Shaping Behaviour and Strengthening Performance (11194.2)

This unit aims to introduce students to two important and closely related areas of human resource management practice (reward and performance management) and to ensure students understand relevant theory and practice in how these two inter-related HR practice areas directly influence individual, work group and organisational performance. The focus is on how organisations effectively shape employee behavior and strengthen performance and how this can lead to more effective organisational performance.

Learning outcomes

After successful completion of this unit, students will be able to:
1. Explain the theory and concepts of shaping behaviour and strengthening performance this field of study;
2. Apply dimensions of the competencies and behaviours of an HR professional in shaping the behaviour and strengthening the performance of the workforce and curate evidence for a learning-portfolio and reflect critically on learning and development relevant to the student's professional life;
3. Explain the characteristics of effective practice for shaping the behaviour and strengthening the performance of the workforce and identify how this relates to employee wellbeing and effective individual and organisational performance;
4. Apply and advocate for elements of sound ethical principles and use an array of HR metrics in evidence-based decision-making associated with shaping the behaviour and strengthening the performance of the workforce;
5. Explain the factors driving organisational change, changes in the future of work and the workforce (including inclusion, ICT and internationalisation) that have implications for workforce management;
6. Explain industry research in shaping the behaviour and strengthening the performance of the workforce in a selected organisational context that enhances employee wellbeing and job performance; and
7. Demonstrate clearly in writing the results of research and analysis of organisational HRM capability in a dynamic organisational content.

Graduate attributes

1. UC graduates are professional - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - communicate effectively
1. UC graduates are professional - use creativity, critical thinking, analysis and research skills to solve theoretical and real-world problems
1. UC graduates are professional - work collaboratively as part of a team, negotiate, and resolve conflict
1. UC graduates are professional - display initiative and drive, and use their organisation skills to plan and manage their workload
1. UC graduates are professional - take pride in their professional and personal integrity
2. UC graduates are global citizens - think globally about issues in their profession
2. UC graduates are global citizens - adopt an informed and balanced approach across professional and international boundaries
2. UC graduates are global citizens - understand issues in their profession from the perspective of other cultures
2. UC graduates are global citizens - communicate effectively in diverse cultural and social settings
2. UC graduates are global citizens - make creative use of technology in their learning and professional lives
2. UC graduates are global citizens - behave ethically and sustainably in their professional and personal lives
3. UC graduates are lifelong learners - reflect on their own practice, updating and adapting their knowledge and skills for continual professional and academic development
3. UC graduates are lifelong learners - be self-aware
3. UC graduates are lifelong learners - adapt to complexity, ambiguity and change by being flexible and keen to engage with new ideas
3. UC graduates are lifelong learners - evaluate and adopt new technology

Prerequisites

11191 Managing Human Capital.

Corequisites

None.

Assumed knowledge

Understanding of theory and practice in human capital and human resource management and the broad issues surrounding sustaining the employment relationship.