Faculty of Business: Management
Credit points: 6 cp

Subject level: Undergraduate

Result Type: Grade and marks

Handbook description

This subject introduces students to the theory and practices utilised to manage an organisation's human resources. It establishes the nature and function of the various components of typical human resource management (HRM) practices, and exposes students to the skills of HRM through the use of structured exercises. It also considers the future direction and strategic application of HRM within Australia and overseas.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Explain at least three frameworks for analysing HRM including a functional model, a strategic planning model and the multiple constituency model.
2. Describe the broad range of influences acting on HRM and its importance in effective management of organisations.
3. Competently apply theoretical and conceptual knowledge of HRM through a series of decisional exercises.
4. Develop a series of management competencies and functional HRM knowledge and skills at a foundation level via explanation, evaluation and discussion.
5. Develop foundation interpersonal and group process skills and recognition of the importance of these skills for organisational performance.

Contribution to graduate profile

This unit contributes to the Bachelor of Business by examining the structures and processes of human resource management (HRM) from the points of view of the employer, employees, government and other stakeholders. It adopts a strategic approach to people management (including HRM and industrial relations) and it utilises the flow model concept to introduce some of the key processes of people management, which are treated at a theoretical and skill level. The subject aims to provide an introduction to the formal employment relationship, the relevant legislation and practical application of competencies in order to establish a fundamental basis of HRM.

Teaching and learning strategies

The subject will comprise of 1 x 120-minute lecture and 1 x 60-minute tutorial on a weekly basis. The lecture will generally involve presentation of theoretical material as a basis for more general discussion in the tutorial. The tutorial will focus on practical application of the various HR functional areas in the 'Living Case' Workbook Modules. It involves students working in small groups on a semester long project in the form of a case study. After setting up a simulated organisation complete with identification of strategies, structure and culture, students are required to make and defend a series of human resource (HR) decisions in which they apply theory and classroom learning about HRM to their 'living case' organisation.

Students will be expected to have read any prescribed reading articles (including the relevant text chapter) prior to class sessions and engage in necessary group discussions during tutorials.

Content

• Theoretical issues and influences in HRM, such as the impact of organisational strategy, structure and culture, legislative influence on HRM
• HRM sub-functions, including staffing, training, development, performance management, and employee relations
• Accountability, international HRM and future directions of HRM.

Assessment

Workbook Modules (Group)	30%
Students are required to work in group to create the HRM policies and processes for a simulated organisation. These decisions will have to reflect the strategic and operational implications of HRM. Students will also be required to practice their performance management skills within the group. Students are required to submit two modules at two different time periods throughout the semester. It satisfies Objectives 1-5.
Final Examination (Individual)	70%
The examination will comprise of a compulsory essay question plus a selection of short essay questions. It assures objectives 1-5.

Examinations will be conducted under University Examination conditions, and hence thoroughly address secure assessment concerns. The workbook case organisation is created by the lecturer every semester. The questions asked in the modules also reflect contemporary issues in HRM. The e-copy of the workbook is also subjected to the plagiarism detection software. A peer assessment of individual contributions is also used to minimise social loafing.

Recommended text(s)

Nankervis, A.R., Compton, R.L. and Baird, M. (2005) Strategic Human Resource Management, 6th edition, Melbourne: Nelson.

Alexander, R. and Lewer, J. (2004) Understanding Australian Industrial Relations, 6th edition, Sydney: Harcourt Brace.

Indicative references

Beatty, R.W., Ewing, J.R., and Tharp, C.G. (2003). HR's role in corporate governance: Present and prospective. Human Resource Management, 42: 257-269.

Galang, M.C. (1999). Stakeholders in high-performance work systems. International Journal of Human Resource Management, 10: 287-305.

Wright, P., McMahan, G., Snell, S.A., and Gerhart, B. (2001) Comparing line and HR executives' perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40: 111-123.