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Unit Reference Number
Unit 06: Strategic Human Resource Management
Qualification Time (TQT)
Learning Hours (GLH)
Number of Credits
Mandatory / Optional
Unit Grading Structure
Pass / Fail
The aim of this unit is to develop learners’ understanding of
competing and contrasting perspectives of strategic HRM. The unit develops
learners’ understanding of how HRM strategies and practices contribute to
organisational and employee performance, and the problems and complexities of
operationalising an HRM strategy within different types of organisation.
Learning Outcome – The
Assessment Criterion –
The learner can:
the role and importance of human resource management in achieving
key concepts and models governing Strategic Human Resource Management.
the role and importance of Strategic Human Resource Management in
Analyse the frameworks of Strategic Human Resource Management.
the formulation and implementation of human resource strategies.
Analyse the strategic human resource
the approaches of Strategic Human Resource Management.
the development and implementation of human resource strategies.
to critically analyse the use and application of a range of HR strategies
designed to improve employee and organisational performance.
appropriate human resource strategies for an organisation.
human resource strategies and their application in an organisation.
able to critically evaluate various key perspectives within Strategic Human
current literature and perspectives on Strategic Human Resource Management.
contemporary issues affecting Strategic Human Resource Management.
contents: Unit 06: Strategic Human Resource Management
Learning Outcomes 1 and 2
The SHRM Framework
Definitions and models of
strategic HR management (e.g. contingency model, best practice model, Harvard
Framework, Ulrich’s model, control based, resources based etc.), fundamentals
and characteristics of strategic HR management, types of strategies,
approaches to strategy, criteria for successful strategy
Legal requirements, human
capital management, improving organisational performance through strategic HR
management, alignment of HR and corporate
Learning Outcomes 2 and 3
and implementation of HR strategies
Setting strategic direction,
Long term v short term, Audits, designing the management system, planning
total workforce/demand forecasting, generating required human resource,
developing people and performance, reward management systems, assessing
organisational, competence, performance/development strategies
Strategic HR role of
frontline management, conducting a strategic review, setting out the
strategic HR plan, Implementing HR strategies
Learning Outcomes 2, 3 and 4
HR strategies and their application
transformation, culture management, knowledge management, developing trust
and reward); talent management, succession planning; Resourcing strategies (HR planning, flexibility, retention and
talent management etc.); Learning and
development strategies (learning culture, learning, organisation,
strategies, individual learning), performance management (definition and
purpose, scope, process and approaches)
Reward strategy (purpose,
characteristics, structure, developing the strategy, effective strategies,
impact on management)
Employee relations strategy (issues,
background, HR approach, policies, partnership agreements, employee voice strategies
Learning Outcomes 1 and 4
issues and perspectives on SHRM
challenges for strategic HR management, diversity management and equal
opportunities, downsizing and its strategic implications, globalisation,
culture/equality and diversity, work life
To achieve a ‘pass’ for this unit, learners must provide evidence to
demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.
Learning Outcomes to be met
Assessment criteria covered
All 1 to 4
All ACs under LO 1 to 4
Grint, K. and Nelson, D. L. (2005) Organizational
Leadership. New York: Thomson South Western.
LePine, J. and Wesson, M. (2010) Organizational
Behaviour. Boston: McGraw- Hill.
(2010) Human Resource Management in
Context, Strategy, Insights & Solutions. London: CIPD
Gill, R. (2006) Theory and Practice of Leadership. London:
Gilmore, S. and
Williams, S. (2012) Human Resource
Management. 2nd Edition. Oxford: Oxford University Press
Gold. J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5th Edition. CIPD
Kouzes, J. M. and
Posner, B. Z. (2008) The Leadership
Challenge. 4th Edition. New York:
Mabey, C. and
Finch-Lees, T. (2008) Management and
Leadership Development. London: Sage.
Northouse, P. G.
(2009) Introduction to Leadership,
Concepts and Practice. London: Sage
Robbins, S. and Judge, T. (2009) Organizational
Behaviour. New Jersey: Person Prentice Hall
(2004) Leadership in Organisations;
Current Issues and Key Trends. London: Rutledge. Times/Prentice Hall.
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