7B013E - Strategic People Management 01 Sep 2026 - 31 Aug 2032 | Version 0

Associated Module Information

Module Code: 7B013E
Module Title: Strategic People Management
Faculty: Faculty of Business and Creative Industries
Faculty Group: Business Management
Faculty Sub Group: Business Management
Module Leader: Kevin Brown
Module Team: Tiru Madahar, Shehla Khan, Linda Hamweemba, Karl Greenhough
First Intended Intake: SEP 2026 Final Year of Intake: 2031
Date Closed:
Credit Value: 30 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 0
Valid From 01 Sep 2026
Valid To 31 Aug 2032

Module Aims

The main aims of the module are:

·         Develop a systematic understanding of strategic HRM theories, models, and systems-thinking concepts, enabling students to interpret how people management contributes to organisational performance, sustainability, and social impact.

·         Enable students to analyse how leadership, power, and ethics operate within interconnected HRM systems, cultivating critical awareness and professional judgement in complex contexts.

·         Foster the ability to apply systems-thinking tools (such as causal loops and stakeholder mapping) to diagnose organisational challenges and evaluate strategic responses, building intellectual readiness for Challenge-Based Learning later in the programme.

Content Summary

This module introduces students to the critical study of people management through an integrated, systems-thinking lens. It establishes the theoretical and conceptual foundation for the MSc Human Resource Management, examining how people, leadership, and strategy interconnect within complex organisational systems. Students critically engage with classical and contemporary frameworks of HRM, including the Harvard and Michigan models, the resource-based view, and high-performance work systems while exploring how leadership, culture, and ethics shape strategic outcomes.

By embedding systems thinking, the module enables students to understand HRM not as a set of isolated practices but as a dynamic network of interdependent processes that influence, and are influenced by, wider organisational and societal forces. Through structured learning, reflection, and dialogue, students develop the ability to map interconnections, recognise feedback loops, and anticipate the unintended consequences of strategic decisions.

As the first module in the MSc, the emphasis is on building shared theoretical understanding, academic confidence, and reflective capacity. By the end of this module, students will be equipped with the conceptual and analytical tools to think critically, systemically, and ethically about the strategic management of people in preparation for the more practice-oriented and challenge-based modules that follow.

Learning and Teaching Methods

Activity Type Hours
Lecture 26
Seminar 12
Practical classes and workshops 10
Groupwork 6
Problem-challenge based learning 2
Guided study 184
Summative Assessment 60
Total Hours Selected 300

Learning Outcomes

# Learning Outcome
LO1 Critically evaluate advanced theories and models of strategic people management and leadership as interdependent processes, developing innovative, ethical, and sustainable approaches that align organisational, workforce, and societal goals.
LO2 Apply complex analytical frameworks (including systems thinking) to diagnose strategic people challenges, demonstrating professional judgement and evidence-based decision-making in ambiguous contexts

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio 1 Portfolio consisting of: Systemic Analysis + Reflective Commentary + Viva Voce 20 5000 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio 1 ✔ ✔

Reading List

The readings and chapters listed below represent the core and supplementary texts that underpin the learning outcomes and week-to-week themes of this module. To ensure structured engagement and equitable access, specific readings from these sources will be curated and distributed through the Talis Aspire reading list, accessible via Blackboard.

Each week’s Talis list will align directly with the lecture and workshop content, indicating essential and recommended chapters or journal articles for preparatory, in-class, and reflective study. This approach supports progressive learning, ensuring students can engage with materials in a manageable, focused, and contextually relevant way throughout the block.

·        Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2025) Human Resource Management at Work: The Definitive Guide. 8th edn. London: CIPD/Kogan Page.

·        Meadows, D.H. (2008) Thinking in Systems: A Primer. White River Junction, VT: Chelsea Green Publishing.