School of Management, Unit Catalogue 2009/10
MN50332: Strategy and human resource management
|Supplementary Assessment:||Like-for-like reassessment (where allowed by programme regulations)|
|Requisites:||Before taking this unit you must take MN50174 and in taking this unit you cannot take MN30054|
1. The aim of this course is to provide an in-depth appreciation of 'strategic' human resource management in organisations.
2. This course aims to develop a critical understanding of what 'being strategic' means for organizations when it comes to managing their human resources. It will focus on how different practices and characteristics of organisations are aligned with such strategy. It will also help students to see how HRM is perceived in various organisations and how such perception might impact various organisational outcomes.
After taking this course, students will have an advanced understanding of why and how organisations might become strategic about managing their human resources. The students will have an understanding of the meaning as well as the differences between business and HRM strategies. They will also understand different organisational characteristics that might impact the goal of 'being strategic' about HRM and various organisational outcomes that might be influenced by the preferred strategy will be understood better. They will also be able to evaluate systematically how SHRM impact various organisational outcomes and concepts such as organisational performance. They will be able to develop a sophisticated understanding of the linkages between how the concept of 'strategy' might impact organisational outcomes and how this relationship might be improved by focusing on having the right individuals in place and managing them.
* facility to apply subject specific knowledge to a range of organisational situations (TFA)
* critical awareness of current issues and frameworks informed by leading research
* understanding of theoretical concepts and frameworks that enables meaningfully and critically to link theory and practice including an awareness of techniques relevant to their own research
* deal with complex issues and make sound judgements in the absence of complete information, and to communicate conclusions clearly and competently (FA);
* work effectively within cross-cultural groups and assume leadership roles where appropriate (F);
* communicate and manage effectively in cross-cultural contexts (TF)
* develop the facility to apply their advanced knowledge to practical cases (F)
* ability to develop a holistic perspective on the HR strategies of organizations (TFA);
* ability to develop a sophisticated appreciation of contextual influences which affect the management of human resources (TFA);
* appreciation and in-depth understanding of the human resources and competences required for improving the contribution of Hr to the performance of the organisation (TA);
* an ability to exercise initiative and to work independently in pursuing one S&HRM topic in detail (FA)
* communicating, including presenting and promoting themselves and their ideas; preparing and production of effective management analysis (F);
* verbal reasoning (F);
* self motivation (F);
* cooperative working with other students (F);
* debating and appreciating the views of others (F).
Textbook: "Strategy and Human Resource Management", Peter Boxall and John Purcell, 2007.
* Organisational Strategy vs. SHRM: Aligning HR to the Business
* Goals and Models of SHRM
* Strategic HRM and the resource-based view of the firm
* High-performance work systems
* Employee experience of HRM: Competencies and Commitment
* SHRM in International Environment
* Strategic Selection & Recruitment
* Strategic Training & development
* Strategic Performance Evaluations
* SHRM in Alliances
* The changing role of HRM.