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21407 Strategic Human Resource Management business.uts.edu.au
2 Conclusion to SHRM business.uts.edu.au
UTS 3
BUSINESS SCHOOL
Overview of the Subject
Week 1 • Subject Overview
Key information and what you need to
know
Week 2 • Introduction to SHRM
Foundations of subject content
Week 3 • Cultivating Organisational Cultures
Genealogy of cultures and cultural
control
UTS 4
BUSINESS SCHOOL
Overview of the Subject
Week 4 • Recruiting and Staffing
Managing diversit(ies)
Week 5 • Training and Development
Talent management
Week 6 • Analysing SHRM Cases
Guide to Assessment 1
UTS 5
BUSINESS SCHOOL
Overview of the Subject
Week 7 • No classes this week
Individual assignments due
Week 8 • Performance Management and Feedback
Performance and reward evaluation
Week 9 • Social Justice and HRM
Practising SHRM ethically and
sustainablyUTS 6
BUSINESS SCHOOL
Overview of the Subject
Week 10 • Employee Separation and Retention
Retrenching and retaining talent
Week 11 • Developing a career in SHRM
Finding fulfilling work
Week 12 • Conclusion of SHRM
Final summary of unit and exam guideUTS BUSINESS SCHOOL 7 SHRM in a Nutshell
UTS BUSINESS SCHOOL 8 Contemporary Issues • Ageing workforce • Diversity and its (mis/)management • Cultural control • Shifting social norms and expectations for organisations
UTS BUSINESS SCHOOL 9
Critical Interrogations While employees are touted
as the organisation’s most
important and valued
resource, workers have in
general seen increased job
insecurity, longer working
hours, work intensification and
workplace stress.
Some HR managers report
experiencing a ‘crisis’ in their
careers and feelings of being
torn between the conflicting
agendas of employees and
business.10 Final Exam Guidance business.uts.edu.au
UTS BUSINESS SCHOOL 11
Final Exam
The take-home exam is worth 40%.
Reflective essay on learning experiences during
session.
Critically rethink the future of strategic human
resource management practice.
The lecture slides for this week will be made available
on UTSOnline from Wednesday 6th June at 1700UTS BUSINESS SCHOOL 12
Final Exam
. The final exam assessment outline and Turnitin link will be made
available under the “Assessments” section on UTSOnline on
Monday 11th June, 2018 from 9am
The take home exam link will be available for a week. However, it
should only take you 2–3 hours to complete (1500 words).
Only one submission will be allowed. You will not be able to
resubmit at all.
The take home exam will be due to be submitted to Turnitin by no
later than Monday 18th June, 2018 at 9amUTS BUSINESS SCHOOL 13 Task One – 20% Drawing on the records of your learning, briefly describe how your understanding of HRM has changed throughout the session.
UTS
BUSINESS SCHOOL
Task One Criteria 14
Below Meeting Exceeding
Expectations Expectations Expectations
Depth of Vague and Good reflection Succinct and
reflection generic reflection on learning, but considered
on learning. potentially could reflection on
(20%)
Discussion be more precise learning.
implied poor or succinct. Demonstrated
attendance of Demonstrated ongoing
classes and little solid engagement engagement in
to no in subject with subject, group
engagement with minor gaps in work, and/or
required subject content required
readings. and required readings.
readings.UTS BUSINESS SCHOOL 15
Task One
It is:
• A succinct articulation of how your knowledge has
extended, deepened and/or transformed in this subject.
• A reflection on how your skills have been enhanced.
• Evidence of engagement with the subject (with references
to specific topics, readings and/or theories).UTS BUSINESS SCHOOL 16
Example 1
Before starting this subject, I just assumed SHRM would be about “human resource
management” (e.g. how to strategically hire, administrate, and train staff), similar to
another subject I did 21555 Human Resource Management (which is a perquisite for this
subject). But I soon discovered that this subject went more in-depth than just hiring and
firing people such as, making HRM policies and practices more sustainable to achieve
effective organisational performance and culture. Which involves aligning employee goals
with the organisations; as previously, I was highly subjective and bias - only focusing on
employees.
However, this subject made me realise “if I were to become a HR manager” I would need
to focus on bridging the gap between employees and organisation’s needs. And this
thought only came after what I learnt in Week 4 - Defining and Measuring Performance.
Because as a “HR manager” I would need to focus equally on the employees and
organisation’s demands, to achieve sustainability, and facilitate a positive work culture….UTS BUSINESS SCHOOL 17 Example 1 cont There was an article that I still feel negative towards and it’s under Week 2 - Motivating Work Performance, called ‘Fantasies about work as limitless potential - how managers and employees seduce each other through dynamics of mutual recognition’, it states ‘managers and employees avoid concrete definitions of responsibility in favour of intense mutual recognition’ (Ekman 2013). Basically, it’s saying both parties avoid defining the relationship and their responsibilities, so it can increase commitment… but if you really think about it, it’s ridiculous because how would employees know what is expected of them, and how would managers know if employees identify with the organisation’s identity if this structure is so decentralised? Maybe I felt this way (and still feel this way) is because this whole subject taught me the importance of developing employees against the organisations goals, which requires communication, and some form of coaching or mentoring; this is completely different to the article.
UTS BUSINESS SCHOOL 18 Example 2 When I came into this subject, I expected that it would reflect a lot of the work I had done previously within HR at organisations. I thought the content would really support my learning from working in organisations like Uber and IBM. In many ways, the course has reflected strategic HR practices I have seen embodied in these organisations. However, there has been several key things I have learned from this subject that I did not expect to come away with. Firstly, the group case study taught me a lot about analysing businesses cases from a strategic HR perspective. I thought it was so interesting doing an organisation like CapGemini rather than a company like Google that we are always called to analyse in business subjects. Secondly, the worplace diversity unit was a really informative week and has not been discussed at length in any other business subject I have studied at UTS. I think going forward in this subject this semester I'm really looking forward to learning more about social justice in strategic HRM. I find this topic really interesting as I have worked in the social justice group at my workplace for almost 6 months. Would love to bring this knowledge across.
UTS BUSINESS SCHOOL 19 Example 2 cont Overall, I have found this subject really informative and has really stood apart from other HR subjects in both its content and style. I think I will make some significant changes to my own style of operating at work after being part of this class. Namely, recruitment techniques, understanding of workplace diversity, increased understanding of building successful workplace cultures and teams. The takeaways from this subject have been really substantial.
UTS BUSINESS SCHOOL 20
Task One
It is not:
• A description of what this subject is about and what you did
for it e.g., “we had a reading pack of journal articles that
were really hard, but the weekly group presentations were
a good way to summarise our learning”.
• A testimonial to your tutor and or lecturer
• An evaluation of the subject (that is what the SFS is for).UTS BUSINESS SCHOOL 21
Task Two – 70% (3 pieces of criteria)
• Critically evaluate the limitations of existing human
resource practices.
• Rethink the future of strategic human resource
management practice.
• Fundamental to your piece ought to be a sophisticated
engagement with social justiceUTS BUSINESS SCHOOL 22
Task Two Rubrics
Below Meeting Exceeding
Expectations Expectations Expectations
Critical Descriptive Evidence of Great depth of
evaluation of summary of analysis of a analysis,
SHRM shopping list of good range of identifying
limitations others’ ideas concepts and incisive
(25%) and/or lacking theories applied limitations of
of critical to analyse the contemporary
reflection. limitations of SHRM practice
SHRM. supported by
theories.UTS BUSINESS SCHOOL 23
Task Two Rubrics
Below Meeting Exceeding
Expectations Expectations Expectations
SHRM vision Weak, vague or Solid concept of Thoughtful and
(25%) generic the future of creative
discussion of SHRM practice. articulation of
the future of Could be more the future of
SHRM practice. precise, novel SHRM practice.
Potentially or better aligned Vision
unrelated to the with the resonates with
weaknesses weaknesses the weaknesses
previously previously identified in the
identified. identified. response.UTS
BUSINESS SCHOOL
Task Two Rubrics 24
Below Meeting Exceeding
Expectations Expectations Expectations
Engagement Poor understanding Solid understanding Sophisticated
of social justice of social justice articulation of how
with ethics
issues and its issues and its one’s original
and social relevance to SHRM relevance to SHRM SHRM vision
sustainability practice. Failure to practice. Potentially relates to issues of
(20%) think beyond could have better social justice.
neoliberal, grasp of Demonstrates deep
functionalist contemporary understanding of
approaches to approaches to more contemporary
management and ethics and social approaches to
organisations. sustainability. ethics and social
sustainability, such
as social
constructionist
theories of identity.UTS BUSINESS SCHOOL 25
Task Two
It is:
• A critical analysis of existing practices of your choice. More
conservative examples may include the lack of validity in
recruitment processes or poor training in performance
appraisals and feedback. More radical examples may
include mismanagement of diversities or the need to rethink
age and generational differences.
• Compelling articulation of your vision as a scholar and
practitioner for the future of HRM.
• Showcase of advanced mastery of concepts, frameworks
and theories of the topic(s) of your choice.UTS BUSINESS SCHOOL 26
Task Two
Treat your response to Week 10’s online activity is a
springboard for your response to the final take-home exam.
• This grounds your vision for future SHRM practice within
your own values, beliefs and assumptions, which the
exercise helped you to identify.
• The exercise also prompted you to reflect on the role of
power dynamics in organisations and society and your
position within its intersecting axes.UTS BUSINESS SCHOOL 27
Task Two
It .is not:
• A repeat of what you wrote for the individual assignment. You’re
giving a recommendation to the human resources industry, not
just one company.
• Unsubstantiated opinion with no engagement or reference to
theory, frameworks, models, concepts (e.g., effective, great,
innovative, etc.).
• A generic summary of what you learnt in another subject.UTS BUSINESS SCHOOL 28
Style and Presentation – 10%
• Maintain a clear and coherent structure with a response
.
plan.
• Perfect referencing standards and a reference list are
not required for the exam, however make it clear to the
marker by explicitly referring to theories/frameworks.
Plagiarism standards still apply so please use in-text
citations to acknowledge the ideas of others in your
paper.
• Write clearly and succinctly.UTS BUSINESS SCHOOL 29 Other Preparations .Take advantage of the time to assemble notes and catch up on reading. Conduct additional research on areas of future practice, e.g., critical management studies, alternate feminisms, critical race theory, systems perspectives, ethics and sustainability etc.
UTS BUSINESS SCHOOL 30
Questions?
.…for your engagement,
time and efforts this
Thank session.
you
I wish you all the very best
for your exams and
future endeavoursYou can also read
