Strategic Human Resource Management
Duration
- One semester or equivalent
Contact hours
- 36
On-campus unit delivery combines face-to-face and digital learning.
2023 teaching periods
| Hawthorn Higher Ed. Semester 2 |
||
|---|---|---|
Dates: Results: Last self enrolment: Census: Last withdraw without fail: |
Aims and objectives
This unit of study emphasises the practicalities and thinking required of HR (Human Resource) Managers to ensure that the actions undertaken by the HR function both prepare and align the organisation’s strategic plans to meet future challenges. The unit will adopt a systemic view to examine how different HR practices align to make a strategic contribution to the organisation. The unit will also adopt a holistic approach to investigate linkages between firm performance, organisational strategy, and HR strategy.
Students who successfully complete this unit will be able to:
1. Apply advanced and coherent knowledge of the key concepts and theoretical foundations of strategic human resource management
2. Critically analyse and address complex strategic HRM issues to support a change process
3. Critically evaluate and contrast theories of strategic HRM and their application in organisations
4. Apply problem solving, design and decision-making methodologies to identify and provide innovative solutions to complex problems with intellectual independence
5. Function as an effective member or leader of a team
Unit information in detail
- Teaching methods, assessment, general skills outcomes and content.
Teaching methods
Blended Mode:
Face to Face scheduled hours: Lectures/workshop (12 x 2 hours)
Online: Engaging with online content and discussions (12 hours)
OR
Block Mode:
This unit will be delivered in block or intensive mode. Block mode may consist of blended, intensive and immersive teaching, which can include full day teaching and weekend teaching requirements.
Student workload:
For all teaching and learning structures (both face to face and online), students are expected to spend an average of 150 hours per unit in total over the duration of the study period
This includes all:
• Scheduled teaching and learning events and activities (contact hours timetabled in a face-to-face teaching space) and scheduled online learning events (contact hours scheduled in an online teaching space), and
• Non-scheduled learning events and activities (including directed online learning activities, assessments, independent study, student group meetings, and research)
Face to Face scheduled hours: Lectures/workshop (12 x 2 hours)
Online: Engaging with online content and discussions (12 hours)
OR
Block Mode:
This unit will be delivered in block or intensive mode. Block mode may consist of blended, intensive and immersive teaching, which can include full day teaching and weekend teaching requirements.
Student workload:
For all teaching and learning structures (both face to face and online), students are expected to spend an average of 150 hours per unit in total over the duration of the study period
This includes all:
• Scheduled teaching and learning events and activities (contact hours timetabled in a face-to-face teaching space) and scheduled online learning events (contact hours scheduled in an online teaching space), and
• Non-scheduled learning events and activities (including directed online learning activities, assessments, independent study, student group meetings, and research)
To be successful, students should:
• Read all prescribed materials and/or view videos in preparation for each class
• Attend and engage in all scheduled classes (face to face or online)
• Start assessment tasks well ahead of the due date, and submit assessments promptly
• Read / listen to all feedback carefully, and consider it for future assessment
• Engage with fellow students and teaching staff (don’t hesitate to ask questions)
Assessment
1. Assignment 1 (Group) 20 - 30%
2. Organisational Analysis (Individual) 30 - 40%
3. Assignment 2 (Individual) 30 - 50%
2. Organisational Analysis (Individual) 30 - 40%
3. Assignment 2 (Individual) 30 - 50%
General skills outcomes
- Teamwork skills
- Problem solving skills
- Analysis skills
- Communication skills
- Ability to tackle unfamiliar problems
- Ability to work independently
Content
- Theoretical foundations of strategic HRM
- HR strategy, structure, policy and organisational culture
- Contingency, configurational and best practice approaches
- Facilitating resource deployment through HR architectures
- The global, virtual, and technological context of HR
- HR as a conscience keeper, employee champion, and change agent
Study resources
- Reading materials and references.
Reading materials
Students are advised to check the unit outline in the relevant teaching period for appropriate textbooks and further reading.
References
Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2018). Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), 34-67.
Morris, S. S., Alvarez, S. A., Barney, J. B., & Molloy, J. C. (2017). Firm‐specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed. Strategic Management Journal, 38(4), 912-919.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Harvard Business Press.
Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Harvard Business Press.
Morris, S. S., Alvarez, S. A., Barney, J. B., & Molloy, J. C. (2017). Firm‐specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed. Strategic Management Journal, 38(4), 912-919.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Harvard Business Press.
Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Harvard Business Press.