COURSE OUTLINE OLG 611 : STRATEGIC HUMAN RESOURCE MANAGEMENT THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUINESS MANAGEMENT

Transcription

1 COURSE OUTLINE OLG 611 : STRATEGIC HUMAN RESOURCE MANAGEMENT THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUINESS MANAGEMENT DEPARTMENT OF LEADERSHIP AND GOVERNANCE MASTER OF BUSINESS ADMINISTRATION PROGRAMME OLG 611: Strategic Human Resource Management COURSE OUTLINE by Chacha Matoka PhD.

2 1.0. Introduction This course is for those who wish to understand and influence decisions about the strategic deployment of labour and human capital. It is not purely for specialists in human resource management. It will be of interest to senior teams who make decisions about: design of organisational forms; direct employment or outsourcing of activities, investment in human capital development; employee engagement; organisational culture; work systems design etc. Crucially, it is for those who seek to play a part in shaping the overall strategy of the organisation and the decisions that flow from it in terms of human capability 1.1 objective of the Course To know about the relevant and appropriate concepts, theories and frameworks appropriate to Strategic Human resource Mnagement To understand the nature and importance of human resource management decisions To be able to make effective contributions to the design and implementation of policy in a range of organisational settings To be able to describe and explain the essential idea of what it means to take a strategic human resource management approach To be able to explain the key areas of SHRM including, for example, commitment and engagement; organisational design; performance management; learning and development, international HR practices; organisational culture To be able to build and critically assess knowledge related to aspects of SHRM To be able to find, review and evaluate a variety of information relevant to topics in SHRM To be able to compile reports that are robust in both intellect and practice-relevant terms To be able to work collaboratively with others To discover the field of HRM and understand its relevance to managers and employees in work organisations

3 To conduct a job analysis and apply this understanding of job requirements to other HRM systems such as selection, performance appraisal, and compensation To recognise basic HRM tools such as performance appraisal forms, and understand some of the technical details of HRM practices To evaluate the effectiveness of HRM processes and practices Understand the purpose and operation of key human resource practices in today s organisations To gain enhanced critical thinking skills to analyse how human resource practices can support a firm s strategic objectives and enhance long-term performance. 2.0 Course content 2.1 Lecture One : The Nature of Strategic Human Resource Management (SHRM) To know about the relevant and appropriate concepts, theories and frameworks appropriate to this practice area To understand the nature and importance of human resource management decisions SHRM in organisational management Central features of contract and employment relationship Theoretical issues surrounding HRM Models of HR strategy, control, resource and integrative management Levels of strategy formulation and links between business 2.2 Lecture Two: Human Resources Management from a Systems Perspective The evolving corporate environment Organisations as dynamic systems Organisational effectiveness and efficiency Failures within corporations due to narrow thinking

4 2.3. Lecture Three: Recruitment and Selection Key legal requirements relating to recruitment and selection Nature of attraction in recruitment Effectiveness of selection interview Value of psychometric testing Recruit or promote decisions Management turnover and succession Management training 2.4. Lecture Four: Managing with and without a Specialist HR Function To be able to describe and explain the essential idea of what it means to take a strategic human resource management approach To be able examine the role of HR specialist To be able to develop HR planning New paradigms in HRM Concepts, tools, and instruments Strategic frameworks and thinking Learning and problem solving Focusing employees and employee values Developing a HRM plan 2.5. Lecture Five: Building Employee Engagement To be able to explain the key areas of SHRM including, for example, commitment and engagement; organisational design; performance management; learning and development, international HR practices; organisational culture

5 Involvement of employees Team building Organisational culture Organisational Structure Training and development 2.6 Lecture Six: Personal Effectiveness To be able to explain the key areas of SHRM including, for example, commitment and engagement; organisational design; performance management; learning and development, international HR practices; organisational culture Key traits of effective personnel managers Setting priorities Interpersonal perception Interpersonal communication Delegating tasks Personal growth and career development Techniques of good time management 2.7 Lecture Seven: Performance and Quality Management To be able explain the importance of TQM in an Organisation To be able to critically evaluate the rationale of TQM in Organisation To be able to create management styles that emphasize on Objectives

6 Total quality management (TQM) The TQM axioms Consequences of total quality Costs of total quality Valuable tools for quality Identifying and recognising accomplishment Management by objectives rather than by tasks 2.8 Lecture Eight: Performance Management and Appraisal Leaning Objectives To be able to review performance appraisal techniques To be able to examine the importance of performance appraisal To be able to formulate a workable performance appraisal Performance management, assessment and appraisal Model of performance management Approaches to assessment and appraisal Employee development Performance rating techniques 2.9 Lecture Nine : Human Resource Development To be able to evaluate the use of the terms HRD VS HRM To be able to formulate HR strategy

7 To be able to critically make analysis of the use of knowledge management and e - learning HRD within HRM Connection between HRD and strategy Ideas of workplace learning Development in knowledge management and e learning 2.10 Lecture Ten: Motivation To be able to explain and formulate Motivation policies in organization To be able to examine motivation theories and relate them into practice To be able to evaluate the role power in organisation in relation to motivation To be able to establish teams in order to facilitate quick and viable decision making process in organization To be able to deal with challenges facing motivation strategies in organisation Motivation and organisational climate The dynamics of achievement motivation The dynamics of power and affiliation motivation Decision making in groups topics 2.11: Lecture Eleven: Evaluating HR policies and Practices. To be able to examine HR policies and how they affect organisation To be able to formulate HR policies in organisation

8 To be able to evaluate HR Policies and practices in organisation Subtopic HR policies defined Types of HR policies The process of formulation HR policies Factors influencing the formulation of HR policies The importance of HR policies in organisation Challenges in formulating Policies 2.12: Lecture Twelve: Restructuring Work and Organisation To be able to review organisation structure To be able to create and formulate a workable organisation structure To be able to examine and review the process of job design To be able to make analysis of re engineering and restructuring in organisation Explaining the meaning of work Job design How work design and different organisational designs affect HRM Re engineering Re designing 2.13: Lecture Thirteen Health and Work Security To be able to review Health and safety policies To be able to link the legal system and health and Safety at work To be able formulate Health and Safety at work Policies

9 Benefits of a health and wellness strategy Occupational safety, health and wellness Physical and psycho-social hazards in the modern workplace References Dessler, Gary. Human Resource Managemen. 10th ed. Englewood Cliffs, NJ: Pear Gomez- Mejia, Luis R., David B. Balkin, and Robert L. Cardy. Managing Human Resources. 4th ed. Upper Saddle River, NJ: Prentice Hall, son/prentice-hall, Grote, Richard C. The Performance Appraisal Question and Answer Book: A Survival Guide for Managers. New York: AMACOM Books, Kleiman, L.S. Human Resource Management: A Tool for Competitive Advantage. Cincinnati: South-Western College Publishing, Kleiman, Lawrence S. Human Resource Management: A Managerial Tool for Competitive Advantage. Cincinnati: South-Western College Publishing, Lado, A.A., and M.C. Wilson. "Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective." Academy of Management Review 19, no. 4 (1994): Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 5th ed. Boston: McGraw- Hill/Irwin, Performance Appraisal. 2nd ed. Reading, MA: Addison-Wesley, Latham, G.P., and K.N. Wexley. Increasing Productivity Through Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 5th ed. Boston: McGraw-Hill, SHRM Online. Society for Human Resource Management. Available from <