Look at five aspects of the question, "What is the relationship between strategy and human resource management?"
Flexibility, versatility and variety
The organisational perspective on high commitment management
Practical aspects of organisation commitment and employee responses.
The rise of non-union workplaces
The UK public sector
Participation and involvement
The nature of performance management
Gender and gender divisions
International human resource management (IHRM) and cross-cultural management
How multinational corporations (MNCs) have come to dominate
The UK labour market
Politics and the law
By the end of this module students should be able to:
Understand the implications of changes in the labour market, organisational structures and political regulation for human resource management policy choices
Demonstrate a detailed understanding of the major analytical concepts and models in human resource management
Distinguish trends in employee management in a range of workplaces, including unionised, non-union and public sector organisations
Explain the rationale for a range of specific HRM policies and practices, such as recruitment and selection, appraisal and rewards, high commitment and high performance management, international human resource management and gender equity
Assess the problems associated with the design and implementation of HRM policies and practices, as well as their impact on employees
Develop written work that relies upon theory and evidence
Offer a reasoned and critical argument in seminars
Participate in group discussion and debates
This module is assessed by a three hour unseen written examination.
Human Resource Management: Rhetorics and Realities (Legge)