Unit convenor and teaching staff |
Unit convenor and teaching staff
Convenor
Associate Professor Denise Jepsen
Contact via Email
E4A, Room 641
Wednesday 3-5pm or by appointment
Louise Thornthwaite
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
BUS651 or MKTG696 or (admission to MIntRel or MBiotech)
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
MGMT750
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Unit description |
Unit description
This unit provides students with contemporary knowledge and skills concerning the effective management of people at work. The unit reviews the key systems required for organisations to effectively manage their people in the context of their overall business strategy and the allied managerial skills required for successful implementation. Students learn what the options are for recruitment, selection, development, performance management, reward systems and other fundamental aspects of managing people and the key challenges facing organisations. A particular focus of this unit is the requirement for students to critically evaluate real organisational practices against contemporary theory as well as long established principles.
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Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Name | Weighting | Due |
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Participation | 10% | Weeks 1-13 |
Group presentation | 20% | Weeks 9-13 as per schedule |
Essay | 30% | Week 7 |
Final exam | 40% | Final exam period |
Due: Weeks 1-13
Weighting: 10%
Active participation by students in this Unit is essential to the teaching and learning mode. Participation enables clarification, discussion and debate about concepts and materials covered in the Unit as well as the active exploration of HR practices through role playing and case study analysis. Students are expected to attend each weekly session prepared to contribute and engage in class activities. Attendance will be recorded but will not of itself constitute participation. Students' participation marks will be calculated from the first class through to the last. Constructive involvement in activities is important. Mobile phones and the internet should be turned off during workshops.
Participation is based on: (1) demonstrating understanding in tutorials of required readings in weeks 1 to 6. Students will be given specific questions to consider in their reading and these will be discussed in class (2) active engagement in case study and role play discussions. This will require prior reading of distributed case studies so that students are prepared for the activities in class.
Key issues in relation to expectations of students in tutorials are briefly outlined below. 1. Quality of contribution: Students should endeavour to make a regular and informed contribution to discussion. 2. Preparation: To make an informed discussion, students should complete the recommended reading and relevant chapters of the textbook. 3. Tolerance and Respect: Group members should allow fellow students to express contrary views and be prepared to debate points in a reasoned and tolerant manner. Students should also behave with respect and courtesy towards the Convenor and fellow students. 4. Attendance: To participate, students must attend classes. However students should note also that silent attendance is not sufficient to earn marks for participation.
Due: Weeks 9-13 as per schedule
Weighting: 20%
This assignment involves analysis of how particular case study organisations manage specific aspects of managing people at work. Groups are to make a presentation to the class on an assigned HRM topic in relation to a nominated company. Groups will consist of a maximum of four students. Groups are formed and allocated their topic and presentation date in week 2. Each group is required to identify the business strategy of their case study organisation, present an overview of the particular HRM practices that their case study organisation uses in a specific area of HRM (eg recruitment, performance appraisal, diversity etc), and evaluate the company's approach, using the literature on the topic as well as considering the firm's business strategy.
The groups may assume the position of an external management consulting firm hired to research the organisation’s HRM practices and their strategic implementations and provide professional recommendations. Detailed assessment criteria are outlined in Presentation Marking Sheet to be provided on ilearn in week 3. Each group will follow the same delivery template:
Note on late submission: No extensions will be granted. There will be a deduction of 10% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 20% penalty). This penalty does not apply for cases in which an application for disruption of studies is made and approved.
Research sources: In the research for their presentation, students should draw on sources they can obtain about the company both online and in print eg the company's webpage and annual reports; articles in business magazines, newspapers and other media reports; and independent reports which can build an understanding of the company and environment in which it is operating. You may also find if you search the library database that there are articles which contain research on the relevant company in academic journals as well as in HR practitioner journals. When using practitioner journals, students should remain conscious that articles generally express particular views rather than balanced, evidence-based analyses. Business magazines such as Harvard Business Review, Forbes, the Australian Financial Review, HR Monthly (from AHRI) and journal articles are often a great source of such practices and strategies. But groups must remain practical - and consider such issues as cost, laws, labour skills, markets, politics and other challenges in implementing HRM practices. Please note, you must not approach a company directly - unless of course you are an employee there already.
Due: Week 7
Weighting: 30%
This individually written essay allows students to critically analyse current SHRM theories and provide examples of their practical applications. The essay aims at assisting students in developing and demonstrating postgraduate level research skills including critical analysis and academic writing. The word limit of the essay is 1500 words. The essay topic will be posted on ilearn in week 2.
Assessment criteria is outlined in the essay marking rubric located on ilearn. Students are expected to use at least 8 scholarly references in their analysis. Scholarly references means refereed journal articles and academic books or chapters, but not textbooks, newspapers or magazines. The objective is to produce a piece of individually written work that is organised in a logical and coherent manner, addresses the essay question in a focused way and uses scholarly references to support and substantiate the analysis. Students will submit their essays through Turnitin and in hard copy to the Lecturer at the beginning of the week 7 lecture (27 April 2016).
Format and layout: Essays should be double spaced in Time New Roman font size 12, with either APA or Harvard referencing. There are to be no tables of contents, footnotes, or abstracts. Headings and subheadings may be used, but are not required.
Note on late submission: No extensions will be granted. There will be a deduction of 10% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 20% penalty). This penalty does not apply for cases in which an application for disruption of studies is made and approved. No submission will be accepted after solutions have been posted.
Due: Final exam period
Weighting: 40%
A two hour exam will be held during the university exam period. Students will be required to answer both short essay questions and short answer questions. As a guide, essay responses are expected to be a minimum of 2 pages in length. Students will be assessed on their ability to analyse and argue the relevance and application of HRM principles in key areas of practice to particular company contexts. Students are expected to present themselves for examination at the time and place designated in the University Examination Timetable. Documented illness or unavoidable disruption are the only exceptions when students can apply for Disruption of Studies. Consult Final Examination Policy for further details.
Technology Used and Required Technology: iLearn.
Please ensure that you have access to a personal computer so you are able to use iLearn. Students will find resources to assist their study on iLearn, such as lecture notes and other resources. Please check iLearn regularly for announcements.
Required and Recommended Reading Students are required to take considerable responsibility for their own learning in this Unit. It is expected that every student will already know how to locate materials in the library, using e-journals and other resources. There is a textbook set for the Unit (see below) but this does not cover every topic. Additional readings have been lodged on ilearn - these are not compulsory but will expand your knowledge of each topic area. Students need to make their own judgments about how much reading they do, and which readings they select.
Textbook Stone, Raymond (2013) Managing Human Resources, 4th edition, John Wiley & Sons, Milton, Qld.
Additional Recommended Reading Some other books you may find useful for particular topics:
• Boselie P., (2010), Strategic Human Resource Management: A Balanced Approach, McGraw-Hill, Berkshire. (*)
• Armstrong, M. (2011) Armstrong's Handbook of Strategic Human Resource Management, Kogan Page Publishers.
• Marchington, M. and Wilkinson, A., (2002) People Management and Development: Human Resource Management at Work, 2nd ed, CIPD, London.
• Mello, J. (2010) Strategic Human Resource Management, Cengage Learning.
• *Millmore, M, Lewis, P. et al (2007) Strategic Human Resource Management, Prentice-Hall, Essex.
• Salaman, G. Storey, J., and Billsbery, J., (2005) Strategic Human Resource Management: Theory and Practice, Sage, London. • Storey, J., Wright, P., and Ulrich, D., (2009) The Routledge Companion to Strategic Human Resource Management, Routledge, Abingdon. Journals recommended for HRM study include:
• Human Resource Management Journal • International Journal of Human Resource Management • Academy of Management Journal
• Asia Pacific Journal of Human Resources
• Work, Employment and Society
• Australian Journal of Management
• California Management Review
• Economic and Labour Relations Review
• Harvard Business Review
• International Journal of Employment Studies
• Labour & Industry
• Personnel Journal
• Personnel Management
• Personnel Review
Key research databases for your study of human resource management include:
• Ebsco host: Academic Search Elite Business Source Premier
• Psychology and behavioral sciences collection
Also search the websites of well-known consulting organisations such as Watson Wyatt, PWC, Deloitte, DDI, Hewitt Associates etc. These can be an excellent source for information on contemporary techniques and practices.
Students’ Responsibility for Learning
Unit Web Page The web page for this unit can be accessed via http://ilearn.mq.edu.au
Please check the ilearn site at least weekly for announcements and to access teaching and learning materials loaded onto the site as the course progresses.
Research and Practice This unit provides practice in applying research findings in your assignments. It also provides opportunities to conduct your own research through journal articles, texts and online data bases.
Satisfactory completion of this Unit will require: • participation in group work • attendance at classes. Note. It is assumed that students who fail to attend are undertaking considerable independent study to make up for material not accessed through classes.
Week and date Lecture topic, textbook chapter |
Week 1: Wed 2 March 2016 Introduction to the unit: Lecture: Managing People and Human Resource Management - What is it all about? What factors influence strategy? Text: Ch 1 |
Week 2: Wed 9th March Linking business strategy with HRM strategy. (Best Fit, Best Practice and the RBV view). Text Ch 1. Other Readings on ilearn |
Week 3: Wed 16 March Job Analysis, Job Design and Quality of Working Life Text: Ch 5 |
Week 4: Wed 23 March Recruiting Human Resources Text Ch 6 |
Week 5: Wed 31 March Employee selection Text Ch 7 |
Week 6: Wed 6 April Appraising and Managing Performance Text Ch 8 |
No classes: 11 to 24 April |
Week 7: Wed 27 April Human Resource Development & Career Management Text Ch 9 and 10 |
Week 8: Wed 4 May Managing Diversity Reading: Text ch 14 |
Week 9: Wed 11 May Employee Health and Safety Text: Ch 13. |
Week 10: Wed 18 May Rewarding Human Resources Text Ch 11 |
Week 11: Wed 25 May Managing employees in the multinational firm & international context Text Ch 15 |
Week 12: Wed 1 June Change Management and evaluating the HR Function (measurement and metrics) Reading: see Reading list on ilearn + Text Ch 16 |
Week 13: Wed 8 June Course Review and Exam briefing |
Exam Period 14 June to 1July |
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
New Assessment Policy in effect from Session 2 2016 http://mq.edu.au/policy/docs/assessment/policy_2016.html. For more information visit http://students.mq.edu.au/events/2016/07/19/new_assessment_policy_in_place_from_session_2/
Assessment Policy prior to Session 2 2016 http://mq.edu.au/policy/docs/assessment/policy.html
Grading Policy prior to Session 2 2016 http://mq.edu.au/policy/docs/grading/policy.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Complaint Management Procedure for Students and Members of the Public http://www.mq.edu.au/policy/docs/complaint_management/procedure.html
Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
For all student enquiries, visit Student Connect at ask.mq.edu.au
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.
This graduate capability is supported by:
The unit discussion topics, readings and examples have been updated since its last offering in session 2, 2015.
The Australian context is used as the base case to illustrate human resources functions in global contexts, and international organisations are used as case studies in most instances. Students are encouraged to share their knowledge of international experiences that may demonstrate consistency or contrast with local practice. There is one full lecture devoted to specific international contexts. Sustainability and sustainable practices are incorporated into all lectures.
Research used in this Unit This unit uses research from internal (Macquarie University) and external sources, both theory oriented and industry (case study) based, for example:
In the unit, both classic and most recent research works are used, for example:
Connections between the content of the unit and current research