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Strategic Human Resource Management

This document outlines the objectives and units of an MBA course on Strategic Human Resource Management. The primary objective is to develop an understanding of the strategic role of HR in aligning systems and practices with organizational outcomes. The five units cover: 1) traditional vs strategic HR and linking strategy to practices, 2) how HR adds sustained competitive advantage, 3) workforce utilization strategies, 4) evaluating the HR function, and 5) accounting for and measuring the costs and benefits of HRM using tools like the HR scorecard.

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644 views1 page

Strategic Human Resource Management

This document outlines the objectives and units of an MBA course on Strategic Human Resource Management. The primary objective is to develop an understanding of the strategic role of HR in aligning systems and practices with organizational outcomes. The five units cover: 1) traditional vs strategic HR and linking strategy to practices, 2) how HR adds sustained competitive advantage, 3) workforce utilization strategies, 4) evaluating the HR function, and 5) accounting for and measuring the costs and benefits of HRM using tools like the HR scorecard.

Uploaded by

Gauravs
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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  • Reference
  • Introduction

MBA (Elective – HR)

Strategic Human Resource Management


Subject Code:MBA197A
Credit:(3 L)
Objectives:
The Primary concern to this course is to develop in death understanding of the strategic role
performed by HR in business organisation and to gain insight of the alignment between
different HR systems and practices and organisation outcomes.
Unit I:
Understanding Strategic HRM: Traditional vs. strategic HR, Typology of HR activities, “best
fit” approach vs. “best practice” approach, HR strategy and the role of national context,
sectoral context, and organizational context on HR strategy and practices, investment
perspective of human resources. Aligning HR systems with business strategy:
Unit II:
Sustained competitive advantage - how HR adds
value to the firm - HR as scarce resource – non-substitutable resource, linking HRM practices
to organizational outcomes – assessing and reducing costs – behavioral impact of HR
practices – marginal utility models – auditing HR practices and department, linking strategy
to HRM practices – corporate HR philosophy and companywide HR standards – HRM
leading strategy formulation, alternative HR systems – universalistic – contingency – on
figurational, congruence and integrated HR systems.
Unit III:
HR Strategy in work force utilization: Efficient utilization of human resource – cross training
and flexible work assignment – work teams – non unionization, strategies for employee
shortages, strategies for employee surpluses. Strategies for performance and development:
Typology of performance types – marginal performers – under achievers – stars – solid
citizens, managing employee ability – recruitment and selection strategy typology, incentive
alignment, psychological contracting.
Unit IV:
Evaluating HR Function : Overview of evaluation – scope – strategic impact – level of
analysis – criteria – level of constituents – ethical dimensions, approaches to evaluation –
audit approach – analytical approach – quantitative and qualitative measures – out come and
process criteria, balanced score card perspective, bench marking,
Unit V:
Accounting for HRM – purpose of measuring cost and benefits of HRM – approaches to
HRM performances – employee wastage and turnover rates – cost of absenteeism –
measuring human resource [Link] Score card: HR as a strategic partner and measurement
challenge, seven step model for implementing HR strategic role, creating an HR score card,
measuring HR alignment – two dimensions of alignment – assessing internal and external
alignment – systems alignment map.
Reference Books:
[Link],Strategic Human resource Management,OUP,New Delhi,2007
[Link],Mankin,andKelliger,Strategic Human Resource Management,OUP,New Delhi,2014

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