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Unit 06: Strategic Human Resource Management
business organisation external factors e.g. suppliers, manufacturers, communities, government, international bodies etc., Changes in techniques and considerations e.g. supply chain management, consumers, risks and impacts for shareholders and managers, monitoring and evaluation of performance, conflicts between corporate and sustainability objectives
Learning Outcome 1, 2, 3
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Change management Cultural change, role of Government – national and international, new and the triple bottom management and leadership skills, new vision and strategic approach line and managing changes required Concept of triple bottom line, stakeholders v shareholders, managing the triple bottom line, measurement of triple bottom line, conflict between sustainability and business objectives
Learning Outcome 2, 3
Sustainable strategic Identifying sustainable strategic objectives and financial return, planning negotiating agreement to sustainable objectives, resolving conflicts between sustainability and corporate needs and management of sustainable strategic planning
Learning Outcome 1, 3
Assessment
To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.
Learning Outcomes Assessment criteria Assessment type Word count
to be met covered (approx. length) All 1 to 3 All ACs under LO 1 to 3 Coursework – 3500 words
Business report
Indicative Reading list
Johnson, Gerry, Whittington, Richard and Kevan Scholes (2012) Fundamentals of Strategy, Harlow, Essex: Pearson
Unit Reference Number K/507/1308 Unit Title Strategic Human Resource Management Unit Level 6 Guided Learning Hours (GLH) 200 Hrs Number of Credits 20 Mandatory / Optional Mandatory SSAs 15.3 Business Management Unit Grading Structure Pass
Unit Aims
The module aims to develop students’ knowledge of competing and contrasting perspectives of strategic HRM within current literature. It also aims to enhance the knowledge and understanding of debates concerning HRM strategies and practices, their contribution to organisation and employee performance and the problems and complexities around operationalising a strategic HRM within different types of organisations and to explore the implications for HRM practitioners.
Learning Outcomes and Assessment Criteria
Learning Outcome - The learner will: Assessment Criterion - The learner can:
1 Understand the role and 1.1 Explore strategic human resource management importance of human resource 1.2 Analyse the role of SHRM in organisations management in achieving 1.3 Analyse the framework of strategic human resource organisational effectiveness management 2 Understand the formulation and 2.1 Analyse the strategic human resource process implementation of human 2.2 Assess the approaches of strategic human resource resource strategies management 2.3 Analyse the development and implementation of human resource strategies 3 Analyse critically the use and 3.1 Evaluate appropriate HR strategies for an organisation application of a range of HR 3.2 Assess HR strategies and their application in an strategies designed to improve organisation employee and organisational performance. 4 Demonstrate knowledge and 4.1 Identify contemporary issues affecting strategic human understanding of different resource management perspectives and key areas of 4.2 Review current literature and perspectives on SHRM controversy within the strategic 4.3 Analyse contemporary issues affecting strategic management and strategic HRM human resource management literature
Study contents
Topic Course Coverage
The SHRM Definitions and models of strategic HR management (e.g. contingency Framework model, best practice model, Harvard Framework, Ulrich’s model, control based, resources based etc.), fundamentals and characteristics of strategic HR management, types of strategies, approaches to strategy, criteria for successful strategy Legal requirements, human capital management, improving organisational performance through strategic HR management, alignment of HR and corporate strategy
Learning Outcome 1, 2
Development and Setting strategic direction, Long term v short term, Audits, designing the
implementation of HR management system, planning total workforce/demand forecasting, strategies generating required human resource, developing people and performance, reward management systems, assessing organisational, competence, performance/development strategies Strategic HR role of frontline management, Conducing a strategic review, setting out the strategic HR plan, Implementing HR strategies
Learning Outcome 2, 3
Types of HR Organisational, development, transformation, culture management, strategies and their knowledge management, developing trust and reward); talent application management, succession planning; Resourcing strategies (HR planning, flexibility, retention and talent management etc.); Learning and development strategies (learning culture, learning, organisation, organisational learning strategies, individual learning), performance management (definition and purpose, scope, process and approaches) Reward strategy (purpose, characteristics, structure, developing the strategy, effective strategies, impact on management) Employee relations strategy (issues, background, HR approach, policies, partnership agreements, employee voice strategies
Learning Outcome 2, 3, 4
Contemporary issues Internationalism and challenges for strategic HR management, diversity and perspectives on management and equal opportunities, downsizing and its strategic SHRM implications, globalisation, culture/equality and diversity, work life balance
Learning Outcome 1, 4
Assessment
To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.
Learning Outcomes Assessment criteria Assessment type Word count
to be met covered (approx. length) All 1 to 4 All ACs under LO 1 to 4 Coursework 3500 words
Indicative Reading list
Farnham, D. (2010) Human Resource Management in Context, Strategy, Insights & Solutions, London, CIPD
Gilmore, S. and Williams, S. (2012) Human Resource Management (2nd ed.), Oxford, Oxford University Press
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