Strategic Human Resource Management (MGTS7603)

This Assessment piece comprises "in-seminar" (i.e. in-person) portfolio exercises. It is an individual assessment item

In alignment with the Flip Classroom approach, students will be required to complete (a) assigned reading/written learning exercises before the seminar and (b) any related written exercises and analysis (e.g. for cases and simulations) in the seminar. 

Two portfolio exercises will be completed during the semester. Portfolio Exercise #1 will be completed during the seminar in Week 5 while Portfolio Exercise #2 will be completed in the seminar in Week 9.

 The portfolio exercises will give the students the opportunity to connect HRM theory with practice by analysing some sound pedagogically and relevant cases/simulation in the seminar. The materials relevant to the portfolio exercises (including readings and cases) will be based will be circulated before hand and will be on topics that have been previously covered in the seminars.

 The aim of these exercises is to assist students in the identification of the core SHRM functions, organizations' internal and external environments, action plan to successfully implement SHRM and finally, to help students evaluate ethical implications and undertones involved in SHRM.

Additionally, all activities indicated for the portfolio MUST be handed to the course lecturer (and through Turnitin) at the end of the relevant seminars. Portfolio Exercises should not be more than 650 words and each of the portfolio exercises weighs 15%. Altogether, the two portfolio exercises comprise 30% of the total course weighting.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile.

Submission: A copy of the activities indicated for the portfolio MUST be submitted to the Turnitin in SEMINAR ONLY.

Generative AI Statement:

This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile. See details of rubrics on the Course Blackboard.

Submission: You can ONLY submit your portfolio exercises while in the seminar (through Turnitin). 

Generative AI Statement:

This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.

SHRM: Theory and Practice (Individual Assignment). Please see detailed marking rubrics on the course blackboard.

This is an individual assignment. The assignment (i.e. report) is 2000 (+/-10%) words in length and it is worth 40% of the total course weighting.   

Aim: The primary aim of the assignment is to enable students to see the intricate connection between theory and practice SHRM processes through a case method. The assignment also aims to help students develop analytical and practical skills in the design, implementation and evaluation of SHRM. Cases are known to provide a context to experience real-world challenges that are enveloped in complicated processes and uncertainties. The cases are therefore a strong teaching tool and a platform where students engage in experiential learning process by getting them to teach themselves and each other. Altogether, cases help the students to learn the value of:

• responding actively and constructively to the SHRM issues in organisations,
• gaining multiple perspectives on situations by using theory, concepts and research findings,
• recognizing that a situation may involve many problems and that different stakeholders will most likely experience divergent views and problems
• develop an action orientation and a willingness to take some calculated risks when information is not complete,
• appreciate the complexity of translating proposed solutions into comprehensive and detailed plans for action and
• seeking to understand the consequences and limits of managerial actions.

Background to the Assignment

Often, family businesses connote small businesses. However, family businesses vary in sizes ranging from small to large businesses. In particular, family businesses include some of the largest and longest surviving businesses, not only in Australia, but around the world. The major names in family businesses that readily come to mind in Australia include Packer, Lowy, Murdoch, Smorgon and Myer (see Kras, FBA). In Australia, family businesses constitute 67% of all private sector firms and employ 50% of the workforce. Recent surveys estimate the combined wealth of family businesses in Australia at $4.3 trillion, over 3.5 times the value of all companies listed on the Australian Stock Exchange (Kras, FBA).

While family businesses are vibrant, dynamic and contribute significantly to the Australian economy, they are also faced with complexities that are sometimes beyond those of the corporate organizations. For example, in terms of recruitment, do you employ the best qualified applicant, or do you give preference to your children? What does performance evaluation look like for your children and others working in this environment? The above represent some of the difficult decisions faced by those managing family businesses. This semester in MGTS7603, we focus on family businesses to understand their peculiar challenges and how these are connected with and may be improved with effective SHRM. Especially, you will be reporting to the Executive Manager/Director of Human Resources(or someone in a similar role) of the chosen Family Business on how the challenges identified can be improved or resolved. 

The Key Tasks:

1. As an individual, you will need to decide on a medium to large family business organisation where there is a SHRM challenge (e.g. recruitment, learning and development, work design issues). In deciding on what organisation to examine as a case study, you may want to first of all consult the media (e.g. business review, daily newspaper articles) or the Australian Stock Exchange List for medium to large Family Business organizations for live-cases to get a quick impression of what family business organisation may be currently experiencing SHRM challenges. You may also choose a family business that is in your local area.
2. You may then follow this up with a web search to know more about the organisation and face to face interactions with the organisational members.
3. You may interview relevant organisational member(s) about the major SHRM challenge that you have identified in this small family business to get an in-depth perspective on the problem. You will NEED to review literature before you conduct your interview. Before a decision is made to study a given family business organisation (e.g. Ray White, Adam & Eva, Environclean Australia, Aroma Cafe, Golden Ox Restaurant and Pillow Talk) as a live case, you will need to discuss this with your tutor and/or course co-ordinator. They will ensure that the case is rich enough for your analysis. No two individuals will be able to study the same case for the purpose of the assignment. The course coordinator and tutor will keep a list of the live cases and the individual that has nominated to work on the relevant case. Nomination for each of the cases will be on "first come, first serve" basis. Nomination to study a written or live case MUST be completed by Teaching Week 1. Please consult the teaching team before you lock down the choice of the organisation that you would like to study.
4. Based on the content of MGTS7603 learning activities, you will determine the major challenges or problematic issues (e.g. Design of work, strategic planning, performance management, diversity management, rewarding people, employee development and career management or any other current issues in SHRM and as evident in your case. Also determine why is it important to study and resolve the challenge(s). Students MUST use excerpts from their interview and literature to support their claims. More information will be provided on the process of analysing a case during the semester.
5. Also, outline the evidence-based triggers (e.g. historical, contextual and technological) of the SHRM or people issues and how this particular family business is currently managing the challenge/problem. In this case, you may want to conduct some analyses (e.g. SWOT, PESTLE) into the internal and external environments of the family business. You may also use the Hartel & Fujimoto's (2010) Continuous HRM model (CHRM) to conduct a situation analysis to clearly identify the contributing factor to the SHRM problem(s).
6. Then conduct a comprehensive review of literature on the major issues as evident in your case and especially identify the major schools of thought around these challenges/issues.
7. During your literature review, you must isolate a theory/model or set of theories/models (e.g. a model of strategic management process, workflow analysis model) that best explain the issues and actions/behaviours of the issues in your case. You are NOT limited to the theories that will be discussed in the course. If you are in doubt, talk to your course lecturer. Preferably, use one or at most two theories as anchor for your assignment. Please refer to the UQBS Assignment Writing Guide on the Course blackboard especially for a detailed guidance on how to structure literature review for your report. The librarian will assist you in locating the relevant databases for your literature review.
8. Then, you will critically examine the SHRM issue(s) in your case and based on the learning issues in this course, you will determine whether or not the SHR Manager (or others in similar roles) have managed the SHRM issue(s) successful or unsuccessfully. To achieve this, you may also draw on the CHRM model to decide on the relevant options and literature review for more evidence-based approach to resolve the issue(s). Also excerpts from your interview MUST be used to buttress your discussions and arguments.
9. Also, you will suggest at least two alternative ways (options) in which the SHRM challenges can be managed better or resolved. Where appropriate, you should outline the extent to which the solutions depend on the characteristics of the family business, nature of its strategic objectives, nature of business, organisational environment -national and international- and or industry. In your discussion, you must evaluate the options and provide reasons for why you think one option may be a prefered as an appropriate people management strategy.
10. A clear and concise articulation of the connection between SHRM theory/models & practice must be made. For example, in your report it must be evident that you are logically connecting theory with your identified SHRM challenge/problem and especially using relevant literature for your connections. Please note: You must use relevant theory (including a thorough literature review using quality journal articles) and excerpts from your interview to buttress your arguments throughout the report.
11. Also develop a clear set of recommendations to the Executive Manager/Director of Human Resources(or someone in a similar role) in the Family Business on how your preferred option may be implemented. In doing so, students will need to link their recommendations clearly and logically linked with your analyses and evaluation. Also excerpts from your interview MUST be used to buttress your arguments.
12. In a reflective mode, also identify three learning issues that you have taken away as an individual from the case analysis.
13. Evaluation: Report rubrics will be enforced. Please see the course blackboard for the rubrics.

Process:  

Report Outline: Draw a report outline and discuss with your facilitator/course lecturer

Report Proper: Write out your report. Students are encouraged to consult the UQBS Assignment Writing Guide in writing their reports. The UQBS Assignment Writing Guide will be on the course Blackboard. Additional guidance will be provided in the lectures and tutorials throughout the semester.

A minimum of 15 references should be used, 10 of which should be recent journal articles (i.e. 2014-2024). A list of quality journals (e.g. Family Business Review, Jnl of Business Venturing, Jnl of Business Research, Jnl of Small Business Management, Jnl of World Business Jnl of Strategic Management) is available in this course profile and or on the course blackboard.

This is a formal report and should adhere to the standards (including reference styles) of a formal academic report writing. This report should be double spaced (Font 12, Times Roman) and written in well-developed paragraphs. The APA Style (7th Edition) should be used for the references.

This is an individual assignment. The assignment (i.e. report) is 2000 (+/-10%) words in length and it is worth 40% of the total course weighting.  

Aim: The primary aim of the assignment is to enable students to see the intricate connection between theory and practice SHRM processes through a case method. The assignment also aims to help students develop analytical and practical skills in the design, implementation and evaluation of SHRM. Cases are known to provide a context to experience real-world challenges that are enveloped in complicated processes and uncertainties. The cases are therefore a strong teaching tool and a platform where students engage in experiential learning process by getting them to teach themselves and each other. Altogether, cases help the students to learn the value of:

• responding actively and constructively to the SHRM issues in organisations,
• gaining multiple perspectives on situations by using theory, concepts and research findings,
• recognizing that a situation may involve many problems and that different stakeholders will most likely experience divergent views and problems
• develop an action orientation and a willingness to take some calculated risks when information is not complete,
• appreciate the complexity of translating proposed solutions into comprehensive and detailed plans for action and
• seeking to understand the consequences and limits of managerial actions.

Background to the Assignment 

Often, family businesses connote small businesses. However, family businesses vary in sizes ranging from small to large businesses. In particular, family businesses include some of the largest and longest surviving businesses, not only in Australia, but around the world. The major names in family businesses that readily come to mind in Australia include Packer, Lowy, Murdoch, Smorgon and Myer (see Kras, FBA).

In Australia, family businesses constitute 67% of all private sector firms and employ 50% of the workforce. Recent surveys estimate the combined wealth of family businesses in Australia at $4.3 trillion, over 3.5 times the value of all companies listed on the Australian Stock Exchange (Kras, FBA).

While family businesses are vibrant, dynamic and contribute significantly to the Australian economy, they are also faced with complexities that are sometimes beyond those of the corporate organizations. For example, in terms of recruitment, do you employ the best qualified applicant, or do you give preference to your children? What does performance evaluation look like for your children and others working in this environment? The above represent some of the difficult decisions faced by those managing family businesses. This semester in MGTS7603, we focus on family businesses to understand their peculiar challenges and how these are connected with and may be improved with effective SHRM. Especially, you will be reporting to the Executive Manager/Director of Human Resources(or someone in a similar role) of the chosen Family Business on how the challenges identified can be improved or resolved.

The Key Tasks:

1. As an indvidual, you will need to decide on a medium to large family business organisation where there is a SHRM challenge (e.g. recruitment, learning and development, work design issues). In deciding on what organisation to examine as a case study, you may want to first of all consult the media (e.g. business review, daily newspaper articles) or the Australian Stock Exchange List for medium to large Family Business organizations for live-cases to get a quick impression of what family business organisation may be currently experiencing SHRM challenges. You may also choose a family business that is in your local area.
2. You may then follow this up with a web search to know more about the organisation and face to face interactions with the organisational members.
3. You may interview relevant organisational member(s) about the major SHRM challenge that you have identified in this small family business to get an in-depth perspective on the problem. You will NEED to review literature before you conduct your interview. Before a decision is made to study a given family business organisation (e.g. Ray White, Adam & Eva, Environclean Australia, Aroma Cafe, Golden Ox Restaurant and Pillow Talk) as a live case, you will need to discuss this with your tutor and/or course co-ordinator. They will ensure that the case is rich enough for your analysis. No two indviduals will be able to study the same case for the purpose of the assignment. The course coordinator and tutor will keep a list of the live cases and the individual that has nominated to work on the relevant case. Nomination for each of the cases will be on "first come, first serve" basis. Nomination to study a written or live case MUST be completed by Teaching Week 1. Please consult the teaching team before you lock down the choice of the organisation that you would like to study.
4. Based on the content of MGTS7603 learning activities, you will determine the major challenges or problematic issues (e.g. Design of work, strategic planning, performance management, diversity management, rewarding people, employee development and career management or any other current issues in SHRM and as evident in your case. Also determine why is it important to study and resolve the challenge(s). Students MUST use excerpts from their interview and literature to support their claims. More information will be provided on the process of analysing a case during the semester.
5. Also, outline the evidence-based triggers (e.g. historical, contextual and technological) of the SHRM or people issues and how this particular family business is currently managing the challenge/problem. In this case, you may want to conduct some analyses (e.g SWOT, PESTLE) into the internal and external environments of the family business. You may also use the Hartel & Fujimoto's (2010) Continuous HRM model (CHRM) to conduct a situation analysis to clearly identify the contributing factor to the SHRM problem(s).
6. Then conduct a comprehensive review of literature on the major issues as evident in your case and especially identify the major schools of thought around these challenges/issues.
7. During your literature review, you must isolate a theory/model or set of theories/models (e.g. a model of strategic management process, workflow analysis model) that best explain the issues and actions/behaviours of the issues in your case. You are NOT limited to the theories that will be discussed in the course. If you are in doubt, talk to your course lecturer. Preferably, use one or at most two theories as anchor for your assignment. Please refer to the UQBS Assignment Writing Guide on the Course blackboard especially for a detailed guidance on how to structure literature review for your report. The librarian will assist you in locating the relevant databases for your literature review.
8. Then, you will critically examine the SHRM issue(s) in your case and based on the learning issues in this course, you will determine whether or not the SHR Manager (or others in similar roles) have managed the SHRM issue(s) successful or unsuccessfully. To achieve this, you may also draw on the CHRM model to decide on the relevant options and literature review for more evidence-based approach to resolve the issue(s). Also excerpts from your interview MUST be used to butress your discussions and arguments.
9. Also, you will suggest at least two alternative ways (options) in which the SHRM challenges can be managed better or resolved. Where appropriate, you should outline the extent to which the solutions depend on the characteristics of the family business, nature of its strategic objectives, nature of business, organisational environment -national and international- and or industry. In your discussion, you must evaluate the options and provide reasons for why you think one option may be a prefered as an appropriate people management strategy.
10. A clear and concise articulation of the connection between SHRM theory/models & practice must be made. For example, in your report it must be evident that you are logically connecting theory with your identified SHRM challenge/problem and especially using relevant literature for your connections. Please note: You must use relevant theory (including a thorough literature review using quality journal articles) and excerpts from your interview to buttress your arguments throughout the report.
11. Also develop a clear set of recommendations to the Executive Manager/Director of Human Resources(or someone in a similar role) in the Family Business on how your preferred option may be implemented. In doing so, students will need to link their recommendations clearly and logically linked with your analyses and evaluation. Also excerpts from your interview MUST be used to butress your arguments.
12. In a reflective mode, also identify three learning issues that you have taken away as an individual from the case analysis.
13. Evaluation: Report rubrics will be enforced. Please see the course blackboard for the rubrics.

Process

Report Outline: Draw a report outline and discuss with your facilitator/course lecturer

Report Proper: Write out your report. Students are encouraged to consult the UQBS Assignment Writing Guide in writing their reports. The UQBS Assignment Writing Guide will be on the course Blackboard. Additional guidance will be provided in the lectures and tutorials throughout the semester.

A minimum of 15 references should be used, 10 of which should be recent journal articles (i.e. 2013-2023). A list of quality journals (e.g. Family Business Review, Jnl of Business Venturing, Jnl of Business Research, Jnl of Small Business Management, Jnl of World Business Jnl of Strategic Management) is available in this course profile and or on the course blackboard.

This is a formal report and should adhere to the standards (including reference styles) of a formal academic report writing. This report should be double spaced (Font 12, Times Roman) and written in well-developed paragraphs. The APA Style (7th Edition) should be used for the references.

Write up your report using a standard format of report writing e.g.

• Title of report
• Table of contents
• Abstract (or synopsis)-refer to the Assignment Writing Guide and course website for full details.
• Introduction
• Literature review
• Methodology
• Results
• Discussion
• Conclusion
• Recommendations
• Supplementary material
• References, interview scripts (Appendices)

Again, if you are in doubt, please refer to the UQBS Assignment Writing Handbook which you can access on the course blackboard.

THE ABOVE ACTIVITIES REQUIRE A CONSIDERABLE AMOUNT OF TIME AND DEDICATION. I suggest that you begin the assignment as soon as possible.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile.

Submission:

Assignment MUST be submitted through turnitin before or on the due date.

Note

Support and further information about assessment 2 is available on BlackBoard.

Generative AI Statement:

This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile.

Submission:

Assignment MUST be submitted through TurnitIn before or on the due date.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile.

Submission: Assignment MUST be submitted through turnitin before or on the due date.

Note

Support and further information about assessment 2 is available on BlackBoard.

Generative AI Statement:

This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.

Criteria & Marking:

UQ Students: Please access the profile from Learn.UQ or mySI-net to access marking criteria held in this profile.

Submission:

Assignment MUST be submitted through TurnitIn before or on the due date. 

Assessment 3: Reflection on SHRM throughout the semster

Rationale/Purpose 

Reflection is known to enable students to make sense of material/experience in relation to oneself, others, and the conditions that shaped the material or the students' experience. Additionally, it provides the opportunity to rethink the material/experience for future personal or social benefit. Finally, reflection helps the students to appreciate their own weaknesses and strengths and by doing so, develop skills in self-directed learning, connect theory and reality of practice and implications while guiding students future actions 

Process

Students will submit a 1500-word reflection report on the learning activities (topics and learning materials) you have engaged in and outside the seminars and how these activities/topics/materials have impacted your learning and practice during the semester in the area of Strategic Human Resource Management.

The reflection report is weighted 30% and will be submitted through Turnitin in the last week of Semester 2, (27th of October, 2023) before 14:00). Students must confirm that they have a receipt from Turnitin as a proof of electronic submission and save a copy of their report in a safe place. 

This report should include the following sections:

1. Brief description of key activities (e.g. cases, simulations etc) that you found helpful for learning during the semester and why? (300 words).
2. Which learning topics resonated with you throughout the semester and why? In answering this question, you must identify at least 2 major topics you have come across during the semester and how and why they have positively impacted you? (600 words).
3. What have you learnt about strategic Human Resource Management in general and /or yourself and how you think your learnings will make you a better Strategic Human Resource Manager or a better person. In this case, you need to consider your previous approach to human resource management (e.g. whether it was strategic or not before you engaged MGTS7603), think about your shortcomings before you engaged the course and how the course may have assisted you in improving upon your shortcomings. In what ways do you think your learnings from the course may be able to help you overcome the current challenges in Strategic Human Resource Management (600 words).

Note

1. Support and further information about assessment 3 is available on BlackBoard.

This assessment task evaluates students' abilities, skills and knowledge without the aid of generative Artificial Intelligence (AI) or Machine Translation (MT). Students are advised that the use of AI or MT technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.