Employee Resourcing

Employee Resourcing course guide

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Effective recruitment and selection, improving employee performance and reducing staff turnover are fundamental to success in modern work organizations.

They are, however, carried out in a variety of ways.

The main objective of this course is therefore to define ‘employee resourcing’ and explore how the many practices associated with employee resourcing can help support organizations meet their goals.

However, employee resourcing practices are dependent on matching existing tools with different circumstances and changing organisational environments.

As such, the main outcome for the student is to fully appreciate that there is no ‘right way’ of carrying out resourcing practices and many factors hinder the ideal of ‘professionalism’ in this professional domain.

The following web-links detail the course:

Course co-ordinator and lecturing staff

Course aims

Learning outcomes – subject and scholarship mastery

Learning outcomes – personal abilities

Course timetable

Core course reading

Course assessment

Course syllabus, schedule and core reading

Subject and essay writing resources

Additional learning resources

Download a copy of the coursework coversheet at VISION

Past Employee Resourcing exam papers

Course co-ordinator and lecturing staff

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Dr. James Richards

Room MB G42 (Mary Burton Building)

Telephone: 0131 451 3043

Email

Course aims

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The aim of Employee Resourcing course is to critically analyse:

1) The strategic mechanisms for evaluating the HRM function.

2) The strategic mechanisms for evaluating employee suitability and performance.

3) How employee resourcing is changing due to changes in the wider environment.

4) The conflict between the theory and practice of employee resourcing.

Learning outcomes – subject and scholarship mastery

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By the end of the course the student will have developed a critical understanding of:

1) The core strategic practices associated with improving employee performance.

2) The core strategic practices associated with increasing the input of the HRM function to organisational strategy.

3) The difficulty of putting theory into practice in an organisational context.

4) The difficulty of putting theory into practice in a wider context.

5) The practices used by HR practitioners to reduce employee absenteeism and turnover.

By the end of the course the student will have developed the following scholarship skills:

1) Effective analysis and argument of complex subjects and demonstrate understanding through essay writing.

2) Effective analysis and argument of complex subjects and demonstrate understanding through classroom debate.

3) Effective analysis and argument of complex subjects and demonstrate understanding through group presentations.

4) Ability to independently research in-depth one particular dimension of employee resourcing.

Learning outcomes – personal abilities

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By the end of the course the student will have developed in the following areas:

1) The CIPD’s Professional Standards on the practice of employee resourcing.

2) Presentation skills.

3) Teamworking skills.

4) Written, verbal and visual reasoning skills.

5) Time management skills.

Course timetable

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There are three hours of lectures per week for 12 weeks:

Wednesday, 11.15 a.m. to 12.15 p.m., DB 113

Friday, 1.15 p.m. to 3.15 p.m., MB G20

See SML UG timetable

Core course reading

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You are strongly advised to buy the following textbook as an accompanying guide to the course.

Taylor, S. (2008), People Resourcing (4th ed.), CIPD

The library has three copies of this book (658.3 TAY) – two on one-week loan and one on a three-hour loan.

There are earlier editions of this book available (1998 and 2005) that remain useful in most parts and are likely to be available at less cost.

Course assessment

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A successful grade in Employee Resourcing requires the satisfactory completion of two forms of assessment:

Essay: 50 per cent (submitted to Coursework Office by Friday 4 p.m. week 9) - download coversheet here through VISION.

Examination: 50 per cent (three essays from five in three hours – see past exam papers here).

All students of Employee Resourcing course must write an essay based on the following question:

“Employee resourcing is no longer a matter of recruiting and selecting new people to fit existing posts” (Price, 2004: 344).

Discuss.

The essay itself should be between 3,000 and 3,500 words (excluding notes and references) and word processed as well - see tips on essay writing.

You must also email an e-copy (Word, PDF or RTF format only) of your essay to the Module Co-ordinator.

Your e-copy will be subject to plagiarism software – feedback from Turnitin represents part of your final grade.

Please note: there is no re-sit or deferment available should you fail or be absent from the Employee Resourcing examination.

Course syllabus, schedule and core reading

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Below is a brief summary of the course syllabus, schedule and core reading.

Week 1 (Wednesday)

Course overview (Taylor - Chapter 1)

Week 1 (Friday)

The context of employee resourcing – environment, employment markets and regulation (Taylor – Chapters 2-4)

Week 2 (Wednesday and Friday)

Human resource/succession planning (Taylor – Chapters 5 and 6)

Case study: Succession planning in small, growing firms

Week 3 (Wednesday and Friday)

Job analysis and design (Taylor – Chapter 8)

Case study: Job analysis and competitive advantage

Week 4 (Wednesday and Friday)

Recruitment (Taylor – Chapters 9 and 10)

Case study: Recruiting leaders

Week 5 (Wednesday and Friday)

Conventional selection methods (Taylor – Chapter 11)

Case study: Selecting hotel staff

Week 6 (Wednesday and Friday)

Advanced selection methods (Taylor – Chapter 12)

Case study: Assessing the growth in testing

Week 7 (Wednesday and Friday)

Performance management and appraisal (Taylor – Chapters 14 and 15)

Case study: What constitutes effective employee performance?

Week 8 (Wednesday and Friday)

Absence and attendance management (Taylor – Chapter 16)

Case study: School teachers and absenteeism

Week 9 No lectures – essay writing week

Week 10 (Wednesday and Friday)

Employee turnover and retention (Taylor – Chapter 17)

Case study: Retaining highly qualified and ambitious professionals

Week 11 (Wednesday and Friday)

Measuring added value (Taylor – Chapter 20)

Case study: Developing measuring a firm’s human assets

Week 12 (Wednesday)

Course conclusions and revision

Week 12 (Friday)

Examination preparation

Subject and essay writing resources

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Below is a sample of further reading by core subject.

At the very least it represents a necessary starting point for sourcing literature for the course essay.

All material can be accessed via the university library.

The lists are by no means exhaustive and you are encouraged, under your own initiative, to locate and consult further appropriate literature to help when attending lectures, and, preparing for coursework assignment and examinations.

Context of employee resourcing – environment, employment markets and regulation

Human resource/succession planning

Job analysis and job design

Recruitment

Conventional and advanced selection methods

Performance management and performance appraisal

Absence and attendance management

Employee turnover and retention

Measuring added value

Context of employee resourcing – environment, employment markets and regulation

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Arthur, D. (2001), The Employee Recruitment And Retention Handbook, Amacon (658.311 ART – Chapter 1).

Brinkley, I., Coats, D. and Overell, S. (2007), 7 Out Of 10: Labour Under Labour 1997-2007, The Work Foundation

CIPD (2008), Understanding The Economy And Labour Market (Fact Sheet), CIPD.

CIPD (2008), Labour Market Outlook: Survey May 2008, CIPD.

Claydon, T. Thompson, A. (2007), “Human Resource Management And The Labour Market”, In: Claydon, T. and Beardwell, J. (eds.) Human Resource Management: A Contemporary Approach (5th ed.), FT, pp. 122-154 (658.3 CLA).

Harter, J., Schmidt, F. and Hayes, T. (2002), “Business-unit-level Relationship Between Employee Satisfaction, Employee Engagement And Business Outcomes: A Meta-analysis”, Journal Of Applied Psychology, Vol. 87, No. 2, pp. 268-279.

Jones, A. and Williams, L. (2005), Changing Demographics, The Work Foundation.

Lindsay, C. (2003), “A Century Of Labour Market Change: 1900 to 2000, Labour Market Trends, Vol. 111, No. 3, March, pp. 133-144.

Madouros, V. (2006), “Projections Of The UK Labour Force, 2006 to 2020, Labour Market Trends, Vol. 114, No. 1, January. pp. 13-27.

Marlow, S. (2002), “Regulating Labour Management In Small Firms”, Human Resource Management Journal, Vol. 12, No. 3, pp. 25-44 [ABSTRACT].

Pilbeam, S. and Corbridge, M. (2006), People Resourcing: Contemporary HRM In Practice, FT Prentice Hall (658.3 PIL – Chapter 1).

Salt, J. and Millar, J. (2006), “Foreign Labour In The United Kingdom: Current Patterns And Trends”, Labour Market Trends, Vol. 114, No. 10, pp.335-353.

Sturges, J. and Guest, D. (2004), “Working To Live Or Living To Work? Work Life Balance Early In The Career”, Human Resource Management Journal, Vol. 14, No. 4, pp. 5-20 [ABSTRACT].

Telfry, M. (2006), “A Double-edged Sword: Organizational Culture In Multicultural Organizations”, International Journal Of Management, Vol. 23, No. 3, pp. 563-576 [ABSTRACT].

Human resource/succession planning

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Beardwell, J. (2007), “Human Resource Planning”, In: Claydon, T. and Beardwell, J. (eds.) Human Resource Management: A Contemporary Approach (5th ed.), FT, pp. 157-187 (658.3 CLA).

Bechet, T. (2008), Strategic Staffing: A Comprehensive System For Effective Workplace Planning (2nd ed.), Amacon (on order).

Bramham, J. (1989), Human Resource Planning, Institute Of Personnel (658-3 BRA).

Bratton, J. and Gold, J. (2007), Human Resource Management: Theory And Practice (4th ed.), Palgrave (658.3 BRA – Chapter 6).

Johnson, G. and Brown, J. (2004), “Workforce Planning Not A Common Practice, IPMA-HR Study Finds”, Public Personnel Management, Vol. 33, No. 4, pp. 379-388 [ABSTRACT].

IDS (2005), “Succession Planning”, IDS HR Studies (August), IDS.

Liff, S. (2000), “Manpower Or Human Resource Planning: What’s In A Name?”, In: Bach, S. and Sisson, K., Personnel Management: A Comprehensive Guide To Theory, Blackwell, pp. 93-110 (658.3 BAC).

McBeath, G. (1992), The Handbook Of Human Resource Planning: Practical Manpower Analysis Techniques For HR Professionals, Blackwell (658. 3MCB).

Mintzberg, H. (1994) The Rise And Fall Of Strategic Planning, Prentice Hall (658.401 MIN).

Nkomo, S. (1987), “Human Resource Planning And Organization”, Strategic Management Journal, Vol. 8. pp. 387-392 [ABSTRACT].

Parker, B, and Caine, D. (1996), “Holonic Modelling: Human Resource Planning And The Two Faces Of Janus”, International Journal Of Manpower, Vo1. 17, No. 8, pp. 30-45 [ABSTRACT].

Phillips, J. and Gully, S. (2008), Strategic Staffing, Pearson (on order – Chapter 5).

Pilbeam, S. and Corbridge, M. (2006) People Resourcing: Contemporary HRM In Practice, FT Prentice Hall (658.3 PIL – Chapter 2).

Richards, J. (2007), “Aligning HR With The Business: Two Steps forward, One Step Back”, Employment Trends (2 March), pp. 6-12.

Rothwell, S. (2001), “Human Resource Planning”, In: Storey, J. (ed.), Human Resource Management: A Critical Text, Thomson, pp. 167-202 (658.3 STO).

Sinclair, A. and Robinson, D. (2003) Workforce Planning: The Wider Context, Institute For Employment Studies.

Turner, P. (2006) HR Forecasting And Planning, Jaico (658.3 TUR).

Job analysis and job design

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Arnold, J., Silvester, J., Patterson, F., Robertson, I., Cooper, C. and Burness, B. (2004), Work Psychology: Understanding Human Behaviour In The Workplace (4th ed.), FT Prentice Hall (158.7 ARN – Chapters 4 and 9).

Brannick, M., Levine, E. and Morgeson, P. (2007), Job And Work Analysis: Methods, Research And Analysis For HRM, Sage (658.306 BRA).

Butler, T. and Waldroop, J. (1999), “Job Sculpting”, Harvard Business Review, Vol. 77, No. 5, pp. 144-152 [ABSTRACT].

CIPD (2008), Smart Working: The Impact Of Work Organisation And Job Design, CIPD.

Cordery, J. and Parker, S. (2007), “Work Organization”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook of Human Resource Management, Oxford University Press, pp. 187-209 (658.3 BOX).

DeVaro, J., Li, R. and Brookshire, D. (2007), “Analysing The Job Characteristics Model: New Support From A Cross-Section Of Establishments”, International Journal Of Human Resource Management, Vol. 18, No. 6, pp. 986-1003 [ABSTRACT].

IDS (2007), “Job Evaluation”, IDS HR Studies Plus (January), IDS.

IRS (2003), “Setting The Tone: Job Description And Person Specifications, Employment Review 779, pp. 42-48.

Parker, S. and Wall, T. (1998), Job And Work Design: Organizing Work To Promote Well-being And Effectiveness, Sage (658.54 PAR).

Phillips, J. and Gully, S. (2008), Strategic Staffing, Pearson (on order – Chapter 4).

Searle, R. (2003), Selection And Recruitment: A Critical Text, Open University Press (658.311 SEA - chapter 2).

Sliddique, C. (2004), “Job Analysis: A Strategic Human Resource Management Practice”, International Journal Of Human Resource Management, Vol. 15, No. pp. 219-244 [ABSTRACT].

Wood, R. and Payne, T. (1998), Competency-based Recruitment And Selection, Wiley (658.311 WOO).

Recruitment

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Arthur, D. (2001), The Employee Recruitment And Retention Handbook, Amacon (658.311 ART – Chapters 4 to 6).

Bartram, D. (2000), “Internet Recruitment And Selection: Kissing Frogs To Find Princes”, International Journal Of Selection And Assessment, Vol. 8, No. 4. pp. 261-274 [ABSTRACT].

Carroll, M., Marchington, M., Earnshaw, J. and Taylor, S. (1999), “Recruitment In Small Firms”, Employee Relations, Vol. 21, No. 3, pp. 236-250 [ABSTRACT].

Druker, J. and Stanworth, C. (2001), “Partnerships And The Private Recruitment Industry”, Human Resource Management Journal, Vol. 11, No. 2, pp. 73-89 [ABSTRACT].

CIPD (2007), E-Recruitment (Fact Sheet), CIPD.

CIPD (2007), Recruitment (Fact Sheet), CIPD.

CIPD (2008), Recruitment, Retention and Turnover: Annual Survey Report 2008, CIPD.

Cooper, D. and Robertson, I. (2003), Recruitment And Selection: A Framework For Success, Thomson (658.311COO).

Den Hartog, D., Caley, A. and Dewe, P. (2007), “Recruiting Leaders: An Analysis Of Leadership Advertisements”, Human Resource Management Journal, Vol. 17, No.1, pp. 58-75 [ABSTRACT].

IDS (2003), “Recruitment Practices”, IDS Study 751 (June), IDS.

IDS (2005), “Recruitment And Retention”, IDS HR Studies Update (October), IDS.

IDS (2006), “Online Recruitment”, IDS Study 819 (April), IDS.

IRS (2004), “A Graphic Illustration: Getting The Best From Recruitment Ads”, Employment Review 805, pp. 42-48.

Iles, P. and Salaman, G. (2001), “Recruitment, Selection And Assessment”, In: Storey, J. (ed.), Human Resource Management: A Critical Text, Thomson, pp. 203-233 (658.3 STO).

Kersley, B., Oxenbridge, S., Dix, G., Bewley, H., Bryson, A., Forth, J. and Alpin, C. (2006), Inside the Workplace: Findings From The 2004 Workplace Employment Relations Survey, Routledge (331.0942 – Chapter 4).

Murphy, N. (2006), “Testing The Waters: Employers’ Use Of Selection Assessments”, Employment Review (4 August), pp. 42-48.

Murphy, N. (2007), “Making Recruitment More Cost Effective”, Employment Review (16 February), pp. 26-32.

Pergamon (2005) Recruitment and Selection: Management Extra, Pergamon (658.311 REC).

Pilbeam, S. and Corbridge, M. (2006), People Resourcing: Contemporary HRM In Practice, FT Prentice Hall (658.3 PIL – Chapter 6).

Roberts, G. (2005), Recruitment And Selection (2nd ed.), CIPD (658.311).

Orlitzy, M. (2007), “Recruitment Strategy”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook Of Human Resource Management, Oxford University Press, pp. 273-299 (658.3 BOX).

Parry, E. and Tyson, S. (2008), “An Analysis Of The Use And Success of Online Recruitment Methods In The UK”, Human Resource Management Journal, Vol. 18, No. 3, pp. 257-274 [ABSTRACT].

Phillips, J. and Gully, S. (2008), Strategic Staffing, Pearson (on order – Chapter 6).

Conventional and advanced selection methods

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Anderson, N. (2003), ‘Applicant And Recruiter Reactions To New Technology In Selection: A Critical Review and Agenda for Future Research,’ International Journal of Selection and Assessment, Vol. 11, No. 2-3, pp. 1468-2389 [ABSTRACT].

Anderson, N. and Herriot, P. (eds.) (1995), Assessment And selection In Organizations: Methods And Practice For Recruitment And Appraisal, Wiley (658.311 AND).

Anderson, N. and Herriot, P. (eds.) (1997), International Handbook Of Selection And Assessment, Wiley (658.311 AND).

Arnold, J., Silvester, J., Patterson, F., Robertson, I., Cooper, C. and Burness, B. (2004), Work Psychology: Understanding Human Behaviour In The Workplace (4th ed.), FT Prentice Hall (158.7 ARN – Chapter 5).

Bozionelos, N. (2005), “When The Inferior Candidate Is Offered The Job: The Selection Interview As A Political And Power Game”, Human Relations, Vol. 58, No. 12, pp. 1605-1631 [ABSTRACT].

Cook, M. (2004), Personnel Selection: Adding Value Through People, Wiley (658.311 COO).

Cooper, D. and Robertson, I. (2003), Recruitment And Selection: A Framework for Success, Thomson (658.311COO).

IDS (2004), “Psychometric Tests”, IDS HR Studies Plus (March), IDS.

IDS (2005), “Assessment Centres”, IDS HR Studies (June), IDS.

Iles, P. (1999), Managing Staff Selection and Assessment, Open University Press (658.3112 ILE).

Iles, P. and Salaman, G. (2001), “Recruitment, Selection And Assessment”, In: Storey, J. (ed.), Human Resource Management: A Critical Text, Thomson, pp. 203-233 (658.3 STO).

Levashina, J. and Campion, M. (2006), “A Model Of Faking Likelihood In The Employment Interview”, International Journal Of Selection And Assessment, Vo. 14, No. 4, pp. 299-316 [ABSTRACT].

Lievens, F., Van Dam, K. and Anderson, N. (2002), “Recent Challenges And Trends In Personnel Selection”, Personnel Review, Vol. 31, No. 5, pp. 580-601 [ABSTRACT].

Newell, S. (2004), “Assessment, Selection And Evaluation”, In: Leopold, J., Harris, L. and Watson, T., (eds.) The Strategic Management Of Human Resources, FT Prentice Hall, pp. 140-177 (on order).

Pergamon (2005), Recruitment And Selection: Management Extra, Pergamon (658.311 REC).

Phillips, J. and Gully, S. (2008), Strategic Staffing, Pearson (on order – Chapters 8-11).

Pilbeam, S. and Corbridge, M. (2006), People Resourcing: Contemporary HRM In Practice, FT Prentice Hall (658.3 PIL – Chapter 7).

Pulakos, E. and Schmitt, N. (1995), “Experienced-based And Situational Interview Questions: Studies Of Validity”, Personnel Psychology, Vol. 48, No. 2, pp. 289-308 [ABSTRACT].

Roberts, G. (2005), Recruitment and Selection (2nd ed.), CIPD (658.311).

Schmitt, N. and Kim, B. (2007), “Selection and Decision-Making”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook of Human Resource Management, Oxford University Press, pp. 300-323 (658.3 BOX).

Searle, R. (2003), Selection And Recruitment: A Critical Text, Open University Press (658.311 SEA - chapters 3-10).

Smith, M. and Robertson, I. (eds.) (1989), Advances In selection And Assessment, Wiley (658.311 SMI).

Taylor, P., Pajo, K., Cheung, G. and Stringfield, P. (2004), “Dimensionality And Validity Of A Structured Telephone Reference Check Procedure”, Personnel Psychology, Vol. 57. No. 3, pp. 745-772 [ABSTRACT].

Wolf, A. and Jenkins, A. (2006), “Explaining Greater Test Use For Selection: The Role Of HR Professionals In A World Of Expanding Regulation”, Human Resource Management Journal, Vol. 16, No. 2, pp. 193-213 [ABSTRACT].

Performance management and performance appraisal

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Bratton, J. and Gold, J. (2007), Human Resource Management: Theory And Practice (4th ed.), Palgrave (658.3 BRA – Chapter 8).

CIPD (2005), Performance Management: Survey Report 2005, CIPD.

CIPD (2008), High Performance Working (Fact Sheet), CIPD.

CIPD (2008), Performance Appraisal (Fact Sheet), CIPD.

CIPD (2008), Performance Management: An Overview, CIPD.

Clark, G. (1998), “Performance Management Strategies”, In: Mabey, C., Salaman, G. and Storey, J. (eds.), Human Resource Management: A Strategic Introduction, Blackwell, pp. 123-152 (658.3 MAB).

IDS (2007), “Performance Management”, IDS Study 839 (February), IDS.

Fisher, C. (2004), “Performance Management And Performing Management”, In: Leopold, J., Harris, L. and Watson, T., (eds.) The Strategic Management Of Human Resources, FT Prentice Hall, pp. 178-210 (on order).

Latham, G., Sulsky, L. MacDonald, H. (2007), “Performance Management”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook Of Human Resource Management, Oxford University Press, pp. 364-384 (658.3 BOX).

Kennedy, L. and Porter, K. (2007), “Performance Management And Appraisal”, In: Porter, C., Bingham, C. and Simmonds, D. (eds.), Exploring Human Resource Management, McGraw-Hill, pp. 139-158 (658.3 POR).

Kersley, B., Oxenbridge, S., Dix, G., Bewley, H., Bryson, A., Forth, J. and Alpin, C. (2006), Inside The Workplace: Findings From The 2004 Workplace Employment Relations Survey, Routledge (331.0942 – Chapter 4).

Luthans, F. (2002), “Positive Organizational Behavior: Developing And Managing Psychological Strengths”, Academy Of Management Executive, Vol. 16, No. 1, pp. 57-72 [ABSTRACT].

Pilbeam, S. and Corbridge, M. (2006), People Resourcing: Contemporary HRM In Practice, FT Prentice Hall (658.3 PIL – Chapter 11).

Poon, J. (2004), “Effects Of Performance Appraisal Politics On Job Satisfaction And Turnover Intention”, Personnel Review, Vol. 33, No. 3, pp. 322-334 [ABSTRACT].

Spicer, D. and Ahmad, R. (2006), “Cognitive Processing Models In Performance Appraisal: Evidence From The Malaysian Education System”, Human Resource Management Journal, Vol. 16, No. 2, pp. 214-230 [ABSTRACT].

Wolf, A. and Jenkins, A. (2006), “Explaining Greater Use For Selection: The Role Of HR Professionals In A World Of Expanding Regulation”, Human Resource Management Journal, Vol. 16, No. 2, pp. 193-213 [ABSTRACT].

Wolff, C. (2005), “Appraisals (1): Not Living Up To Expectations, IRS Employment Review 828, 29 July, pp. 9-15.

Wolff, C. (2005), “Appraisals (2): Learning From Practice and Experience, IRS Employment Review 829, 12 August, pp.13-17.

Wong, Y. and Snell, R. (2003), “Employee Workplace Effectiveness: Implications For Performance Management Practices An Research”, Journal Of General Management, Vol. 29, No. 2, pp. 53-69 [ABSTRACT].

Absence and attendance management

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Bevan, S. (2003), Attendance Management, The Work Foundation.

Bevan, S., Dench, S., Harper, H. and Hayday, S. (2004), How Employers Manage Absence, DTI, Employment Relations Research Series No. 25.

CIPD (2008), Absence Management, CIPD.

Frick, B. and Malo, M. (2008), “Labor Market Institutions And Individual Absenteeism In The European Union: The Relative Importance Of Sickness Benefit Systems And Employment Protection Legislation”, Industrial Relations, Vol. 47, No. 4, pp. 505-529 [ABSTRACT].

Harvey, J. and Nicholson, N. (1993), “Incentives And Penalties As A Means Of Influencing Attendance: A Study In The UK Public Sector”, International Journal Of Human Resource Management, Vol. 4, No. 4, pp. 841-858 [ABSTRACT].

IDS (2005), “Absence Management”, IDS HR Studies (November), IDS.

IDS (2007), “Absence Management”, IDS HR Studies (March), IDS.

Spurgeon, A. (2002), Managing Attendance At Work: An Evidence-Based Review, Institute Of Occupational Health.

James, P., Cunnigham, I. and Dibben, P. (2002), “Absence Management And The Issue Of Job Retention And Return To Work”, Human Resource Management Journal, Vol. 12, No. 2, pp. 82-94 [ABSTRACT].

Shiron, A. and Rosenblatt, Z. (2006), “A Panel Study Of The Effects Of School Positions And Promotions On Absenteeism In The Teaching Profession”, Journal Of Occupational And Organizational Psychology, Vol. 79., No. 4, pp. 622-644 [ABSTRACT].

Silcox, S. (2006), “Obesity As A Workplace Issue”, Employment Review, pp. 18-24.

Employee turnover and retention

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Arthur, D. (2001), The Employee Recruitment And Retention Handbook, Amacon (658.311 ART – Chapter 8).

CIPD (2007), Employee Turnover (Fact Sheet), CIPD.

CIPD (2008), Recruitment, Retention And Turnover: Annual Survey Report 2008, CIPD.

Dess, G. and Shaw, J. (2001), “Voluntary Turnover, Social Capital, Organizational Performance”, Academy Of Management Review, Vol. 26, No. 3, pp. 446-456 [ABSTRACT].

Hillmer, S., Hillmer, McRoberts, G. (2004), “The Real Costs Of Turnover: Lessons From a Call Center”, Human Resource Planning, Vol. 27, No. 3, pp. 34-41 [ABSTRACT].

Hirsh, W. and Jackson, C. (2004), Managing Careers In Large Organizations, The Work Foundation.

IDS (2004), “Improving Staff Retention”, IDS HR Studies (January), IDS.

IDS (2005), “Employee Retention”, IDS Study 807 (October), IDS.

IDS (2008), “Improving Staff Retention”, IDS HR Studies (February), IDS.

Khatri, N., Fern, C. and Budhwar, P. (.2001), “Explaining Employee Turnover In An Asian Context”, Human Resource Management Journal, Vol. 11, No. 1, pp. 54-74 [ABSTRACT].

Parkes, C., Scully, J. West, M. and Dawson, J. (2007), “”High Commitment Strategies”: It Ain’t What You Do; It’s The Way That You Do It”, Employee Relations, Vol. 29, No. 3, pp. 306-318 [ABSTRACT].

Rankin, N. (2006), “Benchmarking Labour Turnover 2006 (1)”, IRS Employment Review 841, 17 February, pp. 38-48.

Rankin, N. (2006), “Benchmarking Labour Turnover 2006 (2)”, IRS Employment Review 842, 3, March, pp42-48.

Robinson, S., Murrells, T. and Clifton, M. (2006), “Highly Qualified And Highly Ambitious: Implications For Worforce Retention Of Realising The Career Expectations Of Graduate Nurses In England”, Human Resource Management Journal, Vol. 16, No. 3, pp. 278-312 [ABSTRACT].

Spurgeon, P., Mazelan, P., Barwell, F. and Flanagan, H. (2007), New Directions In Managing Employee Absence: An Evidence-Based Approach, CIPD (on order).

Taylor, S. (2006), The Employee Retention Handbook, Jaico (658.3 TAY).

Measuring added value

2008-08-27T13:02:00.003+01:00

Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C. and Wood, S. (2008), “The Impact Of Human Resource And Operational Management Practices On Company Productivity: A Longitudinal Study”, Personnel Psychology, Vol. 61, No. 3, pp. 467-501 [ABSTRACT].

Bratton, J. and Gold, J. (2007), Human Resource Management: Theory And Practice (4th ed.), Palgrave (658.3 BRA – Chapter 14).

CIPD (2008), Human Capital Management: Introducing And Operating Human Capital Management Processes, CIPD.

Crail, M. (2007), “Roles And Responsibilities: Benchmarking The HR Function”, Employment Trends (19 January), pp. 6-12.

Elias, J. and Scarborough, H. (2004), “Evaluating Human Capital: An Exploratory Study Of Management Practice”, Human Resource Management Journal, Vol. 14, No. 4, pp. 21-40 [ABSTRACT].

Fauth, R. (2007), Workplace Trends 2003 To 2006, The Work Foundation.

Gerhart, B. (2007), “Modelling HRM And Performance Linkages”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook of Human Resource Management, Oxford University Press, pp. 552-580 (658.3 BOX).

Hagood, W. and Friedman, L. (2002), “Using The Balanced Scorecard To Measure Performance Of Your HR Information System”, Public Personnel Management, Vol. 31, No. 4, pp. 543-556 [ABSTRACT].

Huselid, M. (1995), “The Impact Of Human Resource Practices On Turnover, Productivity And Corporate Financial Performance”, Academy of Management Journal, Vol. 38, No. 3, pp. 635-672 [ABSTRACT].

Price, A. (2004), Human Resource Management: In A Business Context (2nd ed.), Thomson 658.3 PRI – Chapter 3).

Purcell, J. and Kinnie, H. (2007), “HRM and Business Performance”, In: Boxall, P., Purcell, J. and Wright, P., The Oxford Handbook of Human Resource Management, Oxford University Press, pp. 533-551 (658.3 BOX).

Tamkin, P., Cowling, M. and Hunt, W. (2008), People And The Bottom Line, The Work Foundation.

Additional learning resources

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In addition to the core reading and list of resources by subject area there are a number of additional resources worth exploring.

They include:

Journals

Weblog and VISION

Textbooks

Trade journals and other Web-resources

Also consider a wide range of recommended resources found on the right-hand tool bar (you may have to scroll down someway to see all resources that are available).

Journals

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The following academic journals regularly feature research articles on the subject of employee resourcing - details of all paper and electronice journals accessible via the library can be found here.

If you wish to access such journals off campus you will need to obtain an Athens Password – see any library assistant or click here.

Please note some journals may not be available off campus (even if you have an Athens Password) and you should not neglect journals that are easier to access than others.

Academy of Management Journal
British Journal of Industrial Relations
Economic and Labour Market Review
Employee Relations
Human Resource Management International Digest
Human Resource Management Journal
Human Resource Management Review
Human Relations
IDS Brief (paper only periodical)
IDS Employment Law Brief (paper only periodical)
IDS HR Studies (paper only periodical)
IDS Studies (paper only periodical)*
Industrial Relations Journal
International Journal of Human Resource Management
International Journal Of Management
International Journal of Manpower
International Journal of Selection and Assessment
IRS Employment Review (paper only periodical)*
Journal of Management
Journal of Management Studies
Labour Market Trends
New Technology, Work and Employment
Organizational Studies
People Management (CIPD)
Personnel Journal
Personnel Management
Personnel Psychology
Personnel Review
Public Personnel Management
Work, Employment and Society

* Probably the best journals for statistics and case study-based research on employee resourcing topics.

They are published as much as twice a month – so keep up-to-date!

Weblog and VISION

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Continuing on-line support is available via the course weblog and other support material can be downloaded from VISION.

You are expected to consult the following weblog on a regular basis.

To prevent missing out on important information you should register for email alerts when you first visit the weblog (you may use an email address of your choice).

For those of you who are unfamiliar with my course weblogs, I suggest you familiarise yourself with it as soon as possible.

I will post messages on a regular basis, particular before and after lectures and tutorials, on a variety of subjects that could include directions to extra-learning material, comments on class performance, asking for feedback on classes, responding to student queries, etc.

Use VISION for downloadable copies of, for example, course guide, tutorial workbook, lecture overhead slides, policy documents, etc.

Textbooks

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Employee resourcing, in part or in its entirety, is a very important and recognised aspect of organisational study.

As a result, there is an abundance of literature on employee resourcing, although it often comes under the general rubric of human resource management.

Therefore, students should consider consulting the wide range of textbooks on HRM available from the campus library.

An example of textbooks that refers to general HR practice can be found below.

Analoui, F. (2007), Strategic Human Resource Management, Thomson (658.3 ANA).

Armstrong, M. (2006), A Handbook Of Human Resource Management Practice (10th Ed.), Kogan Page (available as an E-book).

Banfield, P. and Kay, R. (2008), Introduction to Human Resource Management, Oxford University (on order).

Boxall, P and Purcell, J. (2003), Strategy and Human Resource Management, Palgrave (658.3 BOX).

Foot, M. and Hook, C. (2008), Human Resource Management, FT (on order).

Marchington, M. and Wilkinson, A. (2008), Human Resource Management: People and Management Development (4th ed.), CIPD (on order – earlier editions).

Muller-Camen, M. Croucher, R. and Leigh, S. (2008), Human Resource Management: A Case Study Approach, CIPD (on order).

Nieto, M. (2006), An Introduction to Human Resource Management: An Integrated Approach, Palgrave (658 NIE).

Scullion, H. and Collings, D. (2005), Global Staffing, Routledge (658.18SCU).

Storey, J. (1995), Human Resource Management, A Critical Text, Thomson Learning (658.3 STO).

Torrington, D. Hall, L. and Taylor, S. (2007), Human Resource Management (7th ed.), FT (658.3 TOR).

Trade journals and other Web-resources

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Studying and working in the field of employee resourcing requires keeping up-to-date with the latest news from a range of personnel and HRM-orientated trade journals.

If you are serious about pursuing a professional career in the field of personnel or human resource management you should regularly consult (ideally purchase a subscription) the CIPD’s People Management magazine.

An alternative strategy would be to regularly consult some or all of the following personnel and HRM-orientated Web-sites:

Personnel Today
HRM Guide
HR Look
HR Zone

Articles from these sources should not form the main basis of your reading on the subject of employee resourcing, but they are valuable resources in terms of up-to-date and background information, as well as useful information to use for job interviews, professional development, etc.

Consider book-marking such sites, signing up for news e-mail alerts or subscribe to RSS feeds where available.

Further Web-based resources can be found by visiting the course weblog (see right-hand tool bar on this blog for some ideas).

Past Employee Resourcing examination paper

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Answer any THREE questions.

All questions are equally weighted.

You have 3 hours for this exam.

June 2008

1) You are appointed as a human resource manager to an organization that has high levels of staff turnover and stagnating levels of productivity.

You have been given the task of convincing the Board of Directors that the organization should address some of these problems through employee resourcing initiatives.

2) Evaluate why a large majority of UK employers see human resource planning activities as a low priority for their organizations.

3) Discuss the importance of job analysis in personnel selection providing examples of job analysis techniques.

4) Critically review the impact personnel selection and assessment has on candidates' perceptions of the employing organization.

5) Does performance appraisal actually improve the work of employees? Answer this question paying attention to different methods of performance management used within contemporary workplaces.

June 2007

1) Compare and contrast the main philosophical foundations and practical implications of human resource planning and succession planning.

2) ‘Career development is a problematic subject for managers and HR professionals’ (Hirsh and Jackson, 2004: 5).

Critically assess this statement in relation to current career management practice and contemporary patterns in employee career expectation.

3) Critically assess how an effective selection procedure can contribute to the success of the organization.

4) A law firm is attempting to introduce a new performance appraisal system for its professional legal employees. Provide suggestions for appropriate appraisal methods outlining the limitations of the techniques and the difficulties associated with measuring the performance of professional employees.

5) Critically evaluate the circumstances under which an HR manager would employ psychometric testing as a selection tool.

June 2006

1) Can managers really accurately assess the work performance of employees working for them? What are the best ways of assessing an individual’s performance?

2) According to Taylor (2005) there are all manner of external constraints that can act as barriers to the smooth and speedy achievement of employee resourcing objectives. Summarise what these constraints are and consider how they may influence the activities of an employee resourcing specialist.

3) Critically evaluate whether an assessment centre is the best way to evaluate the potential performance of a university graduate. It is common for graduates to experience similar selection procedures having applied to several organizations. How could this impact on their performance?

4) Official governmental research (e.g. Labour Market Trends, IDS and IRS) suggests informal recruitment methods are very widespread in the UK. Outline why informal methods are so common in British industry and then discuss how a reliance on such methods may contravene good practice.

5) How can the undertaking of a job analysis process contribute when an organization is undergoing change and expected to change even more in the future? What would be the best form of job analysis techniques under these circumstances?

June 2005

1) Examine and evaluate the argument that employee resourcing activities are more than merely filling job vacancies.

2) Critically discuss the predictivist perspective of employee selection and explain to what extent the establishment of reliability and validity of selection techniques be viewed as useful and objective.

3) Outline and debate the arguments for and against organizations adopting a systematic approach to human resource planning.

4) A large supermarket chain is about to select a group of new store managers. They aim to use semi-structured interviews to find the ‘right’ candidates for the posts.

Analyse the advantages and disadvantages of using this technique and make suggestions for alternative methods of selecting store managers by providing clear theoretical rationales for your suggestions.

5) A large manufacturer of high-tech and highly specialised products for the defence industry is about to assess the performance of its line managers Evaluate three potential methods for assessing the performance of these employees. (60 per cent of overall marks).

Why is it so difficult to rate managerial performance accurately (40 per cent of overall marks)?