School of Management, Unit Catalogue 2007/08 |
MN50332 Strategy and human resource management |
| Credits: 6 |
| Level: Masters |
| Semester: 2 |
| Assessment: CW 100% |
| Requisites: |
| Before taking this unit you must take MN50174 and in taking this unit you cannot take MN30054 |
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Aims: The purpose of the unit is to develop, through shared lectures of one hour per week with undergraduate students on MN30054 and in 6 two hour intensive seminars for MSc students only 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 and social legitimacy.
Learning Outcomes: Through lectures, videos, case studies and self reflection on employment experiences the unit's learning objectives are to achieve: * Critical awareness of the contribution of HR systems to business objectives while noting competing HRM goals and the distinction between viability and competitive advantage. * Thoughtful appreciation of isomorphic pressures and varied business and legislative environments constraining and informing strategic choice in HRM. * An advanced ability to apply and interpret employee metrics in contemporary organisations. * Critical evaluation of theories in HRM, their application and utility * The level of understanding of organisational politics required to become a 'thinking practitioner'. 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. |