Managing Human Capital G (11418.1)
Please note these are the 2019 details for this unit
| Available teaching periods | Delivery mode | Location |
|---|---|---|
| View teaching periods | ||
| EFTSL | Credit points | Faculty |
| 0.125 | 3 | Faculty Of Business, Government & Law |
| Discipline | Study level | HECS Bands |
| School Of Management | Graduate Level | Band 4 2021 (Commenced After 1 Jan 2021) Band 4 2021 (Commenced After 1 Jan Social Work_Exclude 0905) Band 5 2021 (Commenced Before 1 Jan 2021) |
This is an introduction to the fields of human capital management and human resource management. It may be taken as an elective or by students seeking an in-depth exploration of issues relating to the management of human capital in contemporary organisations.
The aim of this unit is to introduce you to a complex body of theory and recent developments in professional practice in relation to the challenges of managing an organisation's human capital and to situate this field of study in relation to the study of strategic management and strategic human resource management.
1. Analyse a complex body of theoretical knowledge on human capital management and as it relates to human resource management (HRM) including developments in these fields of study and areas of professional practice.
2. Assess and apply the dimensions of the competencies and behaviours to the role of a HR professional or senior manager, reflect on and discuss your learning and development as relevant to your discipline/profession.
3. Reflect critically on theory and professional practice in relation to the characteristics of effective HRM practice in one or more practice areas and identify how they relate to employee wellbeing and effective individual performance life.
4. Assess elements of sound ethical principles and critique the challenges in the use of basic HR metrics in evidence-based decision-making associated with an aspect of workforce management.
5. Critically review a complex body of knowledge including recent developments in relation to the factors driving organisational change, changes in the future of work and the workforce that have implications for workforce management.
6. Integrate industry research in one or more areas of traditional and contemporary HRM practice in a selected organizational context that enhances employee wellbeing and job performance.
7. Select and apply high level cognitive, technical and creative skills in communicating the results of research and analysis of organizational HRM capability in a dynamic organizational content.
8. Demonstrate a high level of personal autonomy and accountability.
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 - 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 - 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
The aim of this unit is to introduce you to a complex body of theory and recent developments in professional practice in relation to the challenges of managing an organisation's human capital and to situate this field of study in relation to the study of strategic management and strategic human resource management.
Learning outcomes
After successful completion of this unit, students will be able to:1. Analyse a complex body of theoretical knowledge on human capital management and as it relates to human resource management (HRM) including developments in these fields of study and areas of professional practice.
2. Assess and apply the dimensions of the competencies and behaviours to the role of a HR professional or senior manager, reflect on and discuss your learning and development as relevant to your discipline/profession.
3. Reflect critically on theory and professional practice in relation to the characteristics of effective HRM practice in one or more practice areas and identify how they relate to employee wellbeing and effective individual performance life.
4. Assess elements of sound ethical principles and critique the challenges in the use of basic HR metrics in evidence-based decision-making associated with an aspect of workforce management.
5. Critically review a complex body of knowledge including recent developments in relation to the factors driving organisational change, changes in the future of work and the workforce that have implications for workforce management.
6. Integrate industry research in one or more areas of traditional and contemporary HRM practice in a selected organizational context that enhances employee wellbeing and job performance.
7. Select and apply high level cognitive, technical and creative skills in communicating the results of research and analysis of organizational HRM capability in a dynamic organizational content.
8. Demonstrate a high level of personal autonomy and accountability.
Graduate attributes
1. UC graduates are professional - employ up-to-date and relevant knowledge and skills1. 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 - 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 - 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
Prerequisites
NoneCorequisites
NONE.Incompatible units
11191 Managing Human CapitalEquivalent units
9692 Human Resource Management PGAssumed knowledge
NONE.| Year | Location | Teaching period | Teaching start date | Delivery mode | Unit convener |
|---|
Not available
Required texts
Sparrow, P. Scullion, H. and Tarique, I. (2012). Strategic Talent Management Contemporary Issues in the International Context, United Kingdom: Cambridge University Press.
Participation requirements
You are expected to attend the majority of the workshops and to make an observable contribution to a cooperative learning environment. If you elect not to attend or attend but do not make an observable contribution you should not expect to attract many marks against this assessment item.
Required IT skills
Students need to be proficient in the use of WORD or similar, to be able to research on line including using the library's databases and electronic journals, to be able to access the Canvas site, upload documents in the drop boxes provided and use the Urkund drop box.
In-unit costs
None
Work placement, internships or practicums
None
