This course addresses the nature and key elements of both Operational and Strategic HRM. It draws attention to the differences between the two and the importance of the relationship between them, as two sides of the same coin. Main definitions, models, theories and challenges of both are introduced and critically explored. In considering the day to day running of operational HRM the main functions of recruitment and selection, performance management and pay and reward are introduced and debated. In tandem the strategic elements of HRM in assuring that HR policies are working towards achieving organisational goals are critically addressed. Challenges for the delivery of strategic and operational HRM within specific international and sectorial contexts are discussed and debated.

The course is timetabled to run intensively over the last 6 weeks of Semester 1, with 30 face-to-face formal contact hours.

2*2-hour lectures per week for 6 weeks (24 hours of lectures) + 1 hour practical sessions per week for 6 weeks (6 hours of practicals/tutorials) = 30 hours contact time. 

None

Intended Learning Outcomes

This course aims to enable students to:

1. Develop a critical understanding of HRM and its strategic place in managing organisations in national and international contexts.

2. Apply knowledge of key operational areas of HRM to national and international contexts.

3. Critically evaluate the role of performance management in supporting the strategic objectives of the organisation in different business environments.

4. Focus on and differentiate between both the practical and strategic aspects of recruitment, selection, employee retention and dismissal, in order to acquire the knowledge and skills required for resourcing and talent management within a global context.

5. Acquire knowledge and understanding of environments in which professionals plan, implement and evaluate employee reward policies to support strategic organisational goals.

6. Foster the ability to evaluate the effectiveness of approaches to HRM in a variety of operational settings and contexts.

By the end of this course students will be able to:

1. Explain the interrelations between Strategic and Operational HRM.

2. Evaluate and critically apply the key debates surrounding the theory and practice of operational and strategic HRM.

3. Apply insight in addressing the opportunities and challenges associated with utilising strategic HRM in different contexts and for different stakeholders.

4. Plan, design and implement operational HRM functions in line with organisational strategy.

5. Use cultural and contextual understanding and sensitivity in responding to the differences and challenges of implementing operational HR practices in different contexts.

6. Create an effective group project report, demonstrating the ability to work in a group successfully.

Students must submit at least 75% by weight of the components (including examinations) of the course's summative assessment.