BUS320 Advanced Human Resource Perspectives

Unit Information and Learning Guide

January Trimester, 2014

This information should be read in conjunction with the online learning materials which can be found on your MyUnits page.

Unit coordinator Name Associate Professor Dr. Antonia Girardi School Management and Governance Ph: +61 8 9360 6980 Email: A.Girardi@murdoch.edu.au

 Published by Murdoch University, Perth, Western Australia, 2014.

This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording or any other means be reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written permission of the publisher.

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Contents
Unit information
Information about the unit Contact details How to study this unit Resources for the unit Study schedule Assessment 4 6 7 8 10 11

Learning guide
Introduction Topic 1 Topic 2 Topic 3 Topic 4 Topic 5 Topic 6 Topic 7 Topic 8 Topic 9 Topic 10 Topic 11 Introduction to HRM Strategic HRM The legal context of work in Singapore Job analysis and design HR planning Attraction, selection (and retention) Performance management Learning and development Reward management International HRM Evaluating and improving the HR function 19 20 21 22 23 28 29 32 36 38 41 42

Information about the unit

Welcome to:
BUS320 Advanced Human Resource Perspectives

Unit description
Organisations recognise the importance of people in the success and failure of business. Human Resource Management (HRM) refers to policies, practices and systems used to manage employee attitudes, behaviours and performance to achieve individual, team and organisational goals (Kramar, Bartram, De Cieri et al. 2011). This unit focuses on managing human resources at a strategic level, in order to meet organisational goals pertaining to sustainability and competitive advantage. It aims to give students an understanding of how effective implementation of human resource management practice offers benefits to both the organisation and the individual. Topics covered will be broad and include, but are not limited to, attraction and retention of staff, how to manage performance, rewarding employees, career management and international HRM.

Prerequisites
BUS145 Principles of Management AND BUS240 Organisation Development and Human Resources Management.

Aims of the unit

The broad aims of this unit are to: address the current issues facing Human Resource Managers and other organisational leaders; develop individual capabilities in identifying, evaluating and reporting upon the application of HRM theories in contemporary organisations; and reinforce problem-solving, decision-making, case-study analysis and planning skills.

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Learning outcomes for the unit

On successful completion of the unit you should be able to: Identify and analyse concepts and techniques related to HRM practice; Show an understanding of the internal and external factors that influence the practice of HRM in organisations; Describe and analyse current trends in HRM; Apply HRM concepts to practical issues; Demonstrate behaviours relevant to the workplace and profession of HRM; Demonstrate a high level of oral, aural and written communication skills; and Show improved knowledge and application of people management and leadership skills.

Graduate attributes developed in the unit

This unit will contribute to the development of the following Graduate Attributes. Communication Critical and creative thinking Social interaction Independent and lifelong learning In-depth knowledge of a field of study

This unit was originally written by Antonia Girardi, January 2008 Revised by Antonia Girardi, November 2013

Contact details
Unit Coordinators contact details Dr Antonia Girardi is an Associate Professor in the School of Management and Governance, teaching in both the undergraduate and postgraduate business offerings. Specifically, Tonia teaches in the areas of Organisational Development, Human Resources Management and Research Methods. Tonia was previously employed as a Research Associate with the University of Western Australia. In this role Tonia worked as a project evaluator in the areas of organisational change, HRM strategy, work design and team work, with organisations in both the private and public sectors. Tonia has also worked as a consultant within the Western Australian health sector managing workplace absences; and has consulted in the public sector on the attraction and retention of staff. Tonia holds a PhD in Human Resources Management/Organisational Psychology from the University of Western Australia. She is proficient in the application of structural equation modelling to business related research, and her work has been published in international journals and presented at conferences in the U.S., Europe and Australia. Tonia has supervised nine postgraduate students to completion, and has acted as a thesis examiner on many occasions. Her main research interests lie in the areas of attracting, developing and retaining staff. Name Ph: Email: Room: Dr Antonia Girardi +61 8 9360 6980 A.Girardi@murdoch.edu.au School of Management and Governance Building Room 2.021

Unit Manager Mr Stephen Turner (S.Turner@murdoch.edu.au) is the appointed Unit Manager for this Unit. Stephen is responsible for managing student and local staff queries and the LMS Moodle site; assessment moderation and the general day to day running of the unit. Please contact Stephen first with any queries about the unit via the email address above or via the Moodle site. Tutor/Lecturer contact details You will be notified of your local lecturer and tutor at the beginning of the teaching period.

Administrative contact details Please refer to your local school administrative team.

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How to study this unit

An active learning approach will be taken in both the lecture and workshops. Successful active learning requires some preparation before class. Workshops provide an opportunity to practice management skills, risk-free, before transferring these skills to a real life situation. As part of the workshop programme it is intended that skill learning and skill practice will occur. It is important to read the set textbook chapter(s) before each workshop and complete as many of the pre-workshop activities as possible.

Contact time (face-to-face)

Lectures: approx 50 minutes per week; workshops: approx 2 hours per week.

Time commitment
As this is a 4 credit point unit, we expect you to spend an average of 15 hours per week for the total weeks of this teaching period (or 200 hours overall) working on this unit. This includes in-class and out of class time.

Attendance requirements
Over a typical trimester, students are expected to attend a 50 minute lecture and a two hour workshop per week. All classes begin in the first week of the scheduled trimester. Please observe local holidays and assessments deadlines. Attendance at all lectures and workshops is highly recommended. All the material covered in class is assessable in the final written examination.

Unit changes in response to student feedback

Changes in the unit over the last 12 months have resulted from feedback in relation to unit assessment components and timing; and make-up and value of the final exam. Students may be asked to fill in a survey relating to teaching practices. Take this opportunity to provide feedback to the unit coordinator. Students can offer comments via the LMS at any time on unit-related matters.

Resources for this unit

To undertake study in this unit, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia. ISBN number: 9780070287112.* *Please note that the purchase and use of the 5th edition of this textbook is not recommended. Other references/recommended reading include: Books Any Human Resources Management textbook from the last five years Journals Asia Pacific Journal of Human Resources Australian Journal of Management Harvard Business Review HR Monthly (AHRI publication) Human Relations Human Resource Development Quarterly Human Resource Management Journal Human Resource Management Review Human Resource Planning International Journal of Human Resource Management Journal of Applied Psychology Journal of Management Journal of Occupational and Organizational Psychology Journal of Organizational Behaviour Organization Development Journal Personnel Psychology Personnel Review The Academy of Management Executive The Academy of Management Journal The Academy of Management Review The Academy of Management Annals Useful websites Singapore Human Resources Institute http://www.shri.org.sg/ Australian Human Resources Institute (AHRI) http://www.ahri.com.au The Society for Human Resource Management (USA) http://www.shrm.org Academy of Management (HR Division) http://wwwhirdiv.org Safe Work Australia http://www.safeworkaustralia.gov.au

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The following may be provided during the teaching period: lecture slides and recordings workshop handouts hard copy unit reader articles on eReserve

Study schedule
Session Topic
1.

Text Readings Chpt 1 Chpt 2 No class use the time to prepare your assessment

Assessment items

Due

Introduction to HRM Strategic HRM The legal context of work in Singapore Job analysis and design

2.

3.

Synopsis - Legal Employment Framework in Singapore (10%)

Session 3 TBC by your local lecturer

4.

Chpt 6 Session 5

5.

HR Planning

Chpt 7

Annotated Bibliography (20%)

TBC by your local lecturer

6.

Attraction, Selection (and Retention) Performance Management Learning and development

Chpt 8, 17

7.

Chpt 10

8.

Chpt 11,12 Session 9

9.

Reward Management

Chpt 13, 14

Essay (30%)

TBC by your local lecturer

10.

International HRM Evaluating and Improving the HR function Course Revision

Chpt 16

11.

Chpt 18

12.

Mind Map

NO WORKSHOPS EXAM STUDY FOCUS

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Assessment
Assessment for this unit is conducted in accordance with the Assessment Policy.

Schedule of assessment items

All students will be assessed on the basis of: Assessment item Legal Employment Framework in Singapore Description Prepare 1000-1500 word synopsis outlining the most salient features of the Legal Employment framework in Singapore Collection of summaries/critiques of scholarly references for specific research topic Individual discussion/analysis for specific research topic Case study and Essay-type questions Value 10% Due End of teaching Session 3

Annotated bibliography Essay Final Examination

20% 30% 40%

End of teaching Session 5 End of teaching Session 9 University Examination Period

Assessment details
Assignments will be assessed in terms of academic standards and content, and must follow the conventions listed below in addition to any other criteria specified for each assessment piece. Page numbers-in correct sequential order Word processed Spacing-one and a half spacing 11-12 pt size text with alignment justified Quotes- may not exceed a maximum of 10% of the word content of the report The essay must be submitted via turnitin and the originality report attached to the essay for marking Referencing in the APA style (see http://wwwlib.murdoch.edu.au/find/citation/apa.html for more information) or Chicago style (see http://wwwlib.murdoch.edu.au/find/citation/chicago.html) See the following for specific information for each assessment.

Synopsis: Legal Employment Framework in Singapore (10%) (Approx. 10001500 words)

The goal of this assessment is to demonstrate your understanding of the legal frameworks which impact upon employment decisions in Singapore. Prepare a 1000-1500 word synopsis (summary) outlining the most salient (important) features of the Legal Employment framework in Singapore. The summary should cover the main features of the Employment, Safety and Health Acts for example and describe in your own words how these laws influence the management of employees. Some mention of Acts which cover employment equality should also feature in your review. Please use references to support your claims but do not direct quote from legislation to describe the goals of the Legal Framework.

Synopsis Marking Guide (10%) Student name: _____________________Student number: _________________ Topic Selected: _____________________________________

Assignment content and overall understanding of the assignment brief (5 marks): Has the student demonstrated that they can adequately summarise and apply legislative , frameworks to HR decision-making? Does the selected material reflect a good understanding of the topic English Expression, including layout and presentation (5 marks) Other comments

The following two assessments are related. Please carefully read the requirements of both assessments before making a start.

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Annotated Bibliography (20%) (Approx. 2000 words)

The annotated bibliography is part of the research you will need to undertake to complete your essay topic. The goal of this assessment is to collect, reflect, summarise, critique and evaluate research which examines current trends in HRM. An annotated bibliography provides an explanation of the best available research on a given research topic. The annotation usually contains a brief summary of content and a short analysis or evaluation of the research article. For the bibliography, provide a list of 15 key journal articles for one of the research topics listed. Follow this by a summary of the article, and then an evaluation (i.e. annotation) of the article with the goal of informing the reader as to the content, relevance and quality of the research (about 150-200 words for each article). For a useful guide on how to prepare an annotated bibliography see http://olinuris.library.cornell.edu/ref/research/skill28.htm; and the marking guide. Annotated Bibliography Marking Guide (20%) Student name: _____________________Student number: _________________ Topic Selected: _____________________________________ Quality of references: Referencing Format chosen: APA Chicago (noted by marker)

Overall understanding of Annotated Bibliography (2.5 marks): Has the student demonstrated that they can adequately select material, summarise and critique it, and present the material in a suitable format? Content/Selection of articles (7.5 marks): Does the selected material reflect a good understanding of the topic and of the reason for an annotated bibliography? Critical Evaluation of material (7.5 marks): Does annotation reflect a good understanding of the importance of quality material which is on topic? English Expression, including layout and presentation (2.5 marks) Other comments

__________________________________________________________________________ NOTE: Reference List Marks will be awarded for Relevance, recency, selection of often cited or seminal articles, academic nature of references, search strategies which show understanding of library resources Marks will be deducted for Overuse of journal, evidence of poor search strategy, poor referencing Annotated bibliography Marks will be awarded for: Demonstrated understanding of annotated bibliography Demonstrated critical evaluation of material Selection of references Marks will be deducted for Poor English expression Poor referencing Copying or paraphrasing of abstract rather than critical evaluation This assessment does not have to be submitted to Turnitin.

Essay (30%) (Approx. 3000 words)

This assessment aims to address current issues in HRM theory and practice. Using the feedback received and articles prepared for the annotated bibliography above (and other resources you have found) write an essay on one of the following topics. Topic 1: Green HRM Green HRM has generally been described as integrating environmental management into HRM practices - but the research to date about how an organisation can achieve sustainability from Green practices is still unclear. Discuss the role that HR processes play in translating Green HR policy into practice. Topic 2: HRM in the third sector In 2013 it was reported that approximately 36% of people undertake some sort of volunteer work within a year1. As a result, there is increasing pressure for change in the way in which the volunteer or third sector workforce is managed. Discuss the challenges that HR managers face in developing policies and practices to manage the workforce within the third sector. Please review the marking guide prior to submitting your assignment.

Australian Bureau of Statistics

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Essay Marking Guide (30%) Assessment Criteria Comment Mark

Content /15 (Introduction; Body Conclusion) Argument developed & relevant Accurately presents evidence Evidence of critical evaluation Original thought / ideas included Acknowledges the key issues Style and Presentation /7.5 Fluent and succinct writing (A>B>C) Clearly signposts with headings. Effective paragraph structure Legible and professionally presented Correct Grammar & Spelling (Use style and spell checker on computer) Correct length (not including abstract or reference list) Includes word count (2500 + or 10%) Layout 1.5 spacing, font. References /7.5 Chicago or APA style followed in text Appropriateness of scholarly references used Variety of references used Accuracy of reference list Turnitin report submitted and within limits (noted by marker) Note: Your paper should include themed subheadings, and established definitions or current
discussions on definitions. You can include a history of research in the area if the literature indicates this is important (e.g. early controversy which is now not apparent). Evidence that the feedback from the annotated bibliography assessment has been incorporated will also be considered in marking this assessment. Marks will be deducted for non-compliance with the word limit. Too few words will mean you are unable to do your topic justice. Too many words means you have not been discerning enough in your selection of material or written succinctly enough. You will be required to submit your completed assignment to Turnitin as well as submitting to the marker. Please look at the short video on Turnitin which is provided as a weblink on LMS. Please submit a copy of the originality report with your assignment.

Examination
Revising what has been covered in the Unit maximises your learning and understanding. Therefore this Unit has a final exam which integrates all material covered throughout the semester. The exam is 2 hours in duration and is held during the University examination period. The final exam will be closed book and consist of one (1) case study (20%) and two (2) applied long answer questions (20 marks). The exam is worth 40% of your final grade. The University requires that all students sitting end-of-semester examinations (including those held off-campus) must show their current Murdoch University Student Card to facilitate photographic identification. No other form of identification will be accepted. Students may inspect their marked examination scripts and discuss the marking with the Unit Coordinator within 14 days of the posting of results. For further information about examinations, refer to http://www.murdoch.edu.au/oss/exams/

Assignment submission
In this unit, Turnitin will be used as a formative tool to assist in preparing assignments, ensuring the use of appropriate referencing conventions. Prior to assignment submission, all students must submit their work through Turnitin, and attach their final feedback/originality report with their assignment. Submitting your work via Turnitin does not constitute a final submission. It is only part of the work that needs to be submitted to the marker. Please review the information on LMS about Turnitin. Assignments must arrive by the due date and time, and be accompanied by the appropriate student declaration form(s). All mail should be sent by registered post. No extensions or deferred in-term assessments will be granted unless accompanied by medical certificates and/or in extenuating circumstances. Late assignments will incur a penalty 10% will be deducted for every day the assignment is late. This penalty will be applied over weekends. Students must keep a copy (hard & soft) of all work handed in for assessment. Electronic Delivery: Students should aim to use LMS to submit assignments electronically. The assignments should be submitted in Microsoft Word format, and labelled with the unit number, assignment number, the first three characters of the last name and first initial followed by student number. The following are two examples of the acceptable file names that John Smith (Student Number: 12345678) could use in submission of Assignment 2 for unit FDN115: FDN115Assign2SMIJ12345678 or

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FDN115_Assign2_SMIJ_12345678 Where assignments are submitted in Microsoft Word, the coversheet and assignment should be submitted as a single file. The electronic assignment is not considered to be submitted until the student receives a formal notification that the assignment has been received successfully. LMS is setup to provide such notification upon submission of an assignment. It is the students responsibility to retain at least one electronic copy of the assignment prior to electronic submission. This copy should remain as the original submitted form and must be available for immediate submission if the original assignment is lost. Please see http://www.murdoch.edu.au/admin/policies/electronic.html for further details.

Assignment cover sheets

When submitting assignments in paper format, please attach an appropriate cover. Submission of the completed electronic coversheet is deemed to be signed by the student. If you need to submit a coversheet separately (e.g. when the assignment is written in another package, such as Excel), append CS to the same filename, to signify that this is a coversheet.

Determination of the final grade

Grades are to be determined in the unit by combining the scores from all assessments to form a final mark. Marks may be moderated to ensure equity of marking by different tutors on the same unit and/or to ensure consistency across examinations on different offerings of a unit and/or to ensure the same range of marks on two components of assessment. Your final grade for the unit will be reported by a letter grade according to Section 11 in the current Assessment Policy regarding grades.

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BUS320 Advanced HR Perspectives Learning Guide

Introduction
This Guide is designed to provide additional resources which students can use to enhance their knowledge about issues in Human Resource Management. This guide presents information about the schedule of activities students will be asked to participate in as part of the BUS320 workshops. Instructions to be followed in preparing for and participating in the assigned activities are set out in detail. This Learning Guide contains information on how to study each topic, including: What you need to do before class How the topic contributes to the units learning outcomes Resources required for the topic Learning activities/tasks

Topic 1: Introduction to HRM

What you need to do
Prior to class, read Chapter 1 of the text and complete the web exercise.

Learning outcomes
After completing this topic, you should be able to: 1. 2. Understand the conceptual foundations of human resource management. Identify the activities and roles of a companys human resource function.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
Whats in store for BUS320? going through the unit guide. Web exercise: Check out websites of Professional HR associations in three different countries. Browse through their home page and mission statement, noting any definitions of personnel management, human resource management, human capital management etc. What kinds of activities are referred to as part of the HR professional role? Do you note any cultural differences? Discuss in class the elements; and strengths and weakness of the Harvard Model of HRM? (see p.9 of the text).

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Topic 2: Strategic HRM

What you need to do
Prior to class, read Chapter 2 of the text.

Learning outcomes
After completing this topic, you should be able to: 1. Define Strategic Human Resources Management 2. Identify the role of the HR function in strategy formulation and implementation

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
1. In-class discussion/and modelling how to use the Harvard Model to analyse a case. 2. Read the case The Only Way is Up p. 84 of the text and prepare responses to the questions on. p.86.

Topic 3: The legal context of work in Singapore

What you need to do
There is no class this week Assessment focussed week

Learning outcomes
After completing the assessment for this topic, you should be able to: 1. Explain the important role played by HR professionals in the employment relationship and in managing the legal context in Singapore.

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Topic 4: Job Analysis and Design

What you need to do
Prior to coming to class read Chapter 6 of the text and prepare responses to the My Best Job activity.

Learning outcomes
After completing this topic, you should be able to: 1. Identify the tasks performed and the skills required in a given job via the use of at least one job analysis technique. 2. Explain and interpret the different approaches to job design. 3. Interpret the trade-offs among the various approaches to designing jobs.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia. Who wants a job? Long term, team players needed, for challenging permanent work in an, often chaotic environment. Candidates must possess excellent communication and organizational skills and be willing to work variable hours, which will include evenings and weekends and frequent 24 hour shifts on call. Some overnight travel required. Travel expenses not reimbursed. Extensive courier duties also required. Little possibility of advancement, but endless possibilities for personal growth. No previous experience required.

Learning activities/tasks
My Best Job: pre-workshop activity. Write answers to the following questions, and be prepared to discuss this in class. 1. What was the best job you ever held? (A full-time job is preferred, but a part-time job is satisfactory if you held no full-time job or if the part-time job is more relevant.)

2. Describe each of the following: Job title and brief description of duties and responsibilities. Your supervisor-his or her general behavior, leadership style, and so on.

Your fellow employees-your perception of their competence, attitudes toward their work, the organisation, and you.

The organisation-policies, procedures, and practices. (Consider both the broader organisation and the department in which you worked.)

3. Why was the job: excellent; very good; good; other?

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4. What were the negative features, if any, of the job?

5. How did this job compare with what you would have liked it to be?

How is your job designed?: In-class activity The job characteristics model (as pictured below) has been widely used as a model by which jobs can be designed to improve motivation, satisfaction and work effectiveness. It is often also used as a generic job analysis tool by management consultants.

Since the publication of this model and the Job Diagnostic Survey (JDS a survey which measures the elements of the model), managers and researchers have been trying to determine the motivating potential of jobs via calculations based on a formula (below). MPS = [(SV + TI + TS)/3] x AU x FB By filling out part of the JDS, you can figure out the motivating potential of your job. Just follow the instructions!

Amended Job Diagnostic Survey Form Answer the following questions by circling the most appropriate response. A little 1 1. To what extent does your job permit you to decide on your own how you go about doing the work? AU 2. To what extent does your job involve doing a 'whole" and identifiable piece of work? TI 1 2 2 3 Moderate 3 4 4 5 A lot 5

1 2 3. To what extent does your job require you to do many different things, using a variety of your skills and talents? SV 1 2 4. To what extent are the results of your work likely to significantly affect the lives or well-being of other people? TS 2 5. To what extent does doing the job itself 1 provide you with information about your work performance? F Now calculate the motivating potential of your job by:

Adding the values of your answers to Q2, 3 & 4 and dividing this by 3. _____________________________________________ Multiply this answer by the values to your answers for Q1 and Q5 _________________________________________________ This answer is the motivating potential of your job.

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________________________________________ Is your job high in motivating potential? _____________________________________________________ High MP = >100 Moderate MP=50-100 Low MP=<50

Discussion Question 4 p. 208 (Kramar et al., 2011).

Topic 5: HR Planning
What you need to do
Prior to coming to class read Chapter 7 of the textbook and read the assigned case study. If you have time you might like to watch the movie Up in the Air starring George Clooney, which focuses on workplace redundancies.

Learning outcomes
After completing this topic, you should be able to: Describe how a companys human resource planning influences strategic direction and other organisational outcomes. Determine the labour demand of workers. Identify the various ways of eliminating a labour surplus and avoiding a labour shortage. Identify the role of human resource information systems.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
Lets calculate labour turnover: In-class activity Applying HRIS to HR Planning=Succession planning: In-class group activity Dealing with too much staff?: In-class activity Case Study -The pros and cons of human resource information systems (Kramar et al., 2011 pp.251-253)

Topic 6: Attraction, Selection (and Retention)

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What you need to do

Prior to coming to class read Chapters 8 and 17 of the textbook; and complete the web exercises and discussion questions.

Learning outcomes
After completing this topic, you should be able to: 1. List the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and the methods for evaluating them. 2. List and describe the common methods used in selecting human resources. 3. Identify the relationship between attraction, recruitment and retention.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
In groups, brainstorm some of the media by which an organisation can advertise or make known its staffing needs. For each of the media mentioned, add any advantages and disadvantaged you can think of. Web exercise Use the internet to appraise the e-recruitment strategy of two or more firms using the nine criteria below. The firms can be one(s) that you work for; ones that you are interested in and/or specialist job agencies

How e-savvy is your firm? (adopted from Welch, 2003) Criteria Are current vacancies listed? Can people apply online? Can potential candidates see an existing employees career profile? Are company business principles referred to? Can people register for email alerts? Do they actually receive email alerts? Is there a graduate section? Is there an experienc e of hires section? Are HR contacts featured?

Company 1 Company 2 Company 3 General comments:_________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________

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Think back to a selection interview you have had. Prepare answers for the following questions: a). what sort of interview was it? (face-to-face, formal, informal?) __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ b). what impression did you get of the organisation? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ c). was the interview well conducted? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ d). what efforts put you at ease before the interview started? __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ Dealing with unsuccessful applicants: In-class discussion

Discussion Question 4, p. 620 (textbook)

Topic 7: Performance Management

What you need to do
Prior to coming to class read Chapter 10 of the textbook; prepare a response to the discussion question; and read the case study.

Learning outcomes
After completing this topic, you should be able to: 1. Identify the general purposes of performance management. 2. Describe the advantages and disadvantages of the different sources of performance information. 3. Understand the role of feedback in the performance management process.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
Discussion Question 10, (Kramar et al., 2011 p. 379).

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Performance conversations: The case of the mismanaged performance appraisal

Background information Large pharmacy; 20km from city centre; part of the local community for the last 40 years; open seven days a week; dispenses more than 250 prescriptions per day; part of a banner group, run as a partnership, with one partner (Joe) working part-time and the other partner (Christine) working as a full-time pharmacy manager. Customer Demographics Steady population growth in the area; greater proportion of elderly customer base. Key roles Christine is a managing partner and responsible for the day-to-day operations of the pharmacy and shares the extended work hours with another salaried pharmacist (Jana); payroll is the only administrative function not carried out by the individual pharmacy. Product and service offering Dispensary, OTC merchandise, gifts, HMRs, dosage aids (i.e. Webster packs); home health care (i.e. crutches etc); sun care; baby care; and complementary medicines.

The Case
Joe and Christine were concerned with Janas tardiness. They decided they needed to have a performance conversation. By the end of the week Jana had had two reviews. This is what happened Christine brings Jana into her office on Monday morning and says, Jana, you have been late a lot. This has got to stop as customers are complaining and so are your co-workers." Jana bounces her leg and does not look Christine in the eye. I want to see you in on time every day. I will be keeping a record of any late arrivals and there will be consequences if this continues. Okay, back to work. After Christine finishes her speech, Jana responds with "Okay" and walks out. She then complains to her co-workers that Christine is horrible and doesn't care that her partner is working away and she has been dealing with a lot of personal issues.

LATER THAT WEEK

Joe asks Jana to meet him in the conference/coffee room. When they meet Joe says, Hi Jana, thanks for coming in. I am very pleased with your customer service ethic and your attention to detail. Your display on the new line of alternative cold remedies is terrific! However, I would like to discuss a performance problem that has been brought to my attention. I am interested in hearing your point of view on this so that we can come to a solution. Are you willing to have a problem solving conversation? Jana has an intrigued look on her face but is hesitant, Okay, I guess so... she says. Joe smiles and says, Great! The problem is that you have been late on 5 separate occasions over the last few weeks. He then lists the dates and the times of arrival. Is this correct?Jana responds with a worried look, Yeah, that's correct. Joe then leans forward and says, Okay...is there something interfering with your ability to get in to work on time? Jana hesitates and says, Yeah, my husband is working away and now I have to take the kids to school each morning. Their school is 15 minutes out of my way and they can't seem to get ready earlier. Joe responds with, Jana, I am sorry to hear that. It must be a big adjustment. Do you have any ideas that might solve this problem? We have had two customers complain last week that they had to wait past the store opening time. Joe has the complaint cards to show Jana. Jana looks surprised, Really, they complained? That's not goodJoe suggests, Is there any way we can address this? Jana looks up, Yeah, I could make their lunches ahead and we could figure out what they'll wear. Joe looks encouraged, Great! I am sure that would help. Are there any other things we can do to help the situation? Jana, now in problem solving mode says Well, I could try a different route to school or see if I can find another parent to drive them to school. I can pick them up from school as I am off at 2 pm most days. Joe smiles, That is a great solution! They then proceed to document the solution to the problem and Joe also lets Jana know about the extended health counselling services that are available in case Jana needs someone else to talk to. He also suggests that she takes a day off soon to give herself time to re-group. He reminds Jana that she is a valued employee and that he wants to support her professional development. He lets Jana know however, that there needs to be an improvement over the next two weeks and that he will have to start a formal progressive discipline process if the late arrivals continue. He refers Jana to the Quality Control Pharmaceutical Practice manual where the progressive discipline process is explained. Activities: 1. Identify the strengths and weaknesses of both approaches to this performance problem. 2. How would you rate Joe and Christines performance in dealing with this issue? 3. Why do you think Jana didnt tell Joe that Christine had already spoken to her?

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In-class activity: Giving feedback is a skill. As you can see from the case above, giving feedback on performance is a key leadership skill. The purpose of feedback is to help people learn about what they do, how they do it and the impact of their actions on others. Feedback can be motivational (used to reinforce positive behaviours) or it can be developmental (used to highlight areas for change). Both of these types of feedback need to be constructive. Prepare a list of brief guidelines in how to provide constructive developmental feedback. Use the case as a guide.

Topic 8: Learning and Development

What you need to do
Prior to coming to class read Chapter 11,12 of the text and prepare responses to the case study.

Learning outcomes
After completing this topic, you should be able to: 1. Identify how training can help companies gain and sustain a competitive advantage. 2. Explain and apply the key design elements needed in a training session to maximise learning. 3. Choose an appropriate evaluation design based on training objectives and analysis of constraints. 4. Explain important concepts in career management. 5. Discuss the steps in the career management system.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
Case Study: Women in the ranks (Kramar et al., p. 460). Develop a training program: In-class activity.

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Online Game-based Learning for Managers

Organisations often struggle with how to effectively train their employees whilst maintaining a solid return on investment. Your task: Imagine that your team has been asked to develop a cost-effective training program for 50 new managers of a retail clothing chain. The only directive you have been given from your client is that the training program has to be delivered via an online gamebased learning environment; and that the training has to be able to orient the newcomers to the work environment; and provide opportunities for them to continue to learn about the functioning of the business over the next 12 months. Use the training needs assessment process in your text to identify what type of training will be needed and the main outcomes of the training program. Evaluate your program on the following characteristics 1. Cost effectiveness 2. Physical risk/liability 3. Learner Engagement 4. Assessment flexibility 5. Pace of learning 6. Feedback from training 7. Transfer of learning Be prepared to present your design to the class. You have 50 minutes to complete this task.

Topic 9: Reward Management

What you need to do
Prior to coming to class read Chapters 13-14 of the textbook; read the case study and prepare responses to the activities below.

Learning outcomes
After completing this topic, you should be able to: 1. List the major decision areas and concepts in employee reward management. 2. Explain the reasons for the controversy over executive pay. 3. Explain the theory behind the pay-for-performance relationship.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
List some of the intrinsic or internal rewards you value in your job. What would you miss most if didnt work? If you havent worked before ask someone else these questions.

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Is money a motivator and why? Discuss with reference to theory which explains the performance-reward relationship.

Case Study: McDonalds: a strong recognition culture (Kramar et al., p. 535-536).

Jacks Jungle Pay Exercise Jill has a lawn mowing company Jacks Jungle Tamers. She has 16 staff on her books, all who work on casual rates from job to job as demand changes. However, recently she has been losing staff, and some have been complaining about the rates and payments schedule she uses (see pay schedule). Analyse the rates and payment schedule, to see if you can figure out why the staff are getting upset (use the worksheet provided and fill in the blanks). Task Mow front lawn. Edge lawn and garden beds Pull Weeds Prune garden Rake leaves Worksheet: Task Level of task Difficulty Easy Easy Pay Time for Task Hourly rate to staff Charge to Customer Hourly charge to customer $8 $2 $6 $5 $4 Pay Level of task Difficulty Easy Easy Very Hard Hard Hard Time for Task .4 hour .1 hour .5 hour .5 hour .5 hour Charge to Customer $15 $5 $20 $30 $25

Mow front lawn. $8 .4 hour $15 Edge lawn and $2 .1 hour $5 garden beds Pull Weeds Very Hard $6 .5 hour $20 Prune garden Hard $5 .5 hour $30 Rake leaves Hard $4 .5 hour $25 Case and model adapted from Milkovich & Newman Compensation 9e, 2009 Questions: 1. Which motivational theory is at work here? 2. Given the above question, what is a possible reason that some workers have not left? 3. In which part of Milkovich & Newmans pay model (see PowerPoint slides) does the solution to this situation lie?

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Topic 10: International HRM

What you need to do
Prior to coming to class read Chapter 16 of the textbook; complete the web exercise and offcampus exercise and prepare responses to the case study.

Learning outcomes
After completing this topic, you should be able to: 1. 2. 3. 4. Define the meaning of international HRM. Describe different types of international work assignments. Discuss the reason for the increasing diversity of international work. Describe HRMs international role.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
Case Study: William Chen (Kramar et al., 2011, p.584). Web exercise: Check out the websites for at least three international Professional HR bodies and/or journals around the world, for case studies and insights into HR law and practice into other countries. What are some of the main areas of difference? In-class research: Using the Hofstede cross-cultural model, prepare a cultural briefing you could use to explain the important points about a culture in a work/business setting about a culture of your choice. What are the top 10 things a foreigner would need to know if doing business or working in that culture? Be prepared to share your answers in-class.

Topic 11: Evaluating and Improving the HR Function

What you need to do
Prior to coming to class read Chapter 18 of the textbook.

Learning outcomes
After completing this topic, you should be able to: 1. Describe the reasons why many companies are trying to measure HR. 2. List the issues related to measuring and evaluating the HR function. 3. Discuss how outsourcing HR activities may improve service delivery efficiency and effectiveness. 4. Interpret future directions for the HR function.

Resources for this topic

To undertake study for this topic, you will need: Essential textbook Kramar, R., Bartram, T., De Cieri, H., Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Human Resource Management: Strategy, People, Performance. 4ed. McGraw-Hill Australia.

Learning activities/tasks
The hidden costs of turnover and sick leave: In-class activity

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