Full Module Title: Financial and Human Resource Management in Organisations

Transcription

1 Full Module Title: Financial and Human Resource Management in Organisations Short Module Title: FINHR Module Code: BBUS501 Module Level: 5 Academic credit weighting: 15 School: Westminster Business School Department: AFG and HRM Length: 1 semester Module Leader: Dr Petar Sudar e.mail: sudarp@wmin.ac.uk Site: Marylebone Host course: BA Business Management Status: Relevant course titles / pathways: N / A Subject Board: AFG Pre-requisites: BBUS403 Financial Information or equivalent Co-requisites: None Assessment: In-module class based mid-term test (50%) and end-of-module in-class test (50%) Special features: Specialist staff will lead seminars for the specific disciplines of HRM and Management Accounting Access restrictions: Level 5 1

2 Full Module Title: Financial and Human Resource Management in Organisations Short Module Title: FINHR Module Code: BBUS501 Credit Level: 5 Credit Value: 15 Length: 1 semester School and Department: Westminster Business School Accounting, Finance and Governance (AFG), and Human Resource Management (HRM) Departments Module Leader: Dr Petar Sudar Extension: sudarp@wmin.ac.uk Host course: BA Business Management Status: Core Subject Board: AFG Pre-requisites: BBUS403 Financial Information or equivalent Co-requisites: None Assessment: In-module class based mid-term test (50%) and end-of-module in-class test (50%) Special features: Specialist staff will lead seminars for the specific disciplines of HRM and Management Accounting Access restrictions: Level 5 Summary of Module content: The module introduces students to the challenges of defining goals and assessing effectiveness in organisations, control and performance measurement and organisational and financial planning. Human Resource Management (HRM) models of assessment as well as accounting tools such as budgets used by managers to plan and control, and influences on metrics in organisations will be critically examined. The module draws on theory and practice from both Management Accounting and Human Resource Management. Module Aims The module aims to introduce and explore both traditional and innovative approaches to managerial planning and control, performance management and evaluation of organisational effectiveness. It further aims to provide students with a comprehensive knowledge and understanding of the key concepts, principles and techniques of management accounting, resource planning, measurement and flow. The module offers the opportunity to study aspects of organisational performance from the perspectives of Human Resource Management and Management Accounting. In summary the module aims 1. to introduce students to an awareness of the contribution of Management Accounting and HRM to organisational effectiveness; 2. to demonstrate the alignment of key internal providers to the organisation s strategic goals; 3. to enable students to apply models from Management Accounting and HRM to organisational planning and control. 2

3 Learning Outcomes 1. Explore differing approaches to the use of HR Planning and measurement and be aware of limitations. 2. Analyse methods of assessing effectiveness and performance in organisations, such as performance appraisal, Kaplan and Norton (1994) Balanced Scorecard, models of HRM practice and outcomes. 3. Discuss and critically evaluate ways of assessing the contribution of HRM and People Management to organisational effectiveness via the recognized models including Return on Investment. 4. Evaluate organisation s budgeting practices to appreciate the principles that underlie the use of budgets in organisational and financial planning and control. 5. Understand and use a variety of approaches to budgeting and performance measurement including residual income. 6. Understand the fundamentals of standard costing, variance analysis, responsibility accounting and transfer pricing. 7. Discuss and critically evaluate ways of assessing the contribution of management accounting, and human resource management to organisational effectiveness. Indicative Syllabus Content HRM and HR flow through organisations. Appraisals, the Balanced Scorecard and reward management. The psychological contract. Organisational Citizen Behaviour and dysfunctional behaviour with the disciplinary pyramid. The evolution of organisational and budgetary control, budgetary planning, flexible budgets, standard costing and variance analysis, responsibility accounting, return on investment and residual income, transfer pricing and the concept of beyond budgeting. The interface of de-centralisation, business partnering and performance management and measurement will be explored via both areas. Teaching and Learning Methods The module will be taught by a mixed disciplinary team with HRM elements delivered by HRM staff and management accounting elements delivered by AFG staff. Sessions will feature overview lectures to introduce key concepts with seminar / class discussion of exercises, case studies and literature to illustrate and evaluate the concepts and ideas introduced. Independent autonomous learning is expected from students at this level. Individual study is essential to extend awareness and knowledge. Wide and reflective reading is crucial for understanding on this module. Assessment Rationale The assessments are designed to support students in developing their understanding of the contribution of management accounting and HRM to organisational effectiveness, ensure they develop the ability to apply a range of techniques and models in order to develop appropriate solutions to organisational problems and gain the ability to critically evaluate applicable techniques and models. A combination of multiple choice questions and broader questions requiring written answers will enable the testing of both breadth and depth of learning. For each test, the multiple choice questions will account for up to 50% of the marks and the balance of marks will be for written answers to broader questions. 3

4 Assessment Criteria Students will be assessed on - the depth and range of knowledge of the fundamental ideas and concepts underpinning the syllabus; - the understanding of relevant models and their application; - the ability to develop solutions and communicate findings; - the ability to apply a variety of appropriate techniques within an organisational context; - an appreciation of the overview of organisational effectiveness as contributed to by the internal providers of management accounting and HRM. Assessment Methods and Weightings In-module class based mid-term test with 50% weighting End-of-module in-class test with 50% weighting Assessment Description Weighting Learning Outcomes Individual 1. In-module class based mid-term test 50% 1, 2, 3, and 7 Individual 2. End-of-module in-class test 50% 4, 5, 6 and 7 The in-module assessment will focus on human resource management aspects of the syllabus and the end-of module assessment will assess mainly the management accounting learning outcomes. The end-of-module assessment will include significant deployment of numerical analysis while also drawing on some elements of interface between the HRM and management accounting disciplines (mainly on the behavioural aspects of management systems). Sources Core text (available from the Marylebone Bookshop only): Financial and Human Resource Management in Organisations - Custom Reader for Westminster, McGraw Hill ISBN: Publication Date: August 2013 Essential Reading: HRM Porter, C, Bingham, C., and Simmonds, D. (2008) Exploring Human Resource Management, McGraw Hill Armstrong, M. (2009) Armstrong s Handbook of Human Resource Management Practice (11 th edn.), Kogan Page, London Beardwell, I. and Holden, L. (2007) Human Resource Management (5 th edn.), Torrington, Hall and Taylor Bloisi, W. (2007) Management and Organisational Behaviour (2 nd European edn.), McGraw Hill Johnson G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy (8 th edn.), Pearson Education 4

5 Management Accounting Seal, W. (2011) Management Accounting for Business Decisions, McGraw Hill Seal, W., Garrison, R. & Noreen, E. (2011) Management Accounting (4 th edn.), McGraw Hill Atrill, P. and McLaney, E. (2012) Management Accounting for Decision Makers. (7 th edn.), FT Prentice Hall Gowthorpe, C. (2008) Management Accounting, Cengage Learning Weetman, P. (2010) Management Accounting (2 nd edn.), FT Prentice Hall Proctor, R. (2012) Managerial Accounting: Decision Making and Performance Improvement (4th edn.), FT Prentice Hall Classic Journal Articles (HRM and Management Accounting): Cameron, K. (1980) Critical Questions in Assessing Organizational Effectiveness, Organizational Dynamics, Autumn, pp Kaplan, R. S. and Norton, D. P. (1992) The Balanced Scorecard - Measures That Drive Performance, Harvard Business Review, Jan - Feb, pp 71-9 Additional Reading: HRM Bratton, J., Callinan M., Forshaw, C., Sawchuck, P. (2007) Work and Organizational Behaviour, Palgrave Macmillan Capon, C. (2000) Understanding Organisational Context, FT Prentice Hall DeCenzo, D. A. and Robbins, S.A. (2005) Fundamentals of Human Resource Management, John Wiley International Maund, L. (2001) An Introduction to Human Resource Management, Theory and Practice, Palgrave McKenna, E. (2006) Business Psychology and Organisational Behaviour (4 th edn.), Psychology Press McShane, S. L. and Von Glinow, M. A. (2007) Organizational Behavior, McGraw-Hill Irwin Pinnington, A. and Edwards, T. (2000) Introduction to Human Resource Management, Oxford University Press Robbins, S. P. (2005) Organizational Behaviour (11 th international edn.), Prentice Hall Rollinson, D. (2008) Organisational Behaviour and Analysis, An Integrated Approach (4 th edn.), Harlow, Prentice Hall Ulrich, D. (1996) Human Resource Champions, Harvard Business School Press Wilson, T. J. (2002) Organising and Managing Work, Prentice Hall Useful Journal List: HRM Academy of Management Journal British Journal of Industrial Relations British Journal of Management Employee Relations Employment Review European Journal of Innovation Management Harvard Business Review Human Resource Management Journal 5

6 International Journal of Career Management International Journal of Human Resource Management International Journal of Manpower International Journal of Public Sector Management Journal of Applied Behavioural Science Journal of Applied Psychology Journal of Business Ethics Journal of Change Management Journal of Education for Business Journal of European Industrial Training Journal of Labour Research Journal of Management Development Journal of Management Studies Journal of Managerial Issues Journal of Managerial Psychology Journal of Occupational and Organizational Psychology Journal of Organizational Behaviour Journal of Organizational Change Management Journal of Organizational Culture Communications and Conflict Journal of Workplace Learning Leadership and Organizational Development Journal Leadership and Organizational Development Journal Leadership Quarterly Psychologist (British Psychological Society) Training Strategies for Tomorrow Management Accounting British Accounting Review European Accounting Review Management Accounting Research Harvard Business Review Journal of Business Ethics Study Guides: Blaxter, L. Hughes, C. and Tight, M. (2006) How to Research (3 rd edn.), OUP Cottrell, S. (2008) The Study Skills Handbook (3 rd edn.), Palgrave Macmillan. McMillan, K. and Weyers, J. (2006) The Smarter Student, Study Skills and Strategies for Success at University, Prentice Hall Additional Learning Resources: The computer based learning resource is EQL Understand Management Accounting. Students are required to work through this package called Understand Management Accounting in the campus computer labs / via the Blackboard site. Useful articles and exercises will be posted on the Blackboard site as the module progresses and students are expected to review and analyse these to inform their learning. 6

7 Date of initial Validation: 2010 Dates of CASG approved modifications: Date of re-validation / review: 7