Unit description 

Core Units

Human Resource Management Law 

This unit is about law relevant to the recruitment, performance and termination of employment relationships in Australia. It investigates the legal relationship between an employer and an employee. Coverage of relevant legislation is a focus, with topics including awards, enterprise bargaining, dismissal, minimum standards, and work health and safety. A study of contractual rights and obligations will also be conducted. 

Human Resource Management Perspectives  

This unit presents an overview of the management of human resources (HR) from the perspectives of HR practitioners and line managers. It examines practical and theoretical aspects of strategic and operational HR management.

Topics such as recruitment and selection, training and development, performance management and remuneration for the organisation’s most valuable assets are covered. Changing views on HR applications, concepts, evaluation and processes will be canvassed.  

Organisational Behaviour and Management

Introducing students to concepts and theories of organisational behaviour is useful to managers, this unit also considers behavioural impacts at individual, group and organisational levels. The focus is on helping students understand themselves and how they could operate, today and in the future, within the management contexts of a globalised world. The unit uses experiential, practical and problem-solving activities to explore organisational behaviour and challenges for managers, individuals and interactions in organisations, organisational dynamics, and organisational processes and characteristics. 

Elective Units

Acquisition of Human Resources

For human resource management (HRM) to be effective, it requires the development of effective practices that serve to resource, support and manage human resource systems. This unit covers the first phase of HRM, including employer branding, human resources planning, recruitment and selection of staff. The description and use of selection tools and techniques are also outlined, including why and when they should be used, and the issues with each. 

Data, Metrics, Reporting and Analytics 

In this unit, students are introduced to common human resource (HR) data, metrics and analytics that guide decision-making in order to support strategic organisational goals. Human resources are the most critical asset, and the department that manages human resources is generally the most important in an organisation. 

This unit aims at reviewing the HR department’s role in aligning HR management to an organisation’s strategic goals and making a positive impact on the future of the organisation. The unit introduces descriptive HR analytics and data visualisation, efficiency, effectiveness and business outcome measures of HR management processes, HR data and metrics, and predictive HR analytics. The unit would enable students to make meaningful HR policies for an organisation using HR data and metrics. 

Managing, Evaluating and Developing Human Resources 

This unit is about managing, measuring and developing human performance at work. It addresses these issues by looking at the relationship between employee learning and development in the context of performance management. Thus, the unit has a strategic focus – it is about organisational systems, the integration of performance management, and learning and development functions. Its focus is on the practical application of theory in the workplace, and it is designed to suit both human resources practitioners and line managers. 

Managing Remuneration, Benefits and Motivation

This unit focuses on managing employee remuneration and benefits in contemporary organisations. It gives students a broad understanding of the theoretical frameworks underpinning the links between work behaviours and pay, and practical experience in designing and evaluating an effective remuneration system. Topics include the mechanics of determining relative job worth when establishing pay structures, the link between motivation theory and the use of incentive systems in performance management, and the impact of economic theory and the broader environment in wage determination. 

Organisational Change, Management and Consultancy 

This unit focuses on the role of the change agent (internal and external), and the applications and limitations of established change consulting approaches in different contexts. 

Broad approaches or planned interventions explored include business process re-engineering, organisational development, human resource interventions, knowledge management and organisational learning, information and communications technology implementation, and organisational transformation.