Strategic Human Resource Management and Employment Relations

10 Units

Strategic HRM and ER is the capstone course in the Master of HRM degree and provides a strategic framework for integrating and applying HRM and ER concepts. The need for sustained competitive advantage has made the strategic management of HRM and ER increasingly important to long term business success as it focuses on linking all HRM and ER activities with an organisation's business objectives. As such, Strategic HRM will require students to work at an advanced level to critically analyse HR and ER strategies in relation to their application in the workplace.

Faculty Faculty of Business and Law
School Newcastle Business School
Availability Trimester 1 - 2014 (Newcastle City Precinct)
Trimester 1 - 2014 (WebLearn GradSchool)
Trimester 2 - 2014 (Newcastle City Precinct)
Trimester 3 - 2014 (Newcastle City Precinct)

Previously offered in 2013, 2012, 2011, 2010, 2009, 2008, 2007, 2006, 2005

Learning Outcomes

On successful completion of this course, students will be able to:

  1. Demonstrate critical thinking skills in analysing theoretical and applied perspectives of strategic HRM and ER
  2. Analyse problems and develop managerial solutions to employment relations problems at both national and workplace level.
  3. Demonstrate applied skills in HRM and ER through exercises and case study work
  4. Communicate knowledge of employment relations in both written and verbal formats reactive to both audience and purpose.
  5. Investigate and communicate the professional values of HRM including the ethical problems inherent in HRM and ER professional roles, including managers and consultants.
  1. Understanding Strategic HRM and ER a. The goals of HRM and ER, and how they relate to strategy and the process of strategic management b. Strategic choice/contingent approaches c. Best practice and resource-based approaches d. Critical and institutional perspectives

  2. Designing and Implementing strategic HRM and ER initiatives The topics may be drawn from, but are not limited to: a. Workforce analysis and planning b. Managing Employee Voice and representation c. Designing incentives and reward systems d. Managing individual performance and commitment e. Negotiating organisational change f. Evaluating HRM and ER systems performance

  3. Personal and professional competencies and attributes a. evaluating HRM/ER effectiveness b. Ethics in HRM/ER balancing organisational objectives, professional obligations and personal values

Replacing Course(s) Not Applicable
Transition Not Applicable
Assumed Knowledge 40 units in the Master of HRM
Assessment Items
  • Essays / Written Assignments - Case analysis Position Paper and Presentation
Contact Hours
  • Lecture: for 3 hour(s) per Week for Full Term
Timetable 2015 Course Timetables for GSBS61921

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