Module Code - Title:

PM4907 - STRATEGIC HUMAN RESOURCE MANAGEMENT

Year Last Offered:

2021/2

Hours Per Week:

Lecture

0

Lab

2

Tutorial

0

Other

1

Private

7

Credits

6

Grading Type:

N

Prerequisite Modules:

Rationale and Purpose of the Module:

One of the core aims of this module is the development of students' analytical and conceptual ability in the domain of HRM. The purpose of the module is to integrate knowledge and competence from other previous HR modules and from work experience and to integrate them in a way that requires students to be able to analyse key HR issues in the wider national and international context . Students will be required to critically evaluate key contemporary issues in Human Resource Management literature and to examine trends and developments in HRM/employment relations in the international and Irish context. There will be a focus on more strategic aspects of HRM and students will be expected to draw on their work experience in all aspects of course

Syllabus:

Introduction to course; Introduction to key concepts; Work routines; Work systems and changing priorities of production; The changing context of work; Contemporary influences on HRM; Strategy and strategic HRM; Models of strategic HRM; HRM and industry dynamics; Changing labour markets; segmentation; internal and external labour markets; flexibility and labour markets; organisational flexibility and HRM; International HRM; annual lovett lecture; diversity; strategic HR planning; strategic rewards; performance management; live case study from Irish or international context.

Learning Outcomes:

Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)

Analyse a 'live' irish case from the perspective of key elements of the course- strategy and HR, contextual influences on strategy realisation Identify effect of internationalisation on HR strategies,policy and practice Discuss key contemporary issues for HR professionals and organisations in irish and international context Interpret key changes and trends in wider context and their implications for HRM/employment relations Differentiate between operational aspects of HR and more strategic elements display understanding of the concept and process of strategy and how organisations HR strategies evolve Evaluate key HR policies in terms of thier linkage and contribution to organisation objectives within participants own organisation

Affective (Attitudes and Values)

Demonstrate ability to analyse HR issues from a critical and objective standpoint

Psychomotor (Physical Skills)

none

How the Module will be Taught and what will be the Learning Experiences of the Students:

This module is a final year module and participants are mostly working within the HR profession. With this in mind the module incorporates a high level of participation and action learning on the part of students. Lectures and tutorials make use of current affairs programmes, podcasts and live cases in ireland and internationally. students are encouraged to draw from previous modules and their work and life experience in thematic discussions. There is a mix of team and individually oriented discussions/cases incorporated into the programme. A number of guest lecturers who are expert in their field of research/practice also present to the students and all students are required to attend the annual John Lovett memorial lecture which explores a contemporary area of interst to HR professionals

Research Findings Incorporated in to the Syllabus (If Relevant):

Where possible guest lecturers who have conducted research that is relevant to the module are invited to present and there is a high element of research evidence incorporated into lectures. Assessment of module also requires students to display knowledge

Prime Texts:

Beardwell, I and Holden K. (2004) Human Resource Management: A Contemporary Perspective , Pitman

Boxall, P and Purcell J (2003) Strategy and Human Resource Management , Palgrave

Noon, M and Blyton M. (2007) The Realities of Work , Palgrave

Other Relevant Texts:

Torrington, D and Hall, L (2004) Human Pesource Management , Prentice Hall

Kumar, K (1995) From Post Industrial to Post Modern Society: new theories of the contemporary world , Blackwell

Williams C (2007) rethinking the future of Work: directions and Visions , Sage