Strategic Human Resource Management

Course code GSBS6192
Available in 2015
2015 Course Timetables

Description

Strategic HRM and ER is the capstone course in the Master of HRM degree and provides a strategic framework for integrating and applying HRM and ER concepts. The need for sustained competitive advantage has made the strategic management of HRM and ER increasingly important to long term business success as it focuses on linking all HRM and ER activities with an organisation's business objectives. As such, Strategic HRM will require students to work at an advanced level to critically analyse HR and ER strategies in relation to their application in the workplace.

Availability

WebLearn GradSchool

  • Trimester 3 - 2015
  • Trimester 1 - 2015

Newcastle City Precinct

  • Trimester 3 - 2015
  • Trimester 2 - 2015
  • Trimester 1 - 2015

Learning Outcomes

1. Demonstrate critical thinking skills in analysing theoretical and applied perspectives of strategic HRM and ER

2. Analyse problems and develop managerial solutions to employment relations problems at both national and workplace level.

3. Demonstrate applied skills in HRM and ER through exercises and case study work

4. Communicate knowledge of employment relations in both written and verbal formats reactive to both audience and purpose.

5. Investigate and communicate the professional values of HRM including the ethical problems inherent in HRM and ER professional roles, including managers and consultants

Content

The topics may be drawn from, but are not limited to the following, and will have a focus on strategy

Understanding Strategic HRM and ER

  • The goals of HRM and ER, and how they relate to strategy and the process of strategic management
  • Strategic choice/contingent approaches
  • Best practice and resource-based approaches
  • Critical and institutional perspectives

 Designing and Implementing strategic HRM and ER initiatives

  • Workforce analysis and planning
  • Managing Employee Voice and representation
  • Designing incentives and reward systems
  • Managing individual performance and commitment
  • Negotiating organisational change
  • Evaluating HRM and ER systems performance

 Personal and professional competencies and attributes

  • evaluating HRM/ER effectiveness
  • Ethics in HRM/ER balancing organisational objectives, professional obligations and personal values

Assumed Knowledge

40 units in the Master of HRM

Assessment Items

Written Assignment: Strategic HRM and ER

Case Study / Problem Based Learning: Case study analysis

Case Study / Problem Based Learning: Case study analysis

Contact Hours

WebLearn GradSchool and Newcastle City Precinct

Lecture

Face to Face On Campus 3 hour(s) per Week for Full Term