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EDU8314 Human Resource Strategies for Innovation

Semester 3, 2013 Online Toowoomba
Units : 1
Faculty or Section : Faculty of Education
School or Department : Further Education and Training
Version produced : 24 April 2014

Contents on this page

Staffing

Examiner: Dorothy Andrews
Moderator: Mark Dawson

Rationale

There has been extensive writing regarding the nature of schools in the knowledge age. Educational organisations operate in an increasingly demanding and complex environment of change. Commentators are suggesting that schools adopt a strategy based on innovation to navigate the shifting sands of continuous change. Given the changing nature of work within schools in the 21st Century, it is vital for post-industrial organisations to build capacity for innovation. This course will investigate the emerging trends and theories in human resource management that align human resources with a strategy based upon innovation.

Synopsis

This course will provide an introduction to human resource management theory as a basis from which students can explore their organisation's capacity for innovation. Students will analyse their organisation using concepts such as performance management, learning organisations, employee participation, culture and change management. The course materials emphasise the ideas and processes for facilitating innovation within education, but are easily transferable to other organisational contexts. NOTE: Minimum enrolment numbers apply to this offering. Should enrolments not reach the minimum number required for on-campus study, students may be transferred to the EXT or ONLINE offering and advised of this change before semester commences.

Objectives

The course objectives define the student learning outcomes for a course. The assessment item(s) that may be used to assess student achievement of an objective are shown in parenthesis. On completion of this course students will be able to:

  1. analyse critically the nature and purpose of human resource management in educational contexts in the twenty-first century (Assignment 1)
  2. demonstrate knowledge of theories and theoretical issues relevant to human resource management in education (Assignment)
  3. develop a contemporary perspective of innovation (Assignment 1)
  4. apply theoretical and practical approaches in HRM for innovation (Assignment 1 and Assignment 2)
  5. identify new structures, cultures and strategies to facilitate innovation (Assignment 1 and Assignment 2)
  6. demonstrate competence in written language and scholarly writing including correct spelling, grammar, and bibliographic referencing. (Assignment 1 and Assignment 2)

Topics

Description Weighting(%)
1. Concepts in human resource management what is human resource management? strategic alignment. gain, train, retain and sustain. frames of reference - unitarist versus pluralist HRM. 25.00
2. Culturing for innovation climate, culture and culture change resistance 25.00
3. Structuring for innovation systems thinking and interdependence employee participation performance management - appraising, influencing, rewarding 25.00
4. Strategies for innovation building a 'safe' environment for knowledge workers building cpacity for learning dialogue or decline? the IDEAS framework 25.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://bookshop.usq.edu.au/bookweb/subject.cgi?year=2013&sem=03&subject1=EDU8314)

Please contact us for alternative purchase options from USQ Bookshop. (https://bookshop.usq.edu.au/contact/)

  • Nankervis, A. R, Compton, R. L., Baird, M. & Coffey, J (2011), Human resource management: strategy and practice, 7th edn, Thomas Nelson, Melbourne.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
  • Amidon, D. M 2003, The innovation superhighway: harnessing intellectual capital for collaborative advantage, Butterworth-Heinemann, Boston, MA.
  • Graetz, F., Rimmer, M., Lawrence, A., & Smith, A 2006, Managing organisational change, 2nd edn, John Wiley & Sons Australia Ltd, Milton, Qld.
    (2nd Australasian Edition.)
  • Limerick, D., Cunnington, B., & Crowther, F 2002, Managing the new organisation: Collaboration and sustainability in the post-corporate world, 2nd edn, Business & Professional Publishing, Australia.
  • Morgan, G 2006, Images of organization, 4th edn, Sage, Thousand Oaks, California.
  • Senge, P., Cambron-McCabe, N., Lucas, T., Smith, B., Dutton, J., & Kleiner, A 2000, Schools that learn: a fifth discipline fieldbook for educators, parents and everyone who cares about education, Nicholas Brealey Publishing, London.
  • Thornhill, A., Lewis, P., Millmore, M., & Saunders, M 2000, Managing Change: a human resource strategy approach, Pearson Education Limited, Harlow, England.
  • Whether you are on, or off campus, the USQ Library is an excellent source of information http://www.usq.edu.au/library..

Student workload requirements

Activity Hours
Directed Study 80.00
Private Study 80.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
ASGN 1 LIT REV AND CRITIC ANAL 50 50 18 Dec 2013
ASGN 2 IMPLEMENTATION PLAN 50 50 22 Jan 2014

Important assessment information

  1. Attendance requirements:
    There are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To complete each of the assignments satisfactorily, students must obtain at least 50% of the marks available for each assessment item.

  3. Penalties for late submission of required work:
    If students submit assignments after the due date without (prior) approval of the examiner then a penalty of 5% of the total marks gained by the student for the assignment may apply for each working day late up to ten working days at which time a mark of zero may be recorded. No assignments will be accepted after model answers have been posted.

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grades for students will be assigned on the basis of the weighted aggregate of the marks obtained for each of the summative assessment items in the course.

  6. Examination information:
    There is no examination in this course.

  7. Examination period when Deferred/Supplementary examinations will be held:
    There will be no Deferred or Supplementary examinations in this course.

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au.

Assessment notes

  1. APA style is the referencing system required in this course. Students should use APA style in their assignments to format details of the information sources they have cited in their work. The USQ library provides advice on how to format information sources using this system. http://www.usq.edu.au/library/referencing

Other requirements

  1. Students will require access to e-mail and Internet access to UConnect for this course.

  2. Students are to use the Harvard Referencing system.