BAM 040 syllabus (2020-OCT)

 

Table of Contents

• Introduction to the module
• 1 Introducing organisational behaviour and human resource management
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Mullins and Christy Chapter 1: Understanding organisational behaviour
    • The significance of organisational behaviour
    • A multidisciplinary perspective
    • A framework of study
    • Realities of organisational behaviour
    • What is work?
    • Orientations to work and the work ethic
    • Social exchange theory
    • The psychological contract
    • The nature of human behaviour in organisations
    • Positive organisational behaviour
    • The changing world of work organisations
    • Management as an integrating activity
    • Globalisation and the international context
    • Is organisational behaviour culture-bound?
    • Five dimensions of culture: the contribution of Hofstede
    • Cultural diversity: the contribution of Trompenaars
    • High- and low-context cultures
    • The importance of organisational behaviour
    • Ten key points to remember
  • Essential reading 2
  • Pilbeam and Corbridge Chapter 1: People Resourcing: the changing world of work and contemporary human resource management
    • INTRODUCTION
    • A CONTINGENT APPROACH
    • A CRITICAL PERSPECTIVE AND NO RIGHT HR ANSWERS!
    • CHANGES IN THE WORLD OF WORK
    • HUMAN RESOURCE MANAGEMENT (HRM)
    • THE CHANGING ROLE OF THE HR PROFESSIONAL
    • HR STRATEGY AND PEOPLE RESOURCING – THE FUNDAMENTALS
    • ADDING VALUE THROUGH HR PRACTICES
    • e-HR, THE THREE-LEGGED MODEL AND THE OUTSOURCING OF HR ACTIVITIES
    • BRAVE NEW WORLD OR MORE OF THE SAME?
    • SUMMARY LEARNING POINTS
  • Essential reading 3
  • Further reading and resources
  • Topic 1 - Quick quiz
  • Topic 1 - Self-assessment exercises
  • Reflective exercise
  • Case study
    • Call centres in the financial services sector – just putting you on hold…
  • Case study answers
  • Discussion activity
  • Topic summary
  • Progress log
• 2 Organisational culture and structures
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Mullins and Christy Chapter 2: Approaches to organisation and management
    • Developments in management and organisational behaviour
    • The classical approach
    • Scientific management
    • Bureaucracy
    • Evaluation of bureaucracy
    • Human relations approach
    • Evaluation
    • Neo-human relations
    • The systems approach
    • The contingency approach
    • Other approaches to the study of organisations
    • Decision-making approach
    • Social action
    • Action theory
    • Postmodernism
    • Relevance to management and organisational behaviour
    • Value of management theory
    • Conceptual thinking and management theory
    • Ten key points to remember
  • Essential reading 2
  • Mullins and Christy Chapter 11: Organisation structure and design
    • The purpose and importance of structure
    • Levels of organisation
    • Underlying dimensions of organisation structure
    • Task and element functions
    • Division of work and grouping of people
    • Centralisation and decentralisation
    • Principles of organisation
    • Formal organisational relationships
    • Project teams and matrix organisation
    • Boundaryless organisation
    • Effects of a deficient organisation structure
    • Organisation charts
    • Variables influencing organisation structure
    • Size of organisation
    • Technology
    • Woodward – structure and production technology
    • Perrow – major dimensions of technology
    • Uncertain external environment
    • Burns and Stalker – mechanistic and organic structures
    • Lawrence and Lorsch – differentiation and integration
    • Evaluation of contingency approach
    • Organisation structure and culture
    • The changing face of the workplace
    • Outsourcing
    • Demand for flexibility
    • Structure and organisational behaviour
    • No perfect structure
    • Ten key points to remember
  • Essential reading 3
  • Redman and Wilkinson Chapter 10: Organisational and corporate culture
    • The concept of culture
    • Organisational culture
    • Categorisations of culture
    • Assessing organisational culture
    • Culture and organisational performance
    • Organisational culture and human resource management
    • Is culture change feasible?
    • Conclusions
  • Topic 2 - Quick quiz
  • Topic 2 - Self-assessment exercises
  • Reflective exercise
  • Case study activity
    • Managing culture at British Airways
  • Case study answers
  • Essential reading 4
  • Essential reading 5
  • Essential reading 6
  • Discussion activity
  • Further reading and resources
  • Topic summary
  • Progress log
• 3 Motivation and teamwork
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential readings
  • Mullins and Christy Chapter 7: Work motivation and job satisfaction
    • The significance of motivation
    • Needs and expectations at work
    • Money as a motivator
    • Extrinsic and intrinsic motivation
    • Threefold classification
    • Theories of motivation
    • Content theories of motivation
    • Maslow’s hierarchy of needs theory
    • Alderfer’s modified need hierarchy model
    • Nohria’s four-drives model of motivation
    • Herzberg’s two-factor theory
    • McClelland’s achievement motivation theory
    • Process theories of motivation
    • Vroom’s expectancy theory
    • The Porter and Lawler expectancy model
    • Lawler’s revised expectancy model
    • Implications of expectancy theories
    • Equity theory of motivation
    • Goal theory
    • Attribution theory
    • Relevance today
    • Organisational behaviour modification
    • Motivation of knowledge workers
    • Frustration-induced behaviour
    • Job satisfaction
    • Comprehensive model of job enrichment
    • Ten key points to remember
  • Mullins and Christy Chapter 8: Working in groups and teams
    • The importance and significance of groups
    • Groups and teams
    • Formal and informal groups
    • Group values and norms
    • Group cohesiveness and performance
    • Membership
    • Work environment
    • Organisational
    • Group development and maturity
    • Social identity theory
    • Characteristics of an effective work group
    • Potential disadvantages of strong, cohesive groups
    • Virtual teams
    • Role structure of the organisation
    • Role conflict
    • Interactions among members
    • Analysis of individual behaviour
    • Individual compared with group or team performance
    • Building effective teams
    • Skills of successful teamwork
    • Autonomous working groups
    • The Margerison ‘Team Wheel’
    • The role of team leader
    • Ten key points to remember
  • Further reading and resources
  • Topic 3 - Quick quiz
  • Topic 3 - Self-assessment exercises
  • Reflective exercise
  • Discussion activity
  • Topic summary
  • Progress log
• 4 The changing nature of work
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 1: People Resourcing: the changing world of work and contemporary human resource management
    • CHANGES IN THE WORLD OF WORK
  • Essential reading 2
  • Pilbeam and Corbridge Chapter 4: Human Resource Planning, Talent Planning and Worker Flexibility
    • FLEXIBILITY AT WORK
    • PATTERNS OF WORK
  • Essential reading 3
  • Torrington Chapter 5: Organisation design and flexibility
    • Organisation design
    • Organisation structures
    • Organisational flexibility
    • Employer flexibility
    • Employee flexibility (or work–life balance)
    • SUMMARY PROPOSITIONS
  • Essential reading 4
  • Further reading and resources
  • Topic 4 - Quick quiz
  • Topic 4 - Self-assessment exercises
  • Reflective exercises
  • Discussion activity
  • Topic summary
  • Progress log
• 5 Recruitment and selection
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 6: Recruitment: attracting the right people
    • INTRODUCTION
    • CONTINGENCY IN RECRUITMENT AND SELECTION METHODS
    • RECRUITMENT, SELECTION AND THE SYSTEMS APPROACH
    • RECRUITMENT AND SELECTION SUB-SYSTEMS
    • PRE-RECRUITMENT
    • RECRUITMENT METHODS – ATTRACTING APPLICATIONS
    • RECRUITMENT METHODS – ANALYSIS AND TRENDS
    • RESPONDING TO ENQUIRIES AND THE CANDIDATE’S VIEW
    • CRIMINAL CERTIFICATES – POLICE ACT 1997
    • UK IMMIGRATION SYSTEM AND THE UK BORDER AGENCY
    • SUMMARY LEARNING POINTS
  • Pilbeam and Corbridge Chapter 7: Selection: choosing the right people
    • INTRODUCTION
    • SUBJECTIVITY, DISCRIMINATION, PROFESSIONALISM AND ETHICS
    • ELIMINATION AND REDUCTION
    • VALIDITY, RELIABILITY AND POPULARITY OF SELECTION METHODS
    • SELECTION METHODS
    • SELECTION TRENDS
    • SUCCESSFUL TRANSITION THROUGH PRE-ENGAGEMENT AND INDUCTION
    • THE CONTRACT OF EMPLOYMENT AND THE WRITTEN PARTICULARS OF EMPLOYMENT
    • EXIT INTERVIEWS – THE INITIAL STAGE OF THE RECRUITMENT AND SELECTION PROCESS?
    • SUMMARY LEARNING POINTS
  • Essential reading 2
  • Torrington Chapter 6: Recruitment
    • Determining requirements
    • Rational versus processual approaches to recruitment
    • Internal recruitment
    • External recruitment
    • Recruitment advertising
    • E-recruitment
    • Evaluation of recruitment activity
    • SUMMARY PROPOSITIONS
  • Torrington Chapter 7: Selection methods and decisions
    • Rational versus processual approaches to selection
    • Selection criteria
    • Shortlisting
    • Selection methods
    • Advanced methods of selection
    • Final selection decision making
    • Validation of selection procedures
    • SUMMARY PROPOSITIONS
  • Essential reading 3
  • Further reading and resources
  • Topic 5 - Quick quiz
  • Topic 5 - Self-assessment exercises
  • Reflective exercises
  • Case study
    • Recruitment and Skills Gaps in Fontainebleau and Oxygen
  • Case study answers
  • Discussion activity
  • Topic summary
  • Progress log
• 6 Engagement, commitment and retention
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 4: Human Resource Planning, Talent Planning and Worker Flexibility
    • EMPLOYEE RETENTION
  • Essential reading 2
  • Torrington Chapter 8: Engaging and retaining people
    • Defining engagement
    • The benefits of employee engagement
    • The impact of staff turnover
    • Analysing staff turnover
    • Engagement and retention strategies
    • SUMMARY PROPOSITIONS
  • Essential reading 3
  • Further reading and resources
  • Topic 6 - Quick quiz
  • Topic 6 - Self-assessment exercises
  • Reflective exercises
  • Discussion activity
  • Topic summary
  • Progress log
• 7 Employee performance
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 11: Managing and Appraising Performance
    • INTRODUCTION
    • PERFORMANCE MANAGEMENT AND CORPORATE STRATEGY
    • THE PERFORMANCE MANAGEMENT PROCESS
    • THE BALANCED SCORECARD AND PERFORMANCE MANAGEMENT
    • MANAGING UNDERPERFORMANCE
  • Essential reading 2
  • Torrington Chapter 10: Employee performance management
    • Performance management or performance appraisal?
    • Theoretical bases of performance management
    • Performance management across national contexts
    • Stages in a performance management system
    • Performance management: does it improve performance?
    • SUMMARY PROPOSITIONS
  • Further reading and resources
  • Topic 7 - Quick quiz
  • Topic 7 - Self-assessment exercises
  • Reflective exercises
  • Discussion activity
  • Topic summary
  • Progress log
• 8 Attendance and absence
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 11: Managing and Appraising Performance
    • MANAGING EMPLOYEE ABSENCE
    • THE MANAGEMENT OF SICK ABSENCE
  • Essential reading 2
  • Torrington Chapter 12: Managing attendance and absence
    • The national context
    • The organisational context
    • Process and causes of absence
    • Managing for attendance
    • Ongoing contact during absence
    • SUMMARY PROPOSITIONS
    • References
  • Essential reading 3
  • Further reading and resources
  • Topic 8 - Quick quiz
  • Topic 8 - Self-assessment exercises
  • Reflective exercises
  • Case study
    • Managing absence and attendance: comparative strategies
  • Case study answers
  • Discussion activity
  • Topic summary
  • Progress log
• 9 Employee wellbeing
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading 1
  • Pilbeam and Corbridge Chapter 14: The Strategic Management of Employee Well-being
    • INTRODUCTION
    • A STRATEGY FOR EMPLOYEE WELL-BEING
    • STRESS AND DISTRESS
    • HARASSMENT AND BULLYING AT WORK
    • ALCOHOL AND DRUG MISUSE
    • VIOLENCE AT WORK
    • SUMMARY LEARNING POINTS
  • Essential reading 2
  • Torrington Chapter 26: Health and well-being
    • The nature of health and well-being
    • Health and well-being initiatives
    • Job design
    • The impact of health and well-being initiatives on individuals and organisations
    • Criticisms of health and well-being initiatives
    • SUMMARY PROPOSITIONS
    • WEB LINKS
  • Essential reading 3
  • Further reading and resources
  • Topic 9 - Quick quiz
  • Topic 9 - Self-assessment exercises
  • Reflective exercises
  • Discussion activity
  • Topic summary
  • Progress log
• 10 Redundancy and dismissal
  • Introduction
  • Key concepts and topic objectives
  • Mini lecture
  • Essential reading - 1
  • Pilbeam and Corbridge Chapter 18: Termination of Employment
    • INTRODUCTION
    • INTRODUCTION TO DISMISSAL
    • THE ORIGINS AND AIMS OF UNFAIR DISMISSAL LEGISLATION
    • TYPES OF DISMISSAL
    • DISMISSAL DEFINED
    • EMPLOYEE QUALIFICATION FOR UNFAIR DISMISSAL PROTECTION
    • INADMISSIBLE REASONS FOR DISMISSAL
    • FAIR REASONS FOR DISMISSAL
    • REASONABLENESS
    • FIVE FAIR REASONS EXPLORED
    • CONSTRUCTIVE DISMISSAL
    • EMPLOYMENT TRIBUNALS
    • SUMMARY LEARNING POINTS
  • Pilbeam and Corbridge Chapter 19: Managing Redundancy
    • INTRODUCTION
    • DEFINITION OF REDUNDANCY
    • CAUSES OF REDUNDANCY
    • THE AVOIDANCE OF REDUNDANCY
    • REDUNDANCY DRIVERS
    • REDUNDANCY AND THE LAW
    • CONSULTATION WITH EMPLOYEES
    • REDUNDANCY PAYMENTS
    • SELECTION FOR REDUNDANCY
    • OTHER STATUTORY RIGHTS
    • THE EFFECTIVE MANAGEMENT OF REDUNDANCY
    • REBALANCING THE ORGANISATION AFTER REDUNDANCY
    • SUMMARY LEARNING POINTS
  • Essential reading - 2
  • Further reading and resources
  • Topic 10 - Quick quiz
  • Topic 10 - Self-assessment exercises
  • Reflective exercises
  • Case study
    • Ellie and the Oasis concert
  • Case study answers
  • Discussion activity
  • Topic summary
  • Progress log