Fundamentals of Human Resource Management (HRM201)
Human Resources are the key to any organisation, and the efficient and ethical management of these resources will impact an organisation’s success. In this subject students will be introduced to the modern Strategic Human Resource Management framework. Topics covered include work design, human resource planning, recruitment & employee retention, managing performance, staff training and development, and workplace negotiation. After completing this subject, students will have a fir understanding of HRM procedures and be prepared for further studies in the HRM.
- Outline and understand the organisational role and context of Human Resource Management (HRM)
- Identify contemporary issues in managing human resources, and discuss their influence on organisations.
- Demonstrate the ability to conduct a literature review that draws on empirical and theoretical research.
- Identify, describe and distinguish the key HRM functions and processes.
- Demonstrate an understanding on how HRM processes and functions contribute to organizational operations and planning
- Introduction to Human Resource Management (HRM)
- HRM in Context
- Australian Workplace Relations
- Human Resource Planning
- Work Analysis & Design
- Recruitment & Employees Selection
- Employee Training, Development & Retention
- Managing Performance
- Pay for Performance
- Managing Workplace Health & Safety
- Workplace Negotiation & Collective Bargaining
- Global HRM & Future Trends
Human Resource Planning and Development (HRM202)
This unit examines two main areas of Strategic Human Resource Management (SHRM): Human Resource Planning (HRP) and Human Resource Development (HRD). HRP is important for management to understand the current and future HR needs in order to align with the strategic objectives of the organisation and to deal with changes in the external environment. In this unit, students will learn the processes involved in conducting HR planning: examining the factors influencing the demand and supply of labour, analysing the organisation's goals, strategies and policies in order to determine workforce requirements. HRD covers the theories and principles governing the design, implementation and evaluation of HR initiatives.
- Critically assess the role of the HR manager using key theories and approaches. Consider the implications of this function for a Christian and/or NFP context;
- Demonstrate understanding of the theoretical relationship between effective Human Resource Planning (HRP) and Strategic Human Resource Management (SHRM);
- Explain the role of Training and Development within HR Functions and Processes;
- Demonstrate an ability to analyse future needs. This includes Labour Demand Forecasting
- Describe the context for HR in organisations from a Christian perspective;
- Demonstrate an understanding of the HR context for Services and Not-for-Profit Organisations, and the implications of this for HRP and SHRM.
- Strategic Human Resource Management
- Human Resource Planning: Importance and Approaches
- Human Resource Planning: Processes and Forecasting
- Organisational Objectives and Policies: Ethical Issues
- HR Planning: Balancing Demand and Supply
- Recruitment and Selection of Human Resources
- Appraising and Managing Performance
- Career Planning and Development
Management of Workplace Health & Safety (HRM203)
- Describe the legislative environment of employment. This includes analysis of the role and operation of the Fair Work Act 2009, the Industrial Relations Act and general WHS requirements;
- Demonstrate understanding of the knowledge and processes required for hiring and terminating employment for an organisation. This includes the ability to investigate and apply appropriate compensation and benefits;
- Outline current issues in workplace health and safety and analyse current requirements, including the responsibility of employers and workplaces;
- Describe challenges in providing an environment for work/life balance. This includes consideration of a biblical approach to work/life balance, including the place of sabbath and rest;
- Explain the factors that lead to conflict in the workplace, and the role of the HR manager in addressing them;
- Analyse issues of equity and diversity in the workplace. Particular focus will be given to the issues of discrimination; Equal Employment Opportunity (EEO); and gender equity. Consideration will also be given to this issues in the light of NFP and Christian organisations;
Volunteer Management (HRM216)
- Describe historically and sociologically the role of volunteers in Australian and international communities. This includes volunteerism in Christian and NFP organizations;
- Analyse various theories and approaches to understanding volunteer motivation;
- Describe key approaches and theories to volunteer management;
- Discuss the effective use of volunteers, including the value, costs and benefits of utilizing a volunteer workforce;
- Identify key issues in the volunteer management and critically assess theoretically-based solutions. This includes issues such as: recruitment, training, induction/orientation and PD of volunteers; supervision of volunteers; retaining volunteers; aligning expectations of volunteers and organisations; use of volunteer boards of management within the community NFP sector; responsibilities and obligations of an employer of volunteers; and legal requirements (such as WHS).
Performance Management (HRM302)
This course examines a vital component of Human Resources: performance management. It outlines the importance of an effective performance management system and analyses the processes involved in the development of a performance management plan in order to help the organisation reach its short and long term goals. It covers the common pitfalls of modern performance management systems and the strategic techniques to avoid them. This unit also draws frameworks for the preparation of performance appraisal programs and the use of assessment tools (competency profiling and Key Performance Indicators). In addition, students will learn the contemporary approaches to measuring performance and the relationship between remuneration philosophy and performance.
- Compare and contrast the functions of Job Analysis and Job Design as strategic tools of HRM;
- Explain the importance of Job Design for organizational success as an integral construct for Performance Management, with a job description and person specification;
- Prepare a Performance Management Appraisal Program based on Job Analysis and Job Design;
- Adopt the use of the Performance Management assessment tools – Competency Profiling and Key Performance Indicators in the development of a Performance Management Appraisal Program;
- Integrate and justify the use of quantitative or qualitative research techniques in the development of a Performance Management Appraisal Program;
- Explain the context and process of Performance Management culminating in an effective Performance Appraisal interview;
- Formulate principles and processes for conducting Performance Appraisals based on principles of leadership.
- Performance Management Framework: the importance of performance management
- Performance Planning: Organisational mission, strategy and goals
- Creating a performance management culture through HR programs and practices
- Steps in Performance Management: job design and job analysis
- Performance planning process and employee performance
- Linking rewards and performance
- The importance of training and development
- Performance improvement planning: identifying causes of underperformance and developing appropriate responses.
This subject develops students understanding of the broad legislative, economic, political and social influences on industrial relations systems and on employment relationships. It explores Australia’s industrial relations roots and the changing nature of the industrial relations environment including the influence s of de(re)regulation, trade unions, governments and institutions and how these have effected industrial relations managerial strategies. Students will also demonstrate a knowledge and understanding of contemporary employee relations and how the Australian industrial relations systems may progress into the future.
- Discuss and evaluate: (a). theoretical framework of IR perspectives- namely ‘pluralism’, ‘unitarism’ and radicalism; and (b).Critically assess the strengths and weaknesses of different approaches to the study of employment relationship.
- Discuss the changing nature of Industrial Relations in Australia.
- Critically assess: (i). the role of state and the federal tribunal in Australia in the context of current business environment; .(ii). The factors affecting IR strategies of management (including non-union representation of employees) and suggest how it can promote harmonious relationships with IR partners; (iii). the role of trade unions in IR and how unions can continue to play crucial roles in representing employees' interest.
- Analyse the emerging trends of enterprise bargaining as an alternative method of dispute settlement.
- Discuss the role of Award making- conciliation, arbitration and awards in Australia.