Learning Outcomes Content Assessment Criteria for Pass

LO1 Understand the different perspectives of human resource management

The different perspectives of human resource management (HRM): ‘soft’ and ‘hard’ human resource management, ‘loose’ and ‘tight’ human resource management ; models of Guest and Storey differences between HRM and IR and personnel practices; strategic approaches to HRM

1.1 explain Guest’s model of HRM

1.2 compare the differences between Storey’s definitions of HRM, personnel and IR practices

1.3 assess the implications for line managers and employees of developing a strategic approach to HRM

LO2 Understand ways of developing flexibility within the workplace

Flexible working models: the core and periphery workforce model (Atkinson 1984); Handy’s (1989) Shamrock

Organisation

Types of flexibility: eg numerical, functional, temporal, locational, financial

Flexible working methods: eg employment of part-time and temporary staff, teleworking, homeworking, job sharing, zero hours contracts, annual hours, staggered hours, compressed hours

Labour market and the need for flexibility: labour market demographics, employment statistics, local, regional and national labour markets and the growing recognition of the importance of work-life balance

2.1 explain how a model of flexibility might be applied in practice

2.2 discuss the types of flexibility which may be developed by an organisation

2.3 assess the use of flexible working practices from both the employee and the employer perspective

2.4 discuss the impact that changes in the labour market have had on flexible working practices

LO3 Understand the impact of equal opportunities in the workplace

Discrimination in employment: forms of discrimination, eg gender, ethnicity, religion, disability, age, sexual orientation, education

The legislative framework: direct and indirect discrimination; current legislation and proposed changes to the law eg age

Equal opportunities in employment: equal opportunities practices and initiatives in the workplace including initiatives such as Opportunity 2000 and positive action approaches, codes of practice, implementing policy, training within the law and monitoring; the move from equal opportunities to managing diversity

3.1 explain the forms of discrimination that can take place in the workplace

3.2 discuss the practical implications of equal opportunities legislation for an organisation

3.2 compare the approaches to managing equal opportunities and managing diversity

LO4 Understand approaches to human resources practices in organisations

Performance management: the role, purpose and types of appraisal, 360 degree feedback, the skills of carrying out appraisals and giving feedback, the link of appraisals to reward management

Counselling and employee welfare: the traditional welfare function – occupational health practices and policies, the management of ill health at work, costs and absenteeism, accidents at work (statistics), ergonomics, alcohol and drug abuse, HIV and AIDS, stress and stress management, workplace counselling

Health and safety legislation: Health and Safety at Work Act (1974) and the role of the Health and Safety Commission, European Community Directives eg Working Time Regulations (1998), Parental Leave (2009)

Other topical issues: e-recruitment, e-learning, flexible benefits, work-life balance, employee voice, changes to pension schemes

4.1 compare different methods of performance management

4.2 assess the approaches to the practice of managing employee welfare in a selected organisation

4.3 discuss the implications of health and safety legislation on human resources practices

4.4 evaluate the impact of one topical issue on human resources practices