Module Code LM 440
Module Title International Strategic Human Resources Management
Academic level Master
Credit value 5
Instruction English
Pre-requisites ---
Co-requisites CM 420 - Strategic Communications in International Contexts;
LM 420 - Strategic Leadership in International Contexts;
CM 430 - Intercultural Negotiation & Conflict Management
for Module
The module addresses a range of strategic issues in the management of people in organisations, particularly with respect to internationalisation. It discusses strategic HR as a field of study, and the connection to business strategy. The relationship between personnel and development activities and the strategic imperatives facing the organisation are critically reviewed, and the contribution that strategic personnel and development can make to achievement of the organisation’s strategic intent is evaluated.
Under the rubric of personnel and development constructs and frameworks, the module enables students to develop and test knowledge of the difference between deliberate and emergent approaches to strategic HR, and the strengths and limitations of the sequential/rational approach (i.e. strategy analysis, formulation and implementation). The contribution of the personnel and development function to strategic personnel and development issues and thinking is interrogated, facilitating understanding of the difference between ‘strategic personnel and development’ and ‘managing the personnel and development functional areas strategically’. Strategic personnel and development themes are explored
The module complements the modules Strategic Communications in International Contexts, Strategic Leadership in International Contexts, and Intercultural Negotiation & Conflict Management.
Aims This module aims to:
  1. encourage students to be critically aware of the relationship between corporate strategies and human resource strategies and policies in the international context;
  2. critically assess and evaluate the Human Resource Management literature to develop the students' appreciation of the limits and possibilities of Human Resource Management;
  3. develop an appreciation of the scope of HRM and development interventions aimed at handling strategic processes, informed by relevant theoretical and empirical knowledge;
  4. develop an understanding of the ways in which employees’ knowledge, capabilities and skills may be engaged, continuously to improve organisational performance and responsiveness and to facilitate ‘organisational learning’ in a comparative and internationally competitive context;
  5. develop and encourage confidence in the use of appropriate learning, analytical and discursive skills.