IB9EA-15 Strategic Human Resource Management
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 aims
The aim of the module is to provide students with a deep understanding of this strategic role of human capital management and the tools with which to analyse and manage it. We will consider what is means to align the HR function with strategic objectives. We will ask whether all human capital is equally valuable. We will debate the extent to which human capital and its associated outcomes are quantifiable in a meaningful way. We will examine whether HRM can support both efficiency and flexibility at the same time. Ultimately, the class will provide a range of models and tools for managing human capital in a strategic way.
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.
Study time
| Type | Required |
|---|---|
| Practical classes | 9 sessions of 2 hours (24%) |
| Other activity | 9 hours (12%) |
| Private study | 49 hours (64%) |
| Total | 76 hours |
Private study description
Self-study to include pre-reading for lectures
Other activity description
This module will be split as 2/3rds workshops and 1/3rd online lecture hours. The lecture hour may be live, or may be prerecorded, or asynchronous tasks with either online or face-to-face support. The module may run across one or two weeks.
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A3
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Individual Assignment | 100% | 74 hours | Yes (extension) |
Reassessment component is the same |
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Feedback on assessment
Assessments are graded using standard University Postgraduate Marking Criteria and written feedback is provided.
There is currently no information about the courses for which this module is core or optional.