Strategic Human Resource Management. Module Syllabus

Transcription

1 Module description Module Syllabus The module provides students with a critical understanding of the theories, principles, historical trends, current issues and practices relevant to human resource management strategy in organisations. This will support the development of subject specific and key transferable skills necessary for employment in roles which require the effective management of both human and knowledge capital within the organisation, therefore extending beyond purely human resource management roles. By exploring the shifting of roles from process manager or administrator to strategic business advisor and partner, students will understand the unique strategic positioning of contemporary human resource management and the subsequent demands placed on professionals working in this area. The module will serve as an intellectual platform to proceed to further modules of study. Module aims 1. Prepare students and provide an understanding of the expectations of studying in this programme 2. Provide students with a critical understanding of the theories, principles, historical trends, current issues and practices relevant to human resource management strategy in organisations 3. Enable students to recognise the opportunities and challenges facing contemporary human resource management 4. Encourage an approach which views human resource management as a core element of the overall organisational strategy rather than a purely procedural or reactive activity 5. Develop knowledge of the skills required by organisational leaders for successfully managing human and knowledge capital Learning outcomes Students who successfully complete this module will be able to: 1. Apply appropriate writing style conventions and academic integrity to academic writing through online discussion and assessments 2. Identify, analyse and evaluate scholarly writing 3. Apply a high level of self-awareness to online interactions 4. Understand the nature of master s level learning and, in particular, the role of critical reflection in learning 5. Understand how human resource management strategy is developed in response to internal and external environmental factors 6. Understand the relationship between human resource management strategy and organisational performance 7. Evaluate the impact of human resource management strategies, concepts and values upon the organisation s success 8. Understand a range of human resource management activities (e.g. recruitment, selection and assessment, succession planning, performance management, reward management, talent development, disciplinary, etc.) 9. Apply theories and concepts relevant to strategic human resource management in contemporary organisations

2 10. Compare and contrast a range of approaches and models for human resource management including the nature of work, the employment relationship and the psychological contract 11. Define the implications for the development of human resource management policies and practices applied by an organisation and operating locally, nationally and internationally 12. Evaluate all human resource concepts and practices in cultural terms 13. Consider the changing nature of human resource management (e.g. outsourcing, issues around the future of nature of work) Required Texts Harzing, A.-W. & Pinnington, A.H. (2011) International human resources management. 3rd ed. London: Sage. Schedule Note that the week starts with Thursday. Day Thu Fri Sat Sun Mon Tue Wed Day # Week Deadline Day Assignment Formally Graded 1 - The changing nature of work, part 1 4 Collaboration: initial response 7 Collaboration: participation 7 Key Concept Exercise: The changing nature of work and work environments 2 - The changing nature of work, part 2 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation 7 Individual Assignment: Readiness skills: Proper paraphrasing 3 - HRM's new strategic role, part 1 3 Key Concept Exercise: strategic role for HRM 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation 4 - HRM's new strategic role, part 2 7 Collaboration: participation 7 Personal Development Portfolio: Personal SWOT analysis 5 - HR strategy and business strategy, part 1 3 Key Concept Exercise: Linking business strategy and HRM X images and any additional material is copyrighted by Laureate Online Education B.V. Last update: 2 August 2014

3 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation X in week HR strategy and business strategy, part 2 7 Collaboration: participation X 7 Individual Assignment: Using the University of Liverpool Online Library: Finding peer- reviewed articles X 7 - HR systems and organisations 3 Key Concept Exercise: High- performance work systems X 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation X 8 - HR metrics and business performance 3 Key Concept Exercise: Measuring HRM effectiveness X 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation X 7 Personal Development Portfolio: Your personal mission, vision and goals X 9 - Organisational culture, values and ethics, part 1 3 Key Concept Exercise: The value of CSR X 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation X in week 10 7 Individual Assignment: Change management, part 1 X 10 - Organisational culture, values and ethics, part 2 7 Collaboration: participation X 11 - HR's role in organisational change 3 Key Concept Exercise: Leading and managing organisational change X 4 Collaboration: post Key Concept Exercise 7 Collaboration: participation X 7 Individual Assignment: Change management, part 2 X 12 - Th future of HR 4 Collaboration: initial response 7 Collaboration: participation X 7 Personal Development Portfolio: Developing an action plan X Note that while all activities and assignments in this module are required, some are formally graded while others are submitted for feedback only. This is intended to give you the opportunity to learn from feedback and improve your work, further developing your knowledge and skills and helping you get the most from the module. Please take advantage of this opportunity to learn from your Instructor s feedback give each assignment your full effort an ask for clarification o any feedback you do not understand. Note: In some instances, students participation in the Collaborations will be assessed over a two- week period (i.e., Students will receive a single grade for participation in Weeks 5 and 6 and a single images and any additional material is copyrighted by Laureate Online Education B.V. Last update: 2 August 2014

4 grade for participation in Weeks 9 and 10). The two- week Collaboration in Weeks 3 and 4 will not be formally assessed. Syllabus by week Week 1: The changing nature of work, part 1 Learning objectives Analyse changes in the nature of work and work environments Propose implications of changes in work and work environments for organisations and their staffs and for HR leaders Analyse the alignment of personal goals with programme and school missions Readings Document: Week 1 2 Key Concept Overview (PDF) Armstrong, M. (2006) A handbook of human resource management practice. London: Kogan Page. o The employment relationship (pp ) o The psychological contract (pp ) Boudreau, J. & Ziskin, I. (2011) The future of HR and effective organizations, Organizational Dynamics, 40 (4), pp Gratton, L. (2011) Workplace 2025: what will it look like?, Organizational Dynamics, 40 (4), pp Website Media University of Liverpool (n.d.) Liverpool s Management School [Online]. Available from: (Accessed: 23 August 2014). Laureate Education (2013) Programme welcome [Online]. (Accessed: 08 August 2014). Laureate Education (2013) Welcome to Liverpool [Video, Online]. (Accessed: 08 August 2014). Tsakos, D. (2013) Future of work: Dimitris Tsakos at TEDxAUEB. Available from: (Accessed: 23 August 2014).

5 Gratton, L. (2012) Gratton: human resource challenges. Available from: (Accessed: 08 August 2014). Laureate Education (2013) Student readiness course: how to submit through Turnitin [Multimedia, Online]. (Accessed: 08 August 2014). Optional Resources Sheehan, M. & Sparrow, P. (2012) Introduction: Global human resource management and economic change: a multiple level of analysis research agenda, International Journal of Human Resource Management, 23 (12), pp Documents Document: Masters Study Cycle (PDF) Document: Student Guide for Integrating Media in the Classroom (PDF) Document: Sample Online Collaboration Interaction (PDF) Key Concept DueWednesday (Day 7) Collaboration Post initial response by Sunday (Day 4)

6 Week 2: The changing nature of work, part 2 Learning objectives Analyse changes in the nature of work and work environments Propose implications of changes in work and work environments for organisations and their staffs and for HR leaders Apply paraphrasing techniques to academic writing Readings Purdue Online Writing Lab (n.d.) Quoting, paraphrasing, and summarizing [Online]. Available from: (Accessed: 23 August 2014). University of Liverpool (n.d.) LibGuides: library for online programmes: referencing [Online]. Available from: (Accessed: 23 August 2014). University of Liverpool (n.d.) Plagiarism using the work of others as your own writing [Online]. Available from: (Accessed: 23 August 2014). Document: About the Turnitin Draft Link (PDF) Document: Interpretation of the Originality Report (PDF) Document: Tips for Avoiding Plagiarism (PDF) Optional resources Articles from the special issue, The ESRC future of work programme, British Journal of Industrial Relations, 41 (2) Collaboration Post Key Concept Exercise by Sunday (Day 4) Individual Assignment Due Wednesday (Day 7)

7 Week 3: HRM's new strategic role, part 1 Learning objectives Critically analyse contemporary roles and responsibilities in strategic human resource management Appraise the role of strategic human resource management in an organisation Readings Document: Weeks 3 4 Key Concept Overview (PDF) Adams, A. (2012) Mapping a strategic approach to HR leadership, Strategic HR Review, 11 (1), pp Armstrong, M. (2006) A handbook of human resource management practice. London: Kogan Page. o Role of the HR practitioner (pp.71-92) Buller, P.F. & McEvoy, G.M. (2012) Strategy, human resource management and performance: sharpening line of sight, Human Resource Management Review, 22 (1), pp Lawler, E. & Boudreau, J. (2009) What makes HR a strategic partner?, People and Strategy, 32 (1), pp Ulrich, D. Brockbank, W. & Johnson, D. (2009) The role of strategy architect in strategic HR organisation, People and Strategy, 32 (1), pp Document: Registering for the University of Liverpool s Online Library (PDF) Media Barletta, P. (2012) HR must be agile and proactive [Video, Online]. (Accessed: 08 August 2014). Barletta, P. (2012) HR as a business partner: part 1 [Video, Online]. (Accessed: 08 August 2014). Barletta, P. (2012) HR as a business partner: part 2 [Video, Online]. (Accessed: 08 August 2014). Optional resources Lengnick-Hall, M., Lengnick-Hall, C., Andrade, L. & Drake, B. (2009) Strategic human resource management: the evolution of the field, Human Resource Management Review, 19 (2), pp

8 Key Concept Exercise Due Saturday (Day 3) Collaboration Post Key Concept Exercise by Sunday (Day 4)

9 Week 4: HRM's new strategic role, part 2 Learning objectives Analyse HR professional competencies in the context of strategic HR roles Conduct a personal SWOT analysis Websites Chartered Institute of Personnel and Development (n.d.) CIPD profession map [Online]. Available from: (Accessed: 1 July 2014). Society for Human Resource Management (n.d.) SHRM HR competency model [Online]. Available from: (Accessed: 1 July 2014). Media Abraham, K. (2012) Identify your personal goals [Video, Online]. (Accessed: 08 August 2014). Isdell, E.N. (2007) Three imperatives for a successful career [Video, Online]. (Accessed: 08 August 2014). Collaboration Personal Development Portfolio Due Wednesday (Day 7)

10 Week 5: HR strategy and business strategy, part 1 Learning objectives Critically analyse approaches for aligning HR practice with business strategy Critically evaluate the aims of HR strategy Readings Document: Week 5 6 Key Concept Overview (PDF) Alvesson, M. (2009) Critical perspectives on strategic HRM. In: Storey, J., Wright, P. M., & Ulrich, D. (ed.). The Routledge companion to strategic human resource management. London: Routledge, pp Armstrong, M. (2006) A handbook of human resource management practice. London: Kogan Page. o Strategic HRM (pp ) Pinnington, A. H. (2011) Strategic management and IHRM. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management. 3rd ed. London: Sage. Rowley, C., Hon-fun Poon, I., Zhu, Y. & Warner, M. (2011) Approaches to IHRM. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management 3rd ed. London: Sage. o Please note: The chapters by Pinnington (2011) and Rowley et al. (2011) are both from your module textbook, International Human Resources Management. You will use chapters from this text in future weeks as well. Sahoo, C., Das, S. & Sundaray, B. (2011) Strategic human resource management: exploring the key drivers, Employment Relations Record, 11 (2), pp Key Concept Exercise Due Saturday (Day 3) Collaboration Post Key Concept Exercise by Sunday (Day 4)

11 Week 6: HR strategy and business strategy, part 2 Learning objectives Analyse current trends in HRM practice Evaluate current trends in HRM practice using concepts of business strategy alignment Apply library search and critical reading techniques Apply summarising and citation skills in academic writing Readings There are no required readings this week. Collaboration Individual Assignment Due Wednesday (Day 7)

12 Week 7: HR systems and organisations Learning objectives Evaluate the potential impact of high performance work systems on staff and business performance Analyse the implications of implementing high performance work systems for organisational design Synthesise concepts of the HR leader s role in organisation design, systems design and relationships with line managers Readings Document: Week 7 Key Concept Overview (PDF) Armstrong, M. (2006) A handbook of human resource management practice. London: Kogan Page. o Organization design (pp ) o Job design and role development (pp ) Brewster, C. & Mayrhofer, W. (2011) Comparative human resource management. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management. 3rd ed. London: Sage. Heffernan, M., Flood, P.C. & Liu, W. (2011) High performance work systems international evidence of the impact on firms and employees. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management. 3rd ed. London: Sage. Kates, A. & Kesler, G. (2011) Why organization design?, People & Strategy, 34 (4), pp.4-5. Sanders, K. & Frenkel, S. (2011) HR-line management relations: characteristics and effects, International Journal of Human Resource Management, 22 (8), pp Optional resources Articles from the special issue, Comparative perspectives HR and line manager relationships and their effect on employees, International Journal of Human Resource Management, 22 (8) CIPD (2014). The role of line managers in HR. Available from: (Accessed: 23 August 2014). Keegan, A., Huemann, M. & Turner, J. (2012) Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four projectoriented companies in the Netherlands, Austria, the UK and the USA, International Journal of Human Resource Management, 23 (15), pp

13 Som, A. (2012) Organizational response through innovative HRM and re-design: a comparative study from France and India, International Journal of Human Resource Management, 23 (5), pp Key Concept Exercise DueSaturday (Day 3) Collaboration Post Key Concept Exercise by Sunday (Day 4)

14 Week 8: HR metrics and business performance Learning objectives Evaluate the role of metrics in human resource management Analyse approaches to determining the effectiveness of HRM practice and its relationship to business performance Analyse academic integrity in terms of personal and professional ethics Analyse personal values and goals Readings Document: Week 8 Key Concept Overview (PDF) Armstrong, M. (2006) A Handbook of Human Resource Management Practice. London: Kogan Page o Human capital management (pp.29-52) Coe, N. & Letza, S. (2014) Two decades of the balanced scorecard: a review of developments, Poznan University of Economics Review, 13 (1), pp Guest, D.E. (2011) Human resource management and performance: still searching for some answers, Human Resource Management Journal, 21 (1), pp Kim, Y. (2010) Measuring the value of succession planning and management: a qualitative study of multinational companies, Performance Improvement Quarterly, 23 (2), pp Levenson, A. (2013) The promise of big data for HR, People & Strategy, 36 (4), pp Rousseau, D. & Barends, E. (2011) Becoming an evidence-based HR practitioner, Human Resources Management Journal, 21 (3), pp Available from: (Accessed: Accessed: 23 August 2014). Media Hiltz, P. (2011) The importance of transparency in business metrics [Video Online]. (Accessed: 08 August 2014). Optional resources Boudreau, J.W. & Ramstad, P.M. (2002) From professional business partner to strategic talent leader : What s next for human resource management [CAHRS Working Paper #02-10]. Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies. Available from: (Accessed: 23 August 2014).

15 Key Concept Exercise Due Saturday (Day 3) Collaboration Post Key Concept Exercise by Sunday (Day 4) Personal Development Portfolio Due Wednesday (Day 7)

16 Week 9: Organisational culture, values and ethics, part 1 Learning objectives Critically evaluate the value of corporate social responsibility Analyse the cultural and ethical dimensions of HR practice in the context of corporate social responsibility Critically analyse cultural, ethical and CSR issues arising from organisational change Readings Document: Weeks 9 10 Key Concept Overview (PDF) Caldwell, C., Truong, D., Linh, P. & Tuan, A. (2011) Strategic human resource management as ethical stewardship, Journal of Business Ethics, 98 (1), pp Cooke, F.L. (2011) Social responsibility, sustainability and diversity of human resources. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management. 3rd ed. London: Sage. Gond, J., Igalens, J., Swaen, V., & El Akremi, A. (2011) The human resources contribution to responsible leadership: an exploration of the CSR-HR interface, Journal of Business Ethics, 98, pp Greenwood, M.R. (2002) Ethics and HRM: a review and conceptual analysis, Journal of Business Ethics, 36(3), pp Grimshaw, D., Rubery, J. & Almond, P. (2011) Multinational companies and the host country environment. In: Harzing, A.-W. & Pinnington, A.H. (ed.). International human resources management. 3rd ed. London: Sage. Guest, D. & Woodrow, C. (2012) Exploring the boundaries of human resource managers responsibilities, Journal of Business Ethics, 111 (1), pp Shen, J. (2011) Developing the concept of socially responsible international human resource management, International Journal of Human Resource Management, 22 (6), pp Yang, N., Colvin, C., & Yim-Yu, W. (2013) Navigating corporate social responsibility components and strategic options: the IHR perspective, Academy of Strategic Management Journal, 12 (1), pp Key Concept Exercise Due Saturday (Day 3)

17 Collaboration Post Key Concept Exercise by Sunday (Day 4) Individual Assignment Due Wednesday (Day 7)

18 Week 10: Organisational culture, values and ethics, part 2 Learning objectives Analyse the role of HR in advocating for and implementing corporate social responsibility in organisations Collaboration

19 Week 11: HR s role in organisational change Learning objectives Analyse the role of the HR leader in organisational change Critically analyse HRM strategies used in organisational change Propose HRM strategies to address an organisational change problem Readings Document: Week 11 Key Concept Overview (PDF) Armstrong, M. (2006) A handbook of human resource management practice. London: Kogan Page. o Organizational development, change and transformation (pp ) Battilana, J. & Casciaro, T. (2012) Change agents, networks, and institutions: a contingency theory of organizational change, Academy of Management Journal, 55 (2), pp Lengnick-Hall, C., Beck, T. & Lengnick-Hall, M. (2011) Developing a capacity for organisational resilience through strategic human resource management, Human Resource Management Review, 21 (3), pp Pucik, V., Björkman, I., Evans, P. & Stahl, G.K. (2011) Human resource management in cross-border mergers and acquisitions. In: Harzing, A.-W. & Pinnington, A. H. (ed.). International human resources management. 3rd ed. London: Sage. Vazirani, N. (2013) An integrative role of HR in handling issues post mergers and acquisitions, SIES Journal of Management, 9 (2), pp Key Concept Exercise DueSaturday (Day 3) Collaboration Post Key Concept Exercise by Sunday (Day 4) Individual Assignment Due Wednesday (Day 7)

20 Week 12: The future of HR Learning objectives Evaluate your view on the evolution of the HR profession Develop a personal action plan Reading Document: Personal Development Portfolio Template (Word document) Document: Personal Development Portfolio Action Plan Exemplar (PDF) Pritchard, K. (2010) Becoming an HR strategic partner: tales of transition, Human Resource Management Journal, 20 (2), pp Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M.D. (2013) The state of the HR profession, Human Resource Management, 52 (3), pp Wells, E.A. (2013) What is HR leadership? A twenty-first century perspective, Journal of Organisational Learning & Leadership, 11 (2), pp.1-7. Available from: (Accessed: 23 August 2014). Collaboration Post initial response by Sunday (Day 4) Personal Development Portfolio Due Wednesday (Day 7)

21 Assessment Element Weight Key Concept Exercises 35% Collaborations 25% Individual Assignments 30% Personal Development Portfolio 10% Total 100% For general information on assessment and grading, please consult the Student Handbook section pertaining to grading at General Information Learning in the University of Liverpool online programmes The University of Liverpool online programmes employ a unique learning model that is designed to provide a flexible, collaborative and meaningful learning experience. Your learning in this module is through self- study using the resources provided, library research and online interactions with other students and your Instructor. The wide variety of learning activities and assignments help you develop your understanding of theoretical concepts and practice skills required for success in your field. Each week consists of learning objectives, learning resources and learning activities, including collaboration activities and various types of assignments. The learning activities are designed to enable you to synthesise, evaluate and apply the principles covered in this module to your own field of interest. Key Concepts Each week, you will be introduced to key concept overview in strategic marketing that, along with the learning resources, provides knowledge and frameworks for marketing decision making and analysis. Having the knowledge and the tools to deal with current global challenges and trends in marketing topics such as analysing the internal and external environments, looking at frameworks for marketing and knowing marketing techniques can provide necessary information to help make key decisions in areas such as planning, products and purchasing.

22 Collaborations Collaborations are simply extended assignments that contain both individual writing and group discussion of the assignment in the discussion forum. One of the strengths of an online learning programme such as this is the high level of student interaction, whereby students are encouraged to share their perspectives o module concepts, critical assessment of readings and resources and their own experiences for the benefit of the others. Collaborations allow you to learn from and with your peers and your Instructor. Your contribution to the online learning community, primarily through Collaboration, represents a significant portion of your final module grade as the results of your Collaboration participation are paired with either your Individual Assignment or your Personal Development Portfolio. Participating in Collaboration You will have regular online interaction and collaboration with other students and the Instructor in order to help consolidate your understanding of theoretical concepts and to develop your skills through Collaboration and Individual Assignments. Collaboration allows you to learn from and with your peers and your Instructor. Your contribution to the online learning community, primarily through Collaboration, represents a significant portion of your final module grade as the results of your Collaboration participation are paired with either your Individual Assignment or your Personal Development Plan. Participation in Collaboration means several things, depending on the particular Collaboration format. If you are placed in a small working group and asked to work collectively to produce something for example, a business report participating means a shared responsibility and leadership for thinking through how a task will be approached, how labour may be divided and following through o your commitment to the group to a high standard of excellence. In the case of Collaboration format that is discussion, there will be two parts to the discussion required: posting your initial thoughts to the discussion question and responding to your colleagues postings. Learning in a collaborative environment is most effective when all participants provide creative, good- quality, well- thought- out and well- researched contributions rather than brief, superficial responses or those simply saying, I agree. You should therefore focus on offering new ideas in response to other students comments, extending the discussion into new areas and providing constructive feedback to colleagues. Some ground rules apply for participating in Collaboration include the following: Please only participate in the Collaboration area during the time period in which it appears. Please do not return to the Collaboration area from previous week or post early to a Collaboration area in a later week unless you are instructed to do so. images and any additional material is copyrighted by Laureate Online Education B.V. Last update: 2 August 2014

23 Review the applicable rubrics for information on how your contributions to the Collaboration areas will be graded in this module; please see the Assessment Section above. Individual Assignments In this module, your initial individual assignment will focus on a readiness skill in academic writing. The assignment enables you to practice paraphrasing the work of others; a skill necessary as your work will increasingly rely on outside research and analysis. Two additional assignments will incorporate not only your academic writing skills, but also allow you to synthesise and apply the key strategic marketing concepts explored throughout the module. Personal DevelopmentPortfolio The Personal Development Portfolio is an on- going graded portfolio that is included in several weeks within a module. The portfolio is meant to help you reflect on your learning in relation to the module content as well as your evolving perspectives about your role and your potential future within your field of study. At times, the portfolio has specific prompts that integrate learning from readings, media, collaborations and assignments. Communicating with your Instructor It is your responsibility to visit the classroom regularly to read messages, announcements and postings made by your Instructor and peers. You can communicate directly with your Instructor through the internal messaging system in the classroom. You should contact your Instructor immediately any time you are not sure of module requirements or expectations, or any time that you have questions about resources, activities and assignments.