Course coordinator
Dr Stefan Jooss
Course overview
- Study period
- Semester 1, 2025 (02/06/2025 - 28/06/2025)
- Study level
- Postgraduate Coursework
- Location
- Brisbane City
- Attendance mode
- Weekend
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course will equip students with an understanding of the nature of strategic human resource management (SHRM). It analyses the strategic role of human resources in building organisational capabilities, the design of HR systems in alignment with business strategies, and the implementation of HR strategies and practices for individuals’ well-being and organisational value creation. The course introduces key issues when managing talent in organisations sustainably and evaluates emerging HR trends in the context of the future of work.
Strategic Human Resource Management (SHRM) is essential for organizational success, extending its relevance beyond HR professionals to business leaders across all functions. Managing people effectively is central to achieving competitive advantage, as personnel are not just a resource but the cornerstone of innovation, productivity, and growth. Leaders in sales, IT, or R&D must recognize the critical role of SHRM in aligning HR strategies with broader organizational goals to ensure both business success and workforce well-being. SHRM professionals bring specialized insights into the human element that sits at the heart of every area of the organization, making them invaluable partners in strategic decision-making. To fully leverage SHRM, leaders must combine theory with practice. Theoretical knowledge offers a foundation for understanding key HR principles, while practical application ensures these insights are effectively implemented. Business leaders and HR professionals must collaborate to develop strategies that enhance engagement and organizational performance, making SHRM an integral part of driving sustainable success.
Sustainable Development Goals - UQ Business School is a proud supporter and Advanced Signatory of the United Nations Principles for Responsible Management Education (UN PRME). As part of the largest global collaboration between business schools and the UN, the school emphasises its role in empowering students to drive societal transformation through the Sustainable Development Goals. The SDGs highlight that a thriving economy relies on a healthy environment, aiming to balance economic growth, social well-being, and environmental protection for a sustainable future.
Course requirements
Restrictions
GCBA, GDipBA, MBA
Course contact
Course staff
Lecturer
Dr Stefan Jooss
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
In this course, students will develop a comprehensive understanding of strategic human resource management, aligning with organisational strategy and values. They will learn to design, implement, and evaluate HR systems from a multi-stakeholder perspective, emphasising both individuals' well-being and organisational performance. The course provides students with frameworks and tools to effectively attract, identify, develop, and retain talent, while also exploring key future of work trends.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Critically evaluate principles, frameworks, and models of SHRM to align with business strategy and values.
LO2.
Make evidence-based decisions on the design and implementation of HR systems and practices to achieve desired sustainable outcomes for the organisation.
LO3.
Work collaboratively with peers to analyse HR issues and present strategic and ethical recommendations.
LO4.
Analyse and evaluate the impact of HR systems from multiple stakeholder perspectives, including the impact on Indigenous Australian Peoples.
LO5.
Ethically reflect on different approaches to the management of the workforce.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Presentation |
Executive Board Presentation
|
30% |
24/05/2025 5:00 pm |
| Participation/ Student contribution |
Presentation Peer Assessment
|
Peer evaluation may impact individual marks. |
25/05/2025 5:00 pm |
| Paper/ Report/ Annotation |
Strategic HR Problem-Solution Report to Executive Board
|
40% |
7/06/2025 5:00 pm |
| Reflection |
Reflection on HR Practice
|
30% |
14/06/2025 5:00 pm |
Assessment details
Executive Board Presentation
- Team or group-based
- Mode
- Oral
- Category
- Presentation
- Weight
- 30%
- Due date
24/05/2025 5:00 pm
- Other conditions
- Peer assessed.
- Learning outcomes
- L01, L02, L03
Task description
Overview
- Format: Recorded group presentation; groups are assigned
- Task: You are required to prepare and present a set of recommendations on a proposed human resource strategy and associated human capital strategy in response to the case presented.
- Length: 15 mins maximum per group; each team member presents approximately 3 minutes
- Layout: Choice of own, professional slides design
- Slides and recording upload to Blackboard
- File Format: PPT or PDF for slides; MP4 for recording
- File Name: Group Number_A1
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard; further details will be provided in the seminar
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI and/or MT technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI and MT tools.
Note
The presentation will be recorded for marking purposes per UQ Policy.
Submission guidelines
Submission: Online via Blackboard; one upload per group; no hard copies are accepted.
Deferral or extension
You may be able to apply for an extension.
Extensions or deferrals are not available for this presentation due to the intensive nature of the course. An Extension may be available for the submitted material only.
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.
10% Late Penalty applies to submitted material only. Late submissions are not accepted for in-class presentations. Failure to present at the scheduled time will result in a mark of zero for the presentation portion of this assessment.
Presentation Peer Assessment
- Mode
- Activity/ Performance
- Category
- Participation/ Student contribution
- Weight
- Peer evaluation may impact individual marks.
- Due date
25/05/2025 5:00 pm
- Other conditions
- Peer assessed.
- Learning outcomes
- L03
Task description
Overview
- Format: Group presentation peer assessment
- Task: To take into account situations where team members do not contribute equally to a group assessment, a peer assessment tool enables group members to give feedback on the level of contribution that each member gave into the group assessment; complete the peer assessment form provided
- File Format: Online form
- Marks Weighting: 0% of total marks in course; completion is mandatory; group members' peer evaluation may impact individual marks
Submission guidelines
Submission: Online via Blackboard. No hard copies are accepted.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
Peer assessment is ineligible for extension requests.
Late submission
Late submission may impact your individual mark for the group assessments.
Strategic HR Problem-Solution Report to Executive Board
- Online
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 40%
- Due date
7/06/2025 5:00 pm
- Learning outcomes
- L01, L02, L04
Task description
Overview
- Format: Individual report
- Task: In-depth analysis of a Strategic Human Resource Management (SHRM) issue in an organisation (identifying the issue, discussing the issue, and developing solutions)
- Length: 2500 words, +/- 10%, excluding title page, table of contents, list of figures/tables, executive summary, list of references, and appendices. The word count must be included on the title page
- Layout: Arial, 11 pt, line spacing 1.5, all margins 2.5 cm
- File Format: PDF
- File Name: last name_first name_A2
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard; further details will be provided in the seminar
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI and/or MT technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI and MT tools.
Submission guidelines
Submission: Online via Blackboard – Turnitin will be used as part of the submission; no hard copies are accepted.
Deferral or extension
You may be able to apply for an extension.
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.
Reflection on HR Practice
- Online
- Mode
- Written
- Category
- Reflection
- Weight
- 30%
- Due date
14/06/2025 5:00 pm
Task description
Overview
- Format: Individual reflection
- Task: You are required to reflect on an unethical, biased, or questionable HR practice that you were exposed to as part of your managerial experience.
- Length: 1500 words, +/- 10%, excluding title page, table of contents, list of figures/tables, list of references, and appendices. The word count must be included on the cover page
- Layout: Arial, 11 pt, line spacing 1.5, all margins 2.5 cm
- File Format: PDF
- File Name: last name_first name_A3
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard. Further details will be provided in the seminar.
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI and/or MT technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI and MT tools.
Submission guidelines
Submission: Online via Blackboard – Turnitin will be used as part of the submission. No hard copies are accepted.
Deferral or extension
You may be able to apply for an extension.
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
Find the required and recommended resources for this course 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 |
|---|---|---|
Seminar |
Day 1 - Saturday, 3/5/2025: HR Strategy Session 1: Introduction to SHRM: In this seminar, we discuss the role of strategic human resource management (SHRM) in today's business context, its evolution over several decades, and the roles of SHRM. We cover theoretical foundations and practical applications of HRM. Session 2: SHRM Models and Implementation: In this seminar, we cover a range of perspective on strategic human resource management. We also discuss the implementation of HR strategies in practice. We take a human capital (resource) lens to understand the critical role of human resources in organisations. Learning outcomes: L01, L02, L03 |
|
Seminar |
Day 2 - Sunday, 4/5/2025: Culture and Analytics Session 3: Evidence-based SHRM and Analytics: In this seminar, we take a look at evidence-based practices in the HR function. We consider the evolution from metrics to analytics and discuss approaches to identify meaningful measures of SHRM performance. We review the range of descriptive, predictive, and prescriptive analytics, and consider the role of analytics in managing employee engagement and turnover. Session 4: Organisational Culture and Employer Brand: In this seminar, we cover the core constructs of organisational culture. We discuss the importance of assessing the organisation's strategic HR offer, in other words, the employer value proposition. We consider the role of employer branding and storytelling as a critical tool in this context. Learning outcomes: L01, L02, L03 |
|
Seminar |
Day 3 - Saturday, 17/5/2025: Talent Acquisition and Management Session 5: Core and contemporary hiring approaches: In this seminar, we discuss strategic workforce planning and resourcing as key HR practices in organisations. We review recruitment and selection processes and debate the role of person-organisation fit in making hiring decisions. Session 6: Talent Identification: In this seminar, we begin with outlining the context for strategic talent management. We also discuss key debates and exclusive, inclusive, and differentiated approaches. We distinguish between talent, performance, and potential. Session 7: Managing Talent Flows: In this seminar, we consider the external and internal labour markers and how they impact talent flows. We discuss matching processes in organisations and examine the use of internal talent marketplaces and succession planning. We also cover core talent management routines such as pivotal positions, talent reviews, and talent pools. |
|
Seminar |
Day 4 - Sunday, 18/5/2025: Performance and Workplace Dynamics Session 8: Performance Management: In this seminar, we consider the key features of a performance management system. We review the performance measurement process and debate the role of unconscious bias. Performance management is at the heart of managing human capital sustainably, impacting both individual's well-being and organisational performance. Session 9: Workplace Dynamics: In this seminar, we cover critical and sensitive talent dynamics such as employee reactions to talent/non-talent designation. We also review types, costs, and causes of turnover, and develop a set of retention strategies. Ensuring that the 'right' people remain within the organisation is a key aspect of SHRM, shaping the sustainable management of human resources. |
|
Seminar |
Day 5 - Saturday, 31/5/2025: Contemporary HR Priorities Session 10: Diversity and Inclusion: In this seminar, we conceptualise diversity and inclusion in the contemporary workplace. We conduct a reality check of diversity and inclusion adoption in organisations and discuss how to build a diversity and inclusion strategy. We reflect on the business case for diversity and inclusion and consider a range of implementation challenges. Session 11: Ethics and the Reduction in Workforce: In this seminar, we discuss critically what it means to adopt an ethical lens to SHRM. We examine redundancies and alternative approaches to reduction in workforce. We also reflect on the role of the Fair Work Commission. Redundancies must be carefully planned and executed to minimise risks. We discuss ethical and sustainable challenges faced when making redundancy decisions. Session 12: Future of Work: In this seminar, we discuss the 'future of work' and the implications for SHRM. We focus on digital transformation and the use of HR technology as well as changing work designs. We conclude the course reflecting on SHRM and its role in shaping sustainable outcomes for individuals, organisations, and society. |
Additional learning activity information
Sustainable Development Goals
This course integrates the following Sustainable Development Goals (SDGs) through lectures and assessment.
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 - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.