ULMS Electronic Module Catalogue
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module.
Title HRM: Strategy and Practice
Code ULMS786
Coordinator Dr H Yang
Work, Organisation and Management
Huadong.Yang@liverpool.ac.uk
Year CATS Level Semester CATS Value
Session 2023-24 Level 7 FHEQ First Semester 15

Pre-requisites before taking this module (other modules and/or general educational/academic requirements):
 

Modules for which this module is a pre-requisite:
 

Programme(s) (including Year of Study) to which this module is available on a required basis:
 

Programme(s) (including Year of Study) to which this module is available on an optional basis:
 

Teaching Schedule
  Lectures Seminars Tutorials Lab Practicals Fieldwork Placement Other TOTAL
Study Hours 12

 12

       6

 30
Timetable (if known)              
Private Study 120
TOTAL HOURS 150

Assessment
EXAM Duration Timing
(Semester)		 % of
final
mark		 Resit/resubmission
opportunity		 Penalty for late
submission		 Notes
Examination. There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment.  2    70       
CONTINUOUS Duration Timing
(Semester)		 % of
final
mark		 Resit/resubmission
opportunity		 Penalty for late
submission		 Notes
Group presentation. There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment.  15    30       

Aims

This module aims to:

Equip students with an understanding of HRM from a strategic perspective and the ability to link HR practices with HR strategy and organisation strategy;

Teach students to critically review the implications of strategic HRM for different stakeholders and its associated risks;

Enhance students’ skills on how to implement and translate HR strategies into day-to-day work;

Update and extend students’ knowledge on employee motivation and engagement at work from a strategic HRM point of view.

Learning Outcomes

(LO1) Students will be able to critically appraise a range of people practices, and how to design them in an integrated way.

(LO2) Students will be able to critically appraise and develop people practices for a hybrid workforce that enhances performance and engagement.

(LO3) Students will have in-depth knowledge of basic theories relating to motivation and employee engagement at work, the drivers and enablers of engagement and how to apply different engagement approaches.

(LO4) Students will be able to demonstrate in-depth knowledge of how to create a people plan and proposal through reviewing and developing insight that align with organisation strategy.

(LO5) Students will be able to critically analyse how people practices create value for different stakeholders, and the associated risks.

(LO6) Students will be able to critically appraise how an organisation's strategy translates to their work and how different issues in the organisation are connected.

(S1) Problem solving
Students will be challenged to think critically about organisational issues and find evidence-based solutions about how to resolve them. They will do this through a range of individual and group activities including the coursework.

(S2) Commercial awareness
The in-class case analyses and group assignments will increase students’ awareness of how HRM practices help firms co-create value.

(S3) Teamwork
Tutorial sessions and group assignments will require students to work in groups and manage the interaction and relationships with other group members.

(S4) Organisation skills
Planning as a group can be a challenge and is a key skill that is developed, hence improving organisational skills.

(S5) International awareness
This skill will be developed through the use of cross-cultural case study material in seminar discussions. Group assignments will also create opportunities for students from different cultures to work together in increases their cultural awareness.

(S6) Lifelong learning
Students will have opportunities to develop a range of lifelong learning skills including critical thinking, creativity, reflection, teamworking and digital skills through individual and group activities and engaging with a range of digital technologies.

(S7) Ethical awareness
This skill will be developed through class discussion on the roles of HR professionals, including promoting professionalism and ethical approaches to HRM practice in organisations.

(S8) Leadership
Tutorial activities and group assignments will create opportunities for students to take their initiative, motivating and influencing others to work to achieve group goals.

(S9) Communication skills
Students will have opportunities to develop written and oral communication skills through group discussions, in-class presentations and coursework.

Teaching and Learning Strategies

2 hour lecture x 6 weeks
2 hour seminar x 6 weeks
1 hour group learning x 6 weeks
120 hours self-directed learning

Syllabus
 

The module syllabus will cover:

Part 1: Overview of HRM practices:
1. An historical overview of HRM;
2. The evolving context and the hybrid workforce;
3. An overview of functional HRM (recruitment, training development, performance management and reward system).

Part 2: Theoretical base of strategic HRM:
4. Understanding HR functions;
5. Resource based view and its implication to HRM.

Part 3. Core areas of strategic HRM:
6. Understanding and developing HRM strategy;
7. High-Performance Work System and HR process;
8. HRM and performance: How HRM co-create value for different stakeholders and its associated risks.

Part 4: Implications of strategic HRM to HRM practices:
9. Employee Engagement;
10. Workplace learning;
11. International HRM.

Recommended Texts
Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module.