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Session: 2022/23
Last modified: 29/03/2022 13:49:24
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Title of Module: HR Strategy & Change |
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Code: HURM10007 |
SCQF Level: 10
(Scottish Credit and Qualifications Framework) |
Credit Points: 20 |
ECTS: 10
(European Credit Transfer Scheme) |
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| School: | School of Business & Creative Industries |
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| Module Co-ordinator: | Catherine
Clark |
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| Summary of Module |
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The aim of this module is to enable students to play a role in strategic planning and implementation by identifying HR Management issues and problems and advising on possible solutions. Focusing on public, private and third sector organisations, the module begins by exploring the territory of strategic HRM including the employment relationship, the internal and external contexts and theories and frameworks of strategic HRM, such as best fit/best practice and the resource based view.
Furthermore, it examines the theoretical foundation of strategy and change by presenting and evaluating key ideas concerning the context, nature and process of organisational change. It then examines key areas of HRM, such as commitment, flexibility, performance, change, ethics, politics, culture and the role of HR, before going on to look at the operationalising of strategic HRM. Throughout the course, students have the opportunity to apply the diagnostic and prescriptive tools/models in practice.
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| Module Delivery Method |
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| Face-To-Face | Blended | Fully Online | HybridC | HybridO | Work-based Learning |
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Face-To-Face
Term used to describe the traditional classroom environment where the students and the lecturer meet synchronously in the same room for the whole provision.
Blended
A mode of delivery of a module or a programme that involves online and face-to-face delivery of learning, teaching and assessment activities, student support and feedback. A programme may be considered “blended” if it includes a combination of face-to-face, online and blended modules. If an online programme has any compulsory face-to-face and campus elements it must be described as blended with clearly articulated delivery information to manage student expectations
Fully Online
Instruction that is solely delivered by web-based or internet-based technologies. This term is used to describe the previously used terms distance learning and e learning.
HybridC
Online with mandatory face-to-face learning on Campus
HybridO
Online with optional face-to-face learning on Campus
Work-based Learning
Learning activities where the main location for the learning experience is in the workplace.
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| Term(s) for Module Delivery |
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(Provided viable student numbers permit).
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| Term 1 | | Term 2 | | Term 3 | |
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| Learning Outcomes: (maximum of 5 statements) |
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On successful completion of this module the student will be able to:
L1.
Examine the pertinent external and internal contextual factors impacting on organisations and the HR function.
L2.
Critically appraise the development of organisational and HR strategies and practices.
L3.
Critically analyse the role of HR in the management of contemporary business issues.
L4.
Develop an HR response to emergent and strategic changes, which supports organisational effectiveness and performance.
L5.
Evaluate the practices and techniques for managing change and apply concepts and theories to practical problems of change management. |
| Employability Skills and Personal Development Planning (PDP) Skills |
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| SCQF Headings |
During completion of this module, there will be an opportunity to achieve
core skills in:
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| Knowledge and Understanding (K and U) |
SCQF Level 10.
Knowledge and understanding of theoretical approaches in HRM strategy and change.?
Knowledge and understanding of empirical research and cases in HR strategy and change.
Knowledge and understanding of current theoretical and empirical debates in HR strategy and change.
Critical evaluation of theory and research in strategy and organisational change. |
| Practice: Applied Knowledge and Understanding |
SCQF Level 10.
Interpreting and explaining complex organisation contexts and HR strategy concepts.
?Developing solutions to complex organisation and HR strategy challenges.
Using change management tools, models and practices to plan organisational change projects.
Retrieving, interpreting and manipulating primary and secondary information from a variety of sources including electronic sources. |
| Generic Cognitive skills |
SCQF Level 10.
Critically define, conceptualise and analyse HR strategy and change problems and issues.
Bringing together information from a variety of sources, including academic research publications.
Develop solutions to strategic or change related problems. |
| Communication, ICT and Numeracy Skills |
SCQF Level 10.
Communicating effectively and appropriately in speech and writing.
Interpreting complex primary materials.
Making effective use of information retrieval systems and use information technology applications to present documents in an appropriate form |
| Autonomy, Accountability and Working with others |
SCQF Level 10.
Working effectively, together with others in groups or teams, taking a leadership role where appropriate.
Systematically identifying and addressing their own learning needs both in current and in new areas, making use of primary HRM source materials as appropriate. |
| Pre-requisites: |
Before undertaking this module the student should have
undertaken the following:
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Module Code:
HURM09002
HURM09005
| Module Title:
Managing Performance & Reward
Critical Employment Relations
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| Other: | Students must be enrolled on the BA(Hons) Business & HRM. |
| Co-requisites | Module Code:
| Module Title:
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* Indicates that module descriptor is not published.
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| Learning and Teaching |
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In line with UWS’ Curriculum Framework, providing a flexible and hybrid, student-centred and inclusive approach to learning and teaching, the module has been designed around the delivery of engaging, activity- and discussion-based workshops, nurtured by meaningful online content, including short videos, reading materials, quizzes, etc. This approach creates more flexibility for students, while also enhancing deeper learning through engagement with peers and teaching staff, both online and in the classroom. This is further supported by the assessment approach adopted, enabling students to develop both academic and employability-focused knowledge and skills within HR strategy and change — all aligned to the overarching purpose and aims of the programme.
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Learning Activities
During completion of this module, the learning activities undertaken to
achieve the module learning outcomes are stated below:
| Student Learning Hours
(Normally totalling 200 hours):
(Note: Learning hours include both contact hours and hours spent on other learning activities) |
| Laboratory/Practical Demonstration/Workshop | 36 |
| Independent Study | 164 |
| 200
Hours Total
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**Indicative Resources: (eg. Core text, journals, internet
access)
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The following materials form essential underpinning for the module content
and ultimately for the learning outcomes:
Rees, G. and Smith, P., (2017), Strategic Human Resource Management”, 2nd Edition, Sage Publishing Ltd., London
Boxall, P. and Purcell, J., (2016), Strategy and Human Resource Management”, 4th Edition, Palgrave Macmillan, Oxford
Hayes, J. (2018), The Theory and Practice of Change Management, 5th Edition, Palgrave Macmillan, Basingstoke
Details of further resources, including textbooks, journals and online resources will be identified at the beginning of delivery in the module handbook and made available via myUWS/Aula.
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(**N.B. Although reading lists should include current publications,
students are advised (particularly for material marked with an asterisk*) to
wait until the start of session for confirmation of the most up-to-date
material)
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| Engagement Requirements |
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In line with the Academic Engagement Procedure, Students are defined as academically engaged if they are regularly engaged with timetabled teaching sessions, course-related learning resources including those in the Library and on the relevant learning platform, and complete assessments and submit these on time. Please refer to the Academic Engagement Procedure at the following link: Academic engagement procedure |
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Supplemental Information
| Programme Board | Management, Organisations & People |
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| Assessment Results (Pass/Fail) |
No
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| Subject Panel | Management, Organisations & People |
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| Moderator | Eleni Tzouramani |
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| External Examiner | TBC |
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| Accreditation Details | The module is accredited by the Chartered Institute of Personnel and Development (CIPD). |
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| Version Number | 1 |
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| Assessment: (also refer to Assessment Outcomes Grids below) |
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| 60% of the overall module assessment will be accounted for by an individual written report. |
40% of the overall module assessment will be accounted for a group presentation.
Individuals who fail to pass this instrument of assessment will be required to undertake an individual written assessment. |
(N.B. (i) Assessment Outcomes Grids for the module
(one for each component) can be found below which clearly demonstrate how the learning outcomes of the module
will be assessed.
(ii) An indicative schedule listing approximate times
within the academic calendar when assessment is likely to feature will be
provided within the Student Handbook.)
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Assessment Outcome Grids (Footnote A.)
Footnotes
A. Referred to within Assessment Section above
B. Identified in the Learning Outcome Section above
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Note(s):
- More than one assessment method can be used to assess individual learning outcomes.
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Schools are responsible for determining student contact hours. Please refer to University Policy on contact hours (extract contained within section 10 of the Module Descriptor guidance note).
This will normally be variable across Schools, dependent on Programmes &/or Professional requirements.
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| Equality and Diversity |
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UWS Equality and Diversity Policy |
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(N.B. Every effort
will be made by the University to accommodate any equality and diversity issues
brought to the attention of the School)
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