Strategic Human Resources Management (English)
7 Módulos | 32 Minutos | -- ECTS

Curso online Strategic Human Resources Management (English)


Módulo 1 - Background Knowledge on HRM

Módulo 2 - Main actors in HRM

Módulo 3 - The Resource-Based View

Módulo 4 - Best Practice vs. Best Fit

Módulo 5 - The Black-box of HRM

Módulo 6 - HRM Strength

Módulo 7 - The HR Differentation

Processo de Avaliação

Continuous evaluation implies: three moments of individual assessment (in class without previous notice; the two best ones will count for a total of 30%); a written exam (70%). These evaluations assume ongoing study, reading of the materials and watching the videos. 

Students who fail the delivery of at least two of the individual evaluations, or that have less than 80% of class attendance should take the final examination (an exam that corresponds to 100% of the final grade).

Bibliografia Básica

1) Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic Human Resource Management. New York: Oxford University Press. (The full part 2 is mandatory, and includes chapters 4,5,6,7,8).

2) Banks, G. C., & Kepes, S. (2015). The influence of internal HRM activity fit on the dynamics within the “black box”. Human Resource Management Review, 25, 352-367

3) Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221.  

4) Brewester, C., Brookes, C., & Gollan, P. J. (2015). The institutional antecedents of the assignment of HRM responsibilities to line managers. Human Resource Management, 54(4), 577-597.

5) Buller, P. F. and McEvoy, G. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22, 43-56.

6) Gratton, L. and Truss, C. (2003). The three-dimensional people strategy: Putting human resources policies into action. The Academy of Management Executive, 17, 3, 74-86.

7) Guest, D. E. (2017). Human resource management and employee well‐being: towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.

8) Huselid, M. A., Beatty, R. W., & Becker, B. E. (2005). A players or A positions? Harvard Business Review, 83(12), 110-117.  

9) O’Reilly III and Tushman, M. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27, 324–338.

10) Pfeffer, J. (2005) Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.

11) Renkema, M., Meijerink, J., & Bondarouk, T. (2017). Advancing multilevel thinking in human resource management research: Applications and guidelines. Human resource management review, 27(3), 397-415.