Unit Outline*
HRMT8893
Advanced Human Resource Management
Semester 2, 2010
Crawley
Dr Catherine Lees
Business School
www.business.uwa.edu.au
* This Unit Outline should be read in conjunction with the Business School Unit Outline
Supplement available on the Current Students web site http://www.business.uwa.edu.au/students
HRM8893/Crawley/CL/05.07.10.
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administered by Copyright Agency Limited (CAL), granted to the University of Western Australia pursuant
to Part VB of the Copyright Act 1968 (Cth).
Copying of this material by students, except for fair dealing purposes under the Copyright Act, is
prohibited. For the purposes of this fair dealing exception, students should be aware that the rule allowing
copying, for fair dealing purposes, of 10% of the work, or one chapter/article, applies to the original work
from which the excerpt in this course material was taken, and not to the course material itself.
© The University of Western Australia 2010
2
UNIT DESCRIPTION
Introduction
Welcome to the study of HR analytics
In this unit we will address selected contemporary issues in human resource management, focussing on
HR analytics and the practices that are necessary for effective decision-making in the management of
human resources. This is a topics-based unit, as it is not possible to treat the whole of the HRM
discipline at an advanced level in one unit. Students taking this unit should already have a substantial
background of academic study in the field of human resource management. With this basic knowledge
and understanding behind you, in this unit I ask students to take the final step to a more critical and
challenging approach to HRM. At every turn and for every concept we will ask, "What is the
evidence?" "How do I know it will work?” and "Why should my organization agree to do this?"
In seeking the evidence we will examine the research literature, and discuss explanations of the
postulated mechanisms through which HRM interventions and practices achieve outcomes. Thus, there
is a strong theoretical component in the content of this course.
Unit content
Many commentators have described the behaviour of HR practitioners as lurching from crisis to crisis.
Putting out fires is part of the role, particularly when conflicts are potentially explosive. Taking
preventive steps, by creating policies and training staff to adhere to those policies, are also good
practice when it comes to managing crises and risk. But a truly strategic role for HR has proved elusive
according to many. To be honest, many HR gurus make their living by first denigrating HR as not being
up-to-the-mark on strategic contribution, and then offering a patented solution that can be used to
deliver a strategic contribution and gain a “place at the C-Suite table”. Many of these solutions have
included scorecards or dashboards of measures to track and report the results of implementing the
proposed strategy. There are now several theoretical models that go beyond this mere recording
concept of measurement, to analyse the logic behind the use of the particular measures. This approach
has been termed “HR analytics”.
HR analytics has come to the fore in recent years with the publication of several books presenting
formal models. In this unit we will learn about these models, and study how they can be applied in
human resource managment. Theoretical explanations and research findings will be emphasised, and an
ongoing theme will be the methodological standards necessary to establish the value of HRM programs
and interventions.
The unit will also explore how HR analytics can be relevant to the role of organizations in contributing
to a sustainable human future.
The Goal of the unit
The overarching goal of this unit is to provide students with an advanced understanding of the role of
analytics and measurement in HR, and the practical implications and applications, particularly to
decision-making about HR programs and initiatives.
3
Learning outcomes
On successful completion of this unit, you should be able to:
•
•
•
•
•
•
Understand theories and concepts of HR analytics in the areas listed in the schedule of topics.
Explain the importance of taking an evidence-based and analytical approach to human resource
management.
Analyse and critique research in the field of human resource management.
Prepare a justification for an HR program or intervention and a plan for measuring the
effectiveness of the program.
Describe the factors affecting management‘s acceptance of HR initiatives in selected areas.
Discuss best practice issues in HR analytics.
Educational Principles and Graduate Attributes
In this unit, you will have the opportunity to develop your ability to:
•
•
•
•
•
Critically evaluate and develop solutions to human resource management problems.
Develop your communication skills through class discussion, and responding to questions that
arise about the discussion topics.
Develop a willingness to question accepted wisdom and be open to new ideas and possibilities,
through critical analysis of competing HR theories and active debate in classes.
Develop self-management and independent learning skills through completion of the assigned
work in the course.
Develop competencies for working effectively with others in groups and teams, through full
participation in team exercises in the classes.
4
TEACHING AND LEARNING RESPONSIBILITIES
Teaching and learning strategies
The learning outcomes of this unit, as outlined above, are reflected in the teaching and learning
strategies used. Some class sessions will include a small lecture component to define areas, identify key
theories and research, contrast alternative perspectives and identify points of debate. The classes will
include interactive activities. You are expected to participate in these activities, and to keep up-to-date
with assigned reading so that you can benefit fully from the classes.
Classes will include a substantial component of student responses to questions, to explore topics and
enhance understanding. Syndicate activities and participative discussions are used to develop your
critical thinking skills, creativity and confidence in speaking about HR issues.
Everyone involved in the unit is expected to show a commitment to professionalism, social
responsibility and ethical practice. Participants are also expected to be sensitive and committed to a
better understanding of cultural, gender-related, and international issues.
There will be an emphasis on active participation in class and student-centred learning. Accordingly,
students should expect to spend class time engaging in a combination of active problem solving and
discussion. Out of class students are expected to do an average of 10 hours of work on the unit each
week, and to take responsibility for their own learning.
Teaching and learning evaluation
You may be asked to complete two voluntary surveys on your experience of this unit; the Student
Perception of Teaching (SPOT) and the Students’ Unit Reflective Feedback (SURF).
SPOT is completed on paper and the results are processed by the University’s Centre for Teaching
and Learning before being sent to the academics concerned. SPOT provides valuable feedback directly
to the teachers in the unit on how students view the unit and the teaching methods used. This is a
very helpful and useful source of information for the lecturers and tutors and will be important in their
reflection on how to improve the learning experience for students.
SURF is completed online and is a university-wide survey conducted on every unit, with the same
questions for all units. You will receive an email from the SURF office inviting you to complete the
SURF when it is activated later in the semester. We encourage you to complete the surveys as your
feedback is an important source of information to help the University to design units, and to improve
teaching and learning outcomes.
SPOT and SURF are different but they are both important. Please complete both questionnaires when
they become available to you, and help us to help you!
Attendance
Participation in class, whether it is listening to a lecture or getting involved in other activities, is an
important part of the learning process. It is therefore important that you attend classes. More formally,
the University regulations state that ‘to complete a course or unit students shall attend prescribed
classes, lectures, seminars and tutorials’. Students should not expect to obtain approval to miss more
than two classes per unit unless there are exceptional circumstances.
CONTACT DETAILS
We strongly advise students to regularly access their student email accounts. Important information
regarding the unit is often communicated by email and will not be automatically forwarded to private
email addresses.
5
Unit coordinator/lecturer
Name:
Dr Catherine Lees
Email:
catherine.lees@uwa.edu.au
Phone:
Consultation hours:
6488 2877
By appointment.
Call or email and we’ll arrange a convenient time.
Lecture times:
Monday 5:00 – 8:00 pm
Lecture venue:
BUSN: 201 Case Study Room
6
TEXTBOOK(S) & RESOURCES
Unit Website
Once semester begins the unit will have an associated web site on WebCT. You can access the site by
logging on to the UWA WebCT site at the following address:
http://webct.uwa.edu.au
Regular use of the website will be essential in the unit, both to receive information and to submit work
for assessment. There you will find your grades for the various assessment components will be posted
progressively through the semester. You will be able to view distributions of class marks for
components of assessment, and there will be a bulletin board for asking and answering questions. Apart
from this unit outline, the WebCT site should be your first source for answering questions about the
unit. Please note that this is not an on-line course - while some administration and learning activities are
carried out on-line, attendance at classes is required.
WebCT can be accessed from anywhere on the internet, including from home, the library and the
Business School computer labs.
Be sure to log-out of WebCT when you have finished using it.
For help with troubleshooting your University IT here are some useful addresses.
For your University account and access go to UWA Information Technology Services at:
http://www.its.uwa.edu.au/student
Student Internet Support Office located in the Reid Library, and at
http://www.its.uwa.edu.au/contact/siso
Phone: 6488 3814
For help in troubleshooting using IT in the Business School, go to the following address:
http://www.business.uwa.edu.au/students/it-help Phone: 6488 7888 (dial 7888 on internal UWA
phones)
Required text
Fitz-enz, J. (2010). The new HR analytics: Predicting the economic value of your company's human capital
investments. New York: AMACOM.
Do not be misled by the sub-title of this text: It is not about economics or finance. It is about HR, and
the measurement and analysis that underpin decision-making for HR.
Additional resources & reading material
Recommended additional texts:
These additional recommended texts are available in the library reserve.
Cascio, W. F., & Boudreau, J. W. (2008). Investing in people: Financial impact of human resource initiatives. Upper
Saddle River, NJ: FT Press.
Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR: The new science of human capital. Boston, MASS: Harvard
Business School Press.
Cappelli, P. (2008). Talent on demand: managing talent in an age of uncertainty. Boston, Mass.: Harvard Business
Press.
In addition to these recommended books there will be a number of readings to accompany the classes. These
will be available on course materials on-line (CMO). In the following schedule, you should complete the
essential reading for each week, prior to the class in that week.
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UNIT SCHEDULE
Week
1
Topic and essential pre-class reading
Introduction: Strategic decision-making in HRM
Activities for assessment
No reading in advance of first class.
Analytical foundations of measurement for HR
Class participation
2
Preface and Chapters 1 & 2 of Fitz-Enz
Class participation
3
A model of human capital management
Chapters 3 of Fitz-Enz
Class participation
4
Human Capital Metrics
Chapters 4 of Fitz-Enz
Integrating HR Services
Chapter 5 of Fitz-Enz
Class participation
5
6
Human Capital Metrics
Chapter 6 of Fitz-Enz
Class participation
Research article biblio. due by 5:00
pm Friday 3 Sept.
Class participation
7
Another model of HR analytics: The LAMP model
Chapter 1 of Cascio et al.
Class participation
8
Applying HCM - Case 1
Chapter 7 of Fitz-Enz
9
Case 2
Chapter 8 of Fitz-Enz
Class participation
Assignment due between
24 Sept. and 28 Oct.
Mid-Semester study break (1 week)
Class participation
10
Case 3
Chapter 9 of Fitz-Enz
Class participation
11
Case 4
Chapter 10 of Fitz-Enz
Case 5
Chapter 11 of Fitz-Enz
Class participation
12
Summing up: Investing in HR
Group case study write-up due by
4:00 pm, Thursday 28 Oct.
13
8
ASSESSMENT MECHANISM
The purpose of assessment
There are a number of reasons for having assessable tasks as part of an academic program. The
assessable tasks are designed to encourage you to explore and understand the subject more fully. The
fact that we grade your work provides you an indication of how much you have achieved. Providing
feedback on your work also serves as part of the learning process.
Assessment mechanism summary
Item
Weight
1. Class attendance and
participation in discussion
and exercises/activities
2. Research Article
Annotated Bibliography
Due date
From Week 2 onwards.
Best ten of the individual’s participation
marks from the 11 classes to which they
apply.
For details see description below.
10%
(2,500 words)
4. Team Case Presentation
5. Team Case Write-up
(2,000 words)
Note 1:
Note 2:
An individual analysis of 5 relevant
research articles.
15%
3 Sept.
40%
24 Sept. to
28 Oct.
Final deadline is 5:00 pm on 28 Oct.
Submit on WebCT and in hard copy.
20%
Time to be
assigned
In-class presentation and leading of
seminar discussion by case analysis team.
(2,500 words)
3. Assignment (individual)
Remarks
15%
28 Oct.
Due by 5:00 pm. Submit on WebCT and
in hard copy.
Write-up of the case analysis conducted
by the team.
Due by 4:00 pm. Submit on WebCT and
in hard copy.
Results may be subject to scaling and standardisation under faculty policy and are not
necessarily the sum of the component parts.
Your assessed work may also be used for quality assurance purposes, such as to assess the
level of achievement of learning outcomes as required for accreditation and audit
purposes. The findings may be used to inform changes aimed at improving the quality of
Business School programs. All material used for such processes will be treated as
confidential, and the outcome will not affect your grade for the unit.
Assessment components
Assessment item 1: Class attendance and participation
•
There are 13 classes beginning in the first week of semester, as shown in the schedule in this
outline. You will be given a participation mark any where from 0 to 1 for each of the classes
you attend in full, excluding the first and last classes, up to a maximum limit of 10 marks being
awarded for participation for the semester.
Participation in class, whether it is listening to a lecture or getting involved in discussions and
other activities, is an important part of the learning process. It is therefore important that you
attend classes (and be on time).
•
Marking criteria
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.6 –1 Participation ranging from positive engagement to excellent, insightful contribution to the
mutual learning environment in the class.
.5 – Attendance with minimal engagement and participation.
0 – Non-attendance, or attendance with negative behaviour.
Assessment item 2: Research article annotated bibliography
•
Identify, read and analyse five significant research articles relevant to HR analytics. For each
article describe the contents of the article, and its findings or claims. For each article explain
how the positions expressed in the article relate to topics in the human capital management
model addressed in the prescribed text. There should be approximately 400 words devoted to
each article. In addition, include a conclusion of approximately 500 words, presenting an
integrated summary of the set of articles.
•
Marking criteria
There are four marking criteria; choice of articles, analysis of article content with respect to
topics in HR analytics, comparison, contrasting and integration of the articles in the conclusion,
and writing style. These are described in detail, with their weights in marks in the marking
criteria guide shown later in this outline.
Assessment item 3: Assignment (individual)
•
There will be an individual written assignment of 2,500 words that will assess knowledge of
course content and how it can be applied to HR problems. Students will be provided with the
detailed assignment topic during the first week of semester.
The assignment can be submitted anytime from 24 September to 28 October. After 28
October the late penalty applies. This flexibility is to enable students to structure their
workload for the assignment and the case presentations, which will also occur in this period.
•
Marking criteria
The marking criteria for the assignment, with their weights in marks, are shown in the marking
criteria guide shown later in this outline.
Assessment item 4: Team case presentation
•
Working in teams of approximately 4, students will develop and present to the class an analysis
of one of the cases listed in the schedule for Weeks 8 to 12 of the course. The analysis should
go beyond a simple description of the case to discuss how it relates to HR analytics. Teams are
expected to do additional research to develop the presentation, and to use visual aids. When
presenting, the team will run the seminar, will present the case, and will lead class discussion of
the case. All team members will play a significant role in the presentation.
•
Marking criteria
Both team and individual aspects of the presentations will be assessed. Of the 20 marks for the
presentation, 15 will be for the team and 5 for the individual contribution during the
presentation. Therefore, it is important that all team members have a chance to shine during
the session in which the team presents and leads the seminar discussion. The marking criteria
for the presentation, with their weights in marks, are shown in the marking criteria guide,
which appears later in this outline.
Assessment item 5: Team case write-up
•
Each team will prepare a written submission of their case analysis in approximately 2,000
words. All team members will contribute to the write-up, which will be a single document
seamlessly integrating the work of the team members. That is, it will not be a set of separate
submissions.
•
Marking criteria
10
The marking criteria for the presentation, with their weights in marks, are shown in the
marking criteria guide, which appears later in this outline. Please note that each component of
the marking criteria can be satisfied in various ways and across different parts of the write-up.
The marking criteria in the guide do not delineate specific sections that should appear, or
constrain the format of the written submission.
Submission of assignments
Please remember to attach an Assignment Cover Sheet to the front of your assignment. You can
download and print your Assignment Cover Sheet from the Current Students web page
http://www.business.uwa.edu.au/students/assessments
Both paper and electronic submissions (identical) are required
Step 1:
Attach a Postgraduate Bar-coded Assignment Cover Sheet to the front of the hard-copy of
your assignment.
Step 2:
Hand-in the paper copy of your assignment at the Postgraduate Student Centre on the
ground floor of the Business School by the due time and date.
Step 3:
Submit an electronic version of the assignment via the WebCT site for the unit by the due
time and date.
The electronic version does not need the bar-coded cover sheet. The electronic version
provides the safe-guard of redundancy, in case the paper version is misplaced. In the event of
a missing assignment, or a dispute about the date the assignment was received, the version
lodged electronically will be marked and the date it was lodged on the system will be taken as
the date the assignment was submitted. The electronic version will also be used to check the
word limit if necessary, and it may be used for electronic checks for plagiarism.
Word Limit
The word limit is absolute, there is no additional percentage margin.
The WORD COUNT and LIMIT apply to the body of the assignment up to the start of the reference
list. All text in that part of the assignment, including headings, sub-headings, quotations, and reference
citations, will be included in the word limit.
Any short quotes that must be read in order to understand your discussion about them must be
included in the main body of the assignment. All analysis, argument and discussion must be in the main
body of the assignment.
Words beyond the word limit will not be marked. Only words up to the word limit will be considered
part of the assignment and will contribute to the mark.
Manuscript Style
All assignments must be in a clear, readable font, with double line spacing.
Format all citations and references in either Harvard or APA style. Either of these styles can be used,
but use only one style consistently throughout the document. For guidance on how to use these styles
see the Library Guides on referencing on the library web site.
Student Guild
Phone: (+61 8) 6488 2295
Facsimile: (+61 8) 6488 1041
E-mail: enquiries@guild.uwa.edu.au
Website: http://www.guild.uwa.edu.au
11
HRMT8893 Marks guide for research article annotated bibliography: Contributes 15% to the final grade for the unit.
Dimension
Description of Criterion
Mark
The chosen articles are of high quality and from reputable research sources.
/1
Each article’s contents is highly relevant to the topic of HR analytics
/1
Analysis of article
Clearly describes the contents of the articles, and their concepts or claims
/2
content
Analysis of the strength of support for these claims, discussing the quality and validity of the evidence
Choice of articles
Integrative conclusion
in the article and the way it was obtained by the article’s author(s).
/2
Analysis of the relationship between the article content and HR analytics.
/2
Compares and contrasts the articles, deriving common themes and differences.
/2
Discussion of the implications of the articles’ findings for the practice of HR, HR analytics, human
capital management, and broader social implications.
Original or innovative
content
/3
Original, innovative, or creative relevant additional points not mentioned in the course content, or the
Bonus marks
article. Must be relevant to HR analytics, well-articulated, and supported with argument.
Writing style and
Clarity of expression at the sentence and paragraph level.
referencing
Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of
headings and sub-headings.
Follows the prescribed manuscript style. Format of citations and references fully complies with either
Harvard or APA.
/1
Total
/.5
/.5
15
12
HRMT8893 Marks guide for individual assignment: Contributes 40% to the final grade for the unit.
Dimension
Description
Mark
Description of concepts in the topic (define or otherwise make the concepts clear)
/2
Establish the significance of the topic for HR management
/2
REVIEW OF THEORIES Review major theories on the topic drawn from the text and recommended readings.
/4
INTRODUCTION
& ANALYSIS
Compare and contrast the theories with respect to the topic.
/4
Integrates the perspectives from the theories where possible.
/4
MANAGERIAL
Implications for organisational processes and outcomes.
IMPLICATIONS
Discussion of the implications of your analysis for the practice of HR, HR analytics, human capital
management, and broader social implications.
/3
Illustrative examples may be taken from the text and other readings, and scholarly or popular
sources. The majority of sources should be scholarly. Non-scholarly sources with good authenticity,
such as government or company web sites, or media sources may be used where they have
established credentials, such as major newspapers.
/6
Original, innovative or creative additional points not mentioned in the course content or sources. Must
Bonus marks
be relevant to HR analytics, well-articulated, and supported with argument.
USE OF EXAMPLES
INNOVATIVE CONTENT
USE OF SOURCES
FORMAT
/3
References are cited in support of arguments and are appropriate.
/4
Clear articulation of how each source relates to the argument for which it is cited as support.
/2
Clarity of expression at the sentence and paragraph level.
/3
Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of
headings and sub-headings.
Follows the prescribed manuscript style. Format of citations and references fully complies with either
Harvard or APA.
Total
/2
/1
40
13
HRMT8893 Marks guide for team case presentation: Contributes 20% to the final grade for the unit.
TEAM
Dimension
ORGANISATION
Description
Mark
The topic to be covered is introduced and the direction the overall presentation will take is made
clear.
/1
Individual presentations follow one another in a way that is consistent with the analysis, and
CONTENT
LEADING
DISCUSSION
connections between individual presentations are shown clearly.
/2
Facts and examples are detailed, accurate and appropriate.
/2
Theories referenced are accurately described and appropriately used.
/2
Analysis, discussion, and conclusions are well argued and supported by evidence.
/2
SEMINAR Questions and activities for the audience promote understanding of central concepts.
/3
The team integrates its approach to provide all team members with an equal opportunity to shine.
/3
INDIVIDUAL TEAM MEMBER
CONTENT
STYLE
Speaker shows full grasp of the material in his or her section of the presentation
/2
Answers audience questions well (if required)
Speaks clearly, correctly, and precisely. Loud enough to be heard. Constructs sentences well for
audience comprehension.
/1
/1
Maintains good eye contact with audience. Minimal glances at cues, no reading of notes.
/1
Total
20
14
HRMT8893 Marks guide for Team case write-up: Contributes 15% to the final grade for the unit.
Dimension
Description
Mark
Description of concepts covered in the case (define or otherwise make the concepts clear)
/.5
Establish the significance of the case for HR analytics. What part of analytics does it illustrate?
/.5
DESCRIPTION &
The key facts and events of the case are described and explained.
/2
ANALYSIS OF CASE
Application of HR analytics models to the case is presented and explained
/2
Integrates the perspectives from the theories where possible.
/2
MANAGERIAL
Implications for organisational processes and outcomes.
/2
IMPLICATIONS
Discussion of the implications of your analysis for the practice of HR, HR analytics, human capital
management, and broader social implications.
/2
References are cited in support of arguments and are appropriate.
/.5
Clear articulation of how each source relates to the argument for which it is cited as support.
/.5
Clarity of expression at the sentence and paragraph level.
/1
INTRODUCTION
USE OF SOURCES
FORMAT
Well-structured with logical flow of ideas between paragraphs, and between sections. Good use of
headings and sub-headings.
Follows the prescribed manuscript style. Format of citations and references fully complies with either
Harvard or APA.
Total
/1
/1
15
15