Introductory description

Human Resource Management (HRM) is a catch-all term for all activities associated with the management of work and people in organisations (Boxall and Purcell, 2016). For a small number of organisations, the way in which the organisation manages its people is the cornerstone of that organisation’s source of competitive advantage and superior performance compared to industry rivals. Some academics and consultants who have studied these organisations have held them up as examples of ‘best practice HRM’ and have argued that other organisations should learn from them by adopting this ‘best practice’ approach. Yet only a small number of organisations fully adopt best practice, and when we observe the practice of human resource management across different sectors and countries, we observe a huge amount of diversity, while many organisations that do not follow best practice are very successful. Therefore a key axiom of the Warwick approach to HRM, and of this module, is that developing an effective package of HRM strategy, policy and practice depends on the context of the organisation. The term ‘context’ covers the organisation’s strategy, industry, work systems and technology and social and political environment. For some organisations, in some contexts, HRM can be used to develop an ‘inimitable form of competitive advantage’ for others, in different contexts this approach simply isn’t feasible; the goal of HRM is to keep the organisation viable in its specific context.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

Introduction to the Module: HRM and Business Strategy.
HRM and Business Strategy: Best Fit, Best Practice and the Resource Based View.
Pay and Appraisal.
HR Systems and Organisational Performance.
The Role of Line Managers in HRM.
Managing Careers.
Diversity Management.
International Integration? HRM in Multinational Companies.
Corporate HR Strategy.
Ethics and HRM.

Learning outcomes

By the end of the module, students should be able to:

• Understand and critically evaluate the key theoretical frameworks used in the analysis of Human Resource Management and appreciate how theory relates to practice.
• Demonstrate a command of strategic people management practice specifically in relation to complex issues such as performance management as well as an appreciation of the realities of implementing these practices.
• Demonstrate a thoroughly assimilated understanding of current issues, approaches and debates in a number of strategic people management areas.
• Critically evaluate the case studies against theory and evidence
• Analyse and interpret the complex arguments related to the internal and external context within which HRM policies are implemented and evaluated.
• Apply analytical and practical skills to case studies of contemporary strategic people management problems and develop appropriate, creative and conceptually-informed solutions.

Indicative reading list

Boxall, P. and Purcell, J. (2011) Strategy and Human Resource Management, (3rd edn) Basingstoke: Palgrave
Newell, H. and Scarbrough, H. (eds) (2002) HRM in Context: A Case Study Approach, Basingstoke: Palgrave
Sample academic journals:
Forster, N. (2000) ‘The Myth of the “International Manager”, International Journal of Human Resource Management, 2, 1, pp.126–42
Foster, C. and Harris, L. (2005) ‘Easy to Say, Difficult to Do: Diversity Management in Retail’, Human Resource Management Journal, 15, 3, pp. 4–17
Marsden, D. (2004) ‘The Role of Performance-related Pay in Renegotiating the ‘Effort Bargain’, Industrial and Labor Relations Review, 57, pp. 350–70
Purcell, J. (1999) ‘Best Practice and Best Fit: Chimera or Cul-de-sac?’, Human Resource Management Journal, 9, 3, pp. 26–41
Wall, T.D. and Wood, S.J. (2005) ‘The Romance of HRM and Business Performance, and Case for Big Science’, Human
Relations, 58, pp. 429–62

Subject specific skills

Produce written work which conforms with the standard conventions of social science writing.
Demonstrate a thoroughly assimilated understanding of the HRM theories and assess their relevance to particular contexts in ways that communicate scholarly understanding of the strengths and weaknesses of these models and the likely problems in implementing them.
Demonstrate a sound understanding of the practical implications of academic research and writing.

Transferable skills

Digest, analyse and summarise complex case studies.
Construct and articulate reasoned arguments.
Work in groups with others.