource management and strategic planning, New York, Quorum Books.

Lepak, DP, and Snell, SA (1999) ‘The human resource architecture: Toward a theory of human capital allocation and development’, Academy of Management Review, Vol. 24, No. 1: 31-48

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Marchington, M, and Grugelis, I (2000) ‘”Best practice” HRM: perfect opportunity or dangerous illusion ?’, International Journal of Human Resources Management, Vol. 11, No. 6: 1104-1124

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Phelps, R (2004) ‘Measurement: Why HR must seize the opportunity’, Strategic HR Review, Vol. 3, No. 2: 16-17

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Schuler, RS, and Jackson, SE (1988) ‘Linking remuneration practices to innovation as a competitive strategy’, Human Resource Management Australia, Vol. 10: 6-21

Schuler, RS, Dowling, PJ, and De Cieri, H (1993) ‘An integrative framework of strategic international human resource management’, International Journal of Human Resource Management, Vol. 4: 717-764

Schuler, RS, Budhwar, PS, and Florowski, GW (2002) ‘International human resource management: review and critique’, International Journal of Management Reviews, Vol. 4, No. 1: 41-70

Sheehan, C (2005) ‘A model for HRM strategic integration’, Personnel Review, Vol. 34, Issue 2

Sheehan, C, Cooper, B, Holland p, and De Cieri, H (2007) ‘The relationship between HRM avenues of political influence and perceived organisational performance’, Human Resource Management, Vol 46, No. 4: 611-629

Shipton, J and McAuley, J (1993) ‘Issues of power and marginality in personnel’, Human Resource Management Journal, Vol. 4, No. 1: 1-13

Snell, SA (2002) ‘Social capital and strategic HRM: it’s who you know’, Human Resource Planning, Vol. 22 No.1:62-65

Snell, SA, Youndt, MA, and Wright, PM (1996) ‘Establishing a framework for research in human resource management: Merging resource theory and organisational learning’, Research in Personnel and Human Resource Management, Vol. 14: 61-90

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Watson, TJ (2004) ‘HRM and critical social science analysis’, Journal of Management Studies, Vol. 41, No. 3: 447-467

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Wright, L (2015) HR in the Boardroom: The HR Professional’s Guide to Earning a Place in the C-Suite, Palgrave Macmillan, UK

Wright, PM (1998) ‘Strategy-HR fit: Does it really matter ?, Human Resource Planning, Vol. 21, No. 4: 56-57

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Wright, PM, McCormick, B, Sherman, WA, and MacMahan, GC (1999) ‘The role of human resource practices in petro-chemical refinery performance’, International Journal of Human Resource Management, Vol. 10, No. 4: 55-57

Wright, PM, and McMahan, GC (1992). Theoretical Perspectives for Strategic Human Resource Management. Journal of Management, 18, 295-320.

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Wright, PM, and Snell, SA (1991) ‘Toward an integrative view of strategic human resource management’, Human Resource Management Review, No. 1: 203-225

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Youndt, MA, Snell, SA, Dean, JW, and Lepak, DP (1996) ‘Human resource management manufacturing strategy, and firm performance’, Academy of Management Journal, Vol. 39, No. 4: 836-866

Key journals for this module are:

 Academy of Management Journal
 Academy of Management Review
 Applied HRM Research
 Asia Pacific Journal of Human Resources
 Benefits and Compensation International
 British Journal of Industrial Relations
 British Journal of Management
 Business Strategy Review
 Compensation and Benefits Review
 Employee Benefits
 Employers Law
 Equal Opportunities Review
 European Journal of Training and Development
 European Journal of Work and Organisational Psychology
 European Management Journal
 Governance
 Harvard Business Review
 Human Resource Development International
 Human Resource Director
 HR Future
 HR Magazine
 HR Monthly Australia
 Human Resource Management
 Human Resource Management Journal (UK)
 Human Resource Management Review
 Human Resources
 Human Resources New Zealand
 IDS Employment Law Brief
 IDS Executive Compensation Review

 IDS HR Studies
 IDS Pay Report
 Industrial & Labor Relations Review
 Industrial Law Journal
 Industrial Relations Journal
 International Journal of Cross Cultural Management
 International Journal of Human Resource Management
 International Journal of Management Reviews
 International Journal of Selection and Assessment
 International Journal of Training and Development
 International Labour Review
 Journal of Change Management
 Journal of General Management
 Journal of Management Studies
 Journal of Occupational and Organizational Psychology
 Journal of Organizational Effectiveness: People and Performance
 Labour Research
 London Business School Review
 MIT Sloan Management Review
 Manager – British Journal of Administrative Management
 Management Learning
 Management Today
 New Technology, Work and Employment
 Occupational Health
 Occupational Pensions
 Occupational Safety and Health
 Organisations and People
 Organizational Dynamics
 Pay and Benefits
 People Management
 People and Strategy
 Personnel Review
 Policy Studies
 Professional Manager
 Strategic HR Review
 Strategy and Business
 T+D now known as TD Talent Development
 Third Sector
 Tolley’s Employment Law Newsletter

 Training Journal
 Work
 Work Employment and Society
 Workforce Management
 Workplace Report
 Workplace Savings and Benefits
 WorldatWork Journal

How will your work be assessed?

Your work will be assessed by a subject expert who will use either the marking criteria provided in the section “Instructions for assessment” or the Marking rubric enclosed in the Appendix, as appropriate for this module. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.

Referencing and submission

You must use the Harvard System.

The Business School requires a digital version of all assignment submissions. These must be submitted via Turnitin on the module’s Moodle site. They must be submitted as a Word file (not as a pdf) and must not include scanned in text or text boxes. They must be submitted by 2pm on the given date. For further general details on coursework preparation refer to the online information at StudentZone, http://studentzone.roehampton.ac.uk/howtostudy/index.html.

Mitigating circumstances/what to do if you cannot submit a piece of work or attend your presentation

The University Mitigating Circumstances Policy can be found on the University website: Mitigating Circumstances Policy

Marking and feedback process

Between you handing in your work and then receiving your feedback and marks within 20 days, there are a number of quality assurance processes that we go through to ensure that students receive marks which reflects their work. A brief summary is provided below.

• Step One – The module and marking team meet to agree standards, expectations and how feedback will be provided.

• Step Two – A subject expert will mark your work using the criteria provided in the assessment brief.

• Step Three – A moderation meeting takes place where all members of the teaching and marking team will review the marking of others to confirm whether they agree with the mark and feedback

• Step Four – Work at Levels 5 and 6 then goes to an external examiner who will review a sample of work to confirm that the marking between different staff is consistent and fair

• Stop Five – Your mark and feedback is processed by the Office and made available to you.

Appendix: Marking rubric

Individual Case Study report of
5,000 words 85-100
Excellent 75-84
Very good 65-74
Good 55-64
Competent 45-54
Weak 35-44
Fail 0
Fail
The critical analysis of an article on the future of HRM with appropriate use of essential texts and academic reading.
35% weighting Excellent use of theory and practice. All relevant sources have been included.

The work includes an excellent level of critical discussion Very good use of theory and practice. The majority of relevant sources have been included.

The work includes a very good level of
critical discussion. Good use of theory and practice.

The work includes a good level of critical discussion. More than a limited use of theory and practice.

The work is more than descriptive but still with limited critical discussion. Very limited use of theory and practice.

The work is largely descriptive. Irrelevant and/or superficial application of theory and practice. Did not submit
The critical analysis of a specific area of HRM, with recommendations which have relevance to practitioners.
35% weighting Excellent use of theory and practice. All relevant sources have been included.

The work includes an excellent level of critical discussion.

Conclusions have significant relevance to practitioners. Very good use of theory and practice. The majority of relevant sources have been included.

The work includes a very good level of critical discussion.

Conclusions have significant relevance to practitioners. Good use of theory and practice.

The work includes a good level of critical discussion.

Conclusions have relevance to practitioners. More than a limited use of theory and practice.

The work is more than descriptive but still with limited critical discussion.

Conclusions still have limited relevance to practitioners. Very limited use of theory and practice.

The work is largely descriptive.

Conclusions have limited relevance to practitioners. Irrelevant and/or superficial application of theory and practice.

No or minimal relevance to practitioners. Did not submit

Reflective blog documenting your experience of learning, its outcomes and how it will inform your practice.
20% weighting. An excellent reflective narrative. Clear learning outcomes are documented.

Excellent use of
more than one learning model. A very good reflective narrative. Clear learning outcomes are documented.

Very good use of
at least one learning model. A good reflective narrative. Clear learning outcomes are documented.

Good use of at least one learning model. More reflective than descriptive.

Limited use of at least one learning model. Some reflection noted but mostly descriptive.

No, or limited, use of learning models. Superficial and descriptive account.

No use of any learning models Did not submit.
Clarity of writing, structure, grammar, correct referencing
10% weighting Excellent narrative and structure for the report. Almost no spelling and grammatical errors.

Almost no errors in the use of Harvard referencing system. Very good narrative and structure for the report. Almost no spelling and grammatical errors.

Almost no errors in the use of Harvard referencing system. Good narrative and structure for the report. Few spelling and grammatical errors.

Few errors in the use of Harvard referencing system. Adequate narrative and structure for the report. Some spelling and grammatical errors.

Some errors in the use of Harvard referencing system. Weak narrative and structure for the report. Too many spelling and grammatical errors.

Too many errors in the use of Harvard referencing system. Very poor narrative and structure for the report.
Numerous spelling and grammatical errors.

Numerous errors in the use of Harvard
referencing system. Did not submit

1
Module
Title:
Principles of Human Resource
Management
Module
Code:
RBP020L080A Module Convener: Dr Mayra Ruiz-Castro
Brief introduction to module:
This module enables students to build upon their knowledge of human resource management (HRM) and human resource development (HRD) and apply it within a
strategic context. Students will critically evaluate the role of HR practitioners and articulate the extent to which they add value to organisations. In doing so, students
will develop the higher order skills that HR practitioners need to influence key decisions within organisations.
The module is designed to introduce students to the range of practical skills required by HR professionals. Building on their understanding of the field, students will
integrate theory with organisational practice.
The module will focus on a broad range of HR functional responsibilities with lectures at its core, but a focus on case studies, practice-based workshops and directed
learning activities. All sessions will consider the ethical and legislative framework within which the profession operates.
This module will support the development of critical knowledge and skills to support in order to be ready to work within an HR role in the UK or globally.
Module learning outcomes:
On successful completion of this module the outcomes will be:
L1. Knowledge outcome – a critical awareness of the strategic role that HR plays in global organisations and ability to evaluate how HR practitioners need to work with
key stakeholders to design appropriate solutions and gain an understanding of related ethical issues and practices.
L2. Intellectual/transferable skills outcome – Demonstrate well developed powers of analysis and synthesis; apply relevant theoretical frameworks to the analysis of
real-life global business and human resource management scenarios; absorb complex information, make strategic human resource management decisions, and
communicate them effectively.
L3 To develop relevant HRM and HRD skills necessary for employment and career enhancement in or with the human resource management function of an
organisation.
2
Module
Title:
Principles of Human Resource
Management
Module
Code:
RBP020L080A Module Convener: Dr Mayra Ruiz-Castro
Core texts:
Aldrich, P., and Pullman, A. (2019) Building an Outstanding Workforce: Developing People to Drive Individual and Organizational Success. London: Kogan Page
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
1 Lecture topic 1
Introduction to HRM:
history and context,
evolution of the people
functions and of HR’s
business role.
Seminar activity
In groups of six, prepare and
present on the challenges
facing the credibility of the
People function.
Core reading
Read core text: Forward;
Introduction; Chapter 17:
People functions; and
Chapter 18: Professional
people management
Explore – please complete BEFORE the Share and Apply
seminar
Read: Caldwell, R. (2011). HR directors in UK boardrooms:
a search for strategic influence or symbolic capital?
Employee Relations. Vol. 33 No. 1, pp. 40-63.
Read: Nadler M. & Nadler D. (2015). The HR Opportunity
in the Boardroom: How to Become a Trusted Advisor to
the Board.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67825
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Heizmann, H. and Fox, S. (2019), O Partner, Where Art
Thou? A critical discursive analysis of HR managers’
struggle for legitimacy, International Journal of Human
Resource Management, Vol. 30 No. 13, pp. 2026-2048.
3
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
2 Lecture topic 2
The changing purpose of
organisations and people.
Seminar activity
In groups of six, prepare and
present on the People
function’s role supporting
ESG in organisations.
The groups should between
them cover: environment,
social > DE&I > gender,
ethnicity, disability, socialmobility.
Core reading
Read core text: Chapter 7:
Technology and the future
of work; Chapter 8:
Demographics; and
Chapter 10: Social
Movements.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Ferdman, B.M. & Deane, B.R.D. (2014). Diversity at Work:
The practice of inclusion.
Haski-Leventhal, D. (2018). Strategic Corporate and Social
Responsibility.
Levit, A. (2019). Humanity Works.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67857
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Stahl, G.K., Brewster, C. J., Collings, D. G. and Hajro, A.
(2020). Enhancing the role of human resource
management in corporate sustainability and social
responsibility: a multi-stakeholder, multidimensional
approach to HRM. Human Resource Management Review,
Vol. 30, No. 3
3 Lecture topic 3
The challenge of people
management for CEOs.
Seminar activity
In groups of six, each
prepare a CEO speech for
their senior leadership team
which emphasises the
importance of excellence
Core reading
Read core text: Chapter 5:
Leadership and Chapter 16:
The future of people
development.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Lawler, E.E. (2017). Reinventing Talent Management:
Principles and Practices for the New World of Work.
4
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
people management and
their role in delivering it.
Review the case article for
your formative and
summative submissions and
formulate an outline of your
approach for a 121
discussion with the module
convener:
Charon, R., Barton, D., & Carey, D. (2018). Talent Wins: The
New Playbook for Putting People First.
Hanaway, M. (2019). The Existential Leader.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67864
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Ng, E. S. and Sears, G. J. (2018) Walking the talk on
diversity: CEO beliefs, moral values, and the
implementation of workplace diversity practices”, Journal
of Business Ethics, pp 1–14
4 Lecture topic 4
Strategic workforce
planning.
Seminar activity
In groups of six, each pick a
different organisation and
analyse and present its
strategic workforce
challenges.
The groups should between
them cover: McMillan, NHS,
UoR, Waterstones, British
Airways, JPMorgan.
Core reading
Read core text: Chapter 6:
Organisations and Chapter
11: Planning and people
risk.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Sparkman, R. (2018). Strategic Workforce Planning.
Lojesky, K.S. and Reilly, T.T. (2020). The Power of Virtual
Distance.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67874
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
5
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
Morris, S. S., Alvarez, S. A, and Barney, J. B. (2021). Dancing
with stars: The practical value of theory in managing star
employees. Academy of Management Perspectives, Vol.
35, No. 2.
5 Independent study
6 Lecture topic 5
The impact of the informal
organisation, culture and
regulation on people
management.
Seminar activity
In groups of six, discuss and
present the considerations
for leaders of (1)
international cultures (2) inout-group behaviour.
Core reading
Read core text: Chapter 3:
Bias, stereotypes, group
culture and decision
making; Chapter 9: Culture;
and Chapter 18.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Hofstede, G., Hofstede, J.H. & Minkov, M. (2010). Cultures
and Organizations.
House, R.J., Dorfman, P.W., Javiden, M., Hanges, P.J., &
Sully de Luque, M.F. (2014). Strategic Leadership Across
Cultures: The GLOBE study of leadership behaviour and
effectiveness in 24 countries.
Cheung-Judge, M.Y. & Holbech, L. (2015). Organizational
Development.
Banaji, M.R. & Greenwald, A.G. (2016). Blind Spot.
Schein, E.H. & Schein, P. (2017). Organizational Culture and
Leadership.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67881
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
6
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
Cooke, F. L., Schuler, R., and Varma, A (2020). Human
resource management research and practice in Asia: Past,
present and future. Human Resource Management
Review, Vol. 30, No. 4, pp 1-13.
7 Lecture topic 6
The importance of the
Employee Value Proposition
(EVP), wellbeing, employee
experience and engagement.
Seminar activity
In groups of six, discuss and
present a plan an employee
value proposition
Core reading
Read core text: Chapter
14: Employee engagement
and experience.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Morgan, J. (2017). The Employee Experience Advantage.
Corey, C. & Elliott, G. (2018). Build it: The Rebel Playbook
for World Class Employee Engagement.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67888
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Zhang, X., Lin, Z., Liu, Y., Chen, X., and Liu, D.M. (2020).
How do human resource management practices affect
employee well-being? A mediated moderation model.
Employee Relations, Vol. 42 No. 4, pp. 903-919
8 Lecture topic 7
Introducing the use of digital
technology in people
management including
ethical perspectives.
Seminar activity
In groups of six, discuss and
present a plan to introduce
AI-based candidate
screening.
Core reading
Read core text: Chapter
13: People analytics
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Guenole, N., Ferrar, J. & Feinzig, S. (2017). The Power of
People.
Marr, B. (2018). Data Driven HR.
7
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
Ferrar, J.K. and Green, D. (2021). Excellence in People
Analytics: How to use workforce data to create business
value.
Watch:
https://moodle.roehampton.ac.uk/course/view.php?id=98
50
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Tursunbayeva, A., Pagliari, C., Di Lauro, S. and Antonelli, G.
(2021). The ethics of people analytics: risks, opportunities
and recommendations. Personnel Review. In press.
9 Lecture topic 8
The financial implications of
investing in people.
Seminar activity
In groups of six, discuss and
present an employee value
proposition for an
organisation.
The groups should between
them cover: McMillan, NHS,
UoR, Waterstones, British
Airways, JPMorgan.
Core reading
Read core text: Chapter
12: Human capital metrics
and reporting
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Kaplan, R.S., & Norton, D.P. (1996). The Balanced
Scorecard.
Phillips, J.J., & Phillips, P.P. (2015). High-Impact Human
Capital Strategy.
Watch:
https://moodle.roehampton.ac.uk/course/view.php?id=98
50#section-11
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
8
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
Vithan, K., Soobaroyen, T., and Ntim, C. G. (2021). Human
resource disclosures in UK corporate annual reports: To
what extent do these reflect organisational priorities
towards labour?. Journal of Buisness Ethics. pp 475-497.
10 Lecture topic 9
Understanding the history of
motivation theory – content
and process theories.
Seminar activity
In groups of six, discuss and
present on the implications
of motivation theory for
each aspect of Talent
Management (recruitment
and selection; on-boarding;
learning and development;
performance management;
and reward)
Core reading
Read core text: Chapter 4:
Motivation.
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Ryan, R.M., & Deci, E.L. (2017) Self-Determination Theory.
Pink, D.H. (2018). Drive.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67902
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Van Ingen, R., Peters, P., De Ruiter, M., and Robben, H.
(2021). Exploring the meaning of organizational purpose at
a new dawn: The development of a conceptual model
through expert interviews. Frontiers in Psychology. Vol 12.
11 Lecture topic 10
The future of People
Management.
Seminar activity
In groups of six, prepare and
present on the future of the
People function.
Core reading
Read core text: Part Five:
HR disrupted and dispersed
Explore – please complete BEFORE the Share and Apply
seminar
Read:
Sparrow et al.(2015). Do we need HR?
Charan, R et al (2018) Talent Wins.
9
Week
No
Discover Lecture topic
and objectives
Share and Apply
Seminar activities
Recommended
reading
Explore Directed study (in addition to the
recommended reading) and Explore More
Aldrich, P., Dietz, G., Clark, T., & Hamilton, P. (2015).
Establishing HR professionals’ influence and credibility:
lessons from the capital markets and investment banking
sector, Human resource management, 54 (1). pp. 105-130.
Watch:
https://moodle.roehampton.ac.uk/mod/url/view.php?id=7
67917
Explore More – for those wanting more challenge and for
those aiming at high grades
Read:
Komm, A., Ploinar, F., Schanger, B., and Sikka, S. (2021).
The new possible: How HR can help build the organization
of the future. McKinsey & Company.
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