SECTION I: GENERAL INFORMATION ABOUT THE COURSE

Course Code	Course Name	Year	Semester	Theoretical	Practical	Credit	ECTS
MBA7103	Strategic Human Resources Management	1	Spring	3	0	3	6

Course Type :	Elective Course VI
Cycle:	Master TQF-HE:7. Master`s Degree QF-EHEA:Second Cycle EQF-LLL:7. Master`s Degree
Language of Instruction:	English
Prerequisities and Co-requisities:	N/A
Mode of Delivery:	Face to face
Name of Coordinator:	Dr. Öğr. Üyesi ZEYNEP MİNE ALPTEKİN
Dersin Öğretim Eleman(lar)ı:	Dr. Öğr. Üyesi ZEYNEP MİNE ALPTEKİN Dr. Öğr. Üyesi BURAK NEDİM AKTAŞ
Dersin Kategorisi:

SECTION II: INTRODUCTION TO THE COURSE

Course Objectives & Content

Course Objectives:

This course aims to develop a deep understanding of strategic human resource management (SHRM) by integrating conceptual, analytical, and practical perspectives. It explores how human resources can be managed as a strategic asset that contributes to sustainable competitive advantage. Students will examine the theoretical foundations of SHRM, including strategy formation, strategic integration, and the resource-based view of the firm. The course also focuses on the strategic role of HR functions, such as recruitment, development, performance management, reward systems, and employee relations, in achieving organizational effectiveness. Emphasis is placed on the alignment between business and HR strategies, the internationalization of HRM, and critical evaluation of SHRM implementation in complex organizational contexts.

Course Content:

This course provides a comprehensive examination of how human resource management operates as a strategic function within organizations. It begins by exploring the foundations and evolution of strategic human resource management (SHRM), tracing its development from traditional personnel management to a strategic, business-driven discipline. Students analyze the theoretical models underpinning SHRM, including the best-fit, best-practice, and resource-based perspectives. The course then examines how HR strategies are formulated, implemented, and evaluated in alignment with overall business strategies. Emphasis is placed on strategic integration, ensuring that human resources contribute directly to competitive advantage. Topics include workforce planning, performance management, employee development, and reward systems, all discussed from a strategic standpoint. Students will also critically engage with contemporary issues such as flexibility, diversity, employee engagement, and the impact of globalization and technological change on HR strategies. By integrating theory and practice, the course prepares students to assess and design HR strategies that support organizational sustainability, agility, and ethical performance.

Course Specific Rules

-Students are expected to attend all classes regularly, arrive on time.
-Attendance below 70% may result in loss of the right to take the final exam.
-All assignments and projects must be submitted by the announced deadlines.
-The use of mobile phones or unrelated digital devices during class is not allowed.
-Students are encouraged to use the online learning system regularly for announcements, materials, and updates.

Course Learning Outcomes (CLOs)

Course Learning Outcomes (CLOs) are those describing the knowledge, skills and competencies that students are expected to achieve upon successful completion of the course. In this context, Course Learning Outcomes defined for this course unit are as follows:



Knowledge *(Described as Theoritical and/or Factual Knowledge.)*
1) Explain the conceptual foundations, evolution, and theoretical models of Strategic Human Resource Management (SHRM), including best-fit, best-practice, and resource-based perspectives.
2) Evaluate how HR strategies are formulated, aligned, and integrated with corporate and business strategies in diverse organizational contexts.
3) Discuss contemporary issues in SHRM such as globalization, diversity management, employee engagement, flexibility, and ethical HR practices.
Skills *(Describe as Cognitive and/or Practical Skills.)*
1) Human Resources is a major department that holds great importance within companies. Regardless of a company’s size, it plays a strategically significant role in achieving the organization’s future goals. Today, it is impossible to manage an organization without strategic thinking. In this context, it is highly valuable for anyone who has the potential to work in a company or who owns a business to understand how to strategically monitor and manage Human Resources.
2) Critically assess the strategic contribution of HR functions such as recruitment, development, performance management, and reward systems.
3) Explain the conceptual foundations, evolution, and theoretical models of Strategic Human Resource Management (SHRM), including best-fit, best-practice, and resource-based perspectives.
4) Design coherent HR strategies that support long-term organizational goals, ethical conduct, and performance sustainability.
Competences *(Described as "Ability of the learner to apply knowledge and skills autonomously with responsibility", "Learning to learn"," Communication and social" and "Field specific" competences.)*

Weekly Course Schedule

Week	Subject	Materials Sharing *
		Related Preparation	Further Study
1)	Introduction to strategy and human resource management; understanding how HR aligns with organizational strategy, the scope and nature of strategic HRM, and its role in organizational success.	Chapter 1 – Strategy and Human Resource Management. Materyal
1)		Materyal	Materyal
2)	Theoretical foundations and evolution of strategic human resource management; examining the resource-based view, best-practice, and best-fit models, and understanding SHRM as a critical element of organizational performance and success.	Chapter 2 – Strategic Human Resource Management: A Vital Piece in the Jigsaw of Organisational Success?
3)	Globalization, internationalization, and strategic HRM; understanding international HRM practices, cultural challenges, and the role of strategic HRM in global competitiveness.	Chapter 3 – SHRM in a Changing and Shrinking World: Internationalisation of Business and the Role of SHRM.
4)
5)			Materyal
6)	Organisational culture and SHRM; the influence of culture on strategy, managing subcultures, and the HR role in shaping culture to achieve strategic goals.	Chapter 6 – Organisational Culture and SHRM.
7)	Strategic human resource planning; forecasting workforce needs, succession planning, talent management, and addressing why HR planning often fails strategically.	Chapter 7 – Strategic Human Resource Planning: The Weakest Link? Materyal
8)	Midterm Examination.	Covers Chapters 1–7.
9)	Strategic recruitment and selection; internal versus external resourcing, competency-based approaches, and aligning recruitment with long-term business needs.	Chapter 8 – Strategic Recruitment and Selection.
10)	Strategic human resource development; linking training, learning, and knowledge management to competitive capability and strategic change.	Chapter 9 – Strategic Human Resource Development.
11)	Strategic performance management; aligning individual performance with organizational goals, appraisal systems, and measuring strategic contribution.	Chapter 10 – Strategic Performance Management.
12)	Strategic reward management; total reward, performance-related pay, and aligning reward systems with strategic values and goals.	Chapter 11 – Strategic Reward Management.
13)	Strategic employee relations and diversity management; building trust, voice, participation, and leveraging diversity as a strategic advantage.	Chapters 12–13 – Strategic Employee Relations and Managing Diversity Strategically.
14)	Downsizing and restructuring; analyzing downsizing as a proactive or reactive strategy, managing redundancy ethically, and aligning workforce reduction with long-term business goals.	Chapter 14 – Downsizing: Proactive Strategy or Reactive Workforce Reduction?
15)	Final exam	Covers chapers 8-14.

*These fields provides students with course materials for their pre- and further study before and after the course delivered.

Level of Contribution of the Course to PLOs

No Effect	1 Lowest	2 Low	3 Average	4 High	5 Highest

	Programme Learning Outcomes	Contribution Level (from 1 to 5)
1)	Explains the fundamental and theoretical knowledge required for business management.
2)	Approaches problems encountered in the field of business administration with an analytical mindset and produces solutions.
3)	Develops problem-solving and decision-making abilities through individual and team work.
4)	Demonstrates the ability to manage employees and processes in a dynamic business environment.
5)	Acquires the skill of writing a thesis that contributes to the field by examining a current problem in business administration from a scientific perspective.
6)	Evaluates existing norms and standards in tasks undertaken with a critical perspective, and develops innovative and entrepreneurial ideas.
7)	Enhances professional-level competencies beyond undergraduate qualifications in accordance with the expectations of the business world and society, as well as the institutional outcomes defined by our university, and applies them in professional or academic life.
8)	Possesses cultural awareness and conveys it to groups both within and outside the field.

SECTION IV: TEACHING-LEARNING & ASSESMENT-EVALUATION METHODS OF THE COURSE

Teaching & Learning Methods of the Course

(All teaching and learning methods used at the university are managed systematically. Upon proposals of the programme units, they are assessed by the relevant academic boards and, if found appropriate, they are included among the university list. Programmes, then, choose the appropriate methods in line with their programme design from this list. Likewise, appropriate methods to be used for the course units can be chosen among those defined for the programme.)

Teaching and Learning Methods defined at the Programme Level	Teaching and Learning Methods Defined for the Course
Lectures
Discussion
Case Study
Views
Reading
Homework
Project Preparation
Brain Storming
Questions Answers
Active Participation in Class

Assessment & Evaluation Methods of the Course

(All assessment and evaluation methods used at the university are managed systematically. Upon proposals of the programme units, they are assessed by the relevant academic boards and, if found appropriate, they are included among the university list. Programmes, then, choose the appropriate methods in line with their programme design from this list. Likewise, appropriate methods to be used for the course units can be chosen among those defined for the programme.)

Aassessment and evaluation Methods defined at the Programme Level	Assessment and Evaluation Methods defined for the Course
Midterm
Final Exam
Homework Evaluation

Contribution of Assesment & Evalution Activities to Final Grade of the Course

Measurement and Evaluation Methods	# of practice per semester	Level of Contribution
Homework Assignments	1	% 0
Midterms	1	% 40.00
Semester Final Exam	1	% 60.00
Total		% 100
PERCENTAGE OF SEMESTER WORK		% 40
PERCENTAGE OF FINAL WORK		% 60
Total		% 100

SECTION V: WORKLOAD & ECTS CREDITS ALLOCATED FOR THE COURSE

WORKLOAD OF TEACHING & LEARNING ACTIVITIES
Teaching & Learning Activities	# of Activities per semester	Duration (hour)	Total Workload
Course	13	3	39
Laboratory	0	0	0
Application	0	0	0
Special Course Internship (Work Placement)	0	0	0
Field Work	0	0	0
Study Hours Out of Class	13	3	39
Presentations / Seminar	0	0	0
Project	0	0	0
Homework Assignments	2	5	10
Total Workload of Teaching & Learning Activities	-	-	88
WORKLOAD OF ASSESMENT & EVALUATION ACTIVITIES
Assesment & Evaluation Activities	# of Activities per semester	Duration (hour)	Total Workload
Quizzes	0	0	0
Midterms	3	9	27
Semester Final Exam	3	9	27
Total Workload of Assesment & Evaluation Activities	-	-	54
TOTAL WORKLOAD (Teaching & Learning + Assesment & Evaluation Activities)			142
ECTS CREDITS OF THE COURSE (Total Workload/25.5 h)			6