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Strategic Human Resource Management
(8003SHRM)
Student name
Student number
Organisational Case Study
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The title page contains the
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1. Executive Summary
In the post-pandemic society, education has had to shift from teacher-focused
delivery of knowledge to student-centred facilitation of knowledge and
information acquisition. This shift in education delivery to online, digital, hybrid,
or remote learning as a result of the pandemic has challenged higher education
facilities’ initial inertia to change and their traditional practices and policies.
Universities aiming for sustainable success in the future are required to critically
evaluate their goals, practices, and policies to ensure they remain relevant in
the future. Human resource management (HRM) is an essential component of
an organisation and ensures that the management of human resources within
and external to the immediate organisation facilitate future success and a
competitive advantage. In the post-pandemic society, research would suggest
the use of sustainable HRM practices may be beneficial for organisations. As
such, this report details the critical evaluation of the strategic plan and
objectives of X University, a high education institute in Y, from a sustainable
HRM perspective. The report focuses on three key characteristics of sustainable
HRM, including capability development, positive and negative outcomes, and
explicit statements of values. Following the analysis of X University’s current
practices and policies, recommendations of employee-centred approaches to
job design and learning/development opportunities and upskilling of line
managers to foster positive staff-manager relationships are suggested to align
the University’s current strategic plan with sustainable HRM.
The executive summary starts
by setting the context. This
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The executive summary should
indicate the main findings of
the report rather than state
what it will cover.
A strong purpose statement
should include the reason for
the analysis or implication.
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Table of Contents
1. Executive Summary…………………………………………………………………………..2
2. Introduction …………………………………………………………………………………….4
3. Sustainable HRM: Capability Development ………………………………………….5
3.1 Analysis of X University: Capability Development ……………………………….5
4. Sustainable HRM: Positive and Negative Outcomes………………………………6
4.1 Analysis of X University: Positive and Negative Outcomes………………6
5. Sustainable HRM: Explicit statement of values to define HRM practices….7
5.1 Analysis of X University: Explicit statement of values to define HRM
practices……………………………………………………………………………………………..7
6. X University: Sustainable HRM recommendations ………………………………..8
7. Conclusion……………………………………………………………………………………….9
8. References …………………………………………………………………………………….10
9. Appendix 1: X University Strategy 2022-2027 …………………………………….12
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2. Introduction
Human resource management (HRM) is the management of an organisation’s
employees to aid their benefits at work, thus ensuring positive outcomes for the
organisation (Nankervis, Baird & Coffey 2019). Therefore effective HRM that
retains employees, and maintains their job satisfaction and engagement is
considered essential for organisations, assisting in improving quality,
productivity and cost, and as a result supporting the organisation’s competitive
advantage (Sayyadi Tooranloo, Azadi & Sayyahpoor 2017). A well-known and
dominant approach for HRM is strategic HRM, where an organisation’s strategy
informs the HRM practices and contributes to improved financial outcomes
(Kramar 2022). However, in the post-pandemic society, one may suggest that
for ongoing organisational success, new HRM approaches are required to
support an organisation’s development and sustainability (Ehnert 2009). One
recommended approach is sustainable HRM, a framework that is defined by a
relationship between sustainability and HRM practices of an organisation
(Kramar 2022). Sustainable HRM practices subsequently ensure that positive
outcomes within and external to the organisation can be achieved in the
financial, social, ecological, and human sectors (Kramar 2022). The difference
between these two HRM approaches is the core factor (i.e. sustainability or
strategy) that defines and provides an alternative perspective for the evaluation
of an organisation’s HRM policies, practices, and outcomes (Kramar 2022). With
recent research suggesting and advocating for sustainable HRM within
organisations to aid future success, the following report will be reviewing the
policies, objectives, and practices of X University, a higher education institution
in Y. The report will specifically review the University’s policies and practices
within three characteristics of sustainable HRM. Specifically, the report will
review X University’s HRM practices and policies for capability development,
positive and negative outcomes, and explicit statements of values that define
HRM. To conclude recommendations will be provided for X University, to
enhance its current policies, practices, and outcomes sustainability while still
aligning with the University’s strategic objectives.
X University was first established in 1927 as an agricultural college. The
University has increased in size since then, establishing its Auckland Campus in
1993. The University first implemented a form of distance learning in 1960 and
has led Y education organisations’ delivery of flexible education for six decades.
However, following the arrival of the COVID-19 pandemic in early 2020, most of
the traditional practices and policies of universities throughout the world were
challenged and may be considered irreversibly changed as a result of the
pandemic (Mohiuddin et al. 2022). Many institutions experienced great
pressure to transition to online and remote teaching and learning and were
required to do this at a relatively quick speed. Due to its long-standing practices
with online and digital learning, X University’s delivery of education during the
COVID-19 pandemic was praised. As society now transitions to living in the postpandemic world, X University is seeking to establish its point of difference by
providing flexible teaching and distance learning. The core value of this teaching
and learning environment of the University is to ensure it is informed by worldleading research and conducted in partnership with communities throughout Y,
The introduction sets the
broad context of HRM,
narrowing down to SHRM
and then Sustainable HRM.
This first section could be
condensed as the entire
introduction is a little long.
Sustainable HRM is defined
with reference to the
literature.
A strong purpose statement
should include the reason or
intended outcome of the report.
The report structure is outlined.
The overview of the
organisation provides the
reader with knowledge of the
organisation that will help
them understand the
discussion.
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industry, entities, research partners, and other universities (X University
Strategy 2022-2027, 2022). To achieve this goal by 2027, X University is seeking
to strategically invest and as a result, increase its digital capability, add value to
face-to-face educational activities, and research excellence (X University
Strategy 2022-2027, 2022). The strategic plan is separated into four pillars of
focus, these are research, teaching and learning, people, and connection (X
University Strategy 2022-2027, 2022).
3. Sustainable HRM: Capability Development
A key characteristic of sustainable HRM is the capability development of its
human capital to achieve positive human outcomes in both the immediate and
long term (Kramar 2022). The investment in human capital within a sustainable
HRM framework refers to the development of human resources capabilities and
organisational resources beyond the attainment of the organisation’s
competitive advantage and financial success (Kramar 2022). Rather the
sustainable HRM framework considers the development and investment in the
organisation’s human resources both internal and external to the organisation
(Kramar 2022). As a result, this investment is suggested to increase the
organisation’s capabilities and options, therefore, enabling the organisation a
greater degree of flexibility to respond to changes in their social, political, and
business environment (Kogut & Kulatilaka 2001; Kramar 2022). An additional
objective of sustainable HRM is not only to increase human capacity within the
organisation but to enable it to adapt to the ever-evolving environment and
market, requiring external investment to help create a sustainable human and
social resource that supports the organisation (Kramar 2022). Universities have
traditionally been considered the site of knowledge development and
progression within society however as we progress from the fourth to the fifth
industrial revolution, they are likely to lose this dominance over knowledge
dissemination (‘How can higher education thrive post-pandemic? | Times
Higher Education (THE)’). In addition, students’ habitualisation of online and
digital learning post-pandemic, would strongly suggest that universities will
need to increase their human capacity for the imminent changes with the
addition of new technology (‘How can higher education thrive post-pandemic?
| Times Higher Education (THE)’).
3.1 Analysis of X University: Capability Development
X University’s strategic objectives for 2022-2027 are to increase its flexibility and
reach of its educational opportunities by investing in digital resources and
capabilities. To be successful, the University has indicated that priority will be
given to building the digital competence of academics, staff, and students to
reduce digital inequities for learners, both in person and online. For academics
and professional staff, the university has stated that they will provide relevant
training, development, and support to enable excellence in staff technology
development (X University Strategy 2022-2027, 2022). These priorities and plans
for the university strongly align with its strategic objectives and this investment
would create a competitive advantage for the institution through the provision
of quality digital learning environments in comparison to its market
competitors. Therefore the current capability development reflects strategic
HRM or employer-centred approaches for HRM (Richards 2022). Conversely
utilising a sustainable HRM framework would require the University to take an
This is a large scope, which
could be narrowed down. The
necessity for sustainable HRM
in this organisation could be
introduced.
The definition and importance
of capability development is
established, with reference to
the literature.
This point is broader than
capability development and
does not seem to fit in this
paragraph. Explanation would
help elucidate the writer’s
thinking in including it.
Avoid ‘we’. Better to use
‘society’ or similar.
The in-text reference here is
incorrect. Reference by author
(organisation) and year.
The topic has been applied to
the case study organisation
but the link to the points made
above could be stronger.
Capability development is
linked to sustainable HRM
with reference to the
literature. Information is
synthesized from different
sources, which are
referenced in Harvard style.
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employee-centred approach to employee development, training, and job design
(Richards 2022). Such practices would enable employee engagement,
satisfaction, and a positive psychological contract which have been strongly
associated with sustained employment within an organisation in the present
and the future (Nankervis, Baird & Coffey 2019). As a result, the University
would be able to achieve a broader organisational goal of positive human
outcomes in the short and long term, thus reflecting sustainable HRM (Kramar
2022)
4. Sustainable HRM: Positive and Negative Outcomes
In sustainable HRM frameworks, employers need to consider the holistic impact
of their well-being initiatives, both positive and negative outcomes on their
employees and wider organisational stakeholders (e.g., individuals external to
the organisation; families, and communities) (Kramar 2022). Employees in the
post-pandemic business environment are more aware of their well-being and
how this should be an integral component within their current work relationship
(‘The pandemic has shown why employers must prioritize health and wellbeing
| Zurich Insurance’). Well-being and non-financial rewards, inclusive of
increased work-life balance, autonomy, and flexibility have become
opportunities for employers to support employee well-being and a sustainable
work environment (Molina-Sánchez et al. 2021). However, the provision of
employee well-being initiatives by an employer for improved productivity, job
satisfaction, and engagement for enhanced financial outcomes aligns with
strategic HRM processes (Kramar 2022). An organisation looking to implement
well-being initiatives for its employees via the sustainable HRM framework
needs to consider both the positive human outcomes, including the
organisation’s financial benefit and their employee’s well-being external to
work, in addition to recognizing any potential negative effects of the well-being
initiatives (Kramar 2022; Richards 2022). Potential considerations for
organisations to consider when implementing well-being or flexible work
arrangements include but are not limited to, reduced social interactions,
increased loneliness, lower commitment, increased stress, and reduced work
satisfaction (Heffernan & Dundon 2016; Molina-Sánchez et al. 2021; Kramar
2022). During the pandemic, universities had to rapidly adopt digital education,
a format that is likely to remain and define the future of education (‘How can
higher education thrive post-pandemic? | Times Higher Education (THE)’).
Despite online and digital learning increasing opportunities for student learning
and staff flexibility, potential negative outcomes include, loss of the student
university experience, increase staff stress, workload, and pressure (‘How can
higher education thrive post-pandemic? | Times Higher Education (THE)’).
Therefore, as universities globally look to align with the current business
environment, considerations for both positive and negative outcomes of online
education for staff and student wellbeing must be considered to align with
sustainable HRM frameworks.
4.1 Analysis of X University: Positive and Negative Outcomes
To facilitate the engagement with online and digital knowledge and education
delivery, X University has stated that a priority is the development of highly
skilled leaders that are self-aware, and motivational and can enhance staff
strengths (X University Strategy 2022-2027, 2022). Line managers have been
The section provides a strong
discussion of the importance
of capability development to
the organisation, linking it to
strategic objectives and
competitive advantage.
Reference by author
(organisation) and year. When
using titles (no author),
abbreviate to reduce the word
count.
These sections are lengthy
enough to divide into
paragraphs.
The literature is synthesized to
provide an overview of the
topic for this section. Specific
positive and negative outcomes
are named (e.g. work-life
balance, reduced social
interactions).
The discussion is applied to
the industry.
The discussion is applied to
the organisation.
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recognised in the sustainable HRM literature as central to the uptake and
delivery of sustainable organisational goals (e.g., shift to improved digital and
online learning) and supporting positive culture development within a
workplace (Richards 2022; Groysberg et al. 2018). However, for the
development of skilled leaders to align with both the goals of X University and
sustainable HRM frameworks, these leaders should be able to develop nurturing
and respectful employee-employer relationships, that not only recognised the
potential positive well-being aspects of digital learning (e.g., increased flexibility,
increased efficiency, increased time for research) but also recognise and can
provide support for the negative implications of this initiative on staff wellbeing
(e.g. increased work stress due to low technology capability, reduced work-life
balance). As such these leaders should have the skills to work with staff to
improve their well-being and work-life balance within and external to work,
supporting positive human outcomes for the organisation (Kramar 2022;
Groysberg et al. 2018).
5. Sustainable HRM: Explicit statement of values to define HRM
practices
To shift HRM from strategic, where the focus may be on achieving positive
financial outcomes and competitive advantage, to sustainable HRM an
organisation should explicitly state its values (Kramar 2022). These values
become the guidelines for the organisation and will determine current and
future behaviours, actions, procedures, and decision-making (Kramar 2022).
This assists sustainable HRM policies and practices to be directed towards
enabling the future development and success of an organisation so that it can
achieve broader organisational goals within and external to the immediate
organisation (Kramar 2022). Unlike strategic HRM, where an organisation may
have values and a mission statement that together may form a framework for
the organisation’s activities, sustainable HRM aims for the values to build the
culture of an organisation (Kramar 2022). Effective sustainable HRM looks to
establish a value-based organisation, where employees and the organisation’s
values align, in addition to the organisation meeting the values of the wider
society (e.g., external stakeholders, current, past, and future students, and
general members of society) (Kramar 2022). To create a value-based
organisation, a key value within sustainable HRM policies and practices is
respect, which should be given to employees, and individuals external to the
organisation to ensure fairness between the different groups that the
organisation serves (Kramar 2022).
5.1 Analysis of X University: Explicit statement of values to define
HRM practices
The X University strategy of 2022-2027 clearly defines the organisation’s four
focal segments, these being research, people, culture, and teaching and
learning. In addition, it defines the four attributes that are embedded into each
of the four segments and serve as the foundation for future success. These
attributes are sustainability, entrepreneurship, civic leadership, and global
engagement (X University Strategy 2022-2027, 2022). X University has a
strategic priority of investigating in current and future students and their
family’s needs and ambitions (X University Strategy 2022-2027, 2022). This is to
ensure that the University can deliver on these needs in their future investments
The discussion remains
broad. It could incorporate
further critical discussion of
the specifics mentioned
above. For example, what
work-life balance measures
does the organisation
currently employ? Are they,
in fact, contributing to
sustainability as the
literature suggests? Is the
organisation seeing less
social interaction as result
of its current measures?
What is it doing to develop
highly skilled leaders? Etc.
Another solid overview of the
topic.
This section relies on one
source for information.
Synthesizing information from
different texts produces a
stronger analysis.
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and as a result, facilitate a sustainable human resource for the university
(Kramar 2022). In addition, X University demonstrates the key sustainable HRM
value of respect for current and future students, with a priority being the
provision of comprehensive student support systems. Therefore, the current
policies would align with sustainable HRM and facilitate a value-based
organisation that respects the needs and ambitions of students and as a result
may help the university of achieving a broader social outcome of reducing
education access inequity for potential students nationally and internationally
(X University Strategy 2022-2027, 2022). For staff, the internal human resource,
the university has listed several priorities that cumulatively can be grouped as
learning and development opportunities. These include developing staff
pedagogical skills, investing in early career researchers to enable their future
success, and developing accessible resources for staff to assist and support
students. The basis of these learning and development opportunities for staff is
to ensure X University’s successful strategic outcomes (e.g., student satisfaction
and access to education and support), while the university is changing to a digital
education strategy. Therefore, the current HRM practices for staff at X
University reflect strategic HRM practices. For X University to create a valuebased organisation for its staff as they have for their students, staff should be
engaged with when designing learning and development opportunities. In doing
so the University will demonstrate respect for its internal human resource,
which may assist in staff engagement with their development opportunities
(Richards 2022).
6. X University: Sustainable HRM recommendations
The critical analysis of X University’s strategic objectives and plan for the next 5
years has highlighted the current effective use of strategic HRM practices.
However, the following section will provide details and recommendations on
how X University may utilise sustainable HRM practices to achieve its
organisational strategy. To transition to sustainable HRM practices for capability
development and to ensure that learning and development opportunities are in
line with the University’s values, an employee-centred approach to individual
development/training and job design should be considered (Mohiuddin et al.
2022). To facilitate this, the University may seek to engage with staff at various
levels of the organisation (e.g., academics of various ranks and professional
staff), to understand their values and needs and how these differ or align with
the University’s values and strategic objectives (Mohiuddin et al. 2022). The
acquisition of knowledge and experience from within the university at multiple
levels (e.g. staff at various levels) can aid the design of future learning and
development opportunities that meet the needs of the University’s internal
human resource, enable the successful attainment of its goals (e.g. increase
digital ability, increase student support, increased student satisfaction,
increased staff research success and progression) and reflect sustainable HRM
practices for staff development (Mohiuddin et al. 2022). A similar approach may
be considered for staff job design as the university looks to achieve its strategic
objective of increased digital education/resources and reduced education
access inequality. Job design that aims to meet the employer’s and employees’
needs is a key focus for many organisations in the post-pandemic era (Nankervis,
Baird & Coffey 2019). Engagement with staff on job design for the future of work
within the University provides staff the opportunity to engage with their future
Examples can be used to help
convince the reader. What
support systems are
available?
In addition to policies,
practices can be discussed.
To what extent is the
university currently
achieving its aim with each
of these? Identifying some
shortcomings will help
justify the initiates and
make recommendations
easier.
Each recommendation could
be placed in a separate
paragraph.
Recommendations are explicit
and supported with literature
to justify their effectiveness.
They are linked to sustainable
HRM.
9
role, and increase their autonomy which is likely to increase their motivation
and satisfaction (Mohiuddin et al. 2022). Engaging with staff in a multi-level
approach provides the basis for improved individual well-being and professional
advancement by increasing the understanding of employee needs (Mohiuddin
et al. 2022). In addition, it may also aid the university in achieving long-term
social and human outcomes of sustainable HRM by facilitating freedom of workrelated stress through personal engagement thus extending the sustainability
realm to both psychology and social contexts (Mohiuddin et al. 2022; Moreira
et al. 2022).
Managers within an organisation have a key role in aiding sustainable HRM
practices (Richards 2022). To ensure the previous recommendations of this
report are successfully implemented, leaders and managers within the
University may be required to manage flexible working for staff as the University
focuses on online education. In addition, line managers should foster positive
employer-employee relations to assist in managing employee well-being, work
culture, and job engagement (Atkinson & Sandiford 2016; Ehnert et al. 2016).
Therefore, X University should consider the development of line managers to
not only motivate and promote staff strengths but to be able to develop
meaningful manager-staff relationships to help facilitate a positive psychological
contract within the workplace (Ganster & Rosen 2013). The upskilling of leaders
within the University should include the awareness and management of both
positive and negative outcomes of the University’s strategic investments, and
subsequent changes in staff job design. In doing so the future line managers may
be able to support staff in managing work-related stress which may result in
improved well-being, self-esteem, quality of life, belief in the University, and
work productivity both within and external to the University for its employees
(Mohiuddin et al. 2022). As a result, this recommendation will not only support
the implementation of the previously recommended sustainable HRM practices
but will also reflect sustainable HRM practices through the ability to achieve
positive human and social impacts within and external to the University.
Cumulatively these recommendations will demonstrate increased respect for
staff within the University, which may facilitate the transition of the University
to a value-based organisation.
7. Conclusion
In the current social and business environment higher education facilities, such
as X University may need to consider the use of sustainable HRM practices to
aid their future success. The current strategic objectives of the University are to
invest in digital education, reduce education access inequity and increase both
staff and student capabilities and resources to help create a competitive
advantage in the tertiary education sector within Y. The current policies and
practices reflect strategic HRM and key recommendations for the University to
consider when shifting to sustainable HRM include, employee-centred
approaches to both job design and learning/development opportunities that will
be offered throughout the University. Secondly to ensure staff well-being,
respect, management of work stress, and successful implementation of
sustainable HRM practices, the development of line manager’s skills and their
ability to develop positive employee-employer relationships is recommended.
This leadership ability will require recognition and ethical management of
The conclusion begins with a
brief overview of the
importance of the topic and
the university’s position.
The main points are restated
but could be more fully
expressed in terms of
sustainable HRM.
10
positive and negative outcomes of the University’s strategic objectives to ensure
sustainability in staff employment, and positive human and social outcomes
within and external to the University and will support the successful attainment
of the University’s strategic plan.

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characteristics’, Asia Pacific Journal of Human Resources, vol. 60, no. 1, p.
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Human Resource Management Sustainability in Universities’,
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The references list is in
alphabetical order.
The list should be left justified
without a hanging first line.
Only the first word of article
titles should be capitalised.
‘Work stress and employee
health.’
The first word after a colon (:)
should have a capital letter.
wellbeing: The mediating…
Check formatting in the AIB
Style Guide. The organisation
is used as author when a
person author is not present.
A strong final comment rounds
off the conclusion.
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Molina-Sánchez, H, Giorgi, G, Guajardo, DC, Ariza-Montes, A, Chafi, MB,
Hultberg, A & Yams, NB 2021, ‘Post-Pandemic Office Work: Perceived
Challenges and Opportunities for a Sustainable Work Environment’,
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Sayyadi Tooranloo, H, Azadi, MH & Sayyahpoor, A 2017, ‘Analyzing factors
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| Zurich Insurance’, viewed October 5, 2022,
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9. Appendix 1: X University Strategy 2022-2027
The future strategic plan for X University has been provided here. However, for
full details of the strategy please use this link:
https://www.X.ac.nz/about/governance-and-leadership/strategies-plans-andannual-reports/
Appendices are not essential
but can be used to provide
information that contributed
to the analysis.
13
Figure 1: Page 1 of the X Strategy for 2022-2027. X University Strategy 2022-
2027, 2022.
14
Figure 2: Page 2 of the X Strategy for 2022-2027. X University Strategy 2022-
2027, 2022.
15
Figure 3: Page 3 of the X Strategy of 2022-2027. X University Strategy 2022-
2027, 2022.