- 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
- 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
- Topic 2 - Quick quiz
- Topic 2 - Self-assessment exercises
- Reflective exercise
- Case study activity
- 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
- Essential reading 2
- Pilbeam and Corbridge Chapter 4: Human Resource Planning, Talent Planning and Worker Flexibility
- Essential reading 3
- Torrington Chapter 5: Organisation design and flexibility
- 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
- Torrington Chapter 7: Selection methods and decisions
- Essential reading 3
- Further reading and resources
- Topic 5 - Quick quiz
- Topic 5 - Self-assessment exercises
- Reflective exercises
- Case study
- 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
- Essential reading 2
- Torrington Chapter 8: Engaging and retaining people
- 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
- Essential reading 2
- Torrington Chapter 10: Employee performance management
- 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
- Essential reading 2
- Torrington Chapter 12: Managing attendance and absence
- Essential reading 3
- Further reading and resources
- Topic 8 - Quick quiz
- Topic 8 - Self-assessment exercises
- Reflective exercises
- Case study
- 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
- Essential reading 2
- Torrington Chapter 26: Health and well-being
- 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
- Case study answers
- Discussion activity
- Topic summary
- Progress log

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