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This course focuses on the application of human resource management strategies and practices in real settings. Attention is also given to the role of human resource planning and approaches to strategic human resource management.
The effective management and sustainability of the human resource is a major concern of any organisation. This course examines some of the specific actions organisations can take to effectively manage their human resources.The course is designed to be integrative drawing on principles that students have been exposed to in MGMT207 and other MGMT papers. The course focuses on the application of human resource management strategies and practices in real organisational settings. As such the course aims to provide students with both in-depth knowledge of human resource management principles and theory as well as the skills to apply this knowledge in a practical manner. Attention is also given to the role of human resource planning and approaches to strategic human resource management. A scenario and case-based approach is used, including real examples of human resource management practices used in successful New Zealand, Australian and other international businesses. Topics include:• Strategic Human Resource Management• Strategic Human Resource Planning• Recruitment and Selection• Important employment legislation• Managing performance• Remuneration – paying for performance• Measuring HR effectiveness• Human Resource Information Systems• Career issues• International Human Resource ManagementRelationship to Other CoursesThis course compliments other 300-level OL&D courses. It is also relevant for students taking courses at the Honours-400 level.
At the end of this course students should be able to demonstrate knowledge, comprehension, analysis, and application related to HRM. In particular students will be able to:1. Analyse situations in organisational settings and determine what problems exist, determine which HRM systems may have bearing on the problem, and determine what interventions (e.g., changes to HRM systems) are appropriate responses.2. Understand the impact of the legal environment on an organisation’s HRM practices.3. Show how responses to individual employee and HRM system issues must be aligned with and can contribute to the overall strategic direction of the organisation.4. Apply knowledge of HRM systems in developing an organisation's Strategic HR Plan through developing an outline of such a plan for a case situation.
MGMT206, MGMT207, MGMT208
BSAD311, BSAD307, MGMT307
Russell Wordsworth
Sanna Malinen
Macky, Keith A; Managing human resources : contemporary perspectives in New Zealand ; [3rd ed.]; McGraw-Hill Australia, 2008.
Library portal
GradingThe marks for tests may be scaled before a final grade is determined. You should not automatically regard 50% as a pass mark.Class test – 25% (Theory based test covering the first six lectures and consisting of short theory questions)Individual assignment – 25% (Written paper based on business and research articles and applied examples)Examination – 50% (Theory and case study based examination covering all of the work in the syllabus)Late SubmissionLate submission of assignments will NOT be accepted without the approval of the course coordinator. Late submission is granted at the discretion of the course coordinator only and each application will be evaluated on its merit. The following guideline will be strictly applied by the course coordinator:• If an assignment is submitted in the first three days after the close-off time, then it will have 10% of the maximum possible grade deducted, for every 24 hours after the due date. No assignments will be accepted beyond 72 hours after the close-off time. The only exception to the above is where formal aegrotat conditions are satisfied; (for details on aegrotat requirements, see the university website. Please note that an aegrotat application must be submitted within seven days of the due date for the assessment.Departmental Academic Policies If you want a hard copy of this document, please ask the course co-ordinator. The Department assumes that you have read this document. You should also read the “Information related to courses and assessment” on page 35 of the Enrolment Handbook 2010 (also in UC Calendar under “General Course and Examination Regulations”).Dishonest PracticeThe University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work. Coversheets - Group and Individual
Domestic fee $553.00
International fee $2,369.00
* 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 .