COURSE DESCRIPTION
This course examines strategic management in the field of business administration in terms of contents, process and context and provides the foundation for the student’s capstone project and paper. The course addresses issues of internal and external environment analysis and associates them with the notion of competitive advantage. The course defines strategy at three levels (corporate, business and functional) and is thoroughly discussed at the business and functional level. The roles and responsibilities of managers involved in the decision-making process are also examined.
COURSE OBJECTIVES
The objectives of this course are:
- To provide participants with a broad understanding of strategic management concepts and theories and their importance and application to the field of human resources management
- To enable participants to acquire strategic decision making skills and conduct case analyses in the field of business administration with a focus on human resources management
- To enable participants to understand the roles and responsibilities of the key managers in strategic human resources management positions within the organization, with particular emphasis upon decision making at the business level.
COURSE LEARNING OUTCOMES (CLOs)
On completion of this course, participants are expected to be able to:
- Demonstrate a broad understanding of the field of strategic human resources management
- Appreciate how HR strategies are related to business strategies
- Describe how HR strategies can be informed by a knowledge of labour markets and product markets locally, nationally and internationally
- Describe the dynamic nature of global competition and of social and technological trends and their significance for HRM practice.
- Write a complete strategic human resources plan based on a multi-disciplinary approach which presents the participant’s study, analysis, findings and recommendations.
COURSE OUTLINE
PART 1: BASIC CONCEPTS IN SHRM
- Understanding Strategic HRM and ER
- The goals of HRM and ER, and how they relate to strategy and the process of strategic management
- Strategic choice/contingent approaches
- Best practice and resource-based approaches
- Critical and institutional perspectives
- Designing and Implementing strategic HRM and ER initiatives
- Workforce analysis and planning
- Managing Employee Voice and representation
- Designing incentives and reward systems
- Managing individual performance and commitment
- Negotiating organisational change
- Evaluating HRM and ER systems performance
- Personal and professional competencies and attributes
- Evaluating HRM/ER effectiveness
- Ethics in HRM/ER balancing organisational objectives, professional obligations and personal values
PART 2: WRITING A COMPLETE STRATEGIC HUMAN RESOURCES PLAN
A- Scanning the Environment
- Environmental Scanning and Industry Analysis
- Organizational Analysis and Competitive Advantage
B – Strategy Formulation
- Strategy Formulation: Business Strategy
- Strategy Formulation: Corporate Strategy
- Strategy Formulation: Functional Strategy and Strategic Choice
C – Strategy Implementation and Control
- Strategy Implementation: Global Strategy
- Strategy Implementation: Organizing and Structure
- Strategy Implementation: Staffing and Directing
Course Textbook:
Fundamentals of Human Resource Management, 5th Edition
Gary Dessler, Florida International University
Link: https://www.pearson.com/us/higher-education/program/Dessler-Fundamentals-of-Human-Resource-Management-Plus-My-Lab-Management-with-Pearson-e-Text-Access-Card-Package-5th-Edition/PGM1768115.html
Feedback Given to Participants in Response to Assessed Work
- Individual written feedback on coursework
- Feedback discussed as part of a tutorial
- Individual feedback on request
- Model answers
Developmental Feedback Generated Through Teaching Activities
- Feedback is given at presentations and during tutorial sessions
- Dialogue between participants and staff in tutorials and lectures
GRADING AND SCORING
The course grade will be based on a final project presented by the participant and graded by the instructor. Participants much achieve a passing grade of 70% or more to be awarded a certificate of completion of the course.
