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HRM Partnering in the Business Context

Unit Code: HBH529




Duration

Contact Hours

Campus

Prerequisite

Corequisite

1 semester

36 Hours

Hawthorn

Nil

Nil

Credit Points: 12.5 Credit Points

Aims & Objectives:

  • understand and appreciate how HRM can contribute to business competitiveness
  • develop an understanding of the HRM partnering process, and gain some skills in consulting and facilitation
  • consider issues in developing HRM partner/client relationships within a business, and the negotiation of role boundaries
  • develop an understanding and appreciation of the complexity of group and inter group dynamics as they relate to HRM partnering processes
  • increase self awareness in the partnering role and reflect on issues such as power, influence, values, and ethics in the process
  • develop intervention skills in dealing with group and organisational task processes including strategy, organisational change, and resistance

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Teaching Methods:

Presentation of theoretical material from a number of sources, such as textbooks and articles, case studies, class discussion, group work, and reflection

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Assessment:

Individual assignment (50%); Group work assignment (50%)

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Generic Skills Outcomes:

Swinburne University of Technology works to produce graduates and postgraduates, who are capable in their chosen profession, can contribute in an entrepreneurial and innovative way within their workplace or community, can operate effectively and ethically in their business life, and are adaptable and able to manage change. It is expected that graduates will leave with a diverse wealth of experiences and will have developed individual knowledge, abilities, and attitudes. Within this context this unit will contribute to students developing the following key generic skills:
  • Teamwork skills
  • Analysis skills
  • Problem solving skills
  • Communication skills
  • Ability to work independently, and
  • Ability to tackle unfamiliar problems

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Content:

  • theoretical models of the partnering/consulting process 
  • techniques of partnering/consulting and how to apply them in the work environment
  • partnering/consulting styles and the power, influences, uses, and abuses of the HR partner. 
  • politics, resistance, and ethics in partnering/consulting
  • HR partner and organisational change
  • essential elements of managing projects
  • understanding the role of financial and operations management in HRM partnering

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Reading Materials:

Block, Peter, Flawless Consulting – A Guide to Getting Your Expertise Used, Pfeiffer, A Wiley Imprint, San Francisco, 1999

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