Units of study for Human Resource Management and Industrial Relations coursework programs

The Business School website (sydney.edu.au/business/pgunits/) contains the most up to date information on unit of study availability and other requirements. Timetabling information for 2016 is also available on the Business School website (sydney.edu.au/business/timetable). Students should note that units of study are run subject to demand.

Table of postgraduate units of study: Human Resource Management and Industrial Relations

Unit of study Credit points A: Assumed knowledge P: Prerequisites C: Corequisites N: Prohibition Session

Core units of study

All students enrolled in the Human Resource Management and Industrial Relations courses complete the foundation and advanced core units of study. Students enrolled in the Master's degree must also complete the capstone unit of study.
(1) Foundation
This unit is completed in the first semester of enrolment.
WORK5002
People, Work and Employment
6   

Foundation Unit for MHRM&IR. This unit is delivered at the University of Sydney.
Semester 1a
Semester 2
(2) Advanced
WORK6017
Human Resource Strategies
6   

Core unit for the MHRM&IR
Semester 1
Semester 2
WORK6116
Employment and the Law
6   

This unit is not available for students enrolled in the Master of Labour Law Relations
Semester 2
(3) Capstone - Master's students only
This unit is completed in the final semester of enrolment.
WORK6034
HRM and IR in Action
6    P minimum of 36 credit points
N WORK6031


Capstone unit for the Master of HRM&IR.
Semester 1
Semester 2

Elective units of study

Students complete their electives from the options listed below as follows:
(1) For the Master of Human Resource Management and Industrial Relations: six elective units of study are to be completed.
(2) For the Graduate Diploma in Human Resource Management and Industrial Relations: three elective units of study must be completed.
(3) For the Graduate Certificate in Human Resource Management and Industrial Relations: one elective unit of study must be completed.
WORK6001
Organisational Analysis and Behaviour
6      Semester 1
WORK6002
Strategic Management
6      Semester 1b
Semester 2
WORK6012
Industrial Relations Policy
6      Semester 2b
WORK6026
Organisational Change and Development
6      Semester 1
WORK6030
Performance and Rewards
6      Intensive July
WORK6033
Organisational Sustainability
6    N ECOF6110 or CLAW6028


Core unit for the MHRM&IR
Semester 1b
WORK6108
International Dimensions of HRM
6      Semester 2
WORK6111
Management Consulting
6    A Knowledge is assumed in the areas of basic business strategy and organisational change. It is recommended that students enrolling in this Unit will have completed either or both of the following or similar Units: WORK6026 Organisational Change and Development, WORK6002 Foundations of Strategic Management.
Semester 1
WORK6118
Managing Communication in Organisations
6    N ECOF6030 or ECOF6040
Semester 1
WORK6120
Research Essay
6   
Note: Department permission required for enrolment
Available only to students who have achieved 75% or better in at least four WORK (or equivalent) units studied; and have the Discipline's permission to take the unit.
Semester 1
Semester 2
WORK6130
Leadership in Organisations
6    N ECOF5807 or ECOF6090
Semester 2a
IBUS6002
Cross-Cultural Management
6      Intensive February
Semester 1
Semester 2
IBUS6005
Ethical International Business Decisions
6      Semester 1
QBUS6320
Management Decision Making
6    N ECOF6070 or ECOF5804 or ECMT6310 or ECMT5003
Semester 1
BUSS6500
Industry Placement
6    P 8 units with a WAM of 65%
N ECOF6500 or ECOF6501 or ECOF6502 or BUSS6501 or BUSS6502

Note: Department permission required for enrolment
Permission is required to enrol in this unit. Contact the Careers and Employment Relations Office for details: business.placements@sydney.edu.au
Intensive August
Intensive December
Intensive February
Intensive January
Intensive July
Intensive March
Semester 1
Semester 2

Unit of study descriptions for Human Resource Management and Industrial Relations coursework programs

Note: These unit of study descriptions are listed alphanumerically by unit code.

BUSS6500 Industry Placement

Credit points: 6 Teacher/Coordinator: Dr Zina O'Leary Session: Classes: Wks 1-3: 1x 3hrs pre-placement workshops; Wks 4-12: 3 days a week internship; Wk 13: presentation. Assessment: Performance objectives (0%), report (70%), presentation (30%) Mode of delivery: Professional practice
Note: Department permission required for enrolmentin the following sessions:Intensive August,Intensive December,Intensive February,Intensive January,Intensive July,Intensive March,Semester 1,Semester 2
Note: Permission is required to enrol in this unit. Contact the Careers and Employment Relations Office for details: business.placements@sydney.edu.au
This unit is available to outstanding students completing the Master of Commerce, Master of Human Resource Management and Industrial Relations, Master of Logistics Management, Master of Professional Accounting or Master of Transport Management program. It involves a professional placement with a business, government, or non-government organisation. It includes preparatory coursework in reflective, professional practice and report writing. Assessment includes a reflective journal and professional report and presentation based on the internship placement. Permission is required to enrol in this unit. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program
IBUS6002 Cross-Cultural Management

Credit points: 6 Teacher/Coordinator: TBA Session: Classes: 1x 3hr lecture/seminar per week Assessment: group project (25%), individual assignments (35%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) day
An understanding of cultural differences and how to manage such differences is critical to effective management in international and multi-cultural business environments. The aim of this unit is to provide conceptual frameworks and evidence from practice that will develop an understanding of the ways in which cultures differ, how these differences can impact on management, and how cultural issues can limit organisational effectiveness. Major topics include the significance of culture in international management, the meaning and dimensions of culture, comparative international management and leadership styles, managing communication across cultures, ethics and social responsibility in global management, cross-cultural negotiation and decision-making, forming and managing global teams, and developing the international and global manager.
IBUS6005 Ethical International Business Decisions

Credit points: 6 Session: Classes: 1x 3 hour seminar per week from week 1 to week 13 Assessment: Group assignments (40%), final exam (30%), and individual assignments (30%) Mode of delivery: Normal (lecture/lab/tutorial) evening
In order to succeed in international business, both corporations and individuals need broad decision-making abilities. Business decision-making tools yield more coherent and justifiable results when used with an understanding of the ethical, social and environmental aspects of the process. This applies to various situations in the international business setting including business relations with government, customers, employees, and NGOs. This unit is designed to look at these non-financial elements in the decisions made within the international business context. Upon completion of this unit, students will have enhanced skills and knowledge relevant to the understanding of ethical issues and ethical decisions making in international business organisations.
QBUS6320 Management Decision Making

Credit points: 6 Teacher/Coordinator: Steve Sommer Session: Classes: 3hrs of classes ('lecturial' - combination lecture/tutorial) per week Assessment: assignment 1 (25%), assignment 2 (25%), final exam (50%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit introduces models and tools for decision analysis and their application in managerial settings. The unit focuses on the use of formal decision methods for management decisions in business. The main goal is to show how these decision models can improve the decision process by helping the decision maker to understand the structure of decisions; use subjective probabilities for measuring risk; analyse sensitivity of decisions to changing decision parameters; quantify outcomes in accordance with risk attitudes; and estimate the value of information. Special attention is paid to informal interpretations of formal decision approaches.
WORK5002 People, Work and Employment

Credit points: 6 Teacher/Coordinator: Associate Professor Diane van den Broek Session: Classes: Semester 1a: intensive - TBA; Semester 2:1 x 3hr seminar/tutorial per week Assessment: assignment 1 (20%), assignment 2 (30%), final exam (40%), participation (10%) Mode of delivery: Block mode
Note: Foundation Unit for MHRM&IR. This unit is delivered at the University of Sydney.
This is the foundational unit in the Graduate Certificate/Graduate Diploma/Master of Human Resource Management and Industrial Relations and should be taken in the student's first semester of study in this program. The unit provides an integrated overview of the social, legal, psychological, ethical and strategic dimensions of work and paid employment. The learning content also combines broad knowledge of these dimensions with a depth of knowledge in a select number of topical human resource and industrial relations issues. As such the unit provides a foundation for the suite of elective units in industrial relations, human resource management, and organisational studies available in the program. In addition, the unit provides the essential preparatory knowledge and skills for studying work and employment in an academic context.
WORK6001 Organisational Analysis and Behaviour

Credit points: 6 Teacher/Coordinator: Angela Knox Session: Classes: 1 x 3 hour seminar/tutorial per week Assessment: presentation (20%), essay (40%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.
WORK6002 Strategic Management

Credit points: 6 Teacher/Coordinator: Semester 1B: David Oliver; Semester 2: Jane Le Session: Classes: Semester 1b: Intensive - TBA; Semester 2: 1 x 3hr seminar/tutorial per week Assessment: seminar-based assessment (20%), case study assessment (40%), final exam (40%) Mode of delivery: Block mode
The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The unit also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.
WORK6012 Industrial Relations Policy

Credit points: 6 Teacher/Coordinator: Marian Baird Session: Classes: Intensive - TBA Assessment: presentation (30%), end of unit quiz (20%), policy essay (50%) Mode of delivery: Block mode
The aim of this unit is to provide an understanding of the policy debates in employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.
WORK6017 Human Resource Strategies

Credit points: 6 Teacher/Coordinator: Semester 1: Helena Nguyen; and Semester 2: TBA Session: Classes: 1 x 3 hour seminar/tutorial per week Assessment: group presentation (10%), group report (10%), essay (40%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
Note: Core unit for the MHRM&IR
This unit examines the theoretical foundations of strategic human resource management and then critically analyses the empirical evidence related to a range of HR strategies deployed in contemporary workplaces, both in Australia and internationally. In doing so, the unit explores the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied involve those that focus on managing a contemporary workforce and may include human resources strategies associated with: the management of front line workers, teams, non standard forms of employment, job quality and work-life balance, and gender and diversity at work, for example.
WORK6026 Organisational Change and Development

Credit points: 6 Teacher/Coordinator: Dr Anya Johnson Session: Classes: 1x 3 hour seminar/tutorial per week Assessment: assignment 1 (35%), assignment 2 (15%), presentation (10%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.
WORK6030 Performance and Rewards

Credit points: 6 Teacher/Coordinator: Mark Westcott Session: Classes: Intensive Assessment: participation (10%), tests (20%), assignment (40%), final exam (30%) Mode of delivery: Block mode
This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.
WORK6033 Organisational Sustainability

Credit points: 6 Teacher/Coordinator: Christopher Wright Session: Classes: Intensive Assessment: tests (30%), assignment (30%), final exam (40%) Mode of delivery: Block mode
Note: Core unit for the MHRM&IR
Organisational sustainability is a critical part of contemporary managerial practice, focusing on organisations' economical, social and environmental impact. This unit critically evaluates the intentions, practices and outcomes of organisational sustainability initiatives. By applying relevant theoretical frameworks, students are encouraged to enhance their understanding of the role and responsibilities of management, the impact of organisations on employees, and the wider societal and environmental implications of contemporary organisational trends. With an emphasis on the human dimensions of organisational actions, this unit builds on foundational units of study in Management, Industrial Relations and Human Resource Management.
WORK6034 HRM and IR in Action

Credit points: 6 Teacher/Coordinator: Angela Knox Session: Classes: 1 x 3 hour seminar/tutorial per week Assessment: presentation (20%), assignment (40%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
Note: Capstone unit for the Master of HRM&IR.
This unit examines the emergence, significance and challenges associated with applied human resource management and industrial relations within contemporary organisations. In doing so, the unit brings together and consolidates theories, practices and debates associated with human resource management and industrial relations, whilst drawing on both Australian and international examples to illustrate the current and future imperatives central to human resource management and industrial relations.
WORK6108 International Dimensions of HRM

Credit points: 6 Teacher/Coordinator: Associate Professor Susan McGrath-Champ Session: Classes: Intensive Assessment: quizzes (35%), assignment 1 (40%), assignment 2 (25%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit considers the opportunities and challenges associated with managing people in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development, performance management, reward and remuneration. The unit considers the implications of internationalisation and globalisation for human resource management (HRM), the different levels of international business activity, the difference between domestic and international HRM, the challenges of cross-cultural management, models of cross-cultural management, and specific international HR processes, including selection, development, performance management, remuneration and repatriation. The unit provides students with a practical understanding of the issues and challenges associated with managing employees in international, global and cross-cultural contexts.
WORK6111 Management Consulting

Credit points: 6 Teacher/Coordinator: Professor Christopher Wright Session: Classes: 1x 2hr lecture and 1x 1hr tutorial per week Assessment: seminar introduction (10%), seminar paper (30%), seminar participation (inc in-class exercise) (20%), and exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit explores the role, influence and activities of management consultants in Australia and overseas. It examines management consultants as developers and disseminators of knowledge and practice and their role as change agents. The main management themes covered in the subject include: the consulting industry in Australia and overseas; consultant roles and the consultant-client relationship; consultants and organisational change; knowledge intensive firms and the management of expertise; the diffusion of management knowledge and fashion in a global economy; consulting as an occupation and career; managing a consultancy.
WORK6116 Employment and the Law

Credit points: 6 Teacher/Coordinator: Dr Stephen Clibborn Session: Classes: 1x 2hr lecture and 1x 1hr tutorial per week Assessment: presentation (20%), essay (30%), final exam (40%), tutorial participation (10%) Mode of delivery: Normal (lecture/lab/tutorial) evening
Note: This unit is not available for students enrolled in the Master of Labour Law Relations
This unit of study examines the legal framework with respect to labour relations in Australia. In particular it examines the scope of industrial law, the employment relationship, the Federal-State division of legislative power in industrial relations and the industrial arbitration systems, courts, tribunals, agreements and awards. Current developments in the law and politics of the systems will be referred to throughout the course.
WORK6118 Managing Communication in Organisations

Credit points: 6 Teacher/Coordinator: TBA Session: Classes: 1 x 3 hour seminar/tutorial per week Assessment: assignment 1 (35%), assignment 2 (15%), presentation (10%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
In this unit students learn theories of communication and how they apply within organisations, at an organisational, team and individual level. In the unit we review the concept of communication through different theoretical and philosophical lenses, so that students gain an understanding of how different perspectives provide different insights into communication within organisations. The unit also examines communication processes and how communication occurs between individuals and within groups. There is also a focus on communication challenges such as technology, diversity and globalisation. The unit incorporates practical exercises and case studies to enable students to evaluate their own communication practices and to apply the knowledge and understanding they gain from the unit to their own organisations and careers.
WORK6120 Research Essay

Credit points: 6 Teacher/Coordinator: TBA Session: Classes: Supervision Assessment: research essay (100%) Mode of delivery: Supervision
Note: Department permission required for enrolmentin the following sessions:Semester 1,Semester 2
Note: Available only to students who have achieved 75% or better in at least four WORK (or equivalent) units studied; and have the Discipline's permission to take the unit.
This unit provides high-performing students with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.
WORK6130 Leadership in Organisations

Credit points: 6 Teacher/Coordinator: Dr Eric Knight Session: Classes: 2hr lecture and 1x 1hr tutorial per week Assessment: presentation (30%), assignment (30%), final exam (40%) Mode of delivery: Block mode
This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change is explored and the leadership of top management teams, and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.