Postgraduate Course: Strategic Human Resource Management (MBA) (CMSE11400)
||College||College of Humanities and Social Science
|Credit level (Normal year taken)||SCQF Level 11 (Postgraduate)
||Availability||Not available to visiting students
|Summary||Although many organisations recognise the importance of managing the work force effectively and even "know" what approaches are effective, it is remarkable how often firms and managers fail to implement these approaches. Consequently, this course has two central themes: (1) How to think systematically and strategically about aspects of managing the organisation's human assets, and (2) What needs to be done to implement these policies and to achieve competitive advantage through people.
The aim of the course is both to impart knowledge as well as to build competency in stimulate discussion about the values and beliefs that stand in the way of implementing this knowledge. The course is designed for strategic and general managers rather than HRM specialists in that it will put particular emphasis on the practice of managers in inspiring and developing employees with a view to enhancing performance. Students will not be expected to master the technical details of topics such as employment law, employee relations or selection techniques such as psychometric testing. They will be given the opportunity to develop their skills and abilities as a leader and manager of people, skills and abilities that are crucial in the vast majority of senior management roles.
1. Outline Content
The course covers:
Structuring the organisation, jobs and roles to meet strategic objectives
Managing organisational culture through HR and Management practices
Managing people through change
Recruiting and selecting employees
Employee development/talent management and the role of inclusion and diversity
HRM and ethics
2. Student Learning Experience
Course will be interactive discussion mode throughout with case analysis and current HRM events/topics. More specifically, the course includes a mix of guided discussions, case analysis, and experiential learning, as well as the utilisation of HR professionals as guest speakers. Students are expected to come to class prepared to contribute from readings, cases, within experiential exercises and from their own experiences. The class will most likely be made up of individuals with a range of experience in HRM; therefore, learning from one another is another important aspect of the course. Students will be encouraged to discuss their own experiences and those of colleagues in relation to the topics and cases covered.
Entry Requirements (not applicable to Visiting Students)
||Other requirements|| None
Course Delivery Information
|Academic year 2018/19, Not available to visiting students (SS1)
|Learning and Teaching activities (Further Info)
Lecture Hours 24,
Other Study Hours 74,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
|Additional Information (Learning and Teaching)
Other: Homework Assignments and Outside Readings
|Assessment (Further Info)
|Additional Information (Assessment)
||Group presentation (30%)«br /»
Individual written exam (70%)
||Written, online feedback is given within the 15-day marking window.
|No Exam Information
On completion of this course, the student will be able to:
- Understand and discuss critically the links between strategic success and the management of people.
- Critically evaluate the fundamental elements of Strategic HRM and how they fit together.
- Understand and apply critically topic-specific knowledge in areas such as recruitment, employee development, culture performance and change.
|Recommended Textbook: Armstrong, M. (2016). Armstrong¿s handbook of strategic human resource management. 6th Edition. Kogan Page.|
|Graduate Attributes and Skills
||Cognitive and Subject Specific Skills:
Cognitive skills of strategic analysis, problem solving and comparative analysis will be developed during the class. Students should be able to develop insights into their own abilities as people managers. Specific skills include the ability to analyse and implement strategic HRM, to bring people-issues into strategic decision making and to manage people in a reflexive and practical manner.
Skills of assessing and understanding other people
Choose suitable options in recruitment, training and people-oriented change management
Be self-aware and able to communicate more effectively with employees.
|Course organiser||Prof Susan Murphy
Tel: (01316)51 5548
|Course secretary||Mrs Angela Muir
Tel: (0131 6)51 3854