Course coordinator
Associate Professor Yiqiong Li
Course overview
- Study period
- Semester 2, 2025 (28/07/2025 - 22/11/2025)
- Study level
- Undergraduate
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
Business acumen and a strategic mindset are essential tools for contemporary HR practitioners and leaders. These attributes must build on a depth of understanding of different areas of HR practice, informed by evidence, as well as the linkage of HR strategy and business strategy, to support the growth of local, regional and globalizing organisations and the development and wellbeing of the people that work within them. This course integrates and synthesises the fields of Strategic Management and HRM, with a particular emphasis on how strategic HRM shapes the formulation of effective business strategies and is essential to their implementation. We examine how HRM helps organisations to operate cost-effectively, legitimately and flexibly and to build and maintain competitive advantage. Topics include general principles and frameworks in strategic HRM, how HRM strategies and systems vary across important organizational, industry and societal contexts, how to design HR strategies for manufacturing, services and multinational firms and the role of culture, changing employer-employee relationships and technology in shaping the workplaces of the future. We also incorporate ethical perspectives, diversity and inclusion and the development of problem-solving, consulting and stakeholder management skills to equip graduates for an exciting and challenging career leading in the area of people and work.
The focus of this course is on the challenges faced by organisations in terms of staffing, developing, retaining and motivating their workforce. The starting point is the internal and external environment faced by today's organisations in terms of global competitiveness, technological change and industrial transition. The main body of the course examines the central elements of a strategic approach to HRM that attempts to manage the workforce to effectively deal with the complexities of modern organisational environments. The lectures and seminars emphasise the importance of theory and its real world application to organisational contexts through the use of case studies. Students will be encouraged to develop their analytical skills through an appreciation and understanding of the systems and processes of HRM and how they contribute to organisational success.
Course requirements
Assumed background
Before attempting this course, students are advised that it is important to complete the appropriate prerequisite course(s) listed on the front of this course profile. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed, for any reason whatsoever.
Prerequisites
You'll need to complete the following courses before enrolling in this one:
MGTS2604
Incompatible
You can't enrol in this course if you've already completed the following:
MGTS7603 or 7706 or 7809
Restrictions
Quota: Minimum of 35 enrolments
Course contact
Lecturer
Dr Nasreen Sultana
Course staff
Tutor
Mr Saminda Arambewala
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full Name
- Student ID
- Course Code
Aims and outcomes
This course is an introduction to the area of Strategic Human Resource Management (SHRM)ﾠand focuses on issues relevant to both specialist practitioners and line management. The course has a dual emphasis: the theoretical basis and applications relevant to employees and other stakeholders. This course seeks to improve reasoning skills and abilities in the design, implementation and evaluation of SHRM.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Explain SHRM theories, frameworks, models and general principles.
LO2.
Apply SHRM concepts and models to diagnose, design, implement and evaluate SHRM policies and practices across the organizational, industry and societal contexts.
LO3.
Communicate recommendations for improving SHRM policies and practices in both written and oral form, individually and collectively in a team.
LO4.
Evaluate the social and ethical implications of particular SHRM practices.
LO5.
Apply and evaluate the core functions of SHRM with the aim of leveraging individual, team and organizational productivity and well-being.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Practical/ Demonstration, Portfolio |
Weekly group portfolio
|
40% |
Week 2 Thu - Week 12 Thu |
| Essay/ Critique | Research Essay | 20% |
7/10/2025 10:00 am |
| Paper/ Report/ Annotation, Practical/ Demonstration |
Case Study Practical
|
40% |
End of Semester Exam Period 8/11/2025 - 22/11/2025 |
Assessment details
Weekly group portfolio
- Team or group-based
- In-person
- Mode
- Written
- Category
- Practical/ Demonstration, Portfolio
- Weight
- 40%
- Due date
Week 2 Thu - Week 12 Thu
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
Throughout the semester, you will work in a team to critically analyse a case study during each seminar from Week 2 to Week 12, excluding Week 7. This activity supports your understanding of SHRM in practice and helps prepare you for the final capstone assessment.
Each team will submit responses to a set of short-answer questions provided in the seminar. These responses should be concise, analytical, and demonstrate application of course concepts. Submission is due at the end of each seminar session.
Details:
Format: Group-based typed response (submitted weekly during seminars)
Assessment: The best 7 out of 10 submissions will count toward your final mark for this assessment.
Weighting: 35% of final grade plus 5% peer evaluation, total 40%
Individual attendance requirement:
Only students who attend the seminar and actively participate will receive the group mark for that week. Non-attendance or arriving more than 20 minutes late will result in a mark of zero for that week.
Team formation:
Team formation will begin in Week 1 and must be completed by the end of Week 2. You can self-nominate to a group and you are free to form a group with friends or previous classmates. Assistance will be provided for you to get to know each other to aid this process. An assigned facilitator will assist with your learning process. If there are any changes in the membership of your team, or significant issues that you need help with, please get in touch with your facilitator immediately.
AI Statement:
This assessment task is to be completed in-person. The use of generative Artificial Intelligence (AI) or Machine Translation (MT) tools will not be permitted. Any attempted use of AI or MT may constitute student misconduct under the Student Code of Conduct
Submission guidelines
Your weekly submission will be submitted in hard copy to your facilitator during the seminar.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
No extensions due to best 7 of 10 submissions.
Late submission
You will receive a mark of 0 if this assessment is submitted late.
Late submission is NOT available.
Research Essay
- Mode
- Written
- Category
- Essay/ Critique
- Weight
- 20%
- Due date
7/10/2025 10:00 am
Task description
You are required to submit a 1,500-word individual essay, addressing ONE (1) of the provided essay topics.
This research essay is designed to assess your ability to:
- Demonstrate a strong understanding of key SHRM concepts, models and theories
- Critically interpret and evaluate academic research relevant to your chosen topic
- Effectively apply theory to HRM practice, drawing connections between scholarly literature and real-world organisational contexts
- Develop a clear, well-structured argument supported by evidence from credible sources
Further details on the essay topics, submission requirements, and marking criteria can be found on Blackboard.
AI Statement:
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
Please submit via submission links in the Assessment section on course Blackboard.
Deferral or extension
You may be able to apply for an extension.
The maximum extension allowed is 14 days. Extensions are given in multiples of 24 hours.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Case Study Practical
- Identity Verified
- In-person
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Practical/ Demonstration
- Weight
- 40%
- Due date
End of Semester Exam Period
8/11/2025 - 22/11/2025
- Other conditions
- Time limited.
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
This capstone assessment is designed to test your ability to apply and integrate Strategic Human Resource Management (SHRM) theories, frameworks, and concepts to a real-world scenario. It serves as a culmination of your learning throughout the course and will require critical analysis, synthesis, and application of course content.
You will be presented with a case study at the beginning of Week 12, which you are encouraged to read and reflect on in advance. During the exam, you will receive a set of focal questions related to the case. You will have 2 hours to complete your responses in a short-answer essay format, drawing on your cumulative understanding of course topics.
This is an individual, semi closed-book assessment. You may bring:
- A printed copy of the case study (without annotations or any handwritten/typed notes)
- One A4-sized page of notes (handwritten or printed, one side only)
No other learning materials (e.g., textbooks, lecture notes, or digital devices) are permitted during the assessment. You are expected to work individually and uphold the highest standards of academic integrity.
AI Statement
This assessment task is to be completed in-person. The use of generative Artificial Intelligence (AI) or Machine Translation (MT) tools will not be permitted. Any attempted use of AI or MT may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
The assignment must be submitted in exam booklet in person.
Deferral or extension
You may be able to apply for an extension.
Discretionary extensions are not available for this task.
The maximum extension allowed is 7 days. Extensions are given in multiples of 24 hours.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Library resources are available on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Seminar |
Introduction Introduction to the course, discussion of learning objectives, learning activities and assessments, and group allocation in relation to Case Study Practical Assessment. |
Week 2 |
Seminar |
The goals of human resource management Understand the goals and tensions in human resource management Learning outcomes: L01, L02, L03, L04 |
Week 3 |
Seminar |
Strategy and strategic management Discuss strategic problems facing firms and the process of strategy management Learning outcomes: L02, L03, L04 |
Week 4 |
Seminar |
Strategic HRM: 'best fit' or 'best practice'? Discuss best fit and best practice schools Learning outcomes: L01, L02, L03 |
Week 5 |
Seminar |
Strategic HRM & sustained competitive advantage Examine how HRM can help generate and sustain a competitive advantage based on the Resource-based view of the firm. Learning outcomes: L01, L02, L03, L04 |
Week 6 |
Seminar |
Building a workforce: interest alignment To discuss the challenges that managers face in aligning their interests with those of workers as they try to build and renew a workforce. Learning outcomes: L01, L02, L03 |
Week 7 |
Seminar |
Essay writing workshop To understand the contested nature and changing contours of employee voice and management style in employee relations Learning outcomes: L01, L02, L03 |
Week 8 |
Seminar |
Management power,employee voice & legitimacy To understand the black box of factors that links HRM to such business outcomes as productivity, quality and profit. Learning outcomes: L01, L02, L03 |
Week 9 |
Seminar |
Workforce performance and the black-box of HRM To analyse HR strategy in manufacturing. Learning outcomes: L01, L02, L03, L04 |
Mid Sem break |
No student involvement (Breaks, information) |
In-Semester Break |
Week 10 |
Seminar |
HR strategy in manufacturing To analyse HR strategy in private sector services Learning outcomes: L01, L02, L03 |
Week 11 |
Practical |
HR strategy in services To analyse HR strategy in multinational firms. Examine local adaptation and social legitimacy in multinational firms. Learning outcomes: L01, L02, L03, L04 |
Week 12 |
Seminar |
HR strategy in multinational firms Assessment #3: In-class Case Analysis Practical. Attendance is mandatory. Learning outcomes: L01, L02, L03, L04 |
Week 13 |
Seminar |
Course Reflection & Q&A Course wrap up, reflection on the major themes of the course and learning during the semester. This seminar also provides information about the final assessment. Learning outcomes: L01, L04 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments for Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.