DRAFT

Strategic Human Resource Management

Module BUH1H11
Undergraduate Level 3 Module Leader Dr Diane Keeble-Allen

Introduction

Strategic Human Resource Management (SHRM) has captured the imagination of practitioners, academics and consultants and the theory of SHRM provides a useful background against which action might be taken. SHRM is based upon an important part of HRM philosophy insofar as it emphasizes the strategic nature of HRM and the need to integrate HR strategy with the business strategy (Armstrong, 2000). This module explores the nature, origins and implications of Strategic Human Resource management and its contribution to the corporate strategy planning process. It seeks to demonstrate the influence Strategic HRM can have on the effectiveness of organisations. It considers the practicalities of formulating HR strategies and examines organisational and functional strategies from a practical perspective.

Learning outcomes:
On successful completion of this module students will be able to:-

1. Analyse the role of Human Resource Management in the corporate strategy process with emphasis on the link between organisational and human resource strategies. 2. Explore the nature, origins and implications of Strategic Human Resource Management. 3. Evaluate strategies designed for particular HRM functions such as performance management strategies and learning and development strategies

Key Text
The content of lectures and seminars will be firmly based on the key text and its accompanying websites. It will be assumed that each student has their own copy which must be brought along to every seminar/tutorial meeting. Armstrong M. (2000), Strategic Human Resource Management: a guide to action, 2nd Edition, Kogan Page Additional Reading/Resources Armstrong, M. (2003) A handbook of human resource management practice. London: Kogan Page. Beardwell, I., Holden, L. and Clayton, T. (2004) Human Resource Management. A contemporary approach. London: FT Prentice Hall. Gratton L., Hailey V., Stiles P. and Truss C (1999), Strategic Human Resource Management: corporate rhetoric and human reality. OUP Hofstede, G. (1994). Culture and Organisations. Mabey C., Salaman G. and Storey J. (1998) Strategic Human Resource Management : A Reader, Sage Needle, D. (2004) Business in Context. An introduction to business and its environment. London: Thompson. Price, A. (2004) Human Resource Management in a Business Context. London: Thomson. Salaman, G (Ed.) (1992) Human Resource Strategies. London Sage publications Ltd

Sisson K and Storey J (2003) The Realities of Human Resource Management. Managing the Employment Relationship. Maidenhead: Open University Press. Tyson, S. (Ed.) (1995). Strategic Prospects for HRM. London: Institute of Personnel and Development.

Some useful Web sites

http://www.cipd.co.uk http://www.hse.gov.uk http://www.acas.org.uk http://www.theworkfoundation.com www.dti.gov.uk There are also a large number of Journals and data bases that are available electronically in the APU library that it is important to access. Business Source Premier data base is one good route to access many of these. You should also look to reading national newspapers (broad sheets) to help inform yourself of current business matters which may impact upon the business environment and HRM.

Programme: Module:

Strategic Human Resource Management

BUH1H11

This is schedule of sessions for the module may change depending the requirements and interests of the group and is to be considered a start point for discussion. Lectures and Tutorials/Clinics: There will be one lecture each week at the following times:

Friday:

-00am to -00am:

Each student has been allocated two hours for tutorials/clinics. In the tutorials we will cover, in more depth, certain key issues introduced within the lectures. Further exercises will be introduced throughout. Students are expected to have read the relevant chapters before the tutorials so that they can actively participate in the learning process.

MODULE OUTLINE
A summary outline of the course is presented in the table below. A more detailed outline on a week-by-week basis then follows. Lectures (2 hours) and seminars/clinics (2 hours) Week 1 Topic Key Text

Introduction to the Module The concept of HRM

Week 2 Week 3 Week 4 Week 5 Week 6

Week 7 Week 8 Week 9

The concept of Strategy and the concept of strategic HRM The Process of strategic HRM Formulating and implementing HR strategy Strategic HRM in action The strategic contribution of HRM to organisational success and the strategic role of the HR function Strategies for organisation development Strategies for Culture management Change Management strategies and Strategies for developing the employment relationship

Armstrong, M Strategic Human Resource Management, A guide to Action Chapter 1 Chapter 2and 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 and 8

Chapter 9 Chapter 10 Chapter 11 and 12

Week 10

Employee resourcing strategy, Chapter 13-15 strategies for managing performance; strategic human resource development Week 11 Reward Strategy and Employee Chapter 16 and Relations strategy 17 Week 12 Conclusions getting into action Chapter 18 ASSIGNMENT (2000 words) TO BE HANDED IN BY WEEK 12 EXAMINATION (2 HOURS)

MORE DETAILED MODULE OUTLINE

Try to have read through the relevant chapter of the Key Text before attending the Seminars/Tutorials for that week if at all possible. In any case make sure that you have read through the Case Studies for that week before attending the Seminars/Tutorials for that week.

WEEK 1 INTRODUCTION TO MODULE AND CONCEPT OF HUMAN RESOURCE MANAGEMENT Content

Definition of HRM Hard and soft versions of HRM Aims of HRM The development of the HRM concept Characteristics of HRM Reservations about HRM HRM and personnel management Reactions to HRM Key HRM activities Key requirements of HRM

WEEK 2 THE CONCEPT OF STRATEGY AND THE CONCEPT OF STRATEGIC HRM Content
Strategy defined Key concepts of Strategy The formulation of Strategy Strategic Management The Meaning of Strategic HRM Aims of Strategic HRM Models of Strategic HRM Strategic Fit and Flexibility Limitations to the concept of Strategic HRM

WEEK 3 THE PROCESS OF STRATEGIC HRM Content Models for Strategic HRM Resource-based HR Strategy Approaches to the development of HR strategies Approaches to achieving strategic fit

WEEK 4 FORMULATING AND IMPLEMENTING HR STRATEGY Content Fundamental process considerations Strategic frameworks Models for developing HR strategies Key Business issues Implementing HR strategies Strategic HRM checklist

WEEK 5 STRATEGIC HRM IN ACTION Content Formulating HR strategy The content of HR strategies Corporate issues Achieving integration WEEK 6 THE STRATEGIC CONTRIBUTION OF HRM TO ORGANISATIONAL SUCCESS AND THE STRATEGIC ROLE OF THE HR FUNCTION Content Contribution to added value and competitive advantage The impact of HRM on business performance Philosophy and new mandate for HR HR specialists as strategic partners and key roles HR competencies The strategic role of the HR director WEEK 7 STRATEGIES FOR ORGANISATION DEVELOPMENT Content Strategies for improving organisational effectiveness and developing organisational processes Strategies for organisational transformation WEEK 8 STRATEGIES FOR CULTURE MANAGEMENT Content What are culture management strategies? Analysing, assessing and measuring organisational culture and climate Appropriate cultures Strategies for supporting and changing cultures WEEK 9 CHANGE MANAGEMENT STRATEGIES AND STRATEGIES FOR DEVELOPING THE EMPLOYMENT RELATIONSHIP

Content The change process Resistance to change Change models Guidelines for change management strategies

WEEK 10

EMPLOYEE RESOURCING STRATEGY, STRATEGIES FOR MANAGING PERFORMANCE; STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)

Content The objective of People Resourcing and strategic HRM approach to resourcing Integrating business and resourcing strategies Bundling resourcing strategies and activities

The components of employee resourcing strategy Purpose of and scope of Performance Management strategy The process of performance management SHRD aims and principal concerns

WEEK 11 REWARD STRATEGY AND EMPLOYEE RELATIONS STRATEGY Content How reward strategy contributes to the achievement of corporate goals Characteristics of reward strategy and developing a reward strategy What reward strategy looks like Concerns of employee relations strategy The HRM approach to employee relations Formulating strategies WEEK 12 Content CONCLUSIONS GETTING INTO ACTION

ASSESSMENT The assessment will consist of two elements, each worth 50% of the total marks. Assessment 1: Assignment A maximum of 2000 words to be handed in at the beginning of week 12 as notified by your centre.

MODULE TITLE: LEVEL: 4 SEMESTER: MODULE CODE:

Strategic HRM YEAR: 2005-2006 2

MODULE TUTOR: ___________________________________________________________________ Assignment One A coherent set of strategic priorities for effectively managing the Human Resources form an essential aspect of the organisation. It is paramount that Strategic Human Resource Management is key to the strategic planning of the organisation and as a result, Human Resource Management is more able to make a visible impact on organisational success. Discuss this statement in light of the processes and models for Strategic HRM. Marking Criteria:

Assessment criteria for Assignment 1

The broad attributes of mark bands designated by the University (see The Undergraduate Student Handbook pp 49-50) will apply. For this assignment particular credit will be given to well-structured arguments which, wherever appropriate, are referenced to established theories, approaches and authorities. The effective use of empirical supports of various kinds will also be given due credit, including facts, survey evidence and case study illustrations. Whilst the 2000 word limit must be adhered to, it should be noted that not all words count towards that limit. The University Curriculum Regulations state that: In determining what counts as text within the word limit, abstracts (if required) indented quotations, tables, figures, diagrams, footnotes/endnotes, bibliography and appendices shall be excluded. However footnotes/endnotes must be contained within reasonable limits and should be used for reference purposes and not to extend the text. Submission date: Submission to: Word Length: A PENALTY OF 10% OF THE AVAILABLE MARKS WILL APPLY FOR EXCESSIVE WORD LENGTH. LATE SUBMISSION WITHOUT AN AUTHORISED EXTENSION WILL BE DEEMED AS A FIRST FAIL.

Marking Criteria for the

ANGLIA POLYTECHNIC UNIVERSITY MDF-1 Module Definition Form 1. Code: BUH1H11 3. Cost Centre: 6. Scheme: UMS 9. Module Type STD 2. Title: Strategic Human Resource Management 4. Set: Business and 5. Module Author: Susan Hughes Management 7. Level: 3 8. Credits: 10 10. Study Hours: 100

11. Keywords Strategy, Planning, Change, HRM 12. Module to module relationships Type Status Indicative Module 1 2 3 4 13. Learning Outcomes:

Description (learning equivalent to the following)

On successful completion of this module students will be able to:

1. Analyse the role of Human Resource Management in the corporate strategy process with emphasis on the link between organisational and human resource strategies. 2. Explore the nature, origins and implications of Strategic Human Resource Management. 3. Evaluate strategies designed for particular HRM functions such as performance management strategies and learning and development strategies.

14. Catalogue Summary: This module is aimed at students who plan to undertake a career in Human Resource Management. It explores the nature, origins and implications of Strategic Human Resource management and its contribution to the corporate strategy planning process. It seeks to demonstrate the influence Strategic HRM can have on the effectiveness of organisations.

15. Delivery Method: Classroom Delivery Period Type: Sem Number of Periods: 1 Start Delivery Period: 2 If the Delivery Method is Classroom Based please complete the following table: Activity Activity Comments Learning Outcomes Duration(Hrs) Lecture 12 Los 1-3 1 Seminar/ 12 Los 1-3 2 Tutorial Student 76 Los 1-3 3 managed learning 100 Total Hours

16. Assessment Details Assessment Mark Scheme: A1

Module Mark Scheme: M3

Blind
Marking

Y/N

1 2.

Ass Type Mode A CWK Mode B EX

% Wt 100 100

Agg Y/N

Qual Mark

Hrs

Wk Due 12 Exam week

Comments (including word count & LOs) 2000 words, Los 1-3 2 hours Los, 1-3

Y y

17. -

Indicative Outline Content: The nature and origins of strategic human resource management The relationship between Human Resource and organisational strategies Performance management strategies Learning and development strategies International HRM strategies Strategic HRM in a global context Strategic HRM and the management of change

18. Indicative Learning Resources Key Text Armstrong M. (2000), Strategic Human Resource Management: a guide to action, 2nd Edition, Kogan Page Additional Reading/Resources Gratton L., Hailey V., Stiles P. and Truss C (1999), Strategic Human Resource Management: corporate rhetoric and human reality. OUP Mabey C., Salaman G. and Storey J. (1998) Strategic Human Resource Management : A Reader, Sage

19. This module is a Pathway Module for the following Pathways: Pathway Code Title Compulsory/ Designated BA (Hons) Business Management Compulsory BA (Hons) Business Studies Designated BA (Hons) Business Administration Designated BA (Hons) Human Resource Management Designated BA (Hons) International Management Designated BA (Hons) International Business Designated Version Control (For Office Use) Version Number: Date approved: HESA Subject Category: Approval Period: Module(s) replaced:

Restricted

Document type: For Validation/New/Amendment