Course overview
- Study period
- Semester 2, 2024 (22/07/2024 - 31/08/2024)
- Study level
- Postgraduate Coursework
- Location
- Brisbane City
- Attendance mode
- Weekend
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course equips the Strategic Human Resource Professional to participate fully in executive deliberations surrounding the development and implementation of organisational strategy by representing the concerns and issues surrounding the human assets of the firm. The role of knowledge, technology, diversity, ethics, globalization, staffing, training, development, engagement, industrial relations, legal ramifications, performance and reward are all considered by the SHRM professional in the delivery of organisational strategy.
The high rate of failure of organisational strategic change initiatives is often attributed to the lack of foresight and planning around the human element in business. Executive teams operating without the benefit of human resource professionals equipped to contribute to discussions and deliberations surrounding organisational strategy are likely to under-estimate the resistance of staff to what might appear to be well thought through and ‘logical’ courses of action. While many firms claim they have moved to a position where personnel are appreciated as the most crucial resource for their competitive success and capacity for renewal, many of these same firms do not have a strategic human resource management (SHRM) professional sitting upon their executive. It is the SHRM professional who brings specialist insights into the human element sitting at the heart of every area of the organisation, whether it is in manufacturing or service delivery; sales, IT, marketing or R&D. Given the rapid escalation of competitive pressures brought on through globalization and information technology, a key issue for today's executives is how to manage people in such a way as to meet the strategic imperatives of the organisation. For these insights they turn to the SHRM professional to develop and implement HRM strategies aligned with the overall strategy of the firm and which maximise engagement and organisational performance while respecting human well-being in the workplace.
Students should understand that the theory and practical work cannot be separated. You need to understand the basics of each topic's theory to tackle practical questions successfully. In other words, theory forms the foundation for practical work. MGTS7809 lectures will present theories and models of SHRM supplemented with case studies with the intention of providing students with evidence based practical examples of how to relate the human capital issues surrounding strategy to their fellow executives and how these can be applied in the workplace. In-class activities will be used in conjunction with lectures throughout the course to address SHRM-related issues.
As a first step, students should read this course profile carefully to gain a general understanding of the aims and structure of the course and its assessment. 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. It is the student's responsibility to attend classes and consult designated notice boards and websites for correct and up-to-date information regarding the course, including examination times. Relying on fellow students to pass on information may result in incorrect information for which the University will not be held responsible.
Course requirements
Assumed background
As this course incorporates, and expands upon, content from MGTS7801 - Management Frameworks - it is strongly recommended that students have completed MGTS7801 prior to enrolling.
Recommended prerequisites
We recommend completing the following courses before enrolling in this one:
MGTS7801 and 7803
Incompatible
You can't enrol in this course if you've already completed the following:
MGMT7201
Restrictions
GCBA, GDipBA, MBA
Course contact
Course staff
Lecturer
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 examines the systems and processes involved in Human Resource Management and how they should be aligned to organisational strategy, with the aim of maximising organisational performance. Building on an appreciation of the business environment, the course aims to develop a deep understanding of Strategic Human Resource Management practices such as the recruitment, selection and retention of staff as value-adding activities. Strategies aimed at managing staff performance, developing staff competence, legal considerationsᅠand the professional and ethical application of SHRM practice are explored at both an individual and organisational level. Additional consideration is given to the increasing role of digital technologies, data science and people analytics in Human Resource Management.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Identify how SHRM can improve organisational work performance while respecting human wellbeing.
LO2.
Critically analyse an organisations larger business context from a strategic HRM perspective.
LO3.
Critically apply key SHRM activities for sustainable organisational outcomes.
LO4.
Demonstrate an integrated ethical approach to managing people.
LO5.
Understand the role that HR/People Analytics plays in organisations HR Strategies.
LO6.
Demonstrate an ability to work as a member of a team.
Assessment
Assessment summary
Category | Assessment task | Weight | Due date |
---|---|---|---|
Presentation | Presentation on Case Study | 25% Group |
26/08/2024 5:00 pm |
Performance | Presentation Peer Assessment | Peer Assessment |
27/08/2024 5:00 pm |
Paper/ Report/ Annotation | SHRM Issue-Solution Report | 40% Individual |
9/09/2024 5:00 pm |
Reflection | Ethical Reflection | 35% Individual |
23/09/2024 5:00 pm |
Assessment details
Presentation on Case Study
- Mode
- Activity/ Performance
- Category
- Presentation
- Weight
- 25% Group
- Due date
26/08/2024 5:00 pm
- Learning outcomes
- L01, L02, L03, L06
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. Please see further details under the task description heading below.
- 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
- Submission: Online via Blackboard; one upload per group; no hard copies are accepted
- File Format: PPT or PDF for slides; MP4 for recording
- File Name: Group Number_A1
- Marks Weighting: 25% of total marks in course
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard; further details will be provided in the seminar
Task Description
- 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. The aim of this part of the assessment is for you to apply the models and ideas covered in the course and show a critical analysis and evaluation of the context in the case.
- It is recommended that you start working with your team on the presentation as soon as possible. You will need to work beyond the lecture material, use the provided readings, and conduct further research. You may want to carry out industry specific research to fully understand the context with the case and how it relates to the relevant Australian business context. With your solution, you need to consider potential sustainability considerations of your proposed plans.
- You need to demonstrate that you can draw on and apply relevant theories and evidence from both the academic and practitioner literature where appropriate. You must demonstrate your awareness of at least two theories or models associated with SHRM. You may, of course, use more (and also relevant practitioner material).
- You are expected to design an interesting yet concise presentation that identifies a proposed strategy and present this in a compelling way that persuades stakeholders to a course of action.
Notes
- It is likely that much of your team communication will be conducted via Zoom as not all members may be able to come into the CBD. Please ensure all members are included. If any of your team members fail to respond, you should contact your course coordinator.
- Each student is expected to contribute equally throughout the group assessment and presentation. An additional peer review assessment (Part B) will be completed to consider the contribution of each of the team members. This will provide additional information for the assessment of the group project and if it is deemed that a student fails to contribute to a substantial degree, as assessed by their group peers, their result may be amended to reflect this.
- Presentation quality relates to demonstration of verbal communication skills: rate, rhythm, articulation, pauses, pitch, tone, volume; demonstration of non-verbal communication skills: body language (facial expressions, gestures, posture), eye contact, professionalism; demonstration of competency with IT/visual support; time management; clear structure and flow, consistency in layout; proofreading; conforming with reference guide.
Criteria and Marking
A rubric for this assessment is available on Blackboard, but in summary the criteria for this assessment are:
- Case Content - Depth of Knowledge and Understanding Shown: 15% of the marks for this assessment
- Critical Analysis - Quality of Critical Analysis of Relevant Aspects of the Case: 25% of the marks for this assessment
- Identify, Define and Account of the Initiative: 30% of the marks for this assessment
- Consideration of the Sustainability of the Initiative: 15% of the marks for this assessment
- Presentation Quality - Quality of the Design and Delivery of the Presentation: 15% of the marks for this assessment
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI 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 AI 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 tools.
Submission guidelines
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.
Presentation Peer Assessment
- Mode
- Activity/ Performance
- Category
- Performance
- Weight
- Peer Assessment
- Due date
27/08/2024 5:00 pm
- Learning outcomes
- L01, L02, L03, L06
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
- Submission: Online via Blackboard. No hard copies are accepted.
- File Format: Online form
- Marks Weighting: 0% of total marks in course; completion is mandatory; group members' peer evaluation may impact individual marks
Peer Assessment Form
The peer assessment form will evaluate the following categories:
- Quality of Contributions
- Quantity of Contributions
- Timeliness of Contributions
- Advanced/Supported Discussion and Group Progress
- Conduct
The full peer assessment form can be found on Blackboard.
Submission guidelines
Deferral or extension
You may be able to apply for an extension.
SHRM Issue-Solution Report
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 40% Individual
- Due date
9/09/2024 5:00 pm
- Learning outcomes
- L02, L03, L05
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); please see further details under the task description heading below
- 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
- Submission: Online via Blackboard – Turnitin will be used as part of the submission; no hard copies are accepted
- File Format: PDF
- File Name: last name_first name_A2
- Marks Weighting: 40% of total marks in course
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard; further details will be provided in the seminar
Task Description
- Identifying, assessing, and addressing issues that affect the long-term objectives of an organisation is a key component of SHRM; when done correctly, this process results in a solution that can constitute a "win" for human resource management. It is important to remember that successful implementation of SHRM practices does not necessarily involve a big budget and large project teams, nor do they always require the introduction of a major SHRM system to solve the problem. Research highlights that contemporary SHRM practices can be implemented in relatively small ways, resulting in huge shifts in many firms.
- The purpose of this report is to conduct an in-depth analysis of a SHRM issue in an organisation. The SHRM issue needs to be addressed using contemporary HR management theory and practice in order to recommend an initiative that can be introduced in a real-life organisation to solve a particular HR problem. Ideally, the scenario will be drawn from the student’s own experience and be based on HR activities in an organisation that they have worked in or are still currently employed. If required, there may also be a potential option for students with limited HR experience to discuss a potential case with the Course Coordinator.
- The emphasis of this report is on the SHRM issue and proposed solution; the problem is important for context but do not focus your document only on telling a story about the issue. Instead focus on the literature and integrating the course learnings to propose a meaningful solution based on research and contemporary practice in HR today.
- Remember that every single employee is impacted by the HR function, not just leaders that are partly responsible for HR related matters with their team. As a result, it is suggested you think about any relevant challenges your organisation has faced in terms of the various key HR practices.
- Students may select any topic or contemporary issue in SHRM (the SHRM initiative does not need to be a major programme as long as it can be considered a SHRM initiative). For example, students might identify a problem that is related to: HR Planning, Recruitment, Selection, Induction, Training and Development, Contracts, ER/IR, Reward and Remuneration, Performance Management and Appraisals, Employee Mentoring and Coaching, Employee Engagement and Talent Management, Employee Wellbeing and Mindfulness, Workplace Health and Safety, Career Development and Succession Planning, Termination and Redundancy, Employee Exit and Departure, etc.
- The issue that you select will preferably be based on your experiences. However, further academic research is required of both peer-reviewed articles as well as relevant industry reports in the field you choose.
- This task seeks to ensure that student use the SHRM literature along with the seminar content as a foundation for analysis of the appropriateness and effectiveness of the solution as best practicefor the specific organisation optimising their human capital in the context of strategic aims.
- The executive summary must include three key components and be maximum one page: (1) Statement about the organisational challenge, i.e., what is the challenge the organisation is facing? (2) Statement about the initiative, i.e., what initiative is proposed for implementation to solve this organisational challenge? (3) Statement about the expected outcome, i.e., how will the initiative solve the challenge and how can the organisation measure it?
Notes
You may wish to consider some of the following aspects in your analysis (these are meant to prompt ideas / be guidelines, and not reflect a comprehensive list of considerations):
Description and Evaluation of SHRM Issue - overview of the issue / situation (be careful not to just tell a story or be overly descriptive here - focus on a concise, yet detailed overview of the issue to present a picture of the situation to the marker without wasting words):
- What is the history or background of this issue?
- How did the problem originate?
- How was the issue determined/discovered to be a problem?
- What challenges have become present from the issue in the organisation?
- What are the key features of this issue? What does the marker really need to know about the case to understand the scenario?
- Why is it important that this issue will be addressed in the organisation?
- What forces (if any) have maintained the status quo (e.g., resistance to change)? Explain if there is a deep embedment of the issue in organisational culture? What is required for significant change to occur?
Recommendation and Proposed Solution - strategies moving forward:
- What are some major arguments in field of literature around this topic? What is the research suggesting organisations do to support this HR function in contemporary workplaces today?
- What is your overall proposed recommendation and solution to help improve the current or past state of play and shift the status quo?
- What can be done to successfully plan, manage, communicate, and implement a SHRM solution?
- If there has been any change already to the firm, has the change/initiative gone far enough as yet? Have all aspects of the issue been addressed? What else could be recommended at a strategic level to help offer a more effective solution in contemporary HR today?
- Are there any downstream effects? How could the organisation ensure that the initiative is successful long-term?
General
- Students are welcome to discuss their proposed issue with the Course Coordinator.
- Consider this report as a briefing tool by an internal HR team (you, inside the case organisation) reporting to your executive team (me, the CEO of the case organisation)
- The report is for educational purposes only and will be treated by academic staff as confidential. All organisations can be de-identified or renamed if required. Submissions will not be shared outside the scope of the course.
Criteria and Marking
A rubric for this assessment is available on Blackboard, but in summary the criteria for this assessment are:
- Identify and Define SHRM/Human Capital Issue/Challenge: 10% of the marks for this assessment
- Critical Evaluation of SHRM/Human Capital Issue/Challenge: 20% of the marks for this assessment
- Account of the Initiative/Programme/Strategy Proposed, Linking to Organisational Strategy: 20% of the marks for this assessment
- Critical Evaluation of the Sustainability of the Initiative: 35% of the marks for this assessment
- Overall Exposition: 15% of the marks for this assessment
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI 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 AI 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 tools.
Submission guidelines
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.
Ethical Reflection
- Mode
- Written
- Category
- Reflection
- Weight
- 35% Individual
- Due date
23/09/2024 5:00 pm
- Learning outcomes
- L04, L05
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. Please see further details under the task description heading below.
- Length: 1500 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 cover page
- Layout: Arial, 11 pt, line spacing 1.5, all margins 2.5 cm
- Submission: Online via Blackboard – Turnitin will be used as part of the submission. No hard copies are accepted.
- File Format: PDF
- File Name: last name_first name_A3
- Marks Weighting: 35% of total marks in course
- Rubric: A marking rubric and instructions will be provided under the "Assessment" tab on Blackboard. Further details will be provided in the seminar.
Task Description
- This assessment is designed to provide you with an opportunity to enhance your ethical competence by integrating the course material into your current managerial experiences. It is strongly recommended that you do not start this essay until completing the course.
- The focus of this assignment involves you reflecting on an unethical, biased, or questionable managerial human resource related practice that you have been exposed to (or took part in) from your previous or current managerial experience.
- You are expected to write a reflective essay in which you consider and use ethical models or lenses (and other relevant aspects of the course) to reflect upon the practice. As a reflective piece, you would want to consider your role in the practice or event and/or your response at the time. You would want to reflect on the obligations of the parties involved in the managerial practice or activity (including yourself) and consider appropriate behaviours or actions.
- You may wish to address whether and how you responded to or engaged in the practice or activity; how you intend to respond going forward and engage in action; how you and others were/would be impacted by a "calling out" of the unethical, biased, or questionable managerial human resource related practice. You would also want to consider whether or how the HR management related activity or practice links with the SHRM system or backdrop in the organisation. Your reflective essay must include a reflection on your self-assessment; commitment to action for change going forward; and a careful consideration of future behaviours or actions.
- You will want to consider some aspect of the course and lessons learnt from the SHRM content covered to reflect on the (HR related) managerial practice that you focus on (and/or how you might improve the practice/or suggest an improvement going forward).
Notes
Topics for reflection may include (but are not limited to):
- Engaging effectively with employees from different backgrounds and cultures
- Demonstrating inclusive behaviour
- Asking questions instead of making assumptions
- Creating a bias-free culture
- Challenging the fairness of or ethics of an HR (or HR related) practice
- Ensuring fairness and ethical practice
- Highlighting the unfair people outcomes that particular HR practice/practices may lead to and how this should be addressed
Structure of ethical reflections
- Reflective essays always have an introduction, where the speaker shares, either directly or indirectly, what the overall focus of the reflection will be. An academic reflective writer should be direct in explaining what aspect of their experiences they are focusing on.
- A key part of the body of the reflective essay explains how the writer has changed or what the writer has learned through the process of reflection; this can often involve in-depth introspection and / or a turn of the (critical) reflective lens onto the self. It also explains what things caused the writer to change. A strong reflective writer will not only share the change but also give examples as supporting details. For example, if a writer discusses becoming more ethical in life, then examples should be given of what made this change, such as sharing an incident in which the writer took a positive approach to resolving the incident.
- In the conclusion of a reflective essay, the writer summarises how they have changed or the effect of those changes. The writer also might look ahead and look backward. If looking ahead, the writer shares how they think the experiences in the course (and reflections from the content) will change them in the future. If/when looking backward, the writer will reflect on how different they were in the past. Often, the writer will compare past and future selves to emphasise the differences.
Criteria and Marking
A rubric for this assessment is available on Blackboard, but in summary the criteria for this assessment are:
- Identify and Define the Ethical Issue: 15% of the marks for this assessment
- Awareness of Personal Position on the Issue; Obligations, Responsibilities and/or Duty: 15% of the marks for this assessment
- Depth of Reflection: 20% of the marks for this assessment
- Evidence of Self-Criticism, Introspection, Self-Insight, and Learning about Unconscious Biases, Stereotypes, Preconceptions, or Previous Assumptions or Value-based Beliefs: 25% of the marks for this assessment
- Commitment to One Action: 15% of the marks for this assessment
- Overall Quality of Exposition: 10% of the marks for this assessment
Approaches to AI
This task has been designed to be challenging, authentic and complex. Whilst students may use AI 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 AI 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 tools.
Submission guidelines
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.
Additional learning resources information
The field of HRM is extremely dynamic and most books date quickly. It is therefore important to read, think, and explore further than the prescribed readings. Students are expected to be "current" on how the issues in this course are "played-out" in actual organizations. Therefore, students are expected to be familiar with current SHRM and business news. An easy way to get updated is to routinely check key SHRM Professional Orgnisations' ᅠWebsites:
- The AustralianᅠHuman Resource Institute: www.ahri.com.au
- The Society for Human Resource Management: www.shrm.org
- Chartered Institued of Personnel and Development: www.cipd.co.ukᅠ
- Academy of Human Resource Development: www.ahrd.org
- Association for Talent & Development: www.td.org
- Australian Institute for Training and Development: www.aitd.com.au
- International Society for Performance Improvement: www.ispi.org
- The Society for Industrial and Organisational Psychology: www.siop.org
You will find that the material in the readings will "stick" better when you are able to frame it in a richer context. (Note: A command of current business events and topics is often persuasive in improving your candidacy for higher potential HR positions.)
When you are preparing assignments, you will need to read more widely to gain an understanding of the issues that you are dealing with. It is also useful to consult relevant journals in order to keep abreast of recent developments in HRM theory and practice. Journals such as the following will provide useful information and analysis.
- Academy of Management Annals
- Academy of Management Journal
- Academy of Management Perspectives
- Academy of Management Review
- Asia Pacific Journal of Human Resources
- British Journal of Industrial Relations
- California Management Review
- European Management Review
- Harvard Business Review
- Human Relations
- Human Resource Management
- Human Resource Management Journal
- Human Resource Management Review
- International Employment Relations Review
- International Journal of Employment Studies
- International Journal of Management Reviews
- International Journal ofᅠTraining and Development
- Journal of Applied Psychology
- Journal of Business Research
- Journal of Industrial Relations
- Journal of International Business Studies
- Journal of Management
- Journal of Management Studies
- Journal of World Business
- Management Science
- Organizational Behavior and Human Decision Processes
- Organization Science
- Organization Studies
- Personnel Psychology
- Review of Public Personnel Administration
- Sloan Management Review
- Strategic Management Journal
- The International Journal of Human Resource Management
- Work, Employment and Society
This list is not exhaustive. Many other international journals deal with SHRM issues and the management of people. There are also various specialist journals that focus on specific aspects of SHRM. Searching the mainstream media for relevant material will also help youᅠbe informed about SHRM in general.
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 (22 Jul - 28 Jul) |
Seminar |
Day 1 Day 1 - Saturday 27/07/2024: 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, L06 |
Seminar |
Day 2 Day 2 - Sunday 28/07/2024: 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, L05 |
|
Week 2 (12 Aug - 18 Aug) |
Seminar |
Day 3 Day 3 - Saturday 17/08/2024: 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. Learning outcomes: L01, L03, L05 |
Seminar |
Day 4 Day 4 - Sunday 18/08/2024: 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. Learning outcomes: L01, L02, L03, L05 |
|
Week 3 (09 Sep - 15 Sep) |
Seminar |
Day 5 Day 5 - Saturday 14/09/2024: 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. Learning outcomes: L01, L02, L03, 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 - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.