Section outline

  • Strategic Human Resources Management 

    Course information: 

    Course Code: MNJ6327

    Credit: 3

    Participant: Undergraduate Student 

    Delivery From: Management School of Economics Department

    Universitas Negeri Yogyakarta, Indonesia

    This course is delivered by: 

    Prof. Setyabudi Indartono, Ph.D (Profile)

    Contact: 

    • eMail: setyabudi_indartono@uny.ac.id
    • WhatsApp: 081578004072

    Courses Requirements/Relevant:

    1. Human Resources Management

    2. Organizational Behavior

    Course Description:

    Strategic human resource management (strategic HRM, or SHRM) may be regarded as an approach to the management of human resources that provides a strategic framework to support long-term business goals and outcomes. The approach is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment, and matching resources to future needs.

    As illustrated in this work, strategic human resource management is a complex process that is constantly evolving, with theory in this area a subject of ongoing discussion by academics and other commentators. Its definition and relationships with other aspects of business planning and strategy are not absolute and opinion varies between writers.

    Several issues of SHRM are How to Do Human Resources Strategic Planning (Need basic information about Human Resources’ strategic planning and management as a function or department within an organization?; Develop a Human Resources Department Business Plan; Create Value With Human Resource Measures; Build a Strategic Framework: Mission Statement, Vision, Values;  How to Implement Strategic Planning: Vision Statement, Mission Statement, Values, More;  How to Get a Seat at the Executive Table: Ten Tips; Create Your Personal Vision Statement; Identify and Live Your Personal Values; Thinking Strategically First Makes Strategic Planning Work; Strategic Planning Pitfalls – to Avoid;  What Is Human Resource Management?; Recession Planning for Employees; Reinventing HR from the Classroom to the Boardroom; Strategic Human Resources: Avoiding Circular Conversations; The Strategic HR Coach; A New Role for HR: Support Your Company’s Brand; Why Human Resources Leaders Need Degrees; Vision Is Your Desired Future; Mission Is What You Do ; Core Values Are What You Believe; Poll: Why Is Creating a Personal Vision Statement Important? and HR Redesign.

    Benefit.

    Strategic Human Resources Management is a significant challenge for the HR Department. It is also a major issue for the line management of the organization. The daily HR procedures change and line managers get new responsibilities. They have to take over the tasks and duties of HR Managers; they have to become accountable for their teams in full. It comes with many benefits for employees, managers, Human Resources Department, the business, and the leadership team. The organization usually implements the underlying principles of Strategic HR Management in the moment of the crisis. It creates pressure on Human Resources and line managers because they can see the introduction of SHRM as a part of the issue. The managers do not realize that the cause of the problem is the internal crisis; they just start feeling it when they are asked to change their attitudes and behaviors. This needs to be taken into account that most benefits of SHRM introduction are not visible immediately; new practices and procedures need time to settle down. It is important to realize that the Strategic Human Resources Management is entirely independent of the HR Strategy. The strategic approach is about the way how Human Resources work; it is not about the vision of Human Resources. The HR leaders tend to mix both approaches, but they are independent. A great company can align both, but it is a long journey. Most companies start with the introduction of the strategic approach to Human Resources which is closely followed by the updated HR Strategy (more on HR Strategies). the main advantages of the Strategic Human Resources Management introduction can be divided into six areas:

    • New ways of the Valuation of Assets and Human Capital Measurement;
    • Strategic HR Planning;
    • HR Processes Redesign and Rigor;
    • HR Outsourcing of non-value-added processes;
    • Consistent Management of Functions and Skills;
    • Human Resources Development in the organization;

    General Learning Outcomes:

    In the wake of completing this course, students are expected to:

    1. Have a deeper acknowledgment to operate Human Resources Management.
    2. Able to express current issues of managing people within the organization from both local and global perspectives
    3. Create future orientation on managing human resources
    4. Describe important variable influenced strategic pattern on human resources management
    5. Formulate strategies on HRM
    6. Evaluate the implementation of SHRM

    How to learn strategic HRM

    This course requires the student to learn the issues of strategic HRM by:

    1. Explore various reference of the issues, i.e, the description discourses, antecedents, and outcomes of strategic HRM
    2. Discussing a lot of cases of the issues from the literature
    3. Discussing and sharing among students' experiences
    4. Do a few tests

    Competencies

    This course is delivered for students of HRM concentration/focus study in the 5th-6th semester. Hence it is required students passed some basic management course as illustrated.

    Blooms' Outcomes

    Course duration : 16 Session, each session takes a week time from Sunday to Saturday

    Course Outline 

    1. Session I Course Introduction
    2. Session II Concept and Issues ( Key Terms and Concepts ; 1 concept and issues )
    3. Session III Global and Local views (global views ; global context ; globalization ; 2 Global Views)
    4. Session IV Competitive advantages (competitive adv and shrm  ; shrm and competitive advantages ; 3 COMPETITIVE ADVANTAGE)
    5. Session V Organizational characteristics (4 organizational characteristics)
    6. Session VI Personal Characteristics (5 personal characteristics)
    7. Session VII Stake Holder Characteristics (6 Stakeholder Characteristics)
    8. Session VIII SHRM: Samples and consequences {Modes of theorizing in SHRM ; Implications for research ; the nature and consequences of human resource strategy ; change, strategy and strategic human resource 
    9. Session IX  SHRM formulation {3 stages ; Innovation in SHRM  The Role of Strategy Architect in the Strategic HR Organization 
    10. Session X SHRM Evaluation {Legitimacy of HRM practice ; development of HRM effectiveness ; assessing value of international workers 
    11. Session XI  Individual Research Proposal Presentation
    12. Session XII Individual Research Proposal Presentation
    13. Session XIII Individual Research Proposal Presentation
    14. Session XIV Individual Research Proposal Presentation
    15. Session XV Individual Research Proposal Presentation
    16. Final Exam