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 | Effective and positive human resource management underpins the performance of both commercial enterprises and not-for-profit organisations. In particular, emphasis needs to be placed upon the ability and willingness of employees to be flexible, to develop appropriate skills and knowledge and to work effectively with the needs of customers or service users uppermost in their minds. The people employed by an organisation are significant in strategic terms because the organisation¿s ability to take new strategic directions, make innovations, respond to the needs of customers and demands of the market all depend on the abilities and motivation of its people. This course addresses these issues and debates the strategies, processes and practices of people management necessary for success.
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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:
Structuring the organisation, jobs and roles
Managing Organisational Culture
Managing people through change
Recruiting and selecting employees
Performance Management
Employee Development
Employee Development
HRM and Ethics
Student Learning Experience
The course includes a mix of lectures and case discussions. Students will be encouraged to discuss their own experiences and those 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 2017/18, 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
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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) |
Group Coursework: 30%,
Final Case Examination: 70%,
Group Assignment: Students 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.
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. |
| Feedback |
The course will be delivered in an intensive block. Feedback will be provided on student contributions in class and the case presentations. 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. |
| 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. |
| Keywords | Resources People Organisations Strategy |
Contacts
| Course organiser | Prof Susan Murphy
Tel: (01316)51 5548
Email: |
Course secretary | Miss Carole Gibson
Tel: (0131 6)51 3854
Email: |
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