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  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 FACULTY OF COMMERCE AND MANAGEMENT SCHOOL OF MANAGEMENT SUBJECT OUTLINE - SEMESTER 2, 2001 MGT7343 Strategic Human Resource Management SUBJECT CODE: MGT7343 SUBJECT TITLE: Strategic Human Resource Management COURSES: Graduate Diploma of Human Resource Management and Industrial Relations, Master of Human Resource Management, Master of Human Resource Management with Honours STATUS OF SUBJECT: CREDIT POINT VALUE: 10CP SEMESTER(S) OFFERED: Two RELATED SUBJECTS Prerequisites: Any two of the following three subjects FF12R10/IRL2001 Australian Labour Relations FF12H20/OBH3005 Organisational Structure and Design FF12H50/OBH2003 Human Resource Management IRL2005 Industrial Relations in Australia MMG2007/BB12M04 Organisational Theory & Management PB13035/PSY3008 Personnel Psychology Co-Requisites: Nil Prior Assumed: FF12H30/OBH2002 - Interpersonal Skills Incompatibles: FF13H30/CAM 3001 Strategic Human Resource Management CROSS REGISTRATION STATUS: Restricted TIMETABLING INFORMATION*: Day/Night Rotation Day - odd year Night - even year STAFFING Subject Convenor: Associate Professor Bob Russell (3875 5202; Room GMN 2.08 email: Bob.Russell@mailbox.gu.edu.au Other Members of Teaching Team: Dr. Cameron Allan (3875 7744; Room BUN 2.15; c.allan@mailbox.gu.edu.au) /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 BRIEF DESCRIPTION OF SUBJECT: This subject focuses on the strategic issues associated with managing human resources and addresses their implications for senior managers and the Human Resource Manager. It explores potential strategic responses to the challenge of managing human resources in a rapidly changing socio-economic and political environment. OBJECTIVES OF SUBJECT: Specific learning objectives: • understanding the nature of strategy and strategy formulation • appreciating the role of strategic human resource management • identifying ways to develop human resource capability in line with organisation strategy and environmental demands • being able to undertake an analysis of the human resource strategies of an organisation in the light of the strategic intent of the organisation • understanding the nature of the industrial relations environment having an impact on organisations today. This subject is designed to expose students to contemporary human resource management issues at the strategic level. The central question to be addressed in this subject is: how do organisations develop human resource capability in line with organisation strategy and environmental demands? More specifically, the subject addresses the following questions: (a) How might jobs and individual roles be designed and ascribed to fit both the internal organisational context and to match the external environmental forces? (b) What are the strategic roles of Human Resource Managers in planning, selecting and marketing their function for better organisation-wide performance? (c) What are the major Industrial Relations problems that senior Human Resource Managers are likely to face in modern times? (eg: enterprise bargaining, the trend towards individual contracts, amalgamation issues, sub-contracting, etc). This subject will be offered in the second semester and at the third year level. As such, it will build upon: (a) the operational focus of FF12H50/OBH2003 and FF12H5G/OBH7203 Human Resource Management, the conceptual emphasis of FF12H20/OBH3005 and FF12H2G/OBH7305 Organisation Structures and Design and the institutional framework provided by FF12R10/IRL2001 and FF12R1G/IRL7201 Australian Labour Relations; and (b) the broader strategic focus of other subjects offered in Marketing, Public Policy, Accounting and Finance and Information Systems. It will also complement the third year OB & HRM defining subject, FF13H20/OBH3001 Organisation Change and Development, which examines and evaluates intervention strategies for organisational change and improvement. CONTENT: The specific topics to be covered will be set within the following framework. Practical issues arising from these topics and themes will be dealt with primarily in relation to the Australian Context. The weekly information presentations will be given by Bob Russell and Cameron Allan. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 Content areas may include: • the concept of strategy and strategy development • development of strategic human resource management • models of strategic human resource management • strategic human resource planning and development • career management • strategic change and development • learning organisations • IR & HRM Frameworks • enterprise bargaining & HRM • unionism & HRM • industrial relations environment • working-time arrangements • job design and team work • downsizing and delayering • reward systems • quality management • benchmarking and best practice • quality of work life • business process re-engineering • cost-benefit analysis of HR initiatives ORGANISATION OF SUBJECT: Hrs Class Type 2 hrs per week Information Presentation 2 hrs per fortnight Workshop Information Presentations will provide sufficient time to present issues and approaches to their resolution. Students will attend a 2 hour workshop each fortnight. Workshops in the first few weeks will be led by the workshop faciliators; in subsequent weeks, workshops will consist of student presentation and discussion of their project case studies. Two hour workshops are essential to allow adequate assimilation and analysis of the case study material. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc View slide
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 INFORMATION PRESENTATION TOPICS (2 hrs per week) Information Presentations Staff Member Readings* 1. Introduction Bob Russell Chapter 1 2. Strategy and HRM Bob Russell Chapter 3 3. Strategic HRM and Industrial Relations Cameron Allan Chapter 2 4. Organisational Structure and Job Design Bob Russell Chapter 6 5. Brisbane Show Holiday – No Lecture 6. Organisational Innovation and Development Bob Russell Chapter 7 7. Performance Management Bob Russell Chapters 8&9 8. Costing Human Resources Bob Russell Chapter 12 (+new text) 9. Negotiating Strategically Cameron Allan Chapter 4 10. HR and Quality Management Cameron Allan Chapter 5 Mid Semester Vacation 11. Working-time Cameron Allan Buchanan J. & Bearfield S. (1997) Reforming working time Ch 2. 12. Workplace Bullying Michael Sheehan Selected Readings 13. Downsizing Cameron Allan Chapter 10 11. Summary and Revision – Exam Bob Russell / Cameron Allan • All readings are from Travaglione & Marshall (2000) unless otherwise indicated. Workshop Program (students attend for 2 hours per fortnight) 1. Weeks 2/3 - formation of case study groups and clarification of case study requirements 2. Weeks4/5, 6/7 - SHRM model and approach to case analysis 3. Weeks 8/9, 10/11, 12/14 - group presentations of case studies. ASSESSMENT: Item Length %Weighting Due date Group Assignment - Case Study Descriptive Overview 1500 words 15% Weeks 6-11 Presentation 10% Weeks 8-13 Individual Assignment - Case Study: Individual Analysis 2250 words 25% Week 14 Final examination 2 hours 50% Examination Period (TBA) /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc View slide
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 ASSESSMENT RATIONALE/CRITERIA The case study description and presentation is to be prepared by small groups. Part 1 is to be a written group case description that examines HRM strategies within a selected organisation and provides the basis for the group presentation and individual analysis. The case analysis will consist of a case study evaluation in which each student will submit an individual independent theoretical analysis of one of the key HRM strategies adopted by their case study organisation. It will provide the opportunity for in-depth research into the relevant area(s). The Final Exam will assess the students’ overall understanding of the subject material and their capacity to appreciate the inter-relationships amongst the various strategic issues. ASSESSMENT GUIDELINES Assignment 1: Group Case Study The assignment is to be prepared by small groups - ie. 4-6 people. The case study will examine human resource management strategies within a selected organisation. Profit and non-profit organisations as well as public and private companies, government departments, charities and community groups, clubs and societies, and union and professional associations may be the focus of the case study. However it is recommended that the organisation be larger than 25 people and preferably should have a recognisable Human Resource / Personnel / Employee Relations manager or function. Assignment 1 has two parts: Part 1 - Written case description (group) - 1, 500 words (marked out of 15%) The case description is to be submitted to the workshop group two weeks prior to the workshop (except for the group presenting first who may provide their case description on the day of the workshop). Each case study group will be required to provide a copy of the case description for each member of the workshop group. The case description should: 1 (1) Set the case within the overall context of the organisation. This is likely to include: • the organisation mission and/or vision statement and a consideration of its business objectives • information about its organisational culture - ie. the values, beliefs, assumptions, behavioural style and symbols that characterise the way the organisation conducts its business • the organisational structure - ie. span of control and control structure; specialisation of functions - divisions, departments, work groups • organisational strategy - ie. the position of advantage it seeks through understanding its weaknesses and utilising its strengths • HRM strategies and initiatives - these are often unclear and in reality appear as initiatives seeking to maximise commitment, competence, cost effectiveness, stakeholder goal congruence, adaptability, and performance effectiveness (2) Where appropriate this contextual information may be presented for both the organisation overall and the particular division, department or work area on which the case specifically focuses. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 (3) In addition to this setting against largely internal influences, the case should also be set against a description of external influences - ie. industrial relations and political, legal, economic, social, technological, marketplace and geographical factors. (4) The case description will also include a detailed description of the particular strategy, ie. the HRM approach the organisation is following in order to achieve particular objectives. This description will examine how it seeks to maximise commitment to these organisational goals. (5) Where possible, the strategy should be presented against an historical perspective - ie. how did it build on the past; what was the planning process; who was consulted; what factors and/or stakeholders were considered; how was it initially implemented; how was it reviewed; how was it modified? (6) The case will be drawn from examination of organisational documentation and through interviews with key players. Part 2 Group Presentation (marked out of 10%) Each group will be given one hour in which to make its presentation. Presenters are to assume the case description has been read by the workshop participants. The role of the presenters is to highlight key issues and to involve others in the workshop group in debating these issues. Effective use of videotapes, overhead projections, slides, role plays or small group discussion questions can help to make the presentation interesting and participatory. It is not sufficient to merely read out the case description. Rather presenters should encourage participants to tease out the strategic HRM issues involved in the case, identify the relationships between these issues, and explore possible approaches to resolving them. Following each presentation, the presenters should be prepared for an additional 20 minutes of questioning by the workshop group. Further, in the last 20 minutes of the following bi-weekly workshop they should be available for a follow-up discussion. Workshop facilitators will be available to discuss and assist with case selection and development. There is a very wide range of possible strategic topics. They include, for example: career pathing through training; reward systems; work and job redesign; EEO or OH&S program development; skill development for the introduction of new technology; adoption of total quality management; team building; introduction of self-management; strategic human resource planning; executive development; post merger management integration; subcontracting; downsizing/rightsizing; enterprise bargaining; individual employment contracts; work hours revision; managing overtime; integrating work and non- work life. Assignment 2: Individual Case Study Analysis (2,250 words) (marked out of 25%) In addition to the group work on the project, each student will be required to submit an independent theoretical analysis of one of the HRM strategies adopted by their case study organisation. It should demonstrate in-depth research into the relevant area and be appropriately referenced. It should include an Executive Summary of no more than 250 words. In addition a copy of the case (see assignment 1) should be attached as an appendix. Neither the case description nor the reference list will be included in the 2,250 word limit. The analysis presented should explore the links between the chosen strategy and other HRM strategies and initiatives adopted by the organisation, and the links between the chosen strategy and both the organisation’s effectiveness and its achievement of its wider business strategies and goals. Of key importance to the analysis is a consideration of the research and other published evidence from the HRM and IR literature regarding the efficacy and limitations of the strategy analysed in the case analysis. The analysis should highlight the practical implications for the organisation studied and be developed in a format appropriate for presentation to the organisation studied. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 Notes: 1. If any student wishes he/she may modify the case description and submit this revised version as an appendix to the case analysis 2. In many cases it will be prudent and ethical not to identify the organisation which is being used as the source of the case study 3. It is essential for each group to discuss their project plans with their workshop facilitator as soon as possible - certainly before becoming committed to a particular project/organisation 4. If you have problems with the dynamics of your group, attempt to sort them out within the group at an early stage. If your attempts fail, consult your workshop facilitator. Once you submit the written case description with names of group members on it, each group member listed is entitled to the group mark for the case. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 TEXT BOOKS AND SUPPORTING MATERIALS Prescribed Text Travaglione, A., & Marshall, V. (2000). Human Resource Strategies: An Applied Approach. Roseville, NSW: McGraw-Hill. Prescribed Reading Anthony, William P. (1996) Strategic human resource management. Fort Worth: Dryden Press Butler, J.E., Ferris, G.R. and Napier, N.K. (1991) Strategy and Human Resource Management. Cincinnati, OH: South-Western Publishing,. Kovach K. A. (1996) Strategic human resource management. Lanham: University Press of America. Legge, K. (1995) Human Resource Management: Rhetoric and Realities. Hampshire: Macmillan Business. Mabey C and Salaman G. (1995) Strategic Human Resource Management. Oxford: Blackwell. Mabey C. and Salaman G. and Storey J. (1998) Human Resource Management: A Strategic Introduction (2nd ed). Oxford: Blackwell. Mabey C. and Salaman G. and Storey J. (1998) Strategic human resource management: a reader. London: Sage. Marchington, M. (1994) Team Work. Oxford: Blackwell. Nankervis, A.R. Compton, R.L. and McCarthy T. (1999) Strategic Human Resource Management (3rd ed.). Nelson, Australia. Nankervis, A.R. and Compton, R.L. (1994) Readings in Strategic Human Resource Management. Thomas Nelson, Australia. Stacey, R.D. (1993) Strategic Management and Organisational Dynamics. London: Pitman. Starkey, K. and McKinlay, A. (1993) Strategy and the Human Resource: Ford and the Search for Competitive Advantage. Oxford: Blackwell. Tyson, S. (1995) Human Resource Strategy: Towards a General Theory of Human Resource Management. London: Pitman. Walker, J.W. (1992) Human Resource Strategy. New York: McGraw Hill. Recommended Reading Anthony, P. and Norton, L.A. (1991), Link HR to corporate strategy. Personnel Journal, April, 75-86. Baird, L. and Meshoulam, I. (1988), Managing two fits of strategic human resource management, Academy of Management Review, 13(1), 116-28. Devanna, M.A., Fombrun, C.J. and Tichy, N.M. (1981), Human resource management: A strategic perspective, Organisation Dynamics, 9(3), 51-67. Guest, D. (1987) Human resource management and industrial relations, Journal of Management Studies, 24(5), 503-21. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 Guest, D. (1991) Personnel management: The end of orthodoxy? British Journal of Industrial Relations, 29(2), 149-75. Hendry, C. and Pettigrew, A. (1990), Human resource management: an agenda for the 1990s’, International Journal of Human Resource Management, 1(1), 17-43. Kanter, R.M. (1983) Frontiers for strategic human resource management, Human Resource Management, 22(1/2), 9-21. Legnick-Hall, C.A. and Legnick-Hall, M.L. (1988), Strategic human resource management: A review of the literature and a proposed typology, Academy of Management Review, 13(3), 454-70. Miller, P. (1991), Strategic human resource management: An assessment of progress, Human Resource Management Journal, 1(4), 33-39. Miles, R.E. and Snow, C.C. (1984) Designing strategic human resources systems, Organisational Dynamics, 13(1), 36-52. Nankervis, A.R., Compton, R.L. and McCarthy, T.E. (eds) (1996), Strategic Human Resource Management (2nd edition) , Nelson, Melbourne (Chapter 2: Organisational strategy, structure, culture and policy - the role of human resource management). Reinmann, B. (1991), Strategic bridging: highlights of the 1990 strategic management society conference, Planning Review, 19(1), 39-47. Schuler, R.S. (1992) Strategic human resource management: linking the people with the strategic needs of the business, Organisational Dynamics, Summer, 18-31. Sparrow, P.R. and Pettigrew, A.M. (1988), Strategic human resource management in the UK computer supplier industry, Journal of Occupational Psychology, 61, 25-42. Storey, J. (1993), The take-up of human resource management by mainstream companies: key lessons from research, The International Journal of Human Resource Management, 4(3), September, 529-53. Storey, J. and Sisson, K. (1990) Limits to transformation: human resource management in the British context, Industrial Relations, 21(1), 60-66. Walton, R.E. (1985), Towards a strategy of eliciting employee commitment based on policies of mutuality, in R.E Walton and P.R. Lawrence (eds), HRM Trends and Challenges, Harvard Business School Press, Boston. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 Relevant Journal Titles Relevant Data Bases Academy of Management Journal ABI-Inform Academy of Management Review PsycInfo Asia Pacific Human Resource Management AIM Management and Training Group and Organizational Studies ACEL (OH&S) Human Relations Worksafe Australia (Oh&S) Human Resource Management Worklit (Industrial Relations) International Review of Industrial and Vocational Education and Training Organizational Psychology International Journal of Selection and SSO and BPO (full text databases) Assessment Journal of Applied Psychology Journal of Human Resources Journal of Industrial Relations Journal of Occupational Behaviour Journal of Occupational Psychology Journal of Organizational Change Management Journal of Organizational Psychology Organizational Dynamics Personnel Personnel Administrator Personnel Management Personnel Psychology Personnel Review Public Personnel Management Research in Personnel and Human Resource Management Training and Development in Australia /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 ADMINISTRATION: Subject Evaluation This subject will be evaluated through surveys run by the School in accordance with University and Faculty policy. Submission of Assignments Assignments should be submitted according to the Subject Convenor’s instructions by the due date. All students should keep a copy of their assignment until it is marked and returned to them. Assignments should be kept until a final grade is awarded. Extensions Extensions may be obtained by consulting the subject Convenor. Requests for extensions are usually made in writing, and accompanied by appropriate documentation to support the case for the extension. Late Submission of Assignments Requests for an extension of time for submission of an assessment item must be lodged before the due date for the assessment item. Requests received on or after the due date will only be considered in exceptional circumstances. Extension requests must be made in writing to the Subject Convenor, and be accompanied by appropriate supporting documentation. Where an extension has not been granted, an assessment item submitted after the due date will be penalised as follows: the mark awarded to the item will be reduced by 5% of the maximum possible mark for each day that the assessment item is late. Each weekend (from Saturday and Sunday) will count as one day. Plagiarism / Academic Misconduct Students must conduct their studies at the University honestly, ethically and in accordance with accepted standards of academic conduct. Any form of academic conduct which is contrary to these standards is academic misconduct for which the University may penalise a student. Specifically it is academic misconduct for a student to:  present copied, falsified or improperly obtained data as if it were the result of laboratory work, field trips or other investigatory work;  include in the student's individual work material which is the result of significant assistance from another person if that assistance was unacceptable according to the instructions or guidelines for that work;  assist another student in the presentation of that student's individual work in a way that is unacceptable according to the instructions or guidelines for that work;  cheat; (Cheating is dishonest conduct in assessment);  plagiarise; (Plagiarism is knowingly presenting the work or property of another person as if it were one's own.) On determination that academic misconduct has taken place, the penalty which may be imposed on the student is one or more of the following: a. a reduced or nil result for the assessment item affected by the academic misconduct; b. a fail grade for the subject in which academic misconduct occurred; c. exclusion from enrolment in the course for a specified period; /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 d. exclusion from the course; readmission to the course is at the discretion of the Faculty based on consideration of the student's case for readmission. Where a student has been found guilty of academic misconduct on more than one occasion and has previously been penalised as set out in above a. - c., the penalty shall normally be exclusion from the course as set out in d., unless in the opinion of the relevant Assessment Board there are mitigating circumstances. Academic Committee Resolution 2/2000 Further Information Students are advised to consult the Griffith University Enrolment Guide for further information on the University’s administration of assessment. Learning Assistance Unit (LAU) The Learning Assistance Unit (LAU) provides free learning assistance services to Griffith University students. This includes help with writing assignments, developing effective writing strategies, critical thinking, exam preparation, and much more. To find out more about the range of resources and study skills programs visit the website at http://www.gu.edu.au/ins/lils/lau/home.html or call in to the offices. Alternatively you can e-mail at lau@mailbox.gu.edu.au or phone a friendly learning adviser on any of the numbers listed on the web site. /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc
  • MGT7343 Strategic Human Resource Management School of Management 073/01/MGT Semester 2, 2001 APPENDIX ONE MGT7343 Strategic Human Resource Management Semester 2,2001 HECS DISCIPLINARY CATEGORY: RESOURCE DOCUMENT. Is the subject manageable within existing resources? SUBJECT APPROVAL The subject outline must be reviewed each semester. The resource implications of any changes should be considered and detailed in the above documentation. The subject has been reviewed , and all changes have been indicated. _____________________Subject Convenor date The changes to the subject outline, and the resource documentation are approved / not approved _____________________Head of School date The changes to the subject outline, and the resource documentation are approved / not approved _____________________Course Convenor date The changes to the subject outline, and the resource documentation are approved / not approved _____________________ Dean, CAM date /home/pptfactory/temp/20100531181821/mgt7343doc1651.doc