MSc International Human Resource Management and Comparative Industrial Relations / Course details

The link between strategy and HRM is essential to make decisions about managing people effectively and adding value to firms. At the heart of this link is the theoretical and practical understanding of the relationship between competitive advantage and the added value of human resources, the development of employees as "resourceful humans", and the contribution of human resource management to firm performance. We draw on contemporary academic research and organisational practice to explore these connections and how to translate them into action. Underlying the course unit is a desire to engage critically with the argument that employers are seeking to find ways to (a) develop holistic HRM practices that are integrated with other aspects of their business/strategy to enhance organizational performance, and (b) develop employees as a source of competitive advantage.

BMAN70231 Programme Req: BMAN70231 is only available as a core unit to students on MSc HRM & IR and MSc IHRM & CIR

The course unit has two aims. First, to learn about  the relationship between HRM and strategy, the interplay between HRM and organizational performance, and how this interplay informs policies and practices that utilize human resources as a source of competitive advantage. Second, to develop skills to translate knowledge about HRM and strategy into concrete policies and practices that support organizational performance and employee development.

At the end of the course unit students should be able to:

• Understand how human resource management intersects with business strategies to add value to organizations.
• Explain models and frameworks of strategic HRM.
• Identify the contribution of line managers and HR specialists to develop the link between HRM and organisational performance to support sustained competitive advantage.
• Understand how key HR functions are adopted and practiced strategically in organisations.
• Identify the strategic potential of HRM policies and practices to contribute to organizational performance.
• Assess how human resource management policies and practices are influenced and shaped by organizations’ internal and external factors.
• Demonstrate self-direction, originality and a principle-led approach in tackling and solving HR problems.
• Demonstrate the ability to integrate core knowledge and behaviours and specialist knowledge to deal with complex HR scenarios systematically and creatively, making evidence-based judgements. 
• Critically reflect and appraise their own learning process, performance, and personal readiness to operate as a value-adding HR Professional
 

Coursework essay (100%)

Informal advice and discussion during lectures and seminars. 
Responses to student emails.
Written and/or verbal comments after students have made a group or individual intervention/presentation.
 

Marchington, M., Wilkinson, A., Donnelly, R. & Kynighou, A. (2020) Human Resource Management at Work: The Definitive Guide. CIPD.
Johnstone, S. & Rodriguez, J.K. & Wilkinson, A., (Eds.). (2023). Encyclopedia of human resource management. Edward Elgar Publishing.
Readings are recommended for each lecture and seminar.

Informal contact methods

Each student attends a workshop in alternate weeks in the same time slot after the lecture