HUMAN RESOURCE DEVELOPMENT - 2017/8

Module code: MANM006

Module provider

Surrey Business School

Module Leader

CIACHIR C Mr (SBS)

Number of Credits

15

ECT Credits

7.5

Framework

FHEQ Level 7

JACs code

N600

Module cap (Maximum number of students)

N/A

Module Availability

Semester 2

Overall student workload

Independent Study Hours: 114

Lecture Hours: 36

Assessment pattern

Assessment type Unit of assessment Weighting
Coursework ASSIGNMENT 1 - 2500 WORDS 40
Examination 2 HOURS CLOSED BOOK EXAM 60

Alternative Assessment

n/a

Prerequisites / Co-requisites

None

Module overview

This module aims to provide an introduction to Human Resource Development (HRD; including individual and organizational learning, training and development, etc.).

The module takes a broad view of ‘learning’ as encompassing both individual and organizational (i.e. collective) processes, and explores these issues from a variety of perspectives through the use of examples from academic research and business and organisational practice.

The position adopted in this module is that:


learning is an important source of competitive advantage for business organizations;
the quantitative and qualitative benefits of HRD for individuals, organisations, and wider society can be significant;
being able to manage the processes of individual and organizational learning and development is key business capability in the information age and the knowledge economy;


HRD is an essential part of both Human Resource (HR) managers’ and general managers’ roles, therefore for you, as a student of HRM, an understanding of HRD is a vital aspect of your professional HR education.

Module aims

what HRD is and how it relates to other organisational processes and systems such as learning, HRM, labour, strategy, etc.;

how HRD can be planned and implemented effectively;

how HRD's impact on individual employees and on organizations can be assessed;

the significance of HRD for individual, organisational and economic development, change and transformation;

some of the emerging and problematic issues in HRD.

Learning outcomes

Attributes Developed
Explain the context within which HRD operates. K
Explain the relationship between HRD and HRM. K
Explain the role of Strategic HRD in organisational change and development. K
Explain and critically appraise learning theories and describe their application in HRD. K
Describe and explain the HRD cycle (identifying needs, planning interventions, implementation and evaluation). K
Describe, explain and critically appraise the application of a range of HRD methods. K
Describe, explain and critically appraise approaches to and methods of evaluating HRD. K
Integrate their understanding of HRD with issues of organizational context in order to be able to apply HRD as a strategic and operational tool. C
Describe, explain and critically appraise the processes of learning and development in order to apply them to enhance individual and organizational performance. C
Integrate learning theories and models of HRD in order to maximize organisational effectiveness. C
Design a framework for the identification of learning needs and establish how to design an evaluation process that will determine if the needs are being met. C
Apply learning theory and HRD in order to improve individual and organizational performance. P
Apply learning theory and HRD in order to design realistic training and development plans. P
Design evaluation systems for HRD which will assess the effectiveness of HRD at a variety of levels. P
Design training and development T
Undertake training and development T
Plan and manage Self-development T

Attributes Developed

C - Cognitive/analytical

K - Subject knowledge

T - Transferable skills

P - Professional/Practical skills

Module content

What is Human Resource Development (HRD)? (ESS) - 


Sadler-Smith (2006) Ch.1


Individual Learning - 


Sadler-Smith (2006) Ch.3


Strategic Human Resource Development - 


Sadler-Smith (2006) Ch.2


Organizational Learning - 


Sadler-Smith (2006) Ch.5
Crossan, MM., Lane, HW., & White, RE.  (1999)  An organizational learning framework: From intuition to institution, Academy of Management Review, 24(3): 522-537.


Organizational Development and Change -


Burnes, B. (2004) Kurt Lewin and the planned approach to change: A re-appraisal, Journal of Management Studies, 41(6): 977-1002.


The Practice of HRD (1) - 



Sadler-Smith (2006) Ch.2 and 6


Salas, E. & Cannon-Bowers, JA.  (2001).  The science of training: a decade of progress, Annual Review of Psychology, 52: 471-499.



The Practice of HRD (2) -


Sadler-Smith (2006) Ch.2 and 6
Aguinis, H. & Kraiger, K.  (2009).  Benefits of training for individuals, teams, organizations and society, Annual Review of Psychology, 60: 451-474.


New Directions in HRD -


Recent developments in the field of learning which may shape the future direction of human resource development theory and practice


Investing in Human Resource Development -


Lazear & Gibbs (2008) Ch.3 or Lazear (1998) Ch.6
Blundell, R., Dearson, L., Meghir, C., & Sianesi, B. (1999). Human Capital Investment: The Returns from Education and Training to the Individual, the Firm and the Economy, Fiscal Studies, 20 (1): 1-23.

Methods of Teaching / Learning

The learning and teaching strategy is designed to:

The aims of this module are to enable students to understand the theory and practice of Human Resource Development (HRD) as it is practised in organisations. It is intended to explore the strategic importance of HRD, highlighting the relationships both with the organisation context, Human Resource Management and individual and organisational learning and performance. Students will gain an understanding of some of the key concepts, theory and applications of HRD which will enable them to understand how to facilitate the creation and acquisition of learning and knowledge within organisations. On completion of the module, participants should ultimately be able to design and implement appropriate HRD strategies in order to support organisational goals.

The learning and teaching methods include:


SurreyLearn


The Surreylearn identifies the issues within all topic areas listed in the learning outcomes and directs students to the relevant reading in the set textbooks and journal articles, and other resources.


Lectures


Lectures are used to compare, contrast and explore different theories and concepts.  Practical sessions in class are used to apply theories and concepts to case studies and scenarios.

Assessment Strategy

The assessment strategy is:


Assignment


The assignments provide an opportunity for students to expand their knowledge by more detailed research of models and theories and the application of these to particular situations. There is a particular emphasis upon the strategic nature of HRD and its application in organizational contexts.


Examination


The examination consists of three questions.  All students are required to answer question one which will focus upon their ability to apply their knowledge and understanding to a hypothetical example. The other questions will explore the other competencies. This means that students must have a sound understanding of a range of topics within the module syllabus.  All questions require the discussion of theories or concepts. Students should use theoretical models AND examples from the literature and examples of organizational practice when answering questions

Summative assessment for this module consists of:

Examination and Assignment (see above)

Formative assessment and feedback

Verbal feedback

Assignment mark will also serve a formative function

Reading list

Reading list for HUMAN RESOURCE DEVELOPMENT : http://aspire.surrey.ac.uk/modules/manm006

Programmes this module appears in

Programme Semester Classification Qualifying conditions
Business and Retail Management MBus 2 Optional A weighted aggregate mark of 50% is required to pass the module
Human Resources Management MSc 2 Compulsory A weighted aggregate mark of 50% is required to pass the module
Occupational and Organizational Psychology MSc 2 Compulsory A weighted aggregate mark of 50% is required to pass the module
Business Management MBus 2 Optional A weighted aggregate mark of 50% is required to pass the module
Business Management (Entrepreneurship) MBus 2 Optional A weighted aggregate mark of 50% is required to pass the module
Business Management (HRM) MBus 2 Optional A weighted aggregate mark of 50% is required to pass the module

Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2017/8 academic year.