MGMT 2718 Human Resource Management

Transcription

1 THE UNIVERSITY OF NEW SOUTH WALES School of Industrial Relations and Organisational Behaviour MGMT 2718 Human Resource Management Skeleton Course Outline

2 Session

3 TABLE OF CONTENTS Page Administrative details.. 3 Set Text and Course Resources Course Aims and Learning Outcomes.. 5 Lecture and Tutorial Program. 6 Assignments and their Assessment. 8 3

4 Administrative Details LECTURER IN CHARGE: DR ANNE JUNOR ROOM 4104, RUPERT MYERS SOUTH TEL: Fax: CONSULTATION: WEDNESDAY PARTICIPATING LECTURER: ASSOCIATE PROFESSOR JOHN O BRIEN ROOM 409, RUPERT MYERS SOUTH TEL: Fax: john.obrien@unsw.edu.au Lectures and Tutorials Lecture Tue Electrical Engineering G24 Tutorial 1 Tue Quad G054 Tutorial 2a Tue Quad G027 Tutorial 2b Tue Quad G041 Tutorial 3a Tue Old Main Building 115 Summary of Assessment Items and Weights Minimum requirement to pass: attendance and participation in at least 10 tutorials Reading Journal (2 entries) 30% Case study progress reports 15% Participation, job application and self-tests 20% Final Examination 35% Total 100% 4

5 SET TEXT AND COURSE RESOURCES The set text is the new edition of: Nankervis, A., Compton, R. and Baird, M. (2005), Strategic Human Resource Management, 5 th ed., Thomson, Southbank, Melbourne Please note that this is the FIFTH edition. It is substantially restructured, revised and updated from earlier additions, and MUST be used. It MUST be brought to lectures and tutorials, as we will be using it constantly for class activities. Please see the Lecturer in Charge if you have any difficulties, including financial, in obtaining this book, stocks of which are in the Bookshop. Library MyCourse service. To ascertain the titles and their availability, follow the following links and steps: Go to UNSW Library Home page ( Click on MyCourse Course materials will be placed on your e-learning site, WebCT: The WebCT site will be updated weekly. It will be the means by which messages are sent to you, so please use the site regularly. Course Aims and Learning Outcomes This subject allows you to work towards answers to four focus questions: - How can organisations determine and meet their staffing needs, and the needs of their workers? What is the role of HR practitioners in the processes of planning, recruitment and staff placement, and in ensuring safe and equitable conditions? - What options are open for attracting, retaining and developing staff, and managing separations? What is the role of HR practitioners in ensuring that the strategies for staffing and performance management ensure a balance between short-term financial considerations, and longer-term sustainability? - To what extent do employers and employees interests coincide, and what role does HR play in ensuring that employers and employees meet their legal and ethical responsibilities towards each other, in terms of performance, rewards, safety, and conditions of work? 5

6 - How does a global climate of change affect the practice of managing people and human resources? How can workforce diversity be accommodated equitably? How can HR balance competing interests and evaluate their role? You will be asked to decide answers to these questions, but you will not be given a tidy set of prescriptions to follow. Rather, you will be asked to look critically at HRM ideas and approaches, to see where they come from You will contrast rhetoric and reality in HRM strategies and operations, and examine the influence on HRM practice of factors such as - organisational size and structure ; - industry location; - scale and level of operations (local, international, global); - phases of the business cycle. You will do this by applying key concepts to a case study organisation which you will adopt and shape throughout the session, as you play the role of HR practitioner within it. The course is designed to help you achieve following attributes, which the University s Academic Board has determined should be displayed by all graduates: the skills involved in scholarly enquiry; an in-depth engagement with the relevant subject content, in a broad context; the capacity for analytical and critical thinking and for creative problem solving; the ability to engage in independent and reflective learning; Information literacy - the skills to locate, evaluate and use relevant information; the capacity for enterprise, initiative and creativity; an appreciation of and respect for, diversity; a capacity to contribute to, and work within, the international community; the skills required for collaborative and multidisciplinary work; an appreciation of, and a responsiveness to, change; a respect for ethical practice and social responsibility; the skills of effective communication. These attributes are embedded in the learning outcomes for this course. Your performance in assignments will demonstrate how well you have achieved these goals. Specifically, it is expected that by the end of the subject you will be able to: 1. Identify key HRM functions and operations and explain how they relate to each other and to the external environment; 2. Evaluate options for organising HRM functions and activities, with special reference to a case study organisation; 3. Apply these learnings to your own career development; 4. Critically analyse the claim that there is a vital link between an organisation s business strategies and its HRM functions/operations. 6

7 MGMT 2718 Lecture and Tutorial Program 2005 Week Lecture Reading Journal Tutorial/Skill Workshop 1-4 Block 1. The big picture: HR roles and approaches 1 Mar 1 What is MGMT2718? What can you expect to be studying? What will be expected from you? What is HRM? Is it the job for you? What do HR practitioners do? The key HRM functions, and their links. Note: The chapter references in this column relate to the lecture topic. The Journal entry is due the following week in the tutorial No tutorial 2 Mar 8 HRM: Strategy, Control or Care? Where did HRM come from and where is it going? What is meant by strategy, culture and alignment? Video: Office Space (excerpts) Nankervis et al (2005) Chs. 1 and 14. Outline the present and future roles of HR practitioners. Identify any ethical dilemmas that might arise from these roles. Setting up your work program: 1) Adopting a case study organisation (Nankervis p. 38 Companies A-C; OR p. 138 Case study 4.2, OR` Pemulway). 2) Planning your HR Reading Journal 3 Mar 15 HRM, the Law and Unions. Regulation outside interference or balancing of rights and responsibilities? Managerial prerogative or multiple stakeholding? Bargaining individual or collective? HR agent of management, worker advocate, or voice or reason? Video: Arco Nankervis et al. (2005), Chs. 3 and 12. Discuss the view that third parties, such as unions, can assist HRM by improving trust and helping resolve workplace conflicts. HRM: Strategy, Control, Care Case study 1.1: Raffles International Ltd (Nankervis et al. 2005: 39-41). Applying the model (Exhibit 1.6). Report back. 7

8 4 Mar 22 HR Planning and Information Systems Forecasting or action plans? Responding to change: capability management Video: Office Space (excerpts) Nankervis et al. (2005), Chs. 2 and 4. Discuss the claim that HR planning is impossible, given organisations internal and external environments, and stakeholders short-term perspectives. HRM, the Law, Unions Computer lab workshop: Based on Case Study 3.1 (Nankervis et al, p.100), use Wagenet to compare manufacturing awards/ agreements in Queensland and Victoria. Mar 29 PARTICIPATION: SELF-TEST 1 (5%) MID (??) SESSION RECESS UPDATE YOUR RESUMÉ Week Lecture Reading Journal Tutorial/Skill Workshop 5-8 Block 2. Attracting, Selecting and Developing Staff 5 April 5 6 April 12 Job Design, Recruitment and Placement More than filling vacancies? What are the options and what are the steps? Job analysis, job design, position descriptions, person specifications. Are jobs obsolete? New methods of advertising for and placing staff. Video: Gattaca Employee Selection Is there a selection technique which is valid, reliable and fair? Interviewing the good, the bad and the ugly Why does the interview survive? Testing for fit, or cutting a deal? Video: The Selection Panel Nankervis et al.(2005), Chs. 5 and 6. Explain why and how the recruitment process begins with looking at work design. What are some of the main options and steps in recruiting staff? Nankervis et al. (2005), Ch. 7. The attempt to reach perfect fit between job and job applicant may be misguided. Discuss, setting out the strengths and weaknesses of both interviews and testing. Case study first progress report (5%) HR Planning and HRIS Case study Apply the following questions to your own case study organisation: Nankervis p. 136 q. 3 a-c; p. 138 q Job Design, Recruitment and Placement Design a HR job for your organisation and write the position description. Then draw up the person specifications, selection criteria and job advertisement. 8

9 7 April 19 8 Apr 26 Career Development and Succession Planning Internal versus external recruitment. Succession and career development Managing your career your role and the organisation s. Panel of former students: Gaining a job and working in HR Training, Induction, Development: Skills shortage - whose responsibility? Delivery options? Why is training recognition important? Assessing the effectiveness, costs and benefits of training Video: Pie in the Sky; The Office (excerpts) Nankervis et al. (2005), Chs 4 ( ), Ch. 6 ( ), Ch. 8 ( ). Set out the arguments in favour of internal recruitment. Then critically examine the view that individuals should be responsible for their own career development. Nankervis et al. (2005), Ch. 8 ( ). Explain the why and how of a good induction program. Explain the training needs analysis process. Set out the strengths and weaknesses of a range of training options and methods. How would you persuade your organisation to train for more than the immediate tasks that need to be done? Employee Selection Distribute the advertisement you designed last week to other groups. Draw up an interview schedule and scoresheet for use in selecting a candidate for the job you have designed. Practice Career Development Workshop: individual exercise in computer labs. Bring a disk with your resume. Apply for one of the HR jobs advertised last week. Make sure that you follow the UNSW Careers and Employment advice for cover letter, adjusted resume and statement addressing selection criteria ( u/careered/jobapplications/ ) PARTICIPATION: SELF-TEST 2 (5%) AND JOB APPLICATION 9

10 Lecture and Tutorial Program Week Lecture Reading Journal Tutorial/Skill Workshop 9-11 Block 3. Retaining and Managing Staff: Duty of Care and Accountability 9 May 3 10 May 10 OHS Responsibilities Role of HR Gaining management commitment to safe work systems Does OHS extend beyond the workplace gate? Video: Industrial Deaths; Free Trade Slaves (excerpts) EEO, Diversity Management and Quality of Working Life Are there win-win strategies? Counting HR costs: Video: All Work and No Play Nankervis et al. (2005), Ch. 11. What are organisations and individuals OHS responsibilities? What contribution does HR make in ensuring that these responsibilities are met? Nankervis et al., (2005), Ch. 2 (50-61); Ch. 5 ( ); Ch. 10 ( ). Define diversity and equity. Does equity apply to more than pay? Does diversity management guarantee equity? Is it possible for companies to remain competitive whilst providing security and work/life balance? Training, Induction and Career Development Audit Map the job families, career paths, succession and training needs in your case study organisation. Identify a priority area for training, and determine the most appropriate option for providing this training. OHS Using the questions in Nankervis Exercises 11.1 and 11.2 as a guide, conduct an occupational risk assessment and OHS audit for your case study organisation. Suggest a risk minimisation strategy and assign responsibilities for its implementation. ice/virtual_office.html 11 May 17 Performance Management Developmental or judgmental? Performance appraisal and alternatives. How would you assess the effectiveness of the organisation s HR approaches, and of the HR Department? Video: Performance Appraisal and Personal Development PARTICIPATION: SELF-TEST 3 (5%) Nankervis et al. (2005), Chs. 9 and Ch. 13. It is less important to appraise individuals than to assess the organisation s overall people management performance. Do you agree? List the various methods of individual and overall HR performance. Which do you consider most useful? Diversity, Flexibility and Quality Debate the costs and benefits of casualisation for your organisation. 10

11 Lecture and Tutorial Program Week Lecture Reading Journal Tutorial/Skill Workshop Block 4. People and Money: Global Perspective and Overview 12 May 24 Remuneration Systems How do IR and HR approaches compare? Rewards and incentives, or entitlements? Video: One.Tel/HIH Bonuses; The Firm Nankervis et al. (2005), Ch 10. Outline the key options available to an organisation setting up a reward system, not forgetting the role of industrial regulation and the need for internal, external and individual equity. Does any performance pay system have a place in a learning organisation? Performance Management Will you recommend that your organisation adopt a performance management system that is focused on individual, group or overall outcomes? Will it be developmental or judgmental? What specific approach will you adopt? CASE STUDY REPORT: HR MANAGEMENT PLAN (10%) 13 May June 7 Is HRM Global? Can the practices studied this session be applied across cultural and national boundaries? Topic revision, adding international perspective Video: USS Saipan Overview of Subject Examination revision Feedback Nankervis et al. (2005), Recruitment ( ); Training ( ); Performance management ( ); Remuneration ( ); OHS ( ). Do the HR approaches studied this session apply to the management of expatriate and local employees overseas? Remuneration Systems Determine the framework of the reward system your organisation will adopt in its effort to become an employer of choice (Do all rewards need to be monetary? ) Global Perspective Return of case study reports; addition of reward and international elements; Assistance in compiling Journals for Exam. 11

12 Assignments and their Assessment Assignments and their Assessment Reading Journal Marks: 15% per Journal Entry Questions: Please refer to middle column of Lecture and Tutorial Program (pages below) References: Please note the relevant chapter(s)/sections of Nankervis et al. (2005) listed for each question in the Lecture and Tutorial Program. Please also use ONE supplementary reference from the list in the Reading Journal Supplementary References (see full Course Outline) Number of entries per person: Two Length: 1,500 words each Due: Copies to be handed to Study Group members and to tutor in the tutorial on the topic covered in the reading. This will normally be in the week following the lecture on that topic. Cover sheet with receipt: Required for tutor s copy. Choice of topics: In the first tutorial, you are to negotiate the distribution of topics with your Study Group members, so that all 12 readings are covered, and each group member ends up with a complete Reading Journal. Format: Essay, covering all the set questions, referenced, with bibliography. Assessment criteria: The aim of this assignment is to ensure that you can: grasp the main structure and underlying argument of the text book chapters/sections; apply the information to provide coherent and economical answers to specific practical questions; step back from the text and critically evaluate it from a theoretical perspective, by comparing and contrasting the arguments with those of another author. Case Study Progress Reports Marks: 15% (5%- first report; 10% - second report) Topics: The progress reports will consist of notes of Study Group decisions about your Case Study organisation. The two assignments are called Progress Reports, 12

13 because you will be writing the final report in the exam. First Report (due 12 th April): This will set out the organisation s name, industry and occupational groups, structure, stakeholders, operating environment, industrial relations framework, business strategy, HR strategy, staffing plan and the data to be stored in the Human Resources Information System. Second Report (due 24 th May): This report will set out your organisation s HR Management Plan. It will briefly record key decisions about approaches to job design, recruitment, selection, succession management, career development, training, OHS, EEO/diversity management, flexibility, and performance management. Format: Point-form typed notes, minuting key Study Group decisions, made in tutorials, about your Case Study organisation. Length: First report: Maximum 5 pages (preferably fewer) Second report: Maximum 10 pages (preferably fewer) Group work or individual? You should divide the topics amongst the group, and on the title page indicate who was responsible for each topic. If the quality is uneven, you will be marked on differentially on your own contribution, and will have your own tutorial notes to fall back on in the exam. If you help your group to function well, you will be rewarded by having to do less individual work. Cover sheet with receipt: Required. Assessment criteria: (1) Clear summary, for each functional HR area, of: options, reasons for decision; implementation method. (2) Appropriateness of decisions to case study organisation. Participation and Self Tests (20%) You are expected to attend lectures and you must attend 10 tutorials in order to pass. Active tutorial participation, including note-taking, will be vital for the Case Study assignment, and in addition you will be rewarded by up to 5% for full attendance and for active contribution to whole-class discussion at the beginning and end of tutorials. At the end of Blocks 1, 2 and 3, you will be able to test your understanding of the relevant sections of Nankervis et al. (2005) by doing the Web-CT self-test. Your timely participation in this process will be recorded, and converted into a mark of up to 5% for each test. This is an exercise in self-paced learning. If however you are concerned about the feedback you receive, talk to your tutor to check your understanding of the topics. These self-testes will help you prepare for the multiple choice component of the exam. 13

14 The final element of the participation component of the course is the writing of an application for a HR position. This will not be marked for content; instead, completion of the task will count towards your participation mark. You should staple together: the job advertisement; your cover letter, your statement against the selection criteria, and your resumé. You can seek specialised advice as to the quality of your application by going to the Careers and Employment Service on campus (see website As an independent learner, you will understand that it is very much in your own interests to do this exercise. The fact that you can boost your participation marks by showing the results to your tutor is only a small part of its value. Examination (35%) The exam has two questions: Multiple Choice (10%): Ten questions, at least five of which will be based on Block 4 tutorial topics (performance management, reward systems, and global perspectives). Essay (25%) You will be asked a question requiring you to discuss your Case Study organisation in terms of HR theory (4%). You will then be asked to select one or two functional areas and devise an action plan for implementing them in line with a required strategic approach (18%). Finally you will be asked to indicate how you could evaluate the effectiveness of HR s contribution in this process (3%). 14