Unit convenor and teaching staff |
Unit convenor and teaching staff
Convenor
Douglas Howe
Contact via Email
Please view via iLearn - https://ilearn.mq.edu.au/login/
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
BUS651 or MKTG696 or (admission to 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 | Hurdle | Due |
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Case Studies | 10% | No | Weeks 3, 5, 7 & 9 |
Individual Essay | 30% | No | Week 6 |
Group Presentation | 20% | No | Weeks 9-13 |
Final Exam | 40% | No | University Examination Period |
Due: Weeks 3, 5, 7 & 9
Weighting: 10%
No extensions will be granted. Students who have not submitted the case studies on time will be awarded a mark of 0 (zero) for this task.
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.
Due: Week 6
Weighting: 30%
Late tasks 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.
Due: Weeks 9-13
Weighting: 20%
This assignment involves analysis of how particular case study organisations manage specific aspects of managing people at work. Groups will be allocated to examine a particular firm and a particular managing people topic in relation to that firm. The purpose of this assessment is to develop your skills in team building and case analysis and to provide you with the opportunity to develop competent workshop facilitation skills.
The group presentation consists of 2 components – collective (10%) and individual (10%).
Type of Collaboration Group Submission In class presentation. Please Submit Via Turnitin Link on iLearn Format Copy of the presentation is to be submitted on iLearn prior to class presentation. Refer to iLearn for details. Length 25 minutes including Q&A Inherent Task Requirements Physical attendance is required for the group presentation. Late SubmissionNo extensions will be granted. Students who are not present for their group's presentation will be awarded a mark of 0 (zero) for the presentation.
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.
Due: University Examination Period
Weighting: 40%
Please see Assessment Policy Schedule 4. The only exception to not sitting an examination at the designated time in the University Examination Timetable is because of documented illness or unavoidable disruption. In these circumstances you may wish to consider applying for special consideration.
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.
Required text |
There is a textbook set for the Unit (see below) but this does not cover every topic:
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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 | 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. |
Delivery Format and Other Details |
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Recommended readings |
Additional readings have been lodged on iLearn - these are not compulsory but will expand your knowledge of each topic area. Additional Recommended Reading Some other books you may find useful for particular topics: Baird, M. Hancock, K. and Isaac, J. (2011) Work and Employment Relations: An Era of Change Federation Press, Sydney. Wilkinson, A. Redman, T. and Dundon, T., (2017) Contemporary Human Resource Management: text and cases. 5th edition, Pearson Education. Boselie P., (2010), Strategic Human Resource Management: A Balanced Approach, McGraw-Hill, Berkshire. Parker, J. and Baird, M. (2018) The Big Issues in Employment: HR Management and Employment Relations in Australasia - 2nd Edition. Wolters Kluwer. Armstrong, M. (2011) Armstrong's Handbook of Strategic Human Resource Management, Kogan Page Publishers. Nel, P. Werner, A. Fazey, M et al (2016) Human Resource Management in Australia. Second Edition. Oxford University Press. 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: Academic Journals Journal of Industrial Relations (Aust) Human Resource Management Journal (UK) • 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. |
Week 1: Introduction to the unit: Lecture: Managing People and Human Resource Management - What is it all about? What factors influence strategy? |
Week 2: Seeking competitive advantage through HRM |
Week 3: Job Analysis, Job Design and the Quality of Working Life |
Week 4: Recruiting Human Resources |
Week 5: Employee selection |
Week 6: Appraising and Managing Performance |
Week 7: Human Resource Development & Career Management |
Session 1 Recess: |
Week 8: Managing Diversity |
Week 9: Employee Health and Safety |
Week 10: Rewarding Human Resources |
Week 11: Managing employees in the multinational firm & international context |
Week 12: Managing HR Change |
Week 13: Course Review, Exam briefing and Final presentations |
Exam Period |
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:
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).
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 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
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
If you are a Global MBA student contact globalmba.support@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 textbook has been changed from Stone, Raymond, Managing Human Resources, 4th Edition, John Wiley & Sons, to Stone, Raymond, Managing Human Resources, 9th Edition, John Wiley & Sons.
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 some 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. Issues to do with sustainable HRM practice are incorporated.
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