The Employee Resourcing module examines the range of methods and approaches used by employers to resource their organisations to enable them to meet their strategic goals. In examining these, the module is structured under the umbrella heading of Talent Management and takes account of both internal and external contextual factors influencing organisational approaches to talent, human resource (HR) planning, flexibility, recruitment, selection, diversity, health and wellbeing, performance management, and reward management. The module recognises the challenge for organisations, HR and line managers to minimise employee costs at the same time as trying to maximise employee value, and it provides scope to debate the theory and philosophy of employee resourcing within the reality of its everyday use.

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European, statutory and common law rights: Employment courts and procedure; institutions of employment law; Human Rights.
The employment relationship: formation and sources of the contract of employment; specific and implied terms and the legal consequences of unilateral change.
Contractual and statutory protection on dismissal; redundancy; transfer of undertakings and deficient wages.
Unlawful discrimination and remedies.
Equal pay; maternity pay and family friendly rights.
Intellectual Property; Data Protection; confidential information and 'whistle-blowing'.
Health and Safety law.
Collective employment law: trade unions; immunities and industrial action.

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The module establishes a theoretical framework for the critical analysis of labour relations, the political significance of emergent issues and the impact of changing contexts on national trends and organisational practice (in particular arising from membership of the E.U.). The development of new approaches to labour relations, in both private and public sectors and the influence of government on these, is of particular relevance. The module covers both an analysis of trends and an examination of management in the workplace, focusing on the contribution that effective management of labour relations makes to the achievement of key business objectives and organisational change. Key skills and competences are identified in developing policies and procedures, handling conflict (discipline & grievance, collective disputes), negotiation. The module explores the implications of developments in employment legislation and assumes some prior knowledge of Employment Law.

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Foundations of Learning and Development; Theories of Learning, Training Design and Evaluation; Strategic Human Resource Development; Career Development; Knowledge Management; Corporate Universities; Management Development; Organisational Learning; Learning Organisation.

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Building on the Research skills and Professional Development module, students are required to revisit key areas of their research project in order to enhance their literature review and research design. Students will then progress to the data collection and analysis stage and will receive formative feedback on drafts of their chapters and the application to their research design. Practical workshops will focus on the requirements of the research project, the process of effective critical thinking/reflection, reading and writing and a revision of the key elements of the research process.

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This module includes critical examination of the impact of people management on organisational and individual behaviour in the key areas of organisational change, leadership, motivation, engagement, and employee well-being (including managing emotion at work), within the contexts of HRM, OD and OB. The module examines the changing role of the HR function, its influence on achieving competitive advantage, and the broader context in which it operates. The module is also concerned with learner development of a business orientation, a concern with adding value through HR practice, and a range of skills pivotal to successful people management practice and effective leadership. This includes critical reflection, problem solving and decision-making skills; enhanced IT proficiency; a range of team working and interpersonal skills and others associated with developing personal effectiveness and credibility at work.

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The module takes students through the practicalities of undertaking a research project in the field of human resource management at postgraduate level and sets out to nurture critical reflection and lifelong learning. It examines a wide range of quantitative and qualitative research methods and techniques and addresses different approaches to data analysis and the write-up of a management research report. Emphasis is placed on the development of what the CIPD describe as 'thinking performers', able to capture useful experiences and assessing the practical benefits of what they have learned, plus areas for practice improvement.

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The module begins with an overview of the various internal and external environmental contexts which shape organisational action (PEST forces) and consideration of organisational objectives. The module then moves onto review competing conceptions of the role and function of management and their implications for practice. Next, an introduction to the links between strategic HRM and organisational strategy is followed by a concise overview of strategic management models. The module then examines the concept of strategic HRM, the variety of ways strategic HR decisions are made within different organisations, the implications for the HR function and critically evaluates the different approaches to aligning organisational strategy with people management practices. In doing so, the module provides a critical understanding of strategic HR. Distinctions are drawn between the different levels of HR strategy and the diverse directions of growth and international strategic choice in a globally competitive environment. The potential ethical issues arising from strategic choices to internationalise the organisation are also considered.

The impact of the increasing use of technology within HR as the function attempts to strategically reposition itself within the organisation is critically evaluated. Mindful of emergent strategies adopted by organisations to quantify the contribution of the HR function to organisational profitability the module also offers an introduction to Human Capital Management. To support this end and in recognition of the centrality of financial planning to organisational success this module provides instruction on the preparation and interpretation of financial statements and data, including profit & loss accounts, balance sheets, cash budgets, capital investment appraisal and break-even analysis.

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