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COURSE INFORMATION
1 Name of Course
STRATEGIC HUMAN RESOURCE MANAGEMENT
2. Course Code
BSMH 5023

3. Name of academic staff

Tan Sri Dato’ Sri Dr. Hj. Mohd Nasir bin Mohd Ashraf

4. Rationale for the inclusion of

the course in the programme
This one of the elective courses in the
programme.
5. Credit Value: 3

6. Prerequisite (if any): None, but it is recommended that this course is

taken after students have completed the
course on human resource management.
7. Objectives:
Students are expected to:
1. understand and apply the underlying concepts of
strategic human resource management.
2. demonstrate and inter-correlate between strategic
concepts and functional of human resource
management in the learning contact of business
environment.
3. develop the ability to diagnose the issues and
challenges in strategic human resource management
and recommend the suitable solutions.
8. Learning outcomes:
At the end of this course, students will be able to:
1. explain the concept of HRM and its strategic contributions to
organizational success (C2, P2, A2)
2. demonstrate the human resource systems as a unique source of
competitive advantage for the organization (C3, P3, A3)
3. analyze the strategic roles of human resource
managers/practitioners with respect to strategies, policies, structures
and cultures of their organizations (C4, P4, A4)
4. design the effective HR systems and translated into organizational
outcomes such as reduced costs and financial returns (C5, P5, A4)
5. evaluate the human resource plans and systems for the success of
organization successor plans (C6, P6, A5)
 Learning Outcomes
Cognitive Domain - C2 (Comprehensive)
- C3 (Application)
- C4 (Analysis)
- C5 (Synthesis)
- C6 (Evaluation)
Psychomotor Domain - P2 (Set)
- P3 (Guided Response)
- P4 (Mechanism)
- P5 (Complex Overt Respond)
- P6 (Adaptation)
Affective Domain - A2 (Responding to Phenomena)
- A3 (Valuing)
- A4 (Organizing Values)
- A5 (Internalizing Values)
Source :
Centre for Academic Development (CADe)
Universiti Putra Malaysia, 2011
Cited with permission in UTLC, UUM.
9. Synopsis:
This course focuses on the notion that ‘people’ are recognized as
one of the most valuable assets of an organization. Gaining and
sustaining competitive advantage through people is the art of
managing successful contemporary organizations. Research has
shown that companies with strategic HR policies had higher
revenue, less absenteeism and were more profitable. Strategic
HRM matches the HRM activities and policies to the strategic
direction of a company. In with this idealism, strategizing human
resources’ capability towards achieving the objectives of an
organization has always been the prime concern of HR strategists.
For this purpose, the course is organized around the concept of
an integrated HRM, which would see HR plays more strategic
roles in complementing other functional activities.
10. Content outline of the course
Topic Hour

1.0 OVERVIEW OF HRM/

STRATEGIC MANAGEMENT 6

1.1 The concept of HRM

1.2 The concept of strategy
1.3 The concept of strategic HRM
2.0 ORGANIZATIONAL STRATEGY, STRUCTURE,
3
CULTURE AND POLICY
2.1 Formulating and implementing HR strategy
2.2 The strategic role and contribution of HRM to
organizational success
2.3 Models of strategic HRM
3.0 STRATEGIC ORGANIZATIONAL
PLANNING 3

3.1 Impacts on HR planning

3.2 HR information systems
4.0 STAFFING SYSTEMS
4.1 Attributes of the staffing system 3

4.2 Career system orientation

4.3 Frameworks for integrating staffing
practices with strategy
4.4 Organizational fit and systems for
addressing employee motivation
4.5 Exit orientation and managing the
restructuring process
5.0 REWARD AND COMPENSATION 3
SYSTEMS
5.1 Pay system attributes
5.2 Aligning reward and compensation
systems with business strategy
5.3 Creating a pay structure
5.4 Performance-contingent pay and pay at
risk
5.5 Pay for other employee contributions
6.0 EMPLOYEE AND CAREER 6
DEVELOPMENT SYSTEMS

6.1 Attributes of the training and

development system
6.2 A systematic approach to training
6.3 Career and personal development
7.0 PERFORMANCE MANAGEMENT 6
SYSTEMS

7.1 Attributes of performance

management system
7.2 Aligning performance management
with strategy
7.3 Improving quality of performance
management system
8.0 LABOUR RELATIONS ENVIRONMENT 3

8.1 International employment

regulation: Variability across
countries
8.2 Equal employment issues in
multinational firms
8.3 A global perspective on labour
relations
9.0 HUMAN RESOURCE SYSTEMS: THE 3
LINK TO BUSINESS STRATEGY AND FIRM
PERFORMANCE

9.1 Sustained competitive advantage

9.2 Linking HRM practices to
organizational outcomes
9.3 Linking strategy to HRM practices
10.0 DESIGNING HUMAN RESOURCE SYSTEMS 6
FOR SPECIFIC BUSINESS SITUATIONS
10.1 Human resource systems for the customer
contact tier
10.2 Human resource systems for total quality
management oriented manufacturing teams
10.3 Human resource systems for financial
services sales
10.4 Human resource systems for project
development teams
10.5 Human resource systems for marketing
managers in Asia
TOTAL 42
11. Assessment Course Work 60%
Methods
a. Assignment 1 (30%)
Research-based Project Report
(Individual) 30%

b. Assignment 2 (30%)
Class Project (Group)
 Report 20%
 Presentation 10%
Final Examination 40%
TOTAL 100%
 COURSE WORK
ASSIGNMENT 1 (INDIVIDUAL) (30%)
“Top management in most organizations does not realize the contribution
that HR can make to overall organizational performance because they still
perceive HR in more traditional ways. …Without a holistic understanding of
the organization, HR managers have limited ability to contribute to high-
level strategic thinking. Until HR managers take the initiative to gain
technical knowledge about their organizations, products and services,
competition, and markets and learn how to work politically with other senior
managers, their organizations will not be able to fully integrate HR strategy
with corporate strategy and will continue to operate at less-than-optimal
levels of performance and efficiency.” (Jeffrey A. Mello, Strategic
Management of Human Resources, 2011, p. 165). Please discuss the
author’s statement by providing examples.
NOTE
As a guide, the assignment must be reported in written form using Times New Roman, Font 12
and margin 1.5 with an estimated total of 5,000 words or 20 pages. The assignment must be
submitted to the Lecturer before 26 JULY, 2015.
 COURSE WORK

ASSIGNMENT 2 (GROUP) (30%)

“The Public Service Department will be freezing all hirings as part of a
rationalisation effort to increase productivity and optimise existing human
resources. In a statement, the department said positions could still be filled
in cases of retirement, resignation, transfer, death and termination of
service. The rationalisation approach was used in 2008, 2010 and 2011.
This approach will ensure the continuous development and the people’s
prosperity. The freeze can be balanced off with more job opportunities in
the private sector. This was stated by Prime Minister Datuk Seri Najib
Razak in the Economic Transformation Programme on April28, whereby 3.3
million jobs will be created by 2020.” (New Straits Times, Freeze on civil
service hiring, 9 May, 2015, p.9).

In group of 3-4 persons, discuss the statement and provide examples.

NOTE: As a guide, the assignment must be reported in written form using Times New Roman,
Font 12 and margin 1.5 with an estimated total of 5,000 words or 20 pages. The assignment must
be submitted to the Lecturer before 19 JULY, 2015.
 CLASS ATTENDANCE

“Attendance is compulsory. Students

who have less than 80% of total
attendance of lectures or tutorial
sessions for any courses will be
barred from taking the final
examination.”
Source : UUM Postgraduate Academic Handbook 2013/2014 Session, p.21
12. References:
Main references:
Mello, A. J. (2010). Strategic management of human resources (3rd
ed.). Ohio: South-Western Thomson Publishing.
Additional references:
Anthony, W. P., Kacmar, K. M., & Perrewe, P. L. (2002). Human
resource management – A strategic approach (3rd ed.). USA:
International Thomson Learning.
Armstrong, M. (2001). Strategic human resource management - A
guide to action (2nd ed.). London: Kogan Page.
Baron, J. N., & Kreps, D. M. (1999). Strategic human resources:
Frameworks for general managers. USA: John Wiley & Sons, Inc.

(continued)
Dreher, G. H., & Dougherty, T. W. (2001). Human resource strategy: A
behavioral perspective for general manager. New York: McGraw-Hill.
Greer, C. R. (2001). Strategic human resource management: A general
managerial approach (2nd ed.). New Jersey. Prentice Hall.
Millmore, M., Lewis, P., Saunders, M., Thornhill, A., & Morrow, T.
(2007). Strategic human resource management (1st ed.). Harlow:
Pearson Education Limited.
Nankervis, A. R., Compton, R. L., & McCarty, T. E. (1999). Strategic
human resource management (3rd ed.). USA: International Thomson
Learning.
Porter, M. E. (1998). Competitive advantage: Creating and sustaining
superior performance. New York. Free Press.
 DATE, TIME & CLASS
DATE TIME CLASS

17 MAY 2015
31 MAY 2015
14 JUNE 2015
8.00 AM – 3.00 PM UUM KL
28 JUNE 2015
12 JULY 2015
26 JULY 2015
9 AUGUST 2015 TBA UUM KL
(FINAL EXAM)
SOME IMPORTANT
OBSERVATIONS
 JUST THE TIP OF THE ICEBERG
•Strategies •Technology
Visible Aspects
•Objectives •Formal Authority
•Policies and Procedures •Chain of Command
•Structure

•Attitudes
•Perceptions
•Group Norms
•Informal Interactions
•Interpersonal and Intergroup Conflicts
Adapted: Robbins, et al,p. 299
Just the tip of the iceberg, Posted in General Posts by Benny V on 10/6/2010
URL : http://bennyv.theworldrace.org/?filename=just-the-tip-of-the-iceberg
Hidden Aspects
 VISION 2020

1Malaysia Government Economic The Tenth

People First, Transformation Transformation Malaysia Plan
Performance Now Programme Programme (2011-2015)
8 MAJOR CHARACTERISTICS

United Nations, Economic and Social Commission for Asia and the Pacific
http://www.unescap.org/pdd/prs/ProjectActivities/Ongoing/gg/governance.asp
 Quality of Thinking Process

HIGH High Doing High Thinking

Low Thinking High Doing

Doing

Low Thinking High Thinking

Low Doing Low Doing

Thinking HIGH
Source : Adapted : Tan Sri Ismail Adam, Public Service Delivery : Leveraging HRD, JPA 2007
 Integrity
 “ The quality of being honest
and having strong moral
principles. ’’

 “The condition of being whole

and not divided.’’

( Oxford Advanced Learner’s Dictionary, 1999, p. 620 )

 Academic Integrity
“..Ethics pertains to standards whereby
students must agree not to plagiarize,
cheat, steal, or lie (there are other
violations) in matters related to their
academic work. In brief, students should be
honest and be accountable for their
conduct.”
Source : Abdul Rahman Md Aroff : Seminar Bimbingan Staf Akademik 2011
 Some Important Management Terms
Line Function and Staff Function
Complement and Supplement
Creative and Innovative
Theory, Concept and Principle
Framework, Model and Plan
Idea, Belief, Opinion and View
Comment and Critic
Form & Substance
Professional Judgement
Value Judgement
System and Process
Rule and Procedure
Output, Outcome and Impact
Pragmatic and Dogmatic
Efficient & Effective
Potential & Performance
 Taxonomy of
Teaching & Learning
Source :
Centre for Academic Development (CADe)
Universiti Putra Malaysia,
Printed with permission by UTLC, UUM.
Source :
Centre for Academic Development (CADe)
Universiti Putra Malaysia,
Printed with permission by UTLC, UUM.
Source :
Centre for Academic Development (CADe)
Universiti Putra Malaysia,
Printed with permission by UTLC, UUM.
Source :
Centre for Academic Development (CADe)
Universiti Putra Malaysia,
Printed with permission by UTLC, UUM.
LECTURER : TAN SRI DATO SRI DR. HJ MOHD NASIR BIN MOHD ASHRAF
OTHMAN YEOP ABDULLAH
GRADUATE SCHOOL OF BUSINESS
UNIVERSITI UTARA MALAYSIA

EMAIL : mohdnasir@uum.edu.my
nasirashraf53@yahoo.com

TEL : 03-26103005 HP : 012 2909604

Note 1, Mohd Nasir, Strategic Human Resource Management, 2015