Module Code: H9HRMBC
Long Title HRM in a Strategic Business Context
Title HRM in a Strategic Business Context
Module Level: LEVEL 9
EQF Level: 7
EHEA Level: Second Cycle
Credits: 10
Module Coordinator: DESMOND GARGAN
Departments: School of Business
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Identify and evaluate the principal environments in which contemporary organisations operate.
LO2 Recognise and critically debate the business environment within which HR professionals work.
LO3 Critically evaluate environmental factors shaping organisational and HR strategies.
LO4 Recognise and analyse the market and competitive environments of organisations.
LO5 Explore and critically discuss globalisation and international forces and how they influence organisational and HR strategies and HR practices.
LO6 Identify and assess demographic, societal and technological trends in the context of their impact on Business and HR strategies and HR practices
LO7 Review and debate the range and significance of Government policies and legal regulations and their impact on business strategy, HR strategy and HR practices.
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).

No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements

There are no additional entry requirements for this module.  The programme entry requirements apply.  No pre-requisites or co-requisites apply.   


Module Content & Assessment

Indicative Content
Human Resource Management in context
Introduction to the concepts associated with the interaction of the HR function and its practitioners with the external internal environment (old and new economies, STEEPLE Model) Evolution of HRM and its relationship with organisational strategy Typologies of strategic HRM (Best Fit, Best Practice, RBV) and various contributions and activities of HRM The HR value proposition and connecting strategic HRM to the business context The role of HR professionals in influencing and relationship building in the organisation and codes of conduct
The competitive environment
Various economic and market structures Competitive strategies (Porter’s 5 forces and competitive strategies) and associated organisational characteristics and strategic responses The flexible firm Psychological contract
Government policy and regulation
European and Irish governing bodies and the economy The legislative process in Ireland Government economic objectives and policy tools Public and voluntary sectors, semi-state and private industry Competitiveness HR issues
The global economy and the role of HRM
Major international bodies which impact on the business environment of organisations (IMF, World Bank, WTO) The causes and extent of globalization Multinational organisations and their role and importance in the Irish and global economy HRM in the multinational organisations
Demographics and social trends
Key demographic statistics in Ireland, Europe and globally The influence of demography on government and business Population changes and implications Diversity and equality
Evolution of technology Impact of technology on organisational strategy, knowledge management Use and impact on people and HRM The future of technology in the workplace
Ethics, sustainability and corporate responsibility
Different approaches to, nature of and values and codes of ethics Corporate governance, conflict of interest and accountability Sustainability and risk management The concept of corporate social responsibility (CSR) and its connection to Human Resource Management Arguments for business adopting a CSR philosophy, including the ‘business case’ and arguments made by critics of CSR
Strategic Management, human resource delivery, strategy and the link between HR and organisational performance
Models of strategy and elements of strategic management Forces shaping HRM in the workplace Various models and key roles and responsibilities of the HR function and contributors The role of line managers and other organisational stakeholders in the HR implementation The link between HR and organisational performance The management of change How people strategies are put into action and the significance of ‘getting it right’ Employee engagement and employee perspective in different strategic approaches and decision-making Role of HR in designing processes and practices and their impact on employees and their work Measures to assess the impact of HR practices and impact on employees
Assessment Breakdown%
End of Module Assessment40.00%


Full Time

Assessment Type: Continuous Assessment % of total: 60
Assessment Date: n/a Outcome addressed: 1,2,3,4,5,6,7
Non-Marked: No
Assessment Description:
This module has two assessment components. The first component accounts for 60% of overall marks for the module. It requires students to complete a research essay on a relevant issue or issues of relevance.
Assessment Type: Formative Assessment % of total: Non-Marked
Assessment Date: n/a Outcome addressed: 1,2,3,4,5,6,7
Non-Marked: Yes
Assessment Description:
Students will engage in formative assessments (case studies, journal article critique and group exercises), both individually and as part of small group work, to ensure student learning and appreciation of the practical application of theory. Facilitated by the lecturer, students will present their findings and recommendations for open discussion with the larger group. While no marks are assigned to this work, students are provided with specific and detailed feedback to assist them in preparing for their formal assignments.
End of Module Assessment
Assessment Type: Terminal Exam % of total: 40
Assessment Date: End-of-Semester Outcome addressed: 1,2,3,4,5,6,7
Non-Marked: No
Assessment Description:
The second component accounts for 40% of overall marks for the module. It is an unseen exam assessment. The assessment may be in the form, but not restricted to a short-answer / case-study with possibly a number of questions outlined at end. The assessment will be no more than three (3) hours in duration
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
Results from all attempted assessments will be collated and the overall result published. Repeat of the failed module will be by way of Repeat Examination at the appropriate time.

NCIRL reserves the right to alter the nature and timings of assessment


Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom and demonstrations 36 Per Semester 3.00
Directed Learning Directed e-learning 36 Per Semester 3.00
Independent Learning Independent learning 178 Per Semester 14.83
Total Weekly Contact Hours 6.00

Module Resources

Recommended Book Resources
  • Kew, J. and Stredwick, J.. (2013), Human Resource Management in a Business Context, 2. CIPD, London, [ISBN: 9781843983170].
  • Das Gupta, A. (2020), Strategic Human Resource Management; Formulating and Implementing HR Strategies for a Competitive Advantage, 1st Ed. Routledge.
  • Strategic human resource management: a research overview by Storey, John, 1947- author, Wright, Patrick M., author, Ulrich, David, 1953- author (
Supplementary Book Resources
  • Bailey, C., Mankin, D., Kelliher, C. and Garavan, T. N.. (2018), Strategic Human Resource Management, 2nd edition. Oxford Press.
  • Gunnigle, P., Heraty, N., & Morley, M.. (2017), Human Resource Management in Ireland, 5th Ed. Gill & Macmillan.
  • Boxall, P. and Purcell, J.. (2008), Strategy and human resource management, 2nd ed. Basingstoke: Palgrave Macmillan.
  • Mello, J.A. (2015), Strategic Human Resource Management, 4th Ed. South-Western Ohio.
  • Torrington, D. Hall, L. & Taylor, S. & Atkinson, C.. (2017), Human Resource Management., 10th Edition Ed., Pearson Harlow.
  • Jackson, S.E., Schuler, R.S. and Werner, S.. (2012), Managing Human Resources, 11th Ed. Cengage Ohio.
This module does not have any article/paper resources
Other Resources
  • [Journal], Human Resource Management.
  • [Journal], International Journal of Human Resource Management.
  • [Journal], Human Resource Management Journal.
  • [Journal], Journal of Management Studies, Academy of Management Review.
  • [Journal], Academy of Management Journal.
  • [Journal], Academy of Management Perspectives.
  • [Journal], British Journal of Industrial Relations.
  • [Journal], Industrial Relations Journal.
  • [Journal], Personnel Review.
  • [Journal], Harvard Business Review.
  • [Journal], Sloan Management Review.
  • [Journal], California Management Review.
  • [Journal], Academy of Management Learning and Education.
  • [Journal], Administrative Science Quarterly.
  • [Journal], Organization Studies.
Discussion Note: