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General Information
School Business School
Level Level 7 (Masters Level)
Credit Value 15 Credits
Contact Hours 30 Hours
Programme(s) MSc Professional HR
Module Leader Jennifer Park
Related Modules Pre-requisites None Co-requisites None Post-requisites None Excluded Combinations None
External Accrediting Body The Chartered Institute of Personnel & Development
Introduction
“As HR becomes a more insight-driven function and as organisations try to keep evolving, the ability to create a more adaptable “living strategy” both in the organisation and for HR becomes a driver of competitive advantage.”
(CIPD Time for change – towards a Next Generation HR) The skills needed in the HR function have changed rapidly since 2003, and as the above quote from the professional institute shows, the strategic role of HR is still evolving and becoming more integrated with core business strategies and drivers. The world itself has become more dynamic and complex requiring HR specialists to work far closer with their businesses to ensure HR policies, procedures and practices facilitate the pace of change and support the development and management of people.
This module initially examines how different organisations approach the development of formal or emergent strategies, exploring key strategic tools and a variety of external influences and drivers that impact on strategic choice. It then examines the support required from the HR function in shaping and realising business strategies, how HR is structured to provide that support and how its contribution to the organisation is measured. It also examines the important role of the HR practitioner as a change agent in the introduction of new working practices.
Throughout the module you will explore contemporary and traditional theories pertaining to this area of study and be invited to challenge, explore and develop alternatives as you assess the relevance of established academic theory in terms of practical application. Through the study of recent articles and research reports, you will gain an insight into the increasingly significant role that HR practitioners can play by combining an understanding of business drivers with their expertise in the area of people management.
Educational Aims This module aims to:
• Develop a deep understanding of the issues surrounding the role of the HR function in shaping and supporting the development and delivery of business strategies.
• Assess the impact of external factors on organisations and their strategic intent and direction. • Apply techniques to critically evaluate an organisation’s current competencies, competitive
advantage and the appropriateness of its existing HR policies and practices.
• Critically evaluate a range of structures for delivering effective and efficient HR services within a variety of types and sizes of organisation.
• Utilise and apply a range of change management and communication tools to assist with understanding the varying perspectives of different stakeholders in respect of strategic change, the likely impact of that change on the workforce and the vital role of HR as change agent in delivering change.
• Provide you with a range of opportunities to practice the application of strategic management tools in developing HR strategies and policies which support business change.
Learning Outcomes
Knowledge and Understanding
Ref A. Students should be able to demonstrate a: (subject specific)
K1 Critical understanding of the values and techniques of the advanced interdisciplinary study of strategy development and strategic management in contemporary and global organisations. K2 Critical awareness of external environmental influences and their influence on current and
developing issues related to legislative, competitive, ethical, demographic and sustainability aspects of strategic and human resource management.
K3 Critical understanding of the ways in which the human resource function can be structured to meet the needs of a wide range of differing organisations.
K4 Deep understanding of the way in which strategic human resource management needs to be aligned to corporate strategy and the ability to use HR policies and practices to support its effective delivery.
Cognitive Skills
Ref B. Students should be able to:
C1 Critically analyse evolving and complex business strategies in order to provide human resource management solutions to deliver those strategies, particularly where there is a significant element of transformational change.
C2 Critically assess the factors which impact on effective human resource practices, devise responses to them and appreciate the differences in approach required between organisations and across industry sectors.
C3 Critically evaluate human resource practices through the effective analysis of relevant information and data in order to identify appropriate development and improvement strategies.
C4 Proactively source and apply research to inform operational and strategic human resource decisions in different organisational contexts.
Professional Skills and Attitudes
Ref C. Students should be able to:
P1 Undertake managerial research of a high quality in which data may be gathered from a wide range of sources to aid human resource decision making.
P2 Improve human resource effectiveness through the solution of complex and unstructured problems.
P3 Critically evaluate a range of alternative courses of action in order to solve problems and implement decisions which result in achievable and appropriately viable outcomes.
P4 Proactively contribute to the development of actionable change management initiatives which demonstrate sensitivity to stakeholders and achieve effective and sustainable change.
General Transferable Skills
Ref D. Students should be able to:
T1 Lead and work as a member of a group to undertake seminar tasks at a professional level, demonstrating the ability to assign responsibilities and negotiate and manage conflict. T2 Reflect on own performance and identify their personal learning needs with respect to
research and address these through their self directed learning and continuous personal development.
T3 Demonstrate creativity, flexibility and clear judgement, supported by the ability to professionally communicate ideas.
T4 Analyse multiple sources of data and information utilising appropriate ICT and understand how these can be combined in different situations.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the Summative Elements].
In addition to the summative elements, the module contains two (2) tasks to assist you in evaluating your progress in the module [the Formative Elements].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1. Report on the selection of strategic options
This task will involve the critical analysis of strategic options based around a case study. A 2,000 word assignment will be due in immediately following the reading week. Week 6.
2. Presentation of HRM approaches
This task will involve the development in groups of a presentation, to the Board, of the options and recommendations for application of best practice/best fit HRM practices to one of four interrelated case study scenarios. It will also involve the critical analysis of the presentations delivered by the other groups.
To be delivered in workshop 2 Week 9.
Summative Elements
Please Note: You must achieve a pass in the following element(s) to pass the module.
1. A controlled assignment [100% of Module Grade]:
A 3 hour controlled assignment during which you answer a mandatory unseen question based on a case study, key details of which will be issued one week before to allow market-specific research to be undertaken. The student will be able to take into the controlled environment prepared personal notes of no more than four sides of A4 which cover the main concepts and on which they will build their answer. The question will relate to both the development of business strategies and the implications and implementation responsibilities of the HR function in their delivery.
Summative Assessment Handout: One week before Summative Assessment Due Date: Week TBC
The formative and graded elements are awarded a percentage grading according to the Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade. For the classification of your degree (Distinction, Merit, Pass) the final module grades will be combined according to the Diagram of Outcomes Leading to Award, detailed in your programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and knowledge you are encouraged to explore all sources of information to drive and enhance your learning (books, academic and professional journals, online resources, etc). Below is an indicative list of reading that you may find helpful in your studies; more specific readings may be utilised throughout the module.
Seminal Works
MARCHINGTON, M. and WILKINSON, A. (2008) Human Resource Management
At Work; People Management and Development, 4th edition, London, Chartered Institute of
Personnel and Development Books and Texts
ADAIR J (2006) Leadership and motivation: the fifty-fifty rule and the eight key principles of motivating others London Kogan page Limited
ARMSTRONG, M. (2006), A handbook of human resource management practice, London: Kogan Page.
ARMSTRONG, M. and BARON, A. (2004) Performance management: action and impact. London: Chartered Institute of Personnel and Development.
ASTON CENTRE FOR HUMAN RESOURCES. (2008) Strategic human resource management: building research-based practice. London: Chartered Institute of Personnel and Development. BACH, S. and SISSON, K. (eds). (2000) Personnel management: a comprehensive guide to theory and practice. 3rd ed. Oxford: Blackwell.
BEARDWELL, J. and CLAYDON, T. (eds). (2007) Human resource management: a contemporary approach. 4th ed. Harlow: Financial Times/Prentice-Hall.
CLUTTERBUCK. D. (2004) Everyone needs a mentor. 4th ed. London: Chartered Institute of Personnel and Development.
HANDY, C. (1993) Understanding organisations. 4th ed. Harmondsworth: Penguin. HUGHES, M. (2006) Change Management. London: Chartered Institute of Personnel and Development
HUTCHINSON, S. and PURCELL, J. (2007) Line Managers in reward, learning and development. London: Chartered Institute of Personnel and Development.
MINTZBERG H (2000), The rise and fall of strategic planning, New York, Free Press.
SCHEIN E H (2010), Organisational culture and leadership, 4th ed., San Francisco: Jossey-Bass. SMITH, G. (2004) Leading the professionals. London: Kogan Page.
TAYLOR, S. (2008) People resourcing. 4th ed. London: Chartered Institute of Personnel and Development.
WINSTANLEY, D. (2005) Personal effectiveness. London: Chartered Institute of Personnel and Development.