What does an organisation need to do in order to perform well? And what qualifies as ‘good performance’ by a public organisation? Recruiting the best employees, investing in training and development, coaching-style management, giving employees autonomy, providing suitable remuneration – or a smart combination of all these elements? Who is responsible for putting personnel policy into practice? How can you encourage effective implementation? How do organisations engage with their social environment, and how do they fulfil their social responsibility? What is the public dimension of strategic Human Resource Management? What impact does internationalisation have on an organisation’s Human Resource Management practices? If questions like this spark your interest, then the Master’s programme in Strategic Human Resource Management is just the thing for you.
Strategic HRM: working in a changing environment
This Master’s programme focuses on Human Resource Management (HRM), in terms of serving both the organisation’s interests (good performance) and those of employees (for example, satisfaction and motivation). We study HRM in the context of social developments such as an ageing population, internationalisation, and technological change. This means we don’t see HR policy as an independent policy domain, but rather as a domain in which developments within the organisation and within society as a whole are incorporated and integrated into management. What makes HR policies strategic is its coherence, its alignment with the organisation’s strategic goals, and its coordination with internal and external developments. That is the domain of the Master’s programme in Strategic Human Resource Management.
Organisations have to deal with government regulations in the area of labour and personnel. Public and private sector organisations will have to take economic and social policies at both national and EU level into account. This applies to their personnel policy too. These are not the only developments that organisations have to face. There is also social diversity, individualisation, internationalisation, the declining numbers of young people (dejuvenation), and an ageing population. In view of this, organisations need to work on sustainable employability, diversity management, and an age-conscious personnel policy. The reality of having to operate in a changing environment has prompted many organisations to make internal changes, both structural and functional in nature.
This Master’s programme involves studying specific elements of HR policy, such as recruitment and selection, training and development, assessment and remuneration. In addition to gaining an understanding of the theory and research in this area, you will learn how to apply this knowledge when analysing policy issues that organisations have to deal with in their environment.