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MGT2004 People Development

Semester 2, 2013 External Toowoomba
Units : 1
Faculty or Section : Faculty of Business and Law
School or Department : School of Management and Marketing
Version produced : 21 July 2014

Contents on this page

Staffing

Examiner: Kim Southey
Moderator: Don Smith

Other requisites

To satisfactorily complete and lodge course assessments (other than the examination) students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware. The course leader will use the Study Desk forums to make announcements about the course. Students are required to actively monitor course discussion forums on the Study Desk on a regular [minimum twice weekly] basis and contribute appropriately.

Rationale

MGT2004 People Development provides an overview of Human Resource Development (HRD) and its role within the broad area that is referred to as human resource management. It has a primary focus on the learning and people development dichotomy of HRD training and development, mentoring, coaching and career management. The performance management dichotomy of HRD is dealt with in MGT3003 Human Resource Performance Management.

Synopsis

It is well-known today that people are at the centre-stage as organisations strive towards being more successful. It is also generally acknowledged that the people employed by organisations have, in general, a tremendous amount of talent and potential. The challenge for organisations is often to unlock and develop this. Through doing so, organisations may be able to not only develop the people, but the organisation as a whole. The underlying philosophy is therefore that through the development of human resources, organisations develop as well and are hence put in a better position to be able to compete and be successful. MGT2004 is an introduction to the areas of learning and development in organisations from a human resource development perspective. This course is designed to equip you with the skills and knowledge to meet strategic organisational human resource development requirements. The course explores learning and development concepts and approaches and the role of learning and development as a strategic partner to management. You will learn how to design, implement and evaluate systems for learning in organisations as part of a strategic approach to human resource development. Students should note that this is a second-level specialist human resources course.

Objectives

On successful completion of this course, students should be able to:

  1. identify how and explain why human resource development (HRD) fits into organisational functioning and its relationship to HRM, learning and performance
  2. understand where training and development sits in the broader social and economic context
  3. explain concepts and ideas of training and development
  4. outline the theoretical principles underlying best practice in training and development
  5. be familiar with the language and major issues in workplace training and development
  6. demonstrate problem solving skills by understanding and applying the principles underlying training needs analysis and the design, delivery and evaluation of workplace training
  7. relate the changing nature of work to individuals and their careers
  8. demonstrate academic and professional literacies by understanding and applying appropriate theories and principles to coaching and mentoring for enhanced performance
  9. demonstrate written and oral communication skills appropriate to discipline by preparing and submitting a written assignment.

Topics

Description Weighting(%)
1. A theoretical basis for HRD
  1. the placement and role of HRD
  2. main approaches to HRD
10.00
2. The context for training and development
  1. introduction to employee training and development
  2. strategic training
10.00
3. Designing training
  1. needs assessment
  2. learning: theories and program design
  3. transfer of training
  4. training evaluation
30.00
4. Training and development methods
  1. traditional training methods
  2. e-learning and use of technology in training
  3. employee development
  4. special issues in training and employee development
  5. the future of training and development
20.00
5. Specific approaches to individual learning and development
  1. mentoring
  2. coaching
  3. careers and career management
  4. special challenges in career management
30.00

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=02&subject1=MGT2004)

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

  • Noe, RA 2010, Employee training and development, 5th edn, McGraw-Hill/Irwin, New York.

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.
  • Fisher, CD, Schoenfeldt, LF & Shaw, JB 2006, Human resource management, 6th edn, Houghton Mifflin Company, Boston, Massachusetts.
  • Kramar, R, McGraw, P & Schuler, R 2011, Human resource management in Australia: strategy, people, performance, 4th edn, McGraw-Hill Education, North Ryde, New South Wales.
  • Nankervis, AR, Compton, RL & Baird, M 2011, Human resource management: strategy and practice, 7th edn, Cengage Learning, South Melbourne, Victoria.
  • Stewart, J & McGoldrick, J 1996, Human resource development: perspectives, strategies and practice, Pitman Publishing, London.
  • Werner, JM & DeSimone, RL 2009, Human resource development, 5th edn, South-Western, Mason, Ohio.

Student workload requirements

Activity Hours
Assessments 40.00
Directed Study 28.00
Private Study 87.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
CMA TEST 10 5 05 Aug 2013
ASSIGNMENT 100 45 03 Sep 2013
EXAMINATION PART A 20 20 End S2 (see note 1)
EXAMINATION PART B 30 30 End S2

NOTES
  1. The examination is scheduled to be held in the end-of-semester examination period. Students will be advised of the official examination date after the timetable has been finalised. The working time for Examination (Parts A and B) is 2 hours.

Important assessment information

  1. Attendance requirements:
    If you are an international student in Australia, you are advised to attend all classes at your campus. For all other students, 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 satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)

  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 will apply for each day late up to ten days at which time a mark of zero may be recorded.

  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 aggregate of the weighted marks obtained for each of the summative assessment items in the course.

  6. Examination information:
    This is a restricted examination. Candidates are allowed access to specific materials during the examination. The only materials that candidates may use in the examination for this course are:
    1. writing materials. These must be non-electronic and free from material which could give the student an unfair advantage in the examination.
    2. translation dictionaries. With the examiner's approval, candidates may, take an appropriate non-electronic translation dictionary into the examination. This will be subject to perusal and, if it is found to contain annotations or markings that could give the candidate an unfair advantage, it may be removed from the candidate's possession until the appropriate disciplinary action is completed.


  7. Examination period when Deferred/Supplementary examinations will be held:
    Any Deferred or Supplementary examinations for this course will be held during the next examination period.

  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. Assignments:
    1. The due date for an assignment is the date by which a student must despatch the assignment to the USQ. The onus is on the student to provide proof of the despatch date, if requested by the examiner.
    2. Students must retain a copy of each assignment submitted for assessment. This must be produced within 24 hours if required by the examiner.
    3. In accordance with university policy, the examiner may grant an extension of the due date of an assignment in extenuating circumstances.


  2. Course weightings:
    Course weightings of topics should not be interpreted as applying to the number of marks allocated to questions testing those topics in an examination paper.

  3. Referencing in assignments:
    Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at http://www.usq.edu.au/library/referencing.