Unit 21: Strategic Human Resource Management
Unit code F/508/0533
Unit level 5
Credit value 15
Introduction
The aim of this unit is to explore the contribution strategic Human Resource Management (HRM) makes towards the development and support of sustainable organisational strategies. Students will develop an understanding and appreciation of seminal and contemporary models, theories and concepts which enable HR managers to make positive contributions to sustainable organisational change and growth from an HR perspective.
On successful completion of this unit students will have the confidence to contribute to strategic decision-making in an HR context. This will be based on strong theoretical and applied foundations which will add value to an organisation’s HR function and role.
>Learning Outcomes
By the end of this unit a student will be able to:
- Analyse key external and contextual developments which influence HR strategy.
- Apply contemporary theoretical and practical knowledge of HR development.
- Evaluate how appropriate change management models support HR strategy.
- Evaluate the contribution of HR management and development to sustainable business performance and growth.
Essential Content
LO1 Analyse key external and contextual developments which influence HR strategy
- Strategic HRM and external influences:
- What is strategic HRM and what are the benefits? What are the main external influences on HR strategy?
- What are the generic HR strategies that these external factors influence?
External and contextual developments:
- Contemporary trends and developments in HR such as the impact of globalisation, workforce diversity, changing skills requirements, continuous improvement and processes for improving productivity.
- Changes in HR policy and practice related to current trends and developments. The use of cloud technology for aligning people and processes.
- The impact of technology on the recruitment and selection process, monitoring employees and supporting performance management.
- HR issues in the private, public and third sectors
LO2 Apply contemporary theoretical and practical knowledge of HR development
The theory of HR:
- The history of HR development from personnel to HRM and the growth of strategic HRM.
- Links between organisational strategy and HR strategy: the universalist and contingency approaches to HRM.
The impact of theory on HR practices:
- The relevance of theory to developing organisational HR practice.
- Contemporary HR theories and practices such as flexible work arrangements, performance management, e-recruitment and the 540 performance appraisal.
- The concept of applied HR strategy.
LO3 Evaluate how appropriate change management models support HR strategy
Change management strategies, models and concepts:
- The concept of organisational behaviour and the impact of change on organisational behaviour.
- The use of different approaches towards change management, including: Kotter’ 8-Step Change model, Lewin’s Three Step Change model.
- The relevance of the psychological contract in relation to managing change. The use of Nudge theory to support organisational change and behaviour.
HR Strategy:
- How does change management support and influence HR strategy?
- HR workforce planning, recruitment processes, managing employee motivation and performance management.
LO4 Evaluate the contribution of HR management and development to sustainable business performance and growth
Sustainable performance and business growth:
- What is sustainable growth?
- How does HRM support sustainable business performance and growth?
- The ‘best fit’ perspective and resource-based view emphasis on achieving competitive advantage.
- Evaluating the contribution of HR management through benchmarking and Key Performance Indicators (KPIs), 10-C checklist of HRM, the model of capability for skills evaluation and the use of performance management systems.
Learning Outcomes and Assessment Criteria
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Pass
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Merit
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Distinction
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LO1 Analyse key external and contextual developments which influence HR strategy
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P1 Determine key current trends and developments that influence an organisation’s HR strategy.
P2 Analyse how both external and internal factors influence HR strategy and practice.
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M1 Critically analyse the influences of the external and contextual developments and discuss how this impacts on the HR strategy of an organisation.
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D1 Critically evaluate the influences of key external and contextual developments applying relevant theories, models and concepts.
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LO2 Apply contemporary theoretical and practical
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knowledge of HR development
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P3 Apply relevant
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M2 Examine how human
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D2 Evaluate how human
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theories and concepts
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resources theory relates
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resource theory relates to
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relating to the growth and
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to practice in a specific
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practice in a specific
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development of strategic
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organisational example,
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organisational example,
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HRM to specific
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identifying areas where
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comparing and
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organisational examples.
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this will differ in other
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contrasting this with other
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organisational situations.
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possible organisational
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contexts.
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LO3 Evaluate how appropriate change management
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models support HR strategy
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P4 Evaluate how
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M3 Provide valid
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D3 Critique how change
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appropriate change
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justifications for the
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management strategies,
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management models
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application of chosen
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models and concepts
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support HR strategy in
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change management
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could be implemented
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application to relevant
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strategies, models and
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together with reference to
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organisational examples.
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concepts to demonstrate
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consequential benefits
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how they effectively
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and potential drawbacks
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support HR strategy.
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for an organisation.
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Pass
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Merit
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Distinction
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LO4 Evaluate the contribution of HR management and HR development to sustainable business performance and growth
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D4 Critically reflect on how HR monitoring and evaluating techniques contribute to sustainable performance and growth addressing potential consequences of their implementation.
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P5 Discuss how HR outcomes can be monitored and measured and apply this to a specific organisational situation.
P6 Evaluate how effective HR management and development can support sustainable performance and growth to meet organisational objectives.
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M4 Make suggestions for HR development techniques applicable in a given organisational situation and provide an account of how they could be applied and how they contribute to sustainable performance and growth.
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