Examine and analyse why strategic HR management is essential to the success of organisations

Critically evaluate a minimum of two strategic HR inventions that enable organisations to improve employee performance

RESOURCES BELOW:

1.  Employee Turnover and Retention
http://www.cipd.co.uk/hr-resources/factsheets/employee-turnover-retention.aspx?utm_medium=email&utm_source=cipd&utm_campaign=cipdupdate&utm_content=210115_1240_1007_20150121072306_Go%20to%20factsheet&utm_term=125900
2.  Helping women break into the boardroom
http://cdn.news.o2.co.uk.s3.amazonaws.com/wp-content/uploads/2015/01/Breaking-the-Boardroom.pdf
3.  A Change in Brand Identity for CIPD
http://www.cipd.co.uk/cipd-hr-profession/about-us/brand-guidelines.aspx?utm_medium=email&utm_source=cipd&utm_campaign=cipdupdate&utm_content=140115_1171_955_20150121072757_why%20we%E2%80%99ve%20changed%20and%20where%20we%E2%80%99ve%20come%20from&utm_term=125900
4.  Are UK organisations getting better at managing people
http://www.cipd.co.uk/hr-resources/research/uk-organisations-managing-people.aspx?utm_medium=email&utm_source=cipd&utm_campaign=cipdupdate&utm_content=171214_1037_844_20150121072847_Read%20the%20report&utm_term=125900

•    Assignment must be submitted in required format, showing appropriate use of academic references and subheadings.
•    Word count must be shown on the assignment header page and must be within the word allowance tolerances shown within the assessment information.
•    Report style assignment must include a contents page.
•    Assignment must be typed in Arial, MS Reference Sans Serif or Verdana font style, and minimum font size 12.
•    Assignment must be line and half spacing with 2.5cm margins.
•    Please do not describe what is happening in the organisation.  You must evaluate.  Evaluate the theory in the context of the organisation.  What alternative models or theories might facilitate practice in the organisation?
•    You will not be expected to provide a background briefing to the organisation, but you might provide examples from the case study organisation, to explore and emphasise the direction and validity of your paper.  Be careful about using company or industry specific jargon.  You have to help the reader understand the story you are putting together.  This is not saying do not use jargon but ensure you tell the reader what it means.
•    Improved grades will be awarded for demonstration of relevant wider reading (please be responsible and undertake the necessary background reading, study, research to facilitate the classroom based learning on the module).  Remember the key is the strategic management of human resources and your analysis must view the evaluation from this perspective.
•    All work will be written in THIRD (3rd) Person.  Any deviance from this position will likely impact on your final grade.

Selected Journal Articles

Karami A, Jones B M & Kakabadse N (2008) Does strategic human resource management matter in high tech sector?  Some Learning points for SME managers Corporate Governance 8 (1) pp7-17
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/14720700810853365

Thite M (2004) Strategic positioning of HRM in knowledge-based organizations The Learning Organization 11 (1) pp28-44
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/09696470410515715

Proenca M T V C & de Oliveira E T V (2009) From normative to tacit knowledge: CV’s analysis in personnel selection Employee Relations 31 (4) pp427-447
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/01425450910965469

Kluemper D H & Rosen P A (2009) Future employment selection methods: Evaluating social networking web sites Journal of Managerial Psychology 24 (6) pp567-580
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/02683940910974134

Markova G & Ford C (2011) Is money the panacea?  Rewards for knowledge workers International Journal of Productivity and Performance Management 60 (8) pp813-823
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/17410401111182206

Armstrong M, Brown D & Reilly P (2011) Increasing the effectiveness of reward management: An evidence based approach Employee Relations 33 (2) pp106-120
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/01425451111096668

Coleman G & Ingram H (2004) A new approach to benchmarking learning and development strategy International Journal of Contemporary Hospitality Management 16 (1) pp52-58
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/09596110410516561

Beausaert S, Segers M, Fouarge D & Gijselaers W (2012) Effect of using a personal development plan on learning and development Journal of Workplace Learning 25 (3) pp145-158
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/13665621311306538

Alatrista J & Arrowsmith J (2004) Managing employee commitment in the not-for-profit sector Personnel Review 33 (5) pp536-548
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/00483480410550143

Drake J, Blake J & Swallow W (2009) Employer engagement: The critical role of employee commitment Education + Training 51 (1) pp23-42
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/00400910910931814

McDermott A & Keating M (2011) Managing professionals: exploring the role of the hospital HR function Journal of Health Organization and Management 25 (6) pp677-692
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/14777261111178556

Edgley-Pyshorn C & Huisman J (2011) The role of the HR department in organisational change in a British university Journal of Organizational Change Management 24 (5) pp610-625
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/09534811111158886

Caldwell R (2011) HR directors in UK boardrooms: A search for strategic influence or symbolic capital Employee Relations 33 (1) pp40-63
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/01425451111091645

Caruth D L & Humphreys J H (2008) Performance appraisal: essential characteristics for strategic control Measuring Business Excellence 12 (3) pp24-32
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/13683040810900377

Elbanna S & Naguib R (2009) How much does performance matter in strategic decision making? International Journal of Productivity and Performance Management 58 (5) pp437-459
http://www.emeraldinsight.com.ezproxy.derby.ac.uk/doi/abs/10.1108/17410400910965715

Recommended Text
•    Bratton J & Gold J (2012) Human Resource Management: Theory and Practice (5th Edition) Basingstoke, Hants: Palgrave Macmillan (658.3BRA)

Additional Reading
•    Armstrong M (2012) Armstrong’s Handbook of Human Resource Management Practice (12th Edition) London: Kogan Page (658.3ARM)
•    Armstrong M (2011) Armstrong’s Strategic Human Resource Management (5th Edition) London: Kogan Page (658.3ARM)
•    Armstrong M & Baron A (2005) Managing Performance: Performance management in action London: IPD (658.314ARM)
•    The Aston Centre for Human Resources (2008) Strategic Human Resource Management: Building research-based practice London: CIPD (658.3STR)

•    Berger D R & Berger L A (2011) The talent management handbook: Creating sustainable competitive advantage by selecting, developing and promoting the best people (2nd Edition) London: McGraw-Hill (658.314TAL)
•    Boxall P F & Purcell J (2011) Strategy and Human Resource Management (3rd Edition) Basingstoke, Hants: Palgrave Macmillan (658.3BOX)
•    Brief A P (ed) (2008) Diversity at Work Cambridge: Cambridge University Press (658.3DIV)
•    Campbell D J, Edgar D A & Stonehouse G (2011) Business Strategy: An Introduction (3rd Edition) Basingstoke, Hants: Palgrave Macmillan (658.4012CAM)
•    Capon C (2009) Understanding the Business Environment: Inside and Outside the Organisation Harlow, Essex: FT Prentice Hall (658.4012CAP)
•    Corby S, Palmer S & Lindop E (eds) (2008) Rethinking Reward Basingstoke, Hants: Palgrave Macmillan (658.3125RET)
•    Gennard J & Judge G (2010) Managing Employment Relations (5th Edition) London: CIPD (658.315GEN)
•    Ghemawat P (2010) Strategy and the Business Landscape (3rd Edition) Boston: Pearson Prentice Hall (658.4012GHE)
•    Harrison R (2009) Learning and Development (5th Edition) London: CIPD (658.3124HAR)
•    Harvey C P & Allard M J (2008) Understanding and Managing Diversity (4th Edition) Harlow, Essex: Pearson (658.3HAR)
•    Holbeche L (2008) Aligning Human Resources and Business Strategy (2nd Edition) Oxford: Butterworth-Heinemann (658.3HOL)
•    Johnson G, Whittington R, Scholes K, Angwin D & Regner P (2013) Exploring Strategy (10th Edition) Harlow, Essex: FT Prentice Hall (658.4012JOH)
•    Katzenbach J R & Smith D K (2005) The Wisdom of Teams: Creating the high performance organisation London: McGraw Hill (658.402KAT)
•    Leat M (2007) Exploring Employee Relations (2nd Edition) London: Butterworth Heinemann (658.315LEA)
•    Leopold J W & Harris L (2009) The Strategic Managing of Human Resources (2nd Edition) Harlow, Essex: FT Prentice Hall (658.3STR)
•    Millmore M, Lewis P, Saunders A, Thornhill A & Morrow T (2007) Strategic Human Resource Management: Contemporary Issues Harlow, Essex: FT Prentice Hall (658.3STR)
•    Noe R A (2010) Employee Training and Development (5th Edition) London: McGraw Hill (658.3124NOE)
•    Perkins S J & White G (2007) Employee Reward: Alternatives, Consequences and Contexts London: CIPD (658.32PER)
•    Pilbeam S & Corbridge M (2002) People Resourcing: HRM in Practice (2nd Edition) Harlow, Essex: FT Prentice Hall (658.3PIL)
•    Rose E (2008) Employment Relations (3rd Edition) Harlow, Essex: FT Prentice Hall (658.315ROS)
•    Stewart J & Rigg C (2011) Learning and Talent Development London: CIPD (658.3124STE)
•    Storey J (2007) Human Resource Management: A critical text London: Thomson (658.3HUM)
•    Taylor S (2010) Resourcing and Talent Management (5th Edition) London: CIPD (658.3TAY)

Selected Journals
•    Human Resources Management Journal
•    People Management
•    Personnel Review
•    Work, Employment and Society
•    Industrial Relations Journals
•    Journal of Strategy and Management
•    International Journal of Manpower

ASSESSMENT CRITERIA

In completing the assessments, you need to demonstrate all of the following skills:
•    Application of academic concepts
•    Critical awareness and analysis
•    Synthesis and presentation of key ideas
•    Evaluation of complex matters
•    Integration of ideas and practice in a cross disciplinary manner
•    Presentation (written) of key concepts / ideas

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