Unit rationale, description and aim

This unit aims to develop students' conceptual understanding of the field of Human Resource Management (HRM) and acquire a range of knowledge and skills that will equip them to understand and deal effectively with HRM-related issues in the workplace. Students will be introduced to key HRM concepts, theories, processes, functions and practices that are designed to attract, motivate, and retain employees for organisational success. Students will learn to analyse the relationship between strategy and core HRM activities such as recruitment, selection, performance appraisal and pay systems, performance, planning and development, diversity and equity issues. In addition, they will gain an understanding of the current challenges and issues that shape the implementation of human resource management practices, policies, and systems.

 The effective management of human resources is an important factor in achieving sustainable business outcomes through ethical practices. Students will develop knowledge of and critique the strategies, theories and practices of human resource management, to better understand how they contribute to the ethical stewardship of people at work, ensuring employees are treated with human dignity, equity and respect at work while achieving business objectives. Students will apply their competencies (knowledge, skill, and abilities) gained from this unit to create value for business and society, in both local and global arenas.


2026 10

Campus offering

No unit offerings are currently available for this unit.

Prerequisites

Nil

Incompatible

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

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.

Contextualise the frameworks and systems for HRM, ...

Learning Outcome 01

Contextualise the frameworks and systems for HRM, and the relationships amongst them
Relevant Graduate Capabilities: GC1, GC2

Analyse the appropriateness of approaches to HRM f...

Learning Outcome 02

Analyse the appropriateness of approaches to HRM functions in local and international contexts considering the dignity of each individual and for human diversity
Relevant Graduate Capabilities: GC2, GC7

Demonstrate practical skills in performing HRM fun...

Learning Outcome 03

Demonstrate practical skills in performing HRM functions using ethical perspectives
Relevant Graduate Capabilities: GC1, GC6, GC7

Apply HRM concepts and theories to the application...

Learning Outcome 04

Apply HRM concepts and theories to the application of relevant organisational practices
Relevant Graduate Capabilities: GC2, GC4, GC12

Use academic writing and referencing appropriate t...

Learning Outcome 05

Use academic writing and referencing appropriate to the discipline
Relevant Graduate Capabilities: GC11

Content

Students will be exposed to an overall introduction to the following topics:

·       Strategic HRM and HR Planning

·       Recruitment

·       Selection

·       Remuneration and rewards

·       Performance Management & Appraisal (Training and Development Opportunities)

·       Building an Ethical Culture, Managing Diversity & Inclusion

·       HR, labour law and employment relations

·       Safety and wellbeing

Assessment strategy and rationale

In order to pass this unit, students must achieve an aggregate mark of at least 50%. Marking is based on rubrics aligned with the unit’s learning outcomes. A final grade will reflect students’ overall achievement in the unit.

The assessment strategy allows students to progressively develop their knowledge, skills, and behaviours in human resource management. In Assessment 1, students produce an individual written reflection report. They engage with key HR topics, develop an annotated bibliography, and reflect on their learning through workshops and peer discussions. This supports critical thinking and reflective practice. In Assessment 2, students complete an individual 15-minute oral presentation. They analyse an organisation’s external and internal environment, considering ethical, social, and sustainability issues. The task requires students to apply research, communication, and critical thinking skills to propose creative and sustainable HR solutions. In Assessment 3, students produce an individual industry and/or problem-based report. This final task enables them to integrate their HR knowledge and ethical understanding to analyse a real-world HR issue and develop a practical, responsible recommendation.

Each task builds on the previous one, reinforcing the importance of sustained engagement and weekly learning throughout the unit.

Overview of assessments

Assessment 1: Written Reflection Report Thi...

Assessment 1: Written Reflection Report

This assessment requires students to learn about key HR topic areas and produce an annotated bibliography. Students will discuss their work during workshops, share their ideas with peers and then reflect on their learning experience. This will then be presented in a written reflective report (1,500 words). 

Submission Type: individual

Assessment Method: Reflective in Practice Report

Artefact: Written Report

Weighting

30%

Learning Outcomes LO1, LO2, LO3
Graduate Capabilities GC1, GC2, GC6, GC7

Assessment Task 2: Oral Presentation This assess...

Assessment Task 2: Oral Presentation

This assessment task consists of a 15 minute video presentation. It requires students to draw on their communication, research and critical thinking skills to demonstrate their knowledge of an organisation’s external and internal environment including ethical, social, and sustainability issues and the impact this will have on the chosen HR issue . The presentation should include discussion of the chosen HR issue and offer creative and workable solutions that are sustainable and meet the organisation’s objectives.

Submission Type: Individual

Assessment Method: Oral Presentation

Artefact: Video recording

Weighting

30%

Learning Outcomes LO3, LO4
Graduate Capabilities GC6, GC7, GC12

Assessment Task 3: Industry and/or Problem Based ...

Assessment Task 3: Industry and/or Problem Based Report


Submission Type: Individual

Assessment Method: Report

 

Weighting

40%

Learning Outcomes LO3, LO5
Graduate Capabilities GC6, GC7, GC11

Learning and teaching strategy and rationale

This unit aims to develop students' conceptual understanding of the field of HRM so that they can acquire a range of knowledge and skills that will equip them to understand and deal effectively with HRM-related issues in the workplace. Students will examine the policies, functions and practices that are designed to attract, motivate, and retain employees for organisational success. This unit takes an active learning approach to guide students in the analysis and synthesis of knowledge associated with HRM to gain business driven capabilities.

This unit takes a formative approach specifically scaffolded, to support students in developing the relational skills required for a solution focused HRM practices by tapping into the knowledge of peers by sharing stories and insights and reflecting on experiences. The rationale is to encourage deep learning, building on foundation material during class to develop critical thinking skills, and prepare students to face the various challenges confronting HR practitioners in managing people at work. A variety of learning materials will be used to enable students to apply key concepts to issues confronting industry and practice.

The unit is offered in Attendance and Online modes to accommodate varied learning needs and improve access for isolated or marginalised groups.

Representative texts and references

Representative texts and references

Armstrong, M. (2017). Armstrong's handbook of management and leadership for HR: Developing effective people skills for better leadership and management. Kogan Page Publishers.

Chapman, E. F., Sisk, H. L., & Shipton, H. (2018). Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation. Journal of Management & Organization, 24(4), 533–550. https://doi.org/10.1017/jmo.2018.39

Jain, R., & Bain, M. (2017). Delivering higher value through higher performance: Insights on performance evaluation and talent management in corporate communication. Public Relations Journal, 11(1).

Kramar, R., Bartram, T., De Cieri, H., Noe, R. A., & Hollenbeck, J. R. (2017). Human resource management. McGraw Hill.

Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2017). Human resource management: Strategy and practice (9th Asia-Pacific ed.). Cengage Learning.

Nyamubarwa, W., & Chipunza, C. (2019). Debunking the one-size-fits-all approach to human resource management: A review of human resource practices in small and medium-sized enterprise firms. SA Journal of Human Resource Management, 17(1), 1–6. https://doi.org/10.4102/sajhrm.v17i0.1074

Otoo, F. N. K. (2019). Human resource management (HRM) practices and organizational performance: The mediating role of employee competencies. Employee Relations, 41(5), 949–970. https://doi.org/10.1108/ER-02-2018-0053

Ruël, H., & Gbur, M. (2017). HRM frames of HR managers and line managers: Congruence, consequences, and context. European Journal of International Management, 11(5), 557–580. https://doi.org/10.1504/EJIM.2017.086958

Steffensen, D. S., Ellen, B. P., Taylor, S. G., & Drouillard, C. (2019). Putting the ‘management’ back in human resource management: A review and agenda for future research. Journal of Management, 45(6), 2387–2418. https://doi.org/10.1177/0149206318811566

Stone, R. J., Cox, A., & Gavin, M. (2021). Human resource management (10th ed.). Wiley Global Education Australia.

Wood, G., Demirbag, M., Brewster, C., & Cerdin, J.-L. (2018). International human resource management in contexts of high uncertainties. International Journal of Human Resource Management, 29(7), 1365–1373. https://doi.org/10.1080/09585192.2017.1381172

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