Human Resource Management

This module has been designed for current airport employees in junior to senior management positions. It will establish how leadership and management of people is essential for all who are responsible for organisational success and that Human Resource Management (HRM), is a fundamental part of airport management strategy.

This module will enable you to:

• Understand HRM and how it supports business strategy, and the role of the Line Manager in HRM
• Identify the importance of integrating Human Resource (HR) processes to reflect the business model of the organisation
• Identify and apply the key HR concepts and processes.

Content Outline:

• HRM in the twenty first century
• Current developments in academic thinking on people management
• Leadership models and theories
• Recruitment and selection: process and methodologies
• Performance Management as a business tool
• Strategic Reward to support the business model
• The manager’s role in Learning and Development
• Employee Engagement: how to develop and measure it
• Change Management: theory and practice.

Who is it for?

Anyone interested in the “people” aspect of any organisation. Essential for anyone aiming to take on a people management role.

Timetable

• Monday 18th to Wednesday 20th March 2024
• 9am - 5pm Monday and Tuesday, and 9am - 1pm Wednesday.

Benefits

• Understand HRM and how it supports business strategy, and the role of the Line Manager in HRM
• Identify the importance of integrating Human Resource (HR) processes to reflect the business model of the organisation
• Identify and apply the key HR concepts and processes.

Knowledge and understanding

• Implement established principles of HRM to problems in a broad and detailed
  manner and to reach justified conclusions or judgements.
• Research and apply key HRM processes (recruitment and selection,
  performance management, employee engagement reward and development)
  within an airport environment
• Formulate the role of the Line Manager in the implementation of HRM within
  airport domain.
• Critically analyse current issues, research and implementation. In particular,
  you will verify how HRM impacts on the success of an airport organisation.

Skills

• Evaluate, apply and synthesise information to understand HRM within an
  airport environment
• Formulate and test concepts and hypotheses using a range of materials with
  limited guidance, on defined problems
• Develop the HR strategy for an airport
• Apply the concepts of leadership and motivation to management within an
  airport environment
• Demonstrate effective written and oral skills
• Work independently or as part of a team.

Values and attitudes

• Explore the importance of the issues of culture within an airport organisation
• Promote and discuss the principle that people are an organisation’s most
  valuable asset
• Critically analyse the inherent societal challenges in the belief that it is the Line
• Manager’s responsibility to implement HRM.

A variety of learning and teaching methodologies will be used including: self-study, group work, live case studies, personalised questionnaires, self-reflection, and peer review. A key resource is the module website, which provides numerous interactivities between Lecturer and fellow students, as well as a host of resources for the self-study on the subject.

You will be encouraged to contribute to the module through active participation in the classroom setting. You will be asked to relate to and draw upon your own experience and to share this with others. During the module you will be given numerous opportunities to present to the rest of the group and all presentations, based on individual or group work, will be in a simulated management environment.

There is no assessment or coursework with this CPD. Students will be asked to submit a reflective journal about the topics covered and will receive a certificate of participation.

This course is provided by the School of Science & Technology.

There is no prior knowledge to this course..

English requirements

For those students whose first language is not English the following qualification is also required:

• IELTS: 7.0

• Armstrong, M. and Taylor, S. (2014). Armstrong's handbook of human resource
  management practice, 13th edition. London: Kogan Page.
• Dupuy, F. (n.d.). Sharing Knowledge: The Why and of Organisational Change
  Sirota, D., Mischkind, L. and Meltzer, M. (2005). The enthusiastic employee.
• Indianapolis, IN: Wharton School Pub.
• Kotter, J. (2012). Leading change. Boston, Mass.: Harvard Business School Press