21720 Human Resource Management

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

This subject presents an introduction to the areas of industrial relations and human resource management. Topics covered include: historical steps in the development of the human resource function and the forces that have shaped its development; major functions of employment relations managers; the relationship between the human resource and industrial relations functions in the modern organisation; the nature of industrial relations and the contribution to understanding made by several conflict theorists; the structure and functioning of formal industrial relations; the form and function of the employer and employee organisations, parties to employment relations; and the nature of efficiency restructuring and enterprise bargaining and their impact upon the management of employment relations.

Subject objectives/outcomes

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

Identify the factors impacting upon the strategic role of HRM and the processes that facilitate HRM contributing to the achievement of organisational goals and objectives
Explain the key functions of HRM and how these relate and contribute to the management of the organisation and to other functional areas within the organisation
Identify the challenges facing HRM to ensure that policies, procedures and activities are consistent with the principles of ethics and good corporate governance
Explain the role and influence of key stakeholders, situational factors and employment relations processes upon HRM and its effectiveness
Apply theoretical and conceptual knowledge of HRM to critically evaluate the challenges facing HRM.

Contribution to graduate profile

This subject focuses on the Core and development of the human resource management function in the organisational context. The subject provides managers with functional-related competencies needed for the effective management of people in a work context and for problem solving and critical analysis of the challenges facing organisations concerning their human resources. The emphasis of this unit is given to the strategic and operational aspects of human resource management in the management of the employment relationships between employers and employees in the changing business and culturally diverse context. The obligations of the HRM function with respect to the range of stakeholder interests are explored to develop an awareness of the principles of ethics and corporate governance. Students will acquire an understanding the contemporary human resource management issues and challenges faced by organisations.

Teaching and learning strategies

The material will be presented through lectures, seminar style discussion, student-led discussion, case studies and action learning including, where possible, site visits.

Content

Introduction to the Human Resource Management functions
Strategic Human Resource Management: Planning, Practices, Policies and contribution to good Corporate Governance
Human Resource Information Systems
Job Analysis and Design;
Recruitment and Selection
Remuneration Management
Appraising and Managing Performance
Training and Development
Role of Key Stakeholders in establishing and changing procedural and substantive HR rules
Forms of Regulation and Entitlements: Awards, enterprise agreements, contracts and legislation
Handling Workplace Grievances, Termination of the Employment and Discipline Matters
Managing diversity and Equal Employment Opportunities
Ethics in Human Resource Management
Evaluating Human Resource Management

Assessment

Class presentation of a contemporary issue (Objectives 1 to 5)	25%
Students are required to form groups and present in class a discussion and critical evaluation of an HR policy or process (such as recruitment policy or appraisal scheme).
Reports/HR Plan (Objectives 1 to 5)	35%
Students are required to individually develop a strategic HR plan for an organisation. Each plan must outline the key objectives and how they contribute to the overall business plan. Critical awareness of the ethical implications of the plan must be evident as well as a clear understanding of how the plan will contribute to improved corporate governance. Relevant literature should be used and cited.
Final Exam (Objectives 1 to 5)	40%
A final examination covering the subject content will be conducted at the end of semester. Students will be required to demonstrate specialised knowledge of the key strategic approaches, policies and processes integral to effective professional human resource management.

Any examination(s) will be conducted under University examination conditions, and hence thoroughly addresses concerns regarding security of assessment. In addition, any assignment(s) will be made secure through a combination of updating of assessment tasks across semesters and/or with the use of plagiarism detection software.

Recommended text(s)

De Cieri, H. and Kramar, R. (2003), Human Resource Management in Australia, McGraw Hill, Sydney.

Indicative references

Brewster, C. and Harris, H. (eds), (1999) International HRM: Contemporary issues in Europe, Routledge, London.

CCH (2003), Australian Master Human Resource Guide 2003, CCH Australia Ltd, Sydney.

Deery, S, Plowman, D., Walsh, J. and Brown, M. (2001), Industrial Relations: A Contemporary Analysis, McGraw Hill, Sydney.

Dessler, G, Griffiths, J, Lloyd-Walker, B and Williams, (1999) Human Resource Management, Sydney: Prentice Hall.

Nankervis, A.R., Compton, R.L. & Baird, M. (2002) Strategic Human Resource Management, 4th edition, Melbourne: Nelson.

Sheldon, P. and Thornwaite, L. (1999) Employer Associations and Industrial Relations Change: Catalysts or Captives?, Allen & Unwin, Sydney.

Stone, R J (1998) Human Resource Management (3rd ed), Jacaranda Wiley, Brisbane

Tyson, S., (1995), Human Resource Strategy, Pitman Publishing, London.

Tyson, S. & York, A. (1996), Human Resource Management, Butterworth-Heinemann, Oxford.