The University of Southampton
Courses

MANG6154 Strategic Human Resources Management

Module Overview

A module that covers the area of Strategic human resource management, offering a comprehensive cover of the advances in the HRM field for PG students.

Aims and Objectives

Module Aims

This course aims to highlight the complex interactions of human resource management and strategy. On one hand, the course underscores how the management of people is strategic or crucial to success. Thus the module highlights the complex human issues which invariably affect the formation and execution of strategy. On the HRM side, the course examines how HR strategies are not ends in themselves and thus need to be integrated with other management functions and with the overall sense of direction (or strategy) of the firm. The module examines these issues with an analytical view of recent developments in the field of human resource management. It sets changes in human resource practices against the background of business strategy and objectives, and links human resource practices to business performance and outcomes. In light of the above the module aims to enable students to: • critically evaluate contemporary strategic human resource management (SHRM) • frameworks and concepts; • understand aspects of continuity and change in the field of human resource • management • and in relation to strategic human resource management specifically; • critically examine the main arguments of best fit Vs best practice approaches to • strategic human management; • consider the affinities of human resource management and the resource based • view of the firm; • identify relevant metrics in strategic human resource management and how to • put HR policies into action; • evaluate and understand how HR strategies can affect business performance.

Learning Outcomes

Knowledge and Understanding

Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:

  • the main differentiating features and characteristics of the strategic human resource management paradigm;
  • aspects of continuity and change embedded in the strategic human resource management paradigm;
  • the complex relationships between business strategy and human resource management;
  • the contribution that strategic human resource management can make to promoting and achieving the organisation’s strategic intent;
  • relevant metrics used in strategic human resource management and how to put HR policies into action;
  • different ways in which HRM can be strategically pursued within organizations and its links with organizational performance.
Transferable and Generic Skills

Having successfully completed this module you will be able to:

  • recognise the strengths and limitations of contemporary organizations in relation to specific paradigms (e.g. strategic human resource management);
  • develop in-depth and critical evaluation skills using multiple and competing Perspectives in using written and oral arguments;
  • develop effective strategic human resource management policies, with appropriate sensitivity and responsiveness to the current role assumed by the HR function and future aspirations;
  • evaluate the significance of empirical evidence in understanding strategic human resource management issues;
  • contribute effectively to contemporary organizations in terms of awareness of the complexity and importance of strategic human resource management.
Subject Specific Intellectual and Research Skills

Having successfully completed this module you will be able to:

  • identify and evaluate key HR issues which critically impact on organizational Performance and strategic direction;
  • interpret and integrate human resources management into the strategic thinking, direction setting, planning and operation of the organization;
  • identify and enact the key roles assumed by HR in the context of a strategic Human resource management approach;
  • identify relevant metrics in strategic human resource management;
  • demonstrate the interventions needed to generate commitment among key Stakeholders and business partners for a strategic HR agenda.

Syllabus

• From HRM to SHRM: An Evolutionary Roadmap ~ Chap. 1 • The Strategic Approach to Human Resource Management ~ Chap. 2 • SHRM: Best Fit or Best Practice ~ Chap. 3 • SHRM and the Resource Based View (RBV) of the Firm ~ Chap. 4 • HR Metrics, Policies and Impact on Business Performance ~ Chap. 1 (+ Supplementary • Case Studies and Readings) • Strategic HRM: A Look into the Future ~ Chap. 11

Learning and Teaching

Teaching and learning methods

Teaching methods include: • Lectures • Case studies • Directed reading • Small and large group discussions Learning activities include: • An individual assignment • Case study problem solving • Directed reading • Action learning set discussions

TypeHours
Teaching24
Independent Study126
Total study time150

Assessment

Summative

MethodPercentage contribution
Assignment  (2000 words) 40%
Examination  (2 hours) 60%

Repeat

MethodPercentage contribution
Assignment 100%

Referral

MethodPercentage contribution
Individual Coursework 100%
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