THE OPEN UNIVERSITY OF TANZANIA

FACULTY OF BUINESS MANAGEMENT

DEPARTMENT OF LEADERSHIP AND GOVERNANCE

MASTER OF BUSINESS ADMINISTRATION

PROGRAMME

OLG 631: Strategic Human Resource Management

COURSE UTLINE

by

Dr. Chacha Matoka

Introduction

This course is for those who wish to understand and influence decisions
about the strategic deployment of labour and human capital. It is not
purely for specialists in human resource management. It will be of
interest to senior teams who make decisions about: design of
organisational forms; direct employment or outsourcing of activities,
investment in human capital development; employee engagement;
organisational culture; work systems design etc. Crucially, it is for those
who seek to play a part in shaping the overall strategy of the organisation
and the decisions that flow from it in terms of human capability

objective of the Course

i. To know about the relevant and appropriate concepts, theories

and frameworks appropriate to Strategic Human resource
Management

ii. To understand the nature and importance of human resource

management decisions

iii. To be able to make effective contributions to the design and

implementation of policy in a range of organisational settings

iv. To be able to describe and explain the essential idea of what it

means to take a strategic human resource management approach

v. To be able to explain the key areas of SHRM including, for

example, commitment and engagement; organisational design;
 performance management; learning and development,
international HR practices; organisational culture

vi. To be able to build and critically assess knowledge related to

aspects of SHRM

vii. To be able to find, review and evaluate a variety of

information relevant to topics in SHRM

viii. To be able to compile reports that are robust in both intellect

and practice-relevant terms

ix. To be able to work collaboratively with others

x. To discover the field of HRM and understand its relevance to

managers and employees in work organisations

xi. To conduct a job analysis and apply this understanding of

job requirements to other HRM systems such as selection,
performance appraisal, and compensation

xii. To recognize basic HRM tools such as performance appraisal

forms, and understand some of the technical details of HRM
practices

xiii. To evaluate the effectiveness of HRM processes and

practices

xiv. Understand the purpose and operation of key human

resource practices in today’s organisations
xv. To gain enhanced critical thinking skills to analyse how
human resource practices can support a firm’s strategic
objectives and enhance long-term performance.

Course content

LECTURE ONE
1 THE CONCEPT OF HUMAN RESOURCE MANAGEMENT
Learning Objectives:
i. To be able to define and describe the functions of Human
resource management
ii. To be able to differentiate and describe the HR systems
iii. To be able to highlight the aims of HRM
iv. To be able to discuss the importance of HRM

Subtopics
1.1 HRM defined
1.2 Human resource systems
1.3 Aims of HRM 9;
1.4 Characteristics of HRM
1.5 Reservations about HRM 17

2. 0. LECTURE TWO: THE CONCEPT OF STRATEGY

Learning Objectives

i. To be able to define and describe Strategy

ii. To be able to formulate HR strategy

iii. To be able provide different types of strategies

Subtopics
2.1 Strategy defined
2.2 The concept of strategy
2.3 The formulation of strategy

3.0 LECTURE THREE: THE CONCEPT OF STRATEGIC HUMAN

RESOURCE MANAGEMENT
Learning Objectives

i. To be able to define Strategic HRM

ii. To be able to explain the basis of Strategic HRM

iii. To be able to explain the principles of HRM

iv. To be able to discuss the aims of Strategic HRM

v. To be able to discuss the perspective of strategic HRM

vi. To be able to define and describe the Strategic HRM models

vii. To be able discuss the implications of strategic HRM

Subtopics
3.1 Strategic HRM defined
3.3 Basis of strategic HRM
3.4 Principles of strategic HRM
3.5 Aims of strategic HRM
3.6 Concepts of strategic HRM
3.7 Perspectives on strategic HRM
3.8 The best-practice approach
3.9 The best-fit approach;
3.10 The reality of strategic HRM
3.11 Practical implications of strategic HRM theory

4.0 LECTURE FOUR HUMAN RESOURCE STRATEGIES

Learning Objectives

i. To be able to define and explain the HR strategies

ii. To be able explain the purpose of HR Strategies

iii. To be able to differentiate overall HR Strategies from Specific

Objectives

iv. To be able to develop Hr. strategies

 v. To be able to discuss on how best to implement the HR strategies

Subtopics
4.1 What are HR strategies?
4.2 What is the purpose of HR strategies?
4.3 Overall HR strategies
4.4 Specific HR strategies
4.5 Criteria for an effective HR strategy
4.6 How should HR strategies be developed?
4.7 Developing HR strategies
4.8 Implementing HR strategies

5.0 LECTURE FIVE THE STRATEGIC ROLE OF HUMAN RESOURCE

Learning Objectives

i. To be able to explain the strategic nature of HR

ii. To be able to explain and describe the strategic partner model

iii. To be able to discuss the strategic role of HR practitioners

iv. To be able to discuss the contribution of strategic HR advisors

Subtopics
5.1 The strategic nature of HR
5.2 The strategic partner model
5.3 What being strategic means
5.4 The strategic role of HR directors
5.5 The strategic role of heads of HR functions
5.6 The strategic role of HR business partners
5.7 The strategic contribution of HR advisers or assistants

6.0 LECTURE SIX THE IMPACT OF STRATEGIC HUMAN RESOURCE

MANAGEMENT
Learning Objectives

i. To be able to explain on how to impact organizational performance

ii. To be able to discuss on how strategic HR concepts impact on

practice
Subtopics
6.1 How HR impacts on organizational performance
6.2 How strategic HRM concepts impact on practice

7.0 LECTURE SEVEN STRATEGIC HUMAN RESOURCE

MANAGEMENT IN ACTION
Learning Objectives

i. To be able to formulate HR strategies

ii. To be able to explain the content of HR strategies

iii. To be able to discuss corporate issues

iv. To be able discuss the characteristics features of strategic HRM

actions

Subtopics
7.1 Formulating HR strategy
7.2 The content of HR strategies
7.3 Corporate issues
7.4 Achieving integration
7.5 What are the most characteristic features of strategic HRM in action?

8.0 LECTURE EIGHT HUMAN CAPITAL MANAGEMENT STRATEGY

Learning Objectives

i. To be able define and explain the concept of human capital

ii. To be able to link Human capital concept to organizational business

strategy

iii. To be able to develop human capital management strategy

iv. To be able to discuss the role of human capital on strategy

Subtopics
8.1 Aims of human capital management
8.2 The link between HCM and business strategy
8.3 Developing a human capital management strategy
8.4 Conclusions: the role of human capital management strategy
9.0 LECTURE NINE HIGH PERFORMANCE STRATEGY
Learning Objectives

i. To be able to define high performance work system

ii. To be able to describe characteristics of high performance work

system

iii. To be able explain the components of HPWS

iv. To be able to describe high performance strategy

Subtopics
9.1 High-performance work system defined
9.2 Characteristics of a high-performance work system
9.3 Components of an HPWS
9.4 Impact of high-performance work systems
9.5 Developing a high-performance strategy

10.0 LECTURE TEN: LECTURE TEN MOTIVATION

Learning objectives

i. To be able define and explain the concept of motivation

ii. To be able to describe the dynamics of achieving motivation

iii. To be able to discuss the powers of motivation on employee

performance

Subtopics
10.1 Motivation and organisational climate

10.2 The dynamics of achievement motivation

10.3 The dynamics of power and affiliation motivation

11.0 LECTURE ELEVEN CORPORATE SOCIAL RESPONSIBILITY

STRAREGY
Learning Objectives

i. To be able to define the concept of social responsibility

 ii. To be able discuss the CSR activities

iii. To be able to discuss the rationale of CSR strategy

iv. To be able to develop CSR

Subtopics
11.1 Strategic CSR defined
11.2 CSR activities
11.2 The rationale for CSR
11.4 Developing a CSR strategy

12.0 LECTURE TWELEVE ORGANIZATIONAL DEVELOPMENT

STRATEGY
Learning Objectives;

i. To be able to explain the organizational development strategy

ii. To be able to describe OD strategies

iii. To be able to discuss the strategies for organizational

transformation

Subtopics
12.1 Organization development defined
12.2 OD strategies
12.3 Assumptions and values of OD
12.4 Activities incorporated in the
12.5 OD strategy
12.6 Strategies for organizational transformation

13.0 LECTURE THIRTEEN EMPLOYEES ENGAGEMENT STRATEGY

Learning Objectives

i. To be to discuss the concept of organizational engagement and

commitment

ii. To be able to explain the significance of engagements

iii. To be able to explain what is engaged in employee

iv. To be able to discuss the factors influencing employee’s

engagement
Subtopics
13.1Engagement and organizational commitment
13.2 The significance of engagement
13.3 Engagement and discretionary behaviour
13.4 What is an engaged employee?
13.5 What are the factors that influence engagement?
13.6 Strategies for enhancing engagement
13.6 Measuring engagement

14.0 LECTURE FOURTEEN KNOWLEDGE MANAGEMENT STRATEGY

Learning Objectives

i. To be able to define and explain the concept of knowledge management

strategy

ii. To be able to identify the sources and types of knowledge management

iii. To be able to describe the approaches to the development of KM

strategies

iv. To be able to discuss the components of knowledge management

strategies

Subtopics
14.1 The process of knowledge management
14.2 Sources and types of knowledge
14.3 Approaches to the development of knowledge management
strategies
14.4 Strategic knowledge management issues
14.5 Components of a knowledge management strategy

15.0 LECTURE FIFTEEN EMPLOYEE RESOURCING STRATEGY

Learning Objectives

i. To be able to define and explain the objectives of employee

resourcing strategies

ii. To be able to explain strategic HRM approach to resourcing

iii. To be able to integrate business strategies with resourcing strategies

 iv. To be able explain and describe the components of employees
resourcing strategies

v. To be able to link the human resource planning with strategic HRM

vi. To be able to formulate retention strategies

vii. To be able explain the flexibility strategies

Subtopics
15.1 The objective of employee resourcing strategy
15.2 The strategic HRM approach to resourcing
15.3 Integrating business and resourcing strategies
15.4 Bundling resourcing strategies and activities
15.5 The components of employee resourcing strategy
15.6 Human resource planning
15.7 Employee value proposition
15.8 Resourcing plans
15.9 Retention strategy
15.10 Flexibility strategy

16.0 LECTURE SIXTEEN: TALENT MANAGEMENT STRATEGY

Learning Objectives

i. To be able to define and describe talent management

ii. To be able to explain the process of talent management

iii. To be able to develop talent management strategies

Subtopics
16.1Talent management defined
16.2 The process of talent management
16.3 Developing a talent management strategy

17.0 LECTURE SEVENTEEN: LEARNING AND DEVELOPMENT

STRATEGY
Learning Objectives

i. To be able to define strategic HRD

ii. To be able to develop strategies for learning culture

 iii. To be able develop learning organizational strategy

iv. To be able to discuss the individual learning strategies

Subtopics
17.1 Strategic human resource development (SHRD)
17.2 Strategies for creating a learning culture
17.3 Organizational learning strategies
17.4 Learning organization strategy
17.5 Individual learning strategies

18: IMPLEMENTATION OF WORKFORCE UTILIZATION AND

EMPLOYMENT PRACTICES STRATEGY
Learning Objectives

i. To be able to explain the efficient utilization of human resources

ii. To be able to deal with employee’s shortages

iii. To be able discuss various methods of recruitment and selection

iv. To be able to deal with employee’s surpluses

v. To be able discuss the challenges of implantations

Subtopics

18.1 Efficient utilization of human resources

18.2 Dealing with employee shortages
18.3 Selection of employees
18.4 Dealing with employee’s surpluses
18.5 Special implementation challenges

19.0 LECTURE EIGHTEEN: REWARD STRATEGY

Learning Objectives

i. To be able to define and explain the reward strategies

ii. To be able to explain why reward strategies

iii. To be to develop the reward structure

iv. To be able to discuss the content of reward strategy

 v. To be able to link reward strategies with management policies

Subtopics
19.1 Reward strategy defined
19.2 Why have a reward strategy?
19.3 Characteristics of reward strategies
19.4 The structure of reward strategy
19.5 The content of reward strategy
19.6 Guiding principles
19.7 Developing reward strategy
19.8 Effective reward strategies
19.8 Reward strategy and line management
Capability

20.0 LECTURE TWENTY: EMPLOYEE RELATION STRATEGY

Learning Objectives

i. To be able to define employee’s relation strategies

ii. To be able to explain the importance of employees relations

iii. To be able to describe strategic Directions of employees

iv. To be able to formulate employees relation strategies

Subtopics
20.1 Employee relations strategy defined
20.2 Concerns of employee relations strategy
20.3 Strategic directions
20.4 The background to employee relations strategies
20.5 The HRM approach to employee relations
20.6 Policy options
20.7 Formulating employee relations strategies
20.8 Partnership agreements
209 Employee voice strategies

Core Reading
Other References