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This course is intended to provide students with an understanding of Human Resource Development (HRD) as a field of practice, its history, and the major theories and paradigms that underpin the field.
This course provides students with an understanding of the major theories and paradigms that underpin the practice of Learning and Development (L&D) in organisations. The first half of the course adopts an experiential learning approach to expose students to the realities and challenges involved in designing learning interventions for individuals and groups. These include undertaking a training needs analysis, engaging in instructional design and the development and implementation of a training programme, and the evaluation of training effectiveness. The second half of the course focuses on the application of L&D in an organisational context and covers topics such as coaching, mentoring, employee socialisation, organisational learning and strategic L&D.
At the end of this course you will be able to demonstrate knowledge, comprehension, analysis, and application related to L&D.Knowledge and comprehension of relevant theory must be demonstrated through an ability to:1. Critically discuss the strategic importance of L&D in international, national, educational, and organisational contexts.2. Explain the process of learning at the individual employee level, particularly in relation to adult learning, and describe how various factors influence on employee learning and behaviour in the workplace.3. Discuss individual-level applications of L&D, including employee orientation and socialisation and mentoring and coaching.4. Discuss the importance of organisational learning and knowledge management and explain the how these two processes occur in the workplace.5. Identify interventions beyond training that may be required for optimum organisational and individual performance.6. Critically discuss emerging trends that impact L&D, such as online and blended learning, AI, employee mobility, the challenges presented by a global workforce, L&D for the contingent workforce, and work-life balance.In addition to the above knowledge outcomes, the application of relevant L&D theory must be demonstrated through an ability to:7. Design, develop, implement, and evaluate an L&D intervention in an applied setting.
MGMT206 and MGMT207
Students must attend one activity from each section.
Russell Wordsworth
The 45% rule applies to MGMT331. That is, in order to pass this course, you must not only achieve a final grade of 50% or higher, but also achieve a weighted average grade of at least 45% across all invigilated assessments.Assessment In Te Reo MāoriIn recognising that Te Reo Māori is an official language of New Zealand, the University provides for students who may wish to use the Te Reo Māori in their assessment. If you intend to submit your work in Te Reo Māori you are required to do the following: Read the Assessment in Te Reo Māori Policy and ensure that you meet the conditions set out in the policy. This includes, but is not limited to, informing the Course Coordinator 1) no later than 10 working days after the commencement of the course that you wish to use Te Reo Māori and 2) at least 15 working days before each assessment due date that you wish to use Te Reo Māori.
Werner, J.M; Human Resource Development: Talent Development ; 8; Cengage, 2022.
Domestic fee $1,003.00
International fee $4,538.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see Management, Marketing and Tourism .