Module Aims:- To develop an appreciation of the interaction between strategy and human resources.- To capitalise on avenues of thought, theory and explanatory frameworks to achieve best HR practice.- To display the association between commitment and life-long loyalty to “the firm” through strategic HR policy.
Strategic human resource management:A vital piece in the jigsaw of organisational success?
What is strategic human resource management?Main theoretical approaches to SHRM- High commitment and low commitment HR strategies in practice The history and origins of SHRMSHRM Investment PerspectiveThe contribution of SHRM to organisational performance
Strategic human resource planning: the weakest link?
What is strategic human resource planning?Human resource planning: the vital connecting link?The problematic nature of human resource planning practiceThe HRP paradox: to plan or not to plan?Forging the missing link
Performance Management and Strategic Reward Management
Performance measurement and SHRM.Reasons for growth in the importance of performance management.Competency frameworks360 Degree AppraisalPersonal development planningStaff appraisalConclusion – does performance management work?What is Strategic Reward?A more strategic approach to paying for contribution?Current Challenges.
SHRM in a changing and shrinking world:Internationalisation of business and the role of SHRM
Background to the internationalisation of businessSIHRM: definition and analytical frameworkSIHRM issues: functions, policies and practicesThe cultural perspective on SIHRM
The Human Resource Legal Environment
Employment Equality LegislationUnfair Dismissal and CompensationRedundancy: The Law
| Module Content & Assessment | |
|---|---|
| Assessment Breakdown | % |
| Other Assessment(s) | 40 |
| Formal Examination | 60 |