HR605 – Strategic HR
Master of Science in Human Resource Management and Organizational Behavior
Core Course
HR605 – Strategic HR
Course Unit Code: HR605
Type Of Unit: Core
Level of Course Unit: Second cycle
Year of Study: First/second year
Semester: On demand
Number of ECTS Credits: 10
Class Contact Hours: 35
Mode of Delivery
Face to Face
Prerequisites
HR405 and any two of the following: HR565, HR570, HR560 plus MA575 or HR585
Course Objectives
The aim of this course is to present the general context of strategic human resource management and to describe conceptual models governing the practice of strategic HRM. This course attempts to provide an integrative framework within which the numerous strategic HR issues and variables can be situated and conceptualized. Specifically, the course examines the critical role of HRM in organizations as a source of competitive advantage; it determines and explores the link between business and HR strategy; it analyses relevant strategic management theories such as the resource-based view; and it presents how high performance work systems can be designed and implemented with an ultimate aim of enhancing organizational performance.
Learning Outcomes
- Demonstrate knowledge and understanding of key theories/concepts, practices, and trends that relate to the Strategic Management of Human Resources (SHRM), including ethical responsibilities that relate to their application.
- Integrate theoretical knowledge and/or analyze and interpret relevant data and information in order to solve complex problems and exercise judgment on issues that relate to HRM and OB.
- Apply concepts, theories, and models to evaluate critically current SHRM practices with the aim to provide sound recommendations for improvement.
- Utilize appropriate research methods to conduct research into issues that relate to HRM/OB in organizational settings.
- Demonstrate professionalism working as part of a team in a real-life company and delivering a professionally-written report.
Course Content
Course Features
Planned learning activities and teaching methods
Various learning styles and teaching methods are utilized in this course. These methods are aimed at increasing participants’ comprehension of the material, while allowing them to gain significant hands-on experience through learning by doing. The main teaching methods that will be applied include:
Lectures
Questionnaires
Case studies
Team exercises and assignments
In-class discussions and debates
Group assignment
Assessment methods and criteria
Assessment of the course:
40% Group Assignment
60% Final Exam
Group Assignment Title:
Strategic HR Consulting Project: “Evaluation of a company’s Strategic HRM initiatives/actions and recommendations”
Group Assignment Description/Requirements:
This is a group assignment to be undertaken in groups of 3-5 students.
It is a consulting project that aims at both assessing the as-is situation of a company and propose actions and recommendations for a to-be situation.
You are encouraged to use both primary (e.g. questionnaires, interviews) and secondary (e.g. annual reports, corporate documents) data sources, as well as your own experience from the company.
Submitted assignments should effectively combine theory with practice
All sources used (e.g. articles, books) should be correctly cited and referenced (APA style preferred)
Assignment should be between 3.000-5.000 words (excluding appendices)
Group Assignment Structure:
For this assignment you have to:
Provide an executive summary (this should be no more than 750 words and should be directed an executive providing the most important information of your assignment)
Briefly describe the company, its structure, strategy and the HR structure/policies/practices (e.g. staffing, performance management, training and development, rewarding).
Present your research methodology and conduct an in depth analysis and evaluation of a company’s current stance towards SHRM (is the company currently effectively implementing the theory, tools, concepts that were discussed in class? To what degree?).
Propose actions/initiatives and recommendations that will aid the company in achieving an effective HR horizontal fit (i.e. integration/bundling of different HR functions) and vertical fit (i.e. alignment between the business and HR strategy)
Provide references that are correctly cited in the main text of the assignment and appendices with relevant and supporting information
More information about the assignment will be given during the course.
Group Assignment Assessment:
The group assignment will be evaluated based on the following criteria:
General and background information about the company and its HR (this part relates to point 2 of the group assignment structure) (15%)
Research methodology and critical analysis and reflection of the SHRM concepts, topics and tools (this part relates to point 3 of the group assignment structure) (25%)
Quality of recommendations (this part relates to point 4 of the group assignment structure) (40%)
Writing style (clear, concise, technically correct English suitable for academic and professional audiences) (10%)
Structure and presentation (correctly formatted table of contents, correctly
cited and referenced sources, appendices, professional structure and presentation) (10%)
Language of Instruction
English
Work placement(s)
Not applicable
Readings
Recommended Text Book(s):
1. Mello, Jeffrey A. (2019). Strategic Human Resource Management (5). Cengage Learning.
Recommended Articles:
2. Baron, J. N., & Kreps, D. M. (1999). Consistent Human Resource Practices. California Management Review, 41(3), 29-53.
3. Bartlett, C., & Ghoshal, S. (2002). Building competitive advantage through people. Sloan Management Review, 43(2), 34-41.
4. Boxall. (1996). The Strategic HRM debate and the Resource Based View of the Firm. Human Resource Management Journal, 6, 59-75.
5. Boxall, P. and Macky, K. (2009). Research and theory on high-performance work systems: Progressing the high-involvement stream. Human Resource Management Journal 19(1), 3-23.
6. Breitfelder, M. D. and Wademan-Dowling, D. (2008). Why did we ever go into HR? Harvard Business Review, 86(7-8), 39-43.
7. Brockbank, W., & Ulrich, D. (2005). Higher knowledge for higher aspirations. Human Resource Management, 44(4), 489-504.
8. Cappelli, P. (2015). Why we love to hate HR and what HR can do about it.Harvard Business Review, 93(7-8), 54-61.
9. Groysberg, B., McLean, A. N., & Reavis, C. (2006). Delivering Strategic Human Resource Management: Harvard Business School.
10. Guest, D. (2011). Human resource management and performance: Still searching for some answers. Human Resource Management Journal, 21(1), 3-13.
11. Kaufman, B. (2015). Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management. 54(3), pp. 389-407.
12. Lawler, E. E. (2005). From human resource management to organizational effectiveness. Human Resource Management, 44(2), 165-169.
13. Ulrich, D. (1998). A new mandate for human resources. Harvard Business Review, 76, 124-135.
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