The unit 21 strategic human resource management emphasises the critical HRM role played in supporting and developing the sustainable strategies of the organisation. This unit has the objective to make students able to recognise the contemporary and seminal models, concepts and theories which make it or managers able to contribute efficiently to the change and growth of the organisation. By identifying the alignment of the strategies with its practice in business objectives, the student will acquire the way to drive long-term sustainability in HRM with success. It includes the identification of HR strategies that include employee engagement, talent management and the development of the organisation. All these attributes can get a great integration into the wider plans of business to provide adaptability, competitive advantage and innovation.
This unit also focuses on the significance of HRM in providing the cultural organisational Shape and certifying the capital of human for utilising the complete potential. The students get a great introduction to the framework, which can shed light on the human resource strategic roles in various areas such as performance management, leadership development and workforce planning. These frameworks assist students in recognising the way through which the human resource impact decision making phenomena and pay attention to the goals of organisational achievements. In addition, the unit identifies the challenges of Human Resource professionals faced in the dynamicity of the business environment. It includes identifying the skills gap, diversity management and technological responses to advancements. By identifying all the challenges, the human resource management has a significant character in certifying the sustainability and resilience in the organisation.
By completing the unit, the students will have the knowledge and confidence to provide a great contribution in the strategic decision-making within the context of HR. They will have the potential to apply the concept of theory to the scenarios of the real world by increasing the value to the function of human resource in an organisation. It includes the strategies development, which has the HR practice alignment with the objectives of business, providing a continuous improvement culture and certifying the organisation with well-positioned positions that assist in the challenges of the future. This unit also prepares the students to become strategic professionals of HR who can generate the innovation and growth within their organisation.
Unit Aims
The main aims of the unit 21 strategic human resource management are demonstrated below with the complete learning potentials for students in business.
- To recognise the way in which human resource management strategy supports the implementation and development of the sustainable strategies of the organisation, the practices of hr with long-term goals.
- To prepare a student with the recognition of contemporary and seminal models of HRM, theories and concepts that make them able to apply all these strategies in a world context.
- To generate the confidence of students in the contribution of the strategic decision-making process from the perspective of HR. Certifying the human resource to add the value to the change and growth of the organisation.
- To identify the challenges, including talent management, workforce planning and development of the organisation by certifying the strategies of Human Resource which drive sustainability.
Learning Outcomes
The learning outcomes of unit 21 strategic human resource management are given below with the crucial learning criteria in business.
LO1: Analyse key external and contextual developments which influence HR strategy.
- External and strategic HRM influence:
What does strategic HRM mean, and what are the advantages?
What are the significant external impacts on the strategy of HR?
What are the general strategies of HR and their external influence?
- Contextual and external developments:
Development and contemporary trends in HR, including globalisation, influence, diversity of workforce, adapting skills requirement, continuous processes and improvement for productivity improvement.
HR Practices and policy changes in terms of the recent development and trends.
The Cloud Technology optimisation for process and people alignment.
The technological influence on the selection and recruitment process, employees` monitoring and performance management support.
LO2: Apply contemporary theoretical and practical knowledge of HR development.
- The human resource theory:
The human resource development history from HRM to personnel and strategic HRM growth.
Connection between HR strategy and organisational strategy: the contingency and universalist approach to human resource management.
- Theory influence on HR practice:
The theory`s relevance to the organisational development in HR practice.
Contemporary practices and theories of HR such as flexible arrangements of work, e-recruitment, 540 appraisal of performance, and performance management.
The applied concept of HR strategy.
LO3: Evaluate how appropriate change management models support HR strategy.
- Strategies, concepts, and models of Change management:
Organisational behaviour chords app and the influence of change on the behaviour of the organisation.
the optimisation of various approaches towards the management of change, including the 8-step change model of Kotter, the 3-step model of change by Lewin.
The relevant psychological contract in terms of change management.
The Nudgeory optimisation for supporting the behaviour and change in the organisation.
How can the change management influence and support the strategy of HR?
A plan of HR workforce, the process of recruitment, performance management and employee management motivation.
LO4: Evaluate the contribution of HR management and development to sustainable business performance and growth.
- Business growth and sustainable performance:
Overview of Sustainable Growth
How can I write a sustainable support for the business for performance and growth?
The appropriate resource-based review and perspective focusing on the competitive advantage achievement.
Identification of HR management contribution through key performance indicators and benchmarking, HRM checklist with 10-C, the potential models for performance management systems and skills evaluation.
Assessment Criteria
The assessment criteria of unit 21 strategic human resource management are collectively associated with the learning outcomes such as:
LO1: Analyse key external and contextual developments which influence HR strategy.
- 1.1 Determine key current trends and developments that influence an organisation’s HR strategy.
- 1.2 Analyse how both external and internal factors influence HR strategy and practice.
- 1.3 Critically analyse the influences of the external and contextual developments and discuss how these impact on the HR strategy of an organisation.
- 1.4 Critically evaluate the influences of key external and contextual developments applying relevant theories, models and concepts.
LO2: Apply contemporary theoretical and practical knowledge of HR development.
- 2.1 Apply relevant theories and concepts relating to the growth and development of strategic HRM to specific organisational examples.
- 2.2 Examine how human resources theory relates to practice in a specific organisational example, identifying areas where this will differ in other organisational situations.
- 2.3 Evaluate how human resource theory relates to practice in a specific organisational example, comparing and contrasting this with other possible organisational contexts.
LO3: Evaluate how appropriate change management models support HR strategy.
- 3.1 Evaluate how appropriate change management models support HR strategy in application to relevant organisational examples.
- 3.2 Provide valid justifications for the application of chosen change management strategies, models and concepts to demonstrate how they effectively support HR strategy.
- 3.3 Critique how change management strategies, models and concepts could be implemented together with reference to consequential benefits and potential drawbacks for an organisation.
LO4: Evaluate the contribution of HR management and development to sustainable business performance and growth.
- 4.1 Discuss how HR outcomes can be monitored and measured and apply this to a specific organisational situation.
- 4.2 Evaluate how effective HR management and development can support sustainable performance and growth to meet organisational objectives.
- 4.3 Make suggestions for HR development techniques applicable in a given organisational situation and provide an account of how they could be applied and how they contribute to sustainable performance and growth.
- 4.4 Critically reflect on how HR monitoring and evaluating techniques contribute to sustainable performance and growth, addressing potential consequences of their implementation
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