21407 Strategic Human Resource Management
Warning: The information on this page is indicative. The subject outline for a
particular semester, location and mode of offering is the authoritative source
of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.
Subject handbook information prior to 2015 is available in the Archives.
Credit points: 6 cp
Subject level:
Undergraduate
Result type: Grade and marksThere are course requisites for this subject. See access conditions.
Description
This subject focuses on the strategic nature of human resource management (HRM) functions within various organisations and builds on general issues first raised in 21555 Human Resource Management. It develops an appreciation of critical HRM issues through an exploration of conceptual issues such as alternative ways of viewing the HRM field, how HRM should relate to changes in the organisational environment, and the relationships between organisation strategy and HRM functions. The underlying concept considered in this subject is how an organisation in a changing environment can best manage its human resources in such a way as to provide long-term benefits to the organisation.
Subject objectives
| 1. | critically analyse and explain the relevance of the main schools of thought in strategic human resource management |
|---|---|
| 2. | discuss the relationship between strategic HRM and organisational performance, including the evaluation of HRM |
| 3. | describe ethical issues likely to arise in HRM research and practice and discuss how these issues may be resolved |
| 4. | explain the contemporary challenges faced by HR practitioners in establishing a strategic HRM function in relation to organisational change. |
This subject also contributes specifically to the following program learning objectives:
- Demonstrate an awareness of conflicting ethical demands of various stakeholders within business and related professional environments (4.1)
- Demonstrate work-ready disciplinary knowledge (5.1)
Contribution to the development of graduate attributes
This subject forms part of the BBus major in Human Resource Management. It contributes to the objectives of that major by fostering in students the ability to relate HRM and policy to the strategic management of organisations in a changing environment. It provides students with an understanding of strategic HRM by allowing them to develop strategic functional skills (such as the design and analysis of research studies in HRM) and an understanding of the challenges of contemporary HRM issues (such as ethics in HRM, knowledge management, new organisational forms and collaborative arrangements, e-business in HRM, evaluation of strategic HRM, and strategic international HRM) by exposing them to a range of HRM issues, perspectives, theoretical frameworks, research and best practice. The general intention of the unit is to cover both critical and strategic perspectives on HRM. Within this broad expectation, students are encouraged to develop their own learning aims and activities.
Teaching and learning strategies
Students take this subject via face to face classes. UTS Online is used to support face to face delivery.
There is a commitment to critical inquiry and intellectual debate in regard to the material covered, and students are encouraged to explore the relationship between the theories and research on strategic management and HRM by drawing on knowledge of business strategy from the core. Students are expected to have read the readings material before class each week, to facilitate discussion. From time to time, guest lecturers may be invited to present particular topics, and video and other media may be used where appropriate. This approach emphasises the context of HRM decisions and helps to develop a range of HRM-specific, strategic thinking and analytical competencies, which are critical to future success in management.
Content
- Introduction to strategic HRM: theoretical models in strategic HRM (especially power and political frameworks and the resource-based view of the firm)
- Strategic international HRM: introduction to strategic international HRM; expatriate and repatriate management
- Measuring and evaluating HRM: reasons for conducting an HRM effectiveness study; overview of techniques used in measuring and evaluating HRM research (including employee attitude surveys and HRM evaluations); barriers to effective HRM
- Topics on contemporary issues in HRM: the relationships between effective HRM practices and current trends in management, such as ethical issues in HRM research and practice, knowledge management and organisational learning, quality focus, new organisational forms and collaborative arrangements, downsizing, diversity management, environmental sustainability and e-business
Assessment
Assessment task 1: Case study analysis (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2 and 3 This addresses program learning objectives(s): 4.1 |
|---|---|
| Weight: | 40% |
| Length: | 2,000 words maximum. Work judged to be in excess of the word limit will incur a marking penalty. Work will be judged as being in excess of the word limit if its length exceeds that word limit by 10% or more. The penalty incurred will be equal to 5% of the total available marks once the 10% threshold has been reached. A further 5% will be applied for every addiotnal 10% threshold breach. |
Assessment task 2: Round Table Discussion (Group)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 This addresses program learning objectives(s): 5.1 |
|---|---|
| Weight: | 25% |
Assessment task 3: Final Examination (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
|---|---|
| Weight: | 35% |
Minimum requirements
To pass the subject, students must achieve at least 50% of the subject’s total marks and must pass the final examination.
Required texts
A custom publication has been developed for this subject. The textbook is titled Strategic Human Resource Management. Hard copies of the textbook are available from the Co-op Bookstore or a soft copy can be purchased from the McGraw-Hill website.
To locate and purchase the book online follow these simple steps:
1. Go to http://create.mcgraw-hill.com/shop/
2. Search for and select book by the following Title or ISBN
ISBN: 9781308078151
Title: Strategic Human Resource Management
3. Add the book to your cart and pay using a credit card or access code.
Recommended texts
CCH Australia (2013) Australian Master Human Resources Guide 10th Edition, CCH Australia Limited, North Ryde, NSW, Australia.
UTS Business School’s ‘Guide To Writing Assignments’
A collection of case studies and related journal articles, to be read before the relevant classes, will be placed on UTSOnline. Additional relevant materials may be handed out in class and/or placed on UTSOnline, as appropriate.
References
The following academic journals and publications are likely to prove relevant and useful for this subject:
- Academy of Management Journal
- Academy of Management Review
- Asia Pacific Journal of Human
- British Journal of Industrial Relations
- Harvard Business Review
- Human Resource Planning
- Industrial Relations Journal
- International Journal of Human Resource Management
- International Journal of Manpower Studies
- Journal of Applied Psychology
- Journal of Industrial Relations
- Personnel Review
- Personnel Psychology
- Work & Stress
Other resources
UTSOnline is an integrated teaching and learning component of this subject. It is an internet platform which utilises software called Blackboard. As a UTS student you will be required to become familiar with this software, which is now used in most subjects in the Bachelor of Business degree. In this subject, UTSOnline will be used for the following purposes:
- as a noticeboard for announcements relating to the subject
- to provide subject support materials such as the subject outline and lecture slides
- to provide external links to useful web pages
- to communicate with students through batch emails. Be sure to forward your UTS email account, if necessary, to an account you check regularly.
