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Integrating and Aligning Human Capital (11196.2)

Level: Level 3 - Undergraduate Advanced Unit
Credit Points: 3
HECS Bands:

Band 3 2013-2020 (Expires 31 Dec 2020) Band 4 2021 (Commenced After 1 Jan 2021) Band 5 2021 (Commenced Before 1 Jan 2021)

Faculty: Faculty of Business, Government & Law
Discipline: Canberra Business School


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As a result of the Australian Government's and or the ACT Government’s directives requiring physical distancing and restrictions on movement because of the COVID-19 pandemic, you may find that learning activities and/or assessment items in some units you are studying have changed. These changes will not be updated in the published Unit Outline but will be communicated to you via your unit’s UCLearn(Canvas) teaching site. The new learning activities and/or assessment items will continue to meet the unit's learning outcomes, as described in the Unit Outline.

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Unit Outlines

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  • Semester 1, 2021, ON-CAMPUS, BRUCE (202543) - View
  • Semester 1, 2020, ON-CAMPUS, BRUCE (198182) - View
  • Semester 1, 2019, ON-CAMPUS, BRUCE (184558) - View

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This unit enables students to demonstrate knowledge of the strategy alignment and practice integration model of strategic human resource management and to use this model in analysing its presence and contribution to business and corporate level strategy and organisational performance in a given dynamic organisational context. This unit also focuses on the evolution of thinking about strategic human resource management, the role of the HR professional in the strategy formulation and implementation process, and the challenge of integrating and aligning HR practice and strategy with business and corporate level strategy.

Learning Outcomes

After successful completion of this unit, students will be able to:

1. Understand the theory and concepts associated with strategic human resource management including the developments in this evolving field of study;

2. Understand the role and competencies of an HR professional in HRM strategy, reflect on the learning and development relevant to the student's professional life, and curate evidence for a learning portfolio;

3. Analyse interpret and extend the research on human and social capital and strategic HRM in relation to change and improvement in employee wellbeing, operational and corporate performance;

4. Understand, apply and advocate sound ethical principles in context and the use of more complex HR metrics in evidence-based decision-making relating to investment in or the evaluation of HRM practice;

5. Analyse the key factors driving organisational change, changes in the future of work and the workforce (including inclusion, ICT and internationalisation) in a given context in response to a dynamic organisational environment;

6. Understand and apply industry research on strategic HRM in a given organisational context and identifying the scope for improvements in HRM practices and HRM strategy formulation and implementation; and

7. Demonstrate clearly in writing the results of research and analysis of organisational HRM capability in a dynamic organisational content.

Assessment Items

Contact Hours

Three hours of an on-campus interactive workshop and an online lecture per week.


11191 Managing Human Capital.



Assumed Knowledge

Understanding of theory and practice in human capital and human resource management.

Work Integrated Learning


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