School: Business and Law

This unit information may be updated and amended immediately prior to semester. To ensure you have the correct outline, please check it again at the beginning of semester.

  • Unit Title

    Connecting Strategy and HRM
  • Unit Code

    MAN6712
  • Year

    2017
  • Enrolment Period

    1
  • Version

    3
  • Credit Points

    20
  • Full Year Unit

    N
  • Mode of Delivery

    On Campus
    Online
  • Unit Coordinator

    Dr Alan John COETZER

Description

The focal theme of this unit is the importance of aligning Human Resource Management (HRM) with business strategy and the external environment. The learning experiences in this unit will help prepare students to perform the role of strategic partner through developing a strategic mindset about the management of people in organisations. HR practitioners can play a strategic partner role when they have the knowledge and skills to be an essential part of the senior management team running the organisation and can translate business strategy into action through the effective management of an organisations human resources. The unit also develops students understanding of HRs role in the management of organisational change

Prerequisite Rule

Students must pass 1 units from MAN5730

Equivalent Rule

Unit was previously coded MAN5258

Learning Outcomes

On completion of this unit students should be able to:

  1. Apply Strategic HRM theory and concepts to a range of problems in authentic contexts.
  2. Apply knowledge of Strategic HRM to design a human resource strategy for an organisation.
  3. Assess the role that line managers play in the implementation of HR strategies.
  4. Compare the idealised role of the HR function in the management of strategic change to the actual role of the HR function in contemporary organisations.
  5. Critically evaluate research into the link between HRM and organisational performance.
  6. Develop a persuasive business case for HR strategy implementation.

Unit Content

  1. Introduction to Strategic HRM.
  2. HRs role in building and maintaining a positive organisational culture.
  3. Assessing the effectiveness of HRM
  4. The general goals of HRM.
  5. The role of HRM in the strategic management process.
  6. Linking HRM to strategy.
  7. Theories underpinning research into the link between HRM and performance.
  8. The process by which HRM impacts on performance.
  9. Employee voice and employee engagement.
  10. Work systems.
  11. HRs role in managing strategic change.

Additional Learning Experience Information

This unit is taught through a combination of primarily problem-based and case-based approaches. Project-based learning is also an important component of the learning processes. On-campus: On-campus students attend a weekly three-hour seminar. The seminars include interactive lectures, class discussion, case study analysis and other types of learning activities which may include answering review questions and video presentations. Students are expected to participate actively in all sessions and, where appropriate, to draw on their own work experience. Off-campus: This unit is based on its on-campus equivalent that takes place during a three-hour weekly seminar. Off-campus students cover the same content as the on-campus unit. Off-campus students are expected to complete a range of learning activities such as analysing case studies, answering review questions and participating in on-line discussions. Off-campus students access this unit via Blackboard. Regular on-line access is required.

Assessment

GS1 GRADING SCHEMA 1 Used for standard coursework units

Students please note: The marks and grades received by students on assessments may be subject to further moderation. All marks and grades are to be considered provisional until endorsed by the relevant Board of Examiners.

ON CAMPUS
TypeDescriptionValue
EssayArgumentative essay30%
ParticipationContribution to learning environment20%
ProjectOrganisation-based project50%
ONLINE
TypeDescriptionValue
EssayArgumentative essay30%
ParticipationContribution to learning environment20%
ProjectOrganisation-based project50%

Disability Standards for Education (Commonwealth 2005)

For the purposes of considering a request for Reasonable Adjustments under the Disability Standards for Education (Commonwealth 2005), inherent requirements for this subject are articulated in the Unit Description, Learning Outcomes and Assessment Requirements of this entry. The University is dedicated to provide support to those with special requirements. Further details on the support for students with disabilities or medical conditions can be found at the Access and Inclusion website.

Academic Misconduct

Edith Cowan University has firm rules governing academic misconduct and there are substantial penalties that can be applied to students who are found in breach of these rules. Academic misconduct includes, but is not limited to:

  • plagiarism;
  • unauthorised collaboration;
  • cheating in examinations;
  • theft of other students' work;

Additionally, any material submitted for assessment purposes must be work that has not been submitted previously, by any person, for any other unit at ECU or elsewhere.

The ECU rules and policies governing all academic activities, including misconduct, can be accessed through the ECU website.

MAN6712|3|1

School: Business and Law

This unit information may be updated and amended immediately prior to semester. To ensure you have the correct outline, please check it again at the beginning of semester.

  • Unit Title

    Connecting Strategy and HRM
  • Unit Code

    MAN6712
  • Year

    2017
  • Enrolment Period

    2
  • Version

    3
  • Credit Points

    20
  • Full Year Unit

    N
  • Mode of Delivery

    On Campus
    Online
  • Unit Coordinator

    Dr Alan John COETZER

Description

The focal theme of this unit is the importance of aligning Human Resource Management (HRM) with business strategy and the external environment. The learning experiences in this unit will help prepare students to perform the role of strategic partner through developing a strategic mindset about the management of people in organisations. HR practitioners can play a strategic partner role when they have the knowledge and skills to be an essential part of the senior management team running the organisation and can translate business strategy into action through the effective management of an organisations human resources. The unit also develops students understanding of HRs role in the management of organisational change

Prerequisite Rule

Students must pass 1 units from MAN5730

Equivalent Rule

Unit was previously coded MAN5258

Learning Outcomes

On completion of this unit students should be able to:

  1. Apply Strategic HRM theory and concepts to a range of problems in authentic contexts.
  2. Apply knowledge of Strategic HRM to design a human resource strategy for an organisation.
  3. Assess the role that line managers play in the implementation of HR strategies.
  4. Compare the idealised role of the HR function in the management of strategic change to the actual role of the HR function in contemporary organisations.
  5. Critically evaluate research into the link between HRM and organisational performance.
  6. Develop a persuasive business case for HR strategy implementation.

Unit Content

  1. Introduction to Strategic HRM.
  2. HRs role in building and maintaining a positive organisational culture.
  3. Assessing the effectiveness of HRM
  4. The general goals of HRM.
  5. The role of HRM in the strategic management process.
  6. Linking HRM to strategy.
  7. Theories underpinning research into the link between HRM and performance.
  8. The process by which HRM impacts on performance.
  9. Employee voice and employee engagement.
  10. Work systems.
  11. HRs role in managing strategic change.

Additional Learning Experience Information

This unit is taught through a combination of primarily problem-based and case-based approaches. Project-based learning is also an important component of the learning processes. On-campus: On-campus students attend a weekly three-hour seminar. The seminars include interactive lectures, class discussion, case study analysis and other types of learning activities which may include answering review questions and video presentations. Students are expected to participate actively in all sessions and, where appropriate, to draw on their own work experience. Off-campus: This unit is based on its on-campus equivalent that takes place during a three-hour weekly seminar. Off-campus students cover the same content as the on-campus unit. Off-campus students are expected to complete a range of learning activities such as analysing case studies, answering review questions and participating in on-line discussions. Off-campus students access this unit via Blackboard. Regular on-line access is required.

Assessment

GS1 GRADING SCHEMA 1 Used for standard coursework units

Students please note: The marks and grades received by students on assessments may be subject to further moderation. All marks and grades are to be considered provisional until endorsed by the relevant Board of Examiners.

ON CAMPUS
TypeDescriptionValue
EssayArgumentative essay30%
ParticipationContribution to learning environment20%
ProjectOrganisation-based project50%
ONLINE
TypeDescriptionValue
EssayArgumentative essay30%
ParticipationContribution to learning environment20%
ProjectOrganisation-based project50%

Disability Standards for Education (Commonwealth 2005)

For the purposes of considering a request for Reasonable Adjustments under the Disability Standards for Education (Commonwealth 2005), inherent requirements for this subject are articulated in the Unit Description, Learning Outcomes and Assessment Requirements of this entry. The University is dedicated to provide support to those with special requirements. Further details on the support for students with disabilities or medical conditions can be found at the Access and Inclusion website.

Academic Misconduct

Edith Cowan University has firm rules governing academic misconduct and there are substantial penalties that can be applied to students who are found in breach of these rules. Academic misconduct includes, but is not limited to:

  • plagiarism;
  • unauthorised collaboration;
  • cheating in examinations;
  • theft of other students' work;

Additionally, any material submitted for assessment purposes must be work that has not been submitted previously, by any person, for any other unit at ECU or elsewhere.

The ECU rules and policies governing all academic activities, including misconduct, can be accessed through the ECU website.

MAN6712|3|2