21928 People, Work and Employment
Warning: The information on this page is indicative. The subject outline for a
particular semester, location and mode of offering is the authoritative source
of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.
Subject handbook information prior to 2015 is available in the Archives.
Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(s): 21878c Organisational Dialogue: Theory and Practice
The lower case 'c' after the subject code indicates that the subject is a corequisite. See definitions for details.
These requisites may not apply to students in certain courses.
There are course requisites for this subject. See access conditions.
Anti-requisite(s): 21844 Managing Work and People AND 21870 Strategic Human Resource Management
Description
This subject is designed for students whose jobs will inevitably involve responsibility for managing people. A fundamental assumption of this subject is that all students strive to be or are managers who are accountable to their organisation in terms of the impact of their human resource management activities. They are also expected to add value by managing their people effectively. As managers, they are accountable to their colleagues and their subordinates in terms of the quality of work life that they provide. This subject aims to shape and strengthen a student's perception of human resource management as an important function affecting individuals, organisation, and society.
Subject objectives
| 1. | Identify key strategic choices associated with managing human resources and their implications |
|---|---|
| 2. | Demonstrate an understanding of legislative, economic, technological and other factors impacting upon effective management of human resources |
| 3. | Critically examine the variations in line management involvement in HRM activities and line managers responsibilities in executing HRM activities |
| 4. | Understand the importance of HRM procedures in the effective management of various HRM activities i.e. promotion decisions, performance management, disciplinary action and career planning |
This subject also contributes specifically to the following program learning objectives:
- evidence understanding of ethical and social responsibility in professional practice and accountability for related personal outputs (4.1)
- critically evaluate and apply sustainability principles to decisions in business contexts (4.2)
Contribution to the development of graduate attributes
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 on the strategic and operational aspects of a line managers role in the acquisition, development and performance management of an organisation’s human resources. That line managers need to know when they are on the edge of deep water.
Teaching and learning strategies
The material will be presented through lectures, seminar style discussions, student-led discussion and case studies.
Content
- understanding the role of human resources within the business;
- recognizing the various forms of employment relations eg out sourcing, contractual, on-going, part-time, casual etc and the issues associated with various forms of employment for the incumbents;
- understanding the implications of various employment relationships for the business in terms of control, ownership and other factors;
- recognizing the distinction between the task and HRM dimensions of the employment relationship;
- understanding the role of relevant law in HR decisions;
- understanding the role of ethics and social responsibility as critical considerations in the development and implementation of HR strategy and practice.
Assessment
Assessment task 1: Round table discussion & report (Group)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
|---|---|
| Weight: | 25% |
Assessment task 2: Case Study (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2 and 3 This addresses program learning objectives(s): 4.2 |
|---|---|
| Weight: | 40% |
| Length: | Word length: 2,000 words Work judged to be in excess of the word limit will incur a marking penalty. Work will be judged as being in excess of the word limit if its length exceeds that word limit by 10% or more. The penalty incurred will be equal to 5% of the total available marks once the 10% threshold has been reached. A further 5% will be applied for every additional 10% threshold breach. |
Assessment task 3: Final examination (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 This addresses program learning objectives(s): 4.1 |
|---|---|
| Weight: | 35% |
Minimum requirements
Students must achieve at least 50% of the subject’s total marks.
Required texts
A collection of related readings, to be read before the relevant classes, may be placed on UTSOnline. Additional relevant materials may be handed out in class and/or placed on UTSOnline, as appropriate.
Recommended texts
No required textbook; a range of relevant resources will be made available as e-readings for this subject via the library website. Additional materials might be distributed in class.
References
Baldwin, T., Bommer, B. & Rubin, R. 2013,‘Managing Organizational Behavior: What Great Managers Know and Do’, Second Edition, McGraw-Hill Higher Education, USA.
Cascio, W., 2013, ‘Managing Human Resources: Productivity, Quality of Work Life, Profits’, 9th Edition, McGraw-Hill Higher Education, USA.
Cassidy, C. & Kreitner, R., 2010, ‘Supervision: Setting People Up for Success’, 1st Edition, Cengage Learning Inc, USA.
De Janasz, S.C., Dowd, K.O., Schneider, B.Z., Crossman, J. Campbell, N. & Power, M. 2014, ‘Interpersonal Skills in Organisations’, Second Edition McGraw-Hill Higher Education, Australia.
Hor, J. 2012, ‘Managing Workplace Behaviour: a best practice guide’, CCH Australia Limited, Australia.
Jones, G.R. 2007, ‘Introduction To Business: How Companies Create Value for People’, McGraw-Hill Higher Education, USA.
Leonard, E.C. 2012, ‘Supervision: Concepts and Practices of Management’, Cengage Learning Inc, USA.
The following academic journals are likely to prove relevant and useful for this subject:
- Academy of Management Journal
- Academy of Management Review
- Asia Pacific Journal of Human Resources
- Cyberpsychology and Behavior
- Harvard Business Review
- Human Resource Management
- Human Resource Management Review
- Human Resource Planning
- Industrial Relations Journal
- International Journal of Disability Management
- International Journal of Human Resource Management
- International Journal of Manpower Studies
- International Journal of Workplace Health Management
- Journal of Applied Business and Economics
- Journal of Applied Psychology
- Journal of Industrial Relations
- Journal of Management
- Journal of Managerial Issues
- Journal of Managerial Studies
- Journal of Wolrd Business
- Labour Economics
- Organization Development Journal
- Personnel Review
- Personnel Psychology
- Strategic HR Review
- Work & Stress
The above journals can be obtained from the UTS Library Electronic Fulltext Databases: www.lib.uts.edu.au/databases/search_databases.py
Other resources
UTS Online is an integrated teaching and learning component of this subject. It is an internet platform which utilises software called Blackboard. As a UTS student you will be required to become familiar with this software. In this subject, UTS online will be used for the following purposes:
- as a noticeboard for announcements relating to the subject
- as a one-to-many or one-to-one communication tool between staff and students and among students
- as a discussion board for open discussion of ideas relating to the subject
- to provide subject support materials such as the subject outline and lecturer’s PowerPoint presentation slides
- to provide external links to useful web pages
- as a subject feedback tool.
