HR4S02 - HRM and Strategy in a Business Context 13 Oct 2023 - 31 Aug 2027 | Version 4

Associated Module Information

Module Code: HR4S02
Module Title: HRM and Strategy in a Business Context
Faculty: Faculty of Business and Creative Industries
Faculty Group: Business Management
Faculty Sub Group: Business Management
Module Leader: Adam Poole, Karl Greenhough
Module Team: Tiru Madahar, Shehla Khan, Michelle Mahoney
First Intended Intake: SEP 2019 Final Year of Intake:
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100085 - human resource management
HECOS Code Weighting: 100

Document Version Information

Version 4
Valid From 13 Oct 2023
Valid To 31 Aug 2027

Module Aims

Human resource (HR) professionals and managers operate within increasingly complex and changing organisational and contextual circumstances, whether in the market, public or ‘third’ sectors and whatever the size of their organisations or the types of goods or services these enterprises produce for their customers or clients globally.

This module provides learners, first, with an understanding of the historic roots and development of the concept, theories and models of HRM, before going on to examine the principal internal and external environmental contexts of contemporary organisations, including the managerial and business context, within which managers, HR professionals and workers interact in conditions of environmental turbulence, change and uncertainty. The module will also examine comparative HRM frameworks internationally. Second, the module examines how those leading organisations respond to these dynamic environmental contexts. Third, the module indicates how leaders in organisations, and those in the HR function, and line managers with HR responsibilities, need to recognise and acknowledge that corporate decisions and HR choices are not always shaped by managers alone.

They are also shaped by internal and external forces beyond their immediate control. Having studied this module, learners will be aware that managers and HR professionals in different types of organisation (small, large, national, global), in responding to their internal, business and external environmental contexts, not only have opportunities and choices when taking organisational and HR decisions but also face some constraints on their autonomy in determining their futures. This module explores the implications for professional practice and provides opportunities for applied learning and continuous professional development.

Content Summary

Human resource (HR) professionals and managers operate within increasingly complex and changing organisational and contextual circumstances, whether in the market, public or ‘third’ sectors and whatever the size of their organisations or the types of goods or services these enterprises produce for their customers or clients globally.

This module provides learners, first, with an understanding of the historic roots and development of the concept, theories and models of HRM, before going on to examine the principal internal and external environmental contexts of contemporary organisations, including the managerial and business context, within which managers, HR professionals and workers interact in conditions of environmental turbulence, change and uncertainty. The module will also examine comparative HRM frameworks internationally. Second, the module examines how those leading organisations respond to these dynamic environmental contexts. Third, the module indicates how leaders in organisations, and those in the HR function, and line managers with HR responsibilities, need to recognise and acknowledge that corporate decisions and HR choices are not always shaped by managers alone.

They are also shaped by internal and external forces beyond their immediate control. Having studied this module, learners will be aware that managers and HR professionals in different types of organisation (small, large, national, global), in responding to their internal, business and external environmental contexts, not only have opportunities and choices when taking organisational and HR decisions but also face some constraints on their autonomy in determining their futures. This module explores the implications for professional practice and provides opportunities for applied learning and continuous professional development.

Learning and Teaching Methods

Activity Type Hours
Lecture 14
Seminar 22
Independent Study 130
Directed Study 30
Formative Assessment - Scheduled 4
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 Learners will be able to identify and critically evaluate the external and internal environmental factors of contemporary organisations, including Global and international forces and competitive and market environments and the potential implications for organisations.
LO2 Developing an understanding of how environmental analysis can be used by the organisations leadership to inform and identify a range of organisational and HR strategies and responses to deal appropriately with complex issues internationally.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Presentation (Asynchronous) 1 Produce a 20-minute, group presentation on how HRM is delivered in practice. The objective is to explore opportunities and tensions and constraints that exist between HR, line managers, Business Partners. 20 N/A 40 No 40
Asynchronous Assessment Essay 1 Learners will be asked to produce an academic journal article that examines the HRM in both theory and practice, assessing its development and prospects in achieving the twin objectives of organizational efficiency and social legitimacy 0 3000 60 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Presentation (Asynchronous) 1 ✔ ✔
Essay 1 ✔ ✔

Reading List

ARMSTRONG, M. and TAYLOR, S. (2014) Armstrong’s handbook of human resource management practice. 13th ed. London: Kogan Page.

BRATTON, J. and GOLD, J. (2017) Human Resource Management Theory and Practice. London: Palgrave.

BEARDWELL, J. and THOMPSON, A. (2017) Human Resource Management Theory and Practice. London: Palgrave.

CRAWSHAW, J. BUDHWAR, P. and DAVIS, A. (2017) Human Resource Management: Strategic and International Perspectives. London:Sage.

HARZING, A. and PINNINGTON, A. (2015) International Human Resource Management. LA: Sage.

KEW, J. and STREDWICK, J. (2016) Human Resource Management in a Business Context. London: CIPD.

REES, G. and SMITH, P. (2017) Strategic Human Resource Management: An International Perspective. London:Sage.

WETHERLY, P. and OTTER, D. (2018) The Business Environment: Themes and Issues in a Globalizing World. Oxford University Press.

WINTERSBERGER, D. (2017) International Human Resource Management: A Case Study Approach. London: Kogan Page.

KEY JOURNALS

Human Resource Management Journal

International Journal of Human Resource Management

Personnel Review

Work, Employment and Society

WEBSITES

www.cipd.co.uk

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