Credit points



HRMG200 Applied Human Resource Management OR HRMG207 Introduction to Human Resource Management

Teaching organisation

150 hours over a twelve-week semester or equivalent study period

Unit rationale, description and aim

Business acumen and a strategic mindset are essential tools for contemporary HR practitioners and leaders. These attributes must build on a depth of understanding of different areas of HR practice, informed by evidence, as well as the linkage of HR strategy and business strategy. This unit integrates and synthesises the fields of Strategic Management and HRM, with a particular emphasis on how strategic HRM shapes the formulation of effective business strategies and is essential to their implementation. We examine how HRM helps organisations to operate cost-effectively, legitimately and flexibly and to build and maintain competitive advantage. In this unit, students will develop knowledge of strategic HRM theories and frameworks, how HRM is making a more strategic contribution through evidence-based practices including the application of human resource metrics and analytics in strategic and operational decision making.

Further, students learn the alignment of HR functions to business strategies, the concepts underpinning evidence based HRM using theories and models of HR analytics and human capital for the effectiveness of HRM programs. Students will apply their knowledge in supporting organisational decision making. Finally, the ethical perspective of human dignity and common good will be explored to benefit students’ understanding of the externality imposed by strategic HRM on stakeholders which includes employees, their families, supply chain, environment and the society.

This unit focuses on issues relevant to both specialist practitioners and line management. The unit has a dual emphasis: the theoretical basis and applications of evidence-based HRM metrics and analytics for creating value for business. This unit seeks to improve reasoning skills and abilities in the design, implementation, and evaluation of SHRM.

Learning outcomes

Learning Outcome NumberLearning Outcome Description
LO1Critically examine strategic human resource management frameworks, theories and concepts to improve organisational performance
LO2Justify the role of strategic human capital management framework and the evidence-based approach to achieve human resource management efficiency and effectiveness using HR metrics and analytics
LO3Critically evaluate the extant literature on perceptual bias in HR-related decisions to interpret and justify the need for HR metrics and analytics
LO4Examine human dignity and common good perspectives while designing HR metrics and analytics to implement strategic HRM practices
LO5apply effective written and oral communication skills in the HRM context


Topics will include:

  • Introduction to strategic HRM: evidence based HRM
  • Organisational Strategy and Strategic HRM
  • Strategic HRM & sustained competitive advantage
  • Strategic HRM: Different schools of thought
  • Critical evaluation of strategic HRM from the human dignity and the common good perspective
  • Evidence-based and analytical approaches to HRM
  • Value proposition of HRM technologies
  • Building a workforce: interest alignment using metrics and analytics
  • HR strategy in multinational firms: Examine local adaptation and social legitimacy in multinational firms.

Learning and teaching strategy and rationale

Asynchronous mode

This unit takes an enquiry-based learning approach to guide students in the development of knowledge associated with the strategic use of HRM metrics and analytics. Students are able to explore the knowledge base underpinning this stream of strategic HRM. Students can take part in asynchronous discussions designed to support them to actively participate in the construction of this knowledge both individually and in groups. By undertaking the individual engagement activities and asynchronous modules, students will systematically develop their understanding of the critical aspects of the strategic use of HR metrics and analytics Designing HRM solutions that contribute to competitive advantage will be discussed through an experiential approach to support students in developing capabilities on business driven and strategic architect to effectively implement strategic HRM for competitive advantage. Furthermore, develop behaviours to become solutions driven and understand and care for humanity using strategic HR measurements and analytics by gathering and sharing stories and insights and reflecting on experiences. 

Assessment strategy and rationale

Online mode

To pass this unit, students are required to achieve an aggregate mark of at least 50% by completing engagement submissions and submit graded assessment tasks. Engagement submissions must be completed on time to receive the allocated marks. Marking of the graded assessment tasks will be in accordance with a rubric specifically developed to measure student level of achievement of the learning outcomes for each item of assessment. Students will also be awarded a final grade which signifies their overall achievement in the unit. The assessment strategy for this unit allows students to sequentially build on the asynchronous activities on LEO to develop their knowledge and skills in managing organisational change to the point where they can produce HRM Matrix and Analytics to resolve an organisational HRM challenges.  To develop this level of capability, students will demonstrate their knowledge of a Strategic HRM topic in weekly Discussion Forums. Students to gain real time experience of HR metrics and analytics will be provided with an opportunity to develop solution logic for data capture, analyses, and report output to propose a HR analytics system architecture with metrics. Each group will be assessed based on a pre-presentation report and a presentation of the HR analytics system architecture. Finally, students will complete an individual critical report  on the ethical dilemma’s of HR analytics for common good. To develop this level of capability, students will demonstrate their knowledge of the ethical challenges of HR metrics and analytics. 

Overview of assessments

Blended mode

Brief Description of Kind and Purpose of Assessment TasksWeightingLearning Outcomes

Assessment Task 1: Online Discussion Board Contributions

This assessment task consists of weekly discussion board contributions.

This task requires students to respond to a series of pre-set questions that will draw on their skills to analyse, apply, examine, and draw conclusions about concepts in the strategic HRM literature. These discussion board contributions will facilitate interactive engagement while providing students the ability to understand different views, opinions, and perspectives on this topic.

 Submission Type: Individual

Assessment Method: Discussion Board Contribution

Artefact: Written 



Assessment Task 2: Group Oral Presentation

This assessment task consists of a 15 minute group presentation or a 5 minute video presentation requiring students to utilise communication and critical thinking skills and work collaboratively to develop ethical solutions recognising human dignity and technology logic for data capture, analyses and report output for HR analytics system architecture.

Group individual members completing Peer Evaluation Tool provided.

Submission Type: Group

Assessment Method: Presentation

Artefact: Video or Oral presentation



Assessment Task 3: Critical Report

 This assessment task consists 1500-word report that analyses the ethical challenges of using HR metrics and analytics for human diversity while aligning with business strategy. The task draws on students’ communication skills to develop a report that examines the ethical dilemma of using HR analytics with strong justification for the human dignity and the common good. 

Submission Type: Individual

Assessment Method: Report

Artefact: Written Report



Representative texts and references

Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M. and Stuart, M., 2016. HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), pp.1-11.

Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2017. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, pp.1-34.

Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2017. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, pp.1-34.

Boxall, P., 2018. The development of strategic HRM: reflections on a 30-year journey. Labour & Industry: A Journal of the Social and Economic Relations of Work, 28(1), pp.21-30.

Edwards, M.R. and Edwards, K., 2019. Predictive HR analytics: Mastering the HR metric. Kogan Page Publishers.

Farndale E and Paauwe J. 2017 Strategy, HRM, and Performance: A Contextual Approach Oxford Publisher.

Gal, U., Jensen, T.B. and Stein, M.K., 2020. Breaking the vicious cycle of algorithmic management: A virtue ethics approach to people analytics. Information and Organization, 30(2), p.100301.

Marler, J.H. and Boudreau, J.W., 2017. An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), pp.3-26.

Marler, J. H., Cronemberger, F., & Tao, C. (2017). HR Analytics: Here to Stay or Short Lived Management Fashion? In Electronic HRM in the Smart Era (pp. 59-85): Emerald Publishing Limited.

Mohammed, D. and Quddus, A., 2019. HR Analytics: A Modern Tool in HR for Predictive Decision Making. Journal of Management, 6(3).

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