STRATEGIC HUMAN RESOURCE MANAGEMENT (APPRENTICESHIP) - 2020/1

Module code: MANM477

Module Overview

On completion of this module learners will have a deep and systematic understanding of different theoretical models of all aspects of Strategic Human Resource Management. Learners will be able to compare and evaluate different methodologies and approaches to the strategic management of human resources. Learners will be able incorporate a due consideration of ethical dilemmas in their practice and use their judgement to resolve conflict and communicate the need for effective human resource management practices.

Module provider

Hospitality, Tourism & Events Management

Module Leader

WATSON Jacqueline (Hosp & Tour)

Number of Credits: 15

ECTS Credits: 7.5

Framework: FHEQ Level 7

JACs code:

Module cap (Maximum number of students): N/A

Module Availability

Teaching block 1

Prerequisites / Co-requisites

N/A

Module content

Indicative content includes:

• Overview of strategic Human Resource Management include strategic HRM

• High performance culture

• Workforce planning

• Talent management and succession planning

• Diversity and inclusion

• Professional development, including Continuous Professional Development

• UK employment law and regulatory compliance

Assessment pattern

Assessment type Unit of assessment Weighting
Coursework Individual Report 90
Coursework Individual e-Portfolio 10

Alternative Assessment

Not applicable.

Assessment Strategy

The Assessment Strategy is designed to provide learners with the opportunity to demonstrate their ability to critically evaluate the efficacy of the approach to managing human resources in their own organisation. Assessment will need to demonstrate how the learners have incorporated elements of the latest academic thinking into their critical appraisal of current practice in their own organisation.

The Summative Assessment:

Individual Report - 90%

Learners will be required to produce a business report of 2,500 words outlining the impact of their companies approach to a specific element of human resource management (workforce planning, talent management and succession planning, professional development etc). Learners will need to be selective in terms of both the topic to cover and the associated impact assessment of this topic. Learners will be required to evidenve how the application of their current organisation’s policy maps to the latest academic thinking in their chosen topic area.

Individual e-Portfolio – 10%

Learners will be required to reflect on the application of learning in the workplace. Learners will be required to draft and deliver a short, 1,000 words, reflection note on what they are going to do differently as a senior leader as a result of studying this module.

Formative Assessment

Learners will work regularly in groups and as individuals, participating in classroom or online discussion forums and webinars, to demonstrate their understanding of the subject contents and application. Learners will be required to complete online guided learning activities that demonstrate the ability to analyse key components of organisational strategy. Awareness will be built up by learners being required to lead and participate to share understanding and knowledge of elements of organisational strategy. For example, learners may be required to present online a short presentation containing information from their organisation. Learners will receive peer feedback as well as comments from the academic and industry subject matter experts.

Feedback

Learners will be given formal feedback on their assessments and receive regular, informal feedback on their contribution throughout the module.

Module aims

  • This module aims to enable learners to demonstrate an in-depth understanding of the full range of activities that are covered by a strategic and integrated approach to human resource management. The module will provide a theoretical framework for learners to consider in the context of their own organisations’ people strategy, policies and processes. Drawing on the latest academic research, and pioneering approaches in professional practice, learners should be equipped to develop their own management skills in the context of effective human resource management.

Learning outcomes

Attributes Developed
001 • In-depth understanding of the different elements of strategic human resource management CK
002 • Critically evaluate how the latest academic research into human resource management is being applied in practice CKT
003 • Knowledge and skills to manage ethical dilemmas in the workplace and provide them with confidence in their ability to manage ambiguous situations KP
004 • Appraise and critically evaluate their own professional practice in applying effective human resource management strategies CP

Attributes Developed

C - Cognitive/analytical

K - Subject knowledge

T - Transferable skills

P - Professional/Practical skills

Overall student workload

Methods of Teaching / Learning

The hours listed within the overall student workload section represent off-the-job learning.

The teaching and learning methods incorporate a blended learning approach, centred around the key online learning design principles of – Learner centred; Useful; Engaging; Flexible; Consistent; Supportive and Accessible.

In line with the Apprenticeship Off the Job Training guidance, the teaching and learning undertaken on this module will reflect the following categories of training:

1. Teaching of Theory. (May include lectures, role play, simulation exercises, online learning, research and networking)

2. Practical Training. (May include shadowing, mentoring, industry visits and participation in guided activities to apply the theoretical knowledge, concepts and models in the day-to-day working practice).



  • 3. Learning support and time spent writing assignments and partaking in assessments.


  • 4. Reflective learning and self-evaluation to impart new knowledge, skills and behaviours only. (E-portfolio) Learners taking this module will cover theoretical aspects with a mix of campus-based sessions, online and self-directed learning activities.



Learners taking this module will cover theoretical aspects with a mix of campus-based sessions, online and self-directed learning activities. Learners will be expected to demonstrate commitment to independent learning and take an active part in any asynchronous activities such as forums, wikis, blogs etc., as well as synchronous activities (i.e. virtual meetings) where appropriate. Participation in these activities, with emphasis on the self-directed learning activities, will be essential to the successful achievement of learning outcomes in this module.

Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.

Reading list

Reading list for STRATEGIC HUMAN RESOURCE MANAGEMENT (APPRENTICESHIP) :

Other information

Degree apprenticeships are delivered over three teaching blocks:

  • Teaching Block 1 - September - December
  • Teaching Block 2 - January - April
  • Teaching Block 3 - May – August

The planning of this module is underpinned by the Senior Leader Master’s Degree Apprenticeship Standard. Learners who are studying this module as part of an apprenticeship should also refer to the Senior Leader Standards. Studying this module will support learners to produce suitable evidence for their e-portfolio to fully or partially meet specific Senior Leader standards listed below:

Organisational Performance – delivering a long-term purpose

Strategy:

  • Understands organisational structures; business modelling; diversity; global perspectives; governance and accountability; the external environment, social, technological and policy implications. (K2)

Innovation & Change:

  • Initiates and leads change in the organisation, creates environment for innovation and creativity, establishing the value of ideas and change initiatives and drives continuous improvement. (S4)

  • Able to manage conflict. Manages partnerships, people and resources effectively, and measures outcomes. (S5)

  • Acts where needed as a Sponsor, championing projects and transformation of services across organisational boundaries. (S6)

Enterprise and Risk:

  • Knowledge of ethics and values-based leadership; regulatory environments, legal, H&S and well-being and compliance requirements; corporate social responsibility; risk management, environmental impact and cyber security. (K6)

  • Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management. (S7)

  • Application of principles relating to Corporate Social Responsibility, Governance, Regulatory compliance. Drives a culture of resilience and supports development of new enterprise and opportunities. (S8)

Finance:

  • Uses financial data to allocate resources. (S11)

  • Oversees procurement, supply chain management and contracts. (S12)

Interpersonal Excellence Leading people and developing collaborative relationships:

Engaging Employees

  • Uses personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking and using inspirational communication. (S13)

  • Creates an inclusive culture, encouraging diversity and difference. (S14)

  • Gives and receives feedback at all levels, building confidence and developing trust, and enables people to take risks. (S15)

Leading & Developing People:

  • Knowledge of organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures. (K10)

  • Understands approaches to strategic workforce planning including talent management, learning organisations, workforce design, succession planning, diversity and inclusion. (K11)

  • Enables an open and high performance working and sets goals and accountabilities for teams and individuals. (S16)

  • Leads and influences people, building constructive working relationships across teams, using matrix management where required. (S17)

  • Ensures workforce skills are utilised, balancing people and technical skills and encouraging continual development. (S18)

Developing/Building Collaborative Relationships:

  • Understands working with board and company structures. (K14)

  • Knowledge of brand and reputation management. (K15)

  • Manages complex relationships across multiple and diverse stakeholders. (S19)

  • Builds trust and rapport, with ability to positively challenge. (S20)

  • Leads beyond area of control/authority, and able to influence, negotiate and use advocacy skills to build reputation and effective collaborations. (S21)

Building Collaborative Relationships

  • Understands large scale and inter-organisational influencing and negotiation strategies. (K12)

  • Knowledge of the external political environment and use of diplomacy with diverse groups of internal and external stakeholders. (K13)

  • Understands working with board and company structures. (K14)

  • Knowledge of brand and reputation management. (K15)

Personal and interpersonal effectiveness

Leads by Example

  • Works collaboratively enabling empowerment and delegation. Acts with humility and authenticity, is credible, confident and resilient. (B2)

Judgement and Challenge

  • Takes personal accountability aligned to clear values. Instils confidence demonstrating honesty, integrity, openness, and trust. (B3)
  • Demonstrates flexibility and willingness to challenge when making decisions and solving problems. (B4)

Courage & Curiosity

  • Is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. (B5)
  • Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic. (B6)

Valuing Difference

  • Engaging with all – is ethical and demonstrates inclusivity, recognising diversity, championing, and enabling cultural inclusion. (B7)

Professional

  • Reflects on own performance, demonstrates professional standards in relation behaviour and ongoing development. (B9)
  • Advocates the use of good practice within and outside the organisation. (B10)

K – Knowledge  S – Skills  B - Behaviours

Programmes this module appears in

Programme Semester Classification Qualifying conditions
International Hospitality, Tourism and Events Management Practice (SLDA) MSc Compulsory A weighted aggregate mark of 50% is required to pass the module

Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2020/1 academic year.