Unit Outline* HRMT8893. Advanced Human Resource Management. Semester 2, 2010 Crawley. Dr Catherine Lees

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1 Unit Outline* HRMT8893 Advanced Human Resource Management Semester 2, 2010 Crawley Dr Catherine Lees Business School * This Unit Outline should be read in conjunction with the Business School Unit Outline Supplement available on the Current Students web site

2 HRM8893/Crawley/CL/ All material reproduced herein has been copied in accordance with and pursuant to a statutory licence administered by Copyright Agency Limited (CAL), granted to the University of Western Australia pursuant to Part VB of the Copyright Act 1968 (Cth). Copying of this material by students, except for fair dealing purposes under the Copyright Act, is prohibited. For the purposes of this fair dealing exception, students should be aware that the rule allowing copying, for fair dealing purposes, of 10% of the work, or one chapter/article, applies to the original work from which the excerpt in this course material was taken, and not to the course material itself. The University of Western Australia

3 UNIT DESCRIPTION Introduction Welcome to the study of HR analytics In this unit we will address selected contemporary issues in human resource management, focussing on HR analytics and the practices that are necessary for effective decision-making in the management of human resources. This is a topics-based unit, as it is not possible to treat the whole of the HRM discipline at an advanced level in one unit. Students taking this unit should already have a substantial background of academic study in the field of human resource management. With this basic knowledge and understanding behind you, in this unit I ask students to take the final step to a more critical and challenging approach to HRM. At every turn and for every concept we will ask, "What is the evidence?" "How do I know it will work? and "Why should my organization agree to do this?" In seeking the evidence we will examine the research literature, and discuss explanations of the postulated mechanisms through which HRM interventions and practices achieve outcomes. Thus, there is a strong theoretical component in the content of this course. Unit content Many commentators have described the behaviour of HR practitioners as lurching from crisis to crisis. Putting out fires is part of the role, particularly when conflicts are potentially explosive. Taking preventive steps, by creating policies and training staff to adhere to those policies, are also good practice when it comes to managing crises and risk. But a truly strategic role for HR has proved elusive according to many. To be honest, many HR gurus make their living by first denigrating HR as not being up-to-the-mark on strategic contribution, and then offering a patented solution that can be used to deliver a strategic contribution and gain a place at the C-Suite table. Many of these solutions have included scorecards or dashboards of measures to track and report the results of implementing the proposed strategy. There are now several theoretical models that go beyond this mere recording concept of measurement, to analyse the logic behind the use of the particular measures. This approach has been termed HR analytics. HR analytics has come to the fore in recent years with the publication of several books presenting formal models. In this unit we will learn about these models, and study how they can be applied in human resource managment. Theoretical explanations and research findings will be emphasised, and an ongoing theme will be the methodological standards necessary to establish the value of HRM programs and interventions. The unit will also explore how HR analytics can be relevant to the role of organizations in contributing to a sustainable human future. The Goal of the unit The overarching goal of this unit is to provide students with an advanced understanding of the role of analytics and measurement in HR, and the practical implications and applications, particularly to decision-making about HR programs and initiatives. 3

4 Learning outcomes On successful completion of this unit, you should be able to: Understand theories and concepts of HR analytics in the areas listed in the schedule of topics. Explain the importance of taking an evidence-based and analytical approach to human resource management. Analyse and critique research in the field of human resource management. Prepare a justification for an HR program or intervention and a plan for measuring the effectiveness of the program. Describe the factors affecting management s acceptance of HR initiatives in selected areas. Discuss best practice issues in HR analytics. Educational Principles and Graduate Attributes In this unit, you will have the opportunity to develop your ability to: Critically evaluate and develop solutions to human resource management problems. Develop your communication skills through class discussion, and responding to questions that arise about the discussion topics. Develop a willingness to question accepted wisdom and be open to new ideas and possibilities, through critical analysis of competing HR theories and active debate in classes. Develop self-management and independent learning skills through completion of the assigned work in the course. Develop competencies for working effectively with others in groups and teams, through full participation in team exercises in the classes. 4

5 TEACHING AND LEARNING RESPONSIBILITIES Teaching and learning strategies The learning outcomes of this unit, as outlined above, are reflected in the teaching and learning strategies used. Some class sessions will include a small lecture component to define areas, identify key theories and research, contrast alternative perspectives and identify points of debate. The classes will include interactive activities. You are expected to participate in these activities, and to keep up-to-date with assigned reading so that you can benefit fully from the classes. Classes will include a substantial component of student responses to questions, to explore topics and enhance understanding. Syndicate activities and participative discussions are used to develop your critical thinking skills, creativity and confidence in speaking about HR issues. Everyone involved in the unit is expected to show a commitment to professionalism, social responsibility and ethical practice. Participants are also expected to be sensitive and committed to a better understanding of cultural, gender-related, and international issues. There will be an emphasis on active participation in class and student-centred learning. Accordingly, students should expect to spend class time engaging in a combination of active problem solving and discussion. Out of class students are expected to do an average of 10 hours of work on the unit each week, and to take responsibility for their own learning. Teaching and learning evaluation You may be asked to complete two voluntary surveys on your experience of this unit; the Student Perception of Teaching (SPOT) and the Students Unit Reflective Feedback (SURF). SPOT is completed on paper and the results are processed by the University s Centre for Teaching and Learning before being sent to the academics concerned. SPOT provides valuable feedback directly to the teachers in the unit on how students view the unit and the teaching methods used. This is a very helpful and useful source of information for the lecturers and tutors and will be important in their reflection on how to improve the learning experience for students. SURF is completed online and is a university-wide survey conducted on every unit, with the same questions for all units. You will receive an from the SURF office inviting you to complete the SURF when it is activated later in the semester. We encourage you to complete the surveys as your feedback is an important source of information to help the University to design units, and to improve teaching and learning outcomes. SPOT and SURF are different but they are both important. Please complete both questionnaires when they become available to you, and help us to help you! Attendance Participation in class, whether it is listening to a lecture or getting involved in other activities, is an important part of the learning process. It is therefore important that you attend classes. More formally, the University regulations state that to complete a course or unit students shall attend prescribed classes, lectures, seminars and tutorials. Students should not expect to obtain approval to miss more than two classes per unit unless there are exceptional circumstances. CONTACT DETAILS We strongly advise students to regularly access their student accounts. Important information regarding the unit is often communicated by and will not be automatically forwarded to private addresses. 5

6 Unit coordinator/lecturer Name: Dr Catherine Lees Phone: By appointment. Consultation hours: Call or and we ll arrange a convenient time. Lecture times: Monday 5:00 8:00 pm Lecture venue: BUSN: 201 Case Study Room 6

7 TEXTBOOK(S) & RESOURCES Unit Website Once semester begins the unit will have an associated web site on WebCT. You can access the site by logging on to the UWA WebCT site at the following address: Regular use of the website will be essential in the unit, both to receive information and to submit work for assessment. There you will find your grades for the various assessment components will be posted progressively through the semester. You will be able to view distributions of class marks for components of assessment, and there will be a bulletin board for asking and answering questions. Apart from this unit outline, the WebCT site should be your first source for answering questions about the unit. Please note that this is not an on-line course - while some administration and learning activities are carried out on-line, attendance at classes is required. WebCT can be accessed from anywhere on the internet, including from home, the library and the Business School computer labs. Be sure to log-out of WebCT when you have finished using it. For help with troubleshooting your University IT here are some useful addresses. For your University account and access go to UWA Information Technology Services at: Student Internet Support Office located in the Reid Library, and at Phone: For help in troubleshooting using IT in the Business School, go to the following address: Phone: (dial 7888 on internal UWA phones) Required text Fitz-enz, J. (2010). The new HR analytics: Predicting the economic value of your company's human capital investments. New York: AMACOM. Do not be misled by the sub-title of this text: It is not about economics or finance. It is about HR, and the measurement and analysis that underpin decision-making for HR. Additional resources & reading material Recommended additional texts: These additional recommended texts are available in the library reserve. Cascio, W. F., & Boudreau, J. W. (2008). Investing in people: Financial impact of human resource initiatives. Upper Saddle River, NJ: FT Press. Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR: The new science of human capital. Boston, MASS: Harvard Business School Press. Cappelli, P. (2008). Talent on demand: managing talent in an age of uncertainty. Boston, Mass.: Harvard Business Press. In addition to these recommended books there will be a number of readings to accompany the classes. These will be available on course materials on-line (CMO). In the following schedule, you should complete the essential reading for each week, prior to the class in that week. 7

8 UNIT SCHEDULE Week Topic and essential pre-class reading Activities for assessment Introduction: Strategic decision-making in HRM 1 No reading in advance of first class Analytical foundations of measurement for HR Preface and Chapters 1 & 2 of Fitz-Enz A model of human capital management Chapters 3 of Fitz-Enz Human Capital Metrics Chapters 4 of Fitz-Enz Integrating HR Services Chapter 5 of Fitz-Enz Human Capital Metrics Chapter 6 of Fitz-Enz Another model of HR analytics: The LAMP model Chapter 1 of Cascio et al. Applying HCM - Case 1 Chapter 7 of Fitz-Enz Case 2 Chapter 8 of Fitz-Enz Research article biblio. due by 5:00 pm Friday 3 Sept. Assignment due between 24 Sept. and 28 Oct Case 3 Chapter 9 of Fitz-Enz Case 4 Chapter 10 of Fitz-Enz Case 5 Chapter 11 of Fitz-Enz Summing up: Investing in HR Mid-Semester study break (1 week) Group case study write-up due by 4:00 pm, Thursday 28 Oct. 8

9 ASSESSMENT MECHANISM The purpose of assessment There are a number of reasons for having assessable tasks as part of an academic program. The assessable tasks are designed to encourage you to explore and understand the subject more fully. The fact that we grade your work provides you an indication of how much you have achieved. Providing feedback on your work also serves as part of the learning process. Assessment mechanism summary Item Weight Due date Remarks 1. Class attendance and participation in discussion and exercises/activities 2. Research Article Annotated Bibliography (2,500 words) 3. Assignment (individual) (2,500 words) 10% 15% 3 Sept. 40% 24 Sept. to 28 Oct. From Week 2 onwards. Best ten of the individual s participation marks from the 11 classes to which they apply. For details see description below. An individual analysis of 5 relevant research articles. Due by 5:00 pm. Submit on WebCT and in hard copy. Final deadline is 5:00 pm on 28 Oct. Submit on WebCT and in hard copy. 4. Team Case Presentation 20% Time to be assigned In-class presentation and leading of seminar discussion by case analysis team. 5. Team Case Write-up (2,000 words) 15% 28 Oct. Write-up of the case analysis conducted by the team. Due by 4:00 pm. Submit on WebCT and in hard copy. Note 1: Note 2: Results may be subject to scaling and standardisation under faculty policy and are not necessarily the sum of the component parts. Your assessed work may also be used for quality assurance purposes, such as to assess the level of achievement of learning outcomes as required for accreditation and audit purposes. The findings may be used to inform changes aimed at improving the quality of Business School programs. All material used for such processes will be treated as confidential, and the outcome will not affect your grade for the unit. Assessment components Assessment item 1: Class attendance and participation There are 13 classes beginning in the first week of semester, as shown in the schedule in this outline. You will be given a participation mark any where from 0 to 1 for each of the classes you attend in full, excluding the first and last classes, up to a maximum limit of 10 marks being awarded for participation for the semester. Participation in class, whether it is listening to a lecture or getting involved in discussions and other activities, is an important part of the learning process. It is therefore important that you attend classes (and be on time). Marking criteria 9

10 .6 1 Participation ranging from positive engagement to excellent, insightful contribution to the mutual learning environment in the class..5 Attendance with minimal engagement and participation. 0 Non-attendance, or attendance with negative behaviour. Assessment item 2: Research article annotated bibliography Identify, read and analyse five significant research articles relevant to HR analytics. For each article describe the contents of the article, and its findings or claims. For each article explain how the positions expressed in the article relate to topics in the human capital management model addressed in the prescribed text. There should be approximately 400 words devoted to each article. In addition, include a conclusion of approximately 500 words, presenting an integrated summary of the set of articles. Marking criteria There are four marking criteria; choice of articles, analysis of article content with respect to topics in HR analytics, comparison, contrasting and integration of the articles in the conclusion, and writing style. These are described in detail, with their weights in marks in the marking criteria guide shown later in this outline. Assessment item 3: Assignment (individual) There will be an individual written assignment of 2,500 words that will assess knowledge of course content and how it can be applied to HR problems. Students will be provided with the detailed assignment topic during the first week of semester. The assignment can be submitted anytime from 24 September to 28 October. After 28 October the late penalty applies. This flexibility is to enable students to structure their workload for the assignment and the case presentations, which will also occur in this period. Marking criteria The marking criteria for the assignment, with their weights in marks, are shown in the marking criteria guide shown later in this outline. Assessment item 4: Team case presentation Working in teams of approximately 4, students will develop and present to the class an analysis of one of the cases listed in the schedule for Weeks 8 to 12 of the course. The analysis should go beyond a simple description of the case to discuss how it relates to HR analytics. Teams are expected to do additional research to develop the presentation, and to use visual aids. When presenting, the team will run the seminar, will present the case, and will lead class discussion of the case. All team members will play a significant role in the presentation. Marking criteria Both team and individual aspects of the presentations will be assessed. Of the 20 marks for the presentation, 15 will be for the team and 5 for the individual contribution during the presentation. Therefore, it is important that all team members have a chance to shine during the session in which the team presents and leads the seminar discussion. The marking criteria for the presentation, with their weights in marks, are shown in the marking criteria guide, which appears later in this outline. Assessment item 5: Team case write-up Each team will prepare a written submission of their case analysis in approximately 2,000 words. All team members will contribute to the write-up, which will be a single document seamlessly integrating the work of the team members. That is, it will not be a set of separate submissions. Marking criteria 10

11 The marking criteria for the presentation, with their weights in marks, are shown in the marking criteria guide, which appears later in this outline. Please note that each component of the marking criteria can be satisfied in various ways and across different parts of the write-up. The marking criteria in the guide do not delineate specific sections that should appear, or constrain the format of the written submission. Submission of assignments Please remember to attach an Assignment Cover Sheet to the front of your assignment. You can download and print your Assignment Cover Sheet from the Current Students web page Both paper and electronic submissions (identical) are required Step 1: Step 2: Step 3: Attach a Postgraduate Bar-coded Assignment Cover Sheet to the front of the hard-copy of your assignment. Hand-in the paper copy of your assignment at the Postgraduate Student Centre on the ground floor of the Business School by the due time and date. Submit an electronic version of the assignment via the WebCT site for the unit by the due time and date. The electronic version does not need the bar-coded cover sheet. The electronic version provides the safe-guard of redundancy, in case the paper version is misplaced. In the event of a missing assignment, or a dispute about the date the assignment was received, the version lodged electronically will be marked and the date it was lodged on the system will be taken as the date the assignment was submitted. The electronic version will also be used to check the word limit if necessary, and it may be used for electronic checks for plagiarism. Word Limit The word limit is absolute, there is no additional percentage margin. The WORD COUNT and LIMIT apply to the body of the assignment up to the start of the reference list. All text in that part of the assignment, including headings, sub-headings, quotations, and reference citations, will be included in the word limit. Any short quotes that must be read in order to understand your discussion about them must be included in the main body of the assignment. All analysis, argument and discussion must be in the main body of the assignment. Words beyond the word limit will not be marked. Only words up to the word limit will be considered part of the assignment and will contribute to the mark. Manuscript Style All assignments must be in a clear, readable font, with double line spacing. Format all citations and references in either Harvard or APA style. Either of these styles can be used, but use only one style consistently throughout the document. For guidance on how to use these styles see the Library Guides on referencing on the library web site. Student Guild Phone: (+61 8) Facsimile: (+61 8) enquiries@guild.uwa.edu.au Website: 11

12 HRMT8893 Marks guide for research article annotated bibliography: Contributes 15% to the final grade for the unit. Dimension Description of Criterion Mark Choice of articles The chosen articles are of high quality and from reputable research sources. /1 Each article s contents is highly relevant to the topic of HR analytics /1 Analysis of article content Integrative conclusion Original or innovative content Writing style and referencing Clearly describes the contents of the articles, and their concepts or claims /2 Analysis of the strength of support for these claims, discussing the quality and validity of the evidence in the article and the way it was obtained by the article s author(s). /2 Analysis of the relationship between the article content and HR analytics. /2 Compares and contrasts the articles, deriving common themes and differences. /2 Discussion of the implications of the articles findings for the practice of HR, HR analytics, human capital management, and broader social implications. /3 Original, innovative, or creative relevant additional points not mentioned in the course content, or the article. Must be relevant to HR analytics, well-articulated, and supported with argument. Bonus marks Clarity of expression at the sentence and paragraph level. /1 Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of headings and sub-headings. /.5 Follows the prescribed manuscript style. Format of citations and references fully complies with either Harvard or APA. /.5 Total 15 12

13 HRMT8893 Marks guide for individual assignment: Contributes 40% to the final grade for the unit. Dimension Description Mark INTRODUCTION Description of concepts in the topic (define or otherwise make the concepts clear) /2 Establish the significance of the topic for HR management /2 REVIEW OF THEORIES & ANALYSIS MANAGERIAL IMPLICATIONS USE OF EXAMPLES INNOVATIVE CONTENT Review major theories on the topic drawn from the text and recommended readings. /4 Compare and contrast the theories with respect to the topic. /4 Integrates the perspectives from the theories where possible. /4 Implications for organisational processes and outcomes. /3 Discussion of the implications of your analysis for the practice of HR, HR analytics, human capital management, and broader social implications. /3 Illustrative examples may be taken from the text and other readings, and scholarly or popular sources. The majority of sources should be scholarly. Non-scholarly sources with good authenticity, such as government or company web sites, or media sources may be used where they have established credentials, such as major newspapers. /6 Original, innovative or creative additional points not mentioned in the course content or sources. Must be relevant to HR analytics, well-articulated, and supported with argument. Bonus marks USE OF SOURCES References are cited in support of arguments and are appropriate. /4 FORMAT Clear articulation of how each source relates to the argument for which it is cited as support. /2 Clarity of expression at the sentence and paragraph level. /3 Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of headings and sub-headings. /2 Follows the prescribed manuscript style. Format of citations and references fully complies with either Harvard or APA. /1 Total 40 13

14 HRMT8893 Marks guide for team case presentation: Contributes 20% to the final grade for the unit. TEAM Dimension Description Mark The topic to be covered is introduced and the direction the overall presentation will take is made ORGANISATION clear. /1 Individual presentations follow one another in a way that is consistent with the analysis, and connections between individual presentations are shown clearly. /2 CONTENT Facts and examples are detailed, accurate and appropriate. /2 Theories referenced are accurately described and appropriately used. /2 LEADING DISCUSSION SEMINAR Analysis, discussion, and conclusions are well argued and supported by evidence. /2 Questions and activities for the audience promote understanding of central concepts. /3 The team integrates its approach to provide all team members with an equal opportunity to shine. /3 INDIVIDUAL TEAM MEMBER CONTENT Speaker shows full grasp of the material in his or her section of the presentation /2 STYLE Answers audience questions well (if required) /1 Speaks clearly, correctly, and precisely. Loud enough to be heard. Constructs sentences well for audience comprehension. /1 Maintains good eye contact with audience. Minimal glances at cues, no reading of notes. /1 Total 20 14

15 HRMT8893 Marks guide for Team case write-up: Contributes 15% to the final grade for the unit. Dimension Description Mark INTRODUCTION Description of concepts covered in the case (define or otherwise make the concepts clear) /.5 Establish the significance of the case for HR analytics. What part of analytics does it illustrate? /.5 DESCRIPTION & ANALYSIS OF CASE MANAGERIAL IMPLICATIONS The key facts and events of the case are described and explained. /2 Application of HR analytics models to the case is presented and explained /2 Integrates the perspectives from the theories where possible. /2 Implications for organisational processes and outcomes. /2 Discussion of the implications of your analysis for the practice of HR, HR analytics, human capital management, and broader social implications. /2 USE OF SOURCES References are cited in support of arguments and are appropriate. /.5 FORMAT Clear articulation of how each source relates to the argument for which it is cited as support. /.5 Clarity of expression at the sentence and paragraph level. /1 Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of headings and sub-headings. /1 Follows the prescribed manuscript style. Format of citations and references fully complies with either Harvard or APA. /1 Total 15 15

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