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Explores the policy and practice of strategic human resource management. Specific SHRM strategies are examined in the context of a NZ organisationcase . Adopts a practical approach to the concepts and practice of SHRM.
This course acts as a capstone for the HRM major. It 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 holistically explored both theoretically and in an applied sense. Additionally, students are provided with opportunities to acquire a set of skills and tools to take with them into the workforce. This paper also affords students ample scope to build their social capital, practice HRM, and to benefit from the experiences of practitioners currently working within the HRM profession.
|Paper title||Strategic Human Resource Management|
|Teaching period||Semester 1 (On campus)|
|Domestic Tuition Fees (NZD)||$887.55|
|International Tuition Fees||Tuition Fees for international students are elsewhere on this website.|
- MANT 250 and 18 further 200-level points
- Schedule C
- More information link
- Teaching staff
Co-ordinator: Dr Fiona Edgar
- Teaching Arrangements
This paper is taught via lectures, workshops, discussions and tutorials.
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
Students who successfully complete this paper will have
- Developed an awareness of some of the current issues facing the HRM profession and HRM practitioners
- Developed the skills required to effectively deliver a workshop on a themed HRM topic
- 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 develop their own social capital and to draw on practitioners' experiences to develop their understanding of the HRM profession
- Been afforded opportunities for developing social capital and networks by engaging with others working in the HRM profession