Explores the policy and practice of strategic human resource management. Specific SHRM strategies are examined in the context of a case study. Adopts a practical approach to the concepts and practice of SHRM.
This paper aims to enhance the interface between students and the practice of Strategic Human Resource Management (SHRM). It provides the opportunity for students to consider the issues involved in the practice of human resource management (HRM) in the context of the changing world of work. Specific HRM strategies focused around entry to, maintenance of and exit from the organisation are explored both theoretically and in an applied sense. Thus, the emphases in this paper are both theoretical and practical. As well as providing a set of skills and tools for students to take with them into the workforce, it also provides ample scope for students to experience HRM and to benefit from the experiences of practitioners currently working within the HRM profession.
|Paper title||Strategic Human Resource Management|
|Teaching period||Second Semester|
|Domestic Tuition Fees (NZD)||$863.25|
|International Tuition Fees (NZD)||$4,276.80|
- MANT 250 and 18 further 200-level points
- Schedule C
- More information link
- Teaching staff
Co-ordinator: Dr Fiona Edgar
- Paper Structure
Lecture, workshops, discussions and tutorials.
- Teaching Arrangements
- One 2-hour lecture per week, plus tutorials and meetings.
- Text books are not required for this paper.
- Graduate Attributes Emphasised
- Global perspective, Communication, Critical thinking, Ethics.
View more information about Otago's graduate attributes.
- Learning Outcomes
- By the end of this paper students will have:
- Developed an awareness of some of the current issues facing the HRM profession and HRM practitioners
- Developed an understanding of SHRM by examining the various models of SHRM outlined in the literature
- Developed an understanding of HRM systems and their implementation in a strategic sense through exploring the practice dimensions of staffing, reward, training and development and performance management
- The ability to draw on the experiences of practitioners to develop an understanding of the HRM profession, as well as the variety of work carried out by HR practitioners
- Developed networks within the HRM profession.