THE OPEN UNIVERSITY OF TANZANIA

FACULTY OF BUSINESS MANAGEMENT

OLG 213 Strategic Human Resource Management

COURSE OUTLINE
By Dr Chacha Matoka
1.0

INTRODUCTION

OLG 213 Strategic Human Resource Management enhances the interface between
students and the practice of SHRM. It provides the opportunity for students to consider
the issues involved in the policy and practice of human resource management in the
context of the changing world of work. Specific HRM strategies focused around entry to,
maintenance of, and exit from the organization are explored both theoretically and in an
applied sense in the context of a business organization. Thus this course adopts a
theoretical and practical approach to the concepts and practice of SHRM, and as well as
providing a set of skills and tools for students to take with them into the workforce, it
also provides ample scope for students to experience HRM and benefit from the
experiences of practitioners currently working within the HRM profession.
2.0

COURSE DESCRIPTION

Strategic Human Resources Management course is based on a proactive approach to the

management of people. Using your workplace as the starting point, you will walk
through a strategic, competency-based facilitation model of human resource anagement.
You will deal with practical aspects of managing people in the workplace in activities
ranging from the assessment of the global environment to the identification of staffing
needs and competencies that impact human resource decisions. You will assess the
importance of coaching and open communication when inspiring individuals to overcome
barriers to peak performance. Throughout the course, you will learn from others in your
group as they apply the model to their environment. You will learn by doing and by
applying what you learn to your own work environment.
3.0

LEARNING OUTCOME

On successful completion of the course the students will be able to:

3.1 Knowledge
Identify the nature and theoretical underpinnings of SHRM
Develop knowledge of competing theoretical models of SHRM
Develop an understanding of the theoretical perspectives in organizational strategy
and strategic management theory;

 Understand the relationship between theories of strategic and strategic management,

and models of strategic HRM
Understand the role of formal HRM under SHRM

3.2 Skills
Evaluate the connections between SHRM and strategic planning processes.
Analyze emerging strategic challenges in HRM in an increasingly dynamic and complex
business environment.
Demonstrate how HRM contributes to the competitive advantage of the firms
Explain the process of SHRM
Understand the implications of HRM for different organizational strategies
Analyze the strategic planning and implementation considerations associated with key
areas of HRM strategy.
Assess the importance of human resource management in enhancing organizational
performance.

3.3 Values

Appreciate the SHRM dimensions in business practice

Value the role of SHRM in corporate functioning
Appreciate contrasting perspectives on SHRM
Develop a broad perspective on the stakeholders of the organization

Recognize multiple agendas and perspectives in the wider business community

4.0

COURSE CONTENT

4.1

The fundamental issue of what does it means to be Strategic about HRM?

4.2
4.3
4.4

Contemporary issues in HRM

models of Strategic Human resource Management

4.5

Managing SHRM in a complex and uncertain organizational, social

and economic context
Measuring and evaluating HRM

4.6

Contribution of HRM to business strategy

4.7

4.8
4.9
4.10

Perspectives of HRM as the strategic, operational and functional levels of the

organization;
International Strategic Human resource Management
Industrial relations, changing the dynamic
HR accounting and human value management;

4.11

HR Planning and information of systems

4.12

Internal and external fit in SHRM systems

4.13,

Strategic renewal: Downsizing, mergers and acquisitions, and restructuring

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