Module Details

Module Code: MGMT H3337
Module Title: Strategic Human Resource Management
Title: Strategic Human Resource Management
Module Level:: 8
Credits:: 10
Module Coordinator: Martin Meagher
Module Author:: John Trehy
Domains:  
Module Description: The aim of this module is to develop the student's knowledge of the relationship between business strategy and Human Resource Management(HRM). Students should develop the skills to assess the effects of different HR policies and practices in a business, based on the key HR functions. This module will consider how HR can add value and what structural options are available for designing the HRM function. The module will also introduce the main issues pertaining to international HRM.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Analyse the link between business and HR strategy
LO2 Examine how organisations derive their HR policies and practices and discuss the factors influencing these choices
LO3 Assess the strategic role of HR functions/policies/practices in achieving an organisation's objectives/increased performance/ competitiveness.
LO4 Analyse and discuss strategic options and challenges of international HRM.
LO5 Assess how the HRM function can add value and evaluate HRM system design options for achieving same.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is recommended before enrolment in this module.
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Additional Requisite Information
No Co Requisites listed
 
Indicative Content
Introduction to Strategic Human Resource Management (SHRM)
Reviewing traditional models of HRM; Link between business and HR strategy; Strategic HRM models; Resourced based view of Human Resources; Best Practices and Best Fit models
Managing the Strategic Functions of HRM
Resourcing; flexible models, turnover and retention; Performance management and high performing work systems; Learning and Development strategies; Rewards Strategies
Managing the HR function
The value proposition, design options, Ulrich model (Shared Service Centres, Centres of Excellence and Strategic Business Partners), Outsourcing HRM, HR consultancy
International HRM (IHRM)
Management strategies to IHRM; Managing expatriation and repatriation; International and Comparative HRM; Culture and Diversity
Module Content & Assessment
Assessment Breakdown%
Continuous Assessment100.00%

Assessments

Full Time

Continuous Assessment
Assessment Type Other % of Total Mark 50
Timing Week 7 Learning Outcomes 1,2,3
Non-marked No
Assessment Description
Examination/Essay/Group Project/Presentation/Case studies Example: Company review and presentation on their HR strategy.
Assessment Type Other % of Total Mark 50
Timing Sem 1 End Learning Outcomes 4,5
Non-marked No
Assessment Description
Examination/Essay/Group Project/Presentation/Case studies - example case study review and assessment of best options for expansion/internationalization/growth etc.
No Project
No Practical
No End of Module Formal Examination

SETU Carlow Campus reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 6.00 6
Independent Learning Time Non Contact No Description Every Week 12.00 12
Total Weekly Contact Hours 6.00
Workload: Part Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 3.00 3
Independent Learning Non Contact No Description Every Week 15.00 15
Total Weekly Contact Hours 3.00
 
Module Resources
Recommended Book Resources
  • Mick Marchington, Adrian Wilkinson, Rory Donnelly and Anastasia Knygihou. (2020), Human Resource Management at Work, 7th. Kogan Page - CIPD, [ISBN: EAN: 97817896].
  • Peter Boxall,John Purcell. (2015), Strategy and Human Resource Management, 4th. Macmillan International Higher Education, p.368, [ISBN: 9781137407658].
  • Stephen Taylor and Michael Armstrong. (2020), Armstrong's Handbook of of Human Resource Management Practice, 15. Kogan Page - CIPD, [ISBN: EAN: 97807494].
Supplementary Book Resources
  • Stephen Taylor and Graham Perkins. (2021), Work and Employment in a Changing Business Environment, 1st. CIPD - Kogan Page, [ISBN: EAN: 97813986].
  • Karen Legge. (2005), Human Resource Management - Rhetorics and Realities, Anniversary Edition or 10th. Red Globe Press, [ISBN: 9781137036018].
  • Peter F. Boxall,John Purcell,Patrick M. Wright. (2007), The Oxford Handbook of Human Resource Management, Oxford University Press on Demand, p.658, [ISBN: 9780199282517].
  • Adrian Wilkinson,Tony Dundon & Tom Redman. (2021), Contemporary Human Resource Management, 6th. Sage Publications Limited, p.704, [ISBN: 9781529758276].
  • John Bratton and Jeff Gold. (2017), Human Resource Management: Theory and Practice, 6th. Red Globe Press, [ISBN: 978113757259].
  • Derek Torrington. (2021), Human Resource Management, 11th. Financial Times/Prentice Hall, p.819, [ISBN: 978129226164].
  • Gary Rees,Paul Smith. (2021), Strategic Human Resource Management, 3rd. SAGE Publications Limited, p.607, [ISBN: 9781529755954].
  • Brian Harney,Kathy Monks. Strategic HRM: Research and Practice in Ireland, 1st. Orpen - Dublin, [ISBN: 9781909895195].
  • Jorrit Van Mierlo. (2018), Unravelling the dynamics of HRM implementation - A process perspective, [ISBN: 9789402812091].
This module does not have any article/paper resources
Other Resources
  • Library catalogue, Journals and E-Portal.
  • www.CIPD.ie.
  • Harvard Business Review Case Studies.
  • ECCH Case Studies.
Discussion Note: