4B002E - Managing People: Harnessing HRM 01 Sep 2026 - 31 Aug 2032 | Version 1

Associated Module Information

Module Code: 4B002E
Module Title: Managing People: Harnessing HRM
Faculty: Faculty of Business and Creative Industries
Faculty Group: Business Management
Faculty Sub Group: Business Management
Module Leader: Kevin Brown
Module Team: Karl Greenhough, Shehla Khan, Liam Newton, Jayde Howard
First Intended Intake: SEP 2026 Final Year of Intake: 2031
Date Closed:
Credit Value: 30 Credit Level: 4
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 1
Valid From 01 Sep 2026
Valid To 31 Aug 2032

Module Aims

The main aims of the module are: 

  • Integrate theory and practice:?Enable students to use foundational and critical perspectives to diagnose people-management issues and design defensible interventions. 

 

  • Build evidence-led, ethical judgement:?Develop disciplined enquiry (question design, source triangulation, bias awareness) and responsible use of AI for ideation, rehearsal and reflection. 

 

  • Communicate for impact:?Strengthen professional courage, influence and collaboration through authentic tasks (briefing paper, viva-style hearing, negotiated commitments) aligned to real stakeholder needs. 

Content Summary

This module focuses on the most important and unpredictable element of any business: its people. Students will critically explore how work and management have evolved: from the rigid hierarchies of the factory system to the fragmented realities of the gig economy and the invisible realm of ghost work that powers today’s digital platforms. 

 

Throughout, students will grapple with the question: “Have we really travelled that far?” Are modern workplaces more ethical and humane than those at the dawn of the industrial revolution, or do today’s practices simply echo old patterns of control and exploitation, repackaged through new technologies? 

 

Students will examine the ethical implications of managing people for profit, recognising that decisions made in the boardroom reverberate beyond the workplace, shaping lives, communities, and society. Concepts such as aesthetic labour and emotional work will highlight how workers are required to commodify their appearance, personality, and emotions, raising challenging questions about dignity, wellbeing, and justice. 

 

With insights from the trade union movement, supported by contributions from UCU, and the Chartered Institute for Personal and Development (CIPD) students will engage in case studies, AI-augmented reflection, and Socratic questioning to evaluate how ethical, inclusive, and sustainable practices can be developed to shape the future of work. 

 

Learning is deliberately?dialogic and applied: students conduct structured interviews with AI-personas of key theorists to surface assumptions, then?triangulate?all claims using credible sources (AI for ideation, not citation). Weekly activities build questioning skill, evidence discipline, and ethical judgement (bias-checks across tools, negotiation simulations, futures wheels). Assessment culminates in a concise?People Charter?and an in-class?Hearing?(viva) where students defend decisions before a stakeholder panel, translating theory into action. By the end, learners can diagnose people problems, justify interventions with evidence, and communicate persuasively and responsibly in professional settings. 

 

Positioned between core business fundamentals and their first entrepreneurial project, this module ensures students appreciate that every business challenge is, at its heart, a people challenge. 

 

Learning and Teaching Methods

Activity Type Hours
Lectures 6
Practical Classes and Workshops 50
Groupwork 50
Guided Study 114
Formative Assessment 20
Summative Assessment 60
Total Hours Selected 300

Learning Outcomes

# Learning Outcome
LO1 Describe and explain the historical development of work and management, from industrial systems to gig and ghost economies, and interpret how these changes influence contemporary people practices, organisational performance, and sustainability.
LO2 Recognise and discuss the ethical and societal implications of people management decisions, including issues such as aesthetic labour, emotional work, and digital exploitation, and identify how inclusive and sustainable practices can

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio 1 Oral (team):20 minutes per team (10-min delivery incl. 60-sec pitch + 10-min panel Q&A). Written: 1,250 words 20 1250 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio 1

Reading List

Essential 

Chatfield, T. (2018) Critical thinking: your guide to effective argument, successful analysis & independent study. California: Sage. 

Bloodworth, J. (2018) Hired: six months undercover in low-wage Britain. London: Atlantic Books. 

Erickson, M. Bradley, H. Williams, S and Stephenson, C. (2009) Business in Society: People, Work and Organizations. Cambridge: Polity Press. 

Grey, C. (2013) A very short, fairly interesting and reasonably cheap book about studying organizations (3rd ed.) London: Sage 

Kesslar, S. (2018) Gigged: the gig economy, the end of the job and the future of work. London: Cornerstone. 

Sutton, A. (2018) People, Management & Organisations. London: Palgrave.