Develops an understanding of strategic management planning, implementation and human resource development. Students learn methods of applying HR metrics and workforce analytics. Workforce Designer takes a greater strategic and macro approach, examining timely agendas such as resilience and organisational sustainability related to planning.
Topic 1: Understanding strategic HRM and the Resource Based View (RBV)
Topic 2: Intro to strategic planning (SWOT, vulnerability audits) by examining the contemporary issues in HRM in the Asia Pacific Region
Topic 3: HR metrics
Topic 4: Examining outsourcing and (HRD), emphasis on training
Topic 5: Sustainability in strategic HRM (learning organisations and innovative behaviour).
Topic 6: Comparing the impact of globalisation on HR in different countries (evidence of poor planning, evidence of accidents, acceptance of mistakes, high turnover, stress, over-engineering, over-reliance).
Topic 7: Transferring HRM policies and practices in multinational companies – smart systems (emphasis on training and development, bi-directional communication, changing incentive systems, in-sourcing).
Topic 8: Managing diversity, social inclusion and change in the workplace so as to build effective performance management systems.
Topic 9: Understanding the impact of the aging population, work-life management and high performance teams/ virtual teams
Topic 10: Managing talent and the retention of skilled workers/mission critical skills set/ethical implications of brain drain and the debacles around outsourcing/knowledge management: capture and retention of tacit knowledge – public private sector, non profit, SME.
Unit Learning Outcomes express learning achievement in terms of what a student should know, understand and be able to do on completion of a unit. These outcomes are aligned with the graduate attributes. The unit learning outcomes and graduate attributes are also the basis of evaluating prior learning.
Learning outcomes and graduate attributes
|On completion of this unit, students should be able to:||GA1||GA2||GA3||GA4||GA5||GA6||GA7|
|1||discuss the Resource-Based View (RBV) of the firm and its relationship with workforce metrics and analytical tools||Intellectual rigour||Communication and social skills||Cultural competence|
|2||identify factors affecting strategic planning by examining the contemporary issues in HRM in the Asia Pacific Region (the implication of poor planning and high turnover)||Intellectual rigour||Communication and social skills||Cultural competence|
|3||identify smart systems and the impact upon sustainability, learning organisations and the innovative behaviour of employees||Intellectual rigour||Communication and social skills||Cultural competence|
|4||demonstrate an understanding of HR metrics, workforce analytics, HRD tools, performance management systems, and high performance and virtual team||Intellectual rigour||Communication and social skills||Cultural competence|
|5||identify antecedents and outcomes associated with the retention of skilled workers, mission critical skills sets, ethical implications of outsourcing, knowledge management in the public/ private sector, SMEs and not-for profit organisations.||Intellectual rigour||Communication and social skills||Cultural competence|
- Connell, J. & Teo, S., 2010, Strategic HRM - Contemporary Issues in the Asia Pacific Region, 1st edn, Tilde Pniversity Press, Prahan, Victoria. ISBN: 978-0-7346-1080-5.
Teaching and assessment
|Lecture online 1 hour (12 weeks)|
|Exam: closed book||40%|
Papua New Guinea - IBSU Port Moresby
|Exam: closed book||40%|
Commonwealth Supported courses
For information regarding Student Contribution Amounts please visit the Student Contribution Amounts.
Commencing 2017 Commonwealth Supported only. Student contribution band: 3
Please check the international course and fee list to determine the relevant fees.