Course Syllabus

 A full version of this syllabus is posted as a Word document in Modules under the Class Documents header.

O’Neill School of Public and Environmental Affairs

V477:  STRATEGIC HUMAN RESOURCE MANAGEMENT

TERM: Fall 2026; SECTION: 14030  ROOM: PV 163

Tuesday/Thursday 3:55 PM – 5:10 PM

General Information

Course Description

This class covers the fundamental elements of Strategic Human Resource Management, emphasizing the alignment of HR practices with business strategy and ethical leadership. It introduces foundational business strategy frameworks, classic HR strategy models, change management techniques, and emerging topics in HR.  The course builds on students' foundation of knowledge of HR methods and practices from the perspective of managers and practitioners working in the public and non-profit sectors.

Strategic Human Resource Management is an integral part of an organization's success.  Strategic HRM recognizes HR as a driver of organizational culture and a key to achieving competitive advantage. It also helps maximize an organization’s most significant asset and input cost—its people

This class also will help you develop critical analysis skills by examining policies and positions, the interrelationship of strategy and workplace culture, critiquing opposing HR viewpoints, and communicating positions and application of principles through critical thinking assessments.

This class provides those who are familiar with basic Human Resource Management a deeper understanding of critical issues and concepts associated with Strategic Human Resource Management. The successful student will take from this course key concepts concerning:

• Meaning and value of Strategic HR Management
• Linking Strategic HRM with business strategy, competitive advantage, mission, vision, and values
• Role and competencies of strategic HRM practitioners
• Trends and forecasting in HR planning
• Strategy formulation
• Strategy implementation
• HR metrics
• HR ethics and corporate social responsibility
• Change management strategies
• Basic concepts of Finance and its relationship with Strategic HR Management

This course is designed in four overlapping phases: (1) grounding in strategy and models, (2) deepening with ethics and change frameworks, (3) application in team-based projects, and (4) synthesis through a final case paper and personal statement of a philosophy of HR practice.

Course Objectives/Student Learning Outcomes

By the end of the semester, you should be able to:

1. Define Strategic Human Resources and its role in overall organizational strategy.
2. Explain general business and HR strategy concepts.
3. Describe the importance of linking HRM functions to organizational strategy and goals.
4. Evaluate the ethical implications involved in HR decision making.
5. Apply strategic thinking across HR functional areas.
6. Apply HR metrics, HR audits, and financial analysis to evaluate and justify the strategic value of HR practices.   
7. Explain organization design and change management concepts and analyze factors contributing to successful or failed change efforts.
8. Understand the concepts behind organizational culture and change management. 
9. Create and evaluate strategic HR solutions to organizational challenges.
10. Understand the processes associated with implementing HR strategy.
11. Articulate your own philosophy of HR practice and how it contributes to your understanding of the competencies necessary to become a successful practitioner of strategic HRM. 

Course Readings

I assume students complete reading assignments in a timely manner. Exercises based on readings are a regular part of the course content, and critical to attaining a respectable grade.

Reading assignments (other than the primary textbook) are available on Canvas under Modules.   The readings are to expose students to issues and topics relevant to HR professionals.  As the field of Human Resources is dynamic, additional articles and cases may be assigned to provide insight into recent developments in HR. You will be responsible for the content of all assigned reading, any materials distributed in class or on Canvas, and all information discussed in class.  All materials may be covered in exams. Class time will generally be dedicated to establishing a foundation of strategic HR knowledge and discussion of real-life examples and cases. The primary textbook I will be following for this course is Strategic Human Resource Management: An International Perspective, 3ed edited by Gary Rees and Paul E. Smith. I will follow the Rees & Smith text loosely, with supplemental cases and articles in each week’s Canvas module.

This course builds upon foundational HR knowledge covered in V373. If you are unsure of your background knowledge you may find other general HR textbooks helpful that cover the material such as: Managing Human Resources 17th Edition (or later) by Scott Snell and others; Mastering Human Resource Management by Derek Crews; Human Resource Management: Managing Employees for Competitive Advantage 3rd Edition (or later) by Mary Gowan and others; Fundamentals of Human Resource Management: For Competitive Advantage 1st Edition by Mary Gowen, or Human Resource Management; Linking Strategy to Practice, 4^th Edition, by Kenneth Brown and Greg Stewart. 

Grading Policy

Graded items are valued as follows:

Final grades are based on the total points earned during the semester.  There will be no curve.  Grades are not negotiable.  The only reason I will make a grade change is if I make an error in recording a grade.   The final course grade scale is below.  Thresholds are set and exceptions will not be considered.