Course Outline 2016 MGMT 711: STRATEGIC HUMAN RESOURCE MANAGEMENT (15 POINTS) Semester 1 (1163) Course Prescription Theory and research in HRM strategy, including debates about 'best fit' and 'best practice'. The resource-based view of the firm and competition for human capital in the knowledge economy. The roles of HR specialists and the practice of HR planning. Programme and Course Advice Prerequisite: MGMT 304 or PSYCH 322 Restriction: MGMT 761 Goals of the Course This course examines the role of HRM in business viability and relative performance. Human resource strategy is an essential part of any credible understanding of business strategy and not some kind of dubious appendage to it. When effectively handled, HRM helps the firm to operate cost-effectively in the industries in which it competes and legitimately in the societies in which it is embedded. The course considers the potential of HRM to enhance organisational flexibility and help create competitive advantage. It examines HRM in dynamic and complex contexts and discusses practical ways of improving strategic HR planning in firms. Learning Outcomes By the end of this course it is expected that the student will be able to: 1. demonstrate an advanced understanding of the key concepts, theories and leading studies associated with strategic HRM; 2. critically discuss both contextual factors and general principles relevant to strategic HRM; 3. help firms analyse the strengths, weaknesses, opportunities and threats associated with their particular HR strategies and plan more effectively in HRM; 4. demonstrate the presentation skills and quality of interaction associated with successful entry into the HR profession. Content Outline The goals of HRM HRM and the process of strategic management Strategic HRM: best fit or best practice? Strategic HRM and sustained competitive advantage Building a workforce: the challenge of interest alignment Workforce performance and the ‘black box’ of HRM HR strategy in manufacturing HR strategy in services HR Strategy in multidivisional firms HR strategy in multinational firms Learning and Teaching The course will be held at The University of Auckland’s city campus. The learning process will revolve around class discussion of key ideas, research and case studies. Preparation for each class will involve pre-reading. Teaching Staff Professor Peter Boxall Office: 459, Owen Glenn Building Email: p.boxall@auckland.ac.nz Phone: 09 373 7599 xtn 87355 Learning Resources You will be working with the following text: Peter Boxall & John Purcell (2016) Strategy and Human Resource Management. (4th edn.) London: Palgrave. The text is supplemented by recommended readings from the University’s holdings of ejournals and reference to interesting web-based materials. The recommended readings for this course will include a selection of leading studies in strategic HRM. Preparation for each class will involve pre-reading of the relevant chapter from the text and the recommended readings. Assessment Assessment for this course comprises a mix of coursework: • Group case presentation (20%) • • Individual analytical essay (60%) (with mid-semester feedback on progress) Individual presentation and participation (20%) Learning Outcome Group case Analytical essay 1 2 3 4 X X X X X X X Presentation and participation X Inclusive Learning Students are urged to discuss privately any impairment-related requirements face- toface and/or in written form with the course lecturer. Student Feedback Learning outcomes have been revised based on the last iteration of this course, including student feedback and links to HR professional competences. Mid-semester feedback on progress is being included to indicate to individuals their areas for improvement.
