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 | ✔ | ✔ | |