The aim of this unit is to explore the contribution strategic Human Resource Management (HRM) makes towards the development and support of sustainable organisational strategies. Students will develop an understanding and appreciation of seminal and contemporary models, theories and concepts which enable HR managers to make positive contributions to sustainable organisational change and growth from an HR perspective.
On successful completion of this unit students will have the confidence to contribute to strategic decision-making in an HR context. This will be based on strong theoretical and applied foundations which will add value to an organisation’s HR function and role.
By the end of this unit a student will be able to:
1 Analyse key external and contextual developments which influence HR
strategy.
2 Apply contemporary theoretical and practical knowledge of HR development.
3 Evaluate how appropriate change management models support HR strategy.
4 Evaluate the contribution of HR management and development to sustainable
business performance and growth.
What is strategic HRM and what are the benefits?
What are the main external influences on HR strategy?
What are the generic HR strategies that these external factors influence?
External and contextual developments:Contemporary trends and developments in HR such as the impact of globalisation, workforce diversity, changing skills requirements, continuous improvement and processes for improving productivity.
Changes in HR policy and practice related to current trends and developments.
The use of cloud technology for aligning people and processes.
The impact of technology on the recruitment and selection process, monitoring employees and supporting performance management.
HR issues in the private, public and third sectors
The history of HR development from personnel to HRM and the growth of strategic HRM.
Links between organisational strategy and HR strategy: the universalist and contingency approaches to HRM.
The impact of theory on HR practices:The relevance of theory to developing organisational HR practice.
Contemporary HR theories and practices such as flexible work arrangements, performance management, e-recruitment and the 540 performance appraisal.
The concept of applied HR strategy.
LO3 Evaluate how appropriate change management models support HR strategyThe concept of organisational behaviour and the impact of change on organisational behaviour.
The use of different approaches towards change management, including:
Kotter’ 8-Step Change model, Lewin’s Three Step Change model.
The relevance of the psychological contract in relation to managing change.
The use of Nudge theory to support organisational change and behaviour.
HR Strategy:How does change management support and influence HR strategy?
HR workforce planning, recruitment processes, managing employee motivation and performance management.
What is sustainable growth?
How does HRM support sustainable business performance and growth?
The ‘best fit’ perspective and resource-based view emphasis on achieving competitive advantage.
Evaluating the contribution of HR management through benchmarking and Key Performance Indicators (KPIs), 10-C checklist of HRM, the model of capability for skills evaluation and the use of performance management systems.
LO1 Analyse key external and contextual developments which influence HR strategy | ||
---|---|---|
Pass | Merit | Distinction |
P1 Determine key current
trends and developments
that influence an
organisation’s HR
strategy. P2Analyse how both external and internal factors influence HR strategy and practice. |
M1 Critically analyse the influences of the external and contextual developments and discuss how this impacts on the HR strategy of an organisation. | D1 Critically evaluate the influences of key external and contextual developments applying relevant theories, models and concept. |
LO2 Apply contemporary theoretical and practical knowledge of HR development | ||
---|---|---|
Pass | Merit | Distinction |
P3 Apply relevant theories and concepts relating to the growth and development of strategic HRM to specific organisational examples. | M2 Explain how human resources theory relates to practice in a specific organisational example, identifying areas where this will differ in other organisational situations. | D2 Evaluate how human resource theory relates to practice in a specific organisational example, comparing and contrasting this with other possible organisational contexts. |
LO3 Evaluate how appropriate change management models support HR strategy | ||
---|---|---|
Pass | Merit | Distinction |
P4 Evaluate how appropriate change management models support HR strategy in application to relevant organisational examples. | M3 Provide valid justifications for the application of chosen change management strategies, models and concepts and demonstrate how they effectively support HR strategy. | D3 Critique how change management strategies, models and concepts could be implemented together with reference to consequential benefits and potential drawbacks for an organisation. |
LO4 Evaluate the contribution of HR management and HR development to sustainable business performance and growth | ||
---|---|---|
Pass | Merit | Distinction |
P5 Explain how HR
outcomes can be
monitored and measured
and apply this to a specific
organisational situation. P6Discuss and evaluate how effective HR management and development can support sustainable performance and growth to meet organisational objectives. |
M4 Make suggestions for HR development techniques applicable in a given organisational situation and provide an account of how they could be applied and how they contribute to sustainable performance and growth. | D3 Critically reflect on how HR monitoring and evaluating techniques contribute to sustainable performance and growth addressing potential consequences of their implementation. |
ARMSTRONG, A. (2011) Armstrong's Handbook of Strategic Human Resource Management. 5th Ed. London: Kogan Page.
CAMPBELL, D., EDGAR, D. and STONEHOUSE, G. (2011) Business Strategy: An Introduction. 3rd Ed. Basingstoke: Palgrave Macmillan.
KEW, J. and STREDWICK, J. (2013) Human Resource Management in a Business Context. 2nd Ed. London: CIPD.
LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.
VARIOUS, Human Resource Management. Hoboken, USA: John Wiley & Sons, Inc., Hoboken, http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1748-8583
Chartered Institute for Personnel and Development website: www.cipd.co.uk
This unit links to the following related units:
Unit 3: Human Resource Management
Unit 12: Organisational Behaviour
Unit 17: Understanding and Leading Change
Unit 19: Resource and Talent Planning
Unit 35: Developing Individuals, Teams and Organisations
Unit 36: Human Resources – Value and Contribution to Organisational Success