MN50710: Strategic HRM
 Academic Year: | 2019/0 |
| Owning Department/School: | School of Management |
| Credits: | 6 [equivalent to 12 CATS credits] |
| Notional Study Hours: | 120 |
| Level: | Masters UG & PG (FHEQ level 7) |
| Period: |
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| Assessment Summary:
| CW 100% |
| Assessment Detail: |
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| Supplementary Assessment: |
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| Requisites: | |
| Description:
| Aims: To provide a wide analysis of the role of HRM (or people management) in organisations especially the link with performance, flexibility and social legitimacy, paying due attention to environmental contexts of sector, technology, legislation, social institutions and cultures. To assess key policies and practices related to the betterment of individual employees. Learning Outcomes: By the end of this unit, the student should be able to: * provide a wide analysis of the role of HRM (or people management) at various levels in the organization, i.e. CEO, Senior Management and Front line management. * depict and explore the HRM-value-chain in organisations and especially the link with performance. * differentiate between best-practice and best-fit approaches to HRM. * understand the impact of employee attitudes in the HRM-performance relationship. * apply the HRM-value-chain in a live case study setting. * understand key HRM practices in the context of Talent Management, in considerable depth, i.e. Resourcing, performance management and reward. * Sensitively and contextually deploy HRM approaches. * apply theories on HRM practice to in a live case study setting which is the basis of the assessment. Skills: Knowledge and understanding * Appreciation of the strategic management and development of people/human capital within organisations: the fundamental principles of human resource management. Skills * the ability to critically analyse specific situations using appropriate theoretical models, allied to pragmatic, well-reasoned judgements; * the facility to apply and integrate subject-specific knowledge, informed by academic research, into a range of complex situations; * operate effectively within teams as well as independently, assuming leadership roles where appropriate; * apply practical decision-making methods and tools at both tactical and strategic levels; * be self-directed and able to act autonomously in planning and implementing projects at professional levels; * an ability to reflect on their earlier learning and practice, so as to integrate new knowledge with past experience and effectively apply it to new situations; * an ability to develop a holistic perspective on an organisation and an understanding of how the different functions relate to one another. Content: The unit begins with a focus on strategic issues in HRM such as * management style as an area of strategic choice; * how can SHRM be "fitted" to business strategy nationally and internationally; * how are high performance work places created and in what circumstances; * how do organisations choose to internalise &/or externalise their employment regimes; * how HRM contributes to a critical understanding of firm resources and capabilities for sustained competitive advantage; * challenges and opportunities in the management of knowledge and knowledge workers; * the impact of technology on HRM The unit looks then in detail at critical issues related to the management of individuals * external and internal staffing; * performance management; * reward systems; * training and development The content includes case studies, videos and an interactive exercise undertaken in groups. The content may change to take account of recent developments and for timetabling reasons. |
| Programme availability: |
MN50710 is Compulsory on the following programmes:School of Management
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Notes:
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