Strategic Management and Human Resource Management in Hotel, Restaurant and Tourism Business (5 cr)

Evaluation scale

H-5

Schedule

Weekly assignments.
The course is supposed to start in August 2022 and finalized in October 2022.

Materials

Andersen, T. J. 2013 Short Introduction to Strategic Management. Cambridge University Press
All material available on-line and appointed in Moodle.

Teaching methods and instruction

This is a virtual course and therefore it has no teaching sessions. Thus, it is suitable for students who prefer independent studies.

No previous studies needed and no binding connections to other courses.

Contents • Participative strategy process • Analyzing external environment • Creating competitive advantage with people • Strategic human resource management • HRM processes • Managing Performance • Enhancing organizational engagement

Exam dates and re-exam possibilities

Only on-line assignments and exams.

Learning assignments

Essays, definitions and multiple choice exams.

Assessment methods

Assessment

The course is evaluated on a scale excellent (5), very good (4), good (3), satisfactory (2), fair (1), fail (0). The assessment criteria is presented on a scale 1 - 3 - 5.

Grade 1 The student knows core strategy concepts and the phases of a strategy process. S/he recognizes the nature of industry in hospitality and tourism. S/he is able to describe the main processes in HRM and identifies the roles and objectives of a line manager both in strategy work and in HRM. S/he knows different ways and situations to engage employees.

Grade 3 The student can explain the principles and phases both in a participatory and in a rational strategy process. S/he applies the core strategy concepts and is able to use some analysis methods in detecting trends and changes in industry environment. S/he can explain how employee engagement is reached and the meaning of it in strategy work. S/he can identify various linkages between business strategy and the HRM practices.

Grade 5 The student can evaluate different strategic choices and offer development proposals in company strategies and their implementation practices in relation to analysis of industry environment. Furthermore, s/he can evaluate HR processes and practices and how well they are vertically and horizontally aligned. S/he reflects the various ways of engaging people. Based on those notions, s/he can make justified development proposals. S/he can from various viewpoints explain the criteria of strategic HRM.