1. 1 Human Resource Management 2 Review of the course

2. 2 Objectives Summarise the course Suggestions for revision Explain the structure of the exam and the types of questions Set expectations for the examination

3. 3 Course design and method Core of the course: 3 sections of 3 weeks each Selection, performance management, negotiating and bargaining Set these practices within their wider organisational context Method: establish the theoretical context, engage in a practical activity, review that practice Learning: draw together theory and practice

4. 4 Week 1: the course in its organisational context: objectives Identify the links between HR practices and organisational performance Understand the difference between HR strategy, practice and implementation Recognise the key role of line (and HR) managers skills in the implementation of HR practices Identify the some of the key line manager skills involved in implementing HR practices – especially in face-to-face interactions

5. 5 Weeks 2, 3 and 4: Selection interviewing: objectives Place selection techniques within their wider organisational context: best practice, best fit and best process Best process: recap the importance of face-to-face skills and types of interactions Identify the purpose of the selection interview Understand the research findings into the effectiveness of interviews Explain the key practical aspects of selection interviews –Preparation –Interview context, strategy, structure and methods Prepare for, conduct and review the practical exercise

6. 6 Weeks 5, 6 and 7: Performance Management: objectives To recall why performance management is important – in theory and practice To understand the purpose and nature of the appraisal interview in the performance management process To examine the different approaches and styles of appraisal interviews To give an opportunity to gain experience in the practical aspects of appraisal interviewing and to review this

7. 7 Weeks 8, 9 and 10: Negotiating and Bargaining: objectives Identify the different arenas within which negotiating and bargaining take place Understand the different types of negotiating processes Identify the tactics that are associated with each type of negotiating process Consider the conditions under which different negotiating processes take place Build on learning and apply this to a collective environment

8. 8 Revision Make sure you have a good set of notes – use the summary to double check Do not revise in isolation – see the links Read the text and relevant articles Test your knowledge – theory to examples and examples to theory Work deductively and inductively Draw a map of your understanding

9. 9 Structure of the exam paper 6 questions in two hours, answer three questions No compulsory questions, all equally weighted 2 questions on each of the three sections

10. 10 Types of questions Usually a descriptive/factual aspect and an analytical aspect Explicitly or implicitly double barrelled Look for key phrases – discuss, analyse, explain – do not mean describe, tell me all you know as fast as you can

11. 11 Questions from last year 1. Why do selection interviews continue to be used widely despite doubts about their predictive validity? 2. Conducting Performance Appraisal interviews is probably the most demanding and skillful activity for any manager to undertake and is dreaded by both appraisers and appraisees (Torrington et al, 2005:335). Do you agree?

12. 12 Some guidance Answer the question set and not what you have prepared Show your understanding of the issues not just your ability to remember facts Demonstrate the facility to move between theory and practice and practice and theory

13. 13 Make a good plan – allow time Plan your time carefully – ensure you have a good balance of answers Write concisely and accurately – do not waffle Refer to theory and cases Support what you are saying – use contemporary examples

14. 14 Examination Expectations Theory –Knowledge of previous research which is relevant to the question – refer explicitly to key authors Data/Evidence –Use and reference relevant information Analysis –Use the theory and the data/evidence to demonstrate understanding Refer to generic criteria for guidance

15. 15 Expectations/marking scheme Demonstrate your learning and your understanding of the theory and the practice – especially your ability to draw on the practical exercises (your own and others) Focus directly on the question (basic descriptive answers will get a low pass – incomplete descriptive answers will fail) Essential to make good use of practical examples to illustrate points (credited) Explicit references to previous research (you will get credit for this) Highlight conflicts and tensions where they exist Develop an argument which is supported by theory and evidence (illustrates higher level understanding)