School of Management, Unit Catalogue 2007/08 |
MN30054 Strategy & human resource management |
| Credits: 6 |
| Level: Honours |
| Semester: 2 |
| Assessment: CW 30%, EX 70% |
| Requisites: |
| Before taking this unit you must take MN10070 or take MN20080 or take MN20312 or take MN20313 |
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Aims: The purpose of this unit is to develop a clear understanding of the theories and practices in sophisticated organizations linking people management to organizational performance, and the interconnections between business strategies and strategic human resource management. The unit aims to elucidate the connections between, and the tensions within, the requirements of the modern firm in managing people simultaneously to maximize labour productivity, organizational flexibility, social legitimacy and a host of other relevant organizational objectives.
Learning Outcomes: Through lectures, videos, case studies and self reflection on employment experiences the unit's learning objectives are to achieve * A critical appraisal of models of HRM especially universal, contingency and configurational models * Critical evaluation of theories in HRM, their application and utility * An appreciation of the components and validity of the 'HR bundle' and the problems with diffusion of best practice * An ability to debate and model the value of the resource-based view of strategy, different types of HR architecture and knowledge management * A critical appraisal of key policy issues in HRM and their link with organisational and HR strategies * Understanding the centrality of employee responses to HRM in terms of perceived organisational support, organisational citizenship behaviour and the psychological contract * A critical awareness of the role of line managers in the implementation of HRM practice * An advanced ability to apply and interpret employee metrics in contemporary organisations. * An appreciation of the ambiguous and changing roles of HR professional managers. Skills: * getting to grips with cognitive complexity T,F. * analysing qualitative and quantitative data T,F,A. * verbal reasoning F * self motivation F. * integrating theory and practice in written assignments F,A. * cooperative working with other students F. * debating and appreciating the views of others F. Content: * links between business strategies and HRM * the goals of HRM * models of strategic HRM and horizontal/vertical fit. * the problem of diffusion * RBV and KBV especially in MNCs * HR architecture. * The employee experience of HRM, psychological contracts etc. * The role of line managers and the gap between espoused and enacted. * Organisational culture and climate * The changing roles of HR professionals. |