HR3SX4 - Employee Engagement: Rhetoric's and Realities 01 Sep 2019 - 31 Aug 2027 | Version 2
Associated Module Information
| Module Code: | HR3SX4 | ||
|---|---|---|---|
| Module Title: | Employee Engagement: Rhetoric's and Realities | ||
| Faculty: | Faculty of Business and Creative Industries | ||
| Faculty Group: | Professional Development | ||
| Faculty Sub Group: | Professional Development | ||
| Module Leader: | Linda Hamweemba, Davina Evans | ||
| Module Team: | Rebecca Brittain, Adam Poole, Kevin Brown, Shehla Khan, Karl Greenhough, Tiru Madahar, Christine Esposito | ||
| First Intended Intake: | SEP 2019 | Final Year of Intake: | |
| Date Closed: | |||
| Credit Value: | 20 | Credit Level: | 6 |
| Language: | English | ||
| Percentage of Module Taught in Welsh: | 0 | ||
| Equivalent Module: | |||
| HECOS codes: | |||
| HECOS Code Weighting: | |||
Document Version Information
| Version | 2 |
|---|---|
| Valid From | 01 Sep 2019 |
| Valid To | 31 Aug 2027 |
Module Aims
The principal aim of this module is to engage the students in the debate surrounding the rhetoric’s and realities of employee engagement.
This module provides students with a broad understanding of what is meant by employee engagement. It also draws attention to the relationship between this and other HR concepts and theories covered in other modules on the course.
Employees who have good quality jobs and are managed well will not only be happier, healthier and more fulfilled, but are also more likely to drive productivity, better products or services, and innovation. This mutual gain view of motivation and people management lies at the heart of employee engagement, if the rhetoric is to be believed. However, academics, consultants, and leaders have been grappling with the question what is ‘employee engagement’ for decades. Their working definitions range from the simple (“discretionary effort”) to the mind-bending (“complex nomological network encompassing trait, state, and behavioural constructs”).
The murkiness is a problem, because there are still signs that engagement — whatever it is — needs to be managed.
Content Summary
Through a series of case-based sessions and lectures the module covers the components of employee engagement and the processes through which high levels of engagement can be secured and sustained within an organisation; with special reference to the comprehensive application of human resources policies, strategies and practices.
The module also introduces the learner to the principles of and applications for high-performance working, adopting a critical perspective of the material in order to explore contesting viewpoints of employee engagement.
This holistic ‘case based’ approach to understanding engagement will yield more-detailed insights into what makes people stick around and do their best work. Instead of viewing engagement in terms of merely low, medium, and high, students will develop an understanding of how employees perceive their employers, how that perception relates to their behaviour, and in aggregate, how those factors drive bottom-line performance.
Typical delivery will cover the following areas:
- Workplace communication.
- Motivation, job satisfaction and job involvement.
- Positive and negative employee behaviours, attitudes.
- Philosophies of happiness and emotion at work.
- Trust and the psychological contract.
- Influence and power.
- Performance and high performance working.
- Social theory and employee socialisation.
- Sustainable leadership.
- Conducive approaches to leadership - servant leadership, distributed leadership and followership.
- International issues in employee engagement and the cultural dimension.
- Contemporary and emerging themes in employee engagement.
This module is mapped to the following CIPD unit(s):
5EEGv2 Employee Engagement
Learning and Teaching Methods
| Activity Type | Hours |
|---|---|
| Lecture | 10 |
| Seminar | 20 |
| Practical classes and workshops | 10 |
| Independent Study | 110 |
| Directed Study | 40 |
| Formative Assessment - Independent | 2 |
| Groupwork | 8 |
| Total Hours Selected | 200 |
Learning Outcomes
| # | Learning Outcome |
|---|---|
| LO1 | Evaluate the application of theoretical concepts and frameworks in the lexicon of employee engagement and contribution to performance, commitment and well-being within 21st century organisations both locally and globally. |
| LO2 | Assess the future role of HR in the sustainable implementation of employee engagement, including the identification of present and future barriers to acceptance of employee engagement and generate suggestions to overcome any barriers. |
Module Requisites
N/A
Assessment Criteria
| Assessment Category | Assessment Type | Description | Duration | Word Count | Weight (%) | Best of? | Pass Mark |
|---|---|---|---|---|---|---|---|
| Set Exercise - Time Constrained (EX) | Classroom Test Time Constrained (EX) 1 | Book/paper review | 120 | N/A | 40 | No | 40 |
| Practical Assessment (CW) | Poster Presentation 1 | Concept map with annotated bibliography | 0 | 3600 | 60 | No | 40 |
Assessment Matrix
| Assessment Type | Learning Outcomes | ||
|---|---|---|---|
| LO1 | LO2 | ||
| Classroom Test Time Constrained (EX) 1 | ✔ | ✔ | |
| Poster Presentation 1 | ✔ | ✔ | |