7B015E - Managing People in Practice 01 Sep 2026 - 31 Aug 2032 | Version 0

Associated Module Information

Module Code: 7B015E
Module Title: Managing People in Practice
Faculty: Faculty of Business and Creative Industries
Faculty Group: Business Management
Faculty Sub Group: Business Management
Module Leader: Shehla Khan
Module Team: Sian Jenkins, Kevin Brown, Tiru Madahar, Karl Greenhough
First Intended Intake: SEP 2026 Final Year of Intake: 2031
Date Closed:
Credit Value: 30 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100085 - human resource management
HECOS Code Weighting: 100

Document Version Information

Version 0
Valid From 01 Sep 2026
Valid To 31 Aug 2032

Module Aims

The main aims of the module are:

·         To develop an integrated and critical understanding of the core HRM functions: resourcing, performance, reward, development, and engagement and their interdependence in shaping organisational success.

·         To enable students to analyse and design HR practices that are evidence-based, inclusive, and aligned with strategic, ethical, and sustainability imperatives.

·         To cultivate the ability to think systemically and act professionally, bridging theoretical knowledge with applied capability in preparation for complex, real-world challenges in later modules.

Content Summary

Managing People in Practice develops a critical, integrated view of the employee lifecycle: attract and select, onboard, develop, perform, reward, engage, progress and exit and how core HRM functions (recruitment and selection, learning and development, performance management, reward and engagement) contribute to organisational outcomes.

 

Positioned as the programme’s practice pivot, the module consolidates theory from Strategic People Management and analytics from Digital HRM & People Analytics. Students apply these tools to real operating contexts, working with the constraints and trade-offs of live systems.

 

A practical coaching strand runs through lifecycle moments where development and behaviour change matter (performance, career, wellbeing, team effectiveness). Students practise goal setting, contracting, questioning and evaluation with clear ethical and legal boundaries, and learn when coaching is not appropriate (e.g., ER investigations).

 

Through contemporary debates and case analysis, learners critique how people practices shape performance, inclusion and sustainability. Using High-Performance Work Systems, Social Exchange Theory and Design Thinking, they redesign lifecycle touchpoints to create value for both organisations and employees.

 

By the end, students can design, test and justify ethical, evidence-based HR solutions that integrate recruitment, L&D, performance, reward and engagement across the lifecycle, translating insight into action and contributing to strategic organisational goals.

Learning and Teaching Methods

Activity Type Hours
Guided Study 10.5
Summative Assessment 60
Scheduled Learning and Teaching 56
Independent Study and self-directed learning 173.5
Total Hours Selected 116

Learning Outcomes

# Learning Outcome
LO1 Critically analyse and integrate core HRM practices across the employee lifecycle (attract and select, onboard, develop, perform, reward, engage, progress and exit) to design ethical, inclusive and evidence-based solutions that create organisational and social value.
LO2 Apply people-practice methods to design and deliver proportionate interventions across recruitment, learning and development, performance, reward and engagement, selecting and adapting coaching approaches (goal setting, contracting, evaluation) where appropriate and evidencing impact.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio 1 Portfolio (practice-based) with oral defence (Student choice): Choose one lifecycle topic (R&S, Performance & Feedback, Reward & Engagement, or L&D/Inclusion) and one medium: • Route A: Practice Portfolio (report + reflection + viva) • Route B: Consultancy Dossier + 10-min briefing (+5 Q&A) + viva • Route C: Practice Toolkit & 12–15 min screencast + viva All routes include a Coaching Plan (model–context fit, contracting, success measures, review cadence) and a short viva/oral defence. 0 5000 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio 1 ✔ ✔

Reading List

Managing People in Practice – Indicative Reading

The readings and chapters listed below represent the core and supplementary texts that underpin the learning outcomes and week-to-week themes of this module. To ensure structured engagement and equitable access, specific readings from these sources will be curated and distributed through the Talis Aspire reading list, accessible via Blackboard.

Each week’s Talis list will align directly with the lecture and workshop content, indicating essential and recommended chapters or journal articles for preparatory, in-class, and reflective study. This approach supports progressive learning, ensuring students can engage with materials in a manageable, focused, and contextually relevant way throughout the block.

Core Texts - Essential Reading

·         Armstrong, M. (2017) Armstrong on reinventing performance management: Building a culture of continuous improvement. London: Kogan Page.

·         Armstrong, M. (2021) Armstrong’s handbook of performance management: An evidence-based guide to performance leadership. 7th edn. London: Kogan Page.

·         Armstrong, M. (2023) Armstrong’s Handbook of Learning and Development: A Guide to the Theory and Practice of L&D. London: Kogan Page.

·         Armstrong, M. (2023) Armstrong’s Handbook of Strategic Human Resource Management. 8th ed. London: Kogan Page.

·         Armstrong, M. (2024) Armstrong’s Handbook of Human Resource Management Practice. 17th ed. London: Kogan Page.

·         Ashdown, L. (2018) Performance management: A practical introduction. London: Kogan Page.

·         CIPD (2022) Resource and Talent Development. London: Chartered Institute of Personnel and Development.

·         CIPD (2023) Human Resource Management at Work. London: Chartered Institute of Personnel and Development.

·         CIPD (2023) Learning and Development in Practice. London: Chartered Institute of Personnel and Development.

·         CIPD (2023) Strategic Learning and Development Practice. London: Chartered Institute of Personnel and Development.

·         Hutchinson, S. (2013) Performance management: Theory and practice. London: Chartered Institute of Personnel and Development (CIPD).

Supplementary Reading