21720 Human Resource Management

Subject level: Postgraduate

Handbook description

This subject presents an introduction to the field of human resource management (HRM). Topics covered include historical steps in the development of the human resource function and the forces that have shaped its development; the role and importance of strategic HRM; ethical considerations in HRM and contribution to good corporate governance; the importance of effective HR information systems; the contribution of various HR functions such as job analysis and design, recruitment, selection, remuneration management, performance management and appraisal as well as training and development; the role of key stakeholders including government, industrial tribunals and associations; forms of regulation and entitlements including legislation, awards and agreements; handling workplace grievances and performance problems; managing diversity and EEO.

Subject objectives/outcomes

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

1. describe the historical steps in the development of the HRM function and the strategic role of HRM in contemporary organisations
2. 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
3. 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
4. apply the insights from relevant literature to the development and assessment of HRM policies and practices
5. identify the challenges facing HRM to ensure that policies, procedures and activities are consistent with the principles of ethics and good corporate governance.

Contribution to graduate profile

This subject focuses on the foundations 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 is 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

Assessment item 1: Class presentation of a contemporary issue (Objectives 1 to 5)

Assessment item 2: Portfolio (Objectives 1 to 5)

Assessment item 3: Final Exam (Objectives 1 to 5)

Required text(s)

Dessler, G, Griffiths, J and Lloyd-Walker, B, 2007, Human Resource Management, Theory Skill Application, Pearson Education Australia, Frenchs Forest

ASX, Corporate Governance Principles: www.asx.com.au

UTS Faculty of Business, Guide to Writing Assignments, UTS Sydney 1999.

Recommended text(s)

Bray, M, Deery, S, Walsh, J and Waring, P, 2005, Industrial Relations: A Contemporary Approach, 3rd edn, McGraw Hill, Sydney

Employment Relations Record, Vol 2, No 1, 2002

Lindsay, K, 2003, Federal Constitutional Law, Thompson, Sydney.

Indicative references

Alexander, R and Lewer, J, Understanding Australian Industrial Relations, Harcourt Brace, Sydney, 4th Edition, 1996.

CCH (2003), Australian Master Human Resource Guide 2004, CCH Australia Ltd, Sydney.

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

Gomez-Mejia, L., Balkin, D. and Cardy R. (2004) Managing Human Resources, 4th Ed., Prentice Hall USA.

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 (2005) Human Resource Management (5th ed), Jacaranda Wiley, Brisbane. ISBN: 0470804033

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

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

Journals are a major source of quality references and information. These can be accessed via the UTS library online. Some important journals in the HRM are:

• The Asia-Pacific Journal of HRM
• The International Journal of Employment Studies
• The International Employment Relations Review
• The Employment Relations Record
• Employee Relations
• The Journal of Industrial Relations