Year
2024Credit points
10Campus offering
Prerequisites
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, and learn how data and metrics can be used to inform HR leaders to make insightful, evidence-based business decisions.
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 their implementation. We examine how HRM helps organisations to operate cost-effectively, legitimately and flexibly and to build and maintain competitive advantage using data insights and evidence based HR. Attention will also be on the different ways data can be used to make informed decisions about people and their strategic role and purpose. 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 about alignment of HR functions to business strategies, the concepts underpinning evidence based HRM using theories and models of HR analytics and human capital. Students will apply their knowledge in supporting organisational decision making. Finally, the ethical perspective of human dignity and common good will be explored to develop 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 HR 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 as well as creating equitable outcomes. This unit seeks to improve reasoning skills and abilities in the design, implementation, and evaluation of SHRM.
Learning outcomes
To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.
Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.
Explore the graduate capabilities.
| Learning Outcome Number | Learning Outcome Description | Relevant Graduate Capabilities |
|---|---|---|
| LO1 | Critically examine strategic human resource management frameworks, theories and concepts to improve organisational performance | GC1, GC7 |
| LO2 | Explain and apply the principles of an evidence-based approach to decision making and strategy in HRM using technology enhanced HR metrics and data-driven analytics | GC2, GC8 |
| LO3 | Critically evaluate research evidence on how technology, data and systems inform and shape HR decisions | GC1, GC9 |
| LO4 | Develop effective written and oral communication skills to provide meaningful insights to various audiences by applying and presenting information and data insights. | GC1, GC12 |
Content
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
- HR analytics: how technology, data and systems inform and shape HR decisions in a digital age
- Evidence-based and analytical approaches to HRM; Value proposition of HRM technologies
- HR strategy and information systems in a digital era
- Critical evaluation of strategic HRM: implications of using data driven metrics for human rights, privacy and serving the common good
- Building a workforce: interest alignment using metrics and analytics
Learning and teaching strategy and rationale
Mode of delivery: This unit is offered in different modes to cater to the learning needs and preferences of a range of participants and maximise effective participation for isolated and/or marginalised groups.
Attendance Mode
In weekly attendance mode, students will require face-to-face attendance in specific physical location/s, by attending a 2 hour workshop. Students will have face-to-face interactions with lecturer(s) to further their achievement of the learning outcomes. This unit is structured with required upfront reading and preparation before workshops, in student’s own time (asynchronous). Workshops involve more interactive sessions, involving in person discussions and activities to maximise engagement and student learning outcomes. These workshops are designed to support and encourage students to actively participate in the development of unit content, both individually and collaboratively with peers. By attending and actively participating in workshops, students will optimise their learning.
Blended 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 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 a data-driven and evidence-based approach. Students will developing capabilities to make informed decisions to effectively implement strategic HRM for competitive advantage. Furthermore, students will learn to become solutions driven using strategic HR measurements and analytics while also considering implications for humanity and privacy By gathering and sharing stories and insights, students will reflect on these experiences.
ACU Online
This unit uses an active learning approach to support students in the exploration of knowledge essential to the discipline. Students are provided with choice and variety in how they learn. Students are encouraged to contribute to asynchronous weekly discussions. Active learning opportunities provide students with opportunities to practice and apply their learning in situations similar to their future professions. Activities encourage students to bring their own examples to demonstrate understanding, application and engage constructively with their peers. Students receive regular and timely feedback on their learning, which includes information on their progress.
Assessment strategy and rationale
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. The assessment strategy for this unit allows students to sequentially build on the various learning activities and resources to develop their knowledge and skills in managing organisational change. They will develop capabilities to work with complex performance information, and subsequently produce a HRM Matrix and Analytics to resolve HRM related challenges. Students will be provided with an opportunity to develop a 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 dilemmas of HR analytics, demonstrating their knowledge of the ethical challenges and potential consequences of using HR metrics and analytics in decision making and problem solving,
Overview of assessments
Blended mode
| Brief Description of Kind and Purpose of Assessment Tasks | Weighting | Learning Outcomes | Graduate Capabilities |
|---|---|---|---|
Assessment Task 1: Business Report This assessment task requires students to write a business case report (1,000 words) for how to use HR data insights to combat an emerging HR issue. Students will be able to choose 1 from a selection of 2 contemporary HR issues confronting organisations today. They will also be required to consider and address the ethical dilemmas of using HR data in the organisation to address the HR issue (eg. its impact on workers, privacy, confidentiality etc). Submission Type: Individual Assessment Method: Discussion Board Contribution Artefact: Written | 30% | LO1, LO3 | GC1, GC7, GC9 |
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 | 30% | LO2, LO4 | GC1, GC2, GC8, GC12 |
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 | 40% | LO1, LO2 | GC1, GC2, GC7, GC8 |
Online
| Brief Description of Kind and Purpose of Assessment Tasks | Weighting | Learning Outcomes | Graduate Capabilities |
|---|---|---|---|
Assessment Task 1: Business Report This assessment task requires students to write a business case report (1,000 words) for how to use HR data insights to combat an emerging HR issue. Students will be able to choose 1 from a selection of 2 contemporary HR issues confronting organisations today. They will also be required to consider and address the ethical dilemmas of using HR data in the organisation to address the HR issue (eg. its impact on workers, privacy, confidentiality etc). Submission Type: Individual Assessment Method: Discussion Board Contribution Artefact: Written | 30% | LO1, LO3 | GC1, GC7, GC9 |
Assessment Task 2: Oral Presentation This assessment task consists of a 10 minute presentation requiring each student to use communication and critical thinking skills to propose a business solution when devising an HR analytics system architecture. Solutions are also to be guided by strong ethical principles that recognise the challenges of maintaining human dignity when using technology enabled systems and logic for data capture, analyses and report output. Submission Type: Individual Assessment Method: Presentation Artefact: Video or Oral presentation
| 30% | LO2, LO4 | GC1, GC2, GC8, GC12 |
Assessment Task 3: Critical and Reflective Report This assessment task consists of a 1500-word report that analyses the ethical challenges of using HR metrics and analytics for business strategy. The task draws on students’ communication skills and reflective thinking to develop a report that examines the potential pitfalls and inherent cognitive biases associated with using big data and technology enabled systems to inform HR strategy. Submission Type: Individual Assessment Method: Report Artefact: Written Reflective Report | 40% | LO1, LO2 | GC1, GC2, GC7, GC8 |
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).