THE OPEN UNIVERSITY OF TANZANIA
FACULTY OF BUSINESS MANAGEMENT
OLG 213 – Strategic Human Resource Management
COURSE OUTLINE
By Dr Chacha Matoka
1.0 INTRODUCTION
OLG 213 Strategic Human Resource Management enhances the interface between students and the practice of SHRM. It provides the opportunity for students to consider the issues involved in the policy and practice of human resource management in the context of the changing world of work. Specific HRM strategies focused around entry to, maintenance of, and exit from the organization are explored both theoretically and in an applied sense in the context of a business organization. Thus this course adopts a theoretical and practical approach to the concepts and practice of SHRM, and as well as providing a set of skills and tools for students to take with them into the workforce, it also provides ample scope for students to experience HRM and benefit from the experiences of practitioners currently working within the HRM profession.
2.0 COURSE DESCRIPTION
Strategic Human Resources Management course is based on a proactive approach to the management of people. Using your workplace as the starting point, you will walk through a strategic, competency-based facilitation model of human resource anagement.
You will deal with practical aspects of managing people in the workplace in activities ranging from the assessment of the global environment to the identification of staffing needs and competencies that impact human resource decisions. You will assess the importance of coaching and open communication when inspiring individuals to overcome barriers to peak performance. Throughout the course, you will learn from others in your group as they apply the model to their environment. You will learn by doing and by applying what you learn to your own work environment.
3.0 LEARNING OUTCOME
On successful completion of the course the students will be able to:
3.1 Knowledge
• Identify the nature and theoretical underpinnings of SHRM
• Develop knowledge of competing theoretical models of SHRM
• Develop an understanding of the theoretical perspectives in organizational strategy and strategic management theory;
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• Understand the relationship between theories of strategic and strategic management, and models of strategic HRM
• Understand the role of formal HRM under SHRM
3.2 Skills
• Evaluate the connections between SHRM and strategic planning processes.
• Analyze emerging strategic challenges in HRM in an increasingly dynamic and complex business environment.
• Demonstrate how HRM contributes to the competitive advantage of the firms
• Explain the process of SHRM
• Understand the implications of HRM for different organizational strategies
• Analyze the strategic planning and implementation considerations associated with key areas of HRM strategy.
• Assess the importance of human resource management in enhancing organizational performance.
3.3 Values
• Appreciate the SHRM dimensions in business practice
• Value the role of SHRM in corporate functioning
• Appreciate contrasting perspectives on SHRM
• Develop a broad perspective on the stakeholders of the organization
• Recognize multiple agendas and perspectives in the wider business community
4.0 COURSE CONTENT
4.1 The fundamental issue of what does it means to be Strategic about HRM?
4.2 Contemporary issues in HRM
4.3 models of Strategic Human resource Management
4.4 Managing SHRM in a complex and uncertain organizational, social and economic context
4.5 Measuring and evaluating HRM
4.6 Contribution of HRM to business strategy
4.7 Perspectives of HRM as the strategic, operational and functional levels of the organization;
4.8 International Strategic Human resource Management
4.9 Industrial relations, changing the dynamic
4.10 HR accounting and human value management;
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4.11 HR Planning and information of systems
4.12 Internal and external fit in SHRM systems
4.13, Strategic renewal: Downsizing, mergers and acquisitions, and restructuring
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