21724 Strategic Human Resource Management

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

This subject develops the ability to locate, critically analyse and explain the relevance of the recent literature in key areas of human resource management (HRM). It emphasises strategic models of HRM, and the links between HRM and recent trends in management theory and practice.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

Analyse and explain the relevance of the recent literature in key areas of Strategic Human Resource Management.
Critique existing programs in areas such as human resource planning, staff appraisal, recruitment and selection, training and staff development and career development and to make practical recommendations as to how these programs could be better designed and implemented.
Critically analyse the concept of Strategic Human Resource Management in terms of internal consistency, limitations to its applicability and alternative views.
Analyse alternative approaches to organisational change, such as Downsizing, Reengineering, Total Quality Management, Learning Organisations and Knowledge Management and explain their implications for Human Resource Management strategy and practice.
Evaluate current trends in management and organisation, such as the growing internationalisation of business, the tendency to outsource, the widespread use of management consultants, the 'virtual' workforce and the growing concern about environmental sustainability.

Contribution to graduate profile

This subject adopts a "macro" or "strategic" approach to Human Resource Management through a critical analysis of recent literature on the role of Human Resource Management in organisations and through consideration of the application of this literature to work organisations. Various models of strategic Human Resource Management and the strategic relationships between Human Resource Management and programs of management and organisational change are considered. The focus is upon the reflective applicability of leading edge Human Resource Management theory and research findings to changing organisational settings. For students undertaking the Human Resource Management Major or Sub-major, the subject enhances student work-readiness and capacity to undertake leadership roles in the specialised area of Human Resource Management. More broadly, for all students the subject develops increased capacity to apply theory to practice and to develop strategic approaches in the face of changing business conditions.

Teaching and learning strategies

Students will have the option of taking this subject via face to face classes, UTS online or distance education.

Content

Changing concepts of Human Resource Management; models of Strategic Human Resource Management
"Best practice" views of Human Resource Management
Strategic approaches to human resource planning and staff appraisal
Strategic approaches to recruitment/selection and training/staff development
Strategic approaches to Career development
Human Resource Management and organisational change: Downsizing
Human Resource Management and organisational change: Total Quality Management and Reengineering
Human Resource Management and organisational change: Learning organisations and knowledge management
Human Resource Management and current issues: International Human Resource Management
Human Resource Management and current issues: Outsourcing Human Resource Management
Human Resource Management and management consultancy
Human Resource Management and current issues: Human Resource Management and Environmental sustainability
Human Resource Management and current issues: Human Resource Management in virtual organisations; Human Resource Management and management trends.

Assessment

Major Assignment: Literature Review/Recommendations (Individual)	50%
Each student will conduct a literature review on one or more aspects of a subject topic and use the results of this review to formulate recommendations as to how these aspects of the topic should be handled by Human Resource Management staff in a work organisation. The student will read and critically review three recent and relevant articles in addition to the one or two on the topic in the required readings. Addresses objectives 1 and 2.
Oral Presentation (Individual)	20%
All students in class attendance mode will be expected to give one oral presentation in class. This presentation must take the form of either a "case study" of the application to an organisation of a required article for that particular week, or a critical analysis of a recent article relevant to a topic covered in that week which is not one of the articles from the required readings. Addresses objectives 1-5.
Organisational Case Studies and/or Critical Analysis of Articles (Individual)	30%
(50% for distance/online mode) Addresses objectives 1-5.

Recommended text(s)

Book of Readings

Indicative references

Bahrami, H. and Evans, S. (1997), "Human resource leadership in knowledge-based entities: Shaping the context of work", in Ulrich, D., Losey, M. R. and Lake, G. (eds) Tomorrow's HR Management, New York: Wiley, 209-216.

Benn, S., Dunphy, D. and Wilson, S. (2002), "Corporate sustainability: A case study, Fuji Xerox Eco Manufacturing Centre, Sydney, Australia", UTS Management Working Paper Series 25/02, Sydney: UTS.

Cascio, W. F. (2000), Managing a virtual workplace", Academy of Management Executive, Vol. 14, No. 3, 81-90.

Chandler, G. N. and McEvoy, G. M. (2000), "Human resource management, TQM, and firm performance in small and medium-sized enterprises", Entrepreneurship Theory and Practice, Vol. 25, No. 1, 43-57.

Daily, B. F. and Huang, S. (2001), "Achieving sustainability through attention to human resource factors in environmental management", International Journal of Operations and Production Management, Vol. 21, No. 12, 1539-1552.

Greer, C. R., Youngblood, S. A. and Gray, D. A. (1999), "Human resource management outsourcing: The make or buy decision", Academy of Management Executive, Vol. 13, No. 3, 85-96.

Kane, B. (1996), "HRM: Changing concepts in a changing environment", International Journal of Employment Studies, Vol. 4, No. 2, 115-177.

Kane, B. (2001), "HRM and trends in management: Travelling a well-worn path?", Paper presented at the ANZAM 2001 Conference, Auckland, New Zealand, 8 December.

McKinley, W., Sanchez, C. M. and Schick, A. G. (1995), "Organizational downsizing: Constraining, cloning, learning", Academy of Management Executive, Vol. 9, No. 3, 32-42.

Parker, P. and Inkson, K. (1999), "New forms of career: The challenge to human resource management", Asia Pacific Journal of Human Resources, Vol. 37, No. 1, 76-85.

Schuler, R. S. (2001), "HR issues in international joint ventures", in Storey, J. (ed) Human Resource Management: A Critical Text (2nd edition), London: Thomson Learning, 314-335.

Swain, P. (1999), "Organizational learning: Developing leaders to deal with continuous change - a human resource perspective", The Learning Organization, Vol. 6, No. 1, 30-37.

Zucchi, F. and Edwards, J. S. (1999), "Human resource management aspects of business process reengineering: A survey", Business Process Management Journal, Vol. 5, No. 4, 325-344.