Introductory description

Strategic human resource management is concerned with the creation of value through the management of human and social capital in organizations. The value of HRM is realised when the capacities and motives of individuals, groups are directed towards the strategic objectives of the organization.

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.

This module will examine the strategic contribution of human capital management in contemporary organizations. The focus will be upon the ways in which human resource systems, especially ‘high performance’ HR systems, influence the economic and social performance of organizations. We consider different blueprints for human resource architectures, and the roles of key practices such as talent management and rewards management in sustaining strategic performance. We consider the ways in which the HR architecture interacts with operational processes to influence the building of strategic capabilities. We also examine whether and how HR management can help (or hurt) innovation and entrepreneurship in organizations.
Topics will include:
The performance advantage created through strategic HRM;
High performance HR systems;
Strength and coherence of the HR system;
Differentiation of HR architectures;
Measuring HR system performance;
Strategic compensation;
Strategic talent management;
HR and strategic capabilities;
HR and entrepreneurial capabilities.

Learning outcomes

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

• Understand the strategic value of human capital management.
• Understand the strategic contributions of key subsystems of the organization such as talent management and rewards.
• Analyse and draw upon relevant published research.
• Challenge the concepts and models presented on the course.

Indicative reading list

Reading lists can be found in Talis

Research element

Students will be expected to analyse and draw upon relevant published research.

Subject specific skills

Evaluate the internal alignment and strategic fit of the HR system.

Transferable skills

Written communication.