People are generally considered ‘the organization’s most valuable resource’. Because of this, many organizations spend a fair amount of time and money on Human Resource Management (HRM) - activities deployed for the intended purpose of maximizing the productivity, effectiveness, and ongoing commitment and engagement of their people. These systems can include practices related to recruitment and selection, training and development, compensation and performance appraisal, job design, and formal information sharing and suggestion processes. As the workplace has become more knowledge-oriented, globally distributed, technologically advanced, and data driven, HRM has increasingly included activities related to ‘talent management,’ ‘international HRM,’ ‘electronic-HRM,’ and ‘HR analytics.’

HRM has for many years been recognized as a central function in the organization. However, as the nature and context of work changes, so too does the role of HR professionals. Many authors in the field discern a shift in HRM from an administrative expert role towards an increasingly strategic and transformational function that has direct relationships with line and top management. This shift requires that today’s HR professionals have better analytical abilities, greater data and technology savvy, and stronger leadership and communication skills than their predecessors.

Further, the current ‘strategic HRM’ movement in the field has shifted over time. Strategic HRM was initially focused on convincing organizational leaders of the economic value of HRM investments, and thus fixated on immediate business outcomes and shareholder interests. However, it has evolved into a ‘mutual gains’ proposition, in which human resources are viewed as more than just ‘resources,’ and HRM takes into account both employers’ and employees’ interests in order to achieve longer-term sustainability of both organizations and people.

The purpose of course is to familiarize students with central areas of HRM practice and current issues faced in managing human resources today, assist them in cultivating a more critical and balanced approach towards HRM, and help them develop the competency to meet the expectations of being a HR manager in increasingly dynamic, digital, and international workplaces.