Related Course/s:

A core unit in the pre-2012 Master of Business Administration  program. It's content is deemed equivalent to, and will be delivered under unit code and title of Workforce Leadership and Strategy (HBH582). Please follow the link for more information on the unit.

Aims & Objectives:

• understand some of the theoretical perspectives that inform the Human Resources function and apply the perspectives to analyse workplace practices
• analyse and appreciate the need to forge a link between Human Resources strategy and organisational strategy
• demonstrate an understanding on how Human Resources can help an organisation cope with uncertainty and change and help it meet some of its social obligations
• demonstrate familiarity with some of the latest trends and external developments that can have a major impact on the human resources of an organisation thereby influencing its ability to compete and survive in a competitive environment
• examine the implicit assumptions that organisations make regarding people-management related issues and the analyse the impact of the assumptions on Human Resources policy and practice (and ultimately on organisational-level outcomes including longevity)
• identify how the various Human Resources subsystems can reinforce each other in a systemic manner and contribute to organisational-level outcomes
• analyse the challenges around acquisition, retention, and development of talent and recommend strategies to overcome the challenges
• critique and understand the nuances of various performance management systems and best practices in relation to reward systems
• identify the various Human Resources challenges associated during the various life-stages of an organisation and design suitable coping strategies
  

Teaching Methods:

Case studies; lectures; and in-class exercises

Assessment:

Class engagement and contribution (10% - 20%)
Strategic people issues learning activity (10% - 15%) and group report (15% - 25%)
Workplace case analysis report (40%-50%)

Generic Skills Outcomes:

Leadership: Interdependence; Engaging with Ambiguity and Paradox; Effective Action and Influence
Global Focus: Global business perspective; Cross-cultural capabilities; Transportable Management Skills
Entrepreneurship and Innovation: Enterprise creation and/or Development; Opportunity evaluation; Managing entrepreneurial risk
Ethical and Social Responsibility, Individual and Organisational: Remaining consistently true to clearly articulated values; Effective engagement with ethical dilemmas; Preparedness to hold oneself accountable; Sustainability as a criterion in decision-making
Lifelong Learning: Hearing and Learning from Direct Feedback; Capacity to Source and Evaluate Information and Conceptual Frameworks; Capacity to learn from and through multiple modes; Team-based Learning.

Content:

• People as a source of competitive advantage (the Resource Based View)
• Employment models of entrepreneurs

• Legal issues including workplace reform
• Corporate ethics, and social responsibility; Human Resources as a conscience keeper; Managing the tension between conflicting
  Human Resources roles (employee versus employer advocate)
• Human Resources issues arising during and from mergers and acquisitions, outsourcing/off-shoring, and downsizing
• Impact on Human Resources of workforce mobility; work-life balance aspirations; ageing workforce; and technology.
• Human Resources as a Change Agent:
• Why change efforts fail
• Regaining the entrepreneurial edge and driving culture change

• Attracting and Retaining Talent; Building and Harnessing Capability and Organisational Learning; Rewarding and Measuring
• Performance; Building an Innovative Culture
  

Recommended Reading:

Huselid, MA, Becker, BE & Beatty, RW 2005, The workforce scorecard: managing human capital to execute strategy, HBS Press, Boston.