Human Resource Management G (6238.6)

Human Resource Management provides students with an introduction to debates regarding the development of management thought, the key theoretical principles underpinning human resource management, employee motivation and performance management, managing diversity and equal employment opportunities within the workplace, managing employee recruitment and selection, learning and career management, organisational culture, employee involvement, the law of employment, industrial relations, labour flexibility, downsizing and organisational restructuring, and international dimensions of human resource management.

Learning outcomes

1. identify the key HRM functions and operations;
2. have a solid theoretical and practical knowledge of the key concepts and debates in human resource management;
3. be able to identify the linkages between HRM functions and operations and organisational objectives and strategies;
4. strengthen key management competencies in decision-making, oral and written communication and persuasion, critical thinking, problem-solving, planning and teamwork

Graduate attributes

1. UC graduates are professional - communicate effectively
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 - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - take pride in their professional and personal integrity
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
2. UC graduates are global citizens - adopt an informed and balanced approach across professional and international boundaries
2. UC graduates are global citizens - behave ethically and sustainably in their professional and personal lives
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 - think globally about issues in their profession
2. UC graduates are global citizens - understand issues in their profession from the perspective of other cultures
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 - be self-aware
3. UC graduates are lifelong learners - evaluate and adopt new technology
3. UC graduates are lifelong learners - reflect on their own practice, updating and adapting their knowledge and skills for continual professional and academic development

Skills development

Details of Assessment Items

Assessment of this unit consists of four assessment items in two parts:

1. Project Case Study (70%) - group and individual based assessment - comprising three sub-assessments:

• Group Work in Progress (WIP) Submission (15%);

• Group Formal Presentation (15%); and

• Individual Report (40%).

2. Individual Take-Home Paper (30%).

 

The Project Case Study Approach

The objective of this unit is to provide students with experiences close to the real life work situations of an HR manager in dealing with actual issues in an organisation. 

So what is a typical task of an HR manager?  HR managers’ tasks generally involve conducting an analysis of current HRM practices by identifying what works and what does not work.  If problems are found as a result of the analysis, recommendations to solve the problems are provided.  In this situation, HR managers lead the processes in solving the problems.  In carrying out these tasks at the operations level, HR managers would normally work in teams and meet with team members regularly to develop periodical work-in-progress updates and ultimately present a report to the senior management. 

To achieve this objective, this unit applies a project-based approach.  In this approach, students conduct assignments on real life organisations to develop skills in dealing with HR issues in the organisation.  The skills are both at the content level, ie. theory and concepts of HRM; and the process level, including analytical and problem solving skills, working in teams, conducting presentations and writing report.   The emphasis of this unit is to develop the ability to use theory and concepts to analyse real life practices.  Thus the overall activities in the project-based approach are supportive in the development of the UC Graduate Attributes.

For this purpose, this unit applies a project-based and problem-solving approach that supports the development of the UC Graduate Attributes through understanding and applying HRM theories and concepts to improve an organisation’s work practices.

A key element of the project case study approach is an opportunity to link theories and practice supported by ongoing feedback through group discussion, class workshopping and lecturer feedback.

The specific aims of the project case study are:

• to strengthen key management competencies in planning, critical thinking, problem-solving, decision-making, oral communication and persuasion, written communication, and teamwork;

• to be able to identify, describe and analyse whether an organisation’s approach to HRM is strategic by demonstrating how it is linked to the organisation’s goals, strategies and programs;

• demonstrate a solid theoretical and practical knowledge of key HRM concepts and theories, including critically assessing contemporary research and its practical application;

• to assess the extent to which an organisation’s HRM practices is consistent with current HRM concepts and theories; and

• by relying on organisational evidence, be able to frame HRM findings, conclusions, recommendations for improvement and implementation strategies consistent with best practice change management.

Students will form groups and choose a case study organisation to review various HRM issues across a range of linked assessment components, each of which supports the development of different knowledge and skills.  Student groups will then collectively deliver a Work in Progress Submission and a Formal Presentation.  Then students will deliver an Individual Report based on their organisation which provides an opportunity to synthesise and consolidate the knowledge and apply the skills that have been developed.

Further detail on the various project case study assessment components are detailed below.  Additional detail is also provided in the HRM  Work Book Guidance, including the mandatory Assessment Criteria.

Prerequisites

Course entry.

Corequisites

None.

Assumed knowledge

None.