Recommended Study Sequence

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

The development of Australian industrial relations institutions and policies; industrial relations and personnel management. Government and industrial relations--the significance of government policies; the importance of industrial relations in economic, political and social affairs. Industrial relations systems--industrial relations and industrialisation; the subject matter of industrial relations. Trade unions--types, growth, size, trends; organisation; line and staff in trade unions; democracy in trade unions, political, economic and social objectives; current policies and trends; political links of trade unions; theories of the labour movement. Employers--associations, structure, policies, corporate industrial relations. Industrial disputes: incidence, types, causes, trends; settlement of disputes; problems of reconciliation of macro- and micro-accommodation. Australian arbitration--structure, constitutional aspects, ideology; approaches to wage-determination, hours of work, other conditions of work; sanctions; trends, criticisms of arbitration, proposals for reform.

This unit provides an overview of Australia's traditional system of industrial relations and the forces for change; discussion of strategic responses to change such as award restructuring, enterprise bargaining, career development and skill formation and implications for industrial relations participants; and development of skills for the new workplace relations including negotiating skills, grievance handling skills, the role of consultative mechanisms and establishing consultative processes and productivity bargaining at the workplace.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

The development of Australian industrial relations institutions and policies; industrial relations and personnel management. Government and industrial relations--the significance of government policies; the importance of industrial relations in economic, political and social affairs. Industrial relations systems--industrial relations and industrialisation; the subject matter of industrial relations. Trade unions--types, growth, size, trends; organisation; line and staff in trade unions; democracy in trade unions, political, economic and social objectives; current policies and trends; political links of trade unions; theories of the labour movement. Employers--associations, structure, policies, corporate industrial relations. Industrial disputes: incidence, types, causes, trends; settlement of disputes; problems of reconciliation of macro- and micro-accommodation. Australian arbitration--structure, constitutional aspects, ideology; approaches to wage-determination, hours of work, other conditions of work; sanctions; trends, criticisms of arbitration, proposals for reform.

This unit provides an overview of Australia's traditional system of industrial relations and the forces for change; discussion of strategic responses to change such as award restructuring, enterprise bargaining, career development and skill formation and implications for industrial relations participants; and development of skills for the new workplace relations including negotiating skills, grievance handling skills, the role of consultative mechanisms and establishing consultative processes and productivity bargaining at the workplace.

An integrative unit that examines the nature of practice in the employment relationship both conceptually and empirically, with particular focus on the interplay between human resource management and industrial relations. Major contemporary influences on practice, such as micro-economic reforms, are considered to provide a context in which to examine this interplay.

This unit builds on the understanding gained in earlier units to facilitate the development and evaluation of the interaction of strategy, policy and change in employment relations. Specific topics include public policy affecting workplace relations; the effect of public policy on corporate strategies and policies, e.g. equal opportunity, anti-discrimination, occupational health and safety, negotiation, consultation, grievance handling; the development of trade union strategies and policies; gaining consensus in change; the impact of organisational culture on workplace relations; and developing proactive strategies.

This unit explores the differences in industrial relations models and practices between selected countries with different social structures, policies and practices. The unit recognises that the transfer of industrial relations institutions, methods and attitudes between countries must be handled with a critical sensitivity to the broader context of industrial relations. Issues and trends in international human resource management are discussed.

This unit covers concepts of international human resource management (HRM); the international environment of HRM globalism, regionalism, economic regions, international industrial relations; the roles of transnational organisations; national environments for HRM; comparative studies of the effects of society, politics, economics and culture on HRM policy, practice, organisational strategies and structures; and HRM in multinational organisations. Application of overseas experience (policy/concepts/practice) to Australian HRM will be an important outcome of this unit.

This unit introduces sociological analysis -- methods and procedures in sociology, themes in the sociology of work and industry, and the sociological approach to understanding work relations. It covers industrial work from post-industrialisation to mass production and mass consumption; work in Australian society -- class structure and its impact on work; the cultural base of Australian business; international comparisons in business values -- USA, UK and Japan; the structures of work in modern society -- the occupational structures of work, the organisational structures of work, examples of modern work organisations; new technology and work -- the restructuring of work in manufacturing, services, communications and publishing; disadvantaged groups in the workforce -- common characteristics, policies and strategies; conflict in work -- the management of institutionalised conflict -- Australian case studies; and the future directions of work -- information technologies, trends and initiatives in organisations, strategy, change and consequences.

This unit covers the Australian judicial hierarchy, the doctrine of precedent, the different nature of judicial, non-judicial and quasi-judicial functions, the limits of federal and state legislative powers, the basic principles governing the contract of employment, the compulsory conciliation and arbitration systems at state and federal level. Whenever possible, general principles concerned with sources of law and the nature of the legal system are illustrated and developed by reference to substantive law relevant to employee relations. For example, principles of statutory interpretation are examined in the context of a study of the Anti-Discrimination Act 1977 (NSW) and the doctrine of precedent is examined by analysing the modern development of the vicarious liability of employers for the wrongful acts of their employees.

This unit is offered in partnership with Strategic Business School, Kuala Lumpur, Malaysia, and is part of the conversion program that leads to the award of Master of Science (Human Resource Management).The management of diversity is concerned with the way organisations deal with the range of cultural and individual differences within the workforce. It seeks to explain the way cultures impact on management practices and to show how culturally sensitive practices can improve employee wellbeing and organisational performance. There are two aspects to diversity management: intranational and cross-national. Cross-national diversity management is primarily concerned with the interactions in work situations of people of different national cultures. This is the prime focus of this unit although there are clear implications for the management of intranational diversity. The unit commences with an overview of the nature of societal culture and proceeds to a consideration of the management and strategic implications of culture. It concludes with a consideration of the role of culture in the management of organisations in the future.

The main purpose of this unit is to provide students with a thorough understanding of the process flows in human resource management and the information management issues in managing human resource management processes and systems. It provides hands-on skills to students for managing business processes related to human resources in the best possible way, through the Human Resource module (HR) of the SAP R/3 system.

This unit provides an understanding of the employment relations concept by analysing important contemporary issues affecting relations between employees and their employer organisations. The impact of government labour market policies on employment decisions and strategic choice is examined. Different perspectives on human resources management and industrial relations are discussed. The role of corporate strategies, culture and institutional structure is presented in order to develop student knowledge of complex background issues.

Australia, in common with other countries, has had to respond to the deregulation of economic markets and world trade. This unit aims to give depth and breadth to the analysis of issues facing Australian industry and government organisations by assessing the innovation and responses of other countries to these issues. After introducing students to the international context, the unit is covered from a thematic perspective, rather than country by country. The unit emphasises cultural, political and economic differences between countries. Comparative case studies emphasise the application of the themes. Countries which may be relevant to the selected themes include the USA, UK, EC, Japan, South-East Asia and New Zealand.

The nature and history of occupational health and safety in Australia, legal frameworks including occupational health and safety acts and workers' compensation. OH&S is considered using the medical, legal, economic, industrial relations and management perspectives. Identifying, assessing, monitoring risks; and specific occupational hazards and intervention strategies are also covered.

This unit discusses the elements of a successful thesis proposal, matching methodologies to topic, the nature and format of the literature review, and examiners' requirements. It should be taken concurrently with 48561 Research Project (Employment Relations) as students are required to present and defend their thesis proposal and literature review.

Based largely on the concept of equity and the pay model, this unit considers internal, external, individual and process equity. Theory and design of compensation systems focuses on the strategic use of remuneration and constraints on practice in remuneration. Candidates emerge understanding theory and techniques that underpin a remuneration system and its links to organisational strategy. Remuneration theory and practice is critically analysed from the perspective of various stakeholders in the process.

Negotiation, advocacy, consultation and counselling are central activities in the industrial relations process. The effective industrial relations practitioner requires good theoretical knowledge and practical skills in these areas, along with an appreciation of the impact of contextual and legislative factors on these processes. This unit is offered in Australia and in partnership with Strategic Business School in Kuala Lumpur.

This unit examines major occupational and health legislation in Australia, especially in New South Wales. The arbitrary and inadequate nature of standard setting in the early systems of safety regulation is compared with later legislative models. The nature and limitations of current legislative strategies are illustrated by a series of selected issues relating to contemporary health risks in workplaces. Continuing problems of enforcement, sanctions and the adequate identification of hazards and protection are examined.