Integrating and Aligning Human Capital PG (11427.2)

This unit enables you to demonstrate an understanding of a complex body of knowledge in the fields of human capital management and strategic human resource management. You will use the strategy alignment and practice integration model of strategic human resource management and analyze 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

On successful completion of this unit students will be able to:
1. Critique a complex body of theoretical knowledge relating to strategic human resource management in a variety of organisational contexts including the developments in this evolving field of study (as well as in the field of strategic management).
2. Critically assess and apply the role and competencies of an HR professional and their relationship to senior management in the formulation and implementation of HRM strategy that aligns with business and corporate strategy.
3. Analyse, interpret and synthesise the research on human and social capital and strategic HRM in relation to change and improvement in employee wellbeing, operational and corporate performance.
4. Demonstrate skill in advocating 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 a complex body of knowledge including recent developments in relation to the key factors driving organisational change, changes in the workforce in a given context in response to a dynamic organisational environment.
6. Synthesise a complex body of knowledge including recent developments in relation to industry research on strategic HRM in a given organisational context and identify the scope for improvements in HRM practices and HRM strategy formulation and implementation.
7. Present with skills and creativity the results of research and analysis of organisational HRM capability in a dynamic business context.
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 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 - take pride in their professional and personal integrity
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
4. UC graduates are able to demonstrate Aboriginal and Torres Strait Islander ways of knowing, being and doing - apply their knowledge to working with Indigenous Australians in socially just ways

Prerequisites

None.

Corequisites

None.

Incompatible units

11196 Integrating and Aligning Human Capital.

Equivalent units

6791 Strategic Human Resource Management PG.

Assumed knowledge

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