21866 Human Resource Management: Concepts and Applications

Subject level: Postgraduate

Handbook description

This subject introduces the concept that effective management of employment relations, human resources and industrial relations involves far more than discrete activities and involves significant strategic planning and integration with business objectives. The subject combines various theoretical frameworks, historically significant events and experiential activities to give students a rich understanding of the employment relations issues that arise within modern corporations. Topics covered include the processes necessary to attract, retain and manage employees within an organisation as well as legislative and regulatory requirements applying to all organisations. Skills in researching and analysing literature in employment relations are also developed.

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. explain the role and influence of key stakeholders, situational factors and employment relations processes upon HRM and its effectiveness
6. apply theoretical and conceptual knowledge of HRM to critically evaluate the challenges facing HRM.

Contribution to graduate profile

This unit focuses on the concepts and applications of the human resource management function in the organisational context. This unit 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. Students will acquire an understanding the contemporary human resource management issues and challenges faced by organisations. This unit makes a major contribution to readying students for the modern corporate workplace.

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. These will be presented in ways appropriate for the needs of students with Limited Work Experience.

Content

• Introduction to the human resource management functions
• Strategic human resource management: planning practices and policies
• 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 on Contemporary HRM Issue (Individual)

Assessment item 2: Essay (Individual)

Assessment item 3: Final Exam (Individual)

Required text(s)

Dessler, G, Griffiths, J, and Lloyd-Walker, B, 2007, Human Resource Management, 3rd edn, Theory Skill Application, Pearson Education Australia Frenchs Forest

Faculty of Business, Guide to Writing Assignments,, University of Technology, Sydney 1999

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

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 edn, 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 edn, Prentice Hall USA

Nankervis, AR, Compton, RL and Baird, M, 2002, Strategic Human Resource Management, 4th edn, Melbourne: Nelson

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

Stone, RJ (2005) Human Resource Management, 5th edn, Jacaranda Wiley, Brisbane

Tyson, S, 1995, Human Resource Strategy, Pitman Publishing, London

Tyson, S and York, A, 1996, Human Resource Management, Butterworth-Heinemann, Oxford

Journals

Journals are a major source of quality references and information. These can be accessed via the UTS library's website. 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