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

Books:
Cascio, W. & Boureau, J. (2011) Short introduction to strategic human resource management. Cambridge University Press.
Hayton, Hornsby & Kuratko (2013): HR on the Frontline. Routledge.
Hayton et al (2012): Global HR Casebook. Routledge.
Mark A. Huselid, Brian E. Becker, and Richard W. Beatty. The Workforce Scorecard: Managing Human Capital to Execute Strategy. Boston, MA: Harvard Business School Press, 2005.
J. W. Boudreau and P. M. Ramstad. (2007). Beyond HR: The New Science of Human Capital. Boston: Harvard Business School Press. 258 pages.
Articles:
Becker, B. E. & Huselid, M. A. 1998. High performance work systems and firm performance: A synthesis of research and managerial implications. In G. R. Ferris (Ed.), Research in Personnel and Human Resources Management, 16: 53–101. Greenwich, CT: JAI Press.
Collins, C. J., & Clark, K. D. 2003. Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46: 740–751.
Collins, C.J., & Smith K.G. 2006. Knowledge exchange and combination: The role of human resource management practices in the performance of high-technology firms. Academy of Management Journal, 49: 544-560.
Combs, J., Yongmei, L., Hall, A., & Ketchen, D. 2006. How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59: 501-528.
Delery, J. E., & Doty, D. H. 1996. Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39: 802–835.
Edward E. Lawler III (2005). From human resource management to organizational effectiveness Human Resource Management, 44 (2), 165–169.
Gomez-Mejia L.R. & Balkin D.B. 1989. Effectiveness of individual and aggregate compensation strategies. Industrial Relations, 28: 431-445.
Gomez-Mejia, L. R. & Welbourne, T. 1991. Compensation strategies in a global context. Human Resource Planning, 14 (1): 29-41.
Hayton, J.C. 2003. Strategic human capital management in SMEs: An empirical study of entrepreneurial performance. Human Resource Management, 42 (4): 375-391.
Hayton, J.C. 2005. Promoting corporate entrepreneurship through human resource management practices: a review of empirical research. Human Resource Management Review, 15 (1): 21-41.
Hayton, J.C. & Kelley, D. 2006. A competency-based framework for promoting corporate entrepreneurship. Human Resource Management, 45 (3): 407-427.
Huselid, M.A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635672.
Kang, S.C., Morris S.S., & Snell S.A. 2007. Extending the Human Architecture: Relational Archetypes and Value Creation, Academy of Management Review, 32: 236–256.
Leana, C.R. & Van Buren H.J. 1999. Organizational social capital and employment practices. Academy of Management Review, 24: 538–555.
Lengnick-Hall, M.L. & Lengnick-Hall C.A. 2003. HR's role in building relationship networks. Academy of Management Executive, 17 (4): 53-66.
Paauwe, J. & Boselie, J.P. (2003). Challenging 'strategic HRM' and the relevance of the institutional setting. Human Resource Management Journal, 13 (3): 56-70.

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.