Current Academic Year 2024 - 2025
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Date posted: September 2024
| Module Title |
Strategic HRM & Employee Engagement |
| Module Code |
HR5007 (ITS) / MNA1052 (Banner) |
|
Faculty |
DCU Business School |
School |
DCU Business School |
| Module Co-ordinator | Edel Conway | | | Module Teachers | - | |
|
NFQ level |
9 |
Credit Rating |
10 |
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Pre-requisite |
Not Available |
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Co-requisite |
Not Available |
| Compatibles |
Not Available |
| Incompatibles |
Not Available |
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None
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Description
This module focuses on the nature of Strategic Human Resource Management (SHRM) and Employee Engagement in organisations. It analyses the topic based on the following key themes: (1) the strategic role of HR in the organisation; (2) the role of the HR function/ HR professional in strategic HRM; (3) designing and aligning HR systems for high performance; (4) linking HR practices to performance; (5) the role of employees who are at the ‘receiving end’ of these HR practices; (6) a critical overview of SHRM research. The module examines the nature of HR strategies, systems and practices and the theories underpinning the creation of HR systems that may lead to high performance. It also evaluates the strategic importance of the HR practices that comprise these systems in engaging employees. Finally, at a practical level, the module provides a research-focused/ evidence-based appraisal that will enable participants to critically evaluate and re-configure the role of HR in their own organisations.
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Learning Outcomes
1. Evaluate the nature of HRM and the role of the HR function and HR manager within the organisation
2. Evaluate the relationship between business strategy, HRM, engagement and performance
3. Critique models of and research on Strategic HRM at a variety of levels from a research and practical perspective
4. Evaluate and re-configure the role of HR in their organisation
5. Develop engagement processes for use within their organisation
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| Workload |
Full-time hours per semester |
| Type |
Hours |
Description |
| Lecture | 36 | Lectures | | Assignment Completion | 36 | Individual Assignment | | Group work | 20 | Presentation | | Assignment Completion | 12 | Reflection | | Independent Study | 140 | Reading etc | | Lecture | 6 | Contact | | Total Workload: 250 |
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml
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Indicative Content and Learning Activities
None |
| Assessment Breakdown | | Continuous Assessment | 0% | Examination Weight | 0% |
| Course Work Breakdown |
| Type | Description | % of total | Assessment Date |
|---|
| Reflective journal | Participants are expected to contribute to the various cases outlined above, as well as to additional activities that take place during the course of the module. Class participation is defined as: indicating a knowledge and understanding of any required case or journal readings; active engagement in the learning process through asking questions; commenting and debating the issues that arise etc. In order to demonstrate active participation, students are required to complete a learning journal that documents 10 entries for each session of the module. Each entry should document elements of the class that participants found of value and what they might do with new insights gained. The averag | 10% | Sem 2 End | | Presentation | In your assigned teams, you are asked to design a one-hour long learning experience for the class. The topic or theme of the session should be based on how a feature of strategic HRM operates within one (or possibly a number) of the team’s organisation(s).
In doing so, you should not focus simply on the topic itself but you should aim to relate it to the following:
• The role of the HR Manager/Department
• The link between HR and performance
• The relationship to HR strategy and organisational strategy
• The impact on employees’ engagement with the organisation. | 25% | Once per semester | | Assignment | Critically evaluate the strategic role of HR within your own organisation. Taking into account other important internal factors (e.g. the role of line managers, or financial/ resources constraints) and external factors (e.g. competitive/ governmental/ economic constraints), in what ways should this role be developed over the next three years to (a) to achieve better alignment with your organisation’s strategic direction, (b) to foster higher levels of employee engagement and (c) to improve organisational performance. This assignment will require you to (1) display an understanding of the possible roles that the HR function can play within an organisation (30%); (2) identify and critically e | 65% | Sem 2 End |
| Reassessment Requirement Type |
Resit arrangements are explained by the following categories:
Resit category 1: A resit is available for both* components of the module.
Resit category 2: No resit is available for a 100% continuous assessment module.
Resit category 3: No resit is available for the continuous assessment component where there is a continuous assessment and examination element. |
| * ‘Both’ is used in the context of the module having a Continuous Assessment/Examination split; where the module is 100% continuous assessment, there will also be a resit of the assessment |
| This module is category - |
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Indicative Reading List
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Other Resources
None |
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