Students
HRM 328 – Strategic Human Resources Management
2019 – S2 Evening
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor/Lecturer
Jane Maley
Contact via Email
Please view consultation hours via iLearn - https://ilearn.mq.edu.au/login/
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| Credit points |
Credit points
3
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| Prerequisites |
Prerequisites
(48cp at 100 level or above) including (HRM201 and HRM250)
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| Corequisites |
Corequisites
3cp from HRM300-HRM317
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
This unit is aimed at teaching students to apply knowledge and skills gained in human resources management (HRM) in an integrated way to organisations. The unit reviews and applies theoretical perspectives on strategic HRM to case studies of organisations. It provides the intellectual and practical tools for students to evaluate various approaches to the conception, planning, implementation and evaluation of strategic policy and practice in key functional areas of HRM. Students will develop graduate capabilities in critical, analytical and integrative thinking and effective communication in relation to the development of strategic responses to contemporary HR issues.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
- Analyse the impact of strategic HRM in the context of the modern organistion.
Assessment Tasks
| Name | Weighting | Hurdle | Due |
|---|---|---|---|
| Individual Essay | 30% | No | Week 5 |
| Case Study Presentation | 20% | No | Week 6-12 |
| Strategic HRM Project | 50% | No | Week 12 |
Individual Essay
Due: Week 5
Weighting: 30%
Late essays must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24-hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
On successful completion you will be able to:
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
- Analyse the impact of strategic HRM in the context of the modern organistion.
Case Study Presentation
Due: Week 6-12
Weighting: 20%
Students who do not submit their video and short report on designated week will be awarded a mark of 0 for this assignment. No extensions will be granted.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
On successful completion you will be able to:
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
Strategic HRM Project
Due: Week 12
Weighting: 50%
Late projects must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24-hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
On successful completion you will be able to:
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
Delivery and Resources
| Required text |
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| Unit web page | The web page for this unit can be found at: https://ilearn.mq.edu.au/login/ |
| Technology Used and Required | Students will need to be familiar with a web browser to access the unit web page. |
| Delivery Format and Other Details |
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| Recommended readings | See Research & Practice, Global contexts & Sustainability section. |
Unit Schedule
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Week |
Lectures and Readings |
Readings |
Tutorial activities |
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1. |
Human Resource Management: What and Why? |
Boxall, P. & Purcell, J., Strategy Human Resource Management Chapter 1 |
No tutorials this week |
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2. |
Strategy and strategic management |
Chapter 2 |
Introduction |
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3. |
Best Fit’ or ‘Best Practice? |
Chapter 3 |
Discussion: Why People don’t like HR Departments |
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4. |
Strategic HRM and Sustained Competitive Advantage |
Chapter 4 |
Case: South West Airlines |
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5. |
Building a Workforce |
Chapter 5 |
Activity: presentation workshop |
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6. |
Performance Management |
Chapter 7 |
Student video presentations |
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7. |
Motivation and rewards |
Chapter 6 |
Student video presentations |
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Midterm break |
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8. |
Human resource development |
No chapter this week |
Student video presentations |
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9. |
HR in manufacturing |
Chapter 8 |
Student video presentations |
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10. |
HR in SMEs |
Management Chapter 9 |
Student presentations |
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11. |
HR strategy in MNCs |
Chapter 10 |
Student presentations |
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12. |
Summary, and future of HRM |
Management Chapter 11 |
Student presentations |
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
- Academic Appeals Policy
- Academic Integrity Policy
- Academic Progression Policy
- Assessment Policy
- Fitness to Practice Procedure
- Grade Appeal Policy
- Complaint Management Procedure for Students and Members of the Public
- Special Consideration Policy (Note: The Special Consideration Policy is effective from 4 December 2017 and replaces the Disruption to Studies Policy.)
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct
Results
Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) 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 or if you are a Global MBA student contact globalmba.support@mq.edu.au
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
If you are a Global MBA student contact globalmba.support@mq.edu.au
IT Help
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.
Graduate Capabilities
Discipline Specific Knowledge and Skills
Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.
This graduate capability is supported by:
Learning outcomes
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
- Analyse the impact of strategic HRM in the context of the modern organistion.
Assessment tasks
- Individual Essay
- Case Study Presentation
- Strategic HRM Project
Critical, Analytical and Integrative Thinking
We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.
This graduate capability is supported by:
Learning outcomes
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
- Evaluate the role HR metrics play in strategic decision making within an organisation.
- Analyse the impact of strategic HRM in the context of the modern organistion.
Assessment tasks
- Individual Essay
- Case Study Presentation
- Strategic HRM Project
Effective Communication
We want to develop in our students the ability to communicate and convey their views in forms effective with different audiences. We want our graduates to take with them the capability to read, listen, question, gather and evaluate information resources in a variety of formats, assess, write clearly, speak effectively, and to use visual communication and communication technologies as appropriate.
This graduate capability is supported by:
Learning outcome
- Critically analyse and communicate the strategic role that key HR theories and practices have in determining the success of an organisation.
Assessment tasks
- Individual Essay
- Case Study Presentation
- Strategic HRM Project
Research & Practice, Global contexts & Sustainability
Additional Recommended Reading
On the ilearn site, students will find a Reading List which contains recommended readings for each topic covered in the Unit. The Unit relies heavily on recent scholarly journal articles and also classic theoretical and research publications.
There are also a number of excellent texts on the subject which cover some, but rarely all the topics in the course. Strongly recommended books include:
- 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.
- Schuler, R. and Jackson, S., (2007) Strategic Human Resource Management, 2nd ed, Blackwell.
- Stone, R., (2010) Managing Human Resources, John Wiley & Sons, Milton.
- 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 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.
Sustainability
Students should be aware that sustainability has a much broader meaning than 'green' issues, such as renewable energy and recycling. Companies today must consider their Triple Bottom Line, which means that they must focus on the sustainability of People, Profits and the Planet. Clearly, the people aspect is of interest to HR practitioners and will include discussions on flexible working, employee rights, equity, diversity and inclusion. In turn, these topics may inform discussion on outsourcing, offshoring and recruitment practices, to name a few. Students should familiarise themselves with the ten principles of the UN Global Compact and the Principles of Responsible Management Education, as well as company annual reports that provide insights into these areas.