Module Descriptors
STRATEGIC HUMAN RESOURCE MANAGEMENT
HRMG60050
Key Facts
Digital, Technology, Innovation and Business
Level 6
15 credits
Contact
Leader: Andrew Hanks
Email: Andrew.Hanks@staffs.ac.uk
Hours of Study
Scheduled Learning and Teaching Activities: 30
Independent Study Hours: 120
Total Learning Hours: 150
Pattern of Delivery
- Occurrence B, British University Vietnam, UG Semester 3 to UG Semester 1
- Occurrence B, British University Vietnam, UG Semester 3
Sites
- British University Vietnam
Assessment
- EXAMINATION - UNSEEN IN EXAMINATION CONDITIONS weighted at 100%
Module Details
Module Resources
Library
Electronic databases
Electronic databases
Module Texts
Bratton J and Gold J, (2007) Human Resource Management, 4th Ed, Palgrave, (ISBN 978-0-230-00174-9)
Boxall P & Purcell J. (2003). Strategy and Human resource Management. Palgrave (ISBN 0-333-77820-0)
Boxall P & Purcell J. (2003). Strategy and Human resource Management. Palgrave (ISBN 0-333-77820-0)
Module Learning Strategies
The learning strategy for this module requires students to commit 150 learning hours. Of this, there will be 30 hours of class support and 120 hours of independent and self-directed study.
Module Indicative Content
The module considers the strategic contribution that HRM can make to organisational objectives, effectiveness and performance.
This will be achieved through studying models, tools and concepts as applied to:
External and internal environments
Stakeholder contribution and control
HR strategies including the debate between 'best fit' and 'best practice'
Measures of organisational performance
Leading to HR strategies for:
Structures, including outsourcing
Planning, recruitment and selection
Learning and development
Performance appraisal and reward
Employee relations, involvement and communication
Within the context of:
Ethical imperatives of the modern workplace
Continuity and change
Business and employee expectation
European frameworks
This will be achieved through studying models, tools and concepts as applied to:
External and internal environments
Stakeholder contribution and control
HR strategies including the debate between 'best fit' and 'best practice'
Measures of organisational performance
Leading to HR strategies for:
Structures, including outsourcing
Planning, recruitment and selection
Learning and development
Performance appraisal and reward
Employee relations, involvement and communication
Within the context of:
Ethical imperatives of the modern workplace
Continuity and change
Business and employee expectation
European frameworks
Module Additional Assessment Details
A 2 hour examination based on a seen case study 100% Covers LO 1, 2, 3 and 4