| CODE | MGT5127 | |||||||||
| TITLE | Adding Value through Human Resources | |||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | |||||||||
| MQF LEVEL | Not Applicable | |||||||||
| ECTS CREDITS | 5 | |||||||||
| DEPARTMENT | Management | |||||||||
| DESCRIPTION | It is believed that organisations function like systems whereby critical subcomponents interact and are interdependent on other important subcomponents. In today's work environment the HR function is required to ensure that: 1. all subcomponents, within an organisation, are catered for in the organisation’s HR strategy; 2. the interaction between subcomponents is understood by the HR Manager, Chief Officers and their Board of Directors; and 3. the company's HR Strategy is aligned with the Business Strategy, Vision and Culture of the organisation. Furthermore, the pressure on HR functions to perform is greater than ever due to the critical role human capital plays in an organisation’s wealth, success, and competitiveness. Hence, if one accepts that human capital is one of the key assets in driving creation of value, then HR should no longer be considered a cost centre but an asset provider. It is a key function that enables businesses to manage people more effectively than other companies, to hire people with the right profile and capability to provide a commercial advantage, and to develop knowledge and skills in people which are not easily replicated by competitors. Only through this can an organization achieve and maintain a competitive advantage. Moreover, the war for talent in the human capital market place means businesses can’t confidently assume that individuals will want to invest their own human capital in the organisation. Elements need to be put in place to attract and retain top talent. Finally, the development of leaders in an organisation must be the fulcrum on which shareholders turn strategy into action. Study-unit Aims: 1. To assess a company’s business strategy and identify ‘what is’ and ‘what should be’ done in the organization in order to develop realistic solutions that bridge the gap between HR and Business Strategies; 2. To assess the importance of both horizontal and vertical alignment in HRM; 3. To analyse in detail the Operating Model of the HR function; 4. To develop thoughts about principles of talent management theories and concepts (Talent attraction, selection and on-boarding, Talent Development, Performance management, Talent retention, & Succession Planning) and to provide an analysis of how those principles are applicable in SMEs; 5. To ensure that case studies, discussions and presentations will take into consideration the context in which the participant works; 6. To engage the participants to think like an HR Strategist, hence understanding the views of the employees, shareholders and chief officers of the company. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: 1. Describe how the field of human resource management has changed over the past few years and is likely to change in upcoming years; 2. Gain insight into how to assist an organization to achieve and maintain a competitive advantage through effective talent management; 3. Indicate the importance of positioning of an organization’s human resource management strategy to support the business objectives, vision, and strategy; 4. Acknowledge the need for ensuring all HR practices are horizontally aligned; 5. Explain the core concepts associated with Acquiring Talent in today’s work context (i.e. focus on active talent acquisition strategies and selection processes); 6. Understand the importance of competency models used to develop more strategic HR practices such as, performance management systems and improved selection tools; 7. Acknowledge the importance of strategically developing talent for retention, development, and succession planning purposes; 8. Understand the importance of designing a progressive talent management strategy for SMEs. 2. Skills: By the end of the study-unit the student will be able to: 1. Develop a plan for aligning an organization’s HR and Business strategy; 2. Design an effective organisational structure; 3. Conduct an outline internal HR & talent review; 4. Develop a Talent acquisition policy that utilizes Active Talent Attraction methods; 5. Design a competency model and use this to develop an MDP that is aligned with the organisation’s business strategy; 6. Design a performance management system; 7. Create the corporate values of the organisation they work for; 8. Plan a talent management strategy for an SME. Main Text/s and any supplementary readings: Recommended Texts - Beardwell, J. & Claydon, T. (2007) Human Resource Management. A contemporary approach- Prentice Hall/FT. - Hunt, S. T. (2014) Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance. Wiley. Supplementary Reading - Morgan, J. (2014) The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization. Wiley. - Wilkinson, A., Bacon, N. Redman, T. & Snell, S. (2010) The Sage Handbook of Human Resource Management. Sage. - Human capital management: Achieving added value through people by Angela Baron and Michael Armstrong. |
|||||||||
| STUDY-UNIT TYPE | Lecture and Independent Study | |||||||||
| METHOD OF ASSESSMENT |
|
|||||||||
| LECTURER/S | Debono Malcolm Pace Petra Sant |
|||||||||
|
The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2025/6. It may be subject to change in subsequent years. |
||||||||||