Topics covered

  • The employment relationship 
  • Look at five aspects of the question, "What is the relationship between strategy and human resource management?" 
  • SWOT analysis
  • Flexibility, versatility and variety 
  • The organisational perspective on high commitment management
  • Practical aspects of organisation commitment and employee responses.
  • Employee voice 
  • The rise of non-union workplaces 
  • The UK public sector 
  • Participation and involvement 
  • Recruitment 
  • The nature of performance management
  • Gender and gender divisions
  • International human resource management (IHRM) and cross-cultural management 
  • How multinational corporations (MNCs) have come to dominate
  • The UK labour market 
  • Politics and the law 

Learning outcomes

By the end of this module students should be able to:

  • Understand the implications of changes in the labour market, organisational structures and political regulation for human resource management policy choices
  • Demonstrate a detailed understanding of the major analytical concepts and models in human resource management
  • Distinguish trends in employee management in a range of workplaces, including unionised, non-union and public sector organisations
  • Explain the rationale for a range of specific HRM policies and practices, such as recruitment and selection, appraisal and rewards, high commitment and high performance management, international human resource management and gender equity
  • Assess the problems associated with the design and implementation of HRM policies and practices, as well as their impact on employees
  • Develop written work that relies upon theory and evidence
  • Offer a reasoned and critical argument in seminars
  • Participate in group discussion and debates


This module is assessed by a three hour unseen written examination.

Essential reading

  • Human Resource Management: Rhetorics and Realities (Legge)