Postgraduate Course: Strategic Human Resources and the New Economics of Personnel (MBA) (CMSE11257)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 10 |
ECTS Credits | 5 |
| Summary | The course debates processes and practices of people management and develop an in-depth understanding of their application through case studies, vignettes and practical activities. The core concepts and techniques of strategic HRM are addressed through lectures and reading materials.
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| Course description |
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 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.
Syllabus:
Tools and theories relevant to the cases will be provided during scheduled course contact times.
Student Learning Experience
Students will be encouraged to discuss your own experience and that of colleagues in relation to the topics and cases covered. Such experience is a highly valuable resource when it comes to developing effectiveness in managing people.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
100
(
Lecture Hours 24,
Summative Assessment Hours 26,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
48 )
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| Assessment (Further Info) |
Written Exam
70 %,
Coursework
30 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Final Case Examination 70%, Coursework 30%,
You will be allocated a case study to analyse and present in class. The key purposes are to develop insights that: make use of theory; have implications for practice; and stimulate learning in the class. This will require you to research the case and make a presentation of your findings. Analysis can draw on tools and theories covered in the class, your own experience and background research. The aim is to provide insight not only into the case, but also to produce generative learning that could be applied in organisations you work for or have a good knowledge of. Your presentation should be about 30 minutes, and not less than 20. You will be asked to hand in a portfolio supporting your presentation including copies of slides, key findings and background material you have gathered. A group mark will be awarded for the case presentation
Final Case Examination:
The final examination will take the form of a take-home case analysis. You will be expected to draw on your learning from the course to analyse a case study and discuss and evaluate potential actions that could be taken by managers in the case organisation. This is an individual piece of work and you will be required to pick up the case and hand in your analysis at pre-arranged times. You are permitted to take the case away and to use library and internet resources as well as your course notes and materials. You are expected to undertake the analysis on your own and not share your work with others. You will be set specific questions to answer on the case.
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| Feedback |
All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course.
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Students will be provided with electronic written feedback for all coursework. Coursework and exam scripts cannot be taken away by students. Students who wish to view a marked piece of coursework or an exam script, should contact the programme support team to arrange a time.
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| No Exam Information |
Learning Outcomes
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, development, culture performance and change.
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Reading List
| To be provided during the course |
Additional Information
| 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.
Transferable skills:
-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
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| Keywords | Not entered |
Contacts
| Course organiser | Dr Malcolm Kirkup
Tel: (0131 6)50 8067
Email: |
Course secretary | Miss Kate Ainsworth
Tel: (0131 6)51 7761
Email: |
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